TC leads the cream biscuit segment with a share of around 27%, followed by Britannia at around

18% and Parle at roughly 14%

Strategic analysis
A company's strategic position can be clarified by the various dimensions of corporate strategy,
looking at value, imitations and perimeter, so is with Britannia Industries.
Value

Britannia has acquired a reputation of quality and value. It has also

succeeded in garnering the trust of almost one-third of one billion
populations.

Imitation

Britannia faces a tough competition with its competitors as new

imitated products are available, price war is there, therefore,
Britannia always try to build its quality and deliver value to the
customers.

Perimeter

Britannia has always focussed on expansion of business as from

Britannia biscuits to dairy products market. In 2002, Britannia's new
business division formed a joint venture with Fonterra, the world's
second largest dairy company, and Britannia New Zealand Foods.
Pvt. Ltd. Was born.

Marketing channels
Britannia has tactically managed its marketing channels to retain control on products as well as
pricing. It adopted the indirect marketing channel and uses the two level distribution channels.
The company also relies on the dependent channel arrangement to avoid any conflict with the
intermediaries.

Physical distribution cum Logistic strategies

Physical distribution starts at the factory. Managers at Britannia makes decision of warehouse
and transportation carrier that will deliver the goods to final destination in the desired time at the
lowest cost possible. Britannia has level 1, level 2, level 3 distribution channel levels.
Level1: Availability of Britannia biscuits at all the departmental stores across the country.
Level2: Since it's an FMCG products this channel exist for the customers spread across India.

Level3: Mass consumption and suitable for both domestic and international coverage.

Sales Force Strategy

The main objective of the sales force of Britannia is to generate higher sales which would
translate to increase revenue for the company. The sales manager in different regions delivers the
product of the company to the distributors in those region who in turn supply the products to the
various retailers and grocery outlets.

Promotional strategy
Britannia Khao World cup Jhao contest made a greatest impact among customers
as it let the winners of the contest to watch 1999 World Cup at the expense of Britannia. The
sales bounced 37% high on account of this strategy. The scheme came alive again during the
world Cup Match in 2002-2003 in South Africa. See Cricket. Sleep Cricket. Eat

only Britannia ! This session is more powerful to catch the customers They again gain
market attention with the launch of movie "Lagaan" in which they invited 40,000 Britannia
biscuit buyers to come and play with the star cast

Corporate Social Responsibility

Catering to the national interest
Committed to be a good corporate citizen
The company prohibits any payment of bribes

The company adopted a three-pronged approach to overcome the challenges it faced. It focused
on driving innovation by producing new high-margin, value-added product offerings, and
boosting revenue by introducing differentiated brands with differential pricing and restructuring
costs

through

improving

operational

efficiencies

throughout

the

value

chain.

The company leveraged its strong brands through steady investment, investing in building
additional capacity in order to increase in-house manufacturing of premium brands and focusing
on complexity reduction with rationalized stock keeping units (SKUs) and work processes that
resulted in profitable growth. The company invested in further strengthening its reach in urban

and rural markets. It restructured distribution models to gain depth of distribution in urban
markets and width of distribution in rural markets.
Corporate Governance Strategy
It Company considers good Corporate Governance a pre-requisite for meeting the needs and
aspirations of its shareholders and other stakeholders in the Company and firmly believes that the
same could be achieved by maintaining transparency in its dealings, creating robust policies and
practices for key processes and systems with clear accountability, integrity, transparent
governance practices and the highest standards of regulatory compliances.
As on 31 March 2016, the Board comprised of Thirteen (13) Directors, out of which Eight (8) are
Independent Directors, Four (4) are Non-Executive Directors and One (1) is Managing Director.