Term Paper Report

On

Comparative analysis of marketing strategies of two FMCG giants : Nestle and Cadbury

By

Ranjith reddy mula A3104612142

B.COM(H) Batch of 2012-2015

Under the Supervision of

Mrs. Parul jhajharia

In Partial Fulfilment of the requirements for the Degree ofBachelor in Commerce B.COM(H)

AtAMITY SCHOOL OF COMMERCE AND FINANCE

AMITY UNIVERSITY UTTAR PRADESHSECTOR 125, NOIDA-201303, UTTAR PRADESH, INDIA

2013

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DECLARATION

Title of the term paper - comparative analysis of the marketing strategies of the two FMCG giants : nestle and Cadbury

I declare

(a)That the work presented for assessment in this Term PaperReport is my own, that it

has not previously been presented for another assessment and that my debts (for

words, data, arguments and ideas) have been appropriately acknowledged

(b)That the work conforms to the guidelines for presentation and style set out in the

relevant documentation.

Date : ranjith reddy mula

A3104612142

Bcom(h)-class of 2012

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CERTIFICATE

I mrs parul jhajharia hereby certify that Ranjith Reddy student of bcom (h) at Amity Business School, Amity University Uttar Pradesh has completed the Term PaperReport on “The comparative analysis of marketing strategies of two FMCG giants : nestle and Cadbury ”, under my guidance.

Mrs parul jhajharia

Assistant director

AC

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ACKNOWLEDGEMENT

I have taken efforts in project. However, it would have not been possible without the kind support and help of many individuals. I would like to extend my sincere thanks to all of them .An Old Chinese proverb says:

When eating your bamboo sprouts, remember the men who planted them.Now that my sprouts are ready to eat, it is time for me to express my deepest gratitude to all those who have made this possible.

I would like to express my gratitude towards my parents and my teacher Mrs. PARUL JHAJHARIA for their kind co-operation and encouragement which helped me in completion of this project.

My thanks and appreciation also go to my colleagues in developing the project and to the people who have willingly helped me out with their abilities.

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CONTENTS

1. Introduction……………………………………………………...a) Purpose of study b) context of study c) Significance of study

2. Introduction: confectionary industry in India……………………………………….

3. Nestle…………………………………………………………..a) Business principlesb) Value Chainc) Historyd) Portfolio Analysise) SWOT Analysis

4. Cadbury……………………………………………………..a) Historyb) Shareholdingc) New Product strategy

5. Review of Literature………………………………….………...

6. Analysis of Research…………………………………………..

7. Limitations……………………………………………………..

8. Conclusions………………….………………..………………..

9. Recommendations………….…...……………………………..

10. Annexure…...…….………………………………….………..

11. Bibliography…….…………………………………………..

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INTRODUCTION

Purpose of study: The prima facie objective for the design of the report is to find out the causes underlying the low market share of nestle in the Indian markets as compared to cadbury even though it is much bigger company in terms of size ,turnover and product range It wouldn’t be true to state the fact that both Cadbury and nestle are major competitors of each other and host a number of brands in the market .still Cadbury faces better than nestle when it comes to market share .a number of factors are responsible for the above mentioned problem ,most important of which could be the consumer preference of the same and also it has been positioned into the eyes of the customer The stated problem led the research to various places ,places near the kirana stores ,tier 1 and tier 2 cities ,focus group interviews etc.

Context of the study:

To find out the causes underlying the low market share of nestle in the Indian markets as compared to cadbury even though it is much bigger company in terms of size ,turnover and product range .NESTLE ,one of the largest and leading food prossing company and has various chocolate brands worldwide ,which are doing well but Cadbury the market leader in chocolates segment in india has made it very tough for nestle

RELEVANCE OF THE STUDY:

Cadbury India the market leader in chocolates segment has a market share of 71.9%

while Nestle India chocolate has a total market share of 24.7% (Market share; Aarati

Krishnan)

The research method used is a comparative one wherein the comparison between

two big brands has been done. Cities like Delhi, ghaziabad etc have been taken under

consideration. The type of sampling chosen is random. The total sample size was around

200.

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The analysis was carried out on the basis of the following:

1 .The various age groups were designed between intervals of 5-13 yrs, 14-20yrs,

21-27yrs, 28-35yrs, 36-45yrs, 45yrs and above.

2. The reasons foe which consumers buy chocolates i.e. for self- consumption,

family etc..

3 .The preference of the chocolates was recorded.

4. Also the research has tried to analyze the problem by trying to find out as to

whether the consumers are aware of the brand or label to which various

chocolates belong.

5. The frequency at which chocolates are bought.

6. Since the survey was carried out during the Diwali season hence the gift

packets of both the brands were considered.

7. advertisements, their frequency and their retention by the customers.

8. Factors like price, taste, company, pack size, packing, availability, calories

(ingredients) were ranked by the consumers on the basis of their preference.

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CONFECTIONARY INDUSTRY IN INDIA

The Indian confectionary industry is approximately divided into:

Chocolates

Hard-boiled candies

Éclairs & toffees

Chewing gums

Lollipops

Bubble gum

Mints and lozenges

The total confectionery market is valued at Rupees 23 billion with a volume turnover of

about 145000 tones per annum. The category is largely consumed in urban areas with a

70% skew to urban markets and a 30% to rural markets.

Hard boiled candy accounts for 20%, Éclairs and Toffees accounts for 18%, Gums and

Mints and lozenges are at par and account for 13%. Digestive Candies and Lollipops

account for 1.5% share respectively.

Overall industry growth is estimated at 2.5 % in the chocolates segment and sugar

confectionery segment has declined by 3%.

NESTLE8 | P a g e

NESTLE BUSINESS PRINCIPELS :

The corporate business principles of nestle are at the basis of our company’s culture, which has developed over the span of 140 years. Since Henri Nestlé first developed his successful infant cereal “Farine Lactée”, we have built our business on the conviction that to have long-term success for our shareholders, we not only have to comply with all applicable legal requirements and ensure that all our activities are sustainable, but additionally we have to create significant value for society.At Nestlé we call this Creating Shared Value.The latest version of our Corporate Business Principles, updated in June 2010, has been handed over to our employees around the world and accompanied by basic learning and training tools.Since 2011, a systematic and comprehensive modular training programme is being rolled out on the various components of the Corporate Business Principles. The depth and focus of the trainings is established in accordance with the materiality for the different functions within the company. For example, in 2011 the first step of the training on the human rights components focused on managers and employees in countries of higher human rights risks as a priority. In 2012, major efforts will be on training programs related to Management and Leadership, Conditions of Work and Employment and Compliance.Our 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.Nestlé is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices:1. Nutrition, Health and Wellness

Our core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate proposition 2. Quality Assurance and product safety

Everywhere in the world, the Nestlé name represents a promise to the consumer that the product is safe and of high3. Consumer Communication

We are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice and promotes healthier diets. We respect consumer expectation4. Human rights in our business activities

We fully support the United Nations Global Compact’s (UNGC) guiding principles on human rights and labour and aim to provide an example of good human rights’ and labour practices throughout our business activities. International Labour Organisation5. Leadership and personal responsibility

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Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination.6. Safety and health at work

We are committed to preventing accidents, injuries and illness related to work, and to protect employees, contractors and others involved along the value chain. 7. Supplier and customer relations

We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the same way, we are committed towards our own customers.8. Agriculture and rural development

We contribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable. 9. Environmental sustainability

We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle we strive to use natural resources efficiently, favour the use of sustainably-managed renewable resources, and target zero waste.10. Water

We are committed to the sustainable use of water and continuous improvement in water management. We recognise that the world faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity. Nestlé’s commitment to Water, Creating Shared Value.

VALUE CHAIN:

The Value Chain is the food production process, starting from the very early stages of

understanding consumer culture, behaviour and needs, and then continuing the innovation

process from ideation to product conception, development and launch. Then, after the

product or service becomes available on the market, Nestlé must always test and validate

that it satisfies their needs and expectation

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HISTORY OF NESTLE:

Nestle began in Switzerland in the mid 1860s when founder Henri Nestlé created one of the first baby formulas. Henri realized the need for a healthy and economical product to serve as an alternative for mothers who could not breastfeed their babies. Mothers who were unable to breastfeed often lost their infants to malnutrition. Henri’s product was a carefully formulated mixture of cow’s milk, flour and sugar. Nestle’s first product was called Farine Lactée (“cornflour gruel” in French) Henri Nestle. The product was first used on a premature baby who could not tolerate his mother’s milk or other alternative products of that time. Doctors gave up on treating the infant. Miraculously the baby tolerated Henri’s new formula and it provided the nourishment that saved his life. Within a few years the first Nestlé product was marketed in Europe.

In 1874 the Nestlé Company was purchased by Jules Monnerat. Nestlé developed its own condensed milk to contend with its competitor, the Anglo-Swiss Condensed Milk Company. The Anglo-Swiss Condensed Milk Company made products like cheese and instant formulas. The two companies merged in 1905, the year after Nestlé added chocolate to its line of foods. The newly formed Nestlé and Anglo-Swiss Milk Company had factories in the United States, Britain, Spain and Germany. Soon the company was full-scale manufacturing in Australia with warehouses in Singapore, Hong Kong and Bombay. Most production still took place in Europe.

The start of World War I made it difficult for Nestlé to buy raw ingredients and distribute products. Fresh milk was scarce in Europe, and factories had to sell milk for the public need instead of using it as an ingredient in foods. Nestlé purchased several factories in the U.S. to keep up with the increasing demand for condensed milk and dairy products via government contracts. The company’s production doubled by the end of the war. When fresh milk became available again after the war, Nestlé suffered and slipped into debt. The price of ingredients was increasing, the economy has slowed and exchange rates deteriorated because of the war.

An expert banker helped Nestlé find ways to reduce its debt. By the 1920s Nestlé was creating new chocolate and powdered beverage products. Adding to the product line once again, Nestlé developed Nescafé in the 1930s and Nestea followed. Nescafé, a soluble powder, revolutionized coffee drinking and became an instant hit.

With the onset of the Second World War, profits plummeted. Switzerland was neutral in the war and became increasingly isolated in Europe. Many of Nestlé’s executive officers

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were transferred to offices in the U.S. Because of distribution problems in Europe and Asia, Nestlé opened factories in developing countries in Latin America. Production increased dramatically after America entered the war. Nescafé became a main beverage for the American servicemen in Europe and Asia. Total sales increased by $125 million from 1938 to 1945.

Nestlé continued to prosper, merging with Alimentana S.A., a company that manufactured soups and seasonings, in 1947. In the coming years, Nestlé acquired Crosse & Blackwell, Findus frozen foods, Libby’s fruit juices, and Stouffer’s frozen foods. Nescafé instant coffee sales quadrupled from 1960 to 1974, and the new technology of freeze-drying allowed the company to create a new kind of instant coffee, which they named Taster’s Choice.

Expanding its product line outside of the food market, Nestlé became a major stockholder in L’Oréal cosmetics in 1974. Soon after the company suffered with increasing oil prices and the slowing growth in industrialized countries. Foreign exchange rates decreased, in turn reducing the value of sterling, the pound, dollar and franc. Prices of coffee beans and cocoa rose radically, presenting further problems for Nestlé. The company decided to venture into the pharmaceutical industry by acquiring Alcon Laboratories, Inc. While trying to deal with unstable economic conditions and exploring its new ventures, Nestlé faced the crisis of an international boycott.

Many organized groups began boycotting all of Nestlé’s products because they disapproved of Nestlé marketing its baby formula in developing countries. Problems like illiteracy and poverty caused some mothers to use less formula than recommended. In a watered down formula, vital nutrients are lessoned. Contaminated water presented another problem, since the formulas had to be mixed with water. The organizations argued that the misuse of formula resulted in the malnutrition or death of many infants in developing countries. According to Nestlé the World Health Organization never made statements tying infant death or malnutrition with baby formulas. The company didn’t deny the superiority of breastfeeding and agreed that substituting breast milk for other substances could be very dangerous. Nestlé explained that breastfeeding and non-breastfeeding mothers in developing countries often gave their babies whole cow’s milk, tea, cornstarch, rice water or a mix of flour and water. These alternatives were very unhealthy and a nutritional baby formula was a better choice. Nestlé says that it has never discouraged breastfeeding when it was possible. Nestlé agreed to follow the International Code in developing countries in 1984, and the boycott was suspended. It resumed several years later when the organizations believed Nestlé was sending free or low cost baby formulas to developing countries. Nestlé said it only sent formula to countries that allow donations for orphans, multiple births, and babies with no access to breast milk. The company has stopped all public advertising for formula in developing countries for almost 20 years. The boycott continues to some extent to this day without satisfactory resolution.

By the 1980s Nestlé had a new Chief Executive Officer. The company focused on improving its financial situation and continuing to expand. In the one of the largest

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takeovers at that time, Nestlé bought Carnation for $3 billion and parted with any unprofitable businesses. International trade barriers diminished in the 1990s, opening trade with parts of Europe and China. In the 1990s Nestlé acquired San Pellegrino, and Spillers Petfoods of the UK. With the acquisition of Ralston Purina in 2002, the Nestlé-owned pet care businesses joined to form the industry leader Nestlé Purina PetCare. The leading in the food industry, Nestlé brings in $81 billion in overall sales and has 470 factories around the world. Nestlé will continue to grow, introduce new products and renovate existing ones.

PORTFOLIO ANALYSIS OF NESTLE

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STRENGHTS:

1. Nestlé is recognized as one of the largest and most powerful food producer globally, having factories in nearly every country over the world and employ over 280,000.

2. Nestlé are low cost operators and produces low cost products that ensure them having the upper hand on competition and benefits the consumer by providing affordable products.

3. Nestlé has a powerful brand positioning in the consumers mind and its product portfolio contains roughly 6,000 brands and is ranked as the largest bottled water corporation that operates in an environmental friendly manner.

4. Globally, Nestlé is the biggest ice-cream producer, having a market share of approximately 17.5% (2006).

5. The business strategy of CEO, Peter Brabeck stresses the importance of internal growth by increasing sales volume by renovating existing products and innovating new products. His explanation of renovation is that “to just keep pace in the industry, you need to change at least as fast as consumer expectations.” Brabeck explains that, “to maintain a leadership position, you also need to leapfrog, to move faster and go beyond what consumers will tell you.” this strategy has led Nestlé achieving their internal growth targets.

6. The joint venture of Nestlé and General Mills benefitted both parties due to the experience and brand recognition of General Mills. General Mills products are widely distributed and have the leading brand of yoghurt in the U.S. The trust consumers have for General Mills brand and Nestlé joining them has made Nestlé a force to be reckoned with in the nutritional food market. It has also established joint ventures with giants like Coca Cola, and L’Oreal that are useful in providing knowledge on different technological aspects.

7. Nestlé uses two forms of research, qualitative and quantitative so as to understand consumer opinions and trends. Qualitative research involves setting up small focus groups of consumers who express their ideas and opinions about their needs and views on different products. Quantitative research involves professional market researchers interviewing thousands of people.Market research helps the company to keep in touch with an ever changing environment

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WEAKNESS:

1. Nestlé’s timing in launching their product line in France was a big setback in gaining the market in the region especially for the dairy line. Danone beat them to the punch and has profited greatly from this. For the U.S Nestlé entered a mature market and could not achieve satisfactory sales.

2. The lack of product information has caused misconceptions of some of their product ingredients, especially with the launch of LC-1, a healthy yoghurt drink which was withdrawn from some countries due to low sales.

3. The joint venture of Nestlé and General Mills has restricted Nestlé to be innovative, the success General Mills has experienced in the yoghurt market made them reluctant to expand their product line and so given competition an opportunity to exploit possible markets that Nestlé could have provided.

4. A boycott against Nestlé that started 1977 until today was prompted by the company's promotion of breast milk substitutes (infant formula) and has been accused of unethical methods of promoting infant formula over breast-milk to poor mothers in developing countries. This has put Nestlé in a precarious position on their ethical values as a company.

5. The tainted Nestlé formula scandal has caused inoperable damage to the company’s image. The contamination of Nestlé’s baby formulas In China caused the death of 3 children and more than 6,000 fell ill after consuming the contaminated milk. Many health departments all over the world recalled most of the company’s top-selling infant milk formulas after the products tested positive for high levels of melamine a chemical that causes severe kidney damage.

6. Nestle product brand recognition is associated with displaying health benefits on their products but Regulators like FDA (Food and Drug Administration) and AMA (American Medical Association) are urging Nestlé on removing such advertising displays after research proved that some products has no such attributes like low cholesterol and low fat properties. Parents have also reported a diabetic epidemic due to the consumption of such goods.

7. The enormous diversification portfolio of the firm makes it impossible to run every division smoothly, logistics cost is fairly high and the supply chain is of a complex stature.

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OPPURTUNITES:

1. Due to the increase of the health awareness in the society, more health based products are required.

2. There is a huge market for anti-allergy products or a product for Lactose intolerant consumers.

3. Providing incentives to the retailers can increase sales volume.

4. Asian consumers are mostly price conscious rather than health conscious. Nestlé has an opportunity to have extensive strategies implemented to gain the market in those countries.

5. Most countries are recovering from the global recession, and now is the time to increase production rates to meet consumer demands.

TREATHS:1. Slack quality control can cause contamination of products and stricter control should be implemented The FDA has been a continuous threat for the growth of Nestlé through bad publicity.

2. The rise of inflation especially during and after the recession can hold two major threats: To maintain affordable product prices causes a decrease in profit margins. The increase of product prices can lessen the financial loss but can decrease the sales.

3. Package shrinking has cut cost for Nestlé but has also caused dissatisfaction for consumers as they pay more for a lesser product.

4. For some products the market has matured or has been saturated which makes it even harder for Nestlé to introduce or maintain new or existing products.

5. Malnutrition in developing countries and obesity in first world countries creates a logistics problem and product development becomes a complicated issue.

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CADBURYCadbury India is a food product company with interests in Chocolate Confectionery,

Milk Food Drinks, Snacks, and Candy. Cadbury is the market leader in Chocolate

Confectionery business with a market share of over 70%. Some of the key brands of

Cadbury are Cadbury Dairy Milk, 5 Star, Perk, Eclairs, Celebrations, Temptations, and

Gems. In Milk Food drinks segment, Cadbury's main product - Bournvita is the leading

Malted Food Drink in the country.

THE HISTORY

Cadbury is the world's largest confectionery company and its origins can be traced back

to 1783 when Jacob Schweppe perfected his process for manufacturing carbonated

mineral water in Geneva, Switzerland. In 1824, John Cadbury opened in Birmingham

selling cocoa and chocolate. Cadbury and Schweppe merged in 1969 to form Cadbury

Schweppes plc. 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. In

1905, Cadbury's top selling brand, Cadbury Dairy Milk, was launched. By 1913 Dairy

Milk had become Cadbury's best selling line and in the mid twenties Cadbury's Dairy

Milk gained its status as the brand leader. Cadbury India began its operations in 1948 by

importing chocolates and then re-packing them before distribution in the Indian market.

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Today, Cadbury has five company-owned manufacturing facilities at Thane, Induri

(Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and 4 sales

offices (New Delhi, Mumbai, Kolkota and Chennai). Its corporate office is in Mumbai.

Worldwide, Cadbury employs 60,000 people in over 200 countries.

Major Achievements of Cadbury

Worlds No 1 Confectionery company

World's No 2 Gums company.

World's No 3 beverage company.

World's No 3 beverage company.

Cadbury Dairy Milk & Bournvita have been declared a "Consumer Superbrand"

for 2006-7 by Superbrands India.

Cadbury India has been ranked 5th in the FMCG sector, in a survey on India's

most respected companies by sector conducted by Business World magazine in

2007.

INDIA AMONG CADBURY TOP 12 GLOBAL MARKETS.

The UK-based chocolate, confectionery and beverages major Cadbury Schweppes has

identified India among its top 12 focus markets globally, in an announcement made last

week. Under a new management structure which would emerge following the proposed

demerger of its beverages arm Americas Beverages into a separate company, the Cadbury

Schweppes management announced last week that its commercial strategy would hinge

on ‘fewer top markets and brands’.

The Rs 1,058-crore Indian subsidiary, along with the UK, US, Australia, Mexico, Brazil,

Russia and Turkey, now represents around 70% of Cadbury Schweppes’ global revenues.

This, despite beverages brands such as Schweppes, Snapple and Dr Pepper not having a

presence in India. The 12 core markets have been forecast to account for growth in excess

of 60% over the next five years.

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SHAREHOLDING PATTERN

The share capital of the company is Rs. 35.7 crore and the number of total shares

outstanding amount to 3.57 crore. The face value per share is  Rs.10. The share is

currently trading at Rs. 418, as on May 22, 2001. The market capitalization of the

company is Rs.1990.52 crore. The parent Cadbury Schweppes holds 51% stake in the

company.

The Cadbury brand has a profound impact on individual product brands. Brands have

individual personalities aimed at specific target markets for specific needs e.g. Timeout,

for example, is an ideal snack to have with a cup of tea. These brands derive benefit from

the Cadbury parentage, including quality and taste credentials. To ensure the success of

product brands every aspect of the parent brand is focused on. A Flake, Crunchie or

Timeout are clearly different and are manufactured to appeal to a variety of consumer

segments. However the strength of the umbrella brand supports the brand value of each

chocolate bar. Consumers know they can trust a chocolate bar that carries Cadbury

branding. The relationship between Cadbury and individual brands is symbiotic with

Some brands benefiting more from the Cadbury relationship, i.e. pure chocolate brands

such as Dairy Milk. Other brands have a more distant relationship, as the consumer

motivation to purchase is ingredients other than chocolate, e.g. Crunchie. Similarly issues

such as specific advertising or product quality of a packet of Cadbury biscuits or a single

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Crème Egg will, in turn, impact on the perception of the parent brand. Similarly the

umbrella brand has a strong brand value

CADBURY SECTORS:

Currently Cadbury operates in three sectors chocolate, milk food drinks and candy. Under

our project we are studying only one sector that is chocolates. Key brands under the

chocolate sector are Cadbury dairy milk, perk, five star, éclairs and celebration. The flag

ship brand is Cadbury dairy milk in quality standards in India. The pure taste of CDM

defines the taste of Indian consumers.

NEW PRODUCT STRATEGY:

Cadbury India announced the national launch of 'Ulta Perk', a wafer-based chocolate.

'Ulta Perk' has been test marketed in southern states like Tamil Nadu and Karnataka for

over 6 months and is now being launched in other parts of India. The product is targeted

towards teenagers and youth. 'Ulta Perk' will be the second product offering from

Cadbury in the chocolate-wafer segment, after the ‘Perk’ brand.

Commenting on the launch, Sanjay Purohit, executive director – marketing, Cadbury

India said, “The product construct and pricing for ‘Ulta Perk’ has been designed to meet

the needs of our largest target segment – the youth and will broaden our product appeal

and options to the consumers”. The product is currently priced at Rs 5. Perk was

launched in the market in 1995 and has seen consistent growth through the years, said the

company. The chocolate wafer market is around 35% of the total chocolate market and

has been growing at around 13% annually. A 360-degree campaign will be rolled out in

the first week of October. The campaign will be a mix of television commercials,

outdoor, consumer contact activities, etc. Cadbury India has tied up with leading coffee

chain Café Coffee Day for direct sampling of the product in top cities. ‘Ulta Perk’ will

see a multi-media marketing campaign to connect with the target consumers

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