CADBURY(the marketing strategies of Cadbury India Ltd.

) ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any ta sk is incomplete without the mention of people who made it possible. So I take t his as a great opportunity to pen down a few lines about the people to whom my a cknowledgement is due. It is with the deepest sense of gratitude that I wish to place on record my sinc ere thanks ., my project guide for providing me inspiration, encouragement able suggestions throughout the project. I would also like to thank all my respondent for giving me their valuable time a nd information. ..

TABLE OF CONTENTS Acknowledgement Page No. 1 Part I Chapter 1 Abstract Page No. 2 Chapter 2 Introduction Page No. 6 Chapter 3 Agency Profile Page No. 19 Part II Chapter 4 Research Design Page No. 29 Chapter 5 Servicing Analysis & Interpretation Page No. 34 Chapter 6 Data Analysis Page No. 68 Chapter 7 Finding, Conclusion & Suggestion Page No. 81 Part III Chapter 8 Appendices & Annexure Page No. 86 Chapter 9 Bibliography Page No. 89

PREFACE The success of any business entity solely depends on how effectively does it uti lizes its optimum resources and how soon does it make arrangements for the remov al of the customers grievances. Moreover, the company should always be ready to m ake necessary changes according to the requirements in order to attract more cus tomers so as to maintain a substantial growth in the market. The topic given to me was: JOURNEY TO ZENITH OF CADBURY I have tried to put my best efforts to complete this task on the basis of skill that I have achieved during my studies in the institute. I have tried to put my maximum effort to get the accurate statistical data. If t here is any error or any mistake in collecting the data, please correct it in th

e best way as I am still learning.

CHAPTER-1 INTRODUCTION

Introduction The Cadburys Inc has taken the opportunity to offer us a broader view of chocolat e category. The Cadbury Indias no.1 Chocolate is able to share with their market insights based upon unparalleled breath of chocolate experience. Cadbury has grown from strength to strength with new technologies being introduc ed to make the Cadbury confectionary business, one of the most efficient in the world. The merge in 1969 with Schweppes and the subsequent development of the bu siness have led to Cadbury Schweppes taking the led in both, the confectionary a nd soft drink market intech UK and becoming a major force in the international m arket. Cadbury Schweppes today manufactures product in 60 countries and a trade in staggering 120. The Cadbury story is a fascinating story of a family business that grew in one of the biggest, most loved chocolate brand in the world. A sto ry that you will remember as the story of The taste of life.

CHAPTER-2 OBJECTIVE

OBJECTIVE OF THE PROJECT My main objective of the study on this project is to demonstrate the marketing s trategies of Cadbury India Ltd. And to arrive at my findings, I have done few analyses:(a) SWOT Analysis (b) PEST Analysis And also 5 Ps of Marketing: Product Price Physical Distribution Promotion Positioning

CHAPTER-3 RESERCH METHODOLOGY

RESEARCH METHODOLOGY Achieving accuracy in any research requires in depth study regarding the subject . As the prime objective of the project is to compare Cadbury with the existing competitors in the market and the impact of Nestle on Cadbury, the research meth odology adopted is basically based on primary data via which the most recent and accurate piece of first hand information could be collected. Secondary data has been used to support primary data wherever needed. Primary data was collected using the following techniques Questionnaire Method Observation Method The main tool used was, the questionnaire method, observation method has been co ntinuous with the questionnaire method, as one continuously observes the surroun ding environment he works in. Procedure of research methodology # Target geographic area was Delhi. NCR and Aligarh. # To these geographical area questionnaire was given. # Finally the collected data and information was analyzed and compiled to arrive at data the conclusion and recommendations given. Sources of secondary Used to obtain information on , Cadbury and its competitor history, current issu es, policies, procedures etc, wherever required. # Internet # Magazines # Newspapers

CHAPTER-4 ABOUT CADBURY

THE LEGEND CALLED CADBURY 1824 A business was opened in 1824 by a young Quaker, John Cadbury, in Bull stre et Birmingham was to be the foundation of Cadbury Limited, now one of the worlds largest producer of chocolate. 1831 By this year the business had changed from a grocery shop and John Cadbury had become a manufacturer of drinking chocolate and cocoa. This was the start of Cadbury manufacturing business as it is known today. A larger factory in Bridge Street Birmingham was rented in 1847, John Cadbury was joined by his brother Bi rmingham and the business became Cadbury Brother of Birmingham. 1861 John Cadbury resigned his business and handed over to his sons, Richard, 25 and George, 21 who after 5 difficult years almost shut down the business to tak e up other vocation. Fortunately for generation of chocolate lovers, they didnt. 1866 Saw a turning point for the company with the introduction of a process for pressing the cocoa butter from the coca beans. This not only enabled Cadbury Bro thers to produce pure coca essence, but the plentiful supply of coca butter rema ining was also used to make new kind of eating chocolate. The essence was advert ised as Absolutely pure, therefore best. 1879 Business prospered from this time and Cadbury Brother outgrew the Bridge St reet factory, moving in 1879 to a Greenfield site some miles from the center of Bi rmingham which came to call Bourneville. The opening of the Cadbury factory in a garden also heralded a new era in industrial relations and employee welfare wit h joint consultation being just one of the introduced by the pioneering Cadbury Brothers. 1899 In this year the business private limited company Cadbury Brothers Limited progress since the start of the century. Chocolate has moved being a luxury item t o well within the financial reach of everyone. 1905 Cadbury has many famous brands with one of major success story being Cadbur ys Dairy Milk chocolate launched in 1905, today Britains favorite moduled chocolat e bar. Cadbury today is the market leader in the U.K chocolate confectionary market, em ploying the most advanced processing technology and management information and c ontrol techniques. The company is the confectionary division of Cadbury Schweppe s plc which is major force in the confectionary and soft drinks international ma rket.World - wide Cadbury is one of the pre eminent names in confectionary with impressive range of famous brands. Quality has been the focus of the Cadbury business from the very beginning as ge nerations have worked to produce chocolate with that very special taste, smoothn ess and snap, so characteristics of Cadburys chocolate. ORGANIZATIONAL STRUCTURE

Design Development Milk chocolate for eating was first made by Cadbury in 1897 by adding milk powde r paste to the dark chocolate recipe of cocoa mass, cocoa butter and sugar. By t odays standards this chocolate was not particularly good as it was very coarse an d dry and was not sweet or milky enough for public tastes. At that time there was a great deal of competition in the U.K from continental m anufactures, not only the French with their fancy chocolates but also from the S wiss, who were renowned for their milk chocolate. Led by George Cadbury junior, the Bourneville experts set out to meet the challenge. A considerable amount of time and money was spent on research and new plant design to produce the new cho colate in much large quantities. A new recipe was formulated fresh milk and new production processes were develop ed to produce milk chocolate not merely as good as Swiss chocolate but better th an the imported milk chocolate. Four years of hard work were invested in the project and in 1905 what was to be Cadburys top selling brand was launched. Three names were considered Jersey, High land Milk and Dairy Maid. Dairy Maid became Dairy Milk and Cadburys Dairy Milk wi th its unique flavor and smooth creamy texture was ready to challenge the Swiss domination of the milk chocolate market. By 1913 it had become the companys best selling line and in the mid twenties Cadb urys Dairy Milk gained its status as the brand leader, a position that it has hel d ever since. Today more than 250 million bars of Cadburys Dairy Milk are made ev ery year and sales reach over 100 million Pound in value. While advertising and label design have changed with fashion and considerable st rides have been made in manufacturing technologies, the recipe for Cadburys Dairy Milk its glass and a half of full cream milk in every half pound produced is stil l basically the same as when it was launched. Cadburys Dairy Milk Story Chocolate has been enjoyed by successive generation since the manufacturing proc ess was developed in the Victorian Times. Good chocolatiers is an art form depen ding on recipe traditions, which have grown over the years. Chocolatiers have us e their skills to make balanced recipe in which all the ingredients combine to p roduced chocolate with all the characteristics that enable full delicious taste to be enjoyed by the consumers. By todays standards the first chocolate for eating would have been considered qui te unpalatable. It was the introduction of the Van Houten cocoa press from Holla nd that was the major break through in the chocolate production as it provided e xtra cocoa butter needed to make a smooth glossy chocolate. Cadburys Milk Tray 1915 Milk Tray has maintained its popularity in the changing world since the milk cho colate assortment made with the famous Cadburys Dairy Milk chocolate was first in troduced in 1915. The name tray derived from the way in which the original assortment was delivered to the shops. Originally Milk Tray was packed in five and as half pound boxes, a rranged on trays from which it was sold loose to customers. The half pound deep lidded box with the traditional purple background and gold script was introduced in 1916, followed by one pound box in 1924. With its stylish, without frills presentation Milk Tray was the assortment for e veryday, not just special occasion and it represented the best buy in the chocol ate for millions of people. The pack design has been regularly updated and the a ssortment itself has changed in line with consumers taste and preferences. By the end mid thirties the Cadburys Milk Tray assortment outsold all its competi

tions and today it is still one of the most popular boxes of chocolates in this country. Cadbury Schweppes Cadbury Schweppes plc, a global beverage and confectionary giant with annual sal e of Rs 20,000 crores ,is the worlds number one non cola soft drink company havi ng bottling and partnership operations in 14 countries and franchises of its bra nd in a further 86 countries around the world. Its Hundred Percent subsidiary in India named Cadbury Schweppes Beverage India (private) Limited (CSBIL) started operation in March 1995. The first brand was launched was Crush which was later followed by Canada Dry, Schweppes Tonic Water, Schweppes Bitter Lemon.

CSBIL with its franchise agreement with 19 bottling plants throughout India prop oses to be a household name. It has a policy for FOBOs (Franchise owned bottling operations ) unlike Coke and Pepsi which prefer COBO,s (Company owned bottling operations). In FOBO the beverages company only supplies the concentrate and the marketing support to build brand equity. The other aspects like machinery, bott ling line, land and distribution is the responsibility of the bottler. As its CE O Mr. Ashok Jain says, we are the software, they are the hardware. PRODUCT PROFILE

CHAPTER-5 SWOT AND PEST ANALYSIS OF CADBURY

SWOT ANALYSIS Strength 1. Very strong brand equity in India. 2. Due to its 54 years presence in India has deep penetration 2100 distributors; 450,000 retailers, 60 mid urban (22%) customers. 3. Three sectors; Chocs (70% share), Confec (4%), food drinks (14% - leader in b rown segment). 4. Low cost of production due to economic of scale. That means higher profits. B etter market penetration. 5. Second best manufacturing location throughout Cadbury Schweppes. Weakness 1. Poor technology in India compared to current international technologies (Godi va, Mozart, Fazer, Dint, Naushans, etc...) 2. Ltd. Key products, only one central brand (CDM). Pralines range totally wisin g in India. 3. Make in India tag once the economy opens up wore and imports rush in. Opportunities 1. Tremendous scope for per capita consumption (160 gms of 8 10 kg) 2. Increasing per capita national income resulting in higher disposable income. 3. Growing middle class and growing urban population. 4. Increasing gifts cultures. 5. Substitute to Mithais with higher calories/cholesterol. 6. Increasing departmental stores concept impulse @ at cash counters. 7. Globalization: optimal use of global Cadbury Schweppes. Threats a) Major :Due to low cost and highest brand equity, it is success in India. b) Minor :Globalization will bring in better brands for upper end of the market (Liest, Mo narch, Godiva, etc). Conclusion:Will lose market share with globalization but will remain brand leader.

Pest Analysis P: Since the budget range is decontrolled, no political effects are envisaged. E: 1) Increasing per capita income resulting in higher disposable income. 2) Growing middle class/urban population increase in demand. 3) Low cost of production better penetration. S: 1) Per capita consumption expected to increase fashion. 2) Increasing gifts culture increase in demand . 3) Lower cholesterol than mithais (sweet meat) subsbstitute demand.

T: Will have to reinforce technology to international levels once India is a free economy.

CHAPTER-6 AN INSIGHT ON 5 PS OF MARKETING (CADBURY)

5 PS Of Marketing 1 - PRODUCT The average company will compete for customer onsistently. But the winner will surpass them ation, delivering to his door step additional imagined . Cadburys offer such product. The company include: I. Chocolate & Confectionary 1) Dairy Milk 2) Fruit & Nut 3) 5 Star 4) Break 5) Perk 6) Gems 7) Eclairs 8) Nutties 9) Temptation 10) Milk Treat II. Beverages

by conforming to his expectation c by constantly exceeding his expect benefits which he would never have wide variety products offered by the

III. Food Drinks 1) Bourn vita 2) Drinking chocolate 3) Cocoa 2 - Pricing Make no mistake. Second P of marketing is not another name for blindly lowering prices and relying on this strategy alone to increase sales dramatically. The st rategy used by Cadburys is for matching the value that customer pays to buy the p roduct with the expectation they have about what the production is worth to them . Cadburys has launched various products which cater to all customer segments. So e very customer segment has different price expectation from the product. Therefor e maximizing the returns involves identifying right price level for each segment , and then progressively moving through them. Dairy Milk Rs. 15 Perk Rs. 10 5 Star Rs. 10

Friut and Nut Rs. 22 Gems Rs. 10 Break Rs. 5 Nutties Rs. 18 Bournvita (500 gm) Rs. 104 Drinking chocolate Rs. 50

3 - Physical Distribution Place Distribution Equity:It takes much more time and effort to build, but once built, distribution equity is hard to erode. The fundamental axiom of Indian consumer market is this: You can set up a state-of the-art manufacturing facility, hire the hottest strate gies on the block, swamp prime television with best Ads, but the end of it all, you should know how to sell your products. The cardinal task before the Indian m arket in managing is to shoe-horn its product on retail shelves. Buyers are payi ng for distribution equity not brand equity and market shares. Why does the company need distribution equity more in India? With technology and competitive pressure slash in it is becoming increasing difficult for marketers to retain a unique product differentiation for long period. In a product and pr ice parity situation, the brand that sells more is the one that reaches the high est number of customers. India 1 billion people, 155 million household has over 4 million retail outlets in 5351 urban markets and 552725 villages, spread cross 3.28 million sq. km. tel evision has already primed and population for consumption, and the marketer who can get to the to the consumer ahead of competition will give a hard to overtake lead. But getting their means managing wildly different terrains-climate, langu age, value system, life style, transport and communication network. And your bra nd equity isnt going to help when it comes to tackling these issues. Own distribution network consist of clearing and forwarding (C&F) agents & distr ibution stockiest. This network of distribution can either contact wholesalers a nd which in turn retailers or the distributors can contact to the retailers dire ctly. Once the stock product reaches retailers, the prospective customers can have acc ess to the product. Cadburys distributes the product in the manner stated above. Cadburys distribution network has expanded from 1990 distributors last year to 21 00 distributors and 4,50,000 retailers. Beside use of TI to improves logistics, Cadbury is also attempting to improve the distribution quality. To address the i ssue of product stability, it has installed visi colors at several outlets. This helps in maintaining consumption in summer when sales usually drops due to the fact that the heat affects product quality and thereby off takes. Looking at the low penetration of the chocolate, a distribution expansion would itself being incremental volume. The other reason is arch rival Nestle reaches m ore than a million retailers. This increase in distribution is going to be accompanied by reduction in channel costs. Cadburys marketing costs, at 18% of total costs, is much higher than Nest ls 12% or even pure sugar confectionery major Parrys 11%. The company is looking to reduce this parity level. At Cadbury, they believe that selling confectionery i s it like selling soft drinks. 4 - Promotion Effective advertising is rarely hectoring or loudly explicit. It often both attra cts and generates arm feelings. More often than not, a successful campaign has a stronger element of the unexpected a quality that good advertising shares with much worthwhile literature. To penetrate into the inner recesses of customer memory, communication must firs

t ensure exposure, grab his attention evoke his comprehension, grab his acceptan ce and then extract retention competing with thousands of other units of communi cation trying to do the same. Finding showed that the adults felt too conscious to be seen consuming a product actually meant for children. The strategic response addresses the emotional app eal of the band to the child within the adult. Naturally, that produced just the value vacuum that Cadbury was looking to fill. Thereafter it was the job of the advertising to communicate customer the wonderful feeling that he could experie nce by re-discoursing the careful, unselfish conscious, pleasure seeking child w ithin him and graft these feeling onto the Ad campaign like Khane Walon Ko Khane Ka Bahana Chahiye for CMD and Thodi Si Pet Pooja Kabhi Bhi Kahin Bhi for Perk have been sure shot winner with the audience. Whirl with the new launched temptations with the slogan Too To Share the communica tion resolves around the reluctance of a person whos got their hand on a bar of t emptation to let anyone else to have a bite. As well as outdoor and radio ads, a d agency contract has created communication for cinemas and even ATM machines fo r the brand. All ICICIs ATM a message flashes on the screen as soon as customer inserts his AT M card. It tells the customer that this would be good time to get out of his tem ptation since he/she is bound to be alone. Something familiar is planned for pho ne-book as well. In cinemas, Cadbury has a message on-screen just before the lig hts are dimmed to give them a chance to get their temptations. There will also b e after dinner sampling in restaurants to begin with, 30 catteries in Mumbai hav e been selected. The next round of activity will include the wafer-chocolate Perk and the Picnic bar, which has faced problems with its taste, because of the peanut it contains. Milk treat has also been launched in a module bar form, just in time of Diwali gifting market. clairs has got potential for much wide distribution, in a small s weets that airlines, hostels, and up market retail outlet offer to guest and cus tomers. Ad spend in 2000 was about 14% of sales and the management said that plans to ma intain as spend at this level in the current year also. Ad since any discussion today would be incomplete without mention e word, the mana gement plans to tap this new channel of marketing. Beside three company website( i.e.www.cadburyindia.com,wwww.bourvita.com,www.cadburygift.com) that the company has launched, it had also entered into various marketing relationship with othe r portals, specially targeted during festivals and events such as Valentines day , etc. Its a combination of spiffing up its key brand, researching and improving the new er products that havent taken off, supported with high ad spends that Cadbury hop es will see it emerges stronger after the current slowdown, as well as expand th e market.

5 - Positioning In the 1970s consumers were ready to pay more for more, and luxury goods flourishe d. In the 1980s, consumers began to demand more for same, and the discounting era grew strong. Todays consumer demanding more for less, and the winner will be that s uper value marketers. Some of todays most successful companies recognize those cus tomers are more educated and able to recognize true customer value Positioning is simply concentrating on an idea or even a word defines that compa ny in the mind of the consumer. It is more efficient to market one successful co

ncept to one large group of people than 50 product or service ideas to 50 separa te group repositioning is a must when customer attitude have changed and product have strayed away from the consumers long standing perception of them Cadburys is an anchor in sea of confectionary products. As a variety of competiti ve claims assails her senses, today customer uses complicated decision making pr ocess to assess the alternative before making a purchase. Since Cadburys is more clearly associated with a particular set of attributes in terms of benefits and prices, the quicker becomes her search process. Positioning of individual product: 1) CMD: is and always remain flagship brand. The punch by the company for advert ising this product life. Real taste of Life, itself defines the positioning of the product. The chocolate is meant for all age groups. It symbolizes fun, enjoymen t, good items. It has goodness of milk, taste and appetite appeal. 2) 5 star: although positioned internationally as an energy bar, 5 star was posi tioned on an emotional platform in India during the late 1980s. Symbolizing toge therness, 5 star was originally targeted at teenagers. In June 1994, the company reworked the strategy for 5 star to make it a source of energy. In fact, before the launch of Perk, 5 stars energy bar positioning made it a snacking chocolate. 3) clairs: competing in the chewable toffees segment. clairs was re-launched durin g the mid-nineties with a new name, Dairy Milk clairs. 4) Gems: broadcasting Gems, though, didnt prove to be feasible proposition for Ca dbury. Targeted at children under 12 years with Gems Bond advertising. Cadbury dec ided to sell it to teenagers with the Smart Very Smart campaign. But now, the comp any is retargeting children with its animated commercial. Gems are the best brand to speak to children. Colorful chocolate buttons appeal most to children and th at is why Cadbury is re-targeting children. 5) Crackle: it was the first Cadburys chocolate to have crunch in it. It was targ eted as a funky chocolate to add spark to life. 6) Perk: in September, 1995, Cadbury preempted the launch of Nestls Kit-Kat by rus hing a new brand, Perk into the market. Positioned much further on the functiona l scale of 5 star, Perk was meant to be light snack-product for subduing the fir st pangs of hunger. 7) Bournvita: positioned as tasty health drink. While its competitors concentrat ed only on health aspect, Bournvita combined the nutritious value with taste.

CHAPTER-7 MARKET SEGMENT AND MARKETING STRATEGIES OF CADBURY

Cadburys Market Segment Market place for any product is comprised of many different segments of consumer s, each with different needs and wants. Markets segmentation can be defined in a number of ways such as: Demographic variables (e.g. Consumers age groups, gender, material states incom e etc) The lifestyle of consumers (i.e. their interests and activities) the benefits wh ich consumers look for in a product or on the occasions when the product might b e consumed. Cadbury takes into account all these factors when producing a range of products. It targets different segments within the market, such as the. Break segment products which are normally consume as a snatched break and often with tea and coffee, for example Cadburys Perk and snack range. Impulse segment these products are often purchase on impulse, eating these and t hen. They include product such as Cadburys Dairy Milk. Take home segment this describes product that are normally purchased in superma rkets, taken home consumed at a later stage.

The Real Taste of Rejuvenation (transformation) It was the market leader, but sales inched along. It focused firmly on its targe t segment, but the real buyer lay beyond. For seven long years, Cadburys Dairy Mi lk chocolate suffered stagnancy even as other consumer products boomed. Just how did the company rejuvenate an old brand to create the marketing megs-hit of the 1990s? It Stand First Among Second coming. And it wasnt so much a re-launch as it was a process of rejuvenation. Over a period of 12 months, starting February, 1994, th e Rs. 314 crore confectionery makers Cadbury embarked on the most outrageous rep ositioning exercise in the recent history of Indian marketing. For, it systemati cally dismantled the franchise that the company had built over 30 years of its f lagship brand, Cadburys Dairy Milk (CDM)-Cadburys Milk chocolate until 1986-destro ying the very fundamental of generic association that had made million of Indian s refer to a bar of a chocolate as a Cadbury. More proof of the chocolate is in the eating: two years into process, CDMs market share at 25%, with sale rising by an average 40% per annum. The Diagnosis Today, The Real Taste of Life campaign, which served up chocolate in general, an d CDM in particular, into the consciousness of adult, has already become a class ic of advertising and marketing. By 1993, Cadbury was desperately seeking growth for the brand With a market share of 70%, trying to win away customers from compe titors in this stagnant market wouldnt help. They had to find new customers, peop le whod never bought chocolate before. Or, they had to increase consumption level s. The obvious solution, in a peculiar predicament. Despite low penetration, both t he brand and the category were displaying symptoms of age: faltering growth, hig h recognition, and lack of excitement. The market research revealed the cause of the graying: chocolate wasnt a snack in India. In mature markets, chocolate strad dle a continuum, from boutique product packaged raw indulgence to a casual food. So, Cadbury whipped up a growth solution that involved associating the brand wit h snacking and functionally, which inevitably go together with high consumption rates in the Western markets.

The next step: identify the barriers preventing consumers from chocolate as a sn ack. A battery of test, both quantitative and qualitative, comparing chocolate c onsumption to a basket of competitive products revealed an unmistakable answer. Cadburys Was Caught In Its Own Trap How? The company had, over decades, created a context of chocolate consumption t hat was now chocking growth possibilities. The baggage of the past was so overpow ering that people didnt get influenced by minor shifts in the message. In fact, the behavioral and attitudinal patterns conveyed by the communication t o build the brand were proving restrictive. For, Cadbury had, using the traditio nal demographic variables of age, socio-economic groups, and usage intensity, po sitioned CDM as a product that elders typically, parents bought for children typ ically, their own. But admittedly enduring values of love and sharing, parental affection, and rewa rd that Cadbury had labored to associate with the brand, which had helped it for ge a relationship with customers, had relegated it to being a special occasion i tem, ruling out increased individual consumption. After all, special occasion it em, ruling out increased individual consumption. After all, special occasion wer e meant to be a rare. A typical Ad would show parents bringing home chocolate for their child. It woul d never, ever, show the child, or the parent, buying it for himself or herself. The punch line Sometimes Cadburys Can Say It Better Than Words, and Nothing But T he Best Will Do reinforced the notion, with an unwelcome side effect: adults, as research showed, felt distinctly guilty and embarrassed about eating chocolate, whether alone or socially. Not only were adults not indulging in chocolates, but they were also actively cur tailing child consumption solution? Forget children as the core consumer. Univers alize the product, targeting the parents. The Tests Despite the Need To Clear The residual memory of CDMs former association, caution prevented a big break with the past, forcing Cadbury to experiment with a combi nation of continuity and change. The process entailed understanding the foundati on of the brand, since it was these that would support the new structure. Out wen t the caring - and - sharing element, but the family context stayed. Cadbury had two pillars, so it made sense to change one. Chocolate should be eaten whenever you feel like. It was an impulse item, so why shouldnt it be sold as one? The first of the two commercial focused on functiona lity, purging the emotional element. The first commercial storyline, the father watches TV, engrossed, gnawing away a t a bar of CDM. The children enter, followed by the mother-but, by that time, th e father has completed the distinctly unpaternal act of devouring the entire bar . The children are shocked, where upon the produces another bar for them-only to eat that up too. Finally, the mother brings another bar out of her bag. The las t shot more CDM bars strew around casually. The second commercial conveyed the same message, depicting four member of a fami ly doing their own thing on a Sunday afternoon, and each casually munching away on chocolates. The less than subtle message: eating chocolates just an everyday a ffair, without special occasion or relationship coming into play. Despite their strategic intent, both ads failed on pre airing tests. Why for stators, children were outraged at the idea of a parent consuming chocol ate, while adults were down right angry at the notion of the father depriving hi s children of chocolate bar. Just as important, consumer rejected the idea that chocolate-eating could be equated with mechanical activities like combing ones ha ir. After all, chocolates were about feelings. There had to be magic, romance, l ove and emotion. These elements had been ripped away from the advertising. It ha s sans emotion. Parent Are Different From Adults Even as the ad failed, however, they generated a valuable byproduct, in the form of a new insight, into adult behavior. Using transactional analysis on response, Cadburys found that adult as parents behave very differently from adults as adul

ts. People forbid their children from having chips, but gorge themselves. The imp lication:The moment the adult was shown in the context of his role as a parent, all his co gnitive preconception about the product would come to the fore. Hed think about t he reasons why, and the block would automatically come up. Tap child-ego state wi thin the adult, stimulating desire, spontaneity, and the craving for instant gra tification. The Prescription The crucial question that Cadbury was confronted with: what strategy should it d eploy to rejuvenate CDM in a way that would appeal to the child lurking within t he adult? To inject a modern flavor into CDM, they chose to create a new brand i dentity, borrowing a leaf from marketing guru David Aaker, who decrees that bran d identity should establish a relationship between the brand and the customer by generating value proposition involving functional, emotional, or self-expressiv e benefits. The Ads Had To Be Linkable The consumer will always tell what his current belief system is, not what it shou ld be Cadburys job was to mould his habits and behavior in a way that would incre ase consumption for product and brand. Impulse Drives Chocolate Sales One of the tools Cadburys used was Jean Neal Kapferers Brand Prism model to examin e whether contemporary value systems offered a peg on which the brand could be j udge. The study disclosed, interlaid, a distinct shift from collectivism to indi vidualism, with the pre 1990s sacrosanct values of filial and family love being o vershadowed by the manifestation of a larger need for self expression. There was a definite yearning to be free child. Therein lay the opportunity for both unshac kling consumption and creating all-new association for CDM. The Breakthrough Having decided to barter the distinctly use selfish values of sharing and caring for the suspiciously self-centered one of self-expression, Cadburys people insis ted that the rejuvenate be enriched with compensation and equally enduring posit ive values: universal truths, enduring human values, and universal moment of joy . To translate the brief into the commercial, they decide to simply portray occa sion of childlike-but not childish-behavior from adults, without explicitly iden tifying adults as the target customer. They left the connection to be made by the customer In the process they were able t o get viewer involvement and high levels of empathy. Nowhere did they actually s ay, youre an adult, you can eat it. Because nobody wants to be told. Thus it was t hat, the montage of the child in the man-the old man kicking the football; the p regnant woman carving a chocolate; young girl breaking into a spirit; the young man tossing a bar of chocolate at his sweet-heart departing in a bus-was created . That the consumption had to be liked before it could penetrate the cultural resi stance to chocolate consumption by adults was obvious. Taking a contrition stanc e, Cadbury decided to test the commercial being devised by O&Ms creative team not for the tire battery of likeability, comprehension, credibility and behavior mo dification but only for the first two. If asked upfront, the consumer was hardly likely to consider the dramatically-different idea credible. Nor was there much chance of his announcing an immediate change in behavior. But why likeability and comprehension? Simple: the first was meant to be the vehicle on which the darin g idea-that adults should enjoy chocolate-would ride into the consumers psyche. In other words, the commercial was meant to make him smile at first-and only the n realize the import once of the message, which is where the comprehension had t o be tested. What was clear in this case was that likeability would have to inclu de identification and feeling warmth.

Thodi Se Pet Puja, Khabi Bhi Kahin Bhi!

The Real Taste of Life Campaign The very first ad in the campaign in 94 was block Buster. It depicted the essence of one and a half glass of milk pouring in to a boy Dairy Milk unique glass and half in to a chunk icon shows the glass and a half of full cream milk flowing in to the chunk of dairy milk conveying the deliciousness and taste appeal of the gooey, creamy, smooth chocolate inside the pack that children like. The mnemonic of 1 glass reached to consumer through every magazines, poster, T.V, newspaper. The second ad was montage of vignettes from every day lives of young and old whi ch focused on showing a series of emotions. The ad created on bringing out the c hild in the man . The old man kicking the football, the pregnant women craving c hocolate, young girls breaking into a spirit, the young man tossing a bar chocol ate at his sweet heart departing into a bus. The common refrain linking them was the adult in a free child mode spottiness, impulsive and carefree. The ad was protested among adults trough focus groups. The ad received an overwhe lming response. It was high on likeability, evoked a great degree of empathy and identification consumers response were those me Feel like that.. Every feels like th rand usage was perceived to cut across all age groups and accessions. Consumers described dairy milk as of all ages Eat, when ever you feel like ityou do not have to wait for an occasion. Dairy Milk had successfully enabled the free child in the consumer subsequent ad verting used the same communication strategy.