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britania co.
 

britania co.

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    britania co. britania co. Presentation Transcript

    • Britannia Khao World Cup Jao
    •  
    • Britannia industries limited
      • Company profile
      • Established in 1918 as a small bakery in dum dum,kolkatta with an initial investment of Rs. 295.
      • Company milestones
      year achievements   1975 Britannia Biscuit Company takes over biscuit distribution from Parry's 1983 Sales cross Rs.100 crore 1989 The Executive Office relocated to Bangalore 1992 BIL celebrates its Platinum Jubilee 1993 Wadia Group acquires stake in ABIL, UK and becomes an equal partner with Groupe Danone in BIL 1997 Re-birth - new corporate identity 'Eat Healthy, Think Better' leads to new mission: 'Make every third Indian a Britannia consumer' BIL enters the dairy products market 1999   "Britannia Khao World Cup Jao" - a major success! Profit up by 37%
    • Products
    • products %share biscuits 85 breads 6.5 dairy 2 cackes 4.5 others 2.5
    • BRITANNIA'S FOOD STRATEGIES BISCUITS: Target customers to capture growth in each category by segmenting the market both along conventional lines and through segmentation DAIRY: Enter selective segments to establish a presence so that the portfolio includes premium as well as popular brands BREAD: Continue with the category despite being a low-margin market since its presence is a logical extension of its expertise in bakery products
    • Mass communications; advertising &sales promotions
      • Developing and managing an advertising program includes
      • Selecting the objective
      • Deciding on the advertising budget
      • Developing the advertising campaign
      • Choosing the communication vehicle
      • evaluation
    • The 5 M’s Of Advertising
    • Why BIL choose event and experience strategy for sales promotions ?
      • Golden opportunity to generate sales
      • Cricket in INDIA was ‘pervasive nasha’-an addiction enfolding masses
      • Biscuit sales was falling by 30% every year
      • BIL faced another challenge: it was over-dependent on one product, with biscuits accounting for 85 per cent of its turnover last year. Dependence to that degree could have disastrous consequences
    •  
      • Four major sponsers-Pepsi,Vodafone,Emirates and Nat West Bank
      • TVrights not given to a single company but had separate deals for different territories.
      • Brand Storming-Pepsi,LG,Samsung Philips ,Hero Honda , Britannia
    • Bil’s contest
      • `Britannia Khao,world cup jao ' -- a three-month promotion that promises a free three-day trip to UK for 100 lucky consumers of Britannia
      • The company rolled out a wide range of its products bearing the `Britannia khao world cup jao' slogan on the packaging.Consumers were required to collect 100 runs obtained on the purchase of Britannia products and redeem these for cut out coupons -- the key to the luckyprizes -- that can be collected at designated prize centres .
    • PRIZES
      • Cricket book for all who submitted wrappers totalling 100
      • 100 winners to uk trip
      • 100 21 inch colour tv
      • 1000 cricket bats
      • 10000 wrist watches
      • 100000 TIGER CASHEW BADAM biscuit pkt of 75 gms each
      • 400000 CHEKKERS biscuit pkt of 14g. each
    • Results
      • Increased awareness among the consumers
      • Corporate image enhanced-(forbes)
      • Created experience and evoked feelings
      • Expressed commitment to the community-(training for children)
    • No modification was required
    • Persuasive/remider advertising
      • Main concern-
      • Clutter generated due to meganess of the event.
      • Would it really build saliency.
      • Large amount of funds and
      • manpower
    • CLUTTER FACED BY BRITANNIA
      • PepsiCo, Vodaphone, NatWest, and Emirates, LG Group, Outspan, Hero Honda Motors, Scrumpy Jack, and The Daily Telegraph.-clutter.
      • Nobody else had the rights to the use of the World Cup logo, signage, or music.
      • Each got billboard space at every venue
      • First shot at broadcast sponsorship of the event in different countries.
      • Organisers have devised powerful anti-ambush strategies to ensure that competing brands cannot use the World Cup logo.
    • HIGH BUDGET
      • TV during the livecast of the matches is akin to throwing good money after bad returns.
      • First, on both DD and ESPN/Star Sports, they have to buy the entire package of matches, the only choice being the number of spots per match.
      • Britannia would have to pay for a viewership that would be 10 times the dimensions of their target customers.
      • STRATEGY WHICH AVOIDED CLUTTER AND WASTAGE OF FUNDS
      • LAUNCH OF SCHEME………DIDN’T DEPEND ON
      • ADVERTISEMENT DURING LIVE CAST OF MATCH
      • LAUNCH OF SCHEME ………ONE MONTH BEFORE ANY PROMOTIONAL EVENT .
      • Thank you