Oreo in India : Launching and Establishing a Global Brand in India Using Integrated Marketing Communication Effectively

1. Presented By
Case Study
 Ashwini
 Hemanth V
 Vijaya Nagesh
 Sujay G Gowda
 Bharath H J
 Syed Sajid

2. For most of its 100-year plus existence, oreo was consistently America's
best loved cookie, but today it is a well-established global brand. This
case demonstrates how oreo brand's successful entry into the indian
market was well organised using the communication mix elements such
as advertising, sales promotion, events and experiences and public
relations to establish the brand during the launch phase and
subsequently stabilize and grow the brand in India.

3. Background & History
The "Oreo Biscuit" was first developed by the National Biscuit Company
(today known as Nabisco) in 1912 at its Chelsea Manhattan factory in New
York,US.
Today, location of this factory is known as "OreoWay."
On March 6, 2012, the famous cookie brand, Oreo, celebrated its 100th
birthday.Currently it is owned by Mondelez International.
Until the mid-1990s, Oreo largely focused on the US market - as reflected in
one of its popular advertising slogans in 1980s, "America's Best Loved Cookie".
But limited growth opportunities in the US Market spurred the company to
turn to emerging markets like China and India. Mondelez International,
launchedCadburyOreo in India in March 2011.

4. Oreo in India
Mondelez was present in India in chocolates , Beverage and candy categories. The company
entered India Biscuit market with their lead brandOreo in 2011
It launched as Cadbury Oreo because Cadbury is a strong brand name in India, and initially
focused on generating awareness and rapid trials.
Key objectives of the launch were
1. Gain a 1% share in Biscuit category in
first year.
2. Build awareness, 40% trials and 40%
repeat purchase in priority markets.

5. Competitive scenario in the biscuit category in 2011
The Biscuit category was growing at 17% in India(2010).
41%
26%
8%
25%
Three Biscuit category - Parle (41%), Britannia (26%) and ITC (8%),
who dominated the biscuit market with a total of 75% market share.
These players had been present in the market for many years and had
a strong portfolio.
And the Biscuit category was a very competitive market - only two
brands (Parle-G and Britannia Good Day) in a pool of about 1000
brands had garnered more than a 5% market share. Even established
brands like Hide and Seek, Monaco and Bourbon had less than 2%
market share.
Biscuit Company
Market Share in India
This shows the seemingly difficult for new brand to enter into Biscuit category in India.
From being a leader in chocolates category in India, Mondelez was now a challenger in the Buiscuits
category.

6. Rank Brand % Value share
7 3.0 %
8
2.5 %
12
1.6 %
14
1.4 %
15
1.4 %
Market share of brands in the biscuits category ( in 2011)
Rank Brand % Value share
1 19.9 %
2 8.7 %
4 4.2 %
5 3.5 %
6 3.5 %

7. SWOT ON THE COMPETING BRAND & OREO
STRENGTHS
Parle, Britannia and ITC Oreo
 More market share
 VeryGood brand recognition.
 Diverse product portfolio
 Strong household products like good day, Parle-G and
Sunfeast.
 Strong distribution network
 Consumer loyalty
 Strong brand name ofCadbury in India.
 It offered a unique proposition with its cream-filled
biscuits, targeting households with children.
 The brand had international recognition and a
reputation for quality.
WEAKNESS
Parle, Britannia and ITC Oreo
 Parle-G and other Parle brands were associated
with traditional and basic biscuits, lacking
differentiation and innovation.
 Britannia and ITC faced the intense competition.
 Oreo faced the challenge of establishing itself in a
market dominated by well-established players.
 Limited brand awareness

8. OPPORTUNITIES
Parle, Britannia and ITC Oreo
The growing biscuit market presented opportunities
 To expand its product offerings:
 Product innovation and differentiation.
 To introduce new flavors, packaging innovations
 To expansion into regional markets.
 The growing biscuit market and consumer
willingness to try new offerings.
 Oreo could differentiate itself with its cream-
focused product and capitalize on its
international brand image.
THREATS
Parle, Britannia and ITC Oreo
 The entry of new players likeOreo with innovative
offerings.
 Competition from other established.
 The dominant market share of Parle and Britannia.
 Competitive nature of the biscuit category.
 The need to create differentiation and build brand
loyalty.

9. COMMUNICATIONS STRATEGY DEVELOPED FOR OREA
IN INDIA
1. Advertising Theme: Bringing People Together. (Movement of togetherness)
Through THE OREO RITUAL OF “TWIST, LICK AND DUNK (TLD)”
It became a platform to connect with people beyond the product and bring about taste,
joyousness and family bonding
Oreo’sCommunication message focused on creating:
1. Ritual of Pleasure for the children
2. Ritual of Emotion for the parents

10. 2. Communication Strategy That Addresses The Mother
3. Father-child Relationship The Most Unique.

11. Elements Of The Integrated Marketing Communication
Developed And Executed For Oreo Launch
1. TV CAMPAIGN
3. OUTDOOR
2. RADIO SPOTS
4. DIGITAL ACTIVATION
5. SHOPPER ACTIVATION
• Billboards
• Bus wrap
• Boards inside mall
• Train wrap etc
Example: TLD based sampling in
malls and modern trade stores

12. • Modern Trade Store : Dispensers, Floor shelf units, Standees, Vinyl’s
on wall and Specular displays
• Traditional Trade Store : Top outers, Sleev hangers, Communication
window and Inflated pack danglers to aid purchase.
6. POINT OF SALE
7. OREO ‘TOGETHERNESS MOVEMENT’
• TQ Quize,
• TQ Survey
• Togetherness Pledge
• TLD Games
• A Cookie Corner to Sample Oreo
• A Photo Corner to Capture Fun of Family Moments
• Togetherness Wall

13. Distribution and In-Store Presenence of Oreo : Launch Phase
Early launch focus was on building strong distribution and adequate
availability inTraditionalTrade & ModernTrade.
Hence unique Point of Purchase (POS) devices were developed.
• In Traditional Trade, Counter-top POS devices ensured the brand
stands out and is easily spotted by the shopper.
• In Modern Trade also a similar strategy was followed. This virtually
created a "Wall of Blue" effect in the trade channel emphasising and
enhancing the brands compelling presence.
The primary focus during the in-trade launch was on building the
presence of brand Oreo and hence all trade investments were focused on
improving the on-shelf presence forOreo.

14. BRAND SUCCESS DURING THE LAUNCH PHASE IN INDIA
(Brand performance against its objectives)
1. BrandShare
Oreo’s target 1% share was achieved within 6 months in the market.
2. Building BrandTrials and Repeats
Brand trials and repeats exceeds targets for both children and adults within 4 months of the
brand’s launch
3. BrandAwarenessScores
Oreo brand awareness beat other cream biscuits brand’s awarness
4.Oreo Launch – Facebook Results
-Oreo among top 30 brands on Facebook in India
-Oreo India FacebookCommunity crossed 45000 members in just 9 weeks
-Within 5 months it crossed 5,00,000 members

15.  Factor that contributed to the brand success during launch face
 Strong brand name cadbury
 Oreo brand international recognition, reputation and its best quality.
 Unique proposition with its cream-filled biscuits.
 Advertising theme bringing eople together throughTWIST, LICKAND DUNK.
 Father-child relationship the most unique theme
 In Store Presence and Point of Sale (POS)
 OreoTogetherness Movement
 Other integrated marketing communications such as TV, radio,digital website,
social networking, out of home advertising, merchandising and sale
promotions.

16. NEXT PHASE OF BRAND’S INTEGRATED MARKETING
COMMUNICATION PROGRAMME
The next phase of Oreo's integrated marketing communication (IMC) program could focus on further
strengthening the brand's position in the Indian market and expanding its consumer base. Here are some
key elements that could be included in the next phase:
 Enhanced Digital Presence
 Personalized Marketing
 Product Innovation and Expansion
 Experiential Marketing
 Cause Marketing andCorporateSocial Responsibility
 Integrated RetailStrategies
 Continued Market Research andConsumer Insights:
By implementing these strategies in the next phase of its IMC program, Oreo
can continue to strengthen its brand presence, engage with consumers, and
drive further growth in the Indian market.

17. CONCLUSION
In conclusion, Oreo's success in the competitive biscuit market in India can be
attributed to its exceptional differentiation strategies. Through innovative
product offerings, strategic in-store placements, and effective consumer
engagement, Oreo has established itself as a preferred choice for consumers.
The brand's keen understanding of consumer insights and ability to fulfill their
desires has created a unique ritual around the brand. Oreo's extensive use of
integrated marketing communication tools, including mass media, consumer
programs, social media, and more, has further amplified its differentiation and
solidified its position in the crowded market.

18. THANK YOU