My internship Project work in White thoughts and Branding

1. Presented By Anudeep Gupta Pabba

2. Research Report of Pullareddy Sweets

3. Key findings - Sweet Industry in India
• India, One of the largest snack markets in world, has an market of value $ 1
billion and over 4 million tons in terms of volume.
• The industry has been growing around 16% for the last three years
• Branded segment is growing around 25% per annum.
• The Indian Sweet market is currently valued at around $664 million, with
about 70 per cent share ($ 461 million) in sugar Confectionery and the
remaining 30 per cent ($ 203 million) in Namkeen confectionery.
• The organized market for confectionery in India is valued at Rs 2,000 crore. As
per the study by Euromonitor, the Indian sugar confectionery market is
projected to expand at a compounded annual growth rate (CAGR) of 10%.
• Growing population, rapid urbanization, changing consumer preferences etc
are expected to keep the demand increasing in future too. With a well-
integrated supply chain and a good marketing strategy, a tremendous
opportunity lies for these industries industry in India.

4. Key findings Sweet Industry – User pattern in India
Sweet Consumption trends in India
Source: Financialexpress.com
Hyderabad stands in 7th Place of
Consumption of Sweets in India

5. India Retail Market (Overall) : By Category
Category 2006 2011 2016 CAGR (2011-16)
Food and Sweet 217 325 425 5.50%
Apparel 25 35 50.2 7.50%
Jewellery & Watches 16.5 25.6 44.2 11.50%
Consumer Electronics & IT 16.5 22.7 42.8 13.50%
Pharmacy 8 13.9 23.4 11.00%
Furnishings & Furniture 6.5 9.1 17.1 13.50%
Restaurants and Food Joints 4.6 8.8 15.8 12.50%
Footwear 3.6 4.5 8.3 13.00%
Beauty Services 0.6 1.3 3 18.00%
Health/Fitness Services 0.4 1 2.5 20.00%
Others 11 23 42.5 13.10%
Total (US$ Bn) 310 470 675 7.50%
Source:TechnopakAnalysis:EmergingTrendsinIndianRetailandConsumer:2011

6. India Retail Market (Organized): By Category
Category 2006 2011 2016 CAGR (2011-16)
Food and Sweets 2 9 34 30.00%
Apparel 3.5 5.5 8 8.50%
Jewellery & Watches 1 2.5 7.5 25.00%
Consumer Electronics & IT 1.5 4 18 35.00%
Pharmacy 0.2 0.8 4.5 41.00%
Furnishings & Furniture 0.4 0.7 1.2 12.00%
Food and Beverage (Eating Out) 0.5 1.5 6 30.00%
Footwear 1 1.7 3.8 17.50%
Beauty Services 0.2 0.2 0.5 20.00%
Health/Fitness Services 0.1 0.2 0.6 25.00%
Total (US$ Bn) 10 26 84 26.00%
Source:TechnopakAnalysis:EmergingTrendsinIndianRetailandConsumer:2011

7. Objective of the Survey
• To compare pricing, packaging, taste, staffing, walk-in rate,
sale rate, innovation and customizability, variety, most and
least sold out product or type with the said client as
compared to market competitors
• To identify problem areas and differences with the said
client as compared to market competitors
• To identify problem areas store-wise
• To gain feedback from customers in view point of value
parameters like price, taste, quality
• To review client vision, mission and goals
• To formulate guidelines for the rebranding project

8. Survey

9. Five Force Model
Industry
Buyer
Power
Supplier
Power
Threat of
Substitutes
Potential
Entrants
• The survey was done on Porter’s five forces model, the competitor and new entrant strengths and replacing
capabilities were analyzed with comparison to the said client.
• The buyer power was analyzed as to what factors catalyze their act of buying sweets.
• A threat of fading value was identified by threat of substitutes in the near/far future.

10. Survey Outline
- Competitors Shagun,Vellanki, Dadus,Almond House, Shubh Avsar
and Emerald customers and outlets were surveyed, hereby they will
be collectively called “Competitors”
- Client outlets an walk-in customers were surveyed in the same
fashion, hereby they will be collectively called “GPR Outlets”
- The UDM’s were interviewed individually about their outlets,
competitors , industry, vision and plans of expansion.

11. Outlets

12. The following charts are a comparison of bothGPR and Competitor
outlets, the stores were rated on the on a scale of 1-5 ; 1 being very
bad and 5 being very good.
They were rated on the following parameters;
• Price
• Taste
• Quality (freshness)
• Sales service
• Location
• Variety
• Innovation

13. Price
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Emerald Almond
House
Dadus Shub
Avsar
Vellanki Shagun Pulla
Reddy

14. Taste
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5

15. Quality
0
1
2
3
4
5
6

16. Sale Service
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Emerald Almond
House
Dadus Shub
Avsar
Vellanki Shagun Pulla
Reddy

17. Location
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Emerald Almond
House
Dadus Shub
Avsar
Vellanki Shagun Pulla
Reddy

18. Variety
0
1
2
3
4
5
6

19. Innovation
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5

20. The following charts are the comparison of consumer
opinions at both competitor stores and GPR outlets on an
average;
The percentages are based on an average calculated from
consumer opinions at all stores.

21. What are the reasons you choose this store ?
- Quality,Taste ,Well-known , Location , Recommended
0
5
10
15
20
25
30
35
40
45
Quality Taste Well-known Recommended Location
Emerald Almond House Dadus Pulla Reddy

22. Key Findings
- The said client brand runs on legacy, well-know
the long run the client brand value might depreciate
because of its fading value proposition.
- The said client brand rates low on location when
to other main competitors who are present in prime
locations.
- The said client rates lowest on the taste parameter,
reasons for this are unknown.
- The said client is the least recommended outlet,
reasons for it could be the lack of attractive

23. Do you think the price is worth it ?
-Yes - No - Maybe
0
10
20
30
40
50
60
70
80
90
Emerald Almond House Dadus Pulla Reddy
Yes No High

24. Key Findings
- The buying category at the said client’s store is most
prominently middle class economic zone, the lowest
prices in the market are still high for the community.
- Buyers at the competitor stores are upper middle
class community, most likely because of the locations
are located and the client is not. At locations where
is not a primary factor.
- The buyers are conscious about what price they buy
product.
- The said client’s pricing is lower than 80% of its
competitors.

25. Which of the following do you think lacks in store ?
Service, Ambience, Good Packaging andVariety
0
5
10
15
20
25
30
35
40
45
Service Ambience Good Packaging Variety
Emerald Almond House Dadus Pulla Reddy

26. -The said client fails largely in sales service, the bar staff is
seldom responsive, interactive and knowledgeable lest
compared to the competitors.
- The said client also lacks a range of good packaging.
- The said client ranks low when creating a wholesome
customer experience when because of mundane
ambience.
- The clients competitors rank high in sales service and
variety.

27. What other categories or combos do you expect ?
Cookies ,Savouries ,Pickles , Nothing
0
10
20
30
40
50
60
70
80
90
100
Cookies Savouries Pickles Nothing
Emerald Almond House Dadus Pulla Reddy

28. What purpose do you usually buy sweets for ?
Personal consumption ,Festivals, Gifting ,Distribution
0
10
20
30
40
50
60
Self Gifting Festivals Distribution
Emerald Almond House Dadus Pulla Reddy

29. Problem Area
• The current crowd at the client outlets range from 30-55, the younger
generation is off the hook.
• The brand is not primarily available in varieties that are appealing to
North Indians, the crowd shifts to largely South Indian precisely only
Telugu people which makes our products niche.
• There is a large gap between the management, staff and the customer
which have to be bridged.
• The packaging is big lag due to use of multiple logos, no standard theme
and design. Uniformity and consistency are far taken aback.
• The brand recall is relying on a single factor legacy, this has to be re-
written to create a whole new experience and pass the pride factor to the
end consumer.

30. Identifying GPR Existing BrandValues
Product Class
Description
• Sweets
• Savouries
• Pickles
Quality • Value for money
• Strong Pedigree
Latent • Relying in legacy and
pride factor
• Very old-fashioned

31. Transforming GPR Existing Brand Values
Product Class
Description
• Sweets
• Savouries
• Pickles
Quality • Value for money
• Strong Pedigree
Latent • Relying in legacy and
pride factor
• Very old-fashioned
Pure Ghee House to
Traditional Snack
House
Reinforcing
Purity
Larger than
Life

32. Consumer Buying Perception
• Quality, Price, design are key factors considered at the time
of purchase.
• Deck up for special occasions to look good so that people
look up to you.
• Owning a product from us should be a status symbol.

33. Highlights /Que from the SWOT analysis
• Rebranding @ user friendly ( experience ,feel etc)
• TargetingYoung People
• Need to focus on IT & ITES group
• Tech presence

34. Communication challenge
• Establish: Sweet as a need across all the age groups
• Create demand and generate image to the stores
• People must identify with the Store as their ideal
destination.
• To establish the factor of reliability & bonding with the
brand
• To project as trustworthy brand and create Goodwill.

35. Marketing Calendar
The way forward
For Image & Emotional
Connect-
OOH & Radio
To Build Salience –
Improve Shop Visibility
Selective OOH media
For Fueling Growth –
Print & Web
Local Promotions – Cinema Screens
High dose of on-ground engagement with tying up with Radio
for activations
New Concept Promotions

36. Blind Test (For internal Employees)

38. Aggregate Survey Result

39. • Association of Pulla Reddy sweets with
Park-Hyatt and Radison-Blu
• Internal Branding of Koneru Lakshmaiya
University
• Involved in G.Pulla Reddy TVC Ideation

40. Thank You