Imc of Cadbury

IMC OF CADBURY

Manoj Yadav 10ex-021

Rizwan Khan 10ex-42

ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task is incomplete without the mention of people who made it possible. So I take this as a great opportunity to pen down a few lines about the people to whom my acknowledgement is due.

It is with the deepest sense of gratitude that I wish to place on record my sincere thanks to Mr. C.K. Sabbarwal, who has given me opportunity, guidance and valuable suggestions throughout the project.

INTRODUCTION

The Cadbury’s Inc has taken the opportunity to offer us a broader view of chocolate category. The Cadbury India’s no.1 Chocolate is able to share with their market insights based upon unparalleled breath of chocolate experience.

Cadbury has grown from strength to strength with new technologies being introduced to make the Cadbury confectionary business, one of the most efficient in the world. The merge in 1969 with Schweppes and the subsequent development of the business have led to Cadbury Schweppes taking the led in both, the confectionary and soft drink market intake UK and becoming a major force in the international market. Cadbury Schweppes today manufactures product in 60 countries and a trade in staggering 120. The Cadbury story is a fascinating story of a family business that grew in one of the biggest, most loved chocolate brand in the world. A story that you will remember as the story of “The taste of life”.

OBJECTIVE

My main objective of the study on this project is to demonstrate the advertisement strategies of Cadbury India Ltd.

And to arrive at my findings, I have done few analyses:-

(a) SWOT Analysis

(b) Marketing inside: Promotion

ABOUT CADBURY

THE LEGEND CALLED CADBURY

1824 – A business was opened in 1824 by a young Quaker, John Cadbury, in Bull street Birmingham was to be the foundation of Cadbury Limited, now one of the world’s largest producer of chocolate.

1831 – By this year 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 Cadbury manufacturing business as it is known today. A larger factory in Bridge Street Birmingham was rented in 1847, John Cadbury was joined by his brother Birmingham and the business became Cadbury Brother of Birmingham.

1861 – John Cadbury resigned his business and handed over to his sons, Richard, 25 and George, 21 who after 5 difficult years almost shut down the business to take up other vocation. Fortunately for generation of chocolate lovers, they didn’t.

1866 – Saw a turning point for the company with the introduction of a process for pressing the cocoa butter from the coca beans. This not only enabled Cadbury Brothers to produce pure coca essence, but the plentiful supply of coca butter remaining was also used to make new kind of eating chocolate. The essence was advertised as ‘Absolutely pure, therefore best’.

1879 – Business prospered from this time and Cadbury Brother outgrew the Bridge Street factory, moving in 1879 to a ‘Greenfield’ site some miles from the center of Birmingham which came to call Bourneville. The opening of the Cadbury factory in a garden also heralded a new era in industrial relations and employee welfare with joint consultation being just one of the introduced by the pioneering Cadbury Brothers.

1899 – In this year the business private limited company – Cadbury Brothers Limited progress since the start of the century. Chocolate has moved being a “luxury” item to well within the financial reach of everyone.

1905 – Cadbury has many famous brands with one of major success story being Cadbury’s Dairy Milk chocolate launched in 1905, today Britain’s favorite moduled chocolate bar.

Cadbury today is the market leader in the U.K chocolate confectionary market, employing the most advanced processing technology and management information and control techniques. The company is the confectionary division of Cadbury Schweppes plc which is major force in the confectionary and soft drinks international market.World - wide Cadbury is one of the pre – eminent names in confectionary with impressive range of famous brands.

Quality has been the focus of the Cadbury business from the very beginning as generations have worked to produce chocolate with that very special taste, smoothness and snap, so characteristics of Cadbury’s chocolate.

Cadbury India SWOT analysis

Strength• Cadbury Schweppes plc is a very profitable organization, generated revenue of more than £6,508 billion (2005). • It is a global chocolate brand built upon a reputation for fine products and services. • Cadbury Schweppes plc was one of the Fortune Top 100 Companies to Work For in 2005. The company is a respected employer that values its workforce. • The organization has strong ethical values and an ethical mission statement

Weaknesses• Cadbury has a reputation for new product development and creativity. However, they remain vulnerable to the possibility that their innovation may falter over time. • The organization has a strong presence in the United States of America, UK and

India. It is often argued that they need to look for a portfolio of countries, in order to spread business risk. • Cadbury's recall over 1 million chocolate bars over salmonella fears• The organization is dependant on a main competitive advantage, the retail of coffee. This could make them slow to diversify into other sectors should the need arise.• The company has no apprehensions of cannibalization of its chocolate brands.

Opportunities

• Cadbury company is very good at taking advantage of opportunities. • The company has the opportunity to expand its global operations. New markets with new products which are limited in particular region.• Cadbury has decided to focus on a few of its key brands such as Cadbury Dairy Milk, Bournvita, Eclairs and Halls to drive growth for the company.• Co-branding with other manufacturers of food and drink, and brand franchising to manufacturers of other goods and services both have potential. • Cadbury India is attempting to increase the declining market for chocolate with innovation, one of which is its sweet snack, Bytes.• Brand ambassador Amitabh Bachchan for advertising there new products.

Threats

• Who knows if the market for Cadbury will grow and stay in favour with customers, or whether another type of beverage or leisure activity will replace coffee in the future? • Health organization have so many barriers for new development• Cadbury’s are exposed to rises in the cost of chocolate and dairy products. • Entry into salted snacks was ruled out so it is important to do new innovation and marketing research.

CADBURY(the marketing strategies of Cadbury India Ltd.)

Promotion

The Advertising Message

Chocolates have usually been viewed as something meant only for children. Perhaps realizing that children would be attracted to any chocolate, irrespective of the brand, CIL targeted adults with their advertising since the early 1990s. Most, if not all, of Cadbury’s advertisements in India feature people over 18 years of age.The message that CIL seems to be attempting to put across is this: “In every adult, there is a child - let that child express itself, give in to temptation, and satisfy his or her desire to sink teeth into a smooth, creamy, delicious chocolate”. This approach appears to be unique to Cadbury’s. CIL’s biggest competitor, Nestle, often stresses the energy giving aspects of chocolate (for example, in advertising for Nestle Charge), or on other attributes of the chocolate - taste in the case of Nestle Crunch, as a light snack in the case of Nestle Bar One. Nestle specifically targets children in the advertising for Milkybar, its white chocolate, again emphasizing its energy giving properties.

To counter Milkybar, CIL has the Dairy Treat - where it targets the mothers of children by trying to convey the message that its product is full of the goodness of milk, and so equivalent to consuming milk itself.

Message Execution

Cadbury’s multi-award winning campaign - ‘The Real Taste of Life’ - launched in the 90’s attempts to capture the child like spontaneity in every adult. From the old man offering his wife a Dairy Milk chocolate to the dancing girl in a crowded stadium, all reflect the impulsiveness and the spontaneity of the child in the adult.Cadbury’s Perk, the light snack, addresses the hungry child in every adult, as exemplified by the bride who nibbles at a Perk under her ‘pallu’. Cadbury’s Dairy Treat conveys its message through the mother who refuses chocolates and other

treats to her son, till Dairy Treat comes along and quickly changes her opinion about chocolates.Catchy lines such as ‘The Real Taste of Life’, ‘Khane Walo Ko Khane Ka Bahana Chahiye’, or ‘Reach for the Stars’, are also used extensively, and to good effect in Cadbury’s advertisements.

Advertising Media

Television, the print media and posters have been the main media of communication for Cadbury’s advertisements. However, with their understanding of the peculiarities of the Indian market, CIL has also explored many new ways of getting their message across to the consumers.Sheet Metal Dispensers: This purple salesperson for Cadbury’s is found in almost every shop stocking their chocolates. Since it is placed on the cash counter, it’s design offers visibility, ease of vending, and protection from the elements. It is also placed in the most appropriate position to cater to the impulse buyers. This ‘first’ from CIL has become so popular that is now the standard design for all chocolate manufacturers.

Visicoolers: Visibility for chocolates drops in the summer, as they disappear into the refrigerator. In high throughput outlets, the visicooler serves the need for

cooling while still maintaining the visibility of the product.Jars: These are provided to small outlets, where they are prominently displayed.

Vending machines: These high visibility machines are provided at busy locations.Presence in Amusement Parks: Cadbury’s also maintains a presence in many amusement parks across the country, strengthening the association of its chocolates with ‘fun’ occasions.

Effective advertising is rarely hectoring or loudly explicit…. It often both attracts and generates arm feelings. More often than not, a successful campaign has a stronger element of the unexpected a quality that good advertising shares with much worthwhile literature.

To penetrate into the inner recesses of customer memory, communication must first ensure exposure, grab his attention evoke his comprehension, grab his acceptance and then extract retention competing with thousands of other units of communication trying to do the same.

Finding showed that the adults felt too conscious to be seen consuming a product actually meant for children. The strategic response addresses the emotional appeal of the band to the child within the adult. Naturally, that produced just the value vacuum that Cadbury was looking to fill. Thereafter it was the job of the advertising to communicate customer the wonderful feeling that he could experience by re-discoursing the careful, unselfish conscious, pleasure – seeking child within him – and graft these feeling onto the Ad campaign like “Khane Walon Ko Khane Ka Bahana Chahiye” for CMD and “Thodi Si Pet Pooja – Kabhi Bhi Kahin Bhi” for Perk have been sure shot winner with the audience.

Whirl with the new launched temptations with the slogan “Too To Share” the communication resolves around the reluctance of a person who’s got their hand on a bar of temptation to let anyone else to have a bite. As well as outdoor and radio ads, ad agency contract has created communication for cinemas and even ATM machines for the brand.

All ICICI’s ATM a message flashes on the screen as soon as customer inserts his ATM card. It tells the customer that this would be good time to get out of his temptation since he/she is bound to be alone. Something familiar is planned for phone-book as well. In cinemas, Cadbury has a message on-screen just before the lights are dimmed to give them a chance to get their temptations. There will also be after dinner sampling in restaurants – to begin with, 30 catteries in Mumbai have been selected.

The next round of activity will include the wafer-chocolate Perk and the Picnic bar, which has faced problems with its taste, because of the peanut it contains. Milk treat has also been launched in a module bar form, just in time of Diwali gifting market. Éclairs has got potential for much wide distribution, in a small sweets that airlines, hostels, and up market retail outlet offer to guest and customers.

Ad spend in 2000 was about 14% of sales and the management said that plans to maintain as spend at this level in the current year also.

Ad since any discussion today would be incomplete without mention ‘e’ word, the management plans to tap this new channel of marketing. Beside three company website(i.e.www.cadburyindia.com,wwww.bourvita.com,www.cadburygift.com) that the company has launched, it had also entered into various marketing relationship with other portals, specially targeted during festivals and events such as Valentines day , etc….

It’s a combination of spiffing up its key brand, researching and improving the newer products that haven’t taken off, supported with high ad – spends that Cadbury hopes will see it emerges stronger after the current slowdown, as well as expand the market.

MARKET SEGMENT AND MARKETING STRATEGIES OF CADBURY

Cadbury’s Market Segment

Market place for any product is comprised of many different segments of consumers, each with different needs and wants. Markets segmentation can be defined in a number of ways such as:

Demographic variables (e.g. Consumers age groups, gender, material states income etc…)

The lifestyle of consumers (i.e. their interests and activities) the benefits which consumers look for in a product or on the occasions when the product might be consumed.

Cadbury takes into account all these factors when producing a range of products. It targets different segments within the market, such as the.

Break segment – products which are normally consume as a snatched break and often with tea and coffee, for example Cadbury’s Perk and snack range.

Impulse segment – these products are often purchase on impulse, eating these and then. They include product such as Cadbury’s Dairy Milk.

Take home segment – this describes product that are normally purchased in supermarkets, taken home consumed at a later stage.

The Real Taste of Rejuvenation (transformation)

It was the market – leader, but sales inched along. It focused firmly on its target segment, but the real buyer lay beyond. For seven long years, Cadbury’s Dairy Milk chocolate suffered stagnancy even as other consumer products boomed. Just how did the company rejuvenate an old brand to create the marketing megs-hit of the 1990s?

It Stand First Among Second coming. And it wasn’t so much a re-launch as it was a process of rejuvenation. Over a period of 12 months, starting February, 1994, the Rs. 314 crore confectionery makers Cadbury embarked on the most outrageous repositioning exercise in the recent history of Indian marketing. For, it systematically dismantled the franchise that the company had built over 30 years of its flagship brand, Cadbury’s Dairy Milk (CDM)-Cadbury’s Milk chocolate until 1986-destroying the very fundamental of generic association that had made million of Indians refer to a bar of a chocolate as a “Cadbury”.

More proof of the chocolate is in the eating: two years into process, CDM’s market share at 25%, with sale rising by an average 40% per annum.

The Diagnosis

Today, The Real Taste of Life campaign, which served up chocolate in general, and CDM in particular, into the consciousness of adult, has already become a classic of advertising and marketing. By 1993, Cadbury was desperately seeking growth for the brand… “With a market share of 70%, trying to win away customers from competitors in this stagnant market wouldn’t help. They had to find new customers, people who’d never bought chocolate before. Or, they had to increase consumption levels”.

The obvious solution, in a peculiar predicament. Despite low penetration, both the brand and the category were displaying symptoms of age: faltering growth, high recognition, and lack of excitement. The market research revealed the cause of the graying: chocolate wasn’t a snack in India. “In mature markets, chocolate straddle a continuum, from boutique product – packaged raw indulgence – to a casual food”. So, Cadbury whipped up a growth solution that involved associating the brand with snacking and functionally, which inevitably go together with high consumption rates in the Western markets.

The next step: identify the barriers preventing consumers from chocolate as a snack. A battery of test, both quantitative and qualitative, comparing chocolate consumption to a basket of competitive products revealed an unmistakable answer.

“Cadbury’s Was Caught In Its Own Trap”

How? The company had, over decades, created a context of chocolate consumption that was now chocking growth possibilities. “The baggage of the past was so overpowering that people didn’t get influenced by minor shifts in the message”.

In fact, the behavioral and attitudinal patterns conveyed by the communication to build the brand were proving restrictive. For, Cadbury had, using the traditional demographic variables of age, socio-economic groups, and usage intensity, positioned CDM as a product that elders – typically, parents – bought for children – typically, their own.

But admittedly – enduring values of love and sharing, parental affection, and reward that Cadbury had labored to associate with the brand, which had helped it forge a relationship with customers, had relegated it to being a special – occasion item, ruling out increased individual consumption. After all, special occasion item, ruling out increased individual consumption. After all, special occasion were meant to be a rare.

A typical Ad would show parents bringing home chocolate for their child. It would never, ever, show the child, or the parent, buying it for himself or herself. The punch line – Sometimes Cadbury’s Can Say It Better Than Words, and Nothing But The Best Will Do – reinforced the notion, with an unwelcome side – effect: adults, as research showed, felt distinctly guilty and embarrassed about eating chocolate, whether alone or socially.

“Not only were adults not indulging in chocolates, but they were also actively curtailing child consumption” solution? Forget children as the core consumer. Universalize the product, targeting the parents.

The Tests

Despite the Need To Clear The residual memory of CDM’s former association, caution prevented a big break with the past, forcing Cadbury to experiment with a combination of continuity and change. The process entailed understanding the foundation of the brand, since it was these that would support the new structure”. Out went the caring - and - sharing element, but the family context stayed. “Cadbury had two pillars, so it made sense to change one”.

Chocolate should be eaten whenever you feel like. It was an impulse item, so why shouldn’t it be sold as one? The first of the two commercial focused on functionality, purging the emotional element.

The first commercial storyline, the father watches TV, engrossed, gnawing away at a bar of CDM. The children enter, followed by the mother-but, by that time, the father has completed the distinctly unpaternal act of devouring the entire bar. The children are shocked, where upon the produces another bar for them-only to eat that up too. Finally, the mother brings another bar out of her bag. The last shot more CDM bars strew around casually.

The second commercial conveyed the same message, depicting four member of a family doing their own thing on a Sunday afternoon, and each casually munching away on chocolates. The less than – subtle message: eating chocolate’s just an everyday affair, without special occasion or relationship coming into play. Despite their strategic intent, both ads failed on pre – airing tests.

Why for stators, children were outraged at the idea of a parent consuming chocolate, while adults were down right angry at the notion of the father depriving his children of chocolate bar. Just as important, consumer rejected the idea that chocolate-eating could be equated with mechanical activities like combing one’s hair. After all, chocolates were about feelings. There had to be magic, romance, love and emotion. These elements had been ripped away from the advertising. It has sans emotion”.

“Parent Are Different From Adults”

Even as the ad failed, however, they generated a valuable byproduct, in the form of a new insight, into adult behavior. “Using transactional analysis on response, Cadbury’s found that adult as parents behave very differently from adults as adults. People forbid their children from having chips, but gorge themselves. “The implication”:-

“The moment the adult was shown in the context of his role as a parent, all his cognitive preconception about the product would come to the fore. He’d think about the reasons why, and the block would automatically come up”. Tap child-ego state within the adult, stimulating desire, spontaneity, and the craving for instant gratification.

The Prescription

The crucial question that Cadbury was confronted with: what strategy should it deploy to rejuvenate CDM in a way that would appeal to the child lurking within the adult? To inject a modern flavor into CDM, they chose to create a new brand identity, borrowing a leaf from marketing guru David Aaker, who decrees that brand identity should establish a relationship between the brand and the customer by generating value proposition involving functional, emotional, or self-expressive benefits.

“The Ads Had To Be Linkable”

“The consumer will always tell what his current belief system is, not what it should be Cadbury’s job was to mould his habits and behavior in a way that would increase consumption for product and brand”.

“Impulse Drives Chocolate Sales”

One of the tools Cadbury’s used was Jean – Neal Kapferer’s Brand Prism model to examine whether contemporary value systems offered a peg on which the brand could be judge. The study disclosed, interlaid, a distinct shift from collectivism to individualism, with the pre – 1990’s sacrosanct values of filial and family love

being overshadowed by the manifestation of a larger need for self – expression. “There was a definite yearning to be free child”. Therein lay the opportunity for both unshackling consumption and creating all-new association for CDM.

The Breakthrough

Having decided to barter the distinctly use selfish values of sharing and caring for the suspiciously self-centered one of self-expression, Cadbury’s people insisted that the rejuvenate be enriched with compensation – and equally enduring – positive values: universal truths, enduring human values, and universal moment of joy. To translate the brief into the commercial, they decide to simply portray occasion of childlike-but not childish-behavior from adults, without explicitly identifying adults as the target customer.

“They left the connection to be made by the customer” “In the process they were able to get viewer involvement and high levels of empathy. Nowhere did they actually say, you’re an adult, you can eat it. Because nobody wants to be told”. Thus it was that, the montage of the child in the man-the old man kicking the football; the pregnant woman carving a chocolate; young girl breaking into a spirit; the young man tossing a bar of chocolate at his sweet-heart departing in a bus-was created.

That the consumption had to be liked before it could penetrate the cultural resistance to chocolate consumption by adults was obvious. Taking a contrition stance, Cadbury decided to test the commercial being devised by O&M’s creative team not for the tire battery of likeability, comprehension, credibility and behavior modification – but only for the first two. “If asked upfront, the consumer was hardly likely to consider the dramatically-different idea credible. Nor was there much chance of his announcing an immediate change in behavior”. But why likeability and comprehension? Simple: the first was meant to be the vehicle on which the daring idea-that adults should enjoy chocolate-would ride into the consumer’s psyche.

In other words, the commercial was meant to make him smile at first-and only then realize the import once of the message, which is where the comprehension had to be tested. “What was clear in this case was that likeability would have to include identification and feeling warmth.”

Thodi Se Pet Puja, Khabi Bhi Kahin Bhi!

The Real Taste of Life Campaign

The very first ad in the campaign in 94 was ‘block – Buster’. It depicted the essence of one and a half glass of milk pouring in to a boy Dairy Milk unique glass and half in to a chunk icon shows the glass and a half of full cream milk flowing in to the chunk of dairy milk conveying the deliciousness and taste appeal of the gooey, creamy, smooth chocolate inside the pack that children like. The mnemonic of 1 ½ glass reached to consumer through every magazines, poster, T.V, newspaper.

The second ad was montage of vignettes from every day lives of young and old which focused on showing a series of emotions. The ad created on bringing out the child in the man . The old man kicking the football, the pregnant women craving chocolate, young girls breaking into a spirit, the young man tossing a bar chocolate at his sweet heart departing into a bus. The common refrain linking them was the adult in a free child mode – spottiness, impulsive and carefree.

The ad was protested among adult’s trough focus groups. The ad received an overwhelming response. It was high on likeability, evoked a great degree of empathy and identification consumers’ response were those me…… “Feel like that…….”. “Every feels like this”…….. Brand usage was perceived to cut across all age groups and accessions. Consumers described dairy milk as “… of all ages”

“Eat, when ever you feel like it…you do not have to wait for an occasion.”

Dairy Milk had successfully enabled the free child in the consumer subsequent adverting used the same communication strategy.

Kya Swaad Hai Zindagi Ka!

The next ad featured an on going match in the field. Think of a match India batting against Pakistan. The score, 6 runs to win with 1 ball left and India wins the match. The ad shows a girl dancing with jubilation on the cricket field when her hubby hits the winning stroke. The award winning campaign, designed by O & M was intended to rid the Indian chocolates eater of that guilt complex. The advertisement suggested, through not in so many words, that it was ok to be seen

including in a chocolate in public. You could relate the sweetness of success of chocolate. The ad draws attention to the actual eats experience.

The fourth in this series was the girl with on her hands. The ad focused on showing how the girl relishes the Dairy Milk when she has mehandi on her hands. The idea behind this advertisement was to show the nature of chocolate as an impulse – driven product. Post campaign saw a great turn around. Dairy Milk transformed in to a young full brand full of zest. It came to be recognized as an expression of spontaneity and in pulse.

The campaign succeeded in softening attitude towards chocolate and lifting then out of the ream of kiddies / special occasion only. It embraced a wide range emotion all build around them that chocolate means different things to different people at different times, but most importantly chocolate is Cadbury.

The New Campaign

And finally, with the launch of the new colloquial advertising campaign ‘Khaannein Wallon Khaannein Ka Bahana Chahiya featuring MTV VJ Cyrus Broacha, Cadbury India aimed to ‘substantially’ increase penetration level of the chocolate category in the next few years.’

The new campaign is worth noting as it clearly differ from the earlier one in terms of rectifying the consumer perception about chocolate being an up market impulse – driven product. The attempt now is to change the image, to make chocolate eating a regular habit.

The current estimated penetration level of the chocolate category is 19% in the urban market. The objective behind tne new communication on Cadbury Dairy Milk is to make the chocolate category more socially and culturally relevant and drive penetration in the process.

The new campaign has been launched in tandem with the old one Winning ‘Kuch Khass Hai’ campaign and the media strategy is to let the two co – exist towards a common vision “providing a Cadbury in every pocket”.

Thodi Se Pet Puja, Khabi Bhi, Kahin Bhi!

Chocolate Market Share

The Indian chocolate market is getting bigger and better. While on one hand, the premium segment (composing imported varieties) is opening up on the other, companies like Cadbury India are launching indigenous product made to international standards. Of the 20,000 tonne chocolate market worth about

Rs. 400 crore, Cadbury account for about 70% followed by Nestle, with a share of around 20%. Amul has about 5% of the market, with minor player taking the rest. The battle, though, is between Cadbury and Nestle. Though with a much smaller portfolio, Nestle is putting up a tough fight.

From a treat for kids, chocolate are now being positioned near meal substitutes, thanks to the initiative taken by the Cadbury India during early nineties. The market itself has become broader based, in the sense adults are an important target segment now. The reposting of Cadbury’s Dairy Milk in 1994 as the ‘real taste of life (through the Slice of Life and Cricket commercial by Ogilvy and

Mather) grew the entire milk chocolate by 20%, and gave the Cadbury’s range – 5 Star, Gems, Éclairs, Fruit & Nut, Crackle, Nutties, Butterscotch & Tiffns – a new lease of life. In other words, it facilitated the repositioning of Cadbury’s sub brands in the basket. Some of the strategic clicked, while other did not quite take off.

The company is pushing the gifting segment, through occasion linked gifts. Chocolates contribute to 64% of Cadbury’s turnover. Confectionary sales accounting for 12% of turnover is contributed largely by Éclairs. The company attempted expanding its confectionary product portfolio, with launch of sugar based confectionary goodly and fruits, without much success. Cadbury also has a strong brand bornvita in the malted health drink category which account for 24% of turnover.

There exists an even larger unorganized market in the confectionary segment. Cadbury has 4% of the market share in this segment. Leading national players are nutrine, Pary’s Ravalgoan, Candico, Parle, Joyoco India and Perfetti, the MNCs 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 drink and brown drink. White drinks accounts for almost two third market of the 82,000 for market south and east are large market for drinks, accounting for largest proportion of all India’s sale. Cadbury’s Bourn Vita is leader in the brown drink coca based segment in the white drink segment Smith Kline’s Horlicks in the Nestle Milo , GCMMF nitramul and other Smith Kline brand Boost, Maltova and Viva Cadbury bold 14% market share in food drinks segment.

Despite tough market condition and increased competition Cadbury managed to record a double digit (11%) top line growth in 2000. The company achieved a volume growth of 5.2%. This was achieved through innovative marketing strategies and focused advertising campaign flagship brand Dairy Milk.

Net profit rose sharply by 41.8% to Rs. 520 million. Reduced material and energy cost and tighter control over working capital over working capital and capital

expenditure enabled the company to improve the profitability. Company added 8 million new consumers and saw its outlets grow to 4.5 lakhs and consumer to 60 million. In the food segment, Britannia is the leader brand with 21% among those who expressed an opinion saying that they like advertising for the brand Cadbury was clearly No.2 with 18% to which CDM throw in its weight with 13% and perk with 4%. For the Chocolate Company, Khane Walo Lo Ko Khane Ka Bhanna and the Karwa Cauth, Sports are clear winners.

Tied for the brand place are Amul, Parle and south based Arun Le Gram with 5% each. Disappointment among bid brands Kissan and Maggi and Kwality Walls (1%) each.