SCOPE OF THE STUDY

The survey is being conducted in order to know about the awareness about the various brands that are being available The survey is being conducted in order to know about the satisfaction level of the benefits of the products that are being available. This study also helps to wise the company to measure the customer satisfaction regularly since the customer satisfaction is the key to enhance the sales . This study gives the clear information about the sales promotion techniques about brand and the product quality as well as customer satisfaction

NEED OF THE STUDY

Sales promotion involves some type of inducement that provides an extra incentive to buy . Sales promotion is essentially an acceleration tool, designed to speed up the selling process and maximize sales volume Sales promotion is targeted to the ultimate user of a product or service and includes coupening, price discounts& freebies. This promotional tools encourage consumer to make immediate purchase decision and thus can stimulate short term sales . Many business people belive the increase in sales promotion is motivated by marketing plans and reward system geared to short term performance and the immediate generation of sales volume.

OBJECTIVES PRIMARY OBJECTIVES:

An analytical study on growth infusion strategy of Britannia curd in Chennai

SECONDARY OBJECTIVES:
To know the market potential of the ready curd

 To study Current strategies followed To analysis the growth strategy To assess effectiveness of the growth strategy To identify & compare the competitors strategy in the curd sector

REVIEW OF LITRATURE
Resource-based theory and international growth strategies: an exploratory study Otto Andersena, , Low Suat Kheamb The resource-based approach incorporates traditional strategy insights concerning a firm's distinctive competencies. Furthermore, the resource-based approach also provides value-added theoretical propositions that are testable within the diversification strategy literature. This paper examines to what extent the resource-based theory can be used to predict other growth strategies than diversification. Based on an exploratory study from an export growth strategy context, the resource-based theory seems to be able to identify firms with growth ambitions, and to some degree to predict the intended growth strategy of the firm. A Conceptual Framework of growth strategy Seung-Joo Lee(2004) Growth Strategy is one of the top CEO agenda in most corporations today. The main objective of this paper is to review the existing literature on growth and provide a conceptual framework for managers to think systematically about growth strategy. The framework consists of seven key questions that could be used as a diagnostic tool to focus attention and stimulate strategic thinking. Each question has been elaborated further with specific examples of successful growth companies. Social changes and the growth of Indian Rural market in FMCG P.Selvaraj &S. John mano raj The fast moving consumer goods sector is a corner stone of the Indian economy .This sector touches every aspects of human life .the FMCG producers now realize that there is a lot of opportunity for them to enter into the rural market. The sector is excited about the rural population whose incomes are rising and the lifestyle are changing .there are as many middle income households in the rural areas as there are in the urban. Thus the rural marketing has been growing steadily over the years and is now bigger than the urban market for FMCGs. Globally,

the FMCG sector has been successfully in selling products to the lower and middle income groups and the same is true in india. Over 70% of sales is made to middle class households today and over 50% of the middle class is in rural india .The sector is excited about a burgeoning rural population whose income are rising and which is willing to spend on goods designed to improve lifestyle .Also with a near saturation and cut throat competition in urban india ,many producers of FMCGs are driven to chalk out bold new strategies for targeting the rural consumers in a big way .But the rural penetration rates are low .This presents a tremendous opportunity for makers of branded products who can convert consumers to buy branded products. Many companies including MNCs and regional players started developing marketing strategies to lure the untapped market .While developing the strategies, the marketers need to treat the rural consumer differently From their counterparts in urban because they are economically ,socially and physographically different to each other .this paper covers the attractions for the FMCG marketers to go to rural,the challenges ,the differences between the rural and the urban market and the suitable marketing strategy with the suitable of companies and their experiences in going rural .
Technological modernization is increasingly viewed as a premeditated necessity in today's era of growth and prosperity for any country.

Monie (2002) stated that India is the great big oasis most multinational corporations are looking to as they consolidate their position in Indian companies. This was evident during the past year where foreign players accounted for approximately 35% of the value of Indian acquisitions. The telecoms sector dominated the M&A scene accounting for 24% of all deals done last year. The Batata-BPL telecom deal ($662 million) represented 10% of all deals done during 2001. This study show that M&A deal requires active management of desired business synergies, market prospects, price, structure, negotiations and human resources. However, before considering an M&A the acquirer would need to consider the legal and tax aspects of the deal.

Debnath (2008) Debnath stated that Telecommunications has entered a new age of development with advanced technology and increased competition with established players. The technological advances in the telecommunication sector are associated with an uninterrupted growth of the mobile sector. The prime focus of the service providers is to create a loyal customer base by benchmarking their performances and retaining existing customers in order to benefit from their loyalty. The paper aims to address these issues. This paper employs the method of data envelopment analysis (DEA) to compare the relative efficiency of mobile service providers in India. The identification of the strongest and the weakest service providers could be very useful in improving their

efficiency and performance. Mathematically, DEA determines the best weights for each input and output for a particular unit under study so as to maximize its relative efficiency. The results are insightful to the telecom policy planner as benchmark them in terms of their efficiency. It also identified the inefficient service providers who can improve their efficiency by making the efficient providers as their role model. This research paper contributes to the literature in two ways: firstly, this research identifies the different parameters for the mobile service providers in India for the benchmarking of the service providers. It also categorized them into various input and output parameters contributing towards the number of subscribers for different service providers. In the next stage, this research takes a further step and examines whether there are differences between the number of subscribers and the performance of the service providers. Benchmarking of the service providers would depend on the efficiency and quality of service. There is still great diversity in the relative performance of various service providers, which is a matter of concern to the telecom planner in this country. Mani (2008) addressed a number of issues arising from the growth of telecom services in India since the mid-1990s. It also discusses a number of spill over effects for the rest of the economy and one of the more important effects is the potential to develop a major manufacturing hub in the country for telecom equipment and for downstream industries such as semiconductor devices. The telecom industry in India could slowly become an example of the service sector acting as a fillip to the growth of the manufacturing sector. A beginning towards this has been made. The formation of a Telecom Equipment Export Forum and the announcement of the Indian Semiconductor Policy 2007 are steps in this direction. Success crucially depends on the response of the private sector to these incentives. Given the importance that a regulatory agency can play in this crafting, no effort should be lost in strengthening the powers of the TRAI. The benefits to the Indian economy from having both a strong services and manufacturing segments in the telecom sector cannot be undermined.

INTRODUCTION TO THE PROJECT Marketing is all around us. It is one from or another. It is close to every individual. Moving from the historical perspective, modern marketing has taken on new dimension through various management approaches. Marketing was defined as an exchange mechanism, in its early days and had been conceptualized as a function of selling. The efficacy of marketing was largely related with the personal salesmanship through advertising strategies for the consumer and industrial products. However, with the recognition of the difference between marketing and selling, concepts turned more scientific and analytical. Marketing is now defined as a blend of behavioral and management science powered by creativity, intuition, innovation, and inspiration tops them all. Perhaps the most distinctive skill of professional marketers is their ability to create, maintain, protect, and enhance brands. Branding is the art and cornerstone of marketing. The American Marketing Association defines a brand as: a name, term, sign, symbol, or a design, or a combination of them, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors. Thus a brand identifies the seller or maker. What distinguished a brand from its unbranded commodity counterparts is the consumers perceptions and feelings about the products commodity counterparts is the consumers perceptions and feelings about the products attributed and how they perform. Ultimately, a brand resides in the minds of consumers. A brand can be better positioned by associating its name with desirable benefits. A brand is much more than a name, logo, colors, a tagline, or symbol. These are marketing tools tactics. A brand is essentially a marketers promise to deliver a specific set of

feature, benefits and services consistently to the buyers. The marketer must establish a mission for the brand and a vision of what the brand must be and do. Brand nodding occurs when customers experience the company as delivering on its benefit promise. The fact is that brands are not built by advertising but by the brand experience. Brands vary in the amount of power and value they have in the marketplace. We define brand equity as the positive differential effect that knowing the brand name has on customer response to the product or service. Brand equity results in customers showing a preference for one product over another when they are basically identical. The extent to which customers are willing to pay more for the particular brand is measure of brand equity. A brand needs to be carefully managed a so that its equity does not depreciate. This requires maintaining or improving brand awareness, perceived quality and functionality, and positive associations. These tasks require continuous R and D investment, skillful advertising, and excellent trade and consumer service. Each firm wants to identify its products and distinguished them from their competitors in the market. A firm does and confirms it by means of branding. Branding means, naming a product for its identification and distinction. A product will gain its image and consumer loyalty through its brand. In the Biscuits market, BRITANNIA INDUSTRIES LTD is known as the undisputed leader. Various reasons have been attributed to its success. Britannia is playing aggressively in the Out Of Home Consumption market, which has Enormous potential. The low unit products help in broadening the customer base. Small and convenient SKUs attract more consumers to consume these, while they are outside the home Another important area where BRITANNIA INDUSTRIES LTD scores over its

competition is the well established nationwide circle of sale centers. It also plays a good role as a good service centre to maintain good and effective services and provide greater level of satisfaction. Brand awareness means the people are familiar with the product and they are likely to buy it because they organize it. All brands have value just like physical asset value. Brand also can be

treated as assets like physical. Many companies recognize their brands as more valuable than their physical assets. A powerful brand can create ultimate success and show bizarre things to the business world. As above mentioned visions in large, a keen desire has been dedicated for the attempt in this study entitled An analytical study on growth infusion strategy of Britannia curd in Chennai.

Growth A growth strategy is chosen by many businesses, particularly in their early stages of development. Growth may occur through the acquisition of more customers or an increase in sales. Companies that are interested in growth will look to new market opportunities, as well as new market segments that they may be able to interest in their products or services. Increased sales may be generated by changing or introducing new products Growth Strategy A growth strategy entails introducing new products or adding new features to existing products. Sometimes, a small company may be forced to modify or increase its product line to keep up with competitors. Otherwise, customers may start using the new technology of a competitive company. For example, cell phone companies are constantly adding new features or discovering new technology. Cell phone companies that do not keep up with consumer demand will not stay in business very long. A small company may also adopt a growth strategy by finding a new market for its products. Sometimes, companies find new markets for their products by accident. For example, a small consumer soap manufacturer may discover through marketing research that industrial workers like its products. Hence, in addition to selling soap in retail stores, the company could package the soap in larger containers for factory and plant workers. Market Penetration One growth strategy in business is market penetration. A small company uses a market penetration strategy when it decides to market existing products within the same market it has been using. The only way to grow using existing products and markets is to increase market share, according to the article "Growth Strategies" at gaebler.com. Market share is the percent of unit and dollar sales a company holds within a certain market vs. all other competitors. One way to increase market share is by lowering prices. For example, in markets where there is little differentiation among products, a lower price may help a company increase its share of the market. Market Expansion

A market expansion growth strategy, often called market development, entails selling current products in a new market. There several reasons why a company may consider a market expansion strategy. First, the competition may be such that there is no room for growth within the current market. If a business does not find new markets for its products, it cannot increase sales or profits. A small company may also use a market expansion strategy if it finds new uses for its product. For example, a small soap distributor that sells to retail stores may discover that factory workers also use its product. Product Expansion A small company may also expand its product line or add new features to increase its sales and profits. When small companies employ a product expansion strategy, also known as product development, they continue selling within the existing market. A product expansion growth strategy often works well when technology starts to change. A small company may also be forced to add new products as older ones become outmoded.

Diversification Growth strategies in business also include diversification, where a small company will sell new products to new markets. This type of strategy can be very risky, according to gaebler.com. A small company will need to plan carefully when using a diversification growth strategy. Marketing research is essential because a company will need to determine if consumers in the new market will potentially like the new products. Acquisition Growth strategies in business can also includes an acquisition. In acquisition, a company purchases another company to expand its operations. A small company may use this type of strategy to expand its product line and enter new markets. An acquisition growth strategy can be risky, but not as risky as a diversification strategy. One reason is that the products and market are already established. A company must know exactly what it wants to achieve when using an acquisition strategy, mainly because of the significant investment required to implement it. Product Differentiation Strategy Small companies will often use a product differentiation strategy when they have a competitive advantage, such as superior quality or service. For example, a small manufacturer or air purifiers may set themselves apart from competitors with their superior engineering design. Obviously, companies use a product differentiation strategy to set themselves apart from key competitors. However, a product differentiation strategy can also help a company build brand loyalty, according to the article "Porter's Generic Strategies" at QuickMBA.com. Price-Skimming Strategy A price-skimming strategy involves charging high prices for a product, particularly during the introductory phase. A small company will use a price-skimming strategy to quickly recover its production and advertising costs. However, there must be something special about the product for consumers to pay the exorbitant price. An example would be the introduction of a new technology. A small company may be the first to introduce a new type of solar panel. Because the company is the only one selling the product, customers that really want the solar panels may

pay the higher price. One disadvantage of a price-skimming is that it tends to attract competition relatively quickly, according to the Small Business Administration. Enterprising individuals may see the profits the company is reaping and produce their own products, provided they have the technological know-how. Acquisition Strategy A small company with extra capital may use an acquisition strategy to gain a competitive advantage. An acquisition strategy entails purchasing another company, or one or more product lines of that company. For example, a small grocery retailer on the east coast may purchase a comparable grocery chain in the Midwest to expand its operations.

INDUSTRY PROFILE:The Indian biscuits' market is estimated to be 1.1 million tonnes per annum and valued at over Rs 50 billion. India is known to be the second largest manufacturer of biscuits, the first being USA. It is classified under two sectors: organized and unorganized. The present biscuits-bakery sector in India looks like a battlefront. The battle being led by stalwarts like Britannia and Parle with close competition from other companies like ITC, Nutrine, HLL Kissan, Kwality and even international brands like Kellogs, Nestle, Sara Lee and United Biscuits. The biscuit segment has developed with large markets of mass consumption covering over 90% of the overall potential market. The country comprises of huge unorganized sector. Biscuits market on an average grew at 8% per annum in the last five years. The rural penetration of the branded biscuits segment is also significant. Towns with populations of less than a lakh contribute significantly to the industry's turnover, with some estimates placing it at 40%. However, rural markets largely consume lower-priced varieties, and it is here that branded biscuits meet with stiff competition from the unorganized sector. The unorganized sector in the biscuits segment does exert pressure on the pricing policies of the organized players. But only up to a point since the penetration of brands in this business even in the rural areas is fairly significant. Therefore, the value for only the branded business segment is more indicative of the industry's competitive pressures.

Three domestic players, Britannia, Parle and ITC, have thus far dominated the marketwith an average annual growth of 10-12%. According to the Federation of Biscuit Manufacturers of India (FBMI), 60% of the total market is organized and the restunorganized.

As per a research conducted in 2011 though ITC was able to increase its market share by a significant percent, Britannia still is the leader with highest volume of sales and value market share. Researcher says that Parle has been Britannias toughest competitor. The biscuit market in India still has lot of room for expansion from the existing players and the new entrants.

Company Profile

In 1892 , a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all know as Britannia today.

The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanized its operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But, more importantly, Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of "service biscuits" to the armed forces.

In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm. The following year, Britannia Biscuit Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark.

On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products market. In 1999, the "Britannia Khao, World Cup Jao" promotion further fortified the affinity .

Britannia strode into the 21st Century as one of India's biggest brands and the pre-eminent food brand of the country. It was equally recognized for its innovative approach to products and marketing: the Lagaan Match was voted India's most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India's most successful product launch. In 2002, Britannia's New Business Division formed a joint venture with Fonterra, the world's second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200

Small Companies of the World', and The Economic Times pegged Britannia India's 2nd Most Trusted Brand.

Today, more than a century after those tentative first steps, Britannia's fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia's shareholders. The company's offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India's one billion population and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. PILLAR PRODUCTS OF BRITANNIA Marie The oldest brand of Britannia. The no.1 in its category . Good Day Britannia Good day started premium biscuits enriched with cashew , butter, badam pista, etc. launched in 1986. Milk bikis The only biscuits with milk flavored cream, makes it the most different product in front of its key competitors 50-50 This biscuit comes under snack biscuit. It was launched in 1993. It came with a flavor of Maska Chaska as a difference. IT covers 1/3 of the market share

Financial Analysis Gross sales increased to Rs 2317.11 Cr in 2010-11 registering a growth of 28%. Profits declined by 33% due to increase in input prices and stiff competition Dividends of the order 100-150% were provided for the past 5 years Britannia followed the industry growth rate for the past 3-4 years while the profit margin followed a zigzag pattern.

The Company achieved these results despite significant increases in input cost, particularly sugar, fuel and oils, coupled with aggressive pricing in the industry. BRIANNIA Company's focused initiatives on commercialising market place opportunities, supply chain efficiencies and overall 56% cost management resulted in its top line growth and profitability. Exports turnover during the year was Rs 111.71 mn against Rs 71.65 mn in 2010-11, a growth of