2009

Submitted By:-Kanika SharmaPoonam ThakurNeha BhattJinu JohnDiploo KonwarCadbury India Ltd

Marketing Management Project

A

STUDY OF MARKETING PRACTICES

AT

CADBURY INDIA LTD.

Submitted By:Kanika SharmaPoonam ThakurNeha BhattJinu JohnDiploo Konwar

(Sec-C, MBA-1st Sem)

UNDER THE GUIDACNE OF: SUBMITTED To: Mr. Narayan Sundararaman Mrs. Kirandeep Kaur

(General Manager) (Faculty, Marketing)

AMITY GLOBAL BUSINESS SCHOOL

NOIDA.

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ACKNOWLEDGEMENT

We wish to express our heartfelt thanks to Mr. Narayan Sundararaman

(General Manager) Cadbury India Ltd, for his cooperation and

guidance in successful completion of the assigned project. My overriding

debt continues to be my sister, who provided me with the time, support,

and inspiration needed to prepare this project

I am highly indepted to Mrs. Kirandeep Kaur (Faculty, Marketing) for

her valuable guidance and support.

While making this project we have gained knowledge of how an

organization works day to day and how their polices regarding marketing

and sales of the products has been made and how they strive

continuously in today’s competitive environment to maintain and enhance

their position in the market.

Last but not least we are also thankful to all Cadbury India Ltd. family and

retailers who helped us during our project work.

TABLE OF CONTENTS

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S. NO. PARTICULLARS PAGE

NO.Executive Summary 5

1. Introduction 6

2. Company Profile 9

3. Research Methodology 24

4. Survey & Findings 29

5. Limitations 65

6. Recommendations 66

7. Conclusion 67

8. Annexure. (Questionnaire) 69

9. Bibliography 70

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EXECUTIVE SUMMARY

The Cadbury’s India’s number one chocolate is able to share with their

market insights based upon unparallel breath of chocolate experience.

The merge in 1969 with Schweppes and the subsequent development of

the business have led to Cadbury Schweppes taking the lead in both, the

confectionery and soft drink market inside UK and becoming a major force

in the international market. Cadbury Schweppes today manufactures

product in 60 countries and a trade in staggering 120.

This project is a sincere effort to look for the market potential in chocolate

and confectionery industry. A descriptive research procedure had been

applied to come to the conclusions of the project. A detailed questionnaire

had been prepared and the responses of the concerned people had been

collected for the analysis. The project later concluded in recommending

the market potential of the chocolate and confectioneries.

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1.

INTRODUCTION

6

Project assigned to the researcher “A study of Marketing Practices at

Cadbury India Ltd.”.

The Cadbury’s Inc has taken the opportunity to offer us a broader view of

chocolate category. The Cadbury’s 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 inside 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 remember as the story of “The taste of life”.

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OBJECTIVE OF THE PROJECT

Our main objective of the study on this project is to

demonstrate the market segmentation and strategies of

Cadbury India Ltd and comparison with major competitor.

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

(a)SWOT Analysis

(B)PEST Analysis

(c) Market Segmentation

(d)Market Survey

And also 5 P’s of Marketing:-

Product

Price

Physical Distribution

Promotion

Positioning

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2. Company

Profile

9

2.1History of Cadbury

The legend called Cadbury

1824 – A once 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 producers 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.

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1899 – In this year the business private limited company – Cadbury

Brothers Limited. Progress since the start of the century through the inter

– war years onward has been rapid. 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 modeled 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 prominent 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.

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2.2 DESIGN DEVELOPMENT

Milk chocolate for eating was first made by Cadbury in 1897 by adding

milk powder paste to the dark chocolate recipe of cocoa mass, cocoa

butter and sugar. By today’s standards this chocolate was not particularly

good as it was very coarse and dry and was not sweet or milky enough for

public tastes.

At that time there was a great deal of competition in the U.K from

continental manufactures, not only the French with

their fancy chocolates but also from the Swiss, who

were renowned for their milk chocolate. Led by

George Cadbury junior, the Bourneville experts set

out to meet the challenge. A considerable amount of

time and money was spent on research and new

plant design to produce the new chocolate in much

large quantities.

A new recipe was formulated fresh milk and new

production processes were developed to produce

milk – chocolate not as merely as good as but better

than the imported milk chocolate.

Four years of hard work were invested in the project and in 1905 what

was to be Cadbury’s top selling brand was launched. Three names were

considered Jersey Highland Milk and Dairy Maid. Dairy Maid became Dairy

Milk and Cadbury’s Dairy Milk with its unique flavor and smooth creamy

texture was ready to challenge the Swiss domination of the milk chocolate

market.

By 1913 it had become the company’s best selling line and in the mid

twenties Cadbury’s Dairy Milk gained its status as the brand leader, a

position that it has held ever since. Today more than 250 million bars of

Cadbury’s Dairy Milk are made every year and sales reach over 100

million Pound in value.

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While advertising and label design g-have changed with fashion and

considerable strides have been made in manufacturing technologies, the

recipe for Cadbury’s Dairy Milk its ‘glass and a half of full cream milk in

every half pound produced’ is still basically the same as when it was

launched.

Cadbury’s Dairy Milk Story

Chocolate has been enjoyed by successive generation since the

manufacturing process was developed in the Victorian Times. Good

chocolatiers is an art form depending on recipe traditions, which have

grown over the years. Chocolatiers have use their skills to make balanced

recipe in which all the ingredients combine to produced chocolate with all

the characteristics that enable full delicious taste to be enjoyed by the

consumers.

By today’s standards the first chocolate for eating would have been

considered quite unpalatable. It was the introduction of the Van Houten

cocoa press from Holland that was the major break through in the

chocolate production as it provided extra cocoa butter needed to make a

smooth glossy chocolate.

Cadbury’s Milk Tray – 1915

Milk Tray has maintained its popularity in the changing world since the

milk chocolate assortment made with the famous Cadbury’s Dairy Milk

chocolate was first introduced in 1915.

The name ‘tray’ derived from the way in which the original assortment

was delivered to the shops. Originally Milk Tray was packed in five and as

half pound boxes, arranged on trays from which it was sold loose o

customers. The half pound deep – lidded box with the traditional purple

background and gold script was introduced in 1916, followed by one

pound box in 1924.

With its stylish, without frills presentation Milk Tray was the assortment

for everyday, not just special occasion and it represented the best buy in

the chocolate for millions of people. The pack design has been regularly

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updated and the assortment itself has changed in line with consumers

taste and preferences.

By the end mid – thirties the Cadbury’s Milk Tray assortment outsold all its

competitions and today it is still one of the most popular boxes of

chocolates in this country.

Cadbury Schweppes

Cadbury Schweppes plc, a global beverage and confectionary giant with

annual sale of Rs 20,ooo crores, is the worlds number one non – cola soft

drink company having bottling and partnership operations in 14 countries

and franchises of its brand in a further 86 countries around the world. Its

Hundred Percent subsidiary in India named Cadbury Schweppes Beverage

India (private) Limited (CSBIL) started operation in March 1995. The first

brand was launched was crush which was later followed by Canada Dry,

Schweppes Tonic Water, Schweppes Bitter Lemon.

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CSBIL with its franchise agreement with 19 bottles throughout India

proposes to be a household name. It has a policy for FOBOs (Franchise

owned bottling operations unlike Coke and Pepsi which prefer COBO, s

(Company owned bottling operations). In FOBO the beverages company

only supplies the concentrate and the marketing support to build brand

equity. The other aspects like machinery, bottling line, land and

distribution is the responsibility of the bottler. As its CEO Mr. Ashok Jain

says, “we are the software, they are the hardware”.

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2.3 Organizational structure

MANAGING DIRECTOR

GENERAL MANAGER

VICE PRESIDENT

MARKETING

MANUFACTURING

SALES FINANCE DISTRIBUTION

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2.4 PRODUCTCHOCOLATE & CONFECTIONARY

Dairy Milk

Fruit & Nut

Picnic

Perk

Gems

Éclairs

Nutties

Temptation

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FOOD DRINKS

Ovaltine

Drinking chocolate

Bournvita

Horlicks

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2.5 New Launch

Cadbury target kids with Milk Treat: - It is a product that talks directly

to the target consumer. The product benefits have been defined as “The

goodness of milk to the fun of

chocolate”. it combines both good

health, multinational value of milk along

with the values of fun and

excitement. The kinds formally

associate with Cadbury chocolate

offering.

Temptation :- It is aimed at the niche “international chocolate “ segment

of the chocolate market a segment how upgrade from brands such as

Cadbury’s to premium international offering

such as Tolerance, Lindit and Hersheys.

Roughly 5%of the total domestic

consumption expected to grow to some

10%. This segment is too good to miss out

on. The

Previous

Cadbury’s range available in India did not

offer consumer an option to upgrade to

international chocolate within the Cadbury’s

fold. Temptation is an attempt to lug niche,

priced Rs. 30.

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2.6 Future Strategy

In the branded impulse market, the share of chocolate in 6.6% and

Cadbury’s share in the impulse segment is 4.8% factor like changing

attitude, higher disposable income, a large youth population, and low

penetration of chocolate (22% of urban population) point towards a big

opportunity of increasing the share of chocolate in the branded impulse

among the costly alternative in the branded impulse market.

It appears that company is likely to play the value game to expand the

market encouraged by the recent success of its low priced ‘value for many

packs’.

Various measures are undertaken in all areas of operation to create value

for the future.

New channel of marketing such as gifting and child connectivity and low

end value for money product for expanding the consumer base have been

identified.

In terms of manufacturing management focus is on optimizing

manufacturing efficiencies and creating a world class manufacturing

location for CDM and Éclairs. The company is today the second best

manufacturing location of Cadbury’s Schweppes in the world.

Efficient sourcing of key raw material i.e. coca through forward purchase

of imports, higher local consumption by entering long term contract with

farmer and undertaking efforts in expanding local coca area developing.

The initiatives in the terms of development a long term domestic coca a

sourcing base would field maximum gains when commodity prices start

moving up.

Use of it to improve logistic and distribution competitiveness

Utilizing mass media to create and maintain brands.

Expand the consumer base. The company has added 8 million

new consumer in the current year and how has consumer base

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of 60 million although the growth in absolute numbers is lower

than targeted, the company has been able to increase the width

of its consumer base through launch of low priced products.

Improving distribution quality by addressing issues of product

stability by installation of visi coolers at several outlets. This

would be really effective in maintaining consumption in

summer, when sales usually dip due to the fact that the heat

effects product quality and thereby consumption.

The above are some steps being taken internally to improve

future operation and profitability. At the same time the

management is also aware of external changes taking place in

the competitive environment and is taking steps to remain

competitive in the future environment of free imports, lower

barrier to trade and the advent of all global players in to the

country. The management is not unduly concerned about the

huge deluge of imported chocolate brands in the market place.

It is of the view that size of this imported premium market is look small to

threaten its own volumes or sales in fact, the company looks at the tree

important as an opportunity, where it could optimally use the global

Cadbury Schweppes portfolio. The company would be able to not only

provide greater variety, but it would also be more cost effective to test

market new product as well as improve speed of response to change in

consumer preference through imports. The only concerns that the

company has in this regard is the current high level of duties, which limit

the opportunity to launch value for money products.

Changing Product Mix

Contributing to

turnover 2000

Contributing to

turnover 2006

Chocolate 59% 64%

Sugar Confecting 9% 12%

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Food Drink 32% 24%

Current Market Share

Chocolate 69.2%

Sugar Confectionary 4.0%

Food Drink 14.2%

Expanding Distribution Reach

2001 + Distribution

450000 Retail Outlet

60 Million Consumers

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3. RESEARCH

METHODOLOGY

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3.1 RESEARCH DESIGNA research design is simply a plan or framework for a study that is used in

collecting and analyzing the data. This framework is to ensure that

relevant information is collected and that too depending upon the

objectives of the study.

The research design can be classified into three categories-Exploratory,

Descriptive and Casual:

Exploratory research

It seeks to discover new relationships, emphasis on discovery of ideas.

This research is used when very little is known about the problem being

examined. Exploratory research studies are also termed as formulative

research studies as its main purpose is to formulate a problem.

Exploratory research is used here is flexible and the areas where this type

of research used are to know the:

Brand preference

Attitude of the consumers

Market potential

Buyer’s behaviour

Consumer’s awareness.

The purpose of this type of research is to gain insight into problem. The

research design used for the project at hand is of exploratory in nature.

Exploratory research is always based on small non-representative samples

and data obtained are subjected to qualitative analysis.

In this project Random Sampling is used and the sample size is taken as:

Sample Size : Retailers -300

Kids-350

Ladies- 100

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Exploratory research helps to gather information about practical problems

in carrying out the research and to provide insight into, and an

understanding of, the problem confronting the researcher.

Descriptive research

It attempts to determine the frequency with which something occurs or

the relationship between two phenomenon. It is a type of conclusive

research that has its major objective of describing something like market

characteristics or functions. Descriptive research gives a clear statement

of the problem, specifies hypothesis, and detailed information needs. it is

conducted for the for the reasons like to describe characteristics of

relevant group are associated and to make specific predictions, to

estimate the percentage of units in a specified population exhibiting a

certain behavior, to determine the perceptions of product characertics, to

determine the degree to which marketing variables. A descriptive design

requires a clear specification of who, what, when, where, why, and way of

research.

Descriptive research used the following methods:-

Observation.

Questionnaires

Interviews

Examination of records

Some of the examples are:

market studies

Market share studies

Sales analysis studies

Image studies.

Causal Research

This design is often adopted in order to discover and determine the cause

and effect relationship. It is also experimental research as its major

objective is to obtain evidence regarding cause and effect relationship. It

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requires a planned and structured design. The main method of

experiment research is experimentation and hypotheses are specific.

Experimental research is useful in cases where variables are manipulated

in a relatively controlled environment.

3.2 Sources:

Achieving accuracy in any research requires in depth study regarding the

subject. As the primary object is to study the market segmentation and

strategies secondary objective of the project is to compare Cadbury with

the existing competitors in the market and the impact of Nestle on

Cadbury, the research methodology adopted is basically based on primary

data via which the most recent and accurate piece of first hand

information could be collected. Secondary data has been used to support

primary data wherever needed.

Primary data was collected using the following techniques

Questionnaire Method

Direct Interview Method and

Observation Method

The main tool used was, the questionnaire method. Further direct

interview method, where a face to face formal interview was taken. Lastly

observation method has been continuous with the questionnaire method,

as one continuously observes the surrounding environment he works in.

3.2 Procedure:

# Target geographic area was Lucknow, Ashiana, and Sector K.

#To these geographical area questionnaire was filled by 100 people, the

questionnaire was a combination of both open ended and closed ended

questions.

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#The date during which questionnaires were filled was between six week.

#Some dealers were also interviewed to know their prospective.

Interviews with the honor of retailer of Cadbury were also conducted.

#Finally the collected data and information was analyzed and compiled to

arrive at the conclusion and recommendations given.

Sources of secondary data

Used to obtain information on, Cadbury and its competitor history, current

issues, policies, procedures etc, wherever required.

# Internet

# Magazines

# Newspapers

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4. Surveys

And

Findings

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4.1 SWOTStrength

1. Very strong brand equity in India.

2. Due to its 54 years presence in India – has deep penetration –

2100 distributors; 450,000 retailers, 60 mid urban (22%)

customers.

3. Three sectors; Chocs (70% share), Confec (4%), food drinks (14%

- leader in brown segment).

4. Low cost of production due to economies of scale. That means

higher profits and / or more competitors. Better market

penetration.

5. Second best manufacturing location throughout Cadbury

Schweppes.

Weakness

1. Poor technology in India compared to current international

technologies (Godiva, Mozart, Fazer, Dint, Naushans, etc...)

2. Ltd. Key products, only one central brand (CDM). Pralines range

totally wising in India.

3. “Make in India” tag once the economy opens up wore and imports

rush in.

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Opportunities

1. Tremendous scope for per capita consumption (160 gms of 8 – 10

kg)

2. Increasing per capita national income resulting in higher

disposable income.

3. Growing middle class and growing urban population.

4. Increasing gifts cultures.

5. Substitute to “Mithais” with higher calories/cholesterol.

6. Increasing departmental stores concept – impulse @ at cash

counters.

7. Globalization: optimal use of global Cadbury Schweppes.

Threats

a) Major :-

None. Due to low cost and highest brand equity, it is today in India.

b) Minor :-

Globalization will being in better brands for upper end of the market

(Liest, Monarch, Godiva, etc…).

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4.2 Case Study

Prior to deciding on the communication strategy for Cadbury Dairy Milk it

was important to understand the habits and mindset towards chocolates.

A large scale usage and attitude study was conducted among adults. The

research revealed that:

Adults were primarily purchasers, and not consumers of chocolates.

However, as for most children’s product, they exercised a strong influence

on the children’s consumption behavior. Adults acted as gatekeepers of

sorts when it came to food items. Considering the advertising history, it

came as no surprise that chocolate were perceived as “kiddy” product and

certainly not part of the repertoire for products consumed socially.

Chocolate consumption among adults evoked feeling of self indulgence

and guilt.

Chocolates seemed to offer virtually no

significant positive and certainly no

overt psychogenic benefits. Food and

nutritive values associated with

chocolates were low. And, in fact

they were categorized as a hazard,

being responsible for obesity, dental

and respiratory problems.

Brands images were undifferentiated

and the category had low saliency,

“can do without”.

Purchase was almost always planned

and triggered by motives ranging

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from celebration, bribing and reward to gifting. For an impulse product

category such as chocolates, this was likely to limit market growth. This

conditioning and social learning about chocolates was restricting

consumption among adults as well as driving them to restrict children’s

consumption.

There was evidence to suggest the need for shifting focus from child as

chocolates consumers to adult’s communication, hitherto, had always

addressed adults as purchasers rather than consumers. Communication

had positioned chocolates for specific situations, thus imposing

boundaries for the growth of the market. Emphasis on casual everyday

situation could help promote core consumption opportunities.

For low involvement product categories like chocolates which offer

emotional and sensory benefits, it is suggested that communication is

most effective with repeated likeable ads promising unique and authentic

emotional benefit a shift from portraying everyday moments as an

opposed to special ones.

The radical change however was focus on bringing out the spontaneity in

adults. And, finally CDM a symbol of manipulation was henceforth to

symbolize fun, enjoyment and good times.

The mnemonic of a glass and half milk was to reinforce the goodness of

milk and cue physiological benefits.

The only variation was in the Rituals, where communication had shifted

from, and special occasion to every moment. A strong volume growth was

witnessed in the early 90’s when Cadbury, repositioned chocolates from

children to adult consumption. The biggest opportunity is likely to stem

from increasing the consumer base.

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4.3 Principles of Marketing

PRODUCT

Satisfaction suffices. But delight dazzles the average company will

compete for customer by conforming to her expectation consistently. But

the winner will surpass them by constantly exceeding her expectation,

delivering to her door step additional benefits which she would never have

imagined possible. Cadbury’s offer such product. The wide variety

products offered by the company include:

I. Chocolate & Confectionary

1) Dairy Milk

2) Fruit & Nut

3) 5 Star

4) Break

5) Perk

6) Gems

7) Éclairs

8) Nutties

9) Temptation

10) Milk Treat

II. Beverages

III. Food Drinks

1) Bournvita

2) Drinking chocolate

3) Cocoa

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Pricing

Make no mistake. Second P of marketing is not another name for blindly

lowering prices and relying on this strategy alone to increase sales

dramatically. The strategy used by Cadbury’s is for matching the value

that customer pays to buy the product with the expectation they have

about what the production is worth to them.

Cadbury’s has launched various products which cater to all customer

segments. So every customer segment has different price expectation

from the product. Therefore maximizing the returns involves identifying

right price level for each segment, and then progressively moving through

them.

Dairy Milk Rs. 17

Perk Rs. 10

5 Star Rs. 10

Fruit and Nut Rs. 26

Gems Rs. 10

Break Rs. 5

Nutties Rs. 20

Bournvita (500 gm) Rs. 120

Drinking chocolate Rs. 70

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Physical Distribution – “Place”

BRAND ISN’T THE ONLY ANY MORE. Marketers and finance manager

need a new term to evaluate their business:

Distribution Equity. It takes much more time and effort to build, but

once built, distribution equity is much together to erode.

The fundamental axiom of Indian consumer market is this:

You can set up a state-of –the-art manufacturing facility, hire the hottest

strategies on the block, swamp prime television with best Ads, but the end

of it all, you would be know of selling your products. The cardinal task

before the Indian market is managing is to shoe-horn its product on retail

shelves. Buyers are paying for distribution equity not brand equity and

market shares.

Why does the company need distribution equity more anything in India?

With technology and competitive pressure slash in it is becoming

increasing difficult for marketers to

retain a unique product

differentiation for ling period. In a

product and price parity situation,

the brand that sells more is the one

that reaches the highest number of

customers.

India – 1 billion people, 155 million

household has over 4 million retail

outlets in 5351 urban markets and 552725 villages, spread cross 3.28

million sq. km. television has already primed and population for

consumption, and the marketer who can get to the to the consumer ahead

of competition will give a hard – to – overtake lead. But getting their

means managing wildly different terrains-climate, language, value

system, life style, transport and communication network. And your brand

equity isn’t going to help when it comes to tackling these issues.

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Own distribution network consist of clearing and forwarding (C&F) agents

& distribution stockiest. This network of distribution can either contact

wholesalers and which in turn retailers or the distributors can contact to

the retailers directly.

Once the stock product reaches retailers, the prospective customers can

have access to the product.

Cadbury’s distributes the product in the manner stated above.

Cadbury’s distribution network has expanded from 1990 distributors last

year to 2100 distributors and 4,50,000 retailers. Beside use of TI tom

improves logistics, Cadbury is also attempting to improve the distribution

quality. To address the issue of product stability, it has installed visi colors

at several outlets. This helps in maintaining consumption in summer when

sales usually drops due to the fact that the heal effects product quality

and thereby off takes.

Looking at the low penetration of the chocolate, a distribution expansion

would itself being incremental volume. The other reason is arch rival

Nestle reaches more than a million retailers.

This increase in distribution is going to be accompanied by reduction in

channel costs. Cadbury’s marketing costs, at 18% of total costs, is much

higher than Nestlé’s 12% or even pure sugar confectionery major Parry’s

11%. The company is looking to reduce this parity level. At Cadbury, they

believe that selling confectionery is it like selling soft drinks.

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Promotion

If an advertisement is to communicate effectively, the receiver must at

least half want it to, and be prepared too take step toward the sender.

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 her memory, communication must

first ensure exposure, grab her attention evoke her comprehension, grab

her 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 address 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,

unself conscious, pleasure – seeking child within himself – a 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

insert his ATM card. It tells the customer that this would be good time to

get out of her 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

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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 sniffing 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.

Positioning

In the 1970s consumers were ready to pay “more for more”, and luxury

goods flourished. In the 1980s, consumers began to demand “more for

same”, and the discounting era grew strong. Today’s consumer

demanding “more for less”, and the winner will be that super value

marketers…. Some of today’s most successful companies recognize those

customers are more educated and able to recognize true customer

value…

39

Positioning is simply concentrating on an idea – or – even a word defines

that company in the mind of the consumer. It is more efficient to market

one successful concept to one large group of people than 50 product or

service ideas to 50 separate group… repositioning is a must when

customer attitude have changed and product have strayed away from the

consumer’s long standing perception of them…

Cadbury’s is an anchor in sea of confectionary products. As a variety of

competitive claims assails her senses, today customer uses complicated

decision making process to assess the alternative before making a

purchase. Since Cadbury’s is more clearly associated with a particular set

of attributes in terms of benefits and prices, the quicker becomes her

search process.

Positioning of individual product:

1) CMD: is and always remain flagship brand. The punch by the

company for advertising this product life. ‘Real taste of Life’, itself

defines the positioning of the product. The chocolate is meant for all

age groups. It symbolizes fun, enjoyment, good items. It has

goodness of milk, taste and appetite appeal.

2) 5 star: although positioned internationally as an energy bar, 5 star

was positioned on an emotional platform in India during the late

1980s. Symbolizing togetherness, 5 star was originally targeted at

teenagers. In June 1994, the company reworked the strategy for 5

star to make it a source of energy. In fact, before the launch of Perk,

5 star’s energy bar positioning made it a snacking chocolate.

3) Éclairs: competing in the chewable toffees segment. Éclairs was re-

launched during the mid-nineties with a new name, Dairy Milk

Éclairs.

4) Gems:

broadcasting

Gems,

though,

40

didn’t prove to be feasible proposition for Cadbury. Targeted at

children less

than 12 years with ‘Gems Bond’ advertising. Cadbury decided to too

teenagers with the ‘Smart Very Smart’ campaign. But now, the

company is retargeting children with its animated commercial. “Gems

are the best brand to speak to children. Colorful chocolate buttons

appeal most to children and that is why Cadbury is re-targeting

children.”

5) Crackle: it was the first Cadbury’s chocolate to have crunch in it. It

was targeted as a funky chocolate to add spark to life.

6) Perk: in September, 1995, Cadbury preempted the launch of

Nestlé’s Kit-Kat by rushing a new brand, Perk into the market.

Positioned much further on the functional scale than 5 star, Perk

was meant to be light snack-product for subduing the first pangs of

hunger.

7) Bournvita: positioned as tasty health drink. While its competitors

concentrated only on health aspect, Bournvita combined the

nutritious value with taste.

41

4.4 FINDINGS AND SURVEY

1. Do you eat chocolates?

2. Which brand of chocolates do you use?

No26%

Yes74%

Cadbury's Nestle Amul Others

01020304050607080

7560 65

30

42

3. Where do you buy chocolates from?

4. Are you aware of any campaign of the above brands?

Super stores32%

Retail stores34%

Restaurants10%

Movie Halls17%

Others6%

Yes46%No

54%

43

5. Which cadbury’s product do you usually prefer or use?

6. Do you think Cadbury’s chocolate is easily available in market ?

Dairy Milk 5 Star Fruit & Nut Perk Tempta-tion

0

10

20

30

40

50

60

70

80

80

70

2435

40

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

0

10

20

30

40

50

60

70

80

90

East West

North

44

4.5 DATA ANALYSIS AND FINDINGS

Data was tabulated manually and was also analyzed

manually. Excel was used to make graphs had pie charts.

Main techniques used were:

Modal value was used to analyze the questions, which has

2 or more choices as their answers.

Simple average were used to get answer to questions

45

4.6 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 are 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.

46

The

Real Taste of Rejuvenation

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 199s?

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 COM 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

47

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.

48

“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 COM 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.

49

“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.

Is the 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 un paternal 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, each

casually munching away on chocolates. The less than – subtle message:

eating chocolate’s just an everyday affair, without special occasion or

50

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 was 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.

51

The Prescription

The crucial question that Cadbury was confronted with: what strategy

should it deploy to rejuvenate COM in a way that would appeal to the child

lurking within the adult? To inject a modern flavor into COM, 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 to mould has 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.

52

The Elixir

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 her

announcing an immediate change in behavior”. But why likeability and

53

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.”

54

THODI SE PET PUJA, KHABI BHI KAHIN BHI!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 a

being out the child in the man created to bring out the child in the. 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.

55

Kya Swaad Hai Zindagi Ka!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 Ogilvy and matter, were 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

56

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 I 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 the 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 are@

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”.

57

Thodi Se Pet Puja, Khabi Bhi, Kahin Bhi!Thodi Se Pet Puja, Khabi Bhi, Kahin Bhi!

58

4.7 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 tones 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 o 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

59

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 vita 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 down 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 down

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 foe

flagship brand Dairy Milk. Net profit rose sharply by 41.8% to Rs. 520

million. Reduced material and energy cost and tioter 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 pork with 4%. For the Chow late Company, Khane Walo Ko,

Khane Ka Bhahana and the Karwa Chauth, Sports are clear winners.

60

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.

Cadbury’s Temptation

61

Cadbury’s Health Drink

Cadbury’s Creamy Bar

Cadbury’s Fruit & Nut

62

4.8 POSITION OF THE VARIOUS

BRANDS IN THE MARKET HAS BEEN

LISTED BELOW

Cadburys brands

Positioning Nestlé’s brands

Positioning

Cadbury Dairy Milk

Fruit n Nut

Creamy bar

Roast Almond

Crackle

Bournvita

“The Real Taste of Life”

Position as adults as an impulse any time purchase – self expression values attached

Classic Milk Chocolate

Bar One

Positioned as an affordable enriched milk chocolate

Positioned as Trendy, Cool, any time snack.

5 Star / Perk/Break

Perk – Positioned as Snacking consumption “Thodi is Pet Pooja”

5 Star Energy bar Reach for the Stars.

Kit Kat Positioned as a snacking consumption “Have a Break, Have a Kit Kat”

63

5. Limitations

1. Poor technology in India compared to current international

technologies (Godiva, Mozart, Fazer, Dint, Naushans, etc...)

2. Ltd. Key products, only one central brand (CDM). Pralines range

totally wising in India.

3. “Make in India” tag once the economy opens up wore and

imports rush in.

64

6. RECOMMENDATIONS

Maintain dominance in chocolate, confectionery and market

leadership in blown drinks.

New channels such as gifting, child connectivity and value for

money offering to be the key growth drives.

Grow volume sales at least 20% p.a. over the next years.

Achieve the goal of best manufacturing location in Cadbury

Schweppes world for Dairy Milk and Éclairs.

One new major product launch every year.

65

7. Conclusion

Will lose market share with globalization (a la Maruti) but will remain

brand leader.

Pest Analysis

P: since the budget range is decontrolled, no political effects are

envisaged.

E: 1) increasing per capita income resulting in higher

Disposable income

2) Growing middle class/urban population – increase in

Demand

3) Low cost of production – better penetration

S: 1) Per capita consumption expected to increase – fashion

2) Increasing gifts culture – increase in demand

3) Lower cholesterol than “mithais” (sweet meat) –

66

Substitute demand

T: Will have to reinforce technology to international levels

once India is a “free” economy

Nutties

67

8. Questionnaire

1.Do you eat chocolates? Yes No

1. Which brand of chocolates do you use? Cadbury’s Nestle Amul Others

2. Where do you buy chocolates from? Super stores Retail Stores Restaurants Movie Halls Others

3. Are you aware of any campaign of the above brands? Yes No

4. Which Cadbury’s product do you usually prefer or use? Dairy Milk 5 Star Fruit & Nut Perk Temptation

5. Do you think Cadbury’s chocolate is easily available in market ? Yes No

6. Describe Cadbury’s Chocolate in one word?______________________________________________________

7. Your comments on Cadbury’s products?______________________________________________________

68

9. Bibliography

A L Ries (1996), “Focus” Harper Collins Publishers Ltd.

David A. Aaker (1991), “Managing Brand Equity”, The Free

Press.

David A. Aaker (1996) “Building Strong Brands”, The Free

Press.

Philip Kotler (Eighth Edition) “Marketing Management”,

Prentice Hall of India Ltd.

Advertising and marketing Magazine

The Economic Times – “Brand Equity”

Company Literature

Market survey and questionnaires

Web site: www.cadburyindia.com

Web site: www.Cadbury.uk.com

Business World

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