Marketing Management I
Parle Cheese Biscuits
Submitted by: Group 3
Table of Contents
Objectives and Goals Company Profile Situation Analysis Macro-environment Analysis (PESTEL) SWOT Analysis of Parle Competitive Environment Analysis
Consumer Behavior Analysis Marketing Strategy (STP) Branding Strategy & Decisions Marketing Mix: Packaging Marketing Mix: Pricing Decisions Marketing Mix: Promotion Decisions Marketing Mix: Place Decisions References
Objectives and Goals
To provide the customer with supreme quality cheese biscuit and bring smile & cheer on the face of customer.
1. 2. 3. 4. 5. 6. 7. To obtain necessary funding for the Cheesee Peesee from investors and procure loans from banks Sell a biscuit that satisfy the customer palate for cheese. To become premium biscuit in cheese area in India To obtain relevant funding for the industry by end of year 2014 Sales of 10 Lakhs units of biscuit in first year Repay debt from banks by end of year 2018 To export 30% of biscuit manufactured to European countries by 2020
In 1929, Parle had started its operations as a manufacturer of candies and toffees in suburban Mumbai in Western India. A decade later, it diversified into making biscuits. Having already established a reputation for quality, the Parle brand name grew in strength with this diversification. The company had 35 percent share of total biscuit market in India and 15 per cent share of the total confectionary market in India. Many of the Parle‟s products were perceived as offering good value of money and were market leaders in their respective categories. Parle recorded a compounded annual growth rate of 15 per cent. It had a research and development (R&D) wing focussed on new product development. Its role was to use the customer insights, received from the field sales force, in developing new brand extensions and also new product categories in both candies and biscuits. The biscuit portfolio included not only Parle-G in the glucose category but also Marie in the tea time category and Hide n Seek, Monaco, Krack Jack, Cheeslings, Jeffs, Sixer and Fun Centre in the premium category. The margin of premium brands typically ranged between 25 and 30 per cent. Although Parle clearly had a broad biscuit portfolio with product offerings in each of the major biscuit categories, there was room to grow Parle‟s presence in the premium category, which registered growth rate of approximately 20 per cent per annum. Today, the great strength of Parle Products is the extremely widespread distribution network. Even at the remotest places, you can buy Parle biscuits and sweets from the local grocer. It has taken years to create this extensive network. Concentrating on consumer tastes and preferences, the Parle brand
has grown from strength to strength ever since its inception. The factories at Bahadurgarh, Haryana and Neemrana, Rajasthan are the largest biscuit and confectionery plants in the country. The Parle marketing philosophy emphasizes catering to the masses. They constantly endeavour at designing products that provide nutrition & fun to the common man. Most Parle offerings are in the low & mid-range price segments. This is based on their understanding of the Indian consumer psyche. The value-for-money positioning helps generate large sales volumes for the products. However, Parle Products also manufactures a variety of premium products for the up-market, urban consumers. And in this way, caters a range of products to a variety of consumers.
Macro-environment Analysis: PESTEL
POLITICAL & LEGAL FACTORS
Political System: India has multi-party political system. It consists of more than six national parties and numerous regional parties. A multi-party political system has given rise to coalition government – source of friction and different views and ideologies - formation in India....
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