A Project Report on

Britannia

MASTER OF BUSINESS ADMINSTRATION

OF
PRESIDENCY UNIVERSITY

BY
Aditya singh Thakur

20182MBA0333

Professor
Dr Samira Jana
samiran.jana@presidencyuniversity.in

Presidency university Bangalore

2018-2019
 DECLARATION

I am Aditya singh Thakur student of MBA 2nd year Presidency university I have
Completed the project on Britannia for the academic year 2018-2019
The information given in this Project is true to the best of my knowledge.

Place:
Date:
 Certificate

ThisttistttottcertifyttthatttMr.tt /ttMs.t Registration number

has accomplished the project patrician

tUndertmytguidancetintpartialtcontentmenttoftthetSummertInterns

hiptProjecttcoursetoftthetMastertoftBusinesstAdministrationtprogr

am.

Signature of faculty adviser

NametoftthetFacultyt Guide:
 INTRODUCTION

Britannia industries limited is an Indian food corporation. Founded trendy 1892 and headquarter is
in Kolkata is the food and biscuits company and its across in the world more than 60 countries in
the world. It is the oldest company. The is 127 older company and its sell Britannia and tiger
biscuits in the world. but there more business in the India only

The company was established in 1892 by a group of British entrepreneurs with an asset of ₹265.
Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was
acquired by the Gupta brothers mainly Nalin Chandra Gupta, an attorney, and operated under the
name "V. K Brothers." In 1918, C.H. Holmes, an English entrepreneur based in Kolkata, was taken
on as a partner and The Britannia Biscuit Company Limited was launched. The Mumbai factory was
set up in 1924 and UK, acquired a controlling interest in Biscuits were in high demand during
World War II, which gave a boost to the company’s sales. The company name was changed to
the21 current "Britannia Industries Limited" in 1979. In 1982, the American company Biscuits
explanation for 90% of Britannia's annual income. The company's factories have yearly capacity of
433,000 tonnes. The brand names of Britannia's biscuits include many and other among others. In
2006, Tiger the mass market brand, realised $150.75 million in sales, including exports to the U.S.
and Australia. This amounts to 20% of Britannia incomes for that year.

A few years later, switch moved through a complicated process, which is still not fully understood,
to Rajang a Kerala-based businessman and a crony Wadia. The two cronies fell out with each other
and an uproarious corporate drama outspread. It ended after the death of Rajan in forces custody
and the confirmed takeover of governor Wadia. Its subsequent corporate history has also had a
full portion of debates.
Chapter: 1
 BRITANNIA INDUSTRIES

MAJOR tPLAYERSt Oft BISCUIT Tindustries tARE

1. Britannia
2. ITC
3. Sara Heinz
4. Nestle
5. United Biscuit
6. Kwality
7. Priya
t

TAXES ON BISCUITS

Value added tax ton tBiscuit

tThetVATtoft12.5t%tontBiscuits,tbeingtthetmerelytprocessedtnutrienttpointttotpulltsuchthightVal
uetaxestrates,twilltimpacttthetpricingtoftthetmerchandiset,tBiscuittmonetarytvaluesttotlifttbyt1t.
MonetarytvalueoftthetbiscuitstmighttnecessitatettotbetincreasedtduettotthethightVATtratestwhi
chtmaytensuetintswitchtofttradetnamestduettotthetextremelytcompetitivettmarkettandtnowtGo
od service tax thastcometintplaytwhichtmay treducetthettaxt.

RemovaltoftImporttDutytontDairytMerchandises

TThetwholesaletmonetarytvaluetbasedtrisingtvaluestindicatestthattthetmilktmonetarytvaluestmo
vedtuptbyt14.73t%tovertthetlastttwelvemonth.tWorriedtabouttthetliftingtmonetarytvaluestautho
ritiestannouncedtthettresponsibilitytontSkimmedtMilktPowdert(tSMPt)tandtothertdairytmerchan
disestGovernmentttremovestimporttresponsibilitytontdairytmerchandisest.Thetimportstatcheape
rtratetwouldtassisttintcuttdowntthetcosttfactortfortdairytmerchandises.

commissionttotConstructtColdtStoragetFacilities

tWastagetoftnutrienttpointstduettotmisstoftcoldtstoragetconnectionstleadttotatforfeituretoftRs.5
00tbillionteveryttwelvemonth.tThetauthoritiestannouncestschemestandtinducementsttotpulltcap
talizingtintcoldtstoragetrepositiontoftColdstoragetinducementsttotpulltfreshtfinances.tAdditiontin
tthetfiguretoftcoldtstoragetinstallationstwouldtassisttintcontinuingtmerchandisestbettertandtcutt
downtthetwastagetcost.

t
t Social

NeedtfortHealthytEatingtHabits:

MosttoftthetworldtsaytthattIndianstaretmoretpronettotCoronarytArterytDiseaset(tCADt)t,
whichtistthetmajorttindependenttthazardtfactortdoingtCardiovasculartdiseases,tduettotthetsmall
ertcalibredtarteriastfoundtintIndians, Indianstmoretpronettotbosomtdisease,ThetTimestoftIndia.

tThistsuggeststthattIndianstshouldttravelttowardstmorethealthytnutrienttandtdiet.tThistcouldtbet
atnewtcountryttotresearchtfortBritanniatwithtitstnewtwellnesstassociatedtmerchandisestproduct
stliketNutiChoicetbiscuitstandtActimindtflavouredtmilktandtBiscuitstwhichtcontainstHightfibertwh
ichtwilltenlightentthetcustomerthealthtwiththightproteintandthightfibertwhichtwilltnottcausethe
art diseases.

ProblemstwithtClonedtLivestock:

Clonedtanimatetbeingstaretsupposedttotbetenduringtfromtlargeoffspringtsyndrome.tThetfemalet
parenttcowstfacetatjobtintgivingtbirthttotthetclonedtanimatetbeingstasttheytaretlargertthantnor
mal.tBesidestthesetclonedtanimatetbeingstsuffertfromtwellnesstissuest.tIttistmorallytincorrecttto
tclonetanimatetbeingstasttheytcausetjobsttotthetfemaletparenttduringtthetbirthtandtmoreovertt
hetclonedtfarmtanimaltsuffertfromtwellnesstissuestwhichtmighttdotinsecurettotdevourtthetgree
ntgoodstfromtthem.

CloningtoftLivestock

India,tatlatetentranttintcloningtresearch,tistnowttravelingtwithtatgreattgaittintcloningtengineerit‘
Handtguidedtcloningttechniquetattechniquetreallytdifferentttthetconservativetcloningtpatterntha
stbeentatsuccessfultintmosttoftthetplacestintindia.
NewtAgetPackaging

tThetnewtpackagingtsystemsthelptintprotectingtnutrienttfromtmicro-
organismstbytmakingtsheltertbed.tIttusestnewtengineerstliketOtscavengingtmap,tatmospheretco
ntrol,tbiodegrabletetc,tandtittistofttlowtcosttintnaturet.tThetpackagingtengineeringthelpstintcont
inuingtnutrienttfortlongertbytprotectingtthemtfromtmicroorganismtwithtthetaidtoftnewtenginee
rs,tthereforetensuingtintlongertshelftlifetoftthetnutrient.tThetadvantagetoftlowtcosttwaddingtan
dtlongertshelftlifetcouldtbetreallytgoodtfortthetcompanytintincreasingtitstnettincometborder.Eco
nomic

DeficittoftMilk

tEventthoughtthetmilktproductionthastrisentbyt4.6t%tcompoundtoneyeartmeantgrowingtrate,titt
stilltcantnontfittuptwithtthetincreasingtdemand.tThetdemandtfortmilkthastbeentturningtattatfast
ertratetthantthetgrowingtratetoftmilktproductiontensuingtintthetdeficittoftmilktsupplytt.AtIndiat
cantnontruntintotitstexpectedtdemandtiftthetdemandtandtprovidetrisetattthetsametrate.tFortth
etsametthetground,tthetmilktmonetarytvaluestaretontatchangelesstrise.tMonetarytvaluetoftmilk
tincreasedtbyt12.6t%ttot13.6t%t.tThistcantdotantadditiontintthetinputtcosttfortthetdairytmercha
ndisestandtwhichtintbendtcanttakettotboosttintmonetarytvaluetortlowertnettincometborders.tIft
thetcompanytincreasestthetmonetarytvaluetoftitstmerchandises,tittmaytimpacttthetgrosstrevenu
estastittmighttlosetontconsumers.

RisetintSugartProductiontandtDutytFreetSugartImports

ThetentiretsugartproductiontintthetfirsttsixtmonthststoppingtSeptembert2010tistexpectedttotbet
22t%tmoretthantthetendtproducttintthetunchangedtstagetlasttseason,tthetentiretproductiontex
pectedtistatt16.7tmilliontPresstTrusttIndiat(tPTIt),Sugartendtproducttrisest22t%tintfirstthalftoft20
09-
10t.tDuettotthetdeficittintthetproductiontoftsugartthetdeadlinetfortthetfreedomtontimpoststres
ponsibilitytontnaturaltsugartimportsthastbeentextendedtbytthetauthoritiestt.tThetadditiontintsug
artproductiontandtthetresponsibilitytfreedomtontnaturaltsugartcantassisttintbuyingtsugartattlow
ertmonetarytvaluestandtthistintbendtcantassisttintbringttgoodstattlowertmonetarytvaluestandtal
sotattpresenttittistapplicabletintIndiattotincreasetthetproductiontoftsugarttandttotincreasetthetG
DPtoftthetNation.

RaisingtthetNormstfortthetProhibitiontFood

Theretistatdemandtfortputtingtthetcriterionstfortprohibitedtnutrient.tClinicalttrialstshouldtbetco
nductedtontthetprohibitedttnutrientstbeforettheytcouldtmaketthetmarkettfortsale.tProhibitedtn
utrienttprobablyttotcometundertclinicalttesttscopet.AtReligiousttnormstwilltassisttintraisingtthet
qualitytcriterionstbuttontthetotherttandtthetcosttandtcliptoftproductiontmighttlatertincrease.

Globalization

tGlobalizationtatcosmopolitantphenomenontistimpactingteachtandteverytindustry.tThetuniverset
istcomingtnearer,tthetcommunicatingtspreadtistantandtthetconcernstarettravelingtplanetary.This
tcantfunctiontastantchancettotspreadtouttthetconcernttotatplanetarytdegreetbuttontttheretistat
menacetoftnewtentrantstfromtinternationaltmarket.

RequirementstfortLogistics

LogisticstintIndiatsuffertduettotthethaplesstsubstructuretandtothertrestrictions.tTheretistathightd
emandtfortsophisticatedt3rdtpartytlogisticstsotthetdomestictlogisticstservicetsupplierstaretseekin
gttotbetterttheirtservice.tInternationaltengagementtistbesidestexpectedtintthetlogisticstindustry.
tThetlogisticstsystemtwilltassisttintpropertsupplytconcatenationtdirectiontandtontcliptbringingtof
tgoods,twhichthelptintkeepingtthetshelftlifetoftgoodstontruntintotthetdemandtontclip.

t
Competitor Competition:

tBILthastatmarkettportiontoft38t%tandthastbeentturningtatt27t%t,tcomparedttotthetindustrytgr
owingtratetoft20t%tandthastmanytrivalstbasedtontthetnaturetoftmerchandise.ParletandtITCttpos
etatgreattcompetitionttotBILtt.tBILtgainingtmajortoftitstincometfromtthetbiscuitstt,tandtParletan
dtITCtaretthetothertmajortparticipantstintbiscuittmarket.

BILtistbesidestintotthetproductiontoftdairytmerchandises,twheretthettwotmajortparticipantstint
markettaretAmultandtNestle.tAmultistthetleadertintthetdairytindustrytandtattpresentteratBritan
niatwilltovertaketAmultintcomingtyears.

Buyert‘stPower:

tThetpurchasert‘stoftthesetmerchandisestcouldtbetatretailtmerchanttortthetconsumer.tBothtthet
dairytandtbakeshoptindustrytaretmonetarytvaluetsensitive,tsotatsmalltadditiontintmonetarytvalu
etmightttaketthetconsumerttotswitchtotherttradetnametortmerchandise.tSotthetpurchasert‘stpo
wertistcalculatedttotbetreallytstrong.

Suppliert‘stPower:

tThetmajortsuppliestfortatbakeshoptindustrytincludetwheat,tsugartandtothertagribusinesstmerch
andises.tAndtthetmajortsuppliestfortdairytmerchandisestaretmilk.tItt‘sthardttotdickertwithtthetp
roviderstoftthetabovetmentionedtinputstastthetmonetarytvaluetoftthesetinputstistmajorlytinflue
ncedtbytthetproductiontoftthesetinputs.tThetmonetarytvaluesttendttotbethightastthetdemand.

tStakeholderstandtCorporatetSocialtResponsibilitiest(tCSRt)

Thetinternaltstakeholderstaretthet1stassociatedtwithtthetcompanytinternally.tFortBILtitstinternal
tstakeholderstwouldtbe:

t
1 .ThetStockholders

2 .ThetBoardtoftDirectors,tand

3.ThetEmployees

tPresently,taboutt51t%toftportionstaretheldtbytCorporatetBodiestandtthetremaindert49t%tisthel
dtbytthetpopulace.tThetboardtconsiststoft11tmemberstandtemployeestaboutt2000tpeople.

ExternaltStakeholders

Thetexternaltstakeholderstaretthet1stwhotaretnontinstantlytassociatedtwithtcompanytbuttinflue
ncetthetdeterminationtdevisingtoftthetcompany.tTotBILtthetexternaltstakeholderstaretastfollows
:

t1.Customers

t2. Suppliers

t3. Contractors

t4. Government

tRegulativetAgencyt(tliketFoodtSafetytandtStandardstAuthoritytoftIndia,tetc.t)t,tand Society
BritanniatbeingtthetleadertintthetbakertindustrytoftIndiathastatimmensetsumtoftclientsttotprovi
de.tBritanniathasttotmaintaintuptthetgustatorytsensationstandtqualitytpenchantstoftitstclients.tT
hetauthoritiestplaystantoftimporttintacttuponttthettmarkettbytmakingtandtalteringtthetpolicies.t
BILthasttotadherettotthetregulationstandtordinancestformulatedtbytthetregulativetbureaus.tThet
providerstandtcontractorstformtantoftimporttportiontoftatconcern.tBritanniatwhollytreliestontits
tproviderstandtcontractorstfortitstnaturaltstuffs.

CorporatetSocialtResponsibilityt(tCSRt)

tFortoldtagestcorporatetentitiestfollowedtthetpatterntoftsupplyingtgoodstandtservicestandtmaxt
wealth.tButtthettendenciesthavetchangedtovertthetperiodtoftoldtages.tThetcompaniestaretnowt
expectedttotbetmoretsociallytresponsible.tThetcompanytnowthasttotbetresponsiblettotthetstake
holders,tsocietytandtenvironment.Theytaretexpectedttotpaytbackttotthetenvironmenttandtsociet
ytfortalltthetaffectstthattaretcausedtduettotitstoperationst.

BILtbelievestintworkingtwithtthetsocietytandtthetcivilization.tIttgivestatpremiertimportancettotth
etstatetandtitstpolicies.tIttbelievestintbeingtatgoodtcorporatetcitizentbytnontmerelytadheringtto
tthetregulationstandtordinancestbuttbesidestbytassistingtthetcommunityttotbettertthetqualitytof
tlife.tBILtinvolvestitselftintoriginatingtandtsupplyingtsupportttotcommunitytwellnesstandthouseh
oldtpublictassistance,tH2Otdirection,tvocationaltpreparation,teducatingtpeopletandtpromotingtt
hetapplicationtoftmodernttechniquestandtengineering. tBILtbelievestintethicaltbehaviort.

BILtisttakingtstressttowardtconservingtthetenvironmenttbytusingtnewtproceduretandtupgradingt
thetengineering.tIttistseekingttotcuttdowntitstCtfootmarkstbytrecyclingtthetwastetheat.t

BILthasttakentstresstttowardstassistingtthetsocietytbytfallingtthetnutritiontplantwithtGlobaltAllia
ncetfortImprovedtNutritiont(tGAINt)tandtthetNanditFoundation.tAlongtwithtthesetadministration
stBILtwilltistsupplyingtmid-daytmealstintschoolstandtsupplytnutritionttotthetdeprivedt.

PRODUCTtOFFEREDtBYtBRITANNIAtANDtMRPtOFtEACHtPRODUCT:

BRITANNIA

quantity(gm
sl.no Product ) price(rs)

1 treat-jimtjamt 25g 5

100g 25
 150g 35

treat-funkytchocot 60g 10

Treattbrustt 60g 15

Pineapple 64g 10

150g 30

Orange 60g 10

2 Littlethearts 37g 10

20g 5

3 Marietgold 43g 5

89g 10

120g 15

200g 23

250g 28

4 Vitatmarietgold 150g 20

300g 40

5 goodday(richtcasshew) 58g 10

100g 20

200g 40
 Richtbutter 66g 10

35g 5

Nuttcookies 53g 10

100g 20

200g 40

Chocotchipstcookies 44g 10

100g 30

Butter cookies 150g 22

Choco almond 100g 30

7 Milktbikistcreamt 100g 20

8 Milktbikist 44g 5

80g 10

9 Nutritchoice

Hitfibertdigestivet 100g 20

200g 50

Simpletlitet 100g 15

200g 45

Fivetgraint 200g 55

Ragi 150g 60

Digestivetzerot 100g 25
 Oatstorangetalmondtcooki
es 75g 25

Oatstmilktalmond 75g 20

10 50-50t

Maskatchaska 120gt 25

50g 10

Timetpasstsalt 78g 10

Timetpasstsimplytsalted 39g 5

150g 20

50-50 150g 20

200g 25

11 Puretmagic

Milktchocolate 60g 30

Whitetchocolate 60g 30

Chocotlush 75g 30

12 Burbountcream 60g 10

150g 28

Thetoriginalt 120g 20

13 Nicettimetcoconut 73g 10

150g 25
 13 Tigertglucose 124g 10

25g 2

37g 3

Creamt 43g 5

andttheytaretalsotintotcaketproductiontwithtdifferenttflavours,tthattproducttastfollowstastunder
;

tMARKETtSHAREt

Britanniathastatwidetrangetoftmarkettsharetoft70%toftgrowthtintFMCGtsectortwithttheirtwidetr
angetoftproducttcategorytandtavailabilitytoftproductstinteverytoutlettthattlocatedt.
tBritanniatservestthetproductsttottheteverytretailtshoptthatthavetbeentpresentedtintthetmarket
t.t
ThetcurrenttmarkettsharetoftBritanniatist2,587.20tand
tBritanniatwilltbettradedtintbothtNSEtandtBSE.tBritanniathastathugetmarkettbasedtintFMCGtand
teventintmodernttradetoutletstintthetmarkettwithtatmaximumtbenefittsharetoftanytBritanniatpr
oduct.t
Wetpicktthetstockthastshowntthetmaximumtincreasetint‘tanalyst’stratingt‘tintthetpasttonetmont
ht,twheretweightttoteachtoftthemt(t22tfortbuyt,11tfortholdtandt6tfortsellt)timprovementtintana
lysttratingtindicatestthattgettingtmoretbullishtontthetstockt.ttheretistatconstanttandtsimilartcons
ensustratingtduringtthetweektintabovettablet.t

MARKETtTRENDtANDtSTRATERGY:

Britanniatistwelltknowntforttheirtfirsttmovertadvantagetoftanytkindtoftproductsttheytintroduced
tintthetmarkettt.tTheythavetexperiencedtteverytkindtoftstrategytandttooltthat
ttheythavetimplementedtfortbettermenttoftactivitiestwhichtaretactuallytatcompetitortadvantage
tintthetmarkett.tBritanniathastatwidertscopetoftproductstintFMCGtindustrytwithttheirttechnolog
ytandtresourcestavailabletintthetmarkett.tTheytaretthetonetwhotcametuptwithtnewtvariationsti
ntthetproductstaretlikettsalttbiscuitstwhichtactuallytbytthemtandtalsottheythavetintroducedtnew
tvariationtoft“tBritanniatchaskatmaskat,ttimetpasstbiscuitstetcthavetcometintthistzonetonlyt.t

“tBritanniatkhaotworldtcuptjaho”.tWithttheirt100tyearstoftexperiencetintthetmarketttheythavetv
erytwelltknowntandtbecametthetfamilytmembertinteachtandteverytfamilytthatthavetbeentconsu
mingtthetttBritanniatproductstintthetmarket.tt

cha
CHAPTER :2
PROFILE OF THE COMPANY

Britannia Industries Limited (BIL) is one of India's leading food companies. Britannia's product
portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages,
Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat,
NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe. BIL's
international footprint includes presence in Middle East through local manufacturing in UAE and
Oman. The company is also the market leader in Nepal.

The Company was born in 21st March of the year 1918 as a public limited company. The
Company's plants are situated in Kolkata, Delhi, Chennai, Mumbai and Uttarakhand. In 1921, it
became the first company east of the Suez Canal to use imported gas ovens. Britannia's business

was flourishing. But, more importantly, Britannia was acquiring a reputation for quality and value.
As a result, during the tragic World War II, the Government reposed its trust in Britannia by
contracting it to supply large quantities of 'service biscuits' to the armed forces.

A new factory was established in the year 1924 at Kasara Pier Road in Mumbai. In the same year,
the Company became a subsidiary of Peek, Frean & Company Limited, U.K., a leading biscuit
manufacturing company, and further strengthened its position by expanding the factories at
Calcutta and Mumbai. In 1952, the Kolkata factory was shifted from Dum Dum to spacious grounds
at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in
Calcutta and later in 1954 the automatic plants were installed in Mumbai plant, also in the same
year the development of high quality sliced and wrapped bread in India was initiated by the
company and was first manufactured at Delhi and a new bread bakery was set up at Delhi in the
year 1965. Britannia Biscuit Company takes over biscuit distribution from Parry's during the year
1975. In 1976, the company had introduced Britannia bread in Calcutta and Chennai. During the
year 1978, the company made Public issue, in that Indian shareholding crossed 60%.

The Company re-christened from Britannia Biscuit Company Limited to Britannia Industries Limited
with effect from 3rd October of the year 1979. The Company had signed a 10-year technical
collaboration agreement with Nebico Pvt Ltd., Nepal during the year 1980 for the supply of know-
how relating to manufacturing, packaging and marketing of biscuits and selection of plant and
machinery. During the year 1989, BIL's Executive Office was relocated to Bangalore. During the
year 1990, two new brands of biscuits, Elaichi Creamand and Petit Beurre were launched. Also, in
the same year a new cashew badam variant of the brand Milk Bikis and brand extension of pure
magic biscuit Vanilla cream were launched, Fruit bread was launched in Delhi.
The Company launched two new speciality brands in the year 1991 viz., Britannia milk bread and
Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and Elaichi
Cream. In 17th August of the year 1991, the Company handed over its Soya unit at Vidisha, MP to
SM Dychem Ltd. BIL had celebrated its Platinum Jubilee in the year 1992. After a year in 1993,
Wadia Group had acquired the stake in ABIL, UK and becomes an equal partner with Group
Danone in BIL.

The Company was in re birth phase during the year 1997, new corporate identity 'Eat Healthy,
Think Better' leads to new mission of 'Make every third Indian a Britannia consumer' and in the
same year BIL entered into the dairy products market. In 1998, BIL had launched Half/Half, a soft
cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. The Company had
rolled out its flavored milk brand Zip-Sip' in tetrapaks in the year 1999. Zip-Sip had been launched
in Mumbai and some markets in the South.

Forbes Global Ranking rated the company during the year 2000 among Top 300 small companies.
In the same year, the company had launched Britannia Milkman Butter, a product under the
Milkman brand. BIL made its fund in-principle agreement to acquire 49 per cent of Kwality Biscuits
in the year 2001 through internal accruals. During the year 2002, the company had entered into a
joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the
leading diary co-operative groups in the world and the Britannia New Zealand Foods Pvt. Ltd was
born.

Pure Magic, the company's product was winner of the Worldstar, Asiastar and Indiastar award for
packaging in the same year 2002. After a year, in 2003, BIL had launched 'Treat Duet', most
successful of the year and Britannia Khao World Cup Jao rocks the consumer lives yet again. During
the year 2004, Britannia accorded the status of being a 'Superbrand' and the brand Good Day
added a new variant Choconut in its range. Reviewed marketing alliance with the Kolkata-based
Thacker Dairy Products Pvt Ltd.

In the year 2005, Britannia New Zealand had launched health drink for adult. The new plant in
Uttaranchal, commissioned during the year 2005, it was ahead of schedule. In the same year, BIL
launched yet another exciting snacking option the Britannia 50-50 Pepper Chakkar.

BIL had forged a strategic alliance with CCD Daily Bread Pvt Ltd in the year 2006, a Bangalore
based Company engaged in manufacturing and retailing of premium breads, cakes snacks and high
end ready to eat foods. In the year 2007, Britannia industries formed a joint venture with the
Khimji Ramdas Group and acquired a 70 percent beneficial stake in the Dubai-based Strategic
Foods International Co. LLC and 65.4% in the Oman-based Al Sallan Food Industries Co. SAOG.
The company was rated as the No 1 Most Trusted Food Brand in a survey conducted by AC Nielsen
ORGO-MARG and published in Economic Times in the year 2007. Britannia launched Iron fortified
'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'Marie Gold' during
the period of 2008. BIL was ranked 27th place in the list of India's Fastest Growing Large
Companies by Business Today, Special on June of the year 2008.

In 2009, Britannia took full control of Daily Bread. During the year, Britannia New Zealand Food
(BNZF) became a BIL subsidiary after BIL bought out New Zealand's Fonterra from the existing joint
venture.
BNZF was renamed Britannia Dairy Pvt. Ltd. (BDPL). During the year, Britannia became the first
bakery brand in India to remove trans-fats from 99.9% of its products. During the year, Wadia
Group became the largest shareholder in BIL after acquiring stake holdings from Group Danone.

In November 2011, Britannia Bread launched its new range of Health Breads in Delhi. The range
consists of Honey & Oats Bread, Multi-Grain Bread, 100% Whole Wheat Bread and Multi-Fiber
Bread.

In 2013, Britannia launched new NutriChoice Crackers Range, a biscuit made with the natural taste
of sun-kissed golden wheat.

In 2014, Britannia entered into an exclusive tie-up with Amazon for the launch of its latest product
Good Day Chunkies, a super-premium chocolate chip cookie. In 2015, Britannia Bourbon, India's
first premium chocolate biscuit, completed 60 glorious years.

In 2016, Britannia launched Cake Biscotti, India's first ever classic 'Bridge' product combining the
best of the world of a cake and that of a cookie. During the year, Britannia launched its state of the
art R&D Centre facility in Bidadi, Karnataka.

The Board of Directors of Britannia Industries at its meeting held on 9 February 2016 considered
and approved a Scheme of Arrangement under Sections 391-394 of the Companies Act, 1956 for
demerger of the Manufacturing Business division and Retail Sales Business division of Daily Bread
Gourmet Foods (India) Private Limited, a wholly-owned subsidiary of Britannia Industries, into
Britannia Industries.
On 28 March 2017, BIL announced that it has signed a joint venture agreement with Chipita S.A., a
Greek company, for the manufacture and sale of ready-to-eat delicious croissants in India through
a joint venture company namely Britchip Foods Limited. BIL will hold 60% stake and Chipita will
hold 40% stake in Britchip Foods Limited.

PRODUCTS

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 Profile of the Company

Britannia Industries Limited is a food corporation, which is engaged in the manufacture of biscuits,
cakes and rusks. The Company operates through the Nutriments segment, which comprises
bakery and dairy products.

The Company's product brands under biscuits grouping include Good Day, Bananas, Marie Gold,
Tiger, Drain, Jim Jam + Treat, Bourbon, Little Hearts, Pure Fairy-tale and Nice Time. Its products
under breads comprise Whole Wheat Breads, White Sandwich Breads and Bread Assortment. Its
foodstuffs under category include Cheese, Fresh Dairy and Accompaniments. Its products under
cakes category include Bar Cakes, Veg Cakes, Chunk Cake Nut & Raisin Romance, and Mutillids
product under rusk category includes Premium Bake. The products of the Company are exported
across the world, which include Gulf Cooperation Council Nation state (GCC), African Nation state
and American Countries. Its subsidiaries include Manna Foods Private Ltd.

OBJECTIVES OF BRITANNIA

1.Verdict Making Tool:

Today’s complex professional organizations require thousands of information. Reports provide

information presented in the reports. This is one of the great importance of report.

2. Investigation:

Whenever there is any problem, a committee or commission or study group exp problem out the
reason behind the problem and present the findings with or without the reference in the form of a
report. It is another importance of report.

3. Evaluation:

Large scale organizations are engaged in multidimensional actions. It is not possible for a single
top executive to keep personal watch on what others are doing. So, the executive depends on
reports to assess the performance of various departments or units

4. Hasty Location:

There is no denying the fact that business executives need information for quick decision-making.
As top executives are found to be busy for various purposes), they need vital sources of information.
Such sources can be business reports.
5. Development of cleverness:

Report writing skill develops the power of conniving, organization coordination, judgment and
announcement.

6. Impartial presentation of facts:

Facts are required to be presented in a neutral way; such presentation is ensured through a report
as it investigates, enlightens and evaluates any fact independently.

7. Specialized Advancement:

Report also plays a major role in professional achievement. For promotion to the rank and file
position, satisfactory work performance is enough to help a person. But for promotion to high level
position, intellectual ability is highly required. Such skill can be expressed through the report
submitted to higher expert.

8. Appropriate Control:

Whether activities are trendy according to plan or not is expressed through a report. So, controlling
activities are applied based on the information of a report.

9. A managerial Tool:

Various reports make activities easy for the managers. For planning, organizing, organizing,
motivating and controlling, manager needs help from a report which acts as a source of information

Encountering Development and Complex Situation:

In a large business organization, there is always some sort of labour problems which may bring
composite situations. To tackle that situation, managers take the help of a report.
CHAPTER:3
STATEMENT OF PROBLEMS:

PROBLEM: GENERATING DEMAND IS BIGGEST CHALLENGE

SOLUTION:
BENGALURU-Biscuit major Britannia Industries, the star among the Indian FMCG pack of late, says
generating consumer demand remains the biggest challenge in the new year. FMCG companies in general
reported lacklustre results in recent quarters. But the biscuit maker's numbers beat expectations, with the
Bengaluru-based company's profit margins at record high in the last two quarters.

"If you ask me, the biggest challenge is in generating demand. It is surprising as FMCG is not a big-ticket
purchase. When there is a slowdown in this sector, it reflects lack of optimism on the part of the
consumers," Britannia Industries MD Varun Berry told TOI in a meeting earlier this week. He said the
sluggishness persisted despite prices not moving up. "Our volume growth is almost 130% of our sales
growth in recent months," Berry added.

OPEN APP
The Nusli Wadia-controlled company's profits have jumped fivefold, while stock price has vaulted
sevenfold since FY11. On a CAGR (compound annual growth rate) basis, Britannia's top line revenue has
been growing at 12% while bottom line soared 45% between 2012 and 2015. Berry, a former PepsiCo
veteran who took over the reins of the company three years ago, said demand from the rural sector
continues to remain subdued as the agricultural economy is in a bad shape. "Prices of most Agri products
are down and the farmers are suffering as there is not much money in circulation," he explained.

To add to the problems, the urban market has not witnessed the FMCG growth as expected. "It is difficult
to figure out why. This is lack of growth rather than decline in consumption," Berry said.

Britannia, however, plans to remain in investment mode to attract consumers in a subdued environment.
The company, which also makes cakes and rusks, has launched Deuce under the Pure Magic brand. This
biscuit, blended with a chocolate slab, is being termed as the company's most disruptive innovation yet
and will be tested in Bengaluru before being rolled out in the country by year-end. Britannia, which is also
moving into the dairy segment, invested about $8.5 million for this new product, which requires tweaking
in supply chain and distribution channels because of the 40% chocolate content.

"We have a strong pipeline of innovative products to be launched through a new dedicated marketing
team. Our board is clear and supportive of the idea that it's better to reinvest cash in bank to generate
better sales and profits," Berry said. "We need to upgrade a market which has been lying at the glucose
biscuit level for many years," he added.
Berry said with key commodity prices seeing an uptick, there will be pressure on total expenses from the
next fiscal. He declined to comment whether that would hurt Britannia's chance of maintaining an
operating margin of about 13% in the long run, something which the company achieved in the two
quarters this fiscal.

Here the distribution is again divided into two parts i.e. distribution for

General Shops
Key Account Outlets (KAT)
1). General Shops
Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the
number of these outlets is not content, it varies time by time as they are not very loyal to the company and
also does not contribute to very prominent sale.

2). Key Account Outlets (KAT)

These outlets are covered by two sales men and they take order from these outlets biweekly. These sales
men visit twenty to twenty-five outlets every day. These outlets are very much loyal to the company and
provide prominent business to the company. So, from the sales point of view these outlets are very
important.

Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are
two processes:

Order Booking

Ready Stock

1). Order Booking

There are separate sales teams who perform this task. For example, one sales team has to go for order
booking. In this process the salesman first goes to shop to shop and book the orders from there. On the
other day or sometimes on the same day the delivery van goes everywhere in order to fulfil the orders.
Now due to this method distributor not only gains the sales as well as loses the sale. Order booking process
is done in Britannia on Biweekly or Weekly basis. Sometimes Order Booking and Ready Stock both the task
is performed by the same sales man.
Benefits of Order Booking

In this process the distributor always remains in better position to forecast the demand. As the sales man
has already an order list. This helps not only to the distributors but also to the C&F as well as finally to the
factory in order to make more realistic demand.

Since the sales man does not have to do more but to book the order, it enables the sales man to search out
the new opportunities in the market. It helps not only to the company but also to the sales man as sales
man gets special rewards from the company side.

Since during this process the sales man gets extra time in which he/she gets enough time to interact with
the retailer which is again very important.

Actually, the retailer does not want only profit but also a better respect and courtesy from the salesman.
So, in such situations if the retailer is getting good time with the salesman, surely, he will be more loyal to
the company. Also, during this period, the sales man could increase the visibility of its products in the
shelves of the shop keeper.

Drawbacks of Order Booking

Along with all these benefits there are some drawbacks also involved in this advance booking process.
Sometimes sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on
next day. But during this period the sales man of other company comes and provides the same product at
some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales
man.

2). Ready Stock

In this process the sales man carry the team along with him which contain a delivery van, a driver, and one
or two helpers. The sales man takes order from the shops and also places the order at the spot. There are
following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way.

Benefits of Ready Stock

The retailer gets stock on the spot without any delay.

The sales man does not give a chance to the retailer to switch any other brand.
The defected stock is replaced on the spot.

Drawbacks of Ready Stock

The sales man does not get enough time; he simply dumps the stock and moves from one store to another
store.

Even then he does not cover many retailers, as the delivery process takes a lot of time.

What amount of stock should be carried by the sales man is also cannot be predicted?

The sales man moves to pre decided path and could not find new shops, so the market penetration by the
sales man is also very rare in this case.

2.PROBLEM:

To compete effectively, Britannia found that it was essential to get sales people out in front of customers –
yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow
more time to be spent with customers, while providing easier access to ordering and production
management tools.

The Solution:
Use of ERP based solution in Supply Chain
It is recommended that Britannia implement “my SAP” ERP applications for the high performance and
highly scalable IBM technologies. My SAP ERP software enables full access to company’s inventory,
production planning, sales order systems accessed through a simple Web browser and SAP client.

The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with
better technical performance leading to increased productivity. Sales team can complete orders quickly
without waiting to return to the office; Britannia can provide information on pricing of the existing product
and stock-availability in real time; lower software license fees for remote systems and reduced
administrative and maintenance workload means a significant reduction in TCO.

The ERP functions from the perspective of supply chain optimization are shown in following flowchart.
The below are the benefit use of ERP:
Expense optimization
Revenue and Profit optimization
Logistics optimization
Knowledge optimization optimization at various stages of supply chain

PROBLEM 3: PRODUCT AVALIBILITY OF BRITANNIA

Product availability – 100% where customers are not facing much inconvenience in purchasing or
choosing the products, where customers are very much awarded about the theme which has been recently
adopted Britannia kaho world cup jao

. The Britannia has been very much popular from years ago due to their exponential of their strategies
and objectives which made them to grow in FMCG industry.

Even in CRM Britannia is building the customers day to day by their product innovation and speedy
distribution to the nearby localities from ware houses where customers can easily grab the product nearby
their shops which makes them comfortable in choosing this brand from other competitors.

Customers are not buying Britannia for their personal satisfaction but they have made commitment
towards to buy Britannia to be cherished with them forever to make a successful journey which will not
be perishable ever.

OBJECTIVE AND SCOPE OF THE STUDY

The primary objective of the study has been listed as follows:

PRIMARY OBJECTIVE
To find market size of Britannia dairy products in industrial business areas in Ernakulum Kerala.
To find the problem faced by institution in dairy purchase from Britannia and other competitors.
To collect the information about the competitor.

SECONDARY OBJECTIVE
To propose strategies for sales promotional activities to improve institutional selling.
To generate and secure consumer awareness among institutions.

PROJECT SCOPE
It gives information about the size of the retail network.
It will serve consumer better manner.
It gives information about the services given by distributor to their retailer.
It gives information about the sales promotion activities to improve the dairy category.

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
The research conducted from June 10th to Aug 2nd. The research includes meetings and solutions
with the institution. It included prepare of the questionnaire will be answered by many of the Britannia
and other customers who are very loyal about their feedback. Knowing Britannia is in competitive position
in the FMCG and even in the market the questionnaire set by us.

Visiting the outlets and collecting the information from outlets and made our own statistical Bio data
about Britannia dairy industry it even includes graphs and certain measures. inside the industry which was
formed by the team of Ernakulum project colleagues.

RESEARCH APPROACH

The objective was to know the competitive position of Britannia in the dairy category of India and
International markets in order to successfully conduct the research with the opinion of the above parties
desirable. Compare to other brands like AMUL or PARAS in order to have the opinion of concerned person
and its worked to achieve certain goals.

The main criteria are to expand the business services even to the rural areas in each and every corner on
this earth to make it more convenient to the customers, so that they can easily visit their nearest outlets
and can purchase all at one shot with an easy convenience combo pack.

The future short-term actions that have been undergone

 Vision and mission
of
BRITANNIA COMPANY
Vision

A strong and successful, Biscuit and Confectionery Manufacturing Company, respected by

stakeholders with products enjoyed by consumers as part of a balanced diet Chemical Argo Foods
Limited and its members will follow this objective by encouraging:

1. The safety, quality and taste of their products and maintaining the culture and tradition of
their origins;

2. The development of a business environment in which companies can meet the needs of their
customers;

3. That products comply with the regulatory framework at national and European level;

4. That raw materials are sourced and products manufactured in a responsible manner from an
economic, environmental and social point of view.

Mission

1. Promote the Chemical Argo food categories to stakeholders through building confidence and

trust via responsible and transparent practices throughout the supply chain, meeting

consumers need for safe, high quality, tasty and nutritious products;

2. Influence public policy, at European and Global levels via proactive and effective networking

and communication with external stakeholders. Use aligned internal policy frameworks to

influence current issues and to develop positions on future issues;

3. Enhance value to members by addressing their needs via a transparent, timely and efficient

decision making process on all non-competitive issues relevant to member’s activities.

Make best use of members’ expertise and commitment in order to optimise efficiency and

aligned positions through collective engagement.

 CONCLUSION

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also requires listen to the command from the higher authority