chapters
TRANSCRIPT
Comparison Study between Sunfeast and Britannia Biscuits
Chapter 1
Introduction
Project report on market segment in biscuit. The comparison study on
Britannia and sunfeast biscuits . Marketing is a social and managerial process
by which an individual and group obtain what they need and want, through
creating, offering and exchanging products of values with others. Marketing is
getting the right goods and services to the right people by right people, at right
time, with the right communication, at a profit.
An appropriate research methodology for the systematic design of report,
collection, analysis and reporting of data and findings relevant to the specific
marketing situation facing the organization was employed. Primary data is
collected by interviewing, consumer for this study, with the help of a structured,
open and close ended questionnaire. Secondary data is collected from various,
reports and websites
This all further helps relate product service, price and promotion etc. with
consumer behaviour. Thus organization can place marketing mix so as to
propagate their product/services.
Scope of the study
The study will help to know the popularity of sunfeast and Britannia
products
The study will help to consumer attitude towards sunfeast and Britannia
products
The study was mainly concentration on marketing, buying behavior of the
consumer
The study help to find the multiple types products
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Comparison Study between Sunfeast and Britannia Biscuits
Objectives of the study:
1. To know the strategies of ITC and Britannia.
2. To study the perception of the consumer of Sunfeast and Britannia.
3. To find the factor effecting the buying behavior.
4. To study the quality gives the consumer
5. To know the market share of each Biscuits.
Research methodology
Methodology refers to the method used to collect the required data for
research work. The respondents were selected on randomly. The survey was
conducted for a period of fifteen days. The data was collected with the help of
structured questionnaire.
Sample size
The size of sample selected for the study is 25 respondents and the sample
respondent were selected randomly.
Sources of data collected
Primary data
Primary data is collected by interviewing, consumer for this study, with
the help of a structured, open and close ended questionnaire.
Secondary data
The Secondary data is collected from various, reports and websites
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Limitation of the study
1. Due to due to the limitation of time, we cannot survey largely.
2. The study limited to the marketing management only.
3. The opinion collected from the consumers might not be 100% correct
or may be biased.
4. Most of the respondents are our colic’s.
Chaptarization:
Chapter: 1
First Chapter deals with the Introduction, Scope, Objectives, Research Methodology, and Limitations of the Study.
Chapter 2
The second chapter deals with Introduction to ITC, History of ITC, Vision and mission of ITC, Board of Directors, Marketing Mix of ITC, 4 Marketing Strategies.
Chapter 3
The third chapter deals with Introduction to Britannia, History of Britannia, Vision and mission of Britannia, Board of Directors, Marketing Mix of Britannia, and Marketing Strategies.
Chapter 4
This chapter deals the some verity of Biscuits of each Product.
Chapter 5
This chapter deals with Tables and Graphs
Chapter 6
The last chapter deals with Findings, Suggestions and Conclusion.
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Chapter 2
ITC Company Profile
Introduction to ITC:
ITC is one of India's foremost private sector companies with a market
capitalization of nearly US $ 9 billion and a turnover of US $ 3 billion. Rated
among the World's Leading Companies by Forbes magazine, ITC ranks third in
pre-tax profit among India's private sector corporations. ITC has a diversified
presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging,
Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting
Cards and other FMCG products. While ITC is an outstanding market leader in
its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and
Agri-Exports, it is rapidly gaining market share even in its nascent businesses of
Branded Apparel, Greeting Cards and Packaged Foods & Confectionery.
As one of India's most valuable and respected corporations, ITC is widely
perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this
source of inspiration "a commitment beyond the market". In his own words:
"ITC believes that its aspiration to create enduring value for the nation provides
the motive force to sustain growing shareholder value. ITC practices this
philosophy by not only driving each of its businesses towards international
competitiveness but by also consciously contributing to enhancing the
competitiveness of the larger value chain of which it is a part." ITC's diversified
status originates from its corporate strategy aimed at creating multiple drivers of
growth anchored on its time-tested core competencies: unmatched distribution
reach, superior brand-building capabilities, effective supply chain management
and acknowledged service skills in hoteliering. Over time, the strategic forays
into new businesses are expected to garner a significant share of these emerging
high-growth markets in India.
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History of ITC:
ITC was incorporated on August 24, 1910 under the name Imperial
Tobacco Company of India Limited. As the Company's ownership progressively
Indianite, the name of the Company was changed from Imperial Tobacco
Company of India Limited to India Tobacco Company Limited in 1970 and then
to ITC Limited in 1974. In recognition of the Company's multi-business
portfolio encompassing a wide range of businesses - Cigarettes & Tobacco,
Hotels, Information Technology, Packaging, Paperboards & Specialty Papers,
Agri-business, Foods, Lifestyle Retailing, Education & Stationery and Personal
Care - the full stops in the Company's name were removed effective September
18, 2001. The Company now stands rechristened 'ITC Limited'.
The Company’s beginnings were humble. A leased office on Radha
Bazar Lane, Kolkata, was the centre of the Company's existence. The Company
celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land
situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the
sum of Rs 310,000. This decision of the Company was historic in more ways
than one. It was to mark the beginning of a long and eventful journey into
India's future. The Company's headquarter building, 'Virginia House', which
came up on that plot of land two years later, would go on to become one of
Kolkata's most venerated landmarks.
Though the first six decades of the Company's existence were primarily
devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco
businesses, the Seventies witnessed the beginnings of a corporate
transformation that would usher in momentous changes in the life of the
Company.
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ITC's Packaging & Printing Business was set up in 1925 as a strategic
backward integration for ITC's Cigarettes business. It is today India's most
sophisticated packaging house.
Vision of ITC:
“Sustain ITC’s position as one of the India’s most valuable corporations
through world class performance, creating growing value for the Indian
economy and the companies’ stakeholder.
Mission of ITC:
“To enhance the wealth generating capabilities of the enterprise in a
globalizing environment, delivering superior and sustainable stakeholder value”
Board of Directors:
Name DesignationAngara Venkata Girija Kumar Non Executive DirectorAnil Baijal Non Executive DirectorAnthony Ruys Non Executive DirectorBalakrishnan Vijayaraghavan Non Executive DirectorBasudeb Sen Non Executive Director
Biswa Behari ChatterjeeExecutive Vice President & Co-Secretary
Biswa Behari Chatterjee SecretaryDinesh Kumar Mehrotra Non Executive DirectorHugo Geoffrey Powell Non Executive DirectorKrishnamoorthy Vaidyanath Non Executive DirectorKurush Noshir Grant Executive DirectorNakul Anand Executive Director
Pillappakkam Bahukutumbi Ramanujam Non Executive Director
Pradeep Vasant Dhobale Executive DirectorRajiv Tandon Chief Financial OfficerSerajul Haq Khan Non Executive DirectorShilabhadra Banerjee Non Executive DirectorSunil Behari Mathur Non Executive DirectorYogesh Chander Deveshwar CEOYogesh Chander Deveshwar Chairman / Chair Person
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Marketing Mix of ITC:
In marketing you have four things that you need to look at as tool to use
to satisfy customer and company objectives. When you look at your offer it is
controlled by the following variables referred to the four Ps of marketing.
1. Product
2. Price
3. Place (Distribution)
4. Promotion
By using these components you have the ability to reach many consumers
in your market target group. When creating a mix, a company must keep their
target market in mind; the company must also understand the needs of the
customer and create marketing strategies that will satisfy the demand. When
you think of product in a company you are talking about the materials or a
service that you can offer a customer. The Price is the amount of money that
you get for what you are selling to the customer, Place is where the customer
can go get your product or services from and the promotion is how you let the
customers know about your product, the price and place they can buy your
product it. I work for a company called Wels pun, it is a manufacture company
that ship bath and bedding to store like Bed Bath and Beyond, Wal-Mart and
Target.
Product:
Given that ITC consumers have serious concerns about the integrity of
the organic products, an some may even doubt the effectiveness of ITC
organic certification, exports should carry the seal of an internationally
recognized certification body
ITC regulations stipulate that imported products also have a ITC organic
seal
Products should be of reasonable quality, taste good, satisfy ITC taste
preferences and be sold in attractive packages
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Consistent and stable supplies are important.
China’s organic market is already saturated with some locally produced
products, such as vegetables, rice, grain and medicinal herbs.
The image and reputation of a product’s origin should be good,
particularly regarding environmental issues.
Exporters should check specific food safety requirements of ITC
authorities to see whether these differ from standards used in the export
product’s production and processing.
Products should have a reasonable shelf-life because of the time it can
take for importing and distribution
Price:
ITC consumers are generally price sensitive.
Prices should be competitive for mass products and reasonable for
premium quality products.
Importing costs, including custom clearance, are quite significant, making
it preferable to ship as large a volume as possible to spread costs.
Place:
Most organic products are sold in hypermarkets, while premium products
are sold in high-end supermarkets and specialty stores.
Distributors are normally regional, rather than nation-wide.
It is important to find a good, reputable and committed ITC importer-
distributor as a partner to introduce, distribute and market the product
Promotion:
Should focus on the organic integrity and product quality, especially if
the product has unique nutritional or functional value.
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Should portray clean environment and sustainable ecosystem of place of
origin.
Attractive packaging with exporting country’s characters. This does not
need to be luxurious, but should be clear and attractive,
4 Marketing Strategies of ITC:
Barring a few, notable exceptions, rural marketing in India is still about a
van campaign, a badly-made commercial, a few painted walls and the
occasional participation in village hats and meals. But only consider the huge
successes of some regional brands, especially in the FMCG sector, which are
giving the multinationals a run for their money.
What did these products do that was so different? Most of them identified
a segment that was vacant in terms of product and area of operation. They all
started in small, concentrated markets, appealing to the local ethos and
aspirations of the targeted area.
Their communication, be it a simple radio spot or a wall painting or a
theatre film, touched a chord in the target audience. And, most importantly,
their policies were flexible and they could adopt to fast changing marketing
situations. What should companies do to step up their payback from rural
marketing efforts? Here are some steps that should help.
People power:
Total commitment from top leadership, keeping in mind that rural
marketing is a long-term relationship, is imperative - the successes of Hindustan
Lever and ITC are proof of this statement. But even more important is the need
for a dedicated task force.
Rural marketing efforts need special mindsets, which many of the urban-
oriented management graduates who are at the helm of affairs at most
organisations do not possess.
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A separate marketing and sales vertical headed by people with passion
and commitment to rural marketing and supported by a field team that can face
the rough and tough of the vast country-side with courage and conviction is a
must.
The best bet is to recruit students from specialised institutes such as the
Indian Institute of Rural Management, or at least, management graduates who
have studied the subject as an elective.
Many of these are students from small towns, people with fire in their
bellies who want to prove themselves in big companies and have no issues
about working in smaller markets. Pay them well - remember, you pay peanuts,
you get only monkeys - and discuss the path their careers are likely to take in
the organisation. And send them out in the field only after thorough training.
Ensure the consistency of the team involved in any project, until the
completion of a specific task. Recently, we were involved with two big clients.
In both cases, the teams that briefed us in the initial stages and participated
enthusiastically in the campaign were shifted out midway, in keeping with their
companies' policy of shifting and promoting people.
The teams that succeeded felt no ownership of the campaigns they had
not initiated. What started as a great rural marketing initiative has been
relegated to the dustbin... the fate of many rural marketing initiatives in the
country.
Goals are good:
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Early on in the campaign, define your objective: is it a tactical effort to
achieve increased sales in specific areas during a specific time, or do you want
to build a strong equity for your brand in rural India?
Our experience with FMCG companies is that they are more interested in
the first choice. Most of them have previously appointed vendors who
implement the company's ideas blindly, be they van campaigns or below-the-
line activities.
There is very little effort to tailor whatever communication is made in
such efforts, to suit the local audience or fit it with the overall campaign efforts
in the mass media.
This invariably leads to less than satisfactory results in terms of
awareness of the brands and long-term impact of the efforts in the targeted
markets. If you are interested in the second alternative, a comprehensive brand
building strategy in rural India, with both short term and long term goals, is a
must.
Know your customers:
A good place to begin is studying the mindset of your customers, so you
can create a customised plan of action. All too often, clients insist their
knowledge of their customers (based on studies of urban India) is enough on
which to base an action plan. Our experience shows that the attitudes, as
privations and fears of rural customers, with regard to products and brands, are
very different from their urban counterparts.
Research can give you invaluable ideas for new product development as
well as new methods of reaching your target audience. The refrigerator with
standby power for 12 hours, pressure cookers with two handles and a radio with
key-winding mechanism are all the result of research.
More and more companies turn to the local haats to sell their products.
While haats offer opportunities to target consumers from several villages at one
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place, and to that extent make your effort cost-effective, ensure that the people
who patronise these haats are the kind who will buy your brand.
For instance, we recently conducted a survey among some haats in Tamil
Nadu, with some interesting results. The haats were popular with the poorest
agricultural labourers who consciously buy the duplicate, spurious products that
are sold in these bazaars, since they can't afford the real thing. It is estimated
that FMCG companies lost more than Rs 10,000 crore (Rs 100 billion) to
spurious products, mostly sold through such local haats and bazaars.
Ensure availability:
Most anecdotes about rural marketing centre on the distribution aspect -
the humongous task of physically reaching your product to over 600,000
villages, most of them without motor able roads. But it's not really as
nightmarish as it is made out to be, at least keeping in mind the present goals of
marketing companies in rural India.
We've all heard about the shampoo sachets that are available in even the
smallest villages. How does that happen? It's a direct result of rising aspirations,
fuelled by television commercials. The consumer demands the product from the
local shopkeeper, who then buys the products from the nearest feeder markets.
Which means if you can ensure distribution to the feeder markets in
towns or villages with populations of 10-15,000, you’ve already taken the first
step towards reaching your target customer?
Studies also indicate that rural consumers prefer to shop for durables such
as televisions, automobiles and appliances in the nearest big town or city. So, if
your products are in towns with populations of 50,000, you're closer to the rural
consumer than you would have thought.
R V Rajan is chairman and managing director, Anugrah Madison
Advertising, and president, Rural Marketing Agencies Association of India.
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Chapter 3
Britannia Company Ltd Profile
Introduction:
Britannia is mutual insurance association of ship owners throughout the
world, which is registered in the untied kingdom and regulated the UK financial
service authority.
The fundamental distinction between a Mutual and other types of
insurance company is that a Mutual is not trying to make a profit, has no
shareholders and exists purely for the benefit of its Members. The funds of the
Mutual are invested and the investment return is used to benefit the Members.
The Members are both the insurer and the insured. Mutual insurance is
collective self-insurance which operates at cost. A Committee, comprising up to
30 Directors - 28 elected from the membership - determines matters of policy
on the advice of the Managers, Tindall Riley (Britannia) Limited to whom the
day-to-day management of Britannia is delegated. The Chairman and Chief
Executive of the Managers are members of the Committee.
History of Britannia Ltd:
The story of one of India's favourite 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 mechanised 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
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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 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.
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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
Vision:
To dominate the food and beverage market in India with a distinctive
range of “Tasty Yet Healthy” Britannia brands.
Mission:
To dominate the food and beverage market in India a profitable range of
“Tasty Yet Healthy” products by making every Indian a Britannia consumer.
Board of Directors:
Director Name DesignationNusli N Wadia ChairmanVinita Bali Managing DirectorVijay L Kelkar Additional DirectorNess N Wadia Additional DirectorNess N Wadia DirectorA K Hirjee DirectorAvijit Deb DirectorNasser Munjee DirectorJeh N Wadia DirectorKeki Dadiseth DirectorS S Kelkar DirectorAjai Puri DirectorP Govindan Company Secretary
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Marketing Mix of Britannia Com.:
A successful marketing strategy must have marketing mix as well as
targets market for which the marketing mix is prepared. The elements or
variables that made up a marketing mix are only four 1. Decision on product or
service. 2. Decisions on price. 3. Decisions on promotion and 4. Decisions on
distribution. These four ingredients are closely interrelated under the system
approach. The decision is one-area affects action in the other marketing mix
decision constitutes a large part of marketing management.
The Product:
Product is the thing possessing utility. The product is the most tangible
and important single component of marketing program. The product policy and
strategy is the cornerstone of marketing made without a product there is nothing
to distribute, nothing to promote nothing to price. If the product fails to satisfy
consumers demand, no additional cost on any of the other ingredients in the
market place.
To the marketer, Products are the building blocks of a marketing plan,
Good products are key to market success Managing the product included
planning and developing the right products and services to be marketed by
company, policy strategy guidelines are needed for changing the existing
products, adding new ones, and decisions are also needed regarding and other
product features.
Price:
Price is the valuation placed upon the product by the offer. Price decision
have strategic importance in any enterprise pricing governs the very feasibility
of any marketing program because it is the only element in a marketing mix
accounting for demand and sales revenue other elements are cost factors. Price
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is the only variable factor determining the revenue or income. A variety of
economic and social objectives came into prominence many pricing decisions.
The marketing management is required to determine the basis for fixing
price of its goals and their establish policies for dealing with discounts, freight
payments, allowances, terms and credit and other process related situations.
Promotion:
Promotion is the persuasive communication about the product by the
offers to the project. It is an effort by marketer to inform and persuades buyers
to accept, resell recommend, or use the article, service or idea, which is being
promoted promotion, is a area of communication with an additional element of
persuasion. The promotional activities always attempt to affect
Knowledge’s attitudes, preferences and behaviour of buyers, It covers
advertising personal selling, sales promotion, publicity, and public relations.
Exhibition and demonstrational used is promotion.
Service, strength and quality:
Britannia is determined to maintain a position at the forefront of the P&I
insurance world. The principal factors which have governed its successful
progress and which will provide the foundation for its future development are:
A high quality membership selected from the world's leading ship
owners.
A thorough understanding of Members' businesses backed up by a
realistic risk management programme.
Prudent underwriting leading to unrivalled predictability of insurance
cost.
The application of legal, marine and commercial expertise in the active
management of claims so as to minimize Members' ultimate liabilities.
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A successful investment policy which has made a substantial
contribution to the reduction of Members' costs.
A world-wide network of correspondents, including many who are
exclusive to Britannia, who provide assistance to Members on all
aspects of P&I.
A highly motivated management team which keeps close control on all
aspects of the business.
Financial strength, underpinned by total assets of over US$1 bn. In
summary, the objective is to provide a strong membership with high
quality service at low cost.
Chapter 4
Products profiles
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Sunfeast Biscuits:Business plays a major role within our society. It is a creative and
competitive activity that continuously contributes to the shaping of our society. By satisfying the needs and wants people cannot satisfy themselves, businesses improve the quality of life for people and create a higher standard of living. It is a way for individuals to provide goods and services to consumers, and at the same time, produce a profit for themselves. Businesses are not only important because they provide goods and services for consumers, but they also improve the economy and increase jobs for people within society which is an additional fact producing a higher standard of living. To measure our societies standard of living, we must look to our "Gross National Product", which is the complete measure of our nations output. Unfortunately, inflation is a major problem in our nation which often reduces the Gross National Product. Inflation occurs
when the goods become too high within society and spending decreases. A central function within our economic system is satisfying the needs of the consumers with the use of limited supplies. The purpose of a business is to combine resources such as land, labor, and capital in a way that will make them more valuable. Operating in a political and economic climate that supports individual rights, American business has as its guiding principle the right to private ownership and profit. The amount of goods produced depends upon the number of resources available for use. This idea is commonly known as "Supply and Demand". Businesses must attempt to reach an equilibrium between the two which will directly impact the price of the products produced. If something is heavily demanded and at the same time, it's resources are limited, the price of the product will rise. This idea of course works both ways.
Sunfeast Special Choco Cream129 gmsRs.10.00
Sun Feast Dark Fantasy Vanilla Biscuit
192 gms
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Rs.20.00
Sunfeast Dream Cream Bourbon Delight
74 gmsRs.10.00
Sunfeast Marie Light Original Biscuit1 pktRs.20.00
Sunfeast Dream Cream Strawberry & Vanilla78 gmsRs.10.00
Sunfeast Dream Cream Chocolate & Vanilla78 gmsRs.10.00
Dark Fantasy Chocolate Biscuit1 pkt Rs.20.00
Dark Fantasy Vanilla Biscuit1 pktRs.20.00
Sunfeast Special Orange Cream (small)60 gmsRs.5.00
Sunfeast Special Orange Cream129 gmsRs.10.00
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BRITANNIA BISCUITS:
The story of one of India's favorite brands reads almost like a fairy tale. Once upona time, in 1892 to be precise, a biscuit company was started in a nondescripthouse in Calcutta (now Kolkata) with an initial investment of Rs. 295. The companywe 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, itbecame the first company east of the Suez Canal to use imported gas ovens.Britannia's business was flourishing. But, more importantly, Britannia was acquiringa reputation for quality and value. As a result, during the tragic World War II, theGovernment reposed its trust in Britannia by contracting it to supply largequantities of "service biscuits" to the armed forces.As time moved on, the biscuit market continued to grow… and Britannia grewalong 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 thesubsequent public issue of 1978, Indian shareholding crossed 60%, firmlyestablishing the Indianness of the firm. The following year, Britannia BiscuitCompany was re-christened Britannia Industries Limited (BIL). Four years later in1983, it crossed the Rs. 100 crores revenue mark.
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Britannia NutriChoice Oat Cookies Britannia NutriChoice Ragi Cookies
Veg Cakes Nutrichoice Health Starter Kit
NutriChoice 5 Grain Tiger Banana
NutriChoice SugarOut NutriChoice Digestive Biscuit
Treat Fruit Rollz New Britannia Milk Bikis
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Chapter 5
Analysis and Interpretations
Table No. 1
Most Preferred Biscuits
Biscuits No. of Respondents
Sunfeast 11
Britannia 14
11
14
No. of Respondents
SunfeastBritannia
This graph shows the consumption of biscuits of 25 respondents. The
share of biscuits 14 for Sunfeast and 11 for Britannia, the major share is
sunfeast Biscuits.
Table No.2
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 23
Comparison Study between Sunfeast and Britannia Biscuits
Prefer the snacks of biscuits
Opinion No. of Respondents
Yes 19
No 6
19
6
No. of Respondents
YesNo
This graph shows the 19 respondents are use as Snacks and 6 respondents
are not use as Snacks.
Table No. 3
Reason for select the biscuits
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 24
Comparison Study between Sunfeast and Britannia Biscuits
Reasons No. of Respondents
Price 7
Taste 15
Prestige 1
Brand 2
Price
Taste
Prestige
Brand
0 2 4 6 8 10 12 14 16
7
15
1
2
No. of Respondents
No. of Respondents
This graph shows that reasons to select the product by Price is 7
respondents, Taste is 15 respondents is major, prestige have a respondent and
Brand have 2 respondents.
Table No. 4
Know the product by:
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 25
Comparison Study between Sunfeast and Britannia Biscuits
Media No. of Respondents
Advertisement 18
Friends & relations 6
Sales man 1
Others 0
Adverti
semen
t
Frien
ds & re
lations
Sales
man
Others
02468
1012141618 No. of Respondents
No. of Respondents
This graph gives us information how know the product by Advertisement
is acquired 18 respondents, is got major portion, Friends & relations is 6, Sales
man is One and others is zero.
Table No. 5
Acceptance the price of the product
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 26
Comparison Study between Sunfeast and Britannia Biscuits
Opinion No. of Respondents
Strongly Agree 8
Agree 15
Disagree 1
Strongly disagree 1
Strongly AgreeAgree
DisagreeStrongly disagree
0
5
10
15
No. of Respondents
No. of Respondents
This graph shows the acceptance of biscuits, 15 respondents are agree, 8
respondents are strongly agree and Disagree and Strongly disagree have equal
portion.
Table No. 6
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 27
Comparison Study between Sunfeast and Britannia Biscuits
Opinion about quality of the product
Opinion No. of Respondents
Excellent 8
Good 13
Satisfaction 4
Not good 0
8
13
4
No. of Respondents
ExcellentGoodSatisfactionNot good
This graph shows quality opinion about of the product by respondents, 8
respondents were says excellent, 13 respondents were says good, 4 respondents
say as satisfaction and any one respondent not say as not good.
Table No. 7
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 28
Comparison Study between Sunfeast and Britannia Biscuits
Prepare how long you prefer
Consume often No. of Respondents
Daily 6
Weekly once 12
15 days 5
Monthly 2
Daily
Weekly once
15 days
Monthly
0 2 4 6 8 10 12
No. of Respondents
No. of Respondents
This graph shows periods of usage, daily user are 6, weekly user are 12
and 15 days and monthly are 5 and 2 respectively.
Table No. 8
Opinion about packing of Biscuits
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 29
Comparison Study between Sunfeast and Britannia Biscuits
Opinion No. of Respondents
Excellent 6
Good 14
Satisfaction 4
Not-satisfaction 1
Excellent
Good
Satisfaction
Not-satisfaction
0 2 4 6 8 10 12 14 16
No. of Respondents
No. of Respondents
This graph shows the opinion about packing, 6 respondents were say as
excellent, 14 respondents say as good, 4 and 1 respondents say as Not-
satisfaction and Satisfaction respectively.
Table No. 9
Reason for attracts these Biscuits
Reason No. of Respondents
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 30
Comparison Study between Sunfeast and Britannia Biscuits
Quality 10
Low price 3
Quality with Taste 11
Brand 1
10
3
11
1
No. of Respondents
QualityLow priceQuality with TasteBrand
This graph shows the reasons for attract customers, for quality 10
respondents, for low price 3 respondents, for quality with taste 11 respondents
and only one for brand.
Table No. 10
Suggester for buy this Biscuits
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 31
Comparison Study between Sunfeast and Britannia Biscuits
Suggester No. of Respondents
Family member’s 7
Friends 11
Relatives 4
Dealer 3
Family member’s
Friends
Relatives
Dealer
0 2 4 6 8 10 12
No. of Respondents
No. of Respondents
This graph who is suggest to buy biscuits, Family member’s are 7,
friends are 11, relatives are 4 and dealer are 3 out of 25 respondents.
Table No. 11
Happy to buy these products
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 32
Comparison Study between Sunfeast and Britannia Biscuits
Yes or No No. of
Respondents
Yes 25
No 0
25
No. of Respondents
YesNo
This graph shows happiness of respondents while purchasing biscuits. All
respondents are happy to buy biscuits.
Table No. 12
Respondents give importance this Biscuits
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 33
Comparison Study between Sunfeast and Britannia Biscuits
Leval of importance No. of Respondents
Very high 2
High 21
Low 1
Very Low 1
Very high High Low Very Low
0
5
10
15
20
25
No. of Respondents
Axis
Title
Thus graph shows respondents level of importance to the biscuits, 2
respondents are very high, and 21 respondents are high, One for each low and
very low.
Chapter 6
Findings, Suggestions and conclusion
Findings
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 34
Comparison Study between Sunfeast and Britannia Biscuits
Highest demand product of biscuit is Britannia
The maximum responded are used biscuits as snakes
Sales man were fail to focus the biscuit
Advertisement are effectively introduced biscuit to market
Quality of both product were good in market
Packing of the products were good
Responded will attract for quality & test of biscuit
Respondence have give high level of importance to buy to purchase
Suggestions
Sunfeast and Britannia have to give attention towards Advertisement.
Both products have to maintain its status by providing more facilities.
Develop more variety of biscuit so that the customer could not return in
case of lack of choice.
Since the SUNFEAST biscuit is not very much recognized so the
company should take necessary steps not only on advertisements but the
company should also give emphasis on other gift schemes.
The company should start the very heavy advertising campaign so that it
is easy for them to differentiate with other biscuits available in the
market.
Improve the prestige & brand name of biscuits
The price of biscuit should be reduced
Dealers effectively participation in promotion of biscuit
CONCLUSION
Consumer Behaviour will help to learn consumer buying attitude.
In biscuits not get much more awareness from public, so kindly to
improve the advertisements and other improvements process. The most
biscuits consumer is student and housewife, to introduce more flavors
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 35
Comparison Study between Sunfeast and Britannia Biscuits
and improve the taste and quality of the biscuits. The most buyers to
consume under quality of the biscuits and other option are price. To give
important to street vendors because more number of people consumed
under street vendors. So kindly improve the advertisement and give more
awareness to the people.
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 36