SWOT ANALYSIS OF
Presented to: prof. Sugandha
Subject : Managerial Economics
A. Uma Ganesh
Roll no: 09M053
1. Company overview 3
2. Vision of Cadbury 8
3. Values of Cadbury 9
4. Research & Development 11
5. SWOT on R & D 13
6. Marketing Strategy 15
7. Marketing SWOT 17
8. Conclusion 19
9. References 19
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Cadbury is a leading global confectionery company with an outstanding portfolio of
chocolate, gum and candy brands. They create brands people love - brands like Cadbury,
Trident and Halls. Their heritage starts back in 1824 when John Cadbury opened a shop in
Birmingham selling cocoa and chocolate. Since then they have expanded their business
throughout the world by a programme of organic and acquisition led growth. On 7 May 2008, the
separation of their confectionery and Americas Beverages businesses was completed creating
Cadbury plc with a vision to be the world's BIGGEST and BEST confectionery company.
A few facts and figures
♣ They make and sell three kinds of confectionery: chocolate, gum and candy.
♣ They operate in over 60 countries.
♣ John Cadbury opened for business in 1824 - making us nearly 200 years young.
♣ They work with around 35,000 direct and indirect suppliers.
♣ They employ around 50,000 people.
♣ Every day millions of people around the world enjoy their brands.
♣ With over 45,000 employees working across their business in over 60 countries, Cadbury
is a large and complex organization.
♣ From 2003 to 2008 the confectionery business was led through a strong regional model to
ensure their top-down strategy was consistently implemented around the world. In 2006,
they introduced a strong category-led commercial organization which has progressively
been developing its role and impact since.
♣ At the beginning of 2009, they eliminated the regional structure to operate as seven
business units and leverage the strengthened category leadership across their markets. In
this section, you can find a description of their business units and functions.
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Their operations are split into seven business units:
♣ Britain and Ireland,
♣ Middle East and Africa (MEA),
♣ North America,
♣ South America,
♣ Asia, and
While each unit’s management focuses on commercial operations in their geographical area, the
unit also maintains teams from each of the functions below.
In conjunction with the seven business units described above, they have seven global functions.
♣ Science & Technology
♣ Supply Chain
♣ Human Resources and Corporate Affairs
♣ Finance and Information Technology
♣ Legal and Secretariat
This structure enables the business units to focus on delivering the Group’s commercial agenda
and top-line growth, and allows the functions and categories to develop and drive global
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strategies and processes towards best in class performance, while remaining closely aligned to
the regions' commercial interests.
Cadbury operates in the global confectionery market. The market is large, growing and has
attractive dynamics. The global confectionery market is the world’s four largest packaged food
markets. It represents 9% of that market, and has a value at retail of US$141 billion. Chocolate
is the largest category, accounting for over half of the global confectionery market by
value. Gum is the fastest growing confectionery category.
Globally, confectionery is growing at around 5% p.a., faster than many other packaged food
markets. Developed markets, which account for around 67% of the global market, grew 3% p.a.
between 2001 and 2006.
They are investing in their most advantaged brands. Together, they generate
approximately half their total revenue and have significantly higher profitability than their
confectionery portfolio as a whole. They are Cadbury Dairy Milk, Trident, Halls, Green &
Black’s, The Natural Confectionery Co., Creme Egg, Eclairs, Flake, Dentyne, Clorets,
Hollywood, Stimorol and Bubbaloo.
By being globally strong across all three confectionery categories, they are building
competitive advantage – creating the right range, to be available everywhere, and for everyone.
They have a natural growth path based on making the most of their total confectionery business
and specific strategies for each category. In many markets they are already leaders in one or two
categories and can expand into a second or third by making the most of their global capabilities.
So in the UK their strength in chocolate and candy has enabled us to launch successfully into
gum. Similarly in India, they’ve expanded into the bubblegum business. And in the USA,
they’ve added chocolate to their gum and candy business.
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Within confectionery there are three categories: Chocolate, Candy and Gum. We have
a total confectionery model with strong positions in all three categories. For more information on
our categories and brands please see Categories and Our Brands.
Category dynamics vary
Overall, the confectionery market is relatively fragmented. Even after the merger of
Mars and Wrigley, the top five players account for only 42% of the market.
Chocolate: Represents the biggest segment in the category with a 55% share in value and has
been growing at a rate of 6% in the last four years. Chocolate is mainly a regional business
where consumers seek a particular taste in each market. This brings about fragmentation in the
market as well as complexities in production. The top five producers account for 50% of the
global market, and there is scope for rationalization.
Gum: With a 14% share in confectionery sales, is the fastest growing segment at 7%, led by
innovation and marketing. This is the most consolidated segment with the top two players,
Wrigley and Cadbury, accounting for over 60% of the market. Gum ‘travels well’ and well-run
global businesses can generate good economies of scale. Innovation and formulation are also
important barriers to entry to new competition.
Candy: Is the most fragmented confectionery segment with a proliferation of local brands and
growth around 4%. The top five players represent only a quarter of global confectionery sales.
Functional candy such as cough drops, indulgent candy such as premium toffees and natural
products without artificial colours or sweeteners, has been drivers of market growth.
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VISION & VALUES
VISION OF CADBURY
♣ Be the world’s BIGGEST and BEST confectionery company.
Purpose: Creating brands people love.
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Their vision in to action
a) Governing objective: To deliver superior shareowner returns.
b) Priorities: Growth, efficiency capability
Growth: Their growth priority is represented by the mantra – Fewer, Faster,
Bigger, Better. They focus on a number of advantaged global and regional brands,
invest in getting their new product developments into more markets faster, use
joined up commercial and marketing programmes to have a bigger impact and
underpin the whole plan by executing their initiatives better.
Efficiency: Their efficiency priority recognizes that it is not enough to grow; they
must also be more profitable. They maintain a relentless focus on cost and
efficiency by reducing central functions and costs; consolidating their businesses
and reconfiguring their manufacturing and distribution. Their vision in to action
will help increase their margins to mid-teens by 2011 with the aim of delivering
mid-term margins by 2011.
Capability: Their capability priority ensures they continue to invest in the right
organization and skills to win. They have simplified and strengthened their
organization to a pure-play confectionery business. They manage their commercial
strategies on a global basis through their three categories of chocolate, gum and
candy and strong functional leadership.
Values of Cadbury
They are performance driven, values led. Throughout changing times, their constant
values have inspired us to be pioneers in business and in corporate responsibility. They help
ensure they are proud of their company and are critical to their core purpose of creating brands
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Their values are:
♣ Performance: They are passionate about winning. They compete in a tough but fair
way. They are ambitious, hardworking and make the most of their abilities. They are
prepared to take risks and act with speed.
♣ Quality: They put quality and safety at the heart of all of their activities – their
products, their people, their partnerships and their performance.
♣ Respect: They genuinely care for their business and their colleagues. They listen,
understand and respond. They are open, friendly and they coming. They embrace new
ideas and diverse customs and cultures.
♣ Integrity: They always strive to do the right thing. Honesty, openness and being
straightforward characterize the way they do business. They have clear principles and do
what they say they will do.
♣ Responsibility: They take accountability for their social, economic and environmental
impact. In this way they aim to make their business, their partners and their communities
better for the future.
Their Business Principles are their code of conduct and also take account of global and local
cultural and legal standards. They confirm their commitment to the highest standards of ethics
and business conduct.
Their Leadership Imperatives
Their leadership imperatives are the behaviors that they need to be performance driven
and values led.
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Aggressive: Working at pace. Competing to win and be first in the marketplace.Passionate about
being the best.
Growing their people: Making the most of both your own capabilities and those of others
Accountable: Delivering on your role and responsibilities. Making and honoring decisions.
Living their values: Actively looking to promote and advance their values.
Adaptable: Being innovative and resilient. Taking on change and new ideas.
Forward thinking: Making sound decisions with speed and the longer term in mind.
Motivating: Inspiring each other to achieve great things.
Collaborative: Delivering with others across teams and countries.
REASEARCH & DEVELOPMENT
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♣ R & D deals with innovation. Innovation is right at the heart of creating brands people
love. Not just new products and improved recipes, but also innovative packaging formats
and world-class brand communication.
♣ R & D of Cadbury plays a role in knowing about the following
♣ They’ve made a science out of knowing what people want now – and in the future. It
might be as simple as just responding to gum chewers who want the flavour to last
longer. Or as sophisticated as putting consumer insights together to spot trends and
generate foresights – projecting forward to anticipate and meet the changing needs of
Their Path To Growth:
Over the past few years we’ve interviewed over a quarter of a million people in 47
markets and developed a unique consumer framework, called Pathfinder, offering a map of
confectionery lovers around the world. We’ve been struck by the commonalities across different
markets – people are more alike than you might imagine. And this helps us know how to share
their innovations with consumers around the world – finding the right path to grow from country
In Innovation They Follow
Centred In Science: Take centre-filled gum. Developed centrally and rolled out under global
and local brands in over 80 markets around the world, it has been a great success – now
generating revenue of nearly £300 million a year. Its success is in large part due to the winning
combination of great taste – knockout flavour combinations that also last due to patented flavour
encapsulation technology – and remarkable texture – a crunchy shell, bigger and more chewably
soft gum, and a delicious liquid centre. It’s the result of years of development, not just in
discovering the winning recipe but also how best to make and transport it.
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Doubling Their Development: Their investment in the technology of taste, flavour,
packaging, process development and nutrition has never been greater. They have doubled our
innovation rate, creating new global centres of excellence for chocolate, gum and candy and
establishing new expert partnerships to help speed up and enhance our innovation. Investing in
science and technology and concentrating on developing a smaller number of innovations that
will have a bigger impact on their business around the world is paying off.
Brand New-Brand Communication: The world of brand building is undergoing a revolution
and they are right on the frontline – online and everywhere. Today’s brands are built in places
beyond your TV screen and they are leading the way in opening more doors for consumers to
interact with the brands they love.
Putting It All Together: They Stride brand with its ‘ridiculously long lasting flavour is an
example of innovation right across the spectrum: great insight creating a new brand in a new
format, using new recipe technology, and new packing, all communicated in a new way. Our
innovative communication campaigns include an annual Summer Solstice party and sponsorship
of the online sensation Dancing Matt.
SWOT Analysis of R&D in Cadbury:
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♣ Cadbury is the largest global confectionery supplier, with 9.9% of global market share.
♣ High financial strength (Sales turnover 1997, £7971.4 million and 9.4%)
♣ Strong manufacturing competence, established brand name and leader in innovation.
♣ Advantage that it is totally focused on chocolate, candy, chewing gum, unique
understanding of consumer in these segments.
♣ Successfully grown through its acquisition strategy. Recent acquisitions, including
Adams, 2003, enabled it to expand into important markets like the US market.
♣ The company is dependent on the confectionery and beverage market, whereas other
competitors e.g. Nestle have a more diverse product portfolio, where profits can be used
to invest in other areas of the business and R&D.
♣ Other competitors have greater international experience - Cadbury has traditionally been
strong in Europe. New to the US, possible lack of understanding of the new emerging
markets compared to competitors.
♣ New markets. Significant opportunities exist to expand into the emerging markets of
China, Russia, India, where populations are growing, consumer wealth is increasing and
demand for confectionery products is increasing.
♣ The confectionery market is characterized by a high degree of merger and acquisition
activity in recent years. Opportunities exist to increase share through targeted
♣ Key to survival within the FMCG market is increasing efficiency and reducing costs.
Cadbury Fuel for Growth and cost efficiency programmes seek to bring cost savings by:
1. Moving production to low cost countries, where raw materials and labour is cheaper.
2. Reduce internal costs - supply chain efficiency, global sourcing and procurement, and
wise investment in R&D.
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♣ Innovation is key driver. To respond to changes in consumer tastes and preferences -
healthier snacks with lower calories need to be developed. R&D and product launches
have led to sugar-free & center filled chewing gum varieties and Cadbury premium
indulgence treat. Low-fat, organic and natural confectionery demand appears strong.
♣ Worldwide - there is an increasingly demanding cost environment, particularly for
energy, transport, packaging and sugar. Global supply chain in low cost locations.
♣ Competitive pressures from other branded suppliers (national and global). Aggressive
price and promotion activity by competitors - possible price wars in developed markets.
♣ Social changes - Rising obesity and consumers obsession with calories counting.
Nutrition and healthier lifestyles affecting demand for core Cadbury products.
MARKETING STRATEGY OF CADBURY
Attracting Shoppers Attention:
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Standing their from the crowd in-store is key to winning at the point of buying. So
investing in our product displays is also investing in our shopping experience and in helping our
retail customers ensure they serve you right.
On Every Hand Everywhere:
Busy shoppers want brands to be close to hand. Their retail customers demand
flawless service. And it is our business to deliver.
They have been selling gum in Brazil for over 60 years, since the launch of
Chiclets in 1944. With the addition of Halls, Trident and Bubbaloo, today Cadbury is the No. 1
player in what is one of the world’s largest confectionery markets. Their sales force has played a
critical role in our success. Our 1,200-strong sales force visits a staggering 200,000 customers in
more than 2,500 cities. Making an average of 360,000 individual calls every year, in vans,
motorised tricycles, bicycles and even on foot, our sales team not only deliver, collect and
merchandise our products and brands but also advise customers on merchandising and selling
Growing with Emerging Markets:
Emerging markets currently account for more than a third of their revenues – a
percentage that is growing year after year. They are the confectionery leader in these exciting
and dynamic parts of the world. Their business in India is a great example of their approach and
has grown by over 20% annually for the last three years.
A strong foundation
They have been in India for 60 years and have a strong heritage and leadership position
with a 30% confectionery market share. We’re the No 1 chocolate brand with a chocolate market
share of over 70%. In fact, we’re so closely associated with chocolate that cocoa trees are often
called Cadbury trees. Even so, only around a third of the population currently buys chocolate.
That’s 700 million people still to introduce to the delights of Cadbury.
Growing with the market
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Appealing to a broader range of consumers is at the heart of their plan. So they have
created a base range of their popular chocolate brands at more affordable price points. But we
also know that, as incomes rise, the demand for more premium gifts grow. their Diwali gifting
range has enjoyed notable success.
Cadbury Bournvita was launched here in 1948 and throughout its history has always
sought to provide nutrition that aids growth and all-round development today, the natural
goodness of malt, chocolate and milk is fortified with vitamins A, B1, B3, B6, B12 and C, plus
iron, protein, calcium, zinc, manganese and folic acid. No wonder it’s ‘a cup of confidence’.
They have increased their presence in the candy category through Halls and Cadbury
Dairy Milk clairs. As in other emerging markets with hot climates, Eclairs are proving popular
as an indulgent affordable treat. With delicious Cadbury chocolate in the middle, they melt in the
mouth, not in the heat. A new Eclairs Crunch format, with a crispy caramel shell, is just as
affordable and even more at home in hot weather.
True to their total confectionery plan, they are also entering new categories, applying their know-
how from their success in other markets. They have already gained over 9% of the Indian
bubblegum market with the launch of Bubbaloo – a Latin American import that’s off to a great
Cadbury Marketing SWOT Analysis:
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♣ Key US soft drinks player – the Dr Pepper Snapple Group has inherited a position as a
leading soft drinks player in the US, boasting high-profile brands such as those which
comprise its name and the likes of 7-Up and Schweppes.
♣ Independent drinks business – following the demerger from Cadbury Schweppes, the sole
focus of the new Dr Pepper Snapple Group is soft drinks, a status that should allow it to
better target growth in the sector.
♣ Strong distribution system – the Dr Pepper Snapple Group has inherited the largest
independent distribution network in the US and a reduced reliance on Coca-Cola
Enterprises and Pepsi Bottling Group for securing access to the market for its brands.
♣ Overexposed to US carbonates – despite its emphasis on expanding its non-carbonates
presence, the Dr Pepper Snapple Group remains over-reliant on the floundering US
carbonates market. As such, it is exposed to fluctuations in this marketplace.
♣ Weaker financial position – following the demerger, the Dr Pepper Snapple Group finds
itself operating without financial backing of what was the much larger Cadbury
Schweppes group, which could also rely on confectionery revenues.
♣ Limited product portfolio – the Dr Pepper Snapple Group has a smaller product portfolio
than its competitors, in particular The Coca-Cola Company and PepsiCo, which provides
a smaller base from which to rapidly expand and diversify its product offer.
♣ Geographic constraints – owing to the multiple franchisee ownership of core brands such
as Schweppes, Dr Pepper and 7-Up, the Dr Pepper Snapple Group is restricted in terms of
international expansion, which given its reliance on the US, is a definite weakness.
♣ Cadbury role shrinks – in its new guise, Cadbury Plc became a smaller-scale, regional
soft drinks player and hence, cannot rely on the same level of financial backing and brand
exposure to generate revenues as was available before.
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♣ RTD tea potential – the Dr Pepper Snapple Group is in a good position to exploit growth
in RTD tea in the US in the short term as consumers continue to abandon carbonates in
search of better for you non-carbonated beverages.
♣ Functional fillip – functional bottled water and other functional drinks in the US are
growth opportunities for the Dr Pepper Snapple Group, with the shift away from
unhealthily perceived carbonates benefiting better for you beverages.
♣ Bolder market segmentation – the Dr Pepper Snapple Group has the ability to benefit
from a bolder approach to its functional drinks portfolio. Beverages which claim to lower
blood pressure levels, make the skin beautiful and increase fat burning are among the
latest to emerge on the market.
♣ Non-carbonates in Australia – Cadbury Plc is in a position to benefit from marked growth
in a number of non-carbonates categories in Australia, in particular bottled water,
functional drinks and RTD tea, with all three set to outperform overall soft drinks.
♣ Key market maturity – the Dr Pepper Snapple Group’s key US carbonates market is set to
contract in the short term, as consumers continue to switch to healthier soft drinks. This
malaise will put pressure on margins at the company.
♣ High level of industry consolidation – the global soft drinks market is characterised by a
high level of consolidation, with the top rankings held by the major companies The Coca-
Cola Company, PepsiCo and Danone. As these companies are stretching their operations
globally, this will pose challenges for the Dr Pepper Snapple Group in terms of entering
new markets and building out its core sector presence.
♣ Rising raw material costs – the price of raw materials such as packaging, fruit and fuels
are expected to continue to rise in the short term, a development which is certain to place
greater downward pressure on the company’s profit margins and threaten development
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Although other chocolate firms like NESTLE are giving good completion to CADBURY,
it stood in a no1 position. The CADBURY success is because of their big vision i.e., “Be the
worlds BIGGEST and BEST Confectionery Company” and their purpose i.e., “Creating brands
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