- Parle Products emerged in 1929 as a small company in Mumbai manufacturing sweets and confectioneries. It later expanded into biscuit production, with its flagship brand Parle-G being produced for over 70 years. - Parle-G has a market share of 60% in the glucose biscuits category in India. It sells over 25 crore packets per month. Parle has retained its market leadership through brand evolution that follows consumption trends. - The brand's simple packaging and avoidance of celebrity endorsements have contributed to its success despite competitive threats over the years. Parle-G is now available internationally and recognized as an iconic Indian brand.

1. History:- in 1929, while India was under British rule, a small company by the name of Parle Products emerged. A small factory was set up in Vile Parle (east) the suburb of Mumbai to manufacture sweets and toffees i.e confectionery products(e.g. Melody,kachaa mango bite etc). A decade later it was upgraded to manufacture biscuits as well. Parle has been producing its flagship product Parle-G for more than 70 years now. Contrary to popular myth the biscuit has always been called Parle-G.<br />The goal was to manufacture and sell sweets and candies. Since then, the Parle name has spread in all directions and has won international fame.<br />Apart from the factories in Mumbai and Bangalore, Parle also has factories in Bahadurgarh, Haryana and Neemrana, Rajasthan. These are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 10 manufacturing units and 75 manufacturing units on contract.<br />Availability outside India<br />Outside India, Parle-G is available in Europe, UK, USA, Canada, Singapore, etc. In Canada, it is sold by Zehrs, Food Basics, Loblaws, etc for only 99 cents for a 418 gram pack. It also is popular across the world and is starting to sell in Western Europe and USA.<br />Recognitions<br />The Brand Trust Report, published by Trust Research Advisory in 2011, ranked Parle in the 58th place as the Most Trusted brands of India.<br />[edit] References<br />^ http://articles.economictimes.indiatimes.com/2011-03-03/news/28650799_1_parle-products-parle-g-glucose-biscuit<br />What are Service brand<br />There is no legal difference between product, trade or service brands. These are economic distinctions, not legal ones. By focusing only on branding per se, ie on signing only, the law does not help us much to understand ether how brands and the branding process work or what the specific characteristics among the various players are.<br />Service brands do exist: Europcar, Hertz, Ecco, Manpower, Visa, Club, Med, Harvard etc. Each one represents a specific cluster of attributes embodied in a quite concrete, thought intangible, type of service: car rental, temporary work, computer services, leisure activities, hotel business or higher education. However, some service sectors seem to be just entering the brand age. They ether do not consider themselves part of it yet or have just started becoming aware that they are. This evolution is fascinating to watch, as it highlights all that the brand approach involves and reveals the specificities of branding an intangible service.<br />The banking industry is a fine example. If bank customer were asked what bank brands they knew, they probably would not know or understand what to answer. They know the names of banks, but not bank brands. This is significant: for public, these names are not brands, indentifying a specific service, but corporate names or bank signs linked to a specific place. <br />Until recently, bank names designated ether the owner of the corporation (Citibank, in India Kotak Bank) or a particular customer group. Name contraction often signals that a brand concept is in formation. Thus, for example, Banque Nationale de Paris has become BNP. Some observers consider this as just a desire to simplify the name, as per the advertising principle’ what’s easy to say is easy to remember’, as short signatures makes it easy to identify the signer. Such abbreviations have definitely had an impact; however, they seem to reduce the whole branding concept to a mere part of the writing and printing process solely within the realm of communication.<br />As they are contracted, these banks make come to represent some kind of relationship instead of a mere person or place. In order to become visible, this relationship may take the form of specific ‘bank products’ ( or standard policies in the insurance industry). But these visible and east-to-imitate products are not the explaination and justification for why they have decided to build a true brand. They are merely the brand’s external manifestation. Buanks and insurance companies have understood the key to want makes them different; the relationship that develop between a customer and a banker under the auspices of the brand.<br />Finally, one aspect of service brands that contrasts with products is that service is invisible. What does a bank have to show, except customers or consultants? Structurally, service brands use slogans. No wonder; slogans are indeed vocal, they are the brand’s vocation, ie. The brands vocation or calling. Slogans are a commandment for both internal and external relations. Through a slogan, the brand defines its behavioral guidelines, and these guidelines give the customer the right to be dissatisfied if they are transgressed. Claiming to be the bank with smile or the bank cares is not enough. These attributes must fully internalize by the people who offer and deliver the service. The fact that humans are intrinsically and unavoidably variable is definitely a challenge for the brand approach in service industry. <br />Brand Parle-G Case Study <br />Born: 1939History: Flagship brand of Parle Products Pvt. Ltd<br />Status: Has a market share of 60% in the glucose biscuits category, worth about Rs2,000 croreBrand story: In the hit Bollywood movie Welcome, actor Nana Patekar, in a passing reference to Parle-G, notes that even biscuits command respect and have to be addressed with a ji (a term of respect in Hindi). His remark, while made in jest, is not far off the mark.It is a heritage brand. We sell over 25 crore packets every month. That should reflect the stature of the brand,” says Praveen Kulkarni, marketing head at Parle Products Pvt. Ltd.Parle’s mantra has always been about repositioning the brand without tweaking the look and feel of the product. “The brand is clearly an Indian brand and it straddles all economic strata. The fact that it is a staple for everyone in the house keeps it going,” says Nirvik Singh, chairman and president, Grey Global Group, South and South-East Asia, the agency that handles the Parle-G account.There was a time when Parle-G’s dominance was threatened by rival brands, especially the Tiger brand from Britannia. “We found out that Tiger was getting stronger in the kids segment, and we decided to change our positioning,” says Kulkarni. Later, when the company sponsored the television show Shaktimaan on Doordarshan, it literally rescued Parle-G.The brand also had some innovative commercials involving young children with a new punchline, G means Genius, which was an instant hit.While rivals have signed on celebrities, Parle-G has managed to retain its leadership position with just a simple white-and-yellow striped wrapper with a picture of a baby on it. “We don’t need celebrities as the brand equity is so strong,” says Kulkarni.The biggest concern is that the brand shouldn’t become outdated as it is a historic brand. The brand has managed to retain its leadership position because it has evolved its campaign with every consumption trend,” says Singh.The last campaign, Hindustan ki Takat, (the strength of India) is a huge position which no other brand can take so effortlessly.”<br />What Are the Basic Types of Marketing Research? <br />What Are the Basic Types of Marketing Research?<br />Primary and Secondary ResearchThis is the most fundamental division of research practices. Primary research refers to original or custom research - gathering information from original sources. It is usually proprietary to a client and not made available to the marketplace. This type of research is our forte at J Arnold & Associates.Secondary research involves the compiling of information from existing or published sources. These sources can be internal or external. Internal would be your customer databases, historical files, etc. External would involve searches for published information. Typical sources include newspapers, trade publications, associations, industry reports, and of course, the Internet.<br />Qualitative and Quantitative ResearchPrimary research is basically divided into these two categories. In essence, qualitative research addresses emotional issues, while quantitative is based more on reason or logic.Qualitative research methods strive to understand how people feel or to tap their creative juices. Quantitative techniques are applied to generate meaningful metrics that clearly define the magnitude of a response. For example, qualitative research would uncover how people feel about an issue, whereas quantitative research would measure how strongly they feel about it.When planning a study or defining its objectives, the consultant must first determine which approach is best suited - qualitative or quantitative. Sometimes only one will suffice, and other times, both are needed. Once determined, the most appropriate methodology needs to be chosen. The most commonly used methods are summarized below.<br /> <br />Qualitative MethodsQuantitative MethodsFocus groups (ideal size 4-6 people)Telephone interviewsMini groups (fewer people or shorter duration)Self administered mail surveysOne-on-one in-depth personal interviewsOnline sources - via email or websitesPaired in-depth interviewsElectronic surveys - compliled on disketteAdvisory panelsReal time moment-to-moment(primarily for media research)<br /> <br />What's Value Innovation <br />Value innovation is created in the region where a company’s actions favorably affect both its cost structure and its value proposition to buyers. Cost savings are made by eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered. Over time, costs are reduced further as scale economies kick in due to the high sales volumes that superior value generates.<br /> <br /> <br />