PREFACE

The success of any business entity solely depends on how effectively does it utilizes its optimum resources and how soon does it make arrangements for the removal of the customers grievances. Moreover, the company should always be ready to make necessary changes according to the requirements in order to attract more customers so as to maintain a substantial growth in the market. The topic given to me was: !"#$%&' T" (&%)T* "+ ,-./#$'0 ) have tried to put my best efforts to complete this task on the basis of skill that ) have achieved during my studies in the institute.

) have tried to put my ma1imum effort to get the accurate statistical data. )f there is any error or any mistake in collecting the data, please correct it in the best way as ) am still learning.

CONTENTS

CHAPTER 1: INTRODUCTION

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CHAPTER 2: COMPANY ANALYSIS

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CHAPTER3: MARKETING STRATEGIES

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CHAPTER4: FINANCIAL ANALYSIS

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CHAPTER5: HR-POLICIES AND STRATEGIES 4"#$,&4 "+ $&,$#)TM&%T 6$",&44 "+ $&,$#)TM&%T T$-%)%5 -%. .&27"6&M&%T /&%&+)T4 "+ ,"M6-%4-T)"% 4'4T&M

CHAPTER6: PRODUCTION POLICIES CHAPTER 7: FINDINGS AND CONCLUSIONS BIBLIOGRAPHY

INTRODUCTION TO CADBURY

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,adbury is a leading global confectionery company with an outstanding portfolio of chocolate, gum and candy brands. 3e create brands people love A brands like ,adbury, Trident and *alls. "ur heritage starts back in ;<@B when !ohn ,adbury opened a shop in /irmingham selling cocoa and chocolate. 4ince then we have e1panded our business throughout the world by a programme of organic and acquisition led growth. "n C May @DD<, the separation of our confectionery and -mericas /everages businesses was completed creating ,adbury plc with a vision to be the worldEs /)55&4T and /&4T confectionery company. MISSION To create and sustain flourishing communities where people choose to live.

/y promoting new social housing of good quality which enhances the environment. /y managing housing stock and estates to the highest standard for all residents.

/y encouraging residents to share in decisions affecting their communities.

VISION

6romotion of brands carrying mass franchise without compromise on quality or margins.

)ncreasing the market depth including rural )ndias coverage. Fso far in case of chocolates, rural areas are not coveredG

/etter product quality and packaging. -ll round efficient utilisation of tangible as well as intangible assets such as brands and people.

&fficient working capital management .epreciation charge to meet the ,-6&: needs every year. 4urplus cash so generated to be either gainfully and meaningfully reinvested in business or return to stakeholders.

CADBURY VALUES 3e are performance driven, values led. Throughout changing times, our constant values have inspired us to be pioneers in business and in corporate responsibility. They help ensure we are proud of our company and are critical to our core purpose of creatingbrandspeoplelove. P!"#$"%&'(! 3e are passionate about winning. 3e compete in a tough but fair way. 3e are ambitious, hardworking and make the most of our abilities. 3e are prepared )*&+,-. 3e put quality and safety at the heart of all of our activities A our products, our people, our partnerships and our performance. R!/0!(3e genuinely care for our business and our colleagues. 3e listen, understand and respond. 3e are open, friendly and welcoming. 3e embrace new I'-!1",-. 3e always strive to do the right thing. *onesty, openness and being straightforward characterise the way we do business. 3e have clear principles and do what we say we will do. R!/0$'/,2,+,-. 3e take accountability for our social, economic and environmental impact. )n this way we aim to make our business, our partners and our communities better for the future. "ur /usiness 6rinciples are our code of conduct and also take account of global and local cultural and legal standards. They confirm our commitment to the highest standards of ethics and business conduct. ,ore purpose and vision section: ,ore purpose: "ur core purpose is creating brands people love. The core purpose captures the spirit of what we are trying to achieve as a business. ideas and diverse customs and cultures. to take risksandactwithspeed.

PROFILE OF CADBURY

Type

,onfectionery

+ounder

5eorge ,adbury

,urrent owner

,adbury plc

,ountry of origin

#nited 9ingdom

)ntroduced ;>D8 $elated brands

,adbury products

Markets 3orld 3ebsite

www.cadbury.co.uk

COMPANY OVERVIE3 4&% 4"'& 5 ,adbury is a leading global confectionery company with an outstanding portfolio of chocolate, gum and candy brands. 3e employ around 8D,DDD people and have direct operations in over HD countries, selling our products in almost every country around the world.

)n )ndia, ,adbury began its operations in ;>B< by importing chocolates. -fter HD years of e1istence, it today has five companyAowned manufacturing facilities at Thane, )nduri F6uneG and Malanpur F5waliorG, /angalore and /addi F*imachal 6radeshG and B sales offices F%ew .elhi, Mumbai, 9olkota and ,hennaiG. The corporate office is in Mumbai. "ur core purpose Icreating brands people loveI captures the spirit of what we are trying to achieve as a business. 3e collaborate and work as teams to convert products into brands. 4imply put, we spread happinessJ ,urrently ,adbury )ndia operates in four categories viz. ,hocolate ,onfectionery, Milk +ood .rinks, ,andy and 5um category. )n the ,hocolate ,onfectionery business, ,adbury has maintained its undisputed leadership over the years. 4ome of

the key brands are ,adbury .airy Milk, 8 4tar, 6erk, Kclairs and ,elebrations. ,adbury enLoys a value market share of over CDM A the highest ,adbury brand share in the worldJ "ur flagship brand ,adbury .airy Milk is considered the Igold standardI for chocolates in )ndia. The pure taste of ,.M defines the chocolate taste for the )ndian consumer. )n the Milk +ood drinks segment our main product is /ournvita A the leading Malted +ood .rink FM+.G in the country. 4imilarly in the medicated candy category *alls is the undisputed leader. 3e recently entered the gums category with the launch of our worldwide dominant bubble gum brand /ubbaloo. /ubbaloo is sold in @8 countries worldwide. 4ince ;>H8 ,adbury has also pioneered the development of cocoa cultivation in )ndia. +or over two decades, we have worked with the 9erala -griculture #niversity to undertake cocoa research and released clones, hybrids that improve the cocoa yield. "ur ,ocoa team visits farmers and advises them on the cultivation aspects from planting to harvesting. 3e also conduct farmers meetings N seminars to educate them on ,ocoa cultivation aspects. "ur efforts have increased cocoa productivity and touched the lives of thousands of farmers. *ardly surprising then that the ,ocoa tree is called the ,adbury treeJ Today, we are poised in our leap towards quantum growth. 3e are a part of the ,adbury 67,, worldEs leading ,onfectionery ,ompany. 'es, like we said we will continue to spread happinessJ

CADBURY 3ORLD3IDE 3e are currently the worldEs biggest confectionery company with a number one or number two positions in @D of the 8D largest confectionery markets across the globe. 3e create chocolate, gum and candy brands people love A brands like ,adbury, Trident and *alls. "ur heritage starts back in ;<@B when !ohn ,adbury opened a shop in /irmingham selling cocoa and chocolate. 4ince then we have e1panded our business throughout the world by a programme of organic and acquisition led growth. "n C May @DD<, the separation of our confectionery and -mericas /everages businesses was completed creating ,adbury plc with a vision to be the worldEs /)55&4T and /&4T confectionery company.

A #!6 #&(-/ &'7 #,1*"!/

3e make and sell three kinds of confectionery: chocolate, gum and candy 3e operate in over HD countries!ohn ,adbury opened for business in ;<@B A making us nearly @DD years young

3e work with around =8,DDD direct and indirect suppliers 3e employ around 8D,DDD people &very day millions of people around he world enLoy our brands @= !une @DD<

BRAND BUILDING OF CADBURY DAIRY MILK

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The story of ,adbury .airy Milk started way back in ;>D8 at /ournville, #.9., but the Lourney with chocolate lovers in )ndia began in ;>B<. The pure taste of ,adbury .airy Milk is the taste most )ndians crave for when they think of ,adbury .airy Milk.

The variants +ruit N %ut, ,rackle and $oast -lmond, combine the classic taste of ,adbury .airy Milk with a variety of ingredients and are very popular amongst teens N adults. $ecently, ,adbury .airy Milk .esserts was launched, specifically to cater to the urge for Esomething sweetE after meals.

,adbury .airy Milk has e1citing products on offer A ,adbury .airy Milk 3owie, chocolate with .isney characters embossed in it, and ,adbury .airy Milk @ in ;, a delightful combination of milk chocolate and white chocolate. 5iving consumers an e1citing reason to keep coming back into the fun filled world of ,adbury.

,adbury .airy Milk has been the market leader in the chocolate category for years. -nd has participated and been a part of every )ndianEs moments of happiness, Loy and celebration. Today, ,adbury .airy Milk alone holds =DM value share of the )ndian chocolate market. )n the early >DEs, chocolates were seen as Emeant for kidsE, usually a reward or a bribe for children. )n the Mid >DEs the category was reAdefined by the very popular O$eal Taste of 7ifeE campaign, shifting the focus from OLust for kidsE to the Okid in all of usE. )t appealed to the child in every adult. -nd ,adbury .airy Milk became the perfect e1pression of EspontaneityE and Eshared good feelingsE.

The E$eal Taste of 7ifeE campaign had many memorable e1ecutions, which people still fondly remember. *owever, the one with the Igirl dancing on the cricket fieldI has remained etched in everyoneEs memory, as the most spontaneous N unAinhibited e1pression of happiness. This campaign went on to be awarded EThe ,ampaign of the ,enturyE, in )ndia at the -bby F-d ,lub, MumbaiG awards. )n the late >DEs, to further e1pand the category, the focus shifted towards widening chocolate consumption amongst the masses, through the E9hanewalon 9o 9hane 9a /ahana ,hahiyeE campaign. This campaign built social acceptance for chocolate consumption amongst adults, by showcasing collective and shared moments. More recently, the E9uch Meetha *o !aayeE campaign associated ,adbury .airy Milk with celebratory occasions and the phrase I6appu 6ass *o 5ayaI became part of street language. )t has been adopted by consumers and today is used e1tensively to e1press Loy in a moment of achievement P success. The interactive campaign for I6appu 6ass *o 5ayaI bagged a /ronze 7ion at the prestigious ,annes -dvertising +estival @DDH for E/est use of internet and new mediaE. The idea involved a tieAup with $eliance )ndia Mobile service and allowed students to check their e1am results using their mobile service and encouraged those who passed their e1aminations to celebrate with ,adbury .airy Milk.

The E6appu 6ass *o 5ayaE campaign also went on to win 4ilver for The /est )ntegrated Marketing ,ampaign and 5old in the ,onsumer 6roducts category at the &++)&4 @DDH Fglobal benchmark for effective advertising campaignsG awards.

CADBURY COLLABORATE AND 3ORK AS TEAMS TO CONVERT PRODUCTS INTO BRANDS

OTHER MORE BRANDS OF CADBURY ;. ,*","7-T&4 8Astar.

,'#$ 4&% 4"', 5 /&",

,hocolate lovers for a quarter of a century have indulged their taste buds with a ,adbury 8 4tar. - leading knight in the ,adbury portfolio and the second largest after ,adbury .airy Milk with a market share of ;BM, ,adbury 8 4tar moves from strength to strength every year by increasing its user base. 7aunched in ;>H> as a bar of chocolate that was hard outside with soft caramel nougat inside, ,adbury 8 4tar has reAinvented itself over the years to keep satisfying the consumers taste for a high quality N different chocolate eating e1perience

6&$9 - pretty teenagerQ a long line, and hungerJ $ings a bellR That was how ,adbury launched its new offeringQ ,adbury 6erk in ;>>H. 3ith its light chocolate and wafer construct, ,adbury 6erk targeted the casual snacking space that was dominated primarily by chips N wafers. 3ith a catchy Lingle and tongue in cheek advertising, this Eanytime, anywhereE snack zoomed right into the hearts of teenagers. $aageshwari started the trend of advertising that featured mischievous, bubbly teenagers getting out of their Estuck and hungryE situations by having a ,adbury 6erk. ,adbury 6erk became the new mini snack in town and its proposition IThodi si pet pooLaI went on to define its role in the category.

CELEBRATIONS ,adbury ,elebrations was aimed at replacing traditional gifting options like Mithai and dryA fruits during festive seasons.

,adbury ,elebrations is available in several assortments: -n assortment of chocolates like 8 4tar, 6erk, 5ems, .airy Milk and %utties and rich dry fruits enrobed in ,adbury dairy milk chocolate in 8 variants, -lmond magic, raisin magic, cashew magic, nut butterscotch and caramels. The super premium ,elebrations $ich .ry +ruit ,ollection which is a festive offering is an e1otic range of chocolate covered dry fruits and nuts in various flavours and the premium dark chocolate range which is e1otic dark chocolate in luscious flavours. ,adbury ,elebrations has become a popular brand on occasions such as .iwali, $akhi, .ussera puLa. )t is also a maLor success as a corporate gifting brand. The communication is based on the emotional route and the tag line says Irishte pakne doI which fits with the brand purpose of strengthening your relationships with something sweet.

TEMPTATIONS

GEMS

SNAKS C&72*". B,-!/

,adbury /ytes was launched in @DDBAD8 as ,adburyEs foray into the rapidly growing packaged snack market. ,adbury /ytes is positioned as the Eonly sweet snackE in the world of salty snacks. The proposition we have arrived at is I4nacking ka meetha fundaI, where we take a potAshot at other snacks, by saying O*ar snack namkeen nahi hotaE. The product is all about breaking a clichS and teenagers identify with breaking stereotypes. The new commercialsA ETommyE and E2illainE, talk about breaking the stereotype.

BEVERAGES /ournvita ,adbury was incorporated in )ndia on !uly ;>th, ;>B< as a private limited company under the name of ,adburyA+ry F)ndiaG. ,adbury /ournvita was launched during the same year. )t is among the oldest brands in the Malt /ased +ood P Malt +ood category with a rich heritage and has always been known to provide the best nutrition to aid growth and all round development. Throughout itEs history, ,adbury /ournvita has continuously reAinvented itself in terms of product, packaging, promotion N distribution. The ,adbury lineage and rich brand heritage has helped the brand maintain its leadership position and image over the last 8D years.

3 *-774 *alls accounts for 8DM of international cough drop sales and is the leading sugar confectionery brand in the world. )n ;>=Ds, the *all brothers invented its MenthoA7yptus formula, using a combination of menthol and eucalyptus, and began producing cough drops. The cough drops were introduced into the #4 during the midA;>8Ds. 3arnerA

CANDY

7ambert recognised the potential of the product and acquired *alls in ;>HB. )n ;>C;, 3arner 7ambert began selling *alls under the -dams family, and the first national

television campaign was aired in the #4 N the results were a resounding success.

GUMS

B*22&+$$ ,adbury )ndia has e1panded its confectionary portfolio in @DDC by foraying into the /ubble gum category with the launch of /ubbaloo /ubblegumA a successful bubblegum brand from its international portfolio.

/ubbaloo is an innovative soft bubblegum with a centre filled liquid. )t is filled with a high level of a great tasting fruit flavoured liquid that floods your mouth instantly.

/ubaloo is currently available in two yummy flavorsA 4trawberry and Mi1ed +ruit. The communication focuses on the Ifun filled liquid centre I of /ubbaloo and is anchored by /ubbaA the cat0, the international mascot for the brand /ubbaloo.

CADBURY CELEBRATION

DIFFERENT PRODUCTS OF CADBURY

)UALITY ASSURANCE OF CADBURY ,'#$ 25$- 4&% ;. Market high quality, superior value products that consistently meet our specifications and comply with local regulatory requirements, while continuously improving and e1ceeding our consumers e1pectations.

@. 5uarantee that our customers and consumers come first by actively listening and understanding their quality and value e1pectations at the points of purchase and consumption. =. &nsure that any representation of our company image, including our products and trademarks, meet approved standards, reinforce our commitment to quality and safeguard the reputation of ,adbury.

B. Maintain a right first time0 culture that consistently embraces quality and food safety, where everyone understands their responsibilities and accountabilities. 8. "perate audited quality management systems that continually improve processes to deliver this policy and our standards.

H. -ssign clear management accountability for setting and meeting measurable goals and targets for quality and food safety.

C. 3ork with our supply chain and business partners to assure compliance with our quality policy and systems, ensuring quality throughout our supply chain. <. 6lace continuous improvement at the heart of our performance enabling us to deliver superior products and service to our consumers and customers. >. ,reate a passion for quality where success and achievement are communicated, recognised and celebrated.

ENVIRONMENT8 HEALTH AND SAFETY POLICY -t C&72*". PLC, we see sound and responsible environmental, health and safety F&*4G management as an integral part of achieving our goal to grow the value of our confectionery and beverages businesses for our shareowners. 3e believe that such an approach will generate and sustain significant environmental, social and financial benefits, thereby contributing to our obLective of longAterm sustainability. ;. ,onduct our business in compliance with environmental, health and safety laws and with our global standards, and regularly assess the compliance of our operations against these requirements. @. Maintain and continually improve systems to manage our &*4 responsibilities, establishing and ensuring employee accountability for our &*4 performance at all levels of the organisation. =. 4et clear targets for continual improvement in our &*4 performance and monitor these targets to ensure that they are met. B. 4trive to prevent pollution and to minimise the environmental costs and impacts of our global operations. 8. 6rovide a safe and healthy environment for our employees, contractors and other visitors to our sites H. Train and motivate our employees to understand their &*4 responsibilities and to participate actively in our &*4 programmes C. ,ommunicate with our shareowners, employees, customers and other interested parties by regularly reporting on our &*4 performance and maintaining an open dialogue. <. $eview and update this policy regularly.

C&72*". 409/ *'7!" %4-'1 %,: P"$7*(My product is a reAlaunch of ,adbury dairy milk. ,adbury dairy milk is made from real chocolate. )ts ingredients include cocoa butter and there is a glass and half full cream dairy milk in every @DD grams of ,adbury dairy milk chocolate, ,adbury buys H8 million litres of fresh milk each year to make ,adbury dairy milk chocolate. P",(! 6rice is an important element of the marketing mi1. The price charged for a chocolate bar can determine whether a consumer will buy it and the level of sales achieved can determine whether or not ,adbury 4chweppes will make a profit. 6rice is also affected by factors such as the state of the economy, what competitors are charging, the stage reached in the products life cycle and above all what price the market will bear. P+&(! ,adbury products are produced at the chocolate factory in /ourneville in /irmingham. -fter the chocolate is produced and has undergone all the quality checks it is transported to the stockrooms. -fter this ,adbury sells its products to shopsthat deal with beverages and confectionery e.g. corner shops, super stores such as )celand, 4ainsbury, 9wik save, Tesco, -sda, 4afeway and petrol station. These businesses are usually visited by customers on a daily basis. They then sell it to the general public. ,adbury produces chocolate for more than @DD countries so that they have a chance to enLoy it as well and make profit. This gives them a wide range of consumers around the world. ,adbury 4chweppes therefore makes sure that the cultures of these different people are kept. They can do this by producing products, which are eaten in that particular country without upsetting religious or cultural practises. +rom the marketing point of view this is what matters.

P"$%$-,$' ,adbury has a great brand image in the worldwide market, they focused on present dominance in the chocolates market to be maintained. -verage sales to grow at least at @DM p.a. for the ne1t = years, volumes by at least ;@M. ; new maLor product to be launched every year. 4ugar conf 4hare in sales mi1 to be enhanced through value added niche products. 3ith control over costs and reduction in relative depreciation charge for the year, steadily increase margins.

A3ARDS ; ACHIVEMENTS OF CADBURY

4&% 4"7$

A/,&' M&"4!-,'1 E##!(-,<!'!// A6&"7/ => -sian Marketing &ffectiveness -wards @DD< for /ournvita +olkP+usion campaign A 5"7. award for the I/est )nsights and 4trategic ThinkingI and 4)72&$ award for the EMost &ffective #se of -dvertisingE.

N$ 1 FMCG C$%0&'.

,adbury )ndia has been ranked as the Cth 5reat 6lace to 3ork and the %o. ; +M,5 company in )ndia in @DD<, by the 5reat 6lace to 3ork )nstitute.

G"!&- P+&(! -$ 3$"4 2==7E ,adbury )ndiaE has been awarded the I/ronze -ward for &1cellence in 6eople ManagementI in the E5reat 6lace to 3ork @DDCE survey conducted by 5row Talent ,ompany 7imited and /usinessworld. The award recognizes ,adbury )ndia as a national leader in the area of *uman $esource Management.

Cadbury India roars at Cannes

,adbury )ndia received a bronze award at the ,annes 7ions )nternational -dvertising +estival for partnering with a mobile phone operator in @DD8 to provide e1am results via 4M4 to school children.

R!&7!"9/ D,1!/- A6&"7 "!($1',?!/ B$*"'<,-&

/ournvita won the E$eaderEs .igest Trusted /randsE 5old -ward for the vitamin health supplement category in )ndian in @DDH. The merit was based on CDDD responses from questionnaires and telephone interviews across -sia.

S*"&4/5& P*"&/4&" A6&"7 @ 2==5 ,adbury )ndiaEs /angalore factory has received the I4uraksha 6uraskarI safety award from the %ational 4afety ,ouncil A 9arnataka chapter.

ABBY A6&"7 6,'/ #$" I'7,& The prestigious -//' awards, held in March, recognise creative e1cellence in the )ndian -dvertising )ndustry. The #lta 6erk campaign won four 4ilver -wards in total and the ,adbury .airy Milk ,ampaign, Miss 6alampur, also won a 4ilver -ward. This year ,adbury also sponsored the new E'oung -//'E -ward.

C&72*". 6,'/ -5! E##,!/ 2==6 -t the recent &ffie @DDH awards organized by The -dvertising ,lub of Mumbai, our E6appu 6ass *o 5ayaE advertising campaign bagged two more awards A 5old in the ,onsumer 6roducts category and 4ilver in the )ntegrated advertising campaign category.

ADVERTISEMENTS OF CADBURY .airy Milk has always tried to keep a strong association with milk, with slogans such as Ia glass and a half of full cream milk in every half poundI and advertisements that feature a glass of milk pouring out and forming the bar.

- campaign for the +ruit N %ut variety FIeveryoneEs a fruit and nutcaseIG was particularly memorable and featured the writer, radio and television personality +rank Muir. "n > March ;>CH, -merican singer %eil .iamond performed a concert televised throughout -ustralia during which he did a humorous live commercial for .airy Milk. This concert, including the ad as a bonus selection, was released on .2. on ; !uly @DD<. )n @DDB, ,adburyEs started a series of television advertisements in the #nited 9ingdom and )reland featuring a person and an animal representing the personEs happiness debating whether to eat one of a range of bars including .airy Milk. )n @DD8, ,adburyEs original .airy Milk bar celebrated its ;DDth birthday, being first sold in ;>D8. )t remains the #9Es biggest selling chocolate brand. .airy Milk is sold in the #nited 4tates under the ,adbury label, but it is manufactured by the *ersheyEs company in 6ennsylvania.

)n @DDC, ,adburyEs launched a new advertising campaign entitled 5orilla, from a new inAhouse production company called I5lass -nd - *alf +ull 6roductionsI . The advert was premiTred during the season finale of /ig /rother @DDC, and consists of a gorilla at a drum kit, drumming along to the 6hil ,ollins song I)n The -ir TonightI. )t is supposed to relate the Loy of playing drums to that of eating a chocolate bar. The advert has now become e1tremely popular with over two million views on 'outube, and has put the 6hil ,ollins hit back into the #9 charts. "n @< March @DD<, the second .airy Milk advert produced by 5lass and a *alf +ull 6roductions aired. )t features several trucks at night on an empty runway at a Me1ican airport racing to the tune of UueenEs I.onEt 4top Me %owI. The ad campaign ran at the same time as the problems at *eathrow Terminal 8 with baggage handlingQ in the advert baggage was scattered across the runway. "n 8 4eptember @DD<, the 5orilla advert was relaunched with a new soundtrack ? /onnie TylerEs ITotal &clipse of the *eartI ? a reference to online mashAups of the commercial. 4imilarly, a version of the truck advert appeared, using /on !oviEs song I7ivinE on a 6rayerI.

M,//,$' S-&-!%!' L!&7!"/5,0 ? Maintain our relationship of the )ndian industry Throughout the continuous modernization and e1pansion of our Manufacturing facilities and activities and through establishment of a wide and efficient marketing network P"$#,-&2,+,-.A-chieve a fair and reasonable return on capital by promoting productivity throughout the company G"$6-5A &nsure a steady growth of business by strengthening our position in the industry. )*&+,-.A Maintain high quality of our products and services and ensure their supply their supply at fair prices. EA*,-.- 6romote and maintain fair industrial relations and an environment for the effective involvement, welfare, and development of staff at all levels.
Pioneering- Promote research and development efforts in the areas of product development and energy, and fuel conservation and to innovate and optimize productivity.

MARKETING STRATEGIES

INTRODUCTION AND IMPORTANCE OF MARKETING STRATEGIES

M&"4!-,'1 /-"&-!1. is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable advantage. - marketing strategy should be centred on the key concept that customer satisfaction is the main goal. Marketing strategy is a method of focusing an organizationEs energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. - marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elementsQ identifies the firmEs marketing goals, and e1plains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mi1, and allocation of resources. )t is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. ,orporate strategies, corporate missions, and corporate goals. -s the customer constitutes the source of a companyEs revenue, marketing strategy is closely linked with sales. - key component of marketing strategy is often to keep marketing in line with a companyEs overarching mission statement.

PRODUCT 4atisfaction suffices. /ut delight dazzles the average company will compete for customer by conforming to her e1pectation consistently. /ut the winner will surpass them by constantly e1ceeding her e1pectation, delivering to her door step additional benefits which she would never have imagined possible. ,adburys offer such product. The wide variety products offered by the company include: I II III C5$($+&-! ; C$'#!(-,$'&". B!<!"&1!/ F$$7 D",'4/

P",(,'1 Make no mistake. 4econd 6 of marketing is not another name for blindly lowering prices and relying on this strategy alone to increase sales dramatically. The strategy used by ,adburys is for matching the value that customer pays to buy the product with the e1pectation they have about what the production is worth to them.

,adburys has launched various products which cater to all customer segments. 4o every customer segment has different price e1pectation from the product. Therefore ma1imizing the returns involves identifying right price level for each segment, and then progressively moving through them.

BP+&(!C /$-%. )4%T T*& "%7' -%' M"$&. Marketers and finance manager need a new term to evaluate their business:

D,/-",2*-,$' EA*,-.. )t takes much more time and effort to build, but once built, distribution equity is much together to erode. T5! #*'7&%!'-&+ &:,$% $# I'7,&' ($'/*%!" %&"4!- ,/ -5,/: 'ou can set up a stateAof ?theAart manufacturing facility, hire the hottest strategies on the block, swamp prime television with best -ds, but the end of it all, you would be know of selling your products. The cardinal task before the )ndian market is managing is to shoeAhorn its product on retail shelves. /uyers are paying for distribution equity not brand equity and market shares. 3hy does the company need distribution equity more anything in )ndiaR 3ith technology and competitive pressure slash in it is becoming increasing difficult for marketers to retain a unique product differentiation for ling period. )n a product and price parity situation, the brand that sells more is the one that reaches the highest number of customers. )ndia ? ; billion people, ;88 million household has over B million retail outlets in 8=8; urban markets and 88@C@8 villages, spread cross =.@< million sq. km. television has already primed and population for consumption, and the marketer who can get to the to the consumer ahead of competition will give a hard ? to ? overtake lead. /ut getting their means managing wildly different terrainsAclimate, language, value

system, life style, transport and communication network. -nd your brand equity isnt going to help when it comes to tackling these issues. "wn distribution network consist of clearing and forwarding F,N+G agents N distribution stockiest. This network of distribution can either contact wholesalers and which in turn retailers or the distributors can contact to the retailers directly. "nce the stock product reaches retailers, the prospective customers can have access to the product. ,adburys distributes the product in the manner stated above. ,adburys distribution network has e1panded from ;>>D distributors last year to @;DD distributors and B,8D,DDD retailers. /eside use of T) tom improves logistics, ,adbury is also attempting to improve the distribution quality. To address the issue of product stability, it has installed visi colors at several outlets. This helps in maintaining consumption in summer when sales usually drops due to the fact that the heal effects product quality and thereby off takes. 7ooking at the low penetration of the chocolate, a distribution e1pansion would itself being incremental volume. The other reason is arch rival %estle reaches more than a million retailers. This increase in distribution is going to be accompanied by reduction in channel costs. ,adburys marketing costs, at ;<M of total costs, is much higher than %estlSs ;@M or even pure sugar confectionery maLor 6arrys ;;M. The company is looking to reduce this parity level. -t ,adbury, they believe that selling confectionery is it like selling soft drinks. P"$%$-,$' )f an advertisement is to communicate effectively, the receiver must at least half want it to, and be prepared too take step toward the sender. &ffective advertising is rarely hectoring or loudly e1plicitV. )t often both attracts and generates arm feelings. More often than not, a successful campaign has a stronger element of the une1pected a quality that good advertising shares with much worthwhile literature. To penetrate into the inner recesses of her memory, communication must first ensure e1posure, grab her attention evoke her comprehension, grab her acceptance and then

e1tract retention competing with thousands of other units of communication trying to do the same. +inding showed that the adults felt too conscious to be seen consuming a product actually meant for children. The strategic response address the emotional appeal of the band to the child within the adult. %aturally, that produced Lust the value vacuum that ,adbury was looking to fill. Thereafter it was the Lob of the advertising to communicate customer the wonderful feeling that he could e1perience by reA discoursing the careful, unself conscious, pleasure ? seeking child within himself ? a graft these feeling onto the -d campaign like BK5&'! 3&+$' K$ K5&'! K& B&5&'& C5&5,.!C for ,M. and BT5$7, S, P!- P$$D& @ K&25, B5, K&5,' B5,C for 6erk have been sure shot winner with the audience. 3hirl with the new launched temptations with the slogan Too To 4hare0 the communication resolves around the reluctance of a person whos got their hand on a bar of temptation to let anyone else to have a bite. -s well as outdoor and radio ads, ad agency contract has created communication for cinemas and even -TM machines for the brand. -ll ),),) s -TM a message flashes on the screen as soon as customer insert his -TM card. )t tells the customer that this would be good time to get out of her temptation since hePshe is bound to be alone. 4omething familiar is planned for phoneAbook as well. )n cinemas, ,adbury has a message onAscreen Lust before the lights are dimmed to give them a chance to get their temptations. There will also be after dinner sampling in restaurants ? to begin with, =D catteries in Mumbai have been selected. The ne1t round of activity will include the waferAchocolate 6erk and the 6icnic bar, which has faced problems with its taste, because of the peanut it contains. Milk treat has also been launched in a module bar form, Lust in time of .iwali gifting market. Kclairs has got potential for much wide distribution, in a small sweets that airlines, hostels, and up market retail outlet offer to guest and customers. -d spend in @DDD was about ;BM of sales and the management said that plans to maintain as spend at this level in the current year also. -d since any discussion today would be incomplete without mention We word, the management plans to tap this new channel of marketing. /eside three company

website Fi.e. www.cadburyindia .com, wwww.bourvita.com, www.cadburygift.com that the company has launched, it had also entered into various marketing relationship with other portals, specially targeted during festivals and events such as 2alentines day , etcV. )ts a combination of spiffing up its key brand, researching and improving the newer products that havent taken off, supported with high ad ? spends that ,adbury hopes will see it emerges stronger after the current slowdown, as well as e1pand the market. P$/,-,$','1 )n the ;>CDs consumers were ready to pay more for more0, and lu1ury goods flourished. )n the ;><Ds, consumers began to demand more for same0, and the discounting era grew strong. Todays consumer demanding more for less0, and the winner will be that super value marketersV. 4ome of todays most successful companies recognize those customers are more educated and able to recognize true customer valueV 6ositioning is simply concentrating on an idea ? or ? even a word defines that company in the mind of the consumer. )t is more efficient to market one successful concept to one large group of people than 8D product or service ideas to 8D separate groupV repositioning is a must when customer attitude have changed and product have strayed away from the consumers long standing perception of themV

STP ANALYSIS OF THE COMPANY S!1%!'-&-,$' ,-./#$' has segmented its customer in the following ways:A U'7!"/-&'7,'1 '!!7/ &'7 0"!#!"!'(!/ $# ($'/*%!"/ AA *aving housing, infrastructure, and commercial construction, as demand drivers, the company analyze the needs and preferences of consumers in these sectors. G"$*0,'1 (*/-$%!"/ 2&/!7 $' -5!," '!!7/ &'7 0"!#!"!'(!/ AA ,ustomers with similar needs and preferences are included in this segment.

 T&"1!-,'1 -5! /!1%!'- -5&- -5! ($%0&'. (&' 2!/- %!!- -5! '!!7/ &'7 0"!#!"!'(!/ $# A The ,ompany targets the customers, of which it can meet the needs and preferences. ).e. customer needs higherA strength or low price.
B"&'7,'1 -5! ($%%$7,-. AA Though being a commodity product, branding is

important for a company. The company positions its brand among -rchitects and /uilders rather than household individuals.
P"$<,7! "!A*,"!7 0"$7*(- -$ %!!- -&"1!-!7 (*/-$%!"/9 '!!7/ &'7

0"!#!"!'(!/ -- .elivering up to the e1pectations of the targeted segment.

T&"1!-,'1
)ts customer base represents the masses of )ndia A individual homebuilders in

small towns, rural and semiAurban )ndia.

The company targets on the important proLects like dams, roads in the country )t targets the Manufacturing companies like 7NT etc )t Targets )ndian $ailways. )t targets an individual building his homeF$etail MarketingG

P$/,-,$','1 - good brand positioning help guide marketing strategy by clarifying the brands essence but goals it help the consumer achieve and how it does so in a unique way. The result of the positioning is the successful creation of a customer focused value proposition, a cogent reason why the target market should buy the product.

S6$- &'&+./,/ Cadbury Plc Strength

,adbury is the largest global confectionery supplier, with >.>M of global market share.

*igh financial strength F4ales turnover ;>>C, XC>C;.B million and >.BMGY;Z 4trong manufacturing competence, established brand name and leader in innovation.

-dvantage that it is totally focused on chocolate, candy, chewing gum, unique understanding of consumer in these segments.

4uccessfully grown through its acquisition strategy. $ecent acquisitions, including -dams, @DD=, enabled it to e1pand into important markets like the #4 market. !ea"ne e

The company is dependent on the confectionery and beverage market, whereas other competitors e.g. %estleY@Z have a more diverse product portfolio, where profits can be used to invest in other areas of the business and $N..

"ther competitors have greater international e1perience A ,adbury has traditionally been strong in &urope. %ew to the #4, possible lack of understanding of the new emerging markets compared to competitorsY=Z. Threat

3orldwide A there is an increasingly demanding cost environment, particularly for energy, transport, packaging and sugar. 5lobal supply chain in low cost locationsYBZ.

,ompetitive pressures from other branded suppliers Fnational and globalG. -ggressive price and promotion activity by competitors A possible price wars in developed markets.

4ocial changes A $ising obesity and consumers obsession with calories counting. %utrition and healthier lifestyles affecting demand for core ,adbury products.Y8Z O##$rtun%t%e

%ew markets. 4ignificant opportunities e1ist to e1pand into the emerging markets of ,hina, $ussia, )ndia, where populations are growing, consumer wealth is increasing and demand for confectionery products is increasing.

The confectionery market is characterized by a high degree of merger and acquisition activity in recent years. "pportunities e1ist to increase share through targeted acquisitionsYHZ.

9ey to survival within the +M,5 market is increasing efficiency and reducing costs. ,adbury +uel for 5rowthYCZ and cost efficiency programmes seek to bring cost savings by: ;G Moving production to low cost countries, where raw materials and labour is cheaper iiG reduce internal costs A supply chain efficiency, global sourcing and procurement, and wise investment in $N..

)nnovation is key driver. To respond to changes in consumer tastes and preferences A healthier snacks with lower calories need to be developed. $N. and product launches have led to sugarAfree N center filled chewing gum varieties and ,adbury premium indulgence treat. 7owAfat, organic and natural confectionery demand appears strong.

BCG MATRIE OF THE COMPANY

/ut the question is, how do we e1actly find out what phase our product is in,and how do we classify what we sellR +urthermore, we also ask, where doeseach of our products fit into our product mi1R 4hould we promote oneproduct more than the other oneR The /,5 matri1 can help with this. The /,5 matri1 reaches further behind product mi1. 9nowing what we areselling helps managers to make decisions about what priorities to assign tonot only products but also company departments and business units. These groups are e1plained below:

BCG STARS Fhigh growth, high market shareG *ere youEre wellAestablished, and growth is e1citingJ These are fantastic opportunities, and you should work hard to realize them. 4tars are defined by having high market share in a growing market.

[4tars are the leaders in the business but still need a lot of support for promotion a placement. [)f market share is kept, 4tars are likely to grow into cash cows.

BCG )UESTION MARKS Fhigh growth, low market shareG These are the opportunities no one knows what to do with. They arenEtgenerating much revenue right now because you donEt have a large marketshare. /ut, they are in high growth markets so the potential to make money is there. Uuestion Marks might become 4tars and eventual ,ash ,ows, but theycould Lust as easily absorb effort with little return. These opportunities needserious thought as to whether increased investment is warranted. [These products are in growing markets but have low market share. [Uuestion marks are essentially new products where buyers have yet to discover them. [The marketing strategy is to get markets to adopt these products. [Uuestion marks have high demands and low returns due to low market share. [These products need to increase their market share quickly or they become dogs. [The best way to handle Uuestion marks is to either invest heavily in them to gain market share or to sell them.

BCG CASH CO3S Flow growth, high market shareG *ere, youEre wellAestablished, so itEs easy to get attention and e1ploit new opportunities. *owever itEs only worth e1pending a certain amount of effort,because the market isnEt growing and your opportunities are limited. [,ash cows are in a position of high market share in a mature market. [)f competitive advantage has been achieved, cash cows have high profit margins and generate a lot of cash flow. [/ecause of the low growth, promotion and placement investments are low. [)nvestments into supporting infrastructure can improve efficiency and increase cash flow more. [,ash cows are the products that businesses strive for. BCG DOGS Flow growth, low market shareG

)n these areas, your market presence is weak, so itEs going to take a lot ofhard work to get noticed. -lso, you wonEt enLoy the scale economies of thelarger players, so itEs going to be difficult to make a profit. [.ogs are in low growth markets and have low market share. [.ogs should be avoided and minimized. [ &1pensive turnAaround plans usually do not help

E:-"& $&4&-$,* M&T*"."7"5'

-chieving accuracy in any research requires in depth study regarding the subLect. -s the prime obLective of the proLect is to compare ,adbury with the e1isting competitors in the market and the impact of %estle on ,adbury, the research methodology adopted is basically based on primary data via which the most recent and accurate piece of first hand information could be collected. 4econdary data has been used to support primary 6rimary "bservation data was Uuestionnaire data collected using wherever the following needed. techniques Method Method

The main tool used was, the questionnaire method, observation method has been continuous with the questionnaire method, as one continuously observes the surrounding 6rocedure \ \ data 4ources policies, \ \ \ %ewspapers procedures Target To these the environment of geographic area was area and of etc, wherever geographical conclusion he research .elhi. %,$ and was questionnaire works in. methodology -ligarh. given. given. secondary required. )nternet Magazines

\ +inally the collected data and information was analyzed and compiled to arrive at recommendations

#sed to obtain information on , ,adbury and its competitor history, current issues,

PEST ANALYSIS

P$+,-,(&+ #&(-$": )f government increases the ta1 rate on chocolates than customer have to pay more for it

)f ta1 increase by;DM than normal dairy milk of 8 $s will be of 8.8D. )f some party such as congress comes into power than it will affect positively or %egatively depending on ta1 and norms. )f inflation rate increases than it will affect fmcg sector so dairy milk also will be affected. E($'$%,(: )n festival seasons the demand of chocolates increases. More demand will depend upon the buying power of consumers. 3illingness to buy:Ademand of chocolates will depend on the persons willingness to buy, this will depend on the quality of the dairy milk and need. Taste and preference:A ,adbury has wide variety of products and ; of them is dairy milk. )ts different varieties are fruit and nut, raisins, almond. 4o the demand will be according to the taste and preferences of the variety. )ncome:Avariation in income will affect positively or negatively on dairy milk. More the income than more will people buy. S$(,&+:,adbury )ndia has a tradition of caring for the environment and enriching the quality of lives of the communities we live and work in, through a variety of resultAoriented programs. 2arious steps taken by ,adbury )ndia are: M)5$-T"$' /)$.4 4T"6 "2&$ -T "#$ /-%5-7"$& +-,T"$'J 3ater is a precious resource. -s part of ,adbury )ndiaEs efforts to continuously increase water conservation its /angalore factory has constructed a check dam to store the rainwater. This dam not only acts as a maLor ground water replenishing source for the bore wells in the factories and surrounding community, but is also a stopover location for some of the migratory birdsJ 6)"%&&$)%5 ,","- ,#7T)2-T)"% )% )%.)- :A4ince ;>CB ,adbury has pioneered the development of cocoa cultivation in )ndia. +or over two decades, it has

worked with the 9erala -griculture #niversity to undertake cocoa research and released hybrids that improve the cocoa yield. its efforts have increased cocoa productivity and touched the lives of thousands of farmers. *ardly surprising then that the ,ocoa tree is called the ,adbury treeJ

T!(5'$+$1,(&+: Milk quality can be improved much by technology. $efrigeration power can be improved by new technology so that cold storage product such as dairy milk and other milk products can be stored well and long for much more time

PORTERS 5 FORCES

MODEL

C&72*".F/ M&"4!- S!1%!'Market place for any product is comprised of many different segments of consumers, each with different needs and wants. Markets segmentation can be defined in a number of ways such as: .emographic variables Fe.g. ,onsumers are groups, gender, material states income etcVG The lifestyle of consumers Fi.e. their interests and activitiesG the benefits which consumers look for in a product or on the occasions when the product might be consumed. ,adbury takes into account all these factors when producing a range of products. )t targets different segments within the market, such as the.

 /reak segment ? products which are normally consume as a snatched break and often with tea and coffee, for e1ample ,adburys 6erk and snack range. )mpulse segment ? these products are often purchase on impulse, eating these and then. They include product such as ,adburys .airy Milk. Take home segment ? this describes product that are normally purchased in supermarkets, taken home consumed at a later stage.

C5$($+&-! M&"4!- S5&"! The )ndian chocolate market is getting bigger and better. 3hile on one hand, the premium segment Fcomposing imported varietiesG is opening up on the other, companies like ,adbury )ndia are launching indigenous product made to international standards. "f the @D,DDD tonne chocolate market worth about $s. BDD crore, ,adbury account for about CDM followed by %estle, with a share of around @DM. -mul has about 8M of the market, with minor player taking the rest. The battle, though, is between ,adbury and %estle. Though with a much smaller portfolio, %estle is putting up a tough fight.

+rom a treat for kids, chocolate are now being positioned near meal substitutes, thanks to the initiative taken by the ,adbury )ndia during early nineties. The market itself has become more broad based, in the sense adults are an important target segment now. The reposting of ,adburys .airy Milk in ;>>B as the Wreal taste of life Fthrough the 4lice of 7ife and ,ricket commercial by "gilvy and MatherG grew the entire milk chocolate by @DM, and gave the ,adburys range ? 8 4tar, 5ems, Kclairs, +ruit N %ut, ,rackle, %utties, /utterscotch N Tiffns ? a new lease of life. )n other words, it facilitated the repositioning of ,adburys sub brands in the basket. 4ome o the strategic clicked, while other did not quite take off.

The company is pushing the gifting segment, through occasion linked gifts. ,hocolates contribute to HBM of ,adburys turnover. ,onfectionary sales accounting for ;@M of turnover is contributed largely by Kclairs. The company attempted e1panding its confectionary product portfolio, with launch of sugar based confectionary goodly and fruits, without much success. ,adbury also has a strong brand vita in the malted health drink category which account for @BM of turnover. There e1ists an even larger unorganized market in the confectionary segment. ,adbury has BM of the market share in this segment. 7eading national players are nutrine, 6arys $avalgoan, ,andico, 6arle, !oyoco )ndia and 6erfetti, the M%,s such as !oyco and 6erfetti have aggressively e1panded their presence in the country in the last few years. Malted food drinks category consists of white drink and down drink. 3hite drinks accounts for almost two third market of the <@,DDD for market south and east are large market for drinks, accounting for largest proportion of all )ndias sale. ,adburys /ourn 2ita is leader in the down drink coca based segment in the white drink segment 4mith 9lines *orlicks in the %estle Milo , 5,MM+ nitramul and other 4mith 9line brand /oost, Maltova and 2iva ,adbury bold ;BM market share in food drinks segment. .espite tough market condition and increased competition ,adbury managed to record a double digit F;;MG top line growth in @DDD. The company achieved a volume growth of 8.@M. This was achieved through innovative marketing strategies and focused advertising campaign foe flagship brand .airy Milk. %et profit rose sharply by B;.<M to $s. 8@D million. $educed material and energy cost and tioter control over working capital over working capital and capital e1penditure enabled the company to improve the profitability. ,ompany added < million new consumers and saw its outlets grow to B.8 lakhs and consumer to HD million.)n the food segment, /ritannia is the leader brand with @;M among those who e1pressed an opinion saying that they like advertising for the brand ,adbury was clearly %o.@ with ;<M to which ,.M throw in its weight with ;=M and pork with BM. +or the ,howlate company, 9hane 3alo 7o, 9hane 9a /hanna and the 9arwa ,auth, 4ports are clear winners.

Tied for the brand place are -mul, 6arle and south based -run 7e 5ram with 8M each. .isappointment among bid brands 9issan and Maggi and 9wality 3alls F;MG each. F*-*"! S-"&-!1. )n the branded impulse market, the share of chocolate in H.HM and ,adburys share in the impulse segment is B.<M factor like changing attitude, higher disposable income, a large youth population, and low penetration of chocolate F@@M of urban populationG point towards a big opportunity of increasing the share of chocolate in the branded impulse among the costly alternative in the branded impulse market. )t appears that company is likely to play the value game to e1pand the market encouraged by the recent success of its low priced Wvalue for many packs. 2arious measures are undertaken in all areas of operation to create value for the future. %ew channel of marketing such as gifting and child connectivity and low end value for money product for e1panding the consumer base have been identified. )n terms of manufacturing management focus is on optimizing manufacturing efficiencies and creating a world class manufacturing location for ,.M and Kclairs. The company is today the second best manufacturing location of ,adburys 4chweppes in the world. &fficient sourcing of key raw material i.e. coca through forward purchase of imports, higher local consumption by entering long term contract with farmer and undertaking efforts in e1panding local coca area developing. The initiatives in the terms of development a long term domestic coca a sourcing base would field ma1imum gains when commodity prices start moving up. #se of it to improve logistic and distribution competitiveness #tilizing mass media to create and maintain brands. &1pand the consumer base. The company has added < million new consumer in the current year and how has consumer base of HD million although the growth in absolute numbers is lower than targeted, the

company has been able to increase the width of its consumer base through launch of low priced products. )mproving distribution quality by addressing issues of product stability by installation of visi coolers at several outlets. This would be really effective in maintaining consumption in summer, when sales usually dip due to the fact that the heat effects product quality and thereby consumption. The above are some steps being taken internally to improve future operation and profitability. -t the same time the management is also aware of e1ternal changes taking place in the competitive environment and is taking steps to remain competitive in the future environment of free imports, lower barrier to trade and the advent of all global players in to the country. The management is not unduly concerned about the huge deluge of imported chocolate brands in the market place. )t is of the view that size of this imported premium market is look small to threaten its own volumes or sales in fact, the company looks at the tree important as an opportunity, where it could optimally use the global ,adbury 4chweppes portfolio. The company would be able to not only provide greater variety, but it would also be more cost effective to test market new product as well as improve speed of response to change in consumer preference through imports. The only concerns that the company has in this regard is the current high level of duties, which limit the opportunity to launch value for money products. C5&'1,'1 P"$7*(- M,:

C$'-",2*-,'1 -$ -*"'$<!" C$'-",2*-,'1 -$ -*"'$<!" ;>>8 C5$($+&-! S*1&" C$'#!(-,'1 F$$7 D",'4 5GM GH 32M 2=1= 64M 12M 24M

C*""!'- M&"4!- S5&"! C5$($+&-! 6G 2H

S*1&" C$'#!(-,$'&". F$$7 D",'4 E:0&'7,'1 D,/-",2*-,$' R!&(5 2==1 I D,/-",2*-,$' 45==== R!-&,+ O*-+!6= M,++,$' C$'/*%!"/

4 =H 14 2H

FINANCIAL ANALYSIS

SOURCES OF FINANCE

S5&"! 5$+7!"/ F*'7 4hareholder funds is all the money belonging to common stock shareholders which includes the balance of share capital, all profits retained and money classified as reserves.

L$&' F*'7/ - 7oan +und is a source of money from which loans are made for small business development proLects. - loan is made to one person or business at a time and, as repayments are made, funds become available for new loans to other businesses. *ence, the money revolves from one person or business to another.

D!#!""!7 T&: L,&2,+,-,!/ -n ,-./#$'ount on a companyEs balance sheet that is a result of temporary differences between the companyEs ,-./#$'ounting and ta1 carrying values, the anticipated and enacted income ta1 rate, and estimated ta1es payable for the current year. This liability may or may not be realized during any given year, which makes the deferred status appropriate.

RATIO ANALYSIS ,urrent $atio shows an average ratio of ;.@;which is less than the ideal ratio is @:;. ,ash $atio shows as average greater than its ideal ratio that is D.8. .ebtors Turnover $atio shows the amount of credit sales has been increased, collection period is derived as ;< days

 )n the calculation of 3orking capital Turnover $atio there is an adequacy of fund e1cept the year @DD>A@D;D. 5ross profit ratio is fluctuating during the period of study. )nventory Turnover ratio implies that the )nventory has been utilized efficiently.

RATIO ,#$$&%T $-T)" U#),9 $-T)" ,-4* $-T)" .&/T"$4 T#$%"2&$ $-T)" %&T-44&T4 T#$%"2&$ $-T)" ,#$$&%T -44&T4 T#$%"2&$ $-T)" )%2&%T"$' T#$%"2&$ $-T)" .&/T &U#)T' $-T)" &U#)T' $-T)" %&T 6$"+)T $-T)"

FYF=G ;.=; D.>; D.>8 @C.;@ ;.== @.<> C.B> D.B> D.C@ @D.>@

FYF1= ;.DC D.C@ D.CH @B.@@ ;.B; =.;< H.C> D.8D D.<B @D.8=

M!-5$7/ $" D!<,(!/ $# F,'&'(,&+ A'&+./,/: - %umber of methods or devices are used to study the relationship between different statements. The following methods of analysis are generally used: i. ii. iii. iv. v. vi. vii. ,omparative statements Trend analysis ,ommon ?size statements +unds flow analysis ,ash flow analysis $atio analysis ,ostAvolumeAprofit analysis )n this proLect the ,omparative 4tatement and $atio -nalysis is used to study the financial statement of "rissa 4tate ,oAoperative /ank 7td.

C$%0&"&-,<! /-&-!%!'-/: The comparative financial statements are statements of the financial position at different periods of time. The elements of financial position are shown in a comparative form so as to give an idea of financial position at two or more periods. -ny statement prepared in a comparative form will be covered in comparative statements. +rom practical point of view generally, two financial statements ;. /alance 4heet @. )ncome 4tatement

C$%0&"&-,<! 2&+&'(! /5!!-

The comparative balance sheet analysis is the study of the trend of the same items, group of items and computed items, group of items and computed items in two or more balance sheets of the same business enterprise on different dates. The changes in periodic balance sheet items reflect the conduct of a business. The changes can be observed by comparison of the balance sheet at the beginning and at the end of a period and these changes can help in forming an opinion about the progress of an enterprise. The comparative balance sheet has two columns for the data of original balance sheets. - third column is used to show this increase in figures. The fourth column may be added for giving percentage of increases and decreases.

G*,7!+,'!/ #$" I'-!"0"!-&-,$' $# C$%0&"&-,<! B&+&'(! S5!!-:

3hile interpreting comparative balance sheet the interpreter is e1pected to study the following aspects: ;. ,urrent +inancial 6osition and 7iquidity 6osition @. 7ong term +inancial 6osition =. 6rofitability of the ,oncern

;. +or studying the +inancial 6osition and short term +inancial 6osition of a concern, one sees the working capital in both the years. The e1cess of current assets over current liabilities will give the figure of working capital. The increase in working capital means improvement in the current financial position of the business. -n increase in current assets ,-./#$'ompanied by the increase in current liabilities of the same amount will not show any improvement in short term financial position. "ne should study the increase or decrease in current assets and current liabilities and this will enable him to analyse the current financial position. The second aspect which should be studied in current financial position is the liquidity position of the concern. )f liquid assets like cash in hand, cash at bank, bills receivable, debtors, etc. show an increase in the second year over the first year, this will improve the liquidity position of the concern. The

increase in inventory can be on ,-./#$'ount of ,-./#$'umulation of stocks for want of customers, decrease in demand or inadequate sales promotion efforts. -n increase in inventory may increase working capital of the business but it will not be good for business. @. The long term financial position of the concern can be analysed by studying the changes in fi1ed assets, long term liabilities and capital. The proper financial policy of concern will be to finance fi1ed assets by the issue of either longAterm securities such as debentures, bonds, loans from financial institutions or issue of fresh share capital. -n increase in fi1ed assets should be compared to the increase in long term loans and capital. )f the increase in fi1ed assets is more than the long term securities then parts of fi1ed assets have not only been financed from long term sources. - wise policy will be to finance fi1ed assets by raising long term funds. =. The new aspects to be studied in a comparative balance sheet questions is the profitability of the concern. The study of increase or decrease in retained earnings, various resources and surpluses, etc. will enable the interpreter to see whether the profitability has improved or not. -n increase in the balance of profit and loss ,-./#$'ount and the other resources created from profits will mean an increase in profitability to the concern. The decrease in such ,-./#$'ounts may mean issue dividend, issue of bonus share or deterioration in profitability of the concern. B. -fter studying various assets and liabilities an opinion should be formed about the financial position of the concern. "ne cannot say if short term financial position is good then long term financial position will also be good or vice versa. - concluding word about the overall financial position must be given at the end.

C$%0&"&-,<! I'($%! S-&-!%!'-: The income statement gives the results of the operation of a business. The comparative income statement gives an idea of the progress of a business over a period of time. The changes in absolute data in money values and percentages can be determined to analyse the profitability of the business. 7ike comparative balance sheet

income statement also has four columns. +irst two columns give figures of various items for two years. Third and fourth columns are used to show increase or decrease in figures in absolute amounts and percentages respectively.

G*,7!+,'!/ #$" I'-!"0"!-&-,$' $# C$%0&"&-,<! I'($%! S-&-!%!'-:

The analysis and interpretation of income statement will involve the following steps:

;. The increase or decrease in sales should be compared with the increase or decrease in costs of goods sold. -n increase in sales will not always mean an increase in profit. The profitability will improve if increase in sales is more than increase in costs of goods sold. The amount of gross profit should be studied in the first step. @. The second step of analysis should be the operational profits. The operating e1penses such as office and administrative e1penses, selling and distribution e1penses should be deducted from gross profit to find out operating profits. -n increase in operating profit will result from the increase in sales position and control of operating e1penses. - decrease in operating profit may be due to an increase in operating e1penses or decrease in sales. The change in individual e1penses should also be studied. 4ome e1penses may increase due to the e1pansion of business activities while others may go up due to managerial inefficiency. =. The increase or decrease in net profit will give an idea about the overall profitability of the concern. %on operating e1penses such as interest paid, losses from sales of assets, writing off deferred e1penses, payment of ta1, etc. decrease the figure of operating profit. 3hen all nonAoperating e1penses are deducted from operational profit, we get a figure of net profit. 4ome non operating incomes may also be there which will increase net profit. -n increase in net profit will gave us an idea about the progress of the concern.

B. -n opinion should be formed about profitability of the concern and it should be given at the end. )t should be mentioned whether the overall profitability of the concern is good or not.

F$(*/ $# F,'&'(,&+ S-&-!%!'- A'&+./,/:

+inancial statement analysis involves evaluating different aspects of a business enterprise, which are of great importance to different users such as management, investors, creditors, bankers, analyst, investment advisers, etc. generally, the following analyses are made while making +inancial 4tatement -nalysis. ;. 7iquidity or short term solvency analysis @. 6rofitability analysis =. ,apital structure or gearing analysis B. Market strength or investor analysis 8. 5rowth and stability analysis

A00+,(&-,$' $# F,'&'(,&+ A'&+./,/: +ollowing are the application of financial analysis: ;. -ssessing ,orporate &1cellence @. !udging credit worthiness =. +orecasting bankruptcy B. 2aluing equity shares 8. 6redicting bonds ratings H. &stimating market risk

L,%,-&-,$'/ $# F,'&'(,&+ S-&-!%!'- A'&+./,/: +inancial analysis is a powerful mechanism of determining financial strengths and weakness of a firm. /ut, the analysis is based on the information available in the

financial statements. Thus, the financial analysis suffers from serious inherent limitations of financial statements. The financial analyst has also be careful about the impact of price level changes, windows dressing of financial statements, changes in the ,-./#$'ounting policies of a firm, ,-./#$'ounting concepts and conventions, and personal Ludgement, etc. The readers are advised to relate the limitations of financial statements as given in the previous chapter and also the limitations of ratios as a tool of financial analysis as discussed in $atio -nalysis. 4ome of the important limitations of financial analysis are, however, summed up as below: i. ii. iii. iv. )t is only a study of interim reports. +inancial analysis is based upon only monetary information and nonA monetary factors are ignored. )t does not consider changes in price levels. -s the financial statements are prepared on the basis of a going concern, it does not give e1act position. Thus ,-./#$'ounting concepts and conventions cause a serious limitation to financial analysis. v. vi. ,hanges in ,-./#$'ounting procedure by a firm may often make financial analysis misleading. -nalysis is only a means and not an end in itself. The analyst has to make interpretation and draw his own conclusions. .ifferent people may interpret the same analysis in different ways.

O<!"<,!6 $# R&-,$ A'&+./,/ I'-"$7*(-,$': $atio analysis is one of the techniques used to analyse the financial statements. )t is one of the most powerful tools of financial analysis. )t is the process of establishing and interpreting various ratios Fquantitative relationship between figures and group of figuresG. Through ratio analysis financial statement can analyse more clearly and decision made from such analysis.

,-./#$'ording to ,-./#$'ountants *andbook by 3i1on 9ell and /edford, a ratio numbers0. N&-*"! $# R&-,$ A'&+./,/: $atio analysis is a technique of analysis and interpretation of financial statements. )t is the process of establishing and interpreting various ratios for helping in making certain decision. *owever, ratio analysis is not an end in itself. )t is only a means of better understanding of financial strength and weaknesses of affirm. ,alculation of mere ratios does not serve any purpose, unless several appropriate ratio are analysed and interpreted. There are a number of ratios which can be calculated from the information given in the financial statements, but the analyst select the appropriate data and calculate only a few appropriate ratios from the same keeping in mind the obLective of analysis. The ratios may be used as a symptom like blood pressure, the pulse rate or the body temperature and their interpretation depends upon the caliber and competence of the analyst. The following are the four steps involved in the ratio analysis: i. 4election of relevant data from the financial statements depending upon the obLective of the analysis. ii. iii. ,alculation of appropriate ratios from the above data. ,omparison of the calculated ratios with the ratios of the same firm in the past, or the ratios developed from proLected financial statements or the ratio of some other firms or the comparison with ratios of the industry to which the firm belongs. iv. )nterpretation of the ratios. is an e1pression, of the quantitative relationship between the

U/! &'7 S,1',#,(&'(! $# R&-,$ A'&+./,/: *elpful in decision making. *elpful in financial forecasting and planning.

 *elpful in communication. *elpful in coAordination. *elpful in ,ontrol. *elpful in efficiency appraisal. *elpful in evaluation of financial position. *elpful to investors, financial institution, employee.

HR POLICIES ; STRATEGIES

SOURCES OF RECRUITMENT CADBURY offers employment opportunities in a wide range of functions. The process of recruitment in ,-./#$' is fair and transparent, with adequate opportunities to look for suitable candidates both internally and from outside. $ecruitment is a continuous process in ,-./#$'. They regularly hold walkAin interviews in principal cities. ,ampus interviews are arranged in leading institutes and universities. )n other cases, applications are invited for specific vacancies announced through advertisements in leading newspapers or announced in this website. *owever some of the sources are as follows:A
TRANSFERS

The

employees

are

transferred

from

one

department

to

another

,-./#$'ording to their efficiency and e1perience in ,-./#$' limited

PROMOTIONS

the employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and e1perience.
PRESS

ADVERTISEMENTS

-dvertisements of the vacancy in newspapers and Lournals are a widely used source of recruitment in the company. The main advantage of this method is that it has a wide reach, so it is used by ,-./#$' limited
EDUCATIONAL

INSTITUTES

various management institutes, engineering colleges, medical ,olleges etc. are a good source of recruiting well qualified e1ecutives, engineers, etc. They provide facilities for campus interviews and plas. This source is known as ,ampus $ecruitment and it is also used by the company LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction Lobs. however child labor is not used by the company

OF RECRUITMENT $ecruitment in ,-./#$' is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. -pplicants are generally invited on the basis of specific advertisements in newspapers and websites. - ,ommittee of officers called the ,entral $ecruitment ,ommittee handles the entire recruitment process comprising screening of applications, preliminary shortAlisting, interviews and final selection. &very attempt is made to make the selection process as obLective as possible by incorporating tests of competence. )n some cases, outside consultants are retained. -ll decisions of the recruitment committee are recorded in respect of each candidate. ,andidates are informed of their shortAlisting and selection immediately after the interview or at the earliest thereafter. T5! 0"$(!// $# R!("*,-%!'- ,' CADBURY L-7

1.

)dentify vacancy 6repare Lob description and person specification

@.

=. -dvertising the vacancy B. Managing the response 8. 4hortAlisting H. -rrange interviews

TRAINING AND DEVELOPMENT PROGRAMME OF THE COMPANY "ur new 6erformance Management 4ystem incorporates a process called ,ompetency -ssessment and Training and .evelopmental %eeds wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with 6erformance -ppraisals. This is so that training needs can be assessed obLectively. Training is imparted to take care of an individuals career development as well as functional and skill enhan. ,ompetency and .evelopment training inputs include 4kill and general performance enhan, communication skills and ,areer development. +unctional training needs are identified and conducted by functional departments while ,orporate *$ organizes competency and developmental inputs.

BENEFITS OF COMPENSATION SYSTEM &mployee welfare receives prime attention at ,-./#$'. 3e have several schemes for general welfare of employees and their families. These cover education, healthcare, retirement benefits, loans and financial assistance and recreation facilities. E7*(&-,$' &ducation is imparted not only to children of ,-./#$' employees but also more importantly to children from rural areas who do not have ,-./#$'ess to any medium of information or education. ,-./#$' schools maintain high standards and are open to other children of the vicinity. "ften these schools are the most preferred centres of learning in the district and adLoining areas. 3herever possible, ,-./#$' provides funds and infrastructure to help set up local schools, colleges and centres for learning and education.,-./#$' townships have e1cellent schools that are often the best in the district. &ducation at these schools is subsidized for employees wards. They offer attractive scholarship allowances for children studying at places away from their parents, merit

scholarships for outstanding children and financial assistance for employees children to pursue higher professional education.

H!&+-5 C&"! 7iberal medical benefits are made available to employees and their family members by way of reimbursements towards normal medical treatment, domiciliary treatments and special sanctions for serious illness. &ach of their townships has wellAequipped health care centres with qualified medical staff and facilities, ambulance, referrals and tieAups with reputed hospitals for specialised treatment. )n addition, there are regular health checkups, camps and programmes. ,-./#$' takes pride in providing various forms of medical assistance to the families of their employees and also to all those living in surrounding villages. &ach factory has a medical centre with fullA fledged doctors and the latest of basic equipment. Mobile medical services are provided in the vicinity and regular medical camps are held to eradicate diseases, offer medical help, treatment and preventive care. F,'&'(,&+ A//,/-&'(! &mployees are eligible to apply for loans and financial assistance for various purposes such as purchase of assets, residential premises as well as a scheme that provides for supply of at subsidized rates to those building their own houses. CADBURY$%%$7&-,$' -t our plants and factories, employees are provided furnished and unfurnished

,-./#$'ommodation based on their entitlements. -t many locations, the employees are given free electricity, free water supply and free bus facility for nearby places and schools. These houses are wellAmaintained and periodically upgraded.

 E%0+$.!! S&-,/#&(-,$' )n addition to periodic internal &mployee 4atisfaction 4urveys, They participate in &mployee 4atisfaction and 3ork 6laces 4urveys conducted by reputed e1ternal agencies and organisations like *ewitt -ssociates 5row Talent. -nd from time to time, ,-./#$' has also retained reputed firms like Mercer and /oston ,onsulting 5roup to study our internal work environment and employee policies and suggest areas of improvement.

They share below salient points of the latest survey of employees: 6eople are treated fairly regardless of religion and gender ,-./#$' is a safe place to work Management is competent in running business &mployees feel good about what we do for society 6roud to tell others ) work here Management thinks positively The overall findings show significant Lob satisfaction at all levels as also deep respect for the company, its performance management system and its overall business performance. R!("*,-%!'#$" CADBURY

The recruitment and selection is the maLor function of the human resource department and recruitment process is the first step towards creating the competitive strength and the "!("*,-%!'- /-"&-!1,( advantage for the organisations. Recru%t&ent #r$ce involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. - general recruitment process is as follows: ] I7!'-,#.,'1 -5! <&(&'(.:

The recruitment process begins with the human resource department receiving requisitions for "!("*,-%!'- from any department of the company. These contain:

[ [ [

6osts %umber .uties to

to of be

be

filled persons performed

[ Uualifications required

6reparing the Lob description and person specification. 7ocating and developing the sources of required number and type of employees F-dvertising etcG.

4hortAlisting and identifying the prospective employee with required characteristics.

-rranging the interviews with the selected candidates. ,onducting the interview and decision making

;. )dentify vacancy @. 6repare Lob description and person specification =. -dvertising the vacancy B. Managing the response 8. 4hortAlisting H. -rrange interviews C. ,onducting interview and decision making

The "!("*,-%!'- 0"$(!// is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

I'/-"*(-,$'&+ D!/,1' O# T"&,','1 P"$1"&%%! I' CADBURY S

The 6rogramme ,oordinator 3hile .esigning The 6rogramme 4chedule 4hould %otice +ollowing 6oints:

a. The "bLective "f The 6rogramme 4hould /e ,learly 4pelt "ut. %ot "nly )t 4hould /e Mentioned )n The 6rogramme 4chedule /ut )t Must /e Made ,lear To 6articipants -lso. b. The 7evel "f The 6articipants, Their &1isting 9nowledge, 4kills -nd &1perience 4hould /e 9ept )n Mind /efore +inalizing The 6rogramme 4chedule To 9now +rom 3hat 7evel "f 9nowledge The Trainer 4hould ,oncentrate -nd ,arry The 6articipants 3ith *im Trill &very -spect "f The 4ubLect )s ,leared. c. Training ,an /e 2ery )nteresting, &nriching &1perience )f The +aculty 6rovides 2ariety, Mi1ing 6ractical 3ith Theory 4essions, Uuoting +rom 6ersonnel &1periences -nd -llowing Time +or .iscussion -nd -bsorption. d. -dequate Time 4hould /e -vailable +or .oing !ustice To -ll The 4ubLects.

e. +le1ibility )n The .esign "f The Y6rogramme 3ould &nsure That 6articipants .o %ot *ave To 7earn Those -spects 3hich They -lready 9now -nd 3henever 4uch 4ituation )s +aced /y The +aculty, &ither The 7evel "f .iscussion May /e )ncreased "r 4ubLect May /e ,hanged. f. -n )nbuilt +eedback 4ystem To +acilitate $evision, )f -ny, .esired /y The 6articipants .uring The ,ourse "f The 6rogrammed May /e 6lanned -nd 4ome ,ushion 6eriods 4hould /e 6rovided. g. The 6rogramme ,oordinator 4hould 6repare /rief 4ynopsis "f &ach Topic To /e ,overed .uring The 6rogramme )n ,ase The 4tandardized 4ynopsis -re %ot -vailable -nd *e May $evise "r )mprove The 4tandardized 4ynopsis -lso )n The 7ight "f 7atest .evelopments -nd $equirements.

CADBURYS ,/ D!#,','1 F$(*/ ; O2D!(-,<! $# P"$1"&%%!:

.efining The +ocus -nd The "bLective "f The 6rogramme )s 2ery )mportant "f .esigning 6rogramme. )n +act .efining +ocus -nd "bLective, Target 5roup )s -lso )mportant.

"bLective "f -ny Training 6rogramme )s 2ery 4trongly $elated To Training %eeds "f The "rganization N ,orporate &1pectations +rom The Training 4ystem. 4ome "f The #sual "bLectives -re: & ( ! # 1 D!<!+$0,'1 O# S4,++/ F)f %ot &1isting &arlierG B*,+7,'1 U0 & C&7"! $# A T"&,'!7 P!"/$' I%0"$<,'1 P"$#,(,!'(y FTo )mprove &fficiency -nd 4peed "f *andling TransactionsG E:0$/,'1 FTo %ew .evelopments, &nvironmentG U01"&7,'1 O# S4,++/ F7ike Training 6articipants +rom /ranch 4mallP4si 7oans To *andle 7arge /orrower ,-./#$'ountsG.

2 S5&"0!','1 O# S4,++/ F)f &1istent /ut %eed )s There To 6rovide ,utting &dgeG 7 C"!&-,'1 A6&"!'!//

PRODUCTION POLICIES

PRODUCTION LAYOUT manufacturing need process layout for rawAmaterial preparation, which require crushing, grinding and mi1ing of the various raw materials such as limeAstone, clay, bau1ite and ironAore. "nce the raw materials are prepared and converted into rawA meal by mi1ing different raw materials in predetermined proportion, production processes such as preAheating, precalcining, calcinations for conversion of raw meal into clinker and cooling of clinker would use product layout. 3ithin the plant, workshop activities are arranged by using process layout, whereas the packing and dispatch operations of the through trucks need product layout. )n cases of repairs of kiln in plant, which cannot be moved, a fi1ed layout is to be used.

OTHER RA3 MATERIALS- DIFFRENT SUPPLIERS IN DIFFRENT PLANT They have implemented a 4-6 based &nterprise $esource 6lanning F&$6G system for the 6rocurement function. ,entral procurement is divided into the following maLor groups:

 $aw materials &nergy, +uels and 5ases Maintenance spares 3earing parts, ,onsumable materials -dministrative N office supplies 4ervices 6acking The structure provides for procurement managers at regional level and plants. There is a 4eparate proLects head for procurement of capital equipment and purchases.

SUPPLIER RELATIONSHIPS ,-./#$' treats its vendors as business associates. -ll vendors are treated with respect and dignity. "ur vendor base includes reputed manufacturers and trusted brand names, usually the leading =AB vendors of their particular industry segment who are technically and financially sound and have the intrinsic capacity to supply material of desired quality and on time. ,-./#$' prefers vendors who demonstrate good corporate citizenship and promote sustainable development. -dequate care is taken to ensure transparency in procurement processes. "ur procurement policy has a clearly defined code of practice for procurement conduct and encourages fair and open competition in markets.

)UALITY CONCEPT USED BY THE COMPANY

6roduct .evelopment has always been an important activity at ,-./#$', arising out of a focus on quality and process improvement. )t has been a constant partner, driving research, innovation and evaluation.

,-./#$' has effectively pledged its reputation as the market leader in the quality of . Maintaining this lead calls for harnessing the resources and e1pertise of the company A from applied research and production to marketing. ,-./#$'ordingly, all ,-./#$' factories are equipped with stateAofAtheAart process control instrumentation and associated quality control and testing laboratories manned by qualified personnel. -s a result of this focus on quality, ,-./#$' specifications e1ceed those set by /)4 by a wide margin. Today, all ,-./#$' plants have the )4" >DD; Uuality 4ystems certification. This demonstrates our tradition of providing reliable and consistent quality through the application of modern technology, and Lustifies the preferences of a nationwide customer base.

:: P"$7*(-,$' P$+,(. ::

5roup is utilized its production natured over the years to create reliable, safe production lines. comprehensive schedule is being implemented at all group companies facilities to minimize manpower requirement and streamline operations. )4" certification and production policies as part of group program to guarantee unsurpassed Uuality and $eliability. )*&+,-. P$+,(. 3e at *95$"#6 is committed to organizational growth by providing precision quality components through enhancing customer satisfaction, controlling waste, by using latest mfg. technology with involvement of all employees and our valued suppliers to achieve e1cellent quality N on time delivery by continually improving Uuality Management 4ystem. )*&+,-. O2D!(-,<!

$eduction in $eLection, rework "n time delivery ,ustomer ,omplaint towards zero $educe tool cost Minimizing down time

Motivating N training to all employees H!&+-5 &'7 S&#!-. P$+,(. 3e firmly believe that, *ealth and safety of our employees, who are an asset to

the company, is most importance. Therefore we are committed to bring safety on top of mind for all employees by maintaining high standards of safety culture with all manufacturing processes, activities and operations.

E'<,"$'%!'-&+ P$+,(. )n recognition of the )nterest of the society in securing sustainable industrial growth, compatible with the environment, ,lima1 &ngineering &nterprises affirms that it assigns high importance to promotion and maintenance of a pollution free environment in its all manufacturing processes, activities and operations.

)*&+,-.

M&'&1!%!'-

6N5 has led the )ndian automobile industryEs antiApollution efforts by introducing cleaner engines. )t is the first )ndian company introduce vehicles with &uro ) and &uro )) norms.

6N5 is committed to ma1imizing customer satisfaction and strives to achieve the goal of e1cellence, by continual improvement, through ongoing going design and development, manufacture and sale of reliable, safe, costAeffective, quality products and services of international standards, using environmentally sustainable technologies, for improving levels of efficiency and productivity within its premises and ancillaries.

The 6,/# plant in 6une has obtained )4" >DD;:@DDD certificate from /ureau 2eritas Uuality )nternationalA/2U) in !uly @DD=. 6,/# of 6N5 has received the certificate of approval of its quality management system FUM4G from /ureau 2eritas ,ertification F/2,G, for compliance with )4" P T4 ;H>B>:@DD@. T4 FTechnical 4pecificationGA;H>B> defines the quality management system requirements for the design and development, production, installation and service of automotiveArelated products. -nd to control the quality of its cars 6N5 applies various stringent measures during

the

preAmanufacturing

stage

as

well

as

postAmanufacturing

stage.

.uring the manufacturing stage regulars quality ,adburyts are held by the inAhouse ,adburytors in all the shops. -ll the process sheets, spot plans, control plan etc are displayed near the work place. )n the post manufacturing stage once the vehicle comes out of the assembly line it passes through stringent testing standards such as shower test, wheel balancing etc. "n successful completion of testing, the car is ready to be despatched after 6re .elivery )nspection F6.)G.

E'<,"$'%!'-&+

M&'&1!%!'-:

6N5 reaffirms its commitment to minimize the adverse impacts of its products, operations and services on the environment. )t strives to:

[ $educe the emission levels of vehicles in full compliance of the regulatory norms N proactively work with the industry, 5overnment, other related industries N agencies to pollution and bring the continual in improvement international in environment practices. performance. [ #se of environmentally sustainable technologies N practices for prevention of [ ,onserve natural resources and energy by minimizing their consumption N wastage. [ The unit is cerified with )4" ;BDD; : ;>>H for &nvironmental Management 4ystem F&M4G 3$"4 automotive M!&/*"!%!'sector in : )ndia.

6N5 is the first )ndian ,ompany to introduce the /alance 4corecard 4ystem in The scorecard incorporates 4U.,M F4afety, Uuality, .elivery, ,ost and MoraleG. The implementation of the /alanced 4corecard has enabled greater focus on different elements of operational performance. .efining, cascading and communicating strategies across the organization have brought about transparency and alignment.

-part from /alance scorecard half yearly review of the employees is done on the basis of attendance, kaizen at work place etc.

- suggestion scheme is started by the management wherein any employee irrespective of his cadre can suggest an improvement in the work place and if this suggestion is approved by the concerned authority the employee gets rewards points. "nce an employee achieves a specified limit of points he gets a gift voucher. -part from this employees also receive bonus on certain festive occasion. V&+*! E'1,'!!",'1:

,ontinuous efforts are made to reduce the cost of service in 6N5. $eLection of input parts received from vendors is very closely monitored in all the departments. The vendors are penalized if reLection e1ceeds beyond the defined limits. -part from reLection of regular parts some stations are identified as ,TU F,ritical to UualityG 4tage. 4pecial care is taken of the components added on these stations. -ny negligence on these stations may lead to a customer claiming repla of the vehicle. 2alue &ngineering team also works for searching energy efficient alternatives, methods and ecoAfriendly technology, by adopting effective maintenance N work. The consumption of electricity, water, 765, ,ompressed air etc is continuously monitored and steps are taken to reduce the consumption of these resources. : FMMG module for:

M&-!",&+ 6N5 [ [ [ [ [ goods inventory invoice uses 4-6 B.H,

M&'&1!%!'Material planning purchasing, receiving, management, verification. Management and

materials

control,

2arious spare parts for the machines, and other necessary equipments are ordered by the maintenance and T N 64 departments through central maintenance shop and

purchase is finalised to procure the

department. material.

Uuotations are invited from the interested parties and after the negotiations one party

FINDINGS AND RECOMMENDATIONS

FINDINGS ;G The retailers on their outlets do not properly place the glow signboard and the company or distributors do not do the distribution of the boards properly. @G 4ales promotion schemes are important to influence the consumer. The retailer was dissatisfied by the promotional schemes of the company. The distributors were not distributing all the schemes properly to the retailer. =G The competitors sales promotion schemes were not much effective but schemes were properly distributed to the retailers. BG The company has strong distribution channel but the retailers were not satisfied by the services of the distributors. 8G %umber of root vehicle is very less as compare to the size of the market. HG The merchandising equipments distributed by the company are not being maintained properly by the company.

RECOMMENDATIONS

[ Maintain dominance in chocolate, confectionery and market leadership in brown drinks. [ %ew channels such as gifting, child connectivity and value for money offering to be the [ 5row volume of key sales Milk "ne new maLor product at least growth @DM p.a. and launch every over the ne1t drives. years. Kclairs. year.

[ -chieve the goal of best manufacturing location in ,adbury 4chweppes world for .airy [

CONCLUSION

)n the field of concept selling by using the ideas and by inventions P imaginationPpsychological and cultural fields. ,adbury have mi1ed up various human sentiments and created an altogether mi1ed market where they are able to promote and in cash benefits for themselves as well for building different humanPsocio relations.

This is a very clear cut picture where a team of hard core professionals are using every opportunity directly touching the emotions of the masses but spending minimum money possible on advertisement. )t is a sort of monopolistic area where by spending very low, using easiest and economical method, products are developed and sold, giving, the customers no chance or alternative.

BIBLIOGRAPHY 3EBSITE www.cadbury.com www.cadburyindia.com www.cadbury.co.uk www.cadburyschweppes.com www.google.com

BOOKS ; MAGAJINES 5lobal Marketing Management F9iefer 7ee N 4teve ,arterG [ - 7 $ies F;>>HG, +ocus0 *arper ,ollins 6ublishers 7td. [ .avid -. -aker F;>>;G, Managing /rand &quity0, The +ree 6ress. [ .avid -. -aker F;>>HG /uilding 4trong /rands0, The +ree 6ress. [ 6hilip 9otler F&ighth &ditionG Marketing Management0, 6rentice *all of [ [ [ [ [ [ /usiness Today Market -dvertising The &conomic )ndia and Times ,ompany survey /usiness and marketing ? /rand 7td. Magazine &quity0 7iterature questionnaires 3orld