ACKNOWLEDGEMENT

This project work, which is my first step in the field of professionalism, has
been successfully accomplished only because of my timely support of well-
wishers. I would like to pay my sincere regards and thanks to those, who
directed me at every step in my project work.

I would like to thank our respected director, Dr. J.K.Goyal, who allowed me
to undertake this project and provided his valuable guidance in doing it.

I extended my sincere thanks and gratitude towards Ms.Supriya Choudhary,

internal faculty, RDIAS for her help and valuable support throughout the
term of the project. It was learning experience to work under her guidelines.

I would also like to thank the faculty members and staff members of RDIAS
for their kind support and help during the project.

SHRUTI BANSAL
 TABLE OF CONTENTS

S.NO CONTENTS

1. CADBURY COMPANY PROFILE

2. NESTLE COMPANY PROFILE
3. RESARCH METHODOLGY
a) SECONDARY DATA
b) PRIMARY DATA
c) SAMPLING METHOD
4. ANALYSIS
a) BRAND
b) EAT CHOCOLATES
c) OFTEN
d) SIZE
e) PRICES
f) OTHER COMPANIES
g) MORE COMPANIES
h) TASTE
I) PREFERENCE
j) QUALITY
k) PRODUCT
5. CONCLUSION
6. BIBLOGRAPHY
7. APPENDIX
 QUESTIONNAIRE
HISTORY OF CADBURY
The Cadbury story goes back over more than a century and a half,
when one man, a young Quaker named john Cadbury, opened a
small business way back in 1824, laying the foundation of what was
to become one of the world's largest producers of chocolate.
By 1831 the business had changed from a grocery shop and John
Cadbury had become a manufacturer of drinking chocolate and
cocoa. This was the start of the Cadbury manufacturing business, as
it is known today.
Now the leader in the UK chocolate market, Cadbury Limited is the
confectionery division of Cadbury Schweppes, a major force in the
confectionery and soft drinks international market.

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 characteristic of
Cadbury's chocolate.

In 1831 a small factory was rented, an old malt house in Crooked

Lane, Birmingham and John Cadbury became a manufacturer of
drinking chocolate and cocoa, the real foundation of the Cadbury
manufacturing business.

The earliest cocoa bean products were 'balanced' by mixing the

ground cocoa with potato starch and sago to absorb the excess
cocoa butter plus other ingredients to give healthy properties to the
drinks.

By 1842 John Cadbury was selling sixteen sorts of drinking chocolate

and eleven cocoas. The earliest preserved price list shows drinking
chocolate in cakes and powder with names such as Churchman's
chocolate, Spanish chocolate, and Fine Brown chocolate with cocoa
in powder, flakes and cocoa nibs including granulated cocoa, Iceland
Moss, Pearl and Homeopathic cocoas. By the late 1870s the
flourishing Cadbury business had outgrown the Bridge Street factory.
The workforce had risen to 200 and after 32 years at Bridge Street, in
1878 the Cadbury brothers started their search for a new site.

Rather than take a factory in the recognized industrial quarter of

Birmingham, the brothers decided to go to the country. "If," they said,
"the country is a good place to live in and play in, why not to work in?"
They realized that food should be made in clean, healthy
surroundings. Also they

Knew that space would be needed for future expansion and to create
better working conditions as looking after the welfare of employees
was an important consideration for the brothers.

On June 1878 the ideal site was found - the Bourn brook Estate,
fourteen and a half acres of land between the villages of Stirchley and
King's Norton, about four miles south of the center of Birmingham.

.
1866- The Cadbury brothers introduce a new cocoa process to
produce a much more palatable cocoa essence - the forerunner of
the cocoa we know today. The plentiful supply of cocoa butter
remaining after the cocoa is pressed makes it possible to produce a
wide variety of new kinds of eating chocolate.
1897-Cadbury manufactures its first milk chocolate.

1905- Cadbury Dairy Milk is introduced with a new recipe using fresh
milk.

1915- Cadbury Milk Tray is introduced.

1920- Cadbury Flake is introduced.

1923- Cream filled eggs, the forerunner of

Cadbury Crème Eggs, are launched in the UK
.
Mid-1920's -Cadbury Dairy Milk gains its status as the brand leader
in the UK, a position that it has enjoyed ever since.

1928- Fruit & Nut is introduced as a variation of Dairy Milk. Cadbury

introduce the "glass and a half" advertising slogan.

1929- Cadbury Crunchie is launched.

1938- Cadbury Roses are launched.

1958- Cadbury Picnic is launched.

1971- Launch of Cadbury Crème Egg, as we know it today.

1976- Cadbury Caramel is launched.

1987- Cadbury Twirl is launched.

2000- Cadbury Snowflake is launched.

COMPANY PROFILE

THE COMPANY
Cadbury limited is a wholly owned subsidiary of Cadbury Schweppes.
Its head office is located in bourn Ville, Birmingham

NUMBER OF EMPLOYEES
4000 employees

MISSION
Cadbury Schweppes governing objective is to maximize returns to
shareholders. In support of this, Cadbury ltd, aims to be clearly the
best and been seen to be clearly best by the consumer, customers,
competitors and shareowners. 80% of employees own share through
various share ownership/ share save schemes.

SUPERIOR SHAREHOLDER VALUE

At Cadbury India, we strive to ensure that everything we do as

individuals and as a business is in line with our governing
objective - to maximize the value of the company for our
shareholders. This increase in value of the company is not only
beneficial to the shareholders, but can also bring more reward and
satisfaction to the employees involved in the task.
We believe that the only way to achieve this goal is by constantly
improving the way we manage business and by sharpening the
corporate culture.

INFORMATION TECHNOLOGY

At Cadbury India we believe that effective communication and

availability of information 'at the right time and the right place' is
critical for an edge in business. In order to achieve this we realized
the importance of and have in place, an effective IT infrastructure.
A Wide Area Network of Leased Lines connects 34 sites across the
country. These include HO, Sales Regional offices, factories, depots
and cocoa operation office. We have implemented SAP R/3 as an
Enterprise Resource Planning tool, Business Information
Warehousing (BW) as a Data Warehousing tool and Lotus Notes as a
corporate collaborative package. Reliability, scalability and security of
Network and hive are one of the initial implementers of SAP R/3 and
the first implementer of BW in the country. SAP India awarded us the
SAP Star Customer Award in 1998 for successful implementation of
SAP R/3 and for the invaluable support extended to SAP and the
SAP user community. We are also the proud recipients of SAP Star
Installation Award 2001 for innovative use of BW in sales analysis.
With implementation of SAP R/3 as an on-line, integrated transaction
system all up-to-date information on stocks, sales, costs & financial
data is available any time across the locations. R/3 is used as a
“better practice implementation” tool to bring in uniformity and
standardization of practices within the company. This is a part of
Global initiative of Cadbury Schweppes (the Parent Company) uptime
are the basic needs for such business critical application
We are one of the initial implementers of SAP R/3 and the first
implementer of BW in the country. SAP India awarded us the SAP
Star Customer Award in 1998 for successful implementation of SAP
R/3 and for the invaluable support extended to SAP and the SAP
user community. We are also the proud recipients of SAP Star
Installation Award 2001 for innovative use of BW in sales analysis.
With implementation of SAP R/3 as an on-line, integrated transaction
system all up-to-date information on stocks, sales, costs & financial
data is available any time across the locations. R/3 is used as a
“better practice implementation” tool to bring in uniformity and
standardization of practices within the company. This is a part of
Global initiative of Cadbury Schweppes Plc (the Parent Company).
With BW we have empowered the sales team with flexible, user
friendly SIS. BW utility is being extended to other functions now. We
use various workflow applications and databases in Lotus the proud
recipients of SAP Star Installation Award 2001 for innovative use of
BW in sales analysis. With implementation of SAP R/3 as an on-line,
integrated transaction system all up-to-date information on stocks,
sales, costs & financial data is available any time across Notes to
reduce time on routine administration tasks and improve processes.
This also brings in IT Culture through usage of Information Systems
in different business applications.
All these applications are well supported with a scalable, sturdy Data
Center set up maintained by IBM Global Services Pvt Ltd with whom
we have an IT Strategic Outsourcing arrangement
IT as "Partners for Growth" aims to-:

Remain competitive in the fast changing environment.

Incorporate best practices in the business processes.

Achieve flexibility & scalability in systems to keep pace with changing

environments.

Increase speed of response to business processes.

Improve process efficiency.

Explore newer avenues for business growth.

BRAND BUILDING

Since its inception, Cadbury India has stayed ahead thanks to its
constant marketing initiatives, that have at all points in time
understood the needs of and opportunities in a changing nation.
The '60s was a decade which saw the launch of brands that are
etched in the hearts of generations of Indians - Tiffin’s, Nut
Butterscotch, Caramels, Crackle, 5 Star and Gems. It was a
strategy that introduced consumers to a variety of tastes and product
forms leading to a rapid increase in chocolate consumption.
Cadbury's Éclairs was launched in 1972, at the then princely sum of
0.25p and was an instant hit. It continues to be one of the biggest
brands in the Cadbury portfolio and offers the lowest price point at
which consumers can experience the real taste of chocolate.
In the years that followed, Cadbury invested in technology and made
an impact through innovative packaging. This decade experienced a
continuous growth in volumes as Cadbury launched a flurry of brands
with different pack sizes.

PRODUCTION

Cadbury India's first manufacturing facility was set up at Thane

(Mamba) in 1966. Today, the factory has grown manifold and
manufactures a range of products that include Cadbury Dairy Milk, 5
Star, Nutties, Gems and Bourn vita. The facto employs about 750
people and houses the R&D and engineering development facilities
of the company.
In a move towards backward integration, Cadbury bought Induri Diary
farm in Pune in 1964. Recently, a major investment program resulted
in the installation of modern moulding, crumb and chocolate making
facilities. Today, the Induri Factory manufactures intermediate
products like milk crumb and a range of finished chocolates. In 1989,
we began operations in our newest and most modern plant at
Malanpur. Equipped with state-of-the-art technology and backed by
constant investment, this unit manufactures Éclairs, Gems, Perk and
Picnic.
TRADE MARKETING

The Cadbury Sales and Distribution network directly services over 3.5
Lakh dealers across the country, once a week. Confectionery
purchase being impulse led, demands eye catching, on-the-cash-
counter visibility in as many of these outlets as possible.
In order to best meet our dealer's display and vending needs, we
have invested in an array of inputs to the trade:

The Sheet Metal Dispenser: This ubiquitous, purple salesperson for

Cadbury is found in almost any shop stocking our chocolates. While
being on the cash counter, it's unique design offers visibility, ease of
vending and protection from the elements. Available in various sizes,
it can meet the needs of any outlet. This 'first' from Cadbury, has
become so popular, today it is the standard dispenser design for all
chocolate manufacturers.

Visicoolers : Come summer, visibility for chocolates drop as they

disappear into the refrigerator. In high throughput outlets, the
visicooler with a glass front not only maintains eye contact with the
consumer, but offers perfect chocolates throughout summer as well.

Vending machines: First introduced in the country by Cadbury,

these impressive coin operated machines can be seen dispensing
chocolates in high traffic areas from the World Trade Center at
Mumbai to New Delhi railway station.

Jars: Outlets like the neighborhood Pan shop have just enough
places for simple dispensers like jars. Attractive jars / merchandising
units in such shops ensure places of pride for Cadbury.

Amusement Parks: Cadbury's presence in the premier amusement

parks such as Esselworld and Appu Ghar adds to the magic of
chocolates by 'coming alive' for the consumer.
CADBURY’S MISSION

1.MANAGING FOR VALUE

Managing For Value (MFV), is a worldwide mission for Cadbury
Schweppes and is about long-term sustainable change. It is about
raising our financial performance; by improving the way we manage
business and honing our corporate culture. MFV demands that every
action / decision of the company translates into an increase in the
value for shareholders. It has five elements to it, which are not
independent; they are closely related and at times they overlap.

2.Raising Financial Performance.

We measures our progress by three sets of financial targets:
Shareholder Value, Earnings Growth and Cash flow.
Accountability, Aggressiveness and Adaptability are seen to be
fundamental strengths across the organization if we are to increase
shareholder value in an increasingly competitive world.

3.Value Based Management

This is the part of MFV that deals with strategic operational decision-
making. It involves individuals understanding what creates the most
value in their area of responsibility and working towards achieving it.

4.Leadership Capability
To improve our performance and achieve our goals we need
managers who are accountable, adaptable, assertive, motivated,
motivating, mature and global in their outlook. We call these the
Leadership Imperatives and we recruit, appraise and develop our
managers against them.
5.Rewards
The success of MFV, relies on aligning the interests of employees as
closely as possible with the interests of our shareholders. This
involves incentives linked to results and share ownership.

MARKET SHARE
Competition: Cadbury has been losing market share, but continues
to dominate the chocolate market with about 65% market share.
Nestle has emerged as a significant competitor with about 24%
market share. Other national players in segment include co-operative
owned Amul and Campco, besides a host of unorganized sector
players. The sugar confectionery segment is largely dominated by the
unorganized players. Leading national players in this category include
Nutrine, Parry's, Ravalgaon, Candico, Parley’s, Joyco India and
Perfetti. The MNC’s such as Joyco and Perfetti have aggressively
expanded their presence in the country in the last few years.
Malted food drinks category consists of white drinks and brown
drinks. White drinks account for almost two-thirds of the 90,000-ton
market. South and East are large markets for food drinks, accounting
for the largest proportion of all India sales. Cadbury’s Bournvita is the
leader in the brown drink (cocoa based) segment. In the white drink
segment, SmithKline’s Horlicks is the leader. Other significant players
are Heinz (Complan), Nestle (Milo) and GCMMF (Nutramul). Market
leader SmithKline also owns other brands such as Boost, Maltova
and Viva. Cadbury has a 15% market share in the malted food drink
segment.

Performance: Cadbury reported sales of Rs6.26bn in 2001. Volumes

grew by 5.8%, much lower than the targeted 10% volume growth.
Value growth was also marginally lower at 9.7% over the previous
year as against 12% target set by the company at the beginning of
the year. The sales increase was largely driven by launch of
affordable small pack variants for all the leading brands and focused
innovative advertising campaigns for flagship brand Dairy Milk.
Operating profit margin improved from 16.6% to 17.5% aided by
lower material costs. Net profit rose by 10% to Rs574mn.

Outlook: The Cadbury management has been unable to achieve the

volume growth targets set during the last two years. The company
remains dependent on a single category – Chocolates to drive
growth. Sugar confectionery ventures have not yielded desired
results. In the malted food drinks category too, Bournvita market
share has remained stagnant at 14-15% in the last few years, despite
the company’s efforts and investments in repositioning the brand.
With the company planning to delist from Indian bourses, the
company would then operate as a 100% subsidiary of the parent,
after the open offer for the balance public holding is completed in
2000.

CADBURY’S STRATEGY
1. Create robust and sustainable regional positions in our core
categories of confectionery and beverages through organic growth,
acquisition and disposal.
We will achieve this by Managing for Value. Our Managing for
Value process incorporates:
2. setting stretching financial objectives.
3. Adopting value-based management for major strategic and
operational decisions and business systems.
4. Creating an outstanding leadership capability within our
management.
5. Sharpening our company culture to reflect accountability,
aggressiveness and adaptability.
6. aligning our management rewards structure with the interests of
our shareowners.
In India, Cadbury India has defined its vision as "Life full of
Cadbury, Cadbury full of life"

THIS MEANS

1. Broadening our consumer appeal and extending our reach to

newer markets.
2. Sustained growth of our market share through aggressive product
development.
3. Striving for international quality in our products and processes.
4. Focusing on cost competitiveness, productivity and innovative
utilization of assets.
5. Energizing and developing our people.

BRANDS

The various products produced by Cadbury are:

1. Cadbury’s dairy milk

2. Five star
3. Perk
4. Fruit and nuts
5. Marble
 6. Chocolate truffle

HISTORY OF NESTLE

The history of Nestlé began in Switzerland in 1867 when Henri

Nestlé, the pharmacist, launched his product Farine Lactée Nestlé,
a nutritious gruel for children. Henri used his surname, which means
‘little nest’, in both the company name and the logotype. The nest,
which symbolizes security, family and nourishment, still plays a
central role in Nestlé’s profile.
Since it began over 130 years ago, Nestlé’s success with product
innovations and business acquisitions has turned it into the largest
Food Company in the world. As the years have passed, the Nestlé
family has grown to include chocolates, soups, coffee, cereals, frozen
products, yogurts, mineral water and other food products. Beginning
in the 70s, Nestlé has continued to expand its product portfolio to
include pet foods, pharmaceutical products and cosmetics too.

Today, Nestlé markets a great number of products, all with one thing
in common: the high quality for which Nestlé has become renowned
throughout the world.

1867- Henri Nestlé founded the company in Vevey, Switzerland.

1898-Nestlé purchases its first factory outside of Switzerland – Viking

Melk factory in Norway.
1905- Nestlé merges with Anglo-Swiss Condensed Milk Company.

1929- Nestlé merges with Peter-Cailler-Kohler Chocolates Suisse’s

S.A.

1938- Nestlé launches Nescafe – the world’s first instant coffee.

1947- Nestlé merges with Alimentana S.A. with the brand Maggi.

1962- Nestlé purchases Findus.

1974- Nestlé becomes a significant shareholder in the Cosmetics

Company L’Oreal.
1977- Nestlé purchases Alcon, manufacturer of eye care products
and kits.

1985- Nestlé purchases the Food Company Carnation.

1988- Nestlé purchases the confectionary company Rowntree

Mackintosh and the pasta company Buitoni-Perugina.

1992- Nestlé purchases the mineral water Company Perrier.

1998- Nestlé purchases Spillers pet foods business.

1 9 9 9 - Nestlé acquires Preparados y Congelados Alimenticios LA, La

Cocinera, which produces ready-made frozen meals, pizzas, snacks
and refrigerated products under the La Cocinera and Fricongel brand
names.

2000- Nestlé sells the Findus brand in all countries except for Italy
and Switzerland.

2001- Nestlé merges with Ralston Purina, the premier pet food
Company in North America, and with unique expertise in the dry dog
food area.

COMPANY PROFILE

BUSINESS PRINCIPLE

Since Henri Nestlé developed the first milk food for infants in 1867,
and saved the life of a neighbor’s child, the Nestlé Company has
aimed to build a business based on sound human values and
principles.

While our Nestlé Corporate Business Principles were first published

as a single document in 1998, most of the individual business
principles contained in the document had existed for many years in
individual form as a result of Nestlé’s focus on principle-based
business practices.

We are now issuing this update of our Nestlé Corporate Business

Principles for three basic reasons:

First, we have had three years of experience in using the Nestlé

Corporate Business Principles as a management tool. They have
been translated into over 40 languages and given to all our
management worldwide, which has provided us useful feedback
about their application.

Second, additional relevant areas have been developed, which

needed to be added, including The Nestlé Water Policy and the
Nestlé Corporate Governance Principles.

Third, the United Nations Global Compact has been created, under
the leadership of Secretary-General Kofi Annan. Nestlé has pledged
support of the Global Compact and a reference to it has been
included in our revised text.
All nine of the Global Compact Principles are now reflected in the
Nestlé Corporate Business Principles. While our Nestlé Corporate
Business Principles will continue to evolve and adapt to a changing
world, our basic foundation is unchanged from the time of the origins
of our Company, and reflects the basic ideas of fairness, honesty,
and a general concern for people.

Given the growing public interest in the area of corporate social

responsibility, we openly share these Principles, not only with all our
employees, but also with anyone in the public who is interested in
understanding the Principles on which this Company is based.

QUALITY

1.SUCCESS IS BUILT ON QUALITY

Quality is the cornerstone of our success. Everyday, millions of
people all over the world show their confidence in us by choosing
Nestlé products. This confidence is based on our quality image and a
reputation for high standards that has been built up over many years.
Every product on the shelf, every service and every customer contact
helps to shape this image. A Nestlé brand name on a product is a
promise to the customer that it is safe to consume, that it complies
with all regulations and that it meets high standards of quality.
Customers expect us to keep this promise every time.
Under no circumstances will we compromise on the safety of a
product and every effort must be made to avoid hazards to health.
Likewise, compliance with all relevant laws and regulations is a must
and is not negotiable. People, equipment and instruments are made
available to ensure safety and conformity of Nestlé products at all
times.
The effort is worth it. Companies with huge quality standards make
fewer mistakes, waste less time and money and are more productive.
They also make higher profits.
Quality is our most successful product. It is the key to our success,
today and tomorrow.
2.THE CUSTOMER COMES FIRST
We want to win and keep customers: distributors, supermarkets,
hotels, shopkeepers and the final consumers. They have very
different requirements. Trade customers expect excellent service,
correct information and timely delivery. Consumers consider taste,
appearance and price when they make their choice. Our task is to
understand what customers want and respond to their expectations
rapidly and effectively.
We serve various groups of consumers and there is demand for
products at different levels of perceived quality and price. All
customers, however, expect value for their money – good quality at a
reasonable price.
When offering quality to customers we also mean environmental
quality. Nestlé shares society’s concern for the environment and is
committed to environmentally sound business practices throughout
the world.
Customers are central to our business and we must always respect
their needs and preferences.

3.QUALITY IS A COMPETITIVE ADVANTAGE

We live in a competitive world and must never forget that our
customers have a choice. If they are not satisfied with a Nestlé
product, they will switch to another brand. Our goal, therefore, is to
provide superior value in every product category and market sector in
which we compete.
The pursuit of highest quality at any price is no guarantee for
success, nor is a single-minded cost-cutting approach. Lasting
competitive advantage is gained from a balanced search for optimal
value to customers, by simultaneous improvement of quality and
reduction cost.
Success can never be taken for granted. We must watch and learn
from our competitors. If they do something better, we must improve
our own performance. We can achieve competitive advantage
through Quality.

4.QUALITY IS A JOINT EFFORT

Operating companies are fully responsible for maintaining agreed
quality standards. Not only Production units, but also Marketing,
Purchasing, Distribution and Sales have a vital role to play in
providing quality to customers. This implies a thorough knowledge of
the products and services we offer.
Quality units at different levels of the organization provide specific
support, promote quality awareness, assume guardianship and audit
the system. Quality departments monitor operations against agreed
standards and must intervene in case of non-conformity.
Quality policy and principles, the mandatory standards and the
recommended tools for implementation are laid down in the Nestlé
Quality System, which is applicable throughout the group. Further
directions are given through instructions, norms and guidelines, often
specific to a product.
Our business products, such as raw material producers, packaging
suppliers, contract manufacturers and distributors are expected to
share our concern for Quality. They too must set up an adequate
quality system, so as to meet our requirements consistently.
E v e r y f u n c t io n a n d d e p a r t m e n t in t h e c o m p a n y a s w e l l
as our business partners must share the quality efforts.

5.PEOPLE MAKE QUALITY

Adequate equipment, procedures and systems are needed to make
Quality; so are involved and dedicated people. Each and every Nestlé
employee must do his best to provide quality products and services.
Training and teamwork are crucial to the successful implementation
of high quality standards. Continuous training ensures that everyone
understands his tasks and has the necessary skills to carry them out.
Teamwork allows us to achieve results that are greater than the sum
of individual efforts.
We motivate employees by demonstrating management commitment
to Quality, by setting challenging goals and by giving them
responsibility and recognition. It is through employee involvement that
goals and targets can be achieved in the shortest time.
Quality must be a way of life for everyone in the company.

6.QUALITY IS ACTION
Quality is the result of deliberate action. It is the responsibility of
senior managers to communicate the quality objectives and to
provide the resources necessary for their implementation. It is then
up to all employees to make Quality happen throughout the company.
Progress is followed by listening to our customers and by measuring
our performance. Shortcomings and mistakes must be analyzed and
corrected. Problems must be anticipated and prevented before they
occur. We also must identify and take advantage of opportunities.
To stand still is to fall behind. So we must strive for continuous
improvement in every area. It is through many small improvements as
well as through major breakthroughs that we will achieve excellence.
At Nestlé, Quality is our first priority. Let us practice it every day.

GLOBAL COMMITMENT
Nestlé firmly supports the principles of the United Nations Global
Compact and is committed to reflecting these in its business
principles and practices.

In January 1999, UN Secretary General Kofi Annan announced the

initiative. His aim: "Let us choose to unite the power of markets with
the authority of universal ideals. Let us choose to reconcile the
creative forces of private entrepreneurship with the needs of the
disadvantaged and the requirements of future generations".

These universal ideals are specified in nine precise points under

three headings: human rights, labour standards and environment.

The Global Compact is based on the recognition that development

and poverty reduction depend on prosperity which can only come
from efficient and profitable business. International trade and
investment create new employment, raise skill levels and increase
local economic activity.

At the same time, companies have a duty to manage all aspects of

their business in a responsibly and sustainable way. This is why we
at Nestlé have laid down clear principles of corporate behavior - the
"Nestlé Corporate Business Principles" -, which we uphold wherever
we operate. These Corporate Business Principles are consistent with
the nine principles of the Global Compact.

The UN Global Compact is a symbol of leadership in a complex

world. It goes back to basics by focusing on a concise set of
fundamental principles for living and working in a global society. The
nine principles addressing human rights, labour standards and the
environment are truly universal - both precise enough to be relevant
and general enough so as to avoid cultural conflict. The Global
Compact is not a regulatory regime or a code of conduct, but a
platform and forward-looking forum for the exchange of good
practices in order to achieve actual progress in creating a more
prosperous and sustainable world.
At Nestlé, we will play our part to contribute to these goals.

1.NESTLÉ, A SOCIALLY RESPONSIBLE COMPANY

Our Company is well integrated in the communities where it runs its

industrial and commercial operations, through its social and
humanitarian actions, in line with our "Corporate Business Principles".

The General Secretariat, through Voluntary Contributions, deals with

the requests for financial support for projects linked to the Company's
activities, in the areas of nutrition, science, programmes connected
with youth, children or sports, as well as humanitarian aid, and
together with the Nestlé art Foundation for certain cultural activities.

In the event of natural disasters Nestlé contributes to the rescue

operations and emergency aid through its local companies or
representatives, providing various products (soups, pastas, Maggi
seasoning/products) and water (Nestlé Pure Life, Aquarel, Vittel, etc).
If there is no local affiliated company in the area, Nestlé makes its
contributions to one of the aid organizations it often works with for
humanitarian actions in orphanages, dispensaries and children's
hospitals in need.

Giving financial support is studied on a case-by-case basis.

The Public Affairs department maintains contacts with international

institutions in Switzerland and abroad, and contributes to
programmes such as the cooperation with the International Red
Cross in Africa in its fight against HIV and AIDS, for example.
2.COMPETITION
Nestlé has strong competitive threats from robust players in various
categories. In instant coffee HLL is a formidable competitor to Nestlé
while Heinz is the main competitor in the baby foods. HLL and Indo
Nissin Foods, with its Top Ramen brand, are the main competitors in
culinary products, semi-processed foods such as noodles, ready
mixes for Indian ethnic breakfast and sweets. In the chocolate and
confectionery market, the company has to complete with Cadbury's,
Amul, HLL and others.

3.ADVERTISING
The company's advertising has always stressed on the product
benefits and the ease of use Like the `bas do minute' maggi ad. With
new launches, the company has gradually upped its ad spend. As in
2001, the Ad spends increased by 20% to Rs1.54 bn as the company
spent heavily to promote new launches. Ad spends as percentage of
sales stood at 8.5% of sales.
In January 2003, Nestlé moved the creative duties of its infant
nutrition product range to McCann Healthcare, the two-year-old
healthcare advertising division of McCann-Erickson India from Mudra
Communications, Delhi. The media duties of the Nestle products
continue to be with Universal McCann. The account that is for brands
like Cerelac, Lactoegen and Nestum, is estimated to be worth Rs.16-
17 cr. Worldwide, Interpublic, McCann-Erickson's parent company,
handles Nestlé account apart from the numerous local agencies the
company hires in various countries. Therefore, the move is in
accordance with its worldwide consolidation of its communications.
Interestingly, Nestlé heavily relied on the print media for its infant
brand communication under Mudra, but with McCann the strategy
may differ.

OUR RESPONSIBILITY

1.SUSTAINABILITY

a) QUALITY FOOD PRODUCTS AND SUSTAINABLE

DEVELOPMENT

As we move ahead in the 21st century, we believe that a business

strategy based on high-quality food and beverage products can only
be maintained by business practices based on the principles of long-
term sustainable development.

In this report we attempt to describe how we practice and implement

the principles of sustainable development where we have direct
influence and impact on economies, societies and environments.

For everyone in our company, our responsibilities and values are

reflected in our commitment to the nestle corporate business
principle. These set out the basic rules we follow to make sure we
maintain the highest standards of conduct. This report presents some
key performance measures and figures, and shows how we endeavor
to put our Principles into practice.

In meeting our commitment to be a leader in sustainable

development, we build on two of the essential pillars of our long-term
strategy: innovation-renovation and operational efficiency.
We innovate in new products and technologies to meet the present
and future needs of our consumers in an increasingly sustainable
manner, and we improve or renovate existing products and
technologies for the same reasons. We are dedicated to continuous
improvement in the efficient use of resources, resulting not only in
lower operating costs, but also in a lower impact on the environment.
Managing our activities in accordance with the principles of
sustainable development makes good business sense. Given the
company's focus on high quality, food safety, nutritional value, and
consumer appeal, Nestlé needs to purchase high-quality agricultural
goods produced in a sustainable way. Even though we own no
agricultural land, our approach has been, through technical
assistance, to improve the farming methods and standard of living of
millions of farmers.

This is Nestlé's initial effort to report on sustainable development,

attempting to describe our impact on the well being of people and the
planet. As such, it is a step on a journey, as opposed to an end point
in itself.
We are committed to being open and transparent, and to listening to
the views of others as we move forward in sustainable development.

2.GENE TECHNOLOGY

a) NESTLÉ'S POSITION ON GENE TECHNOLOGY

From its inception more than 130 years ago, Nestlé has built its
business on successfully applying scientific breakthroughs and
technological innovations while taking full responsibility for the quality
and the safety of its products. Throughout these years Nestlé has
been manufacturing and marketing products tailored to meet the
diverse needs and preferences of consumers all over the world. This
broad experience has provided Nestlé with thorough insight into and
understanding of consumer demands, both in developing and
developed countries. Clearly, consumers' perceptions and opinions
differ in the various regions of the world. Hence Nestlé has always
strived to respect these differences and to take them into account in
its activities.

b) GENE TECHNOLOGY IN FOOD PRODUCTION

With this vast experience, Nestlé recognizes the potential gene
technology has in the longer term to improve the quality, availability
and nutritional value of food. Gene technology has the potential to
increase food production and to support sustainable agricultural
practices. In some instances, positive health effects have been
confirmed. For those reasons, Nestlé supports a responsible
application of gene technology for food production based on sound
scientific research.

3. SAFETY

The safety of our products and the integrity of the ingredients from
which they are manufactured are paramount to Nestlé. Genetically
modified crops, as all raw materials used by Nestlé, comply to strict
regulatory and safety evaluations. WHO, FAO, OECD and numerous
independent scientific bodies have concluded that genetically
modified crops, including ingredients derived from them, which have
passed food safety evaluation procedures, can be registered as safe
for use in food production. Nestlé concurs with their shared opinion
that such crops are as safe as their traditional counterparts.
4.CONSUMER INFORMATION AND LABELLING
Consumers confidence in the food they are buying is supported by
having access to information. Nestlé's Consumer Services are well
equipped to provide this access and thus are the first source of
information, including the use of ingredients, derived from genetically
modified crops, in Nestlé products. Many governments now have
implemented or are considering regulations for the use and labelling
of these ingredients. In the absence of a global agreement on the
labelling of ingredients, derived from genetically modified crops, and
recognizing government’s responsibility for the regulatory process,
Nestlé strictly adheres to national laws and regulations regarding their
labelling.

a) CONSUMER PERCEPTIONS AND THE FUTURE NEEDS OF

SOCIETY
As a global food manufacturer and marketer, Nestlé takes into
consideration local needs, cultural differences and consumer
preferences as well as attitudes concerning the use of ingredients
derived from genetically modified crops. In some regions of the world,
governments have expressed a keen interest in this technology as a
potential tool to address their country's future food requirements.
Nestlé's long-term experience in food production can be a valuable
resource in finding the right balance between these elements. This
may well result in different solutions in various regions of the world,
without jeopardizing in any way the safety and quality of its products.
Provided their safety is proven, as required for all ingredients, Nestlé
will continue to use ingredients derived from genetically modified
crops wherever appropriate.

5. ENVIORMENT
Nestlé was founded in 1867 by pharmacist Henri Nestlé on the
shores of Lake Geneva in Vevey, Switzerland. One hundred and
thirty-four years later, our headquarters are still in Vevey, surrounded
by the Swiss Alps in one of the world’s best-preserved environmental
settings.

As we have grown from humble beginnings into the world’s largest

food company, we have attempted to take the fundamental cultural
values of environmental preservation and cleanliness into every
country where we operate.
I spend a great deal of time traveling to these countries and have
personally visited many of the 468 Nestlé factories currently in
operation. One of the reasons for doing so is to see for myself that
our facilities reflect the environmental values basic to our Company.
Moreover, I follow the Company’s environmental performance,
including the results of our environmental performance indicators.
Our Environmental Officer reports directly to General Management to
ensure there is on-going awareness regarding environmental affairs.
Also, the Nestlé Environmental Advisory Group (made up of
corporate experts from many functions) meets regularly to review
current environmental issues and to anticipate potential concerns.
This allows us to maximize control over our activities and contribute
to sustainable development in the countries where we operate.

The Nestlé Environment – Progress Report 2000 describes the

results of continuous improvement in our environmental practices. I
am pleased about
the clear progress in a number of key areas, including a significant
decline in the amounts of water and energy used to bring each kilo of
Nestlé products into your home, and a similar reduction in factors
which potentially affect global warming. However, we are never
completely satisfied with our current performance, and are committed
to further environmental improvements.

We try to remain sensitive to the environmental concerns of our

consumers and the public as a whole. As a charter member of the
World Business Council for Sustainable Development, we attempt to
keep our policies at the forefront of industrial companies. For this
reason, we have pledged our adherence to The Business Charter for
Sustainable Development of the International Chamber of
Commerce, and we are committed to being a leader in environmental
performance.
This leadership is only possible through the collective commitment of
the tens of thousands of individual Nestlé employees who, on a daily
basis, work to make this a better planet on which to live. This Report
is dedicated to them.

6.UN GLOBAL COMPACT

Nestlé firmly supports the principles of the United Nations Global

Compact and is committed to reflecting these in its business
principles and practices.

In January 1999, UN Secretary General Kofi Annan announced the

initiative. His aim: "Let us choose to unite the power of markets with
the authority of universal ideals. Let us choose to reconcile the
creative forces of private entrepreneurship with the needs of the
disadvantaged and the requirements of future generations".

These universal ideals are specified in nine precise points under

three headings: human rights, labour standards and environment.
The Global Compact is based on the recognition that development
and poverty reduction depend on prosperity, which can only come
from efficient and profitable business. International trade and
investment create new employment, raise skill levels and increase
local economic activity.

At the same time, companies have a duty to manage all aspects of

their business in a responsibly and sustainable way. This is why we
at Nestlé have laid down clear principles of corporate behavior - the
“Nestle corporate business principle” -, which we uphold wherever we
operate. These Corporate Business Principles are consistent with the
nine principles of the Global Compact.

The UN Global Compact is a symbol of leadership in a complex

world. It goes back to basics by focusing on a concise set of
fundamental principles for living and working in a global society. The
nine principles addressing human rights, labour standards and the
environment are truly universal - both precise enough to be relevant
and general enough so as to avoid cultural conflict. The Global
Compact is not a regulatory regime or a code of conduct, but a
platform and forward-looking forum for the exchange of good
practices in order to achieve actual progress in creating a more
prosperous and sustainable world.
At Nestlé, we will play our part to contribute to these goals.

FUTURE
Nestlé is presently concentrating on product expansion and efficiency
in distribution. In accordance, it is expanding its dairy business to
drive future growth. However, the company's entry into the already
overcrowded mineral water segment is cause for concern, more so
from the Cola giants.
To improve its ice cream business, the company has signed an
agreement with the Mövenpick Group to acquire the Mövenpick brand
of ice cream products and related ice cream businesses worldwide
with the exception of the New Zealand manufacturing operations in
January 2003. Mövenpick branded ice cream sales worldwide
amount to approximately Swiss Franc 300 million, mostly through
license partners. The Swiss business, including exports, accounts for
around Swiss Franc 40 million. As per the agreement, Nestlé will
continue to manufacture Mövenpick ice cream products in
Switzerland but the agreement does not include other Mövenpick
food businesses such as coffee, jams, chilled dairy products and
wine. It also does not include the hotel and restaurant business,
which will continue to be owned by the Mövenpick Group.
This acquisition seems to have augmented Nestlé position as one of
the world market leaders in ice cream. The brand image of
Mövenpick and its quality complements the Nestlé ice cream
business, especially in Europe. In India this move is significant as the
ice cream business in the country is about Rest. 800 cr. and it is vied
by all the major food companies. Movenpick is a relatively infant
operation but Nestlé India has been doing well in the segment. Earlier
ice cream acquisitions, of Nestlé like Häagen-Daazs' icecream
business for which Nestlé has a 99-year license proves that
established ice cream brands could co-exist with the acquired ones.

BRANDS
“Just two minutes” The Maggi noodles ad has enticed many moms
and kids to adopt a non-Indian snack food into their lives. The whole
family right from infants, who grow with Nestlé brands of baby foods,
to children, who drool over its range of noodles, ketchup and soups,
to adults, who pamper their sweet tooth with brands like Milkmaid and
begin their mornings with Nescafe enjoys Nestlé products.
Nestlé India Ltd., 51% subsidiary of Nestlé SA and the company
behind such successes is among the leading branded food player in
the country. It has a broad presence in the foods sector with leading
market shares in instant coffee, infant foods, milk products and
noodles. It has come to occupy a significant position in chocolates,
confectioneries and other semi processed food products also. In
2001, the company ventured into the mineral water segment with
Pure Life.

THE BEGINNINGS
The parent company, Nestlé SA Switzerland was founded in 1866
and is today the largest food and beverage company. It operates in
83 countries and through its punch line good food good life, is
endeavoring to revolutionize consumption patterns of people across
the world. The group activities include beverages (with Nescafe as
the flagship brand), milk products, processed foods, cooking aids,
bakery products, chocolates, confectioneries, pharmaceutical
products (ophthalmic, surgical instruments etc). The group holds a
major interest in cosmetics company L' Oreal. As with other food
companies, in recent years, it has focussed heavily on food and
beverage business. It has particularly leveraged its performance in
sectors such as ice cream and pet foods with aggressive acquisitons.
The company worldwide is a heavy ad spend. The company's century
old stint in India makes it one of the oldest foods MNCs operating in
the country. For a long time, Nestlé India's operations were restricted
to importing and trading of condensed milk and infant food. But over
the years, it has expanded with products in instant coffee, noodles,
sauces, pickles, culinary aids, chocolates and confectionery, dairy
products and mineral water.
Like the parent, Nestlé India also lavishly spends on advertising to
keep-up demand. According to A&M annual survey, Nestlé was the
country's sixth largest advertising spend in 2000-01, recording an ad
spend of Rs.128.46 cr which is around 13.6% moa than the previous
year.
Nestlé was incorporated as a limited company in 1959. In 1978, the
company came out with public offer and issued shares to the Indian
public to reduce its foreign holdings to 40%. Its name was changed
from Foods Specialties Ltd., to the current name Nestle India Ltd. in
1981.The parent company held 51% stake in the company as in 2000
It has been gradually acquiring shares from the open market. Parent
stake in the company as at the end-2001 stood at 53.8%. The parent
company plans to continue hiking stake through open market
purchases
The Company's business
Nestlé operates in the following categories Baby Food, Milk products,
Beverages (Coffee, malted beverage), Chocolates and confectionery
and other processed food products. Its leading brands include
Cerelac, Nestum, Nescafe, Maggi, Kitkat, Munch and Pure Life.
Beverages like coffee, tea and health drinks contribute to nearly 30%
of the company's turnover. The brand Nescafé dominates the
premium instant-coffee segment while the company's other coffee
brand Sunrise also has been making significant contribution to its
earnings. In fact Sunrise was relaunched in 2001 under the Nescafe
franchise to leverage on the existing equity of the brand. The
company is one of the largest coffee exporters from India. The top
export market is Russia, while Hungary, Poland and Taiwan are the
other key markets.
Nestlé has always focused on expanding the domestic market
through price cuts and product repositioning. But lately, it has been
losing share in the domestic market, where it has a 37% market
share. To prevent further erosion in its share, it has banked on
several new launches in India. In accordance, Milo, a brown-malted
beverage was launched in 1996 and non-carbonated cold beverages
such as Nestea Iced Tea and Nescafe Frappe were launched
during 2001.
The baby food and milk products category contribute about 43% of
the company's turnover. Nestlé dominates in the baby weaning foods
with an 87% market share with brands such as Cerelac and Nestum.
The company is able to command a price premium in this segment
because of strong brand loyalties. The company's milk products
include dairy whiteners Everyday, Tea Mate and Milk-maid brand.
Chocolates and Confectionery form a major part of Nestlé's product
portfolio since it forayed into the category in 1990, which contributes
14% to the turnover. The locally popular Kit-Kat brand is, in fact, the
largest selling chocolate brand in the world. Other brands are-Milky
Bar, Marbles, Crunch, Nestlé Rich Dark, Bar-One, Munch etc. In
the sugar confectionery product portfolio the company has brands like
Polo, Soothers, which are sold under the umbrella brand Allen's. To
boost growth in this segment, Nestlé has started marketing some of
its imported brands like Quality Street, Lions and has launched new
products like Choco Stick and Milky Bar Choo at attractive price
points to lure in new consumers. Nestle even relaunched Bar-One in
2001.
The processed food business is the key business of the company in
India. The company markets ready to cook food and cooking aides
under the umbrella brand name Maggi. Maggi is the market leader in
the noodles (45% market share) and the ketchup (43% market share)
categories. Other products, sold under the umbrella brand Maggie,
are ready-to-cook gravy, sauces, soups, seasonings, as well as
traditional Indian foods such as pickles and instant snack mixes. .

Segment Top Brands (Worldwide)

Baby Foods Alete, Beba, Cerelac
Dairy Products Coffee-Mate, Gloria, Lc1
Ice Cream Extrême, Maxibon
Chocolate and Confectionery Crunch, Smarties, KitKat, Munch
Prepared Foods Maggi, Buitoni
Pet care Tidy cats, one , pro plan
Beverages Milo, Nesquik, Nescafe, Nestea
Perrier, Sanpellegrino, Vittel, Pure
Bottled Water
Life, Aquarel

RESEARCH METHODOLOGY

SECONDARY SOURCES OF DATA

Data was collected from the websites of Cadbury and Nestle.
Another website of Google and Yahoo search engines.
Moreover some articles were also added from newspaper like the Economics
times

PRIMARY SOURCES OF DATA

The data was collected through the questionnaires, which consisted a mix of
open ended and closed ended questions.
The respondents belonging to the various categories filled the questionnaires
like
College students
Professionals
Scholl students
And others mostly belong to the age group of 15-35 years.

SAMPLING
Sample size of 50 respondants was taken.
Stastical techniques- pie diagrams
Bar graphs.

1. WHICH BRAND DO YOU PREFER?

a. CADBURY
b. NESTLE
 brand

24%

76%

cadbury nestle
2.DO YOU EAT CHOCOLATES?
YES
a. NO

chocolates

20%

80%

yes no
3. HOW OFTEN DO YOU EAT CHOCOLATES?

a. RARELY
b. OCCASIONALLY
c. FREQUENTLY

eat chocolates

29%

39%

32%

rarely occasionally frequently

4. WHICH SIZE DO YOU PREFER?

a. SMALL
b. MEDIUM
c. LARGE

size

10%

37%

53%

small medium large

5. ARE U SATISFIED BY THE PRICES PROVIDED BY
THE CADBURY OR NESTLE?

a. YES
b. NO

prices

33%

67%

yes no
 6. WHAT OTHER CHOCOLATE COMPANIES ARE YOU
AWARE OF?

a. AMUL
FOREIGN
b. NO

other comapnies

20%

56%
24%

amul foreign no
7. DO YOU THINK THAT SOME CHOCOLATE
COMPANIES SHOULD COME UP?

a. YES
b. NO

entry of other companies

15%

85%

yes no
8. TASTE OF WHICH BRAND IS PREFERAED MOST?

a. CADBURY
b. NESTLE

taste

24%

76%

cadbury nestle
9. WHY DO YOU PREFER CADBURY OR NESTLE
OVER OTHER CHOCOLATES?

a. SIZE
b. QUALITY
c. PRICE
d. TASTE
e. VARIETY

preference of cadbury or nestle over

other chocolates

6%
23%

35%

27%
9%

size quality price taste variety

10. HOW WOULD YOU RATE THE QUALITY
OF THESE PRODUCTS?

a. POOR
b. GOOD
c. VERY GOOD
d. EXCELLENT

quality

15% 10%

33%

42%

fair good very good excellent

‘

11. WHICH PRODUCT OF CADBURY/ NESTLE?

a. DAIRY MILK
b. 5STAR
OTHERS

cadbury products

18%

15%

67%

dairy milk 5star others

a. NESTLE
b. KITKAT
 c. OTHERS
nestle products

10%

40%

50%

nestle kitkat others

THE CONCLUSION OF THE RESEARCH IS AS

FOLLOWS:

1. MOST OF THE CONSUMER PREFER CADBURY OVER

NESTLE.
2. ABOUT 80% OF THE CONSUMER SAYS THAT THEY EAT
CHOCOLATES WHILE REST OF THEM DON’T LIKE TO ET
CHOCOLATES.
3. MOST OF THE CONSUMER EAT CHOCOLATES RARELY
WHILE THERE IS VERY LESS PERCENTAGE OF THE
CONSUMER WHO EAT CHOCOLATES FREQUENTLY OR
OCCASIONALLY.
4. MOST OF THE CONSUMER PREFRER MEDIUM SIZE WHILE
LESS OF THE CONSUMER PREFER TO HAVE SMALL OR
LARGE SIZE.
5. MOST OF THE CONSUMER IS SATISFIED WITH THE
PRICES PROVIDED BY THESE COMPANIES.
6. MOST OF THE CONSUMER ARE AWARE OF THE AMUL AS
ONE OF THE COMPANY PRODUCING CHOCOLATESWHILE
REST OF THEM ARE AWARE OF FOREIGN COMPANIES OR
ARE NOT AWARE OF ANY COMPANY.
7. MOST OF THE CONSUMER SAYS THAT MORE
CHOCOLATES COMPANY SHOULD COME UP.
8. MOST OF THE CONSUMER PREFERS THE TASTE OF
CADBURY OVER NESTLE.
9. MOST OF THE CONSUMER PREFER CADBURY OR
NESTLE OVER OTHER CHOCOLATES DUE TO THEIR SIZE,
QUALITY, VARIETY, PRICE AND BEST IS DUE TO TASTE.

10. MOST OF THE CONSUMER SAYS THAT THE QUALITY

PROVIDED BY THESE COMPANIES ARE VERY GOOD AND
REST OF THE CONSUMER FIND THE QUALITY OF THESE
PRODUCTS FAIR, GOOD AND EXCELLENT.
11. MOST OF THE CONSUMER PREFER DAIRYMILK AMONG
THE CADBURY CHOCOLATES AND KITKAT AMONG THE
NESTLE CHOCOLATES.
THE FINAL CONCLUSION SAYS THAT CADBURY IS
PREFERRED MORE THAN NESTLE
 QUESTIONNAIRE

A STUDY ON BRAND PREFERENCE OF CADBURY AND

NESTLE
 DO YOU EAT CHOCOLATES?
YES_____NO_____

 HOW OFTEN DO YOU EAT CHOCOLATES?

RARELY_______ OCCASIONALLY _______ FREQUENTLY_____

 WHAT FACTORS MOTIVATED YOU TO CHOOSE CADBURY/ NESTLE

OVER OTHER CHOCOLATES?
QUALITY ______ PRICE ________ SIZE__________
 VARIETY_________TASTE________

 WHAT OTHER CHOCOLATE COMPANIES ARE YOU AWARE OF?

_________________________________________________________

 WHICH BRAND DO YOU PREFER MOST?

CADBURY______NESTLE________

 WHICH PRODUCT OF NESTLE / CADBURY?

__________________________________________________________

 ARE YOU SATISFIED WITH THE PRICES PROVIDED BY THE

CADBURY / NESTLE?
YES ____ NO_____

 HOW WOULD YOU RATE THE QUALITY OF THESE PRODUCTS ON

THE SCALE OF 1 TO 5?

___________________________________________________________

(IF 1- POOR, 2- FAIR, 3- GOOD, 4- VERY GOOD, 5- EXCELLENT)

 WHICH SIZE DO YOU PREFER?

2 _______5________ 8_______

 TASTE OF WHICH BRAND IS PREFERED MOST?

CADBURY _________ NESTLE_______

 DO YOU THINK THAT SOME MORE CHOCOLATE COMPANIES

SHOULD COME UP?
YES_______ NO_______

 WHAT IMPROVEMENTS DO YOU SUGGEST FOR THESE SERVICE

PROVIDERS?

_______________________________________________________________

Name: _________
Age: ________
Profession: ________
Income: _________
The research material has been collected from the search engines
of YAHOO and GOOGLE. The various websites are………...

 www.cadbury.com
 www.cadburyindia.com
 www.cadbury.co.uk
 www.whizseek.com
 www.worldsearch.com
 www.busimess_humanrights.com
 www.Nestle.com
 www.britannica.com
 www.whizseek.org
 www.indiainfoline.com
 www.financialexpress.com