Simulated Assignment _Deliverable 3_CLA_Group-3 (1).pptx

Health Food & Beverage Industry

Group -3:Y Bharath Katta - [email protected]

Bhavya Kumar Gautam - [email protected]

Bikash Kumar Mallick - [email protected]

Shashank Buddhavarapu - [email protected]

Chirag Mahajan - [email protected]

Jay Chheda - [email protected]

Competitive Landscape Analysisfor

Summary of Opportunities and Threats Using Synthesis Matrix

Competitive Landscape Synthesis Matrix

R&D investment

Enhanced/Diversified

Product Portfolio

Expand into Growing Markets

Strong Retailer Network/Partne

rships

Create Strong brand equity &

credibility

Meet local regulatory

requirements

G1 G2 G3 G4 G5 G6

Unique/Interesting

Consumption Experience/Fun

Time

P1 D,P,U,G,n D,P,U,G, n d,P,U,G, N D,P,U,G, N

Availability/Access

P2 D,P,U,G, N D,P,U,G, N

Better (natural) flavor and

texture

P3 d,P,U,G, N D,P,U,G, n

Compliance with industry

standards

P4 d,p,U,G, N D,P,U,G, N

Range of products &

Variety

P5 D,P,u,G, n D,P,U,G, n D,P,U,G, N

Affordability of products

P6 D,p,u, g, n D,p,u,G, n D,p,u,g, N d,p,u,g, N d,p,g, n

Localness of products (taste

and flavors)

P7 D,P,U,G, N D,P,U,G, N D,P,U,G, N

XMedium No CorrelationHigh Insufficient Information

D= Danone U=Unilever P= PepsiCo G=General Mills N=Nestle

Note: Entry as caps indicate stronger correlation.

Summary of Opportunities (gaps seen)

Cell Ref Opportunity Recommendation

Gx X P6• Use Affordability as a key

to enter the market.

• Do research of how to make products affordable• Acquire small players (companies) in the current product line who

are already giving affordable products to consumers• Company should diversify with an intention to reduce price of the

products.• Making the product more affordable can help the company establish

itself. • Work closely with all suppliers and stakeholders to improve supply

cain and make products affordable.• Company's branding should be "Quality at an affordable price".

G1 X P5• Research more on ways to

expand the current product line.

• The company should do market research on consumers taste and try to incorporate the flavors in the current products.

• The company shall even add products to its portfolio if the research suggests so.

Summary of Threats (best practices seen)Cell Ref Best Practice Recommendation

Gx X P1

• Major companies are focused on delivering unique or interesting consumption experiences.

• Company should research more in identifying unique and interesting flavors and how it can bring different experiences with the current product line.

• Expansion into new markets should be done by keeping "unique experiences delivery" in mind.

• Add new variants to current product line in such a way that it will add to the uniqueness of the experience.

• Add those products to the portfolio which will create unique experience to the consumers.

• Partner with retailers understand the consumer preferences.• Promotions shall focus on interesting experiences which comes

along with the products.

Gx X P2 • Reach to the consumer

• Create a strong supply chain in order to improve the product accessibility to the consumer.

• Micro Distribution - Employing local vendors for delivery of products in remote places.

• Expand into new markets to improve the product reach.

Gx X P3• Better flavor & Texture

• Company should invest and research more to know how it can improve the texture and flavor.

• Collaborate with suppliers and farmers to improve the nutritional value and sustainability of the raw material.

• Add the variants in portfolio such a way that it will add nutritional value in flavor and texture.

Summary of Threats (best practices seen)

Cell Ref Best Practice Recommendation

Gx X P4 • Compliance with industry standards

• Company should concentrate on Compliance within industry in order to meet local regulatory requirements and as a marketing agenda.

• The company should comply with the already existing standards and also go the extra mile by following non-mandatory regulations and use it as a good marketing proposition.

• Whenever and wherever it is possible, partner with organization who are working in the area of improving health standards.

• Take industry initiatives and set the trend for the industry as a whole and discuss it in the public forums in order to influence the health conscious consumers

G3 X P5

• Expansion into growing markets with wide variety of products is being followed by companies.

• Company should enter into new markets with a range(in terms of price and flavor) of products so that it can cater to wide variety of customers in the new market

• Company should have right mix of local and standard global products in its portfolio.

Summary of Threats (best practices seen)

Cell Ref Best Practice Recommendation

Gx X P7• Companies are focusing on

local tastes and flavor for product development

• Company should enhance/invest in products which will satisfy local taste and flavors - Unilever has masala tea, Nestle has Maggi masala noodles.

• Company should research on local flavors before entering into the new market

• New products should be added to portfolio keeping local preferences in the mind.

Interesting Findings


Findings TakeawaysCOMMUNITY EMPOWERMENT- A BRAND BOOSTERBrands which involve them in social issues and empower the citizens to create a difference in their lifestyle, especially in rural areas of emerging markets, have a long-term impact on the communities.

1) Unilever’s Project Shakti has empowered 48,000 rural women by employing them as its sales representatives in villages. This has not only helped Unilever to increase its penetration in rural population but also get acclaimed in the industry for its social insights.

2) Unilever is helping farmers in Tea plantation and process which can increase the productivity. As per the sustainable plans, Unilever plan to use rural sustainable products in its products. This activity has again strengthened the brand position in market.

3) Micro distribution network by Danone is effectively used to reach out to remote locations and also create a good brand image by ensuring sustainable livelihoods.

Interesting FindingsFindings TakeawaysPROACTIVE APPROACH TO REGULATORY REQUIREMENTSIn the era of aware customers, it is not only important to follow the set standards but also to go an extra mile of setting your own standards and helping industry understand its need,

1) Unilever has been providing services to support the foodservice industry in complying with upcoming food allergy information regulations.

2) Unilever has voluntarily chosen full nutrient labeling in Europe.

3) It is very important to entrant to adapt to the existing guidelines and at least follow some non-necessary regulations which can differentiate it from its competitors.

4) Nestlé has announced that it will work in partnership with the World Wildlife Fund (WWF) and seven consumer firms to encourage the responsible development of bio-plastics, derived from plant materials.

ENVIRONMENT CONSCIOUSNESSBeing environment conscious helps the company to become sustainable in the long run and will improve its brand name

1) Nestlé committed itself to buying only new horizontal ice cream chest freezers with natural refrigerants. These actions contribute to ensuring that Nestlé products are not only tastier and healthier but also better for the environment along the entire value chain. The company has invested CHF 250 million to implement natural alternatives in 93% of its industrial refrigeration systems.

2) Nestlé has expanded its dairy factory in Jalisco, Mexico, transforming it into the company’s first ‘zero water’ manufacturing site in the world.

Interesting FindingsFindings TakeawaysSTRATEGIC PARTNERSHIP WITH SUPPLIERS The definition of supplier is changing from just a seller to a partner which helps the organization achieve its goal and set up long-term sustainable plans.

1) Unilever has a very strong relation with its suppliers and it believes in active participation of suppliers not only in fighting inefficiencies of the current system but also engaging them in its long term plan, explaining them their role and helping them in the transformation.

2) An entrant needs to choose the suppliers wisely to have long-term flexibility in the targets required to capture the dynamic nature of the industry.

3) Danone leverages the reach and image of local industry leaders and local communities instead of establishing its separate distribution centers alone

4) This has helped it quickly reach out to more consumers, both in developed as well as emerging market

5) This partnership also helps Danone understand local preferences and hence it develops its product to suit local needs

Findings Takeaways

R&D FOCUS ON NUTRITION

Companies aims at finding local nutritional gaps and develops products to fill the gap

1) NutriPlanet is an initiative by Danone focusing on R&D to develop nutritional products

2) It 1st identifies a nutritional gap in its target market and then develops product to fill the gap

3) Affordability is taken into consideration while developing such products for emerging markets

4) Addressing local nutritional needs economically can be a key strategy to enter a new market.

5) Nestle is investing significantly in developing “Good Food” in alignment with their tag line “Good Food-Good Life”

WIDE RANGE OF PRODUCTSOffering wide range of products gives any company the much required competitive edge.

1) ‘Products for everyone, everywhere’ has been a major aim of Danone.

2) Danone ensures that its product portfolio caters to a variety of customers in the same market

3) The product portfolio varies in terms of affordability, tastes, nutritional values, flavors, age-specific and location –specific products etc

INNOVATIONCompanies are ruffling feathers and making waves through innovation.

1) Nestle unlocked the metabolic ‘master switch’ to potentially echo exercise effect

2) Flexible, fast and functional: Nestlé to adopt modular factories to offer a highly flexible, simple and cost-effective solution for creating production sites in the developing world.

3) Nestlé takes first step towards made-to-measure vitamins.


Findings on Danone by Manufacturer Goals and Consumer Preferences

By Jay Chheda, SIMSREE

P Findings References Score

Unique/Interest

ing Consum

ption Experience/Fun

Time

1. Sensory and consumer scientists at the R&D lab use state of the art facilities to identify which flavours, smells and formats deliver the highest consumer appreciation

2. Danone aims at making tailor made products specific to the interests of the consumers in terms of their nutritional requirement, taste preference, value for money priority etc

3. Various initiatives like NutriPlanet and digital platforms are used to understand unique comsumer needs and products are developed accordingly

http://www.nutriciaresearch.com/capabilities/sensory

http://www.danone.com/en/for-all/mission-strategy/our-strategy/products-available-for-everyone-everywhere/

http://www.danone.com/en/for-all/research-innovation/our-research-at-a-glance/interview-jean-philippe-pare-and-franck-riboud/?tx_bidanonepublications_pi2[download]=8680&cHash=0d8c67a8964f154b7b8371fd6cf976aa

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Better (natural

) flavour

and texture

1. Danone uses web and mobile apps to reach out to its 7 billion customers and hence based on their feedback, ensures product improvements whenever required.

2. However, since most of the R&D is done during early stages of product development, focus is then given to improving nutritional content of the product with more research while maintaining its texture and flavor

3. Focus is given more on expanding range by adding more flavors while texture is determined at the time of product’s initial stage

http://www.sap.com/customer-testimonials/consumer/danone.html

http://www.dannon.com/partnership-for-healthy-america/

http://www.activia.ie/product_ranges

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Goal 1 (R&D Investment) -- Danone







http://www.danone.com/en/for-all/research-innovation/our-research-at-a-glance/interview-jean-philippe-pare-and-franck-riboud/?tx_bidanonepublications_pi2%5Bdownload%5D=8680&cHash=0d8c67a8964f154b7b8371fd6cf976aa














Range of products &

Variety

1. With 2 global research centers, 4 specialized centers and 55 local R&D centers, Danone aims at continuously innovating products to target specific nutritional needs of the people

2. Products are innovated by identifying health issues in any community and providing solution for the same via Danone products

3. The four categories of products are: fresh dairy products, baby nutrition, waters and medical nutrition

4. Also, funds/grants are given by Danone to support research which will enable innovation of healthier products.




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1. Danone aims to make affordable products in emerging markets like Bangladesh, Indonesia, India etc

2. Trough initiatives like ‘Bringing affordable nutrition to the Base of the Pyramid (BoP)’, ‘Grameen Danone’ affordable nutritional products are innovated without compromising their quality

3. Products like Biscaut Biscuits, ShoktiDoi, Activia Kefir,YoJelly etc are a part of affordable nutritional products portfolio of Danone




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Localness of products

(taste and flavours)

1. An approach termed NutriPlanet is used to understand local food styles, nutrition and health preference etc

2. Strong connections are made with local communities, ngos and consumers to get their reactions early on about the product and relevant solutions are found


http://www.danone.com/en/for-all/mission-strategy/our-strategy/our-product-range-100-health-driven/

http://www.probioticsresearch.com/index.asp

http://www.nutricia.com/research-innovation/innovations

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Unique/

Interesting

Consumptio

n Experience/F

un Time

1. Introducing Greek variants of yogurts (Oikos for adults, Danimal Superstars for children) has enabled Danone provide a unique yogurt consumption experience to Americans

2. Products likeYaloda (frozen yogurt) and Danoontje yogurt that has a unique proposition that one can drink it or eat with a spoon provide interesting consumption experience

3. Also, packaging has played a major role in attracting consumers


http://www.datamonitorconsumer.com/a-yogurt-that-you-can-drink-or-eat-with-a-spoon/

https://www.interempresas.net/Dairy-products-distribution/Articles/78044-It-arrives-Yolado-first-yoghourt-freezing-Danone-consume.html

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Better (natur

al) flavour

and textur

e

1. The company has come up with aqua drinks (lightly flavored natural waters) that are an alternative to traditional sweetened beverages

2. In Russia and Ukraine, Danone introduced Zakvaska brand of fermented milk products with milder flavor which served as an alternative to other dairy products like kefir which had strong, sour flavor

3. By combining health and taste, Danone’s Actimel successfully created new markets in Ireland


http://www.danone.ca/en/products/oikos

http://www.business2000.ie/pdf/pdf_7/danone_7th_ed.pdf

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Goal 2 (Enhanced Diversified Product Portfolio) -- Danone
















http://www.danone.ca/en/products/oikos




Range of products & Variety

1. In Russia, Danone added more products to its portfolio by offering traditional products which led to increased sales and also did not affect the sales of exisiting Danone products there

2. Danone is working hard to diversify the way Americans eat yogurt, by increasing and completing its range of products

3. Products vary in terms of flavors, affordability, local tastes, nutritional value etc.


http://www.danone.com/en/for-all/our-4-business-lines/fresh-dairy-products/stakes-innovations/

http://www.danone.ca/en/products

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Affordability of

products

1. In Indonesia, Danone caters to all social categories with its brands ranging form Nutrica (for high end customers) to Gizikita (low cost products). Similarly, affordability is given major importance to determine product portfolio in any market

2. Danone has special product portfolio that caters to ‘Base of the Pyramid’ income group and uses this BoP model for new affordable product range

http://www.danone.com/en/for-all/mission-strategy/our-way-of-doing-business/adapting-to-local-realities/

http://www.bop.org.za/BoP_Lab/Publications_files/Danone08.pdf

http://www.danone.com/en/danone13focus/africa/

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http://www.danone.ca/en/products









Localness of

products (taste and flavours)

1. Enough research is done to understand the local nutrition needs and food preferences of the people before entering that market and then products are added to the portfolio based on the results

2. Tie-ups with local communities and NGOs ensure that feedback is received about the product and necessary changes are made to suit local tastes

3. In Russia, traditional dairy products are offered in addition to yogurts to meet the local demand.



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Availability/

Access

1. Acquisitions and Tie ups with local leading companies in emerging markets etc has been a strategy for Danone to increase its presence there

2. Micro-distribution networks consisting of local women and street vendors are used on experimental basis to reach out to more number of people


http://www.livemint.com/Companies/JL6zN8FJFdhB1ceDVHwtuI/Danone-plans-to-double-nutrition-biz-line-up-global-product.html

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Range of

products &

Variety

1. To expand in growing markets, Danone ensures that its products suit local conditions and hence offers a range of products accordingly (eg. in Africa it offers products that are affordable and also products that do not require refrigeration)

2. In India, Danone has lassi and flavored yogurt as premium offerings while for low income group its has products like Fundooz

3. It usually starts with acquisition of local leaders in emerging markets and then gradually introduces its new products there


http://www.business-standard.com/article/companies/one-more-product-rolls-out-from-danone-39s-stable-in-india-112031200024_1.html

http://www.foodproductiondaily.com/Packaging/Danone-to-expand-its-children-s-range-in-Russia

http://pitchonnet.com/blog/2013/05/08/danone-refreshes-brand-strategy-to-tap-into-packaged-premium-yoghurt-market/

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Goal 3 (Expand into Growing Markets) -- Danone

















1. In emerging markets, providing nutritional food to underprivileged population suffering from specific nutritional deficiencies is at the core of Danone’s ‘affordvaluaity’approach .or affordability initiative

2. Products like YoJelly reflect Danone’s commitment to offering products that even most disadvantaged consumers can afford

3. Milk start is the affordable milk porridge that Danone developed for low income groups in Poland. Similarly, in emerging markets products like ShoktiDoi, Biscaut Biscuits, Danimal Yogurt


http://growinginclusivemarkets.org/media/cases/Poland_Danone_Summary.pdf

http://www.fondsprofessionell.com/upload/attach/967900.pdf

http://www.globalhand.org/en/search/success+story/document/21051?search=%22Social+Entrepreneurship%22

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1. Enough research is done to understand the local nutrition needs and food preferences of the people before entering that market and then products are added to the portfolio based on the results

2. Tie-ups with local communities and NGOs ensure that feedback is received about the product and necessary changes are made to suit local tastes

3. In Russia, traditional dairy products are offered in addition to yogurts to meet the local demand.



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Unique/

Interestin

g Consumption Experience/Fu

n Time

1. Danone’s Ecosystem funds aim is to establish local community distribution system which allows it to interact with consumers and offer products/ services tailored to their needs

2. In partnership with Starbucks, Dannon’s Evolution Fresh range of Greek yogurts has received a strong customer response


http://news.starbucks.com/news/starbucks-and-danone-announce-strategic-agreement-to-create-and-develop-an-

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Availabilit

y/Acce

ss

1. Partnerships with Starbucks which has strong distribution network enables Danone to connect to 17 million Americans

2. Partnerships with local leading companies helps Danone spread awareness of it products, thus increasing its visibility

3. Also, partnerships with online retailers (Ocado in UK) has helped Danone make its products available online

4. Co-operation with IT giant like IBM has helped Danone expand and better manage its trading network

5. Experiments with local women and street vendors is facilitating door to door delivery of Danone products



http://www.iuf.org/sites/cms.iuf.org/files/DANONE.pdf

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Goal 4 (Strong Retailer Network/ Partnerships) -- Danone






















Affordability of

products

1. Micro-distribution networks and door to door delivery with the help of local women and vendors give livelihood opportunities for these people while reducing the cost of distribution

2. Sustainable production models with local farmers has ensured that Danone is guaranteed quality and quantity

3. Danone ecosystem funds ensure sustainable practices are carried out to create a strong micro retail network

http://ecosysteme.danone.com/danone-ecosystem-fund/genesis-and-mission/mission-scope/



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Goal 4 (Strong Retailer Network/ Partnerships) -- Danone








Unique/Interesting Consumpti

on Experience/Fun Time

1. Danone’s strategy of finding the gap in current markets and positioning itself to fill the gap helped create new markets (eg. in Ireland, Danone’s Actimel’s positioning created and satisfied consumer need of combining health and taste)

2. Introduction of unique range of Greek yogurts in the American market has helped Dannon (US subsidiary of Danone) develop its brand image

3. In Russian, Danone focuses on the local preference of offering traditional products which are fresh and natural according to Russian mindset, due to which brand awareness increased from 45% in 2010 to 75% in 2013

4. In China, Danone customized its brand to suit local markets and adapted itself to cultural differences to gain brand strength




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Goal 5 (Create Strong Brand Equity & Credibility) -- Danone





Goal 5 (Create Strong Brand Equity & Credibility) -- DanoneP Findings References Score

Compliance with

industry standards

1. Consum’eyes is the tool used by Danone to assess and communicate the quality and reliability of its products to its consumers

2. Danone heavily promotes the universal health benefits of its products

3. The brand has positioned itself to meet the nutritional needs by complying with industry standards or any nutritional criteria defined by local authorities


http://www.danone.com/en/danone13focus/quality/


http://www.eu-pledge.eu/sites/eu-pledge.eu/files/pledges/EU_Pledge_Danone_Commitment.pdf

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Affordability of

products

1. By providing affordable products to low income groups using sustainable methods, Danone has created an image of a socially responsible firm


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standards

1. Danone product specifications are usually more rigorous than WHO standards

2. Danone uses FSSC 22000 certification protocol recognized by Global Food Safety Initiative as the standard for food safety

3. Programmes like FoQual, We Love Danone Yogurt emphasize the importance of quality of Danone products to the consumers and employees

4. Around 80% of the Danone sites worldwide have Health and Safety (H&S) committee and managers have H&S reduction targets



http://www.fondsprofessionell.com/upload/attach/967900.pdf

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Goal 6 (Meet Local Regulatory Requirements) -- Danone









Findings on PepsiCo by Manufacturer Goals and Consumer Preferences

By Shashank B


Unique/Interesting Consumption

Experience/Fun Time

1. Their Mission states that they are focused on convenient foods and beverages.

2. They are also continuously innovating to make the consumption time more fun as in the case of Doritos Jacked as well as product packaging

3. Emphasis is on researching what consumers want to eat and drink during the anytime of the day and developing corresponding products

• http://www.pepsico.com/Purpose/Our-Mission-and-Values

• http://www.dubiotech.ae/media/press-releases/6-news/497-pepsico-opens-food-and-beverage-innovation-center-in-dubiotech-to-drive-growth-across-the-middle-east

• http://www.bevindustry.com/articles/87596-pepsico-americas-beverages-pushes-forward-with-innovations?v=preview

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf (Page 8, 25, 96)

• http://www.foodbusinessnews.net/News/News%20Home/Business%20News/2012/5/PepsiCo%20moving%20beyond%20new%20products%20to%20innovation.aspx?cck=1

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Better (natural) flavour and texture

1. PepsiCo also focuses on human sustainability by substituting some of the ingredients and finding common nutritional ingredients across products.

2. In annual reports and sustainability reports, they emphasize the human aspect and efforts to refine their food and beverage range to make it more healthy.

• http://www.pepsico.com/Purpose/Human-Sustainability

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf

• http://www.pepsico.com/Assets/Download/PEP_2013_Sustainability_Report.pdf


• http://www.just-drinks.com/interview/dr-mehmood-khan-pepsico-chief-scientific-officer-global-research-development-part-ii_id114314.aspx

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Goal 1 (R&D Investment) -- PepsiCo

http://www.pepsico.com/Purpose/Our-Mission-and-Values



http://www.dubiotech.ae/media/press-releases/6-news/497-pepsico-opens-food-and-beverage-innovation-center-in-dubiotech-to-drive-growth-across-the-middle-east



http://www.bevindustry.com/articles/87596-pepsico-americas-beverages-pushes-forward-with-innovations?v=preview



http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf


http://www.foodbusinessnews.net/News/News%20Home/Business%20News/2012/5/PepsiCo%20moving%20beyond%20new%20products%20to%20innovation.aspx?cck=1



http://www.pepsico.com/Purpose/Human-Sustainability

http://www.pepsico.com/Purpose/Human-Sustainability



http://www.pepsico.com/Assets/Download/PEP_2013_Sustainability_Report.pdf

http://www.pepsico.com/Assets/Download/PEP_2013_Sustainability_Report.pdf





http://www.just-drinks.com/interview/dr-mehmood-khan-pepsico-chief-scientific-officer-global-research-development-part-ii_id114314.aspx





1. Setting up of innovation centers in China, Dubai and North America.

2. In 2013, PepsiCo had 9 out of top 50 new product launches.

3. Total R & D spending increased by 26 percent since 2011 to come up with new product variants.


• http://www.bevindustry.com/articles/87596-pepsico-americas-beverages-pushes-forward-with-innovations?v=preview

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf (Pages 4 etc )

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1. R & D team working on multiple formulations for various products so that fluctuations in raw materials prices are not passed on to the customer.

2. Creating global platforms for procurement helps bring down costs.

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf (Pages 8, 10, 32 etc )

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Localness of products (taste and

flavours)

1. Setting up of a new innovation centers in China and Dubai to get a better variety of flavors and products that suit the local market.


• http://adage.com/china/article/china-news/how-pepsico-dreams-up-new-products-in-china/245558/

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Experience/Fun Time

1. Emphasis on consumers want to eat and drink during the anytime of the day and developing corresponding products.

2. PepsiCo believes in ‘related diversity’ of its Portfolio.

3. In India, the ‘Kurkure’ brand released Monster Paws and Puffcorn as a fun offering

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf (Page 8, 25, 96)


• http://www.pepsicoindia.co.in/media/Press-Releases/release_09_09_12.aspx

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1. PepsiCo has diversified its portfolio by coming up with low calorie carbonated as well as other healthy drinks.

2. In the case of any product, PepsiCo has come up with a variety of flavors.

3. PepsiCo also wants to increase its portfolio of ‘Good for you’ products

• https://www.facebook.com/pepsimaxUSA?sk=app_163043173796828

• http://www.mountaindew.com/#!products/diet-mountain-dew

• http://www.mountaindew.com/#!products/all• http://www.businessweek.com/globalbiz/content/nov2

010/gb2010119_231863.htm

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Goal 2 (Enhanced Diversified Product Portfolio) -- PepsiCo






http://www.pepsicoindia.co.in/media/Press-Releases/release_09_09_12.aspx


https://www.facebook.com/pepsimaxUSA?sk=app_163043173796828

https://www.facebook.com/pepsimaxUSA?sk=app_163043173796828

http://www.mountaindew.com/



http://www.businessweek.com/globalbiz/content/nov2010/gb2010119_231863.htm




1. In 2013, PepsiCo had 9 out of top 50 new product launches.

2. PepsiCo is the world's second largest carbonated soft drink manufacturer and the largest packaged foods product manufacturer.

3. Additionally, it owns products ranging from fruit juices and other non carbonated drinks to bottled water and cereal.

4. PepsiCo also entered into US diary market in 2012


• http://www.trefis.com/stock/pep/model/trefis?freeAccessToken=PROVIDER_93d2ee4db431d6acec7eeddfde9f8bff58f890f8

• http://www.forbes.com/sites/greatspeculations/2013/06/24/will-pepsicos-diversification-help-it-outperform-coca-cola/

• http://www.pepsicoindia.co.in/brands.html• http://www.muellergroup.com/en/press/messages/public

ation/pepsico-and-germanys-theo-mueller-group-to-enter-us-dairy-market-with-european-style-premium-yogurt/

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1. PepsiCo’s beverage, snack and food brands compete on the basis of price among other things. Hence, any diversification must be price sensitive

2. Release of New Products like ‘Nimbooz’ with an attractive price tag to make products more affordable


• http://www.pepsicoindia.co.in/media/Press-Releases/release_08_03A_09.aspx

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http://www.trefis.com/stock/pep/model/trefis?freeAccessToken=PROVIDER_93d2ee4db431d6acec7eeddfde9f8bff58f890f8



http://www.forbes.com/sites/greatspeculations/2013/06/24/will-pepsicos-diversification-help-it-outperform-coca-cola/



http://www.pepsicoindia.co.in/brands.html

http://www.muellergroup.com/en/press/messages/publication/pepsico-and-germanys-theo-mueller-group-to-enter-us-dairy-market-with-european-style-premium-yogurt/





http://www.pepsicoindia.co.in/media/Press-Releases/release_08_03A_09.aspx

http://www.pepsicoindia.co.in/media/Press-Releases/release_08_03A_09.aspx



flavours)

1. Innovation centers in China and Dubai formulating new products to suit the local palette.

2. Even within the US, Lays has launched various regional flavors

3. For Indian and Chinese consumers, unique flavors present in the local markets


• http://adage.com/china/article/china-news/how-pepsico-dreams-up-new-products-in-china/245558/

• http://www.potatobusiness.com/index.php?view=article&catid=1:latest-news&id=230:frito-lay-us-regional-flavours-launched


• http://www.pepsicoindia.co.in/brands/lays.html

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Availability/Access

1. PepsiCo plans to invest 5 billion dollars in Mexico and 5.5 billion dollars in India in order to increase its reach to consumers.

2. Developing and emerging markets accounted for 35 percent of revenue and increased by 10 percent.

• http://www.pepsico.com/Assets/Download/PEP_Annual_Report_2013.pdf (Page 5)

• http://www.ibtimes.com/pepsico-pep-plans-invest-55-billion-india-2020-expansion-rural-areas-seen-key-1466230

• http://latino.foxnews.com/latino/money/2014/01/28/pepsico-plans-to-invest-5-billion-in-mexico-over-next-5-years-as-part-push-into/


• http://www.businessweek.com/globalbiz/content/nov2010/gb2010119_231863.htm

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1. For regional markets like China and India, PepsiCo has come up with a range of products like the ‘Kurkure’ and ‘Uncle chips’ brands

2. All regional growing markets have new unique products from PepsiCo

• http://www.pepsicoindia.co.in/brands/kurkure.html• http://www.pepsicoindia.co.in/brands/uncle-chipps.ht

ml• http://www.pepsico.com.br/• http://www.pepsico.com.cn/index.html• http://www.mckinsey.com/insights/consumer_and_ret

ail/capturing_the_worlds_emerging_middle_class

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Goal 3 (Expand into Growing Markets) -- PepsiCo



http://www.ibtimes.com/pepsico-pep-plans-invest-55-billion-india-2020-expansion-rural-areas-seen-key-1466230


http://latino.foxnews.com/latino/money/2014/01/28/pepsico-plans-to-invest-5-billion-in-mexico-over-next-5-years-as-part-push-into/







http://www.pepsicoindia.co.in/brands/kurkure.html

http://www.pepsicoindia.co.in/brands/uncle-chipps.html


http://www.pepsico.com.br/

http://www.pepsico.com.cn/index.html

http://www.mckinsey.com/insights/consumer_and_retail/capturing_the_worlds_emerging_middle_class




1. PepsiCo has convenient, on-trend and affordable products on sale for the emerging markets


• http://www.businessweek.com/globalbiz/content/nov2010/gb2010119_231863.htm

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flavours)

1. Products in expanding markets have local flavors so that they connect with the consumer and are according to his tastes

2. The ‘Uncle Chips’ brand has a variety of flavors that adhere to the Indian palette.

• http://www.pepsicoindia.co.in/brands/kurkure.html• http://www.pepsicoindia.co.in/brands/lays.html• http://www.pepsicoindia.co.in/brands/uncle-chipps.ht

ml• http://www.mckinsey.com/insights/consumer_and_ret

ail/capturing_the_worlds_emerging_middle_class

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Goal 3 (Expand into Growing Markets) -- PepsiCo





http://www.pepsicoindia.co.in/brands/kurkure.html

http://www.pepsicoindia.co.in/brands/lays.html







Experience/Fun Time

1. PepsiCo partnerships with NFL, Super Bowl etc, create a unique experience for its consumers.

2. A North American coffee partnership between PepsiCo and Starbucks manufactures packed coffee as a unique consumption experience.


• http://www.forbes.com/sites/aliciajessop/2013/02/03/pepsis-nfl-partnership-helps-the-brand-achieve-1-billion-in-sales-annually/

• http://www.pepsico.com/Company/Global-Business-Units

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Availability/Access

1. PepsiCo plans to invest and improve its distribution network in rural India.

2. Packed coffee and Ice Tea makes it available across all geographies whether there is a Starbucks or Lipton store present or not.(Partnership with Lipton and Starbucks)


• http://www.ibtimes.com/pepsico-pep-plans-invest-55-billion-india-2020-expansion-rural-areas-seen-key-1466230


• http://www.pepsico.com/Company/Global-Business-Units

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Goal 4 (Strong Retailer Network/ Partnerships) -- PepsiCo



http://www.forbes.com/sites/aliciajessop/2013/02/03/pepsis-nfl-partnership-helps-the-brand-achieve-1-billion-in-sales-annually/



http://www.pepsico.com/Company/Global-Business-Units







http://www.pepsico.com/Company/Global-Business-Units



1. PepsiCo using IPads in managing distribution, were able to make their system more efficient and quick. This can be transformed to affordable goods to the consumer.

2. PepsiCo also brought in direct to store delivery model which also reduced inventories and made distribution more efficient.

• http://www.supplychainbrain.com/content/research-analysis/supply-chain-innovators/single-article-page/article/direct-to-store-model-delivers-top-line-benefits-to-pepsi-beverages-1/

• http://www.apple.com/ipad/business/profiles/pepsico/

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Goal 4 (Strong Retailer Network/ Partnerships) -- PepsiCo

http://www.supplychainbrain.com/content/research-analysis/supply-chain-innovators/single-article-page/article/direct-to-store-model-delivers-top-line-benefits-to-pepsi-beverages-1/




http://www.apple.com/ipad/business/profiles/pepsico/



Experience/Fun Time

1. Brand Visibility activities such as tie ups with NFL, Superbowl etc ensured that a strong brand equity was created along with a unique consumption experience.

2. New packaging versions of Pepsi and Mountain dew were introduced to emphasize their brands.

• http://www.packworld.com/package-design/structural/mountain-dew-gets-brand-specific-bottle

• http://www.forbes.com/sites/aliciajessop/2013/02/03/pepsis-nfl-partnership-helps-the-brand-achieve-1-billion-in-sales-annually/

• http://www.brandchannel.com/home/post/2013/03/24/Pepsi-New-Bottle-032413.aspx

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Compliance with industry standards

1. PepsiCo through their websites, annual reports etc are constantly communicating their policies and standards of sourcing etc to their consumers.


• http://www.pepsico.com/Purpose/Performance-with-Purpose/Policies

• http://www.pepsico.com/Purpose/Environmental-Sustainability/Responsible-Sourcing

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Goal 5 (Create Strong Brand Equity & Credibility) -- PepsiCo

http://www.packworld.com/package-design/structural/mountain-dew-gets-brand-specific-bottle

http://www.packworld.com/package-design/structural/mountain-dew-gets-brand-specific-bottle




http://www.brandchannel.com/home/post/2013/03/24/Pepsi-New-Bottle-032413.aspx

http://www.brandchannel.com/home/post/2013/03/24/Pepsi-New-Bottle-032413.aspx



http://www.pepsico.com/Purpose/Performance-with-Purpose/Policies


http://www.pepsico.com/Purpose/Environmental-Sustainability/Responsible-Sourcing




1. PepsiCo made products more affordable, by offering them recharges on buying a Pepsi Product

2. Also, products with more volume, like a 2 liter Pepsi can will be significantly cheaper than a 300 or 500ml bottle.

• http://www.pepsicoindia.co.in/media/Press-Releases/release-21_04_2014.aspx

• http://www.marketing91.com/marketing-mix-of-pepsi/M

Goal 5 (Create Strong Brand Equity & Credibility) -- PepsiCo

http://www.pepsicoindia.co.in/media/Press-Releases/release-21_04_2014.aspx

http://www.pepsicoindia.co.in/media/Press-Releases/release-21_04_2014.aspx

http://www.marketing91.com/marketing-mix-of-pepsi/



1. PepsiCo adheres to rules set by the FDA, local regulatory authorities as well as complies with industry standards.

2. They also have PesiCo concerned citizen’s fund for accountability of political donations made.

3. They have partnerships with trade associations, and adhere to human rights, and animal testing policies also.


• http://www.pepsico.com/Purpose/Performance-with-Purpose/Policies

• http://www.pepsico.com/Purpose/Environmental-Sustainability/Responsible-Sourcing

• http://www.pepsico.com/Company/Policies

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Goal 6 (Meet Local Regulatory Requirements) -- PepsiCo







http://www.pepsico.com/Company/Policies

Findings on Nestlé by Manufacturer Goals and Consumer Preferences

Y Bharath Katta, NITIE


Unique/Interesting

Consumption Experience/F

un Time

1. Nestlé defines itself as a company that provides consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.

2. Extension from pouch noodles to cup noodles that are ready-to-eat brought a different dimension to the consumption experience.

3. But not all products of Nestlé are offering unique or interesting consumption experience. For example, confectionaries category.

• http://www.nestle.in/aboutus• http://www.technopak.com/files/Instant_Nood

les_Market_in_India.pdfM

Better (natural)

flavour and texture

1. Nestlé products are constantly bench-marked on the 60/40+ concept which drives the innovation and renovation process. The Objective is:

• to gain the approval of at least 60% of consumers in a taste test against equivalent competitor products.

• to bring a nutritional advantage or an additional nutritional ‘plus’ to the product’s role in the diet based on a nutritional profiling system.

2. As their very tagline says “Good Food, Good Life”, Nestle tries its level best to stick to the natural flavors.

• http://www.nestle.in/investors/stockandfinancials/documents/annual%20report%202013.pdf

• http://www.nestle.in/nhw/faqs/nutrition-myths-busted

• http://www.nestle.in/aboutus

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Goal 1 (R&D Investment) -- Nestlé

http://www.nestle.in/aboutus

http://www.technopak.com/files/Instant_Noodles_Market_in_India.pdf

http://www.technopak.com/files/Instant_Noodles_Market_in_India.pdf

http://www.nestle.in/nhw/faqs/nutrition-myths-busted





http://www.nestle.in/aboutus


Range of products &

Variety

1. Nestlé global R&D network is the largest among the food companies. It owns a whopping 2000 brands globally. But in India it has not more than fifteen active brands.

2. But in the existing categories like Maggi, it is offering reasonable amount of variants.

• http://www.nestle.in/brands/vfs/foodserviceproducts/culinary

• https://www.nestleprofessional.com/australia/en/Landing/Pages/ProductIndex.aspx?Brand=MAGGI&p=1&n=All&UrlReferrer=https%3a%2f%2fwww.google.co.in%2furl%3fsa%3dt%26rct%3dj%26q%3d%26esrc%3ds%26source%3dweb%26cd%3d4%26cad%3drja%26uact%3d8%26ved%3d0CC4QFjAD%26url%3dhttps%253A%252F%252Fwww.nestleprofessional.com%252Faustralia%252Fen%252FLanding%252FPages%252FProductIndex.aspx%253FBrand%253DMAGGI%2526p%253D1%2526n%253DAll%26ei%3dfSV7VJCzBY23uASPkoGgCg%26usg%3dAFQjCNGXK20eHU2YmrtSzjTvp82SY5mpnw%26sig2%3dPBoGuPMtL496n46rjq7vQA%26bvm%3dbv.80642063%2cd.c2E

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1. In the case of Maggi, Nestlé has extended its product offerings in smaller pack size, priced at INR 5, making the product affordable to lower consumer segments.

2. In the confectionaries categories as well, it has products in the lower price range compared to its rivals like Cadbury.

3. But Nestlé is also known for aggressively focusing on higher margins, which implies costly products.

• http://www.business-standard.com/article/management/nestle-s-branding-woes-114030900547_1.html

• http://www.thehindubusinessline.com/features/brandline/all-for-rupees-five/article2068341.ece

• http://www.moneycontrol.com/news/business/nestle-cuts-retail-margins-grammagers-5-noodles-pack_803402.html

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http://www.business-standard.com/article/management/nestle-s-branding-woes-114030900547_1.html


http://www.thehindubusinessline.com/features/brandline/all-for-rupees-five/article2068341.ece

http://www.thehindubusinessline.com/features/brandline/all-for-rupees-five/article2068341.ece

http://www.moneycontrol.com/news/business/nestle-cuts-retail-margins-grammagers-5-noodles-pack_803402.html





flavours)

1. Nestlé through its R&D has successfully formulated the block-buster masala variant of Maggi.

2. In India, it spends about 0.44% of its total turnover in R&D activities.

3. Nestlé also understood the importance people of India give to wheat, and came up with ATTA noodles.


• http://www.nestle.in/brands/pdcaH







Experience/Fun Time

1. Nestlé India definitely is playing a poor play as far as diversification of product portfolio is concerned.

2. It has not more than 15 brands in India, where in the number goes up to 2000 in global markets.

3. Barring the few blockbusters like MAGGI, NESCAFE, KITKAT, CERELAC all other brands of Nestlé are in peril.

• http://www.nestle.com/media/facts-figures• http://www.nestle.in/brands• http://www.business-standard.com/article/management/

nestle-s-branding-woes-114030900547_1.html• http://articles.economictimes.indiatimes.com/2014-01-21

/news/46411258_1_nestle-india-nescafe-nandu-nandkishore

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1. To provide more options to consumers Nestlé has diversified it portfolio in certain categories like maggi

2. MAGGI Oats Noodles: Nestlé's ‘Health Is Enjoyable’ mantra

3. In the Culinary category as well Nestlé has diverse variants.

4. But experts say all products of Nestlé have good scope for aggressive diversification

• http://www.nestle.in/brands/maggi-oats• http://www.nestle.in/brands/vfs/foodserviceproducts/

culinary• http://articles.economictimes.indiatimes.com/2014-01-

21/news/46411258_1_nestle-india-nescafe-nandu-nandkishore


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Goal 2 (Enhanced Diversified Product Portfolio) -- Nestlé

http://www.nestle.com/media/facts-figures

http://www.nestle.in/brands



http://articles.economictimes.indiatimes.com/2014-01-21/news/46411258_1_nestle-india-nescafe-nandu-nandkishore



http://www.nestle.in/brands/maggi-oats

http://www.nestle.in/brands/vfs/foodserviceproducts/culinary

http://www.nestle.in/brands/vfs/foodserviceproducts/culinary








1. Barring Maggi & Nescafe, there is huge scope for improvement in terms of range of products & Variety.

2. Though the mission statement of Nestlé states that the company is committed to provide Consumers with most nutritious choices in a wide range of food and beverage categories, it is not reflected in reality.



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1. Nestlé’s philosophy of “preference for margins over volumes” is a deterrent to affordability.

2. Though it has low priced variants like Ecliars, the company is about to rationalize these low-margin categories.

3. But it does have diversified in the case of Maggi Noodles, which it priced at Rs. 5/-

• http://www.business-standard.com/article/companies/nestle-to-eliminate-more-low-margin-products-soon-114102901234_1.html

• http://articles.economictimes.indiatimes.com/2014-01-21/news/46411258_1_nestle-india-nescafe-nandu-nandkishore

• http://www.business-standard.com/article/markets/nestle-india-concerns-over-volumes-112080100067_1.html

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http://www.nestle.in/investors/stockandfinancials/documents/annual%20report%202013.pdf


http://www.business-standard.com/article/companies/nestle-to-eliminate-more-low-margin-products-soon-114102901234_1.html






http://www.business-standard.com/article/markets/nestle-india-concerns-over-volumes-112080100067_1.html





flavours)

1. Nestlé understood the importance of Localness of products and so came up with products like ATTA noodles, Oats Noodles.

2. Nestlé also came up spicy culinaries like MAGGI Makhani Base Gravy, MAGGI Brown Base Gravy, MAGGI Kadhai Base Masala etc.

• http://www.nestle.in/brands/vfs/foodserviceproducts/culinary

• http://www.nestle.in/brands/pdca• https://www.maggi.in/

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Availability/Access

1. With just 2 percent of sales made in its home market of Switzerland, and with some forecasts for population growth, Nestlé is betting big on the four markets -- India, China, Indonesia, and Nigeria (whose recent recalculations make it Africa's No. 1 economy)

• http://www.bloombergview.com/articles/2014-04-15/what-nestle-says-about-emerging-markets

• http://www.academia.edu/5366973/Nestl%C3%A9_Global_Strategy_INTRODUCTION

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1. Nestlé , with an intention to reach new consumer segments like Working population, came up with variety of products like MAGGI cup Noodles.

2. It is also seriously working on improving its portfolio for emerging markets.

• https://www.maggi.in/

• http://www.nestle.in/brands/maggicuppamania

• http://www.sundaytimes.lk/131229/business-times/nestle-sa-to-expand-nutritious-food-and-beverage-industry-in-the-emerging-asian-markets-including-sri-lanka-77677.html

• http://www.thehindubusinessline.com/companies/nestle-pinning-hopes-on-emerging-markets/article4067995.ece

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Goal 3 (Expand into Growing Markets) -- Nestlé

http://www.bloombergview.com/articles/2014-04-15/what-nestle-says-about-emerging-markets

http://www.bloombergview.com/articles/2014-04-15/what-nestle-says-about-emerging-markets

http://www.academia.edu/5366973/Nestl%C3%A9_Global_Strategy_INTRODUCTION

http://www.academia.edu/5366973/Nestl%C3%A9_Global_Strategy_INTRODUCTION

https://www.maggi.in/

http://www.nestle.in/brands/maggicuppamania

http://www.sundaytimes.lk/131229/business-times/nestle-sa-to-expand-nutritious-food-and-beverage-industry-in-the-emerging-asian-markets-including-sri-lanka-77677.html




http://www.thehindubusinessline.com/companies/nestle-pinning-hopes-on-emerging-markets/article4067995.ece





1. Nestlé focused primarily on making its more mass-market products available to large numbers of new, cost-sensitive consumers, largely in the countryside (even though demand for premium products at the upper end of the market was also exploding)

• http://www.ft.com/intl/cms/s/0/acd089da-7c2b-11e3-b514-00144feabdc0.html#axzz3KZejQp2S H


flavours)

1. Though sales in India account for only 1.5 per cent of Nestlé’ has invested Rs35bn ($569m) in the past four years to increase its manufacturing capacity, expanding seven existing plants and setting up one new facility.

2. It is also determined to introduce more local variants in addition to the already existing categories.

• http://www.ft.com/intl/cms/s/0/acd089da-7c2b-11e3-b514-00144feabdc0.html#axzz3KZejQp2S

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Goal 3 (Expand into Growing Markets) -- Nestlé

http://www.ft.com/intl/cms/s/0/acd089da-7c2b-11e3-b514-00144feabdc0.html






Experience/Fun Time

1. Cobranding opportunities: Safeway, for example, offers Safeway Select ice cream containing pieces of Nestlé’s Butterfinger candy, with the Butterfinger name prominently featured on the packaging. With cobranding, the retailer benefits by bolstering its claims to uniqueness or quality; the national brand gets to promote its brand.

• http://sloanreview.mit.edu/article/rebuilding-the-relationship-between-manufacturers-and-retailers/



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Availability/Access

1. Nestlé has efficient supply chain and sales automation. Its distribution structure is good enough facilitating wide reach and coverage in the target markets.

2. Its retail distribution is so strong that one can find Maggi packets even in the remote village


H

Goal 4 (Strong Retailer Network/ Partnerships) -- Nestlé

http://sloanreview.mit.edu/article/rebuilding-the-relationship-between-manufacturers-and-retailers/

http://sloanreview.mit.edu/article/rebuilding-the-relationship-between-manufacturers-and-retailers/





1. It’s supply chain though complex is successful in making some of the products like Maggi, Kitkat, Eclairs at afoordable price points.



• http://www.nestle.in/brands/chocolatesandconfectionery

• http://www.nestle.in/brands/chocolatesandconfectionery#NESTL%C3%89%20BAR%20ONE

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Goal 4 (Strong Retailer Network/ Partnerships) -- Nestlé




http://www.nestle.in/brands/chocolatesandconfectionery





Experience/Fun Time

1. Maggi & Nescafe has largely contributed to Nestle’s brand building beause of the kind of consumtion experience these two brands offered.

2. Cup Maggi has become the “Out of Home” snack for many working population of India.


• http://www.nestle.in/brands/nescafe



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1. Nestle strictly adheres to all Regulatory requirements.

2. It sometimes goes a step ahead for example in the case of cold supply chain for perishable products.

3. It also mentioned about these things in its website with an intention to convey its customer about its commitment to “Good Food, Good Life”.


• http://www.nestle.com/asset-library/documents/r_and_d/nestle-rd-brochure-2010.pdf

• www.nestle.com/policies

• http://www.nestle.com/aboutus/businessprinciples

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Goal 5 (Create Strong Brand Equity & Credibility) -- Nestlé



http://www.nestle.in/brands/nescafe





http://www.nestle.com/asset-library/documents/r_and_d/nestle-rd-brochure-2010.pdf


http://www.nestle.com/policies

http://www.nestle.com/aboutus/businessprinciples



1. Through Rs. 5/- Maggi packets and Rs. 2/-, Rs. 5/- Kitkat, Rs. 0.50/- Eclairs Nestle tried to improve its brand image in Middle class and Lower middle class consumer segments.

2. It also came up with small sachets of Milk powder, Coffee powder to woo the consumers

3. But as a whole it is weak in affordability.


• http://www.nestle.in/brands/chocolatesandconfectionery

• http://www.nestle.in/brands/chocolatesandconfectionery#NESTL%C3%89%20BAR%20ONE

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Goal 5 (Create Strong Brand Equity & Credibility) -- Nestlé







1. Nestle strictly adheres to all Regulatory requirements.

2. It sometimes goes a step ahead for example in the case of cold supply chain for perishable products.


• http://www.nestle.com/asset-library/documents/r_and_d/nestle-rd-brochure-2010.pdf

• www.nestle.com/policies

• http://www.nestle.com/aboutus/businessprinciples

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Goal 6 (Meet Local Regulatory Requirements) -- Nestlé





http://www.nestle.com/policies

http://www.nestle.com/aboutus/businessprinciples

Findings on Unilever by Manufacturer Goal and Consumer Preferences

By Chirag Mahajan

For Goal 1 (Create Trust) -- Thermaltake

P Findings Reference Score

Unique/

Interestin

g Consumption

Experience/Fun Time

1. Unilever has been investing significantly in R&D to improve the product performance as experienced by the customers.

2. Unilever does an extensive research on consumer’s environment to develop unique products. For instance, it uses neuroscience and sensory science to draw requirements of products.

3. Unilever’s portfolio of high nutritional standards delivers a unique consumption experience for its consumers.

• http://www.hul.co.in/Images/HULAnnualReport201314tcm114391926.pdf

• http://www.unilever.co.za/innovation/researchdiscoveries/taste/index.aspx

• http://www.prnewswire.com/news-releases/innovation-plans-from-industry-leaders-unilever--general-mills-268838261.html

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Better

natural

flavor/Texture

1. Unilever is committed to double the proportion of our portfolio that meets the highest nutritional standards by 2020.

2. In 2014, Unilever was named leader of the Food, Beverage industry group in the Dow Jones Sustainability Indices (DJSI)

3. As a part of its long-term sustainable business plan, Unilever has been acquiring companies and improving its products to deliver high natural content to its consumers.

• http://www.unilever.com/sustainable-living- 2014/improving-health-and-wellbeing/improving-nutrition/our-nutrition-strategy/

• http://www.techtimes.com/articles/20533/20141119/another-reason-trans-fat-is-bad-for-health-it-may-damage-your-memory.htm

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Range of products

& Variet

y

1. Continuous R&D focus on meeting consumer expectation and optimizing nutrition standards in F&B industry results in a wide variety of products.

2. R&D has been focused on improving and optimizing the quality of existing line up rather that adding more diversity to it.

• http://unilever.com/images/Unilever_AR13_tcm13-383757.pdf


• http://www.unilever.com/sustainable-living- 2014/improving-health-and-wellbeing/improving-nutrition/our-nutrition-strategy/

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Goal 1 (R&D Investment) -- Unilever

http://www.hul.co.in/Images/HULAnnualReport201314tcm114391926.pdf


http://www.prnewswire.com/news-releases/innovation-plans-from-industry-leaders-unilever--general-mills-268838261.html



http://unilever.com/images/Unilever_AR13_tcm13-383757.pdf


http://www.unilever.co.za/innovation/researchdiscoveries/taste/index.aspx





1. Unilever’s research on composition variations to make affordable products is less as compared to efforts to reduce cost through supply chain optimization and packaging options research.



• http://knowledge.insead.edu/innovation/frugal-innovation-a-new-business-paradigm-2375

M

Localness

of products


1. With over 31 Global Development centres and over 90 Regional Development Centres, Unilever combines its global scale with the agility to respond to local needs.

2. Special focus on understanding the markets and diversity in the major demanded products such as tea for India through research had helped Unilever to capture local tastes.


• http://www.unilever.com/innovation/innovationinunilever/Overviewofresearchanddevelopmentinunilever/

• http://www.hul.co.in/Images/HUL_Annual_Report_2012-13_tcm114-289694.pdf

H

Goal 1 (R&D Investment) -- Unilever





http://www.unilever.com/innovation/innovationinunilever/Overviewofresearchanddevelopmentinunilever/

http://www.unilever.com/innovation/innovationinunilever/Overviewofresearchanddevelopmentinunilever/

http://www.hul.co.in/Images/HUL_Annual_Report_2012-13_tcm114-289694.pdf




Unique/

Interestin

g Consumption

Experience/ Fun Time

1. Unilever believes in enhancing the standard product portfolio to deliver an interesting experience. Eg. masala chai for Indian customers.

2. It has diversified its portfolio to deliver interesting experiences for its customers. For eg. ice tea and green tea have been added to the portfolio.

3. Growing trends in the community has led to acquisitions of firms such as Talenti to add a range of gelatos and sorbettos flavor to the current ice-cream portfolio.


• http://www.zacks.com/stock/news/156357/unilever-continues-to-transform-north-american-portfolio

• http://www.talkingretail.com/products-news/frozen/swedish-glace-ice-cream-join-walls-portfolio/

H

Better

natural

flavor/Texture

1. Unilever has been focusing on adding nutrient value to its current portfolio and also acquiring brands which sell for their nutrition value. In 2013, 31% of potfolio met highest nutritional value.

2. Brands acquired like Becel-Flora, Bertolli, Blue Band in the portfolio have a unique proposition about their natural flavors.

3. The focus on natural flavors is top priorities of management as a part of long-term strategy.

• http://www.unilever.com/brands-in-action/view-brands.aspx• http://www.unilever.com/brands-in-action/detail/Blue-Band--

Rama/292005/?WT.contenttype=view%20brands• http://www.unilever.com/brands-in-action/detail/Becel--Flora

/291982/?WT.contenttype=view%20brands• http://www.unilever.com/brands-in-action/detail/Bertolli/

292001/?WT.contenttype=view%20brands

H

Range of products

& Variet

y

1. Unilever’s enhanced and diversified portfolio ranging from wheat to ice-creams results offers a wide range of options to the consumers.

2. The strategy to align itself with the local flavors in every market in addition to the existing line of standard products results in a wide variety of products for its customers.



• http://www.unilever.com/brands-in-action/detail/Knorr/292018/?WT.contenttype=view%20brands

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Goal 2 (Enhanced/Diversified Product Portfolio) -- Unilever



http://www.zacks.com/stock/news/156357/unilever-continues-to-transform-north-american-portfolio

http://www.zacks.com/stock/news/156357/unilever-continues-to-transform-north-american-portfolio

http://www.unilever.com/brands-in-action/view-brands.aspx

http://www.unilever.com/brands-in-action/detail/Blue-Band--Rama/292005/?WT.contenttype=view%20brands

http://www.unilever.com/brands-in-action/detail/Blue-Band--Rama/292005/?WT.contenttype=view%20brands

http://www.unilever.com/brands-in-action/detail/Becel--Flora/291982/?WT.contenttype=view%20brands

http://www.unilever.com/brands-in-action/detail/Becel--Flora/291982/?WT.contenttype=view%20brands








1. Unilever has diversified products in emerging markets to deliver affordable products as a part of its penetration strategy. Eg. adding affordable Broke Bond Tazza range to the premium Taj Mahal range.

2. Affordability at the expense of quality degradation is not desired by Unilever when it comes to enhancing or diversifying its portfolio.


• http://www.hul.co.in/brands-in-action/view-brands.aspx• http://www.unilever.com/brands-in-action/detail/Knorr/

292018/?WT.contenttype=view%20brands

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Localness

of products


1. One of key strategies of Unilever has been to understand the local consumer better and base the portfolio on the regional preferences and tastes.

2. Emphasis on local flavors in such that some of the brand’s regionally growing brand may not be even visible in the other region or at global arena.


• http://www.unilever.com/brands-in-action/view-brands.aspx• http://www.hul.co.in/brands-in-action/view-brands.aspx

H

Goal 2 (Enhanced/Diversified Product Portfolio) -- Unilever



http://www.hul.co.in/brands-in-action/view-brands.aspx







Availabilit

y/Acces

s

1. Unilever does 57% of its business in the emerging markets and is relying on being more approachable as its means for future expansion plans.

2. Unilever tries to be more accessible to new customers by building region-specific portfolios and therefore reach maximum number of consumers.

3. Unilever is associating itself with various local health campaigns, as a part of its expansion strategy, to strategically place itself as a brand concerned with world health and nutrition.


• http://www.hul.co.in/brands-in-action/view-brands.aspx• http://fortune.com/2014/12/04/unilever-ceo-paul-polman/• http://www.unilever.com/images/slp_Unilever-Sustainable-

Living-Plan-2013_tcm13-388693.pdf

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Range of products

& Variet

y

1. Unilever believes in building a region-specific portfolio i.e. the right mix of region specific tastes and standard global products to lure new customers while expanding in growing markets.

2. Unilever’s focus on customer-centric products in emerging markets is helping the firm to expand its reach and deduce a major revenue from these markets.

• http://www.unilever.com/brands-in-action/view-brands.aspx• http://www.hul.co.in/Images/HULAnnualReport201314tcm11

4391926.pdf• http://www.unilever.com/sustainable-living-2014/news-and-r

esources/sustainable-living-news/Unilever-investing-in-fast-growing-emerging-markets.aspx

• http://www.trefis.com/stock/ul/articles/253048/emerging-markets-strategically-important-for-unilever-despite-high-inflation/2014-08-28

H

Affordability of Products

1. As a strategy to penetrate in growing markets, Unilever is launching affordable brand in some necessity driven nutritional products such as Annapurna brand of wheat in India.

2. As disposable incomes are reducing in current emerging markets, Unilever has ensured that firm will focus more upon affordable products in the coming times.


• http://www.businessinsider.com/how-unilever-is-winning-emerging-markets-2013-1?IR=T

• http://www.unilever.com/sustainable-living-2014/enhancing-livelihoods/understanding-our-economic-impacts/affordable-products/

• http://www.yorkshirepost.co.uk/business/business-news/unilever-promises-more-cheap-goods-and-cost-cuts-to-tackle-slowdown-1-6913355

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Goal 3 (Expand into growing markets) -- Unilever




http://fortune.com/2014/12/04/unilever-ceo-paul-polman/




http://www.unilever.com/sustainable-living-2014/news-and-resources/sustainable-living-news/Unilever-investing-in-fast-growing-emerging-markets.aspx





http://www.businessinsider.com/how-unilever-is-winning-emerging-markets-2013-1?IR=T

http://www.businessinsider.com/how-unilever-is-winning-emerging-markets-2013-1?IR=T

http://www.unilever.com/sustainable-living-2014/enhancing-livelihoods/understanding-our-economic-impacts/affordable-products/



http://www.yorkshirepost.co.uk/business/business-news/unilever-promises-more-cheap-goods-and-cost-cuts-to-tackle-slowdown-1-6913355




Localness

of products


1. Key strategies of Unilever has been to understand the local consumer better and base the portfolio on the regional preferences and tastes while expanding in new territories.

2. While entering new markets, Unilever believes in having a right mix of standard and region-centric products depending upon the markets requirement.


• http://www.hul.co.in/Images/HUL_Annual_Report_2012-13_tcm114-289694.pdf

• http://knowledge.insead.edu/blog/insead-blog/the-fine-lines-of-brand-localisation-3391

• http://www.businessweek.com/articles/2013-01-03/in-emerging-markets-unilever-finds-a-passport-to-profit

H

Goal 3 (Expand into growing markets) -- Unilever





http://knowledge.insead.edu/blog/insead-blog/the-fine-lines-of-brand-localisation-3391

http://knowledge.insead.edu/blog/insead-blog/the-fine-lines-of-brand-localisation-3391

http://www.businessweek.com/articles/2013-01-03/in-emerging-markets-unilever-finds-a-passport-to-profit

http://www.businessweek.com/articles/2013-01-03/in-emerging-markets-unilever-finds-a-passport-to-profit



Unique/

Interestin

g Consumption

Experience/ Fun Time

1. Unilever has a very well established retail network which it uses in a very efficient manner to understand its customers better and deliver the better experiences related to its products.

2. Some of the key partnership strategies are:• Individual Channel Focus. Eg. Malls, E-com.• Customer Insight and innovation Centre to

experiment with different packaging & displays.• Perfect Stores which ensure required products

are visible to the customers.


• http://www.unilever.com/images/PDF_generator_-_Customers_and_suppliers_tcm_13-365036.pdf

• http://www.unilever.com/sustainable-living-2014/enhancing-livelihoods/inclusive-business/supporting-small-scale-retailers/

H

Availabilit

y/Acces

s

1. Unilever has around 100000 supplier and around 800000 stores which ensures availability of its products across geographies to its customers.

2. Unilever’s long-term sustainable plan lays emphasis upon more determined approach towards reaching its customers through its partners.

3. Unilever’s strategy to employ village women as sales representatives is a move to further increase its reach to rural consumers in emerging markets.

• http://www.scmr.com/article/unilever_partners_to_win• http://www.unilever.com/images/PDF_generator_-_Customer

s_and_suppliers_tcm_13-365036.pdf• http://www.hul.co.in/Images/HUL_Annual_Report_2012-13_t

cm114-289694.pdf• http://www.unilever.com/sustainable-living-2014/news-and-

resources/sustainable-living-news/Unilever-investing-in-fast-growing-emerging-markets.aspx

H

Affordabili

ty

1. Unilever works very close to its partner to rule away inefficiencies in its business process and claims to have reduced the overall cost by 200 million Euros. The transfer of this reduction to customers is less evident.

2. As a part of its sustainable plan, Unilever encourages farmers to improve the crop quality and deliver sustainable resources which can be used to produce products at an affordable price. Such plans are yet to see fruitful results.

• http://unilever-rss.com/images/ir_ist11-Continuous-improvement-in-the-supply-chain-PLS_tcm13-276977.pdf

• http://www.unilever.com/images/uslp-Unilever_Sustainable_Living_Plan_Progress_Report_2011_tcm13-284779.pdf


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Goal 4 (Strong Retail Network/Partnership) -- Unilever



http://www.unilever.com/images/PDF_generator_-_Customers_and_suppliers_tcm_13-365036.pdf


http://www.scmr.com/article/unilever_partners_to_win





http://unilever-rss.com/images/ir_ist11-Continuous-improvement-in-the-supply-chain-PLS_tcm13-276977.pdf

http://unilever-rss.com/images/ir_ist11-Continuous-improvement-in-the-supply-chain-PLS_tcm13-276977.pdf

http://www.unilever.com/images/uslp-Unilever_Sustainable_Living_Plan_Progress_Report_2011_tcm13-284779.pdf

http://www.unilever.com/images/uslp-Unilever_Sustainable_Living_Plan_Progress_Report_2011_tcm13-284779.pdf





Unique/

Interestin

g Consumption

Experience/Fun Time

1. Unilever is brand recalled for delivering interesting consumption experiences with highest regards to nutritional standards.

2. Unilever focuses on improving its product experiences through its efforts on improving nutrient value and building sustainable solutions around its products.

3. Such long-term vision and dedicated efforts toward heath quality has led to strengthening of brand equity and earning credibility among it consumers.

• http://www.triplepundit.com/2013/09/sustainability-growing-unilevers-brand-equity-profits/


• http://www.hul.co.in/mediacentre/newsandfeatures/2013/HUL-brands-top-Brand-Equitys-2013-Most-Trusted-Brands-Survey.aspx

• http://www.unilever.com/investorrelations/annual_reports/AnnualReportandAccounts2013/our-business-model.aspx

H

Compliance with Indus

try Standards

1. Unilever is not only complying with industry standards but also setting its own standards which makes it stand a class apart.

2. Unilever has voluntary chosen full nutrition labeling in Europe in order to be seen as a heath oriented brand.

3. Unilever has developed a set of Global Principles for Responsible Food and Beverage Marketing.

4. Such measures are evident to consumers and thus add to brand’s equity and credibility.

• http://www.unilever.com/sustainable-living-2014/improving-health-and-wellbeing/improving-nutrition/labelling-and-responsible-marketing/

• http://www.triplepundit.com/2014/11/cant-believe-butter-goes-sustainable/

• http://www.foodnavigator.com/Policy/WHO-calls-for-standardised-nutrition-labelling

H

Affordabili

ty

1. Apart from the basic dietary products like wheat from Annapurna Brand in India and other regional staple foods, Unilever does not consider affordability as contributor to its brand equity.

• http://www.unilever.com/sustainable-living-2014/improving-health-and-wellbeing/improving-nutrition/addressing-undernutrition/

• http://www.rebootfinancialadvice.com/unilever-plc.html• http://www.hul.co.in/brands-in-action/detail/Annapurna/296

574/

L

Goal 5 (Create Strong Brand Equity & Credibility) -- Unilever

http://www.triplepundit.com/2013/09/sustainability-growing-unilevers-brand-equity-profits/

http://www.triplepundit.com/2013/09/sustainability-growing-unilevers-brand-equity-profits/



http://www.hul.co.in/mediacentre/newsandfeatures/2013/HUL-brands-top-Brand-Equitys-2013-Most-Trusted-Brands-Survey.aspx



http://www.unilever.com/sustainable-living-2014/improving-health-and-wellbeing/improving-nutrition/labelling-and-responsible-marketing/



http://www.triplepundit.com/2014/11/cant-believe-butter-goes-sustainable/

http://www.triplepundit.com/2014/11/cant-believe-butter-goes-sustainable/

http://www.rebootfinancialadvice.com/unilever-plc.html




http://www.hul.co.in/brands-in-action/detail/Annapurna/296574/

http://www.hul.co.in/brands-in-action/detail/Annapurna/296574/


Compliance with Indus

try Standards

1. Unilever stands ahead of its goals when it comes to meeting regulatory requirements.

2. Apart from following set guidelines, it follows certain non-mandatory sustainable and nutrition standards in the raw material and products composition as a part of its sustainable business plan.

3. Unilever Food Solutions has launched a new service to support the foodservice industry in complying with upcoming food allergy information regulations.

• http://www.unilever.com/sustainable-living-2014/reducing-environmental-impact/sustainable-sourcing/our-strategy/

• http://www.unilever.co.id/aboutus/goodcorporategovernance/corporateethics/

• http://fft.ie/index.php/2286/unilever-food-solutions-launches-free-service-to-help-businesses-comply-with-new-allergen-legislation/

H

Goal 6 (Meet Regulatory Requirement) -- Unilever

http://www.unilever.com/sustainable-living-2014/reducing-environmental-impact/sustainable-sourcing/our-strategy/

http://www.unilever.com/sustainable-living-2014/reducing-environmental-impact/sustainable-sourcing/our-strategy/

http://www.unilever.co.id/aboutus/goodcorporategovernance/corporateethics/

http://www.unilever.co.id/aboutus/goodcorporategovernance/corporateethics/

http://fft.ie/index.php/2286/unilever-food-solutions-launches-free-service-to-help-businesses-comply-with-new-allergen-legislation/



Findings on General Mills by Manufacturer Goals and Consumer Preferences

By Bhavya Gautam, DSE


Unique/

Interesting

Consumptio

n Experience/F

un Time

1. General Mills make lives richer with foods that add fun or help to create a special moment with family and friends. It make lives easier with convenient meals and packaging, and foods that provide nourishment on the run.

2. General Mills adds to the Consumer's enjoyment and has filed three patents for gluten free dough's that it has developed in ready-to-bake format to offer alternative to dry mixes .

http://www.generalmills.com/Home/Company/Mission.aspx

http://www.bakeryandsnacks.com/R-D/General-Mills-gluten-free-baking-patents

H

Better (natur

al) flavour

and textur

e

1. Goal is to provide people with convenient, nutritious food that when combined with exercise and activity can help them live healthier lives. Based on consumer preference in taste tests, Yoplait decided that sucralose is the best option to replace aspartame. Sucralose adds sweetness to foods and beverages without adding calories. It’s FDA approved

2. General Mills has been at the forefront of the gluten-free trend since introducing gluten-free Rice Chex in 2008 – the first mainstream gluten-free cereal in the U.S.

3. Foodmaker have been adding nutritional benefits — particularly fiber and protein — to a wide variety of products to ease the guilt often associated with snacking. Fiber One, for instance, started as a cereal but has expanded to a variety of snacks, including brownies and more recently, a blueberry streusel bar.

http://www.blog.generalmills.com/2014/06/removing-aspartame-from-yoplait-light/#sthash.vsHB8T2l.dpuf

http://www.blog.generalmills.com/2014/11/gluten-free-eating-goes-mainstream-in-europe/#sthash.FeeK2m2G.dpuf

http://www.dispatch.com/content/stories/business/2014/07/10/general-mills-boosts-foods-flavors-nutrition.html

https://www.generalmills.com/~/media/Files/CSR/2013_global_respon_report.ashx

H

Goal 1 (R&D Investment) – General Mills



http://www.blog.generalmills.com/2014/06/removing-aspartame-from-yoplait-light/



http://www.blog.generalmills.com/2014/11/gluten-free-eating-goes-mainstream-in-europe/










Range of

products &

Variety

1. General Mills have a range of innovative brands all driving our mission of making consumers lives healthier, easier and richer.

2. General Mills since 2007 launched the General Mills Worldwide Innovation Network (G-Win) it has connected with numerous external partners to create, develop and launch new products. eg.:Fiber One 90-Calorie Brownies and Nature Valley Protein bars.

3. Two of the company’s products that launched in January 2014 - Chex Chips and Nature Valley Nut Clusters - came about through relationships developed through open innovation.

4. General Mills Worldwide Innovation Network (G-WIN) to actively seek partners who can help us deliver breakthrough innovation in the following categories:Product ,Packaging , Processing ,Ingredients, Technologies, Digital

http://www.generalmills.co.in/gmi/Level1Page.aspx?PageNumber=82

http://www.ideaconnection.com/open-innovation-success/General-Mills-Develops-Two-New-Food-Products-with-Ope-00471.html

http://www.foodprocessing.com/articles/2009/rdteam-generalmills/

http://www.generalmills.com/Company/Innovation/G-Win.aspx

H

Affordability

of produc

ts

1. General Mills has a long history of providing convenient, affordable, nutritious foods to help consumers meet key health and nutrition recommendations

2. The Company also know that food is absolutely not nutritious unless people are eating it. The win in innovation is in providing healthier products that are affordable and taste great.


http://www.blog.generalmills.com/2012/06/yoki-is-everywhere-in-brazil/page/1345221991000/

M














Localness of

products

(taste and

flavours)

1. Product are developed putting the consumer first approach.

2. Company is customizing their products to meet the local tastes of consumers in many markets worldwide including Brazil, Indonesia, India and China.

3. General mills have opened technical centers in China for innovation and research and development in local taste and preference.

http://www.generalmills.com/en/Company.aspx

http://www.foodnavigator-asia.com/Business/General-Mills-opens-Shanghai-development-centre-to-boost-China-market

H





Unique/

Interesting

Consumptio

n Experience/F

un Time

1. Diversified product caters to provide fun and interesting consumption experience to the customer

2. Terrific assortment of convenient meal choices for busy consumers across the globe

3. General mills has acquired brands like Yoki(Brasil)which adds to the party and fun experience to the customer

4. Product like Yoplait –Yogurt portfolio delight students all day long and help boost participation with delicious Yoplait® products

http://www.generalmills.com/Company.aspx

http://www.generalmillscf.com/industries/k12/support-tool-categories/exploring-products


H

Better (natur

al) flavour

and textur

e

1. Company has acquired Small Planet Foods, the parent company of organic frozen fruits and vegetables brand Cascadian Farm as well as the Muir Glen line of organic canned tomato products.

2. The company has come up with organic and natural options in the form of frozen fruit, vegetables fruit spread s snack bars, ready –to- eat cereals

3. General Mills has been at the forefront of the gluten-free trend since introducing gluten-free Rice Chex

http://www.generalmills.com/Brands/Organic_natural.aspx

http://fortune.com/2014/09/08/general-mills-expaning-organics-natural-foods-annies/

http://www.foodbusinessnews.net/articles/news_home/Business_News/2014/04/Inside_General_Mills_natural_a.aspx?ID=%7B628E40CD-FB84-4111-86E9-7F14197BCF62%7D

http://www.blog.generalmills.com/2014/11/gluten-free-eating-goes-mainstream-in-europe/#sthash.FeeK2m2G.dpuf

H

Goal 2 (Enhanced Diversified Product Portfolio) – General Mills









Range of products

& Variety

1. General Mills offers wide range of product for breakfast, lunch, dinner and snacks

2. General Mills adds to the roster of new products as for instance a Snickerdoodles flavor of Chex Mix Muddy Buddies and peanut butter and chocolate, along with fiber and protein.

3. Offers products for kids with variety of flavours and options


http://www.brandchannel.com/home/post/2012/12/20/General-Mills-2013-New-Products-122012.aspx


H

Affordabil

ity of

products

1. Company has acquired brands like “Yoki“ in brasil to enhance its Product portfolio by focussing on the emerging middle class as they are very affordable products.


H

Goal 2 (Enhanced Diversified Product Portfolio) -- General Mills











Localness of

products (taste and flavours)

1. General Mills markets a specialized Indian range of products include whole wheat flour, ethnic mixes and frozen Indian flat breads.

2. General Mills cater the specialized product variation but it does not add much to the existing product portfolio.

3. General mills have opened technical centers in China for innovation and research and development in local taste and preference.



M

Goal 2 (Enhanced Diversified Product Portfolio) -- General Mills




Availability/

Access

1. Companies has made Acquisition and mergers to expand into growing market.

2. General mills spends big to enter into Asian and other growing market to improve availability

3. The Company is also preparing to enter the US$8bn yogurt category, and has begun construction on a new manufacturing facility in the region to increase availabilty

4. General Mills sells products in more than 100 countries, with offices or manufacturing facilities in more than 30 countries.

http://www.wsj.com/articles/general-mills-to-buy-natural-foods-company-annies-1410210721


http://www.generalmills.com/en/Company/Countries.aspx

http://www.blog.generalmills.com/2014/02/growth-in-global-markets/

H

Range of

products &

Variety

1. To expand in growing markets, General Mills is focuses on five global platforms to expand : yogurt, ready-to-eat cereal, convenient meals, super-premium ice cream and snacks

2. General Mills markets a specialized Indian range of products to expand into many countries like United States, Singapore, etc

3. Company have developed products like Pillsbury Atta with Multi-Grain, Pillsbury Gold Atta to expand in indian market.

4. Acquisition of Yopalt and Yoki have helped General Mill to generate sales outside



http://www.blog.generalmills.com/2012/06/yoki-is-everywhere-in-brazil/page/1345221991000

http://www.blog.generalmills.com/2014/02/growth-in-global-markets/

H

Goal 3 (Expand into Growing Markets) -- General Mills









1. Company has acquired brands like “Yoki“ in Brasil focussing on the emerging middle class, thus expanding by focussing on affordability of product


M








1. General Mills Growth Strategy: Putting the Consumer First

2. Products like Wanchai Ferry dumplings in China and Yoki products in Brazil which caters to the localness, helped in expanding emerging markets

3. Partners in two international joint ventures — Cereal Partners Worldwide (CPW) and Häagen-Dazs Japan (HDJ) helps in expanding in growing market



H



P Findings Refrences Score

Unique/

Interestin

g Consumption Experience/Fu

n Time

1. General mill sell to distributors and operators in many customer channels including foodservice, convenience stores, vending, and supermarket bakeries

2. It partners with international Häagen-Dazs joint ventures, the largest of which is with Suntory and Takanashi Dairy in Japan.


http://www.generalmills.com/Company/Businesses/International/Joint_ventures.aspx

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Availabilit

y/Acce

ss

1. It have a 50 percent equity interest in Cereal Partners Worldwide (CPW), which manufactures and markets ready-to-eat cereal products in more than 130 countries outside the United States and Canada.

2. It also have a 50 percent equity interest in Häagen-Dazs Japan, Inc. (HDJ). This joint venture manufactures and markets Häagen-Dazs ice cream products and frozen novelties.

3. A non-profit organization founded by General Mills in 2009, it brings together the business and technical expertise of global food companies to improve the capacity and expertise of local food processors in Africa thereby increasing availability.


http://www.generalmills.com/en/Responsibility/community_engagement/hunger_and_nutrition/partners_in_food_solutions.aspxhttp://www.iuf.org/sites/cms.iuf.org/files/DANONE.pdf

H

Goal 4 (Strong Retailer Network/ Partnerships) -- General Mills








Affordability of

products

1. Company partner with suppliers and customers to find ways to reduce Inventories and associated costs

http://http://www.generalmills.com/Company.aspx

(Annual report 2014)

M

Goal 4 (Strong Retailer Network/ Partnerships) -- General Mills

http://http/www.generalmills.com/Company.aspx




Unique/Interesting Consumpti

on Experience/Fun Time

1. General mills create brand equity by making lives richer with foods that add fun or help to create a special moment with family and friends.

2. Betty Crocker Supreme Fudge Brownies is the only brownie mix that’s extra fudgy and moist because each box contains a can of Hershey’s chocolate syrup plus pudding blended right into the brownie mix.

3. General Mills adds to the Consumer's enjoyment and has filed three patents for gluten free dough's that it has developed in ready-to-bake format to offer alternative to dry mixes .

http://www.generalmills.com/en/Company/Mission.aspx

http://www.globalbrandguy.com/marketing-communications-programs/foodnon-food-products/

General Mills adds to the Consumer's enjoyment and has filed three patents for gluten free dough's that it has developed in ready-to-bake format to offer alternative to dry mixes .

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Goal 5 (Create Strong Brand Equity & Credibility) - General Mills






Goal 5 (Create Strong Brand Equity & Credibility) – General MillsP Findings References Score

Compliance with

industry

standards

1. General Mills has received external recognition for its efforts in meeting standards , being named one of the World's Most Reputable Companies by the Reputation Institute.

2. General Mills adopts and applies the same high safety and quality standards everywhere we do business.

3. In 2009 alone, General Mills received over 20 awards recognizing the company for their corporate reputation and human resource and employee relations leadership

http://www.generalmills.com/Responsibility/food_safety.aspx

http://www.generalmills.com/en/Responsibility/ethics_and_integrity.aspx

http://i-sight.com/employee-relations/employee-relations-and-ethics-best-practices-general-mills/

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Affordability

of produc

ts

1. Company believes in using sustainable way of sourcing raw material and partner with a wide variety of industry and stakeholder groups to advance the sustainability of ingredients and raw materials to provide affordable products

http://www.generalmills.com/en/Responsibility/Sourcing.aspx

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standards

1. General Mills adopts and applies the same high safety and quality standards everywhere we do business.

2. General Mills employees are stewards of our brands, and food safety is integral to this mission.

3. Goal is to continually reduce our environmental footprint

4. General Mills has received external recognition for its efforts, being named one of the World's Most Reputable Companies by the Reputation Institute.

https://www.generalmills.com/Responsibility/ethics_and_integrity/Supplier_code_of_conduct.aspxhttp://www.danone.com/en/danone13focus/quality/

https://www.generalmills.com/Responsibility/food_safety.aspx


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Goal 6 (Meet Local Regulatory Requirements) -- General Mills

https://www.generalmills.com/Responsibility/ethics_and_integrity/Supplier_code_of_conduct.aspxhttp:/www.danone.com/en/danone13focus/quality/











Thank You

Documents

Simulated Assignment _Deliverable 3_CLA_Group-3 (1).pptx