“MERCHANDISING AND ITS IMPACT ON INCREASE IN THE

MARKET SHARE OF BRITANNIA (BAKERY PRODUCTS)”

AT

BRITANNIA

Submitted By

Mr. Sachidanandapati

PGDM 2010-12

Regd. No.-6073

Under the supervision and Guidance of

(Faculty guide) (Director Academics)

Prof. Bharat Bhusan Singh Dr.SabyasachiRath

PGDM BATCH10-12

1

DECLARATION

I sachidanadapati, hereby declare that this summer project titled

““MERCHANDISING AND ITS IMPACT ON INCREASE IN THE MARKET SHARE OF

BRITANNIA (BAKERY PRODUCTS)”” with reference to Britannia In Hyderabad –

An Analytical Study” is an original work carried out by me , under the guidance

of Prof.BharatBhusanSingh . The report submitted by me is a bonafied work

carried by me of my own efforts and it has not been submitted to any other

University or published any time before.

Date: Signature Of the student

Place: Hyderabad SACHIDANANDA PATI

2

ACKNOWLEDGEMENT

I would like to express my appreciation and thanks to all those with whom i have

had the opportunity to work and whose inputs & insights have helped me in

furthering my knowledge and understanding of my subject.

I would like to take this opportunity to thank Dr. Sabyasachirath, director

academic, vishwavishwani institute of systems & management, hyderabad and

“britannia “for giving me the opportunity to do my project in such a big

organization.

My heartfelt thanks go out to my project supervisor, prof.BharatBhusansingh,

vishwavishwani institute of system and management, hyderabad, who was

instrumental in designing the project deserve more than just a few lines in

acknowledgement and i am deeply indebted to him with regard to the successful

completion of the project. Without her guidance and encouragement it would not

have been possible for me to complete my project successfully.

I would like to thank the principal director and director operation and faculty

members of my institute for providing me opportunity to work in a professional

environment.

I also extend my gratitude to “Britannia “for giving this project an identity and to

me an opportunity to represent the premier institute in professional world. For this

i would like to thank my project guide Mr. Deepesh kale (area sales manager)

and some other person of this organization.without support of all other

employees my project would not be completed, so i am also equally thankful to

all employees of Britannia.

At last I express my sincere gratitude to almighty for his considerate and

profound care and support for making me capable for undertaking my maiden

project of life and completing it successfully.

SACHIDANANDA PATI

3

TABLE OF CONTENTS:

CHAPTER CONTENT PAGE NO.

IINTRODUCTION

6-11

2

INDUSTRY PROFILECOMPANY PROFILE REVIEW OF LITERATUREBUSINESS PROFILEPRODUCT PROFILEIMPACT OF MERCHANDISING

12-68

3

RESEARCH METHODOLOGYTHEORETICAL CONCEPTS 69-71

4

DATA COLLECTIONANALYSIS &INTERPRETATION

72-82

5

FINDINGSRECOMMENDATIONSCONCLUSIONS

83-86

6I

ANNEXURE, QUESTIONNAIRE BIBLIOGRAPHY

87-88

4

CHAPTER - 1

INTRODUCTION

5

INTRODUCTION

Merchandising is the activity of promoting the sale of goods, especially by their

presentation in retail outlets.his includes combining products, environments, and

spaces into a stimulating and engaging display to encourage the sale of a

product or service. It has become such an important element in retailing that a

team effort involving the senior management, architects, merchandising

managers, buyers, the visual merchandising director, industrial designers, and

staff is

needed.Merchandising activities may include display techniques, freesamples,

on-the-spot demonstration, pricing, talkers, special, and other point-of-

sale methods.According to American Marketing Association, merchandising

encompasses "planning involved in marketing the right merchandise  or service at

the right place, at the right time, in the right quantities, and at the

right price.Visual merchandising starts with the store building itself. The

management decides on the store design to reflect the products the store is

going to sell and how to create a warm, friendly, and approachable atmosphere

for its potential customers.Many elements can be used by visual merchandisers

in creating displays including color, lighting, space, product information, sensory

inputs (such as smell, touch, and sound), as well as technologies such as digital

displays and interactive installations.Visual merchandising is not a science; there

are no absolute rules. It is more like an art in the sense that there are implicit

rules but they may be broken for striking effects. The main principle of visual

merchandising is that it is intended to increase sales, which is not the case with a

"real" art.Visual merchandising is one of the final stages in trying to set out a

store in a way that customers will find attractive and appealing and it should

follow and reflect the principles that underpin the store’s image. Visual

merchandising is the way one displays 'goods for sale' in the most attractive

manner with the end purpose of making a sale. "If it does not sell, it is not visual

merchandising."Visual merchandising is the art of implementing effective design

ideas to increase store traffic and sales volume. VM is an art and science of

6

displaying merchandise to enable maximum sale. VM is a tool to achieve sales

and targets, a tool to enhance merchandise on the floor, and a mechanism to

communicate to a customer and influence his decision to buy. VM uses season

based displays to introduce new arrivals to customers, and thus increase

conversions through a planned and systematic approach by displaying stocks

available.

HISTORY OF VIZUAL MERCHANDISING:

When the giant nineteenth century dry goods establishments like Marshall Field

& Co. shifted their business from wholesale to retail, the visual display of goods

became necessary to attract the general consumers. The store windows were

often used to attractively display the store's merchandise. Over time, the design

aesthetic used in window displays moved indoors and became part of the overall

interior store design, eventually reducing the use of display windows in many

suburban malls.

In the twentieth century, well-known artists such as Salvador Dalí and Andy

Warhol created window displays. It is also common practice for retail venues to

display original art for visual merchandising purposes.

OBJECTIVE OF MERCHANDIGING:

Retail and small shops (grocery) professionals display to make the shopping

experience more comfortable, convenient and customer friendly by:

Making it easier for the shopper to locate the desired category and

merchandise.

Making it easier for the shopper to self-select.

Making it possible for the shopper to co-ordinate & accessorize.

Awareness about the product in the customer mind.

Informing about the latest fashion trends by highlighting them at strategic

locations.

7

Merchandise presentation refers to most basic ways of presenting merchandise

in an orderly, understandable, ’easy to shop’ and ‘find the product’ format. This

easier format is especially implemented in fast fashion retailers.

MERCHANDISING HELPS IN:

Educating the customers about the product/service in an effective and

creative way.

Establishing a creative medium to present merchandise in 3D

environment, thereby enabling long lasting impact and recall value.

Setting the company apart in an exclusive position.

Establishing linkage between fashion, product design and marketing by

keeping the product in prime focus.

Combining the creative, technical and operational aspects of a product

and the business.

Drawing the attention of the customer to enable him to take purchase

decision within shortest possible time, and thus augmenting the selling

process.

TECHNEQUES OF MERCHANDISING:

Merchandising today is not only limited towindow display; it covers all the

necessity to capture the attention of the customers by all means from the facade

of the store to the location of each product inside the store. To capture attention,

awaken the senses, provide the customers a wonderful buying experience which

will bring them back to the store for the next time and make more sales are the

major concern of an effective visual merchandising.To become effective in visual

merchandising, you need to plunge deeper into specific details on how the total

picture is done - the so called techniques.

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1. If you have a big store, provide enough directional signs inside your store and

don't forget to include the local language in your sign and signage system. These

are also known as visual cues that direct your customers to roam around your

store which often results to unplanned purchase. Use light-directed signage in

front of your store to attract people during the night and don't forget to change the

old signage.

2. Display some items which have higher profit margin at the endcap, the hub at

the end of an aisle or gondola especially in grocery stores. The third level, which

is strait to eye level, of the shelves and cashier's point are the good areas to

place the items that are usually forgotten, add-ons, less necessary and

unbranded products - obviously you don't need to put rice and sugar in these

areas.

3. Integrate printed materials, multi-media, interactive installation and sensory

input in your display. These are the dynamic techniques and are becoming the

visual merchandising trend, not just for 2011 but also for 2012 and the coming

years because of the fast moving digital civilization.

4. Space Fillers - Don't leave your window display with awkward spaces. If there

are areas that will make you display awkward and you think you have no more

materials to add, use curls of paper strips, crumpled cloth, doodles of ribbons or

any other stuffs you can find around to solidify and harmonize your display.

Those materials you use to cover the empty areas are what we call space fillers.

9

IMPORTANCE OF MERCHANDISING:

Visual merchandising today forms a critical element of retailing. Besides the

facade and windows, which are clearly done up with an objective to attract

passer-bys and induce walk-ins, there is also in-store decor that is designed to

enhance the customer’s comfort and convenience while shopping and overall,

offer a superior shopping experience.

Consumer behavior studies have confirmed that the lure of a beautifully done up

show window and a tastefully decorated facade, more often than not, prove

irresistible as they walk in to check out what is on offer. It also ensures exclusivity

since no two stores should look alike. Besides, when the mood and theme of

such displays change at regular intervals, it makes certain that the store remains

top of mind. Loyal customers have often been known to anxiously wait for the

next display. ‘Stickiness’ in retail formats is also ensured by the imaginative use

of colors, lighting and space.

ROLE OF MERCHANDISING:

Visual merchandising is an artistic method to ensure that retailers merchandise

moves off the shelves faster. It's a tool to appeal to the visual sensory elements

of the customer. Visual merchandising is an unknown skill which is fastly

becoming popular nowadays with the introduction of self service in retail stores in

recent years and the number of changes taking place in super market

merchandising methods, there has been increased emphasis on the kind of store

layout, store building, fixtures, and equipment, color displays, silent

communication tools, window display and finally opinion building through in store

displays which has taken the art of retailing the higher applications frames.

Customer expects to spend less time for shopping and prefers one step multi

brand retail formats and hence significance of visual merchandising is on

increase. As per the opinion of HemendraMathur, senior consultant of KSA

technopark based on the third annual consumer outlook study that the consumer

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is getting time saved and the time spent on shopping(both grocery and non

grocery) has come down. Further the study reveals that are increase in the

impulse and unplanned purchases in the certain categories. Visual

merchandising helps in the increase of impulse buying.

The practice of a visual merchandising is negligible in durables and home textiles

and in the apparel and foot wear it is 20%. Many people experience in organized

retailing are of the opinion that innovative application for effective retail presents

and brand buildings are being used aggressively by companies in retail

merchandising. Brands like Reebok spent 25% of their advertising spent on point

of sale merchandising. The brand managers of Reebok feel that 80% of the

buyers are influenced by the 3 feet experience i.e., point of sales material and

visual merchandising are more effective than outdoor displays and advertising.

Market analysis feel that most companies are unfortunately not spending as

much time and money as they should on POS (point of sales) visual

merchandising as a strategic tool for brand building, indiscriminately "displaying

everything rather than displaying selectively and effectively to assist consumer in

taking decisions.

11

CAPTER-2

INDUSTRYPROFILE

COMPANY PROFILE

LITERATUREREVIEW

BUSINESS PROFILE

PRODUCT PROFILE

12

2.1 INDUSTRY PROFILE:

Fast Moving Consumer Goods (FMCG) Industry:

FMCG are products that have a quick shelf turnover, at relatively low cost

and don't require a lot of thought, time and financial investment to

purchase.

‘Fast Moving’ is in opposition to consumer durables such as kitchen

appliances that are generally replaced less than once a year.

Three of the largest and best known examples of Fast Moving Consumer

Goods companies are Nestlé, Unilever and Procter & Gamble.

The Indian FMCG sector is an important contributor to the country's GDP.

It is the fourth largest sector in the economy and is responsible for 5% of

the total factory employment in India .

This has been due to liberalization, urbanization, increase in the

disposable incomes and altered lifestyle.

The lower-middle income group accounts for over 60% of the sector's sales.

Rural markets account for 56% of the total domestic FMCG demand.

FMCG – Evolution:

1950’s-80 – Low Investment in the sector.

Low purchasing power.

Govt’s emphasis on small scale sector.

HLL and other company’s urbane focus.

Post liberalization.

Entry of MNCs.

13

Focus shifted to getting to rural consumer first Others, like Nestle,

remained with the urban population  Latest fad to hit the market is the

‘sachet’ bug.

Mushrooming of regional brands.

Nirma enters and changes the focus to ‘Value for Money’ in the 70’s.

Post liberalization, Jyothi Laboratories, ‘Ghari’ Detergent and ‘Anchor’

toothpaste giving the nation-wide brands a run for their money.

FMCG SECTOR:

Fast Moving Consumer Goods (FMCG) goods are popularly named as

consumerpackaged goods. Items in this category include all consumables (other

thangroceries/pulses) people buy at regular intervals. The most common in the

listare toilet soaps, detergents, shampoos, toothpaste, shaving products,

shoepolish, packaged foodstuff, and household accessories and extends to

certainelectronic goods. These items are meant for daily of frequent consumption

andhave high return. A major portion of the monthly budget of each household is

reserved for FMCGproducts. The volume of money circulated in the economy

against FMCGproducts is very high.

Top 10 FMCG Companies:

FMCG sector is an ever growing sector and is currently in a boom phase. There

are many jobs in FMCG sector at diiferent levels like sales, supply chain,

manager, operations, purchasing, supervisor, administration, general

management, product development, HR, Finance and marketing. FMCG sector

is famous for jobs that are not only well paying but also gives the best perks

and bonuses. Freshers are looking for jobs in FMCGsector as these jobs will

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give them the best career in the industry.

TOP TEN FMCG COMPANIES IN INDIA:

S.

NO.

Companies

1. Hindustan Unilever Ltd.

2. ITC (Indian Tobacco Company)

3. Nestlé India

4. GCMMF (AMUL)

5. Dabur India

6. Asian Paints (India)

7. Cadbury India

8 Britannia Industries

9.Procter & Gamble Hygiene and

Health Care

10. Marico Industries

SOURCE:http://www .naukrihub.com /india/fmcg/t op-companies/4

KEY PLAYERS IN FMCG INDUSTRY:

15

Hindustan Unilever Limited:

Unilever is lowering its expenditure on packaging across its portfolio of

food brands as part of a wider cost-cutting drive. HUL has pared down the

colour palette used for print-ing across many products. The system has

been used to reduce printed packaging costs for Unileverʹs products. It is

also eco-friendly because it reduces waste in the printing process. HUL is

taking different steps to reduce the cost and increase

the margin.

Hindustan Unilever’s product - Pureit (a water purifier) has received the

UNESCO Water Digest Water Award 2008-2009 in the category of best

domestic non-electric water puri-fier. Pureit received the award for

outstanding contribution in the field of water in India. The product is

available across 21 Indian states and has reached more than 1 million

homes in India giving them access to microbiologically safe drinking water.

Pureit’s performance has been tested by leading international & national

medical, scien-tific& public health institutions and meets the germ-kill

criteria of the Environmental Pro-tection Agency, the drinking water

regulatory agency in the USA.

Procter & Gamble Hygiene & Health Care Limited (P&G):

16

The Company has 21 product categories out of which only 8 producthave

presence in India. The company is planning to launch the rest 13product

in India. The company expects to see a growth in othercategories.

The company has an aggressive plan to set up 20 new factories acrossthe

World out of which 19 is expected to come in emerging marketsand most

of them would be seen in Brazil, Russia, India, and China(BRIC) nations.

Whisper which is one of the company’s power brands has recorded 50per

cent market share in urban India.

Godrej Consumer Products Limited (Godrej):

The Board of Directors of Godrej Consumer Products Limited (GCPL)has

approved the acquisition of 50 per cent stake of its joint venturepartner

SCA Hygiene Products’ stake in Godrej SCA Hygiene Limited.After the

transaction, the Joint Venture which owns the ‘Snuggy’ brandof baby

diapers will become a 100 per cent subsidiary of GCPL.

Godrej Consumer Products Limited has acquired 100 per cent stake inthe

Kinky Group Limited, South Africa. Kinky is among one of thelargest brand

into hair segment with product portfolio.

2009

17

FMCG SECTOR

Dabur India Limited (Dabur):

Dabur has entered into the malted food drink market with the launchof a

new health drink “DaburChyawan Junior”. According to thecompany, they

expect to capture a market share of 10 per cent of theRs. 1,900 Crores

malted food drink market over the next two years.

Dabur has acquired 72.15 per cent of Fem Care Pharma Ltd (FCPL),

aleading player in the women’s skin care products market, for Rs

203.7Crores in an all-cash deal. The Company is expected to create

synergyby this deal.

Dabur got approval from Government of Himachal Pradesh to set up

another medicine manufacturing unit. The project has an

expectedinvestment of Rs. 130 Crores.

Colgate-Palmolive (India) Limited:

18

Colgate Palmolive (India) Ltd, which is currently holding 75 per cent ofthe

share capital of SS Oral Hygiene Products Private Ltd, Hyderabad,has

acquired the remaining 25 per cent share capital from the

localshareholders at an aggregate price of Rs 77.70 lakh. Consequently,

SSOral Hygiene Products has become a wholly owned subsidiary of

thecompany.

Nestle India Limited:

Nestle is planning to invest Rs 6 billion in India in 2009 for expansionof its

business in the country. The company which has allotted aninvestment of

Rs 3 billion in the Indian market in 2008, would bedoubling the investment

in 2009 as part of its business strategy. NestleInternational is reinvesting

and expanding in India and Nestle Indiawill have all the financial resources

to expand and grow from theparent company.

Nestle India reported a good increase in its standalone net profit for

thesecond quarter. During the quarter, the profit of the company

rose26.54% to Rs 1,210.90 million from Rs 956.90 million in the

samequarter, last year. The company posted earnings of Rs 12.56 a

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shareduring the quarter, registering 26.61% growth over prior year

period.Net sales for the quarter rose 23.45% to Rs 10,356.30 million, while

totalincome for the quarter rose 23.78% to Rs 10,423.40 million,

whencompared with the prior year period.

SWOT ANALYSIS OF FMCG INDUSTRY:

Strengths:

• Low operational costs

• Presence of established distribution networks in both urban and ruralAreas.

• Presence of well-known brands in FMCG sector

Weaknesses:

• Lower scope of investing in technology and achieving economies ofscale,

especially in small sectors

• Low exports levels

• "Me-tooʺ products, which illegally mimic the labels of the establishedbrands.

These products narrow the scope of FMCG products in ruraland semi-urban

market.

Opportunities:

• Untapped rural market

• Rising income levels, i.e. increase in purchasing power of consumers

• Large domestic market- a population of over one billion.

• Export potential

• High consumer goods spending.

Threats:

• Removal of import restrictions resulting in replacing of domestic brands

• Slowdown in rural demand

• Tax and regulatory structure

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BISCUITS INDUSTRY:

India Biscuits Industry is the largest among all the food industries and has a turn

over of around Rs.3000 crores. India is known to be the second largest

manufacturer of biscuits, the first being USA. It is classified under two sectors:

organized and unorganized. Bread and biscuits are the major part of the bakery

industry and covers around 80 percent of the total bakery products in India.

Biscuits stands at a higher value and production level than bread. This belongs to

the unorganized sector of the bakery Industry and covers over 70% of the total

production. 

India Biscuits Industry came into limelight and started gaining a sound status

in the bakery industry in the later part of 20th century when the urbanized

society called for readymade food products at a tenable cost. Biscuits were

assumed as sick-man's diet in earlier days. Now, it has become one of the most

loved fast food products for every age group. Biscuits are easy to carry, tasty to

eat, cholesterol free and reasonable at cost. States that have the larger intake

of biscuits are Maharashtra, West Bengal, Andhra Pradesh, Karnataka, and

Uttar Pradesh. Maharashtra and West Bengal, the most industrially developed

states, hold the maximum amount of consumption of biscuits. Even, the rural

sector consumes around 55 percent of the biscuits in the bakeryproducts. 

The total production of bakery products have risen from 5.19 lakh tonnes in

1975 to 18.95 lakh tonnes in 1990. Biscuits contributes to over 33 percent of the

total production of bakery and above 79 percent of the biscuits are

manufactured by the small scale sector of bakery industry comprising both

factory and non-factory units. 

The production capacity of wafer biscuits is 60 MT and the cost is Rs.56,78,400

with a motive power of 25 K.W. Indian biscuit industry has occupied around 55-

60 percent of the entire bakery production. Few years back, large scale bakery

manufacturers like cadbury, nestle, and brooke bond tried to trade in the biscuit

21

industry but couldn't hit the market because of the local companies that

produced only biscuits. 

The Federation of Biscuit Manufacturers of India (FBMI) has confirmed a bright

future of India Biscuits Industry. According to FBMI, a steady growth of 15

percent per annum in the next 10 years will be achieved by the biscuit industry

of India. Besides, the export of biscuits will also surpass the target and hit the

global market successfully. 

Overview:

The total production of biscuits in India is estimated to be around 30 lakh

MT, the organized sector accounts for 65% and the unorganized sector

accounts for 35% of the total industry volume.

The organized sector is valued at above Rs 8000 crores.

The biscuit industry is estimated to grow over 15-17% in the next few

years.

The per capita consumption of biscuits in India is 2.0 kg.

India is ranked 3rd after US and China amongst the global biscuits

producers.

The export of biscuits is approximately 17% of the annual production, the

export of sweet biscuits for year 2007-08 was Rs 145.93 Cr and for year

2008-09(April-Dec) was Rs 280 Cr, the major exporting regions were Haiti,

Angola, USA, Ghana, UAE.

The imports are not significant amount as compared to the total

consumption.

The penetration of biscuits in urban and rural market is 85% and 55%

respectively.

The Biscuit industry employs almost 3.5 lakhs people directly and 30 lakhs

people indirectly.

22

ANNUAL PRODUCTION OF BISCUITS:

Year 2003-

04

2004-

05

2005-

06

2006-

07

2007-

08

2008-

09

2009-

10

Annual

production(i

n lakhs)

11.00 12.54 14.29 16.14 17.14 19.5 21.8

SOURCES:http://www.indianmirror.com/indian-industries/biscuit.html

Table 2.1.1

2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-100

5

10

15

20

25

Fig.2.1.1

23

Total contribution to the economy/ sales:

Biscuit industry contribute Rs 8,000 crores to the FMCG industry today, provides

vast opportunity for growth, as the per capita consumption of biscuits is less than

2.1 kg in our country. India is classified under two sectors: organized and

unorganized. Branded /Organized to Unbranded/Un organized market share of

biscuit has been 70% for Organized sector and 30% for Unorganized sector.

Apart from Big 3(Britannia, Parle, ITC) there are around 150 medium to small

biscuit factory in India.

Top leading Companies:

Britannia

Parle

Sunfeast

Priya Gold

Cremica

Dukes

Anmol

Horlicks

Biskfarm

Rose

Sobisco

Nezone

Employment opportunities

The Biscuit industry employs almost 3.5 lakh people directly and 30 lakh people

indirectly. Brittania brand is now available in nearly 1.8 million outlets. Britannia

claims that it has a superior distribution clout with its presence which is nearly 3.3

million outlets. Parle, the seasoned player itself, says it is available in 1.5 million

outlets. Sunfeast’s next step was to step up its branding and promotion.

24

Latest developments

Indian biscuit market is 1.1 million tonnes per annum at Rs 50 billion.

About 90% of Indians buy and eat biscuits.

According to estimates the bakery industry in India is worth Rs 69 billion.

Out of which bread and biscuits hold about 82% of the share. The bread

market has a business volume of 1.5 million tonnes. The major factors for

growth in this segment are: Brand loyalty, volumes and strong distribution

networks.

Growth in the over 40-year-old Indian biscuit industry has remained slow.

The analyst’s calculations will show that per capita consumption is less

than Rs 3 per month on biscuits or less than Rs 15 per household per

month.

Back in 2003, nobody thought Sunfeast would have consumers eating out

of its hands.

According to the AC Nielsen retail sales audit in March 2006, both

Britannia and Parle have lost volumes. Britannia's shares have dropped

from 35.8 % in 2004-05 to 30.5 % in May 2006 (volumes). Parle's shares

have also dropped from 42.2 to 38.4 % in the same period.

Even Priya Gold has seen a minor dip from 6.4 % to 5 %. ITC's Sunfeast

has been a big gainer with its share increasing from 2.7 to 6.7 %.

25

Indian Industries

Classified under   RED   category

Aluminum industry, Cement industry, Construction industry, Copper

industry, Dairy industry, Diamond industry, Fashion industry, Fertilizer

industry, Film industry, Granite industry, Health care

industry, Jewellery industry, Mining industry, Oil industry, Paint

industry, Paper industry, Power industry, Printing industry, Rubber

industry, Silk industry,Soap industry, Steel industry, Sugar

industry, Textile industry, Tabacco industry, Zinc industry

Classified

under   ORANGE   category

Automobile industry, Cotton industry, Hotel industry, Jute

industry, Pharmaceutical industry, Tractor industry, Weaving industry

Classified under   GREEN   category

Advertising industry, Agricultural industry, Aviation industry, industry,

Biotechnology, Biscuit industry, Chocolate industry, Coir

industry, Cosmetic industry, Cottage industry, Electronic

industry, Food Processing industry, Furniture industry, Garment

industry, Insurance industry, IT industry, Leather industry, Music

industry, Mutual fund industry, Pearl industry, Plastic industry, Poultry

industry, Railway industry, Real estate industry, Shipping

industry, Solar industry

Main Categories of Biscuits: Glucose, Marie, Sweet, Salty, Cream & Milk.

Glucose biscuits accounts for more than 50% of the total biscuit market value,

Parle G dominate this market with more than 60% share followed by Britannia

and ITC.

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Biscuits can be segmented broadly into popular and specialty

segments.

Popular biscuits can further be segmented as

- Glucose

- Milk biscuits

- Marie

- Arrowroot

Specialty biscuits can be segmented as

- Cream

- Water Cream

- Salt Cracker

- Cookies

- Assorted/ others

Share of Each segment

GlcouseMilk BiscuitsArroe RootCream BiscuitsMarieOthers

Fig.2.2.0

SOURCES:http://marketresearchdata.org

27

Brands:-

Major brands The Indian biscuit industry is dominated by major brands like

Parle, Britannia, and Sunfeast. Also the category has strong regional brands

such as Priya Gold-North, Cremica-North & West, Dukes-South and Anmol-East

& North.

Other popular brands Horlicks, Biskfarm-East, Rose-Andhra Pradesh & South,

Sobisco-East and North East also launched in Andhra Pradesh and Madhya

Pradesh., Nezone- North East, Bakewell.

Market Share Breakdown The Indian biscuit industry is dominated by brands

like Parle, Britannia and Sunfeast.

33%

28%

14%

7%

6%

12%

Market ShareBritannia Parle Sunfeastpriyagold Anmol Others

Fig.2.3.0

SOURCES:http://marketresearchdata.org

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Consumption Pattern across Various Regions

Consumption of biscuits is even across the regions

25%

23%24%

28%

Biscuits Consumption - IndiaNorth West South East

Fig.2.4.0

SOURCES:http://marketresearchdata.org

2009 – New Prospects in the Indian Biscuit Industry

 

GlaxoSmithKline Consumer Healthcare: Junior Horlicks Biscuits-toddler

biscuit category.

PepsiCo India Launched biscuit brand Aliva, it will be produced by food

division Frito Lay India.

United Biscuits (UK), world’s third largest biscuit company, is set to enter

India market.

Shakti Bhog plans to enter biscuits segment.

29

MAJOR PLAYERS:

 

Britannia Industries Ltd. : Net sales for FY 2008-09 are Rs 3,112.2 Cr.

For FY 07-08 biscuits recorded sales of Rs. 2,329.9 Cr.

Key Products Tiger, Good Day, Bourbon, 50-50, Treat, Milk Bikis, Marie

Gold, NutriChoice, Timepass, Little Hearts

 

Parle Products Pvt. Ltd : Established In 1929, company has factories in

Mumbai, Bangalore, Bahadurgarh in Haryana and Neemrana in

Rajasthan, Additionally, Parle Products also has 7 manufacturing units

and 51 manufacturing units on contract. Company has about approximate

market share of 30-35% of the total biscuit market. Parle-G accounts for

the major volume turnover it accounts for approximately 80% of the total

biscuit tonnage for the company.

Key Products : Parle - G , Hide and Seek ,Krackjack ,Hide & Seek Milano

,Magix ,Digestive Marie ,Monaco ,Parle Marie ,Kreams ,Milk Shakti ,Parle

20-20 Cookies ,Golden arcs ,Nimkin ,Kreams Gold ,Chox ,Monaco Jeera

 

Surya Food & Agro Ltd : Manufacturing & selling of biscuits under brand

“Priyagold”. Company has three plants located in Greater Noida,

Lucknow&Surat. They also outsource some of our requirements to

another plant located in Hyderabad. Capacities have reached 1, 50,000

MT p.a.

Key Products : Classic Cream , Butter Bite ,Kids Cream ,Bourbon ,Big

Boss ,Marie Lite ,Magic Gold ,CNC ,Cheese Cracker ,Snacks ZigZag ,Don

,Coconut Crunch ,Cheez Bit Classic Salt ,Chatpata

 

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ITC Ltd: In July 2003, ITC forayed into the Biscuits market with the

Sunfeast range of Glucose, Marie and Cream Biscuits. Sunfeast with a

current market share of ~10% is now clearly established as a credible third

brand.

Key Products : Sunfeast Milky Magic ,Sunfeast Marie Light ,Sunfeast

Golden Bakery ,Sunfeast Dark Fantasy ,Sunfeast Dream

Cream ,SunfeastSnacky ,Sunfeast sweet 'n salt ,Sunfeast Nice ,Sunfeast

Benne Vita Flaxseed Biscuits ,Sunfeast Special

 

Anmol Biscuits Ltd: Anmol is a popular brand of eastern & northern

region, having manufacturing facilities in W.B & U.P.

Key Products : Lemon Mazaa , Funfill Choco Vanilla , Yummy - Milk

Cream , Tip Top KajooKurkure Masala, Coconutty , Thin Arrowroot ,

Marie,2 in 1, Butter

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2.2COMPANY PROFILE

Type public

Industry FMCG

Founded 1892

Headquarters Kolkata

Key people Nusliwadia (Chairman), Vinita wali (MD)

Products Biscuits, Dairy, Bakers and Rusks

COMPANY’S BACKGROUND

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

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

nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. 295.

The company we all know as Britannia today. 

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

1910, with the advent of electricity, Britannia mechanized its operations, and in

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

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

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

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

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

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

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

biscuits from Parry's who till now distributed Britannia biscuits in India. In the

subsequent public issue of 1978, Indian shareholding crossed 60%, firmly

establishing the Indianness of the firm. The following year, Britannia Biscuit

32

Company was re-christened Britannia Industries Limited (BIL). Four years later in

1983, it crossed the Rs. 100 crores revenue mark. 

On the operations front, the company was making equally dynamic strides. In

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

corporate identity - "Eat Healthy, Think Better" - and made its first foray into the

dairy products market. In 1999, the "Britannia Khao, World Cup Jao" promotion

further fortified the affinity consumers had with 'Brand Britannia'.

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

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

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

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

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

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

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

Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes

Global rated Britannia 'One amongst the Top 200 Small Companies of the

World', and The Economic Times pegged Britannia India's 2nd Most Trusted

Brand. 

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

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

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

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

spectrum with products ranging from the healthy and economical Tiger biscuits to

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

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

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

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

happily ever after.

33

EVOLUTION OF BRITANNIA:

THE STORY SO FAR..

1892 - A humble genesis was made to manufacture biscuits in a smallhouse in

Central Calcutta, with an investment of Rs.295.

1897 - The business was acquired by Gupta brothers who movedoperations to

Dum Dum in Calcutta under the name of V.S. Brothers.

1918 - Mr C. H. Holmes, an English business man, partnered with

GuptaBrothers. Britannia was incorporated on the 21st of March 1918 as apublic

limited company under the Indian Companies Act VII of 1913.

1921 - Britannia obtained priority certificate to import new machinery. Itbecame

the first company east of the Suez Canal to use gas ovens.

1924 - New factories were established in Mumbai and Calcutta. Britanniabecame

asubsidiary of Peek, Frean& Company Limited, a leading biscuit companyin UK.

1935-45 - During World War II Britannia diverted 95% of its production

formanufacturing ‘service biscuits’ for soldiers.

1954 - High quality sliced and packaged bread was pioneered andlaunched in

Delhi.

1979 - On 3rd October, the Company was re-christened from BritanniaBiscuit

Company Limited to Britannia Industries Limited.

1983 - Sales crossed the Rs. 100 crore milestones

1992 - Britannia celebrated its Platinum jubilee and launched `LittleHearts’.

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1993 - The Wadia Group acquired a stake in ABI Holdings Limited

(ABIH),UnitedKingdom and became an equal partner with Groupe DANONE in

BIL. Brand‘50-50’ waslaunched.

1997 - ‘Eat Healthy, Think Better’ became the new corporate mantra.Britannia

entered the dairy business. ‘Tiger’ biscuits were launched. ‘JimJam’ and

‘Chekkers’ were launched.

2000 - Forbes Global ranked Britannia among the Top 200 smallcompanies.

Britannia was ranked No.1 food brand of the country.Britannia Lagaan Match

was India’s most successful promotional activityof the year.

2002 - Britannia formed a joint venture with Fonterra, the world’s secondlargest

dairycompany and Britannia New Zealand Foods Private Limited was born.

2005 - Brand Tiger’s re-birth was marked by the slogan ‘SwasthKhao,Tiger Ban

Jao’, which became a popular chant. Britannia launched‘Greetings’ a range of

assorted gift packs. Britannia ‘50-50 PepperChakkar’ was launched.

2007 - In a survey conducted by AC Nielsen ORG-Marg and published inthe

Economic Times, Britanniawas rated the No.1 MOST TRUSTED FOODBRAND. It

also ranked as No.1 Brand in Metros across all categories.

2007 - Britannia Industries formed a joint venture with the KhimjiRamdasGroup

and acquired a 70 per cent beneficial stake in the Dubai-based20Strategic Foods

International Co. LLC and 65.4% in the Omanbased AlSallan Food Industries Co.

SAOG.

2008 - Britannia launched Iron fortified ‘Tiger’ biscuits, ‘Good Day ClassicCookies’,

Low Fat Dahi and renovated ‘MarieGold’.

35

2009-Britannia Industries buys out New Zealand's Fonterra from existing dairy

joint venture, Britannia New Zealand Foods (BNZF). BNZF became a 100 per

cent Britannia subsidiary and was renamed Britannia Dairy Private Limited

(BDPL).

Recognizing the changing global trends & health benefits of removing

transfats, Britannia is the first Bakery brand in India to remove transfats

from its products.

Wadia Group acquired stake holdings from Group Danone and becomes

the single largest shareholder in BIL.

2010-50-50 Maska Chaska was re-launched with a new masaaledar twist - a

delightful blend of butter and imported flavours along with sprinkling of masala in

September 2010.

Tiger enters the Cookies category, with the launch of Krunch Cookies in

October. These cookies are not only high on delight but also high on

energy and have been created keeping in mind the needs of today's kids,

These delightful cookies come in two exciting variants - Fruit & Nut and

Chocochips and at an affordable price point of just Rs 5.

Brand NutriChoice, in keeping with its track record of launching

differentiated healthy snacks, launched Diabetic Friendly Essentials on

14th November, a day that is world over recognized as World Diabetes

Day. The range comprised of 2 variants - Oats Cookies and Ragi Cookies

- and is available in top Indian cities.

Britannia was presented the Master Brand 2010 Award by CMO Council in

November 2010.

Rotary Club of Chennai awarded CSR Award to Britannia in November,

forour work in nutrition.

Always committed to constant innovation, Britannia launched Britannia

36

Healthy Start in Mumbai in January 2011. Specially designed with Indian

tastes in mind, Healthy Start is a complete range of ready-to-cook

breakfast mixes of Upmas, Pohas, Porridges and Oats that are healthy,

delicious, and take just 5 minutes to cook! This is the only product range

in its category that combines the natural nutrition of multi-grains, 100%

real vegetables, pulses and nuts all in one pack.

Britannia received the Most Respected Company Award 2011 from

Businessworld.

Bourbon received the Most Popular Confectionery Product Preferred By

Youth (Biscuit) Award.

IMCRBNQA (Indian Merchant Chambers Ramakrishna Bajaj National

Quality Award) conferred the Manufacturing Performance Excellence

Trophy a National Quality Award for the 2010 cycle, for Britannia

Corporate Office (Bangalore), Britannia Industries Ltd. (Rudrapur) and

Sunandram Foods Pvt Ltd (Mangaldoi, Guwahati).

Name Designation

Mr. Nusli Neville Wadia Chairman

Ms. Vinita Bali ManagingDirector

37

Mr. A.K.Hirjee Director

Dr. AjaiPuri Director

Mr. Avijit Deb Director

Mr. Jeh N Wadia Director

Mr. KekiDadiseth Director

Mr. Nasser Munjee Director

Mr. Ness NusliWadia Director

Mr. Nimesh N Kampani Director

Mr. PratapKhanna Director

Mr. S.S.Kelkar Director

Dr. Vijay L. Kelkar Director

BOARD OF DIRECTOR:

THE ORIGIN OF EAT HEALTH THINK BETTER:

Britannia -the 'biscuit' leader with a history-has withstood the tests of time. Part of

the reason for its success has been its ability to resonate with the changes in

consumer needs-needs that have varied significantly across its 100+ year epoch.

With consumer democracy reaching new levels, the one common thread to

emerge in recent times has been the shift in lifestyles and a corresponding

awareness of health. People are increasingly becoming conscious of dietary care

and its correlation to wellness and matching the new pace to their lives with

improved nutritional and dietary habits. This new awareness has seen

consumers seeking foods that complement their lifestyles while offering

convenience, variety and economy, over and above health and nutrition. 

Britannia saw the writing on the wall. Its "SwasthKhao Tan Man Jagao" (Eat

Healthy, Think Better) re-position directly addressed this new trend by promising

the new generation a healthy and nutritious alternative - that was also delightful

andtasty. 

38

Thus, the new logo was born, encapsulating the core essence of Britannia -

healthy, nutritious, optimistic - and combining it with a delightful product range to

offer variety and choice to consumers.

Vision:

To dominate the food and beverage market in India with adistinctive range of

“Tasty Yet Healthy” Britannia brands.

Mission:

To dominate the food and beverage market in India through aprofitable range of

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

Short-term Objective:

To improve image to shareholders.

To improve internal processes and controls.

Long-term Objective:

To be the lowest-cost producer in the market.

To become largest volume player in the bakery industry.

Basic Strategies:

New product development

New market development

Outdoor promotion

Rural thrust

Cost management

Quality Policy:

39

Customer Satisfaction

Total quality management

Continuous up gradation of technology

Improvement in processes

Focus to meet emerging needs of the customers

Mutually dependent lasting relationship with co-packers, associatesand

suppliers.

Environment responsibility

Development of human resources

Improving skills and knowledge

Generating motivation to excel

Installing a sense of pride

Commitment towards quality

Quality Objectives:

Reduction in customer complaints

To start documentation of market returns dealer wise

To empower the workmen on individual work area to ensure that

onlyquality product are passed on the next page of production.

Continuous training for the development of human resources.

To minimize the accident level.

As part of the growth strategy, the company always try to build onthe

values of brand "Britannia" by aggressively pursuing tasty yet

healthyofferings of mass appeal and also launching a host of affordable

products, which would help rejuvenate the mother brand and drive

categoryconsumption.

40

ORGANISATIONAL HIRARCHY OF BRITANNIA:

FIG2.5.0

DISTRIBUTION CHART OF BRITANNIA:

41

NATIONAL SALES MANAGER

REGIONAL SALES MANAGER

AREA SALESS MANAGER

SALES OFFICER

TERRITORY SALES OFFICER

PERFORMANCE COACH

FACTORY

FIG2.6.0

The goods being manufactured in Factory and then it comes to C&F (Carry

Forward) means to the godown and after that it comes to the authorized

Distributers and from the Distributers it comes to the Retailers and finally it

reaches to final customer or end customer.

2.3 LITERATURE REVIEW:

Visual Merchandising is an important component in atmospheric management. It

includes both store exterior and store interior. Store exterior includes window

display retail premises and facade whereas store interior includes store layout,

fixtures and fittings, wall display and store highlights. Also there are components

42

C&F

DISTRIBUTER

RETAILEREND CUSTOMER

governing both store exterior and interior, which include color coordination,

lighting design, mannequin selection and the application of design principles. If

retailers want to project the best side of its company, a good selection of the

visual merchandising with a detailed consideration of proper cooperate

expressions are vital.

Visual merchandising helps maintaining the overall image of a retail store in

consumers „mind (park et.al.1986). Visual merchandising focuses on various

aspects of consumers, which include sensory pleasure, affective pleasure and

cognitive pleasure (Fiore, Yah and Yoh, 2000). Sensory aspect includes personal

feeling of consumers, such as response to temperature and noise, feeling

crowded in a store (Grossbart et.al 1990: Hornik, 1992; Ko& Rhee, 1994). Store

related and product related information can also be acquired from store

environment (Baker et.al 1994).Also window display plays a crucial role in

affecting store entry decisions as it is very important information cue for

consumers (Bettman et.al, 1998).A little research about the inter relationship

between the importance of store aesthetics and consumer decision process, as a

result, the aim of this study is to look into this specific relationship.

Retailers are facing a keen competitive market place and as a consequence of

that they find many difficulties to differentiate their stores on the basis of product,

place, people, price and promotion. Retail store elements such as colour, lighting

and visual merchandising have always been considered as having immediate

effects on the buying decision making process. The emphasis has moved away

from in-store product displays, towards elements that excite the senses of

shoppers such as flat screen videos or graphics, music, smells, lighting and

flooring that tend to capture the brand image or personality and help to create an

unique environment and shopping experience (McGoldrick, 1990; Marsh, 1999).

43

The physical in store environment has been examined in relation to various

elements, for example: orienting factors (Davies and Ward, 2002); signage

(Bitner, 1992); Spatial factors and ambient conditions (Davies and Ward, 2002),

which Kotler termed “atmospherics”. The work regarding physicality of in-store

environment focuses on the “communication” of elements through cues and

stimuli that the consumer digests through a number of sensory modalities (visual,

aural, olfactory, haptic and taste). Therefore, all literature commonly recognized

as in-store environment depends on visual merchandising and other in store

promotions.

Visual simulation and communication have long been considered important

aspect of retailing by practitioners and academic alike (McGoldrick, 1990, 2002).

This interest in the visual has – at one level within the retail context – coalesced

to from the practices of “visual merchandising”. This is defined as the activity,

which coordinates effective merchandising selection with effective merchandising

display (Wolters and White, 1987, p.238). Visual merchandising is therefore

concerned with both how the product and/ or brand are visually communicated to

the customer and also whether this message is decoded “appropriately”. In this

context, it will be affecting to a positive psychological or behavioral outcome,

ultimately leading to purchase.

In a study of impulse buying behavior among audio equipment shoppers, Dash et

al. (1976) found that the level of pre-purchase information regarding the brand

determined the type of store chosen. Shoppers who had higher levels of pre-

purchase information generally shopped at the specialty store, whereas shoppers

with low pre-purchase information bought at departmental stores. This is mainly

attributed to customers adopting a risk reduction policy with regard to their

impending purchase. Kenhove et al. (1999) found that impulse buying is

differentiated by the nature of the task. They studied the impulse buying decision

44

across various tasks as described by the respondents, such as urgent purchase,

large quantities, difficult job, regular purchase and get ideas. The chosen stores

differed in their salience rating depending on the task the shopper intended to

perform. The salience of the stores has also been found to be affected by

situational factors.

In a study conducted by Mattson (1982), was found that situational attributes,

such as time pressure and gift-versus self-shopping, can influence impulse

buying and attribute salience. It is also indicated that the situational influence

needs to be evaluated for every visit and hence some shoppers may change

their choice because of situation specific drivers. These situational influences

may be classified as the competitive setting, the individual’s situational set and

the shopping occasion.

The atmosphere of the shopping environment can influence customer attitudes

and their perceptions in relation to the overall quality of the store in terms of the

uniqueness of the product, service levels (Baker, Grewal and Parasraman,

1994), the purchase price (Areni and Kim, 1993) and purchase volume (Milliman,

1982). The role of ambience in impulse buying has also been found significant.

Kotler (1974) has proposed atmospherics as an important part of retail marketing

strategy. It is also found that the shoppers determine the value of the

merchandise based on monetary as well as non-monetary costs (Zeithaml,

1988). It was found that recreation (a non-monetary value) was the major driver

for visiting a regional shopping centre (Treblanche, 1999). The shopping

experience, as created by the store environment, has been found to play an

important role in building store patronage. Along with the merchandise, it

triggered

45

affective reaction among shoppers (Baker et al., 1992). It also contributes to

creating store patronage intentions (Baker et al., 2002).

According to above research studies, some researchers have argued that in-

store environment is critical component of impulse buying behavior and some

other researchers have argued that other variables are most important than in-

store environment. However, the previous research studies are providing

evidence to impulse buying behavior is different in different cultures. It leaves

problem to us, “Whether visual merchandising can significantly influence on

impulse buying of customer’s.

2.4BUSINESS PROFILE:

Britannia core businesses constitute of Bakery and Dairy products.Bakery

products account for 90% of the revenues and include Biscuits,Bread and Cake

& Rusk. Dairy products contribute to 10% of Britannia’sannual turnover of

Rs13.38bn. Throughout its existence, Britannia hasoperated on the principles of

providing products to the consumers that arehealthy and tasty. This is brought

about by the use of high qualityingredients with a strong focus on ‘naturalness’

46

and modernmanufacturing practices. The company today has a wide range of

bakeryproducts in the biscuit, bread and cake segment. It has trimmed down

itswide product portfolio by reducing the products from 35 to around 25

andbegan to focus on value-added instead of low-margin products.

BIL (Britannia Industries Ltd.)

Bakery ProductsDairyProducts

(90% revenue contribution)(10%revenue contribution)

BIL(Britannia Industries Ltd.) has decided to focus on seven corebrands in

the biscuits and bakery category. The brands included GoodDay, Tiger, 50-50,

Snax, and the Cream Treat brands, among others.With the launch of Tiger

brand, it has taken a plunge in the low-endcategory, taking competition head on

with Parle, which is the leader inthis segment. The company has also diversified

within dairy and bakeryproducts to enter the butter, cheese and ghee markets.

The portfolio wasexpanded with the launch of butter, pure flavored milk in tetra

packs andUHT milk.Britannia has built an enviable retail distribution network,

whichservices 400,000 retail outlets in 2,200 towns with the help of

2,500distributors. The company is aggressively expanding its network with

abias towards the rural markets Recently, in the ethnic food segment,

thecompany introduced a new range of traditional ‘namkeens’ in Mumbaicalled

Britannia Snax.

The new range includes seven varieties of traditionalnamkeens like 'Bikaner

kiBhujia' and 'RajasthaniAluBhujia' ina price range of between Rs 5 and Rs

20.The company is in the process ofsetting up a Greenfield Biscuit Project in

Uttaranchal to augment itsproduction capacity, entailing an investment of about

Rs 55.2 crore. Thisplant will have capacity to produce over 45,000 tonnes of two

or threevarieties of biscuit per annum.So after over seven decades of

47

beinginseparable part of life in India, Britannia is now set to usher its

customersinto a healthier and tastier future.

2.5PRODUCTS PROFILE:

1.Tiger:

48

Tiger, launched in 1997, became the largest brand in Britannia'sportfolio in the

very first year of its launch and continues to be so tilltoday. Tiger has grown from

strength to strength and the re-invigoration in June 2005 and more recently, in Apr

2008 has furtherhelped bolster its growth in the highly competitive glucose

biscuitcategory.Tiger is a Glucose biscuit, which comes with the added goodness

ofwheat and milk. It is for modern mothers who play an enabling rolefor their

children to compete in today's world and thus want thebest. Now Tiger Glucose

has been fortified with "Iron Zor" with an

attempt towards addressing the Iron Deficiency crisis the children ofIndia

face.Over the years, Tiger has become the mass-market face of

Britanniasymbolising fun and energy in both urban and rural India,

andtranscending glucose biscuits.

Tiger Coconut : Delicious Coconut Flavoured Energy Biscuits,launched in 2000.

Tiger Creams : Was Introduced in 2002 at just Rs 5 per pack. TigerCream is now

available in Orange, Elaichi, Chocolate, Pineapple,Strawberry and Butterscotch

flavours, and promises to bring morefun and more energy to children across the

country.

49

ChotaTiger : Is an extension of brand Tiger launched nationally inMay, 2007. It is

mini sized poppable glucose biscuit with colouredsugar sprinkling. It comes in two

variants: Milk Sparkies and ChocoSparkies

Tiger Banana : Purposefully taking forward the credo of 'EatHealthy, Think

Better ', Britannialaunched a new variant under ourpower brand TIGER - TIGER

BANANA - power packed with IRON ZOR& and with the delightful taste of

banana.

IRON ZOR helps make mind sharper and body stronger. A Rs.4 packhas as much

IRON ZOR as that in 1 kg of Banana.R&D in Britannia has spent considerable

time to develop thisnutritious and delightful snack for children.Britannia Tiger

Banana packed with IRON ZOR and goodness ofBanana is accessible to all,

being available in convenient packs

priced at Rs.2, Rs.4 and Rs.10.

2.Good Day:

50

Britannia Good Day was launched in 1986 in two delectable avatars- Good Day

Cashew and Butter. Over the years, new variants wereintroduced - Good Day

PistaBadam in 1989, Good Day Chocochipsin 2000 and Good Day Choconut in

2004.This rich cookie enjoys a fan following of consumers across all ages,loyal to

the brand promise of a great taste, evident from the visiblyabundant ingredients.

Good Day is among the fastest growingbrands in Britannia's portfolio and it has

been the leader in thecookies category ever since its launch. The brand is

synonymouswith everyday treats that infuse happiness into people's lives.After

two decades of magnificent success; it was time to give thenation yet another

reason to have a good day. Abundance,goodness, indulgence and now

unrestrained joy - that is themessage of this new campaign.The new TT ad is the

uncontrollable expression of the ticketcollector's happiness and joy that is

stimulated by consumption ofthe cookie, that spreads cheer amongst the people

around himcreating an atmosphere of shared joy that's unorchestrated

andstraight from the heart. The celebration was taken to the IPL asGood day

cheered along with a million cricket fans in the stadiums,each screaming and

proclaiming "Ho gaya re Good Day". Thedazzling brilliance of this endeavour, the

contagious rhythm needsto be lived and spread through the nation, making

'Iskatoh hoGaya Re Good Day' a part of the common lingo and a way of

life.Good Day truly believes laughter and happiness are infectious, ittranscends

race, caste creed unifying humanity in an inclusiveemotion.

The brand perseveres to infuse cheer, hearten the nation and enliven lives. With

its rightful place on the front page of The Timesof India, Good Day gifts the

nation a priceless treasure, that ofspreading JOY!

51

4.Bourbon:

Thick, rich and delicious chocolate packed between two crunchychocolate

biscuits, topped with sugar crystals - presenting, theoriginal Bourbon, from the

house of Britannia.India's first and favorite Bourbon's sweet adventure began in

1955.Since then, Bourbon lovers across the country have been caughtopening

this chocolate couplet, licking the cream, and nibbling atthe melt-in-your-mouth

biscuit, bit by bit. Some have beenwitnessed chomping it whole, at one go. Some

have been noted toalternate it with sips of coffee; others team it with lots of

gossip andgupshup, while a few have been observed enjoying it with a book.And

some have been seen reluctantly sharing their Bourbon.Whatever the occasion,

wherever the hangout, Bourbon makes forgreat company. You can grab your very

own Nano Pack or a PocketPack. The Hangout Pack is just right for chilling with

friends. Takealong a Party Pack for... yes, a party! And the Gift Pack will

surelywin you a few brownie points!

5. RUSK:

52

Britannia launched its rusks in the year 2005. In a Market full ofunbranded

players, Britannia rusks have stood head and shouldersabove the rest in terms of

sheer quality .They are made from thefinest ingredients and baked with care as

they are twice as crisperas and tastier than ordinary rusks. The communication

for thismouthwatering offering is aptly “Enliven your spirits with Britanniarusks”.

6.Cakes:

Britannia entered the cake market in the year 1963 and is the leading player in

the market. Britannia Cakes range is divinelyscrumptious and has Bar Cakes,

Chunk Cakes and Cup Cakes whichwere launched in 2005. Bar Cakes are

available in variants thatinclude Fruit, Butter Sponge, Chocolate, Pineapple, Milk,

VanillaChocolate and Orange. Apart from being delicious, these snacks

53

arepacked with healthy ingredients making them wholesome &delightful.Britannia

cup cakes come in vanilla and orange and mixed fruitflavors whereas chunk cakes

come in fruit flavor.Britannia has recently launched for the 1st time ever in

thepackaged segment Veg Cakes, pure and eggless. These VegetarianCakes

are soft, juicy and filled with real fruit bits which can beenjoyed just by themselves

or mixed with a variety of ingredients tomake quick, delicious desserts. With zero

cholesterol and hygienically packed for a shelf life of 3 months, they are a

morewholesome and healthy option than other sweet dishes available inthe

market.Britannia Veg Cakes come in Twisty Fruity avatar and are priced atRs

10/- for a 75 gram pack. They enjoy a 3 month shelf life.

7.Marie Gold:

Britannia's oldest brand enjoys a heritage that spans the last 50years - and going

strong. In a market swamped with me-tooproducts and where even the name

'Marie' has become generic,Britannia Marie Gold has maintained its stronghold.

Today, the ever-popular Marie Gold is synonymous with the 'Tea Time Biscuit'.

Itstaste, crispiness and lightness make it a must for every tea break. Itis the #1

brand in its category by a long shot.

54

8. BRITANNIA 50-50:

With a brand name like 50-50, can the product be anything but fun? Launched in

1993, 50-50 belongs to the family of crackers and is considered the "very very

tasty tasty" snack. 

Britannia 50-50 is the leader in its category with more than one-third of market

share. The versatile and youthful brand constantly aims to provide a novel and

exciting taste experience to the consumer. As a result, in 2001, the delicious

Maska Chaska was launched as a variant of the original brand and became an

instant success.

9.LITTLE HEARTS:

55

Little Hearts was launched in 1993 and targeted the growing youth segment. A

completely unique product, it was the first time biscuits were retailed in pouch

packs like potato wafers. The launch message introduced a special taste

experience that made the unlikeliest characters - like Dracula and Frankenstein -

melt. In 1997, the 'Direct Dil Se' campaign encouraged youngsters to openly

express their feelings. And in 2003, two variants called Little Hearts Chocolate

and Little Hearts Sesame were rolled out with a campaign "Dilsabka actually

sweet hai". With Little Hearts, Britannia has tasted the sweet taste of success.

56

10. TREAT:

As a move to consolidate all the individual Cream Treat offerings under a single

umbrella, Britannia launched Treat in 2002. Treat has a range of tasty delights for

all kids with yummy creamy treasures within the biscuit shells. The kids have

always relished unraveling the irresistibly delicious creams hidden inside the

biscuit Britannia Treat offers a wide variety of flavors, such as the Elaichi, the

Fruit Flavored Creams such as Orange, Pineapple, Mango, and Strawberry, the

Jam Filled Centers under the Jim Jam range, and the Duet Range (biscuits with

two flavours of cream between three layers of biscuit) comprising Strawberry

Vanilla and Duet Strawberry Chocolate.

Britannia Treat has now launched yet another mouth watering delight under its

umbrella. The delicious Fruit Rollz take the Treat brand beyond the cream

biscuits and provides yet another lip smacking delight to its consumers! 

Fruit Rollz are soft rolls filled with the goodness of real fruits, and provide a

healthy yet scrumptious treat to our 'loveable devils' Treat also introduced its

naughty and adorable brand mascot FUNTOOSH whose primary occupation is

mischief! FUNTOOSH is the guy who will pull off any trick to make sure he gets

to eat his Britannia Treat! 

For all you kids who have relished the yummy treasures of Britannia Treat in

exciting flavors, look out for yet another reason to celebrate! 

57

Britannia Treat launches a new and exciting combination of chocolate and

caramel in a single bar - TREAT CHOCO GELO. This unique and never before

product is guaranteed to double the masti and double the fun that you have with

Treat.

Treat Choco Gelo has been launched nationally in August, 2007 and is available

at an attractive price of just Rs.5/- 

So go ahead, open this delicious pack, indulge yourself with Treat Choco

Gelo and enjoy Yummy Chocolate and Gooey Caramel for "Double Mastika

Double Dose"

58

FINANCIAL PERFORMANCE:

The year witnessed unprecedented commodity inflation, particularly in sugar,

wheat and milk products, in the latter half of the year, coupled with a fiercely

competitive environment. This restrained your Company’s ability to correct selling

prices and had a high adverse impact on margins and profitability. Consequently,

whilst your company added Rs 2817 MM to gross sales, Profit from Operations

declined by Rs 778 MM, excluding provisions for certain one-off items

aggregating Rs 258 MM for certain disputes relating to a long term lease, excise

duty demand and obligation arising from a past acquisition. Net cash flow from

operating activities was Rs 2353 MM, achieved by a disciplined approach to

managing working capital. Exceptional items for the year include Rs 329 MM

towards amortization of VRS costs and provision of Rs 200 MM for losses arising

from Sri Lanka operations and closure. Earnings Per Share was Rs 48.77. The

tables below show trends in performance across key parameters: 

Fig2.7.0

Sources:http://www.britannia.co.in/investerzone_bonus_financial.htm

59

FINANCIAL STATEMENT OF BRITANNIA:

    TEN YEARS OF FINANCIAL STATEMENT

FROM 2001-2010             

Rs.

million

 As at / Year ended 31st March 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

 Assets employed

 Fixed assets less Depreciation &

Amortisation1,588 1,632 1,481 1,283 1,338 1,516 2,144 2,507 2,8392,931

 Investments 2,156 3,104 2,969 2,913 3,301 3,599 3,200 3,808 4,2314,906

 Net current assets 257 592 747 43 (485) 309 596 2,072 1,161421

 Miscellaneous expenditure 163 217 260 463 342 161 256 232 266 -

4,164 5,545 5,457 4,702 4,496 5,585 6,196 8,619 8,4978,258

 Financed by

 Equity shares 279 269 259 239 239 239 239 239 239 239

 Reserves & Surplus 2,123 3,430 3,653 4,059 4,196 5,252 5,909 7,319 8,0063,723

 Loan funds 1,762 1,846 1,545 392 61 94 48 1,061 252 4,296

4,164 5,545 5,457 4,702 4,496 5,585 6,196 8,619 8,4978,258

 Profits and appropriations

 Sales13,32

514,510

13,94

1

14,70

5

16,15

4

18,17

9

23,17

1

26,17

0

31,42

934,246

 Profit before Depreciation,

Amortisation

 and Tax

1,369 1,630 1,722 2,251 2,645 2,218 1,514 2,536 2,8662,112

 Depreciation and Amortisation 189 240 261 224 190 217 253 291 335 275

 Profit before tax and

Exceptional items1,180 1,390 1,461 2,027 2,455 2,001 1,261 2,245 2,5311,737

 Exceptional items (41) 1,201 12 (183) (252) 6 (77) 78 (206) (529)

 Profit before tax * 1,139 2,591 1,473 1,844 2,203 2,007 1,184 2,323 2,3251,208

 Taxation 434 559 482 656 715 543 108 413 521 43

 Profit after tax 705 2,032 991 1,188 1,488 1,464 1,076 1,910 1,8041,165

 Dividends 153 201 251 272 334 358 358 430 956 597

 Tax on dividend 16 - 32 35 47 50 61 73 162 99

 Debenture Redemption Reserve 47 14 18 - - - - - - -

 Retained earnings 489 1,564 692 910 1,117 1,056 657 1,407 686 469

60

61

MARKET POTENTIAL:

Market potential of the BRITANNIA is much positive in competitive era and will sure cover the

maximum market share of biscuit product. Potentiality of any product depends upon the

futuristic performance of the product. it depends that how much retailers have potentiality to

be permanent seller of BRITANNIA.For great potentiality it is necessary to improve those

factors which are going toaffect retailers. In my study I found some factors which can help to

cover greatpotentiality.

These factors are following:

o Scheme delivery should in perfect determining time.

o Some places distributors not able to cover his particular area. That should be

improved.

o Scheme facility should be regular as much as possible.

o Small pack also should be in the market.

o Always collect the views of retailers. It gives psychological effect on the retailers

about care ness by manufacturing company.

These factors are very important for the organization. If company is able to improve these all

factors then definitely its market share will more increase. Retailers will take more interest to

sell Britannia biscuit and customer will also enjoy for it.

So potentiality is very high to Britannia biscuit in positive direction.

SWOT ANALYSIS OF BRITANNIA:

Fig.2.8.0

STRENGTHS 

Low price as compared to competitors

Sizeable market share in the country.

Offers variety of products under its brand.

Different sizes of packets are available.

An experienced team of sales and marketing executives.

Deep and effective coverage

Largest distribution system.

 

WEAKNESS 

Breakage of biscuits while delivering to retailers

No proper replacement system for broken biscuits to retailers

Improper and irregular supply.

Fewer shares in Premium biscuit market.

62

Dependent on its flagship brand, Tiger.

Poor packaging in family pack of glucose biscuits.

Lack of schemes for retailers and distributors.

OPPORTUNITY 

Rising demand for innovative packaging in packaged foods.

Retaining loyal retailers or wholesalers.

Improving supply system for established brands.

Huge scope for some BRITANNIA products in medical shops.

Information revolution brought about by the television.

Good scope for snacks and namkeens, if launched and properly promoted

by BRITANNIA.

 THREAT 

Highly advertised brands such as PARLE.

Ever increasing competition from multinationals and local companies.

Increase in sale of cheap local bakery products.

Emerging substitutes like wafers, snacks and toast.

Margin war among the major Brands

63

BCG MATRIX OF BRITANNIA:

Fig2.9.0

STARS:

In stars BRITANNIA is having milkbikies,tiger,50-50,good day with high

share and high growth

QUESTION MARK:

In question mark there is Bourbon, Pure magic ,Tret-o for BRITANNIA with

a high high growth and low share

CASH COW:

64

Cash cow means low growth with high share. In this category BRITANNIA

is having mariegold, treat, little hearts.

DOGS:

In dog category the products which are no more working in the market and

there is low share and a low growth.The company should remove these

products .In this category BRITANNIA is having Nutrichoice, Time pass

IMPACT OF MERCHANDISING:

65

Average share of BRITANNIA before doing merchandising

LANGERSOUSE 54.78

MEHENDI PATNAM 53.4

NAMPALLY 44

BAZARGHAT 50.25

TOLICHOWKI 47.25

Table2.9.2

LANGER-SOUSE

MEHENDI PATNAM

NAMPALLY BAZARGHAT TOLICHOWKI

Series1 54.78 53.4 44 50.25 47.25

5

15

25

35

45

55

Axis Title

Fig.2.9.2

Average share of BRITANNIA after doing merchandising

LANGERSOUSE 58.24

66

MEHENDIPATNAM 56.45

NAMPALLY 55.25

BAZARGHAT 53.32

TOLICHOWKI 52.78

TABLE2.10.3

LANGER-SOUSE

MEHENDI-PATNAM

NAMPALLY BAZARGHAT TOLICHOWKI

Column1 58.24 56.45 55.25 53.32 52.78

50.5

51.5

52.5

53.5

54.5

55.5

56.5

57.5

58.5

Axis Title

Fig2.10.3

Impact on BRITANNIA by doing merchandising

67

Before doing merchandisingAfter doing

merchandisingLangersouse 54.78 58.24Mehendipatnam 53.4 56.45Nampally 44 55.25Bazarghat 50.25 53.32Tolichowki 47.25 57.78

TABLE2.11.4

LANGERSOUSE MEHENDIPAT-NAM

NAMPALLY BAZARGHAT TOLICHOWKI

Series 1 54.78 53.4 44 50.25 47.25

Series 2 58.24 56.45 55.25 53.32 57.78

5

15

25

35

45

55

Axis Title

Fig2.11.4

INFERENCE:

In this table there is increased in the share of BritanniaIn Langersouse

there is a increased of 3.46%, In Mehendipatnam there is a increased of

3.05%, In Nampally there is a huge increased of 10.25%, In Bazarghat a

increase of 3.07% and in Tolichowki a increase of 10.53% has happened.

68

CHAPTER-3

RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY

69

This project depends upon the primary as well as secondary sources which are

as follows. 

Primary Source:

Observation

Talking with customers during merchandising events at various places and

in outlets.

I had a face to face interaction with the retailers to know their perception

about BRITANNIA.

Secondary Source:

Company website.

Company balance sheet and income statement.

SAMPLE SIZE AND AREAS COVERED

A customer-based survey was conducted in which 100 peole were asked

to fill the questionnaire in which 100 responded during the merchandising

event around Hyderabad like FATHENAGAR, MEHENDIPATNAM,

BAZARGHAT,TOLICHOWK , MALKAJGIRI etc..

Because it was not possible to consider each and every person of those to

whom I visited or showroom so, PROBABILITY SAMPLE or RANDOM

SAMPLE was taken.

STATISTICAL AND PRESENTAION TOOLS:

PRIMARY DATA is represented:

70

First classified i.e. in the form of who possess a shop before and who was

yet to build a shop the type of the data which was collected.

After classifying is represented in the form of tables i.e. systematically

arranged in columns and rows.

Some of the data is also graphically represented in the form of PIE

DIAGRAM.

SECONDARY DATA is represented:

In the form of tables.

By the way of BAR GRAPHS and SUBDIVIDED BAR GRAPHS

(Graphical presentation).

Objective of` the study:

To know what actually merchandising is.

To visualize the products of BRITANNIA.

To know the merchandising process of Competitors of BRITANNIA.

To know the market share of BRITANNIA and the competitors.

Scope and the Limitation of the study

The scope of study is limited to the respondents are selected from in and

around Hyderabad and secundarabad region.

The project is carried out for the period of 45 days only.

The sample unit was also 100 respondents.

However, retailer outlets owners and people looking for new cars are

located in other places i.e.locally and even in neighboring states. Only

opinion of respondents of Hyderabad city was consider for finding out the

opinions of respondents.

71

CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION

1. Is merchandising needed for every company?

72

Very much

neededNeeded Not needed Total

60% 30% 10% 100%

TABLE4.1.1

Very much needed60%

Needed30%

Not needed10%

FIG4.1.1

INFERENCE:

60% of the respondents told merchandising is very much needed.30% of

the respondents toldmerchandising is needed.10% of the respondents told

merchandising is not needed.

73

2. Does merchandising create awareness in the mind of customer?

YES NO Total

85% 15% 100%

TABLE4.2.2

Yes No0

10

20

30

40

50

60

70

80

90

85

15

FIG4.2.2

INFERENCE:

85% of the respondents told merchandising creates awareness in the

mind of customer.15% of the respondents told merchandising does not

create any awareness in the mind of customer.

74

3. Should merchandising be paid?

YES NO Total

90% 10% 100%

TABLE4.3.3

yes90%

No10%

FIG4.3.3

INFERENCE:

90% of the respondents told merchandising should be paid.10% of the

respondents told merchandising should not be paid.

75

4. Does merchandising create impulse buying?

Every Time Some Time Never Total

65% 25% 10% 100%

TABLE4.4.4

Everytime Sometime Never0

10

20

30

40

50

60

70

FIG4.4.4

INFERENCE:

65% of the respondents told merchandising every time creates impulse

buying.25% of the respondents told merchandising some time creates

impulse buying.10% of the respondents told merchandising never creates

impulse buying

76

5. Does merchandising increase the sales?

Every Time Some Time Never Total

68% 23% 9% 100%

TABLE4.5.5

Every time68%

Some time23%

Never9%

FIG4.5.5

INFERENCE:

68% of the respondents told merchandising every time increases

sales.23% of the respondents told merchandising some time increases the

sales.9% of the respondents told merchandising never increases the

sales.

77

6.Does merchandising decrease damages?

YES NO Total

71% 29% 100%

TABLE4.6.6

Yes No0

10

20

30

40

50

60

70

80

Series 1

FIG4.6.6

INFERENCE:

71% of the respondents told merchandising decreases damages.29% of

the respondents told merchandising decreases damages.

7. Is planogram required in merchandising?

78

Very much

requiredRequired Not required Total

35% 45% 9% 100%

TABLE4.7.7

Very much required Required Not required0

5

10

15

20

25

30

35

40

45

Series 1

FIG4.7.7

INFERENCE:

35% of the respondents told planogramare required merchandising.45%

of the respondents told planogram are required merchandising.9% of the

respondents told planogram are not required in merchandising.

8. Should merchandiser be qualified?

YES NO Total

79

45% 55% 100%

TABLE4.8.8

YES NO0

10

20

30

40

50

60

FIG4.8.8

INFERENCE:

45% of the respondents told merchandiser should be qualified.55% of the

respondents told merchandiser should be qualified.

9.Is BITANNIA doing merchandising?

80

YES NO Total

82% 18% 100%

TABLE4.9.9

yes18%

No82%

FIG4.9.9

INFERENCE:

82% of the respondents told BRITANNIA is not doing merchandising.18%

of the respondents told BRIANNIA is doing merchandising.

10.Are you satisfied with the service of BRITANNIA?

81

YES NO Total

65% 45% 100

TABLE4.10.10

YES NO0

10

20

30

40

50

60

70

FIG4.10.10

INFERENCE:

65% of the respondents are satisfied the service provided by

BRITANNIA.45% of the respondents are not satisfied the service provided

by BRITANNIA.

82

CHAPTER-5

FINDINGS

SUGGESTIONS

&

CONCLUSION

FINDINGS:

83

BRITANNIA uses PDA (Personal Digital Assistance).It is used to take

orders.

BRITANNIA is not doing merchandising in every outlet.

BRITANNIA is the biggest player in Biscuits industry.

BRITANNIA is having 43% of share in Biscuits industry

Merchandising is very much necessary for every company to increase the

sale.

Merchandising helps in reducing the damages because in merchandising

FIFO method is being used.

In merchandising planogram is required because for a child a biscuit

should be kept at his level so that it will be visible for him and for a mother

it should kept high so that she can see it.

BRITANNIA should give more importance on merchandising and on

different schemes.

BRITANNIA is targeting on key outlets and doing merchandising in those

key outlets only.

The company has a very committed and dedicated marketing department.

A number of people are aware of quality products of BRITANNIA.

BRITANNIA uses UDAN software in which all the details are recorded.

RECOMENDATIOS:-

84

The merchandise should be up to date and should create impulse in the

mind of customer.

More efficient and effective Invest in distribution network.

It should take steps to create more outlets by offering, “Catchy &

Intelligent schemes”.

The attitude of salesman with the retail outlet owners must be helping &

communication in formal way.

Exchange Policies of biscuits due to expiry or damage should be properly

communicated to customers during Sale.

The salesman appointed by the company must literate and should have

convincing power.

The merchandise activity should be entertained in every outlet not only to

key outlets.

Trained merchandisers should be appointed.

As the technology is growing day by day so the merchandise tool should

provide according to the technology.

Advertisement through wall Prints; Internet and Audio/ visual media should

be increase for Britannia.

The sales man should follow the 7 steps of PDA while taking order.

The company should appoint merchandiser under every distributer to

increase in off take of the company.

CONCLUSION:-

85

After going thick on the thing, now time is to make a complete picture,

whilemaking a product a SKU of the shop retailers think about the

customer needs and they promote the brandwhich provides them highest

satisfaction.

They expect return in the form of profit margin,company schemes, window

display and references of the shop. Among these,company schemes

make the differences and are the highest source of motivationafter profit

margin.

FMCG retailing demands a constant push from the company, marketers

need to use advertising and brand building strategies to address

thediscerning buyers and retail push to in different buyers.

The manufacturer shouldunderstand consumer behaviour because

retailers can't help quality and price. It isonly up to dealers said it is

demand they sell Britannia that at retailshop it is brand popularity, which

determine the purchase of biscuits .There is a greater need to understand

the retailer behaviour considering them as ateam working for the company

may help them to be attached to the company.There should be feeling of

belonging to the company in inner of the retailers.

Setting values club for retailers so that they may exchange views with

thecompany and help in understanding consumer behaviour.

FMCG retailing in India is surely poised for a takeoff and will provide many

opportunities both to existing players as well as new entrants.

The country is witnessing a period of boom in FMCG, mainly on account

of a gradual increase in the disposable incomes of the middle and upper-

middle class households as well as the outlets are willing to engage more

and more amount for creating their image in the current market.

More and more corporate houses including large real estate companies

are coming into the retail business, directly or indirectly, in the form of mall

and shopping center builders and managers.

BIBLIOGRAPHY:

86

Books referred:

Marketing management(Philip Kotler)

Marketing management (Ramaswamy)

Sales and Distribution(

Visual Merchandising: Windows and In-store Displays for Retail (Tony morgan)

General Merchandise Retailing (Richard L. Lynch, Carolyn L. Worms, Kay B. Brown)

Articles:

Business worlds

Indian FMCG

India today

Website referred:

www.Britannia.co.in

www.wikipedia.com

www.indianeconomy.com

www.naukrihub.com

www.marketresearchdata.com

www.britannia.co.in/investerzone.com

QUESTIONAIRE FOR MERCHANDISING:

87

1. Is merchandising needed for every company?

a. Very much b. Needed c. Not needed

2. Does merchandising create awareness in the mind of customer?

a. Yes b. no

3. Should merchandising be paid?

a. Yes b. No

4. Does merchandising create impulse buying?

a. Every time b. Sometime c. Never

5. Does merchandising increase the sales?a. Very much needed b. Needed c. Not needed

6. Does merchandising decrease damages?

a. Yes b. No

7. Is Planogram required in merchandising?

a. Yes b. No8. Should merchandisers be qualified?

a. Yes b. No9. Is BRITANNIA doing merchandising?

a. Yes b. No10.Are you satisfied with the service of BRITANNIA?

a. Yes b. No

88