Britannia industries

SRM ASSIGNEMENT 2
August 15
2013
NEW HORIZON COLLEGE OF ENGINEERING MBA MARKETING

SRM ASSIGNMENT 2 NHCE 3rd
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HISTORY - BRITANNIA INDUSTRIES
Established – 1892 - initial investment Rs 295 – Britannia Biscuit Company
1910 – Mechanized operations
1975 – Took over the distribution from Parry’s
1978 – Indian Shareholding crossed 60%
1979 – Rechristened Britannia Industries limited.
1983 - Revenues crossed 100 crores
1992 – Wadia group acquired stake and became an equal partner with Grope DANONE
1993 – Sales crossed 1, 00,000 tonnes of biscuits
1997 - New corporate identity -“Eat Healthy, Think Better “- enters Dairy market
2000 - Forbes Global Ranking - Britannia among top 300 small companies
2002 – JV with Fonterra - World’s second largest Dairy Company,
Britannia New Zealand Foods Pvt Ltd. is born,
Economic Times - BIL India’s 2nd
Most Trusted Brand
Forbes Global Ranking - Britannia among top 200 small companies
2004 – Volumes cross 3, 00,000 tonnes of biscuits
2005 – Rebirth of Tiger – “Swasth Khao Tan Man Jao “
Commissioningof new plant in Uttaranchal – ahead of schedule
MANAGEMENT TEAM AT BRITANNIA
BRITANNIA INDUSTRIES

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VISION
To be one of the best biscuit and baked snack products in Europe.
To produce innovative products for an ever changing markets.
Healthy biscuits and snacks using finest ingredients.
MISSION
 “We believe in quality and service. We believe that you as a client, should be able to rely fully
on the professional ability of your cleaning Contractor.
 Your organization is as important to us as it is to you.
 We believe that Britannia as you’re appointed Cleaning Contractor should take full ownership
and responsibility for the Cleaning and Maintenance of your buildings, leaving you as a client
free to concentrate your time fully on your core business where you actually generate your
income.
 We have made a promise to ourselves not to compromise and never put our name to poor
standards, we never have or ever will. We are confident in our quality and reliability.
 We want you to be confident in promoting your Companies professional Image to the world by
choosing the services of Britannia Services Group we will ensure it is a clean one. Britannia Services
Group is quality and service you can trust. That is our guarantee to you.
COMPANY PROFILE
Type
Public-(BSE: 500825
NSE: BRITANNIA)
Industry Food processing
Founded 1892
Headquarters
Kolkata, West Bengal/
Bangalore
(Karnataka), India
Number of locations 300 stores (2000)

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Area served India
Key people
Nusli Wadia, (Chairman)
Vinita Bali, (MD)
Products
Bakery products,
including biscuits, bread,
cakes and rusk, and dairy
products, including milk,
butter, cheese, ghee and
dahi
Revenue
46.70
billion (US$790 million)
(2011)
Profit
1.34
billion (US$23 million)
(2011)[
Parent Wadia Group
Website www.britannia.co.in
Britannia Industries
Limited is an Indian
company based in
Bangalore that is
famous for its
Britannia and Tiger
brands of biscuit,
which are highly
recognized
throughout the
country which was
founded in the year
1982.
Britannia is one of
India‟s leading biscuit
firms, with an
estimated 38%
market share.
Major Activity: The
Company's principal
activity is the
manufacture and sale
of biscuits, bread,
rusk, cakes and dairy
products.
Dairy products
contribute close to 10

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per cent to Britannia's
revenue. Britannia
holds an equity stake
in Dynamic Dairy and
had outsourced the
bulk of its dairy
products from its
associate.
Its main competitors
are Nestle India, and
the National Dairy
Development Board
(NDDB), and Amul
(GCMMF)
Sector: Fast Moving
Consumer Goods
(FMCG)
Listed On:
Present Share Price
as on 10th November
2010 :
• BSE: 441.25
which increased by
0.05% to its previous
day closing.
• NSE: 441.70 which
increased by 0.31%
to its previous day
closing.
Countries:
Exports
• USA

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• UAE
• Qatar
• Bahrain
• Ghana
• Saudi Arabia
• Kuwait
• Singapore
• Oman
• Seychelles
Britannia Industries Limited is an Indian food-products corporation based in Kolkata, India. It sells
its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated 38% market share. The
Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products.
The company was established in 1892, with an investment of Rs.295. Initially, biscuits were manufactured in a
small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra
Gupta, a renowned attorney, and operated under the name of "V.S. Brothers."
In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit
Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans UK, acquired
a controlling interest in BBCo. Biscuits were in big demand during World War II, which gave a boost to the
company’s sales. The company name finally was changed to the current "Britannia Industries Limited" in 1979.
In 1982 the American company Nabisco Brands, Inc. became a major foreign shareholder.
Innovation is the key mantra
In this highly competitive market Britannia survives because of its continuous product and marketing
innovation. Its reposition into EAT HEALTHY AND THINK BETTER touched the emotional part of all Indians and
enhanced its brand image and market cap. Its continuous innovation and its lower cost variety to reach the
market depth like TIGER BISCUITS are notable innovative strategies by the company. Even if we take MILK
BIKIS it changed its wrapper, font and size continuously to break monotony in the minds of customers.
Financials
Britannia Industries Ltd. (BIL), one of India’s leading food Companies, reported sales of Rs. 25,848 MM for the
year ended 31st March 2008. This reflects a 17.5% growth over the previous year. Net Profit for the year at Rs.
191 crores grew by 77.6%. Operating margin improved by more than 300 basis points.
For the last quarter of the year, the Company reported Net Sales of Rs. 6, 92 crores & Net Profit of Rs. 61
crores, up 15.6% & 53.6% respectively, over the corresponding quarter last year. The Board of Directors has
recommended a dividend of Rs. 18 per share of Rs. 10 each. Total payout including Dividend Distribution Tax
amounts to Rs. 50 crores for the year.
In the food processing industry it ranks 2nd among the top 3 in net sales in India
Rank Company Net Sales(03/07)
1 Nestle 3500 crores
2 Britannia 2200 crores
3 Glaxo smith 1300 crores
Ratios

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Ratio Mar 2007 Mar 2006 Mar 2005 Mar 2004 Mar 2003
Operating margin (%) 5.85 11.72 11.58 11.21 11.35
Gross profit margin (%) 4.70 10.46 10.39 9.65 9.34
Net profit margin (%) 4.86 8.48 9.25 8.16 7.59
Current ratio 1.02 1.35 1.18 1.10 0.86
Operating Profit Margin
Operating profit ratio=operating profit (EBIT)/sales
The decrease in operating profit margin in 2007 can be because of increase in the cost of raw materials and
commodities like wheat and sugar. The material cost has gone up significantly from the year 2006 to 2007.
Gross Profit Margin
Gross Profit Ratio=Gross Profit/Sales
The decrease in Gross profit margin in 2007 can be because of increase in the cost of raw materials and
Net Profit Margin
It is calculated as
Net Profit Ratio=EAT/Net Sales
The decrease in net profit margin in 2007 can be because of increase in the cost of raw materials and
Current Ratio
It is defined as current assets divided by current liabilities. It is a measure of short term financial liquidity of
the firm.
Current Ratio= Current Assets/Current Liabilities
Analysis
A current ratio of 2:1 is always considered as optimum means that there is a 50 % safety margin in terms of
assets to cover its current liabilities. However this doesn’t mean higher current ratio is good. It may signify
higher unused cash, inventory which again may result in inventory carrying cost. A current ratio of around 1
seem to be numerically not attractive based on logics however for a company like Britannia with huge brand
equity and market cap this doesn’t have significant negative impact from investors point of view or financial
strength point of view.
MARKET GROWTH RATE:
FINANCIAL PERFORMANCE - BRITANNIA INDUSTRIES LTD.

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Kerala businessman Rajan Pillai secured control of the group in the late 1980s, becoming known in
India as the 'Biscuit King'. In 1993, the Wadia Group acquired a stake in Associated Biscuits International
(ABIL), and became an equal partner with GroupDANONE in Britannia Industries Limited.
In what The Economic Times referred to as one of India's most dramatic corporate sagas, Pillai ceded control
to Wadia and DANONE after a bitter boardroom struggle, then fled his Singapore base to India in 1995 after
accusations of defrauding Britannia, and died the same year in Tihar JailThe company is growing at a steady
rate, and is currently profitable. Between 1998 and 2001, the company's sales grew at a compound annual
0
500
1000
1500
2000
2500
1
NET PROFIT
(IN MILLION RS)
YEARS
NET PROFIT - BRITANNIA INDUSTRIES LTD- 1995-
2006
1995-
96
1996-
97
1997-
98
1998-
99
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
20000
1
SALES(RsMillion)
YEARS
NET SALES - BRITANNIA INDUSTRIES LTD. - 1995 -2006
1995-
96
1996-
97
1997-
98
1998-
99
1999-
00
2000-
01
2001-
02

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rate of 16% against the market, and operating profits reached 18%. More recently, the company has been
growing at 27% a year, compared to the industry's growth rate of 20%.
At present, 90% of Britannia’s annual revenue of Rs.22 billion comes from biscuits.
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.
The Wadias' Kalabakan Investments and Groupe DANONE had two equal joint venture companies,
Wadia BSN and UK registered Associated Biscuits International Holdings Ltd., which together held a 51 per
cent stake in Britannia. The ABIH tranche was acquired in 1992, while the controlling stake held by Wadia BSN
was acquired in 1995. It was agreed that, in case of a deadlock between the partners, DANONE was obliged to
buy the Wadia BSN stake at a "fair market value”. ABIH had a separate agreement signed in 1992 and was
subject to British law.
Wadia was to be DANONE’s partner in the food and dairy business, and product launches from Groupe
DANONE’s were expected but never materialised despite the JV being in existence for over 11 years in
India. Under the 1995 joint venture agreement, DANONE is prohibited from launching food brands within
India without the consent of the Wadias. In addition, the partners agreed there would be the right of first
refusal to buy out the remaining partner in the event of the other wishing to sell its holding.
In May 2007, Nusli Wadia told the Ministry of Commerce and Industry that DANONE invested in a
Bangalore-based bio nutrition company, Avesthagen in October 2006 in violation of the government's
Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture
partner before pursuing an independent business in a similar area, including joint ventures based
purely on technical collaboration. DANONE argued that Press Note 1 did not apply to it as it did not
have a formal technology transfer or trademark agreement with Avesthagen, and that its 25% holding
in Britannia was indirect. Wadia also filed a case in the Bombay High Court for a breach of a non-
competition clause in that connection. The court ordered DANONE not to alienate, encumber or sell
shares of Avestagen.
In September 2007, the Foreign Investment Promotion Board of India rejected DANONE’s claims that it did not
need a non-compete waiver from the Wadias to enter into business in India alone.
In June 2006, Wadia claimed DANONE had used the Tiger brand to launch biscuits in Bangalore.
After a prolonged legal battle, DANONE agreed to sell its 25.48% stake in Britannia to Leila Lands, which is a
Wadia group entity based in Mauritius, and quit this line of business. The deal was valued at $175–200 m.
With this buy-out, Wadia holds a majority stake of 50.96%.
MARKET SHARE:

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Listing Details - Britannia Industries
Key Dates
Year Ending Month Mar
AGM Date (Month) Aug
Book Closure Date (Month) Jul/Aug
Listing Information
Face Value Of Equity Shares 2
Market Lot Of Equity Shares 1
BSE Code 500825
NSE Code BRITANNIA
BSE Group A
Whether The Company Forms A Part Of The Following Indices -
Sensex No
Nifty No
BSE-100 No
BSE-200 Yes
S&P CNX 500 Yes
CNX Midcap Yes
CNX FMCG No
Listing On
Listed On
The Stock Exchange, Mumbai, National Stock
Exchange of India Ltd.

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Source : Dion Global Solutions Limited
The summary page of Britannia Industries Ltd. captures the information on its Live Stock Price
and Volume, 52 Week High Low, Intraday and Historical Price Chart, Key Ratios, F&O Quotes,
Competitors, Comparative Analysis, Buy Sell Recommendations, Company News and
Announcements, Shareholding Pattern, Key Quarterly and Annual P&L A/c items, and Community
Prediction.
FUTURE PROSPECTS - BRITANNIA INDUSTRIES LTD.

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Draw from the product portfolio from GROUPE DANONE
Enter into various new areas of food like snacks and health drinks
Look at New distribution channels like malls
Boost sales with aggressive brand building strategies
Look out for both organic and inorganic growth
Enter family size pack
BUSINESS TYPE:
Dairy products-
Dairy products contribute close to 10 per cent to Britannia's revenue. Britannia trades and markets
dairy products, and its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Britannia holds an
equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate. Its main
competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).
Joint venture with New Zealand Dairy
On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand,
an integrated dairy company from procurement of milk to making value-added products such as cheese and
buttermilk. Britannia planned to source most of the products from New Zealand, which they would market in
India. The joint venture will allow technology transfer to Britannia. Britannia and New Zealand Dairy each
holding 49% of the JV, and the remaining 2 per cent held by a strategic investor. Britannia has also tentatively
announced that its dairy business would be transferred and run by the joint venture.
The authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own.
It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with DANONE,
which had recently established its own dairy business.
Biscuits
Britannia Little Hearts
The company's factories have an annual capacity of 433,000 tonnes. The brand names of biscuits
include VitaMarieGold, Tiger, Nutrichoice Junior, Good day, 50 50, Treat, Pure Magic, Milk Bikis, Good
Morning, Bourbon, Thin Arrowroot, Nice, Little Hearts and many more.
Tiger, the mass market brand, realised $150.75 million in sales including exports to countries including the U.S.
and Australia, or 20% of Britannia revenues in 2006.
In a separate dispute from the shareholder matters, the company alleged in 2006 that DANONE had violated
its intellectual property rights in the Tiger brand by registering and using Tiger in several countries without its
consent. Britannia claimed the company found out that DANONE had launched the Tiger brand in Indonesia in
1998, and later in Malaysia, Singapore, Pakistan and Egypt, when it attempted to register the Tiger trademark
in some of these countries in 2004. Whilst it was initially reported in December 2006 that agreement had been

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reached, it was reported in September 2007 that a solution remained elusive. In the meantime since
DANONE’s biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed
Kraft Tiger Biscuits in September 2008.
Britannia initiated legal action against DANONE in Singapore in September 2007. The dispute was resolved in
2009 with Britannia securing rights to the Tiger brand worldwide, and DANONE paying Rs220 million to utilize
the brand.
SUPPLY CHAIN MANAGEMENT:
Cookies-to-cheese major Britannia Industries is conducting an internal investigation at its supply
chain and logistics department to probe alleged misuse of company powers in giving orders by
unfairly favoring some suppliers at the cost of others.
This comes within a few days of an alleged Rs. 870-crore fraud at the Indian arm of German
sportswear giant Adidas AG‟s Reebok unit.
The high-profile probe is being directly led by Vinita Bali, managing director, Britannia Industries, said
informed sources. The investigation aims to find out the number of employees involved. “We have
come across instances of certain practices and behavior, which are in violation of our code of
business conduct, which clearly spells out the ethical standards of behavior from all Britannia
employees at all times. These are being investigated thoroughly and appropriate action will be taken
against those employees who have violated that code of business conduct, which every employee
signs,” said the company spokesperson.
While the sources said that Bali took swift action and fired 28 people after the scam surfaced,
Britannia played down the entire incident, claiming employees were still under probe.
“Ten people have been asked not to show up at work till the investigation is over,” said the company
spokesperson.
Britannia has strict and clear code of business conduct and code of conduct for prevention of insider
trading by employees. The management was quick to take suitable action once the incident came to
light, though it could not be verified since how long the activity was going on, said sources.
The company refused to provide further clarifications. “The probe will be quick and action will be
taken,” said the spokesperson.
To innovatively market to the Secondary trade Channel
 Britannia India’s No. 1 Biscuit Brand: Rated as Super Brand for 2 consecutive years
 Tamil Nadu has over 22% contribution in Britannia’s Volume in India
 Only Kind of Program in Foods Industry
 Nearly 6 months of Management at Evolve
 Over 1500 Secondary Trade Partners from Tamil Nadu
 360 Degrees approach once again

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 Encompasses
 Purchase Reporting & Tracking
 Planning to Dictate Product mix Models
 Tele based Channel Support-Inbound and Outbound from Chennai Office
Flows in Supply Chain
Manufact
urer
Distribut
or Retailer Custome
r
Material
Funds
Info

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Britannia Supply Chain
a. Imported products
Parle Factory
Retailer
Institutions
Eg. Hospitals
Distributor
(Retailer)
Distributor
(Institutional)
Customer
Distribution Strategy

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b. Domestic products
Crude Palm oil comes from
Indonesia and Malaysia
Shipped to Kandla Port
Refining of Crude Oil
Traders supply refined
palm oil to Britannia

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Analysis of Supply chain
 Model based on third party manufacturers ERP Software:
 Consistent data sharing Increase in efficiency.
 Reduction in operational overheads.
 Better working capital management.
 Increased control over inventory management.
 Realistic production scheduling.

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 Effective cost control system.
 Optimal usage of capacity.
 Timely purchasing and efficient vendor management.
 Minimal effort in following regulatory norms because of a strong EXCISE system.
 Make-to-stock
 Pull driven
 Balanced Score card
 SRM: Annual procurement meet
SWOT ANALYSIS
Strength
1. Around 120 years in the industry
2.India’s most trusted brand with strong brand recall
3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk,
butter, cheese, etc.
4. Strong distribution network ensuring proper availability of the products even in the
remotest of areas
5. Major share in biscuits industry
6. Marketing and advertising efficiency
7. Innovative products for health conscious people like oats and porridge, Nutri Choice
biscuits for diabetes patients, Vita Marie Gold, etc.
8. Strong presence in rural markets
9. Products for all food and snacks segments

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Weakness
1. Lower market share in dairy segment
2.Heavy expenditure on advertising and marketing
3. Similar products produced by many companies means high brand switching
Opportunity
1. Increase in purchasing power of people in India
2.Increase its share in the dairy industry
3.Product line extension
4. Expansion in other countries
Threats
1. Lower price offering competitors
2.Local dairies and bakeries
3.Inflation can cause fall in sales and revenue
4. Rise in cost of raw materials
MANAGERS ROLE:
Vinita Bali, Managing Director, Britannia Industries, joined the company as Chief Executive
Officer in January 2005. Since Vinita joined Britannia as CEO in 2005, the company almost doubled
its turnover in just four years, growing at an annual rate of c23%, as compared to the previous three
years‟ 10-11% growth. She has led Britannia‟s charge beyond its core biscuits business into
categories such as dairy and bakery, and moved into international markets with Britannia‟s range of
products. She received her Bachelor's Degree in Economics from LSR at the University of Delhi and
her MBA at the Jamnalal Bajaj Institute of Management Studies at Bombay University.
She pursued postgraduate studies in Business and Economics at Michigan State University on
a scholarship from The Rotary Foundation, and was selected to work as a Graduate Intern at the
United Nations headquarters in New York. She started her career with Voltas Ltd.-a Tata Group
company focusing on consumer products, where she launched Rasna soft-drink concentrate. In 1980,
Vinita joined Cadbury India. The Coca-Cola Company chose her as its worldwide Marketing Director
in 1994 where she was responsible for the worldwide strategy for Coke. In 1997 she took over as
Vice President of Marketing for Latin America, and in 1999 relocated to Chile as President of the
Andean Division with sales in excess of US$1bn.
In 2001, she was made a corporate officer of The Coca-Cola Company and appointed Vice
President of Corporate Strategy reporting to the Chairman. After a nine-year association with Coke,
Vinita joined her mentor at Coke, Sergio Zyman at the Zyman Group in July 2003 as a Managing
Principal and Head of the Business Strategy practice in the company's Atlanta office. As a member of
the company's Board of Managers, Vinita shared responsibility for developing and managing Zyman
Group's consulting business.
Britannia was started in 1892 in a nondescript house in Calcutta (now Kolkata) with an initial
investment of Rs295. By 1910, with the advent of electricity, Britannia mechanized its operations, and
in 1921, it became the first company east of the Suez Canal to use imported gas ovens. In 1975, the
Britannia Biscuit Company took over the distribution of biscuits from Parry's who till then distributed
Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%,
firmly establishing the Indianans of the firm. The following year, Britannia Biscuit Company was re-

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christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs1bn revenue
mark. 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.
MARKET RESEARCH:
"Britannia Industries' net profit jumps to Rs.878.50 million against Rs.530.20 million in the
corresponding quarter ending of previous year, an increase of 65.69 percent. Revenue for the quarter
rose 13.66 percent to Rs.15024.20 million from Rs.13218.90 million, when compared with the prior
year period. Reported earnings per share of the company stood at Rs.7.35 a share during the
quarter, registering 65.55 percent increase over previous year period. Profit before interest,
depreciation and tax is Rs. 1529.70 million as against Rs.905.90 million in the corresponding period
of the previous year."
KOLKATA, AUG 12:
Britannia Industries on Monday reported a standalone net profit of over Rs 86 crore for the quarter
ending June 2013; a 99 per cent increase on the Rs 44 crore it reported in the corresponding quarter
last fiscal. Turnover during the period stood at Rs 1,416 crore.
Amongst the expenses, the company reported a substantial increase in advertisement costs. Costs rose
to Rs 127 crore this quarter as compared to Rs 99 crore in June 2012.
Sequentially, however (between March 2013 and June 2013), sales and net profit both witnessed a
marginal drop.
According to Guarang Kakkad, Vice-President-Institutional Research, Religare Capital Markets Ltd,
the increase in net profit was aided by “lower interest expense and higher other income”. It was
partially offset by higher tax rate, he added.
On a consolidated basis, Britannia, during the period, reported a 93 per cent increase in net to nearly
Rs 90 crore and a 14 per cent increase in turnover to Rs 1,540 crore.
Operating margins improved to 7.7 per cent in comparison to the 4.5 per cent it reported during the
corresponding period last fiscal.
"The expansion in margin is consequent to an improvement in product mix and higher price
realization coupled with an emphasis on cost management,” Vinita Bali, MD, Britannia was quoted as
saying in a company release.
The Wadia Group-controlled Britannia Industries expects its biscuit manufacturing unit in Gujarat to
be on stream in another two to three months.
“The Gujarat unit is expected to be on stream next quarter. It will entail an investment commensurate
to similar plants, which is in the range of Rs 40-50 crore,” said Britannia Industries Managing
Director Vinita Bali, addressing reporters here.
The company, she added, would focus on improving its product portfolio in the bakery and dairy
divisions. Biscuits, cakes, rusk and bread make up the bakery division. Dairy includes milk, butter,
yogurt and allied products.
Britannia, according to Bali, was also planning to sell its unit in Chennai, which has been shut since
2008-09. Plans are also afoot to move from its “luxurious” corporate office, Britannia Gardens, in
Bangalore, to a new one within the city. The shift is likely to take place early next year.
The Britannia stock closed trading at Rs 732, an increase of almost 5.43 per cent, at the BSE.
SEGMENTATION:

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As the companies cannot go to all sectors and to all customers with different needs and demands of
customers. So it is very important for any company to identify various market segments. The
segmentation of BRITANNIA is analyzed as follows:-
Demographic segmentation:-
Looking at the age, gender, family size, income and occupation of various people, Britannia also have
segmented there market like:-
Depending on Age: - Britannia Fruit Rolls is designed basically for the children. Good day, Cream
Creaker, Marry are basically for the more matured people. Little Hearts are designed for the younger
generation people.
Income: - Good Day, Milk Cream is basically for the people little bit of higher income level. Britannia
Marie, Suji tost are basically designed for them who belongs to a little lower level income group.
Different products with packages of Rs. 5, Rs. 10 are also made keeping the income status of people.
Behavioral segmentation:-
Some people’s behavior changes with their psychology and mood also. Keeping this into consideration
Britannia also has segmented this market.
Benefits: - At tea time we require also some snacks. Keeping this into consideration Britannia has
specified products like Cream Creaker, Suji tost.
User status: - People in dating or love often prefers for some time pass with some food. Britannia’s
Salted Time Pass and Little Hearts are the perfect solution for that. The Little Hearts biscuit are
extremely dedicated for the people in love as these biscuits are very little in size, shape like heart and
perfectly red colour.
Usage rate: - Britannia has also segmented their market depending on the customer usage rate. Marie
Gold is a product which is for High Usage Rate Customers.
Niche segmentation:-
It includes the further segmentation of the segments of the original market.
Britannia Slice Cakes and Britannia Good Day are designed for the people who actually also wants
some food characteristics in a biscuit. Different Cream Biscuits are also made for the people who love
to have biscuit with cream.
Target markets
Being a very much consumer market product Britannia have different target markets with different
products. This can be discussed with different products and markets. Being a very familiar consumer
product they basically use a full market coverage strategy with different products.
Britannia tiger: - with a lower price and smaller packs of this product Britannia basically targets for
people with relatively lower income groupwho are connected about the product quality as well as with
the pricing of the product. With this product Britannia also captured a huge proportion of rural
market of India.
Britannia 50-50:- pricing with a bit higher than Tiger it actually uses the concept of namkeen biscuit
or in other words snacks. People who like to have snacks with tea or anything else Britannia also
targets them with this product.
Britannia Marie gold: - with a bigger packaging size it targets for the families having more number of
people. As the requirement is high so they designed these packets with larger number of biscuits. Also
gives a family like moderate taste.
Britannia Good Day: - actually uses the concept of butter biscuits. It actually targets for the people
with a bit higher income group. Who wishes to buy biscuits not always for food requirement but for
bit of luxuriousness.

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Treat Fruit Rollz: - it actually targets the children and uses a concept of celebration. As at the time of
celebrations among the children biscuit is an important issue. It targets the occasion as well as the
minor group of their potential market.
For Britannia Brands a three pronged strategy was followed through
▫ Improved distribution in high growth markets of USA, Canada, Australia, New Zealand
and Singapore,
▫ Launch of new products like Rusk, Nutrichoice 5 Grain, Nutrichoice Digestive, and
▫ Opening up of new geographies: Taiwan, Fiji, Nigeria, Botswana & Ghana
CUSTOMER LOYALITY:
Britannia is one of this country's leading financial services organisations with a strong
competitive advantage from its 'Mutual' organisational structure which provides an
unbeatable link with its customers – because its owners (members) are its customers.
Today modern organisations must pay close attention to the 3 C‟s which are the basic facts of life of
business success – namely customers, competition and costs. Customers provide organisations with
their basic needs through the sales which the organisation is able to make to contented customers.
Competitors provide organisations with a spur to efficiency. No company will be successful unless it
can stay ahead of its competitors.
Costs are the driving force that determine profitability. Successful companies must continually seek
new ways of keeping costs down whilst at the same time giving better value to customers.
The age of the consumer
When a firm produces goods or services it must make sure that it genuinely meets consumer needs.
A business is unlikely to be successful if it tries to deceive customers through advertising and
publicity but at the same time failing to meet their needs. The financial services industry has changed
out of all recognition in the 1990s. In the past the Industry had been characterised by specialisation:
Building Societies – focused on managing customers‟ savings and lending money to house buyers in
the form of mortgages
Insurance companies – focused on a range of household and business insurances and the provision
of life assurance and pensions.
High Street banks – focused on managing customers‟ accounts, money transmission services and a
range of loan and overdraft facilities to private and business customers.
All this has changed as the government has encouraged active competition in the financial services
market. Increasingly, organisations have begun to offer a range of services. Today a modern financial
services organisation acts as a “one-stop shop” providing a range of benefits to customers:
1. Looking after their savings and rewarding them with interest
2. Providing mortgages and long term loans as well as short term personal loans and overdrafts
3. Providing bank accounts with cheque books, ATMs and other money transmission products
4. Providing customers with a range of insurance and assurance covers and pensions
5. Servicing customers‟ requirements for foreign currency and overseas transactions, etc.

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6. Providing a range of business services
7. Buying shares and unit trusts for customers
8. Many organisations, which are household names, now offer all or some of this range of
services and compete strongly with each other. These include Britannia Building Society,
National Westminster Bank and the Prudential.
9. As competition has spread within this sector, so too has the sophistication with which
customers‟ needs are met. This development has been helped particularly by new
technologies such as the on-line database. Today, customers receive a 24 hour service from
financial service institutions through automated services which are to be found on the wall
outside financial services organisations and through telephone links.
OWN BRANDS/NATIONAL BRANDS:
PRODUCT BRANDS - BRITANNIA INDUSTRIES LTD.
BRITANNIA BRANDS

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Britannia in the Middle-East
In March 2007, Britannia Industries Limited formed a Joint Venture with the Khimji Ramdas Group,
one of the largest and the most respected business conglomerates in the Middle East. Britannia and
its Associates have acquired a significant stake in Dubai based Strategic Food International Co. LLC
and Oman based Al Sallan Food Industries Co SAOG. The two companies are key regional players in
the biscuits, wafers and cookies segment in the GCC markets and export their products across the
world.
Strategic Food International Co. LLC (SFIC) is one of the largest biscuit and wafer manufacturing
companies in the Middle East. An ISO and HACCP certified company, SFIC is also a proud winner of
the Dubai Quality Appreciation Certificate. It offers a wide spectrum of products under the
brand Nutro, which is a leading biscuit brand in the Middle East.
Al Sallan Food Industries Co is one of the foremost companies for the production of cookies, rolls and
chocolates. The products are well known under the brand name of Baker's Pride.

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Baby products:-
Nestle Nan Pro Stage 2, 400 gm. Pouch
Rs. 368.00
Nestlé is the world's leading nutrition, health and wellness company. Their mission of "Good Food,
Good Life" is to provide consumers with the best tasting and the most nutritious choices in a wide
range of food and beverage categories and eating occasions, from morning to night.
Nestle also brings to you products for your baby – Nestle Nan Pro Stage 2! If you are a new mother
or are expecting then you want the best for your baby. You browse through online websites and scour
the shops trying to find the right thing for your baby, be it clothes, toiletries, toys or most importantly
food.
Nestle Nan Pro 2 is a specific follow-up formula which contains BL Bifidus, a blend of naturally active
bacteria, which help to promote healthy intestinal micro flora, and OPTI PRO2, an optimized protein
profile to ensure the right amount of protein for baby's development. Moreover, it also contains DHA
and ARA, two fatty acids found in breast milk that support brain and vision development. Give your
bundle of joy the care and good health he/she deserves. Buy Nestle Nan Pro 2 online now!
Nestle Cerelac Multi Grain 5 Fruits Stage 4, 300 GM Pouch
Rs. 180.00
Ingredients: 20+ Important Nutrients. Contains Fruits, Milk & Multi Grains. Energy, Protein, Calcium,
Vit D. Iron, Zinc, Vit A, Vit C.
Ingredients On Preparation: Water, Milk Solids, Wheat flour, Sucrose, Malted barley, Orange juice
concentrate, Corn oil, Apple, Corn, Rice Cherry Crunchies, Strawberry Crunchies, Apricot Crunchies,
Vitamins and Minerals.
Baking item:-
Pillsbury Choco Cake Mix, 300 gm. Carton
Rs. 125.00
Details of Pillsbury Choco Cake Mix
Ingredients: Sugar, water flour, cocoa solids (6.5%), edible vegetable oil, dextrose, raising agents (E
500(ii), E 541(i), E 341(i)), permitted emulsifiers & stabilizers (E475, E471, E412, E466), modified
starch, salt, nature-identical flavouring substances (vanilla)

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Betty Crocker Devil's Food Cake Mix, 500 gm. Carton
Rs. 210.00
Ingredients: Sugar, wheat flour, cocoa solids (8%), edible vegetable oil, dextrose, raising agents:
E500 (ii), E341 (i), E341 (ii), starch, milk solids, salt, emulsifiers and stabilizers: E475, E471, E412;
modified starch, artificial flavouring substances: vanilla
USE OF MULTIPLE CHANNELS
Distributor Station
The challenge of online sales is logistics and fulfillment; processing Internet orders efficiently is
crucial for achieving the savings available with ecommerce. If your Web storefront isn't completely
integrated with your business system software, it may actually add costs by creating more work for
your employees.
Integration is also important in providing the additional functionality required for handling business-to-
business sales over the Internet.
ECi’s Distributor Station® Web storefront is completely integrated with our Maytech™ business
system software. Critical transaction data, including pricing, account information and order history are
stored and managed in Maytech, eliminating the need to re-key account information or upload
separate contracts to your Web storefront. Likewise, incoming orders are automatically downloaded
for processing.
Features
With Distributor Station and Maytech, your Web storefront is linked to every area of your operation.
This level of integration makes it easy to provide online accounts with their unique customer pricing,
reflecting their specific discounts or contracts. Additionally, Distributor Station provides your
customers:
Multi-level purchase authorizations
Online access to order history
Multiple order acknowledgement alternatives
Much more!
System Requirements
Hardware
For simplicity and security, Distributor Station is hosted and maintained by ECi in a state-of-the-art
collocation facility. Hardware management and routine site maintenance, including daily backups, are
included as part of the hosting service. The only hardware you will need is the appropriate type of
router or modem for your Internet connection.
Security
Distributor Station Web storefronts are hosted in a secured, restricted-access facility. Data security
features include a dedicated firewall appliance, redundant router infrastructure, and virus protection
for all servers.
Your Distributor Station site will include the VeriSign logo with navigation bar links for verification of
the certificate. For transaction security, Distributor Station pages display only partial account numbers
for credit card purchases.
While Distributor Station is fully integrated with Maytech, only specific transaction information is
transmitted between the two systems. Your Maytech system remains secure; customers cannot
access it through Distributor Station.
Internet Service

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Distributor Station requires a dedicated Internet connection at your site and a static IP address for
connection to your Maytech system. You will need to work with an Internet service provider to set up
these services. You will also need communication hardware (DSL modem, router, etc.) appropriate
for your type of Internet connection.
Distributor Station includes e-mail links to allow customer feedback. To implement this feature, you
must have at least one e-mail account.
EXCELLENT DISTRIBUTION CHANNEL
Britannia products are sold in over 2 million outlets, reaching millions of consumers who buy
approximately 2.4 billion packs each year.
A small army keeps Britannia going - over 100 stock-keeping units, 3,000 employees, over 1,500
authorized whole sellers, 53 depots and 46 factories.
Established – 1892 - initial investment – Britannia Rs 295 Biscuit Company
1910 – Mechanized operations
1975 – Took over the distribution from Parry’s
1978 – Indian Shareholding crossed 60%
1983 - Revenues crossed 100 crores
1993 – Sales crossed 1, 00,000 tonnes of biscuits
1997 - Launch of Tiger Biscuits
New corporate identity -“Eat Healthy, Think Better “
Enters Dairy market
1999 - “Britannia Khao, World cup Jao “
Profit up by 37%, sales up 80%
2002 – JV with Fonterra - World’s second largest Dairy Company,
Britannia New Zealand’s Foods Pvt Ltd. Is born,
2004 – Volumes cross 3, 00,000 tonnes of biscuits
2005 – Rebirth of Tiger – “Swasth Khao Tan Man Jao “
The marketing channels play an important role in the movement of goods from the company to the
end-user. Marketing Channels are sets of interdependent organizations involved in the process of
marketing a product or service available for use or consumption. Channels of distribution are the
means employed by manufacturers and sellers to get their products to the market and into the hands
of users. Channels are management tools used to move goods from production to consumption.
They are means by which title to goods is transferredfrom sellers to buyers. The process of
transferring title is not sosimple, especially in the present day markets that are characterized
by heterogeneity on both the supply and demand sides. There are a wide variety of goods produced
for sale, or the other side there are highly varied and complex desires of consumers.
According to A.W.Shaw “distribution is the application of motion to the materials as they move from
times, places, forms and conditions where they have no value to the times, places, forms and
conditions where they have value”.
ESSENTIAL FUNCTIONS OF DISTRIBUTION CHANNELS
Transfer of title to the goods involved.
Physical movement from the point of production to the point of consumption.
Storage function
Communication of information concerning availability,

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characteristic and price of the goods in transit, inventory and
on purchase.
BISCUIT INDUSTRY IN INDIA - AN OVERVIEW
Baking practices were well known to Indian cuisine for thousands of years, but the humble biscuit
became a familiar and common place item of diet only during the 20th century. Biscuit is a
hygienically packaged nutritious snack food available at very competitive prices, volumes and
different tastes.
According to the NCAER Study, biscuit is predominantly consumed by people from the lower strata of
society, particularly children in both rural and urban areas. Limited over the last century have been
responsible for this remarkable dietary acculturation. The entire biscuits‟ market is estimated to be 1.1
million tonnes per annum, and valued at over Rs. 50 billion. The biscuits segment enjoys one of the
most developed markets for any item of mass consumption, covering over 90 per cent of the overall
potential market. This implies that over 900 million Indians buy and eat biscuits, with varying
frequency in any year.
Biscuit industry in India in the organized sector produces around 60% of the total production, the
balance 40% being contributed by the unorganized bakeries. The industry consists of two
large scale manufacturers,around 50 medium scale brands and small
scale units ranging up to 2500 units in the country, as at 2000-01.
Britanniabanksonincreaseddistributiontofuelsaleofdairyproducts
It’s important for Britannia to sell more of its dairy products because volume growth in biscuits is slowing.
Bangalore: Britannia Industries Ltdis expanding distribution of products such as curd and cheese in
supermarkets and other modern trade outlets and launching new products as it looks to maintain the
high growth of its non-biscuit business.
The maker of Tiger and Good Day biscuits expects sales of its non-biscuit businesses to grow rapidly
to Rs.1, 500 crore in the year ended 31 March, managing director Vinita Bali said. The company
reports its full-year results later this month.
“Our target is to continue the high double digit growth rates that we‟ve seen in the non-biscuit
businesses. We‟re looking at innovations in our current products and launching new products in dairy.
And we have to increase the availability of these products,” Bali said in an interview.
It‟s important for Britannia to sell more of its dairy products because volume growth in biscuits is
slowing as the high cost of inputs such as sugar have forced biscuit-makers, including Britannia, to
raise prices over the past few years. The Wadia Group Company is also facing increased competition
in biscuits from Parle Products Ltdand ITC Foods.
Unlike biscuits, which companies say are available across 85-90% of urban India and 60-70% of the
hinterland, dairy products such as branded milk and cheese aren‟t that widely available.
The company needs to boost demand in urban areas and persuade consumers to opt for its products
rather than making these at home, said Ashok Namboodiriwho heads Britannia‟s dairy business.
“There are hardly any dairy products available in rural areas. It (availability of branded dairy products)
is focused in urban areas because there‟s still a lot of room for growth. Modern trade is the priority in
distribution over the next two to three years given that our target customer is likely to shop there. The
idea is to first saturate that channel,” Namboodiri said.
Bali pointed out that not every biscuit outlet is a dairy outlet. “For example, you can‟t sell curd in an
outlet which doesn‟t have a fridge. Curd is available in just six metros and cheese in the top 30 cities,”
she said.

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However, the company enjoys benefits of scale as it uses the same distributor to sell all its products
to retailers.
Apart from cheese and curd, Britannia‟s non-biscuit products, which will account for roughly 20-25%
of its business, include ready-to-drink beverages such as flavored milk, ghee, bread, cake and rusk.
A majority of the sales of non-biscuit products come from cheese, curd and ready-to-drink beverages
and these three categories will continue to drive growth, Namboodiri said.
Britannia‟s non-biscuit products are gaining importance for the company partly because margins are
higher than in biscuits, said Bhaveshkumar Jain, analyst at Sushil Financial Services Pvt Ltd.
“The non-biscuit business is going to be a major driver of growth for Britannia. I expect the biscuit
business to grow 10-11% over the next years whereas the non-biscuit side will grow at 20-25%. Other
players like Nestle and DANONE have also sounded very positive about dairy products,” Jain said.
STAFFING/RECRUITMENT
What makes Britannia:-
If u think Britannians are extraordinary individuals who are passionate about everything they
do...Createinspiration through everything they do and succeed in everything they do… you’re probably right.
Britannians are handpicked for a singular purpose to perpetually ensure market leadership and generate
exemplary performance in every function.
Britannians exhibit the following leadership behaviors.
Integrity
Team orientation
People development
Learning orientation
Customer orientation
Quality orientation
Drive your results
Entrepreneurial spirit
System and process orientation
Communication
If you feel stack up well in terms of all these behaviors don’t waste time… join us!
Recruitment-
Not many companies can boast a 100-year distinguished history, and fewer still can be linked with
stakeholders and markets across continents. This superlative trajectory notwithstanding, at Britannia it's
always been recognized that none of it would have been possible without the people. Over the years,
Britannia has been associated with many brilliant careers, and evidence of the success of its strategic-yet-
friendly people policies is to be seen in the current crop of management and staff and indeed the performance
of the company itself.
Part of the allure of working at Britannia emanates from our strong belief in nurturing people so they can get

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in their full stride. The other aspects that make Britannia a coveted destination include proffered
opportunities for growth, and that 'idea leadership' and 'accountability' are encouraged every step of the way.
Today, with the extraordinarily dynamic and adaptive people we attract, Britannia is fully geared for the new-
age business paradigm. If you feel you are in sync with the Britannia vision, do call us to explore opportunities
in your sphere of work.
Nurturing Talent
An innovative company like Britannia is always on the lookout for innovative, young minds. The Management
reorganizational culture provides a perfect blend of fun and learning that helps in the overall development of
talented individuals recruited into the system.
Today, with a huge variety of professional institutions spread across the country, there is a broader canvas to
choose from. The main sources of recruitment of Management Trainees are:
Business Schools (MBA)
Engineering Institutes
Food Technology Institutes
ICAI/ICWAI/ICSI/ICFAI and other such institutes offering professional courses
An alternative route is for candidates to apply directly to Britannia or through a recruitment consultant. The
distinguishing factor between MTs and other lateral hires would be in terms of their experience and
qualifications. In this case, however, candidates may or may not have prior experience. For experienced
candidates, 1 year or less would be the maximum cap to be eligible for the Management Training Scheme.
Campus - Campus recruitment has two stages, viz. Summer Trainee Recruitment and Management Trainee
Recruitment. Summer Training takes place for a period of two months where students from Business Schools
and Functional Institutes (Engineering/Food Technology/Finance) work on projects with Britannia in the
following functional areas - Marketing; Sales and Distribution; Operations and Supply Chain; Human Resource
Management; Finance and Quality Assurance. Summer Trainees at the end of their training tenure are taken
through an evaluation process to assess placement within the company as Management Trainees. This happens
through a Pre-Placement Interview by a panel that assess the candidate on his/her project and his/her potential
to fit into the organization.
Management Training - Management Trainees are recruited on the basis of actual vacancies in the system.
They are recruited either through Pre-placement offers made to exceptional Summer Trainees or through direct
Campus Recruitment. MTs join the covenant grade as Management Trainee - (function), and are absorbed into
the following functions - Sales and Distribution; Operations and Supply Chain; Human Resources; Finance and
Quality Assurance. The Marketing function has so far been insulated from the Management Training Route as
entry level marketing positions require knowledge of Sales or prior knowledge of Marketing (lateral route).
The Program - Once MTs are on-board, they are taken through a series of carefully designed Training Modules
that encompass almost all functions of the business. The Training Modules are interspersed with live projects in
different functions to test their knowledge and problem-solving abilities. Ideally, any Management Trainee
would need to complete at least 2 live projects related to his/her stream of interest and 1 live project in a related
function or a function of choice.
At the end of the training period, all MTs are assessed on the basis of their learning and project performances by
a cross-functional panel consisting of Functional Heads. On successful completion of their Training Program,

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MTs are confirmed as Managers in their respective functions.
The total tenure of Management Training is 18 months for a Technical Trainee (Engineer/Food Technologist)
and 12 months for all other trainees.
SALES PROMOTION
Economic times = Britannia Industries net up 23% at Rs 53 crore
Sarah Jacob, ET Bureau May 30, 2012, 08.52PM IST
BANGALORE: Bakery products company Britannia Industriesreported 22.6% increased net profit at Rs 53.03
crore in the quarter ended March 31 2012 compared to Rs 43.25 crore in the year-ago period.
The board of directors of the company recommended dividend of Rs 8.5 per share of face value Rs 2 on
Monday.
The Hindu business line
Britannia Industries today reported nearly two-fold rise consolidated net profit to Rs 89.58 crore for the first
quarter ended June 30, 2013, due to improvement in product mix and higher price realization.
*Stocks: Top Gainers/Top Losers
The company had posted a consolidated net profit of Rs 46.50 crore for the same period previous fiscal.
*Search: India Inc A, B, C
Company's consolidated income increased to Rs 1,539.62 crore in the April-June quarter, from Rs 1,348.15
crore during the same period last year, Britannia Industries said in a filing to the BSE.
"The expansion in margin is consequent to an improvement in product mix and higher price realisation
coupled with an emphasis on cost management -- the growth we saw in the second half of last year,
continued," Britannia Industries Managing Director Vinita Bali said.
Britannia Industries shares were trading at Rs 747 on BSE, up 7.59 per cent from its previous close.
ADVERTISEMENTS
Britannia launches Vita Marie Gold; targets "today's women" with new campaign
Creative for the brand re-launched as 'Health Plus' Marie, is handled by Lowe Lintas.
To gain a higher share of mind and gain consumers in new geographies, Vita Marie Gold, a brand re-
launched as the “Health Plus” Marie is coming out with a new multimedia campaign. Lowe Lintas has

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worked on the multimedia campaign that spans across television, point of purchase - both traditional
and modern trade, as well as print.
The creative depicts a busy, young, working woman on a local, railway station grabbing a cup of chai
to have it with her Vita Marie when suddenly the train arrives and she has no choice but to board it.
Through her on board struggle to have the tea and biscuit, the woman depicts the struggle of all
active women who struggle to make the most out of their life and also tea breaks.
On the thought behind this re-launch campaign, Anu Narasimhan, Category Director - Health and
Wellness, Britannia Industries, said, "The insight that we worked on for the campaign was that:
Today‟s woman has so many aspirations she‟s out to fulfill, so many activities she packs her day with,
so much of life she‟s eager to enjoy, that she‟s left with very little time to take care of body‟s need for
extra nourishment. We chose the „working woman' as our protagonist as she best personified the
'busy and time-crunched life' of today's woman, who wants more out of every moment, even her tea
breaks. We propositioned Vita Marie Gold as a 'Fully Loaded Marie for a Fully Loaded Life', her
intimate health accomplice rather than just another Marie."
Narasimhan informed that the communication across other media has been adapted into an
interesting caricature that depicts the enjoyment of the consumer‟s life and why Vita Marie Gold is her
health accomplice. "What we are essentially trying to depict is that the modern day woman doesn't
want to give up any pursuit - and therefore brands have to find meaning in her life. Our brand fits in as
her accomplice to vitality," she added.
The campaign, which began on December 8, 2010 will run its course till January 15, 2011. The brand
will be using Hindi and Regional GECs along with Lifestyle and Movie channels.
Britannia unveils new campaign to push Bourbon
Britannia Industries has launched its latest campaign, which is dedicated to its chocolate
biscuit range, Bourbon. Conceptualized by Britannia's AoR McCann Erickson, the campaign
aims to focus on the sensual emotions that chocolate as a flavor evokes in a person.
Britannia Industries has launched its latest campaign, which is
dedicated to its chocolate biscuit range, Bourbon. Conceptualized by Britannia's AoR McCann
Erickson, the campaign aims to focus on the sensual emotions that chocolate as a flavor evokes in a
person.
Commenting about the new campaign, Shalini Degan, category director, delight and lifestyle,
Britannia Industries said, "We wanted to reposition bourbon as a 'youth brand and to create an affinity
for the target audience that makes Britannia Bourbon one of their their preferred brands. Currently, it
is a product they like."
Speaking about the idea behind the campaign and the communication objective, Anil Thomas,
creative head, McCann Erickson said, “We decided to build upon the idea that Britannia Bourbon was
a 'deceptively delicious' biscuit.” A girl is visiting her boyfriend to watch a movie at his house, when
she realizes that his friends are over to watch a match instead. Disappointed, she begins eating a

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Britannia Bourbon biscuit and suddenly she lets out a moan. Distracted, the boys begin staring at her
in astonishment as she lets out more sensual moans. Seeing his friends' sudden interest in his
girlfriend, the boyfriend throws out his friends and ends up watching the movie, just like she wanted
him to in the first place.
When asked if the TVC expects any objections from the consumers because of the sensuality
displayed by the girl, Degan says, "The story is witness to our intent. The girl cleverly gets what she
wants (wants to watch a movie with boyfriend, the competition was a match on TV and his friends...
she drives them away in a way that is very clever). Our consumers find this kind of a cleverness very
aspirational, cool and also funny. We are confident the consumers will see the film in totality and not
in parts and therefore enjoy the intended humor in the story."
Speaking about the consumer insight that the campaign is based on, Thomas says, "Today‟s youth
enjoy situations where they effortlessly maneuver themselves out of tricky situations; getting away
with it in broad daylight. We decided to base the campaign on this thought."
The media exposure for the campaign includes TV. The creative team working behind the campaign
includes Prasoon Joshi, Thomas and Ratish Subramanian. The film has been directed by Anurag
Basu and produced by Red Ice Productions.
Britannia awards media duties to Madison Media
Britannia has handed over its media duties to Madison Media after a fiercely fought, two-
stage, multi-way pitch that saw participation from Madison Media, OMD, Mudra Max, Lodestar,
MPG and the incumbent, Maxus. Maxus held the account for the last five years. The account
size is estimated to be Rs 75 crore. The pitch was led by Punitha Arum gam – group CEO,
Madison Media. The account will be handled by Madison Media Infinity-II out of Bangalore.
Britannia has handed over its media duties to Madison Media after a fiercely fought, two-stage, multi-
way pitch that saw participation from Madison Media, OMD, Mudra Max, Lodestar, MPG and the
incumbent, Maxus. Maxus held the account for the last five years.
The account size is estimated to be Rs 75 crore. The pitch was led by Punitha Arumugam – group
CEO, Madison Media. The account will be handled by Madison Media Infinity-II out of Bangalore.
“We are delighted to have the country‟s largest biscuit major and a marquee name in India‟s
corporate world as our client,” said Sam Balsara, chairman and MD, Madison World. “Britannia‟s
decision once again confirms that we have on the ground what it takes to be the media agency of
choice of large advertisers.”
Britannia set to turn 90, launches new thematic campaign
As it prepares to celebrate its 90th anniversary, Britannia has unveiled a new brand campaign
that celebrates the Brittania way of life. The campaign has been conceptualized by McCann
Erickson and involves a set of three commercials of 45 seconds each, each portraying a
montage of situations which integrates Brittania products across categories to showcase how
the brand is a part of consumers' daily lives.
As it prepares to celebrate its 90th anniversary, Britannia has unveiled a new brand campaign that
celebrates the Brittania way of life. The campaign has been conceptualized by McCann Erickson and
involves a set of three commercials of 45 seconds each, each portraying a montage of situations
which integrates Brittania products across categories to showcase how the brand is a part of
consumers' daily lives.

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Speaking about the brief provided by Britannia, Prasoon Joshi, executive chairman and regional
executive creative director, Asia Pacific, McCann Erickson said, "The increasing array of competitors
in the core segment of Britannia business today, that is 'Biscuits', are driving 'product sameness' and
competing aggressively on price to make it the single most important purchase factor. There is
increasingly very little differentiation in the category. The company wanted to leverage its mother
brand 'Britannia' much more."
Joshi added, "The campaign is a reflection of Britannia's philosophy and mission – to add a little
liveliness to our lives. It focuses on life's moments that become a little more exciting or indulgent or
enjoyable, thanks to the presence of Britannia."
"While on the surface the campaign promises to be a visual delight, it also carries a deeper message
that re-affirms Britannia's promise to its consumers – that Britannia will continue working towards
adding more and more moments of joy in every life they touch," Joshi added.
Each of the commercials are a series of situations with music and a voiceover in the background. At
the start of the first TVC, two boys are bickering over a piece of cake, when one of them feeds the
piece to their dog, just to annoy the other boy. In the next scene set in a college laboratory, a boy lets
a girl know about his feelings for her using Britannia Little Hearts. In the last situation, a woman is
sitting with two young girls, and eats the biscuit just the way the girls eat it – by licking off the cream
from the centre first. The commercial ends with the voiceover signing off with the brand's new
baseline, Zindagi mein life. The next two commercials too, have similar situations, each highlighting
the fact that Britannia brings people closer and helps them bond.
Speaking about the need for a thematic campaign specifically at this point in time, Neeraj Chandra,
vice president, sales, marketing and innovation, Britannia, explains "A lot has changed about India in
these years. The mindset of Indians has undergone a metamorphosis and so have their habits. In this
changing context, Britannia has silently played a critical role in the lives of millions of Indians. Be it
indulgence in a mouthwatering 'Treat' for children or providing the energy to be a 'Tiger' or the perfect
way to start a 'Good Day' or making a 'Nutri-Choice' in food – Britannia has been India's preferred
choice."
The media mix for the campaign includes TV, print, outdoor and radio.
PRICING STRATIEGIES
FMCG major Britannia Industries Ltd today said it is in the process of reviewing the pricing structure
of its products in view of the sharp increase in input costs.
"Price is a dynamic variable and we are continuously monitoring the situation," Britannia Industries
MD and CEO Vinita Bali said when asked whether the company was planning to increase product
prices.
Bali said the company plans to invest Rs 200 crore across the country in the current fiscal.
She said the company plans to enter the breakfast segment by offering a mixed pallete ranging from
'upma' to porridge.
The company was in the process of setting up two factories in Bihar and Orissa.
Price of Britannia
The price strategy of Britannia are:-
Market-Penetration Pricing for the products like Tiger
Product –Quality Leadership for products like Good Day and Treat
Special Event Pricing in festive season.

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Price Range
Britannia good day coconut butter biscuit= 180gmRs 35;
Good day=90gmRs 12;
Good day Chaco-nut cookies=90gmRs 15;
Good day= 180gmRs 23
Marie gold=337gmRs 2
Milk bikis milk cream =89 gmRs 15
Milk bikisMilk bikis=128 gm85 gmRs 10Rs 7
Marie gold =171 gmRs 13
Marie gold =69 gmRs 5
Yummy choco cakes =145 gmRs 22
Nutri choice hi fibre =250 gmRs 38
Treat choco=67 gmRs 10;
Pure magic chocolatecreme=150 gmRs 20
Milk bikis=128 gmRs 10
Milk bikis =178 gmRs 25
Marie gold=69gmRs 5
50-50=165 gmRs 16
50-50Maska Chaska=66 gm Rs 10
50-50=113 gmRs 10
50-50=65 gmRs 7
Nice time=133 gmRs 14
E – COMMERCE
ECi Britannia™ E-commerce
Put Your Business on the Web

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Ecommerce is key to leveling the playing field with superstores and other competitors. A flexible,
easy-to-use Web storefront lowers your costs on every order and helps you lock in customers.
That’s why Britannia E-commerce is an ideal solution. It’s a cost-effective Web storefront that is fully
integrated with the Britannia system. Britannia E-commerce offers a quick and easy interface and
powerful search tools for a competitive Web presence. And full integration means customer
information and pricing come directly from your Britannia system, eliminating the additional labor
associated with some Web storefronts.
Why Britannia E-commerce?
Customizable Web storefront
Custom pricing for each user
Custom coupons
Advanced search capabilities
No transaction fees/setup charges
Fully integrated with Britannia — no re-keying orders
User-driven lists
Performance reporting and analysis
Simplifies office supply procurement
Machine matching
Punchout integration to customer procurement systems available.
CRM strategies
A growing relationship with customer and customer retention:
Now a days a good relation with the customer is very important for organization. Sale is totally depending on
the relation with the customers. Customers’ retention is also a major aspect for growing business. It means keep
the old customers and try to make new customer. Britannia’s customer relationship management is very strong
which is one of the major causes of selling of their product continuously.

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Porters five force model analysis
Threat of New Entrants - Medium
• Hard for a new entrant due to high product differentiation & a strong distribution n/w
• Extremely price sensitive industry & therefore not much flexibility to increase prices
• Depends on the agricultural sector for wheat
• Low growth rate of 13%
• VAT of 12.5% and an excise duty of 8%
Rivalry among existing firms - High
• 3 main players- Britannia, Parle, and ITC Ltd. (PriyaGold and Bakeman – regional)
• Britannia & Parle hold almost equal market share, ITC ltd holds a lower market share
• Hence, they keep a close watch on the changing strategies of each other
Bargaining power of suppliers - High
Wheat is the main ingredient required for baking biscuits. During inflation they purchase wheat at the
price quoted by the farmers as wheat does not have a close substitute.
Threat of Substitute Products – Medium
• The substitutes of biscuits are namkeens, chips, potato wafers etc. but biscuits have become a part
of people‟s everyday life.
• Biscuits are a low priced commodity, hence a small increase in price would be acceptable in urban
areas but may cause a shift to substitutes in rural areas
Bargaining power of buyers – HighConsumers have option of shifting brands according to their liking
of price, quality and taste.
Hence not much flexibility to biscuit manufacturers to increase price or compromise of quality. Also,
consumers are going for bulk purchases at cheaper rates from bakery stores.
Company Analysis
• Company‟s sales rises from Rs. 31.1 Million to Rs. 34 Million
• Profit Before Tax reduces from Rs. 2.3 Million to Rs. 1.2 Million
• Profit available for appropriation reduced from Rs. 2.4 Million to Rs. 2.2 Million
• Sources of fund included shareholder‟s fund, loan fund and deferred tax liability reduces from Rs.
8,596 Millions to Rs. 8,258 Millions
• Application of fund included fixed assests, investment, liabilities & provisions and miscellaneous
expenditure reduced from Rs. 8,596,456,000 to Rs. 8,258,690,000
Porter‟s Five Forces Model by 0726335
The analysis of Cosmetic Industry has come out with Poter‟s five forces model to analyze the level of
rivalry in this industry. In the Porter‟s Five Forces Model the rivalry which is in the middle is most
powerful of the five competitive forces.
Rivalry among competing firms (High)
There are a large number of competitors in this industry, and all competitors are competing for the
same customers. Thus Carlina have to compete against its direct competitors that sell similar
products. The large number of direct competitors in the industry causes a high degree of rivalry.
Competitors are also selling similar products, which is cosmetic product. Due to having so many
options, customer is able to switch between brands easily. The industry is in its maturity stage
causing the market growth to be static. Thus all companies are striving to maintain its market share in
the industry against their competitors.

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Barriers to enter for new competitors (Moderate)
The barriers to enter for new competitors are at a moderate, especially during the maturity stage of
the industry‟s life cycle. Majority of firms that already existed in the industry have developed
economies of scale, thus providing a cost advantage to them over the new entrants. If new
companies try to enter into the market, it will face problems especially to cover for the expenditures,
as they have not established good economies of scale. The new entrants will be forced to reduce the
price of products in order to compete, thus it is difficult to survive at the beginning stage.
Potential development of substitute products (High)
In the era of globalization environment, there is less time being and cost to spend on making one
things. Moreover there were a lot of foreign and domestic company produce the similar product.
Thus, there were many product and choice that available in the market. Plus, the significant change in
consumer behavior where they can tested the cosmetic product freely and product element as pack
design also become crucial other than quality. Therefore, all of this showed that high potential
development of substitute products in this market.
Bargaining Power of Suppliers (Moderate)
The bargaining power of suppliers is low for Carlina but for the whole industry, bargaining power is
moderate. Carlina does not need many suppliers because all of their production was made in house.
Thus there is easy to find suppliers in case they have to switch between them to negotiate at the
lowest price possible.
Bargaining power of buyers (High)
The industry provides many substitutes for Carlina products, as there are many available products
from competitors that offer at lowest price and good quality than Carlina. Market research show that a
sharp contrast in consumer behavior between old and young people: senior identity themselves with
concrete fragrance and consistently consume it, youngster demonstrate low product fidelity, and are
vulnerable to the effect of advertising campaigns. They have the right to switch between products
easily. Thus, buyers have a significant bargaining power against KKD.
Threat of New Entrants - Medium
• Hard for a new entrant due to high product differentiation & a strong distribution n/w
• Extremely price sensitive industry & therefore not much flexibility to increase prices
• Depends on the agricultural sector for wheat
• Low growth rate of 13%
• VAT of 12.5% and an excise duty of 8%
Rivalry among existing firms - High
• 3 main players- Britannia, Parle, and ITC Ltd. (PriyaGold and Bakeman – regional)
• Britannia & Parle hold almost equal market share, ITC ltd holds a lower market share
• Hence, they keep a close watch on the changing strategies of each other
Bargaining power of suppliers - High
Wheat is the main ingredient required for baking biscuits. During inflation they purchase wheat at
the price quoted by the farmers as wheat does not have a close substitute.

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Threat of Substitute Products – Medium
• the substitutes of biscuits are namkeens, chips, potato wafers etc. but biscuits have become a part of
people‟s everyday life.
• Biscuits are a low priced commodity, hence a small increase in price would be acceptable in urban areas but
may cause a shift to substitutes in rural areas
bargaining power of buyers - High
Consumers have option of shifting brands according to their liking of price, quality and taste.
Hence not much flexibility to biscuit manufacturers to increase price or compromise of quality. Also, consumers
are going for bulk purchases at cheaper rates from bakery stores.
Pricing strategy
Market penetration pricing for products like tiger
Product quality leadership for products like good day and treat
Special event pricing in festive seasons
Wholesaler/Buying Group Price Files Loaded in Minutes
Automated Contract Management
Cost+, Discount for List, and GP-based Pricing
GP Protection Algorithms
Variable Margin Pricing
Unit of Measure Management
Inventory
Real time wholesale stock check
Inventory tracking
Multi location inventory management
Inventory reports
Refund Policy
Customer satisfaction
Membership/Subscription – All annual memberships are "auto-renewing," meaning that we will bill
your credit card each year on the annual anniversary of your subscription, until you cancel. If for any
reason you are unhappy with any element of our subscription service, we will investigate every
complaint and will endeavour to resolve any issues as quickly as possible.
Merchandise – In the event that you receive a package that is incorrect or damaged, we will gladly
provide a refund or replacement. Any items should be returned in the same condition as received,
unused and in original packaging. You have 7 days from the date you received the merchandise to

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return it to us for a refund. Refunds will be made by cheque within 14 days of receipt of returned
goods. Should you need to return merchandise, please contact the Britannia Association office for a
product return code.
Failed transactions
Please ensure that your payment card details are kept up to date. If we are unable to process
payment from your card, we regret that it will be necessary to suspend your access to the “members
only login” until you provide us with details of a valid credit card.
MARKETING STRATEGY OF BRITANNIA
The 80-year-old biscuit king is reinventing itself. Britannia now wants to become a foods giant, with
the newly-added tag of health and nutrition. What's more, with a clever formula of prices and
products, it is targeting every segment of the Indian market.
Who does not know Britannia Rules! During period of A day before the World Cup Of Cricket 1999
began in England on May 14, 1999, one of Britannia Industries' senior-most marketing managers was
spotted at Mumbai's Sahara International Airport-escorting a gaggle of excited children, all of them
sporting Britannia caps, Britannia T-shirts, and other assorted Britannia paraphernalia. No, he wasn't
test-positioning yet another brand of biscuits on a group of unsuspecting young 'uns in an airport
lounge. Those kids were actually some of the 100 mega-winners of the Britannia Khao, World Cup Jao
contest, being flown off on charters to Old Blight to watch the World Cup at Britannia's expense. See
Cricket. Sleep Cricket. Eat Only Britannia (sic!) so we can say that, this session is more powerful to
catch the customer.
The marketing strategies for any company are not about a fixed concept. Rather it is full of new challenges
every day, and the companies must respond to it very positively. The market process is applicable to more than
goods and services. Anything related to market including ideas, events, policies, prices and personalities comes
under market strategy. However it is important to emphasize opportunity in the market through market strategy.
The following strategies are basically adopted by Britannia in order to capture a good market
share.
1. A strong quality of the product and customer satisfaction:
General customers are basically concerned about the quality of product rather than the price of
the product. In our survey we found that basically people are first looking for the quality. If
good quality is there in the product then they are only looking for the price. But if the quality is
not satisfactory they even don’t looking about the pricing of the product. In this regard
Britannia always maintained much more importance over there product quality. That’s why they
are among the very successful brand of today.
2. A growing relationship with customer and customer retention:
Now-a- days a good relation with the customer is very important for organization.Sale is totally depending on
the relation with the customers. Customer's retention is also a major aspect for growing business. It means keep

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the old customer and try to make new customer. Britannia‟s customer relationship management is very strong
which is one of the major causes of selling of their product continuously.
3. Focus on competitor’s activity:
Every organization should must be careful about it's competitors step, because they can disturb
the growing sales process of the organization. Continuous watching over competitor’s strategies
and development help Britannia a lot.
4. A growing emphasis on global thinking and local marketing planning:
Companies are increasing by pursuing market beyond their borders. When they enter other
countries they must follow the tradition of that country and also they make plan for local market
that which type of product has more demand and how can it run in the market.
5. A growing emphasis on global thinking and local marketing planning:
Companies are increasing by pursuing market beyond their borders. When they enter other
countries they must follow the tradition of that country and also they make plan for local market
that which type of product has more demand and how can it run in the market. For Britannia
different variation in their product depending over various locations and the economic status of
the people is being very much helpful for the company.
6. Promotional Strategy
Under the market strategy promotional idea is very important. Organization provides some
schemes or rebates to retailers or consumers. They make advertisement according to convenient
of the people and the feature of the product. Sometimes Britannia comers to market with new
offerings and of course with cost benefits to the customers. Giving discounts over bulk purchase
also comes under this strategy.

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