Chapters

Comparison Study between Sunfeast and Britannia Biscuits

Chapter 1

Introduction

Project report on market segment in biscuit. The comparison study on

Britannia and sunfeast biscuits . Marketing is a social and managerial process

by which an individual and group obtain what they need and want, through

creating, offering and exchanging products of values with others. Marketing is

getting the right goods and services to the right people by right people, at right

time, with the right communication, at a profit.

An appropriate research methodology for the systematic design of report,

collection, analysis and reporting of data and findings relevant to the specific

marketing situation facing the organization was employed. Primary data is

collected by interviewing, consumer for this study, with the help of a structured,

open and close ended questionnaire. Secondary data is collected from various,

reports and websites

This all further helps relate product service, price and promotion etc. with

consumer behaviour. Thus organization can place marketing mix so as to

propagate their product/services.

Scope of the study

The study will help to know the popularity of sunfeast and Britannia

products

The study will help to consumer attitude towards sunfeast and Britannia

products

The study was mainly concentration on marketing, buying behavior of the

consumer

The study help to find the multiple types products

Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 1


Objectives of the study:

1. To know the strategies of ITC and Britannia.

2. To study the perception of the consumer of Sunfeast and Britannia.

3. To find the factor effecting the buying behavior.

4. To study the quality gives the consumer

5. To know the market share of each Biscuits.

Research methodology

Methodology refers to the method used to collect the required data for

research work. The respondents were selected on randomly. The survey was

conducted for a period of fifteen days. The data was collected with the help of

structured questionnaire.

Sample size

The size of sample selected for the study is 25 respondents and the sample

respondent were selected randomly.

Sources of data collected

Primary data

Primary data is collected by interviewing, consumer for this study, with

the help of a structured, open and close ended questionnaire.

Secondary data

The Secondary data is collected from various, reports and websites



Limitation of the study

1. Due to due to the limitation of time, we cannot survey largely.

2. The study limited to the marketing management only.

3. The opinion collected from the consumers might not be 100% correct

or may be biased.

4. Most of the respondents are our colic’s.

Chaptarization:

Chapter: 1

First Chapter deals with the Introduction, Scope, Objectives, Research Methodology, and Limitations of the Study.

Chapter 2

The second chapter deals with Introduction to ITC, History of ITC, Vision and mission of ITC, Board of Directors, Marketing Mix of ITC, 4 Marketing Strategies.

Chapter 3

The third chapter deals with Introduction to Britannia, History of Britannia, Vision and mission of Britannia, Board of Directors, Marketing Mix of Britannia, and Marketing Strategies.

Chapter 4

This chapter deals the some verity of Biscuits of each Product.

Chapter 5

This chapter deals with Tables and Graphs

Chapter 6

The last chapter deals with Findings, Suggestions and Conclusion.



Chapter 2

ITC Company Profile

Introduction to ITC:

ITC is one of India's foremost private sector companies with a market

capitalization of nearly US $ 9 billion and a turnover of US $ 3 billion. Rated

among the World's Leading Companies by Forbes magazine, ITC ranks third in

pre-tax profit among India's private sector corporations. ITC has a diversified

presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging,

Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting

Cards and other FMCG products. While ITC is an outstanding market leader in

its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and

Agri-Exports, it is rapidly gaining market share even in its nascent businesses of

Branded Apparel, Greeting Cards and Packaged Foods & Confectionery.

As one of India's most valuable and respected corporations, ITC is widely

perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this

source of inspiration "a commitment beyond the market". In his own words:

"ITC believes that its aspiration to create enduring value for the nation provides

the motive force to sustain growing shareholder value. ITC practices this

philosophy by not only driving each of its businesses towards international

competitiveness but by also consciously contributing to enhancing the

competitiveness of the larger value chain of which it is a part." ITC's diversified

status originates from its corporate strategy aimed at creating multiple drivers of

growth anchored on its time-tested core competencies: unmatched distribution

reach, superior brand-building capabilities, effective supply chain management

and acknowledged service skills in hoteliering. Over time, the strategic forays

into new businesses are expected to garner a significant share of these emerging

high-growth markets in India.



History of ITC:

ITC was incorporated on August 24, 1910 under the name Imperial

Tobacco Company of India Limited. As the Company's ownership progressively

Indianite, the name of the Company was changed from Imperial Tobacco

Company of India Limited to India Tobacco Company Limited in 1970 and then

to ITC Limited in 1974. In recognition of the Company's multi-business

portfolio encompassing a wide range of businesses - Cigarettes & Tobacco,

Hotels, Information Technology, Packaging, Paperboards & Specialty Papers,

Agri-business, Foods, Lifestyle Retailing, Education & Stationery and Personal

Care - the full stops in the Company's name were removed effective September

18, 2001. The Company now stands rechristened 'ITC Limited'.

The Company’s beginnings were humble. A leased office on Radha

Bazar Lane, Kolkata, was the centre of the Company's existence. The Company

celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land

situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the

sum of Rs 310,000. This decision of the Company was historic in more ways

than one. It was to mark the beginning of a long and eventful journey into

India's future. The Company's headquarter building, 'Virginia House', which

came up on that plot of land two years later, would go on to become one of

Kolkata's most venerated landmarks.

Though the first six decades of the Company's existence were primarily

devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco

businesses, the Seventies witnessed the beginnings of a corporate

transformation that would usher in momentous changes in the life of the

Company.


http://www.itcportal.com/about-itc/itc-profile/ad.aspx


ITC's Packaging & Printing Business was set up in 1925 as a strategic

backward integration for ITC's Cigarettes business. It is today India's most

sophisticated packaging house.

Vision of ITC:

“Sustain ITC’s position as one of the India’s most valuable corporations

through world class performance, creating growing value for the Indian

economy and the companies’ stakeholder.

Mission of ITC:

“To enhance the wealth generating capabilities of the enterprise in a

globalizing environment, delivering superior and sustainable stakeholder value”

Board of Directors:

Name DesignationAngara Venkata Girija Kumar Non Executive DirectorAnil Baijal Non Executive DirectorAnthony Ruys Non Executive DirectorBalakrishnan Vijayaraghavan Non Executive DirectorBasudeb Sen Non Executive Director

Biswa Behari ChatterjeeExecutive Vice President & Co-Secretary

Biswa Behari Chatterjee SecretaryDinesh Kumar Mehrotra Non Executive DirectorHugo Geoffrey Powell Non Executive DirectorKrishnamoorthy Vaidyanath Non Executive DirectorKurush Noshir Grant Executive DirectorNakul Anand Executive Director

Pillappakkam Bahukutumbi Ramanujam Non Executive Director

Pradeep Vasant Dhobale Executive DirectorRajiv Tandon Chief Financial OfficerSerajul Haq Khan Non Executive DirectorShilabhadra Banerjee Non Executive DirectorSunil Behari Mathur Non Executive DirectorYogesh Chander Deveshwar CEOYogesh Chander Deveshwar Chairman / Chair Person



Marketing Mix of ITC:

In marketing you have four things that you need to look at as tool to use

to satisfy customer and company objectives. When you look at your offer it is

controlled by the following variables referred to the four Ps of marketing.

1. Product

2. Price

3. Place (Distribution)

4. Promotion

By using these components you have the ability to reach many consumers

in your market target group. When creating a mix, a company must keep their

target market in mind; the company must also understand the needs of the

customer and create marketing strategies that will satisfy the demand. When

you think of product in a company you are talking about the materials or a

service that you can offer a customer. The Price is the amount of money that

you get for what you are selling to the customer, Place is where the customer

can go get your product or services from and the promotion is how you let the

customers know about your product, the price and place they can buy your

product it. I work for a company called Wels pun, it is a manufacture company

that ship bath and bedding to store like Bed Bath and Beyond, Wal-Mart and

Target.

Product:

Given that ITC consumers have serious concerns about the integrity of

the organic products, an some may even doubt the effectiveness of ITC

organic certification, exports should carry the seal of an internationally

recognized certification body

ITC regulations stipulate that imported products also have a ITC organic

seal

Products should be of reasonable quality, taste good, satisfy ITC taste

preferences and be sold in attractive packages



Consistent and stable supplies are important.

China’s organic market is already saturated with some locally produced

products, such as vegetables, rice, grain and medicinal herbs.

The image and reputation of a product’s origin should be good,

particularly regarding environmental issues.

Exporters should check specific food safety requirements of ITC

authorities to see whether these differ from standards used in the export

product’s production and processing.

Products should have a reasonable shelf-life because of the time it can

take for importing and distribution

Price:

ITC consumers are generally price sensitive.

Prices should be competitive for mass products and reasonable for

premium quality products.

Importing costs, including custom clearance, are quite significant, making

it preferable to ship as large a volume as possible to spread costs.

Place:

Most organic products are sold in hypermarkets, while premium products

are sold in high-end supermarkets and specialty stores.

Distributors are normally regional, rather than nation-wide.

It is important to find a good, reputable and committed ITC importer-

distributor as a partner to introduce, distribute and market the product

Promotion:

Should focus on the organic integrity and product quality, especially if

the product has unique nutritional or functional value.



Should portray clean environment and sustainable ecosystem of place of

origin.

Attractive packaging with exporting country’s characters. This does not

need to be luxurious, but should be clear and attractive,

4 Marketing Strategies of ITC:

Barring a few, notable exceptions, rural marketing in India is still about a

van campaign, a badly-made commercial, a few painted walls and the

occasional participation in village hats and meals. But only consider the huge

successes of some regional brands, especially in the FMCG sector, which are

giving the multinationals a run for their money.

What did these products do that was so different? Most of them identified

a segment that was vacant in terms of product and area of operation. They all

started in small, concentrated markets, appealing to the local ethos and

aspirations of the targeted area.

Their communication, be it a simple radio spot or a wall painting or a

theatre film, touched a chord in the target audience. And, most importantly,

their policies were flexible and they could adopt to fast changing marketing

situations. What should companies do to step up their payback from rural

marketing efforts? Here are some steps that should help.

People power:

Total commitment from top leadership, keeping in mind that rural

marketing is a long-term relationship, is imperative - the successes of Hindustan

Lever and ITC are proof of this statement. But even more important is the need

for a dedicated task force.

Rural marketing efforts need special mindsets, which many of the urban-

oriented management graduates who are at the helm of affairs at most

organisations do not possess.



A separate marketing and sales vertical headed by people with passion

and commitment to rural marketing and supported by a field team that can face

the rough and tough of the vast country-side with courage and conviction is a

must.

The best bet is to recruit students from specialised institutes such as the

Indian Institute of Rural Management, or at least, management graduates who

have studied the subject as an elective.

Many of these are students from small towns, people with fire in their

bellies who want to prove themselves in big companies and have no issues

about working in smaller markets. Pay them well - remember, you pay peanuts,

you get only monkeys - and discuss the path their careers are likely to take in

the organisation. And send them out in the field only after thorough training.

Ensure the consistency of the team involved in any project, until the

completion of a specific task. Recently, we were involved with two big clients.

In both cases, the teams that briefed us in the initial stages and participated

enthusiastically in the campaign were shifted out midway, in keeping with their

companies' policy of shifting and promoting people.

The teams that succeeded felt no ownership of the campaigns they had

not initiated. What started as a great rural marketing initiative has been

relegated to the dustbin... the fate of many rural marketing initiatives in the

country.

Goals are good:



Early on in the campaign, define your objective: is it a tactical effort to

achieve increased sales in specific areas during a specific time, or do you want

to build a strong equity for your brand in rural India?

Our experience with FMCG companies is that they are more interested in

the first choice. Most of them have previously appointed vendors who

implement the company's ideas blindly, be they van campaigns or below-the-

line activities.

There is very little effort to tailor whatever communication is made in

such efforts, to suit the local audience or fit it with the overall campaign efforts

in the mass media.

This invariably leads to less than satisfactory results in terms of

awareness of the brands and long-term impact of the efforts in the targeted

markets. If you are interested in the second alternative, a comprehensive brand

building strategy in rural India, with both short term and long term goals, is a

must.

Know your customers:

A good place to begin is studying the mindset of your customers, so you

can create a customised plan of action. All too often, clients insist their

knowledge of their customers (based on studies of urban India) is enough on

which to base an action plan. Our experience shows that the attitudes, as

privations and fears of rural customers, with regard to products and brands, are

very different from their urban counterparts.

Research can give you invaluable ideas for new product development as

well as new methods of reaching your target audience. The refrigerator with

standby power for 12 hours, pressure cookers with two handles and a radio with

key-winding mechanism are all the result of research.

More and more companies turn to the local haats to sell their products.

While haats offer opportunities to target consumers from several villages at one



place, and to that extent make your effort cost-effective, ensure that the people

who patronise these haats are the kind who will buy your brand.

For instance, we recently conducted a survey among some haats in Tamil

Nadu, with some interesting results. The haats were popular with the poorest

agricultural labourers who consciously buy the duplicate, spurious products that

are sold in these bazaars, since they can't afford the real thing. It is estimated

that FMCG companies lost more than Rs 10,000 crore (Rs 100 billion) to

spurious products, mostly sold through such local haats and bazaars.

Ensure availability:

Most anecdotes about rural marketing centre on the distribution aspect -

the humongous task of physically reaching your product to over 600,000

villages, most of them without motor able roads. But it's not really as

nightmarish as it is made out to be, at least keeping in mind the present goals of

marketing companies in rural India.

We've all heard about the shampoo sachets that are available in even the

smallest villages. How does that happen? It's a direct result of rising aspirations,

fuelled by television commercials. The consumer demands the product from the

local shopkeeper, who then buys the products from the nearest feeder markets.

Which means if you can ensure distribution to the feeder markets in

towns or villages with populations of 10-15,000, you’ve already taken the first

step towards reaching your target customer?

Studies also indicate that rural consumers prefer to shop for durables such

as televisions, automobiles and appliances in the nearest big town or city. So, if

your products are in towns with populations of 50,000, you're closer to the rural

consumer than you would have thought.

R V Rajan is chairman and managing director, Anugrah Madison

Advertising, and president, Rural Marketing Agencies Association of India.



Chapter 3

Britannia Company Ltd Profile

Introduction:

Britannia is mutual insurance association of ship owners throughout the

world, which is registered in the untied kingdom and regulated the UK financial

service authority.

The fundamental distinction between a Mutual and other types of

insurance company is that a Mutual is not trying to make a profit, has no

shareholders and exists purely for the benefit of its Members. The funds of the

Mutual are invested and the investment return is used to benefit the Members.

The Members are both the insurer and the insured. Mutual insurance is

collective self-insurance which operates at cost. A Committee, comprising up to

30 Directors - 28 elected from the membership - determines matters of policy

on the advice of the Managers, Tindall Riley (Britannia) Limited to whom the

day-to-day management of Britannia is delegated. The Chairman and Chief

Executive of the Managers are members of the Committee.

History of Britannia Ltd:

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

Once upon a time, in 1892 to be precise, a biscuit company was started in a

nondescript house in Calcutta (now Kolkata) with an initial investment of Rs.

295. The company we all know as Britannia today.

The beginnings might have been humble-the dreams were anything but.

By 1910, with the advent of electricity, Britannia mechanised its operations, and

in 1921, it became the first company east of the Suez Canal to use imported gas

ovens. Britannia's business was flourishing. But, more importantly, Britannia



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

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

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

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

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

distribution of biscuits from Parry's who till now distributed Britannia biscuits

in India. In the subsequent public issue of 1978, Indian shareholding crossed

60%, firmly establishing the Indianness of the firm. The following year,

Britannia Biscuit Company was re-christened Britannia Industries Limited

(BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark.

On the operations front, the company was making equally dynamic

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

unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its

first foray into the dairy products market. In 1999, the "Britannia Khao, World

Cup Jao" promotion further fortified the affinity consumers had with 'Brand

Britannia'.

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

the pre-eminent food brand of the country. It was equally recognised for its

innovative approach to products and marketing: the Lagaan Match was voted

India's most successful promotional activity of the year 2001 while the delicious

Britannia 50-50 Maska-Chaska became India's most successful product launch.

In 2002, Britannia's New Business Division formed a joint venture with

Fonterra, the world's second largest Dairy Company, and Britannia New

Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating

graph, Forbes Global rated Britannia 'One amongst the Top 200 Small

Companies of the World', and The Economic Times pegged Britannia India's

2nd Most Trusted Brand.



Today, more than a century after those tentative first steps, Britannia's

fairy tale is not only going strong but blazing new standards, and that miniscule

initial investment has grown by leaps and bounds to crores of rupees in wealth

for Britannia's shareholders. The company's offerings are spread across the

spectrum with products ranging from the healthy and economical Tiger biscuits

to the more lifestyle-oriented Milkman Cheese. Having succeeded in garnering

the trust of almost one-third of India's one billion populations and a strong

management at the helm means Britannia will continue to dream big on its path

of innovation and quality. And millions of consumers will savour the results,

happily ever after

Vision:

To dominate the food and beverage market in India with a distinctive

range of “Tasty Yet Healthy” Britannia brands.

Mission:

To dominate the food and beverage market in India a profitable range of

“Tasty Yet Healthy” products by making every Indian a Britannia consumer.

Board of Directors:

Director Name DesignationNusli N Wadia ChairmanVinita Bali Managing DirectorVijay L Kelkar Additional DirectorNess N Wadia Additional DirectorNess N Wadia DirectorA K Hirjee DirectorAvijit Deb DirectorNasser Munjee DirectorJeh N Wadia DirectorKeki Dadiseth DirectorS S Kelkar DirectorAjai Puri DirectorP Govindan Company Secretary



Marketing Mix of Britannia Com.:

A successful marketing strategy must have marketing mix as well as

targets market for which the marketing mix is prepared. The elements or

variables that made up a marketing mix are only four 1. Decision on product or

service. 2. Decisions on price. 3. Decisions on promotion and 4. Decisions on

distribution. These four ingredients are closely interrelated under the system

approach. The decision is one-area affects action in the other marketing mix

decision constitutes a large part of marketing management.

The Product:

Product is the thing possessing utility. The product is the most tangible

and important single component of marketing program. The product policy and

strategy is the cornerstone of marketing made without a product there is nothing

to distribute, nothing to promote nothing to price. If the product fails to satisfy

consumers demand, no additional cost on any of the other ingredients in the

market place.

To the marketer, Products are the building blocks of a marketing plan,

Good products are key to market success Managing the product included

planning and developing the right products and services to be marketed by

company, policy strategy guidelines are needed for changing the existing

products, adding new ones, and decisions are also needed regarding and other

product features.

Price:

Price is the valuation placed upon the product by the offer. Price decision

have strategic importance in any enterprise pricing governs the very feasibility

of any marketing program because it is the only element in a marketing mix

accounting for demand and sales revenue other elements are cost factors. Price



is the only variable factor determining the revenue or income. A variety of

economic and social objectives came into prominence many pricing decisions.

The marketing management is required to determine the basis for fixing

price of its goals and their establish policies for dealing with discounts, freight

payments, allowances, terms and credit and other process related situations.

Promotion:

Promotion is the persuasive communication about the product by the

offers to the project. It is an effort by marketer to inform and persuades buyers

to accept, resell recommend, or use the article, service or idea, which is being

promoted promotion, is a area of communication with an additional element of

persuasion. The promotional activities always attempt to affect

Knowledge’s attitudes, preferences and behaviour of buyers, It covers

advertising personal selling, sales promotion, publicity, and public relations.

Exhibition and demonstrational used is promotion.

Service, strength and quality:

Britannia is determined to maintain a position at the forefront of the P&I

insurance world. The principal factors which have governed its successful

progress and which will provide the foundation for its future development are:

A high quality membership selected from the world's leading ship

owners.

A thorough understanding of Members' businesses backed up by a

realistic risk management programme.

Prudent underwriting leading to unrivalled predictability of insurance

cost.

The application of legal, marine and commercial expertise in the active

management of claims so as to minimize Members' ultimate liabilities.



A successful investment policy which has made a substantial

contribution to the reduction of Members' costs.

A world-wide network of correspondents, including many who are

exclusive to Britannia, who provide assistance to Members on all

aspects of P&I.

A highly motivated management team which keeps close control on all

aspects of the business.

Financial strength, underpinned by total assets of over US$1 bn. In

summary, the objective is to provide a strong membership with high

quality service at low cost.

Chapter 4

Products profiles



Sunfeast Biscuits:Business plays a major role within our society. It is a creative and

competitive activity that continuously contributes to the shaping of our society. By satisfying the needs and wants people cannot satisfy themselves, businesses improve the quality of life for people and create a higher standard of living. It is a way for individuals to provide goods and services to consumers, and at the same time, produce a profit for themselves. Businesses are not only important because they provide goods and services for consumers, but they also improve the economy and increase jobs for people within society which is an additional fact producing a higher standard of living. To measure our societies standard of living, we must look to our "Gross National Product", which is the complete measure of our nations output. Unfortunately, inflation is a major problem in our nation which often reduces the Gross National Product. Inflation occurs

when the goods become too high within society and spending decreases. A central function within our economic system is satisfying the needs of the consumers with the use of limited supplies. The purpose of a business is to combine resources such as land, labor, and capital in a way that will make them more valuable. Operating in a political and economic climate that supports individual rights, American business has as its guiding principle the right to private ownership and profit. The amount of goods produced depends upon the number of resources available for use. This idea is commonly known as "Supply and Demand". Businesses must attempt to reach an equilibrium between the two which will directly impact the price of the products produced. If something is heavily demanded and at the same time, it's resources are limited, the price of the product will rise. This idea of course works both ways.

Sunfeast Special Choco Cream129 gmsRs.10.00

Sun Feast Dark Fantasy Vanilla Biscuit

192 gms



Rs.20.00

Sunfeast Dream Cream Bourbon Delight

74 gmsRs.10.00

Sunfeast Marie Light Original Biscuit1 pktRs.20.00

Sunfeast Dream Cream Strawberry & Vanilla78 gmsRs.10.00

Sunfeast Dream Cream Chocolate & Vanilla78 gmsRs.10.00

Dark Fantasy Chocolate Biscuit1 pkt Rs.20.00

Dark Fantasy Vanilla Biscuit1 pktRs.20.00

Sunfeast Special Orange Cream (small)60 gmsRs.5.00

Sunfeast Special Orange Cream129 gmsRs.10.00


http://www.easyration.com/index.php?route=product/product&path=59_62_190&product_id=346









BRITANNIA BISCUITS:

The story of one of India's favorite brands reads almost like a fairy tale. Once upona time, in 1892 to be precise, a biscuit company was started in a nondescripthouse in Calcutta (now Kolkata) with an initial investment of Rs. 295. The companywe all know as Britannia today.The beginnings might have been humble-the dreams were anything but. By 1910,with the advent of electricity, Britannia mechanized its operations, and in 1921, itbecame the first company east of the Suez Canal to use imported gas ovens.Britannia's business was flourishing. But, more importantly, Britannia was acquiringa reputation for quality and value. As a result, during the tragic World War II, theGovernment reposed its trust in Britannia by contracting it to supply largequantities of "service biscuits" to the armed forces.As time moved on, the biscuit market continued to grow… and Britannia grewalong with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed Britannia biscuits in India. In thesubsequent public issue of 1978, Indian shareholding crossed 60%, firmlyestablishing the Indianness of the firm. The following year, Britannia BiscuitCompany was re-christened Britannia Industries Limited (BIL). Four years later in1983, it crossed the Rs. 100 crores revenue mark.



Britannia NutriChoice Oat Cookies Britannia NutriChoice Ragi Cookies

Veg Cakes Nutrichoice Health Starter Kit

NutriChoice 5 Grain Tiger Banana

NutriChoice SugarOut NutriChoice Digestive Biscuit

Treat Fruit Rollz New Britannia Milk Bikis


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

http://www.britannia.co.in/Hello_Diabetes/Ragi.html

http://www.britannia.co.in/Hello_Diabetes/Oats.html


Chapter 5

Analysis and Interpretations

Table No. 1

Most Preferred Biscuits

Biscuits No. of Respondents

Sunfeast 11

Britannia 14

11

14

No. of Respondents

SunfeastBritannia

This graph shows the consumption of biscuits of 25 respondents. The

share of biscuits 14 for Sunfeast and 11 for Britannia, the major share is

sunfeast Biscuits.

Table No.2



Prefer the snacks of biscuits

Opinion No. of Respondents

Yes 19

No 6

19

6

No. of Respondents

YesNo

This graph shows the 19 respondents are use as Snacks and 6 respondents

are not use as Snacks.

Table No. 3

Reason for select the biscuits



Reasons No. of Respondents

Price 7

Taste 15

Prestige 1

Brand 2

Price

Taste

Prestige

Brand

0 2 4 6 8 10 12 14 16

7

15

1

2

No. of Respondents

No. of Respondents

This graph shows that reasons to select the product by Price is 7

respondents, Taste is 15 respondents is major, prestige have a respondent and

Brand have 2 respondents.

Table No. 4

Know the product by:



Media No. of Respondents

Advertisement 18

Friends & relations 6

Sales man 1

Others 0

Adverti

semen

t

Frien

ds & re

lations

Sales

man

Others

02468

1012141618 No. of Respondents

No. of Respondents

This graph gives us information how know the product by Advertisement

is acquired 18 respondents, is got major portion, Friends & relations is 6, Sales

man is One and others is zero.

Table No. 5

Acceptance the price of the product




Strongly Agree 8

Agree 15

Disagree 1

Strongly disagree 1

Strongly AgreeAgree

DisagreeStrongly disagree

0

5

10

15

No. of Respondents

No. of Respondents

This graph shows the acceptance of biscuits, 15 respondents are agree, 8

respondents are strongly agree and Disagree and Strongly disagree have equal

portion.

Table No. 6



Opinion about quality of the product


Excellent 8

Good 13

Satisfaction 4

Not good 0

8

13

4

No. of Respondents

ExcellentGoodSatisfactionNot good

This graph shows quality opinion about of the product by respondents, 8

respondents were says excellent, 13 respondents were says good, 4 respondents

say as satisfaction and any one respondent not say as not good.

Table No. 7



Prepare how long you prefer

Consume often No. of Respondents

Daily 6

Weekly once 12

15 days 5

Monthly 2

Daily

Weekly once

15 days

Monthly

0 2 4 6 8 10 12

No. of Respondents

No. of Respondents

This graph shows periods of usage, daily user are 6, weekly user are 12

and 15 days and monthly are 5 and 2 respectively.

Table No. 8

Opinion about packing of Biscuits




Excellent 6

Good 14

Satisfaction 4

Not-satisfaction 1

Excellent

Good

Satisfaction

Not-satisfaction

0 2 4 6 8 10 12 14 16

No. of Respondents

No. of Respondents

This graph shows the opinion about packing, 6 respondents were say as

excellent, 14 respondents say as good, 4 and 1 respondents say as Not-

satisfaction and Satisfaction respectively.

Table No. 9

Reason for attracts these Biscuits

Reason No. of Respondents



Quality 10

Low price 3

Quality with Taste 11

Brand 1

10

3

11

1

No. of Respondents

QualityLow priceQuality with TasteBrand

This graph shows the reasons for attract customers, for quality 10

respondents, for low price 3 respondents, for quality with taste 11 respondents

and only one for brand.

Table No. 10

Suggester for buy this Biscuits



Suggester No. of Respondents

Family member’s 7

Friends 11

Relatives 4

Dealer 3

Family member’s

Friends

Relatives

Dealer

0 2 4 6 8 10 12

No. of Respondents

No. of Respondents

This graph who is suggest to buy biscuits, Family member’s are 7,

friends are 11, relatives are 4 and dealer are 3 out of 25 respondents.

Table No. 11

Happy to buy these products



Yes or No No. of

Respondents

Yes 25

No 0

25

No. of Respondents

YesNo

This graph shows happiness of respondents while purchasing biscuits. All

respondents are happy to buy biscuits.

Table No. 12

Respondents give importance this Biscuits



Leval of importance No. of Respondents

Very high 2

High 21

Low 1

Very Low 1

Very high High Low Very Low

0

5

10

15

20

25

No. of Respondents

Axis

Title

Thus graph shows respondents level of importance to the biscuits, 2

respondents are very high, and 21 respondents are high, One for each low and

very low.

Chapter 6

Findings, Suggestions and conclusion

Findings



Highest demand product of biscuit is Britannia

The maximum responded are used biscuits as snakes

Sales man were fail to focus the biscuit

Advertisement are effectively introduced biscuit to market

Quality of both product were good in market

Packing of the products were good

Responded will attract for quality & test of biscuit

Respondence have give high level of importance to buy to purchase

Suggestions

Sunfeast and Britannia have to give attention towards Advertisement.

Both products have to maintain its status by providing more facilities.

Develop more variety of biscuit so that the customer could not return in

case of lack of choice.

Since the SUNFEAST biscuit is not very much recognized so the

company should take necessary steps not only on advertisements but the

company should also give emphasis on other gift schemes.

The company should start the very heavy advertising campaign so that it

is easy for them to differentiate with other biscuits available in the

market.

Improve the prestige & brand name of biscuits

The price of biscuit should be reduced

Dealers effectively participation in promotion of biscuit

CONCLUSION

Consumer Behaviour will help to learn consumer buying attitude.

In biscuits not get much more awareness from public, so kindly to

improve the advertisements and other improvements process. The most

biscuits consumer is student and housewife, to introduce more flavors



and improve the taste and quality of the biscuits. The most buyers to

consume under quality of the biscuits and other option are price. To give

important to street vendors because more number of people consumed

under street vendors. So kindly improve the advertisement and give more

awareness to the people.


Chapters

Documents

imported gas

close ended

packaged foods

biscuit market

gross national

imperial tobacco

distributed

rural marketing