Documente Academic
Documente Profesional
Documente Cultură
MOHIT
PREFACE
The Cadburys Indias 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 led in both, the confectionery and soft
drink market Intec 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.
EXECUTIVE SUMMARY
Rationale of study:
The Cadburys Inc has taken the opportunity to offer us a broader
view of chocolate category. The Cadburys Indias no.1 Chocolate is
able to share with their market insights
being
Objective:
To analyze the marketing strategies of the company with
Importance:
1) This report is useful for the researchers who are willing to do research on the
Cadbury chocolate and its present competitors in the market.
2) This report shows the problems associated with the Cadbury industry in the
market as it helps in removing these problems.
3) This report can be useful as a secondary data for chocolate industry.
4) This report helps in knowing the current and future scenario of confectionary
industry.
5) This report helps in knowing market position of different confectionary
industry.
Research Methodology:
The research conducted by Exploratory Research this type of research is Qualitative
and Quantitative. Qualitative refers to the characters of the data or process by
which the data are gathered.
The research process consists of a series of closely related activities. Why a
research study has been undertaken. Why a research study has been undertaken,
how the research problem has been defined, in what way and why the hypothesis has
been formulated, what data has been collected and what particular method has
been adopted and a host of similar other question are usually answered when we talk
of research methodology concerning a research problem or study.
Sampling:
The data was to be collected only from the Consumers and Retailers. A questionnaire
was prepared and interviewing with Retailers and Consumers.
A decision has to be taken concerning a sample unit before selecting the number of
samples. It may be geographical as well as individual..
Size of Sample:
This refers the number of items (Outlets) to be selected from the finite universe to
constitute a sample size. The survey was conducted of 50 outlets.
Analysis:
The data was tabulated manually and was also analyzed manually excel was used to
make graphs and pie chart.
26% of people are interested in eating chocolate and 74% are not eating.
The Cadbury brand chocolate 75% of people prefer after that Nestle,
Amul and others are take place.
Most of the people buy chocolate from superstore and after that from
retail or movie mall.
54% people are not aware from this brand while 46% are aware.
Dairy milk and 5 star is most famous product of Cadbury.
Cadbury chocolate is very easily available in the market.
Conclusion:
This company project has demonstrated CADBURYS MARKETING AND
COMPETITIVE STRATEGIES that has proved to be extensive through, and of
great benefit to the company in furthering its competitive advantage.
In this project it possible to see the success of Cadburys in its indorse its strong
potential to continue to do well.
Recommendations :
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.
INTRODUCTION
The Cadburys Inc has taken the opportunity to offer us a broader view of chocolate
category. The Cadburys Indias 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 Intec 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
will remember as the story of The taste of life.
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
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 Cadburys chocolate.
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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 todays
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
Cadburys top selling brand was launched. Three names were considered Jersey
Highland Milk and Dairy Maid. Dairy Maid became Dairy Milk and Cadburys 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 companys best selling line and in the mid twenties
Cadburys Dairy Milk gained its status as the brand leader, a position that it has held
ever since. Today more than 250 million bars of Cadburys Dairy Milk are made
every year and sales reach over 100 million Pound in value.
While advertising and label design g-have changed with fashion and considerable
strides have been made in manufacturing technologies, the recipe for Cadburys 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.
Cadburys Dairy Milk Story
Chocolate has been enjoyed by successive generation since the manufacturing process
was developed in the Victorian Times. Good chocolates are an art form depending on
recipe traditions, which have grown over the years. Chocolates 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.
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By todays 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.
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PRODUCT PROFILE
Picnic
Perk
Gems
clairs
Nutties
Temptation
FOOD DRINKS
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Ovaltine
Drinking chocolate
Bournvita
Horlicks
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Right from the stand Cadbury Dairy Milk Chocolate success has been based on 4
factors:17
Quality
Value for money
Advertising
Amul Chocolates
AMUL CHOCOLATE is made from Sugar, Cocoa Butter, Milk Solids, Chocolate
mass
Composition:
Milk Fat 2%
Sugar 55%
Product Specification:
Meets all requirements under the PFA for boiled sugar confectionary.
Gujarat
Cooperative
Milk
GCMMF: An Overview
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Marketing
Federation
Members:
12 district cooperative
producers' Union
2.36 million
11,333
milk
Sales Turnover
Rs (million)
US $ (in million)
1994-95
11140
355
1995-96
13790
400
1996-97
15540
450
1997-98
18840
455
1998-99
22192
493
1999-00
22185
493
2000-01
22588
500
2001-02
23365
500
2002-03
27457
575
2003-04
28941
616
Amul Brands
Quality is the essential ingredient in all of our brands and the reason why millions of
people choose Nestl products every day. Our consumers have come to trust in
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Dairy Products:
From shelf-stable solutions to chilled dairy.
Breakfast Cereals:
Start your day out healthy with Nestl BreakfastCereals.
Ice Cream:
Discover the world of delicious Nestl Ice Cream.
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Prepared Foods:
Preparing well-balanced meals is a snap with Nestl.
Beverages:
Drink to a healthy, active life with Nestl beverages.
Food Services:
Providing food and beverage professionals with a wide range of solutions.
Bottled Water:
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Petcare:
Nutrition, health and wellness for your pet.
NESTLE INDIA
THE NESTLE India stock has been bubbling with activity in an otherwise listless
equity market.
Till date, the stock has surged 77 per cent from its low of Rs 304 in May 2000 and
now commands a valuation 39 times the expected earnings for 2000. This is steep by
FMCG standards.
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The recent surge in the stock is partly driven by the announcement by the parent,
Nestle SA, that it would use the creeping acquisition route to mop up another five per
cent in Nestle India through open-market purchases. But improving the stock's
valuation can also be traced to good financial performance in a market starved of
healthy earnings numbers.
On a comeback trail
The resumption of its coffee exports to Russia and a favourable input price
environment pepped up Nestle India's net profit growth to 28 per cent in the first nine
months of 2000. Sales growth in this period was 10.4 per cent, with domestic sales
rising 9.8 per cent and export sales 13.8 per cent. In reality, the growth in sustainable
net profits was higher than reported as the company took an additional one-time
charge of Rs 14.70 crore in the first nine months of 2000 for provisions against
contingencies.
Unusually, low input prices may have contributed considerably to margin expansion.
Continuing surpluses in global production have pushed both coffee and cocoa prices
(the two key inputs for Nestle India, apart from milk) to historic lows in 2000. While
coffee prices are hovering close to their seven-year lows, cocoa prices recently
bounced off their lowest levels in three decades.
With global agencies forecasting high carry-in stocks for the next season, the soft
input price advantage could be with Nestle for the time being. Does this mean Nestle
India will sustain its healthy earnings performance over the next couple of years?
This will depend on its ability to revive sales growth in its domestic product
categories.
Greener pastures at home
Nestle's 10.4 per cent sales growth in the first nine months of 2000 is partly
magnified by the low base of comparison. The cessation of coffee exports to Russia
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due to the economic crisis there, led to a 38 per cent drop in export sales (and a 5 per
cent drop in net sales) for Nestle India in 1999.
Instant coffee exports to Russia resumed this year, but the business remains poor
because realisations have fallen in line with green coffee prices. Since realisations in
the export market are unlikely to look up in the next year, Nestle will continue to look
to its domestic product portfolio to sustain earnings growth.
In recent times, as with other FMCG companies, Nestle India's topline growth in the
domestic market was unimpressive, at around 8 per cent in 1999 and 9.8 per cent in
the first nine months of 2000. In the domestic market, Nestle India has traditionally
derived its revenues from five product baskets -- coffee (Nescafe Select, Sunrise);
milk products (Milkmaid condensed milk and ready mixes, Coffeemate coffee
creamer, Everyday Dairy Whitener); weaning foods for infants (Cerelac, Nestum,
Lactogen); chocolates/confectionery and malted beverages (Milo, KitKat, Charge,
Munch, Polo); and food products (Maggi noodles, soups).
Cash cows slow down
Of these, weaning foods and milk products are the cash cows, with dominant market
shares in both businesses. But as these are mature products, they appear likely to
deliver steady, and not scorching, growth rates. Sales growth in these businesses was
less than five per cent in 1999-2000.
In chocolates and instant coffee, the growth prospects appear brighter, but Nestle
faces intense competition from the players with the dominant market shares. While
Unilever and Tata Coffee are significant threats in the coffee market, the market
leader Cadbury India has been a potent threat in the chocolate confectionery market.
Nestle's Kitkat has actually ceded market share to Cadbury's Perk in the past year.
The market for specialised food products such as soups and noodles holds healthy
growth potential. But the market is relatively small and players such as International
Bestfoods, Unilever and Dabur are vying with a host of imported brands and regional
players for a share of the pie.
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year were Rs 98.47 crore). Royalty payments accounted for 3.5-4 per cent of sales
over the past three years.
Nestle has used the soft input prices to reduce prices of its coffee and chocolate
brands. Products such as KitKat and Munch in low-unit price packs have been used to
encourage trial and bolster flagging volumes. But these moves will take time to pay
off.
However, the revival in the 2000 third quarter domestic sales is heartening. For the
quarter ended September 2000, Nestle reported an 18 per cent growth in domestic
sales (export sales declined 8 per cent due to lower realisations). Considering that
Nestle has reduced both coffee and chocolate prices over the past year and held other
product prices, this indicates volume growth of a higher order.
A plan to expand the network of Nescafe vending machines and establish coffee bars
to encourage out-of-home consumption of coffee is also on the cards.
Testing the waters
Over the past year, the company has also announced forays into three new areas -liquid milk, bottled water and biscuits. The foray into biscuits is through the joint
venture Excelsia Foods, so the contribution to Nestle's revenues may at best be in the
form of dividends for now.
Liquid milk and bottled water are businesses that hold immense growth potential.
Larger players can expand through higher penetration levels and at the expense of the
unorganised segment. However, both these segments are quite crowded with feature
listed and unlisted players which have considerable financial muscle.
In the liquid milk segment, Nestle will be up against the formidable Amul, apart from
a host of private dairies with established clientele.
In the bottled water market, the market leader, Bisleri (of Parle Products), has had to
contend with competition from scores of me-too brands, apart from Pepsi's Aquafina,
Coca-Cola's Kinley. Going forward, competition is only likely to increase, with
Britannia planning to launch more bottled water brands from its foreign collaborator
Danone's portfolio (Evian, one of the largest bottled water brands, is already on shop
shelves).
Striving for niches
Nestle India has already launched two bottled water brands in the domestic market -the internationally renowned Perrier, followed recently by its sparkling mineral water
brand, San Pellegrino (reputed to be sourced from the Swiss Alps).
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However, both products are for upmarket consumers. The premium pricing suggests
that the products will remain niche products with relatively small target markets. Pure
Life, the mass market bottled water brand to be launched shortly, will determine the
success or failure of Nestle's bottled water foray.
Nestle India has also shied away from the mass market for liquid milk in plastic
pouches, and instead restricted itself to ultra heat treated (UHT) milk in Tetrapacks.
The product is priced at a substantial premium to the other local brands.
Investment outlook: Nestle's new product forays are into extremely competitive
markets and investments in the new businesses are likely to be high over the next few
years.
In this respect, the advantage of soft input prices, high cash flows available from the
stable businesses (such as weaning cereals and coffee) and the financial might of the
parent, Nestle SA, will stand Nestle India in good stead.
The royalty to the parent should ensure that Nestle India continues to enjoy
ungrudging access to the parent's product portfolio. In many respects, in India Nestle
is pitted against its key adversaries worldwide -- Groupe Danone and Unilever. In the
foods business at the global level, both companies are considerably smaller than
Nestle SA.
But marketing prowess, rather than size is likely to determine the success of Nestle
India's new product forays in the next couple of years. Since the high growth rates of
this are partly on account of the low base of last year, the growth rates are likely to
reach more moderate levels next year. The stock continues to be a good investment
option for investors with a three-year horizon. But since the recent uptrend is partly
on account of factors unrelated to the fundamentals, there could be some downside to
the stock in the near-term.
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This report gives the help to the marketers for analyzing the different competitors in
the chocolate industry. These are the following some importance of this research
report as under:
6) This report is useful for the researchers who are willing to do research on the
Cadbury chocolate and its present competitors in the market.
7) This report shows the problems associated with the Cadbury industry in the
market as it helps in removing these problems.
8) This report can be useful as a secondary data for chocolate industry.
9) This report helps in knowing the current and future scenario of confectionary
industry.
10) This report helps in knowing market position of different confectionary
industry..
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RESEARCH METHODOLOGY
Achieving accuracy in any research requires in depth study regarding the subject. As
the prime 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
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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.
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ORGANIZATIONAL STRUCTURE
MANAGING
DIRE
CTO
GENERAL
MAN
32 AGE
VICE PRESIDENT
MARKETING
MANUFACT SALES
U
R
FINANCE
DISTRIBUTI
O
N
Cadbury Schweppes
Cadbury Schweppes plc, a global beverage and confectionary giant with annual sale
of Rs 20,000 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.
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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It Stand First Among Second coming. And it wasnt 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, Cadburys Dairy Milk (CDM)-Cadburys 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, CDMs 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 this stagnant market wouldnt help. They
had to find new customers, people whod 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 wasnt 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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The Tests
Despite the Need To Clear The residual memory of CDMs 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
shouldnt 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 chocolates just an everyday
affair, without special occasion or 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 ones 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, Cadburys
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. Hed think about
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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.
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 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&Ms 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 comprehension? Simple: the
first was meant to be the vehicle on which the daring idea-that adults should enjoy
chocolate-would ride into the consumers 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.
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 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.
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The ad was protested among adults 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.. Accessions. Consumers described dairy milk as of
all ages
Eat, when ever you feel like ityou 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.
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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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 more broad based, in the sense adults are an important target
segment now. The reposting of Cadburys 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 Cadburys range 5 Star, Gems, clairs,
Fruit & Nut, Crackle, Nutties, Butterscotch & Tiffns a new lease of life. In other
words, it
facilitated the repositioning of Cadburys 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 Cadburys turnover. Confectionary sales accounting
for 12% of turnover is contributed largely by clairs. The company attempted
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59%
64%
Sugar Confecting
9%
12%
Food Drink
32%
24%
69.2%
Sugar Confectionary
4.0%
Food Drink
14.2%
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SWOT ANALYSIS
Strength
1. Very strong brand equity in India.
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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. Globalisation: optimal use of global Cadbury Schweppes.
Threats
a] Major :46
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).
PEST ANALYSIS
Will lose market share with globalization (a la Maruti) but will remain brand leader.
envisaged.
T:
5 PS 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. Cadburys
offer such product. The wide variety products offered by the company include:
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49
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 Cadburys 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.
Cadburys 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. 15
Perk
Rs. 10
5 Star
Rs. 10
Rs. 22
Gems
Rs. 10
Break
Rs. 5
Nutties
Rs. 18
Rs. 104
Drinking chocolate
Rs. 50
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 isnt
going to help when it comes to tackling these issues.
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.
Cadburys distributes the product in the manner stated above.
Cadburys 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
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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. Cadburys marketing costs, at 18% of total costs, is much higher than Nestls
12% or even pure sugar confectionery major Parrys 11%. The company is looking to
reduce this parity level. At Cadbury, they believe that selling confectionery is it like
selling soft drinks.
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 rediscoursing 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 whos got their hand on a
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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 ICICIs 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 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.
clairs 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.
Its a combination of spiffing up its key brand, researching and improving the newer
products that havent 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. Todays consumer demanding more for less, and the
winner will be that super value marketers. Some of todays most successful
companies recognize those customers are more educated and able to recognize true
customer value
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The outlook
The Cadbury management has cut down on its growth target by setting a 10% average
volume target for next 3 years (as against previous growth) coupled with in factionary
price increases, this could translate into top line growth of 14 15%. This target also
appears difficult to achieve given the consumer slowdown and the fact that the
companys consumer slow down and the fact that company is dependent on a single
category chocolates to drive growth. Effect it expanding confection any portfolio
have also not yielded desired results. The management has declared its intention to
focus only in clairs (which forms a major position of its 4% share in the
confectionary segment) for the time being in this category.
In chocolates too ones remain on the 2-3 key brands as CDM, perk in E claims which
have supported growth in the past. While new launched such as milk @ and Perk
slims have been doing will, the management expects that dairy milk would continue
to be the central driving force in Cadburys growth and that all other brands would
remain peripheral to this central brand.
Fruit n Nut
Positioning
Nestles brands
Positioning
Milk Positioned as an
affordable enriched
milk chocolate
Positioned
as
Trendy, Cool, any
Creamy bar
Roast Almond
Crackle
as an impulse any
time purchase
self
expression
values attached
time snack.
Positioned as a
snacking
consumption
Have a Break,
Have a Kit Kat
Bournvita
5 Star / Perk/Break
Data was tabulated manually and was also analyzed manually. Excel was used to
make graphs had pie charts.
Main technique 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
26% of people are interested in eating chocolate and 74% are not eating.
The Cadbury brand chocolate 75% of people prefer after that Nestle,
Amul and others are take place.
Most of the people buy chocolate from superstore and after that from
retail or movie mall.
54% people are not aware from this brand while 46% are aware.
Dairy milk and 5 star is most famous product of Cadbury.
Cadbury chocolate is very easily available in the market.
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Yes
26%
No
74%
80
70
60
50
40
30
20
10
0
65
60
30
Cadbury's
Movie Halls
17%
Nestle
Amul
Others
6%
Super stores
32%
Restaurants
10%
Others
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Retail stores
35%
Yes
46%
No
54%
60
80
70
80
60
40
40
35
24
20
0
Dairy Milk
5 Star
Perk
Temptation
Yes
91%
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CONCLUSION
This company project has demonstrated CADBURY CHOCOLATE MARKETING
STRATEGY WITH ITS MAIN COMPETITORS that has proved to be extensive
through, and of great benefit to the company in furthering its competitive advantage.
It also helps the company for building its future planning and targeting the customers
for more satisfaction through its innovative product.
In this project it possible to see the success of Cadburys in its indorse its strong
potential to continue to do well and also gives the ways to maintain its market
potential.
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RECOMMENDATIONS
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FUTURE STRATEGY
In the branded impulse market, the share of chocolate in 6.6% and Cadburys 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 clairs.
The company is today the second best manufacturing location of Cadburys
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.
has been able to increase the width of its consumer base through launch of
low priced products.
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.
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BIBLIOGRAPHY
Business World
QUESTIONNAIRE
1. Do you eat chocolates?
Yes
No
2. Which brand of chocolates do you use?
Cadburys
Nestle
Amul
Others
3. Where do you buy chocolates from?
Super stores
Retail Stores
Restaurants
Movie Halls
Others
4. Are you aware of any campaign of the above brands?
Yes
No
5. Which cadburys product do you usually prefer or use?
Dairy Milk
5 Star
Fruit & Nut
Perk
Temptation
6. Do you think Cadburys chocolate is easily available in market ?
Yes
No
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