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1222 | dbpedia | 0 | 55 | https://www.crisil.com/mnt/winshare/Ratings/RatingList/RatingDocs/BritanniaIndustriesLimited_September%252026,%25202023_RR_327962.html | en | File not found | [] | [] | [] | [
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1222 | dbpedia | 0 | 96 | https://www.entrepreneur.com/en-in/news-and-trends/century-old-britannia-industries-baked-its-last-batch-of/476170 | en | Century Old Britannia Industries Baked its Last Batch of Biscuits in Taratala | [
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] | null | [] | 2024-06-26T12:15:00+00:00 | Britannia Industries has foreclosed its factory in Taratala, West Bengal after 100 years of manufacturing last Monday. | en | Entrepreneur | https://www.entrepreneur.com/en-in/news-and-trends/century-old-britannia-industries-baked-its-last-batch-of/476170 | Britannia Industries, a renowned FMCG powerhouse, has shuttered its century-old factory in Taratala, West Bengal. This move aligns with the company's strategy to phase out older, less efficient factories in urban areas and replace them with state-of-the-art facilities designed for higher production capacities.
The future of the Taratala site remains uncertain. However, Britannia holds a lease on the property until 2048, offering potential for future developments. This lease was renewed in 2018 for a 30-year term, according to the Times of India.
In a report by The Statesman, it was revealed that Britannia has compensated its permanent employees with payouts ranging from INR 13 to 22 lakh, based on their length of service. The Taratala factory employed about 120 permanent staff and 250 contractual workers, though the latter group received no compensation.
Historically, Tata Motors, too exited from Bengal, following a massive protest by then-opposition leader Mamata Banerjee and as a result Nano car factory was shut there. It is now under her tenure as chief minister that another giant is likely to close its factory.
Taking to social media platform, X, Kanchan Gupta, who served as an advisor at the Ministry of Information and Broadcasting in the Modi 2.0, shared a detailed post titled: 'From Tata Motors to Britannia: A bit of Bengaliness, if not Bengal, dies', listing a host of products that had come to be identified with Bengal such as Kanta scent, Jabakusum hair oil, Afghan Snow face cream, Tuhina body lotion, Darjeeling tea, Bengal Potteries dinner set, Philips radiogram, Boroline, Cuticura talcum, and Britannia Thin Arrowroot biscuits.
"Most of these products have disappeared; some have been rebranded; and some have survived with a bit of spit and polish. Britannia Thin Arrowroot was among the survivors till about a week ago," he said on X.
Britannia Industries stands as one of India's top food companies, with West Bengal being its third-largest market, contributing over INR 900 crore in revenue annually. Apart from West Bengal, Britannia operates three additional biscuit manufacturing plants in the eastern states of Bihar, Odisha and Assam. | |||||
1222 | dbpedia | 0 | 5 | https://www.globaldata.com/company-profile/britannia-industries-ltd/ | en | Britannia Industries Ltd Company Profile - Britannia Industries Ltd Overview | [
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] | null | [] | null | Up-to-date Britannia Industries Ltd company overview including funding information, company profile, key statistics, peer comparison and more. | en | https://assets.globaldata.com/gdic/assets/img/icon/favicon.ico | https://www.globaldata.com/company-profile/britannia-industries-ltd/ | Britannia Industries Ltd (BIL) is a manufacturer and marketer of bakery and dairy products. The company’s product portfolio includes bakery products such as biscuits, bread, croissant, cakes, wafers, and rusk, and dairy products comprising milk, butter, cheese, milk-related readymade beverages, and yoghurt. BIL offers its products under various brands, such as Good Day, Treat, 50-50, Tiger, Crackers, Bourbon, Milk Bikis, MarieGold, Winkin Cow, and NutriChoice. It sells and markets products through distributors, direct sales channels, vendors, and contract packers. The company supplies its products across Asia-Pacific, the Middle East, Europe, Africa and the Americas. It owns and operates manufacturing plants across India. BIL is headquartered in Bangalore, Karnataka, India. | |||||
1222 | dbpedia | 2 | 37 | https://economictimes.indiatimes.com/britannia-industries-ltd/stocksupdate/companyid-13934.cms | en | Britannia Industries Announcement, Latest News on Britannia Industries | https://img.etimg.com/photo/19555866.cms | https://img.etimg.com/photo/19555866.cms | [
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Britannia Industries Announcement under Regulation 30 (LODR)-Earnings Call Transcript
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed the transcript of the Analysts Call held on 5th August, 2024 pertaining to the Unaudited Consolidated and Standalone Financial Results of the Company for the quarter ended 30th June, 2024.
India's FMCG market growth decelerated to 4% in the April-June quarter, down from 12.2% the previous year. The slowdown was influenced by price reductions and reduced packaged food consumption. Rural growth outpaced urban areas, but both saw softer consumption. Large companies maintained better performance than smaller players.
Indian consumer goods companies have operated in Bangladesh, Sri Lanka, and Nepal for years, generally facing little impact from local instability. Marico's stock dipped nearly 6% due to its substantial earnings from Bangladesh, where its subsidiary accounts for a significant portion of its overseas revenue. Other FMCG companies saw lesser impacts.
Indian consumer goods companies have paused their operations in Bangladesh following violent protests that led Prime Minister Sheikh Hasina to flee. Major companies like Coca-Cola and Marico are prioritizing employee safety and suspending sales until normalcy returns. These operations in Bangladesh provide a small but crucial part of their revenue.
Political unrest in Bangladesh caused shares of Saffola edible oil producer Marico to drop over 4%, as the company generates 11-12% of its revenue from the country. Several other companies with operations in Bangladesh, including Pearl Global Industries, Emami, Bayer Corp, GCPL, Britannia, Vikas Lifecare, Dabur, Asian Paints, Pidilite, Jubilant Foodworks, and Bajaj Auto, could also be affected by the ongoing turmoil.
Britannia, Parle, Mondelez, and Dabur consider increasing prices by 4-10% due to rising costs of key ingredients like flour, cocoa, and sugar. This follows several quarters of price reductions meant to boost demand. Companies aimed to ensure volume growth while facing food inflation and fluctuating commodity prices, predicting a gradual price increase.
Britannia Industries Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Outcome
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed the copy of Analysts Call Presentation pertaining to the Unaudited Consolidated and Standalone Financial Results of the Company for the Quarter ended 30th June, 2024.
Glenmark Life Sciences, Hindustan Unilever, and Lux Industries saw their shares rise as Nifty and Sensex dropped over 3% on Monday. Glenmark soared 6.3%, Lux Industries increased 5.5%, and other stocks like Marico and Britannia posted gains. Market volatility persists amid global economic concerns and geopolitical tensions.
Trading on Monday saw Tata Motors and ONGC shares fall by 5%, causing the Nifty 50 index to drop by 3%. Shares of Hindalco, Mahindra & Mahindra, and Tata Steel also declined. Britannia, Sun Pharma, and a few other stocks managed gains. The market was influenced by global economic concerns and potential US recession indicators.
The past week saw domestic markets close marginally lower amid volatility. Key highlights included SBI's 0.9% rise in Q1 net profit, Titan’s slight profit decrease, and Divi's Labs' 21% profit growth. Airtel, ONGC, and Marico were noted for upcoming Q1 results, while Infosys had significant regulatory updates.
The Street will react to major earnings reports from SBI, Divi’s Laboratories, Titan, and Britannia when markets resume trading on Monday. Additionally, 922 BSE-listed companies will announce April-June earnings, including Bharti Airtel and Tata Power. Indian markets will take cues from US market closures and GIFT Nifty futures.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 and 47 of the SEBI Listing Regulations, 2015, please find enclosed e-copies of the Newspaper Advertisement published today i.e., 3rd August, 2024 in "Financial Express" (English - All Editions) and in "Sangbad Pratidin" (Bengali - Kolkata edition) for the Unaudited Standalone and Consolidated Financial Results of the Company for the Quarter ended 30th June, 2024
BHEL, Eicher Motors, Bharti Airtel, and NTPC were among companies gearing up for attention due to upcoming record dates for dividends, bonus issues, and stock splits. Key dates ranged from August 5 to August 9, with major announcements anticipated from firms like Britannia, NTPC, and Rajoo Engineers concerning final dividends and bonus issues.
Britannia's rural market share has demonstrated higher growth compared to its urban market, indicating signs of increased consumption in rural areas, a crucial segment for the wider FMCG industry. Britannia MD Varun Berry conveyed this progress in an exchange listing.
Britannia on Friday reported a 10.5% YoY rise in its June quarter consolidated profit to Rs 506 crore while revenue rose 4% YoY to Rs 4,130 crore.
Britannia Industries Announcement under Regulation 30 (LODR)-Press Release / Media Release
| Announcement
Press Release
Britannia Industries Announcement under Regulation 30 (LODR)-Acquisition
| Announcement
Disclosure under Regulation 30 of the SEBI (Listing Obligations & Disclosure Requirements), 2015- Acquisition
Britannia Industries Board Meeting Outcome for Outcome Of The Board Meeting Held On 2Nd August, 2024
| Announcement
This is to inform you that the Board of Directors of the Company at their Meeting held today i.e., 2nd August, 2024, have inter-alia, considered and approved the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024 and authorized Mr. Nusli N. Wadia, Chairman of the Company, to sign the results to be submitted to the Stock Exchanges. In this regard, please find enclosed a copy of the said results along with the Limited Review Report.
Britannia Industries Outcome Of The Board Meeting Held On 2Nd August, 2024
| Announcement
This is to inform you that the Board of Directors of the Company at their meeting held today i.e., 2nd August, 2024, have inter-alia, considered and approved the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024 and authorized Mr. Nusli N. Wadia, Chairman of the Company, to sign the results to be submitted to the Stock Exchanges.In this regard, please find enclosed the copy of the said results along with the Limited Review Report.
Several companies, including Britannia Industries and Chambal Fertilizers, marked August 5 as the record date to identify shareholders eligible for dividends. Investors had to buy shares by the day before the ex-date to qualify. Specific dividend amounts were announced for each firm, and this served as the final day for share purchase for eligibility.
VALUATION COMFORT Top consumer stocks beaten down despite being near 52-wk highs; benign demand to drive interest amid mkt correction
On Wednesday, the US Federal Reserve maintained its key interest rate at 5.25–5.5% for the eighth consecutive time, as expected, while signaling the possibility of a rate cut in its next meeting in September. From the Nifty stocks, Power Grid Corporation, Coal India, ONGC, HDFC Bank, and Dr Reddy's Laboratories were the top gainers, rising 2-4%. On the other hand, M&M, Tata Steel, Hero MotoCorp, Britannia, and Tata Motors ended with cuts.
Britannia Industries Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Intimation
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, this is to inform you that the Company will host an Investors/Analysts Conference Call on Monday, 5th August, 2024 at 10:00 A.M. IST.
Britannia Industries Announcement under Regulation 30 (LODR)-Change in Management
| Announcement
Changes in the Senior Management Personnel of the Company
Britannia Industries Board Meeting Intimation for Consideration And Approval Of The Unaudited Standalone And Consolidated Financial Results O...
| Announcement
BRITANNIA INDUSTRIES LTD.has informed BSE that the meeting of the Board of Directors of the Company is scheduled on 02/08/2024 ,inter alia, to consider and approve the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024.
Parle, owned by Parle Products, remains India's top FMCG brand in the latest Brand Footprint ranking, with seven of the top 10 brands being homegrown. The study measures brands based on consumer reach points (CRPs), combining penetration and frequency of purchase. Parle leads with 7.98 billion CRPs, followed by Britannia. Hindustan Unilever's Clinic Plus is the only non-food brand in the top five. Consumer choice is crucial, with brands adapting to changing dynamics to stay relevant.
The government has made a provision of Rs 2.66 lakh crore for rural development including rural infrastructure. Finance Minister Nirmala Sitharaman, in her 7th Union Budget speech, also made a provision of Rs 1.52 lakh crore for agriculture and allied sector
Britannia Industries Compliances-Certificate under Reg. 74 (5) of SEBI (DP) Regulations, 2018
| Announcement
Please find enclosed the Certificate issued under Regulation 74(5) of the SEBI (Depositories and Participants) Regulations, 2018 by KFin Technologies Limited, RTA of the Company for the period 1st April 2024 to 30th June 2024.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 read with clause 12 of Para A of Part A of Schedule III and Regulation 47 of the SEBI Listing Regulations, 2015, please find enclosed the e-copies of the Newspaper Advertisement published today i.e., 19th July, 2024 in "Financial Express" (English - All editions) and "Sangbad Pratidin" (Bengali - Kolkata edition), confirming completion of dispatch of Notice of the 105th Annual General Meeting along with the Annual Report for the Financial Year 2023-24 through Email.
Lotus Chocolate, under Reliance Consumer Products, experienced a significant surge in shares, reaching an all-time high after reporting a substantial increase in Q1 profit. The company, known for high-quality chocolate products, has shown remarkable growth and aims to compete with major confectionery players in the market.
Britannia Industries Announcement Under Regulation 30- Annual Report For The Financial Year 2023-24 And Notice Convening The 105Th AnnualGene...
| Announcement
Annual Report for the Financial Year 2023-24 and Notice convening the 105th Annual General Meeting of the Company.
Britannia Industries Business Responsibility and Sustainability Reporting (BRSR)
| Announcement
Pursuant to Regulation 34(2)(f) and other applicable provisions of the SEBI Listing Regulations, 2015, please find enclosed herewith the Business Responsibility and Sustainability Report (''BRSR'') for the Financial Year 2023-24 (''FY 2023-24'') along with the Reasonable Assurance Report issued by by M/s. Grant Thornton Bharat LLP as per SEBI Circular no. SEBI/HO/CFD/CFD-SEC-2/P/CIR/2023/122 dated July 12, 2023.
Britannia Industries Reg. 34 (1) Annual Report.
| Announcement
Pursuant to the provisions of Regulation 34 and other applicable provisions of the SEBI Listing Regulations 2015, please find enclosed the Annual Report for the Financial Year 2023-24 ('FY 2023-24') along with the Notice convening the 105th AGM of the Company scheduled to be held on 12th August, 2024 at 3:30 P.M. IST.
Britannia Industries Notice Convening The 105Th Annual General Meeting Of Britannia Industries Limited Scheduled To Be Held On Monday, 12 Aug...
| Announcement
Please find enclosed the Notice of 105th Annual General Meeting to be held through Video Conferencing/ Other Audio- Visual Means on 12th August, 2024 at 3:30 P.M. IST.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 read with Clause 12 of Para A of Part A of Schedule III and Regulation 47 of the SEBI Listing Regulations, 2015, please find enclosed the e-copies of Newspaper Advertisement published today i.e., 12 July, 2024 in "Financial Express" (English -All editions) and "Sangbad Pratidin" (Bengali - Kolkata edition), in compliance with the Ministry of Corporate Affairs General Circular No(s). 14/2020 dated 8 April, 2020, 17/2020 dated 13 April, 2020, 20/2020 dated 5 May, 2020 and 09/2023 dated 25 September, 2023, regarding 105th Annual General Meeting of the Members of the Company, scheduled to be held on Monday, 12 August, 2024 at 3:30 P.M. (IST) through VC/OAVM.
This is in sharp contrast to the last two years, when fast-moving consumer goods (FMCG) companies such as ITC, Dabur, Marico, Britannia, Parle Products, Emami and Hindustan Unilever had been focused mainly on premiumisation with demand turning sluggish in villages as the rise in prices of daily essentials, vegetables and fuel had forced consumers to cut down on spending. In the last two years, more than 60% of launches by large FMCG companies have been in the premium segment.
Britannia Industries Communication To Shareholders - Intimation On Tax Deduction At Source (TDS)/ Withholding Tax On Final Dividend For FY 20...
| Announcement
Pursuant to Regulation 30 read with Clause 12 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed an email Communication sent today i.e., 9th July, 2024, to all the Shareholder of the Company whose Email addresses are registered with the Company/RTA/Depository Participants, describing brief provisions of the Income-Tax Act, 1961 relating to Deduction of Tax at Source (TDS) on dividend and the documents required thereto.
Despite the ongoing bullish trend on D-Street with frequent new highs, Kotak Institutional Equities has cautioned investors by debunking five prevalent market myths in a recent note. Among these myths are beliefs that Indian markets are currently trading at reasonable valuations and that robust GDP growth guarantees high returns.
Abhinav Kapoor was previously vice president, sales at VIP Industries, where he was overseeing P&L, multiple channels and sales, the company said in a statement, adding that Kapoor has over two decades of experience in sales and distribution within consumer businesses. He has previously held leadership positions at Cavinkare, Britannia Industries, Mondelez and Marico, the statement said. | ||
1222 | dbpedia | 2 | 21 | https://www.ipl.org/essay/Swot-Analysis-On-Britannia-FKUHDSKRCEDR | en | Swot Analysis On Britannia - 1503 Words | [
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The spread is organized according to per capita basis in these countries. Besides, the mission of the company is to provide a complete range of products to the consumer in relax and pleasant environment. Other than that, the workforce also play a big role. The company has employed around 45,000 workers in its retail store shop where each of them is well | ||||||
1222 | dbpedia | 0 | 38 | https://www.theceomagazine.com/executive-interviews/food-beverage/essential-enjoyment-britannias-biscuit-business-booms-during-covid-19/ | en | Essential enjoyment: Britannia Industries’ biscuit business booms during the COVID | [
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] | 2021-02-18T02:24:05+00:00 | Why consumers around the globe are turning to Britannia Industries to solve all of their pandemic snacking needs. | en | //static.theceomagazine.net/content/logos/favicon.ico | The CEO Magazine | https://www.theceomagazine.com/executive-interviews/food-beverage/essential-enjoyment-britannias-biscuit-business-booms-during-covid-19/ | Essential. The once humble and sparsely used term has skyrocketed in rank to one of the most defining words of our time. It’s a word that has kept the world functioning safely throughout the coronavirus pandemic. It’s used to describe frontline workers, travel, business, services and more. And it’s shown the citizens of the globe what absolutely cannot be lived without – resiliency, adaptability, humanity and even cookies.
“Biscuits have been categorised in the Essential Food category by the government,” shares Britannia Industries’ CEO International Business Annu Gupta. “Britannia has always been one of the most trusted brands among South Asians. And in times like this, riddled with crisis and uncertainty, consumers have turned to us to solve their snacking needs. They know that we will operate in hygienic conditions and continue to provide exceptional quality.”
Britannia, makers of such iconic offerings as Good Day, Marie Gold, Milk Bikis and Bourbon, has been in the business of baking up smiles for more than a century. The global company’s portfolio boasts a slew of comfort foods, ranging from biscuits to bread, cakes to rusks and even dairy products. And while it was founded in India, Britannia has grown to be cherished the world over, with an international footprint spanning more than 80 countries.
“Britannia has always been one of the most trusted brands among South Asians. And in times like this, riddled with crisis and uncertainty, consumers have turned to us to solve their snacking needs.” – Britannia Industries’ CEO International Business Annu Gupta
Thanks to its solid reputation, Britannia has basically rendered itself pandemic proof. Of course, the company has seen an ample amount of challenge throughout the decades. But with that comes a knowing – take care of your people and the rest will fall into place.
“We have given the utmost priority to our employees and vendor welfare. In doing that, we have managed to never compromise on our supplies to market, which has been very critical in these tough times,” Annu says. “Of course, we’ve had our fair share of supply chain disruptions. However, by and large, we have been on top of the issues, continuing to innovate and arrive at solutions on a real-time basis.”
Additionally, he says driving cost efficiencies has been crucial during this time of extreme disruption. “Whether in manufacturing, procurement or front-end sales and marketing activities, maintaining cost leadership has been essential to coming out on top amid the demand erosion during the pandemic,” he stresses.
Having a strong position in the market hasn’t hurt either. Britannia is a standout among its competitors thanks to its heritage, knowledge and wealth of experience. But where the company truly shines is its local-for-global strategy.
Some of these include having a localised digital presence, in-store amplifications and even joint promotions with other popular brands. Britannia also adapts the taste, profile and variety of its products to appeal to the broader global population. Examples of some products exclusive to International Business are Black Seed Rusk, Black Seed Digestive, Dry Cake and Marie Gold Petit Beurre.
“These differentiated products are exclusive to the International Business. They have been developed based on the taste preferences of local consumers,” Annu explains. “Products like Black Seed Digestive, for example, appeal strongly to the Middle Eastern population, and our sugar-free variants have a universal appeal.”
And while Britannia boasts an impressive line-up of quality snacks with considered ingredients – it was India’s first bakery company to remove trans fat from its entire portfolio – its most crave-worthy element is perhaps nostalgia.
“When Indians go abroad, they are spoiled for choice. Britannia is their connection to their roots. It puts them in their comfort zone and most definitely ensures Britannia products make it in their monthly shopping basket,” Annu says.
By keeping longtime favourites on the roster and continually innovating new favourites like Chunkies and Chocolush, Britannia is able to remain not only relevant, but sought-after too. “We have made remarkable progress in the GCC, becoming one of the top three biscuit manufacturers in most countries. We are number one in cookies and rusks, and a close second in others, boasting impressive market shares across the entire range,” Annu tells Trade Arabia.
As for Britannia’s future, Annu promises even more furtherance and fun – “new formats, more goodness and lots of excitement” – all essential ingredients for the brand’s ongoing, sweet success.
Britannia’s Four Key Values for Driving Superior and Consistent Quality
Inviting
“Come home to Britannia”
Indian consumers will always be at the heart of the company, but its warmth extends to all nationalities as well, with specially curated offerings that appeal to diverse cultural nuances.
Igniting
“Fuel the hunger”
Britannia International is constantly striving to create comforting sensorial experiences, which cater to a myriad of palettes in an ever-changing global landscape.
Creating
“Build enriching careers”
Britannia is for Britannians. As such, most of the company’s employees are grown within the organisation.
Respecting | ||||
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1222 | dbpedia | 1 | 54 | https://www.britannia.com/gm | en | Britannia Global Markets Limited | [
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1222 | dbpedia | 2 | 56 | https://www.fortunebusinessinsights.com/biscuits-market-108482 | en | Biscuits Market Size, Share, Trends | [
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] | null | [] | null | The global biscuits market size was valued at $104.32 billion in 2023 & is projected to grow from $108.75 billion in 2024 to $167.69 billion by 2032 | en | null | The global biscuits market size was valued at USD 104.32 billion in 2023 and is projected to grow from USD 108.75 billion in 2024 to USD 167.69 billion by 2032, exhibiting a CAGR of 5.56% during the forecast period. Asia Pacific dominated the biscuits market with a market share of 32.62% in 2023.
Biscuits are baked, floury snacks or treats that are typically crisp and dry. They contain flour, sugar, butter or vegetable oil, eggs, leavening agents, such as baking powder or baking soda, and flavorings. Other ingredients may also be added, such as essences, chocolates, coffee, spices, dried fruits, nuts, seeds, and cheeses. To make these snacks, the dough or batter is formed into shapes and baked to form a crisp and firm texture. These can be made in many shapes, sizes, and flavors, and are available in various types including plain cream filling, sandwiching, wafer styles, shortbread, and digestives. They are often consumed as snacks, desserts, or as accompaniments to tea and coffee.
Biscuits make up the largest processed food category in India. According to the 2019-20 annual report issued by major biscuit manufacturer Britannia Industries, more than 90% of the nation’s households buy this snacking product.
Many people had started working from home during the COVID-19 pandemic, resulting in a significant demand for convenience foods as these products have a longer shelf life. The biscuit industry had witnessed higher sales than those during pre-pandemic times. In addition, the outbreak had ushered in various health and wellbeing trends, leading to the adoption of conscious eating habits among consumers.
Biscuits Market Trends
Growing Trend of Gluten-Free and Organic Products
The demand for clean-label and gluten-free biscuits, cookies, and crackers has risen globally. The prevalence of celiac is one of the key factors increasing consumers’ preference for gluten-free goods. According to the U.K. Coeliac Organization, with a prevalence rate of 1 in 100, a substantial number of people in the U.K. have coeliac disease.
Moreover, players are concentrating on creating high-fiber, low-calorie, and gluten-free products in the light of this trend. For instance, in April 2022, the Agricultural & Processed Food Products Export Development Authority (APEDA) launched 100% natural and patented gluten-free millet products. The newly-launched products included cream, salted, and milk biscuits for Indian consumers.
The growing trend of casual snacking is one of the major factors boosting the market’s growth. Out-of-home snacking is growing in popularity as more people are entering the workforce and spending longer amounts of time outside their homes. The demand for biscuits among various snacks has also increased recently.
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Biscuits Market Growth Factors
Increased Preference for Convenient Snacking and Product Innovations to Drive Market Growth
As consumers' lifestyles become busier, there is a growing demand for convenient, healthy snacks that can be consumed on the go or during quick breaks. People of all ages prefer snacking, resulting in an increasing demand for products in this category. Additionally, consumers are drawn to new offerings that promise a fresh and unique experience. Children, in particular, enjoy biscuits with different flavors, shapes, and creams. Introducing innovative flavors, ingredient combinations, or product formats can help drive consumer engagement, ultimately leading to higher sales and enhanced brand loyalty.
In April 2022, Koobi 5D Fun Chocolate and Milk Biscuits, made by Shoon Fatt Biscuit & Confectionery Factory Sdn Bhd., were launched in animal shapes in Malaysia. These are available in chocolate and milk flavors, and claim to assist in the growth of a child's learning, cognitive capacities, and motor skills.
Furthermore, premium biscuit crackers are becoming more popular as gifts for special occasions, such as Halloween, Christmas, or Valentine's Day. High-income consumers are more interested in consuming premium coffee, caramel, and chocolate biscuits. The increased demand for innovative biscuit flavors will also stimulate sales.
Availability at Retail Stores and E-Commerce Platforms to Significantly Impact Market Growth
A vast selection of crackers produced by different brands is easily accessible through the internet. Customers can conveniently choose from various brands, compare prices, and read reviews before making a purchase. This accessibility significantly benefits customers who may not have access to retail outlets or a variety of snacks locally, thus driving market growth. Small and niche biscuit manufacturers can reach a broader consumer base through online platforms such as Amazon and advertisements on social media platforms such as Instagram and Facebook. These platforms are designed to showcase specialty biscuit products that come in organic, gluten-free, vegan, and international varieties—options that might not be readily available in the local market. This aspect is expected to have a positive impact on market growth. Additionally, with the emergence of hypermarkets and malls, a diverse range of products with more choices and textures are now readily available. Biscuit manufacturing companies are also incorporating television commercials into their marketing strategy to promote their products, further contributing to the market's expansion.
RESTRAINING FACTORS
High Raw Material Prices and Availability of Other Snacking Options May Hamper Market Growth
The market is facing challenges due to the rising costs of raw materials. Prices of edible items have been consistently increasing since the pandemic. Essential raw materials used in the bakery industry have become more expensive compared to pre-pandemic levels. Therefore, the industry is struggling to remain competitive in the international market in terms of pricing, despite offering good-quality products. For instance, according to the Trade Promotion Council of India (TPCI), the increase in commodity prices such as wheat flour, along with the rising price of refined palm oil, is impacting the profit margins of biscuit manufacturers in India.
Additionally, the market is encountering competition from other snack food categories, such as chips and healthy snack bars. These two categories are gaining popularity and capturing a significant market share. These factors can hinder market development. Apart from the quality of ingredients, the type of ingredients used for making biscuits, such as refined flour, butter, and edible fats also dampens consumers' enthusiasm toward purchasing snacks, such as biscuits. Refined flour has high calories, which can lead to obesity and cardiovascular problems if the biscuits are consumed in huge quantities.
Biscuits Market Segmentation Analysis
By Product Type Analysis
Sweet Biscuits to Dominate Due to Their Nutritional Composition and Wide Availability
Based on product type, the market is segmented into crackers, sweet biscuits, and savory biscuits. The sweet biscuits segment dominates the market due to their nutritional composition, which includes fiber, fat, and carbohydrates. These snacks, due to their high nutrient content, are becoming increasingly common in the daily breakfast routine of consumers worldwide. With the introduction of innovative shapes, packaging, and flavors, the chocolate biscuits market growth continues. The growing demand for healthy crusts and the rising per capita consumption of sweet crackers in developing economies will present lucrative opportunities for industry players. Whole grain snacks, such as oats and millet, are also gaining traction among health-conscious consumers globally.
In July 2022, Parle Products, an Indian multinational food processing company, expanded its biscuit portfolio by introducing Oats-Berries and Cinnamon Biscuits. Parle plans to strengthen its grip on the industry by filling the gap of an affordable health biscuit. It is available for a price of USD 0.12, thus providing a healthy and inexpensive alternative for health-conscious consumers.
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By Flavor Analysis
Plain Segment to Dominate Global Market Owing to Their Convenience
Based on flavor, the market is divided into plain, chocolate, cheese, fruit & nut, and other varieties. The plain biscuit segment dominated the market in 2022. Plain sweet biscuits are highly demanded and consumed by consumers in every region. Their growth rates are expected to consistently increase worldwide. Consumers are seeking products that offer convenience while helping them measure the amount of nutrients consumed. Due to this convenience, these biscuits are becoming a regular part of consumers’ breakfast eating habits. The plain biscuits market is growing due to the introduction of new shapes, packaging, and flavorings. The growing demand for healthy snacks and the rising per capita consumption of plain sweet biscuits may present lucrative opportunities. Plain crackers made of whole grains, such as wheat, oats, and millet, are attracting health-conscious consumers globally.
In April 2022, Britannia Industries Limited co-created and launched ‘Britannia Marie Gold Jeera’ exclusively for customers in Tamil Nadu, India. The biscuit’s key ingredient is Jeera, an ingredient favored by the state for its health benefits and distinct taste.
By Distribution Channel Analysis
Hypermarkets/Supermarkets to Dominate Market Due to Large Collection of Biscuit Varieties
Based on the distribution channel, the market is divided into hypermarkets/supermarkets, specialty stores, independent bakeries, and online platforms. The hypermarkets/supermarkets segment accounts for the largest market share. These stores are the most widely preferred distribution channels among consumers to purchase their products, as they enable them to choose from a wide collection of biscuit varieties. There are several aisles specifically dedicated to premium products. Additionally, consumer purchasing patterns are changing significantly, with many of them shifting towards online channels to search for and purchase products. Thus, biscuit manufacturers are also increasing their presence on online platforms by introducing product offers and targeted marketing for consumers.
REGIONAL INSIGHTS
The global market is segregated into North America, Europe, Asia Pacific, the Middle East & Africa, and South America.
Asia Pacific Biscuits Market Size, 2023 (USD Billion)
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Asia Pacific holds the largest biscuits market share, with a valuation of USD 32.87 billion in 2022, and is expected to exhibit the fastest growth over the forecast period. This region comprises several emerging countries, including China, India, Japan, and Australia. These nations are experiencing substantial growth in their middle-class population and urbanization, offering numerous opportunities for key players to expand in the region. India and China are the primary drivers behind the exceptional growth rate witnessed in the Asian market. Increased awareness regarding proper nutrition and a focus on a healthy diet are crucial aspects of today's busy lifestyle, leading consumers to seek convenient food items that facilitate measuring nutrient intake. Consequently, companies are progressively launching digestive crackers and developing innovative plain, sugar-free biscuits enriched with grains. Moreover, the growth of retail stores and e-commerce platforms in the region has introduced new distribution channels for biscuit manufacturers.
For instance, in May 2023, Ferrero aimed to strengthen its market presence across Asia and launch its Nutella Biscuits T12 & T22 through key airports in Singapore, Hong Kong, Seoul, Taipei, Kuala Lumpur, Bangkok, and Shanghai.
Europe has a strong preference for biscuits as a breakfast choice among its consumers. The COVID-19 pandemic had a significant impact on the market, leading to a major increase in the demand for homemade snacks. Consumers stocked up on long shelf-life items, greatly boosting the market's growth rate. Additionally, as the trend of consuming foods on the go gains traction among consumers, and biscuits are produced and packaged to have a long shelf life, they have become a preferred snack among a wide portion of the population, thus driving the market's growth in Europe.
North America witnesses frequent snack consumption due to the increasing working-class population, rising disposable income, and lifestyle changes. The increasing awareness of health and safety issues has led to a rising demand for products that are free from GMOs or additives among consumers in North America. Additionally, the availability of a wide range of flavors, including buttercream, chocolate, and peanut butter biscuits, is expected to contribute to the market's growth in the region.
In April 2020, Biscoff launched vegan sandwich cookies in the U.S. in vanilla, milk chocolate, and Biscoff cream flavors.
South America is witnessing a surge in health concerns among the youth, which is anticipated to drive its market. The growing demand for low-fat, gluten-free, low-carbohydrate, organic, and high-fiber snacks is attracting health-conscious consumers. This trend is expected to fuel the consumption of bakery products in countries such as Brazil, Argentina, Colombia, Peru, Chile, and Ecuador. Manufacturers are actively catering to this demand by launching organic baked goods and investing in R&D to meet the growing consumer demand. For example, in November 2022, Nestlé announced the establishment of a new research & development center for Latin America to innovate for and collaborate with regional consumers. This initiative will enable the development of tasty, nutritious, affordable, and sustainable products that are highly relevant to local consumers.
The Middle East & Africa market is primarily driven by the region's demand for convenient and on-the-go snacks. The increasing popularity of clean-label snacks is expected to drive product innovation in the market. The emerging class of younger consumers and the working population regularly consume bakery products, such as sweet biscuits, thereby supporting the regional product demand. Moreover, international companies are looking to expand into the emerging GCC countries. For instance, in October 2022, English Biscuit Manufacturers (EBM), an FMCG company based in Pakistan, collaborated with Al Maya Group to expand its international business in the UAE.
Furthermore, in most West and Central African populations, rusks are commonly used for breakfast rather than as teatime snacks, creating a high demand for the product in these countries.
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List of Key Companies in Biscuits Market
Manufacturers Innovate to Satisfy Customer Cravings for Taste and Nutrition
Industry players have been adopting various competitive strategies, including product innovation and new product launches, to grow their businesses amid stiff competition in the market. Recent years have seen a surge in demand for tasty, healthier, and nutritious products. Key manufacturers are investing in innovating their products and engaging in the R&D process to offer uniquely flavored biscuits, meeting the robust customer demand. There is a growing demand for specialty biscuits, which can help boost the mood of the consumers and are also economical. With the rise in inflation and growing risk of recession, consumers are switching to economical food options; however, the demand for high-quality products remains strong. Thus, manufacturers have the opportunity to develop high-quality products that are both healthy and economical.
In January 2023, Reliance Consumer Products Ltd. (RCPL), the FMCG arm and a wholly-owned subsidiary of Reliance Retail Ventures Ltd. (RRVL), entered a strategic partnership with Sri Lanka-headquartered Maliban Biscuit Manufactories (Maliban).
LIST OF KEY COMPANIES PROFILED:
Yıldız Holding (Turkey)
Mondelēz International (U.S.)
Kellogg Co. (U.S.)
ITC LIMITED (India)
Britannia Industries (India)
Lotus Bakeries Corporate (Belgium)
Campbell Soup Company (U.S.)
Nestlé (Switzerland)
The Kraft Heinz Company (U.S.)
Ferrero (Italy)
KEY INDUSTRY DEVELOPMENTS:
August 2023: Britannia Industries Limited, an Indian multinational FMCG company specializing in the food industry, launched Jim Jam Pops, an open cream biscuit. It is also known as the 'Biscuit of the Future,' and this variant has only one base biscuit, thus eliminating the need to twist it to relish the crème.
May 2023: Bisk Farm, an Indian biscuit and bakery owned by SAJ Food Products Ltd., introduced two new products, Heylo T-Time Cookies and Half Half Masti, a unique cracker biscuit range. It is a blend of sweet and salty flavors with a hint of enigmatic spices, providing biscuit lovers a unique product to snack on.
August 2021: Mars Incorporated, an American multinational manufacturer of confectionery, pet food, and other food products, announced its product innovation of MilkyWay Biscuits. The product is based on its popular MilkyWay chocolate bar; these are vanilla-flavored biscuits dipped in chocolate.
July 2021: ITC Limited, an Indian conglomerate company, introduced Sunfeast All-Rounder, an innovative offering in the cracker biscuit category. It is a potato biscuit sprinkled with spices, offering a crunchy texture and is acclaimed to be one of the thinnest crackers in production within India.
October 2020: Ferrero Company acquired Fox’s branded and retailer own-brand, including M&S, biscuit business from Northern Food Grocery Group Limited. It also acquired Burton’s Biscuits Co. in 2021, and has now become Fox’s Burton’s Companies (FBC) U.K.
REPORT COVERAGE
An Infographic Representation of Biscuits Market
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The report provides detailed market analysis and focuses on crucial aspects, such as leading companies, product types, flavors, and distribution channels. Besides, it offers insights into the market trends and highlights vital industry developments. In addition to the factors mentioned above, the report outlines several factors that have contributed to market's growth in recent years and estimates the market forecast.
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Report Scope & Segmentation | ||||||
1222 | dbpedia | 1 | 0 | https://en.wikipedia.org/wiki/Britannia_Industries | en | Britannia Industries | [
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Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.[4]
Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management,[5][6] but it continues to hold a large market share.[6][7]
History
[edit]
The company was established in 1892 by a group of British businessmen with an initial investment of ₹295.[8] Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).[9][6]
In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.[5][10]
In December 2018, it launched a new category, Treat Crème Wafers.[11][12]
Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022.[13] In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.[14][15]
In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.[16]
In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.[17]
Businesses
[edit]
The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products.
Biscuits
[edit]
As of 2023, about 80% of Britannia's annual revenue comes from biscuits.[4] Britannia has an estimated market share of 33% in the organised biscuits market in India.[4]
The company's factories have an annual capacity of 433,000 tonnes.[18] The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.[18]
In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.[citation needed]
Dairy products
[edit]
Dairy products contribute close to 10% to Britannia's revenue.[19] The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).[20]
Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate.
On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk.[20] Britannia intends to source most of the products from New Zealand, which they would market in India.[19] The joint venture will allow technology transfer to Britannia.[20] Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture.[20] However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.[20]
Disputes and controversies
[edit]
Wadia and Rajan Pillai
[edit]
Kerala businessman Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'.[21] In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Danone in Britannia Industries Limited.
In what The Economic Times referred to as one of [India's] most dramatic corporate sagas,[22] Pillai ceded control to Wadia and Danone after a bitter boardroom struggle,[23] then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.[citation needed]
Wadia and Danone
[edit]
The Wadias' Kalabakan Investments and Group Danone had two equal joint venture companies, Wadia BSN and United Kingdom registered Associated Biscuits International Holdings Ltd., which together held a 51 percent stake in Britannia.[24] The ABIH tranche was acquired in 1992, while the controlling stake held by Wadia BSN was acquired in 1995. It was agreed that, in case of a deadlock between the partners, Danone was obliged to buy the Wadia BSN stake at a "fair market value". ABIH had a separate agreement signed in 1992 and was subject to British law.[24][25]
Wadia was to be Danone's partner in the food and dairy business, and product launches from Groupe Danone's were expected but never materialised despite the JV being in existence for over 11 years in India.[24] Under the 1995 joint venture agreement, Danone is prohibited from launching food brands within India without the consent of the Wadias.[26] In addition, the partners agreed there would be the right of first refusal to buy out the remaining partner in the event of the other wishing to sell its holding.[27]
In June 2006, Wadia claimed Danone had used the Tiger brand to launch biscuits in Bangalore.[27] In May 2007, Nusli Wadia told the Ministry of Commerce and Industry that Danone invested in a Bangalore-based bio nutrition company, Avesthagen, in October 2006 in violation of the government's Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an independent business in a similar area, including joint ventures based purely on technical collaboration. Danone argued that Press Note 1 did not apply to it as it did not have a formal technology transfer or trademark agreement with Avesthagen, and that its 25% holding in Britannia was indirect.[28] Wadia also filed a case in the Bombay High Court for a breach of a non-competition clause in that connection. The court ordered Danone not to alienate, encumber or sell shares of Avesthagen.[29]
In September 2007, the Foreign Investment Promotion Board of India rejected Danone's claims that it did not need a non-compete waiver from the Wadias to enter into business in India alone.[30]
After a prolonged legal battle, Danone agreed to sell its 25.48% stake in Britannia to Leila Lands, which is a Wadia group entity based in Mauritius, and quit this line of business. The deal was valued at $175–200 million. With this buy-out, Wadia holds a majority stake of 50.96%.[31]
Intellectual property dispute
[edit]
In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries without its consent. Britannia claimed the company found out that Danone had launched the Tiger brand in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt, when it attempted to register the Tiger trademark in some of these countries in 2004.[32] Whilst it was initially reported in December 2006 that agreement had been reached,[33] it was reported in September 2007 that a solution remained elusive.[32] In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008.
Britannia initiated legal action against Danone in Singapore in September 2007.[34] The dispute was resolved in 2009 with Britannia securing rights to the Tiger brand worldwide, and Danone paying ₹220 million to utilise the brand.[35]
Partnerships
[edit]
In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India.[36] In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses.[37] During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.[38]
Philanthropy
[edit]
The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement.[39] Britannia P&I is an associate member of the International Maritime Rescue Federation.[40]
It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.[41]
Awards and recognition
[edit]
In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.[42]
Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.[43]
The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.[44]
The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.[45]
In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.[46]
In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.[47]
The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.[48]
It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.[49]
It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.[50]
In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.[51]
In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.[52][53]
In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.[54]
According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012[55] in India's top 10 most trusted brands list.[56]
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.[57]
Indian Super League (2018–present)
See also
[edit]
Companies portal
Parle Products
References
[edit] | ||||||
1222 | dbpedia | 2 | 40 | https://www.coursehero.com/file/p7ekslsb/Bargaining-Power-of-Buyers-Therefore-Britannia-Industries-Ltd-makes-sure-to-keep/ | en | [] | [] | [] | [
""
] | null | [] | null | null | ||||||||||
1222 | dbpedia | 1 | 15 | https://finance.yahoo.com/quote/BRITANNIA.BO/ | en | Britannia Industries Limited (BRITANNIA.BO) Stock Price, News, Quote & History | https://pinhole.finance.yahoo.com/chart/BRITANNIA.BO/__screenshot | https://pinhole.finance.yahoo.com/chart/BRITANNIA.BO/__screenshot | [] | [] | [] | [
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Britannia Industries Limited (BRITANNIA.BO)
5,795.40 +1.90 (+0.03%)
At close: 3:29 PM GMT+5:30
Previous Close 5,793.50
Open 5,789.35
Bid 5,792.35 x --
Ask 5,798.70 x --
Day's Range 5,780.30 - 5,857.50
52 Week Range 4,349.95 - 6,007.95
Volume 48,874
Avg. Volume 8,322
Market Cap (intraday) 1.396T
Beta (5Y Monthly) 0.53
PE Ratio (TTM) 63.71
EPS (TTM) 90.96
Earnings Date Oct 30, 2024 - Nov 4, 2024
Forward Dividend & Yield 73.50 (1.27%)
Ex-Dividend Date Aug 5, 2024
1y Target Est 5,891.87
Britannia Industries Limited manufactures and sells various food products in India and internationally. The company offers biscuits under the Good Day, Marie Gold, NutriChoice, Milk Bikis, Tiger, 50-50, Jim Jam, Britannia Bourbon, Treat, Little Hearts, Pure Magic, Nice Time, and Biscafe brand names; cakes under the Muffills, Fudge It, Gobbles, Layerz, Tiffin Fun, Rollyo, and Nut & Raisin Romance Cake brand names; rusks under the Toastea brand; center filled croissants under the Treat Croissant brand; wafers under Treat Creme Wafers brand; and Snacks under Time Pass brand. It also offers dairy products, such as cheese and dairy whitener, as well as gourmet, wheat flour, and white breads under Britannia brand; milkshakes, lassi, and flavored milk under Winkin' Cow brand; Paneer and Dahi under Come Alive brand; and nutritious bars under Be You Protein Bars brand name. The company exports its products to approximately 80 countries worldwide. Britannia Industries Limited was founded in 1892 and is based in Bengaluru, India.
britannia.co.in
5,337
Full Time Employees
March 31
Fiscal Year Ends
Consumer Defensive
Sector
Packaged Foods
Industry
Recent News: BRITANNIA.BO
View More
All SEC Filings
Corporate Changes & Voting Matters
Periodic Financial Reports
Proxy Statements
Tender Offer/Acquisition Reports
Offering Registrations
Performance Overview: BRITANNIA.BO
Trailing total returns as of 8/26/2024, which may include dividends or other distributions. Benchmark is .
YTD Return
BRITANNIA.BO
9.96%
S&P BSE SENSEX
13.09%
1-Year Return
BRITANNIA.BO
29.73%
S&P BSE SENSEX
25.91%
3-Year Return
BRITANNIA.BO
60.59%
S&P BSE SENSEX
46.03%
5-Year Return
BRITANNIA.BO
163.63%
S&P BSE SENSEX
122.60%
Compare To: BRITANNIA.BO
Select to analyze similar companies using key performance metrics; select up to 4 stocks.
5,795.40
+0.03%
Mkt Cap INR 1.396T
Industry Packaged Foods
249.86
+4.34%
Mkt Cap INR 27.478B
Industry Packaged Foods
2,519.05
-0.42%
Mkt Cap INR 2.429T
Industry Packaged Foods
13,833.75
-4.77%
Mkt Cap INR 35.506B
Industry Packaged Foods
2,519.55
-0.38%
Mkt Cap INR 2.429T
Industry Packaged Foods
105.45
+0.27%
Mkt Cap 271.145B
Industry Packaged Foods
Statistics: BRITANNIA.BO
View More
Valuation Measures
Market Cap
1.40T
Enterprise Value
1.40T
Trailing P/E
63.78
Forward P/E
--
PEG Ratio (5yr expected)
--
Price/Sales (ttm)
8.35
Price/Book (mrq)
35.40
Enterprise Value/Revenue
8.35
Enterprise Value/EBITDA
40.87
Financial Highlights
Profitability and Income Statement
Profit Margin
12.90%
Return on Assets (ttm)
--
Return on Equity (ttm)
--
Revenue (ttm)
169.58B
Net Income Avi to Common (ttm)
21.88B
Diluted EPS (ttm)
90.96
Balance Sheet and Cash Flow
Total Cash (mrq)
20.19B
Total Debt/Equity (mrq)
52.07%
Levered Free Cash Flow (ttm)
--
Research Analysis: BRITANNIA.BO
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1222 | dbpedia | 2 | 17 | https://www.linkedin.com/pulse/case-study-britannia-industries-limited-dr-mayank-ranjan-srivastava-dhntc | en | Case Study: Britannia Industries Limited | https://media.licdn.com/dms/image/D5612AQG3V3J13AC5Kw/article-cover_image-shrink_600_2000/0/1719640643198?e=2147483647&v=beta&t=LnXGDQk7R01tBW5lUFpej7C0lm4nCX1HxL3spuicIJQ | https://media.licdn.com/dms/image/D5612AQG3V3J13AC5Kw/article-cover_image-shrink_600_2000/0/1719640643198?e=2147483647&v=beta&t=LnXGDQk7R01tBW5lUFpej7C0lm4nCX1HxL3spuicIJQ | [
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""
] | null | [
"Dr. Mayank Ranjan Srivastava"
] | 2024-06-29T05:57:54+00:00 | Case Study: Britannia Industries Limited Overview: Britannia Industries Limited, founded in 1892, is one of India's oldest and most well-known food companies, specializing in bakery and dairy products. The company has a diverse portfolio that includes biscuits, breads, cakes, dairy products like che | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/pulse/case-study-britannia-industries-limited-dr-mayank-ranjan-srivastava-dhntc | LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. Learn more in our Cookie Policy.
Select Accept to consent or Reject to decline non-essential cookies for this use. You can update your choices at any time in your settings.
Overview: Britannia Industries Limited, founded in 1892, is one of India's oldest and most well-known food companies, specializing in bakery and dairy products. The company has a diverse portfolio that includes biscuits, breads, cakes, dairy products like cheese and milk, and other snack items. Britannia has a strong presence in both domestic and international markets, with a focus on quality, innovation, and consumer satisfaction.
Founding and Early Years: Established in Kolkata, India, Britannia started as a small biscuit company catering primarily to the British colonial market.
Product Diversification: Over the years, Britannia expanded its product range to include various bakery items and dairy products, responding to changing consumer preferences and market dynamics.
Market Expansion: Britannia has successfully expanded its footprint across India and globally, leveraging its brand equity and distribution network.
Brand Building and Marketing: Britannia invests heavily in brand building through strategic marketing campaigns that emphasize quality, trust, and innovation. The company uses multiple channels to reach consumers effectively.
Product Innovation: Continuous innovation is a cornerstone of Britannia's strategy. The company introduces new products and variants to meet diverse consumer needs, including healthier options and premium offerings.
Operational Excellence: Britannia focuses on operational efficiency and cost management across its manufacturing and supply chain operations to maintain competitiveness and profitability.
Market Leadership: How has Britannia maintained its leadership position in the Indian food industry amidst fierce competition? What are the key factors contributing to its market dominance?
Innovation Strategy: Discuss Britannia's approach to product innovation. How has innovation helped the company capture new market segments and sustain growth?
Global Expansion: What are the opportunities and challenges for Britannia in expanding its presence further in international markets? How should the company prioritize its global expansion efforts?
Supply Chain Management: Evaluate Britannia's supply chain management practices. How can the company improve efficiency and responsiveness to market demands while maintaining product quality?
CSR Impact: Assess the impact of Britannia's CSR initiatives on its brand reputation and consumer perception. How can CSR activities contribute to long-term sustainability and business success?
Conclusion: Britannia Industries Limited exemplifies strategic agility and resilience in navigating challenges and seizing opportunities in the competitive food industry. By focusing on innovation, quality, and consumer-centricity while maintaining a strong commitment to corporate social responsibility, Britannia continues to strengthen its market position and achieve sustainable growth. The company's ability to adapt to changing market dynamics and its proactive approach to addressing consumer preferences will be crucial in shaping its future success. | |||
1222 | dbpedia | 0 | 9 | https://www.tofler.in/blog/indian-company-basics/britannia-sucess-story-history-business-model-revenue-more/ | en | Britannia Sucess Story – History, Business Model, Revenue & More | [
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] | 2023-05-28T00:00:00 | en | Tofler | https://www.tofler.in/blog/indian-company-basics/britannia-sucess-story-history-business-model-revenue-more/ | Britannia Industries, a renowned food company in India, boasts a rich legacy spanning a century. With annual revenues surpassing Rs. 9000 Cr, Britannia has established itself as a leader in the industry. Its diverse product portfolio includes Biscuits, Cakes, Bread, Rusk, as well as Dairy products like Cheese, Milk, Beverages, and Yoghurt.
Britannia holds a special place in the hearts of generations of Indians, cherished and loved not only in India but also worldwide. The brand has earned recognition and acclaim, consistently featuring among the most trusted, valuable, and popular brands in esteemed surveys conducted by prestigious organisations. Britannia’s enduring reputation is a testament to its commitment to quality and the loyalty it has garnered from consumers.
Buy Financial Report
Company Highlights – Britannia
About Britannia
Britannia Industries Limited is a prominent food company specialising in the production of a wide range of products. It operates primarily in the Foods segment, encompassing bakery and dairy products.
Britannia’s products have a global presence and are exported to countries worldwide, including the Gulf Cooperation Council Countries (GCC), African Countries, and American Countries. The company has subsidiaries like Manna Foods Private Limited and International Bakery Products Limited, which contribute to its operations and expansion.
History Throughout The Years Of Britannia
Business Model Of Britannia
Britannia Industries operates in two main segments: bakery products and dairy products. The majority of its revenue, approximately 95%, comes from the biscuits segment, while the remaining 5% is generated from non-biscuit products, primarily in the dairy category and international markets.
The company’s dairy business contributes around 5% of its total revenue and its dairy products are available in 100,000 outlets. Britannia Bread holds the top position in the organized bread market, with an annual turnover of over 100,000 tons in volume and a value of Rs. 450 crores. With 13 factories and 4 franchisees, the bread business delivers nearly 1 million loaves daily across more than 100 cities and towns in India.
Please note that the figures mentioned are approximate and intended to provide an understanding of Britannia Industries’ business operations.
Revenue And Growth Of Britannia
From 1998 to 2001, Britannia Industries witnessed a sales growth of 16% compounded annually, outperforming the market, while operating profits reached 18%. In recent times, the company has been experiencing a growth rate of 27% per year, surpassing the industry’s average growth rate of 20%. Biscuits contribute to 90% of Britannia’s annual revenue, which currently stands at Rs 22 billion.
Britannia holds a prominent position as one of India’s 100 Most Trusted brands, as listed in The Brand Trust Report. With an estimated market share of 38%, Britannia continues to enjoy a significant presence in the market.
Competitors Of Britannia
Britannia Products
Britannia Industries Limited generates a significant portion of its annual revenue from bakery products, primarily biscuits, which account for 95% of the company’s total revenue. The company’s manufacturing facilities have a combined annual capacity of 433,000 tonnes. Britannia offers a wide range of biscuit brands, including VitaMarieGold, Tiger Biscuits, Nutrichoice, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time, and Little Hearts, among others.
In 2006, Tiger, a mass-market brand of Britannia, achieved sales of $150.75 million, including exports to the United States and Australia. This accounted for approximately 20% of Britannia’s total revenues for that year.
In addition to bakery products, Britannia also has a presence in the dairy segment, contributing around 5% to the company’s overall revenue. Apart from marketing dairy products to the public, Britannia is also involved in the business-to-business trading of dairy commodities. The company’s dairy portfolio experienced significant growth, reaching 47% in 2000-01 and an additional 30% in 2001-02.
FAQs
Is Britannia a FMCG company?
Yes, Britannia is a well-established FMCG company and a beloved brand in India.
Which country owns Britannia?
Britannia is an Indian company with its headquarters located in Kolkata.
How many products are in Britannia?
Britannia offers a diverse range of products, including Biscuits, Bread, Cakes, Rusk, and Dairy products such as Cheese, Beverages, Milk, and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice, and Milk Bikis. The company has a global presence in over 60 countries.
When was Britannia established?
Britannia was founded on 16th April 1953.
How does Britannia generate revenue?
Britannia generates revenue through its operations in two key segments: bakery products and dairy products.
Who founded Britannia Biscuit Company?
The Britannia Biscuit Company was founded by C.H. Holmes, a British businessman, in 1918. | ||||||
1222 | dbpedia | 0 | 75 | https://ijisrt.com/a-study-on-profitability-ratio-analysis-of-britannia-biscuits-ltd | en | International Journal of Innovative Science and Research Technology | [
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] | null | [] | null | en | null | Authors : P.UMA ESWARI, S. VIJI,
Volume/Issue : Volume 2 - 2017, Issue 6 - June
Google Scholar : https://goo.gl/4MQEAX
Scribd : https://goo.gl/7iPBCT
Thomson Reuters ResearcherID : https://goo.gl/3bkzwv
Abstract : The Financial Statement analysis is largely a study of relationship among the various financial factors in a business as disclosed by a single set of statements, and a study of the trend of these factors as shown in a series of statements. This project report covers all the aspects relating to the Profitability ratios of Britannia industries Ltd interpreted according to standards. Britannia was incorporated in 1918 as Britannia Biscuits Co LTD in Calcutta. In 1924, Pea Frean UK acquired a controlling stake, which later passed on to the Associated Biscuits International (ABI) and UK based company. The company is engaged in the manufacture of biscuits, Rusks, cookies and cakes. Britannia operates in a single segment, foods including bakery products such as biscuits, bread, cakes, Rusk, and dairy products. The company is headquarter in Kolkata, India and employs 2,358 people Global Markets Direct, the leading business information provider, presents an in-depth business, strategic and financial analysis of Britannia Industries Ltd. | |||||||
1222 | dbpedia | 2 | 83 | https://www.pymnts.com/cpi-posts/rule-britannia-thanks-to-brexit-it-does-at-least-in-antitrust/ | en | Rule Britannia: Thanks to Brexit It Does… At Least in Antitrust | [
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"Lawrence B. Landman"
] | 2023-05-02T15:46:17+00:00 | By Lawrence B. Landman* Many observers were surprised when the United Kingdom’s Competition and Markets Authority (“CMA”) recently prohibited Microsoft’s proposed $69 billion acquisition of Activision. But they should have seen this coming. After the CMA issued its provisional report1 it said that it saw no competition problems in the game console market, but | en | PYMNTS.com | https://www.pymnts.com/cpi-posts/rule-britannia-thanks-to-brexit-it-does-at-least-in-antitrust/ | By Lawrence B. Landman*
Many observers were surprised when the United Kingdom’s Competition and Markets Authority (“CMA”) recently prohibited Microsoft’s proposed $69 billion acquisition of Activision. But they should have seen this coming. After the CMA issued its provisional report1 it said that it saw no competition problems in the game console market, but still saw competitive problems in the cloud-gaming market.
The CMA saw competitive problems, not in the market for currently existing cloud-gaming products, but in the market for future cloud-gaming products. In other words, the CMA saw competitive problems, not in the current market, but in the Future Market, the market for products which do not exist yet.
Further, the CMA acted although Activision would not itself participate in the Future Market. Activision does not, and will not, sell cloud-gaming services. It sells games other companies include, and will include, in their cloud-gaming offerings. Yet the CMA forbid the transaction. The CMA found that the transaction was likely to vertically foreclose competition in the future cloud-gaming market.
In Protecting Competition to Innovate is Protecting Competition in Future Markets: Ten law review articles leave no doubt2 I provide an overview of the ten law review articles I have written which examine how the antitrust authorities in the U.S. and Europe (including the CMA) protect competition in Future Markets, markets for products which do not exist yet. Observers sometimes call these nascent markets, and indeed the CMA called the cloud-gaming market nascent.3 In that article I describe, in summary form, the Future Markets Model, the Model all antitrust authorities, in reality, always use when they decide whether they should protect competition in markets for products which do not exist yet.
A quick application of the Future Markets Model shows clearly that the CMA applied the Model to the cloud-gaming market, and did so aggressively. Competitors in this market offer games participants play directly in the cloud, not on their own computers. This market is nascent, it is still developing. For example, different competitors allow participants to play games using different equipment (phones, low-end computers, Smart TVs, and so on).4 The market is also still developing, among other reasons, because the relevant technology, such as stable, affordable, internet connections, is still developing.5
The Future Markets Model requires an authority to answer four questions, which the CMA did:
A. Does a current product exist?
Yes. Microsoft is the market leader.6 Amazon, Sony, Boosteroid, and NVIDIA are Microsoft’s key competitors.7
B. How many firms are trying to develop a future product?
The CMA listed many other firms it described as “potential entrants or are already active in cloud-gaming to some extent.”8
C. For each possible future product, is it sufficiently developed that the authority will consider it a possible future product?
No. The CMA called the market “concentrated.” It thus found that the firms trying to develop future products were not sufficiently likely, in the foreseeable future, to apply significant future competitive pressure on Microsoft.9
D. How broad will the authority define the Future Market? Will the authority consider future products which are similar, but not identical, as future competing products?
The CMA defined the market broadly. Not only do Microsoft,10 Amazon,11 Sony,12 Boosteroid,13 and NVIDIA14 offer different products, but the products themselves are evolving.15 The CMA nevertheless recognized one broad cloud-gaming market.16
Activision however, did not, and would not, compete in the cloud-gaming market. The CMA feared that if Microsoft controlled Activision’s games, its very popular Call of Duty in particular, it would keep the games from its competitors, and thus not allow them to compete effectively in the future cloud-gaming market.17
The Federal Trade Commission (“FTC”) 18 and the European Commission19 both relied on a similar vertical foreclosure theory when they challenged Illumina’s purchase of Grail. As I said while examining this transaction, competition authorities should, in the proper case, fear that a firm may indeed use a vertical foreclosure strategy to harm competition in a Future Market.20
The CMA feared that Microsoft would do just that. Microsoft, the CMA recognized, already enjoys several advantages in the cloud-gaming market including: its massive cloud infrastructure; its control of the most popular computer operating system; and its control of Xbox, one of the three main gaming consoles; and its control of popular computer games such as Minecraft and Halo. Microsoft is already the largest firm in the market.21 Given its current size and advantages, if it were also able to keep Activision’s popular games from its competitors, the CMA concluded, it would very likely be able to dominate the Future Market. Particularly given the probability that network effects would exacerbate Microsoft’s ability to dominate the Future Market,22 the CMA concluded, the risk was just too great.
The key is that the CMA acted in the face of uncertainty. It does not know what products any company will make in the future. It does not know how technology, such as the ability to offer inexpensive, stable, internet connections, will develop. It does not know how, if at all, network effects will shape the Future Market. But, in the face of this uncertainty, it acted. It acted aggressively. And it did so, not to protect current competition, but to protect future competition.
The CMA also rejected the remedy Microsoft offered, which it claimed would assure its competitors sufficient access to Activision’s games. The CMA found this remedy difficult to implement. But more importantly, the CMA felt this arrangement would distort future competition. 23 It wanted to keep the market open and thus allow innovation to flourish.
In this respect the CMA’s actions are comparable to the FTC’s actions when the American enforcer reviewed Ciba-Geigy’s merger with Sandoz, which created Novartis. The FTC required Novartis to license key gene therapy intellectual property. It too wanted to keep the market open, and thus allow innovation to flourish.24
The CMA’s action has brought attention to other authorities’ review of this transaction. In the United States, which after all is the home of both Microsoft and Activision, the FTC has sued to block this transaction.25 The FTC has also alleged that the transaction will harm competition in the future cloud-gaming market.26
But the FTC’s and CMA’s actions are different. In the U.S., no court has ever found that the enforcement agencies may protect competition in Future Markets. In 1996 the FTC acted to keep the gene therapy market open, which shows that the enforcers have in fact been protecting competition in Future Markets for many years. But to get their transaction approved — and probably also because the antitrust problems were so obvious — the relevant firms, such as Novartis, simply acquiesced; they did what the enforcers required, which was typically to license intellectual property.
The exception is Illumina/Grail. These companies challenged the FTC. The Administrative Law Judge (“ALJ”) found that because he could not know with sufficient certainty what products (cancer screening tests) would exist in the future he would not block the transaction.27 The ALJ thus answered “No” to the Future Markets Model’s question C. But the FTC, accepting more uncertainty than did the ALJ, answered “Yes” to this question and prohibited the transaction.28
Illumina is now challenging the FTC’s decision.29 The Court of Appeals may accept the FTC’s reasoning, and, despite the uncertainty, act to protect competition in the Future Market. But the Appeals Court may, like the ALJ, find that because it cannot know with sufficient certainty what products may exist in the future, it too will not block the transaction. Or, saying something slightly differently, the Fifth Circuit may say that the law requires a level of certainty which the FTC has not shown.30
On the other hand, it may not matter what the American courts say. First, regarding Microsoft/Activision, if Microsoft loses its expected appeal, then the CMA will have blocked this transaction. If so, then the FTC’s efforts to do the same thing — and its legal authority to do so — will, at least in this case, be irrelevant.
Similarly, it may not matter if the Court of Appeals allows Illumina to buy Grail. The European Commission has already said in cannot.31 If Illumina loses its various challenges to this ruling, then, even if it prevails in the American court, it still will not be able to devour its prey.
And this shows the true significance of Microsoft/Activision. Not only does the CMA have the authority to protect competition in Future Markets, but it will do so — aggressively. It will, in the future, aggressively protect future competition.
And in Illumina/Grail the European Commission has shown that it too will do this. Thus, any transaction which either the European Commission or the CMA reviews will have to meet the exacting standards of both of these authorities.
In one very important way this is not new. Competition authorities on one side of the Atlantic have been, in effect, protecting competition in the market on the other side of the Atlantic for decades. In Ciba-Geigy/Sandoz, to pick one of many possible examples, the FTC kept the European gene therapy market open. In 1996 no one complained that the FTC’s decision infringed on European sovereignty.
What is new is that thanks to Brexit Europe now has two competition authorities. And the new one has shown that it will be at least as aggressive as the older one. Boris Johnson and his friends may not have campaigned to give the world another aggressive competition authority, but that is the fruit of their efforts.
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* B.A., Stony Brook University; Juris Doctor, University of California, Berkeley; M.B.A., Columbia University; Ph.D., Roskilde University, Denmark. Partner, The Interagan Technology Group. The author thanks his son Ben for explaining the computer game market and thus showing that playing computer games can, indeed, be a form of work.
1 CMA, Anticipated acquisition by Microsoft of Activision Blizzard, Inc, Provisional findings report, Feb. 8, 2023.
2 CPI Antitrust Chronicle, Feb. 2023, Vol. 2(2), pp. 55-60.
3 CMA, Anticipated acquisition by Microsoft of Activision Blizzard, Inc, Final report, April 26, 2023, para. 4.32.
4 Id. para. 5.82.
5 Id. paras. 6, 5.97 and 7.73.
6 See infra notes 21-22 and accompanying text.
7 Id. para. 8.416.
8 CMA, supra note 3, paras. 8.81 and 8.82.
9 Id. paras. 8.399 and 8.422.
10 Id. para. 8.79(c). See also infra note 21.
11 Id. paras. 8.79(b) and 8.417.
12 Id. paras. 8.79(d) and 8.419.
13 Id. paras. 8.79(e) and 8.420.
14 Id. paras. 8.79(a) and 8.418.
15 Id. para. 4.35.
16 Id. para. 5.97.
17 Id. e.g. paras. 8.434 to 8.441.
18 In the Matter of Illumina and Grail, Opinion of the Commission, FTC Docket No. 9401 (March 31, 2023).
19 European Commission Press Release, Commission prohibits acquisition of GRAIL by Illumina, Sept. 6, 2022. (As of this writing the Commission has not made public its full decision.)
20 Lawrence B. Landman, Nascent Competition and Transnational Jurisdiction: the future markets model explains the authorities’ actions, 43 E.C.L.R. 294, 302 (2022), Lawrence B. Landman, Competition to Innovate and Future Potential Competition, 103 Journal of the Patent and Trademark Office Society 177, 199-203 (2023).
21 Id. e.g. paras. 8.219-8.224.
22 Id. e.g. paras. 8.342 and 8.384.
23 Id. paras. 11.129 to 11.132.
24 Lawrence B. Landman, Did Congress Actually Create Innovation Markets? 13 Berkeley Tech. L.J. 721, 787-794 (1998).
25 Complaint, In re Microsoft and Activision., FTC Docket No. 9412 (Dec. 8, 2022).
26 Id. e.g. paras. 39-42 and 73-95.
27 Initial Decision, In re Illumina Inc., Docket No. 9401 (F.T.C. Sept. 9, 2022), p. 176. See also Lawrence B. Landman, Competition to Innovate and Future Potential Competition, 103 Journal of the Patent and Trademark Office Society 177, 202 (2023).
28 See supra note 18.
29 Illumina and Grail v. FTC. No. 23-60167, (Fifth Circuit, Filed Ap. 5, 2023).
30 See Lawrence B. Landman, Competition to Innovate and Future Potential Competition, 103 Journal of the Patent and Trademark Office Society, 177 (2023). | |||||
1222 | dbpedia | 0 | 22 | https://www.indianretailer.com/article/retail-business/retail/how-britannia-planning-have-strong-hold-cheese-category | en | How Britannia is Planning to Have a Strong Hold in The Cheese Category | [
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] | 2022-12-01T12:29:37 | With its presence in over 80 countries, Britannia industries are one of India’s leading food companies with 100+ years of legacy, a parent company to some of India’s favorite brands including Good Day, the Laughing Cow, Bourbon, Nutrichoice, etc. - Indian Retailer | en | https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico | Indian Retailer | https://www.indianretailer.com/article/retail-business/retail/how-britannia-planning-have-strong-hold-cheese-category | As India’s leading online grocery retailer, bigbasket has taken on the responsibility of not only delivering quality groceries to millions of homes but also setting new benchmarks in sustainability and ethical practices. With a mission to minimize its environmental footprint, bigbasket has launched several initiatives aimed at empowering organic farmers, reducing waste, and promoting eco-friendly packaging solutions.
From supporting over 10,000 organic farmers to adopting cutting-edge technologies like agricultural intelligence and field geotagging, bigbasket's green initiatives are reshaping India's agricultural and retail landscape. These efforts are part of the company's broader commitment to sustainability, ensuring that both farmers and consumers benefit from eco-friendly and ethical products.
Championing Organic Farming
One of the cornerstones of bigbasket's green initiatives is its collaboration with over 10,000 organic farmers. By partnering with these farmers, bigbasket has ensured that sustainable farming practices not only improve the quality of produce but also provide financial security to the farmers themselves.
“We have collaborated with over 2000 organic fruits and vegetable farmers and over 28,000 agri-commodities farmers through registered Farmer Producer Organisations (FPOs),”explains Seshu Kumar, Chief Merchandising & Buying Officer, bigbasket. “This allows us to offer over 50 organic fruits and vegetables and more than 100 grocery staples, providing our customers with a diverse range of high-quality, eco-friendly products.”
The collaboration has been a boon to farmers, enabling them to adopt organic farming practices while ensuring a steady income. The price differential between organic and conventional products stands at around 10 percent, giving organic farmers a competitive advantage. By bridging the gap between organic and conventional pricing, bigbasket is making organic products more accessible to consumers while ensuring that farmers receive fair compensation.
Leveraging Technology for Farmer Empowerment
bigbasket's commitment to empowering farmers extends beyond just offering a market for their produce. The company has introduced several technological innovations aimed at supporting farmers, including field geotagging, agricultural intelligence, and digital labeling systems. These technologies are designed to improve productivity, monitor crop health, and ensure traceability from farm to consumer.
“We have implemented geotagging solutions that track sowing and harvest schedules,” says Seshu Kumar. “Additionally, our team of agronomists educates farmers on weather forecasts and provides strategies to mitigate the effects of pest attacks or climatic challenges.”
Through these technological advancements, bigbasket is able to track the entire lifecycle of a product, ensuring transparency in pricing and weight for the farmers. This granular level of detail also helps the company to expand its farmer base, as more marginal farmers are added to the supply chain each year.
“The contribution of direct farmer sourcing and Farmer Producer Organisations has increased by over 60 percent year on year,” shares Kumar, emphasizing the significant impact of these initiatives.
Promoting Fair Trade and Organic Pricing
One of the most groundbreaking initiatives by bigbasket has been its decision to price organic products on par with conventionally grown ones. This move has had a ripple effect across both farmers and consumers, encouraging more people to switch to organic while ensuring that farmers continue to receive fair prices for their produce.
“Sustainability has always been a key focus at bigbasket, we’ve been able to tap into the growing demand for organic products, and through our organic supply chain initiatives, we’ve managed to offer these products to customers at competitive prices,” Kumar explains.
This strategy has paid off. The organic product segment has seen a 15-17 percent month-on-month growth, while organic customers now make up a quarter of bigbasket’s customer base. The company’s organic category accounts for 22 percent of its staples sales, while organic fruits and vegetables have grown by 50 percent, contributing to 8 percent of overall fresh produce sales.
Reducing Waste Through Sustainable Packaging
In addition to empowering farmers, bigbasket has implemented innovative waste management and packaging solutions. The company recycles over 100 tonnes of waste per month, refurbishing ice boxes and reusing them to reduce plastic waste.
bigbasket has also introduced digital invoices and switched to recycled paper, saving over 2.2 lakh kg of virgin paper annually. By adopting these practices, the company is not only reducing its environmental impact but also setting a precedent for the retail industry.
Kumar notes, “Our sustainable packaging practices reflect our commitment to reducing waste and saving resources. We believe that every small effort, when combined, can lead to significant positive changes for the environment.”
Innovative Logistics for a Greener Supply Chain
bigbasket’s sustainability efforts extend beyond packaging and waste management to include optimizing logistics. The company has worked on reducing its carbon footprint by improving delivery routes and implementing eco-friendly practices across its supply chain.
By adopting these measures, bigbasket is able to reduce its energy consumption, lower transportation costs, and minimize greenhouse gas emissions. This is in line with the company's vision of creating a more sustainable and environmentally conscious retail experience for both customers and employees.
Fair Pricing and Consumer Incentives
In a move that further highlights bigbasket's commitment to sustainability, the company has decided to keep its organic range at the same price as conventional products for an entire year. This strategy incentivizes consumers to make healthier, eco-friendly choices without worrying about price differences.
“We’re proud to offer our organic range at the same price as conventional products. This move is not just about promoting sustainability; it's about making organic produce accessible to all,” Kumar states.
This initiative has helped bigbasket reach new heights in customer satisfaction and loyalty, as more people are drawn to the idea of purchasing organic products at competitive prices. By making sustainability a key selling point, bigbasket is encouraging a shift towards more conscious consumerism in India.
Supporting Farmers Through Knowledge Sharing
bigbasket’s farmer empowerment initiatives go beyond just financial support. The company regularly conducts knowledge sessions and workshops for farmers, helping them understand the benefits of organic farming, sustainable agricultural practices, and modern farming techniques.
Kumar emphasizes, “Our team of agronomists plays a crucial role in educating farmers, from weather forecasts to pest control strategies, we’re equipping them with the tools they need to succeed.”
These knowledge-sharing sessions not only improve the quality of produce but also enable farmers to better manage their resources and adapt to changing environmental conditions. By empowering farmers with knowledge, bigbasket is helping them become more self-sufficient and resilient in the face of challenges.
The Future of Sustainable Retail
bigbasket’s green initiatives are paving the way for a more sustainable and eco-friendly future in the retail industry. By empowering farmers, reducing waste, and promoting sustainable practices, the company is setting a new standard for what it means to be a responsible retailer.
Kumar concludes, “We believe that sustainability is not just a trend but a necessity for the future. At bigbasket, we’re committed to making a positive impact on the environment and supporting the communities we work with.”
As bigbasket continues to innovate and expand its green initiatives, it remains a shining example of how businesses can play a pivotal role in creating a more sustainable and equitable world.
The Indian economy is witnessing a temporary deceleration in its growth trajectory, as projected by ICRA. The year-on-year (YoY) expansion of the GDP is expected to moderate to a six-quarter low of 6.0 percent in Q1 FY2025, down from 7.8 percent in Q4 FY2024. This decline is largely attributed to a contraction in government capital expenditure and a dip in urban consumer confidence. The Gross Value Added (GVA) growth is also estimated to ease, reflecting the broader challenges faced by various sectors, including retail, during this period.
The Retail Landscape Amidst Economic Slowdown
Retail, a crucial component of the services sector, is significantly influenced by economic trends. The projected easing in the services GVA to 6.5 percent in Q1 FY2025 from 6.7 percent in Q4 FY2024 highlights the sector's sensitivity to economic fluctuations. The retail sector, which thrives on consumer spending, has been particularly impacted by the decline in urban consumer confidence and the sluggishness in government expenditure.
1. Urban Consumer Confidence and Retail Performance
Urban consumer confidence is a critical driver of retail sales, especially in the discretionary segment. The surprising downtick in consumer confidence in May and July 2024, as reported in the Central Bank’s Consumer Confidence Survey, has raised concerns within the retail industry. This dip suggests a cautious approach by consumers towards spending, especially on non-essential goods, which directly impacts retail revenues.
The slowdown in urban consumer confidence can be attributed to several factors, including the lingering effects of the previous year's unfavorable monsoon, an uneven start to the 2024 monsoon season, and broader economic uncertainties. Retailers are witnessing a slowdown in footfalls, particularly in brick-and-mortar stores, as consumers tighten their purse strings amidst economic uncertainty.
2. Impact of Government Expenditure on Retail
The contraction in government capital expenditure has had a cascading effect on various sectors, including retail. Government spending, particularly on infrastructure and development projects, has a direct impact on employment and income levels, which in turn influence consumer spending patterns.
In Q1 FY2025, the capital expenditure of the Government of India (GoI) and 22 state governments recorded a YoY contraction of 35 percent and 23 percent, respectively. This reduction in spending has led to a transient lull in investment activity, further dampening consumer sentiment and retail sales.
Industrial Sector’s Role in Shaping Retail Dynamics
The industrial sector, which includes manufacturing and construction, plays a pivotal role in driving retail demand. ICRA’s estimates suggest a moderation in the industrial GVA growth to 6.4 percent in Q1 FY2025 from 8.4 percent in Q4 FY2024. This slowdown is particularly evident in the manufacturing and construction sectors, which are key contributors to retail demand through the supply of goods and the creation of disposable income for consumers.
1. Manufacturing Slowdown and Retail Supply Chains
The manufacturing sector’s performance directly influences retail supply chains. The projected slowdown in manufacturing GVA growth to 7.0 percent in Q1 FY2025 from 8.9 percent in Q4 FY2024 signals potential challenges for retail supply chains. Lower manufacturing output can lead to delays and shortages in retail inventories, affecting product availability and sales.
Moreover, the easing of profit margins in the manufacturing sector, amidst rising global commodity prices and narrower deflation in input costs, suggests that retailers may face higher procurement costs. This, coupled with lower volume growth in manufacturing, could translate into higher prices for consumers, further dampening retail demand.
2. Construction Sector and Retail Infrastructure
The construction sector, another significant contributor to retail demand, is expected to witness a sharp slowdown in GVA growth to 4.0 percent in Q1 FY2025 from 8.7 percent in Q4 FY2024. This slowdown could have a dual impact on the retail sector. Firstly, it may lead to delays in the development of new retail infrastructure, such as malls and shopping complexes. Secondly, a slowdown in construction activity can affect employment levels in the sector, reducing disposable income and consequently, retail spending.
Agricultural Sector and Rural Retail Demand
The agricultural sector’s performance is crucial for rural retail demand. ICRA projects a mild pick-up in agricultural GVA growth to 1.0 percent in Q1 FY2025 from 0.6 percent in Q4 FY2024. Despite this improvement, the sector faces challenges due to the decline in the output of most rabi and summer crops and deficient rainfall in June 2024.
1. Rural Sentiment and Retail Demand
The agricultural sector’s modest growth reflects the challenges faced by rural economies. Lower crop yields and adverse weather conditions have dampened rural sentiment, leading to cautious spending behavior. This has directly impacted rural retail demand, particularly for non-essential goods.
Retailers operating in rural markets are likely to face slower sales growth as rural consumers prioritize essential goods and services over discretionary spending. This trend is expected to persist until there is a significant improvement in agricultural output and rural incomes.
The Road Ahead: Opportunities and Challenges
Despite the transient moderation in economic growth, ICRA remains optimistic about the prospects for FY2025. The agency expects a back-ended pick-up in economic activity, which could boost GDP and GVA growth to 6.8 percent and 6.5 percent, respectively, for the full year. This recovery is expected to be driven by a significant expansion in government capital expenditure and a resurgence in consumer confidence.
1. Government Expenditure and Retail Revival
There is considerable headroom for the GoI’s capital expenditure, which needs to expand by 39 percent YoY in the July-March FY2025 period to meet the Budget Estimate for the full year. This increase in spending is expected to catalyze economic activity, create jobs, and boost consumer incomes, thereby reviving retail demand.
Retailers can capitalize on this opportunity by aligning their strategies with the anticipated surge in consumer spending. This may involve expanding product offerings, enhancing supply chain efficiencies, and investing in marketing and promotions to attract consumers.
2. Consumer Sentiment and Retail Growth
The expected improvement in consumer sentiment in H2 FY2025, driven by favorable economic conditions and increased government spending, is likely to provide a much-needed boost to retail sales. Retailers should prepare to leverage this resurgence by focusing on consumer-centric strategies, such as personalized shopping experiences, loyalty programs, and omnichannel retailing.
3. Challenges and Mitigation Strategies
While the outlook for H2 FY2025 is positive, retailers must remain vigilant about potential challenges, including fluctuations in global commodity prices, changes in consumer behavior, and disruptions in supply chains. Adopting agile business practices, such as flexible pricing strategies, inventory management, and risk mitigation plans, will be crucial for navigating these challenges.
India's modern trade channels experienced a 2 percent growth in FMCG sales and a 4 percent increase in tech durables sales on a moving annual total (MAT) basis. This consistent growth contrasts with other markets in the Asia-Pacific region, where similar sectors have struggled to maintain momentum.
The NielsenIQ report reveals that as of March 2024, India's position as a leader in modern trade within the Asia-Pacific region is a reflection of broader economic and consumer trends. Modern trade, which involves selling goods through large, organized retail outlets such as supermarkets, hypermarkets, department stores, and mini-markets, has seen significant growth in India. Despite global economic uncertainties and inflationary pressures, India's modern trade channels have demonstrated remarkable resilience, continuing to grow even as prices fluctuate.
“India emerges as the only market consistently delivering double-digit growth in both the FMCG and tech durables sectors, underscoring the resilience and evolving preferences of Indian consumers," the report states.
This resilience is largely driven by premiumization—the trend of consumers gravitating toward higher-priced, higher-quality products—and the impact of festive sales periods, which significantly boost consumer spending.
The Power of Premiumization
This shift towards more expensive products indicates a growing middle class with rising disposable incomes and a desire for quality and status associated with premium brands.
This trend is particularly significant during peak shopping periods, such as festive seasons, when consumers are more likely to splurge on premium products. These periods contribute 20 percent of incremental sales in FMCG and a staggering 60 percent in tech durables. Non-food categories, driven by deep discounts and consumer preference for non-essential items, grew 1.8 times faster than food during these periods, highlighting the importance of strategic pricing and marketing during key shopping times.
The Role of Festive Seasons in Driving Sales
Modern commerce sales in India are significantly influenced by the country's holiday seasons, which include Diwali, Christmas, and various regional celebrations. Increased consumer spending during these times is a hallmark of the culture, driven by customs around gift-giving, house renovation, and technology purchases. These peak shopping times are critical for the FMCG, IT and durables industries, as well as for overall sales growth, according to the NielsenIQ analysis.
Retailers and manufacturers frequently run significant sales campaigns and discounts during these times to draw customers. This pattern is especially beneficial to the non-food FMCG categories, which develop at a pace that is almost twice as fast as the food categories during these times. The desire of consumers for non-essential things, which are frequently regarded as luxury expenditures over the holiday season, is what is driving this increase.
The Rise of Smaller Players and Private Labels
While large multinational companies have traditionally dominated India's FMCG, tech and durables markets, there is a growing shift towards smaller manufacturers and private labels. These smaller players are increasingly capturing market share by focusing on niche segments, such as products with natural ingredients and those positioned in the luxury pricing tier.
The NielsenIQ report points out that "private labels are growing at a 1.5 times faster rate than large manufacturers, particularly within the mainstream pricing segment."
This growth is significant as private labels, which are often associated with lower prices and higher value, are becoming more popular among cost-conscious consumers.
Additionally, small manufacturers are driving 70 percent of new product launches in modern trade, particularly in categories that emphasize natural ingredients and luxury pricing. These products, often priced at more than 200 times the category average, cater to a niche but growing segment of affluent consumers looking for premium and exclusive products.
Shifting Consumer Preferences
Another notable trend in India's modern trade channels is the shift towards smaller pack sizes. Traditionally, large packs have dominated modern trade, offering better value per unit for consumers. However, there has been a growing preference for smaller pack sizes, which are now growing at double the rate of large packs.
“While large packs have traditionally dominated modern trade, there is a noticeable shift towards smaller pack sizes, which are now growing at double the rate of large sizes," the report states.
This shift is likely driven by changing consumer behavior, where shoppers, particularly in urban areas, prefer smaller, more convenient packaging. Smaller packs are also more accessible to a broader range of consumers, including those in lower-income brackets or those who shop more frequently but buy in smaller quantities.
The Future of Modern Trade in India
Looking ahead, India's modern trade sector is poised for continued growth, supported by strong consumer demand, the ongoing trend of premiumization, and the strategic importance of festive seasons. As more consumers migrate towards organized retail formats, both large and small players in the FMCG, tech and durables sectors will need to adapt to changing preferences, including the rising demand for premium products, the growth of private labels, and the shift towards smaller pack sizes.
The resilience of modern trade in the face of inflationary pressures also suggests that this channel will continue to play a critical role in India's retail landscape. While online shopping channels are growing rapidly, modern trade remains a preferred shopping destination for many Indian consumers, offering a tangible and immediate shopping experience that online platforms cannot fully replicate.
As India continues to lead the region in modern trade growth, it presents significant opportunities for brands and retailers to tap into this growing market and cater to the diverse and changing needs of Indian consumers.
India celebrates Raksha Bandhan with all craze and enthusiasm for the bond between brother and sister. This festival symbolizes trust, safety and love that the siblings have for each other. At a loss to understand what to present your sibling? Presenting the ultimate gifting guide offered by different brands in India.
According to the Confederation of All India Traders (CAIT), this rakhi sales are projected to cross Rs 12,000 crore! It has been observed that there is a tremendous buying frenzy for Rakhi, and people are quite excited about the occasion. To commemorate the event, customers were asked to use Indian products.
Here is a gifting guide for you: know what different brands are offering.
Lifestyle
ALDO
This Raksha Bandhan, ALDO has you prepared with the ideal present for your sibling or complementary items that honor your special relationship! Indulge in the whimsical nostalgia of the ALDO X Looney Tunes collection, a homage to the priceless moments you spent together as kids watching cartoons. Alternatively, for a smart and sophisticated gift for your sister, check out ALDO's Fall Winter 2024 collection for a subtle pop of shine.
Opium
Choose OPIUM Eyewear this Rakhi to up your gift-giving game; it's the ideal balance of safety and style that symbolizes your unshakable friendship. Choose the perfect pair of sunglasses to complement her distinct style with Opium’s wide selection, making them an easy yet meaningful present.
It offers sunglasses that will appeal to all tastes, whether she is a lover of the traditional aviators, the edgy attitude of top-bar sunglasses, or the strong statement of oversized frames.
Skincare, Beauty and Wellness
The Body Shop
Rakhi is a moment to celebrate the unique relationship between siblings by giving them kind and heartfelt presents. This year, use these exquisitely chosen presents that blend luxury, functionality, and a hint of grace to create a really unforgettable Rakhi celebration. Offering complete head-to-toe-care, the Lather & Slather British Rose gift case includes British Rose Shower Gel, Body Butter, Eau de Toilette, Hand Cream, and a Large Ramie Lily.
Puretive
The ultimate health present, the Puretive Good Vibes Gift Box is ideal for commemorating any important event. The Puretives ME time candle, a 100 percent pure soy wax candle combined with essential oils to produce a peaceful and tranquil environment, is included in this opulent package. With its mix of lavender and cedarwood essential oils, the soothing roll-on helps promote calm sleep, reduces jet lag, and offers on-the-go relaxation. With a rejuvenating rush of pure essential oils, the good vibes mist uplifts any room and promotes happiness and a good attitude. With no harsh chemicals, each product is made with natural ingredients and pure essential oils to provide a health experience.
Zygos Beauty
Reflective and eye are the roots of their product, the REYEFLECTIVE palette. This high-end product is an affordable palette since it has sixteen chromes. It is a multi-textured palette made up of both duo and multi-chromes. Because the trademark flake formula's particles have large pigment sizes, layering is not necessary. You only need one stroke to finish off your appearance. The palette is free of parabens and BHT. In India, a Chrome palette typically costs between Rs 1000 and Rs 2000. However, this palette is a first of its kind since it contains 16 tones for Rs 10,800.
Himaira
A wonderful present is all you need for any occasion. Presenting the opulent BB Mousse Vanity Box, a kind and fashionable present for beauty and skincare enthusiasts around. With the addition of this sophisticated vanity box, your dresser becomes a lovely accent and gains a touch of luxury for your gift-giving requirements. Three exquisitely lovely shades—grace (light), blossom (medium), and charm (dark)—that are tailored to suit all skin types and tones and accentuate the inherent beauty of the complexion are included in this gift package. With this gift package, you may spoil yourself or surprise a loved one with an unmatched pampering experience.
Technology
This year, surprise your siblings with some amazing electronic devices instead of the customary chocolates and clothes. Something that will make their day, whether they are a gamer, music enthusiast, or just a gadget aficionado.
JUST CORSECA
JUST CORSECA’s STRIDER SmartTouch Earbuds
These SmartTouch earphones will take your sister's playlist to a whole new level if she is a music lover. They include a 2.01-inch screen with Retina quality and simple touch controls that make it incredibly simple to manage her music in addition to providing crystal-clear sound.
SSTRIKE JST612 Portable Bluetooth Speaker
This portable speaker is the ideal present for the sibling who is always the star of the party. This speaker is portable and has a handy handle that makes it easy for the user to take their music with them wherever they go. For up to five hours, the vivid RGB LEDs pulse in time with the music, giving the listening experience a new level of depth. By joining two SSTRIKE speakers, users may take use of true wireless stereo (TWS) technology, which turns them into a Wireless 2.0 speaker system that projects strong, immersive music around the room.
URBAN
URBAN Vibe Loop Earbuds
Give your brother the URBAN Vibe Loop this Rakshabandhan; the earloops are adjustable for maximum comfort and are incredibly lightweight. They're ideal for both intensive gaming sessions and podcast binges, since your sibling can enjoy 3D surround sound and Low Latency Gaming Mode. For extra convenience, these TWS Earbuds also include dual pairing, quick snap-sync connectivity, and an LED battery display indication.
Lyne
Lyne’s Coolpods 37 and Coolpods 38 - Wireless Gaming Earbuds
Lyne's Coolpods 37 and Coolpods 38 make ideal gifts for brothers who enjoy gaming, providing an immersive sound experience. These TWS earbuds feature unique case designs and share powerful gaming capabilities that transport users into a world of vivid and breathtaking sound. Equipped with Bluetooth V5.4, they offer an impressive 30 hours of music playback, 35 hours of talk time, and 300 hours of standby time, ensuring uninterrupted audio entertainment. The IPX3 water resistance rating allows gamers to fully immerse themselves in virtual worlds with the most realistic and pure sound quality. Available in sleek black, pristine white, and stylish blue, these earbuds combine style and performance.
Microdigit
Microdigit DEP386 Wireless Earplug with LED Display and Touch Screen
They come loaded with features such as wireless stereo, seamless device connections, and a voice assistant, all at a budget-friendly price. Perfect for calls, music, or simply adding a touch of style, these earplugs are a thoughtful and practical gift that shows you care without straining your budget. Available at leading offline retail outlets across India.
Apparel
Fabindia
With Rakshabandhan approaching, Fabindia has curated a special collection of apparel for brothers and sisters. Celebrate this auspicious festival with stylish and traditional outfits that embody the spirit of love and togetherness. Available at Fabindia stores nationwide.
Pink Viscose Silk Chikankari Long Kurta
This pink chikankari long kurta is an ideal Rakshabandhan gift for your sister. Combining comfort, tradition, and style, it will effortlessly elevate her wardrobe with sophistication.
Blue Cotton Silk Hand Block Printed Sari
Delight your sister this Rakshabandhan with an exquisite hand-block printed sari. Offering unparalleled comfort and elegance, it makes the perfect gift for this special occasion!
Blackberrys
With Raksha Bandhan approaching, now is the perfect time to shop for your confident, smart, and stylish brothers and show them how much they mean to you. Blackberrys, the premium Indian menswear brand, offers elegant and sophisticated cuts with sharp fits across its range. From office wear and smart casuals to party attire and accessories, Blackberrys has everything you need.
Trendy Casualwear
Experience relaxed sophistication with Blackberrys' latest Techpro range, designed for the modern man who values both comfort and style. From impeccably crafted formal shirts to versatile trousers, blazers, khakis, and all-season jackets, each piece features stretchable, wrinkle-resistant, and smart-dry fabrics.
Luxury Shirts
Elevate his style with Blackberrys' exclusive collection of premium shirts, embodying both luxury and elegance. Made from high-quality fabrics and featuring exquisite patterns, these shirts combine comfort with impeccable style.
Dapper Suits
A well-tailored suit is a must-have for every man. Blackberrys offers a range of suits, from sleek single-breasted designs to timeless double-breasted styles, guaranteeing a sharp and polished look for any occasion. Opt for versatile colors like navy or charcoal to make a standout impression.
Jewelry
Mia by Tanishq
This Raksha Bandhan, celebrate your cherished relationship with a carefully curated gifting guide from Mia by Tanishq. Featuring five stunning jewelry pieces, this collection is designed to make your sister shine with gifts that are both beautiful and deeply meaningful. Each piece serves as a lasting reminder of your enduring bond, making it the perfect way to honor a connection that continues to sparkle, no matter where life takes you both.
Everlasting Love Gold Necklace Set—A timeless expression of your unconditional love
Gold Necklace Set in 14 kt yellow gold is a perfect symbol of sibling love and affection. With a charming heart necklace and matching earrings, this set beautifully captures the spirit of Rakhi, making it a thoughtful and stylish gift for your sister.
Floral Glow Diamond Studs—Elegance Perfectly Paired
Elevate your sister’s style with our Floral Diamond Elegance stud earrings. Crafted from beautiful yellow gold and set with radiant round-cut diamonds, these earrings are ideal for adding a touch of brilliance on Rakhi and beyond.
Evil Eye Diamond earrings—A Guardian of Style and Spirit
Protect your sister's flair with the Evil Eye Diamond earrings, elegantly fashioned in lustruous gold and centred with a sparkling diamond. This elegant piece symbolizes protection and positivity, making it an excellent Rakhi gift to show that you'll always have her back, in style.
Allow these carefully chosen presents to serve as inspiration as you get ready to celebrate this wonderful event and choose a gift that honors your special bond with your sibling. I hope you have an abundance of happiness, love, and special moments during Raksha Bandhan.
The first quarter of fiscal year 2024-25 has revealed a diverse range of financial performances across India's FMCG and retail sectors. Companies such as Honasa Consumer Ltd, Page Industries, Cantabil Retail, Titan Company, and DMart have all posted their Q1 results, each showcasing distinct trends in profitability, revenue growth, and strategic investments.
One of the most striking trends in Q1 FY25 is the substantial variance in profit growth across these companies. Honasa Consumer Ltd, the parent company of popular FMCG brands like Mamaearth and The Derma Co., reported a 62.9 percent increase in its consolidated profit after tax (PAT), rising to Rs 40.25 crore from Rs 24.71 crore in the same quarter of the previous fiscal year. This surge in profitability underscores the company’s effective market strategies and the growing popularity of its brands, which have resonated strongly with consumers.
In contrast, Page Industries, a leading apparel manufacturer in India, experienced more modest profit growth. The company reported a 4.3 percent year-on-year (YoY) increase in PAT, reaching Rs 1,652 million. This growth reflects steady progress, particularly given the competitive nature of the apparel industry and the ongoing investments Page Industries has made in digital and e-commerce platforms.
Cantabil Retail, another key player in the apparel sector, reported an 8.9 percent YoY increase in PAT, bringing its net profit to Rs 11.4 crore. This growth, though slightly lower than Page Industries in percentage terms, is significant considering the challenges faced by the retail sector, including fluctuating consumer demand and external economic pressures.
Titan Company, a diversified retailer with a strong presence in jewelry, watches, and accessories, reported a more moderate 9 percent YoY growth in its overall business, with varying performances across its divisions. The jewelry segment, while showing growth, was impacted by high gold prices, which tempered consumer demand despite the addition of new stores and the strong performance during key selling periods like Akshaya Tritiya.
DMart, operated by Avenue Supermarts and a major player in the hypermarket chain sector, also demonstrated steady profit growth. The company’s consolidated net profit rose by 17.5 percent to Rs 773.8 crore, up from Rs 658.8 crore in the corresponding period last year. This growth, while robust, reflects the company’s consistent strategy of expanding its footprint and maintaining its position as a low-cost retailer in a highly competitive market.
Balancing Growth and Investment
Revenue growth across these companies shows a common theme of strong market performance, albeit with varying degrees of success. Honasa Consumer Ltd saw its revenue from operations rise by 19.28 percent to Rs 554.05 crore, indicating the company’s ability to capture a larger share of the FMCG market through its popular brands. Page Industries reported a 3.9 percent YoY increase in revenue, totaling Rs 12,775 million, driven by a 2.6 percent increase in sales volume. Cantabil Retail also posted a solid 14.4 percent YoY growth in revenue, reaching Rs 127.9 crore, supported by the addition of 11 new retail stores and continued strength in online sales channels.
Titan Company’s revenue growth varied across its divisions. While the jewelry segment saw an 8 percent increase in domestic market revenue, the watches and wearables division outpaced it with a 14 percent growth, driven by a strong preference for premium products and an expanding retail network. The company’s total income for the quarter was bolstered by these diverse revenue streams, despite some segments, like wearables and fashion accessories, facing challenges.
DMart reported an 18.6 percent increase in revenue, reaching Rs 14,069 crore, reflecting the hypermarket chain’s continued appeal to value-conscious consumers. The company’s focus on expanding its store network and enhancing its product offerings has helped sustain this growth, even as competition in the retail space intensifies.
However, this revenue growth has been accompanied by rising expenses across the board. Honasa Consumer’s total expenses for the quarter increased by 17.42 percent to Rs 520.38 crore, reflecting its ongoing investments in operations and expansion strategies. Similarly, DMart’s total expenses rose by 18.62 percent to Rs 13,056.61 crore, driven by the costs associated with opening new stores and maintaining its extensive supply chain. Despite these rising costs, both companies have managed to maintain strong profitability, indicating effective cost management strategies.
Page Industries and Cantabil Retail also faced rising expenses, but their disciplined approach to cost management helped them preserve healthy profit margins. Page Industries, for instance, reported an EBITDA margin of 19 percent, demonstrating its ability to balance revenue growth with operational efficiency. Cantabil’s EBITDA rose by 14.5 percent YoY, reflecting its success in managing costs while continuing to invest in store expansions and brand development.
Market Outlook: Strategic Investments and Future Prospects
Looking ahead, these companies are poised to continue their growth trajectories, albeit with varying strategies tailored to their respective markets. Honasa Consumer is likely to focus on further expanding its product portfolio and strengthening its digital presence to capitalize on the growing demand for personal care products. Page Industries, with its emphasis on digital transformation and e-commerce, is well-positioned to tap into the increasing consumer preference for online shopping, while Cantabil Retail’s ongoing store expansion strategy will help it deepen its market penetration.
Titan Company’s diversified portfolio provides it with multiple avenues for growth, particularly in the premium segments of jewelry and watches, which continue to attract affluent consumers. DMart’s focus on maintaining its cost leadership in the hypermarket segment will be crucial as it navigates the challenges of rising operational costs and intensifying competition.
In conclusion, the first quarter of FY25 has shown that while profit growth varies across companies, those with strong market strategies and effective cost management are well-positioned to capitalize on India’s evolving consumer landscape. Whether through expansion, digital transformation, or product diversification, these companies are shaping the future of India’s FMCG and retail sectors, each carving out a unique path to sustained profitability.
The Indian consumer electronics market is valued at $73.73 billion and is expected to grow at a compound annual growth rate (CAGR) of 6.8% from 2023 to 2030. The factors are driven by rising incomes, urbanization, and increased technology adoption. This article is for those looking to start an electronics business. Understanding how to open an electronic shop is crucial in this dynamic market. This guide will provide essential tips to open a retail electronics business in 2024 successfully.
Assess Your Competitors
Competitor analysis is critical. Go to a shop-wise electronics dealer and look at the products they are selling, the prices they are charging, and the way their customers are treated. Examples include Reliance Digital, Croma and Vijay Sales, which stand out through their broad electronics product range and great customer service. Knowing their strengths and weaknesses will assist you in creating your own unique selling proposition.
Register Your Business Formally
The essential step in bringing your electronics store to proper legal registration is to ensure compliance and risk management. Among the range of different business structures, you can choose either the form of a Private Limited Company, a sole proprietor, or a partnership that will determine the structure of your business and how it can evolve in the future.
Develop a Robust Business Plan
Crafting a well-rounded business plan is the foundation of your store's success. Your plan should include:
Business Model: Decide between focusing on high-end electronics or a mix of mid-range and budget products.
Financial Projections: Estimation of startup costs, revenue, and profit margins.
Marketing Strategies: Detail your approach to attracting customers, whether through in-store promotions or local advertising.
Operational Plans: Outlining the day-to-day operations, from inventory management to staffing.
Identify and Understand your Target Customers
One of the key things in a successful business is describing your target market accurately. Assess the demographics of the areas to recognize the needed electronics. An example can be the metropolitan areas will have a greater demand for smart devices and automation products than the towns which may opt for durable and low-cost goods. By adapting your product mix to these preferences, you can be more effective in getting the right customers.
Plan Investments and Secure Funding
Starting an electronics retail store requires substantial capital. Evaluate initial outlay on inventory, rented shop, employee compensation, and promotion. In highly populated cities like Mumbai or Delhi, you should count on a Rs 20-25 lakh investment at least. Diversify your options for funding; apply for a bank loan or try to find an angel investor. There is also the possibility to use government schemes such as the MSME Development Act.
Select the Optimal Location
Location is key to attracting foot traffic. Consider high-footfall areas like shopping malls or bustling markets. For instance, a store located in a technology-centric area like New Delhi’s Connaught Place can capitalize on the tech-enthusiastic consumer base. Proximity to other retailers can also create a cluster effect, drawing more customers.
Source Products from Reliable Suppliers
The base of suppliers builds your steady supply of quality products. Think about sourcing manufacturers directly or working with reputable wholesalers. Sites like IndiaMART can link you with numerous suppliers, thus allowing you to shop around and get the best bulk price.
Build a Competent Team
Your employees represent your business. Having a competent and customer-oriented staff is very important. Your key employees will probably be a store manager, sales associates, and technicians for after-sales service. Regular training helps you keep the staff well-informed on the new products and technologies, which in turn boosts the overall customer service.
Launch and Promote Your Store
To get your business on board, it is highly important for you to demonstrate your expertise in the new market and to build your name. Organize a great opening that offers discounts to new customers to increase foot traffic. Flyers, local newspapers, and word-of-mouth are some of the traditional advertising strategies that can be used to get the word out. The addition of exclusive deals from top electronics brands can also help to draw customers into the store.
Trending Products to Stock in 2024
It is very important to adapt to the demands of the consumers in order to be successful. The chart below lists the trending electronic products in India along with the percentage of consumers showing their interest in them.
Product Category Consumer Interest (%) Smartphones 97 Headphones 74 Wearable technology (smartwatches) 50 Laptops and tablets 43 Home Entertainment Systems 40 Smart Home Devices 30
Final Words
At Indian Retailer, we present a guide to opening an electronics retail store in India in 2024 for which planning is crucial. One has to research the market, the right location, and the right products. By taking these steps, you will be able to place your retail outlet in a healthy position in this ever-evolving and expanding sector.
FAQs
1. What are the primary licenses needed to open an electronics retail store in India?
You’ll need a shop and establishment license, GST registration, and potentially a second-hand dealer’s license if you sell refurbished goods.
2. How much investment is required to start an electronics retail store in metro cities?
Initial investments can range from INR 15-20 lakhs, depending on the location and product range.
3. Why is location important for an electronics retail store?
A high-traffic location increases visibility and accessibility, driving more customers to your store.
4. How can I ensure a steady supply of quality electronics?
Build strong relationships with reputable suppliers and manufacturers, and consider bulk purchasing to reduce costs.
5. What strategies can help in promoting my new electronics store?
Use a combination of local advertising, social media campaigns, and launch day offers to attract customers.
Rakhsha Bandhan is the celebration of the bond between brothers and sisters. On this occasion, Indian Retailer looks at those dynamic sibling entrepreneurs who have heralded successful businesses while navigating through numerous challenges in the retail industry. Marking the moment of celebration, here are the top 5 sibling entrepreneurs in India, sharing the same dreams and succeeding in their paths with each other's support, love, and hard work.
Presenting the Top 5 Sibling Entrepreneurs in India
Here are the leading sibling entrepreneurs in India in the retail market of India. Continue reading to know more about them.
The Ambani Trio
Isha Ambani is an Indian business leader and a Member of the Board at Reliance Retail Ventures Limited, Reliance Jio Infocomm Limited, Jio Financial Services Limited, and Reliance Foundation. She also serves on the boards of the Reliance Foundation Institution of Education and Research, and Dhirubhai Ambani International School.
She has played a key role in expanding the digital footprint of Reliance Retail, launching new formats such as the eCommerce platform Ajio and the omnichannel beauty platform Tira. She has been instrumental in the growth of Reliance Retail's own brand portfolio, including the acquisition of notable Indian brands and the launch of the Independence brand.
Akash Ambani is the Chairman of Reliance Jio Infocomm Ltd (RJIL) and a Director on the Board of Reliance Retail Ventures Ltd. Under his leadership, Jio surpassed the 100 million subscriber mark in less than six months after its launch in 2016 and now serves over 450 million customers.
He is part of the RJIL Executive Committee, the governing and operating council, and is also a member of the Product Leadership Group. He is closely involved in the development of products and all digital services applications.
Anant Ambani is the younger brother of the twins and serves as a Director on the Boards of Jio Platforms Limited since March 2020, Reliance Retail Ventures Limited since May 2022, and Reliance New Energy Limited and Reliance New Solar Energy Limited since June 2021. He has also been a member of the Board of Reliance Foundation since 2022.
He is leading the expansion of Reliance Industries' energy and materials businesses and its global operations in renewable and green energy. Under his leadership, Reliance aims to become a Net Carbon Zero company by 2035 by building world-scale capabilities in producing clean fuels and materials of the future, developing next-generation carbon capture and storage technologies, creating holistic and circular materials businesses, and maximizing crude-to-chemicals conversion.
The Birla Siblings
Ananya Birla is a successful businesswoman and a platinum-selling artist. She founded her first company, Svatantra Microfin Pvt. Ltd., at the age of 17, and it is now one of India's fastest-growing microfinance institutions. The company has crossed an AUM of $1 billion and has grown at a CAGR of 120 percent from 2015 to 2022. Svatantra provides small loans to women entrepreneurs in rural India.The organization has maintained a high-quality loan portfolio and offers one of the lowest interest rates in the country.
Under her leadership, Svatantra won the Gold Award for Best Start-Up at the Skoch Financial Inclusion and Deepening Awards in 2014 and the Spirituality at Work: Sach Bharat Samman at the Sach Bharat Confluence in 2015.
Aryaman Vikram Birla has diverse experiences in entrepreneurship, venture capital investing, and professional sports. He is actively involved in several businesses within the Aditya Birla Group (ABG), including Fashion & Retail, Real Estate, Paints, and the Group’s fashion direct-to-consumer platform TMRW. He has founded and is leading the hospitality business as well as Aditya Birla Ventures, a venture capital fund that invests in high-growth startups.
He started his first business in the food and beverage sector and has successfully led Aditya Birla Ventures to invest in five fast-growing startups.Aryaman serves on the boards of Aditya Birla Management Corporation Private Limited, Hindalco Industries Limited, Grasim Industries Limited, Aditya Birla Fashion and Retail Limited, Aditya Birla New Age Hospitality Private Limited, Aditya Birla New Age Restaurants and Cafe Private Limited, KA Hospitality Private Limited, Aditya Birla Digital Fashion Ventures Limited, and Aditya Birla Global Trading (Singapore) Pte. Limited.
The Nayar Duo
Anchit Nayar has been an Executive Director since 2021 and serves as the Chairman and Chief Executive Officer of Nykaa E-Retail. He holds a bachelor’s degree from Columbia University and has previously served as Vice President of the Investment Banking Division at Morgan Stanley in New York. Currently, Anchit is responsible for the beauty business and is a member of the investor relations team.
He joined FSN Brands in 2018 as Chief Executive Officer, overseeing the expansion of Nykaa's retail stores, also serving as the company's Chief Marketing Officer from 2020 to 2021. Initially leading Nykaa's Retail team, he focused on driving offline sales. Under his guidance, the company's retail presence expanded significantly over 2.5 years.
Adwaita Nayar has been an Executive Director of Nykaa since 2021. She also serves as the Chairperson and Chief Executive Officer of Nykaa Fashion. A co-founder, she has been involved in marketing, operations, and product development.
She holds a bachelor’s degree in applied mathematics from Yale University, where she graduated, and a master’s degree in business administration with distinction from Harvard Business School. After completing her academic pursuits, she re-joined FSN Brands in 2017 as Chief Executive Officer to create and strengthen the offline retail footprint of Nykaa. Since 2018, she has established Nykaa Fashion's business and currently oversees nykaafashion.com, as well as many of our company's owned and partner brands.
Lupin Siblings
Vinita D. Gupta is an Indian businesswoman and has been the Chief Executive Officer (CEO) of Lupin Limited since September 2013. She also serves as the Chairperson of Lupin Inc. and its U.S. subsidiary, Lupin Pharmaceuticals Inc.
She is the eldest daughter of Desh Bandhu Gupta, who founded Lupin in 1968. She holds a bachelor’s degree in pharmacy from the University of Mumbai and an MBA from the Kellogg School of Management in the United States.
Nilesh Gupta, born in 1974, is an Indian businessman and has been the Managing Director (MD) of Lupin Limited since September 2013. He joined Lupin in 2002 and is responsible for the company's research, supply chain, manufacturing, quality, and regulatory operations.
He has been instrumental in formulating and executing Lupin's core strategy, helping it emerge as a global leader in the generics space and in India. He initially joined Lupin in 1996 and has since led the company's research, supply chain, manufacturing, quality, and regulatory operations.
The Amrutam Siblings
Amrutam was founded in 2006 by Ashok Gupta in Gwalior. It began as a family-run business, a brainchild of Ashok and Chandrakanta Gupta. In 2016, when the company faced significant financial losses, their children, Agnim Gupta and Stuti Ashok Gupta, joined the business. They took it upon themselves to reinvent and rebrand the company and its products.
Stuti Gupta was born and raised in Gwalior, where Amrutam is based. To advance her career as a psychologist, she took a job as a Psychologist - Business Design at the Hank Nunn Institute in Bangalore. However, the traditional 9-5 work life did not suit her, and she began reassessing her career goals. In 2017, around the same time Amrutam encountered a major setback, Stuti and Agnim decided to explore the online world for business. She discovered a talent for design and played a key role in shaping Amrutam’s identity as a wellness community. Leveraging her background in psychology, she introduced a mental health component to Amrutam, focusing on holistic health that encompasses physical, mental, and spiritual well-being.
In February 2017, Agnim Gupta hired a designer and began working on the rebranding of Amrutam. While he focused on the wellness range, he developed the company's new website, which went live in July 2017. The growth of Amrutam accelerated significantly in 2020 when the COVID-19 pandemic drove a shift toward online shopping. During this period, the brand gained attention from publishing houses and media, receiving recognition from celebrities and entrepreneurs.
Final Word
From the view of Indian Retailer, these top 5 leading retail brands owned and functioned by siblings are acting in their industry in India. Making significant changes in the growth and development of the country. Make this Raksha Bandhan special for your sibling with a shower of support, love and teamwork inspired by these leading sibling entrepreneurs in India.
One of the mindless and hardworking chores is to wash clothes every day! Looking for a simpler, less time-consuming way? There are numerous washing machine brands in India that can be of great assistance. We have created a list of the top 10 washing machine brands in India, making it effortless research for you. What are the best-rated washing machines in India? How are various brands performing? Here is a curated list in response to all these questions.
Top 10 Washing Machine Brands in India
Bosch
Bosch is a leading washing machine brand in India. Robert Bosch, commonly known as Bosch, is a German multinational engineering and technology company founded by Robert Bosch in Stuttgart in 1886. The company set up its first manufacturing operation in 1951 and has since expanded to 17 manufacturing sites and seven development and application centers. Bosch established its presence in India in 1922 and has grown to house its largest development center outside Germany in the country. Bosch leverages its expertise in sensor technology, software, and services to deliver cross-domain solutions. The company also focuses on connectivity and artificial intelligence to create user-friendly, sustainable products.
Best Selling Models
Front Load washing machine by Bosch
Series 2 washing machine, front loader
Series 4 washing machine, front loader
Top Load washing machine by Bosch
Series 2 washing machine, top loader
Series 6 washing machine, top loader
Samsung
Samsung is a popular choice for washing machine brands in India. Founded by Lee Byung-chul in 1938 as a trading company, it has grown into a South Korean multinational manufacturing conglomerate headquartered in Samsung Digital City, Suwon, South Korea. Over the first three decades, Samsung diversified into food processing, textiles, insurance, securities, and retail. The company entered the electronics industry in the late 1960s, followed by construction and shipbuilding in the mid-1970s, driving its significant growth. After Lee's death in 1987, Samsung was divided into five business groups: Samsung Group, Shinsegae Group, CJ Group, Hansol Group, and JoongAng Group.
Best Selling Models
Front-load washing machines by Samsung
AI Ecobubble Front Load Washing Machine with SmartThings & Wi-Fi
Front Load Washing Machine with Hygiene Steam
Front Load Washing Machine with AI Control & SmartThings Connectivity
Top load washing machines by Samsung
Ecobubbl Top Load Washing Machine
Top Load with Center Jet
Ecobubble Top Load Washing Machine with SuperSpeed
LG Electronics
LG Electronics is a preferred choice for washing machines brands in India. Founded in 1958 as GoldStar, later became LG, is a major appliance and consumer electronics corporation based in Yeouido-dong, Seoul, South Korea. LG, originally Lak Hui Chemical Industrial Corp., was established by Koo In-hwoi in 1947. In 1952, Lak Hui, now known as LG Chem, became the first South Korean company to venture into the plastics industry. LG Corporation is a global holding company operating through more than 30 companies in electronics, chemicals, and telecommunications. As of August 2024, LG Corporation has a market capitalization of $8.81 Billion (Source: Companiesmarketcap). Today, Koo Kwang-mo serves as the CEO of LG Corporation.
Best Rated Models
Front-load washing machines by LG
LG Front Load Washing Machine, AI Direct Drive, Black VCM
LG Front Load Washing Machine, Inverter Direct Drive, Middle Black
LG Front Load Washing Machine, Inverter Direct Drive, Middle Black
Top load washing machines by LG
LG Top Load Washing Machine, AI Direct Drive, Platinum Black
LG Top Load Washing Machine, AI Direct Drive, TurboDrum, Middle Black
LG Top Load Washing Machine, Smart Inverter Motor, Middle Free Silver
Whirlpool
Whirlpool, a leading washing machine brand, began in 1911 as a small company in Benton Harbor, Michigan. Founded by Lou Upton and his uncle Emory, who teamed up to patent an electric-driven washer washer. Over the years, Whirlpool expanded globally, with founding families establishing companies in the United States, Brazil, Italy, Canada, India, Germany, and France. Today, Whirlpool Corporation is an American multinational manufacturer and marketer of home appliances headquartered in Benton Charter Township, Michigan. The company markets its flagship Whirlpool brand alongside other well-known brands, including Maytag, KitchenAid, and JennAir.
It entered the Indian market in the late 1980s as part of its global expansion strategy, forming a joint venture with the TVS Group and establishing its first manufacturing facility in Puducherry to produce washing machines. In the quarter ended March 2024, Whirlpool of India reported a net profit increase of 23.79 percent, rising to Rs 77.59 crore compared to Rs 62.68 crore in the previous quarter. For over a century, Whirlpool has been a leader in innovation, from introducing the first automatic washing machine in 1948 to winning more than 20 CES Innovation Awards.
Top Selling Models
Front load washing machines by Whirlpool.
Xpert Care 5 Star Front Load Washing Machine with in-built Heater
Xpert Care 5 Star Front Load Washing Machine with In-Built Heater
Xpert Care 5 Star Front Load Washing Machine with Ozone Air Refresh Technology & Heater (Inverter)
Top load washing machines by Whirlpool
Whitemagic Elite 5 Star Fully Automatic Top-Load Washing Machine
Whitemagic Royal 5 Star Fully Automatic Top Load Washing Machine
IFB
IFB is a renowned washing machine brand in India. Originally established as Indian Fine Blanks Limited in 1974 in collaboration with Heinrich Schmid AG of Switzerland, IFB Industries Ltd. has grown significantly since its inception. The company, promoted by engineer Bijon Nag, was incorporated in 1974 in West Bengal. In 1989, IFB extended its operations to Bengaluru, expanding its manufacturing capabilities. The company's engineering divisions are strategically located in Kolkata and Bengaluru. This diversification has allowed IFB to become a prominent player in both the consumer goods and automotive sectors. Over the years, IFB Industries Ltd. has built a reputation for quality and innovation, driven by its commitment to engineering excellence and collaboration with global partners.
Recommended Models
Front load washing machines by Whirlpool
IFB Senorita SXS 6510 Front Load Washing Machine
IFB Senorita VXS 6510 Front Load Washing Machine
IFB Senator Plus MSC 8014 Front Load Washing Machine
Top load washing machines by Whirlpool
IFB TL - SIBS 10 kg Aqua Top Load Washing Machine
IFB TL - SLBS 9 kg Aqua Top Load Washing Machine
Haier
Haier is a reputed washing machine brand in the Indian market. Founded in 1984, Haier Group Corporation is a Chinese multinational home appliances and consumer electronics company headquartered in Qingdao, Shandong. Under the leadership of Zhang Ruimin, who became president in December 1991. Haier embarked on a journey of diversification and rapid expansion. The company has established a robust global presence with 10 R&D centers, 71 research institutes, 35 industrial parks, 143 manufacturing centers, and a sales network of 230,000 nodes worldwide. In 2007, Haier India began manufacturing refrigerators at its factory in Ranjangaon, Pune, marking a significant step in its international growth. This facility later expanded into Haier's first industrial park in India, solidifying its commitment to the Indian market.
Recommended Models
Front load washing machines by Haier
Haier Washer and Dryer Front Load Washing Machine (Wifi)
Haier Front Load Washing Machine (Wifi)
Top load washing machines by Haier
Haier Top Load Washing Machine
Haier Top Load Washing Machine
Voltas
Voltas is a popular washing machine brand in India. Voltas Limited, headquartered in Mumbai, is an Indian multinational home appliances company established in 1954 through a collaboration between Tata Sons and Volkart Brothers. With Noel Tata as its chairman and Pradeep Bakshi serving as the chief executive officer and managing director, Voltas has grown to become a major player in the home appliances industry. The company designs, develops, manufactures, and sells a wide range of products, including air conditioners, air coolers, refrigerators, washing machines, dishwashers, microwaves, air purifiers, and water dispensers. Known for its innovative and high-quality products, Voltas has established itself as India's largest air conditioning company by market share. (Source: Wikipedia)
Bestselling Models
Front load washing machines by Voltas
5 Star Fully Automatic Front Load Washing Machine
5 Star StainExpert Fully Automatic Front Load Washing Machine
5 Star StainExpert Fully Automatic Front Load Washing Machine
Top load washing machines by Voltas
5 Star Fully Automatic Top Load Washing Machine with In-Built Heater
5 Star Top Load Fully Automatic washing machine
Godrej
Godrej, a well-known washing machine brand, has its headquarters in Mumbai. It is an Indian multinational founded in 1897 by Ardeshir Godrej and Pirojsha Burjorji Godrej. Managed and largely owned by the Godrej family, the group has grown into one of India's most reputable and diversified business entities. The operations span various sectors through its subsidiaries and affiliated companies, including Godrej Industries and its subsidiaries Godrej Consumer Products, Godrej Agrovet, and Godrej Properties, as well as the private holding company Godrej & Boyce Mfg. Co. Ltd. The group is led by Adi Godrej, alongside his brother Nadir Godrej and cousin Jamshyd Godrej. The Godrej Group boasts a market capitalization of $16.92 billion, reflecting its significant impact on the Indian and global markets.
Popular Models
Front-load washing machine by Godrej
WFEON HYS 6010 IJBT FLGR
WFEON CEL 9014 IEBT SLSR
WFEON ARG 6012 FEBDT SLSR
Top load washing machine by Godrej
WTEON MGNS 70 5.0 FDTNS SRGR
WTEON MGNS 70 5.0 FDTNS MTBK
WTEON MGNS 75 5.0 FDTNS GPGR
Lloyd
Lloyd is a leading washing machine brand in India. It was founded by Atul Punj in 1982 and began as the pipeline division of Punj Sons Private Limited, a family business. It later evolved into Punj Lloyd Engineering Private Limited and was renamed Lloyd in 1989. Under Atul Punj's leadership, the company has expanded its operations across the Middle East, Africa, Asia Pacific, South Asia, and Europe. Lloyd, now part of the Havells Group, is renowned for its engineering and construction prowess, having successfully executed numerous projects in over 60 countries. The group's extensive reach includes over 50 subsidiaries, contributing to its global footprint.
Recommended Models
Front load washing machines by Lloyd
Intelli Steam Dry Fully Automatic Front Load
Intelli Steam Fully Automatic Front Load
Top load washing machines by Lloyd
Fully Automatic Top Load NeoXL H
Estello H Fully Automatic Top load
Acer
Acer, a well-known washing machine brand in India. It was founded as Multitech in 1976 by Stan Shih, his wife Carolyn Yeh, and five others in Hsinchu City, Taiwan. Headquartered in Xizhi District, New Taipei City, Acer Inc. is a Taiwanese multinational company producing computer hardware and electronics. In 1998, Acer was reorganized into five groups, including the Acer International Service Group and Acer Semiconductor Group. With a presence in over 160 countries, Acer's subsidiary, Acer India (Pvt) Limited, was established in 1999 in Bengaluru, Karnataka. By 2023, India had become Acer's second-largest market. To diversify, Acer founded AcerPure to sell consumer products in India.
Best Rated Models
Top load washing machine by acer
Acer 5 Star Fully Automatic Top Load Washing Machine
Acer 5 Star Fully Automatic Top Load Washing Machine
Final Word
From the view of Indian Retailer, these top 10 washing machine brands are acing the Indian market, making a competitive space in the electronic industry of India. The electronics market of India contributes 3.4 percent of the country's GDP. These listed washing machine brands are making significant changes in the Indian economy. This curated list provided all the answers to your questions.
FAQs
Which are the top three washing machine brands in India?
Bosch followed by Samsung and LG are the top three washing machine brands in India.
What are the types of washing machines?
There are two types of washing machines - top load and front load.
Who invented the washing machine?
James King invented a washing machine in 1851, using a drum. In 1868, Thomas Bradford, a British inventor, made the machine functional and commercial.
When it comes to Indian denim, Numero Uno has long been the kingpin, reigning supreme since 1987. But as the fashion landscape evolves, even the most iconic brands must keep pace with the times. In a move to stay ahead of the curve, the brand embarked on a rebranding journey, one that is not just about a new look, but about redefining its identity for the future. Jaiwant S Dhingra, Director of Marketing and Business Development, Numero Uno, shares insights into the brand's transformation and future plans.
Why Rebrand Now?
“Why the rebranding strategy?” you might ask. After all, Numero Uno has been a powerhouse in the Indian denim market for decades. But as Dhingra candidly explains, "We felt like we needed a change. We’ve been a strong brand since 1987, but there comes a time when you need to remain youthful, relatable, and ahead of the curve—futuristic even."
The rebranding effort, which took a total of six to eight months, was meticulously crafted in-house by the Numero Uno team. "We’ve used outside agencies before, but realized that nobody knows and feels the brand like someone from the team," says Dhingra. This time around, the team was determined to create a brand identity that resonates with both its heritage and its forward-looking vision.
The new logo, while seemingly simple, embodies the brand's ethos and is a testament to the effort put into ensuring it represents what the brand stands for. "It might seem like a simple logo, but what it stands for is a lot. Getting it right took six to eight months," Dhingra notes.
A Year into the Rebranding
It’s been just over a year since Numero Uno unveiled its new identity. The rollout has been gradual, with the rebranding being implemented in phases across the brand’s numerous stores in India. "The thing with having so many stores across pan-India is that we can’t just wake up one morning and change everything in every store. It happens phase-wise. Currently, we're in phase three, with two more phases to go," Dhingra explains.
While it’s too early to directly correlate the rebranding with revenue growth, the market’s response has been overwhelmingly positive. "We've seen great feedback from the market and from the trade. The logo change and the brand’s new direction have had a significant impact on people's mood and buying trends," Dhingra shares. This shift has encouraged retailers to take more risks and move away from traditional buying approaches, which is a big win for the brand.
Battling the Newcomers
In a market flooded with D2C brands and the rising tide of online shopping, how does Numero Uno maintain its edge? Dhingra sees the differentiation as clear-cut. "Our strategy is about being ahead of the times while staying true to our core. We don’t jump on every trend that comes along. We always believe in what we stand for and don’t change that," he says.
The brand’s core has always been its denim. "It started with jeans and grew into what we like to call jeans wear — things you can wear with a pair of jeans. While we are still known as a denim brand, we will never let go of our passion for jeans," Dhingra emphasizes. This focus on core values ensures that the company doesn’t just chase trends, but leads with a strong, consistent identity that resonates with its audience.
Looking ahead, Numero Uno has set ambitious goals for growth. "In the next two years, we aim to grow by a solid 30 to 40 percent in market share and revenue," Dhingra reveals. While he remains tight-lipped about specific revenue numbers, it’s clear that the brand is gearing up for significant expansion.
The brand has long been synonymous with the northern regions of India, but the brand is now setting its sights on the south. "We are actively expanding in the south, adding large-format store counters and many MBOs. Soon, we’ll be launching our brand-exclusive stores in those areas as well," he reveals.
The brand is already making inroads in states like Andhra Pradesh, Karnataka, and Telangana, and is exploring opportunities in smaller cities as well. "We are expanding big time in Bihar, realizing that it's an untapped segment with significant spending power and a will to invest in fashion," Dhingra says. This strategic move into Tier II and Tier III cities is expected to bolster the brand’s presence across the country.
Embracing Technology
Numero Uno isn’t just about fashion; it’s about innovation. The brand has been ahead of the curve in adopting sustainable practices, long before it became a buzzword. "We’ve been innovative in sustainability for about 12 to 13 years now, and now is the time to actually talk about it," Dhingra proudly states.
The brand’s plant in Dehradun, equipped with a 99 percent efficient biological effluent treatment plant, is a testament to its commitment to the environment. This facility recycles water used in the denim washing process, achieving almost zero water wastage. "Denim is a very laundry-driven process, which means a lot of water usage. Our treatment plants clean and recycle this water, making the process highly sustainable," Dhingra explains.
In addition to water recycling, the company has partnered with Spanish technology company Jeanologia to integrate cutting-edge, eco-friendly machines into its production process. The G2 machine, for instance, uses ozone extracted from the atmosphere to achieve vintage denim looks without the need for bleach or water. "The G2 machine naturally ages denim, giving it the desired fade in 15 minutes, compared to 30 to 45 minutes with traditional methods," Dhingra says.
Laser technology is another innovative tool in Numero Uno’s arsenal. Traditionally, achieving a faded look on jeans required hand scraping with sandpaper, a labor-intensive and hazardous process. The brand’s laser machines, however, use computer-driven precision to achieve the same effect, without harming the environment or the workers. "The laser beams decompose the dye where needed, giving a precise fade that’s not only environmentally friendly but also safe for our employees," Dhingra highlights.
Looking to the Future
As Numero Uno continues to innovate and expand, collaborations are becoming an integral part of its strategy. The brand has already partnered with several celebrities and influencers, tapping into their immense reach to further its appeal. "We’ve collaborated many times with celebrities on magazine covers, as well as with influencers on social media. These collaborations are essential in today’s market," Dhingra acknowledges.
Looking ahead, the brand is also exploring the possibility of designer collaborations, particularly in the denim space. "It's a very exciting space. We’re definitely keeping an eye open for a good collab that suits both us and the potential partner," Dhingra teases.
With a clear vision and a strategic approach to expansion, the brand is well-positioned to continue leading the Indian denim market. "We’ve always believed in staying true to our roots, and that’s what will continue to drive our success," Dhingra concludes. In an industry where trends come and go, Numero Uno’s steadfast commitment to quality, innovation, and sustainability ensures it will remain a staple in wardrobes across India for years to come. As the brand continues to evolve, one thing is clear: Numero Uno is here to stay, and it’s only getting better.
Do you have the question of why marketing strategies are so different from one company to another? The one that sells to business customers only, and the one that sells directly to consumers? Retailers and those who are planning to enter the field must understand the differences between B2B and B2C marketing to be successful. These two strategies are two different languages, each specifically designed for the audience and having different objectives and techniques. Which one of them do you think is better? We will discuss the main differences that govern B2B and B2C marketing and the advantages of each approach in the respective context.
What is B2B Marketing?
B2B marketing is about boosting other businesses rather than individuals. The central aim is to offer aid to other businesses in the direction of better operations, trouble mitigation, and the enhancement of profitability. This type of marketing usually comes with longer sales cycles, quite complex decision-making processes, and a dedicated customer relationship. B2B marketing highlights the importance of visual impact, comprehensive information, and trust building.
For instance, Wipro Limited provides IT services and consulting solutions to businesses across various sectors, from healthcare to banking. Wipro’s marketing strategies highlight its ability to drive digital transformation and operational excellence for its clients. Similarly, Mahindra & Mahindra supplies tractors and agricultural equipment to other businesses, marketing its products as essential tools for improving agricultural productivity and reliability in farming operations.
What is B2C Marketing?
However, the B2C marketing approach focuses on individual end consumers with a view to trying to get immediate sales and also to keep them coming back. The strategies here are more focused on emotions, needs, and desires. B2C marketers usually use mass marketing techniques to get the attention of their main target, which is a general audience with a shorter sales cycle, and a simple buying process. The aim is to produce compelling communication that positively interacts with buyers on a very personal level, which in turn, will result in immediate purchases.
For example, Myntra, a leading online fashion retailer, markets a wide range of clothing, accessories, and lifestyle products directly to consumers. Myntra’s marketing strategies focus on trends, style, and convenience, using celebrity endorsements and festive sales to attract a broad audience. Another example is Haldiram's, which markets its snacks and sweets directly to consumers by emphasizing taste, tradition, and quality, appealing to a wide demographic across India.
B2B vs B2C Marketing: 10 Key Differences
B2B and B2C marketing is based on many different aspects, like audience size, sales, decision-making, and many others, and to know more about it, we need to know how differently these aspects work, so here is a short brief about how the marketing aspects work differently for these models.
Aspect B2B Marketing B2C Marketing Audience Size Targets a smaller, specific audience It reaches a broader, general audience Sales Cycle Longer sales cycles, involving multiple decision-makers Shorter sales cycles, often driven by impulse purchases Decision-Making Process Logical, value-driven decisions focused on ROI Emotional decisions influenced by brand perception Relationship Building Emphasizes building long-term relationships Focuses on immediate transactions and customer loyalty. Content Type Detailed and informative content (e.g., white papers, webinars) Engaging and entertaining content (e.g., social media, ads) Customer Interaction Personalized, direct communication with key stakeholders Less personal, often automated interactions Marketing Channels Relies on direct communication channels (e.g., email, LinkedIn). Utilizes broader channels (e.g., social media, TV, online ads) Product Complexity Often involves complex products requiring detailed explanations. Simpler products require less education. Pricing Strategy Customized pricing based on client needs Standardized pricing driven by market trends Sales Volume Fewer, high-value deals Higher volumes at lower price points
How do B2B and B2C Companies Approach Sales?
B2B and B2C companies in India go through diverging paths in terms of sales, which in each case reflects very much the peculiarities of the different audiences. Consider TCS and Infosys—these B2B companies focus on building long-term relationships with their clients. Their approach to sales is, first of all, the provision of personalized offers and a strong emphasis on trust and expertise. The issue is not merely getting a contract but rather developing long-standing trust. The plan is to generate value over a long period of time by including more decision-makers in the sales process.
On the other hand, B2C companies such as Reliance Fresh know that speed is the key to success. Their strategy is to get the consumer’s attention in no time, frequently by using emotional approaches and promotions that are hard to resist. These companies employ mass marketing, digital engagement, and discounts to generate quick, high-volume sales. Here, it's the case of hitting as many people as possible and making the buying experience as smooth and attractive as it can be. Thus, if it is in-depth and set to suit B2B or the volume and immediacy of B2C, each plan is perfectly adjusted to the requirements of their respective markets.
Social Media’s Impact on B2B and B2C Marketing
Social media's impact on the B2B space is substantial, whereas it has a different effect on B2C marketing as they adapt these two platforms differently. B2B marketers are using networking sites such as LinkedIn to connect with community members, exchange opinions on various topics, and attract leads. The content here has an impersonal and information-centered approach. The B2C side, on the other hand, likes to use social channels like Instagram, and Facebook, for ads that are visually attractive and delightfully engaging. They are aiming to build a solid brand image, have direct phone conversations with consumers, and push sales with targeted ads and influencer partnerships.
B2B Buyer Considerations vs. B2C Buyer Considerations
B2B Buyers:
Those who are standing on the profit side of their investment are not only into ROI but also take into consideration other variables such as efficiency and long-term benefits. This process facilitates the collaboration of heterogeneous stakeholder groups that are interested in many ways of checking the effect of the product on their business processes. B2B buyers place high importance on research and analysis, which are often time-consuming and procured by virtualization and mass estimation of providers that come out on top.
B2C Buyers:
Considerations are more of an emotional type for them, focusing on price, convenience, and brand perception. B2C buyers are under the influence of some creative trends, peer reviews, and advertisements. The purchasing decision is typically fast and impulsive, following personal inclinations and involving less evaluation of future value.
Below are some examples of buyer consideration in B2B and B2C marketing:
B2B Buyer Consideration B2C Buyer Consideration Who are the key decision-makers, and how do you involve them in the process? Who is making the purchasing decision, and how can you appeal directly to them? Are your customers focused on ROI and long-term value? What emotional triggers or immediate benefits can you highlight to drive purchases? How can you manage a longer sales cycle and maintain engagement? What strategies can you use to encourage quick decisions and impulse buys? Does your product require detailed explanations or customization? Is your product easy to understand, and how can you simplify the buying process? Are your customers prioritizing quality, service, and reliability in their decisions? How can you emphasize convenience, price, and brand appeal to your consumers? Are your customers looking for cost-effective solutions over the long term? How can you align your pricing with what your customers are willing to spend right now? How do you plan to build and maintain long-term relationships with your clients? What steps can you take to ensure customer satisfaction at the point of sale? How can you enhance brand loyalty given the high switching costs? What tactics can you use to retain customers despite the influence of deals and trends?
Final Words
At Indian Retailer, we feel that choosing the right kind of marketing is the most important factor to target the right audience. B2B marketing takes a people-oriented approach where relationships are built and value is provided over time. On the contrary, B2C focuses on instant gratification by attracting and converting customers. Despite their differences, both strategies present challenges and opportunities, and they will eventually become essential for success in your marketing efforts.
FAQs
1. Can a company engage in both B2B and B2C marketing?
Yes, some companies engage in both B2B and B2C marketing by offering different products or services tailored to each audience.
2. How important is content marketing in B2B?
Content marketing is vital in B2B as it helps establish authority, educate potential clients, and build trust.
3. What role does brand loyalty play in B2C marketing?
Brand loyalty is crucial in B2C marketing as it drives repeat purchases and positive word-of-mouth, which are essential for long-term success.
4. How do B2B companies use social media differently from B2C companies?
B2B companies use social media for networking, sharing industry insights, and lead generation, while B2C companies focus on brand engagement, customer interaction, and driving sales.
5. What are the main challenges in B2B marketing?
The main challenges include long sales cycles, complex decision-making processes, and the need for continuous innovation to stay competitive
The word pizza was first discovered in 997 AD. Pizza is an Italian dish typically consisting of a flat base of leavened wheat-based dough topped with tomato, cheese, and other ingredients, according to a Latin manuscript from the southern Italian town of Gaeta, in Lazio, on the border with Campania. Raffaele Esposito is often credited with creating modern pizza in Naples. In India, there is a $50 billion food service market with a QSR of nearly $900 million to $1 billion flavors and an increasing appetite for fast food. Let’s discover the top 10 pizza brands in India that dominate the Indian market.
List of the Top 10 Pizza Brands in India
Here’s a curated list of the top 10 famous brands in India that have become giants in the industry.
1. Domino's Pizza
Parent Company: Domino's Pizza, Inc.
Establishment Year: 1960
Headquarters: Ann Arbor, Michigan, USA
Domino’s is an American multinational pizza restaurant chain founded by Jim Moaning, Tom Monaghan, and Dominick DeVarti in 1960 that has become a big name in the market with 15,00,000+ stores worldwide, among the 1,500 stores in India. The USP that gives the brand a boost is its 30-minute fast delivery and a wider range of local toppings like Margherita, Pepperoni, Paneer Makhani, Wheat Thin Crust, and Cheese Burst. Domino’s holds a market share of 50 percent and a 70 percent share in the Pizza home delivery segment in India.
2. Pizza Hut
Parent Company: Yum! Brands, Inc.
Establishment Year: 1958
Headquarters: Plano, Texas, USA
Pizza Hut, LLC, is a very famous name in India. It was founded by Dan Carney and Frank Carney in 1958. The brand operates 19,866 restaurants worldwide and 3,50,000 team members in more than 100 countries. The brand gained its name for its affordable pricing. The brand offers a variety of products, including fries, pasta, chicken wings, and breadsticks. This famous brand had a revenue of $1.091 billion (2016). The parent brand of Pizza Hut is Yum Brand which operates the brands KFC, Pizza Hut, Taco Bell, and The Habit Burger Grill. Yum! has a revenue of $7.076 as of 2023. The brand offers a variety of products including their popular stuffed crust pizza which has the outermost edge wrapped around a cylinder of mozzarella cheese. Pizza Hut remains a significant player in the global fast-food industry, known for its innovative products and marketing strategies.
3. Chicago Pizza
Parent Company: M/s CP Foods Pvt. Ltd.
Establishment Year: 2008
Headquarters: New Delhi, India
Chicago Pizza, an Indian pizza restaurant chain based in New Delhi, was founded in 2008 by Vishal Kahpur. Chicago Pizza outlets are present in over 190 locations across the country. Its homemade style of making pizza and providing consumers with the ability to build their own slice is what makes them stand out in the competitive market. They have an unique option for Home Pizza Kit which allows customers to make their pizza at home. The brand delivers 3 to 5 signature pizza bases, their secret sauce, mozzarella cheese, and 6 to 10 toppings of choice. They have won the ‘best franchise award’ all because of their strategic management, which assisted the brand in gaining knowledge about the customers, including their geography, preferences and taste, and also for their variety of options in the menu.
4. Slice of Italy
Parent Company: Slice of Italy Pvt. Ltd.
Establishment Year: 2001
Headquarters: New Delhi, India
Slice of Italy, a Delhi-based brand, is famous for its Italian-style pizza with some Indian touches. They have 15 outlets running in different formats near Vasant Vihar, Okhla, Lodhi Garden, and other popular parts of Delhi. The popular product range of the brand includes Chicken Heavyweight Pizza, Garlic Bread with cheese and Chicken Lasagne. In addition to pizzas, customers can have a wide range of customizable cakes. Their tagline is Eat Great Morning till late as they deliver early in the morning till 01:00 AM.
5. Pizza Express
Parent Company: Hony Capital
Establishment Year: 1965
Headquarters: Uxbridge, England
Pizza Express is a UK-based pizzeria that has been operating since 1965 and was founded by Peter Boizot. Pizza Express is the first pizzeria in London’s Soho. The brand has over 360 restaurants across the U.K. and Ireland. The new Peroni 0.0% is the new fan favourite. They have their very own PizzaExpress Live, which offers more than 1500 music shows across a number of venues, and launched their PX Records label back in 2023. PizzaExpress is conscious of the environment, and its sustainability plan is committed to being net zero by 2040.
6. Tossin Pizza
Parent Company: Tossin Pizza Pvt. Ltd.
Establishment Year: 2013
Headquarters: Gurgaon, India
Tossin Pizza is a Delhi-based brand that is operated by Chef Rohit Narang and his cousin Honey Mehta in 2013. The sole purpose is to bring the Italian recipe to the Indian platter. Their hand-tossed pizzas with gourmet ingredients and Quattro Formaggi, chicken BBQ, cheese burst, and wheat thin crust make them stand out. The specialities of their pizzas are their perfectly crafted crusts, premium ingredients that are handpicked and farm fresh, gourmet variety and their priority towards safety. The brand’s mission goes beyond merely serving pizza. as they strive to craft culinary delights that tantalise taste buds and are committed to delivering an unparalleled pizza experience.
7. La Pino'z Pizza
Parent Company: La Pino'z Pizza
Establishment Year: 2011
Headquarters: Chandigarh, India
La Pino’z Pizza, an Indian pizzeria founded in 2011 by Sanam Kapoor in Chandigarh, offers a variety of pizzas, including options for vegetarians. The brand emphasizes high-quality ingredients and has rapidly expanded, boasting numerous outlets across India. They are known for their large, value-for-money pizzas. It's become popular for its diverse menu, including gourmet and customizable pizzas, garlic bread, pasta, and desserts. The brand is recognized for prompt delivery services and a user-friendly online ordering system. With a strong focus on customer satisfaction.
8. Oven Story Pizza
Parent Company: Rebel Foods
Establishment Year: 2016
Headquarters: Mumbai, India
Oven Story Pizza, a brand under Rebel Foods, is known for its unique and innovative pizzas that feature four distinct cheese bases: Peri Peri, Chipotle, Tandoori, and El-Classico. Their pizzas are designed to cater to diverse palates, offering both vegetarian and non-vegetarian options loaded with fresh ingredients and signature liquid cheese toppings. Oven Story emphasizes quality and quick delivery, making it a popular choice for pizza lovers across India. The brand is available in nearly 75 cities in India. They offer appealing discounts and buy-one-get-one options to lure customers, and they are quite famous among pizza lovers.
9. Baking Bad
Parent Company: Baking Bad
Establishment Year: 2014
Headquarters: New Delhi, India
Baking Bad has garnered a loyal following among pizza lovers who appreciate high-quality, customisable options. They have 10+ outlets, primarily in Delhi-NCR. It stands out for its emphasis on fresh, gourmet ingredients and a personalized pizza experience. The brand allows the customers to customize their pizzas and has a wide range of pizzas, which includes thin crust pizzas, Napoli pizzas, etc., and office special offers for large pizzas as well.
10. GoPizza
Parent Company: GoPizza Co. Ltd.
Establishment Year: 2016
Headquarters: Seoul, South Korea
GoPizza has one of the most competitive pricing strategies in the market. GoPizza is revolutionizing the pizza experience in India with its innovative technology approach. The brand was founded by Jay Lim and recently opened its 50th flagship outlet in India. Known for its automated pizza ovens, GoPizza delivers consistent quality at a faster pace and appeals to time-conscious customers. GoPizza has one of the most competitive pricing strategies in the market. The brand is known for its quality pizzas, openness, and innovation and is available in countries like Korea, India, Singapore, Indonesia, and Thailand. The oval symbol of GOPIZZA symbolizes the beginning of a completely new pizza beyond the limits of existing pizzas.
Final Words:
At Indian Retailer, we understand the food market in India is very diverse, as tastes and choices are very different in every part of the country. So we have curated a list of the top 10 best pizza brands in India that are very famous for their taste all across India.
FAQs on the Top 10 Pizza Brands in India
1. Which is the largest pizza chain in India?
Unveiling India's Pizza Landscape: Store Location StrategiesDomino leads the pack with 1,670 stores across India, establishing its position as the dominant player in the market.
2. What is 3 meat pizza?
Hand-tossed-style crust topped with savoury tomato sauce, melted mozzarella cheese, pepperoni, sausage, and crispy bacon.
3. Which is the No 1 pizza brand in India?
Domino's Pizza. Domino's Pizza requires no explanation for pizza fans in India. They presently dominate more than 60% of India's pizza sector.
4. What is a mini pizza called?
Mini Pizza called Mini Pizzetta is a flavored-packed little bite-sized Italian pizza.
5. What is the full form of pizza?
Pizza is a savory dish of Italian origin. Full form of PIZZA. Pizzeria Practical Insightful Zesty Zealous Attentive.
Coffee is one of the leading beverage industries in India. Some like it to be smooth, while others want to have a stronger aroma of coffee. The revenue for the coffee industry in India is estimated to reach $30.09 million by the end of 2024. Here is a curated list of the leading coffee brands in the country. Want to know who are the top 10 coffee brands in India? How are these the leading coffee brands performing in India? This article answers all the questions.
Read More: How New-Age Coffee Brands are Revolutionizing Indian Coffee Culture
Davidoff
Davidoff offers one of the best strong coffees in India. The company has a rich scent body that is produced by combining beans from East Africa and South America. Davidoff has selected coffee blends from the top growing locations in the world skillfully blended to showcase their attractiveness. The Zino Davidoff Group, a Swiss family business established in 1980, operates solely in the non-tobacco luxury goods sector, offering an array of high-end products. Founded by Zino Davidoff, an immigrant from Ukraine, the company has expanded its offerings over the years and licenses the Davidoff brand to various companies for different business segments. The company has a revenue of 546 Swiss francs.
Here is the top-rated Strong coffee by Davidoff
Espresso 57
Bean type – 100 percent Arabica
Taste Description - The delicate balance between roasting time and temperature is the key to making Davidoff Espresso 57. This Espresso has a unique flavor that comes from the beans' gradual development, thanks to traditional drum roasting. Explore the velvety scent with subtle hints of chocolate that will delight your senses.
Nestle
Nestle is a leading coffee brand in India. In the first quarter of FY25, Nestle India recorded a net profit of Rs 746.6 crore, up 7 percent from Rs 698.3 crore in the same time the previous year. The company serves in 188 countries and has more than 340 factories and 77 countries.
In 1929, Louis Dapples, Chairman of Nestlé's Board of Directors, received a request from Brazil to address the surplus of coffee. In 1984, the Nescafe brand extended its coffee offerings to include coffee beans. Nestle is a Swiss multinational food and drink corporation with a wide range of products, including coffee, tea, confectionery, bottled water, dairy products, and many more. Mark Schneider took on the position of Nestle’s Chief Executive Officer in January 2017.
Best Strong Coffee by Nestle
NESCAFE Gold Instant Coffee Powder
Bean Type - Arabica & Robusta coffee beans
Taste Description - Made by its roasters and blenders, this premium mix is genuinely unique. Carefully roasted and freeze-dried to preserve the deep fragrance.
NESCAFE Classic Black Roast Instant Coffee
Bean Type - Robusta coffee beans
Taste Description - A longer roasting time combined with 100 percent pure coffee results in a potent cup full of flavor and fragrance. Offers the richest, most potent flavor of coffee.
NESCAFE Roastery
Bean Type - Arabica and Robusta beans
Taste Description - Rich and powerful taste profile of a delectably dark roast instant coffee with hints of roasted nuts and dark chocolate. Two separate rounds of roasting were used to enhance the subtle flavors and heady scent.
BRU
BRU has created a name by offering strong coffee in the Indian market. Coffee beans of the highest caliber and flawless roasting are used to make BRU Gold. It is an invigorating scent that stimulates your senses combined with excellent flavor. The customer receives the ultimate delight from enjoying the ideal cup of coffee.
Launched in 1968 by Hindustan Unilever Limited, a British-owned Indian final goods company headquartered in Mumbai boasts a diverse range of products, including foods, beverages, cleaning agents, personal care products, water purifiers, and other fast-moving consumer goods (FMCGs).
Strong coffee offered by Bru
BRU Instant Super Strong Coffee
Bean Type - Robusta beans
Taste Description - The ideal ratio of 57% coffee to 43% chicory is found in Bru Instant Super Strong Coffee. The aroma of fresh coffee is kept thanks to new and improved procedures.
Blue Tokai
Blue Tokai is a well known coffee brand in India. Matt Chitharanjan and Namrata Asthana, alongside their COO Shivam Shahi, established Blue Tokai Coffee Roasters in New Delhi in 2013, with headquarters in Gurgaon, India. The renowned coffee startup, Blue Tokai, is currently in discussions for a new round of funding, with a valuation exceeding $180 million, and operates a network of over 100 outlets spanning across major cities in India.
Best Strong Coffee by Blue Tokai
Vienna Roast
Bean Type - 100 percent Arabica Coffee
Taste Description - This mix, which contains coffee beans from Tamil Nadu and Karnataka, is the second darkest of Blue Tokai’s roasts. It has a lot of body, little acidity, and is a favorite among those who want a powerful cup of coffee with the distinct bittersweet flavors. The ideal way to eat Vienna roast is with milk.
Sleepy Owl
Sleepy Owl is known for being one of the best strong coffee brands in India. Founded in 2016 by Ajai Thandi, Ashwajeet Singh, and Arman Sood. Sleepy Owl started as a passion project in a two-bedroom apartment in Delhi’s Dwarka. Today, its products are available in over 1,000 retail outlets in Delhi and Mumbai, as well as on online platforms—the company’s website and Amazon. As a homegrown Indian coffee brand, its journey began six years ago. Sleepy Owl introduced Cold Brew and now offers over 30 coffee products.
Best strong coffee by Sleepy Owl
Xpresso, Strong Blend Instant Coffee
Bean Type - 100% Premium Robusta Beans.
Taste Description - The coffee of your wildest and darkest dreams is Xpresso. Xpresso will satisfy your coffee desires like never before since it is bursting with flavor. It dissolves readily in milk or hot or cold water, and the sealed container keeps it fresh and makes storing it simple.
TATA Coffee
TATA Coffee is a leading brand in the beverage industry. Tracing back to 1922, Tata Coffee, a part of the Tata Group, operates 25 estates covering more than 1000 hectares in the verdant Western Ghats, thriving with diverse flora and fauna. The company, founded in 1868 by Jamsetji Tata and headquartered in Bengaluru, Karnataka, specializes in producing coffee, tea, pepper, and related products, with 19 coffee estates across South India. The brand gen | ||||
1222 | dbpedia | 3 | 2 | https://www.indianretailer.com/news/britannia-industries-expands-product-portfolio-unveils-marie-gold-jeera.n13260 | en | Britannia Industries Expands Product Portfolio, Unveils Marie Gold Jeera | [
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] | 2022-04-26T13:11:41 | Retail India - “This is Britannia’s first-ever co-created product with consumers for a specific region,” the company said. | en | https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico | Indian Retailer | https://www.indianretailer.com/news/britannia-industries-expands-product-portfolio-unveils-marie-gold-jeera.n13260 | Walkaroo, India’s one of leading footwear brand has announced Bollywood actor Varun Dhawan as its new brand ambassador and is set to launch an ambitious integrated marketing campaign to highlight its extensive range of products. This development marks a significant step in Walkaroo’s strategy to enhance its brand presence and connect more effectively with consumers across India.
The decision to appoint Dhawan as the face of Walkaroo aims to strengthen the brand's appeal among younger and fashion-conscious audiences. Dhawan’s dynamic personality and modern style are expected to resonate with the younger generation, reinforcing Walkaroo’s commitment to staying relevant in a competitive market.
“We are very happy to have Varun Dhawan join us in our commitment towards promoting a healthier and active lifestyle through walking. His youthful energy and stylish persona resonate perfectly with our brand image,” said V Noushad, Managing Director, Walkaroo International Pvt Ltd.
“This brand resonates with individuals across all age groups and is a renowned household name. With its campaign, ‘Walk, Walk, Walk; Walk with Walkaroo’, the brand encourages people to adopt walking as a simple remedy to stay active and healthy,” Dhawan commented on his appointment.
In the fiscal year 2023-24, Walkaroo reported a remarkable turnover of Rs 2,140 crore. The company has built a robust distribution network with 700 dealers and over 100,000 retail outlets across India, showcasing its extensive market reach and operational strength. This new partnership with Dhawan is expected to further bolster Walkaroo’s market presence and drive continued growth.
Honasa Consumer Ltd, renowned for its popular FMCG brands such as Mamaearth and The Derma Co, has reported a robust financial performance for the first quarter of the fiscal year ending June 2024. According to a regulatory filing released on Friday, the company has achieved a significant 62.9 percent increase in its consolidated profit after tax (PAT), which now stands at Rs 40.25 crore. This marks a substantial improvement from the PAT of Rs 24.71 crore reported in the same quarter of the previous fiscal year, highlighting a strong upward trend in profitability.
In addition to the impressive growth in PAT, Honasa Consumer also demonstrated a notable increase in revenue. For the quarter ending June 2024, the company’s revenue from operations grew by 19.28 percent, reaching Rs 554.05 crore. This increase is substantial compared to the revenue of Rs 464.48 crore recorded during the same period last year. This revenue growth underscores the company's effective market strategies and the growing popularity of its brands, contributing to its overall financial success.
Despite these positive financial indicators, the company’s total expenses for the quarter saw an increase as well. The total expenses rose by 17.42 percent, reaching Rs 520.38 crore. This rise in expenses reflects the company's ongoing investment in its operations and expansion strategies, which are essential for sustaining growth and enhancing market presence.
Moreover, Honasa Consumer’s total income for the June quarter witnessed a 20 percent increase, amounting to Rs 572.77 crore. This growth in total income further reinforces the company's strong financial performance and its ability to effectively manage its revenue streams despite rising costs.
On the stock market front, however, Honasa Consumer’s shares experienced a decline. On Friday, the company's stock closed at Rs 473.60 on the Bombay Stock Exchange (BSE), marking a decrease of 4.58 percent from the previous day’s closing price. This drop in share price, despite the positive financial results, reflects broader market trends and investor sentiment that may be influencing the company's stock performance.
The initial public offering (IPO) of Brainbees Solutions, the parent company of e-commerce platform FirstCry, was oversubscribed 12.22 times on the final day of bidding, Thursday.
The IPO, which aimed to raise Rs 4,194 crore, received bids for 60,64,29,472 shares against the 4,96,39,004 shares available, according to data from the NSE.
The portion reserved for Qualified Institutional Buyers (QIBs) was subscribed 19.30 times, while the non-institutional investors' quota saw a 4.68 times subscription. Retail Individual Investors (RIIs) subscribed 2.31 times the shares allocated to them.
Earlier on Monday, Brainbees Solutions announced that it had secured Rs 1,886 crore from anchor investors.
The IPO was offered at a price band of Rs 440-465 per share.
The public issue of the Pune-based Brainbees Solutions includes a fresh equity share issue worth Rs 1,666 crore and an offer for sale (OFS) component of up to 5.44 crore shares, valued at Rs 2,528 crore, by existing shareholders, bringing the total issue size to Rs 4,194 crore.
Under the OFS, SVF Frog, a Cayman Islands-based entity of Softbank, sold 2.03 crore equity shares of Brainbees Solutions, while Mahindra & Mahindra (M&M) offloaded 28.06 lakh shares.
In addition to Softbank and M&M, other shareholders participating in the OFS include PI Opportunities Fund, TPG, NewQuest Asia Investments, Apricot Investments, and Schroders Capital. Veteran industrialist Ratan Tata is also among the individual shareholders selling shares.
The net proceeds from the fresh issue will be utilized for establishing stores under the ‘BabyHug’ brand, investing in subsidiaries, expanding overseas, and supporting sales and marketing efforts. A portion will also be allocated for general corporate purposes.
Brokerages estimate that the company’s market capitalization post-issue will be around Rs 24,142 crore.
Founded in 2010, FirstCry has grown into India’s largest multi-channel, multi-brand retail platform for mothers’, babies’, and kids’ products, providing a comprehensive solution for parenting needs. The company expanded its presence to the UAE in 2019 and Saudi Arabia in 2022.
Kotak Mahindra Capital Company, Morgan Stanley India Company, BofA Securities India, JM Financial, and Avendus Capital are the book-running lead managers for the issue.
In response to the rapidly growing demand for high-quality pet food in India, Heads Up For Tails (HUFT), a renowned brand in the pet care industry, has launched "Hearty," an innovative dry food product poised to capture a significant share of the $800 million Indian pet nutrition market. This launch marks HUFT's ambitious move to revolutionize pet nutrition and secure its position as a category leader in the expanding market.
With the Indian pet food market projected to reach between $1.8 billion and $2 billion by 2030, reflecting a Compound Annual Growth Rate (CAGR) of 10.5 percent, the introduction of Hearty is timely. The product's launch aligns with a broader trend of increasing awareness among Indian pet parents about the importance of health and nutrition for their pets. Hearty's introduction is expected to tap into this growing demand, particularly in metropolitan Tier I and Tier II cities where pet ownership is on the rise.
HUFT has strategically positioned Hearty as a premium product, yet priced it competitively to expand its market reach. The brand's growth trajectory is already impressive, having expanded nearly 2.5 times faster than the market in the last fiscal year. HUFT aims to capture a 10 percent share of the Indian pet food market by FY25, with a target to become a Rs. 500 crore brand within the first three years of Hearty's launch.
The Hearty line is distinguished by its incorporation of Indian super herbs such as Ashwagandha, Tulsi, Moringa, Giloy, and Turmeric, known for their health benefits. This unique blend, along with a high content of real meat (60 percent) and fresh ingredients (up to 40 percent), sets Hearty apart from other products in the market, which often rely on by-products and contain less than 10 percent fresh content. The formula focuses on four key components essential for canine health: premium proteins and Omega fatty acids, fiber from high-quality vegetables and grains, and a diverse blend of vitamins, minerals, and antioxidants.
Samarth Narang, CEO, HUFT stated, “The pet food market in India is growing at a CAGR of 10.5 percent every year. Currently, it stands at 800 million Dollars. This has been largely dominated by age-old foreign brands and at Heads Up For Tails we realised the need to have an Indian brand that can be a market disruptor in a large sense. It took us many years to perfect the hearty recipe. Prioritizing health and nutrition for pets Heads Up For Tails aims to capture 10 percent share of the Indian market by FY25. There haven't been any major innovations in the past decade in the Dry food industry and we feel there is a greater need to change that. With Hearty, Heads Up For Tails has manufactured the machinery to change the way how kibble has been made over the past many decades. This allows us to deliver a much better product that does not compromise on quality and also since it is manufactured and packed in India, it helps us deliver the freshest batch to the end customer. Heads Up For Tails aims to be a 500 CR brand in the first 3 years of its launch.”
Rashi Narang, Founder, HUFT added, “India has been experiencing double-digit growth year after year with increasing demand for affordable yet specialized pet food products. Hearty is not just another dry food brand; it represents our pledge to provide pets with the nutrition they deserve. Our meticulous research, careful ingredient selection, and thoughtful packaging all reflect our dedication. Hearty is a testament to our promise to deliver excellence to our pets. Heads Up for Tails has grown in Food sales by over 46 percent compared to last year. Last FY Heads Up For Tails crossed the highest-ever Food Sales in this respective category closing the year at 650 Million Food Sales. This year, it is already on track to cross this figure and is positively aiming to cross the 1000+ Million Mark in Revenue for Food Sales through Heads Up For Tails.”
Since its launch in June, Hearty has seen over 50 percent month-on-month growth and is expected to continue this trend as HUFT aims for significant market share growth. The brand's focus on pet food, which currently contributes to about 43 percent of HUFT's overall business (60 percent including treats), underscores its strategic importance in the company’s growth plans.
With Hearty, HUFT is not just meeting the evolving needs of Indian pet parents but is also setting new industry standards, reaffirming its leadership in the pet care industry.
Honasa Consumer Ltd has announced its financial performance for the quarter ending June 30, 2024. The company achieved a 20.3 percent increase in product business growth, accompanied by a 25.2 percent rise in underlying volume growth (UVG). The EBITDA margin expanded by 201 basis points year-on-year to 8.3 percent, resulting in an EBITDA of Rs 46 crore. This growth is attributed to improved gross profit margins and scale-led efficiencies, reflecting Honasa’s continued progress in the beauty and personal care sector.
Financial Overview
Q1FY25 consolidated revenue: Rs 554 crore
Product business growth: 20.3 percent
Q1FY25 consolidated EBITDA: Rs 46 crore, an improvement of 201 basis points, driven by higher gross margins and operational efficiencies.
Q1FY25 consolidated PAT: Rs 40 crore, a 62.9 percent increase year-over-year
Working capital cycle: Negative 12 days, indicating capital efficiency
Business Overview
Volume-led growth: 25.2 percent UVG, showing increasing consumer demand
Mamaearth’s market presence: Became the fourth largest face wash brand in modern trade
Retail expansion: Mamaearth reached nearly 200,000 FMCG retail outlets in India by June 2024, a 30 percent increase year-over-year
Online and offline market share: Strong performance in the face wash category with approximately Rs 800 crore GMV ARR
New product revenue contribution: Approximately 9 percent
Recent innovations: Includes Mamaearth Rice Water Dewy Sunscreen, The Derma Co Snail Peptide 96 Hydrating Serum, and Bblunt Refresh Dry Shampoo
Premium offerings: Introduction of ‘Skin Renew by Dr. V’ range through a partnership with Dr. Vanita Rattan
Varun Alagh, Chairman and CEO of Honasa Consumer Limited said, “Reflecting on the highlights of Q1 FY25, we are delighted to report that Honasa has demonstrated remarkable resilience and growth this quarter, underscored by a strong operating performance and improved profitability. Mamaearth continues to win consumer love, driving offtakes and securing a position as the fourth largest face wash brand in modern trade according to Nielsen. Honasa has also captured a strong market share in the face wash category online while steadily gaining ground offline, driven by its House of Brands strategy and innovation capabilities. Our focus on a data-driven, consumer-centric strategy has led to a remarkable 9% contribution from new products to our revenue, while our partnerships, like with Dr. Vanita Rattan to launch ‘Skin Renew by Dr. V’ range in The Derma Co, are enhancing our premium positioning in the actives category. As we transition to a more direct distribution model, we are well-positioned to sustain and accelerate our growth trajectory. By leveraging our unique House of Brands strategy, purpose-driven approach, and strong emphasis on R&D and innovation, we are determined to solidify our leadership in the ever-evolving BPC FMCG segment.”
Honasa’s innovation strategy remains data-driven, with new product lines such as Mamaearth Beetroot Face Wash and Aqualogica Glow+ Infused Tinted Sunscreen contributing significantly to revenue. BBlunt has strengthened its position in the hairstyling category with new additions like the Hot Shot Heat Protection Mist.
The company's distribution strategy focuses on scaling both online and offline operations. Mamaearth's success is evident with its expansion to nearly 200,000 FMCG outlets and the addition of 1,000 new consumer touchpoints in partnership with Reliance Retail. Honasa is also optimizing its direct distribution model, capturing over 90% of secondary sales through DMS and reducing reliance on super-distributors.
Honasa’s commitment to sustainability is demonstrated through initiatives such as planting over 700,000 trees and improving access to clean drinking water for over 700 rural households. The company also emphasizes corporate governance with a board comprising 50 percent independent members and robust internal auditing practices.
Honasa Consumer Limited’s continued focus on growth and profitability aligns with its mission to drive value creation and positive impact, maintaining its position as a leader in the Indian FMCG/BPC sector.
Blending aesthetics and lifestyle, The Chapter, a luxury real estate brand in India, continues to shape the retail and residential market with its unique approach to high-end living spaces. The brand has recently unveiled its second project, The Chapter: Volume 002, in Aldona, North Goa, featuring 27 fully furnished homes. This launch follows the successful sell-out of their first project, The Chapter: Volume 001, which comprised 22 homes in the village of Moira, Goa, and sold out within four months.
The Chapter: Volume 001, located on a 2.24-acre site adjacent to the Moira River, offers homes designed for convenience and well-being. These residences come with private swimming pools, furnished interiors, and a personalized concierge service. The community is strategically situated 25 minutes from Manohar International Airport in Mopa and 12-15 minutes from Assagaon, connecting residents to Goa’s best lifestyle offerings, including restaurants, clubs, flea markets, casinos, and beaches.
Building on this success, The Chapter has launched Volume 002, a 2.5-acre project in Aldona, North Goa. This new development, inspired by Portuguese architecture, features homes available in 3 BHK configurations across three phases. Each home includes a private pool, a semi-covered area, and access to world-class amenities. The gated community offers privacy, luxury, and easy connectivity to nearby attractions, including Assagaon, the Manohar International Airport, and National Highway 66.
The Chapter was founded by a group of prominent figures in the luxury real estate sector, including Nadir Godrej, Madhavan Menon, Mohit Gujral, Darshan Shah, Vera Tata Choksey, Symphony International Holdings Ltd., Nibhrant Shah, Dhimaan Shah, and Rohan Lamba. These leaders bring a wealth of experience to the brand, which co-creates homes with homeowners to offer a personalized design experience.
The Chapter provides various design identities to suit different lifestyles and aesthetic preferences. These include the Eclectic Design for maximalists, the Japanese design for functionalists, the Modern Tropical Design for nature enthusiasts, and the Modern Farmhouse Design for those with rustic tastes. Other options include the Santorini Design for stylish travelers, the Modern Minimal Design for minimalists, the Transitional Design for creative individuals, and the Modern Mid-Century Design for those who appreciate new-age classics.
Darshini Thanawala, Vice President of Business Growth and Strategy at The Chapter commented, "At The Chapter, we sought to address the untapped potential in the luxury real estate market in the most sought-after non-urban location. Our extensive research and understanding of the market led us to identify a desire for high-end and technologically advanced homes that offer a lifestyle of exquisite living. Our goal was to provide a new perspective in the industry, granting our homeowners a level of creative control often lacking in the home buying and design process."
The Chapter’s strategic vision and commitment to quality have positioned it as a key player in the Indian real estate market. With a focus on customer-centricity, trust, and timely delivery, the brand is set to redefine industry standards and establish new benchmarks in luxury real estate.
Timex, a renowned watchmaking brand, is marking its 170th anniversary by celebrating a legacy of crafting durable and beloved timepieces designed to last a lifetime. Since its establishment in 1854, Timex has proudly embodied the spirit of American ingenuity, revolutionizing the centuries-old watchmaking industry by creating quality, accessible watches, and establishing a legacy of innovation.
The brand's history is rich with moments of challenging the status quo, from making timekeeping accessible to the masses with innovations like brass movements and mass assembly lines, to moving watches from the pocket to the wrist with the introduction of the “watch that made the dollar famous.” Timex continued to break new ground by transforming women’s timepieces into fashionable accessories rather than just heirlooms. The brand’s innovative spirit was evident when they tested their watches live on television, invented the first NASA-certified smartwatch, launched it into space, and introduced the first sports watch—a tradition that continues today as Timex remains a prominent player in the sports watch category. The introduction of INDIGLO also revolutionized how the world reads time in the dark.
In India, Timex made its entry nearly 35 years ago in 1988, launching its acclaimed watch franchises such as Marlin, Waterbury, and Q Timex. The brand later introduced Fria, a collection designed for fashion-conscious modern Indian women, which seamlessly blends classic designs with modern interpretations.
Deepak Chhabra, Managing Director of Timex India expressed, “It’s an absolute moment of pride for us to be a part of this iconic heritage and celebrate this milestone of 170 years of global excellence. From the launch of Timex's iconic franchise Marlin, the brand has continued to build a legacy through technological innovation and contemporary designs. A Timex does more than just tell time; it tells your story. Our 35-year-old journey in India aligns with current fashion trends, solidifying our relevance and deepening our connection with Indian consumers.”
Throughout its history, Timex has introduced and nurtured iconic franchises such as Marlin, Waterbury, Q Timex, and Expedition North, each of which encapsulates the brand’s rich heritage and commitment to innovation. The Fria collection, designed specifically for the Indian market, embodies versatility with its vibrant colors, playful patterns, and geometric shapes, making each piece a unique story and a perfect accessory for any occasion.
What truly defines Timex extends beyond its storied heritage—it’s the way its watches have evolved from being simple tools to cherished companions, worn and loved by generations across the globe.
Page Industries Limited, India's leading apparel manufacturer, announced its financial results for the first quarter ending June 30th, 2024. The company's performance highlights a steady growth trajectory, driven by retail expansion and ongoing investments in digital and e-commerce platforms across India.
Key financial results for Q1 FY25 include a 2.6 percent year-on-year increase in sales volume, totaling 57.4 million pieces. Revenue rose by 3.9 percent YoY to Rs 12,775 million, while EBITDA stood at Rs 2,433 million with a margin of 19 percent, marking a sequential growth of 2.5 percent. The company achieved a Profit After Tax (PAT) of Rs 1,652 million, reflecting a 4.3 percent increase YoY.
V.S. Ganesh, Managing Director of Page Industries Limited said, "Our dedicated efforts to enhance the inventory health of our distributors have significantly boosted the overall efficiency of our business. We have successfully maintained strong operating margins while simultaneously advancing several digital transformation initiatives, enhancing consumer engagement, and investing in technology."
The quarter also saw the company making substantial strides in the e-commerce space, a key driver of growth in the Indian retail market. With consumer confidence on the rise, there has been an uptick in spending on clothing and accessories. The expansion of e-commerce and digital platforms has allowed brands to connect more effectively with a broader consumer base.
As the Indian retail industry continues to evolve, Page Industries remains optimistic about the resurgence of demand in the coming quarters. The company is well-prepared to capitalize on this growth, supported by rising disposable incomes, rapid urbanization, and a young consumer base with a growing preference for branded products.
India is rapidly becoming a key market for global lifestyle brands, with 90 percent of the top 50 international brands now operating in the country. This trend is being driven by the strong growth of online retail and a rapidly expanding e-lifestyle market, according to a study released by Bain and Company in collaboration with Myntra.
The study, which draws on Bain’s analysis, market research, and industry interviews, highlights India as a significant retail destination for global brands. "India is also a key lifestyle destination for global brands—90 percent of the top 50 global brands are active in India and half of them already have India revenue greater than $30 million," the report states. The study reveals that scaled global fashion brands in India have seen a steady 20 percent annual growth from 2018 to 2023.
Approximately 50 percent of these global brands generate over $30 million in revenue in India. Moreover, in the past year alone, over 60 lifestyle brands were either launched or announced plans to enter the Indian market. These brands range from large-scale ($1 billion+ global revenue) to mid-scale and include luxury, new-age, and specialized East Asian brands.
The study emphasizes that the online retail channel is the preferred entry point for global brands in India. Online platforms offer access to a large customer base, detailed market insights, and comprehensive operational support, which has enabled these brands to expand profitably in the Indian market. Brands like H&M and Mango have successfully used online platforms to reach customers in tier-ll cities and overcome operational challenges typically faced in a new market.
Shyam Unnikrishnan, a partner at Bain and Company, commented on the evolving landscape: “India’s e-lifestyle market has come of age in the last few years, with a diverse shopper base—ll in lll online shoppers are from beyond top 50 cities, l in ll are from non-affluent segments, and l in lll are Gen-Z. There still exists massive penetration headroom. 1 in 5 dollars spent on lifestyle will be online.”
India’s lifestyle market, currently valued at $130 billion—with fashion contributing nearly 80 percent and the remainder coming from beauty and personal care—is expected to grow at a compound annual growth rate (CAGR) of 10–12 percent, reaching $210 billion over the next five years. This growth will be supported by easing inflationary pressures and favorable shifts in demand, including rising incomes, a growing Gen-Z shopper base, and increased demand for branded products.
As India continues to evolve as a retail hub, global lifestyle brands are set to play a significant role in shaping the future of the country’s e-lifestyle market.
New Era Cap, the New York-based headwear brand, has entered into a long-term licensing agreement with Metro Brands Limited (MBL), one of India’s largest footwear and accessories retailers. This partnership is set to expand New Era’s retail presence across India and further Metro Brands’ retail expansion into the athleisure market.
Under the agreement, Metro Brands Limited will have exclusive rights to distribute and sell New Era products, including headwear, apparel, and accessories, through retail stores and shopping kiosks in India. Additionally, MBL will manage online sales through its websites, New Era's site, and other online marketplaces. New Era products will also feature in upcoming Foot Locker stores in India.
New Era, known for its iconic headwear, such as the 59FIFTY fitted cap, the 9FIFTY snapback, and the adjustable 9FORTY, has built a reputation for authenticity and individuality. The brand is the official on-field cap for Major League Baseball and the National Football League, appealing to sports fans and fashion-conscious consumers.
The Indian headwear market has seen significant growth through e-commerce, and Metro Brands plans to strategically tap into this potential by integrating sports culture into the cap industry with New Era. This move aligns with Metro Brands' broader retail strategy in India.
Paul Gils, VP of New Era said, "We are thrilled to be partnering with Metro Brands to create a robust growth plan for both headwear and apparel in India. Metro Brands has a deep understanding of the Indian consumer and expertise in retail and distribution. We look forward to significant brand expansion over the coming years."
Nissan Joseph, CEO of Metro Brands Limited said, "At Metro Brands Ltd, our vision is to introduce the finest global brands to India and fulfill our customers' complete athleisure wardrobe needs. This partnership marks a major milestone in that journey. It will allow us to revolutionize the cap market, elevate the retail experience, and address the evolving preferences of our customers."
With over 800 stores across India, Metro Brands Ltd is also preparing to open the first Foot Locker store in the country, further strengthening its retail portfolio, which includes brands like Metro Shoes, Mochi, Crocs, FitFlop, and Fila.
Hyderabad-based Filatex Fashions, a prominent exporter of socks and cotton products, announced a major development recently. The company revealed that its subsidiary, Filatex Mines and Minerals Pvt Ltd, has secured a substantial export order worth USD 35 million (approximately Rs. 293 crore) for the supply of white marble. This significant order comes from Bloomflora Ventures Ltd, a company specializing in hospital development, and is intended for use in the construction of 54 hospitals across Africa.
The order for supplying white marble over a period of seven years is estimated to be USD 35 million (around Rs.300 crore). This deal represents the first major export contract for Filatex Mines and Minerals Pvt Ltd, marking a notable expansion into the mining sector for the company.
In addition to this milestone, Filatex Fashions has also made headlines with its corporate governance decisions. The company’s shareholders recently approved a 5:1 stock split during an extraordinary meeting held on July 15. This stock split will result in the issuance of five new equity shares for every share currently held, a move designed to enhance liquidity in the capital markets and broaden the shareholder base. The board’s decision to proceed with the stock split was initially made on June 7.
Moreover, Filatex Fashions has announced the appointment of Sunil Agarwal as an Additional Director and CEO in the Executive Director category. This appointment was approved by the Board of Directors during their meeting on July 26, 2024. This leadership change is expected to drive further growth and strategic direction for the company as it continues to expand its business operations and market presence.
ITC Sunfeast, known for its innovative consumer experiences, recently hosted a unique event featuring a lively discussion between hen and cow representatives. They humorously addressed the challenges of making milk and eggs more appealing to children while emphasizing their nutritional benefits.
Following this, a panel discussion took place with notable figures including Madan Mohan Maiti, Chairman of NECC West Bengal, Dr. Dulal Chandra Sen, Vice-Chairman of IDA East Zone, Dr. Ananya Bhowmik, Clinical Nutritionist and Lifestyle Consultant, celebrity mom Koneenica Banerjee, and Archana Sinha, Co-Founder and CEO of Nourishing Schools. The panel highlighted the importance of eggs and milk during a child's developmental years due to their high protein content and other essential nutrients like Vitamins A, D, E, and iron. They discussed innovative ways to make milk and egg consumption more appealing to children.
Understanding the retail industry's gap in providing convenient nutrition options for children, ITC Sunfeast introduced the Sunfeast Super Egg & Milk Biscuit, featuring the 'Goodness of Protein'. The biscuit is crafted to offer children both nutrition and a delicious, crunchy texture. The tagline, "Super Combo, Super Tasty," underscores the brand’s commitment to delivering nutritious products.
Ali Harris Shere, COO of Biscuits and Cakes Cluster, ITC Foods said, "Our consumer research highlighted that mothers consider egg and milk essential for children, but these ingredients are not convenient for out-of-home consumption. Mothers want to provide these nutrients, but existing products do not combine both. This led us to develop a biscuit that includes both essential food components, making it convenient for everyday consumption. We are the first to introduce a biscuit with egg and milk at various accessible price points in India."
ITC aims to offer value-added food products to consumers, considering changing lifestyles and preferences. Under its nutrition strategy ‘Help India Eat Better’ framework, ITC leverages its strengths in science-based, consumer-led product development and agriculture to meet consumer needs and help them make informed choices.
Aditya Birla Fashion and Retail Ltd (ABFRL) announced that its consolidated loss after tax widened to Rs 214.92 crore for the first quarter ending June 30, 2024. This increase in loss was primarily due to higher expenses amid a sluggish consumption environment.
In the same quarter last fiscal year, the company had reported a consolidated net loss after tax of Rs 161.62 crore, according to ABFRL's regulatory filing.
The company's consolidated revenue from operations for the first quarter rose to Rs 3,427.82 crore, compared to Rs 3,196.06 crore in the corresponding period of the previous year.
Total expenses for the quarter increased to Rs 3,724.89 crore, up from Rs 3,458.02 crore in the previous year.
"Businesses continued to navigate through a subdued consumption environment, further exacerbated by a prolonged heat wave and a weak wedding season," the company stated.
The consolidated net profit was impacted by ongoing investments in digital-first fashion brands TMRW and losses in premium ethnic wear brands TCNS, the company added.
The growth for the quarter was predominantly driven by newer businesses operating in emerging consumer segments.
Throughout the quarter, all business units focused on margin expansion rather than revenue growth in the challenging environment, ABFRL noted.
Looking ahead, the company remarked, "Our performance over the last few quarters validates the strategy of expanding our portfolio into new high-growth segments. As the market navigates through current headwinds, we remain steadfast with our focus on driving profitable growth."
Godrej Consumer Products Limited (GCPL), a leading FMCG company in emerging markets, released its financial results for the quarter ending June 30, 2024. The results highlight the company's performance across various regions, with significant growth in key markets and the announcement of a strategic move into the pet care sector in India.
Q1 FY 2025 Performance Summary:
India Business: Organic volume grew by 8 percent, reported volume increased by 10 percent, and sales rose by 9 percent year-on-year.
Indonesia: Volumes grew by 7 percent, and sales increased by 11 percent in constant currency terms year-on-year.
Africa, USA, and Middle East: Sales declined by 25 percent in Rs terms and 10 percent in constant currency terms year-on-year.
Latin America and SAARC: Sales grew by 7 percent in Rs terms and surged by 147 percent in constant currency terms year-on-year.
Consolidated EBITDA: Increased by 13 percent year-on-year.
Consolidated Net Profit: Grew by 14 percent year-on-year (excluding exceptional items and one-offs).
GCPL Enters Pet Care Market in India
GCPL announced its entry into the pet care market in India through its subsidiary, Godrej Pet Care (GPC). The pet care industry in India is valued at approximately Rs 5,000 crore and is expected to experience strong double-digit growth in the coming decades. GCPL plans to invest Rs 500 crore in GPC over five years, with Godrej Agrovet Limited (GAVL) serving as the manufacturing and R&D partner. Operations are expected to commence in the second half of FY 2026.
Sudhir Sitapati, MD and CEO of GCPL said, “We started the year with healthy volume growth in our key geographies of India and Indonesia. In India, we delivered an organic volume growth of 8 percent and reported volume growth of 10 percent. The performance was broad-based across Home Care and Personal Care. In Indonesia, we continue to deliver robust performance with 7 percent volume growth. In organic terms, Africa, USA, and the Middle East sales declined by 10 percent in constant currency terms while 25 percent in Rs terms due to depreciating Naira. However, offtakes continue to remain strong. This translated in organic consolidated revenue declining by 1 percent while in constant currency terms sales was up by 11 percent. Our quality of profits has been improving consistently over the last few quarters with reported consolidated gross margin improving by 230 bps year-on-year. Our EBITDA margin, too, improved by 310 bps year-on-year."
Sitapati added, "Today, we are announcing the formation of Godrej Pet Care (GPC), a subsidiary of GCPL. Pet foods is already a Rs 5,000 crore category with many decades of late teens growth ahead. To give a perspective, only ~10 percent of Indians own a pet of which only 10 percent feed packaged food and that too only 40 percent of the time. Calorie conversion in India is only 4 percent. China, which was remarkably similar to India 15 years ago, has 20 percent pet ownership with a calorie conversion of 25 percent. While the opportunity is clear, we believe that our right to win as a group is high. GAVL, our group company, is the market leader in animal feed and has a good understanding of pet foods R&D, with competitive advantages in supply chain. GCPL will invest the entire capital of Rs 500 crore in GPC over a period of 5 years, post which we see GPC becoming cash flow positive. GAVL will be our manufacturing and R&D partner. Lead times to set up capex are long, and we hope to commence manufacturing in the second half of next year."
Business Update – India
Performance Highlights: Q1 FY 2025 India organic sales grew by 6 percent, volume grew by 8 percent, EBITDA grew by 8 percent, and net profit without exceptions and one-offs grew by 5 percent.
Home Care: Grew by 8 percent with stable low-single-digit growth in Household Insecticides, double-digit volume growth in Air Fresheners, and strong double-digit volume growth in Fabric Care.
Personal Care: Grew by 6 percent with stable volume growth in Personal Wash, strong double-digit growth in Magic Handwash, and double-digit growth in Shampoo Hair Colour.
Business Update – Indonesia
Sales grew by 11 percent in constant currency terms and 3 percent in Rs terms. Volumes grew by 7 percent. EBITDA margins improved by ~400 bps year-on-year to 23.3 percent.
Business Update – Africa, USA, and Middle East
Organic sales declined by 10 percent in constant currency terms, further impacted by the devaluation of Naira. EBITDA margin increased to 14.4 percent, up ~660 bps year-on-year.
GCPL's Q1 FY 2025 results reflect the company's robust performance in key markets and strategic initiatives aimed at driving growth and profitability. The entry into the pet care market signifies GCPL's commitment to expanding its portfolio and leveraging growth opportunities in emerging sectors.
Bata India Limited has announced its financial results for the quarter ending June 30, 2024. The company's revenue from operations for the quarter was Rs. 9,446 million, a slight decrease from Rs. 9,581 million reported for Q1FY24. Net Profit for the quarter stood at Rs. 1,744 million. These results reflect Bata's disciplined execution of strategies centered on premiumization, investment in marketing and technology, and enhancing customer experience while maintaining gross margins despite a challenging consumption environment.
In addition to its operational results, Bata reported a one-time gain of Rs. 1,340 million from the sale of property. The quarter also included a one-time expenditure of Rs. 147 million on technology investments. The company declared an interim dividend of Rs. 10 per share, totaling Rs. 1,285.28 million.
Gunjan Shah, MD and CEO, Bata India Limited stated, “Bata India navigated well through the slugging consumption environment further accentuated due to the elections and extreme heat wave in the last quarter. We sustained our gross margin with our premiumization strategy while continuing investments in marketing and technology platforms. We added 33 Franchise Stores in the quarter, primarily in Tier III – IV towns to cater to the demand for branded products and achieve better returns on capital. Bata also launched its 2nd Power EBO in Delhi. Along with cautious control on costs and focus on efficiency and productivity, we continued to manage our inventory while having strong in-store availability of fresh merchandise in anticipation of festive season-driven consumption uptick.”
Bata continued to broaden its reach with a network of 1,916 stores, including both company-operated and franchise locations. The company's e-commerce segment performed robustly, showing significant growth in digital sales compared to the previous quarter. Bata's strategy of casualizing its portfolio proved successful, particularly with the Sneaker category, which saw strong results from the Power brand. The expansion of Sneaker Studios and Floatz Kiosks further underscored this success. Additionally, 37 stores were renovated during the quarter, focusing on introducing new styles and integrating technological advancements. Bata also launched a groundbreaking promotion, the “Try and Fly” campaign, aimed at increasing foot traffic to its stores.
Urban Square Mall, recognized as Rajasthan's premier shopping, food, and entertainment destination, continues to strengthen its position as a top retail choice in India. The mall's success has attracted a slew of national and international brands eager to open their outlets.
Leading brands set to open at Urban Square Mall include Burger Singh, a popular fast-food chain; Yeh Hai Mumbai Meri Jaan, offering Mumbai's flavors; and Chatkaz, known for traditional snacks and street food. Additionally, Wooden Street, known for stylish and quality furniture, will be opening its store this week.
"We are focused on establishing Urban Square Mall as a premier one-stop destination for both shoppers and travelers. Since its inception, the mall has rapidly become Udaipur's most sought-after commercial hub. To maintain this position, we are curating a diverse range of activities and experiences, ensuring that Urban Square Mall provides top-of-the-line shopping, leisure, and dining options. Our goal is to create an exceptional environment that caters to a wide array of interests and preferences," said Uddhav Poddar, MD of Bhumika Group.
In addition to these store openings, several new kiosks are being added to enhance the in-mall experience. These kiosks will feature fashion accessories, kids' toys, fish spas, tattoos, and mehndi services, adding a unique and diverse range of offerings for visitors.
This year, Urban Square Mall has already welcomed brands such as PVR Inox, Lemon Tree Hotels, Jusjumpin, Baggit, Vishal Mega Mart, Silver Pearl, Wooden Street, OMG Accessories, and Unicorn Dream.
Looking ahead, the mall has plans to introduce more brands, including Manbhawan Thali, Vinod Cafe, and Octave Apparels, along with kiosks like Tattoo Art, Lassi Mart, Amul Ice Cream, and Fish Spa. A new Sports Arena will also be launched, further diversifying the range of activities available to visitors. Additionally, Urban Square Mall has signed an agreement with IHG to develop a 195-key Holiday Inn, which is currently under construction.
With its ongoing expansion and commitment to offering a comprehensive shopping and leisure experience, Urban Square Mall continues to consolidate its position as the leading choice for shoppers and travelers in the region.
Lotte Wellfood, a South Korean confectionery giant, announced the merger of its Indian subsidiaries, Lotte India and Havmor Ice Cream, to create an integrated entity in India. This strategic move, part of Lotte’s One India initiative, aims to enhance the company’s brand presence and secure growth momentum in India’s retail confectionery and ice cream market. The combined entity targets annual sales of 1 trillion KRW (approx. Rs 6000 crore) through a series of investments.
As the first step under the One India initiative, Lotte Wellfood revealed plans to establish a new ice cream production facility for Havmor in Pune, Maharashtra, with an investment of Rs 400 crore. This expansion will extend the company's reach from western to south-central India.
Chang-Yeop Lee, CEO of Lotte Wellfood stated, “With the launch of One India, we aim to solidify Lotte's brand presence and secure growth momentum in the Indian market. Our long-term vision includes substantial investments in India, a key emerging market with the world's largest population and robust economic growth. The merger of our Indian subsidiaries is a strategic move to enhance management efficiency and maximize synergy. Beyond strategic growth, our focus is on strengthening the local Lotte brand through diversified product portfolios and the integration of logistics and production bases. The merger will play a crucial role in achieving greater market share and increasing sales. This union will enable us to offer a more comprehensive range of products to our consumers, meeting their diverse preferences and needs.”
On July 29, the Boards of Directors of Lotte India and Havmor approved the merger plan, with Havmor Ice Cream integrating into Lotte India. Both brands will retain their identities for seamless operations. The merger is expected to be completed by the second half of this year, with the integrated entity launching early next year. As part of its localization strategy, Lotte India had previously invested over Rs 210 crore to establish the first overseas production base for Lotte Pepero at its Haryana factory, aiming to start operations in the second half of next year. Following Lotte Choco Pie, the company plans to develop and introduce localized versions of Lotte Pepero reflecting local eating habits and climate conditions.
Lotte Wellfood entered the Indian market in 2004 by acquiring Parrys, an Indian confectionery company, and renaming it Lotte India. In December 2017, Lotte acquired Havmor Ice Cream, further strengthening its operations. Lotte India recorded double-digit growth last year, while Havmor holds the top market share in the ice cream sector in western India. The unified Lotte India entity aims to secure a strong financial structure and achieve annual sales of 1 trillion KRW (approx. Rs 6000 crore) through aggressive investments for future growth.
Raymond Ltd disclosed a notable 26.7 percent increase in its consolidated net profit from continuing operations, which reached Rs 57.04 crore for the first quarter ending June 2024. This is a significant rise from the Rs 45.02 crore reported for the same quarter in the previous fiscal year, as stated in the company's regulatory filing.
The company also reported a substantial increase in revenue from continuing operations, which amounted to Rs 937.65 crore for the quarter, compared to Rs 473.37 crore in the corresponding period last year.
The quarter ending June 30, 2023, was marked by the board's approval of a demerger plan for Raymond Ltd's lifestyle business, which was transferred to a newly formed entity, Raymond Lifestyle Ltd. The demerger process was completed on June 30, 2024, with the listing of Raymond Lifestyle Ltd expected in the second quarter of this year.
With this reorganization, Raymond Ltd's primary focus now shifts to its real estate and engineering ventures.
Gautam Hari Singhania, Chairman & MD, Raymond Ltd shared, “Our real estate business continues to expand its portfolio through the JDA (joint development arrangement) route and we have been appointed as the preferred developer in our fourth project outside Thane land in Bandra MIG. Our foray into the aerospace business, following the acquisition of MPPL (Maini Precision Products Ltd), is showing promising signs with its strong performance in the first quarter."
This statement underscores the company’s strategic diversification and its successful initial steps in new business areas.
In Q1FY25, Marico Limited reported revenue from operations of Rs 2,643 crore, reflecting a 7 percent year-on-year increase. The growth was driven by a 4 percent volume increase in the domestic business and a 10 percent constant currency growth in the international business. The overall FMCG volume trends in India showed gradual improvement, with rural areas showing more promise than urban. Both Home and Personal Care (HPC) and Foods segments saw growth, with the premium segments outperforming the mass segments.
Domestic revenue reached Rs 1,962 crore, marking a 7 percent year-on-year increase. This was supported by price hikes in the Coconut Oil portfolio, which offset the residual impact of pricing cuts in the Saffola Oils portfolio. Over 90 percent of Marico's key portfolios either gained or maintained market share and penetration on a moving annual total (MAT) basis.
During the quarter, Marico executed Phase 1 of Project SETU in six states, expanding direct coverage in urban and rural markets. The initial results were promising, and the company plans to scale up Phase 1 markets and expand into more states during FY25.
The international business maintained its double-digit constant currency growth, with each key market contributing to the broad-based growth. Gross margin expanded by 230 basis points year-on-year, and advertising and promotion spending increased by 13 percent. EBITDA margin stood at 23.7 percent, up 50 basis points, with EBITDA growing by 9 percent. The profit after tax (excluding one-offs) rose by 12 percent due to a lower effective tax rate, while reported PAT growth was at 9 percent.
Marico expects gradual growth in its core domestic categories through initiatives to enhance profitability and expand direct reach under Project SETU. The company aims to grow its Foods portfolio at a 20-25 percent compound annual growth rate (CAGR) to double FY24 revenues by FY27. The digital-first portfolio is projected to achieve an annual recurring revenue (ARR) of Rs 550-600 crore by the end of FY25 and double FY24 ARR by FY27.
The international business, which has shown resilience despite macroeconomic challenges, is expected to maintain double-digit constant currency growth. Marico aims to deliver revenue-led earnings growth in FY25, driven by improved domestic volume growth, favorable pricing cycles, and healthy international business momentum.
Saugata Gupta, MD and CEO of Marico stated, “The new fiscal has started on a promising note for both the domestic and international businesses with revenue growth visibly turning a corner. We expect to sustain the improving trajectory in the core domestic business on the back of consistent market share and penetration gains coupled with the ongoing initiatives to revive growth in traditional trade and expand direct reach under Project SETU. We will also maintain a steadfast focus on the profitable scale-up of the Foods and Digital-first brands. The international business has been veritably consistent over the last few years and is expected to maintain its double-digit constant currency growth momentum. We will aim to deliver on each of the key performance parameters and drive healthy revenue-led earnings growth in the near and medium term.”
This comprehensive approach to growth and market expansion underscores Marico's strategic vision for its retail and international businesses, setting a robust foundation for sustained performance in the coming years.
Allcargo Group, an India-born global logistics conglomerate, has appointed Ketan Kulkarni as Deputy Managing Director of Gati Express and Supply Chain Pvt. Limited, a material subsidiary of Allcargo Gati Limited. This move aims to further bolster the company's growing business in the retail and logistics sectors across India. Ketan steps into this role after serving as Chief Growth Officer of Allcargo Group in the Chairman’s office.
Ketan will assume his new responsibilities immediately, working closely with Pirojshaw (Phil) Sarkari, Managing Director and CEO of GESCPL. This collaboration aims to facilitate a smooth leadership transition and drive the company’s growth in the express and contract logistics business, focusing on sales, operations, customer service, and digital initiatives.
Phil Sarkari will retire on November 30, 2024, upon reaching the age of superannuation. He will continue to serve as a Non-Executive and Non-Independent Director on the Board of Allcargo Gati Limited.
Ketan Kulkarni brings over three decades of diversified experience to his new role, with a track record spanning sectors such as logistics, consumer durables, FMCG, and beverages.
Shashi Kiran Shetty, Founder and Chairman of Allcargo Group said, “Ketan’s appointment as the Deputy Managing Director of GESCPL aligns with the Group’s vision to strengthen its leadership team, enhance efficiency, and capture emerging opportunities. We have great faith in his strategic and execution abilities. His leadership capabilities will be instrumental in boosting the customer experience and growth outlook of the company.”
Ketan Kulkarni, Deputy MD of Gati Express and Supply Chain Pvt. Limited said, “I am excited to step into this new role. At Allcargo Gati, we are committed to creating effective and efficient logistics solutions backed by future-ready digital tools and technology. With unmatched reach across India and a strong brand legacy of quality service delivery, we will continue to strengthen our position in the express and contract logistics space. I look forward to working with various divisional heads at Allcargo Gati to deliver growth and superior customer experience.”
This strategic leadership change is expected to enhance Allcargo Gati's market presence and operational efficiency, further cementing its position as a leader in the logistics industry in India.
Mars Wrigley India has announced a partnership with CleanMax, a leading provider of renewable energy solutions for the Commercial and Industrial (C&I) sector in Asia. This collaboration is aimed at advancing Mars Wrigley India's sustainability goals by reducing carbon emissions and enhancing its renewable energy usage. The partnership supports the company's target of achieving net zero emissions by 2050.
As part of this initiative, CleanMax will implement a combined total of 6.2 MWp of offsite and onsite solar projects tailored to the energy needs of Mars Wrigley India's manufacturing facilities. A notable project includes a 4 MWp offsite solar installation, which will supply renewable energy to Mars's plant in Pune through CleanMax's Akot Farm in Maharashtra. Additionally, onsite solar projects will contribute to Mars Wrigley India's energy independence and reinforce its commitment to sustainable operations.
Tamer Kadry, Country General Manager at Mars Wrigley India stated, “At Mars Wrigley India, sustainability is at the core of our operations. Our collaboration with CleanMax marks a pivotal step in our journey towards achieving our 2050 net zero emissions goal. By harnessing renewable energy across our facilities, we are not only reducing our carbon footprint but also upholding our purpose. We continue to innovate and uphold sustainable practices from our factories to the end use of our products, ensuring minimal to no negative impact on the environment.”
The renewable energy projects are expected to significantly impact both the environment and local communities. These projects will reduce CO2 emissions by approximately 119,000 tCO2e over their lifespan and will produce around 9.3 GWh of renewable energy annually. This energy production is comparable to the environmental benefit of planting approximately 400,000 trees.
Mars Wrigley India’s efforts align with its broader sustainability commitments, as outlined in the Mars Sustainable in a Generation Plan, which supports various UN Sustainable Development Goals. This plan includes initiatives to expand renewable energy usage, promote water conservation in agriculture, eliminate deforestation, and advance circular economy principles in product packaging.
Kuldeep Jain, MD of CleanMax said, “Joining hands with Mars Wrigley India in their sustainability efforts is a moment of pride for us. This collaboration reflects a shared commitment to a green and decarbonized future. CleanMax provides tailored and innovative renewable energy solutions to assist Mars Wrigley India in reducing its environmental impact and achieving its sustainability milestones.”
By integrating CleanMax’s renewable energy solutions into their operations, Mars Wrigley India sets a strong example for the corporate sector, demonstrating a commitment to a cleaner and more sustainable future.
Fratelli Vineyards, India's second-largest wine brand with a 35 percent share in the domestic market, is set to make its stock market debut this week following a share-swap transaction with a listed sister company. The move marks a significant step in the company's strategy to reach a revenue target of Rs 650 crore by 2028.
Gaurav Sekhri, Managing Director of both Fratelli Wines and Tinna Trade India, which is facilitating the listing through a reverse share swap, provided insights into the company's strategic direction. Sekhri explained that Tinna Trade, a farm commodity trader listed on the BSE, acquired Fratelli Wines Pvt Ltd in March through a share-swap deal.
Despite India's low per capita wine consumption, Sekhri highlighted significant changes over the past decade. Consumption has shifted from predominantly rural areas to urban centers, with cities like Lucknow, Kanpur, Nagpur, and Vijayawada now showing increased interest in wine.
Fratelli Vineyards reported a gross turnover of about Rs 247 crore in FY24, with 70 percent of the revenue coming from luxury, super-premium, and premium segments. The company achieved a 25 percent growth rate over the past four years, compared to the industry average of 15 percent. Sekhri pointed out that Fratelli's strongest areas are the luxury segment, with wines priced above Rs 2,000, and the ready-to-drink wine-in-a-can category. The company's EBITDA margin stood at 13 percent, amounting to Rs 28.6 crore.
The company has made notable strides in its luxury segment, launching products like Sette and J'noon, which have set new standards in pricing and quality for Indian wines. Over the past four fiscal years, Fratelli's gross revenue has nearly doubled, with a significant recovery starting in FY22 following the COVID-19 pandemic.
Fratelli currently produces around five lakh cases annually and plans to increase this capacity to 15 lakh cases. The company operates four wineries across Maharashtra and Karnataka, with a total capacity of 4.7 million liters. Sekhri emphasized that Fratelli is the first in Asia to produce white wine from red grapes (Sangiovese Bianco).
Sekhri explained the rationale behind the company's decision to list Fratelli Wines via IPO, noting that it was increasingly difficult to justify maintaining a trading business alongside the wine operations. The share swap with Tinna Trade will allow Fratelli Wines to become a publicly listed entity, marking the end of Tinna Trade's trading activities.
According to spirits consultancy IWSR, India's wine market is projected to grow at 10 percent annually until 2027. The consumption of wine increased by 19 percent in volume in 2022, while other beverage categories also saw notable growth.
V-Mart Retail Ltd. has announced a notable financial turnaround for the first quarter ending June 2024, reporting a profit of Rs 12.14 crore. This represents a substantial recovery from the Rs 21.94 crore loss recorded in the same period the previous year, as detailed in a recent regulatory filing.
The company's revenue from operations surged by 15.85 percent, reaching Rs 786.08 crore for the quarter, compared to Rs 678.52 crore in the corresponding quarter of the prior year. This increase reflects the retailer's successful strategies and growth in its business operations.
V-Mart's total expenses for the June quarter amounted to Rs 781.40 crore. Breaking down the revenue sources, the company earned Rs 774.50 crore from its core retail trade activities. In addition, it garnered Rs 11.58 crore from its digital marketplace, Limeroad, indicating a growing presence in the online segment.
Despite the positive earnings report, V-Mart Retail's stock saw a decline on Monday. The shares closed at Rs 3,248.80 each, marking a decrease of 5.26 percent from the previous close. This drop in stock price contrasts with the company's strong quarterly performance, reflecting the broader market dynamics and investor sentiment.
The significant improvement in V-Mart's financial results highlights the company's effective management and growth strategies during the quarter. It also underscores the challenges and fluctuations in the stock market, even when a company delivers impressive earnings and revenue growth.
SAJ Food Products Pvt. Ltd has announced that the Calcutta High Court has granted an ex-parte injunction preventing Parle Biscuits from selling and marketing their new biscuit product under the brand name "TOP GOLD STAR."
Bisk Farm has been using the "TOP GOLD" mark for one of its biscuit products since 2005 and has secured statutory protection through trademark and copyright registrations. SAJ is the sole entity registered and/or applied for the "TOP GOLD" mark with the Trademark Registry. Recently, it was observed that Parle launched a new product in the same category under the name "TOP GOLD STAR."
Bisk Farm asserted that it is the prior and only registered user of the "TOP GOLD" mark in Class 30 as of this date. Parle's use of "TOP GOLD STAR," with 'TOP' and 'GOLD' in larger font and 'STAR' in smaller font, is structurally, phonetically, and deceptively similar to Bisk Farm's "TOP GOLD" mark and is used for identical goods, i.e., biscuits. Bisk Farm argued that this constitutes a clear act of passing off and approached the Calcutta High Court to restrain Parle Biscuits from using the "TOP GOLD STAR" mark.
On 19th July 2024, Hon'ble Justice Krishna Rao issued a stay order preventing Parle from selling and marketing their product under the "TOP GOLD STAR" brand name until 27th August 2024.
Vijay Singh, MD of Bisk Farm stated, “We have a distinguished history of introducing distinct biscuits, each marked by its own unique identity, all of which have been well-received by consumers. We are determined to protect our intellectual property rights and brand integrity which has been carefully built over two decades by our late founder K.D.Paul. We are thankful to the honorable court for issuing an ex-parte protective order against this action of trademark infringement by Parle.”
Flipkart's fashion vertical head, Arief Mohamad, is set to exit the company, with his role being assumed by Myntra's CEO, Nandita Sinha. Sinha, who successfully led Myntra to achieve EBITDA-level profitability earlier this year, will now oversee the fashion division of Flipkart, Myntra's sister company. Despite Sinha's leadership, both Flipkart and Myntra, owned by Walmart, will continue to operate independently.
A Flipkart group spokesperson confirmed the change stating, “Nandita has been instrumental in driving the growth of numerous businesses within the Flipkart ecosystem. Under her leadership, Myntra has solidified its position in the fashion industry, while also paving its path for the next phase of growth. Flipkart Fashion and Myntra will continue to operate independently under Nandita’s leadership as she guides the broader strategic direction for Fashion.”
Sinha, a Flipkart veteran with over eight years at the firm, took the helm at Myntra in January 2022. Mohamad, who has been with Flipkart for nine years, has led various verticals, including mobile business customer growth, and loyalty.
Mohamad’s departure follows a series of senior leadership changes at Flipkart under group CEO Kalyan Krishnamurthy. On May 24, the sources reported that Flipkart had appointed Prathyusha Agarwal as vice president and head of Shopsy, following the exit of senior vice president Adarsh Menon. On May 20, It was reported that Anuj Rathi was appointed as the new CEO of Flipkart's travel booking unit Cleartrip, succeeding former CEO Ayyappan R and former CFO Aditya Agarwal.
Other senior vice presidents, including Amitesh Jha, who led the marketplace and categories, fintech and payments head Dheeraj A, and growth and retention head Bharath Ram, have also left the company in recent months. In January, Flipkart was implementing performance-based staff reductions across all verticals, impacting 5-7 percent of its workforce, including vice presidents in engineering and product.
BSH Home Appliances Pvt. Ltd, a subsidiary of BSH Hausgeräte GmbH, a global leader in home appliances, has introduced its latest range of 'Made-in-India' Bosch and Siemens front-loading washing machines. Designed to handle 9-10kg loads, these machines combine advanced energy efficiency with cutting-edge technology, catering to the evolving needs of Indian households. Available in Silver, Dark Grey, and Dark Lake, they offer robust performance along with a sophisticated appearance.
The growing demand for high-capacity washing machines in India reflects changing consumer preferences, such as the need for fewer wash cycles and the ability to handle larger items like curtains and bedsheets. From 2022 to 2023, the market for 9kg front-load machines grew by over 70 percent, while the 10kg segment saw significant expansion. This trend highlights the shift towards larger, more efficient machines.
BSH Home Appliances continues to innovate with over 70 years of expertise in front-load washing machines. The new Bosch and Siemens models, manufactured to German standards, promise superior fabric care and performance. These machines have passed the TUV test, ensuring that clothes retain their integrity and color after 50 washes. Features include SuperQuick 15’/30’ cycles for fast washes and specialized settings for delicate fabrics, including silk, cotton, and wool. The Speed Perfect feature allows a full load to be washed in 60 minutes without compromising quality.
Saif Khan, MD and CEO, BSH Home Appliances said, “We are thrilled to introduce our new range of high-capacity front load washing machines as a part of our strong commitment to ‘Make-in-India-for-India’. To cater to the growing demand for Bosch front loading washing machines, we have doubled our capacity at the Chennai factory with a second assembly line. Our new 9kg and 10kg Bosch and Siemens front load washing machines have been meticulously crafted to suit diverse needs of Indian households, revolutionizing fabric care. These machines are designed to provide the softest care for clothes, ensuring that every wash preserves the quality and longevity of your garments. This launch exemplifies our dedication to offering innovative, high-capacity solutions that are accessible and meet the increasing demand for premium home appliances in Indian market.”
BSH customer service supports this initiative with extensive infrastructure, including two customer contact centers, 16 Branch Service Offices, over 370 authorized service partners, and more than 1600 trained technicians across India.
Muscle and Strength India, a prominent player in India’s fitness supplement and nutrition retail market, has announced its entry into exclusive distributorship for several well-known international supplement brands. This move follows the success of its franchise model, which includes popular brands such as JNX Sport, Ryse Supplements, DY Nutrition, Unmatched Supplements, Universal Nutrition, VMI Sports, DarkLabs, Hawk Labz, and Blackstone Labs.
The company currently operates 25 stores across various cities in India, offering a broad selection of over 1,000 fitness supplements from more than 42 brands. These products cater to athletic performance, fitness, and overall wellness. Muscle and Strength India aims to extend its reach beyond domestic markets, with plans to enter international markets including Nepal, Bhutan, Sri Lanka, Bangladesh, and Myanmar.
“At Muscle and Strength India, we believe everyone is deserving of good health, and we are pleased to now offer world-class supplements and advanced sports nutrition products to consumers. This next step in our growth is a testament to our hard work over the years, further enriching our diverse product offerings. We take immense pride in our association with these renowned brands and our partnership with them will enable us to fulfill our mission of providing high-quality products to fitness enthusiasts. We hope to see many other partnerships come to fruition shortly and are also looking forward to the continued introduction of more such products to newer markets. We are excited about the opportunity that lies ahead,” said Praveen Chirania, Founder, Muscle and Strength India.
“The driving factor of the dietary supplements market is the increasing health consciousness and proactive health mindset amongst the consumers. However, it is important to make the distinction between genuine and fake supplements and hence one should buy them from genuine dealers of reputed brands. In a short span of time, Muscle and Strength India has already made its mark with its authentic and genuine products. Going forward, the company aims to further launch products in various variants, focusing on different health and wellness categories and segments. We now anticipate great business opportunities for growth with this new partnership and making a meaningful difference to improve the quality of life,” added Praveen.
Founded in 2018, Muscle and Strength India has quickly established itself as a leading brand in the supplements sector, endorsed by notable celebrities and athletes. The company provides a comprehensive range of high-quality fitness supplements and nutritional products from international brands.
Kolkata-based Baazar Style Retail Limited, a key player in India's value fashion retail sector with a strong presence in Eastern India and leadership in West Bengal and Odisha, has raised Rs 37 crore from institutional investors. This funding has reduced the size of the public issue from Rs 185 crore to Rs 148 crore.
As reported in Financial Express on August 5, 2024, Baazar Style Retail undertook a private placement of 9,56,072 equity shares to Volrado Ventures Partners Fund II at Rs 387 per share, which includes a premium of Rs 382 per share.
According to the Draft Red Herring Prospectus (DRHP) filed in March 2024, the public issue consists of a fresh issue of up to Rs 185 crore and an offer for sale of up to 16.88 million shares by the promoter group and other selling shareholders, with a reservation for eligible employees.
Founded in Fiscal 2014, Baazar Style Retail has expanded rapidly from 2 stores in one state to 153 stores across 1.39 million square feet in 140 cities across 9 states as of December 31, 2023. It has been the fastest-growing value retailer from 2017 to 2023 in terms of store count and revenue, with the highest EBITDA margin for Fiscal 2023 according to a Technopak Report.
The company’s brand, ‘Style Bazaar,’ has built a strong customer base through a diverse product range, fostering loyalty and recognition. Its growth is attributed to a cluster-based expansion model, high-street stores, a wide product assortment, and strategic location selection, particularly in Eastern India, which is noted for its rapid growth in value retail.
Axis Capital Limited, Intensive Fiscal Services Private Limited, and JM Financial Limited are serving as the book-running lead managers, with Link Intime India Private Limited as the registrar of the issue.
Titan, the leading jewelry retailer and watchmaker, announced a 5.42 percent decline in consolidated net profit to Rs 715 crore for the quarter ending June 2024. This compares to a net profit of Rs 756 crore for the same period last year.
Despite the profit drop, Titan saw a 12.64 percent increase in sales, reaching Rs 12,223 crore, up from Rs 10,851 crore in the corresponding quarter, according to a regulatory filing.
Total expenses for the quarter rose by 12.75 percent to Rs 12,413 crore. Titan’s total income also increased by 11.44 percent to Rs 13,386 crore.
Titan’s jewelry segment saw a revenue increase of 10.4 percent to Rs 11,808 crore. The segment experienced a 20 percent retail growth in the first six weeks of the quarter, which included Akshaya Tritiya. However, Titan noted that “Q1 saw multiple forces coming together that impacted topline. A steep rally in gold rates (20 percent increase over Q1FY24), election-led restrictions in many markets, very few wedding dates, and an unprecedented heat wave across the country weighed on overall consumer demand.”
The company expanded its international footprint with a new Tanishq store in Muscat, Oman, bringing its total to 17 international stores. In India, Tanishq opened 11 new stores, Mia added 19, and Zoya opened three, including its first locations in Chennai and Pune.
Revenue from Watches & Wearables rose 12 percent to Rs 1,023 crore. The analog segment saw a strong 17 percent revenue growth due to brands like Titan, Fast Track, and Sonata. However, the Wearables segment experienced a 6 percent drop in revenue compared to Q1FY24, despite healthy volume growth due to declining average selling prices.
The June quarter also saw the addition of 17 new stores, including five in Titan World, five in Helios, and seven in Fastrack. Revenue from the Eyecare segment increased 3.44 percent to Rs 210 crore, while revenue from other segments, including Fragrance, wallets, and Indian Dress Wear (Taneira), surged to Rs 277 crore, doubling from the previous year.
“Taneira’s sales grew 4 percent compared to Q1FY24 mainly driven by growth from new stores,” Titan said, noting that its Fragrances and Fashion Accessories (F&FA) business grew only 1 percent.
Titan is a joint venture between the Tata Group and the Tamilnadu Industrial Development Corporation (TIDCO). On Thursday, the company’s shares closed down 0.15 percent at Rs 3,463.15 on the BSE.
Following the success of its multi-brand supplement store franchise, Muscle & Strength India, a prominent retailer of fitness supplements and nutritional products, has secured exclusive distributorship agreements with several renowned international supplement brands. These brands include JNX Sport, Ryse Supplements, DY Nutrition, Unmatched Supplements, Universal Nutrition, VMI Sports, DarkLabs, Hawk Labz, and Blackstone Labs, among others.
These world-class supplements and nutrition products are known for their trusted quality, innovation, and value, offering consumers a wide range of options for health, wellness, fitness, and bodybuilding. Muscle & Strength India also plans to extend its reach to international markets such as Nepal, Bhutan, Sri Lanka, Bangladesh, and Myanmar in the near future.
Currently, Muscle & Strength India operates 25 stores across multiple cities in the country, providing an extensive range of over 1,000 fitness supplements and nutrition products from more than 42 brands. These products are aimed at enhancing athletic performance, fitness, and overall wellness. As part of its expansion strategy, Muscle & Strength India will also partner with various gyms nationwide and introduce additional products soon.
“At Muscle & Strength India, we believe everyone is deserving of good health, and we are pleased to now offer world-class supplements and advanced sports nutrition products to consumers. This next step in our growth is a testament to our hard work over the years, further enriching our diverse product offerings. We take immense pride in our association with these renowned brands and our partnership with them will enable us to fulfill our mission of providing high-quality products to fitness enthusiasts. We hope to see many other partnerships come to fruition in the near future and are also looking forward to the continued introduction of more such products to newer markets. We are excited about the opportunity that lies ahead,” said Praveen Chirania, Founder, Muscle and Strength India.
“The driving factor of the dietary supplements market is the increasing health consciousness and proactive health mindset amongst the consumers. However, it is important to make the distinction between genuine and fake supplements and hence one should buy them from genuine dealers of reputed brands. In a short span of time, Muscle & Strength India has already made its mark with its authentic and genuine products. Going forward, the company aims to further launch products in various variants, focusing on different health and wellness categories and segments. We now anticipate great business opportunities for growth with this new partnership and making a meaningful difference to improve the quality of life,” Praveen added further.
Founded in 2018 by Praveen Chirania, Muscle & Strength India has become a leading brand in the supplements space, endorsed by renowned celebrities and athletes. The company offers a comprehensive range of genuine, high-quality fitness supplements and nutritional products across categories such as proteins, vitamins, minerals, and herbal supplements, all manufactured by international fitness brands under one roof.
British ethical beauty brand The Body Shop has announced an exciting partnership with Indian actress Diana Penty.
A standout element of this collaboration is the introduction of Edelweiss, a remarkable new ingredient in The Body Shop’s product lineup. Harvested by a team of passionate experts in the pristine Swiss Alps, Edelweiss extract is sourced, managed, and organically cultivated to ensure the highest quality. These specialist growers are dedicated to responsible sourcing practices, ensuring that the potent extract is concentrated within the formulations.
“We are delighted to collaborate with Diana Penty to highlight this fantastic ingredient, the beauty industry’s best-kept secret, with 43 percent more antioxidant power than retinol,” said Harmeet Singh, Chief Brand of Marketing, Product, & Digital, The Body Shop Asia South.
The Body Shop was founded in 1976 in Brighton, England, by Dame Anita Roddick. Since then, it has evolved into a global beauty brand renowned for its commitment to ethical practices and high-quality products. In India, The Body Shop operates through its partner Quest Retail, a leading beauty specialist omni-channel retailer and brand development company, ensuring that the brand’s ethical values are upheld across all operations.
In addition to this exciting partnership, The Body Shop has recently introduced vibrant murals at some of its stores, enhancing the shopping experience with artistic flair. The company considers India one of its top markets and is now focusing on expanding its presence in tier II and III towns to reach a broader audience.
Through its collaboration with Diana Penty and the introduction of Edelweiss, The Body Shop continues to innovate and uphold its legacy of providing high-quality, ethically sourced beauty products. This partnership not only highlights the brand's dedication to sustainability and excellence but also strengthens its connection with consumers who value both beauty and responsibility.
Seasoned retail expert Lavish Soni has been promoted to Chief Business Officer at The House of Rare, a move he shared with his network in a social media post.
“I’m happy to share that I’m starting a new position as Chief Business Officer at The House of Rare,” Soni commented.
With a robust background in retail operations, Soni has built a strong reputation in the apparel and fashion industry. His expertise encompasses Trend Analysis, Market Research, Merchandise Planning, Business Operations, and Retail Sales. Soni holds a CBA in Business Administration and Management from INSEAD, underscoring his deep knowledge of business development.
Before joining The House of Rare, Soni worked with several notable retail brands, including Ruosh, Mustard Clothing Company Ltd., SSIPL Retail Ltd., and Puma Sports, where he honed his skills and gained valuable experience.
Soni joined The House of Rare in 2016 as Head of Retail Business Development. His impressive performance and leadership have propelled him through the ranks, leading to his current appointment as Chief Business Officer. In this new role, Soni will be responsible for overseeing strategic initiatives aimed at furthering the company’s growth and enhancing its market presence.
The House of Rare, founded in 2015 by Manish Poddar, Chairman of Radhamani Textiles, and Akshika Poddar, Managing Director of Radhamani Textiles, is recognized for its flagship brand Rare Rabit. The company has grown significantly since its inception and now boasts over 100 stores across India. This expansion reflects its commitment to delivering high-quality products and exceptional customer experiences, solidifying its position in the Indian retail market.
Novotel Pune has announced the appointment of Anant Leekha as its new General Manager. With over 20 years of industry experience, Anant is well-regarded for his strong track record and achievements. His expertise in sales and operations, coupled with his natural ability to inspire and develop dynamic teams, will play a crucial role in driving the hotel’s business growth and enhancing guest experiences.
In his role, Anant will lead efforts to advance the hotel’s strategic and technological initiatives, aiming to deliver the Heartist experience to both guests and team members. This new position marks Anant’s return to Pune, where he first served as General Manager in 2016, marking the beginning of his journey with Accor.
Anant brings a wealth of knowledge from his 16-year tenure with Accor, offering deep insights into the company’s goals, service standards, and brand identity. Before joining Novotel Pune, he held significant roles within Accor, most recently as Cluster General Manager for ibis Mumbai Vikhroli, ibis Navi Mumbai, and ibis Thane. During his tenure, these hotels achieved consistent year-on-year excellence in performance metrics.
As General Manager of Novotel Pune Nagar Road, Anant will oversee the hotel's overall operations and management. He will focus on enhancing guest engagement, boosting profitability, and further establishing the hotel’s reputation.
Anant holds a Bachelor's degree in Hotel Management & Catering Technology. Outside of work, he enjoys playing cricket, taking beachside holidays with his family, and celebrating life, which fuels his motivation to excel.
Novotel Hotels, Suites & Resorts provides a range of destination properties designed to offer comfort and rejuvenation, allowing guests to pause and savor life's important moments. The brand features a diverse selection of hotels, suites, and resorts that cater to both business and leisure travelers. Guests can enjoy spacious, modular rooms with natural and intuitive designs; round-the-clock catering with healthy options; dedicated meeting areas; attentive and proactive service; family-friendly zones; versatile lobbies; and accessible fitness facilities.
With over 530 locations across more than 60 countries, Novotel is a part of Accor, a leading global hospitality group. Accor boasts over 5,200 properties and 10,000 food and beverage outlets in 110 countries.
London-based consumer technology brand, Nothing, has reported a 567 percent year-on-year (YoY) growth, according to Counterpoint Research, a global technology market research firm.
This significant surge has been attributed to the launch of new models, such as the mid-segment Phone (2a), which caters to a wide range of consumer needs and preferences.
“This year, it’s all about scaling by expanding our smartphone portfolio and leveraging Nothing’s cutting-edge design and user experience innovations in new market segments. While I believe that market share should be the result of creating great products, not the end goal, I’m thrilled to see this growth. This success demonstrates that we are effectively executing our strategy. The most exciting part is that this achievement is fueling Nothing’s innovation, which will be a core focus for 2025,” said Carl Pei, Chief Executive Officer (CEO), Nothing.
Nothing recently surpassed 4 million units shipped worldwide and achieved over $500 million in revenue last year, marking significant milestones in its journey. This growth is further supported by aggressive expansion in India, with 300 service centers, including 3 exclusive centers in Mumbai, Delhi, and Bengaluru, and plans to open two additional exclusive centers by the end of this year.
Additionally, the workforce has grown by 65 percent over the past year and continues to expand. Already available at Flipkart, Croma, and Vijay Sales, Nothing has more than doubled its offline presence from 2,000 to 5,000 locations.
iPhone maker Apple experienced record revenue growth in India and over two dozen other countries in the quarter ending June 30, 2024, according to its chief executive officer, Tim Cook.
Apple reported a 7.8 percent increase in net income, reaching $21.44 billion in the June 2024 quarter, up from $19.8 billion in the same period last year.
The company saw a 4.8 percent rise in total net sales, amounting to $85.77 billion for the reported quarter, compared to $81.79 billion in the June 2023 quarter.
“Apple is reporting a new June quarter revenue record of $85.8 billion, up 5 percent from a year ago and better than we had expected. We also set quarterly revenue records in more than two dozen countries and regions, including Canada, Mexico, France, Germany, the UK, India, Indonesia, the Philippines, and Thailand,” said Tim Cook, Apple CEO.
Revenue from Apple's ‘Rest of Asia Pacific’ region, which includes India, Indonesia, the Philippines, and Thailand, grew by $760 million in the June quarter compared to the previous year.
Apple’s iPhone sales declined by about one percent, totaling $39.29 billion in the reported quarter, down from $39.66 billion a year ago.
Sales of Apple Mac products increased by 2.4 percent to over $7 billion, up from $6.8 billion, while iPad sales surged 24 percent to $7.16 billion from $5.8 billion year-over-year.
“Mac generated $7 billion in revenue, up 2 percent Y-o-Y, driven by the MacBook Air powered by the M3 chip. We saw particularly strong performance in our emerging markets, with June quarter records for Mac in Latin America, India, and South Asia,” said Luca Maestri, Chief Financial Officer, Apple.
He noted that the Mac installed base reached an all-time high, with half of the MacBook Air customers in the quarter being new to Mac.
Sales in Apple's Wearables, Home, and Accessories category declined by about 2 percent, falling to $8 billion from $8.28 billion a year ago.
Vinod Cookware, a renowned brand with over 60 years of history in the Indian cookware market, has announced the acquisition of Healux International Pvt. Ltd., a Bangalore-based startup specializing in cookware and healthy lifestyle products. This acquisition aims to enhance Vinod Cookware's B2C reach, bringing high-quality and sustainable cookware to households across India.
Vinod Cookware’s acquisition of Healux International, a premier consumer brand in the cookware segment, will combine the brand’s trusted craftsmanship with a robust female entrepreneurial sales network. Healux International boasts 60+ branch franchises and 20,000 sales consultants, 90 percent of whom are female, providing a direct B2C reach.
The acquisition is expected to close by mid-second quarter, with Vinod Cookware India Private Limited holding a 51 percent share in Healux International Pvt. Ltd. The management will consist of a joint board of directors with a 4:3 directorship composition. Healux's current product lines, distribution channels, and customer base will remain intact, enhanced by Vinod Cookware’s brand strength and customer base.
David Stanley, Founder and MD of Healux International said, "We are thrilled to partner with the esteemed legacy brand Vinod Cookware, a company with a rich 62-year history. This strategic alliance will enhance the stability of Healux's current sales operations while accelerating our expansion into new markets, establishing innovative distribution channels, and offering a wider range of Kitchenware products. Healux Leadership can now benefit from the strategic guidance of Sunil Agarwal, MD of Vinod Cookware, a veteran leader in the cookware and kitchenware industry. This collaboration positions Healux International on a trajectory to emerge as one of the top 5 Premium Cookware and Kitchenware brands in India."
Sunil Agarwal, Director of Vinod Cookware said, "As we join forces with Healux International, we are eager to embark on this exciting new chapter and leverage the synergies between our organizations. This strategic acquisition marks a significant milestone for us, as we embrace the opportunity to harness Healux's direct-to-consumer network, enhancing our ability to connect with customers on a more personal level. By utilizing our vast production facilities to manufacture waterless and fatless cookware made from AISI 304 Surgical Stainless Steel, we are expanding our reach to redefine the culinary experience for households across India. This partnership underscores our shared values of promoting healthy living, sustainable consumption, and delivering innovative solutions that exceed customer expectations. We are poised to elevate the cookware industry to new heights, setting a new standard for quality, convenience, and customer-centricity.”
This acquisition represents a pivotal moment for both companies, combining Vinod Cookware’s advanced facilities and wider distribution network with Healux's extensive sales network. The partnership aims to expand long-term sustainability and enhance B2C reach in the retail industry in India.
A.O. Smith Corporation has marked its 150th anniversary, reflecting on its rich history, innovative transformations, and promising future.
A.O. Smith India, established in 2010, is among the fastest-growing regions within the corporation, outperforming major markets with a strong pan-India presence. The company has driven category growth in water heaters and water purifiers at a faster pace than the market, becoming a leader in the premium segment. A.O. Smith's products reach customers across metros, tier l, tier ll, and tier lll cities through general trade, modern retail, and e-commerce channels. The company plans to expand its distribution presence further into smaller towns.
“A.O. Smith offerings are premium and differentiated and have many industry-first innovations both in water heater and water purifier categories. Our products are not only innovative but also responsible and sustainable. We have been able to register strong double-digit growth in the Indian market over the years. Our new products have helped to redefine benchmarks in water purification and water heating categories and helped us gain market share. While we are strongly present in retail outlets, sales from e-commerce in the country have also gone up as part of the total business. We will continue to innovate and build on the trust earned, in the years to come,” said Parag Kulkarni, Senior VP, International and President, A.O. Smith India Water Products Private Ltd.
In 2023, A.O. Smith India business grew by over 15 percent compared to the previous year. India sales also increased 16 percent in the second quarter of 2024, driven by continued strong demand. A.O. Smith focuses on introducing superior design and aesthetics, enhancing convenience, and integrating cutting-edge technology features to meet evolving consumer expectations in the thriving retail market in India.
Consistent with its strategy to grow through acquisitions and penetrate high-potential markets, A.O. Smith recently signed an agreement to acquire Pureit from Unilever for $120 million, subject to customary adjustments. Pureit, a leading water purification business in South Asia, has annual sales of approximately $60 million, primarily in India. This acquisition aligns with the company's core capabilities and doubles its market penetration in South Asia.
“The Pureit brand, known for innovative water purification products, strong brand recognition, and dedication to customer service, complements A.O. Smith’s geographic and channel presence. The Pureit team’s deep understanding of consumer needs and water treatment expertise adds tremendous strength to A.O. Smith in India and we look forward to welcoming the Pureit team to the A.O. Smith family,” added Parag.
From bicycles and baby carriages to water heating and water treatment solutions, A.O. Smith’s commitment to integrity, innovation, and customer service has remained unchanged. Today, A.O. Smith is a leading global water technology and manufacturing company, improving lives by ensuring access to clean, safe, hot water.
“India is a key investment market for A.O. Smith and we have a long-term view on the India market. Our expectation from the India business is to continue growing at the current double-digit growth rates, which would then increase India’s contribution overall to A.O. Smith's global sales,” said Parag.
The celebration of the 150-year legacy will continue through 2024 with the theme “Where water flows – our legacy grows!” A.O. Smith locations across the globe, including India, will honor this anniversary with unique events celebrating employees and the communities where A.O. Smith operates.
Le Travenues Technology Limited, popularly known as ixigo, has released its financial results for the quarter ending June 30, 2024, showcasing substantial growth and profitability across key performance metrics.
ixigo's Gross Transaction Value (GTV) surpassed Rs. 2,988 Cr in Q1 FY25, marking a 27 percent year-over-year growth. Train and flight GTV expanded by 28 percent YoY, while bus GTV saw a 16 percent YoY increase compared to Q1 FY24.
Revenue from operations grew by 16 percent YoY, reaching Rs. 181.9 Cr in Q1 FY25, up from Rs. 156.6 Cr in the same quarter of the previous year. The contribution margin increased by 22 percent YoY, reaching Rs. 86.8 Cr. CM as a percentage of revenue from operations rose from 45 percent in Q1 FY24 to 48 percent in Q1 FY25.
Aloke Bajpai, Group CEO & Rajnish Kumar, Group Co-CEO, ixigo stated: “We are pleased to report continued momentum in our growth in Q1 FY25, with an all-time high GTV, Revenue from Operations, Contribution Margin & Adjusted EBITDA for the quarter. We continue to expand rapidly and improve our market share and at the same time have been able to improve our profitability. We believe the government initiatives on infrastructure, capacity creation and spiritual tourism are set to benefit our sector.”
Saurabh Devendra Singh, Group CFO, ixigo added: “Our financial results for Q1 FY25 are a testament to our disciplined approach of balancing growth and profitability. We remain committed to growing responsibly and balancing profitability with growth given we will continue investing in initiatives that help us in the long term.”
The company's EBITDA surged by 62 percent, reaching Rs. 19.2 Cr for Q1 FY25. Adjusted EBITDA, which includes ESOP expenses and excludes other income, rose to Rs. 20.3 Cr, a 48 percent increase from Rs. 13.7 Cr in Q1 FY24. Additionally, profit after tax (PAT) grew by 78 percent YoY, reaching Rs. 14.9 Cr in Q1 FY25, compared to Rs. 8.4 Cr in Q1 FY24.
Mumbai-based footwear retailer Metro Brands Ltd. (MBL) has appointed Mohit Dhanjal as its Chief Operating Officer, effective 1 August.
In his new role, Dhanjal will drive operational excellence and process improvements to support the company’s growth initiatives. He will play a key role in shaping the strategic direction of the company and overseeing day-to-day operations.
“We are thrilled to welcome Dhanjal to our executive team. His extensive experience in fashion and lifestyle retail, coupled with his visionary approach to cater to the new-age customer, makes him a great fit to lead MBL’s operational strategy,” said Nissan Joseph, chief executive officer, MBL.
Before joining MBL, Dhanjal worked with Reliance Retail, where he served as Chief Revenue Officer for Tira Beauty. With over 30 years of experience in the retail sector, he has held various leadership positions at Sephora (Arvind Fashions Ltd.), Raymond Ltd., and Hindustan Unilever.
Mohit Dhanjal commented, “I am excited to join MBL at such a pivotal time in its growth journey. I look forward to working with the multi-talented team here to help accelerate Metro’s strategic priorities and deliver exceptional value to our customers.”
Metro Brands Ltd. retails footwear under its own brands such as Metro, Mochi, Walkway, Da Vinchi, and J. Fontini, as well as certain third-party brands like Crocs, Fitflop, Fila, Skechers, Clarks, Puma, and Adidas.
As of 31 March 2024, MBL operated 836 stores across 193 cities in 31 Indian states and Union territories, showcasing the company’s robust retail network and commitment to accessibility. This extensive reach underscores MBL’s dedication to serving a diverse customer base and maintaining its growth trajectory.
Additionally, MBL is set to expand its brand portfolio with the opening of its first Foot Locker store in October this year. This follows MBL's acquisition of the license to own and operate Foot Locker stores in India, a significant step that reflects the company’s strategic growth and diversification efforts. With Dhanjal's appointment, MBL is poised to leverage his extensive expertise to drive operational improvements and strategic growth, reinforcing its commitment to delivering exceptional value and innovative retail experiences to its customers.
PVR Cinemas, based in Mumbai, has launched its latest theatre at Palladium Ahmedabad, a development that marks the debut of Gujarat's first IMAX with Laser technology. The new venue features the exclusive LUXE (Luxury Cinema Concept).
“PVR is now open at Palladium Ahmedabad, featuring Gujarat’s first IMAX with Laser and the exclusive LUXE (Luxury Cinema Concept) along with 4K Laser Projection, Dolby 7.1 Sound, Next Gen 3D, Luxurious Lounge, Live Kitchen, Celebrity Recliners, Extensive Food Menu & much more,” said Gurmeet Singh Bhatia, Regional Director, Inox Leisure Limited.
In a recent regulatory filing with the Bombay Stock Exchange (BSE), PVR Inox outlined its strategy to add 120 new screens this financial year, while also closing 70 existing ones. This move is part of a broader strategy to modernize and upgrade its facilities. Of the new screens being added, 15 percent to 20% percent will be premium or special format screens, reflecting the company's focus on offering high-end viewing experiences.
In addition to the new screens, PVR is also introducing a few rows of recliner seats in both existing and new mainstream cinemas. These recliners are designed to provide a more comfortable and premium viewing experience and will be available at a higher ticket price compared to standard seats. This initiative aligns with the growing trend of premiumisation in the cinema industry, where enhanced comfort and luxury are becoming key differentiators.
The new PVR theatre at Palladium Ahmedabad is a testament to the company’s commitment to innovation and customer satisfaction. With state-of-the-art technology and luxurious amenities, PVR aims to set a new standard in the Indian cinema industry, offering moviegoers an experience that combines the best of technology and comfort.
Vineet Gautam, the CEO and Country Head of Bestseller India is set to celebrate 15 years with the Danish fashion and lifestyle group. Gautam recently shared this milestone on social media, marking a significant chapter in his career.
“I am soon to complete 15 years at Bestseller India and it is a big milestone for me and my family. In 2011, I was a man with big dreams and a deep passion to deliver value to the organization. I have tried to build that sense of responsibility and commitment into Bestseller India over the last decade and a half. This journey being a rollercoaster ride would be an understatement and still, there are miles to go,” Vineet Gautam commented.
Gautam revealed that he will reach this milestone on December 31. Since joining Bestseller in January 2010, Gautam has played a pivotal role in transforming Bestseller India into a significant player in the country’s fashion and lifestyle sector. Under his leader | ||||
1222 | dbpedia | 1 | 81 | https://www.transparencymarketresearch.com/biscuits-market.html | en | Biscuits Market | [
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"Biscuits Market",
"Biscuits Industry",
"Biscuits Market Size",
"Biscuits Market Share",
"Biscuits Market Growth",
"Biscuits Market Analysis",
"Biscuits Market Demand",
"Biscuits Market Forecast",
"Biscuits Market Trends"
] | null | [] | null | The biscuits market was valued at US$ 101.3 Bn in 2023, It is estimated to grow at a CAGR of 5.1% from 2024 to 2032 and reach US$ 158.5 Bn by the end of 2032 | en | https://www.transparencymarketresearch.com/biscuits-market.html | 1. Executive Summary
1.1. Global Market Outlook
1.2. Demand Side Trends
1.3. Supply Side Trends
1.4. Analysis and Recommendations
2. Market Overview
2.1. Market Coverage / Taxonomy
2.2. Market Definition / Scope / Limitations
3. Key Market Trends
3.1. Key Trends Impacting the Market
3.2. Product Innovation / Development Trends
4. Key Success Factors
4.1. Product Adoption / Usage Analysis
4.2. Product USPs / Features
5. Global Biscuits Market Demand Volume (Thousand Tons) Analysis 2019-2023 and Forecast, 2024-2032
5.1. Historical Market (Thousand Tons) Analysis, 2019-2023
5.2. Current and Future Market (Thousand Tons) Projections, 2024-2032
6. Global Biscuits Market - Pricing Analysis
6.1. Regional Pricing Analysis
6.2. Global Average Pricing Analysis Benchmark
7. Global Biscuits Market Demand Value (US$ Mn) Analysis 2019-2023 and Forecast, 2024-2032
7.1. Historical Market Value (US$ Mn) Analysis, 2019-2023
7.2. Current and Future Market Value (US$ Mn) Projections, 2024-2032
7.2.1. Y-o-Y Growth Trend Analysis
7.2.2. Absolute $ Opportunity Analysis
8. Market Background
8.1. Macro-Economic Factors
8.2. Industry Value and Supply Chain Analysis
8.2.1. Profit Margin Analysis at each point of sales
8.2.1.1. Biscuits Processors
8.2.1.2. Distributors/Suppliers/Wholesalers
8.2.1.3. Traders/Retailers
8.2.1.4. End-users
8.3. Key Certifications/Key Regulations
8.4. Market Dynamics
8.4.1. Drivers
8.4.2. Restraints
8.4.3. Opportunity Analysis
8.5. Forecast Factors - Relevance & Impact
9. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, By Product Type
9.1. Introduction / Key Findings
9.2. Historical Market Size (US$ Mn) and Volume Analysis By Product Type, 2019-2023
9.3. Current and Future Market Size (US$ Mn) and Volume Analysis and Forecast By Product Type, 2024-2032
9.3.1. Sweet Biscuits
9.3.2. Savory
9.3.3. Crackers
9.3.4. Filled/Coated
9.3.5. Wafers
9.3.6. Others
9.4. Market Attractiveness Analysis By Product Type
10. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, By Source Type
10.1. Introduction / Key Findings
10.2. Historical Market Size (US$ Mn) and Volume Analysis By Source Type, 2019-2023
10.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Source Type, 2024-2032
10.3.1. Wheat
10.3.2. Oats
10.3.3. Millets
10.3.4. Others
10.4. Market Attractiveness Analysis By Source Type
11. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, By Flavor Type
11.1. Introduction
11.2. Historical Biscuits Market (US$ Mn) and Volume Analysis By Flavor Type, 2019-2023
11.3. Current Biscuits Market (US$ Mn) Analysis and Volume Forecast By Flavor Type, 2024-2032
11.3.1. Plain
11.3.2. Chocolate
11.3.3. Sour Cream, Cheese, and Spiced
11.3.4. Fruits and Nuts
11.3.5. Others
11.4. Market Attractiveness Analysis By Flavor Type
12. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, By Packaging
12.1. Introduction / Key Findings
12.2. Historical Biscuits Market (US$ Mn) and Volume Analysis By Packaging , 2019-2023
12.3. Current and Future Biscuits Market (US$ Mn) and Volume Forecast By Packaging , 2024-2032
12.3.1. Pouches/Packets
12.3.2. Jars
12.3.3. Boxes
12.3.4. Peelpaq
12.3.5. Others
12.4. Market Attractiveness Analysis By Packaging
13. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, By Distribution Channel
13.1. Introduction / Key Findings
13.2. Historical Biscuits Market (US$ Mn) and Volume Analysis By Distribution Channel, 2019-2023
13.3. Current and Future Biscuits Market (US$ Mn) and Volume Forecast By Distribution Channel, 2024-2032
13.3.1. Hypermarkets/Supermarkets
13.3.2. Convenience Stores
13.3.3. Specialty Stores
13.3.4. Online Retail
13.3.5. Others
13.4. Market Attractiveness Analysis By Distribution Channel
14. Global Biscuits Market Analysis 2019-2023 and Forecast 2024-2032, by Region
14.1. Introduction
14.2. Historical Biscuits Market (US$ Mn) and Volume Analysis By Region, 2019-2023
14.3. Current Biscuits Market (US$ Mn) and Volume Forecast By Region, 2024-2032
14.3.1. North America
14.3.2. Latin America
14.3.3. Western Europe
14.3.4. Eastern Europe
14.3.5. South Asia
14.3.6. East Asia
14.3.7. Oceania
14.3.8. Middle East & Africa
14.4. Market Attractiveness Analysis By Region
15. North America Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
15.1. Introduction
15.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
15.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
15.3.1. By Country
15.3.1.1. U.S.
15.3.1.2. Canada
15.3.1.3. Mexico
15.3.2. By Product Type
15.3.3. By Packaging
15.3.4. By Source Type
15.3.5. By Flavor Type
15.3.6. By Distribution Channel
15.4. Market Attractiveness Analysis
15.4.1. By Product Type
15.4.2. By Packaging
15.4.3. By Source Type
15.4.4. By Flavor Type
15.4.5. By Distribution Channel
15.5. Key Market Trends
15.6. Drivers and Restraints - Impact Analysis
16. Latin America Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
16.1. Introduction
16.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
16.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
16.3.1. By Country
16.3.1.1. Brazil
16.3.1.2. Argentina
16.3.1.3. Rest of Latin America
16.3.2. By Product Type
16.3.3. By Packaging
16.3.4. By Source Type
16.3.5. By Flavor Type
16.3.6. By Distribution Channel
16.4. Market Attractiveness Analysis
16.4.1. By Product Type
16.4.2. By Packaging
16.4.3. By Source Type
16.4.4. By Flavor Type
16.4.5. By Distribution Channel
16.5. Key Market Trends
16.6. Drivers and Restraints - Impact Analysis
17. Western Europe Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
17.1. Introduction
17.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
17.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy2024-2032
17.3.1. By Country
17.3.1.1. Germany
17.3.1.2. Italy
17.3.1.3. France
17.3.1.4. U.K.
17.3.1.5. Spain
17.3.1.6. BENELUX
17.3.1.7. Nordic
17.3.1.8. Rest of Western Europe
17.3.2. By Product Type
17.3.3. By Packaging
17.3.4. By Source Type
17.3.5. By Flavor Type
17.3.6. By Distribution Channel
17.4. Market Attractiveness Analysis
17.4.1. By Product Type
17.4.2. By Packaging
17.4.3. By Source Type
17.4.4. By Flavor Type
17.4.5. By Distribution Channel
17.5. Key Market Trends
17.6. Drivers and Restraints - Impact Analysis
18. Eastern Europe Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
18.1. Introduction
18.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
18.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy2024-2032
18.3.1. By Country
18.3.1.1. Russia
18.3.1.2. Hungary
18.3.1.3. Poland
18.3.1.4. Balkan & Baltics
18.3.1.5. Rest of Eastern Europe
18.3.2. By Product Type
18.3.3. By Packaging
18.3.4. By Source Type
18.3.5. By Flavor Type
18.3.6. By Distribution Channel
18.4. Market Attractiveness Analysis
18.4.1. By Product Type
18.4.2. By Packaging
18.4.3. By Source Type
18.4.4. By Flavor Type
18.4.5. By Distribution Channel
18.5. Key Market Trends
18.6. Drivers and Restraints - Impact Analysis
19. South Asia Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
19.1. Introduction
19.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
19.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
19.3.1. By Country
19.3.1.1. India
19.3.1.2. Thailand
19.3.1.3. Indonesia
19.3.1.4. Malaysia
19.3.1.5. Rest of South Asia
19.3.2. By Product Type
19.3.3. By Packaging
19.3.4. By Source Type
19.3.5. By Flavor Type
19.3.6. By Distribution Channel
19.4. Market Attractiveness Analysis
19.4.1. By Product Type
19.4.2. By Packaging
19.4.3. By Source Type
19.4.4. By Flavor Type
19.4.5. By Distribution Channel
19.5. Key Market Trends
19.6. Drivers and Restraints - Impact Analysis
20. East Asia Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
20.1. Introduction
20.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
20.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
20.3.1. By Country
20.3.1.1. China
20.3.1.2. Japan
20.3.1.3. South Korea
20.3.2. By Product Type
20.3.3. By Packaging
20.3.4. By Source Type
20.3.5. By Flavor Type
20.3.6. By Distribution Channel
20.4. Market Attractiveness Analysis
20.4.1. By Product Type
20.4.2. By Packaging
20.4.3. By Source Type
20.4.4. By Flavor Type
20.4.5. By Distribution Channel
20.5. Key Market Trends
20.6. Drivers and Restraints - Impact Analysis
21. Oceania Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
21.1. Introduction
21.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Market Taxonomy, 2019-2023
21.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
21.3.1. By Country
21.3.1.1. Australia
21.3.1.2. New Zealand
21.3.2. By Product Type
21.3.3. By Packaging
21.3.4. By Source Type
21.3.5. By Flavor Type
21.3.6. By Distribution Channel
21.4. Market Attractiveness Analysis
21.4.1. By Product Type
21.4.2. By Packaging
21.4.3. By Source Type
21.4.4. By Flavor Type
21.4.5. By Distribution Channel
21.5. Key Market Trends
21.6. Drivers and Restraints - Impact Analysis
22. Middle East & Africa Biscuits Market Analysis 2019-2023 and Forecast 2024-2032
22.1. Introduction
22.2. Historical Market Value (US$ Mn) and Volume Trend Analysis By Value Taxonomy, 2019-2023
22.3. Current and Future Market Size (US$ Mn) and Volume Forecast By Market Taxonomy, 2024-2032
22.3.1. By Country
22.3.1.1. KSA
22.3.1.2. Other GCC Countries
22.3.1.3. South Africa
22.3.1.4. Other Africa Union
22.3.1.5. Rest of Middle East & Africa
22.3.2. By Product Type
22.3.3. By Packaging
22.3.4. By Source Type
22.3.5. By Flavor Type
22.3.6. By Distribution Channel
22.4. Market Attractiveness Analysis
22.4.1. By Product Type
22.4.2. By Packaging
22.4.3. By Source Type
22.4.4. By Flavor Type
22.4.5. By Distribution Channel
22.5. Key Market Trends
22.6. Drivers and Restraints - Impact Analysis
23. Country Wise Biscuits Market Analysis 2023
23.1. Introduction
23.2. U.S. Biscuits Market Analysis
23.2.1. By Product Type
23.2.2. By Packaging
23.2.3. By Source Type
23.2.4. By Flavor Type
23.2.5. By Distribution Channel
23.3. Canada Biscuits Market Analysis
23.3.1. By Product Type
23.3.2. By Packaging
23.3.3. By Source Type
23.3.4. By Flavor Type
23.3.5. By Distribution Channel
23.4. Mexico Biscuits Market Analysis
23.4.1. By Product Type
23.4.2. By Packaging
23.4.3. By Source Type
23.4.4. By Flavor Type
23.4.5. By Distribution Channel
23.5. Brazil Biscuits Market Analysis
23.5.1. By Product Type
23.5.2. By Packaging
23.5.3. By Source Type
23.5.4. By Flavor Type
23.5.5. By Distribution Channel
23.6. Argentina Biscuits Market Analysis
23.6.1. By Product Type
23.6.2. By Packaging
23.6.3. By Source Type
23.6.4. By Flavor Type
23.6.5. By Distribution Channel
23.7. Germany Biscuits Market Analysis
23.7.1. By Product Type
23.7.2. By Packaging
23.7.3. By Source Type
23.7.4. By Flavor Type
23.7.5. By Distribution Channel
23.8. Italy Biscuits Market Analysis
23.8.1. By Product Type
23.8.2. By Packaging
23.8.3. By Source Type
23.8.4. By Flavor Type
23.8.5. By Distribution Channel
23.9. France Biscuits Market Analysis
23.9.1. By Product Type
23.9.2. By Packaging
23.9.3. By Source Type
23.9.4. By Flavor Type
23.9.5. By Distribution Channel
23.10. U.K. Biscuits Market Analysis
23.10.1. By Product Type
23.10.2. By Packaging
23.10.3. By Source Type
23.10.4. By Flavor Type
23.10.5. By Distribution Channel
23.11. Spain Biscuits Market Analysis
23.11.1. By Product Type
23.11.2. By Packaging
23.11.3. By Source Type
23.11.4. By Flavor Type
23.11.5. By Distribution Channel
23.12. Russia Biscuits Market Analysis
23.12.1. By Product Type
23.12.2. By Packaging
23.12.3. By Source Type
23.12.4. By Flavor Type
23.12.5. By Distribution Channel
23.13. Poland Biscuits Market Analysis
23.13.1. By Product Type
23.13.2. By Packaging
23.13.3. By Source Type
23.13.4. By Flavor Type
23.13.5. By Distribution Channel
23.14. Hungary Biscuits Market Analysis
23.14.1. By Product Type
23.14.2. By Packaging
23.14.3. By Source Type
23.14.4. By Flavor Type
23.14.5. By Distribution Channel
23.15. Balkan & Baltics Biscuits Market Analysis
23.15.1. By Product Type
23.15.2. By Packaging
23.15.3. By Source Type
23.15.4. By Flavor Type
23.15.5. By Distribution Channel
23.16. China Biscuits Market Analysis
23.16.1. By Product Type
23.16.2. By Packaging
23.16.3. By Source Type
23.16.4. By Flavor Type
23.16.5. By Distribution Channel
23.17. Japan Biscuits Market Analysis
23.17.1. By Product Type
23.17.2. By Packaging
23.17.3. By Source Type
23.17.4. By Flavor Type
23.17.5. By Distribution Channel
23.18. South Korea Biscuits Market Analysis
23.18.1. By Product Type
23.18.2. By Packaging
23.18.3. By Source Type
23.18.4. By Flavor Type
23.18.5. By Distribution Channel
23.19. India Biscuits Market Analysis
23.19.1. By Product Type
23.19.2. By Packaging
23.19.3. By Source Type
23.19.4. By Flavor Type
23.19.5. By Distribution Channel
23.20. Thailand Biscuits Market Analysis
23.20.1. By Product Type
23.20.2. By Packaging
23.20.3. By Source Type
23.20.4. By Flavor Type
23.20.5. By Distribution Channel
23.21. Indonesia Biscuits Market Analysis
23.21.1. By Product Type
23.21.2. By Packaging
23.21.3. By Source Type
23.21.4. By Flavor Type
23.21.5. By Distribution Channel
23.22. Malaysia Biscuits Market Analysis
23.22.1. By Product Type
23.22.2. By Packaging
23.22.3. By Source Type
23.22.4. By Flavor Type
23.22.5. By Distribution Channel
23.23. Australia Biscuits Market Analysis
23.23.1. By Product Type
23.23.2. By Packaging
23.23.3. By Source Type
23.23.4. By Flavor Type
23.23.5. By Distribution Channel
23.24. New Zealand Biscuits Market Analysis
23.24.1. By Product Type
23.24.2. By Packaging
23.24.3. By Source Type
23.24.4. By Flavor Type
23.24.5. By Distribution Channel
23.25. Turkiye Biscuits Market Analysis
23.25.1. By Product Type
23.25.2. By Packaging
23.25.3. By Source Type
23.25.4. By Flavor Type
23.25.5. By Distribution Channel
23.26. South Africa Biscuits Market Analysis
23.26.1. By Product Type
23.26.2. By Packaging
23.26.3. By Source Type
23.26.4. By Flavor Type
23.26.5. By Distribution Channel
24. Market Structure Analysis
24.1. Market Analysis by Tier of Companies
24.2. Market Concentration
24.3. Market Presence Analysis
25. Competition Analysis
25.1. Competition Dashboard
25.2. Competition Deep Dive
25.2.1. Britannia Industries Limited
25.2.1.1. Overview
25.2.1.2. Product Portfolio
25.2.1.3. Sales Footprint
25.2.1.4. Key Developments
25.2.1.5. Strategy Overview
25.2.2. Lotus Bakeries NV Company
25.2.2.1. Overview
25.2.2.2. Product Portfolio
25.2.2.3. Sales Footprint
25.2.2.4. Key Developments
25.2.2.5. Strategy Overview
25.2.3. Mondelez International, Inc.
25.2.3.1. Overview
25.2.3.2. Product Portfolio
25.2.3.3. Sales Footprint
25.2.3.4. Key Developments
25.2.3.5. Strategy Overview
25.2.4. ITC Limited
25.2.4.1. Overview
25.2.4.2. Product Portfolio
25.2.4.3. Sales Footprint
25.2.4.4. Key Developments
25.2.4.5. Strategy Overview
25.2.5. Campbell Soup
25.2.5.1. Overview
25.2.5.2. Product Portfolio
25.2.5.3. Sales Footprint
25.2.5.4. Key Developments
25.2.5.5. Strategy Overview
25.2.6. Kraft Foods Group, Inc.
25.2.6.1. Overview
25.2.6.2. Product Portfolio
25.2.6.3. Sales Footprint
25.2.6.4. Key Developments
25.2.6.5. Strategy Overview
25.2.7. Nestle SA
25.2.7.1. Overview
25.2.7.2. Product Portfolio
25.2.7.3. Sales Footprint
25.2.7.4. Key Developments
25.2.7.5. Strategy Overview
25.2.8. The Kellogg Company
25.2.8.1. Overview
25.2.8.2. Product Portfolio
25.2.8.3. Sales Footprint
25.2.8.4. Key Developments
25.2.8.5. Strategy Overview
25.2.9. National Biscuit Industries LTD SAOG
25.2.9.1. Overview
25.2.9.2. Product Portfolio
25.2.9.3. Sales Footprint
25.2.9.4. Key Developments
25.2.9.5. Strategy Overview
25.2.10. Dali Food Group Co, Ltd.
25.2.10.1. Overview
25.2.10.2. Product Portfolio
25.2.10.3. Sales Footprint
25.2.10.4. Key Developments
25.2.10.5. Strategy Overview
25.2.11. Brutons Biscuit Company
25.2.11.1. Overview
25.2.11.2. Product Portfolio
25.2.11.3. Sales Footprint
25.2.11.4. Key Developments
25.2.11.5. Strategy Overview
25.2.12. The Hershey Company
25.2.12.1. Overview
25.2.12.2. Product Portfolio
25.2.12.3. Sales Footprint
25.2.12.4. Key Developments
25.2.12.5. Strategy Overview
25.2.13. United Biscuits Company
25.2.13.1. Overview
25.2.13.2. Product Portfolio
25.2.13.3. Sales Footprint
25.2.13.4. Key Developments
25.2.13.5. Strategy Overview
25.2.14. Kambly SA
25.2.14.1. Overview
25.2.14.2. Product Portfolio
25.2.14.3. Sales Footprint
25.2.14.4. Key Developments
25.2.14.5. Strategy Overview
25.2.15. Others
25.2.15.1. Overview
25.2.15.2. Product Portfolio
25.2.15.3. Sales Footprint
25.2.15.4. Key Developments
25.2.15.5. Strategy Overview
26. Research Methodology
27. Assumptions and Acronyms Used
List of Tables
Table 01: Global Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 02: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 03: Global Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 04: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 05: Global Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 06: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 07: Global Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 08: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 09: Global Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 10: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 11: Global Biscuits Market Value (US$ Mn) Analysis and Forecast by Region, 2019-2032
Table 12: Global Biscuits Market Volume (Thousand Tons) Analysis and Forecast by Region, 2019-2032
Table 13: North America Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 14: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 15: North America Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 16: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 17: North America Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 18: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 19: North America Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 20: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 21: North America Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 22: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 23: North America Biscuits Market Value (US$ Mn) Analysis and Forecast by Country, 2019-2032
Table 24: North America Biscuits Market Volume (Thousand Tons) Analysis and Forecast by Country, 2019-2032
Table 25: Latin America Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 26: Latin America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 27: Latin America Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 28: Latin America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 29: Latin America Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 30: Latin America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 31: Latin America Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 32: Latin America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 33: Latin America Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 34: Latin America Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 35: Western Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 36: Western Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 37: Western Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 38: Western Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 39: Western Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 40: Western Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 41: Western Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 42: Western Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 43: Western Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 44: Western Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 45: Eastern Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 46: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 47: Eastern Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 48: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 49: Eastern Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 50: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 51: Eastern Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 52: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 53: Eastern Europe Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 54: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 55: South Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 56: South Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 57: South Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 58: South Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 59: South Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 60: South Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 61: South Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 62: South Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 63: South Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 64: South Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 65: East Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 66: East Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 67: East Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 68: East Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 69: East Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 70: East Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 71: East Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 72: East Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 73: East Asia Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 74: East Asia Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 75: Oceania Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 76: Oceania Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 77: Oceania Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 78: Oceania Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 79: Oceania Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 80: Oceania Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 81: Oceania Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 82: Oceania Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 83: Oceania Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 84: Oceania Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
Table 85: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis and Forecast By Product Type, 2019-2032
Table 86: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Product Type, 2019-2032
Table 87: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis and Forecast By Source Type, 2019-2032
Table 88: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Source Type, 2019-2032
Table 89: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis and Forecast By Packaging, 2019-2032
Table 90: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Packaging, 2019-2032
Table 91: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis and Forecast By Flavor Type, 2019-2032
Table 92: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Flavor Type, 2019-2032
Table 93: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis and Forecast By Distribution Channel, 2019-2032
Table 94: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis and Forecast By Distribution Channel, 2019-2032
List of Figures
Figure 01: Global Biscuits Market Value (US$ Mn) Forecast, 2024-2032
Figure 02: Global Biscuits Market Volume (Thousand Tons) Forecast, 2024-2032
Figure 03: Global Biscuits Market Value Share Analysis By Product Type, 2023 E
Figure 04: Global Biscuits Market Y-o-Y Growth Rate By Product Type, 2024-2032
Figure 05: Global Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 06: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 07: Global Biscuits Market Value Share Analysis By Source Type, 2023 E
Figure 08: Global Biscuits Market Y-o-Y Growth Rate By Source Type, 2024-2032
Figure 09: Global Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 10: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 11: Global Biscuits Market Value Share Analysis By Packaging, 2023 E
Figure 12: Global Biscuits Market Y-o-Y Growth Rate By Packaging, 2024-2032
Figure 13: Global Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 14: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 15: Global Biscuits Market Value Share Analysis By Flavor Type, 2023 E
Figure 16: Global Biscuits Market Y-o-Y Growth Rate By Flavor Type, 2024-2032
Figure 17: Global Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 18: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 19: Global Biscuits Market Value Share Analysis By Distribution Channel, 2023 E
Figure 20: Global Biscuits Market Y-o-Y Growth Rate By Distribution Channel, 2024-2032
Figure 21: Global Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 22: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 23: Global Biscuits Market Value Share Analysis by Region, 2023 E
Figure 24: Global Biscuits Market Y-o-Y Growth Rate by Region, 2024-2032
Figure 25: Global Biscuits Market Value (US$ Mn) Analysis & Forecast by Region, 2024-2032
Figure 26: Global Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Region, 2024-2032
Figure 27: Global Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 28: Global Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 29: Global Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 30: Global Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 31: Global Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 32: Global Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 33: North America Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 34: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 35: North America Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 36: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 37: North America Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 38: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 39: North America Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 40: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 41: North America Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 42: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 43: North America Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 44: North America Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 45: North America Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 46: North America Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 47: North America Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 48: North America Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 49: North America Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 50: North America Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 51: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 52: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 53: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 54: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 55: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 56: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 57: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 58: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 59: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 60: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 61: Latin America Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 62: Latin America Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 63: Latin America Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 64: Latin America Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 65: Latin America Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 66: Latin America Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 67: Latin America Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 68: Latin America Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 69: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 70: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 71: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 72: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 73: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 74: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 75: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 76: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 77: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 78: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 79: Western Europe Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 80: Western Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 81: Western Europe Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 82: Western Europe Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 83: Western Europe Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 84: Western Europe Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 85: Western Europe Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 86: Western Europe Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 87: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 88: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 89: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 90: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 91: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 92: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 93: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 94: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 95: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 96: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 97: Eastern Europe Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 98: Eastern Europe Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 99: Eastern Europe Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 100: Eastern Europe Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 101: Eastern Europe Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 102: Eastern Europe Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 103: Eastern Europe Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 104: Eastern Europe Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 105: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 106: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 107: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 108: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 109: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 110: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 111: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 112: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 113: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 114: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 115: South Asia Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 116: South Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 117: South Asia Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 118: South Asia Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 119: South Asia Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 120: South Asia Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 121: South Asia Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 122: South Asia Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 123: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 124: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 125: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 126: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 127: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 128: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 129: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 130: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 131: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 132: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 133: East Asia Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 134: East Asia Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 135: East Asia Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 136: East Asia Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 137: East Asia Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 138: East Asia Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 130: East Asia Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 140: East Asia Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 141: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 142: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 143: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 144: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 145: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 146: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 147: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 148: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 149: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 150: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 151: Oceania Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 152: Oceania Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 153: Oceania Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 154: Oceania Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 155: Oceania Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 156: Oceania Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 157: Oceania Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 158: Oceania Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032
Figure 159: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast By Product Type, 2024-2032
Figure 160: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Product Type, 2024-2032
Figure 161: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast By Source Type, 2024-2032
Figure 162: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Source Type, 2024-2032
Figure 163: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast By Packaging, 2024-2032
Figure 164: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Packaging, 2024-2032
Figure 165: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast By Flavor Type, 2024-2032
Figure 166: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Flavor Type, 2024-2032
Figure 167: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 168: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast By Distribution Channel, 2024-2032
Figure 169: Middle East & Africa Biscuits Market Value (US$ Mn) Analysis & Forecast by Country, 2024-2032
Figure 170: Middle East & Africa Biscuits Market Volume (Thousand Tons) Analysis & Forecast by Country, 2024-2032
Figure 171: Middle East & Africa Biscuits Market Attractiveness Analysis by Country, 2024-2032
Figure 172: Middle East & Africa Biscuits Market Attractiveness Analysis By Product Type, 2024-2032
Figure 173: Middle East & Africa Biscuits Market Attractiveness Analysis By Source Type, 2024-2032
Figure 174: Middle East & Africa Biscuits Market Attractiveness Analysis By Packaging, 2024-2032
Figure 175: Middle East & Africa Biscuits Market Attractiveness Analysis By Flavor Type, 2024-2032
Figure 176: Middle East & Africa Biscuits Market Attractiveness Analysis By Distribution Channel, 2024-2032 | ||||||
1222 | dbpedia | 1 | 97 | https://www.marketing91.com/swot-analysis-of-britannia/ | en | SWOT Analysis of Britannia | [
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"Hitesh Bhasin",
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] | 2015-07-21T05:30:07+00:00 | In this article, we conduct the SWOT analysis of Britannia. Britannia is one of the largest biscuit manufacturers in India, with a market share of over 50%. | en | Marketing91 | https://www.marketing91.com/swot-analysis-of-britannia/ | Britannia Industries Limited is an Indian food and beverage company that is part of the Wadia Group, led by Nusli Wadia. The company is best known for its biscuits, but it also produces dairy products, cakes, and breads. Britannia is one of the largest biscuit manufacturers in India, with a market share of over 50%.
Britannia, an iconic brand, has been emerged as an undisputed leader in biscuit industry in India. Incorporated in 1892, in a small house in central Calcutta (now Kolkata) with an investment of merely ?250, now reaches over 50% of the Indian homes, generating revenue of more than Rs. 14,000 crores. The company has been in business for over a century and has built a loyal customer base with strong emotional connection. Core strength lies in its product portfolio like Good Day, Nutri choice, Treat, Marie Gold, Milk Bikis, Tiger, Bourbon, Nice Time, Little Hearts, etc. Let’s talk about the company’s position using the SWOT analysis that is provided below:
Strengths in Britannia SWOT Analysis
1. Forte in Distribution Channel
The company has a PAN India presence and has direct access to 2.49 million retail outlets as on March 31, 2022, against 0.73 million outlets as of FY2014 end. Rural markets account for a sizeable share of the demand for biscuits in the country and the company increased its access to about 27,000 rural preferred dealers (RPDs) as on June 30, 2022, up from 7,000 RPDs as on March 31, 2015.
2. Undisputed Focus in biscuit segment
Biscuits currently contribute 80-85% of the company’s revenues while the balance is derived from other categories. As opposed to its direct rivals Nestle, ITC, Parle, etc., which aim to produce various kinds of food and beverages, Britannia has capitalised on its competence in the biscuit market.
3. Creation of a new category
The launch of an innovative Britannia Gifting segment that allowed consumers to select a Britannia Shubh Kamnaye as gift hamper, personalize it with a message & photograph and have it seamlessly delivered to their loved ones. Britannia Shubh Kamnaye Biscuits is a premium cookies segment & mainly marketed for gifting purpose, and in widely celebrated Indian festivals like Diwali, Holi, Rakshabandhan, etc
4. Lead with new-to-market concepts
Company strives to lead the segments it operates in with new-to-market innovations as per changing consumer needs and preferences. The pillars of the company’s innovation strategy include deriving inspiration from adjacent categories (like choco bakery, cheese bakery, cracker and snacking etc.), reimagining health, exploring newer flavours and leveraging current and new technologies.
5. Manufacturing & cost power
In contrast to other brands that just market and sell the product, Britannia currently manufactures 60% of its products internally and has been increasing its manufacturing capacity to accommodate continued expansion into new products/categories. This has helped to maintain costs and allowed Britannia to achieve good margins despite rising commodity prices, packaging costs, fuel prices, and transportation costs, where many costs are at 10-year highs.
6. 80:20 Growth Strategy
The company performed well during the covid crisis by following the 80:20 rule, that is the company focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contributes 80% of the companies revenue, were put on priority list which enabled the company to streamline its productivity and increase the efficiency of the production.
Weaknesses in Britannia SWOT analysis
1. Too much reliance on the biscuit business
Britannia’s more than 80% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. Despite consistently focusing on dairy products like milk, cheese, flavored yoghurt, etc., it is up against fierce competition from unorganised markets and industry giants like Amul.
2. Dependency on the Indian market
The company derives only 5.5% of the revenue from the global Markets. Despite continuous efforts Britannia has been not able to capture global market share. Issues like lack of differentiation in its product offerings, strong competition from well-established international food companies, cultural and regulatory barriers making it difficult for the company to establish a foothold in foreign markets.
3. Intense competition
With multiple major businesses like Parle, Sunfeast, and Priyagold as well as a large number of smaller brands, the biscuit market is quite competitive. As Britannia is unable to develop a differentiator that stands out in this competitive industry, this could have a long-term negative impact on the business.
4. Giving up on consumer surplus
Britannia brand sells identically priced goods in rural and urban locations because it doesn’t concentrate on a specific income category, Britannia may need to spend more on marketing and advertising to reach a broad range of customers. This can be an expensive proposition, and may result in lower profit margins for the company. Sometimes it misses out an opportunity to sell higher-priced products resulting in a loss of consumer surplus
Opportunities in Britannia SWOT analysis
1. Demand for low-calorie products
The good day was always a rich taste, but today the customers are aware of calories and looks for healthy cookies that are low in sugar and calories. This can give the cookie-inspired biscuit plenty of room to develop newer, healthier variations.
2. Overseas Market
Extending its business to another international market will enable the company to become a global player in food products. Currently, it is also the number 2 biscuit player in UAE with a strong contention to leadership and has a similarly strong market position in the other GCC countries.
International business, although contributing modestly at present to the company’s revenues, holds substantial potential for expansion over the medium term, with territories such as Nepal and the Middle East expected to contribute sizeably to the overall revenues going forward.
3. Use of social media marketing
Being an Indian company, Britannia can use social media to promote its products. Social media marketing can be a useful and affordable technique to reach a larger audience and enhancing a company’s reputation in the marketplace. It currently has more than 117 thousand subscribers on Youtube, more than 964 thousand followers on LinkedIN, 3 accounts with total of more than 65.8 thousand followers on twitter.
4. Croissant market
In India, croissants are still a relatively new category. It is an important category in a lot of the world’s emerging nations, though. As consumers in India are getting exposed to an increasing consumption of global food, this category has enormous potential for acceptance in the domestic market. Britannia has the chance to lead and actively promote the development of this market.
5. Diary Business
India continues to be the largest producer and consumer of dairy products in the world accounting for 22% of the global production. The organized sector contributes to just 20% of the category while 80% is still unorganized. As the dairy industry in the country matures, there is a discernible shift in consumption from plain milk to value added dairy products. It plans to make significant investments in scaling-up its back end capability through the creation of a milk collection and manufacturing infrastructure. The Company’s milk procurement in Maharashtra has been scaled-up to 36,500 Liters/day from 1450 farmers in and around Ranjangaon.
6. Untapped cream wafer segment
Wafers are a category worth Rs.7000 million that is expanding well, and Britannia has introduced the first brand with a national presence to join this market. The market has a lot of room to grow because it is so fragmented and disorganized.
Threats in Britannia SWOT analysis
1. Rising Inflation
The company’s major raw materials are wheat flour, sugar, milk and RPO. Competition and price-sensitive customers could constrain the pricing flexibility, exposing BIL’s margins to fluctuations in raw material prices. The gross margin contracted by 390 bps YoY to 38.0% in FY2022 due to the material inflation in RPO (+26% YoY), cashew (+35% YoY), laminates and corrugated boxes. The gross margin further contracted to 36.9% in Q1 FY2023.
2. Local bakery products
Many people still choose freshly baked cookies from their neighbourhood bakery over packages of ready-to-eat biscuits, which poses a serious threat to Britain. Loss of revenue and ultimately of market share could arise from this.
3. Fake products
Counterfeit products can be made to look almost identical to the genuine article, but they are often made with lower quality ingredients and may not meet the same health and safety standards as the genuine product. This can lead to consumer dissatisfaction, damage to Britannia’s brand reputation, and loss of revenue.
4. Desire for healthy biscuits
Demand for healthy biscuits is increasing due to the active lifestyle of consumers who are looking for convenient eating options. Currently, India has 64% of its population in the working age group which makes millennials the driving force behind modern consumer trends. Despite Nutrichoice’s success, more of these products are needed to keep up with the tough competition.
Conclusion
It is undoubtedly true that Britannia is doing well while concentrating on core business principles including cost efficiency, brand awareness, and a strong distribution network, as evidenced by the company’s share price. However Company has not been able to build hero product like Good Day was in some past years. The best thing about Britannia is that if they get any such, it would be extremely beneficial for the company and its stakeholders. | |||||
1222 | dbpedia | 2 | 95 | https://www.cram.com/essay/Britannia-Way-Case-Study/PCQXSSLKWG | en | Britannia Way Case Study - 1208 Words | [
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] | null | [] | null | en | https://www.cram.com/essay/Britannia-Way-Case-Study/PCQXSSLKWG | Chapter 3 (page 194) Gaining Business and Market Edge: the Britannia Way
In 1892, in a small house in Kolkata an intrepid baker made a batch of delicious, golden brown biscuits for English tea-time snacking during British rule in India with the investment of Rs 295(approx $5) . Gradually the small bakery business turned into huge a corporate company of India. Over the last 123 years the company has made progressed and becoame one of the most strongest and trusted brands in the Indian market. In 1979, the name of the company was changed from Britannia Biscuit Co Ltd to Britannia Industries Ltd (BIL). The company has been serving the Indian consumer with a range of …show more content…
If the product is overpriced buyer will stay away but if prices are competitive it has better chance of being sold quickly. Pricing constitutes one of the major problems of marketing management. Britannia industries targeted the lower and middle income groups of India and selected pricing strategies very carefully. The company maintained product quality and choose to have market penetration pricing strategy which gave huge success to the company. The company made strong base in the market and achieved the sales turnover of Rs 6000 in 2014 consolidating ahaving market dominant position in …show more content…
The company started promotion of its products from advertising in the print media and then electronic media. The company started sponsoring sports events and organized other events throughout the country to promote its products. The company also started various contexts for product promotion. The most famous context was ‘Britannia Khao Wworld cCup Jjao’ during the Ccricket wWorld cCup of 1999 using advertising lines like ‘See Cricket, sleep cricket and eat Britannia only’. Indians public being cricket- crazy lovediked this advertisement and the company gained all the popularity among target and even in non target | |||||||
1222 | dbpedia | 0 | 63 | https://www.pocketful.in/blog/britannia-industries-ltd-case-study-business-segments-kpis-financials-and-swot-analysis/ | en | Britannia Industries Ltd Case Study: Business Segments, KPIs, Financials, and SWOT Analysis | [
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"Pranit Mathur",
"Harjyot Singh"
] | 2024-04-03T06:33:17+00:00 | Get a comprehensive overview of Britannia Industries Ltd's business segments, KPIs, market data, financials, and SWOT analysis. | en | Pocketful | https://www.pocketful.in/blog/britannia-industries-ltd-case-study-business-segments-kpis-financials-and-swot-analysis/ | We all have experienced the brilliance of Britannia, but very few know its story. So today, we will explore Britannia’s success story. We’ll start with the company’s overview.
Overview
Established in 1892, Britannia Industries Ltd. is one of India’s oldest food product companies and holds a significant position in the country’s biscuit industry. It is Kolkata-based and a part of the WADIA Group.
It is an iconic brand and reaches over 50% of Indian homes. Britannia has been in this business for over a century, building a loyal consumer base with strong and deep emotional connections. The company’s R&D team plays a vital role in maintaining and innovating a vast portfolio, ensuring it aligns with consumer preferences while prioritizing quality.
Awards and Recognition
2011 – The Indian Merchants’ Chamber.
2012 – The Golden Peacock National Quality Award.
2014 – 100 Most Trusted Brands of India list.
2016 – Renewable Energy India Awards.
2019 – Brand Equity’s Most Trusted Brands.
2022 – Ranked 4th in the list of India’s most chosen FMCG brands.
Segments
Britannia served many finger-licking products. Such as:
Biscuits: Britannia is one of the leading biscuit manufacturers in India, with popular brands such as NutriChoice, Milk Bikis, Bourbon, Good Day, 50-50, Marie Gold, Nice Time, and Little Hearts. Britannia biscuits are available in various segments, such as cookies, crackers, cream, health, and treats.
Rusk: Britannia Rusk is a crispy and crunchy snack made from wheat flour, sugar, and butter and comes with various flavours of elaichi, milk, and suji toast
Cakes: Britannia cakes include fruit cake, nut & raisin cake, chocolate cake, muffins, cupcakes, and brownies.
Snacks: Britannia snacks are tasty and ideal for enjoyment anytime, anywhere. Britannia snacks include wafers, salted snacks, and nuts.
Bread: Britannia Breads offers wheat bread, multigrain bread, fruit bread, sandwich bread, pav, bun, and kulcha. They are made from high-quality ingredients and are enriched with essential nutrients.
Competitors
The company faces tough competition from the following players:
Nestle
Mother dairy
TATA
Parle
Amul
Market Data
Financial Highlights
Income Statement
The graph indicates a growing trend in both Operating income and Net Profit. This shows a healthy state of the business.
Balance Sheet:
The company has seen a consistent level of current liabilities but an increase in current assets. They have also witnessed an increase in non-current assets, which are primarily fueled by growing non-current liabilities.
Cash Flow Statement
The Cash Flow situation indicates a strong operating position but a weak investing position. This means that the company invests heavily in the long run, which is financed by financing activities.
Profitability Ratios
Peer Comparison
SWOT Analysis
Strengths
Britannia has been in the industry for more than 100 years. The company has created its space in every Indian household and a strong brand identity.
The company used an 80:20 growth strategy where it focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contribute 80% of the company revenue. This process of putting some products on a priority list enabled the company to increase the efficiency of the production line.
The company is working on new market innovations, which means adjusting the market according to consumer tastes and preferences. It helps to explore new flavours while leveraging current and new technologies.
Weaknesses
Britannia is not able to maintain a proper overseas presence because of tough competition in the international market.
The competitors in the Food Processing industry can easily imitate the business model.
Opportunities
Accelerating technological innovation can lead to an increase in industrial productivity, allowing the company to capture greater market share.
The company can choose to acquire other companies in the dairy industry to increase its market share.
Threats
An increase in the price of the raw material will eventually increase the cost of the product, leading to a slowdown in sales.
Changing political environments can impact the industry’s growth both in the local and international markets.
Conclusion
Britannia Industries Ltd has established itself as a prominent player in the Indian food industry with a strong brand identity and loyal consumer base. The company’s focus on key brands, innovation, and market adaptation presents growth opportunities, while challenges such as international competition and raw material price fluctuations pose threats to its continued success. Over the next five years, the company expects to increase the contribution of its non-biscuit portfolio to approximately 35% of total revenue, up from the current 23%. Additionally, there is an ambition to scale the dairy sector to ₹2,000 crore within the same time.
However, it is important to know that investing before conducting prior research can expose you to undue risks.
Frequently Asked Questions (FAQs)
What are the problems faced by Britannia?
Ans. The problems faced by Britannia are rising interest rates, high commodity prices, and geopolitical conflicts disrupting supply chains.
Who is the CEO of Britannia?
Ans. Rajneet Singh Kohli is the CEO of Britannia.
What is the market cap of Britannia Industries Ltd.?
Ans. As of 2nd April 24, the market cap of the company is ₹1,18,024 Cr.
What are the main segments of Britannia?
Ans. The company’s key segments are Biscuits, Rusk, Cakes, Snacks, and Bread.
What is the parent company of Britannia?
Ans. Wadia Group is the parent company of Britannia Industries Ltd. | |||||
1222 | dbpedia | 1 | 96 | https://agronfoodprocessing.com/britannia-industries-revamps-its-largest-selling-biscuit-brand-good-day-brings-more-variants/ | en | Britannia Industries revamps its largest selling biscuit brand Good Day, brings more variants | [
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] | 2021-12-18T06:36:20+00:00 | Britannia Industries has overhauled its largest selling biscuit brand Good Day and as part of that, revealed its new identity. Also, Britannia is also intensifying… | en | Agro & Food Processing | https://agronfoodprocessing.com/britannia-industries-revamps-its-largest-selling-biscuit-brand-good-day-brings-more-variants/ | Britannia Industries has overhauled its largest selling biscuit brand Good Day and as part of that, revealed its new identity. Also, Britannia is also intensifying the product portfolio of its most penetrated brand Good Day by adding three more variants in the premium segment.
Launched in 1987, Good Day now contributes around one-fourth of the revenue of Britannia Industries, which had total revenue from operations of Rs 12,378.83 crore in 2020-21.
Britannia is going to launch Good Day Harmony and two other variants in the premium segment, as it has been growing fast after the pandemic. The all-new Good Day biscuit design will sport different kinds of smiles – from the dimpled smile to the small smile, from the big smile to the double dimpled smiles.
“Within 15 days, we will launch a variety Good Day Harmony, which will be much larger cookies with four types of nuts. Then, we are looking at two more varieties coming through in the next three months, yet there are no plans to extend brand Good Day beyond cookies as of now”, said Managing Director Varun Berry.
According to Berry, larger consumption of Good Day comes from the urban market, which has a larger potential for the brand. Britannia sells around 42 crore packs per month in different stock keeping units (SKUs). Britannia holds overall around 70 per cent market share in the premium cookie segment, he added.
“Our shares in the urban area will be over 80 per cent and share in the rural area would be sub-50 per cent and there is a tremendous potential to grow”, Berry said.
The new positioning for Good Day is the rich and varied smiles of India, which has faced tougher times, he said. The core idea of Good Day has always been about spreading happiness. Today, the brand has undergone its biggest makeover to date, to reflect the diverse smiles of India.
“Every pack of Good Day across the country will carry multiple smiles as part of the biscuit design. This is the biggest tribute we can pay to the beautiful smiles of the large and loyal consumer base of Good Day,” he said.
Britannia has rolled out a high-decibel media plan to announce its new identity for Good Day across all platforms. Beyond the boundaries of the country, Good Day biscuits are also sold in around 75 countries and Britannia has plans to expand it further also. Besides India, Britannia has manufacturing facilities in Nepal, Oman, Dubai and Egypt. It is also putting up a new facility in Uganda in Africa. | |||||
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] | null | [] | 2019-07-19T18:51:10+00:00 | Organisation Study on Britannia Industries - Download as a PDF or view online for free | en | https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico | SlideShare | https://www.slideshare.net/Ankeshkumar78/organisation-study-on-britannia-industries | 1. 1 CHAPTER 1 INDUSTRIAL PROFILE 1.1 GLOBAL SCENARIO Food processing is one of the largest global sectors at $7 trillion annual production. Look around and you‘ll find companies of Cold drinks, Wafer chips, Juice, restaurant chains to be among biggest ones. Italian pasta and pizza is now consumed in almost all countries, so are the burgers and sandwiches. Sugar free products, cornflakes, oats, ketchups etc. are among most demanded consumer goods. Currently only 2 % of India‘s vegetable and fruits production is processed. In comparison USA and China processes their 90% and 40% produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70% of their produce. India‘s food processing sector ranks fifth in the world in exports, production and consumption. Importance of this sector is significant and it deserves a priority treatment by government. Accordingly sector has been made part of ambitious ‗Make in India‘ initiative. Food processing is also significantly impacted by multiple external factors, including economic trends, climate change, and demographic shifts, emerging power markets, new trade partnerships and world population growth predictions. Today‘s food supply chain is more globalised, longer and far more complex than ever before. With growing imports and exports, processed foods are dependent on longer supply chains which pose a great challenge to assuring food safety.
2. 2 1.2 INDIAN SCENARIO Introduction The Indian food industry is poised for huge growth, increasing its contribution to world food trade every year. In India, the food sector has emerged as a high- growth and high-profit sector due to its immense potential for value addition, particularly within the food processing industry. Accounting for about 32 per cent of the country‘s total food market, The Government of India has been instrumental in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is making all efforts to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented units. Market Size The Indian food and grocery market is the world‘s sixth largest, with retail contributing 70 per cent of the sales. The Indian food processing industry accounts for 32 per cent of the country‘s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‘s exports and six per cent of total industrial investment. The Indian gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to increase by three times by 2020. The online food ordering business in India is in its nascent stage, but witnessing exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organized food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.
3. 3 Going forward, the adoption of food safety and quality assurance mechanisms such as Total Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic Practices (GHP) by the food processing industry offers several Investments According to the data provided by the Department of Industrial Policies and Promotion (DIPP), the food processing sector in India has received around US$ 7.54 billion worth of Foreign Direct Investment (FDI) during the period April 2000- March 2017. The Confederation of Indian Industry (CII) estimates that the food processing sectors have the potential to attract as much as US$ 33 billion of investment over the next 10 years and also to generate employment of nine million person-days. Road Ahead Benefits. It would enable adherence to stringent quality and hygiene norms and thereby protect consumer health, prepare the industry to face global competition, enhance product acceptance by overseas buyers and keep the industry technologically abreast of international best practices. 1.3 KEY PLAYERS IN THE INDUSTRY Nestle Nestlé India manufactures products of truly international quality under internationally famous brand names such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea; and in recent years the company has also introduced products of daily consumption and use such as Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita.
4. 4 Parle Agro Parle became popular with the release of its products such as Frooti and Parle-G. Parle Agro, today, is a Rs 2,200 Crore (US$ 364.93 million) organisation. They are known as much for their diversification into the foods sector as for their leadership the beverages sector. Parle operates under four business verticals: Beverages (fruit drinks, nectars, sparkling drinks and carbonated soft drink), Packaged Drinking Water, Foods, and pet preforms. Each of these verticals operates as independent entities. In the recent past, Parle has aggressively grown their infrastructure to 76 manufacturing facilities, both in India and overseas, and has developed a widespread network of 3,500 distributors that cater to more than 600,000 outlets in the country. It also has a strong presence in about 44 countries. Amul Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat. Founded in 1946, the brand is today managed by the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF) which is jointly owned by about 3 million milk producers in the state. Amul the co-operative was formed as a response to the exploitation of marginal milk producers by agents and traders of the existing dairy in the state. The co- operative has gone from strength to strength, on the back of inspired leadership of Tribhuvandas Patel, the founder Chairman and the Dr Verghese Kurien, who was entrusted the task of running the dairy from 1950. The Amul model has helped India to emerge as the largest milk producer in the world. More than 15 million milk producers contribute their milk in 144,500 dairy cooperative societies across the country. Their milk is processed in 184 district
5. 5 co-operative unions and marketed by 22 state Marketing Federations, ensuring a better life for million. 1.4 PEST ANALYSIS (Political): The political factors affecting fast food industry can vary from country to country. Compliance is of utmost importance. Globally, the fast food brands have to comply with these requirements. There are regulations related to wages, hygiene and food quality that need to be complied with. The minimum wage standards can differ from country to country. In countries where wage rates are high, the labor costs are high. Apart from it, packaging regulations have also changed. Governments can also press the fast food chains to include healthier items on their menus. These are the most important political factors that affect the fast food industry. After all, it is the attitude of the governments towards the businesses that affects their performance. (Economic): The recession influenced the fast food industry to some extent. However, since it passed, spending per consumer has increased. Most of the restaurants have included cheaper options in their menus and improved customer service. Customer service is an important area as brands struggled during the recession to retain customers. A number of changes including increased health consciousness affected fast food sales. Delicious food was insufficient to attract the customers. So, brands supplemented it with increased convenience and low costs to encourage customers. Overall, economic factors are a very important influence on the fast food industry. The industry has showed excellent ability to adapt in the face of the changing trends. To better adjust to recession and low economic activity, brands included low priced items. They added to the variety of products on the menu. However, the size of individual spending on fast food has always depended on the economic conditions in specific markets. In US alone, more than 200,000
6. 6 restaurants feed more than 50 million people daily. With economic activity surging globally, the spending on fast food could increase further in future. (Social): Health and lifestyle trends also influence the fast food industry. Health awareness has affected the entire food industry. It includes not just fast food, but snacks and beverages and all other foods. People now think before they eat. Consumers‘ changed attitude pressed the restaurant brands to include low calorie options. The social perception of health has changed vastly. Media has played its own important role in creating this perception. The fast food industry has faced heavy criticism for targeting young children. Moreover, the attack on junk food led to people adopting low calorie foods. Such changing social trends impact the sales of the entire industry. The industry was held liable for the increasing childhood obesity. As a result, it had to adopt measures like showing the nutritional content on the label and reduce calories in the items. Cultural factors might also play an important role since some cultures do not encourage the consumption of fast food. Still, most cultures have adopted it with changes to suit the local preference. (Technological): Technological factors have been an important influence on the fast food industry. This sector does not depend only on the attractiveness of its menu and the food quality. Customer service and convenience are also major factors affecting sales. Technological factors have already brought huge changes to the way brands have served and engaged their customers. They also affect marketing and advertising of the brands. Social media and online ordering have changed the style of customer service. Social media channels became the most important venue for engaging customers. The use of digital displays and kiosks affected ordering and the costs of labor. Technology overall has proved to be something indispensable. It has
7. 7 helped brands serve customers through innovative channels and in innovative ways. Fast food brands have become innovative in other areas too. They engage their customers on social media and collect feedback through several channels. Competition in the industry is heavy. This is also a reason that technology has become important for fast food brands.
8. 8 CHAPTER 2 COMPANY PROFILE 2.1 Background, History, Products and Markets Britannia Industries Limited is an Indian food-products corporation based in Bangalore, India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated market share of 38%. The Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. The company was entrenched in 1892. Initially, biscuits were mold in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, a renowned attorney, and operated under V.K Brothers." In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. 1921 - The Company obtained a priority of Certificate and imported new machinery thereby becoming the first biscuit company in India to install and run a gas oven plant. 1924 - A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Co. Ltd., U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1939-45 - A large part of the Company's production was diverted to war effort on account of World War II and at times as much as 95% of the total capacity was booked for the production of "Service Biscuit". 1952 - The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there and later in Mumbai in 1954. 1954 - The development of high quality sliced and wrapped bread in India was pioneered by the Company and was first manufactured at Delhi.
9. 9 1961 - Manufacture of bread was started in Mumbai and a new bread bakery was set up at Delhi in 1965. 1979- With effect from 3rd October, the name of the Company was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd. 1980 - The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1980-The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1986-The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. "Good Day", a new biscuit launched during the year met with good market response. - Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of "Vital". 1987-In (16 months), the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions and higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of the bakery division reached 27. The soya products division introduced a range of extruded products under the brand name "VITAL FEAST". 1989 The Company launched new brand of biscuit, namely, `CIRCUT'. Another brand "PURE MAGIC" was extended nationally and posta badam was added to "GOOD DAY" range of biscuits. Bread production and affected for some time at Delhi factory due to industrial unrest. 1990- Two new brands of biscuits,"Elaichi Cream"and "Petit Beurre" were launched. Also, a new cashew badam variant of the brand "Milk Bikis" and brand
10. 10 extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi and was well received. 1991-The Company launched two new speciality brands viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and elaichi cream. - On 17th August, the Company handed over to SM Dychem Ltd, its soya unit at Vidisha, MP. - The Company proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases and essence for Coca Cola, Fanta & Sprite and to export processed snack foods. 1992-The Company launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market. 1993 - The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1993-The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1994-During the year, the bakery division launched `Bakers Choice' a sweet biscuit and `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers. 1995- Under the `Pure Magics' Umbrella, the company launched a new sandwich cream biscuit with two-in-one flavour viz. double cream and this was well received in the market. In the cake market, under the premium segment, the company launched with Groupe Danone's technological input a Swissroll Cake "Mini Roule" which was also met with good response.
11. 11 1996- Mariegold biscuits registered quantum growth in volumes and milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company's profits improved. 1997- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products and efficient production systems. The Company undertook to diversify into cheese and dairy whitner. - The Company launched `Tiger' range of biscuits for mass market category, `Jim-Jam' and ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year. - Britannia Industries (BIL) is one of the largest bakery in the private sector and a household name in food products. - Britannia Industries Ltd (BIL) will shortly enter the cheese and milk products market with an alliance proposed between itself and the Mumbai-based Dynamix Dairy Ltd. - Britannia Industries Ltd is all set to launch a new corporate identity and a total revamp of its product portfolio, with strategic inputs from an international strategic design and brand repositioning company - Shining Strategic Design. 1998- Food major Britannia Industries Ltd (BIL) has signed a wage agreement with the Maharashtra General Kamgar Union (MGKU), providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai. - The company has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. Half/Half comes in a twin-cake pack (Rs.6) and a tray pack containing five cakes. - Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala. - A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited (BIL). 1999 Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai and some markets in the South. - Britannia Industries, launching the country's first branded flavoured milk is another step towards its goal of becoming a dairy-products giant. - In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for the first time - with India and south Asia-
12. 12 specific volumes targeted at school children as well as institutions and the general `knowledge-seeker'. 2000- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st. - Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer. - The Company has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein and 58 cereals. - Britannia's Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand. - The Industry is set to start bread- manufacturing factories in Kochi, Hyderabad and Chennai to tap the region's market potential. - The Company has become the first company to take its products to the Net in the form of a video file. - Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand. - The Company has appointed Tata Energy Research Institute (Teri) for a power audit. - FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd. - The Company has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi. - Britannia Industries Ltd. has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai. 2002--Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the leading diary co-operative groups in the world. 2003--Britannia New Zealand Foods, a joint venture of Britannia Industries and Fonterra Co-operative group of New Zealand has launched "Britannia MilkMan" freshmilk. 2005---Britannia New Zealand launches health drink for adult -Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant! -Britannia launched 'Greetings' range of premium assorted gift packs -The new plant in Uttaranchal, commissioned ahead of schedule. -The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.
13. 13 2008-Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao" –Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'MarieGold'. 2009-Britannia NutriChoice Nature Spice Crackers launched - Your favorite Cream Crackers, now made even more exciting with the addition of "Sabut" Ajwain and Jeera spices. 2010 -Britannia NutriChoice launches a New Year pack - the Health Starter Kit. Created for everyone who makes New Year resolutions and doesnt follow through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled together with a Fit Sip Sipper and a fitness chart. All this only for Rs100. 2013--Britannia Industries Ltd.-Kolkata was selected the winner of the GOLDEN PEACOCK NATIONAL QUALITY AWARD for the year 2012. -Britannia bagged the prestigious IWLF Award for 'Solid Waste Management Project' and 'BNF' project at the International Women Leadership Forum held in Mumbai on 25th April2013.
14. 14 2.2 Vision, Mission And Goal Vision: Our Core Emphasis Across Portfolios Is On Healthy, Fresh And Delicious Food. Mission: We demand the best of ingredients and package their natural goodness in our products, without compromise. Goal: To provide consumers the highest standards of food safety and ensure hygiene in new diversified food category. 2.3 SWOT ANALYSIS STRENGTH 1. Britannia has been around 120 years in the industry 2. Britannia is one of India‘s most trusted brand with strong brand recall 3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk, butter, cheese, etc. 4. Strong distribution network ensuring proper availability of the products even in the remotest of areas 5. Britannia has a major share in biscuits industry 6. Marketing and advertising efficiency 7. Innovative products for health conscious people like oats and porridge, Britannia Nutri Choice biscuits for diabetes patients, Vita Marie Gold, etc. 8. Strong presence in rural markets 9. Products for all food and snacks segments is a big boon for Britannia
15. 15 WEAKNESS 1. Lower market share for Britannia in dairy segment 2. Similar products produced by many companies means high brand switching 3. Over dependency on the biscuit business: Britannia‘s 75% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. OPPORTUNITIES 1 .Increase in purchasing power of people in India 2.Increase its share in the dairy industry 3.Product line extension can benefit Britannia as the company has loyal customers 4. Expansion in other countries THREATS 1.Lower price offering competitors can affect Britannia's market share 2.Local dairies and bakeries can cause business losses 3.Inflation can cause fall in sales and revenue 4.Rise in cost of raw materials
16. 16 CHAPTER 3 ORGANIZATION DESIGN 3.1 Organization Chart Chart: 3.1 Source: www.unsoyfood.com 3.2 CRITICAL REVIEW OF THE ORGANIZATION STRUCTURE The advantages of this type of structure are the following: It provides more focus and flexibility on each division's core competency.
17. 17 It allows the divisions to focus on producing specialized products while also using knowledge gained from related divisions. It allows for more coordination than the functional structure. Decision-making authority pushed to lower levels of the organization enables faster, customized decisions. 3.3 McKinsey’s 7S Model In McKinsey model, the seven areas of organization are divided into the ‗soft‘ and ‗hard‘ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. The Hard S’s: Strategy: The direction and scope of Britannia company over the long run. Structure: Britannia‘s departments, reporting lines, areas of expertise and responsibility and how they inter-relate to each other. Systems are the processes and procedures of the Britannia company, which reveal business‘ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change. The Soft S’s: Skills are the abilities that Britannia‘s employees perform very well. They also include capabilities and competences. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
18. 18 Staff element is concerned with what type and how many employees Britannia needs and how they will be recruited, trained, motivated and rewarded. Style represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other words, it is the management style of company‘s leaders. Shared Values are the norms and standards that guide employee behavior and company actions and thus, are the foundation of the Britannia company.
19. 19 CHAPTER 4 BUSINESS MODEL OF BRITANNIA 4.1 Business Model Overview The decision to focus on direct distribution came soon after Varun Berry took over as the company‘s managing director in March 2014. At that time, Britannia used to serve only 6.5 lakh retail outlets directly. In comparison, Fritolay — a brand marketed by PepsiCo where Berry spent Britannia Industries Ltd is adapting the ―leanest possible‖ distribution model to directly ―tailor-serve retail outlets‖ across the country in less than a day as part of its plan to multiply sales and expand retail reach, said a senior executive. Currently, the process takes between one and three weeks. In the new distribution model, the Kolkata-headquartered biscuit maker plans to operate with a ―zero-day inventory‖ by ―reducing distance between its distribution centres and retail stores‖ that the company reaches directly. ―Direct distribution results in much better offtake of brands. We have seen two to three times higher brand offtake (sales) after we started serving a particular retail outlet directly,‖ said Gunjan Shah, vice president (sales), Britannia Industries. The aim, he added, is to go as deep possible ensuring it makes ―commercial sense‖. But how far can Britannia go? ―In some areas, we can go up to the level of a store that sells Britannia products worth Rs1,000 at least,‖ said Shah. That‘s just 100 packets of biscuits priced Rs10 each—Britannia‘s largest selling pack size in non-metro markets. almost two decades — had a direct reach of 1.1 million outlets despite being one- fourth of Britannia‘s size. ―From now on, every year we will add 2-3 lakh outlets to our direct network,‖ Shah said. At present, the company directly reaches to 1.7 million retails stores of
20. 20 the 4.8 million outlets where Britannia products are sold. There are about 11 million retail outlets in India, of which around 8 million sell biscuits. In the new direct distribution model, the entire supply chain is controlled by Britannia. Every day, around 20,000 people who are on Britannia‘s direct payroll, visit retail stores, analyse local demands, suggest required tweaks in product placements based on the company‘s in-house analytics and take orders on their mobile phones through an app. The orders are then delivered directly by Britannia from the nearest distribution centre within a day. Traditionally, Britannia stocks products at its distribution centres. Products first go to its exclusive wholesale dealers, then distributors and direct retailers. The entire process takes anything from one week to three weeks, depending on the distance between the retail outlet and the factory. Britannia wants to reduce this to less than a day. While the focus on direct distribution was initiated in 2014 and increased reach, the new form of direct distribution is fairly new. In the last couple of years, Britannia tested the model for commercial viability in different pockets across 10 cities, starting with Mumbai. ―The new system is mapped real-time. It also reduces operational cost for dealers and distributors as they would not need to stock products,‖ added Shah. At present, Britannia has more than 800 vendors, 70 factories, 50 depots, 300 stock-keeping units and 3500 wholesalers. ―The role of dealers and distributors is changing first. We need them for local knowledge, logistics and credit collection. Plus, they would take our products to geographies where Britannia can‘t reach direct in a commercially viable manner. This would further expand reach,‖ added Shah. Britannia is not alone in implementing the new distribution model. Kolkata-based cigarette-to-biscuit maker ITC Ltd, which reaches about 2 million retail stores directly, has been working on a similar ‗factory-to-retail in a day‘ model for the last
21. 21 few years, Mint reported on 10 June 2015. Britannia‘s rival Parle Products, the maker of Parle G biscuits, has the largest retail reach. According to a McKinsey and Co. report on the future of retail supply chains, companies can reduce costs by about 20% at the distribution centre level, while optimal deployment of inventory can reduce working capital by about 10%. To move to a ―zero-day inventory‖ operational model, Britannia has been increasing its distribution centres aiming to reduce distance between them and retail outlets. ―We now have around 14,000 distribution points, 4 times higher than what it was in 2013,‖ he added. ―Britannia has been in revamp mode for the past couple of years backed by change in distribution strategy. The focus on direct distribution is the right thing that the company has done. It would help accelerate revenue, increase market share, and improve cost efficiency in the long term. But direct distribution would not make commercial sense in remote areas,‖ said Sachin Bobade, an analyst with Dolat Capital Market. For Rs 8,684-crore Britannia Industries, the theme is ―pretty clear‖: ―Reduce distance to the market‖, Berry told investors in the company‘s last earnings call on 14 February 4.2 MARKETING FUNCTION Defining and managing your brand. This involves defining who you are, what you stand for, what you say about yourself, what you do and how your company acts. This, in turn, defines the experience you want your customers and partners to have when they interact with you. Conducting campaign management for marketing initiatives. Marketing proactively identifies the products and services to focus on over the course of your sales cycle, and then produces materials and communications that get the word out.
22. 22 Producing marketing and promotional materials. Your marketing department should create the materials that describe and promote your core products and/or services. They should be kept up-to-date as those products and services evolve. Creating content providing search engine optimization for your website. Your website is often the first (and possibly the only) place people go for information about you. Your marketing department will be responsible for keeping Web content current, while also working to ensure your site comes up quickly when someone searches for your type of business. Monitoring and managing social media. Marketing should contribute to, manage and maintain your social media pages. It should also manage accounts and carefully watch what‘s being posted about you online. Producing internal communications. Your employees need to understand your company, its values, its goals and its priorities. Marketing is often responsible for employee communications through a newsletter and/or intranet. Serving as media liaison. When your company is cited in the media, a member of the marketing department often acts as spokesperson for your company, or guides executives in how to respond to media queries. Conducting customer and market research. Research helps you define target markets and opportunities and helps you understand how your products and services are perceived. Overseeing outside vendors and agencies. Marketing is typically responsible for selecting and managing the agencies and vendors who produce marketing materials and or/provide marketing support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc. 4.3 OPERATIONS AND QUALITY FUNCTIOS 1. Finance Finance plays a chief role in operations management. It is essential to ensure that the organization‘s finance has been utilized properly to carry out major functions such as the creation of goods or services so that the customer‘s needs could be satisfied.
23. 23 2. Operation organizing, directing and controlling all the activities of an organisation which helps in converting the raw materials and human efforts into valuable goods and services for satisfying customer. This function in operation management is mainly concerned with planning, needs. 3. Strategy Strategy in operation management refers to planning tactics that could help them to optimise the resources and have a competitive edge over others. Business strategies imply to supply chain configuration, sales, capacity to hold money, optimum utilisation of human resources and many more. production of the final product and then their selling to the customers which will satisfy their needs and wants. 4. Design of the product Incorporating innovative technologies play a crucial role in the selling of a product. Thus it is the duty of operations manager to ensure that the product is designed catering to the market trends and needs of the customers. The modern- day customers are more concerned about the quality of the product than its quantity. So, the operation managers focus on producing top-notch quality products. 5. Forecasting Forecasting refers to the process of making an estimation regarding certain events that might occur in the future. In operation management, forecasting refers to the estimation of customer‘s demand so that production can be done accordingly. Through this, the manager gets to know what to produce, when to produce and how to produce in accordance with the customer‘s needs.
24. 24 6. Supply Chain Configuration The main motive of Supply Chain Configuration is to ensure effective management, monitoring and controlling of all the main activities that are held in a firm. The supply chain configuration starts from the supply of the raw materials and continues till the 7. Managing the Quality Quality management plays an imperative role in selling a product. The operation managers allocate the task of quality management to a team and then supervise their task. The managers identify project defects and rectify them to ensure quality. For this, certain systems are used that measure and maintain the quality of the product. 4.4 FINANCE FUNCTIONS 1. Bookkeeping and Payables/Receivables Bookkeeping is the most basic financial activity in a company. Before a business owner ever considers hiring a CFO, they bring in a bookkeeper, who tracks all of the transactions in the organization, covering both sales and expenses. As the organization grows, they might hire more specialized payables and receivables clerks, to take over functions such as corresponding with vendors and suppliers, above and beyond recording transactions. 2. Financial Reporting and Control Financial Reporting and Control is the function that takes raw accounting entries and transforms them into usable and comparable financial statements. Requiring far more judgment than the bookkeeper‘s role, this function involves everything from ruling on how to implement accounting principles to designing financial processes of the organization, selecting accounting systems, liaising with
25. 25 external auditors, and ensuring that there are no gaps or oversights in existing processes. 3. Tax and Compliance Running a business involves paying tax, and paying tax means doing a lot of calculations and filling out a lot of forms. Often using the financial statements as a basis, along with various other configurations of the information produced by Bookkeeping and Payables/Receivables, the Tax and Compliance function will make sure all of the government forms and filings are sent complete and on-time to the taxman. A strong Tax and Compliance function will go one step beyond simple compliance, and will find ways to minimize tax, so as to maximize the company‘s net income. 4. Strategic Planning and Financial Planning & Analysis This function, ―FP&A‖ for short, is the true bridge between the Past and the Future. FP&A regularly creates strategic and financial plans that forecast what financial results (sales and expenses) will look like in future periods. Then, they compare actual results—prepared with the assistance of the Financial Reporting and Control function—to determine areas where the business can improve. With this ―variance analysis‖ complete, they can then prepare more accurate forecasts for the future. A strong FP&A function will not only generate annual forecasts but will be able to update them even over the course of a day or two, and to run many scenarios that examine the effects of, say, losing a big customer or an economic contraction. 5. Treasury & Working Capital Management The key role of Treasury is to make sure that the company doesn‘t run out of cash. This means, among other things, forecasting the upcoming working capital (receivables, payables and inventory) needs of the company, investing surplus
26. 26 cash in short-term instruments to generate modest interest income, and managing currency risk. 6. Capital Budgeting Capital Budgeting is the function responsible for selecting between the various uses of capital, or capital projects. After all, most organizations will have money available to invest in the business, with the hopes of either growing sales or reducing expenses. But the opportunities for spending typically exceed the amount available to spend, so Capital Budgeting develops business cases to evaluate and identify the most effective projects. A strong Capital Budgeting function will not only forecast project benefits, but will also track these benefits over time to determine whether the use of capital was as effective as originally anticipated. 7. Risk Management Risk Management is a function that is rapidly developing after the financial scandals of the early 2000s (Enron, WorldCom, the Great Recession and Lehman/Bear Stearns collapse, etc.). In the financial services industry, the function is particularly central as most institutions run with a high amount of debt (leverage), though leaders in other industries are also bulking up this function. Risk Management takes a hard look at some of the key risks faced by the company—currency, interest rate, market, operational, legal, etc.—and tries to quantify the possible impacts so that they can be mitigated as much as possible. If FP&A looks at the base case scenario for the company‘s financial results, Risk Management takes a wrecking ball to it. 8. Corporate Development & Corporate Strategy Corporate Development and Corporate Strategy can be widely defined, but it is the area of Finance most heavily populated by former investment bankers and management consultants. As such, common tasks that fall to this function include sourcing and analyzing mergers & acquisitions deals, raising debt and equity
27. 27 financing, making capital structure decisions and providing insight into high level strategic decisions such as entering a new market. 4.5 HUMAN RESOURCE FUNCTION Hiring and Recruiting One of the primary functions of the human resources department is to oversee hiring and recruiting within an organization. The department actively recruits, screens, interviews and hires qualified candidates for open positions. The department administers skills assessment and personality tests to match candidates with the right job within the company. The human resources department also develops employee handbooks that explain company policies and procedures to new hires. Training and Development The human resources department handles the training and development of staff within an organization. It creates training programs and conducts training for new hires and existing employees. The human resources department also works in conjunction with department managers and supervisors to determine the training needs of employees. They are also responsible for contracts with training providers and monitoring training budgets. Handling Compensation The human resources department is responsible for various aspects of employee compensation. The department typically handles employee payroll and ensures employees are paid accurately and on time, with the correct deductions made. Human resources departments also manage compensation programs that include pensions and other fringe benefits offered by the employer.
28. 28 Employee Benefits The human resources department manages all aspects of employee benefits, including health and dental insurance, long-term care or disability programs as well as employee assistance and wellness programs. The department keeps track of employee absences and job-protected leave, such as family medical leave. Human resources department representatives ensure employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer available because of a layoff or termination. Employee Relations The human resources department handles employee relations matters within an organization. Employee relations involves employee participation in different aspects of organizational activities. The department maintains the relationship between employees and management by promoting communication and fairness within the company. The department also handles disputes between employees and management, as well as disputes between the company and labor unions or employee rights organizations. Legal Responsibilities The human resources department is responsible for interpreting and enforcing employment and labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and work hour requirements. The department also investigates harassment and discrimination complaints and ensures company officials remain compliant with United States Department of Labor regulations.
29. 29 CHAPTER 5 FINDINGS AND SUGGESTIONS 5.1 FINDINGS: HR The company is running in a systematic and organized manner. Majority of the factory laborers are women but other employees are mostly men. Workers health and safety are given prime importance. The employees are satisfied with the working environment and working hours. Operations The manufacturing unit is well maintained, clean and hygienic. Qualities of the products are given prime importance. Marketing Understanding the needs of the customers and satisfying those needs is the core concept of the service. Raising product awareness to the potential customers is considered a very important work.
30. 30 Finance Reducing the cost without compromising the quality of the service is the core concept of the finance department. 5.2 SUGGESTIONS: Reducing Weakness Biscuits made of refined wheat flour (maida) are not good for health, if used for long time. So some more health friendly food should be developed. Instead of artificial things, natural things should be added in the biscuits then it will be healthier. Like biscuits, many varieties in dairy segment should also be included then it can expand its business. Reducing Threats The company has potential to expand in the global market. Should participate in more Trade Shows to acquire more clients. By improving the quality with variations and reducing the cost, it can face successfully its competitors.
31. 31 CHAPTER 6 KEY LEARNING During the four weeks of organization study I have learned things which have enriched me as a person as well as a professional. At the personal level, I have learnt many soft skills like working in a team, sharing of knowledge, patience, listening and co-ordination. It gave me an insight on various aspects of an organization that we were exposed to conceptually. I got to know about the SWOT of the company and the PEST analysis of the ancillary industry. I also learnt that time management is very important in an organization. It also gave me insight of how the different department coordinates in an organization. I had been given an opportunity to understand the process flow of Operations management, Quality management, Finance management, HR management. This gives me an insight on how all these business functions has been managed and utilized in food processing ancillary industry for the efficient and effective result.
32. 32 CHAPTER 7 CONCLUSION Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India‘s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers. | ||||
1222 | dbpedia | 0 | 8 | https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/ | en | Britannia Industries to close factory in India | [
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"Henry Mathieu"
] | 2024-06-25T17:03:33+00:00 | India’s Britannia Industries is set to close a factory in Taratala after all of its workers there accepted voluntary retirement schemes. | en | Just Food | https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/ | India’s Britannia Industries is set to close a factory in a Kolkata suburb after all of its permanent workers at the site accepted voluntary retirement schemes.
The biscuit facility in Taratala, which was established in 1947, is set to close after Britannia Industries notified the Bombay Stock Exchange.
The company reportedly had around 150 employees at the facility, according to The Times of India.
It stood as the company’s second-oldest manufacturing unit in India, but “the closure of this 150-worker unit is not expected to significantly impact the company or the state’s revenue,” a source close to the company said, per The Times of India report.
The factory was shut down because it was outdated, according to local reports.
Just Food has contacted Britannia Industries for further details.
Britannia Industries’ portfolio features biscuits, bread and cakes, along with dairy products. The company supplies the domestic market and 80 destinations worldwide in North America, Europe, Africa, South East Asia and the Middle East. Brands include Good Day, Tiger, NutriChoice, Milk Bikis, Marie Gold and Little Hearts.
Besides West Bengal, the company has three other biscuit manufacturing plants in the eastern states of Bihar, Odisha and Assam.
In the year ended 31 March 2024, Britannia Industries generated revenue of Rs165.46bn ($1.98n), marking a 3.5% rise on the previous year. Operating profit grew 10.1% to Rs28.69bn.
Vice chairman and managing director Varun Berry said after the group revealed its results in May: “In a tepid consumption scenario, our performance this year signifies resilience and competitiveness. Over the past 24 months, we have achieved a strong 19% growth in revenue, accompanied by a notable 43% increase in operating profit.
“Our market share rebounded as the year progressed as a result of strategic pricing actions to maintain competitiveness and intensified investments in brands, supported by distribution expansion.” | |||||
1222 | dbpedia | 1 | 14 | https://vizologi.com/business-strategy-canvas/britannia-industries-business-model-canvas/ | en | What is Britannia Industries's business model? | [
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] | null | [] | null | Britannia Industries is a renowned Indian food company that has been a household name for over a century Established in 1892 Britannia has evolved into one of Indias leading FMCG Fast-Moving Consumer Goods companies known for its diverse range of delicious and high-quality food products The companys product portfolio includes biscuits bread cakes dairy products and snacks Britannia operates through a widespread distribution network making its products easily accessible to consumers nationwide With a commitment to innovation and quality Britannia has become synonymous with trust and taste in the Indian food industryThe business model of Britannia Industries primarily revolves around the manufacturing and distribution of food products The company earns revenue by selling its diverse range of products to consumers through various channels including retail stores supermarkets and e-commerce platforms Britannias brand strength and customer loyalty contribute to its consistent revenue streams Additionally the company focuses on product innovation and marketing strategies to stay competitive in the dynamic FMCG market Britannias commitment to delivering quality products with a focus on consumer preferences has propelled it to the forefront of the Indian food industry making it a trusted choice for millions of consumers | en | Vizologi | rethinking business model design | http://vizologi.com/business-strategy-canvas/britannia-industries-business-model-canvas/ | Brands consortium:
A collection of brands that coexist under the auspices of a parent business. The businesses in this pattern develop, produce, and market equipment. Their strength is in copywriting. Occasionally used to refer to a short-term agreement in which many companies (from the same or other industrial sectors or countries) combine their financial and personnel resources to execute a significant project benefiting all group members.
Cross-selling:
Cross-selling is a business strategy in which additional services or goods are offered to the primary offering to attract new consumers and retain existing ones. Numerous businesses are increasingly diversifying their product lines with items that have little resemblance to their primary offerings. Walmart is one such example; they used to offer everything but food. They want their stores to function as one-stop shops. Thus, companies mitigate their reliance on particular items and increase overall sustainability by providing other goods and services.
Cross-subsidiary:
When products and goods and products and services are integrated, they form a subsidiary side and a money side, maximizing the overall revenue impact. A subsidiary is a firm owned entirely or in part by another business, referred to as the parent company or holding company. A parent company with subsidiaries is a kind of conglomerate, a corporation that consists of several distinct companies; sometimes, the national or worldwide dispersion of the offices necessitates the establishment of subsidiaries.
Customer loyalty:
Customer loyalty is a very successful business strategy. It entails giving consumers value that extends beyond the product or service itself. It is often provided through incentive-based programs such as member discounts, coupons, birthday discounts, and points. Today, most businesses have some kind of incentive-based programs, such as American Airlines, which rewards customers with points for each trip they take with them.
eCommerce:
Electronic commerce, or e-commerce (alternatively spelled eCommerce), is a business model, or a subset of a larger business model, that allows a company or person to do business via an electronic network, usually the internet. As a result, customers gain from increased accessibility and convenience, while the business benefits from integrating sales and distribution with other internal operations. Electronic commerce is prevalent throughout all four main market segments: business to business, business to consumer, consumer to consumer, and consumer to business. Ecommerce may be used to sell almost any goods or service, from books and music to financial services and airline tickets.
Ingredient branding:
Ingredient branding is a kind of marketing in which a component or ingredient of a product or service is elevated to prominence and given its own identity. It is the process of developing a brand for an element or component of a product in order to communicate the ingredient's superior quality or performance. For example, everybody is aware of the now-famous Intel Inside and its subsequent success.
Integrator:
A systems integrator is an individual or business specializing in integrating component subsystems into a unified whole and ensuring that those subsystems work correctly together. A process is known as system integration. Gains in efficiency, economies of scope, and less reliance on suppliers result in cost reductions and may improve the stability of value generation.
Licensing:
A formal agreement in which the owner of the copyright, know-how, patent, service mark, trademark, or other intellectual property grants a licensee the right to use, manufacture, and sell copies of the original. These agreements often restrict the licensee's scope or area of operation, define whether the license is exclusive or non-exclusive, and stipulate whether the licensee will pay royalties or another kind of compensation in return. While licensing agreements are often used to commercialize the technology, franchisees also utilize them to encourage the sale of products and services.
Low touch:
Historically, developing a standard touch sales model for business sales required recruiting and training a Salesforce user who was tasked with the responsibility of generating quality leads, arranging face-to-face meetings, giving presentations, and eventually closing transactions. However, the idea of a low-touch sales strategy is not new; it dates all the way back to the 1980s.
Make and distribute:
In this arrangement, the producer creates the product and distributes it to distributors, who oversee the goods' ongoing management in the market.
Regular replacement:
It includes items that must be replaced on a regular basis; the user cannot reuse them. Consumables are products utilized by people and companies and must be returned regularly due to wear and tear or depletion. Additionally, they may be described as components of a final product consumed or irreversibly changed throughout the production process, including semiconductor wafers and basic chemicals.
Self-service:
A retail business model in which consumers self-serve the goods they want to buy. Self-service business concepts include self-service food buffets, self-service petrol stations, and self-service markets. Self-service is available through phone, online, and email to automate customer support interactions. Self-service Software and self-service applications (for example, online banking apps, shopping portals, and self-service check-in at airports) are becoming more prevalent.
Subscription box:
A subscription box is a regular delivery of retail goods to a client. Thus, subscription boxes are both a marketing tactic and a delivery mechanism for products. Subscription boxes are used by subscription-based e-commerce companies, abbreviated subcom, that operates on a subscription-based revenue model. They cater to a diverse client base and address a range of particular demands and interests. Since the subscription box business is still in its infancy, there is little data available. However, between 400 and 600 distinct types of subscription boxes are available in the United States alone, with more known internationally.
Supermarket:
A supermarket is a self-service store arranged into aisles and has many foods and home goods. It is bigger and has a greater variety than traditional grocery shops but is smaller and offers a more limited selection than a hypermarket or big-box market. Supermarkets are usually chain shops supplied by their parent firms' distribution centers, allowing for more significant economies of scale. In addition, supermarkets often provide items at competitive rates by using their purchasing power to negotiate lower pricing from producers than smaller shops can.
Supply chain:
A supply chain is a network of companies, people, activities, data, and resources that facilitate the movement of goods and services from supplier to consumer. The supply chain processes natural resources, raw materials, and components into a completed product supplied to the ultimate consumer. In addition, used goods may re-enter the distribution network at any point where residual value is recyclable in advanced supply chain systems. Thus, value chains are connected through supply chains.
Sustainability-focused:
Companies that manufacture fast-moving consumer goods and services and are committed to sustainability do ecological impact assessments on their products and services. While research-based green marketing needs facts, green storytelling requires imagination and location. Employees responsible for the brand definition and green marketers collaborate with product and service designers, environmental groups, and government agencies. | |||||
1222 | dbpedia | 0 | 58 | https://www.screener.in/company/BRITANNIA/consolidated/ | en | Britannia Industries Ltd share price | [
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] | null | en | null | Pros
Company has reduced debt.
Company has a good return on equity (ROE) track record: 3 Years ROE 57.8%
Company has been maintaining a healthy dividend payout of 82.2%
Cons
Stock is trading at 35.1 times its book value
The company has delivered a poor sales growth of 8.69% over past five years.
* The pros and cons are machine generated. Pros / cons are based on a checklist to highlight important points. Please exercise caution and do your own analysis.
Shareholding Pattern
Numbers in percentages
Sep 2021Dec 2021Mar 2022Jun 2022Sep 2022Dec 2022Mar 2023Jun 2023Sep 2023Dec 2023Mar 2024Jun 2024 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 50.55% 17.65% 17.59% 17.17% 16.65% 17.18% 18.46% 19.44% 21.29% 19.66% 18.99% 18.23% 17.41% 11.53% 11.53% 7.94% 8.74% 16.12% 15.08% 14.22% 12.46% 13.84% 14.84% 15.63% 16.69% 20.28% 20.34% 24.35% 24.06% 16.14% 15.90% 15.79% 15.69% 15.94% 15.62% 15.57% 15.36% No. of Shareholders 2,84,3253,06,4653,29,9403,08,8052,86,8312,60,8362,60,2072,59,9492,84,8922,60,4442,63,6232,54,815
Mar 2017Mar 2018Mar 2019Mar 2020Mar 2021Mar 2022Mar 2023Mar 2024Jun 2024 50.73% 50.70% 50.66% 50.63% 50.55% 50.55% 50.55% 50.55% 50.55% 14.85% 17.05% 15.75% 14.71% 17.96% 17.17% 19.44% 18.23% 17.41% 12.82% 12.63% 12.37% 13.38% 11.23% 7.94% 14.22% 15.63% 16.69% 21.60% 19.62% 21.22% 21.28% 20.26% 24.35% 15.79% 15.57% 15.36% No. of Shareholders 80,07479,1711,34,8871,83,3962,91,2663,29,9402,60,2072,63,6232,54,815
* The classifications might have changed from Sep'2022 onwards. The new XBRL format added more details from Sep'22 onwards.
Classifications such as banks and foreign portfolio investors were not available earlier. The sudden changes in FII or DII can be because of these changes.
Click on the line-items to see the names of individual entities. | |||||||
1222 | dbpedia | 2 | 41 | https://www.scribd.com/document/456357111/akshay | en | 1.1 Overview of Industry As A Whole | https://imgv2-2-f.scribdassets.com/img/document/456357111/original/a297293eb6/1723313421?v=1 | https://imgv2-2-f.scribdassets.com/img/document/456357111/original/a297293eb6/1723313421?v=1 | [
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] | null | akshay - Free download as Word Doc (.doc), PDF File (.pdf), Text File (.txt) or read online for free. Britannia Industries Ltd is India's leading food company known for its biscuits, breads, and dairy products. It has a wide range of popular brands like Tiger, Good Day, and Milk Bikis that have become household names in India. Britannia focuses on offering nutritious and fun foods to consumers across various price points. It has grown significantly over the last decade by introducing new products, expanding its brand portfolio, and leveraging strong distribution networks. Britannia aims to continuously meet the evolving needs of Indian consumers. | en | https://s-f.scribdassets.com/scribd.ico?f0445a4f2?v=5 | Scribd | https://www.scribd.com/document/456357111/akshay | 1.1 Overview of Industry As A Whole | ||
1222 | dbpedia | 1 | 1 | https://www.globaldata.com/company-profile/britannia-industries-ltd/ | en | Britannia Industries Ltd Company Profile - Britannia Industries Ltd Overview | [
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] | null | [] | null | Up-to-date Britannia Industries Ltd company overview including funding information, company profile, key statistics, peer comparison and more. | en | https://assets.globaldata.com/gdic/assets/img/icon/favicon.ico | https://www.globaldata.com/company-profile/britannia-industries-ltd/ | Britannia Industries Ltd (BIL) is a manufacturer and marketer of bakery and dairy products. The company’s product portfolio includes bakery products such as biscuits, bread, croissant, cakes, wafers, and rusk, and dairy products comprising milk, butter, cheese, milk-related readymade beverages, and yoghurt. BIL offers its products under various brands, such as Good Day, Treat, 50-50, Tiger, Crackers, Bourbon, Milk Bikis, MarieGold, Winkin Cow, and NutriChoice. It sells and markets products through distributors, direct sales channels, vendors, and contract packers. The company supplies its products across Asia-Pacific, the Middle East, Europe, Africa and the Americas. It owns and operates manufacturing plants across India. BIL is headquartered in Bangalore, Karnataka, India. | |||||
1222 | dbpedia | 1 | 55 | https://www.fortunebusinessinsights.com/biscuits-market-108482 | en | Biscuits Market Size, Share, Trends | [
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] | null | [] | null | The global biscuits market size was valued at $104.32 billion in 2023 & is projected to grow from $108.75 billion in 2024 to $167.69 billion by 2032 | en | null | The global biscuits market size was valued at USD 104.32 billion in 2023 and is projected to grow from USD 108.75 billion in 2024 to USD 167.69 billion by 2032, exhibiting a CAGR of 5.56% during the forecast period. Asia Pacific dominated the biscuits market with a market share of 32.62% in 2023.
Biscuits are baked, floury snacks or treats that are typically crisp and dry. They contain flour, sugar, butter or vegetable oil, eggs, leavening agents, such as baking powder or baking soda, and flavorings. Other ingredients may also be added, such as essences, chocolates, coffee, spices, dried fruits, nuts, seeds, and cheeses. To make these snacks, the dough or batter is formed into shapes and baked to form a crisp and firm texture. These can be made in many shapes, sizes, and flavors, and are available in various types including plain cream filling, sandwiching, wafer styles, shortbread, and digestives. They are often consumed as snacks, desserts, or as accompaniments to tea and coffee.
Biscuits make up the largest processed food category in India. According to the 2019-20 annual report issued by major biscuit manufacturer Britannia Industries, more than 90% of the nation’s households buy this snacking product.
Many people had started working from home during the COVID-19 pandemic, resulting in a significant demand for convenience foods as these products have a longer shelf life. The biscuit industry had witnessed higher sales than those during pre-pandemic times. In addition, the outbreak had ushered in various health and wellbeing trends, leading to the adoption of conscious eating habits among consumers.
Biscuits Market Trends
Growing Trend of Gluten-Free and Organic Products
The demand for clean-label and gluten-free biscuits, cookies, and crackers has risen globally. The prevalence of celiac is one of the key factors increasing consumers’ preference for gluten-free goods. According to the U.K. Coeliac Organization, with a prevalence rate of 1 in 100, a substantial number of people in the U.K. have coeliac disease.
Moreover, players are concentrating on creating high-fiber, low-calorie, and gluten-free products in the light of this trend. For instance, in April 2022, the Agricultural & Processed Food Products Export Development Authority (APEDA) launched 100% natural and patented gluten-free millet products. The newly-launched products included cream, salted, and milk biscuits for Indian consumers.
The growing trend of casual snacking is one of the major factors boosting the market’s growth. Out-of-home snacking is growing in popularity as more people are entering the workforce and spending longer amounts of time outside their homes. The demand for biscuits among various snacks has also increased recently.
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Biscuits Market Growth Factors
Increased Preference for Convenient Snacking and Product Innovations to Drive Market Growth
As consumers' lifestyles become busier, there is a growing demand for convenient, healthy snacks that can be consumed on the go or during quick breaks. People of all ages prefer snacking, resulting in an increasing demand for products in this category. Additionally, consumers are drawn to new offerings that promise a fresh and unique experience. Children, in particular, enjoy biscuits with different flavors, shapes, and creams. Introducing innovative flavors, ingredient combinations, or product formats can help drive consumer engagement, ultimately leading to higher sales and enhanced brand loyalty.
In April 2022, Koobi 5D Fun Chocolate and Milk Biscuits, made by Shoon Fatt Biscuit & Confectionery Factory Sdn Bhd., were launched in animal shapes in Malaysia. These are available in chocolate and milk flavors, and claim to assist in the growth of a child's learning, cognitive capacities, and motor skills.
Furthermore, premium biscuit crackers are becoming more popular as gifts for special occasions, such as Halloween, Christmas, or Valentine's Day. High-income consumers are more interested in consuming premium coffee, caramel, and chocolate biscuits. The increased demand for innovative biscuit flavors will also stimulate sales.
Availability at Retail Stores and E-Commerce Platforms to Significantly Impact Market Growth
A vast selection of crackers produced by different brands is easily accessible through the internet. Customers can conveniently choose from various brands, compare prices, and read reviews before making a purchase. This accessibility significantly benefits customers who may not have access to retail outlets or a variety of snacks locally, thus driving market growth. Small and niche biscuit manufacturers can reach a broader consumer base through online platforms such as Amazon and advertisements on social media platforms such as Instagram and Facebook. These platforms are designed to showcase specialty biscuit products that come in organic, gluten-free, vegan, and international varieties—options that might not be readily available in the local market. This aspect is expected to have a positive impact on market growth. Additionally, with the emergence of hypermarkets and malls, a diverse range of products with more choices and textures are now readily available. Biscuit manufacturing companies are also incorporating television commercials into their marketing strategy to promote their products, further contributing to the market's expansion.
RESTRAINING FACTORS
High Raw Material Prices and Availability of Other Snacking Options May Hamper Market Growth
The market is facing challenges due to the rising costs of raw materials. Prices of edible items have been consistently increasing since the pandemic. Essential raw materials used in the bakery industry have become more expensive compared to pre-pandemic levels. Therefore, the industry is struggling to remain competitive in the international market in terms of pricing, despite offering good-quality products. For instance, according to the Trade Promotion Council of India (TPCI), the increase in commodity prices such as wheat flour, along with the rising price of refined palm oil, is impacting the profit margins of biscuit manufacturers in India.
Additionally, the market is encountering competition from other snack food categories, such as chips and healthy snack bars. These two categories are gaining popularity and capturing a significant market share. These factors can hinder market development. Apart from the quality of ingredients, the type of ingredients used for making biscuits, such as refined flour, butter, and edible fats also dampens consumers' enthusiasm toward purchasing snacks, such as biscuits. Refined flour has high calories, which can lead to obesity and cardiovascular problems if the biscuits are consumed in huge quantities.
Biscuits Market Segmentation Analysis
By Product Type Analysis
Sweet Biscuits to Dominate Due to Their Nutritional Composition and Wide Availability
Based on product type, the market is segmented into crackers, sweet biscuits, and savory biscuits. The sweet biscuits segment dominates the market due to their nutritional composition, which includes fiber, fat, and carbohydrates. These snacks, due to their high nutrient content, are becoming increasingly common in the daily breakfast routine of consumers worldwide. With the introduction of innovative shapes, packaging, and flavors, the chocolate biscuits market growth continues. The growing demand for healthy crusts and the rising per capita consumption of sweet crackers in developing economies will present lucrative opportunities for industry players. Whole grain snacks, such as oats and millet, are also gaining traction among health-conscious consumers globally.
In July 2022, Parle Products, an Indian multinational food processing company, expanded its biscuit portfolio by introducing Oats-Berries and Cinnamon Biscuits. Parle plans to strengthen its grip on the industry by filling the gap of an affordable health biscuit. It is available for a price of USD 0.12, thus providing a healthy and inexpensive alternative for health-conscious consumers.
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By Flavor Analysis
Plain Segment to Dominate Global Market Owing to Their Convenience
Based on flavor, the market is divided into plain, chocolate, cheese, fruit & nut, and other varieties. The plain biscuit segment dominated the market in 2022. Plain sweet biscuits are highly demanded and consumed by consumers in every region. Their growth rates are expected to consistently increase worldwide. Consumers are seeking products that offer convenience while helping them measure the amount of nutrients consumed. Due to this convenience, these biscuits are becoming a regular part of consumers’ breakfast eating habits. The plain biscuits market is growing due to the introduction of new shapes, packaging, and flavorings. The growing demand for healthy snacks and the rising per capita consumption of plain sweet biscuits may present lucrative opportunities. Plain crackers made of whole grains, such as wheat, oats, and millet, are attracting health-conscious consumers globally.
In April 2022, Britannia Industries Limited co-created and launched ‘Britannia Marie Gold Jeera’ exclusively for customers in Tamil Nadu, India. The biscuit’s key ingredient is Jeera, an ingredient favored by the state for its health benefits and distinct taste.
By Distribution Channel Analysis
Hypermarkets/Supermarkets to Dominate Market Due to Large Collection of Biscuit Varieties
Based on the distribution channel, the market is divided into hypermarkets/supermarkets, specialty stores, independent bakeries, and online platforms. The hypermarkets/supermarkets segment accounts for the largest market share. These stores are the most widely preferred distribution channels among consumers to purchase their products, as they enable them to choose from a wide collection of biscuit varieties. There are several aisles specifically dedicated to premium products. Additionally, consumer purchasing patterns are changing significantly, with many of them shifting towards online channels to search for and purchase products. Thus, biscuit manufacturers are also increasing their presence on online platforms by introducing product offers and targeted marketing for consumers.
REGIONAL INSIGHTS
The global market is segregated into North America, Europe, Asia Pacific, the Middle East & Africa, and South America.
Asia Pacific Biscuits Market Size, 2023 (USD Billion)
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Asia Pacific holds the largest biscuits market share, with a valuation of USD 32.87 billion in 2022, and is expected to exhibit the fastest growth over the forecast period. This region comprises several emerging countries, including China, India, Japan, and Australia. These nations are experiencing substantial growth in their middle-class population and urbanization, offering numerous opportunities for key players to expand in the region. India and China are the primary drivers behind the exceptional growth rate witnessed in the Asian market. Increased awareness regarding proper nutrition and a focus on a healthy diet are crucial aspects of today's busy lifestyle, leading consumers to seek convenient food items that facilitate measuring nutrient intake. Consequently, companies are progressively launching digestive crackers and developing innovative plain, sugar-free biscuits enriched with grains. Moreover, the growth of retail stores and e-commerce platforms in the region has introduced new distribution channels for biscuit manufacturers.
For instance, in May 2023, Ferrero aimed to strengthen its market presence across Asia and launch its Nutella Biscuits T12 & T22 through key airports in Singapore, Hong Kong, Seoul, Taipei, Kuala Lumpur, Bangkok, and Shanghai.
Europe has a strong preference for biscuits as a breakfast choice among its consumers. The COVID-19 pandemic had a significant impact on the market, leading to a major increase in the demand for homemade snacks. Consumers stocked up on long shelf-life items, greatly boosting the market's growth rate. Additionally, as the trend of consuming foods on the go gains traction among consumers, and biscuits are produced and packaged to have a long shelf life, they have become a preferred snack among a wide portion of the population, thus driving the market's growth in Europe.
North America witnesses frequent snack consumption due to the increasing working-class population, rising disposable income, and lifestyle changes. The increasing awareness of health and safety issues has led to a rising demand for products that are free from GMOs or additives among consumers in North America. Additionally, the availability of a wide range of flavors, including buttercream, chocolate, and peanut butter biscuits, is expected to contribute to the market's growth in the region.
In April 2020, Biscoff launched vegan sandwich cookies in the U.S. in vanilla, milk chocolate, and Biscoff cream flavors.
South America is witnessing a surge in health concerns among the youth, which is anticipated to drive its market. The growing demand for low-fat, gluten-free, low-carbohydrate, organic, and high-fiber snacks is attracting health-conscious consumers. This trend is expected to fuel the consumption of bakery products in countries such as Brazil, Argentina, Colombia, Peru, Chile, and Ecuador. Manufacturers are actively catering to this demand by launching organic baked goods and investing in R&D to meet the growing consumer demand. For example, in November 2022, Nestlé announced the establishment of a new research & development center for Latin America to innovate for and collaborate with regional consumers. This initiative will enable the development of tasty, nutritious, affordable, and sustainable products that are highly relevant to local consumers.
The Middle East & Africa market is primarily driven by the region's demand for convenient and on-the-go snacks. The increasing popularity of clean-label snacks is expected to drive product innovation in the market. The emerging class of younger consumers and the working population regularly consume bakery products, such as sweet biscuits, thereby supporting the regional product demand. Moreover, international companies are looking to expand into the emerging GCC countries. For instance, in October 2022, English Biscuit Manufacturers (EBM), an FMCG company based in Pakistan, collaborated with Al Maya Group to expand its international business in the UAE.
Furthermore, in most West and Central African populations, rusks are commonly used for breakfast rather than as teatime snacks, creating a high demand for the product in these countries.
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List of Key Companies in Biscuits Market
Manufacturers Innovate to Satisfy Customer Cravings for Taste and Nutrition
Industry players have been adopting various competitive strategies, including product innovation and new product launches, to grow their businesses amid stiff competition in the market. Recent years have seen a surge in demand for tasty, healthier, and nutritious products. Key manufacturers are investing in innovating their products and engaging in the R&D process to offer uniquely flavored biscuits, meeting the robust customer demand. There is a growing demand for specialty biscuits, which can help boost the mood of the consumers and are also economical. With the rise in inflation and growing risk of recession, consumers are switching to economical food options; however, the demand for high-quality products remains strong. Thus, manufacturers have the opportunity to develop high-quality products that are both healthy and economical.
In January 2023, Reliance Consumer Products Ltd. (RCPL), the FMCG arm and a wholly-owned subsidiary of Reliance Retail Ventures Ltd. (RRVL), entered a strategic partnership with Sri Lanka-headquartered Maliban Biscuit Manufactories (Maliban).
LIST OF KEY COMPANIES PROFILED:
Yıldız Holding (Turkey)
Mondelēz International (U.S.)
Kellogg Co. (U.S.)
ITC LIMITED (India)
Britannia Industries (India)
Lotus Bakeries Corporate (Belgium)
Campbell Soup Company (U.S.)
Nestlé (Switzerland)
The Kraft Heinz Company (U.S.)
Ferrero (Italy)
KEY INDUSTRY DEVELOPMENTS:
August 2023: Britannia Industries Limited, an Indian multinational FMCG company specializing in the food industry, launched Jim Jam Pops, an open cream biscuit. It is also known as the 'Biscuit of the Future,' and this variant has only one base biscuit, thus eliminating the need to twist it to relish the crème.
May 2023: Bisk Farm, an Indian biscuit and bakery owned by SAJ Food Products Ltd., introduced two new products, Heylo T-Time Cookies and Half Half Masti, a unique cracker biscuit range. It is a blend of sweet and salty flavors with a hint of enigmatic spices, providing biscuit lovers a unique product to snack on.
August 2021: Mars Incorporated, an American multinational manufacturer of confectionery, pet food, and other food products, announced its product innovation of MilkyWay Biscuits. The product is based on its popular MilkyWay chocolate bar; these are vanilla-flavored biscuits dipped in chocolate.
July 2021: ITC Limited, an Indian conglomerate company, introduced Sunfeast All-Rounder, an innovative offering in the cracker biscuit category. It is a potato biscuit sprinkled with spices, offering a crunchy texture and is acclaimed to be one of the thinnest crackers in production within India.
October 2020: Ferrero Company acquired Fox’s branded and retailer own-brand, including M&S, biscuit business from Northern Food Grocery Group Limited. It also acquired Burton’s Biscuits Co. in 2021, and has now become Fox’s Burton’s Companies (FBC) U.K.
REPORT COVERAGE
An Infographic Representation of Biscuits Market
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The report provides detailed market analysis and focuses on crucial aspects, such as leading companies, product types, flavors, and distribution channels. Besides, it offers insights into the market trends and highlights vital industry developments. In addition to the factors mentioned above, the report outlines several factors that have contributed to market's growth in recent years and estimates the market forecast.
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Report Scope & Segmentation | ||||||
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] | null | [] | null | Learn Britannia Industries facts for kids | en | /images/wk/favicon-16x16.png | https://kids.kiddle.co/Britannia_Industries | Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.
Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management, but it continues to hold a large market share.
History
The company was established in 1892 by a group of British businessmen with an initial investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).
In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.
In December 2018, it launched a new category, Treat Crème Wafers.
Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022. In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.
In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.
In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.
Businesses
The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products.
Biscuits
As of 2023, about 80% of Britannia's annual revenue comes from biscuits. Britannia has an estimated market share of 33% in the organised biscuits market in India.
The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.
In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.
Dairy products
Dairy products contribute close to 10% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).
Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate.
On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk. Britannia intends to source most of the products from New Zealand, which they would market in India. The joint venture will allow technology transfer to Britannia. Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture. However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.
Partnerships
In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India. In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses. During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.
Philanthropy
The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement. Britannia P&I is an associate member of the International Maritime Rescue Federation.
It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.
Awards and recognition
In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.
Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.
The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.
The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.
In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.
In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.
The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.
It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.
It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.
In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.
In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.
In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.
According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012 in India's top 10 most trusted brands list.
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.
Indian Super League (2018–present)
See also | |||||
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] | 2024-02-02T10:37:47+00:00 | Learn about the Britannia Industries history, India's oldest and most loved food company. Discover how it grew from a biscuit house to a global total foods giant. | en | Shoonya Blog | https://blog.shoonya.com/history-of-britannia-industries-limited/ | If you are the ’80s or ’90s kid, do you remember those Britannia Bikis Classic, sugar-coated little hearts, and those fruit cakes that were a bit pricey, but our parents still got them for us as bait to not miss school?
However, not only this, but even Generation X (before the ’80s) has been cherishing the products of this food giant.
Today, we are going to talk about the bakery giant behind the most-loved cakes, cashew cookies, milk cookies, and more: Britannia Industries!
In this blog, we will explore the history of Britannia, from its humble beginnings in Kolkata to its current position as a global total foods company.
Britannia Industries History- Biscuits, Bread, and Beyond
Here is how the now most loved household biscuit and bakery brand has grown over the span of 120 years.
The Sweet Beginnings (1892-1900s)
This chapter takes you back to the early days when biscuits were just the beginning for Britannia.
A bunch of British folks in Kolkata decided to start something sweet – Britannia Industries.
They kicked off the whole venture with just Rs 295.
Can you imagine this?
That sounds more like starting your own biscuit empire that you wouldn’t be even aware of, with a mere pocket change, nowadays! Initially, they baked biscuits, cakes, and bread for the British officers and tea planters hanging out in India.
Wartime Heroes and Post-Independence Challenges (1910-1947)
From supplying service biscuits to the Indian Army during the Second World War to facing challenges post-independence, this era paints a picture of Britannia’s resilience and evolution.
As the years rolled on, in 1918, Britannia became a public limited company, flaunting the name Britannia Biscuit Company Limited.
Britannia achieved a milestone by becoming the first company east of the Suez Canal to utilize imported gas ovens. Their business was thriving, and, more importantly, Britannia was gaining a reputation for delivering quality and value.
Fast forward to the Second World War – Britannia wasn’t just about biscuits; they stepped up big time.
They supplied biscuits to the Indian Army and even set up a training centre for disabled soldiers.
That was like turning biscuits into a force for good!
In 1924, Britannia established a new factory in Mumbai. During the same year, the company became a subsidiary of Peek Frean & Company Limited UK, a prominent biscuit manufacturing company.
Post Independence Era
After India got its independence in 1947, things got tricky.
There were challenges left and right – partition, shortages of raw materials, and tough competition from other biscuit makers.
But did Britannia back down?
No way!
In 1954, facing challenges, Britannia set up fancy machines in Mumbai.
The same year, they started making good-quality sliced bread in Delhi.
By 1965, they opened a new bread bakery in Delhi.
In 1975, Britannia took over delivering biscuits from Parry’s.
In 1976, they started selling Britannia bread in Calcutta and Chennai.
In 1978, Britannia invited people to buy shares, and lots of Indians did – more than half!
In 1979, they changed their name from Britannia Biscuit Company Limited to Britannia Industries Limited, showing they were doing more than just biscuits.
The ’90s Shake-Up and Total Foods Vision (1990s-2000s)
As India’s economy opened up, Britannia faced new challenges and embraced transformation. This part of the story unfolds the ’90s shake-up, marking the journey towards becoming a total foods company.
The ’90s brought big changes when the Indian economy opened up.
More players entered the bakery market, and Britannia Industries had to step up its game too.
To make that happen, they shook things up – a new look, a new mindset, and a bunch of cool new products like Tiger, NutriChoice, Little Hearts, and 50-50.
And guess what?
They were ranked among India’s most trusted brands.
Growth, Innovation, and Beyond (2000s-Present)
In 2000, they hit a whopping Rs 1000 crore in turnover – that’s like rolling in biscuit dough!
Fast forward to the present day, Britannia’s story continues.– Britannia Industries is still baking up a storm.
They’ve added more goodies to their lineup – cakes, rusk, croissants, milkshakes, and even coconut water.
Britannia Industries: A Major FMCG Player
Britannia Industries is currently ranked fifth among the top FMCG companies based on market capitalisation, indicating its substantial presence in the market.
According to the latest information, Britannia boasts strong financial numbers.
Britannia Industries Overview
Market Presence
Ranked 5th among top FMCG companies.
Stock Information (As of 19th Jan 2024)
Share Price: ₹5150
Market Cap: ₹124,070 Cr
Financial Performance (Quarter ending 30th Sep 2023)
Revenue: ₹4,350 Cr
Legacy and Global Presence
Over 130 years of legacy.
Operations in 80+ countries worldwide.
Britannia Industries Introduction
Year of foundation: Britannia Industries was established in 1892 by a group of British businessmen in Kolkata.
CEO and MD: The current Executive Vice-Chairman and Managing Director of Britannia Industries is Varun Berry.
Britannia Industries Owner/ Chairman: Nusli Wadia
Current market cap: As of January 19th, 2024, the market capitalisation of Britannia Industries was ₹1,24,070 Cr.
Headquarters: The headquarters of Britannia Industries is located at 5/1A, Hungerford Street, Kolkata, West Bengal, India.
Parent company: Britannia Industries is part of the Wadia Group, led by Nusli Wadia, who serves as the Chairman of the company.
Products offered: Britannia Industries provides a variety of food products, including biscuits, breads, cakes, rusk, dairy products, beverages, and snacks. Some of its popular brands include Good Day, 50-50, Marie Gold, Tiger, NutriChoice, Milk Bikis, Bourbon, Little Hearts, Pure Magic, and Cheese.
Britannia Industries Limited: Charting a Responsible Future
They’re cooking up new ways to be eco-friendly and caring for folks.
So, what’s Britannia’s vision for the future?
To be a responsible global total foods company, serving up exciting goodness all day long with all these finger-licking products:
• Biscuits: Britannia is one of the leading biscuit manufacturers in India, with popular brands such as Good Day, 50-50, Marie Gold, Tiger, NutriChoice, Milk Bikis, Bourbon, Nice Time, and Little Hearts. Britannia biscuits are available in various categories, such as cookies, crackers, cream, health, and treats.
• Bread: Britannia breads include wheat bread, multigrain bread, fruit bread, sandwich bread, pav, bun, and kulcha. They are made from premium ingredients and are enriched with essential nutrients.
• Cakes: Britannia cakes include fruit cake, nut & raisin cake, chocolate cake, muffin, cupcake, and brownie.
• Rusk: Britannia rusk is a crispy and crunchy snack made from wheat flour, sugar, and butter and comes in different flavors such as elaichi, milk, and suji toast.
• Dairy: Britannia dairy products include cheese, butter, ghee, dahi, milk, and beverages and are made from fresh and pure milk, offering a range of benefits such as calcium, protein, and probiotics.
• Snacks: Britannia snacks are tasty and convenient, suitable for enjoyment anytime, anywhere. Britannia snacks include wafers, salted snacks, and nuts.
And that is the story of Britannia – from a little biscuit house in Kolkata to a snacking sensation loved by all.
Cheers to more biscuits, cakes, and goodness from Britannia!
FAQs| Britannia Industries History
Source- britannia.co.in
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Food and Beverage ServicesKarnataka, India1001-5000 Employees
Britannia is a 100 year+ organization with presence in Biscuits, Breads, Cake, Rusk, Dairy and snacking. The company celebrated its 100th year in 2018 and has emerged as a Market Leader in the Biscuit space, while also launching a host of new products and entering new categories, inching closer to the vision of being a Global Total Foods Company. We are one of the best employers in India as per the Aon Best Employers Study, 2019 and Kincentric Best Employer Study, 2020 while holding the position as Brand Equity's most trusted food brand, 2019. Our Employer Brand is âMAKE Ti)NGS HAPPENâ, with the intent of bringing alive the new corporate brand âExciting Goodnessâ into the lives of Britannians because it is the Britannians who have been making things happen through the 100 year journey. The corporate values of Britannia are: 1. INVITi)NG, Come home to Britannia 2. IGNITi)NG, Fuel the Hunger 3. CREATi)NG, Build enriching careers 4. RESPECTi)NG, Do the right Ting Together these 4 Tings sum up the culture at Britannia and guide Britannians to make âtingsâ happen all across. The work environment exudes warm professionalism and is accepting of diverse ideas and thoughts while empowering employees as owners. Britannians have always prided themselves in the quality of work, width of role that one gets to handle at an early stage. Employees talk about the âEnriched Learningâ that they get on the job at Britannia and the scope to move internally as potential is valued and bet on. Employees are encouraged to do more with less and strive for excellence in their jobs. Britannia is also a socially responsible organization with a strong sustainability agenda to address malnutrition in marginalized communities of the country and provides platforms to employees to add purpose to their contribution. So, everyday, every minute while Britannians are at work, they MAKE Ti)NGS HAPPEN ! Follow us / Join us and witness this momentous experience called Britannia ! | ||||||
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] | null | [] | 2019-07-19T18:51:10+00:00 | Organisation Study on Britannia Industries - Download as a PDF or view online for free | en | https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico | SlideShare | https://www.slideshare.net/Ankeshkumar78/organisation-study-on-britannia-industries | 1. 1 CHAPTER 1 INDUSTRIAL PROFILE 1.1 GLOBAL SCENARIO Food processing is one of the largest global sectors at $7 trillion annual production. Look around and you‘ll find companies of Cold drinks, Wafer chips, Juice, restaurant chains to be among biggest ones. Italian pasta and pizza is now consumed in almost all countries, so are the burgers and sandwiches. Sugar free products, cornflakes, oats, ketchups etc. are among most demanded consumer goods. Currently only 2 % of India‘s vegetable and fruits production is processed. In comparison USA and China processes their 90% and 40% produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70% of their produce. India‘s food processing sector ranks fifth in the world in exports, production and consumption. Importance of this sector is significant and it deserves a priority treatment by government. Accordingly sector has been made part of ambitious ‗Make in India‘ initiative. Food processing is also significantly impacted by multiple external factors, including economic trends, climate change, and demographic shifts, emerging power markets, new trade partnerships and world population growth predictions. Today‘s food supply chain is more globalised, longer and far more complex than ever before. With growing imports and exports, processed foods are dependent on longer supply chains which pose a great challenge to assuring food safety.
2. 2 1.2 INDIAN SCENARIO Introduction The Indian food industry is poised for huge growth, increasing its contribution to world food trade every year. In India, the food sector has emerged as a high- growth and high-profit sector due to its immense potential for value addition, particularly within the food processing industry. Accounting for about 32 per cent of the country‘s total food market, The Government of India has been instrumental in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is making all efforts to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented units. Market Size The Indian food and grocery market is the world‘s sixth largest, with retail contributing 70 per cent of the sales. The Indian food processing industry accounts for 32 per cent of the country‘s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‘s exports and six per cent of total industrial investment. The Indian gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to increase by three times by 2020. The online food ordering business in India is in its nascent stage, but witnessing exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organized food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.
3. 3 Going forward, the adoption of food safety and quality assurance mechanisms such as Total Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic Practices (GHP) by the food processing industry offers several Investments According to the data provided by the Department of Industrial Policies and Promotion (DIPP), the food processing sector in India has received around US$ 7.54 billion worth of Foreign Direct Investment (FDI) during the period April 2000- March 2017. The Confederation of Indian Industry (CII) estimates that the food processing sectors have the potential to attract as much as US$ 33 billion of investment over the next 10 years and also to generate employment of nine million person-days. Road Ahead Benefits. It would enable adherence to stringent quality and hygiene norms and thereby protect consumer health, prepare the industry to face global competition, enhance product acceptance by overseas buyers and keep the industry technologically abreast of international best practices. 1.3 KEY PLAYERS IN THE INDUSTRY Nestle Nestlé India manufactures products of truly international quality under internationally famous brand names such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea; and in recent years the company has also introduced products of daily consumption and use such as Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita.
4. 4 Parle Agro Parle became popular with the release of its products such as Frooti and Parle-G. Parle Agro, today, is a Rs 2,200 Crore (US$ 364.93 million) organisation. They are known as much for their diversification into the foods sector as for their leadership the beverages sector. Parle operates under four business verticals: Beverages (fruit drinks, nectars, sparkling drinks and carbonated soft drink), Packaged Drinking Water, Foods, and pet preforms. Each of these verticals operates as independent entities. In the recent past, Parle has aggressively grown their infrastructure to 76 manufacturing facilities, both in India and overseas, and has developed a widespread network of 3,500 distributors that cater to more than 600,000 outlets in the country. It also has a strong presence in about 44 countries. Amul Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat. Founded in 1946, the brand is today managed by the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF) which is jointly owned by about 3 million milk producers in the state. Amul the co-operative was formed as a response to the exploitation of marginal milk producers by agents and traders of the existing dairy in the state. The co- operative has gone from strength to strength, on the back of inspired leadership of Tribhuvandas Patel, the founder Chairman and the Dr Verghese Kurien, who was entrusted the task of running the dairy from 1950. The Amul model has helped India to emerge as the largest milk producer in the world. More than 15 million milk producers contribute their milk in 144,500 dairy cooperative societies across the country. Their milk is processed in 184 district
5. 5 co-operative unions and marketed by 22 state Marketing Federations, ensuring a better life for million. 1.4 PEST ANALYSIS (Political): The political factors affecting fast food industry can vary from country to country. Compliance is of utmost importance. Globally, the fast food brands have to comply with these requirements. There are regulations related to wages, hygiene and food quality that need to be complied with. The minimum wage standards can differ from country to country. In countries where wage rates are high, the labor costs are high. Apart from it, packaging regulations have also changed. Governments can also press the fast food chains to include healthier items on their menus. These are the most important political factors that affect the fast food industry. After all, it is the attitude of the governments towards the businesses that affects their performance. (Economic): The recession influenced the fast food industry to some extent. However, since it passed, spending per consumer has increased. Most of the restaurants have included cheaper options in their menus and improved customer service. Customer service is an important area as brands struggled during the recession to retain customers. A number of changes including increased health consciousness affected fast food sales. Delicious food was insufficient to attract the customers. So, brands supplemented it with increased convenience and low costs to encourage customers. Overall, economic factors are a very important influence on the fast food industry. The industry has showed excellent ability to adapt in the face of the changing trends. To better adjust to recession and low economic activity, brands included low priced items. They added to the variety of products on the menu. However, the size of individual spending on fast food has always depended on the economic conditions in specific markets. In US alone, more than 200,000
6. 6 restaurants feed more than 50 million people daily. With economic activity surging globally, the spending on fast food could increase further in future. (Social): Health and lifestyle trends also influence the fast food industry. Health awareness has affected the entire food industry. It includes not just fast food, but snacks and beverages and all other foods. People now think before they eat. Consumers‘ changed attitude pressed the restaurant brands to include low calorie options. The social perception of health has changed vastly. Media has played its own important role in creating this perception. The fast food industry has faced heavy criticism for targeting young children. Moreover, the attack on junk food led to people adopting low calorie foods. Such changing social trends impact the sales of the entire industry. The industry was held liable for the increasing childhood obesity. As a result, it had to adopt measures like showing the nutritional content on the label and reduce calories in the items. Cultural factors might also play an important role since some cultures do not encourage the consumption of fast food. Still, most cultures have adopted it with changes to suit the local preference. (Technological): Technological factors have been an important influence on the fast food industry. This sector does not depend only on the attractiveness of its menu and the food quality. Customer service and convenience are also major factors affecting sales. Technological factors have already brought huge changes to the way brands have served and engaged their customers. They also affect marketing and advertising of the brands. Social media and online ordering have changed the style of customer service. Social media channels became the most important venue for engaging customers. The use of digital displays and kiosks affected ordering and the costs of labor. Technology overall has proved to be something indispensable. It has
7. 7 helped brands serve customers through innovative channels and in innovative ways. Fast food brands have become innovative in other areas too. They engage their customers on social media and collect feedback through several channels. Competition in the industry is heavy. This is also a reason that technology has become important for fast food brands.
8. 8 CHAPTER 2 COMPANY PROFILE 2.1 Background, History, Products and Markets Britannia Industries Limited is an Indian food-products corporation based in Bangalore, India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated market share of 38%. The Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. The company was entrenched in 1892. Initially, biscuits were mold in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, a renowned attorney, and operated under V.K Brothers." In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. 1921 - The Company obtained a priority of Certificate and imported new machinery thereby becoming the first biscuit company in India to install and run a gas oven plant. 1924 - A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Co. Ltd., U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1939-45 - A large part of the Company's production was diverted to war effort on account of World War II and at times as much as 95% of the total capacity was booked for the production of "Service Biscuit". 1952 - The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there and later in Mumbai in 1954. 1954 - The development of high quality sliced and wrapped bread in India was pioneered by the Company and was first manufactured at Delhi.
9. 9 1961 - Manufacture of bread was started in Mumbai and a new bread bakery was set up at Delhi in 1965. 1979- With effect from 3rd October, the name of the Company was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd. 1980 - The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1980-The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1986-The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. "Good Day", a new biscuit launched during the year met with good market response. - Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of "Vital". 1987-In (16 months), the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions and higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of the bakery division reached 27. The soya products division introduced a range of extruded products under the brand name "VITAL FEAST". 1989 The Company launched new brand of biscuit, namely, `CIRCUT'. Another brand "PURE MAGIC" was extended nationally and posta badam was added to "GOOD DAY" range of biscuits. Bread production and affected for some time at Delhi factory due to industrial unrest. 1990- Two new brands of biscuits,"Elaichi Cream"and "Petit Beurre" were launched. Also, a new cashew badam variant of the brand "Milk Bikis" and brand
10. 10 extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi and was well received. 1991-The Company launched two new speciality brands viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and elaichi cream. - On 17th August, the Company handed over to SM Dychem Ltd, its soya unit at Vidisha, MP. - The Company proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases and essence for Coca Cola, Fanta & Sprite and to export processed snack foods. 1992-The Company launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market. 1993 - The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1993-The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1994-During the year, the bakery division launched `Bakers Choice' a sweet biscuit and `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers. 1995- Under the `Pure Magics' Umbrella, the company launched a new sandwich cream biscuit with two-in-one flavour viz. double cream and this was well received in the market. In the cake market, under the premium segment, the company launched with Groupe Danone's technological input a Swissroll Cake "Mini Roule" which was also met with good response.
11. 11 1996- Mariegold biscuits registered quantum growth in volumes and milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company's profits improved. 1997- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products and efficient production systems. The Company undertook to diversify into cheese and dairy whitner. - The Company launched `Tiger' range of biscuits for mass market category, `Jim-Jam' and ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year. - Britannia Industries (BIL) is one of the largest bakery in the private sector and a household name in food products. - Britannia Industries Ltd (BIL) will shortly enter the cheese and milk products market with an alliance proposed between itself and the Mumbai-based Dynamix Dairy Ltd. - Britannia Industries Ltd is all set to launch a new corporate identity and a total revamp of its product portfolio, with strategic inputs from an international strategic design and brand repositioning company - Shining Strategic Design. 1998- Food major Britannia Industries Ltd (BIL) has signed a wage agreement with the Maharashtra General Kamgar Union (MGKU), providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai. - The company has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. Half/Half comes in a twin-cake pack (Rs.6) and a tray pack containing five cakes. - Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala. - A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited (BIL). 1999 Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai and some markets in the South. - Britannia Industries, launching the country's first branded flavoured milk is another step towards its goal of becoming a dairy-products giant. - In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for the first time - with India and south Asia-
12. 12 specific volumes targeted at school children as well as institutions and the general `knowledge-seeker'. 2000- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st. - Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer. - The Company has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein and 58 cereals. - Britannia's Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand. - The Industry is set to start bread- manufacturing factories in Kochi, Hyderabad and Chennai to tap the region's market potential. - The Company has become the first company to take its products to the Net in the form of a video file. - Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand. - The Company has appointed Tata Energy Research Institute (Teri) for a power audit. - FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd. - The Company has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi. - Britannia Industries Ltd. has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai. 2002--Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the leading diary co-operative groups in the world. 2003--Britannia New Zealand Foods, a joint venture of Britannia Industries and Fonterra Co-operative group of New Zealand has launched "Britannia MilkMan" freshmilk. 2005---Britannia New Zealand launches health drink for adult -Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant! -Britannia launched 'Greetings' range of premium assorted gift packs -The new plant in Uttaranchal, commissioned ahead of schedule. -The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.
13. 13 2008-Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao" –Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'MarieGold'. 2009-Britannia NutriChoice Nature Spice Crackers launched - Your favorite Cream Crackers, now made even more exciting with the addition of "Sabut" Ajwain and Jeera spices. 2010 -Britannia NutriChoice launches a New Year pack - the Health Starter Kit. Created for everyone who makes New Year resolutions and doesnt follow through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled together with a Fit Sip Sipper and a fitness chart. All this only for Rs100. 2013--Britannia Industries Ltd.-Kolkata was selected the winner of the GOLDEN PEACOCK NATIONAL QUALITY AWARD for the year 2012. -Britannia bagged the prestigious IWLF Award for 'Solid Waste Management Project' and 'BNF' project at the International Women Leadership Forum held in Mumbai on 25th April2013.
14. 14 2.2 Vision, Mission And Goal Vision: Our Core Emphasis Across Portfolios Is On Healthy, Fresh And Delicious Food. Mission: We demand the best of ingredients and package their natural goodness in our products, without compromise. Goal: To provide consumers the highest standards of food safety and ensure hygiene in new diversified food category. 2.3 SWOT ANALYSIS STRENGTH 1. Britannia has been around 120 years in the industry 2. Britannia is one of India‘s most trusted brand with strong brand recall 3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk, butter, cheese, etc. 4. Strong distribution network ensuring proper availability of the products even in the remotest of areas 5. Britannia has a major share in biscuits industry 6. Marketing and advertising efficiency 7. Innovative products for health conscious people like oats and porridge, Britannia Nutri Choice biscuits for diabetes patients, Vita Marie Gold, etc. 8. Strong presence in rural markets 9. Products for all food and snacks segments is a big boon for Britannia
15. 15 WEAKNESS 1. Lower market share for Britannia in dairy segment 2. Similar products produced by many companies means high brand switching 3. Over dependency on the biscuit business: Britannia‘s 75% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. OPPORTUNITIES 1 .Increase in purchasing power of people in India 2.Increase its share in the dairy industry 3.Product line extension can benefit Britannia as the company has loyal customers 4. Expansion in other countries THREATS 1.Lower price offering competitors can affect Britannia's market share 2.Local dairies and bakeries can cause business losses 3.Inflation can cause fall in sales and revenue 4.Rise in cost of raw materials
16. 16 CHAPTER 3 ORGANIZATION DESIGN 3.1 Organization Chart Chart: 3.1 Source: www.unsoyfood.com 3.2 CRITICAL REVIEW OF THE ORGANIZATION STRUCTURE The advantages of this type of structure are the following: It provides more focus and flexibility on each division's core competency.
17. 17 It allows the divisions to focus on producing specialized products while also using knowledge gained from related divisions. It allows for more coordination than the functional structure. Decision-making authority pushed to lower levels of the organization enables faster, customized decisions. 3.3 McKinsey’s 7S Model In McKinsey model, the seven areas of organization are divided into the ‗soft‘ and ‗hard‘ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. The Hard S’s: Strategy: The direction and scope of Britannia company over the long run. Structure: Britannia‘s departments, reporting lines, areas of expertise and responsibility and how they inter-relate to each other. Systems are the processes and procedures of the Britannia company, which reveal business‘ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change. The Soft S’s: Skills are the abilities that Britannia‘s employees perform very well. They also include capabilities and competences. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
18. 18 Staff element is concerned with what type and how many employees Britannia needs and how they will be recruited, trained, motivated and rewarded. Style represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other words, it is the management style of company‘s leaders. Shared Values are the norms and standards that guide employee behavior and company actions and thus, are the foundation of the Britannia company.
19. 19 CHAPTER 4 BUSINESS MODEL OF BRITANNIA 4.1 Business Model Overview The decision to focus on direct distribution came soon after Varun Berry took over as the company‘s managing director in March 2014. At that time, Britannia used to serve only 6.5 lakh retail outlets directly. In comparison, Fritolay — a brand marketed by PepsiCo where Berry spent Britannia Industries Ltd is adapting the ―leanest possible‖ distribution model to directly ―tailor-serve retail outlets‖ across the country in less than a day as part of its plan to multiply sales and expand retail reach, said a senior executive. Currently, the process takes between one and three weeks. In the new distribution model, the Kolkata-headquartered biscuit maker plans to operate with a ―zero-day inventory‖ by ―reducing distance between its distribution centres and retail stores‖ that the company reaches directly. ―Direct distribution results in much better offtake of brands. We have seen two to three times higher brand offtake (sales) after we started serving a particular retail outlet directly,‖ said Gunjan Shah, vice president (sales), Britannia Industries. The aim, he added, is to go as deep possible ensuring it makes ―commercial sense‖. But how far can Britannia go? ―In some areas, we can go up to the level of a store that sells Britannia products worth Rs1,000 at least,‖ said Shah. That‘s just 100 packets of biscuits priced Rs10 each—Britannia‘s largest selling pack size in non-metro markets. almost two decades — had a direct reach of 1.1 million outlets despite being one- fourth of Britannia‘s size. ―From now on, every year we will add 2-3 lakh outlets to our direct network,‖ Shah said. At present, the company directly reaches to 1.7 million retails stores of
20. 20 the 4.8 million outlets where Britannia products are sold. There are about 11 million retail outlets in India, of which around 8 million sell biscuits. In the new direct distribution model, the entire supply chain is controlled by Britannia. Every day, around 20,000 people who are on Britannia‘s direct payroll, visit retail stores, analyse local demands, suggest required tweaks in product placements based on the company‘s in-house analytics and take orders on their mobile phones through an app. The orders are then delivered directly by Britannia from the nearest distribution centre within a day. Traditionally, Britannia stocks products at its distribution centres. Products first go to its exclusive wholesale dealers, then distributors and direct retailers. The entire process takes anything from one week to three weeks, depending on the distance between the retail outlet and the factory. Britannia wants to reduce this to less than a day. While the focus on direct distribution was initiated in 2014 and increased reach, the new form of direct distribution is fairly new. In the last couple of years, Britannia tested the model for commercial viability in different pockets across 10 cities, starting with Mumbai. ―The new system is mapped real-time. It also reduces operational cost for dealers and distributors as they would not need to stock products,‖ added Shah. At present, Britannia has more than 800 vendors, 70 factories, 50 depots, 300 stock-keeping units and 3500 wholesalers. ―The role of dealers and distributors is changing first. We need them for local knowledge, logistics and credit collection. Plus, they would take our products to geographies where Britannia can‘t reach direct in a commercially viable manner. This would further expand reach,‖ added Shah. Britannia is not alone in implementing the new distribution model. Kolkata-based cigarette-to-biscuit maker ITC Ltd, which reaches about 2 million retail stores directly, has been working on a similar ‗factory-to-retail in a day‘ model for the last
21. 21 few years, Mint reported on 10 June 2015. Britannia‘s rival Parle Products, the maker of Parle G biscuits, has the largest retail reach. According to a McKinsey and Co. report on the future of retail supply chains, companies can reduce costs by about 20% at the distribution centre level, while optimal deployment of inventory can reduce working capital by about 10%. To move to a ―zero-day inventory‖ operational model, Britannia has been increasing its distribution centres aiming to reduce distance between them and retail outlets. ―We now have around 14,000 distribution points, 4 times higher than what it was in 2013,‖ he added. ―Britannia has been in revamp mode for the past couple of years backed by change in distribution strategy. The focus on direct distribution is the right thing that the company has done. It would help accelerate revenue, increase market share, and improve cost efficiency in the long term. But direct distribution would not make commercial sense in remote areas,‖ said Sachin Bobade, an analyst with Dolat Capital Market. For Rs 8,684-crore Britannia Industries, the theme is ―pretty clear‖: ―Reduce distance to the market‖, Berry told investors in the company‘s last earnings call on 14 February 4.2 MARKETING FUNCTION Defining and managing your brand. This involves defining who you are, what you stand for, what you say about yourself, what you do and how your company acts. This, in turn, defines the experience you want your customers and partners to have when they interact with you. Conducting campaign management for marketing initiatives. Marketing proactively identifies the products and services to focus on over the course of your sales cycle, and then produces materials and communications that get the word out.
22. 22 Producing marketing and promotional materials. Your marketing department should create the materials that describe and promote your core products and/or services. They should be kept up-to-date as those products and services evolve. Creating content providing search engine optimization for your website. Your website is often the first (and possibly the only) place people go for information about you. Your marketing department will be responsible for keeping Web content current, while also working to ensure your site comes up quickly when someone searches for your type of business. Monitoring and managing social media. Marketing should contribute to, manage and maintain your social media pages. It should also manage accounts and carefully watch what‘s being posted about you online. Producing internal communications. Your employees need to understand your company, its values, its goals and its priorities. Marketing is often responsible for employee communications through a newsletter and/or intranet. Serving as media liaison. When your company is cited in the media, a member of the marketing department often acts as spokesperson for your company, or guides executives in how to respond to media queries. Conducting customer and market research. Research helps you define target markets and opportunities and helps you understand how your products and services are perceived. Overseeing outside vendors and agencies. Marketing is typically responsible for selecting and managing the agencies and vendors who produce marketing materials and or/provide marketing support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc. 4.3 OPERATIONS AND QUALITY FUNCTIOS 1. Finance Finance plays a chief role in operations management. It is essential to ensure that the organization‘s finance has been utilized properly to carry out major functions such as the creation of goods or services so that the customer‘s needs could be satisfied.
23. 23 2. Operation organizing, directing and controlling all the activities of an organisation which helps in converting the raw materials and human efforts into valuable goods and services for satisfying customer. This function in operation management is mainly concerned with planning, needs. 3. Strategy Strategy in operation management refers to planning tactics that could help them to optimise the resources and have a competitive edge over others. Business strategies imply to supply chain configuration, sales, capacity to hold money, optimum utilisation of human resources and many more. production of the final product and then their selling to the customers which will satisfy their needs and wants. 4. Design of the product Incorporating innovative technologies play a crucial role in the selling of a product. Thus it is the duty of operations manager to ensure that the product is designed catering to the market trends and needs of the customers. The modern- day customers are more concerned about the quality of the product than its quantity. So, the operation managers focus on producing top-notch quality products. 5. Forecasting Forecasting refers to the process of making an estimation regarding certain events that might occur in the future. In operation management, forecasting refers to the estimation of customer‘s demand so that production can be done accordingly. Through this, the manager gets to know what to produce, when to produce and how to produce in accordance with the customer‘s needs.
24. 24 6. Supply Chain Configuration The main motive of Supply Chain Configuration is to ensure effective management, monitoring and controlling of all the main activities that are held in a firm. The supply chain configuration starts from the supply of the raw materials and continues till the 7. Managing the Quality Quality management plays an imperative role in selling a product. The operation managers allocate the task of quality management to a team and then supervise their task. The managers identify project defects and rectify them to ensure quality. For this, certain systems are used that measure and maintain the quality of the product. 4.4 FINANCE FUNCTIONS 1. Bookkeeping and Payables/Receivables Bookkeeping is the most basic financial activity in a company. Before a business owner ever considers hiring a CFO, they bring in a bookkeeper, who tracks all of the transactions in the organization, covering both sales and expenses. As the organization grows, they might hire more specialized payables and receivables clerks, to take over functions such as corresponding with vendors and suppliers, above and beyond recording transactions. 2. Financial Reporting and Control Financial Reporting and Control is the function that takes raw accounting entries and transforms them into usable and comparable financial statements. Requiring far more judgment than the bookkeeper‘s role, this function involves everything from ruling on how to implement accounting principles to designing financial processes of the organization, selecting accounting systems, liaising with
25. 25 external auditors, and ensuring that there are no gaps or oversights in existing processes. 3. Tax and Compliance Running a business involves paying tax, and paying tax means doing a lot of calculations and filling out a lot of forms. Often using the financial statements as a basis, along with various other configurations of the information produced by Bookkeeping and Payables/Receivables, the Tax and Compliance function will make sure all of the government forms and filings are sent complete and on-time to the taxman. A strong Tax and Compliance function will go one step beyond simple compliance, and will find ways to minimize tax, so as to maximize the company‘s net income. 4. Strategic Planning and Financial Planning & Analysis This function, ―FP&A‖ for short, is the true bridge between the Past and the Future. FP&A regularly creates strategic and financial plans that forecast what financial results (sales and expenses) will look like in future periods. Then, they compare actual results—prepared with the assistance of the Financial Reporting and Control function—to determine areas where the business can improve. With this ―variance analysis‖ complete, they can then prepare more accurate forecasts for the future. A strong FP&A function will not only generate annual forecasts but will be able to update them even over the course of a day or two, and to run many scenarios that examine the effects of, say, losing a big customer or an economic contraction. 5. Treasury & Working Capital Management The key role of Treasury is to make sure that the company doesn‘t run out of cash. This means, among other things, forecasting the upcoming working capital (receivables, payables and inventory) needs of the company, investing surplus
26. 26 cash in short-term instruments to generate modest interest income, and managing currency risk. 6. Capital Budgeting Capital Budgeting is the function responsible for selecting between the various uses of capital, or capital projects. After all, most organizations will have money available to invest in the business, with the hopes of either growing sales or reducing expenses. But the opportunities for spending typically exceed the amount available to spend, so Capital Budgeting develops business cases to evaluate and identify the most effective projects. A strong Capital Budgeting function will not only forecast project benefits, but will also track these benefits over time to determine whether the use of capital was as effective as originally anticipated. 7. Risk Management Risk Management is a function that is rapidly developing after the financial scandals of the early 2000s (Enron, WorldCom, the Great Recession and Lehman/Bear Stearns collapse, etc.). In the financial services industry, the function is particularly central as most institutions run with a high amount of debt (leverage), though leaders in other industries are also bulking up this function. Risk Management takes a hard look at some of the key risks faced by the company—currency, interest rate, market, operational, legal, etc.—and tries to quantify the possible impacts so that they can be mitigated as much as possible. If FP&A looks at the base case scenario for the company‘s financial results, Risk Management takes a wrecking ball to it. 8. Corporate Development & Corporate Strategy Corporate Development and Corporate Strategy can be widely defined, but it is the area of Finance most heavily populated by former investment bankers and management consultants. As such, common tasks that fall to this function include sourcing and analyzing mergers & acquisitions deals, raising debt and equity
27. 27 financing, making capital structure decisions and providing insight into high level strategic decisions such as entering a new market. 4.5 HUMAN RESOURCE FUNCTION Hiring and Recruiting One of the primary functions of the human resources department is to oversee hiring and recruiting within an organization. The department actively recruits, screens, interviews and hires qualified candidates for open positions. The department administers skills assessment and personality tests to match candidates with the right job within the company. The human resources department also develops employee handbooks that explain company policies and procedures to new hires. Training and Development The human resources department handles the training and development of staff within an organization. It creates training programs and conducts training for new hires and existing employees. The human resources department also works in conjunction with department managers and supervisors to determine the training needs of employees. They are also responsible for contracts with training providers and monitoring training budgets. Handling Compensation The human resources department is responsible for various aspects of employee compensation. The department typically handles employee payroll and ensures employees are paid accurately and on time, with the correct deductions made. Human resources departments also manage compensation programs that include pensions and other fringe benefits offered by the employer.
28. 28 Employee Benefits The human resources department manages all aspects of employee benefits, including health and dental insurance, long-term care or disability programs as well as employee assistance and wellness programs. The department keeps track of employee absences and job-protected leave, such as family medical leave. Human resources department representatives ensure employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer available because of a layoff or termination. Employee Relations The human resources department handles employee relations matters within an organization. Employee relations involves employee participation in different aspects of organizational activities. The department maintains the relationship between employees and management by promoting communication and fairness within the company. The department also handles disputes between employees and management, as well as disputes between the company and labor unions or employee rights organizations. Legal Responsibilities The human resources department is responsible for interpreting and enforcing employment and labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and work hour requirements. The department also investigates harassment and discrimination complaints and ensures company officials remain compliant with United States Department of Labor regulations.
29. 29 CHAPTER 5 FINDINGS AND SUGGESTIONS 5.1 FINDINGS: HR The company is running in a systematic and organized manner. Majority of the factory laborers are women but other employees are mostly men. Workers health and safety are given prime importance. The employees are satisfied with the working environment and working hours. Operations The manufacturing unit is well maintained, clean and hygienic. Qualities of the products are given prime importance. Marketing Understanding the needs of the customers and satisfying those needs is the core concept of the service. Raising product awareness to the potential customers is considered a very important work.
30. 30 Finance Reducing the cost without compromising the quality of the service is the core concept of the finance department. 5.2 SUGGESTIONS: Reducing Weakness Biscuits made of refined wheat flour (maida) are not good for health, if used for long time. So some more health friendly food should be developed. Instead of artificial things, natural things should be added in the biscuits then it will be healthier. Like biscuits, many varieties in dairy segment should also be included then it can expand its business. Reducing Threats The company has potential to expand in the global market. Should participate in more Trade Shows to acquire more clients. By improving the quality with variations and reducing the cost, it can face successfully its competitors.
31. 31 CHAPTER 6 KEY LEARNING During the four weeks of organization study I have learned things which have enriched me as a person as well as a professional. At the personal level, I have learnt many soft skills like working in a team, sharing of knowledge, patience, listening and co-ordination. It gave me an insight on various aspects of an organization that we were exposed to conceptually. I got to know about the SWOT of the company and the PEST analysis of the ancillary industry. I also learnt that time management is very important in an organization. It also gave me insight of how the different department coordinates in an organization. I had been given an opportunity to understand the process flow of Operations management, Quality management, Finance management, HR management. This gives me an insight on how all these business functions has been managed and utilized in food processing ancillary industry for the efficient and effective result.
32. 32 CHAPTER 7 CONCLUSION Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India‘s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers. | ||||
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WE MAKE Ti)NGS HAPPEN
If there were a soundtrack for life, whenever something cool happens, the background would go TING! Life at Britannia is about chasing the TINGs. Our vision is to be a Responsible Total Foods Company, serving products that brim with exciting goodness, through the day. We do that by working together as a creative, energetic and passionate team. | |||||
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I would like to convey my sincere thanks to Prof. Vinod Shukla (teacher’s name), my BASICS OF INFORMATION TECHNOLOGY teacher, who always gave me valuable suggestions and guidance during the project. He has a source of inspiration and helped me understand and remember important details of the project.
He gave me an amazing opportunity to do this wonderful project ‘(BRITANNIA INDUSTRIES LIMITED)’. I also thank my parents and friends for their help and support in finalizing this project within the limited time frame.
Place: Vasant Kunj (New Delhi) Name: Aayushi Singhal
Date: 21/11/2023 Signature:
TableofContent
S.No.
Particulars
Page No. 1. Abstract 4
2. Introduction of Britannia Britannia About &how it works Britannia Logo & Its meaning Britannia Founder & History Britannia Mission Britannia Products Target Audience of Britannia How does Britannia Make Money Britannia Business Model Britannia Revenue and Growth Britannia Competitors 5 6 7 8 - 9 10 10 - 11 12 12 13 - 28 29 30 - 32
3. Swot Analysis 33 - 34
4. Project Scope 35
5. Research Objectives 36
6. Conclusion 37
7. References 38
ABSTRACT
Britannia, the leading bakery manufacturer in India, aimed to amplify the production and distribution of social products following a successful initiative, with a view to sustaining business growth. Consequently, the CEO initiated a policy to foster the development and expansion of social products. However, upon assessment, identified challenges emerged, including a decline in profits, a constrained marketing strategy, and the emergence of potential competitors. In response, proposed solutions encompassed cost-saving measures, collaboration with the government or outsourcing, enhanced brand management, and a focus on improving product quality.
INTRODUCTION OF BRITANNIA
• With a century-long legacy, Britannia stands as one of India's premier food companies, boasting an annual revenue exceeding Rs. 9000 Crore.
• Britannia's diverse product range is widely accessible, spanning nearly 5 million retail outlets across the country and reaching over 50% of Indian households.
• The inception of Britannia Industries dates back to 1892 when a group of British entrepreneurs invested Rs. 295 in its establishment.
• In 1918, C.H. Holmes, an English businessman in Kolkata, joined as a partner, leading to the launch of Britannia Biscuit Company Limited (BBCo).
• The heightened demand for biscuits during World War II prompted a name change in 1979 to the current "Britannia Industries Limited."
• By 1982, Peek Ferens' parent company had been acquired by the American firm Nabisco Brands, Inc., solidifying its status as a significant foreign shareholder.
BRITANNIA – ABOUT AND HOW IT WORKS?
Britannia Industries Limited specializes in the production of a diverse range of food products, including Biscuits, Bread, Cakes, Rusk, and Dairy items such as Cheese, Beverages, Milk, and Yoghurt. The company operates within the Foods segment, encompassing bakery and dairy offerings.
Within the cakes category, Britannia offers a variety of products, including Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Monfils. Premium Bake falls under the rusk category.
In the biscuits segment, the company features well-known brands such as Good Day, Crackers, Nutri Choice, Marie Gold, Tiger, Milk Bikes, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic, and Nice Time. The bread category includes options like Whole Wheat Breads, White Sandwich Breads, and Bread Assortment.
Britannia Industries exports its products globally, reaching markets in Gulf Cooperation Council Countries (GCC), African Countries, and American Countries. Notable subsidiaries of the company include Manna Foods Private Limited and International Bakery Products Limited.
BRITANNIA – LOGO AND ITS MEANING
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LOGO OF BRITANNIA INDUSTRIES LTD
According to a representative from Britannia, the company's fresh emblem represents a shift towards becoming the Total Foods Company. This involves an extended range of products, encompassing both health-conscious and indulgent options. The wings of a bird symbolize the freedom to choose when and where one can savor their food.
BRITANNIA FOUNDER AND HISTORY
Founded in 1892 with an initial investment of ?295 by a group of British businessmen, Britannia Industries began its biscuit manufacturing operations in a small house in central Kolkata. On March 21, 1918, the company officially became a public limited company.
In 1921, Britannia achieved a milestone by being the first company east of the Suez Canal to utilize imported gas ovens. The business prospered, earning a reputation for quality and value. Notably, during World War II, the government entrusted Britannia to supply substantial quantities of 'service biscuits' to the armed forces.
In 1924, a new factory was established in Mumbai, marking the year when the company became a subsidiary of Peek Frean & Company Limited UK, a prominent biscuit manufacturing company. Britannia further strengthened its position by expanding factories in Calcutta and Mumbai.
By 1952, the Kolkata factory relocated to Tara Tola Road in the suburbs, with the installation of automatic plants in both Calcutta and Mumbai during the same year.
In 1954, Britannia introduced high-quality sliced and wrapped bread in India, pioneering this development. The first manufacturing of this bread took place in Delhi, showcasing the company's commitment to innovation and diversification.
In 1965, a new bakery for bread production was established in Delhi.
In 1975, Britannia Biscuit Company took over biscuit distribution from Parry's.
The introduction of Britannia bread in Calcutta and Chennai occurred in 1976.
In 1978, the company conducted a public issue, resulting in Indian shareholding surpassing 60%.
Subsequently, in 1979, Britannia Biscuit Company Limited rebranded itself as Britannia Industries Limited.
Fast forward to the present status in 2023, Britannia stands as one of India's longest-standing companies and is now a part of the Wadia Group led by Nussle Wadia. In the fiscal year 2022, Britannia achieved a revenue of ?13,731.05 crore.
BRITANNIA – MISSION
Britannia's mission is to enhance the financial well-being of its members and customers by meeting their changing requirements in borrowing, investment, and housing.
BRITANNIA PRODUCTS
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BAKERY PRODUCTS:
Britannia generates 95% of its yearly revenue from biscuits, utilizing factories with an annual capacity of 433,000 tones. Notable brand names in Britannia's biscuit lineup encompass Vita Marie Gold, Tiger Biscuits, Nutri Choice, Good Day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time, and Little Hearts, among others.
In 2006, the mass-market brand Tiger achieved sales totaling $150.75 million, which included exports to the U.S. and Australia. This constituted 20% of Britannia's total revenues for that particular year.
DAIRY PRODUCTS:
Dairy products make up nearly 5% of Britannia's overall revenue. The company not only sells dairy products to the public but also engages in business-to-business trading of dairy commodities. The dairy portfolio experienced a growth of 47% in the fiscal year 2000-01 and a subsequent increase of 30% in the fiscal year 2001-02. As previously stated, Britannia is involved in the production and sale of both bakery and dairy items.
As previously mentioned, Britannia both produces and markets BAKERY and DAIRY PRODUCTS, including:
Bread and Buns: Britannia bread, Atta Kulcha bread, Britannia Pav, Britannia sweet bun, Britannia fruit bun
Biscuits: Good day, Britannia Crackers 50-50, Jim Jam, Milk Bikis, Tiger, Marie Gold, Little Hearts, Bourbon, Nutri Choice
Cakes: Britannia Gobbles, Britannia Muffins, Tiffin Fun
Dairy: Cheese, Milk, Butter, Ghee, Yoghurt
TARGATE AUDIENCE OF BRITANNIA
Britannia's target audience is broad and inclusive, not confined to a specific age or income bracket. The brand caters to a diverse consumer base, employing products like Little Hearts and Tiffin cakes to attract children, Nutri Choice for those with health-conscious preferences, and Marie Gold to meet the needs of the older generation.
How Does Britannia Make Money?
While Britannia's primary goal is to offer nutritional food items to a wide audience, the company generates revenue through various means:
The sale of its bakery and dairy products is a significant source of revenue.
Biscuit products contribute to 95% of the total sales.
Dairy products account for 5% of the overall sales.
Britannia has entered into a joint venture with the Greek company Chi pita S.A to manufacture and market ready-to-eat croissants in India. Additionally, the company is actively working on expanding its market presence abroad, with a particular focus on Africa and South Asia.
BRITANNIA - BUSINESS MODEL
The company operates in two primary business segments: bakery products and dairy products. Approximately 95% of its revenue is generated from the biscuits segment, while the non-biscuits category (dairy) and the international market contribute around 5% to the total sales.
In terms of the dairy business, it accounts for nearly 5% of the company's revenue, with Britannia dairy products reaching directly to 100,000 outlets. Britannia Bread, the leading brand in the organized bread market, boasts an annual turnover exceeding 1 lac tons in volume and Rs. 450 crores in value. The business spans 13 factories and 4 franchisees, distributing close to 1 million loaves daily across more than 100 cities and towns in India.
Britannia, as a brand, is committed to providing people with delicious and nutritious food. Focused on bakery and dairy products, the company strives to deliver healthy options. Britannia stands out as the first food company with zero Trans Fat in its food items.
The company predominantly employs outdoor and traditional advertising methods in its marketing strategy. It emphasizes television and radio advertisements, ensuring a broad reach across diverse consumer groups.
BRITANNIA BUSINESS MODEL FORMS
KEY PARTNERS:
Key Partners for a company like Britannia, which is a major player in the food industry, might include:
Suppliers: Companies involved in the supply chain, providing raw materials, ingredients, and packaging.
Distributors and Retailers: Partnerships with distribution networks and retail chains to ensure the widespread availability of Britannia's products.
Technology Providers: Partnerships with technology companies for IT infrastructure, software solutions, and innovations in manufacturing and supply chain management.
Marketing and Advertising Agencies: Collaborations with agencies to promote and advertise Britannia's products and enhance brand visibility.
Logistics and Transportation Partners: Companies involved in the transportation and logistics sector to ensure efficient and timely delivery of products.
Research and Development Collaborations: Partnerships with research institutions or other companies for product development, innovation, and improving manufacturing processes.
KEY ACTIVITIES:
Britannia Industries Limited is a leading food company in India, primarily engaged in the manufacture and sale of bakery and dairy products. As of my last knowledge update in January 2022, here are the key activities of Britannia:
Bakery Products Manufacturing:
Britannia is renowned for its bakery products, including biscuits, bread, cakes, and rusk. The company operates state-of-the-art manufacturing facilities to produce a wide range of baked goods.
Dairy Products:
In addition to bakery items, Britannia has expanded its product portfolio to include dairy products such as cheese, butter, and milk-based beverages.
Distribution and Sales:
Britannia has a robust distribution network that ensures the availability of its products across a wide geographic area. The company markets and sells its products through various channels, including retailers, distributors, and e-commerce platforms.
Brand Management:
Managing and promoting its brand is a crucial aspect of Britannia's activities. The company invests in marketing and advertising campaigns to build and maintain brand awareness.
Research and Development:
Britannia emphasizes research and development to innovate in product formulations, manufacturing processes, and packaging. This focus on R&D helps the company stay competitive and meet changing consumer preferences.
Quality Assurance:
Ensuring the quality of its products is a key priority for Britannia. The company adheres to stringent quality control measures and certifications to meet industry standards.
International Operations:
Britannia has expanded its presence beyond India and has international operations, exporting its products to various countries. This includes adapting products to suit regional tastes and preferences.
Corporate Social Responsibility (CSR):
Like many responsible corporations, Britannia is involved in various CSR initiatives, contributing to community development, education, healthcare, and sustainability
KEY RESOURCES:
Here are some key resources associated with Britannia:
Manufacturing Facilities:
Britannia operates modern and efficient manufacturing plants equipped with advanced technology for producing a diverse range of bakery and dairy products.
Brands and Intellectual Property:
Britannia's brand portfolio, including well-known names like Britannia, Good Day, Tiger, and others, is a significant intangible asset. The company's intellectual property, including trademarks and product formulations, is crucial for maintaining its market presence.
Supply Chain:
A well-established and efficient supply chain is critical for sourcing raw materials, manufacturing, and distributing products to various markets.
Distribution Network:
Britannia relies on an extensive distribution network to ensure the widespread availability of its products. Strong relationships with distributors and retailers are essential for the company's success.
Human Capital:
The workforce at Britannia, including skilled labor, management, and leadership, is a valuable resource. The knowledge, skills, and expertise of employees contribute to the company's innovation, production, and growth.
Research and Development (R&D):
Britannia invests in R&D to innovate in product development, enhance manufacturing processes, and stay ahead of market trends. The expertise and capabilities of its R&D team are crucial resources.
Financial Capital:
Adequate financial resources, including capital for investment and working capital, are essential for Britannia's operations, expansion, and strategic initiatives.
Technology and IT Infrastructure:
The company relies on technology and IT infrastructure for various aspects of its operations, including manufacturing automation, supply chain management, and data analytics.
Customer Base:
A loyal and diverse customer base is a valuable resource. Understanding consumer preferences and adapting products to meet market demands is crucial for sustained success.
Regulatory Compliance:
Compliance with regulatory standards and certifications is a key resource, ensuring that Britannia's products meet quality and safety requirements.
VALUE PROPOSITION:
Britannia Industries Limited offers a compelling value proposition to its customers based on the following key elements:
Quality and Taste:
Britannia is known for delivering high-quality and great-tasting bakery and dairy products. The company focuses on using quality ingredients and maintaining consistent taste across its product portfolio.
Wide Product Range:
Britannia provides a diverse range of products, including biscuits, bread, cakes, dairy items, and more. This extensive product portfolio caters to different consumer preferences and occasions.
Trusted Brand:
With a rich history and a strong brand presence, Britannia is a trusted name in the food industry. Consumers often associate the brand with reliability and quality.
Innovation and Adaptability:
The company emphasizes innovation in product development and packaging. Britannia strives to stay ahead of market trends, introducing new flavors and formats to meet changing consumer preferences.
Health and Nutrition:
Britannia acknowledges the growing demand for healthier food options. The company offers products that align with health-conscious consumer choices, such as biscuits with added nutritional benefits.
Global Presence:
Britannia's international operations allow it to cater to diverse markets, adapting products to suit local tastes and preferences. This global presence enhances the company's accessibility and relevance.
Social Responsibility:
Britannia engages in corporate social responsibility (CSR) initiatives, contributing to community development, education, and healthcare. This commitment to social responsibility resonates with consumers who prioritize companies with a positive impact.
Customer Engagement:
The company actively engages with its customers through marketing campaigns, promotions, and digital platforms. This helps build brand loyalty and ensures a strong connection with the target audience.
Consistency and Tradition:
Britannia has maintained a legacy of quality and tradition over the years. This consistency creates a sense of familiarity and reliability for consumers.
Environmental Sustainability:
Britannia focuses on sustainable practices, contributing to environmental conservation. This commitment to sustainability aligns with the values of environmentally conscious consumers.
CUSTOMER RELATIONS:
Britannia Industries focuses on building and maintaining strong customer relationships through various strategies and initiatives. Here are some key aspects of Britannia's approach to customer relations:
Quality and Consistency:
Britannia places a strong emphasis on delivering consistent quality across its product range. This commitment to quality helps build trust and satisfaction among customers.
Customer-Centric Innovation:
The company invests in research and development to introduce innovative products that align with changing consumer preferences and lifestyle trends. This customer-centric approach ensures that Britannia stays relevant and meets the evolving needs of its customer base.
Marketing and Branding:
Britannia engages in extensive marketing and branding activities to connect with its target audience. Advertising campaigns, promotions, and social media presence are used to reinforce the brand image and maintain top-of-mind awareness among consumers.
Responsive Customer Service:
Britannia places importance on responsive customer service to address inquiries, feedback, and concerns. Effective communication with customers helps enhance their overall experience with the brand.
Digital Engagement:
In the digital age, Britannia leverages online platforms to engage with customers. This includes social media interactions, digital advertising, and e-commerce channels to make products more accessible and convenient for consumers.
Consumer Feedback and Market Research:
Britannia actively seeks and values consumer feedback through surveys, market research, and other channels. This information is used to understand customer preferences, identify areas for improvement, and tailor products to meet customer expectations.
Brand Loyalty Programs:
Loyalty programs and promotional activities are implemented to reward and retain loyal customers. These initiatives may include discounts, special offers, or exclusive products for repeat customers.
Community Engagement and Social Responsibility:
Britannia's commitment to corporate social responsibility (CSR) initiatives contributes to a positive brand image. Consumers often appreciate companies that are socially responsible, fostering a sense of shared values and community.
Transparency and Trust:
Building trust is a crucial aspect of customer relations. Britannia aims for transparency in its operations, including ingredient sourcing and production processes, to instill confidence in customers.
Adaptation to Cultural and Regional Preferences:
Recognizing the diverse cultural and regional preferences in its market, Britannia adapts its products to cater to local tastes. This customization helps the company connect more effectively with consumers in different regions.
CHANNELS:
Britannia employs various distribution channels to reach its customers and make its products available in the market. Here's a brief overview of the channels used by Britannia:
Retail Distribution:
Britannia products are widely distributed through traditional retail channels, including grocery stores, supermarkets, convenience stores, and other retail outlets. This extensive retail presence ensures that Britannia products are easily accessible to a broad consumer base.
Modern Trade:
Britannia has a presence in modern trade formats such as hypermarkets and large retail chains. This allows the company to tap into the organized retail sector, providing a diverse range of products to consumers in a single location.
E-commerce:
The company has embraced e-commerce as a distribution channel, allowing consumers to purchase Britannia products online. This includes partnerships with major e-commerce platforms, enabling convenient home delivery for customers.
Institutional Sales:
Britannia supplies its products to institutions, including schools, hospitals, offices, and other establishments. This institutional sales channel caters to bulk orders and ensures Britannia products are available in various settings.
International Markets:
Britannia has a global presence and exports its products to international markets. This involves collaboration with distributors and retailers in different countries to make Britannia products available to a diverse global audience.
Distributors and Wholesalers:
Britannia works with a network of distributors and wholesalers to ensure the efficient distribution of its products. These partners play a crucial role in reaching a wide range of retail outlets.
Own Retail Outlets:
Britannia may have its own retail outlets or flagship stores where consumers can directly purchase its products. These outlets may serve as showcases for new products and brand experiences.
Online Platforms and Apps:
In addition to traditional e-commerce platforms, Britannia may have its own online platforms or apps, providing a direct channel for consumers to explore and purchase products.
Export:
Britannia's international operations involve exporting products to different countries. This may include collaboration with international distributors and retailers to ensure a global market presence.
Collaborations and Partnerships:
Britannia may collaborate with other companies or brands for joint marketing initiatives or special promotions, expanding its reach through strategic partnerships.
CUSTOMER SEGMENTS:
Britannia caters to a diverse range of customer segments with its broad portfolio of bakery and dairy products. Here's a brief overview of the key customer segments that Britannia targets:
Mass Market Consumers:
Britannia serves the mass market, offering affordable and widely accessible products. The company's biscuits, bread, and other staples appeal to a broad consumer base looking for everyday snacks and food items.
Urban Consumers:
With a significant presence in urban areas, Britannia targets consumers in cities and metropolitan regions. The company's products often align with the busy, on-the-go lifestyles of urban dwellers.
Rural Consumers:
Britannia recognizes the importance of reaching consumers in rural areas. The company's distribution channels extend to rural markets, offering products tailored to the preferences and needs of rural customers.
Health-Conscious Consumers:
Britannia has expanded its product range to include healthier alternatives, catering to consumers who prioritize health and nutrition. This includes products with added nutritional benefits and those marketed as healthier snack options.
Children and Families:
Britannia's product range includes items that are popular among children and families. The company often markets its products as suitable for all age groups, making them appealing for family consumption.
International Consumers:
Through its global operations, Britannia targets consumers in international markets. The company adapts its products to suit local tastes and preferences, aiming to capture the diverse consumer base in different countries.
Institutional Customers:
Britannia serves institutional customers such as schools, hospitals, and offices. Institutional sales involve supplying products in bulk to meet the needs of organizations and establishments.
Brand-Conscious Consumers:
Britannia, being a well-established and trusted brand, appeals to consumers who are brand-conscious and seek reliability and quality in their food choices.
Online Shoppers:
With an increasing emphasis on e-commerce, Britannia caters to consumers who prefer to shop online. The company's presence on various e-commerce platforms makes its products accessible to online shoppers.
Global Expatriate Communities:
Britannia's international presence allows it to target global expatriate communities who seek familiar and trusted food products from their home country.
COST STRUCTURE:
The cost structure of Britannia Industries involves various components that contribute to the overall expenses incurred by the company. Here is a general overview of the typical cost structure for a company in the food industry, including Britannia:
Cost of Goods Sold (COGS):
This includes expenses related to the production of goods, such as the cost of raw materials (flour, sugar, dairy, etc.), labor costs associated with manufacturing, and the cost of packaging materials.
Distribution and Logistics Costs:
Expenses associated with transporting finished products from manufacturing facilities to distribution centers and then to retailers. This encompasses transportation costs, warehousing expenses, and distribution costs.
Marketing and Advertising Expenses:
Investment in marketing campaigns, advertising, and promotions to build brand awareness, promote products, and attract customers.
Research and Development (R&D) Costs:
Expenditures related to research and development activities aimed at product innovation, improving existing products, and staying competitive in the market.
Employee Salaries and Benefits:
Costs associated with the salaries, wages, and benefits of Britannia's workforce, including employees involved in various functions such as manufacturing, sales, marketing, and administration.
Administrative and Overhead Costs:
General administrative expenses, including office rent, utilities, administrative staff salaries, and other overhead costs associated with running the business.
Quality Control and Compliance Costs:
Expenses related to maintaining quality standards, conducting quality control measures, and ensuring compliance with regulatory requirements.
Interest and Finance Costs:
If Britannia has taken loans or has financial obligations, interest and finance costs may be part of the cost structure.
Depreciation and Amortization:
The cost associated with the depreciation of assets (such as machinery and equipment) and the amortization of intangible assets over time.
Miscellaneous Costs:
Other operational expenses that do not fall into the categories mentioned above but are essential for the day-to-day functioning of the business.
REVENUE STREAMS:
Britannia's revenue streams include:
Biscuits: Britannia is renowned for its biscuits, which include a variety of types such as cookies, cream biscuits, and health-oriented biscuits.
Dairy Products: The company also produces and sells dairy products, including cheese, butter, and milk-based items.
Bread and Cakes: Britannia offers a range of bread and cake products, catering to different consumer preferences.
Rusk and Bakery Products: Apart from biscuits, Britannia is involved in the production and sale of rusks and other bakery items.
Export: Britannia exports its products to various countries, contributing to its global revenue.
New Product Innovations: The company often introduces new products and innovations to meet changing consumer demands and preferences.
Joint Ventures and Collaborations: Britannia may engage in joint ventures or collaborations to expand its product offerings and market reach.
What is unique about Britannia’s Business Model?
Britannia has emerged as a leading Indian bakery brand, distinguished by several unique strategies. The company operates 13 factories across the country and has established 4 franchises.
Key features of Britannia's business model that set it apart include:
The primary focus is on promoting Britannia biscuits over other products.
Emphasis is placed on providing customers with food items that address their daily nutritional needs.
Commitment to delivering quality food items, incorporating fruits, nuts, seeds, pulses, dairy, and protein substances essential for the healthy development of individuals.
Prioritizing the production of superior-quality food and ensuring affordability for every income group.
Collaboration with the government and various NGOs to combat malnutrition and undernutrition prevalent in the country.
Introduction of the Britannia Cares program, offering fitness activities to promote a healthy lifestyle among employees.
Taking measures to eliminate products deemed harmful by the Food Safety and Standards Authority of India (FSSAI) to counter micronutrient deficiencies in India.
Decision to reduce the salt and sugar content in snacks to align with the Eat Right Movement promoted by FSSAI in 2018.
BRITANNIA – REVENUE AND GROWTH
Britannia Industries Ltd. experienced a 1.18% increase in revenue compared to the same period last year, reaching ?4,485.23 crore in the second quarter of 2023-2024. On a quarterly basis, the company achieved a substantial 10.27% growth in revenue over the past three months.
In the fiscal year 2023, Britannia Industries Limited observed an impressive growth rate of 15% in the net sales value, indicating a significant upturn from the previous financial year. Britannia, as one of India's longstanding food companies, specializes in the production of biscuits, bread, cakes, rusk, and dairy products.
Source: data: image/png; base64
BRITANNIA COMPETITORS
The top 10 competitors in Britannia Industry Limited's competitive set are:
Parle Products
ITC
Horlicks
Bisk farm
Richfield Industries
Frisco Foods
Cookie Man
MTR Foods Pvt. Ltd.
Milo Australia & New Zealand
Complan and Cadbury Bourn Vita
Priya Gold
Its top Dairy competitors are:
Nestlé India
The National Dairy Development Board
Amul
Source: Wikipedia.com
Source: Wikipedia. com
SWOTANALYSIS
SWOT Analysis
Strengths
With a legacy of approximately 120 years in the industry.
Acknowledged as India's most reliable brand, boasting a robust brand recall.
Offers a diverse range of bakery products, including biscuits, rusks, cakes, as well as dairy products like milk, butter, and cheese.
Maintains a robust distribution network to ensure widespread availability, even in remote areas.
Holds a significant market share in the biscuits industry.
Demonstrates efficiency in marketing and advertising.
Presents innovative products catering to health-conscious consumers, such as oats, porridge, Nutri Choice biscuits for diabetes patients, and Vita Marie Gold.
Establishes a formidable presence in rural markets.
Provides a comprehensive range of products spanning all food and snacks segments.
Weaknesses
Limited market share in the dairy segment.
Substantial expenditure on advertising and marketing.
The prevalence of similar products across multiple companies results in a higher likelihood of brand switching.
Opportunities
The rise in the economic capacity of the Indian population.
Enhance its presence within the dairy industry.
Extend the range of products offered.
Explore opportunities for expansion into international markets.
Threats
Competitors offering products at lower prices.
Regional dairies and bakeries.
Potential decline in sales and revenue due to inflation.
Increase in the cost of raw materials.
PROJECT SCOPE
It provides details regarding the scale of the retail network.
It furnishes information about the level of service provided by distributors to retailers.
It offers insights into competitor products.
It enhances consumer service.
It offers recommendations for the company to enhance product sales.
It provides details about sales promotion activities aimed at boosting dairy sales.
RESEARCH OBJECTIVES
Assessing retailers' satisfaction levels with Britannia's bakery products.
Determining retailers' preferences for Britannia's bakery products.
Evaluating awareness and market availability of Britannia's bakery products.
Identifying the competitors of Britannia's bakery products and the preferred brands among retailers.
CONCLUSION
Britannia, a highly recognized brand in the biscuit market with a broad customer base nationwide, is venturing into the competitive chocolate market. Despite the presence of formidable competitors like Cadbury and Nestle, Britannia is poised to make a significant impact through its established brand image and strategic approaches. The brand's popularity is primarily attributed to factors such as taste, quality, price, and brand reputation. Therefore, Britannia should prioritize delivering excellent taste, quality, and competitive pricing to secure a substantial share in the market.
REFERENCES
www. BRITANNIA.com
https://www.researchgate.net/publication/337311706_Impact_of_Brand_Fidelity_of_Britannia_Products
www.india.britannia.com
https://www.reuters.com/companies/BRIT.NS
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We would like to inform that HR Operations team is the verifying authority for all employee data related to Employment Verification of Ex-employees. For any such verification mails please contact us at hrverify@britindia.com | |||||
1222 | dbpedia | 1 | 18 | https://www.foodnavigator-asia.com/Article/2019/06/12/Democratising-high-quality-India-s-Britannia-Industries-ramps-up-international-focus-with-first-export-oriented-factory | en | ‘Democratising high quality’: India’s Britannia Industries ramps up international focus with first export-oriented factory | [
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] | 2019-06-12T00:00:00 | Indian bakery goods giant Britannia Industries is looking to ramp up its international business focus with the development of its first export-oriented factory. | en | /bundles/wrbmgbsite/images/favicon/foodnavigator_asia/favicon.ico | foodnavigator-asia.com | https://www.foodnavigator-asia.com/Article/2019/06/12/Democratising-high-quality-India-s-Britannia-Industries-ramps-up-international-focus-with-first-export-oriented-factory | The factory was launched last year in the Western Indian state of Gujarat, and is the product of INR160bn (US$22.9mn) worth of investment, according to Britannia Industries’ CEO of International Business Annu Gupta.
“The factory is the first facility that is 100% export-oriented – this means that not one single biscuit from there will be sold in India,” Gupta told FoodNavigator-Asia.
Outside of India, Britannia sees Singapore, Australia, New Zealand, the UAE, Nepal and Saudi Arabia as some of its most important markets, in addition to the United States and Canada.
“South East Asia has also been identified as one of the focus geographies for Britannia over the coming three years, and this significant capability enhancement [will certainly benefit this region].”
Major South East Asian markets for Britannia include Singapore, Philippines, Malaysia and most recently Myanmar.
Apart from the factory in Gujarat, the company also established local manufacturing facilities for some of its major markets, such as Nepal in April this year with the idea of directly supplying to the country and its adjoining regions.
“[The idea here] is that we must be far more locally available, especially in large markets [for Britannia], and this is a way to expand our presence in these markets,” said Gupta.
“We also see that there are some good locations in South East Asia, such as in Indonesia, Malaysia and Myanmar, but we will wait will we achieve critical mass in the region before taking the next step.”
Global and total foods company
Gupta added that Britannia CEO Varun Berry has placed much emphasis on developing the company to be a ‘truly global and total foods company’ since he took on the mantle in 2014.
“To be global means to expand our presence worldwide, and we’re looking that setting up more hubs to do that especially in South East Asia and Africa,” he said.
“As for becoming a total foods company, this means that we are looking at expanding our presence into other categories and segments out of bakery, for example into macro-snacking like wafers and into value-added dairy.”
Another overarching goal for the company is to provide ‘world-class products at the best value’, by using the ‘best ingredients from the best locations’ via secret recipes formulated over many years.
“Britannia has literally democratized the whole concept of high-quality products at affordable prices, making it possible for every average person in every level of society to afford our products and providing good value for money,” added Gupta.
Challenges
In response to queries about the major challenges that the company has faced so far in its 101 years of history, Gupta highlighted dealing with counterfeits and imitation products as one of the major issues he has had to deal with.
“We have seen the copying, duplication and imitation of not so conscientious parties happen many times, and the way we deal with this challenge is to overcome this competition with further innovation to provide the best value,” he said.
“We see these more as a catalyst to not only improve and do better, but also to learn how to become more efficient.”
In terms of sales volume and market share, it appears that this has paid off for Britannia – the company gained some 5% market share or 600 business points over the last six years in India despite the ‘spurious activities’ by counterfeiters, and Gupta is confident that this will continue to grow
Trends and innovations
In terms of innovation, Britannia houses its own in-house research centre complete with scientists and food technologists to make sure innovation is fast-paced.
“From the bakery space to health, chocolate, salty snacks, dairy and more, we are looking at innovation and NPD in all of these areas,” said Gupta.
“One of the key factors we are careful to pay attention is to make products ‘healthy yet tasty’, making sure that the excitement factor associated with our branding is not lost.
“The other is localisation – it is very important to cater to the local tastebuds of consumers in different geographies, and [because we are in over 79 countries worldwide, we need to be careful about this too.”
With regard to adapting to the healthy product trend, Gupta told us that Britannia is set to roll out norms with regard to sugar and salt reduction in the near future.
“This will be done in phases, and we will try to reduce by 5% in each phase. We are working with food safety authorities in India and the Gulf region to do this, and it will proceed through a calibrated approach,” he added.
A major goal for Britannia this year is to improve on the growth rate it has seen across the last five to seven years, and make sure this growth is sustainable.
Although Gupta remained coy on the actual targets, the company’s 2017-2018 Annual General Meeting report stated that consolidated revenue growth in 2018 stood at 9.7%, and consolidated profit growth in 2018 stood at 13.5%. | ||||
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] | 2024-08-18T20:11:48+00:00 | Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was | en | /apple-touch-icon.png | https://us.ukessays.com/essays/marketing/problems-facing-britannia-industries-limited-marketing-essay.php | Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was growing. Britannia acquired a reputation for quality and value very fast. During the World War II, the Government rewarded Britannia by contracting it to supply “service biscuits” to Armed Forces. And therefore the company was incorporated in 1918 as Britannia Biscuits Co. Ltd. in Calcutta and in 1924, Peek Frean UK acquired a controlling stake in the company, which was later passed on to Associated Biscuits International UK (ABI). During the 1950s and 1960s, Britannia expanded its operations beyond Calcutta to Mumbai, Delhi and Chennai.
In the year 1978 company went for public issues and Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm and formed Britannia Industries Limited (BIL). It crossed the Rs100 crores revenue mark in next four years (in 1983).
In 1987, Nabisco acquired ABI. Then in 1989, JM Pillai, a Singapore-based non-resident Indian (NRI) businessman, and Grouped Danone acquired Asian operations of Nabisco and the controlling stake in Britannia. Later, Danone and Nusli Wadia took over Mr. Pillai’s holdings.
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Britannia has been jointly owned by Danone and Wadia Group since 1997. The two along with five other companies form a holding company called Associated Biscuits International Ltd., which owns a 51% share of Britannia. The remaining 49% share is held by the public and financial institutions.
On the operations front, In 1997, the company unveiled its new corporate identity – “Eat Healthy, Think Better” – and made its first foray into the dairy products market. In 1999, the “Britannia Khao, World Cup Jao” promotion further fortified the affinity consumers
Britannia emerged as one of India’s biggest brands in 21st century in the country. It is equally recognized for taking innovative approach to its products and unique marketing concepts: the Lagaan Match was voted India’s most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India’s most successful product launch. 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. In recognition of its vision and accelerating graph, Forbes Global rated Britannia ‘One amongst the Top 200 Small Companies of the World’, and The Economic Times pegged Britannia India’s 2nd Most trusted brand.
Having succeeded in garnering the trust of almost one-third of India’s one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savor the results, happily ever after.
Britannia puts a lot of emphasis on its primary biscuit brands including Tiger, Good Day, Marie, Milk Bikis, 50:50 and Treat. Biscuits make up more than 80% of the company’s production – bread, cakes and dairy constitute the remaining 20%. Its brands are considered to be an excellent value by India’s price-conscious consumers.
BIL is the first company to introduce the several varieties of biscuits in India, such as 50:50, glucose biscuits for children, chocolate biscuits, butter biscuits and became the household name of the country. In fact some of these brands are bigger than several multinationals in the food business in India. The Tiger brand biscuit, one of the most well-known, is extremely popular among rural consumers – with almost 50% of the brand’s value sales coming in from rural areas.
Market of Britannia
According to Euromonitor International, Britannia continues to have a strong presence in India’s bakery products industry. In 2001, the company had 18.9% market share for all bakery products; that number rose to 19.9% by 2004. As for the biscuit portion of the business, Britannia had 41.2% market share in 2001 and 43.6% in 2004 when Britannia was the national leader in biscuit sales. Currently Britannia Industries Ltd, accounts for about 38% in value and 32% in volume of the organized biscuits market in India.
Bakery product sales increased from 13.9 billion Rupees (US$295.6 million) in 2001 to 17.2 billion Rupees (US$368.1 million) in 2004, a 7.6% compound annual growth rate. Biscuits made up 82% of Britannia’s bakery products value sales in 2001 and rose to 85% in 2004.
Of Britannia’s total biscuit value sales, 82% are from sweet biscuits and 18% are from savory biscuits and crackers. In the company’s baked foods category, 87% consist of bread products, 13% are cakes.
The entire biscuit market is estimated to be around 1.1 million tones per annum, totaling to around Rs 50 billion. The biscuit segments enjoy the most developed markets for any item having mass consumption, It covers over 90% of the overall potential market. This means over 900 million Indians consumes biscuits, with varying frequency in a year. From the supply side the market is highly competitive, with many small scale manufactures and the organized large scale sectors.
[Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm]
After the 1997 Britannia changed its strategies from product oriented to opportunity oriented. Earlier Britannia has narrow lined products mainly for kids but when the trends. Preferences and taste of common man changed Britannia also added number of varieties in its products and they in real sense used the opportunity in making the products, Britannia widen its product line which follows the STP.
They served the products for all the categories of people, now biscuit is not only meant for guest but also for the individuals by introducing tiger biscuits in small packs. Britannia holds about 46% of market share (Note1) by value in the fiercely competitive market. Targeting the key consumers and and changing the products with opportunity has worked for the Britannia and that’s why they are the leader in the biscuit range.
Note 1 – Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm
Product Portfolio of Britannia
Britannia’s entire product offering derive their premium qualities from the principles of health and taste. This key premise has led to the evolution of a lifetime menu where Britannia product exists for every stage in a person’s life. The highest consumption group for biscuit are children; here Britannia offers milk bikis with all the ‘goodness of milk’ required by younger kids. While the tiger brand is aimed for 7-14 year olds and provides them with the exuberant health required by winners of tomorrow. Treat a range of delicious cream biscuit- is meant as a treat for children during fun times.
A particularly notable success has been little hearts, meant for teenagers and kids, which has completely dispelled an erstwhile industry axiom that this target group did not snack on sweet biscuit.
Moving on other age groups, Britannia created 50-50 as a biscuit snack for young adults. The savory time pass brand is targeted at the same age group as well, Britannia mariegold, is regared as a tea-time offering, packed with wheat energy with health conscious urban adults. Good day, a cookie filled with rich ingredients is a healthy everyday treat for entire family.
Britannia has a range of cakes and bread entrenched in the bakery segment. These products allow the consumers a better interactions with the brand and maintains continuity of the taste with health promise.
In 2004, the company was extremely active in rolling out new products. It introduced its Little Hearts brand, which are referred to as “melt in the mouth” biscuits. Little Hearts Orange (orange-flavored biscuits) and Classic retail for 10 Rupees. Britannia also added Blackcurrant Treat, Jam Treat, Good Day Gingernut and Good Day Choco-Nut to its growing biscuit line in 2004. For the bread and dairy markets, Britannia introduced NutriChoice vitamin-enriched bread and Milk Man low-fat cheese slices.
There were no new product launches in 2005, instead the company worked on strengthening existing brands. It released Premium Assorted Exotic Creme Biscuits, which feature varieties of some of the most popular biscuits – Pure Magic Chocolate, Pure Magic Vanilla, Pure Magic Strawberry & Vanilla and Jam Treat. The pack retails for 100 Rupees. The company also reformulated its 50:50 Maska Chaska biscuits.
Sourcing Strategy: Outsourcing Vs Manufacturing
With only four plants located in the country, it’s hard to imagine how Britannia Industries Ltd. became one of the largest food companies in India. But thanks to the company’s system of outsourcing a significant quantity of products, Britannia is able to offer more than 13 brands and more than 200 SKUs for its customers in India and around the world.
The company’s plants are located in India’s four major metropolitan cities – Kolkata in eastern India, Chennai in southern India and Delhi and Uttaranchal in northern India. Combined, these facilities employ more than 4,300 people and yet only make 30% of the company’s products. Sixty-one other contracted factories produce the remaining 70% of Britannia’s product line.
It’s a distributed manufacturing strategy in Britannia Industries Limited designed to optimize the delivered cost to the consumer. Outsourcing manufacturing is a model used by many other companies in India, both in the consumer packaged and durable goods segment in such companies Britannia Industries Limited and Hindustan Unilever limited are effectively using this strategy.
The 61 factories contracted to produce Britannia products do not produce any other products at their locations. Certain brands and product varieties are made at particular facilities. Even though the contracted facilities are not owned by Britannia, they are monitored by company representatives to ensure quality control.
For example in the northern region of India there are eight manufacturing units including Britannia Industries limited New Delhi, where Britannia has outsourced its manufacturing. And for the quality control there is a Quality Assurance Team guided by Quality Assurance Manager Mr. Dev Raj Dabas. A brief introduction of these eight is given below:
French Foods Faridabad
Gokul Foods Kanpur
RKM Foods Kandrori
BIL New Delhi
Delta Foods Biscuits Gaziabad
Delta Foods Cake Gaziabad
JB Managaram Gawalior
Super Snacks Gaziabad
Britannia generally launches products that offer the company good returns, supporting these through brand building and leveraging on its nationwide supply chain.
Sales and Distribution of Britannia
Britannia two different kinds of distribution networks one is for dairy products and other one is Bakery products. Here distribution network of bakery products has been discussed. In Bakery products Britannia applies two kind of distribution system. These are given below:
Mass Distribution
Selective Distribution
1. Mass Distribution
Britannia use to produce general FMCG products which are in form of packaged food and which need not to have very special kind of distribution strategy. Like other FMCG companies Britannia also use mass distribution system. Since all almost all the products of Britannia are of low price, repeat purchase items, and does not require much of effort from customer side. So ultimately these products are sold on mass distribution basis.
Mass Distribution Structure of Britannia for Bakery Products:
C&F
Distributor 1
Retailers
Consumers
Distributor 2
Distributor 3
Factory
There are four C&F of Britannia in NCR region:
Mudka – Bahadurgarh
Bakoli
Gaziabad
Kundali- Sonipat
49 distributors are working under these four C&F. The distribution network of Britannia’s products from top to bottom is given below:
First of all stock is sent to these C&F, and then this stock is sent to the various distribution canters of Britannia. All of these distribution centers do not contain products of any other brand. Now this supply of stock is based on full e-network. This system has been provided a particular terminology i.e. “UDAAN PACKAGE”. In this system the accountant who is in distribution center submits an online order to the C&F. Then in C&F the order for a particular distribution center is automatically generated and further fulfills by C&F.
Britannia has established these C&F at very appropriate locations. As soon as there is a demand generated in any distribution centre These C&F are able to fulfill the demand within four to six hours. So it is clear that C&F provides quick delivery to the distribution centre. But in order to meet this demand the C&F also has to keep some inventory with it.
Now if we talk according to the distribution point of view we will find that Distribution Centre has to also make some inventory in order to meet any kind of scarcity or instant demand. According to Mr. Randhir Kumar, (Territory Sales Incharge, Britannia Industries Limited), the distribution center has to maintain inventory of three days.
Now the distribution of stock from the distributor to retailer can be further explained by taking a distributor Keshav Enterprises. Keshav Enterprises is the distributor near Kishan Garh Vasant Kunj; handles 850-1000 outlets. The area which a distributor covers is also very large. E.g. Keshav Enterprises handles Munirka, R.K. Puram, South Moti Bagh, Vasant Kunj, Sataya Niketan, Mahipal Pur, Kapashera Border, Bijwasan, Nangal Dairy and Vasant Vihar. There are 49 such distributors of Britannia in Delhi.
Under this distributor five sales men work and they cover the entire area which is mentioned above.
Here the distribution is again divided into two parts i.e. distribution for
General Shops
Key Account Outlets (KAT)
1). General Shops
Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the number of these outlets is not content, it varies time by time as they are not very loyal to the company and also does not contribute to very prominent sale.
2). Key Account Outlets (KAT)
These outlets are covered by two sales men and they take order from these outlets biweekly. These sales men visit twenty to twenty five outlets every day. These outlets are very much loyal to the company and provide prominent business to the company. So from the sales point of view these outlets are very important.
Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are two processes:
Order Booking
Ready Stock
1). Order Booking
There are separate sales teams who perform this task. For example one sales team has to go for order booking. In this process the salesman first go to shop to shop and book the orders from there. On the other day or some times on the same day the delivery van goes every where in order to fulfill the orders. Now due to this method distributor not only gains the sales as well as looses the sale. Order booking process is done in Britannia on Biweekly or Weekly basis. Some times Order Booking and Ready Stock both the task are performed by the same sales man.
Benefits of Order Booking
In this process the distributor always remains in better position to forecast the demand. As the sales man has already an order list. This helps not only to the distributors but also to the C&F as well as finally to the factory in order to make more realistic demand.
Since the sales man does not have to do more but to book the order, it enables the sales man to search out the new opportunities in the market. It helps not only to the company but also to the sales man as sales man gets special rewards from the company side.
Since during this process the sales man gets extra time in which he/she gets enough time to interact with the retailer which is again very important.
Actually the retailer does not want only profit but also a better respect and courtesy from the salesman. So in such situations if the retailer is getting good time with the salesman, surely he will be more loyal to the company. Also during this period the sales man could increase the visibility of its products in the shelves of the shop keeper.
Drawbacks of Order Booking
Along with all these benefits there are some drawbacks also involved in this advance booking process. Some times sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on next day. But during this period the sales man of other company comes and provides the same product at some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales man.
2). Ready Stock
In this process the sales man carry the team along with him which contain a delivery van, a driver, and one or two helpers. The sales man takes order from the shops and also places the order at the spot. There are following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way.
Benefits of Ready Stock
The retailer gets stock on the spot without any delay.
The sales man does not give a chance to the retailer to switch any other brand.
The defected stock is replaced on the spot.
Drawbacks of Ready Stock
The sales man does not get enough time; he simply dumps the stock and moves from one store to another store.
Even then he does not cover many retailers, as the delivery process takes a lot of time.
What amount of stock should be carried by the sales man is also can not be predicted.
The sales man moves to pre decided path and could not find new shops, so the market penetration by the sales man is also very rare in this case.
2. Selective Distribution
Selective distribution is done for premium products of Britannia. There are eight SKUs, for which Britannia uses selective distribution. These brands are:
Chochlor Intoxication
Almond Addiction
Chocolus Addiction
These products are very costly and lie between the prices ranges of Rs. 150 to Rs. 200. Now these products are not supplied by the distribution centre but directly from C&F. These distributions are done through the Merchandiser Team. Merchandiser Team is elaborated in further pages.
Merchandiser takes order from these exclusive shops and transfers this order to the C&F. Now C&F sends the stock and the billing is done by the respective distribution centre.
Selective Distribution Structure of Britannia for Bakery Products
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
C&F
C&F
Factory
The Challenges
To compete effectively, Britannia found that it was essential to get sales people out in front of customers – yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow more time to be spent with customers, while providing easier access to ordering and production management tools.
The Solution
Use of ERP based solution in Supply Chain
It is recommended that Britannia implement “mySAP” ERP applications for the high performance and highly scalable IBM technologies. The mySAP ERP software enables full access to company’s inventory, production planning, sales order systems accessed through a simple Web browser and SAP client.
The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with better technical performance leading to increased productivity . Sales team can complete orders quickly without waiting to return to the office; Britannia can provide information on pricing of the existing product and stock-availability in real time; lower software license fees for remote systems and reduced administrative and maintenance workload means a significant reduction in TCO.
The ERP functions from the perspective of supply chain optimization are shown in following flowchart.
Overall process optimization
Expense optimization
Revenue and Profit optimization
Logistics optimization
Knowledge optimization
ERP optimization at various stages of supply chain
The business value of the ERP system includes:
Streamlined supply chain and accurate information.
Reduced supply chain costs.
Increased sales through accurate product availability.
The following figure highlights IT components in ERP, IT infrastructure and resources in SCM. The SCM planning is the input for ERP.
Operating system
Data warehouse
Retail Link
Data, account, analysis
Forecast
Inventory plan
ERP
SCM Manufacturing planning
Feedback
S
E
R
V
E
R
S
Intelligent Systems
Internet
ERP, IT Infrastructure and resources in SCM
Key Solution Components
Industry: Foods
Applications: mySAPâ„¢ ERP ECC 6.0
Hardware: IBM System p5™ 570, p5-520, IBM System Storage® DS4300™, IBM TotalStorage® 3580 tape drives
Software: IBM AIX® 5.3, IBM DB2® | |||||
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1222 | dbpedia | 2 | 6 | https://www.linkedin.com/posts/brandstoryboard_britannia-industries-reports-40-percent-downfall-activity-7161213817262063616-jh_8 | en | Storyboard18 on LinkedIn: Britannia Industries reports 40 percent downfall in its consolidated profit | https://media.licdn.com/dms/image/sync/D4D27AQEkgEkBd8u83w/articleshare-shrink_800/0/1713725894350?e=2147483647&v=beta&t=NJB7MR_rBRLz_JanpRbeEaC6ZZfJJgYoQhjpyd66n3Q | https://media.licdn.com/dms/image/sync/D4D27AQEkgEkBd8u83w/articleshare-shrink_800/0/1713725894350?e=2147483647&v=beta&t=NJB7MR_rBRLz_JanpRbeEaC6ZZfJJgYoQhjpyd66n3Q | [
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"Storyboard18"
] | 2024-02-08T04:27:02.922000+00:00 | Britannia Industries Limited Industries reports 40 percent downfall in its consolidated profit
The consolidated profit, which stands at Rs 556 crore for the… | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/posts/brandstoryboard_britannia-industries-reports-40-percent-downfall-activity-7161213817262063616-jh_8 | Quick look: #Britannia Industries Faces Tough Times in Business Britannia Industries Q4FY24 Update! Britannia Industries' #Q4FY24results fell below expectations but were in line with projections, with moderate revenue growth of 3% YoY. However, challenges persisted due to subdued demand in rural areas and intense competition impacting volume growth. Despite gross margin improvements, increased advertising expenses and other costs led to a decline in the #EBITDA margin. Favorable weather conditions could lead to higher demand for products, especially in rural regions, which could help to increase sales for Britannia Industries. Knowing how to manage non-core brands better could create new opportunities for diversification and increase company revenue. A normal monsoon season and enhanced performance in non-primary brands would help to improve the stock’s growth. Additionally, using better marketing strategies and managing costs efficiently can reduce the impact of competition and improve overall profitability. #stockmarket #stockstowatch #tradeinsights #marketupdate #thebusinesscorridor Read here: https://lnkd.in/gXAd8BT2
An average set of numbers from Britannia. Sales grew 8% YOY Margins improved to 17% from 14% last year Net profit grew 35% YOY This significant jump in margins and profitability of the company is on account of sharp reductions in the cost of raw materials. Prices of Palm Oil and Corrugated Boxes have declined by 21% and 25% from last year and this has helped in margins and PAT improvement for the company. Britannia has doubled its rural distribution in the last 5 years. But the interesting point is in the last two years the growth in distribution reach is just 10% which means incrementally the reach expansion is slowing down for them. Their newly focused segment Dairy, is performing well and posted high-double-digit growth in the quarter. They have also launched "Britannia The Laughing Cow” Cheese this quarter in this category. Overall an average performance, as in the absence of a healthy top-line growth you can only grow the bottom line up to a certain limit with the help of cost control and reduction in raw material prices.
ANALYSIS OF FMCG FOOD PROCESSING COMPANIES Q3 RESULTS PART 2 13. KOVILPATTI LAKSHMI ROLLER FLOUR MILLS LTD PART 1 Kovilpatti Lakshmi Roller Flour Mills reported sales of Rs 103.63 crore which was a fall of 1 percent over the December 22 sales of Rs 104.53 crore. Operating profits are Rs. 6.08 crore, up 3.75 percent with operating margins around 5.87 percent. Other income was Rs 0.34 crore (Rs 0.38 crore) and Interest expenses were Rs 2.32 crore (Rs 2.38 crore). Depreciation expenses were Rs 1.64 crore (Rs 1.61 crore). Tax provision was Rs 0.74 crore (Rs 0.69 crore). Net profit, at Rs 1.70 crore, rose 7.59 percent. Sales for the quarter ended September 23 were Rs 111.99 crore, operating profits Rs 7.67 crore, margins 6.85 percent, and net profits Rs 3.07 crore. Sales for the quarter ended June 23 were Rs 79.91 crore, operating profits Rs 5.63 crore, margins 7.05 percent, and net profits Rs 2.67 crore. Q3 HIGHLIGHTS Food division turnover Rs 82.83 crore (Q3 FY22 Rs 77.46 crore, up 6.93 percent) Operating profits Rs 4.05 crore (Q3 FY22 Rs 3.43 crore, up 18 percent) Engineering division turnover Rs 21.11 crore (Q3 FY22 Rs 27.45 crore, down 23.45 percent) Operating profits Rs 0.71 crore (Q3 FY22 Rs 1.22 crore, down 42 percent Under the Scheme of Amalgamation of Raya Foods Private Limited (“Transferor Company”) with Kovilpatti Lakshmi Roller Flour Mills Limited (“Transferee Company”) sanctioned by the National Company Law Tribunal, Chennai Bench vide order dated 5th January 2024 & 18th January 2024 coming into effect, the Board of Directors of the Company have allotted 35,00,000 equity shares of Rs. 10/- each in the Company to those shareholders whose names appeared on the Register of Members of Raya Foods Private Limited (Transferor Company) as on 1st February 2024, being the record date fixed by the Transferor Company for the said purpose. The Board of Directors has granted their approval to purchase a vacant land admeasuring to the extent of 1.29 acres (approx.) situated at Thiruvandarkoil, Pondicherry -605102 from unrelated third-party seller(s) for commercial purposes of the Company. Business Divisions:[1] a) Food division: The food division is engaged in the manufacturing of wheat flour and other related food products b) Engineering division: It is engaged in the manufacturing of casting components for automobiles, earthmovers, agricultural machinery, textile machinery, pumps, and general engineering industries Products & Brand: Company manufactures wheat flour and wheat products such as Maida, Sooji, Bran, and Whole Wheat Atta under the brand name of Kuthuvilakku, in South India. The company's customers include both commercial establishments and households. Its retail products are available from 500 gm to 5kg and wholesale products are available between 10 kg and 90 kg Key Clientele:[2] Britannia, Parle & ITC, Domino’s Pizza, McDonald’s, etc. | |||
1222 | dbpedia | 1 | 52 | https://hbr.org/2011/06/the-globe-segmenting-the-base-of-the-pyramid | en | The Globe: Segmenting the Base of the Pyramid | [
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"V. Kasturi Rangan",
"Michael Chu",
"Djordjija Petkoski"
] | 2011-06-01T04:00:00+00:00 | Reprint: R1106J The bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies’ well-being. To do that effectively, you must understand the nuances of people’s daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank. Start by dividing the base of the pyramid into three segments according to people’s earnings and related personal needs: Low income: 1.4 billion people, $3 to $5 a day Subsistence: 1.6 billion people, $1 to $3 a day Extreme poverty: 1 billion people, less than $1 a day Next, consider the roles of various groups in the value-creation relationship: consumers, coproducers, and clients. Specific strategies work best with people in certain roles and at particular income levels. Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there. Witness Manila Water’s success in the Philippines and Hindustan Unilever’s in South Asia. Failure to appreciate those elements can foil base-of-the-pyramid ventures, as Microsoft and Procter & Gamble each discovered. | /resources/images/favicon.ico | Harvard Business Review | https://hbr.org/2011/06/the-globe-segmenting-the-base-of-the-pyramid | Reprint: R1106J
The bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies’ well-being. To do that effectively, you must understand the nuances of people’s daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank.
Start by dividing the base of the pyramid into three segments according to people’s earnings and related personal needs:
Low income: 1.4 billion people, $3 to $5 a day
Subsistence: 1.6 billion people, $1 to $3 a day
Extreme poverty: 1 billion people, less than $1 a day
Next, consider the roles of various groups in the value-creation relationship: consumers, coproducers, and clients. Specific strategies work best with people in certain roles and at particular income levels.
Success requires appreciating the diversity at the base of the pyramid and the importance of scale in undertaking ventures there. Witness Manila Water’s success in the Philippines and Hindustan Unilever’s in South Asia. Failure to appreciate those elements can foil base-of-the-pyramid ventures, as Microsoft and Procter & Gamble each discovered. | |||||
1222 | dbpedia | 0 | 49 | https://www.moneycontrol.com/company-facts/britanniaindustries/history/BI | en | Login Consent | [
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1222 | dbpedia | 1 | 6 | https://www.bajajbroking.in/blog/britannia-industries-overview | en | Britannia Industries Ltd. An In-Depth Analysis | https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico | https://www.bajajbroking.in/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico | [
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"Bajaj Broking"
] | 2023-10-13T00:00:00 | Explore Britannia Industries Ltd., a beloved Indian FMCG brand with a 130-year legacy. Read more in this blog. | en | /content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico | https://www.bajajbroking.in/blog/britannia-industries-overview | ATTENTION INVESTORS:
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9 out of 10 individual traders in equity Futures and Options Segment, incurred net losses.
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SEBI study dated January 25, 2023 on “Analysis of Profit and Loss of Individual Traders dealing in equity Futures and Options (F&O) Segment”, wherein Aggregate Level findings are based on annual Profit/Loss incurred by individual traders in equity F&O during FY 2021-22.
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1222 | dbpedia | 2 | 46 | https://economictimes.indiatimes.com/britannia-industries-ltd/stocks/companyid-13934.cms | en | Britannia Share Price Today (09 Aug, 2024), Britannia Industries Stock Price (₹ 5740.30) Live NSE | https://economictimes.indiatimes.com/photo/83206419.cms | https://economictimes.indiatimes.com/photo/83206419.cms | [
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] | null | [] | null | Britannia Share Price Today (09 Aug, 2024): Britannia Stock Price (₹ 5740.30) Live NSE/BSE updates on The Economic Times. Check out why Britannia share price is down today. Get all details on Britannia Industries shares news and analysis, Forecasts, Dividend, balance sheet, profit & loss, Quarterly results, annual report information, and more | en | https://economictimes.indiatimes.com/icons/etfavicon.ico | The Economic Times | https://economictimes.indiatimes.com/britannia-industries-ltd/stocks/companyid-13934.cms | About Britannia
Britannia Industries Ltd., incorporated in the year 1918, is a Large Cap company (having a market cap of Rs 138,265.63 Crore) operating in FMCG sector. Britannia Industries Ltd. key Products/Revenue Segments include Food Products, Other Operating Revenue, Scrap, Royalty Income for the year ending 31-Mar-2024.For the quarter ended 30-06-2024, the company has reported a Consolidated Total Income of Rs 4,305.90 Crore, up 4.34 % from last quarter Total Income of Rs 4,126.70 Crore and up 5.94 % from last year same quarter Total Income of Rs 4,064.63 Crore. Company has reported net profit after tax of Rs 505.53 Crore in latest quarter.The company’s top management includes Mr.Nusli N Wadia, Mr.Varun Berry, Mr.Rajneet Singh Kohli, Mr.N Venkataraman, Dr.Ajai Puri, Dr.Ajay Shah, Mr.Avijit Deb, Mr.Keki Dadiseth, Mr.Keki Elavia, Mr.Ness N Wadia, Mr.Pradip M Kanakia, Ms.Tanya Dubash, Dr.Y S P Thorat, Mr.T V Thulasidaas. Company has B S R & Co. LLP as its auditors. As on 30-06-2024, the company has a total of 24.09 Crore shares outstanding. Show More | ||
1222 | dbpedia | 1 | 13 | https://blog.stockedge.com/britannia-industries-share-analysis/ | en | Understand Why Britannia Industries Share Is A Growing Investment | [
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] | 2024-01-30T16:15:49+05:30 | Understand the elaborative performance of Britannia Industries Share and get to know about its market position and how it provides past profit to its investor. | en | StockEdge Blog | https://blog.stockedge.com/britannia-industries-share-analysis/ | Britannia Industries Ltd. is an Indian Fast-Moving Consumer Goods (FMCG) company, previously recognized as “Britannia Biscuit Company Limited.” It originated during the pre-independence period in Calcutta, founded by a British entrepreneur in the year 1892. The company is currently owned by the Wadia group, headed by Nusli Wadia, an Indian billionaire businessman.
In the course of World War II, the British Indian government necessitated a consistent provision of biscuits to cater to the requirements of British soldiers. Hence, the company was established. As of today, Britannia Industries manufactures and sells biscuits all over the world. Being a public limited company, Britannia Industries shares have been listed on the National Stock Exchange (NSE) since 1998. Additionally, it is a part of the market benchmark index Nifty 50.
In today’s blog, let’s find out whether to invest in a century-old biscuit company. Britannia Industries shares have given more than a 1000% return in the last 10 years. Is it still worth investing in Britannia shares? Here is a complete fundamental analysis of Britannia Industries’ share.
Company Overview
Britannia Industries Ltd stands as one of India’s oldest food product companies and holds a significant position in the country’s biscuit industry. While the majority of its revenue is generated from the biscuits segment, the company has expanded its presence into various other sectors, such as bread, dairy products, cakes, snacks, milkshakes, croissants, wafers, and rusks. Some of its prominent brands include Good Day, Marie Gold, Tiger, Nutri Choice, Milk Bikis, and others. Operating with a total of 23 factories (19 national and 4 international), Britannia also exports its products to over 79 countries spanning the Middle East, North America, Europe, Africa, and Southeast Asia.
Here is the revenue mix of the company as of FY 23:
As you see, 77% of the revenue comes from the biscuits segment, while the rest comes from bread, dairy products, cakes, etc. Also, geographically, 95% of revenue comes from India and the remaining 5% is from other countries globally.
Sectoral Outlook – FMCG Sector
The overall size of the Food & Beverages market in India is estimated at USD 800 billion. Within this, the packaged food market constitutes USD 100 billion, with the branded packaged market accounting for USD 40 billion. This indicates significant potential for expansion. Presently, India lags behind China in the packaged food industry by 4.2 times and other Southeast Asian nations, such as the Philippines, by 3.3 times, highlighting substantial room for growth in this sector.
The shift from an unorganized to an organized segment within the industry is expected to persist in India in the upcoming years. Changing consumer preferences and a growing inclination towards adopting branded products in small towns and villages contribute to the expansion of Fast-Moving Consumer Goods (FMCG) companies.
Financial Highlights
Analyzing financial statements such as income statements, balance sheets, and cash flow statements helps investors assess the company’s ability to generate returns, manage debt, and sustain growth, enabling informed and prudent investment choices.
Income statement of Britannia Industries Ltd.
The income statement, commonly known as the profit and loss statement, gives you an understanding of its financial performance, such as its sales growth, profitability, etc.
At StockEdge, we have organized the income statement in a way that will help you analyze it with ease rather than going through the conventional way of downloading the documents from the stock exchanges, which could be time-consuming and tiresome to many.
In the above image, you can see the annual income statement of Britannia Industries. Every detail is in front of your eyes, starting from the top-line sales figures to the bottom-line Net profit of the company.
Sales Growth
Although there was a 15% year-on-year increase in sales during the fiscal year 2023, the initial half of fiscal year 2024 recorded net sales of ₹8,444 crore, reflecting a 4% year-on-year growth with no change in volume. The positive performance of the international business was overshadowed by a slowdown in rural areas and increased competition from local players in the domestic market, affecting the overall growth.
EBITDA Growth
In H1 FY24, EBITDA was ₹1,561 cr, a growth of 29% YoY due to its cost efficiency programs across all functions so as to remain the lowest cost operators in its categories. Nevertheless, there is a simultaneous effort to boost advertising and sales promotion initiatives, aiming to support its brands and foster innovation within the business.
PAT Growth
In the initial half of fiscal year 2024, the Profit After Tax (PAT) amounted to ₹1,040 crore, demonstrating a 12% year-on-year growth. This growth was facilitated by an enhanced operating profit and increased other income. However, the overall growth was somewhat affected by elevated depreciation and interest costs.
Balance Sheet of Britannia Industries Ltd.
The balance sheet follows the accounting equation: Assets = Liabilities + Equity. It provides a company’s financial position, stability, and overall health.
In the above image, you can see the balance sheet of Britannia Industries Ltd. It provides an overview of the financial position as on date. What are the assets and liabilities of the company? Liabilities of a company can be both short term and long term.
As of 30th September 2023, total debt stood at ₹2,761 cr v/s total debt of ₹2,981 cr as of 31st March 2023. Post the COVID era, the company’s overall debt went up, but compared to its total assets, the liabilities are reasonable.
Cash Flow Statement of Britannia Industries Ltd.
A cash flow statement provides a summary of how a company generates and uses cash over a specific period of time. It has three different sections:
Operating cash flow statement
Financing cash flow statement
Investing cash flow statement
Out of these the most important one being the cash flow from operations as it provides you with an understanding of how the company generated cash from its core business operations. A positive cash flow from operation signifies that the company has generated higher cash revenue than its expenditure.
In FY 2023, the Cash Flow from Operations (CFO) amounted to ₹2,526 crore, a significant increase from ₹1,300 crore in FY22. This improvement was driven by enhanced operating profit and adjustments in working capital.
Cash Flow from Investments (CFI) experienced an outflow of ₹1,517 crore, attributable to the acquisition of current investments, inter-corporate deposits (ICDs) extended to group companies, and the procurement of property, plant & equipment.
On the other hand, Cash Flow from Financing (CFF) showed a lower outflow compared to the previous year, as the company secured long-term debt amounting to ₹1,010 crore.
Ratio Analysis of Britannia Industries Share
Ratio analysis of a company involves evaluating a company’s financial performance by examining certain ratios which are derived from its financial statements. It makes easy comparing the financial performance to its industry benchmarks or competitors.
Ratio has different classifications like profitability ratios, solvency ratios, return ratios and more as you can see in the image below, you can analyze all such ratios directly from StockEdge.
Here are the return ratios of the Britannia Industries share, starting with the two most important ratios which are ROE and ROCE.
What is ROE and ROCE?
ROE is a profitability ratio that measures the company’s ability to generate net income as a percentage of shareholders’ equity, whereas ROCE assesses the efficiency of a company in utilizing its total capital, including both equity and debt.
Return on Equity (ROE)
In FY 2023, the Return on Equity (ROE) reached 76.04%, primarily driven by substantial profit growth. This increase in profit was supported by an exceptional gain of ₹376 crore.
Return on Capital Employed (ROCE)
The robust ROCE of 55.50% in FY23 signifies the efficiency with which the company utilized its capital to generate operating profits. This improvement reflects the company’s effective management of its resources and a positive impact on overall financial performance.
Debt to Equity Ratio (D/E Ratio)
In FY 2023, the company’s debt-to-equity ratio was approximately 0.84x. This ratio indicates that the company had a moderate level of financial leverage. A debt-to-equity ratio of less than 1 is generally considered favorable as it suggests a lower financial risk and indicates a more conservative capital structure.
Price to Equity Ratio
As of the latest data, Britannia Industries is trading at a Trailing Twelve Months (TTM) Price-to-Earnings (PE) multiple of 49.45x. The elevated PE multiple is likely a result of Britannia’s strong brand recall and its leadership position in the domestic market.
The PE multiple reflects the market’s confidence in Britannia’s growth prospects and its ability to capitalize on opportunities in the evolving market conditions.
Management Quality & Shareholding Pattern
The leadership is directing efforts towards implementing localized strategies, consistently innovating products through renovation, introducing new items, and revamping existing ones. Additionally, there is a focus on expanding into related product categories alongside a concerted effort to enhance direct distribution channels and strengthen the company’s presence in rural areas. Management expects the rural segment to improve to 35% of total revenue in the next few months.
Coming to the shareholding pattern of Britannia Industries share, you can check it from the StockEdge App itself.
The promoter shareholding continues to remain at 50.55%. FII decreased their stake from 21.29% in Q1 FY24 to 19.66% in Q2 FY24. DII increased their stake from 12.46% in Q1 FY24 to o 13.85% in Q2 FY24.
The changes in shareholding patterns indicate a dynamic shift in investor interest in Britannia Industries shares as both FIIs and DIIs strategically adjust their positions. Notably, the unwavering promoter’s stake emphasizes a consistent and resolute dedication to the company’s growth and performance.
Future Outlook of Britannia Industries Share
The company maintains its commitment to four key strategic pillars: distribution and marketing, cost leadership, innovation, and sustainability. The overarching goal is to achieve well-rounded growth encompassing margin, revenue, volume, and market share. Over the next five years, the company anticipates increasing the contribution of its non-biscuit portfolio to approximately 35% of total revenue, up from the current 23%. Furthermore, there is an ambition to scale the dairy segment to ₹2,000 crore within the same timeframe. These initiatives underscore a comprehensive approach to business development and diversification.
Case Study on Britannia Industries Share
We have a case study report prepared by our team of analysts. This fundamental report on Britannia Industries shares provides you with a detailed analysis of the company as well as how it stands among its competitors.
As you can see, Britannia Industries Share has rating based on 6 parameters:
Growth
Quality
Profitability
Efficiency
Solvency
Valuation
Based on the above parameters, Britannia Industries Share scored 21/30. Read the case study report on Britannia Industries Share.
Conclusion
In conclusion, Britannia Industries emerges as a compelling long-term investment opportunity. With a solid foundation anchored in strategic pillars such as distribution, cost leadership, innovation, and sustainability, the company demonstrates a robust commitment to balanced growth. The resilience of its promoter shareholding, coupled with evolving investor interest, reflects confidence in the company’s trajectory. Britannia’s ambitious targets, including expanding its non-biscuit portfolio and scaling its dairy segment, further position it as a forward-looking player in the market. As it continues to navigate dynamic market conditions, Britannia Industries stands out as a promising choice for investors seeking enduring value and growth in their portfolios.
Apart from Nestle India stock, there are other stocks which are part of the Nifty 50 index. Read this blog All About NIFTY50, Components of NIFTY50, and How to Invest in it.
Happy Investing!! | |||||
1222 | dbpedia | 2 | 11 | https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/ | en | Britannia Industries to close factory in India | [
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] | 2024-06-25T17:03:33+00:00 | India’s Britannia Industries is set to close a factory in Taratala after all of its workers there accepted voluntary retirement schemes. | en | Just Food | https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/ | India’s Britannia Industries is set to close a factory in a Kolkata suburb after all of its permanent workers at the site accepted voluntary retirement schemes.
The biscuit facility in Taratala, which was established in 1947, is set to close after Britannia Industries notified the Bombay Stock Exchange.
The company reportedly had around 150 employees at the facility, according to The Times of India.
It stood as the company’s second-oldest manufacturing unit in India, but “the closure of this 150-worker unit is not expected to significantly impact the company or the state’s revenue,” a source close to the company said, per The Times of India report.
The factory was shut down because it was outdated, according to local reports.
Just Food has contacted Britannia Industries for further details.
Britannia Industries’ portfolio features biscuits, bread and cakes, along with dairy products. The company supplies the domestic market and 80 destinations worldwide in North America, Europe, Africa, South East Asia and the Middle East. Brands include Good Day, Tiger, NutriChoice, Milk Bikis, Marie Gold and Little Hearts.
Besides West Bengal, the company has three other biscuit manufacturing plants in the eastern states of Bihar, Odisha and Assam.
In the year ended 31 March 2024, Britannia Industries generated revenue of Rs165.46bn ($1.98n), marking a 3.5% rise on the previous year. Operating profit grew 10.1% to Rs28.69bn.
Vice chairman and managing director Varun Berry said after the group revealed its results in May: “In a tepid consumption scenario, our performance this year signifies resilience and competitiveness. Over the past 24 months, we have achieved a strong 19% growth in revenue, accompanied by a notable 43% increase in operating profit.
“Our market share rebounded as the year progressed as a result of strategic pricing actions to maintain competitiveness and intensified investments in brands, supported by distribution expansion.” | |||||
1222 | dbpedia | 2 | 85 | https://www.forbesindia.com/article/real-issue/cover-story-behind-britannias-record-growth-during-lockdown/62129/1 | en | Cover Story: Behind Britannia's Record Growth During Lockdown | [
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1222 | dbpedia | 3 | 4 | https://www.scribd.com/document/459140479/SFM-LAW-Crew-1-2020-Britannia-Industries | en | SFM LAW - Crew 1 - 2020-Britannia Industries | https://imgv2-1-f.scribdassets.com/img/document/459140479/original/e835754330/1723336222?v=1 | https://imgv2-1-f.scribdassets.com/img/document/459140479/original/e835754330/1723336222?v=1 | [
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] | null | SFM LAW- Crew 1- 2020-Britannia Industries - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Britannia Industries is one of India's oldest existing food companies, founded in 1892. It produces popular brands like Good Day, Tiger, and Marie Gold biscuits. The document provides an overview of Britannia's product portfolio including biscuits, bread, dairy products, and gifts. It also performs a SWOT analysis, identifying Britannia's strong brand name and product innovation as strengths, while noting its high dependence on the Indian market as a weakness. Opportunities discussed include pursuing inorganic growth through acquisitions and strategic alliances. | en | https://s-f.scribdassets.com/scribd.ico?f0445a4f2?v=5 | Scribd | https://www.scribd.com/document/459140479/SFM-LAW-Crew-1-2020-Britannia-Industries | |||
1222 | dbpedia | 1 | 68 | https://www.angelone.in/stocks/britannia-industries-ltd | en | Britannia Share Price Today - Buy Britannia Industries Stock | [
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] | null | Britannia Share Price - Invest in Britannia Ind stock with Live BSE/NSE price latest research reports, balance sheet, stock analysis and share price history at Angel One. | en | /favicon.ico | Angelone | https://www.angelone.in/stocks/britannia-industries-ltd | Investments in securities market are subject to market risk, read all the related documents carefully before investing.
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1222 | dbpedia | 0 | 32 | https://vizologi.com/business-strategy-canvas/britannia-industries-business-model-canvas/ | en | What is Britannia Industries's business model? | [
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] | null | [] | null | Britannia Industries is a renowned Indian food company that has been a household name for over a century Established in 1892 Britannia has evolved into one of Indias leading FMCG Fast-Moving Consumer Goods companies known for its diverse range of delicious and high-quality food products The companys product portfolio includes biscuits bread cakes dairy products and snacks Britannia operates through a widespread distribution network making its products easily accessible to consumers nationwide With a commitment to innovation and quality Britannia has become synonymous with trust and taste in the Indian food industryThe business model of Britannia Industries primarily revolves around the manufacturing and distribution of food products The company earns revenue by selling its diverse range of products to consumers through various channels including retail stores supermarkets and e-commerce platforms Britannias brand strength and customer loyalty contribute to its consistent revenue streams Additionally the company focuses on product innovation and marketing strategies to stay competitive in the dynamic FMCG market Britannias commitment to delivering quality products with a focus on consumer preferences has propelled it to the forefront of the Indian food industry making it a trusted choice for millions of consumers | en | Vizologi | rethinking business model design | http://vizologi.com/business-strategy-canvas/britannia-industries-business-model-canvas/ | Brands consortium:
A collection of brands that coexist under the auspices of a parent business. The businesses in this pattern develop, produce, and market equipment. Their strength is in copywriting. Occasionally used to refer to a short-term agreement in which many companies (from the same or other industrial sectors or countries) combine their financial and personnel resources to execute a significant project benefiting all group members.
Cross-selling:
Cross-selling is a business strategy in which additional services or goods are offered to the primary offering to attract new consumers and retain existing ones. Numerous businesses are increasingly diversifying their product lines with items that have little resemblance to their primary offerings. Walmart is one such example; they used to offer everything but food. They want their stores to function as one-stop shops. Thus, companies mitigate their reliance on particular items and increase overall sustainability by providing other goods and services.
Cross-subsidiary:
When products and goods and products and services are integrated, they form a subsidiary side and a money side, maximizing the overall revenue impact. A subsidiary is a firm owned entirely or in part by another business, referred to as the parent company or holding company. A parent company with subsidiaries is a kind of conglomerate, a corporation that consists of several distinct companies; sometimes, the national or worldwide dispersion of the offices necessitates the establishment of subsidiaries.
Customer loyalty:
Customer loyalty is a very successful business strategy. It entails giving consumers value that extends beyond the product or service itself. It is often provided through incentive-based programs such as member discounts, coupons, birthday discounts, and points. Today, most businesses have some kind of incentive-based programs, such as American Airlines, which rewards customers with points for each trip they take with them.
eCommerce:
Electronic commerce, or e-commerce (alternatively spelled eCommerce), is a business model, or a subset of a larger business model, that allows a company or person to do business via an electronic network, usually the internet. As a result, customers gain from increased accessibility and convenience, while the business benefits from integrating sales and distribution with other internal operations. Electronic commerce is prevalent throughout all four main market segments: business to business, business to consumer, consumer to consumer, and consumer to business. Ecommerce may be used to sell almost any goods or service, from books and music to financial services and airline tickets.
Ingredient branding:
Ingredient branding is a kind of marketing in which a component or ingredient of a product or service is elevated to prominence and given its own identity. It is the process of developing a brand for an element or component of a product in order to communicate the ingredient's superior quality or performance. For example, everybody is aware of the now-famous Intel Inside and its subsequent success.
Integrator:
A systems integrator is an individual or business specializing in integrating component subsystems into a unified whole and ensuring that those subsystems work correctly together. A process is known as system integration. Gains in efficiency, economies of scope, and less reliance on suppliers result in cost reductions and may improve the stability of value generation.
Licensing:
A formal agreement in which the owner of the copyright, know-how, patent, service mark, trademark, or other intellectual property grants a licensee the right to use, manufacture, and sell copies of the original. These agreements often restrict the licensee's scope or area of operation, define whether the license is exclusive or non-exclusive, and stipulate whether the licensee will pay royalties or another kind of compensation in return. While licensing agreements are often used to commercialize the technology, franchisees also utilize them to encourage the sale of products and services.
Low touch:
Historically, developing a standard touch sales model for business sales required recruiting and training a Salesforce user who was tasked with the responsibility of generating quality leads, arranging face-to-face meetings, giving presentations, and eventually closing transactions. However, the idea of a low-touch sales strategy is not new; it dates all the way back to the 1980s.
Make and distribute:
In this arrangement, the producer creates the product and distributes it to distributors, who oversee the goods' ongoing management in the market.
Regular replacement:
It includes items that must be replaced on a regular basis; the user cannot reuse them. Consumables are products utilized by people and companies and must be returned regularly due to wear and tear or depletion. Additionally, they may be described as components of a final product consumed or irreversibly changed throughout the production process, including semiconductor wafers and basic chemicals.
Self-service:
A retail business model in which consumers self-serve the goods they want to buy. Self-service business concepts include self-service food buffets, self-service petrol stations, and self-service markets. Self-service is available through phone, online, and email to automate customer support interactions. Self-service Software and self-service applications (for example, online banking apps, shopping portals, and self-service check-in at airports) are becoming more prevalent.
Subscription box:
A subscription box is a regular delivery of retail goods to a client. Thus, subscription boxes are both a marketing tactic and a delivery mechanism for products. Subscription boxes are used by subscription-based e-commerce companies, abbreviated subcom, that operates on a subscription-based revenue model. They cater to a diverse client base and address a range of particular demands and interests. Since the subscription box business is still in its infancy, there is little data available. However, between 400 and 600 distinct types of subscription boxes are available in the United States alone, with more known internationally.
Supermarket:
A supermarket is a self-service store arranged into aisles and has many foods and home goods. It is bigger and has a greater variety than traditional grocery shops but is smaller and offers a more limited selection than a hypermarket or big-box market. Supermarkets are usually chain shops supplied by their parent firms' distribution centers, allowing for more significant economies of scale. In addition, supermarkets often provide items at competitive rates by using their purchasing power to negotiate lower pricing from producers than smaller shops can.
Supply chain:
A supply chain is a network of companies, people, activities, data, and resources that facilitate the movement of goods and services from supplier to consumer. The supply chain processes natural resources, raw materials, and components into a completed product supplied to the ultimate consumer. In addition, used goods may re-enter the distribution network at any point where residual value is recyclable in advanced supply chain systems. Thus, value chains are connected through supply chains.
Sustainability-focused:
Companies that manufacture fast-moving consumer goods and services and are committed to sustainability do ecological impact assessments on their products and services. While research-based green marketing needs facts, green storytelling requires imagination and location. Employees responsible for the brand definition and green marketers collaborate with product and service designers, environmental groups, and government agencies. | |||||
1222 | dbpedia | 1 | 91 | https://bakerybiz.com/tag/britannia/ | en | Pandemic brought significant shift in consumer preference: Britannia | [
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For the financial year ended March 31, 2021, Britannia Industries’ consolidated sales were at Rs 12,883.04 crore, up 12.6 per cent
Britannia Industries has reported that the pandemic has brought about a significant shift in consumer preference including the growth of online business channels, which are likely to strengthen and present new opportunities for the food business in the future. The company sees opportunities for growth through the launch of innovative products at different price points and expansion in rural markets.
According to Britannia, it foresees opportunities to scale up its dairy business by leveraging product innovation and accelerating the growth of value-added products into the segment. The company is going for expansion of distribution for the dairy portfolio, growth of e-commerce and digital subscription platforms and culinary experimentation at home with categories like cheese due to the lockdown.
In the cake segment, quoted Britannia’s annual report, “immediate strategic priorities are to strengthen and scale up innovation, renovate and make the base cake segment more premium and in new-to-market formats with affordable prices. These measures are intended to attain segment leadership by understanding consumer preferences and meeting their expectations.” While talking about bread, Britannia said it has continued to grow and strengthen its leadership in the Health Segment with superior and differentiated products like ‘atta’ pizza, multigrain and cheese garlic bread, etc.
The category is evolving rapidly due to the entry of new players and market consolidation, it added. “With the entry of significant competitors and signs of consolidation in this space, your company has renewed its focus on further diversification of portfolio, strengthening manufacturing capability, expansion into new markets and e-commerce as well as Brand building through the launch of refreshed packaging and relevant products,” the report quoted.
While talking about the biscuit segment, Britannia said India continues to provide significant opportunities for growth as the per capita consumption is much lower than that of developed countries.
“High levels of household penetration (above 90 per cent) augurs well for an increase in consumption. There is potential to spur consumption growth through innovative, healthy and premium products,” the annual report quoted. For the financial year ended March 31, 2021, Britannia Industries’ consolidated sales were at Rs 12,883.04 crore, up 12.6 per cent as against Rs 11,443.99 crore in the previous year.
In the international business, Britannia’s strategy is to achieve growth and market share by increasing its presence among the Indian diaspora, develop new products to recruit local ethnic clusters and establish local operations in fast-growing emerging markets like contract manufacturing, acquisitions, joint ventures, etc. “The Export markets in Americas, Asia and Africa that were developed in previous years shows promising growth potential and the company is focused on mainstream channel expansion and opening more white space markets, in these geographies,” quoted the report.
BRITANIA LAUNCHES MY STARTUP SEASON 3.0
Britannia Marie Gold’s My Startup campaign version 3 is now broadened to help homemakers leverage the Internet to grow their businesses. This follows a survey by Britannia and Momspresso which indicated that 77 per cent of homemakers who desire to set up their own ventures, consider technology as an enabler. The last day for online submissions is November 05.
Quoting the highlights of the Indian Homemakers’ Entrepreneurship Report 2021, Britannia too stated that 62 per cent of homemakers have dreams and aspirations to start a business of their own. The primary drivers for these homemakers who aspire to set up their own business desire to be financially independent which is 60 per cent and the ability to contribute financially to the family which is 53 per cent.
To support these aspirations, participants will be able to access a set of digital skilling resources from Google. These digital resources are available in six languages – Hindi, Telugu, Tamil, Kannada, Bengali and English, according to Britannia.
Britannia’s move to become ‘total foods company’ is garnering momentum as it is eying new categories such as breakfast.
Biscuit maker Britannia Industries Ltd is planning to launch croissant in packets during the second half of this year, said Gunjan Shah, vice president (sales) of the Kolkata-headquartered company.
Croissant—a French crescent-shaped roll made of sweet yeast dough that is usually consumed as a breakfast item worldwide— will mark Britannia’s formal entry into the breakfast market that the company has been eyeing for a long time. Britannia also sells cakes, breads, rusks and a few value-added dairy products. In India, croissants are mainly sold at restaurants and bakeries.
“Last year, we formed a joint venture with Greek company Chipita SA for producing and selling croissants. A factory is being set up currently,” Shah said.
The joint venture entity—Britchip Foods Ltd may also look at launching a few other products, according to Britannia’s fillings with BSE . Britannia holds 60 per cent in Britchip Foods while Chipita has the remaining equity. After the 10-year lock-in, Britannia will have the right of first refusal if Chipita intends to sell its stake.
Britannia, which has been working on turning itself into a ‘total foods company’, is also eyeing new categories, Shah said. Earlier this month, Britannia managing director Varun Berry had said that the company aimed to launch about 50 new products by March 2020 as part of its plans to expand presence in bakery, non-bakery and microsnacking categories, a news agency reported.
“The focus on valueadded dairy will continue,” Shah said. India’s dairy market has always been a difficult space for most companies, including the multinationals. Last month, Danone SA of France formally shut down its dairy business in India after three failed attempts to penetrate the market, a business newspaper reported.
For rural markets, Britannia is taking a hub-and spoke model where 8,000 distributors are being appointed to service villages with more than 5,000 population
Britannia is fast catching up with rival Parle in terms of distribution reach in a bid to outsmart the biggest bakery product player in the volume play.
“We are available in 4.5 million outlets out of 7.6 million outlets which has helped us to narrow the gap with the company which is available most, our biggest competitor. The gap is now down to 1.2 million, against 1.6 million about six years back,” Britannia managing director Varun Berry has claimed before analyst without naming its bigger rival. Efforts by dna to get response from privately held Parle for comments on the statement made by the Britannia MD didn’t fructify.
Chauhan family owned Parle which claims to be India’s largest manufacturer of biscuits and confectionary, and Britannia, controlled by the Wadias, have been locked in a fight for supremacy over the bakery and the biscuit industry.
While Britannia, with a market share of 28 per cent in value terms in April 2015, edged past Parle, having a share a tad lower at 27.5 per cent, thanks to a premiumisation strategy, Parle still commands a much bigger share in volume terms through greater reach.
Bakery and biscuits reaches out to 7.6 million outlets. Out of this Britannia was getting to just about 10 per cent directly till about three years back.
“We have almost doubled this and we are now getting to 1.3 million outlets directly, which gives us the ability to execute merchandising and displays through our sales force,” he said.
“The management remains focussed to grow brands and expand its distribution channels,” KR Choksey said in a research note.
In fact, improvement in distribution is seen by Britannia as the single biggest factor behind a constant double-digit volume growth in all the four quarters of fiscal 2016 against just 2 per cent in fiscal 2014. While more villages are being penetrated helping the company achieve 30 per cent growth in rural markets, Britannia still remains weak in the Hindi heartland.
“We still have some way to grow and would now start focusing on smaller villages. We were weak in hindi speaking states but have made good progress, where in Gujarat we have grown 26 per cent. In UP we have grown at 9 per cent and this market would be our focus this year,” Berry said.
For rural markets, Britannia is taking a hub-and-spoke model whereby 8,000 distributors are being appointed to service villages which are more than 5,000 population.
Cost pressure is building up on Britannia, which might raise its product prices by about 5 per cent.
“Material prices have started to trend upwards with all four commodities forming bulk of our consumption like flour, sugar, RPO (refined palm oil)and crude oil that goes into energy for baking. They are going into a stage where it needs some pricing action. About 5 per cent inflation is what we expect and we need to take pricing action to get numbers which will help us to mitigate that inflation,” Berry said.
Is in contrast to the fourth quarter when Britannia reduced prices on the back of soft commodity prices. “Since volume grew by 10 per cent (in Q4FY16) while revenue grew by 8 per cent, we had passed on some of the benign change in commodity prices to consumers,” he said. | |||||||
1222 | dbpedia | 0 | 65 | https://www.thehindu.com/business/Industry/britannia-closing-iconic-unit-sparks-concern-of-flight-of-industry-from-west-bengal/article68332409.ece | en | Britannia closing iconic unit sparks concern of ‘flight of industry’ from West Bengal | [
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] | 2024-06-25T22:07:00+00:00 | Britannia Industries faces controversy over factory closure in Kolkata, sparking debate on industry flight from West Bengal. | en | https://www.thehindu.com/favicon.ico | The Hindu | https://www.thehindu.com/business/Industry/britannia-closing-iconic-unit-sparks-concern-of-flight-of-industry-from-west-bengal/article68332409.ece | With FMCG major Britannia Industries Limited notifying the stock exchanges that all permanent workers at its Taratala factory in Kolkata have accepted voluntary retirement, a fresh row has erupted over the flight of industry from West Bengal.
The Bharatiya Janata Party (BJP) leadership described the development as “shutdown of Britannia Industries’ factory” even though the company said there would be no material impact on the business operations of Britannia Industries.
“The Britannia factory, once a beacon of industrial vitality in Bengal, suffered significant attrition during the Left regime due to the CPI(M)’s pervasive ‘Unionbaji’. TMC’s relentless ‘Tolabaji’ was the final nail in the coffin, which ultimately led to the demise of the factory,” BJP IT cell chief Amit Malviya said.
Mr. Malviya, the BJP’s co-incharge of West Bengal, said the State is already mired in “severe unemployment exacerbated by the TMC’s extortion and syndicate, now faces an even more dire predicament with the factory’s closure, triggering massive layoffs”.
In an intimation to the stock exchanges on June 20, the company informed that all permanent workers of the Taratala factory had accepted the voluntary retirement scheme. According to sources, there were about 122 permanent workers.
“The production at the plant has been suspended for about two weeks, this resulted in the workers accepting the terms of the VRS. Now the management is in talks with the contractual workers,” Gautam Roy, a leader with Centre of Indian Trade Unions (CITU), the labour arm of Communist Party of India (Marxist), said.
The development has triggered strong reactions because Britannia has been one of major brands operating out of the State and the factory at Taratala has been an iconic landmark in Kolkata.
Questions have also been raised about the fate of the land of Taratala factory located on 11 acres belonging to Kolkata Port. Mr. Roy said the land was on lease agreement renewed in 2018 for 30 years, extending to 2048.
Political analyst Kanchan Gupta took to social media and said that it is “strange feeling to learn that Britannia has shut its machines and switched off its lights at its sprawling factory in Kolkata”.
“I guess this was inevitable. In its mandatory filing at the NSE, Britannia has said employees have accepted a ‘voluntary retirement scheme’ and that shutting of the factory “would not have any material impact on the business operations of the company”. It means Britannia will maintain its earnings minus its operations in Calcutta,” he posted on X.
Local Trinamool councillor Anwar Khan said Britannia shutting down its unit is a business decision and has nothing to do with the industrial climate of the State. “The company has already set up a unit in Dankuni,” he said. | ||||
1222 | dbpedia | 2 | 93 | https://www.indiainfoline.com/company/britannia-industries-ltd/reports/directors-report | en | Britannia Industries Ltd Directors Report | [
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] | null | [] | null | Britannia Industries Ltd Directors Report: Check out the latest updates, and news about the Britannia Inds. director discussions at India Infoline | en | /favicon.ico | India Infoline | https://www.indiainfoline.com/company/britannia-industries-ltd/reports/directors-report | Dear Members,
Your Board of Directors are pleased to present the 105th Annual Report on the Companys Performance along with the Audited Financial Statements for the financial year ended 31 March 2024 (FY 2023-24).
I. FINANCIAL PERFORMANCE
a. Standalone Financial Highlights
Particulars Year ended 31 March 2024 Year ended 31 March 2023 % Growth Revenue from Operations 16,186.08 15,618.42 3.6 Operating Profit 2,799.63 2,546.69 9.9 Profit After Tax 2,082.05 2,139.30 (2.7)* Dividend 1,770.38 1,734.25 2.1
*excluding exceptional items, the growth stood at 8.1%.
# Proposed
b. Consolidated Financial Highlights
Particulars Year ended 31 March 2024 Year ended 31 March 2023 % Growth Revenue from Operations 16,769.27 16,300.55 2.9 Operating Profit 2,869.38 2,605.00 10.1 Profit After Tax (Owners Share) 2,139.81 2,321.77 (7.8)*
The Audited Standalone and Consolidated Financial Statements, prepared in accordance with Section 133 of the Companies Act, 2013 (the Act) read with the Companies (Accounts) Rules, 2014 and the Indian Accounting Standards (Ind AS) along with the Auditors Report, forms part of the Annual Report.
c. Overview of Companys Performance
Your Companys consolidated revenue from operations and operating profit grew at 2.9% and 10.1%, respectively in FY 2023-24 as compared to the previous year. In its quest to ensure readiness for the future, your Company has embarked on a transformation journey driven by strategic initiatives, operational enhancements and technological advancements.
During the year, your Company has:
Entered New Categories and launched New-To-Market Innovations towards its goal of becoming a Global Total Foods Company.
Leveraged digitalisation to strengthen its distribution, enhance marketing initiatives and improve efficiency across all functions.
Commissioned a greenfield factory at Bihta, Bihar to enhance its technologically superior capabilities.
Strengthened its Environmental, Social and Governance (ESG) Initiatives.
d. Subsidiary, Associate and Joint Venture Companies
Pursuant to Section 134 of the Act read with Rule 8(1) of the Companies (Accounts) Rules, 2014, performance highlights of Subsidiary, Associate and Joint Venture Companies and their contribution to the overall performance of the Company can be referred in Form AOC-1 prepared in accordance with Section 129(3) of the Act read with Rule 5 of the Companies (Accounts) Rules, 2014 which forms part of the Annual Report.
Further, pursuant to Section 136 of the Act, the Financial Statements of the Subsidiaries are available at the Registered Office and website of the Company at https://www.britannia.co.in/investors/ financial-performance/subsidiaries-accounts. Any Member desirous of inspecting or obtaining a copy of the same may write to the Company Secretary at investorrelations@britindia.com.
e. Dividend
Pursuant to the Dividend Distribution Policy of the Company, the Board of Directors at their Meeting held on 3 May 2024, has recommended a final dividend @7350% i.e., Rs73.50/- per Equity Share of face value of Rs1/- each fully paid up for FY 2023-24. The total dividend payout for FY 2023-24 will be Rs1,770.38 Crores.
The final dividend is subject to the approval of Members at the ensuing 105th Annual General Meeting (AGM) of the Company. The Dividend, if declared, will be paid to the Members holding equity shares as on record date i.e., 5 August 2024. The same will be paid within statutory timelines after deduction of tax at source.
f. Reserves
Your Company has not transferred any amount to the reserves during the year under review.
g. Share Capital
During the year, there is no change in the paid-up equity share capital of the Company.
h. Unsecured, Non-Convertible, Redeemable, Fully Paid-Up Debentures
As on 31 March 2024, your Company has 24,08,68,296 3 Year Unsecured, Non-Convertible, Redeemable, Fully Paid-Up Debentures of Face Value of Rs29/- each, bearing interest at 5.5% p.a. (Bonus Debentures). The due date for 3rd Year Interest and Redemption of Bonus Debentures is 3 June 2024.
i. Management Discussion and Analysis Report
Pursuant to Regulation 34(2)(e) of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015 (SEBI Listing Regulations, 2015), the Management Discussion and Analysis Report for FY 2023-24, forms part of the Annual Report.
j. Material Changes and Commitments Affecting the Company
There were no material changes and commitments affecting the financial position of the Company between the end of the financial year and the date of this report. Further, there has been no change in the nature of the Companys business during the year under review.
II. OPERATIONAL PERFORMANCE
a. The Britannia Promise
Britannias eventful journey and growth over a magnificent century of its existence, has been built on an unwavering commitment to provide consumers with safe, exciting and healthy products of the highest quality. These core principles, which constitute the Britannia Promise, are embodied in the Companys mission of delivering exciting and wholesome products, while ensuring equitable and sustainable growth that is consistently beneficial to its stakeholders and community.
The journey to greater heights over the next century promises to be even more exciting, with nutrition and sustainability leading the way.
b. Supply Chain Operations
Your Company continues to invest in innovative technologies, superior capabilities and supply chain management systems to drive growth and deliver value for stakeholders today while pioneering transformative changes for tomorrow.
Towards its journey of building technologically superior factories, your Company has:
Commissioned a greenfield factory in Bihta, Bihar;
Scaled up 14 Lines (Biscuit & Rusk) in its factories at Khurda, Ranjangaon, Tirunelveli and Barabanki.
Your Company participated in the National Kaizen Competitions organized by the Confederation of Indian Industry (CII) where its factories located at Hajipur, Perundurai, Guwahati, Mundra and Ranjangaon received awards in Innovative, Renovative, Restorative and Breakthrough categories for their exemplary implementation of Kaizen methodologies.
Also, a competition was conducted by CII for Large Scale Model TQM (Total Quality Management) Companies in which your Company (Perundurai factory) won the Second Runner Up Award, being the only FMCG Company awarded in this category.
Your Company also won Gold & Silver QCFI (Quality Circle Forum of India) and Jury Champion Awards for its Jhagadia factory, affirming its commitment to excellence in quality.
c. Environment, Health and Safety (EHS)
Your Company prioritizes the well-being of its employees and is committed to provide a safe working environment. Employee Safety is of utmost importance for your Company and is reviewed at various levels of the organisation including its Board of Directors.
Your Company has implemented a robust Health and Safety framework across all its locations and encourages Zero Accident Culture being the core of its EHS Policy. You will be happy to note that your Companys Ranjangaon factory achieved 9 Million safe working hours without any recordable injury.
Your Company maintains highest standards of occupational health and safety and is ISO 14001, ISO 45001 & ISO 22000 certified. During the year, your Company has received CII EHS Excellence Awards for its manufacturing units, the recognitions being Gold Award for Khurda & Silver Award for Guwahati, Hajipur, Mundra and Kolkata factories.
Your Company places high priority on employees training and engagement to foster a culture of safety in the organisation. During the year, 3,63,395 man-hours training was imparted on various aspects of EHS. Your Company has implemented a Water Stewardship Program aimed at conserving and replenishing groundwater through rainwater harvesting systems with the objective of attaining water neutrality.
As a result, your Company reduced its specific water consumption to 0.84 kL/Ton of production, which is ~32.84% reduction from the baseline of 2019-20. Your Companys Water Stewardship Program was recognised with the SKOCH ESG Award (Silver) in March 2024.
d. Quality Programs
Your Company has been consistently enhancing the quality of its products and upholding highest standards of food safety, to deliver superior and safe products to its consumers. A well defined system is in place to adhere to regulatory requirements and your Company conducts a thorough evaluation of quality and food safety aspects at every stage of the product life cycle.
The culture of continuous improvement is fostered across the organisation through various capability building initiatives designed to enhance the effectiveness of People, Processes and Systems.
Value Chain Partners: It is imperative for your Companys Value Chain Partners to maintain the highest standards of product quality, food safety and regulatory compliance. The procurement process of your Company involves sourcing ingredients and packaging materials exclusively from approved partners who meet the stringent qualification standards set by the Company.
Manufacturing: All your Companys existing manufacturing units are FSSC/ISO-22000, Hazard Analysis Critical Control Points (HACCP) certified, consistently adhering to stringent food safety and quality standards.
Your Companys unwavering commitment to comply with Global Food Safety Standards have been recognised by the American Institute of Baking (AIB) and its 44 manufacturing facilities are now AIB certified.
Consumer Engagement: Your Companys Consumer Care Cell is ISO 10002:2018 certified, which is the Global Standards on Quality Management for Complaints Handling in Organisations.
This certification underscores your Companys commitment in providing best-in-class customer service and implementing robust grievance management processes.
e. Research and Development (R&D)
Your Company leveraged its R&D capabilities to launch 22 innovative products during the year. In its endeavor to meet the increasing consumer preference for healthy snacking, your Company launched Makhana (Fox Nuts) under the Brand Better Snack Co, Energy and Protein Bars under the brand Be You and also expanded Good Day portfolio with Good Day Fruit & Nut and Good Day Butter Jeera.
Your Company has prioritized the optimization and reduction of sugar & sodium content across its product portfolio and successfully reduced sugar content by ~1.9% per serving and sodium content by ~2.4% per serving as compared to FY 2022-23. Further, Nutrichoice Digestive has undergone renovation as a product without maida and made entirely from 100% atta.
Your Company has partnered with a UK-based institute to develop one-of-its-kind biodegradable packaging which will be launched soon as part of its sustainability initiatives. Further, the R&D laboratory of your Company has demonstrated its excellence by continuing the NABL (National Accreditation Board for Testing and Calibration Laboratories) accreditation for the 4th consecutive year.
In line with its ongoing commitment to plastic reduction, your Company has enhanced investments in its R&D capabilities to eliminate plastic tray from its product portfolio and has successfully removed 19.10 metric tonnes of plastic trays from its product portfolio, during FY 2023-24.
Your Company continued to be Plastic Neutral and has collected and responsibly processed ~45,000 tonnes of plastic during the year.
f. Environment, Social and Governance
Your Companys ESG framework focuses on building a Sustainable and Profitable business and is driven by the belief of giving back to the environment and society while progressing towards the goal of becoming a Responsible Global Total Foods Company.
The inception of Sustainability Reporting in 2021 underscores your Companys commitment to achieve best-in-class ESG practices.
The four key pillars of the sustainability strategy viz., Resources, People, Growth & Governance are embedded in your Companys business activities and validate the idea of Responsible Goodness.
During the year, your Company made significant progress in all the programs and areas identified under the sustainability strategy. Its ESG initiatives has been recognised with the SKOCH ESG Award (Gold) in March, 2024.
Resources:
Being conscious of the use of natural resources and the impact caused by combustion of conventional fuels, your Company has prioritized implementation of decarbonizing measures across all its business operations. Efforts are being taken for improving performance of the identified levers such as sourcing of renewable power, usage of low emitting fuels and application of biomass as an alternative fuel. While biomass is currently utilised in Perundurai, Khurda and Ranjangaon units, your Company has plans to further increase its renewable energy consumption through captive generation, sourcing via open access and power purchase agreements.
During FY 2023-24, your Company achieved ~28% share of renewable electricity sourced from wind and solar power in the total electricity consumption. However, the renewable electricity share in total electricity consumption decreased by ~6% compared to the previous year. This decrease can primarily be attributed to the inclusion of Dairy Plant in the reporting boundary, known for its high energy consumption. Further, your Companys new factories in Tirunelveli and Barabanki were also added to the reporting boundary. Despite this decrease, your Company remains committed to improve its renewable electricity share, especially considering its expanding business. Further, your Companys GHG emissions intensity (scope 1 + scope 2) increased by ~3% as compared to the previous year.
During FY 2023-24, your Company also reported corporate value chain (scope 3) emissions for seven categories. For details on GHG Emissions Intensity, please refer to the Business Responsibility and Sustainability Report, forming part of the Annual Report.
Your Company contributed significantly to fulfill its responsibility towards water stewardship during the past few years and has established a firm mechanism to monitor process-wise water consumption, leakproof supply system, recycling & reuse possibilities in order to ensure efficient use of freshwater withdrawn. The water consumption intensity for FY 2023-24 is 0.84 kL/Ton of production which is ~32.84% reduction from the base year (2019-20) intensity of 1.25 kL/Ton. As part of the Water Stewardship Program, your Company has installed Rainwater Harvesting Systems to recharge the rain water at 17 of its factories in India. The Company recycles and reuses a portion of its discharged water to ensure compliance with regulations and minimize the impact on the environment. Rejected water from RO filter plants is repurposed for floor cleaning and treated wastewater is reused for gardening and other suitable purposes. In FY 2023-24, your Company recycled 5,29,324 kL i.e., ~52.29% of its total water withdrawal.
Sustainable packaging is critical for Britannia, being a food product company. Through the Extended Producer Responsibility (EPR) programs, your Company has achieved plastic neutrality for the 3rd consecutive year, proving to its ethos of delivering Responsible Goodness to the consumers.
Your Company conducted ESG assessments for 453 suppliers, representing 87% of the total spend for FY 2023-24. These assessments were based on the following six parameters aimed at evaluating the ESG performance of the suppliers: (i) Energy Management; (ii) Water Management; (iii) Waste Management; (iv) Sustainable Packaging; (v) Greenhouse Gas (GHG) emissions, Biodiversity Conservation and No Deforestation; and (vi) Business Ethics, Governance, Diversity and Inclusion.
People:
Community Nutrition is the apex program under Social Responsibility lever of sustainability strategy. Britannia Nutrition Foundation (BNF) has been contributing to eliminate malnutrition and addressing the issues causing nutritional deficiency and imbalance since birth of the child.
The Malnutrition Reduction Program has impacted ~2.3 lakh lives positively which include children, adolescents, pregnant women and lactating mothers. This initiative has been recognised with SKOCH ESG Award (Gold) in March, 2024.
The Dairy Farmer Extension Program is another initiative of your Company aimed at economic empowerment of farmers with technology enabled and sustainable dairy farming solutions. The program aims to improve economic status of farmers through increased cattle productivity and earnings. During this financial year, ~3,000 farmers have been benefitted by this program.
This year, the percentage of permanent female employees increased to 12.57% as compared to 11.51% in the previous year. Further, initiatives such as Maternity Transition Coaching Program and Nanny Travel Support were implemented during the year to support the female workforce.
Growth:
During the year, the Research and Development efforts continued to focus on consumer centricity and market presence. Your Company is committed to reduce sugar & sodium content in its products under the Healthy Product Portfolio Program and is also focusing on enhancing nutritional ingredients amid growing consumer consciousness towards health.
Governance:
To implement a sustainable development agenda, a strong governance system is required at the organisational level. Towards this end, your Company has established firm mechanisms comprising of policies and codes of conduct for governing internal and external stakeholders. Five broad level programs have been identified for fulfilling governance needs in the development agenda. These programs consists of:
(i) Corporate Governance;
(ii) Sustainability Performance Verification; (iii) Ethical Labelling, Marketing, Communication & Influence; (iv) Risk Management & Disclosure; and (v) Responsible Information Management.
g. Brands
During FY 2023-24, consumption was sharply impacted due to a host of macro factors such as rural slowdown, adverse weather conditions etc. In spite of these challenges, your Company was able to drive business positively with campaigns that effectively and meaningfully engaged with consumers. Your Company was able to sustain its leadership in the category on the back of its resilient brands and their strengths & tenacity in the face of challenging business and consumer contexts.
YourCompanylaunchedaslewofinnovativecampaigns and cemented itself as the industrys frontrunner in leveraging strengths of a variety of marketing formats. The Good Day campaign saw the usage of nuanced insights by region to ensure consumer engagement. On the other hand, the 50 50 4th Umpire campaign in partnership with Google Pay, the Marie Gold Her Store marketplace and the NutriPlus App by NutriChoice were some of your Companys pioneering efforts that showed the industry how to break new ground using digital innovations. Your Company also launched 50 50 Golmaal, a differentiated offering in the cracker space that was very well received by the consumers.
Fortifying core brands with advertising campaigns:
Your Company has been leading the charge in the industry on digital transformation with key technological changes across various verticals to meet the challenges of tomorrow. Rapid adoption of change by your Company is also reflected in some of the most innovative storytelling seen yet in combination with the powers of AI and marketing technology.
The 1947% More History campaign on Independence Day celebrating freedom fighters, marked an inflection point in storytelling with an AI film, packaging redesign and an advanced microsite coming together to create a narrative never seen before.
Also, Britannias Hungry For Gold campaign featured six leading athletes, social gaming and a deep on-pack integration to assert its dominance in associating with sports beyond cricket.
Britannias flagship brand Good Day, continued to win hearts and own small everyday joys with an extension of the last campaign which celebrated happy moments that make a good day. Your Company re-launched the campaign with regional nuances that deepened its bond with consumers across the country. The brand released short films that delved into regional contexts and highlighted how happiness exists in many forms and spaces. The flagship brand also released heart-warming films, which sought to re-establish the supremacy of butter cookies as an accompaniment to tea and did so much to consumers delight.
Good Day furthered its commitment to celebrate smiles and embrace inclusivity with the recognition of cleft smiles on the occasion of World Smile Day. Limited edition packs of Good Day cookies featured a cleft smile semblance to raise consciousness of the phenomenon and destigmatize its appearance. This initiative was aptly supported by QR code on Good Day packs, which led to a microsite that informed users of facts that surround cleft conditions.
Additionally, Good Day created waves with its youngest demographic with the launch of Bank of Small Wins campaign. The insight was built on the forgotten joy of finding money in ones pocket and it kindled an idea to help todays youth in experiencing the sheer joy of it. The campaign targeted Gen-Z consumers and sparked joy in their life in partnership with another popular brand in their world, namely Myntra. The social-first intervention fired up the internet using various youthful channels and generated immense curiosity and fervor for a chance to win real money using innovative media that had remained untapped. Marie Gold has long been the flag bearer in your Companys efforts towards making womens dreams, a reality and being the wind beneath their wings. Marie Gold reiterated its commitment to empower women and homemakers by leveraging the My Startup contest once again, which is its most ambitious move till date. This year, the startup contest was taken to Television as a reality show on the most popular channel of West Bengal. In doing so, it gave women and their entrepreneurial dreams, a whole new platform with increased visibility and potential for success. Marie Gold also launched Her Store on Womens Day, to give women entrepreneurs access to a wide consumer base, and a forum to interact with each other and learn best practices in unison.
Britannia 50 50 arguably led digital innovation for the industry as a whole during the premier 50-over tournament, through its 50 50 4th Umpire campaign in association with Google Pay. An industry-first partnership with Google gave Google Pay consumers the right to flex their umpiring skills through the tournament and secure t ickets to cricket matches. 50 50 also further enriched the consumer experience with a generative AI chatbot on WhatsApp and a text-to-video engine that let consumers connect with Ravi Shastri on video.
Milk Bikis, a seasoned leader in Tamil Nadu and a trusted partner to parents in supporting their childrens growth and development, furthered the concept of progressive parenting. The brand tied up with Indias renowned cricketer R. Ashwin and his family, to spearhead the cause of equal parenting in its new and innovative campaign. Milk Bikis also drove distribution with an inventive rural marketing campaign in key media-dark rural clusters with high disposition to milk and glucose. This drive effectively reached thousands of villages, educating both retailers and consumers through an integrated sell-in program and significantly expanding the Companys footprint.
Britannia NutriChoice strengthened its credentials as one of Indias largest health biscuit brand by teaming up with Ranveer Singh, known for his vibrant personality and commitment to fitness. Your Companys Make the NutriChoice campaign encouraged consumers to make a step, however, small in their journey to health and champion the transformative powers of every little, healthy endeavour. NutriChoice also launched a film with Ranveer Singh, highlighting its transition to being a no-maida digestive product and established its primacy in bringing good choices to the masses.
On the occasion of World Diabetes Day, NutriChoice also refreshed its path breaking AI chatbot to provide diet management services to the masses. With over a 100 million Indians managing diabetes today, this intervention was welcomed by over 100K consumers. This chatbots new version expanded its offering in 5 additional languages for the ease of consumers and saw industry-breaking numbers in participation and captivation for the 2nd consecutive year.
NutriChoice also released a health app named NutriPlus, to bring digital health solutions to the masses in partnership with Aktivo labs, a leading developer of health monitoring services. The app aims to bring digitized health measurement to the masses to enable their initiation into what is a very personal journey. The app simplifies health by aggregating all key health variables into a single score to be tracked. The app also rewards users to incentivise their initiation into health, thereby ensuring India sees value in getting healthy in the short and long term with NutriChoice.
Britannia Bourbon went the full mile by revamping its product to have more chocolate, activated new & attractive packaging to reflect the change and released a hilarious new commercial to communicate the change to a wider audience. All these improvements to the product coupled with the sparkling film, ensured that the original chocolate biscuit of the masses was gaining ascendancy once again.
Your Company continued its investments in media with the TV campaign on Britannia Treat Croissant starring the celebrity choreographer, actor and directorPrabhu Deva. It has helped your Company garner the necessary consumer traction in the key regions namely, South and East. The brand also carried out a Pronunciation Activation which was received well and got 50 Million impressions.
Market leadership through multiple innovations:
50 50 Golmaal was a shining addition to your Companys portfolio of innovations. Consumers praised the delightful combination of sweet, salty and spicy notes and enabled your company to reach Rs100 Crores in revenue in its first year of launch. This remarkable success of the product across the landscape not only enhanced the performance of your Companys cracker category but posed a challenge to competing brands as well.
Jimjam Pops was another new offering and a revolution in the space of cream biscuits long held back by a lack of innovation in product design. Jimjam Pops features a new Open Biscuit format with a flavorful, creamy center, making it more accessible and enjoyable for consumers. The launch was accompanied by a well executed campaign and an engaging film, which not only educated consumers about the innovative biscuit format but also offered entertaining comic relief.
Treat Cookies and Wafers made significant progress with new launches and improvements in product designs. Treat Cookies introduced exciting new flavors like Chilli Guava and Orange, paving the way towards growth in this category. The popular chocolate and vanilla flavours were also revamped while the new Choco Fills launch democratized access to high quality and great taste for the target consumer. These launches have been well received, promising a period of notable growth.
Treat Wafers stayed the course on innovation with re-launches in chocolate and cheese variants that saw remarkable growth and consumer appreciation. The new introductions led to strong business performances in key markets while also significantly improving your Companys share across key channels. All these efforts resulted in industry recognitions and honours. Your Company was lauded as the Kantar BrandZ Most Valuable Food Brand, the ETBrandEquity Digital Brand of the Year and also, as icing on the cake, as the Marketing team of the Year at the Indian Marketing Awards. This was made possible, due to your Companys efforts towards transformation beyond traditional means of innovation & marketing and the support of its partners and stakeholders who inspire us to do better at every step.
Your Company launched Britannia Winkin Cow Bourbon Milkshake, a 1st in category initiative which extended the equity of your favourite Bourbon brand to Milkshakes.
Your Company launched the disruptive 1st in category innovations being Cheese Triangles and Creamy Cheese sachets under Britannia The Laughing Cow brand, pursuant to the Joint Venture entered with Bel SA, a renowned French cheese maker.
Your Company has been working towards becoming a go to Cake brand, whether it is for in-home celebrations, or out-of-home consumption. It has introduced a range of premium quality slice cakes in large packs - English Tea and Choco Chip Orange Cakes to reach wider target groups as well as occasions. Your Company has launched Veg Layer Cake at Rs5 which is an important price point in the mass segment. It has also added an affordable variant to the Plum Cake this year and supported it with an on-ground activation. Your Company has invested in Television media in Q4 to create recall for its Slice Cake portfolio and has also supported newer variants in Slice segment like Marble Cake, with Print Ads across India.
Your Company continues to work on its vision of leading the Bread category by providing newer and consumer relevant experiences. Your Company was the first national player to launch the Millet Bread in FY 2023-24 and has also launched Creme-fill Roll at Rs10. These launches were supported with product sampling through E-commerce channel, promos and in-markets countertops.
Britannia Toastea has unveiled new options to cater to both health conscious and indulgence seeking consumers. The introduction of products like Multigrain Rusk appeals to those prioritizing nutrition, while Cake Rusk targets consumers seeking a more indulgent snack experience. This diverse range allows your Company to broaden the experience in the Rusk category.
h. Conservation of Energy, Technology Absorption, Foreign Exchange Earnings and Outgo
The details of conservation of energy, technology absorption, foreign exchange earnings and outgo in accordance with Section 134(3)(m) of the Act read with Rule 8 of the Companies (Accounts) Rules, 2014, are provided as Annexure-A to this Report.
III. DIRECTORS AND KEY MANAGERIAL PERSONNEL a. Appointment of Director
Pursuant to Section 149, 150, 152, 161 of the Act, the Companies (Appointment and Qualification of Directors) Rules, 2014 and Regulation 16(1)(b), 17 & 25 of the SEBI Listing Regulations, 2015, the Board of Directors at their Meeting held on 26 March 2024, based on the recommendation of the Nomination and Remuneration Committee (NRC), appointed Mr. Pradip M Kanakia (DIN: 00770347) as an Additional Non-Executive Independent Director of the Company for a term of 5 (five) consecutive years w.e.f. 26 March 2024 upto 25 March 2029 (both days inclusive), subject to the approval of the Members of the Company.
The Board of Directors recommended the aforesaid appointment for approval of Members by way of Special Resolution through Postal Ballot.
In the opinion of the NRC and the Board, Mr. Pradip M Kanakia possesses requisite experience, expertise, proficiency and holds high standards of integrity.
b. Director Retiring by Rotation
Pursuant to Section 152 of the Act and the Articles of Association of the Company, Mr. Ness N. Wadia (DIN: 00036049), Non-Executive Non-Independent Director is liable to retire by rotation at the ensuing AGM and being eligible, has offered himself for re-appointment.
Based on the recommendation of the NRC, the Board of Directors at their Meeting held on 3 May 2024, recommended the re-appointment of Mr. Ness N. Wadia for approval of the Members at the ensuing AGM of the Company.
The NRC and the Board is of the opinion that Mr. Ness N. Wadia possesses the requisite expertise, skills and experience to contribute to the growth of the Company.
Brief Profile of Mr. Ness N. Wadia and other details as required under Regulation 36(3) of the SEBI Listing Regulations, 2015 and Secretarial Standard on General Meeting (SS-2) are given in the Notice of the 105th AGM of the Company.
c. Key Managerial Personnel During the year, there was no change in the Key Managerial Personnel of the Company.
d. Directors Responsibility Statement
Pursuant to Section 134(3)(c) and (5) of the Act, the Board of Directors, to the best of their knowledge confirm that:
(i) In the preparation of the annual accounts, the applicable accounting standards have been followed with no material departures;
(ii) They have selected such accounting policies and applied them consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the Company as on 31 March 2024 and of the profit of the Company for that period;
(iii) They have taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the Companies Act, 2013 for safeguarding the assets of the Company and for preventing and detecting fraud and other irregularities;
(iv) The Annual Accounts are prepared on a going concern basis;
(v) They have laid down Internal Financial Controls to be followed by the Company and that such Internal Financial Controls are adequate and are operating effectively; and
(vi) They have devised proper systems to ensure compliance with the provisions of all applicable laws and these systems are adequate and operating effectively.
Based on the framework of Internal Financial Controls and Compliance Systems established and maintained by the Company, the work performed by the Internal, Statutory & Secretarial Auditors and External Consultant(s) as well as the reviews conducted by the Management and the relevant Board Committees including the Audit Committee, the Board believes that the Companys Internal Financial Controls were adequate and operationally effective during FY 2023-24.
IV. CORPORATE SOCIAL RESPONSIBILITY (CSR)
Pursuant to Section 135 of the Act read with the Companies (Corporate Social Responsibility Policy) Rules, 2014 and Schedule VII to the Act, your Company has undertaken CSR activities in the areas of promoting education, health care including preventive health care, village development including water & sanitation and reduction of malnutrition. The Annual Report on CSR activities comprising of brief outline of the CSR Policy, composition of the CSR Committee and highlights of the projects is given as Annexure B to this Report.
V. EMPLOYEES
a. Remuneration of Directors, KMPs and Employees
A statement containing the details of the Remuneration of Directors, KMPs and Employees as required under Section 197(12) of the Act read with Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, is given as Annexure-C to this Report.
As per Section 136 of the Act, the report and the financial statements are being sent to the Members and others entitled thereto, after excluding the disclosure on remuneration of employees as required under Section 197(12) of the Act read with Rule 5(2) and 5(3) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014. The disclosure is available for inspection by the Members at the Registered Office of the Company during the business hours (9:30 A.M. to 5:30 P.M. IST) on all working days up to the date of the ensuing AGM. Any Member interested in obtaining a copy thereof, may write to the Company Secretary at investorrelations@britindia.com.
b. Britannia Industries Limited Phantom Option Scheme 2021
Your Company has adopted Britannia Industries Limited Phantom Option Scheme 2021 (BIL POS 2021) to incentivise employees and share the fruits of growth and prosperity of the Company with them as provided in the Scheme.
c. Prevention of Sexual Harassment at Workplace
Your Company has adopted an Anti-Sexual Harassment Policy and constituted an Internal Complaints Committee in accordance with the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013.
Details of the complaints received and resolved during the year are given in Clause (IX) (j) of the Corporate Governance Report.
VI. GOVERNANCE
a. Corporate Governance Report
Pursuant to Regulation 34(3) and Schedule V of the SEBI Listing Regulations, 2015, a Corporate Governance Report for FY 2023-24 and Certificate from the Statutory Auditors confirming compliance with the conditions of corporate governance prescribed under the SEBI Listing Regulations, 2015 is forming part of the Annual Report.
b. Business Responsibility and Sustainability Report
Pursuant to Regulation 34(2)(f) of the SEBI Listing Regulations, 2015 read with SEBI Master Circular No. SEBI/HO/CFD/PoD2/CIR/P/2023/120 dated 11 July 2023, the Business Responsibility and Sustainability Report (BRSR) for FY 2023-24 has been prepared based on the framework of the National Guidelines on Responsible Business Conduct and in the format prescribed by SEBI.
Further, the Company has obtained assurance of the BRSR Core for FY 2023-24 from M/s. Grant Thornton Bharat LLP in accordance with SEBI Circular No. SEBI/HO/CFD/CFD-SEC-2/P/CIR/2023/122 dated 12 July 2023. The BRSR and the Assurance Report on the BRSR Core forms part of the Annual Report.
c. Annual Return
The copy of draft Annual Return in Form MGT-7, prepared as per Section 92(3) of the Act read with Rule 11 of the Companies (Management and Administration) Rules, 2014 is placed on the website of the Company at- https://www.britannia.co.in/investors/financial-performance/annual-report.
d. Vigil Mechanism/Whistle Blower Policy
Pursuant to Section 177(9) & (10) of the Act and Regulation 22 of the SEBI Listing Regulations, 2015, your Company has adopted a Whistle Blower Policy to provide vigil mechanism for directors and employees, the details of which are provided in Clause (IX) (c) of the Corporate Governance Report.
e. Board Evaluation
The annual performance evaluation of the Directors (including Chairman), Committees and the Board as a whole was carried out in compliance with the requirements of Section 178 of the Act and Regulation 17, 19 and 25 of the SEBI Listing Regulations, 2015. The criteria and manner of performance evaluation is given in Clause (III) (b) of the Corporate Governance Report.
f. Remuneration Policy
Pursuant to Section 178(3) of the Act and Regulation 19 of the SEBI Listing Regulations, 2015, your Company has adopted a Remuneration Policy for Directors, Key Managerial Personnel and Other Employees.
The salient features of the policy are given in Clause (III) (b) of the Corporate Governance Report.
The policy is also available on the website of the Company at- https://www.britannia.co.in/BIL_Remuneration for Directors, Key Managerial Personnel and other employees_policy.
g. Risk Management
Your Company has adopted a Risk Assessment and Management Policy. The Risk Management Committee of the Board reviews key risks affecting the Company and mitigation measures thereof. In the opinion of the Board, there are no elements of risks which may threaten the existence of the Company. The details of Risk Management Committee are given in Clause (III) (e) of the Corporate Governance Report.
h. Declaration by Independent Directors
All the Independent Directors have submitted Declaration of Independence confirming that they meet the criteria of independence as prescribed under Section 149(6) of the Act, Rule 6 of the Companies (Appointment and Qualification of Directors) Rules, 2014 and Regulation 16(1)(b) of the SEBI Listing Regulations, 2015. Further, the Companys Independent Directors have affirmed that they have followed the Code for Independent Directors as outlined in Schedule IV to the Act. i. Board and its Committees
The Board met 7 (seven) times during the year. The details of the Composition of the Board, its Committees and their Meetings are given in Clause (II) and (III) of the Corporate Governance Report.
During the year, the Board has accepted all the recommendations made by its Committees.
j. Related Party Transactions
Your Company has adopted a policy on Materiality of the Related Party Transactions and on dealing with the Related Party Transactions which is available on the website of the Company at- https://www.britannia.co.in/BIL_Materiality of Related Party Transactions and on Dealing with Related Party Transaction_Policy.
During the year, your Company did not enter into any contracts/arrangements/transactions with the related parties requiring approval under Section 188(1) of the Act read with Rule 15 of the Companies (Meetings of Board and its Powers) Rules, 2014. All the related party transactions were in the ordinary course of business and at arms length basis and there were no material related party transactions entered during the year. Therefore, disclosure in Form AOC-2 prescribed under Section 134(3)(h) of the Act read with Rule 8 of the Companies (Accounts) Rules, 2014 is not applicable to the Company. In accordance with Ind AS-24, the related party transactions are disclosed under Note No. 44 of the Standalone Financial Statements.
k. Public Deposits
Your Company has neither accepted nor has any outstanding deposits from the public within the meaning of Section 73 of the Act read with Rule 2 of the Companies (Acceptance of Deposits) Rules, 2014.
l. Particulars of Investments, Loans and Guarantees
The particulars of Investments, Loans and Guarantees covered under Section 186 of the Act and Schedule V of the SEBI Listing Regulations 2015, are provided in Note No. 38, 39 and 40 of the Standalone Financial Statements.
m. Disclosure on Significant and Material Orders
There were no significant and material orders passed by the Regulators, Courts or Tribunals during the year impacting the going concern status and the operations of the Company in future.
n. Compliance with Secretarial Standards
During the year, your Company has complied with the Secretarial Standard on Meetings of the Board of Directors (SS-1) and Secretarial Standard on General Meetings (SS-2), issued under Section 118(10) of the Act, issued by the Institute of Company Secretaries of India.
VII. AUDITORS
a. Statutory Auditors
Pursuant to Section 139 of the Act read with Rule 3 of the Companies (Audit and Auditors) Rules, 2014, the Members of the Company at the 101st AGM held on 7 July 2020, appointed M/s. Walker Chandiok & Co. LLP, Chartered Accountants (Firm Registration No. 001076N/N500013) as Statutory Auditors of the Company for a period of 5 (five) consecutive years to hold office from the conclusion of 101st AGM till the conclusion of 106th AGM of the Company to be held in the year 2025.
The Statutory Auditors have confirmed that they are not disqualified from continuing as Auditors of the Company.
The Statutory Auditors have issued the Reports with an unmodified opinion and their Reports do not contain any qualification, reservation, observation, adverse remark or disclaimer on the financial statements of the Company for FY 2023-24.
b. Cost Auditors
Pursuant to Section 148(1) of the Act read with Rule 3 and 5 of the Companies (Cost Records and Audit) Rules, 2014, your Company has maintained cost records for FY 2023-24.
M/s. GNV & Associates (Firm Registration No. 000150), Cost Auditors of the Company are carrying out the Audit of cost records relating to Milk Powder for FY 2023-24 and their Audit Report will be submitted to the Board within the prescribed timelines. Further, pursuant to Section 148(2) and (3) of the Act read with Rule 4 of the Companies (Cost Records and Audit) Rules, 2014 and Rule 14 of the Companies (Audit and Auditors) Rules, 2014, the Board of Directors at their Meeting held on 3 May 2024, based on the recommendation of Audit Committee, re-appointed M/s. GNV & Associates as the Cost Auditors of the Company to conduct the Audit of applicable cost records for FY 2024-25 at a remuneration of Rs75,000/- (plus applicable taxes and reimbursement of out-of-pocket expenses).
M/s. GNV & Associates have confirmed that they are not disqualified to be re-appointed as the Cost Auditors of the Company.
The resolution for ratification of remuneration payable to M/s. GNV & Associates to audit the applicable cost records of the Company for FY 2024-25 is recommended for approval of the Members at the ensuing AGM and forms part of the Notice of the AGM.
c. Internal Auditors
M/s. BDO India LLP, Internal Auditors of the Company have carried out Internal Audit for FY 2023-24. The reports and findings of the Internal Auditors are periodically reviewed by the Audit Committee. Pursuant to Section 138 of the Act read with Rule 13 of the Companies (Accounts) Rules, 2014, the Board of Directors, based on the recommendation of the Audit Committee, have re-appointed M/s. BDO India LLP as Internal Auditors of the Company for FY 2024-25.
d. Secretarial Auditors
Pursuant to Section 204 of the Act read with Rule 9 of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 and Regulation 24A(1) of the SEBI Listing Regulations, 2015, M/s. Parikh & Associates, Practicing Company Secretaries (Firm Registration No. P1988MH009800), have conducted Secretarial Audit of the Company for FY 2023-24. The Secretarial Audit Report does not contain any qualification, reservation, observation, adverse remark or disclaimer for FY 2023-24 and is given as Annexure D to this Report.
The Board of Directors, based on the recommendation of the Audit Committee, have re-appointed M/s. Parikh & Associates, Practicing Company Secretaries as the Secretarial Auditors of the Company for FY 2024-25.
M/s. Parikh & Associates have confirmed that they are not disqualified to be re-appointed as the Secretarial Auditors of the Company.
e. Reporting of Frauds by Auditors
During the year, the Auditors have not reported any fraud to the Audit Committee or the Board under Section 143(12) of the Act read with Rule 13 of the Companies (Audit and Auditors) Rules, 2014.
VIII. INTERNAL FINANCIAL CONTROLS
The details of adequacy of Internal Financial Controls concerning the Financial Statements are given in Clause (IX) of the Management Discussion and Analysis Report which forms part of the Annual Report.
IX. ACKNOWLEDGEMENTS
Your Directors would like to thank all the stakeholders viz., Consumers, Shareholders, Employees, Government, Suppliers, Business Partners, Bankers and all other Business Associates for their continuous support to the Company and its Management. | ||||
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1222 | dbpedia | 2 | 1 | https://m.economictimes.com/news/company/corporate-trends/et-500-britannia-adopted-three-pronged-approach-to-overcome-challenges/articleshow/29108635.cms | en | ET 500: Britannia adopted three-pronged approach to overcome challenges | [
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] | null | It leveraged the strong brands through steady investment & invested in building additional capacity to increase in-house manufacturing of premium brands. | en | https://economictimes.indiatimes.com/icons/etfavicon.ico | The Economic Times | https://economictimes.indiatimes.com/news/company/corporate-trends/et-500-britannia-adopted-three-pronged-approach-to-overcome-challenges/articleshow/29108635.cms | Synopsis
It leveraged the strong brands through steady investment & invested in building additional capacity to increase in-house manufacturing of premium brands.
While the fast-moving consumer goods sector has not had it as bad as others, the last one and half years have nevertheless been challenging. Battling inflation that led to input costs rising and hurt consumer demand, companies have been hard pressed to balance growth in sales and profit. Currency depreciation and uncertain macroeconomic factors further accentuated the volatility. Most companies have witnessed a slowdown in volume growth because of the increase in product prices during this period. However, a few companies have managed to expand volume as well as margins. Bangalore-based Britannia Industries is one of them, reckoned as one of the best performers in the current slump.
Food is a Rs 12.5 lakh crore opportunity in India. Branded foods are growing faster than the overall food and non-food segments, driven by consumers' quest for quality and convenience. Biscuits are the largest category in the branded foods segment, which is valued at Rs 25,000 crore. Despite the economic gloom, the bakery segment is still growing at 12-14 per cent.
Britannia markets diverse brands and packs at various price points across the bakery and dairy portfolio. Its bakery portfolio includes biscuits, bread, cake and rusk with the first being the largest of these categories. Britannia has about a third of the biscuits market in India and a dominant share of other baked categories. In biscuits, it competes with multinationals, large local companies with a nationwide footprint and smaller regional players. In cake, rusk and bread, the company competes mostly with regional brands with Britannia being the only national player. Many new companies, local and international, have entered the dairy segment.
Britannia was an underperformer in the consumer goods sector in 2010-12 with low profitability levels of 4-5 per cent of operating profit margin. High raw material costs narrowed margins while intensifying competition brought pressure on pricing. According to the company's spokesperson, the key challenge was to continue to drive profit expansion amid high food inflation and slower GDP growth while making building up the organisation to ensure future growth.
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, 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 rationalised 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.
The result of all these efforts has been seen in the form of enhanced profitability in the last three quarters. From 4-6 per cent in earlier quarters, the company's operating margin rose to 9 per cent in the quarters ended March and June. The strong double-digit growth of 14-16 per cent in net sales was volume driven.
The Street acknowledged the turnaround and the company's stock was rerating on the bourses. It has gained 89 per cent in the last one year against the 19 per cent increase in the ET FMCG Index.
The company expects the overall bakery market to grow 13-15 per cent in the coming year. It has strong drivers that will lead to growth in the long run. Even though biscuits are popular all over in India, consumption is about 1.5 kg per person per year -- very low compared to other developed markets - indicating scope for secular growth. The push for a presence in the high-margin product mix in biscuits is proving to be timely - directly reflecting in improved margin profile.
Besides this, the strategy of stepping up the focus on international operations and newer businesses such as dairy and breakfast meals are also in the right direction - given the fact that the growth rate of biscuits as a category has been slowing. In this scenario, the dairy segment offers a promising opportunity for Britannia -- it's growing fast and provides scope for differentiation.
The dairy segment's net profit more than doubled in FY13 to Rs 35 crore from Rs 15.5 crore in the previous year. The international business, growing at more than 20 per cent in revenue, is also profitable with the company's brands available in more than 30 countries. However, the dairy and international businesses account for just over 10 per cent of revenue, underscoring Britannia's dependence on the bakery segment.
The appointment of a new CEO is expected to further steer the company toward sustaining its new-found growth momentum. Analysts expect revenue to grow at a compounded annual growth rate of 15-20 per cent over the next three years - driven by an improvement in product mix, volume growth, price increases and a rising share of non-biscuit businesses.
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1222 | dbpedia | 0 | 12 | https://blog.stockedge.com/britannia-industries-share-analysis/ | en | Understand Why Britannia Industries Share Is A Growing Investment | [
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"Vineet Patawari"
] | 2024-01-30T16:15:49+05:30 | Understand the elaborative performance of Britannia Industries Share and get to know about its market position and how it provides past profit to its investor. | en | StockEdge Blog | https://blog.stockedge.com/britannia-industries-share-analysis/ | Britannia Industries Ltd. is an Indian Fast-Moving Consumer Goods (FMCG) company, previously recognized as “Britannia Biscuit Company Limited.” It originated during the pre-independence period in Calcutta, founded by a British entrepreneur in the year 1892. The company is currently owned by the Wadia group, headed by Nusli Wadia, an Indian billionaire businessman.
In the course of World War II, the British Indian government necessitated a consistent provision of biscuits to cater to the requirements of British soldiers. Hence, the company was established. As of today, Britannia Industries manufactures and sells biscuits all over the world. Being a public limited company, Britannia Industries shares have been listed on the National Stock Exchange (NSE) since 1998. Additionally, it is a part of the market benchmark index Nifty 50.
In today’s blog, let’s find out whether to invest in a century-old biscuit company. Britannia Industries shares have given more than a 1000% return in the last 10 years. Is it still worth investing in Britannia shares? Here is a complete fundamental analysis of Britannia Industries’ share.
Company Overview
Britannia Industries Ltd stands as one of India’s oldest food product companies and holds a significant position in the country’s biscuit industry. While the majority of its revenue is generated from the biscuits segment, the company has expanded its presence into various other sectors, such as bread, dairy products, cakes, snacks, milkshakes, croissants, wafers, and rusks. Some of its prominent brands include Good Day, Marie Gold, Tiger, Nutri Choice, Milk Bikis, and others. Operating with a total of 23 factories (19 national and 4 international), Britannia also exports its products to over 79 countries spanning the Middle East, North America, Europe, Africa, and Southeast Asia.
Here is the revenue mix of the company as of FY 23:
As you see, 77% of the revenue comes from the biscuits segment, while the rest comes from bread, dairy products, cakes, etc. Also, geographically, 95% of revenue comes from India and the remaining 5% is from other countries globally.
Sectoral Outlook – FMCG Sector
The overall size of the Food & Beverages market in India is estimated at USD 800 billion. Within this, the packaged food market constitutes USD 100 billion, with the branded packaged market accounting for USD 40 billion. This indicates significant potential for expansion. Presently, India lags behind China in the packaged food industry by 4.2 times and other Southeast Asian nations, such as the Philippines, by 3.3 times, highlighting substantial room for growth in this sector.
The shift from an unorganized to an organized segment within the industry is expected to persist in India in the upcoming years. Changing consumer preferences and a growing inclination towards adopting branded products in small towns and villages contribute to the expansion of Fast-Moving Consumer Goods (FMCG) companies.
Financial Highlights
Analyzing financial statements such as income statements, balance sheets, and cash flow statements helps investors assess the company’s ability to generate returns, manage debt, and sustain growth, enabling informed and prudent investment choices.
Income statement of Britannia Industries Ltd.
The income statement, commonly known as the profit and loss statement, gives you an understanding of its financial performance, such as its sales growth, profitability, etc.
At StockEdge, we have organized the income statement in a way that will help you analyze it with ease rather than going through the conventional way of downloading the documents from the stock exchanges, which could be time-consuming and tiresome to many.
In the above image, you can see the annual income statement of Britannia Industries. Every detail is in front of your eyes, starting from the top-line sales figures to the bottom-line Net profit of the company.
Sales Growth
Although there was a 15% year-on-year increase in sales during the fiscal year 2023, the initial half of fiscal year 2024 recorded net sales of ₹8,444 crore, reflecting a 4% year-on-year growth with no change in volume. The positive performance of the international business was overshadowed by a slowdown in rural areas and increased competition from local players in the domestic market, affecting the overall growth.
EBITDA Growth
In H1 FY24, EBITDA was ₹1,561 cr, a growth of 29% YoY due to its cost efficiency programs across all functions so as to remain the lowest cost operators in its categories. Nevertheless, there is a simultaneous effort to boost advertising and sales promotion initiatives, aiming to support its brands and foster innovation within the business.
PAT Growth
In the initial half of fiscal year 2024, the Profit After Tax (PAT) amounted to ₹1,040 crore, demonstrating a 12% year-on-year growth. This growth was facilitated by an enhanced operating profit and increased other income. However, the overall growth was somewhat affected by elevated depreciation and interest costs.
Balance Sheet of Britannia Industries Ltd.
The balance sheet follows the accounting equation: Assets = Liabilities + Equity. It provides a company’s financial position, stability, and overall health.
In the above image, you can see the balance sheet of Britannia Industries Ltd. It provides an overview of the financial position as on date. What are the assets and liabilities of the company? Liabilities of a company can be both short term and long term.
As of 30th September 2023, total debt stood at ₹2,761 cr v/s total debt of ₹2,981 cr as of 31st March 2023. Post the COVID era, the company’s overall debt went up, but compared to its total assets, the liabilities are reasonable.
Cash Flow Statement of Britannia Industries Ltd.
A cash flow statement provides a summary of how a company generates and uses cash over a specific period of time. It has three different sections:
Operating cash flow statement
Financing cash flow statement
Investing cash flow statement
Out of these the most important one being the cash flow from operations as it provides you with an understanding of how the company generated cash from its core business operations. A positive cash flow from operation signifies that the company has generated higher cash revenue than its expenditure.
In FY 2023, the Cash Flow from Operations (CFO) amounted to ₹2,526 crore, a significant increase from ₹1,300 crore in FY22. This improvement was driven by enhanced operating profit and adjustments in working capital.
Cash Flow from Investments (CFI) experienced an outflow of ₹1,517 crore, attributable to the acquisition of current investments, inter-corporate deposits (ICDs) extended to group companies, and the procurement of property, plant & equipment.
On the other hand, Cash Flow from Financing (CFF) showed a lower outflow compared to the previous year, as the company secured long-term debt amounting to ₹1,010 crore.
Ratio Analysis of Britannia Industries Share
Ratio analysis of a company involves evaluating a company’s financial performance by examining certain ratios which are derived from its financial statements. It makes easy comparing the financial performance to its industry benchmarks or competitors.
Ratio has different classifications like profitability ratios, solvency ratios, return ratios and more as you can see in the image below, you can analyze all such ratios directly from StockEdge.
Here are the return ratios of the Britannia Industries share, starting with the two most important ratios which are ROE and ROCE.
What is ROE and ROCE?
ROE is a profitability ratio that measures the company’s ability to generate net income as a percentage of shareholders’ equity, whereas ROCE assesses the efficiency of a company in utilizing its total capital, including both equity and debt.
Return on Equity (ROE)
In FY 2023, the Return on Equity (ROE) reached 76.04%, primarily driven by substantial profit growth. This increase in profit was supported by an exceptional gain of ₹376 crore.
Return on Capital Employed (ROCE)
The robust ROCE of 55.50% in FY23 signifies the efficiency with which the company utilized its capital to generate operating profits. This improvement reflects the company’s effective management of its resources and a positive impact on overall financial performance.
Debt to Equity Ratio (D/E Ratio)
In FY 2023, the company’s debt-to-equity ratio was approximately 0.84x. This ratio indicates that the company had a moderate level of financial leverage. A debt-to-equity ratio of less than 1 is generally considered favorable as it suggests a lower financial risk and indicates a more conservative capital structure.
Price to Equity Ratio
As of the latest data, Britannia Industries is trading at a Trailing Twelve Months (TTM) Price-to-Earnings (PE) multiple of 49.45x. The elevated PE multiple is likely a result of Britannia’s strong brand recall and its leadership position in the domestic market.
The PE multiple reflects the market’s confidence in Britannia’s growth prospects and its ability to capitalize on opportunities in the evolving market conditions.
Management Quality & Shareholding Pattern
The leadership is directing efforts towards implementing localized strategies, consistently innovating products through renovation, introducing new items, and revamping existing ones. Additionally, there is a focus on expanding into related product categories alongside a concerted effort to enhance direct distribution channels and strengthen the company’s presence in rural areas. Management expects the rural segment to improve to 35% of total revenue in the next few months.
Coming to the shareholding pattern of Britannia Industries share, you can check it from the StockEdge App itself.
The promoter shareholding continues to remain at 50.55%. FII decreased their stake from 21.29% in Q1 FY24 to 19.66% in Q2 FY24. DII increased their stake from 12.46% in Q1 FY24 to o 13.85% in Q2 FY24.
The changes in shareholding patterns indicate a dynamic shift in investor interest in Britannia Industries shares as both FIIs and DIIs strategically adjust their positions. Notably, the unwavering promoter’s stake emphasizes a consistent and resolute dedication to the company’s growth and performance.
Future Outlook of Britannia Industries Share
The company maintains its commitment to four key strategic pillars: distribution and marketing, cost leadership, innovation, and sustainability. The overarching goal is to achieve well-rounded growth encompassing margin, revenue, volume, and market share. Over the next five years, the company anticipates increasing the contribution of its non-biscuit portfolio to approximately 35% of total revenue, up from the current 23%. Furthermore, there is an ambition to scale the dairy segment to ₹2,000 crore within the same timeframe. These initiatives underscore a comprehensive approach to business development and diversification.
Case Study on Britannia Industries Share
We have a case study report prepared by our team of analysts. This fundamental report on Britannia Industries shares provides you with a detailed analysis of the company as well as how it stands among its competitors.
As you can see, Britannia Industries Share has rating based on 6 parameters:
Growth
Quality
Profitability
Efficiency
Solvency
Valuation
Based on the above parameters, Britannia Industries Share scored 21/30. Read the case study report on Britannia Industries Share.
Conclusion
In conclusion, Britannia Industries emerges as a compelling long-term investment opportunity. With a solid foundation anchored in strategic pillars such as distribution, cost leadership, innovation, and sustainability, the company demonstrates a robust commitment to balanced growth. The resilience of its promoter shareholding, coupled with evolving investor interest, reflects confidence in the company’s trajectory. Britannia’s ambitious targets, including expanding its non-biscuit portfolio and scaling its dairy segment, further position it as a forward-looking player in the market. As it continues to navigate dynamic market conditions, Britannia Industries stands out as a promising choice for investors seeking enduring value and growth in their portfolios.
Apart from Nestle India stock, there are other stocks which are part of the Nifty 50 index. Read this blog All About NIFTY50, Components of NIFTY50, and How to Invest in it.
Happy Investing!! | |||||
1222 | dbpedia | 0 | 45 | https://finbox.com/NSEI:BRITANNIA/explorer/total_rev/ | en | The Complete Toolbox For Investors | https://finbox.com/assets/favicon.ico?621d5c7d71ae97985e04 | https://finbox.com/assets/favicon.ico?621d5c7d71ae97985e04 | [] | [] | [] | [
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1222 | dbpedia | 1 | 48 | https://www.bloomberg.com/quote/BRIT:IN | en | BRIT: Britannia Industries Ltd Stock Price Quote | [] | [] | [] | [
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Connecting decision makers to a dynamic network of information, people and ideas, Bloomberg quickly and accurately delivers business and financial information, news and insight around the world | ||||||
1222 | dbpedia | 2 | 66 | https://www.foodresearchlab.com/blog/industries/what-are-the-challenges-faced-in-the-food-manufacturing-industries-during-production/ | en | What are the challenges faced in food manufacturing industry | [
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] | 2020-12-24T09:01:41+00:00 | Challenges faced in the food manufacturing and food production units | en | Guires Food Research Lab | https://www.foodresearchlab.com/blog/industries/what-are-the-challenges-faced-in-the-food-manufacturing-industries-during-production/ | In-Brief:
In an increasingly inexpensive landscape, food product companies involved in new product development and food manufacture are facing more and more challenges.
The food product companies as an entire are preparing for a challenging year for New product development in food industries.
Food research lab explains the problems in food manufacturing industries in this blog
Introduction:
The elevated level issues confronting food and drink makers today may feel like similar difficulties the business has been managing for quite a long time. Yet, the setting wherein these difficulties have changed significantly. Buyer interest for more noteworthy item development and openness, always expanding the quality and consistency pressures, more consolidated net revenues, new channel openings, and a robust labour force are only a portion of the elements. That are moving business sector elements to where food and refreshment producers need to adopt a new strategy to how they work together in food industries development.
Major Problems In Food Manufacturing Industries
1. Satisfying Consumer Needs
A large number of difficulties looked by food producers identify with satisfying changing customer needs. Regularly these requirements to happen rapidly and with costs kept to a base for technological growth in food industries. Purchasers change their conduct frequently, with new inclinations and arising trends overwhelming many purchasing choices. It happens regularly, implying that food makers should create items to satisfy these needs in ever-more limited periods. Late patterns incorporate high protein items, Omega 3 enhancements, in a hurry wholesome snacks over more traditional dinners, just in a general host of other food patterns. There is no uncertainty that we have moved into a universe of more different purchaser needs where prerequisites are getting progressively close to home. Food producers need to work all the more intimately with clients to comprehend their necessities and objectives. They additionally should be as effective with regards to growing new plans and getting items out to showcase in technological food development.
2. Accessibility of raw materials
Farming produce is a significant factor for continuing food handling exercises. Because of occasional accessibility of specific yields, the area faces delays underway bringing about low inventory. For oil production, most of the oilseed makers are little and negligible ranchers with helpless admittance to asset bases, for example, composts, fertilizer, and so forth Thus, oilseeds developed by such ranchers have a low yield. Rabi crops like wheat, grain and mustard are planted around mid-November and reaped in April or May. These food grains are subject to powers of nature, which are relatively unusual. Occasional shortage and significant expense of crude materials comprise one of the essential requirements influencing the development of little scope food handling endeavours. This situation brings about the need and higher estimating of oil materials for technological market development.
3. Capacity Constraints
A large number of these lack or shortage issues can be tackled by following legitimate stockpiling standards for crude materials. In any case, this is a significant test looked by the Indian little scope food handling industry. The nonappearance and deficiency of foundation offices to store crude materials bring down the quality and accessibility of the finished result. There are two different ways for legitimate capacity – warehousing and cold stockpiling. In distribution centres, issues emerge because of the shortage of room and how wares are ideally put away in that space. Item harms are another issue looked in a distribution centre; hardly any damages are unavoidable however can be diminished with a rack wellbeing netting and dodging over-burden of racks. Cold stockpiling for frozen food is a gigantic sub-industry all by itself. With always advancing food patterns, there are developing assortments of prepared to-eat food, drinks, handled frozen leafy foods items, marine and meat items, etc. – vast numbers of these things require particular stockpiling conditions. The absence of accessibility of these kinds of offices represents a significant requirement for the food preparing area in the food and beverage industry.
4. Transportation Issues
The food things should be distributed with appropriate bundling to keep away from breakages and harms during transportation. Likewise, the convenient conveyance is critical to evade deterioration – certain food things don’t keep going long regardless of whether put away in atmosphere controlled offices.
5. Innovative gear
In the Indian food preparing area, we stick to conventional creation measures where human evaluators are assessing the nature of agrarian and food items. This manual review is tedious, work concentrated and inclined to human blunder. To decrease the effect of these issues, the modernized evaluation of these items should be executed.
6. High competitors
This industry is profoundly serious with numerous significant parts in the coordinated, just as, disorderly areas. A couple of the top Indian Food Processors incorporate Nestle India Limited, Britannia Industries Limited, Amul India, Parle Agro Private Limited, Haldiram’s Food International Limited and ITC Limited. The food preparing industry can create through advertising channels, improving food quality norms and reinforce labour to confront worldwide difficulties to make due in a severe climate. Disregarding the issues encountered, food‐processing innovation in India has kept on gaining consistent ground towards modernization. The area will keep on seeing expansions in the quantity of food handling units. Some key drivers incorporate the section of worldwide organizations, accessibility of modest work power, rising interest of Indian items in global business sectors, and interest for prepared food.
7. Regulations
With an expanding number of guidelines and rules for food creation organizations to conform to, there is an everyday challenge to stay consistent and convey protected, reasonable and dependable nourishments to purchasers. With countless guidelines, not which are all clear, there is an actual weight set on food creation organizations. Changes in these guidelines frequently require quick reactions. It is imperatively significant that organizations can show their consistency. The European Union sets most of the standard food enactment. With Brexit not too far off, there are probably going to be sweeping changes that will require food makers to change how they work to meet another arrangement of guidelines. Food producing organizations should have the option to and meet all the administrative prerequisites simultaneously. It can expect them to change their methodologies and item advancement activities to meet guidelines to take measure to guarantee a mindful inventory network for food industry companies.
Conclusion:
For food and beverage industries, technology can be friend or foe. ERP systems that were implemented years ago can no longer support the complex demands of this industry. Food research lab explains the challenges in food product industries during production in this blog
References: | |||||
1222 | dbpedia | 0 | 3 | https://www.business-standard.com/article/companies/britannia-to-have-overseas-operation-in-two-markets-in-next-two-years-118111301346_1.html | en | Britannia to have overseas operation in two markets in next two years | [
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1222 | dbpedia | 2 | 89 | https://sg.news.yahoo.com/indias-britannia-posts-q3-profit-140315228.html | en | India's Britannia posts Q3 profit fall on soft rural demand, competition | https://media.zenfs.com/en/reuters.com/041d51cc407ee3c790d17734d98982af | https://media.zenfs.com/en/reuters.com/041d51cc407ee3c790d17734d98982af | [
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] | null | [] | 2024-02-06T14:03:15+00:00 | Indian biscuit maker Britannia Industries reported a nearly 2% fall in third-quarter profit on Tuesday, hurt by subdued rural demand and elevated competition from smaller packaged food makers. Britannia, which sells Jim Jam and NutriChoice biscuits, reported consolidated profit before exceptional items and tax of 7.61 billion rupees ($91.7 million) for the third quarter ended Dec. 31, compared with 7.74 billion rupees a year earlier. The company recorded a one-off gain of 3.76 billion rupees from a stake sale in the year-ago quarter. | en | https://s.yimg.com/rz/l/favicon.ico | Yahoo Finance | https://sg.finance.yahoo.com/news/indias-britannia-posts-q3-profit-140315228.html | CHENNAI/BENGALURU (Reuters) -Indian biscuit maker Britannia Industries reported a nearly 2% fall in third-quarter profit on Tuesday, hurt by subdued rural demand and elevated competition from smaller packaged food makers.
Britannia, which sells Jim Jam and NutriChoice biscuits, reported consolidated profit before exceptional items and tax of 7.61 billion rupees ($91.7 million) for the third quarter ended Dec. 31, compared with 7.74 billion rupees a year earlier.
The company recorded a one-off gain of 3.76 billion rupees from a stake sale in the year-ago quarter.
The weak earnings come in the face of intense price competition. The company has previously mentioned reducing certain product prices after competitors took advantage of declining raw material expenses to lower prices and attract more consumers.
Rural spending on treats and snacks has also been constrained by the high cost of living.
Total revenue from operations rose just over 1% to 42.56 billion rupees, roughly in line with the growth in the previous quarter when it reported its lowest increase in more than two years.
The Good Day biscuit maker's shares climbed 18% last quarter, outperforming a 11% increase in India's bluechip Nifty 50 index.
($1 = 83.0270 Indian rupees)
(Reporting by Praveen Paramasivam in Chennai and Navamya Ganesh Acharya in Bengaluru; Editing by Dhanya Ann Thoppil) | ||
1222 | dbpedia | 1 | 64 | https://www.biscuitpeople.com/magazine/post/Britannia-Industries-One-of-Indias-Oldest-Biscuit-Companies | en | Britannia Industries: One of India's Oldest Biscuit Companies | [
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The Bauducco Wafer Chocolate, a three-layered treat that promises a thin and crunchy experience, is one of its most notable products | ||||
1222 | dbpedia | 0 | 28 | https://www.business-standard.com/companies/news/food-industry-impacted-by-high-commodity-prices-britannia-industries-123080300546_1.html | en | Food industry impacted by high commodity prices: Britannia Industries | [
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1222 | dbpedia | 2 | 27 | https://www.alphaspread.com/security/nse/britannia/earnings-calls/q2-2024 | en | Britannia Industries Ltd NSE:BRITANNIA | [
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] | null | Britannia Industries Ltd (NSE:BRITANNIA) Q2-2024 earnings call transcript. | en | /apple-touch-icon.png | AlphaSpread.com | https://www.alphaspread.com/security/nse/britannia/earnings-calls/q2-2024 | Good morning, everybody. Welcome to the Britannia Analyst Call. So let me just jump into the presentation, if you get to Page 3 that gives a quick overview on the -- what the GDP growths have been. So if you look at it, the green bar signals the real growth and the red one is -- which shows the inflation. So you will notice that inflation is down. And in this quarter, it's at 7.8 -- 8%, out of which the inflation number is only at 0.2%. So things are coming back to normal, as you'll notice that full year '21, '22 and '22, '23 were at a very high number, as far as inflation was concerned. Moving on to the next slide. This gives an idea of where we play in and what is the total market that we are playing in. So if you look at the categories that Britannia plays in, it's about INR 1 lakh crores, and the 5-year CAGR for this category has been 11%. If you look at the total branded F&B category, that is at INR 9 lakh crores with a 5-year CAGR of 12%. The total F&B is at INR 40 lakh crores, which has got a 5-year CAGR of 11%. And then if you look at the GDP, which is at INR 235 trillion -- it's difficult to calculate lakhs and crores but -- which has got a 5-year CAGR of 9%. So the numbers are looking pretty good. If you look at the right-hand side, you will see that the -- if you look at the average F&B consumption occasions per day, that have gone up. If you look at the 2010 number, it was at 3.9; and that has gone up to 5.1 in 2023. And the biscuit consumption occasions during the year, they used to be at 303 in 2018; and those have gone up to 370 in 2023, so overall looking good. If you look at the next slide, which is a very interesting slide. Basically what's happening is that we are getting to a situation of nuclear families, so size of the family is reducing. The number of women who are participating in the workforce is going up. And as a result of that, there is a need for packaged food and convenience; and that's why the growth that we are seeing, as far as branded F&B is concerned. And obviously this is coupled with the fact that the per capita income is also growing pretty well in the country. Moving on to the next slide. This gives a breakup between the urban and rural, and you will notice that there is more urbanization happening. Urban as a percentage or as a contribution to the overall economy has been growing. It's gone up. Let's say if you were to take -- in the last 2 or 3 years, it's gone up pretty substantially. And so that's good for us because we have predominantly been urban distributed, a stronger urban company. However, for us the growths in the last, let's say, 10 years have been much faster in rural because we've been gaining more distribution and making our presence felt in more villages and smaller towns. So our -- if you look at the bars on the right. Our market share currently is also more urban centric. Our market share is heavier in -- is 1.3x what it is in rural, in urban. And similarly, our numeric distribution is also 1.2x what it is in rural, so for us, the slowdown in rural is something that we can counter with our distribution growths, which will continue. And urban growth is obviously helping us because that's our area of strength. There are more details on this, but I will leave that for you to read through. Moving on to the next slide. This gives the growth potential for categories other than biscuits. So if you look at biscuits, we have a penetration in households of about 94%. So biscuits, bread and rusk has pretty high penetration ranging from 82% to 94%, so there it's going to be a consumption-led growth that we are looking at. And the reason for the same is that, one, as far as biscuits is concerned, per capita consumption in India is only about 2 kilos. And if you were to factor in the number of consumption occasions, which has gone up from 303 to 370 per annum, the number of biscuits that are consumed is just about 1 biscuit per occasion. And that can definitely go up, so it's going to be a consumption-led growth here. And if you were to look at it by categories. While there are categories like glucose, [ Marie ] and some of our cookies which have got reasonably high penetration between 40% to 60%, there are lots of categories where the penetration -- where we have less than 20% penetration in households, so there is a big opportunity for us to grow penetration in those categories and drive consumption thereby of biscuits. There are other categories, like cake, dairy, drinks, wafers, cheese, croissant, where you'll notice that the penetration into households is very, very low. And there we will be looking at a penetration-led growth. Croissant is an absolutely fledgling category where we have to drive penetration into households. So that's how we look at the potential for the future. The next slide is just about we are in a good position with a good portfolio to leverage all of these opportunities and to continue to enhance our capabilities as we move forward. Now just a quick capsule on what's happened in the last 10 years. So if you look at the last 10 years, our distribution has gone up 4x. This is on Page 9, by the way. Our direct reach has gone up 4x. Our rural distributors are up 7x from what they used to be in 2013. We have 4 brands in the INR 1,000 crore-plus category, and these 4 brands contribute INR 9,700 crores to our total turnover. Innovation has contributed 10% of our revenues. Categories and geographies that we've entered into, we've gone into 4 new categories and 4 new geographies outside of India. And we've had 2 very solid partnerships, joint ventures that we've gotten into. One was for croissants, which was with Chipita. And second was just this year with Bel for cheese. So pretty good progress there. Next slide. If you look at our own manufacturing, we are now at about 65% own manufacturing. We have set up 11 new plants in the last 10 years. And we have a mega food park in Ranjangaon, where our total investment is going to be INR 1,500 crores-plus, with very handsome incentives from the Maharashtra government. Cost efficiencies has been a very strong pillar for our profit growth. We've had more than INR 2,000 crores of cost reduction during this period, and that continues to be a pillar for us even in the future. Digital. We have spoken about it in the past. We've gotten into SAP HANA, S/4HANA, which is giving us great dividends. We are rapidly evolving as a digital marketing company. We are leveraging digital to flourish in e-commerce as well. We are leveraging all of the digitization that we've done internally to make sure that we have all the data for us to take very intelligent decisions. And we have a transformation across functions to drive efficiencies with this information. On the sustainability front, we are amongst the top 30 India's most sustainable companies. We've had 100% plastic neutrality. And we are now pretty -- doing quite well even on the international circuit, as far as the Dow Jones index -- sustainability index is concerned. From a people standpoint, we've been rated as a top 15 best employers 4 years in a row. We've been awarded best organization for women in 2023. Our gender diversity from -- in our factories has gone up from 28% to 45%. And we have a -- very agile and resilient teams to navigate through the turbulence that we've seen from an inflation front and from a global scenario, right? So moving on to the next slide. This is what we achieved last year. That was our turnover, a CAGR of 10%. Our operating margins are pretty healthy at 16.3%, which have even gone up further this quarter. And our CAGR on profitability stands at 25%. Our long-term value creation has been pretty good, with a CAGR of 32%. Next slide. This is just something that we feel that it's very basic, but I think it can give us very good dividends. We worked on fill rates. We were at a reasonable rate on fill rates on modern trade and e-commerce, but we've moved up pretty rapidly. We've gained, almost from 75% to 90%, as far as fill rates is concerned; and this will hold us in very good stead as we move forward. We are relooking at our route to market now with a portfolio which is very solid. We are looking at how do we make sure that we leverage our portfolio even better. And coupled with data analytics and artificial intelligence, we are looking at making sure that we become cutting-edge, as far as this is concerned. Now moving on to the performance update for the quarter, Page 14. Our revenues have been flattish. If you look at a 12-month growth number, we've grown only 1%, but our 24-month growth is at 23%. Operating profits have grown on a 12-month growth rate at 21%, a very healthy 58% on a 24-month growth path. Our shares: We had sort of got stagnated a bit for the last quarter, but we have seen a very good exit rate because we've made some corrections which were required from a pricing standpoint to stay competitive in the market. And that's looking good as well. Now getting back to our strategic pillars which we've spoken about every quarter: distribution and marketing, innovation, adjacent categories, cost efficiencies and sustainability. I will cover each one of these in a slide. So as far as distribution is concerned, our direct distribution has gone up. In March 2019, we were at 2.1 million or 21 lakh outlets covered directly. This has gone up to 27.3 lakh in September of 2023. Our total distribution has gone up from 54 lakhs to 66 lakhs, but as you'll notice, bulk of this growth has come from direct distribution. And indirect has stayed at about the same number. Our focused states' growths have been continuously pretty good. These are the last 4 year numbers. You will notice that these have slowed down this year, but that is a result of the whole rural scenario becoming a little slower than what it used to be. However, these growth rates are still healthy. And we are hopeful that, as we move through to the next quarter and onwards, these will come back to double-digit growths as well. Moving to the next slide. We've stepped up our investments, as far as brands is concerned. These are all the brands that we've really supported: Good Day, 50 50, Milk Bikis, NutriChoice, Jim Jam. Jim Jam is doing extremely well. We've also launched Jim Jam Pops, which is adding onto the Jim Jam franchise. And Bourbon, which has been renovated and is doing extremely well in the marketplace. Similarly, on the adjacent categories, there's been quite a bit of activity on cake, rusk as well as on cheese. We've also done some consumer promotions to make sure that we remain competitive and continue to gain share, which we've done continuously for the last 10 years. Innovation. I spoke about Jim Jam Pops, which is doing extremely well, very exciting product and very well appreciated by consumers. 50 50 Golmaal, which is again a very intriguing and interesting product, doing extremely well. We've also launched makhana in 3 flavors. We've launched the portions, which is the triangular portions, the laughing -- under the Laughing Cow brand name; and cheese sachets, which are INR 10 sachets. And all of these innovations are running towards annualized number of about INR 200 crores. Moving on to the next slide. Adjacencies have been on strong footing. Surely, there is more work to be done there. There is competition coming in, in all of these categories, which is good in a way because, when you have more than one player, it always creates more demand. So on cake, we've had some very interesting innovations. Rusk, we've not done as well on the top line, but I think we've rationalized. We've got our recipes up there now. Bread continues its profitable growth trajectory. Cheese has been a double-digit growth contributed by base and all the differentiated formats. Our cheese plant is commercialized for making cheddar cheese, processed cheese; will start by the end of this year, this financial year. And we've already started to supply our whey powder, in addition to the SMP and SCM and -- which is being consumed by our biscuit business. Middle East and Africa is growing double digits with improved margins. Egypt continues to perform well. We've set up an operation in Kenya, which is having its teething troubles, but things are looking like we have a good future there as well. Nepal is a spectacular growth story and continues to be a good -- on a good trajectory both from a bottom line as well as a top line standpoint. Our cost efficiency programs. We've spoken about these. These are the structured programs that we drive. It's about making sure that we have truck utilization which is at the highest level, distance traveled to be reduced, market damages to be reduced -- renewable energy, fuel consumption and the line throughput and efficiencies. And these cost efficiency programs have gone from 1x to 7x in '23, '24. The next slide is about our factories. In this quarter, we've commercialized Bihar. This is our second factory in Bihar, and we have 3 product lines in the first phase. We've also recently added UP, which was commercialized in the previous quarter; and Tamil Nadu, which are operating at desired efficiencies. And we are looking at adding some more lines to our Ranjangaon factory, which is really our flagship factory which is delivering 15% of our total capacity requirement. The next slide is on ESG. As you're aware, we have 4 strategic pillars, as far as ESG is concerned. And these are growth, governance resource and people. Under these 4 pillars, we have 8 levers which are basically around social responsibility, global total foods company, our responsibility towards the country and the people, packaging, supply chain, food waste, resource efficiency and people. And under this, we have 26 programs which we continue to drive very meticulously. And the numbers that you see on this chart give you some of the achievements that we've had under these 26 programs that we run, so I will not drain this chart. It's there for you to go through it and read it, but all I can say is we've made great progress on the ESG front as well. The next slide is about the Britannia Nutrition Foundation and what it does. So just to remind you: Britannia Nutrition Foundation operates in 8 states, with 450 villages which are covered, 500-plus schools, 650-plus Anganwadis. And there are approximately 220,000 beneficiaries out of this program. In this quarter, we've launched a My Plate, My Nutrition initiative, which is along with the government initiative of -- the Poshan Maah as it's called, which is nutrition month. We've had concept champions who are propagating this. These are executed through change agents around the community that we work in. And these are augmented by creating 20,000-plus nutrition gardens in all of these states and the Anganwadis and the villages that we operate in, and this has been a pretty exciting program that our people have been running. Now getting to costs, if you look at commodity. Flour, which is a pretty large component of what we use, is -- has been -- there has been inflation, as far as flour is concerned. Palm oil has been deflationary, and that is giving us some benefits. Sugar has been flattish, slightly inflationary, while packaging is positive. However, if you were to look at the world scenario, I think it's important that we watch out for commodities as we go forward because things could escalate. And hence, we are being very, very vigilant on making sure that we keep these costs under control. Moving on to the next slide. So what are we going to do? And what are the key strategies for us as we go forward? We will continue to invest behind brands and innovation. Cost efficiencies will continue to be a very important pillar for us. We will make sure that we take measured pricing corrections wherever necessary if the commodity situation remains positive. As I said, we are closely monitoring the stock-price situation of commodities with the strife that we are seeing in the Middle East and Russia. And we will remain vigilant, as far as this is concerned. Getting to the financial results. Our top line growths, as I said, healthy for 24 months, low for a 12-month growth number which is 1%; sequentially up from where we were in Q1. So we've achieved INR 4,370 crores in this quarter as our revenue. Next slide, profit. This is looking pretty healthy. Our operating profit has grown by 21% to INR 801 crores, which is 18.3%. And if you look at it on a 24-month growth basis, it's at 58%. Next slide, which gives our 12-month as well as 24-month growths; net sales, as I've already spoken about; profit, operating profit, already spoken about; PBT and PAT at 21% and 19% and on a 24-month growth at 53%. If you look at our ratios, they are looking pretty positive.
So it's, I would say, good results. I would still make sure that I focus and the team focuses on getting our top line to grow much faster. And I'm confident as we go through the balance of the quarters this year, and therefore, we will see growths coming back. So that's all I have for you. Let's open this for questions, please. | ||||
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] | 2023-07-05T07:17:05+05:30 | Get Britannia Industries Share Price Target & Fundamental Analysis of Stocks. History of Britannia Industries. Britannia Industries Business Performance..... | en | Research and Ranking | https://www.equentis.com/blog/britannia-industries-share-price/ | Introduction
Britannia is a brand many generations of Indians have grown up with, with several cherished and loved brands in India and the world. It has also created a lot of shareholder wealth over the last two decades since it was listed.
In this article, we try and understand the strengths of Britannia Industries and its prospects in the future.
Britannia Industries Overview
Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues of over INR 16,000 Cr. Britannia is a part of the Wadia group (headed by Nusli Wadia), which comprises companies like Bombay Dyeing, Bombay Burmah Trading Corporation, National Peroxide, Go Air, etc.
Britannia is among the most trusted food brands manufacturing well-known brands like Good Day, Tiger, NutriChoice, Milk Bikis, and Marie Gold, which are household names in India.
Britannia Industries’ product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products, including Cheese, Beverages, Milk, and Yoghurt. It sells its products through more than 26.8 lakh direct outlets and 28k rural preferred dealers as of March 2023.
Britannia Industries Journey
1892: Britannia Industry was founded in 1892 by a group of British businessmen with an investment of INR 295. Initially, biscuits were manufactured in a small house in central Kolkata. Here are some of the critical milestones in the history of the company.
1918: The Company was incorporated on 21st March as a Public Limited Company under the Indian Companies Act, 1913
1954: The development of high-quality sliced and wrapped bread in India was pioneered by the company
1955: Britannia launched Bourbon biscuits
1963: Britannia cakes hit the market
1979: Effective 3rd October, the company’s name was changed from Britannia Biscuit Co. Ltd. to Britannia Industries Ltd.
1983: Sales cross INR 100 crores mark
1986: Good Day brand was launched
1989: Executive office of the company was shifted to Bangalore
1993: Little Hearts and 50-50 was launched
1997: Britannia Incorporates the ‘Eat Healthy. Think better’ corporate identity
2000: Britannia was voted in the top 300 small companies by Forbes Global
2004: Britannia was accorded the status of being a ‘Superbrand.’
2014: Tie up with Amazon for the launch of its latest product, Good Day Chunkies, a premium chocolate chip cookie
2016: R&D facility launched in Karnataka
2017: Entered into a joint venture agreement with Chipita S.A., a Greek company, to manufacture and sell ready-to-eat delicious croissants.
2018: The Company celebrates 100 years of incorporation
2021: Good Day re-launched, inspired by the smiles of India
2022: The Company entered into a joint venture with BEL for cheese.
Britannia has faced numerous challenges throughout its journey, demonstrating resilience and commitment to innovation and sustainability. The company continues to evolve and adapt to changing market conditions while focusing on delivering high-quality products to its customers.
Britannia Industries Management Profile
Mr. Nusli Wadia is a well-known Indian industrialist. He is the Chairman of Britannia Industries and also the Chairman of Wadia group companies. He is also a Director on the board of several Indian companies. He was appointed to the Prime Minister’s Council on Trade and Industry between the period of 1998 to 2004. He has a distinct presence in public affairs and has been actively associated with leading charitable and educational institutions.
Mr. Varun Berry is the MD & Vice Chairman of Britannia Industries. He joined the company as Vice President and Chief Operating Officer on 1st Feb 2013. He has an experience of over 27 years with premier companies like Hindustan Unilever and PepsiCo, both in India and overseas, and a successful track record in leading start-ups, turnarounds, joint ventures, and growth businesses.
Mr. Ranjeet Kohli is the Executive Director & CEO of Britannia Industries. He joined the company on 26th September 2022. He has served in numerous senior leadership roles during his 25+ years career in sectors like FMCG & Retail and joins Britannia from India’s largest Food Services Company, Jubilant FoodWorks. He has an excellent track record of building & scaling up high-performance businesses and has been successful in shaping & executing winning strategies.
Mr. Venkataraman N is the Executive Director & CFO of Britannia Industries. He has over 35 years of rich experience and has been associated with Britannia Industries Limited since April 2007. Before this, he was heading the Finance functions of the two-wheeler and commercial vehicle businesses of Eicher Motors Limited. He leads Finance, Business Commercial, IT, Legal, Secretarial, and Business Strategy functions in Britannia and is also responsible for the Company’s Cost efficiency and IT Transformation initiatives.
Mr. Amit Doshi is the CMO of Britannia Industries. He joined the company on 17th Jan 2022. He is a marketing and sales leader with 19 years of diverse business & capability building experience in key innovation, brand marketing, digital, sales, and customer development roles. In his previous assignment, he was Director, Marketing and part of the Indian and Asia-Pacific Marketing leadership team at Lenovo.
Britannia Industries Shareholding Pattern
Britannia Industries Company Analysis
Various business segments of Britannia Industries are as follows:
1. Biscuits – Good Day, Marie Gold, Milk Bikis, 50-50, Jim Jam, etc.
2. Dairy – Britannia Cheese slice, Britannia WINKIN Cow thick shakes, Britannia Come Alive Paneer, etc.
3. Snacking – Britannia Treat Croissant, Britannia Time Pass Chips, Britannia Treat Cream Wafer, etc.
4. Cakes – Britannia Muffils cakes, Britannia Cake Roll YO!, Britannia Cake Tiffin fun, etc.
5. Rusk – Toastea
6. Bread – Sandwich White bread, Fruit bread, 100% Whole Wheat Sandwich bread, etc.
Under Varun Berry’s leadership, Britannia has consolidated its position in the core biscuits segment, while its non-biscuits execution has been sub-par. Over the last decade, despite multiple initiatives, the company has yet to be able to diversify from Biscuits. Share of non-biscuits hovers at 22-25%. Further to its aspiration to become a ‘Total Foods Company,’ Britannia aims “to move from the side of the plate to the middle”. Post Covid-19, the share of biscuits has seen expansion.
The company will focus on clocking equal revenue contributions from its biscuits and non-biscuits segments for the next decade (per an interaction between Britannia Management & CNBC – TV18). It has set a target of expanding non-biscuits’ contribution to ~35% in the next three years, to 40-45% in five years, and to ~50% in the coming ten years, with expected growth acceleration in the non-biscuits segment.
For the growth of their other business segment, Britannia took some significant steps, like
Entering into a joint venture with an international company like Chipita S.A. to boost the croissants segment
Partnering with BEL to boost Dairy products like cheese.
Britannia is also spending money on innovation and new product launches, including a new variety of cakes and dairy products.
Britannia Industries Fundamental Analysis
Revenue and Profitability
The Company reported consolidated revenue from operations at INR 16,301 Cr in FY23, up 15.3% Y-o-Y compared to INR 14,136 Cr in FY22.
It reported consolidated profit after tax (PAT) of INR 2,316 Cr for FY23, a 53% rise Y-o-Y.
Operating margins have stayed in the 16%-17% range for the last five years except for FY21, when it reached 19%, driven by higher home consumption of packaged food during the pandemic.
Return on Capital Employed
Britannia Industries has been able to post consistent ROCE numbers on the back of its market leadership and ability to pass on price hikes to customers.
The company delivered 28% ROCE in FY23 against 23.2% in FY22. The company saw margins improving significantly in Q3 and Q4 of FY23, which led to higher PAT and return ratios.
Britannia Industries Share Price History
Britannia Industries is a stock that hasn’t disappointed investors. The company continues to deliver exceptional performance yearly, reflecting Britannia’s share performance. Britannia has delivered a 10-year CAGR of 31% from INR 280 on 25th June 2013 to currently trading at INR 3,438 per share on 25h June 2023.
The stock price was around INR 63 per share in 1999 (accounting for stock splits and bonus shares), and since then, the company has multiplied investor wealth by a whopping 54x times. The business has built strong moats around its brands, distribution, and marketing, which may be challenging to beat.
Britannia Industries Share Price Target Growth Potential
Biscuits market share continues to rise:
As seen in the chart below, Britannia Industries has consistently increased its market share and the gap between the largest and the 2nd largest player. It is well-positioned to continue its leadership march in the Biscuits category. Britannia follows a price-straddle approach, which hooks a consumer to the portfolio. This is unlike peer Parle — a strong mass-end player — which has yet to see success in the premium portfolio. On the other hand, ITC is looking to scale its business at the premium end with focused interventions.
Adjacencies provide new levers of growth:
The company has been charting its business diversification for a long time, albeit dragging its feet on the execution front (non-biscuits share remains at 22-25% of sales). Factors such as robust opportunity in core biscuits, Britannia’s limited domain knowledge in adjacencies, and negative margin mix have hurt its diversification agenda. Britannia is looking to secure partnerships with domain experts, like its tie-up in the croissants/cheese space. Management aspires to achieve 35% revenue from non-biscuits in three years, expanding it to 40% in five years and 50% in ten.
Heightened capex plan till FY25
The company plans a capex of INR 500-600 crore in FY2024 towards investment in enhancing dairy capacity, a new facility in Bihar, and investments in an existing facility in Ranjangaon. Capex will moderate from FY26 onwards.
Key risks:
Key risks include:
Sustained inflation in key wheat flour
A surge in competitive intensity (spike at the premium end),
Company’s inability to execute in adjacencies, and
Sustained rural slowdown
*Disclaimer Note: The securities quoted, if any, are for illustration only and are not recommendatory. This article is for education purposes only and shall not be considerea d as recommendation or investment advice by Research & Ranking. We will not be liable for any losses that may occur. Investment in securities market are subject to market risks. Read all the related documents carefully before investing. Registration granted by SEBI, membership of BASL, and certification from NISM in no way guarantee the performance of the intermediary or provide any assurance of returns to investors.
FAQs | |||||
1222 | dbpedia | 0 | 87 | https://www.etmoney.com/stocks/britannia-industries-ltd/28 | en | BRITANNIA Stock Price Today: Britannia Industries Ltd. share price live NSE | [
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Britannia Industries Ltd. is a private sector enterprise in India and operates in the Food Processing - Bakery/Dairy/Fruits/Others sector. The company has different verticals, which include Strategic Food International Co LLC, Sunrise Biscuit Company Pvt. Ltd., Ganges Vally Foods Pvt.Ltd., Daily Bread Gourmet Foods (India) Pvt.Ltd., Britannia Dairy Pvt.Ltd., International Bakery Products Ltd., J B Mangharam Foods Pvt. Ltd., Manna Foods Pvt. Ltd., Britannia and Associates (Mauritius) Pvt. Ltd., Britannia and Associates (Dubai) Pvt.Co. Ltd., Al Sallan Food Industries Company SAOG, Britannia Dairy Holdings Pvt.Ltd., Britchip Foods Ltd., Britannia Nepal Pvt.Ltd., Britannia Egypt LLC, Britannia Bangladesh Pvt. Ltd., Strategic Foods Uganda Ltd., Kenafric Biscuits Ltd., Catalyst Britania Brands Ltd., Vasana Agrex and Herbs Pvt. Ltd., Boribunder Finance & Investments Pvt.Ltd., Flora Investments Company Pvt.Ltd., Gilt Edge Finance & Investments Pvt. Ltd., Strategic Brands Holding Company Ltd. and Snacko Bisc Pvt.Ltd.. Products and brands offered by the company include Scrap, Other Operating Revenue, Others, Traded Goods, Other Services, Royalty Income and Food Products.
The company was established in 1918. As of 26 Aug 2024, it has a market cap of 1,39,630.1 Cr. The Large Cap company is a part of indices like NIFTY100 Quality 30, NIFTY200 Quality 30, Nifty 100, Nifty 100 Low Volatility 30, Nifty 200, Nifty 50, Nifty 50 Equal Weight, Nifty 500, Nifty Alpha Low Volatility 30, Nifty Dividend Opportunities 50, Nifty FMCG, Nifty Growth Sectors 15, Nifty India Consumption, Nifty LargeMidcap 250, Nifty Low Volatility 50, Nifty MNC, Nifty Total Market, Nifty100 Equal Weight, Nifty50 Value 20, S&P BSE 100, S&P BSE 100 LargeCap TMC Index, S&P BSE 200, S&P BSE 500, S&P BSE AllCap, S&P BSE Carbonex, S&P BSE Dividend Stability Index, S&P BSE Dollex - 100, S&P BSE Dollex - 200, S&P BSE Fast Moving Consumer Goods, S&P BSE India Manufacturing, S&P BSE LargeCap, S&P BSE LargeMidCap, S&P BSE Low Volatility, S&P BSE Quality and S&P BSE Sensex 50.
The Latest Details of Britannia Industries Ltd. ’s Earnings
In FY 2023-2024, Britannia Industries Ltd. reported its revenue at Rs.16,769.3 Cr, which was an increase of 3% compared to the previous financial year. The profit after tax or PAT also decreased by -8% compared to last year and stood at Rs.2,137.4 Cr.The EBITDA of Britannia Industries Ltd. was Rs.3,384.0 Cr in FY 2023-2024.
The Latest Details of Britannia Industries Ltd. ’s Share Price
Britannia Industries Ltd.’s share price as of 26 Aug 2024 is Rs.5,796.95. Over the past 6 months, Britannia Industries Ltd.’s share price has increased by 18.26% and in the last one year, it has increased by 28.09%. The 52-week low for Britannia Industries Ltd.’s share price was Rs.4,347.70, and the 52-week high was Rs.6,005.00.
Britannia Industries Ltd. ’s Board of Directors | ||||
1222 | dbpedia | 1 | 73 | https://economictimes.indiatimes.com/britannia-industries-ltd/stocksupdate/companyid-13934.cms | en | Britannia Industries Announcement, Latest News on Britannia Industries | https://img.etimg.com/photo/19555866.cms | https://img.etimg.com/photo/19555866.cms | [
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Britannia Industries Announcement under Regulation 30 (LODR)-Earnings Call Transcript
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed the transcript of the Analysts Call held on 5th August, 2024 pertaining to the Unaudited Consolidated and Standalone Financial Results of the Company for the quarter ended 30th June, 2024.
India's FMCG market growth decelerated to 4% in the April-June quarter, down from 12.2% the previous year. The slowdown was influenced by price reductions and reduced packaged food consumption. Rural growth outpaced urban areas, but both saw softer consumption. Large companies maintained better performance than smaller players.
Indian consumer goods companies have operated in Bangladesh, Sri Lanka, and Nepal for years, generally facing little impact from local instability. Marico's stock dipped nearly 6% due to its substantial earnings from Bangladesh, where its subsidiary accounts for a significant portion of its overseas revenue. Other FMCG companies saw lesser impacts.
Indian consumer goods companies have paused their operations in Bangladesh following violent protests that led Prime Minister Sheikh Hasina to flee. Major companies like Coca-Cola and Marico are prioritizing employee safety and suspending sales until normalcy returns. These operations in Bangladesh provide a small but crucial part of their revenue.
Political unrest in Bangladesh caused shares of Saffola edible oil producer Marico to drop over 4%, as the company generates 11-12% of its revenue from the country. Several other companies with operations in Bangladesh, including Pearl Global Industries, Emami, Bayer Corp, GCPL, Britannia, Vikas Lifecare, Dabur, Asian Paints, Pidilite, Jubilant Foodworks, and Bajaj Auto, could also be affected by the ongoing turmoil.
Britannia, Parle, Mondelez, and Dabur consider increasing prices by 4-10% due to rising costs of key ingredients like flour, cocoa, and sugar. This follows several quarters of price reductions meant to boost demand. Companies aimed to ensure volume growth while facing food inflation and fluctuating commodity prices, predicting a gradual price increase.
Britannia Industries Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Outcome
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed the copy of Analysts Call Presentation pertaining to the Unaudited Consolidated and Standalone Financial Results of the Company for the Quarter ended 30th June, 2024.
Glenmark Life Sciences, Hindustan Unilever, and Lux Industries saw their shares rise as Nifty and Sensex dropped over 3% on Monday. Glenmark soared 6.3%, Lux Industries increased 5.5%, and other stocks like Marico and Britannia posted gains. Market volatility persists amid global economic concerns and geopolitical tensions.
Trading on Monday saw Tata Motors and ONGC shares fall by 5%, causing the Nifty 50 index to drop by 3%. Shares of Hindalco, Mahindra & Mahindra, and Tata Steel also declined. Britannia, Sun Pharma, and a few other stocks managed gains. The market was influenced by global economic concerns and potential US recession indicators.
The past week saw domestic markets close marginally lower amid volatility. Key highlights included SBI's 0.9% rise in Q1 net profit, Titan’s slight profit decrease, and Divi's Labs' 21% profit growth. Airtel, ONGC, and Marico were noted for upcoming Q1 results, while Infosys had significant regulatory updates.
The Street will react to major earnings reports from SBI, Divi’s Laboratories, Titan, and Britannia when markets resume trading on Monday. Additionally, 922 BSE-listed companies will announce April-June earnings, including Bharti Airtel and Tata Power. Indian markets will take cues from US market closures and GIFT Nifty futures.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 and 47 of the SEBI Listing Regulations, 2015, please find enclosed e-copies of the Newspaper Advertisement published today i.e., 3rd August, 2024 in "Financial Express" (English - All Editions) and in "Sangbad Pratidin" (Bengali - Kolkata edition) for the Unaudited Standalone and Consolidated Financial Results of the Company for the Quarter ended 30th June, 2024
BHEL, Eicher Motors, Bharti Airtel, and NTPC were among companies gearing up for attention due to upcoming record dates for dividends, bonus issues, and stock splits. Key dates ranged from August 5 to August 9, with major announcements anticipated from firms like Britannia, NTPC, and Rajoo Engineers concerning final dividends and bonus issues.
Britannia's rural market share has demonstrated higher growth compared to its urban market, indicating signs of increased consumption in rural areas, a crucial segment for the wider FMCG industry. Britannia MD Varun Berry conveyed this progress in an exchange listing.
Britannia on Friday reported a 10.5% YoY rise in its June quarter consolidated profit to Rs 506 crore while revenue rose 4% YoY to Rs 4,130 crore.
Britannia Industries Announcement under Regulation 30 (LODR)-Press Release / Media Release
| Announcement
Press Release
Britannia Industries Announcement under Regulation 30 (LODR)-Acquisition
| Announcement
Disclosure under Regulation 30 of the SEBI (Listing Obligations & Disclosure Requirements), 2015- Acquisition
Britannia Industries Board Meeting Outcome for Outcome Of The Board Meeting Held On 2Nd August, 2024
| Announcement
This is to inform you that the Board of Directors of the Company at their Meeting held today i.e., 2nd August, 2024, have inter-alia, considered and approved the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024 and authorized Mr. Nusli N. Wadia, Chairman of the Company, to sign the results to be submitted to the Stock Exchanges. In this regard, please find enclosed a copy of the said results along with the Limited Review Report.
Britannia Industries Outcome Of The Board Meeting Held On 2Nd August, 2024
| Announcement
This is to inform you that the Board of Directors of the Company at their meeting held today i.e., 2nd August, 2024, have inter-alia, considered and approved the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024 and authorized Mr. Nusli N. Wadia, Chairman of the Company, to sign the results to be submitted to the Stock Exchanges.In this regard, please find enclosed the copy of the said results along with the Limited Review Report.
Several companies, including Britannia Industries and Chambal Fertilizers, marked August 5 as the record date to identify shareholders eligible for dividends. Investors had to buy shares by the day before the ex-date to qualify. Specific dividend amounts were announced for each firm, and this served as the final day for share purchase for eligibility.
VALUATION COMFORT Top consumer stocks beaten down despite being near 52-wk highs; benign demand to drive interest amid mkt correction
On Wednesday, the US Federal Reserve maintained its key interest rate at 5.25–5.5% for the eighth consecutive time, as expected, while signaling the possibility of a rate cut in its next meeting in September. From the Nifty stocks, Power Grid Corporation, Coal India, ONGC, HDFC Bank, and Dr Reddy's Laboratories were the top gainers, rising 2-4%. On the other hand, M&M, Tata Steel, Hero MotoCorp, Britannia, and Tata Motors ended with cuts.
Britannia Industries Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Intimation
| Announcement
Pursuant to Regulation 30 read with Clause 15 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, this is to inform you that the Company will host an Investors/Analysts Conference Call on Monday, 5th August, 2024 at 10:00 A.M. IST.
Britannia Industries Announcement under Regulation 30 (LODR)-Change in Management
| Announcement
Changes in the Senior Management Personnel of the Company
Britannia Industries Board Meeting Intimation for Consideration And Approval Of The Unaudited Standalone And Consolidated Financial Results O...
| Announcement
BRITANNIA INDUSTRIES LTD.has informed BSE that the meeting of the Board of Directors of the Company is scheduled on 02/08/2024 ,inter alia, to consider and approve the Unaudited Standalone and Consolidated Financial Results of the Company for the quarter ended 30th June, 2024.
Parle, owned by Parle Products, remains India's top FMCG brand in the latest Brand Footprint ranking, with seven of the top 10 brands being homegrown. The study measures brands based on consumer reach points (CRPs), combining penetration and frequency of purchase. Parle leads with 7.98 billion CRPs, followed by Britannia. Hindustan Unilever's Clinic Plus is the only non-food brand in the top five. Consumer choice is crucial, with brands adapting to changing dynamics to stay relevant.
The government has made a provision of Rs 2.66 lakh crore for rural development including rural infrastructure. Finance Minister Nirmala Sitharaman, in her 7th Union Budget speech, also made a provision of Rs 1.52 lakh crore for agriculture and allied sector
Britannia Industries Compliances-Certificate under Reg. 74 (5) of SEBI (DP) Regulations, 2018
| Announcement
Please find enclosed the Certificate issued under Regulation 74(5) of the SEBI (Depositories and Participants) Regulations, 2018 by KFin Technologies Limited, RTA of the Company for the period 1st April 2024 to 30th June 2024.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 read with clause 12 of Para A of Part A of Schedule III and Regulation 47 of the SEBI Listing Regulations, 2015, please find enclosed the e-copies of the Newspaper Advertisement published today i.e., 19th July, 2024 in "Financial Express" (English - All editions) and "Sangbad Pratidin" (Bengali - Kolkata edition), confirming completion of dispatch of Notice of the 105th Annual General Meeting along with the Annual Report for the Financial Year 2023-24 through Email.
Lotus Chocolate, under Reliance Consumer Products, experienced a significant surge in shares, reaching an all-time high after reporting a substantial increase in Q1 profit. The company, known for high-quality chocolate products, has shown remarkable growth and aims to compete with major confectionery players in the market.
Britannia Industries Announcement Under Regulation 30- Annual Report For The Financial Year 2023-24 And Notice Convening The 105Th AnnualGene...
| Announcement
Annual Report for the Financial Year 2023-24 and Notice convening the 105th Annual General Meeting of the Company.
Britannia Industries Business Responsibility and Sustainability Reporting (BRSR)
| Announcement
Pursuant to Regulation 34(2)(f) and other applicable provisions of the SEBI Listing Regulations, 2015, please find enclosed herewith the Business Responsibility and Sustainability Report (''BRSR'') for the Financial Year 2023-24 (''FY 2023-24'') along with the Reasonable Assurance Report issued by by M/s. Grant Thornton Bharat LLP as per SEBI Circular no. SEBI/HO/CFD/CFD-SEC-2/P/CIR/2023/122 dated July 12, 2023.
Britannia Industries Reg. 34 (1) Annual Report.
| Announcement
Pursuant to the provisions of Regulation 34 and other applicable provisions of the SEBI Listing Regulations 2015, please find enclosed the Annual Report for the Financial Year 2023-24 ('FY 2023-24') along with the Notice convening the 105th AGM of the Company scheduled to be held on 12th August, 2024 at 3:30 P.M. IST.
Britannia Industries Notice Convening The 105Th Annual General Meeting Of Britannia Industries Limited Scheduled To Be Held On Monday, 12 Aug...
| Announcement
Please find enclosed the Notice of 105th Annual General Meeting to be held through Video Conferencing/ Other Audio- Visual Means on 12th August, 2024 at 3:30 P.M. IST.
Britannia Industries Announcement under Regulation 30 (LODR)-Newspaper Publication
| Announcement
Pursuant to Regulation 30 read with Clause 12 of Para A of Part A of Schedule III and Regulation 47 of the SEBI Listing Regulations, 2015, please find enclosed the e-copies of Newspaper Advertisement published today i.e., 12 July, 2024 in "Financial Express" (English -All editions) and "Sangbad Pratidin" (Bengali - Kolkata edition), in compliance with the Ministry of Corporate Affairs General Circular No(s). 14/2020 dated 8 April, 2020, 17/2020 dated 13 April, 2020, 20/2020 dated 5 May, 2020 and 09/2023 dated 25 September, 2023, regarding 105th Annual General Meeting of the Members of the Company, scheduled to be held on Monday, 12 August, 2024 at 3:30 P.M. (IST) through VC/OAVM.
This is in sharp contrast to the last two years, when fast-moving consumer goods (FMCG) companies such as ITC, Dabur, Marico, Britannia, Parle Products, Emami and Hindustan Unilever had been focused mainly on premiumisation with demand turning sluggish in villages as the rise in prices of daily essentials, vegetables and fuel had forced consumers to cut down on spending. In the last two years, more than 60% of launches by large FMCG companies have been in the premium segment.
Britannia Industries Communication To Shareholders - Intimation On Tax Deduction At Source (TDS)/ Withholding Tax On Final Dividend For FY 20...
| Announcement
Pursuant to Regulation 30 read with Clause 12 of Para A of Part A of Schedule III of the SEBI Listing Regulations, 2015, please find enclosed an email Communication sent today i.e., 9th July, 2024, to all the Shareholder of the Company whose Email addresses are registered with the Company/RTA/Depository Participants, describing brief provisions of the Income-Tax Act, 1961 relating to Deduction of Tax at Source (TDS) on dividend and the documents required thereto.
Despite the ongoing bullish trend on D-Street with frequent new highs, Kotak Institutional Equities has cautioned investors by debunking five prevalent market myths in a recent note. Among these myths are beliefs that Indian markets are currently trading at reasonable valuations and that robust GDP growth guarantees high returns.
Abhinav Kapoor was previously vice president, sales at VIP Industries, where he was overseeing P&L, multiple channels and sales, the company said in a statement, adding that Kapoor has over two decades of experience in sales and distribution within consumer businesses. He has previously held leadership positions at Cavinkare, Britannia Industries, Mondelez and Marico, the statement said. | ||
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] | 2022-12-01T12:29:37 | With its presence in over 80 countries, Britannia industries are one of India’s leading food companies with 100+ years of legacy, a parent company to some of India’s favorite brands including Good Day, the Laughing Cow, Bourbon, Nutrichoice, etc. - Indian Retailer | en | https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico | Indian Retailer | https://www.indianretailer.com/article/retail-business/retail/how-britannia-planning-have-strong-hold-cheese-category | Coffee is one of the leading beverage industries in India. Some like it to be smooth, while others want to have a stronger aroma of coffee. The revenue for the coffee industry in India is estimated to reach $30.09 million by the end of 2024. Here is a curated list of the leading coffee brands in the country. Want to know who are the top 10 coffee brands in India? How are these the leading coffee brands performing in India? This article answers all the questions.
Read More: How New-Age Coffee Brands are Revolutionizing Indian Coffee Culture
Davidoff
Davidoff offers one of the best strong coffees in India. The company has a rich scent body that is produced by combining beans from East Africa and South America. Davidoff has selected coffee blends from the top growing locations in the world skillfully blended to showcase their attractiveness. The Zino Davidoff Group, a Swiss family business established in 1980, operates solely in the non-tobacco luxury goods sector, offering an array of high-end products. Founded by Zino Davidoff, an immigrant from Ukraine, the company has expanded its offerings over the years and licenses the Davidoff brand to various companies for different business segments. The company has a revenue of 546 Swiss francs.
Here is the top-rated Strong coffee by Davidoff
Espresso 57
Bean type – 100 percent Arabica
Taste Description - The delicate balance between roasting time and temperature is the key to making Davidoff Espresso 57. This Espresso has a unique flavor that comes from the beans' gradual development, thanks to traditional drum roasting. Explore the velvety scent with subtle hints of chocolate that will delight your senses.
Nestle
Nestle is a leading coffee brand in India. In the first quarter of FY25, Nestle India recorded a net profit of Rs 746.6 crore, up 7 percent from Rs 698.3 crore in the same time the previous year. The company serves in 188 countries and has more than 340 factories and 77 countries.
In 1929, Louis Dapples, Chairman of Nestlé's Board of Directors, received a request from Brazil to address the surplus of coffee. In 1984, the Nescafe brand extended its coffee offerings to include coffee beans. Nestle is a Swiss multinational food and drink corporation with a wide range of products, including coffee, tea, confectionery, bottled water, dairy products, and many more. Mark Schneider took on the position of Nestle’s Chief Executive Officer in January 2017.
Best Strong Coffee by Nestle
NESCAFE Gold Instant Coffee Powder
Bean Type - Arabica & Robusta coffee beans
Taste Description - Made by its roasters and blenders, this premium mix is genuinely unique. Carefully roasted and freeze-dried to preserve the deep fragrance.
NESCAFE Classic Black Roast Instant Coffee
Bean Type - Robusta coffee beans
Taste Description - A longer roasting time combined with 100 percent pure coffee results in a potent cup full of flavor and fragrance. Offers the richest, most potent flavor of coffee.
NESCAFE Roastery
Bean Type - Arabica and Robusta beans
Taste Description - Rich and powerful taste profile of a delectably dark roast instant coffee with hints of roasted nuts and dark chocolate. Two separate rounds of roasting were used to enhance the subtle flavors and heady scent.
BRU
BRU has created a name by offering strong coffee in the Indian market. Coffee beans of the highest caliber and flawless roasting are used to make BRU Gold. It is an invigorating scent that stimulates your senses combined with excellent flavor. The customer receives the ultimate delight from enjoying the ideal cup of coffee.
Launched in 1968 by Hindustan Unilever Limited, a British-owned Indian final goods company headquartered in Mumbai boasts a diverse range of products, including foods, beverages, cleaning agents, personal care products, water purifiers, and other fast-moving consumer goods (FMCGs).
Strong coffee offered by Bru
BRU Instant Super Strong Coffee
Bean Type - Robusta beans
Taste Description - The ideal ratio of 57% coffee to 43% chicory is found in Bru Instant Super Strong Coffee. The aroma of fresh coffee is kept thanks to new and improved procedures.
Blue Tokai
Blue Tokai is a well known coffee brand in India. Matt Chitharanjan and Namrata Asthana, alongside their COO Shivam Shahi, established Blue Tokai Coffee Roasters in New Delhi in 2013, with headquarters in Gurgaon, India. The renowned coffee startup, Blue Tokai, is currently in discussions for a new round of funding, with a valuation exceeding $180 million, and operates a network of over 100 outlets spanning across major cities in India.
Best Strong Coffee by Blue Tokai
Vienna Roast
Bean Type - 100 percent Arabica Coffee
Taste Description - This mix, which contains coffee beans from Tamil Nadu and Karnataka, is the second darkest of Blue Tokai’s roasts. It has a lot of body, little acidity, and is a favorite among those who want a powerful cup of coffee with the distinct bittersweet flavors. The ideal way to eat Vienna roast is with milk.
Sleepy Owl
Sleepy Owl is known for being one of the best strong coffee brands in India. Founded in 2016 by Ajai Thandi, Ashwajeet Singh, and Arman Sood. Sleepy Owl started as a passion project in a two-bedroom apartment in Delhi’s Dwarka. Today, its products are available in over 1,000 retail outlets in Delhi and Mumbai, as well as on online platforms—the company’s website and Amazon. As a homegrown Indian coffee brand, its journey began six years ago. Sleepy Owl introduced Cold Brew and now offers over 30 coffee products.
Best strong coffee by Sleepy Owl
Xpresso, Strong Blend Instant Coffee
Bean Type - 100% Premium Robusta Beans.
Taste Description - The coffee of your wildest and darkest dreams is Xpresso. Xpresso will satisfy your coffee desires like never before since it is bursting with flavor. It dissolves readily in milk or hot or cold water, and the sealed container keeps it fresh and makes storing it simple.
TATA Coffee
TATA Coffee is a leading brand in the beverage industry. Tracing back to 1922, Tata Coffee, a part of the Tata Group, operates 25 estates covering more than 1000 hectares in the verdant Western Ghats, thriving with diverse flora and fauna. The company, founded in 1868 by Jamsetji Tata and headquartered in Bengaluru, Karnataka, specializes in producing coffee, tea, pepper, and related products, with 19 coffee estates across South India. The brand generated a revenue of Rs $8.87 billion in 2023. Led by Chairman R. Harish Bhat and MD & CEO Chacko Purackal Thomas, the company has a strong presence and influence in the retail and B2B sectors.
Best Strong Coffee by TATA Coffee
Tata Coffee Grand Classic Instant Coffee
Bean Type - Arabica and Robusta beans
Taste Description - For a fantastic cup, try the instant coffee chicory mix, a combination of agglomerated coffee and flavour-locked decoction crystals.
Colombia Brew
Colombian Brew Coffee is a leading coffee brand in India. It provides the optimum climate and geographic circumstances for Arabica beans to flourish, which in turn produces coffee. It takes inspiration from Francisco Romero, a 16th-century priest who initiated Colombia's coffee revolution. Its coffee is meticulously handpicked from the finest plantations worldwide. Founded by Laukik Bothara, with headquarters in Pune. Strong category share in retail and online positions. Colombian Brew Coffee as a top consumer coffee brand. A variety of products including ground coffee, instant coffee, flavour-infused coffee, roasted coffee beans, green coffee bags, and 3 in 1 and 2 in 1 coffee premixes are produced and sold by Colombian Brew.
Country Bean
Country Bean is considered to be a popular coffee brand in India. Established in 1963 in Southern California, it has its headquarters in Kolkata. Country Bean was founded by Aditi Somani Satnaliwala and Aneesh Satnaliwala, who aim to revolutionize the ‘at-home coffee’ experience by providing delicious, easy, and affordable coffee solutions. The Coffee Bean & Tea Leaf meticulously selects the top 1 percent of arabica beans from prime growing regions. The brand has an annual revenue of Rs 18.4 cr ($2.29 million).
Best strong coffee by Country Bean
Assorted Coffee Bundle
Bean type - 100% Arabica coffee beans.
Taste Description - gives a fresh coffee scent and flavor without any bitterness. Fast-brewing, robust, and excellent coffee
Continental
Continental is standing out as a well-liked coffee brand in India. CCL Products (India) Ltd. is the parent company of the brand. CCL Products is a publicly listed company that was established in 1994 and has a clientele base spanning over 90 countries. With its headquarters in Andhra Pradesh, the company, formerly known as Continental Coffee Ltd., has achieved a turnover of Rs 2,070 cr. Challa Rajendra Prasad serves as the Executive Chairman, while Challa Srishant holds the position of Managing Director. Joining the billion-dollar market capitalization club, CCL Products is a prominent player in the retail and B2B sectors.
Best Strong Coffee by Continental
Continental Espresso
Taste Description - After roasting, the medium-roasted beans are mixed, giving them a rich scent, well-balanced acidity, and a smooth, creamy texture.
Rage Coffee
Rage is a famous coffee brand in India. Founded in 2018, Rage Coffee sources its beans from top plantations in Ethiopia and India. It is led by CEO and Founder, Bharat Sethi. It is a subsidiary of Swmabhan Commerce Private Limited, a fast-moving consumer goods company. Rage Coffee focuses on manufacturing, marketing, and distributing innovative coffee products, generating an annual revenue of Rs 24.1cr. Positioned as one of the fastest-growing direct-to-consumer brands, Rage Coffee stands out as India’s pioneering plant-powered coffee, enriched with six plant vitamins.
Best strong coffee by Rage
Silk Blend- Vanilla Velvet & Creamy Hazelnut
Bean type - Arabica beans
Taste description - Rich, flavorful, full-bodied, and bold cup. Every cup is velvety and wonderful with overtones of robust and delectable flavors.
Final Word
In the eyes of Indian Retailer, coffee stands second in the list of most liked non-alcoholic beverages in India. These top 10 strong coffee brands are leading in the market for their taste, brewing techniques, and for offering different flavors. These popular coffee brands in India are offering the best brew from famous plantations in the world.
FAQs
Which is the largest coffee seller in India?
TATA Coffee is the largest coffee seller in India.
Who is the father of coffee?
Kaldi, an Ethiopian goat herder is known as the father of coffee.
Where does coffee originate from?
Ethiopia is where coffee first came to be grown, and the Arabian Peninsula adopted it later.
Which is the richest coffee in India?
Luwak coffee raw beans is the richest coffee in India.
Which state produces the largest amount of coffee in India?
Karnataka is the largest producer of coffee in India.
Red wines have long been appreciated for their rich aromas, nuanced flavors, and unique drinking experience. The middle class and increased demand for premium wines have driven substantial expansion in India's red wine sector. India's market for alcoholic beverages was estimated to be worth $55 billion in 2023. By 2027, the industry is predicted to have grown at a CAGR of 7 percent and reach $73 billion. Both domestic and foreign red wine brands have grown significantly in popularity as tastes change. Here are the top 10 red wine brands available in India as of 2024.
Top 10 Best Red Wine Brands in India 2024
Find the best red wine brands in India with our top 10 picks. Enhance your inventory with these top selections and stay ahead of market trends!
1. Jacobs Creek
Variants:
Classic Shiraz
Reserve Cabernet Sauvignon
Double Barrel Shiraz
Manufacturer: Jacob's Creek
Winery: Jacob's Creek Winery, Barossa Valley
Jacob’s Creek is a luxurious winemaking brand that belongs to the Pernod Ricard group. It was founded by Johann Gramp in 1847. The brand comes from the Barossa Valley in South Australia and is one of the most famous brands in India. Jacob's Creek winemakers strive to produce wines that are a true expression of the terrain as well as the suitable climate of the Barossa Valley. Their wines have a robust taste and sometimes include notes of ripe berries, subtle oak, and spice. The main components are Shiraz and Cabernet Sauvignon grapes, which are grown with the utmost care and attention to detail to ensure only the best quality. The Jacob’s Creek winery is home to the largest onsite winery combined with a D solar installation. They follow sustainable winegrowing, which enables them to produce high-quality wines while meeting environmentally responsible standards around biodiversity, soil, water, and energy.
Product ABV% Classic Shiraz 13.9 Reserve Cabernet Sauvignon 14.6 Double Barrel Shiraz 14.6
Read More: Scotch vs. Whisky: The Key Differences Explained
2. Fratelli
Variants:
Classic Shiraz
Sangiovese Bianco
Merlot
Manufacturer: Fratelli Wines
Winery: Fratelli Vineyards, Maharashtra
Fratelli Wines is a wine brand established in 2006 and was founded by the collaboration of the Secci brothers from Italy with the Sekhri and Mohite-Patil brothers from India. They hold a 240-acre vineyard in the region of Akluj, Maharashtra, from where Fratelli is based. It combines Italian wine-making skills with Indian terroir. The wines are skillfully made, and they have a complex color with notes of dark fruits, spices, and earth. Key ingredients are Shiraz, Sangiovese, and Merlot grapes, which are so sturdy and have such rich taste that they are the most popular among wine lovers. Fratelli is known for India’s largest privately owned wine estate. The winery's high-tech laboratory also ensures the highest level of quality and discipline are maintained at each and every step of the manufacturing process.
Product ABV% Classic Shiraz 13.5 Sangiovese Bianco 12.5 Merlot 13.5
Read More: Top Whisky Brands in India for 2024 | ABV%
3. Sula
Variants:
Sula Rasa Shiraz
Dindori Reserve Shiraz
Satori Merlot
Manufacturer: Sula Vineyards
Winery: Sula Vineyards, Nashik
Sula Vineyards was established by Rajeev Samant in 1999, and in a short span of time, the company has turned out to be the largest wine producer in India. Sula is India’s leading wine company, spearheading the distribution of wine from India across the world. The brand is headquartered in Nashik, Maharashtra, and is known for its quality and innovation in Indian winemaking. Among their red wines, the ones are awarded for rich, fruity flavors with notes of spice and oak. The grapes used are Shiraz and Merlot, the ones selected for their ability to produce strong and flavorful wines. Sula is one of the most sustainable winemaking brands in the world, with more than 2 MW of solar PV installed.
Product ABV% Sula Rasa Shiraz 13.5 Dindori Reserve Shiraz 14.0 Satori Merlot 13.0
4. Aurva Chandon
Variants: Aurva
Manufacturer: Chandon India
Winery: Chandon Winery, Maharashtra
Chandon is a winemaking brand that is part of Moët Hennessy (LVMH) company, which was established in 1959 by Robert Jean de Vogue. The Indian operations are based in Nashik, Maharashtra. Chandon Aurva is a new adventure for our Maverick brand. Aurva is something added to introduce to India and the world. Made with the historic Shiraz grape, a collaboration between an Indian and an Australian winemaker includes grilled and barbecued meats, lamb shawarma, and full-flavoured curries such as chicken tikka masala. Chandon is the first offering from Moët Hennessy to be made in India and is now available across 22 cities in India.
Product ABV% Chandon Aurva 14.0
5. Riviera
Variants:
Rivera Syrah
Rivera Cabernet Sauvignon
Rivera Merlot
Manufacturer: Rivera Wines
Winery: Rivera Vineyards, Maharashtra
Riviera Wines is a wine company that has red wines that are the reflection of Indian winemaker art in viticulture, was established in 1982 by Shamrao Chougule. The brand is based in Mumbai, Maharashtra. Rivera is a company that is well-known for showing its commitment to producing high-quality wines. The red wine is based on the Shiraz grape which has black pepper and plum fruit aromas, whereas the white wine is based on Chenin blanc with aroma of fresh fruit. The leading varieties of grapes include Syrah, Cabernet Sauvignon, and Merlot. Their selectively matured grapes are handpicked and transported to the winery mostly at night and crushed early in the morning when still cold.
Product ABV% Rivera Syrah 13.5 Rivera Cabernet Sauvignon 14.0 Rivera Merlot 13.5
6. Grover Zampa
Variants:
La Réserve
Vijay Amritraj Reserve Collection
Manufacturer: Grover Zampa Vineyards
Winery: Grover Zampa Vineyards, Nandi Hills, and Nashik
Grover Zampa Vineyards stands at the forefront of Indian wine, and its headquarters are in Bangalore, Karnataka. It was established by Kanwal Grover. In 1992, the first vineyard was set up. The popular Zampa range was launched in 2008 and owns the award-winning Zampa Soirée wine. Their wines display great depth and poetic expression, which are reminiscent of the flavors palette of dark berries, spices, and oak. The grapes used, such as Shiraz and Cabernet Sauvignon, are meticulously chosen to ensure that a premium wine is the result. The wines of this brand are created with an uncompromising and passionate focus on quality and attention to detail in all aspects, which permits the vineyard to express its true potential.
Product ABV% La Réserve 14.0 Art Collection Shiraz Rosé 13.0 Vijay Amritraj Reserve Collection 14.5
7. Four Seasons
Variants:
Four Seasons Barrique Reserve Shiraz
Four Seasons Merlot
Four Seasons Viognier
Manufacturer: Four Seasons Vineyards
Winery: Four Seasons Vineyards, Baramati, Maharashtra
Four Seasons is a vineyard that is owned by United Spirits Ltd. (Diageo Group) and was established in 2006. The wines originate in Baramati, Maharashtra, a town rich in poetry and history, both of which are essential ingredients in winemaking. Four Seasons produces wines that are both sophisticated and characterful, with dark fruit, spice, and oak as the main notes. The primary grape varieties used are Shiraz, Merlot, and Viognier, which were grown in the Baramati area. Four Seasons has won 48 international awards in the wine circuit since its inception.
Product ABV% Four Seasons Barrique Reserve Shiraz 13.5 Four Seasons Merlot 13.0 Four Seasons Viognier 12.5
8. Big Banyan
Variants:
Big Banyan Merlot
Big Banyan Shiraz
Big Banyan Cabernet Sauvignon
Manufacturer: Big Banyan Wines
Winery: Big Banyan Vineyards, Goa
Big Banyan Wines is a winemaking brand that is part of John Distilleries Pvt. Ltd., which was established in 1996. Bangalore, Karnataka is their base, and their wines are well-known for their powerful flavors with ripe fruit and spice notes. The first winery was set up in Goa, and they have launched a winery in Bengaluru. The main grapes that are used are Merlot, Shiraz, and Cabernet Sauvignon, which are grown in such a way that they produce a wine with a lot of character and a complex flavor. Big Banyan has won six trophies at the IWCCA.
Product ABV% Big Banyan Merlot 13.5 Big Banyan Shiraz 14.0 Big Banyan Cabernet Sauvignon 13.5
9. Dia
Variants:
Dia Red
Manufacturer: Sula Vineyards
Winery: Sula Vineyards, Nashik
Dia is a winemaking brand that is part of Sula Vineyards, which was established by Rajeev Samant in 1999. Based in Nashik, Maharashtra, Dia wines are known for their light, fruity flavors, and lower alcohol content. The wines often feature notes of fresh fruits and a crisp finish. The major blends used ensure a balanced and approachable wine. Sula recently launched the Dia Red Wine Sparkler, which comes in a can. The brand makes wines with ultimate respect to the environment, following sustainable practices.
Product ABV% Dia Red 10.0
10. Arros
Variants:
Arros Cabernet Shiraz
Arros Shiraz
Arros Merlot
Manufacturer: Good Drop Wine Cellars
Winery: Good Drop Vineyards, Nashik
Arros is a red wine manufactured by York Winery, which is headquartered in Nashik, Maharashtra, Arros is a reserve blend of Shiraz and Cabernet Sauvignon. Arros is the flagship red wine of York Winery and is composed of the best barrels from the best vintages making its production very limited to less than 10000 bottles. The nose of the wine has lifted a jammy, sweet vanilla and Christmas cake palette with hints of nutmeg, cloves, blackcurrant, and coffee. It is aged for 12-15 months. The primary grapes used include Shiraz and Cabernet Sauvignon, chosen for their robust characteristics.
Product ABV% Arros Cabernet Shiraz 14.0 Arros Shiraz 14.0 Arros Merlot 13.5
Final Word
At Indian Retailer, we see how this Indian red wine market is diverse and evolving, with both domestic and international brands offering an impressive range of flavors and styles. Whether you prefer the bold notes of a Shiraz or the subtle elegance of a Merlot, these top 10 red wine brands in India provide an excellent starting point for exploring the rich tapestry of red wines available in India. Cheers to discovering your next favorite bottle!
FAQs on the Top 10 Indian Red Wine Brands
1. What is red wine?
Red wine is an alcoholic drink with a deep red color that comes from dark-colored grapes. To produce red wine, winemakers ferment crushed grapes, including the grape skin. Yeast grows and takes in the natural sugars, converting them into alcohol. The grape skin gives red wine some of its color and flavor.
2. Which is the largest distributor of wine in India?
Brindco Sales Limited is one of the largest distributors of wine in India, known for its extensive distribution network and wide range of imported and domestic wines.
3. Which is the richest red wine in India?
Zampa Insignia is one of the finest and most expensive red wines in India, priced around Rs 5000 per bottle.
4. Who can import wine in India?
In India, only licensed importers and authorized distributors can import wine. These entities must obtain a license from the Directorate General of Foreign Trade (DGFT) and comply with state excise regulations.
Raymond, a brand synonymous with quality and heritage in India, is not just resting on its laurels. The company has embarked on a technological revolution, integrating AI and omnichannel commerce to ensure that it stays relevant and competitive in today’s fast-paced retail environment. In an in-depth discussion with Ravi Hudda, Chief Technology Officer, Raymond, we delve into how the company is embracing the future.
Omnichannel Commerce: Meeting Consumers Where They Are
In today’s retail landscape, the line between online and offline shopping is increasingly blurred. Hudda explains, "Omnichannel has become a necessity from a consumer perspective. Today, consumers crave a physical experience in-store as much as they appreciate the convenience of browsing websites or marketplaces. To remain in the consumer’s consideration set, a diverse strategy to attract and capture consumers across various channels is essential."
Raymond's journey towards an omnichannel strategy began well before the pandemic, but it was COVID-19 that accelerated the process. "Standalone channels, both online and offline, have been operating in India since 2015 and 2016," Hudda notes, "but COVID put the entire omnichannel journey on steroids. Physical retail consumers wanted to engage with brands, and online became a very big touchpoint. Once restrictions eased, we saw a surge in consumers returning to physical stores, leading to a phenomenon we call ‘revenge buying’."
Raymond's omnichannel strategy now spans across its vast retail network of approximately 1,500 exclusive brand outlets (EBOs), shop-in-shop formats, and franchisee stores. The brand is also present across all major e-commerce marketplaces and runs its own direct-to-consumer (D2C) website. "If you combine all retail touchpoints, we have more than 20,000 across the country," says Hudda, highlighting the sheer scale of Raymond's reach.
The Power of AI
As Raymond expanded its omnichannel presence, the need for deeper consumer insights became apparent. Enter Staqu, an AI-powered retail analytics platform that the company has integrated into its stores. "We all know that AI has huge potential," Hudda states. "When a consumer visits our website, we get full insights—where they come from, what pages they land on, what products they view, and their conversion rates. But what about in-store? We wanted to understand consumer journeys in our stores—when they arrive, who they are, how much time they spend, and their conversion rates."
Staqu’s Jarvis, a video analytics solution, provided the perfect answer. Atul Rai, Co-founder and CEO, Staqu, explains, "Raymond already had cameras in its stores, so the idea was to leverage this existing infrastructure. We connected the feed to the cloud, where Jarvis analyzes the data. The AI tracks footfall, identifies unique visitors (excluding employees), and analyzes consumer behavior within the store."
This technology allows Raymond to create heatmaps of store sections, track which products attract the most attention, and measure how long consumers engage with these products. "This is information you typically get from online shopping, but offline stores were missing out on it," says Rai. "Now, cameras play a powerful role in providing this data, helping the company optimize their store layouts and product placements."
Ensuring Privacy in a Data-Driven World
With the increasing use of AI and data analytics, privacy concerns are at the forefront. Both Hudda and Rai emphasize Raymond’s commitment to consumer privacy. "In India, we follow GDPR guidelines, even though there isn’t a data protection law in place yet," Rai assures. "We’re the only company in the country that is GDPR compliant, getting audited monthly to ensure we’re up to standard."
The data collected by Jarvis is anonymized and does not include any personally identifiable information (PII). "We do not collect data related to faces or any other re-identifiable markers," Rai explains. "The data is stored on Raymond’s cloud, and Staqu does not have access to it. This ensures that Raymond maintains full control over their consumer data, safeguarding it within their firewall."
Hudda adds, "Think of it as a watchman sitting outside the store counting the number of people entering. He’s not interested in faces, just the numbers. That’s how we use AI—purely to enhance consumer experience without compromising privacy."
Measuring Success
For Raymond, the integration of AI is not just about staying ahead of the curve; it’s about tangible results. "Any investment in technology is measured on ROI," Hudda states. "For instance, if I have two stores in different locations and one has a lower conversion rate, I can analyze whether customers are not spending enough time in the right sections or if our staff needs better training in cross-selling and upselling."
Furthermore, the insights from Jarvis enable Raymond to make more informed decisions about store displays, visual merchandising, and even marketing campaigns. "My marketing dollars are becoming more efficient because I can measure the impact of each campaign," Hudda says. "I can refine those campaigns to create better footfalls and conversions."
Expanding Tech Horizons
Raymond is not stopping at just AI-powered analytics. The brand is actively exploring other technological innovations to enhance customer experience. "We are working on multiple generative AI solutions to make the consumer journey easier, more interactive, and engaging," Hudda reveals. While he remains tight-lipped about specific details, it’s clear that the company is gearing up to announce significant progress in the coming quarters.
As Raymond continues to evolve, embracing technology and innovation, it stays true to its legacy while preparing for the future. By integrating AI and omnichannel strategies, the brand is not just meeting consumer expectations but setting new standards in the retail industry.
Gold is a significant part of India. People of our country buy gold not just for investment purposes, but for their fondness and love for the lustrous metal. For decades, Indians bought gold from their family jewellers - those who they trusted for generations, however, today some jewellery brands have established their dominance in the booming market. How and when these top gold jewellery brands came into being? Here is a curated list of the top 10 gold jewellery brands in India. This article presents all the information you need on the best gold jewellery brand in India.
Read More: How Farah Khan Ali Transformed Indian Jewelry with Bold Designs and Sustainability
Top 10 Gold Jewellery Brands in India
Here is a curated list of top gold Jewellery brands in India. Learn more about the leading jewellers in the market.
1. Tanishq
Tanishq, a leading gold jewellery brand in India, was founded in 1994. It is a division of Titan Company. This Indian jewellery brand has its headquarters in Bengaluru. Xerxes Desai is the founder of the jewellery brand. Tanishq has a presence across more than 410 retail stores in 240 cities in India, UAE, the US, Singapore, and Qatar. International expansion started with its first store in the UAE, around COVID-19 pandemic. The company has launched a sub-brand called Rivaah, focusing on the wedding sector. Hallmark has granted authentication to Tanishq. The company has been awarded Dot Design as the World's highest honor for product design.
Recently, Tanishq opened a new store at Omaxe Chowk, Delhi. Check Here
2. Kalyan Jewellers
Kalyan Jewellers, the popular jewellery brand pan-India, has a family legacy in the business. It was launched in 1908. Kalyan Jewellers FZE is the parent company of the gold jewellery brand. T. S. Kalyanaraman is the founder. It opened its first showroom in 1993 in Thrissur, Kerala, and expanded its presence across pan-India in 2012. It started expanding internationally by opening 6 showrooms in the UAE; now the brand has around 30 showrooms in the Middle East (Qatar, Kuwait, Oman). Today the jewellery brand has 137 showrooms, out of which 107 are in India and 30 are in the Middle East part of the world. The brand has been awarded as the most influential brand by DC Books and DC Media. Kalyan collaborated with Amitabh Bachchan as its national brand ambassador.
Kalyan Jewellers reveals the revenue growth report. Read More Here
3. Malabar
Malabar is another leading gold jewellery brand in India. M. P. Ahammed is the founder and chairman of Malabar, which launched in 1993. He achieved the Global Excellence award from Defense Minister Nirmala Sitaraman and got recognized with the APCO Group's Haji A.P. Award from Kerala Chief Minister Oomen Chandy. Malabar is present nationally and internationally, making a retail network of more than 350 outlets across 13 countries with 15 other business vertices. India, the Middle East, the Far East, and the US are the countries where Malabar has a strong presence with multiple offices, design centers, wholesale units, and factories. The brand offers 100 percent BIS Hallmark gold in the market. Alia Bhatt was signed up as the brand ambassador for Malabar.
Malabar Gold & Diamonds Expands in UK, Opens Second Showroom in Leicester. Read More Here
4. Reliance Jewels
Reliance Jewels, a top gold jewellery brand in India, was established in 2007. The first launch of the brand was through its showroom opening in Iscon Mall, Ahmedabad. Reliance Retail is the parent company. Reliance Jewels has 400+ stores in showrooms and shop-in shops formats across 200+ cities. The brand deals with only 100 percent BIS Hallmark gold. Reliance Jewels was recognized as ‘Brand of the Decade’ by BARC Asia Awards in 2023.
5. PC Jewellers
PC Jewellers is regarded as the top gold jewellery brand in India. A first-generation business founded by Padam Chand Gupta and Balram Garg. It opened its first showroom in 2005 in Karol Bagh, New Delhi. Today the brand is available across 67 cities in 17 states in India. PC Jewellers is the fastest-growing jewellery retail chain with standalone stores at high-street locations. PC Jewellers featured Akshay Kumar and Twinkle Khanna as their brand ambassadors. The gold jeweller brand was awarded the Niryat Shree Silver Trophy in the gems and jewellery non-MSME category by the Federation of Indian Export Organizations, set up by the Ministry of Commerce and Industry, Government of India.
6. Joyalukkas
Joyalukkas is a leading gold jewellery brand in India. Founded in 2001 by Alukkas Group, the inception happened in 1987 by Alukka Joseph Varghese, who laid the ideology behind the brand. The gold jewellery brand is based in Kerala and Dubai, with more than 160 showrooms in 11 countries around the globe. Including India, the UK, the US, Singapore, Malaysia, the UAE, Qatar, Kuwait, Bahrain, and Oman. Joyalukkas is the first retail jewellery brand to be awarded both the prestigious ISO 9001:2008 and 14001:2004 certifications. Along with that, Joyalukkas has received Dubai Quality Awards Certification from H. H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. Actress Kajol has been signed up as the brand ambassador for Joyalukkas.
7. Senco
Senco is another top gold jewellery brand in India. With a legacy of more than 80 years, Senco Gold Limited owns the brand. It was incorporated in 1994 in Kolkata, under the chairmanship of the late Shri Shankar Sen. It was launched under the provisions of the Companies Act, 1956. Today the chairman and director of Senco is Ranjana Sen, representing the gold jewellery brand in more than 16 states with 150 showrooms in India. Senco has earned Jagran Achiever’s Award 2023 for Excellence in Design Innovation in Gold and Diamonds. It partnered with Kiara Advani as the brand ambassador of the brand.
Senco Gold and Diamonds Spearheads 'Make in India' Commitment Through ONDC Integration. Read More Here
8. CaratLane
CaratLane has emerged as the top new-age gold jewellery brand in India, which began its journey as a D2C brand. The brand was incorporated in 2008 by Mithun Sacheti and Srinivasa Gopalan. It has its headquarters in Chennai. CaratLane was acquired by Titan Company in 2016, making it the parent company. The gold jewellery brand is present in more than 100 cities in India with over 270 retail stores. It has an omnichannel presence in the market, providing physical and online retailing. CaratLane has used technology as a way to upscale; for instance, it used applications on smartphones with face recognition and 3D imaging technology for customers to try on the product virtually.
CaratLane's Progressive Ties with PhonePe for Digital Gold Redemption : Read More Here
9. Bluestone
Another D2c jewellery brand that became an omnichannel giant is Bluestone. It has today gained prominence among the best gold jewellery brands in India. The brand was founded by Gaurav Singh Kushwaha. It started with an initial investment from Accel and Saama Capital in 2011, and launched its first store in 2018. Today, it has over 150 stores in India. The gold jewellery brand is shipping internationally to the US, UK, Canada, as well as Australia. Bluestone had been awarded for outstanding e-retail performance in 2024. It signed with Alia Bhatt as its first brand ambassador.
Gaurav Singh Kushwaha redefines the landscape of jewellery shopping in India. Read More Here
10. Zoya
Zoya is a leading gold jewellery brand in India. It is a luxury jewellery boutique owned by the house of TATA. It started operations in 2010 with innovative artisanal techniques that were critically analyzed from the traditional Indian karigari. Zoya began with 5 flagship boutiques and 2 retail stores in 5 cities in India—namely Mumbai, Bangalore, Delhi, Hyderabad, and Gurgaon. Recently, Zoya launched its new flagship store in the south extension, New Delhi. The gold jewellery brand signed Sonam Kapoor as its brand ambassador.
Final Words
In the eyes of Indian Retailer, gold jewellery is a fail-safe way of investment. Not just that, gold is valued due to its durability, historical significance, as well as a medium of exchange. Here are all the top 10 gold jewellery brands in India, for you to learn more about the leading jewellers in the market. Read more about - Top 5 Jewellery brands in India
FAQs
Does gold have a standard price across all brands?
Mostly, gold has a fixed price but can vary due to making charges, design, brand premiums, and styles.
Do brands offer certification for the gold jeweller?
Yes, gold jewellery brands offer certifications like BIS Hallmarking, which ensures purity.
Is there any exchange policy for jewellery?
Yes, reputed brands do provide an exchange policy where old jewellery can be exchanged at a fixed price for a new one. In case of a lower price for the old jewellery, the remaining amount can be paid.
In today’s tech-driven world, India with its booming digital economy, laptops have become an essential tool for personal and professional use. Early in the 1980s, laptops with the flip form factor were introduced. In Australia, the Dulmont Magnum was introduced in 1981–1982. However, it wasn't sold outside until 1984–1985. The $8150 (equivalent to $25730 in 2023) GRiD Compass 1101, released in 1982, was used at NASA and by the military, among others. The choice of a laptop brand can significantly impact your user experience. From powerful machines for gaming and professional work to sleek, lightweight models for everyday tasks. Here’s a list of the top 10 laptop brands in India to explore how they are impacting the Indian Market.
10 Laptop Brands Review: Pros & Cons
Brand Pros Cons Apple Premium build quality and design
Seamless ecosystem integration
High performance with Apple Silicon chips
Excellent battery life Expensive
Limited customization options
Compatibility issues with some software HP A wide range of models
Affordable options available
Good build quality
Reliable customer service Bloatware in some models
Inconsistent battery life
Design can be bulky Dell Strong performance with innovative features
Extensive range of products
Good after-sales support
High-quality displays Some models can be expensive
The design may feel less premium
Pre-installed bloatware in some models Lenovo Durable and robust build
Good performance for business and personal use
Versatile range of options
Great keyboards Design may seem uninspiring
Mid-range models can have average battery life
Software issues on some models Asus Excellent gaming laptops with high-end specs
Competitive Pricing
Innovative designs
Good display quality Some models have heat management issues
Limited battery life on gaming laptops
Bloatware presence Acer Budget-friendly options
Good performance for the price
Wide variety of models
Decent build quality Average battery life
Build can feel less premium Customer service can be inconsistent Microsoft Premium design and build quality
Great touchscreens
Excellent battery life
Seamless Windows integration Higher price point
Limited hardware options
Expensive accessories Samsung Excellent display quality
Long battery life
Stylish and lightweight design
Good overall performance Higher price range
Limited model availability
Less powerful than some competitors HCL Cost-effective options
Suitable for educational and enterprise use
Basic performance for everyday tasks
Limited availability
Outdated designs
Lack of high-end specifications
LG Lightweight and portable
Excellent battery life
Good display quality
Premium build and design High price point
Limited gaming options
Availability may be limited
List of Top 10 Laptop Brands in India
Here we put the list of the top 10 laptop brands in India which are driving the Indian Market and becoming giants in the tech industry.
1. Apple (MacBook)
Apple is an American multinational technology company founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in the year 1976. It is a company identified with its premium, high-end MacBook laptops- great productivity combined with ultra-modern design. Apple has a total revenue of $383.29 billion, the California-based company holds its headquarters in Cupertino, California. As of 2023, Apple was the fourth-largest personal computer vendor with a market share of 9 percent by unit sales and the largest manufacturing company by revenue.
Apple is equipped with features such as Retina displays, M1 and M2 chips, and interference-free operation with products from other Apple. Along with its excellent security system, MacBook products are also recognized for their premium construction quality. Apple recently announced the new MacBook Air with the powerful M3 chip, taking an incredible combination of power-efficient performance and portability to a new level making it up to 60% faster.
2. HP
HP is a leading tech company that was founded in 1939 by Bill Hewlett and David Packard, is now a top laptop brand that has a broad range of products that suit various budgets. Located in Palo Alto, California, HP is worth approximately $12.8 billion as of Q2 in 2024. HP's laptop computers are renowned for their stylish designs and high-speed performance with series like Pavilion, Envy, and Spectre which have superior quality features providing the best performance. With that HP laptops hold a market share of 21.9 percent in the global market as of 2023.
HP laptops offer the HP Command Center, which allows users to optimize performance, fan speed, and noise levels. The Spectre x360 is a popular device among users because of its versatility and stylish look.
3. Dell
Dell is a technology brand founded in 1984 by Michael Dell that can be trusted and, at the same time, it is an innovator. The headquarters is based in Texas, USA. Dell has a revenue of $22.2 billion in Q1 2024, up 6% YoY growth and a market share of 16.6 percent. Dell is the Most Trusted Brand in India and is most commonly recognized for its laptops, which are personalized according to customer specifications.
Dell brings the world’s broadest GenAI portfolio to help lead the AI revolution. The Inspiron series is suitable for everyday users, whereas the Alienware line is for gamers. The Dell CinemaColor technology offers enhanced color accuracy, contrast, and depth for a stunning visual experience, making these laptops perfect for media consumption and professional use. Dell, being renowned for its performance and innovation, has become the favorite of professionals looking for the best quality and reliability and has acquired companies like Alienware, known for high-end gaming PCs.
4. Lenovo
Lenovo is one of the top laptop makers in the world. It was started by Liu Chuanzhi in 1984 and now has a revenue of over $56,864 million in 2024 and the highest market share of 24.8 percent in the global market as of 2023. The headquarters of the company are located in Beijing, China and the operational headquarters are in Morrisville, North Carolina. Lenovo has operations in over 60 countries and it sells its products in around 180 countries.
Among the innovative and quality devices is the ThinkPad series, admired by professionals and renowned for its TrackPoint navigation and ThinkShutter camera cover, offering innovative cursor control and privacy protection. While the IdeaPad and Legion series are gaming and general consumer-friendly. The ThinkPad X1 Carbon is a relatively new model, but it is already loved for its long battery life and good-quality keyboard. Lenovo has built a solid reputation for quality and performance that allows it to cater to various user segments. Lenovo ranked #248 on the Fortune Global 500 list.
5. Asus
Asus is a high-tech company known for its gaming PC that was established by T.H. Tung, Ted Hsu, Wayne Tsiah, M.T. Liao and Luca D. M., in 1989. It is headquartered in Taipei, Taiwan. The ROG (Republic of Gamers) series is one of the brand's hottest sellers for gamers and has a market share of 7.1 percent as of 2023. The product comes with a strong graphics card and a cooling system that can withstand high temperatures. Asus integrates Aura sync RGB lighting, allowing gamers to customize the aesthetics of their laptops.
Asus is known for its creative design, and a good value for money, but a few models have thermal issues, which made it lose some confidence. ROG Zephyrus G14 is loved by many for its great gaming and portability. In 2019, Asus earned more than eleven awards from some of the world’s most prestigious organizations and media groups and was named the World’s Most Admired Companies by Fortune.
Read More: ASUS India: Pioneering Next-Gen Gaming
Earlier in News: ASUS India Launches 4th Select Store for Refurbished Products in Hyderabad
6. Acer
Acer is a technology company that was founded by Stan Shih, Carolyn Yeh, and Lemuel Girma in 1976 and is a well-known brand for its low-cost and high-quality products. Acer is headquartered in Xizhi, New Taipei City, Taiwan. As of 2024, Acer’s revenue was about $28.19 billion in June and is the world’s sixth-largest personal computer vendor with a market share of 6.6 percent which has been making cheap laptops such as the Aspire line for students and Predator series for gamers.
Acer’s Predator laptops are equipped with Predator Sense software, enabling users to control and customize system settings. Generally, Acer products offer decent performance and Full HD displays, but may not be the best choice in terms of build quality, as some models tend to have inconsistent quality. In 2019, Acer and Ubisoft teamed up for the Rainbow Six Pro League and other major esports events with the Predator brand as the PC and monitor sponsor. The company announced the esports social platform PLANET9.gg which aims to provide game analytics, community-organized competitions, and social experiences.
Earlier In News: Acer Unveils TravelLite Laptop Tailored for Business Needs
7. Microsoft
Microsoft is an American multinational tech company founded by Bill Gates and Paul Allen in 1975, Microsoft is a tech behemoth known primarily for its Surface range of laptops. Its headquarters in Redmond, Washington, USA, is where the tech giant has a revenue of $245.1 billion as of 2024.
Microsoft laptops, although more expensive, outshine their competitors due to their top-notch construction and effortless compatibility with the Microsoft ecosystem, making them the preferred choice for tech aficionados and professionals. Microsoft ranked No. 2 in the 2022 Fortune 500 rankings of the largest United States corporations by total revenue and it was the world’s largest software maker by revenue. The subsidiaries include Skype Technologies, GitHub, and LinkedIn.
8. Samsung
Samsung is a South Korean technology giant famous for its electronics, including laptops, was founded in 1938 by Lee Byung-chul. The company's quarterly revenue for Q2 2024 is KRW 74.07 trillion, and its headquarters are in Suwon, South Korea. Sleek design, AMOLED displays, and long battery life make Samsung laptops stand out. Especially those who love aesthetics with performance have chosen the Galaxy Book series.
Samsung keeps on evolving even in the face of competition, although some users have noticed that its prices may be higher than those of its rivals. Their Galaxy Ecosystem connectivity allows seamless integration with other Samsung devices, enabling a smooth transition between tasks and increasing productivity. Samsung comprises numerous affiliated businesses and has the eighth-largest brand value in the world as of 2020.
9. HCL
HCL brand is focused on technology and IT services, even laptops and was Established in 1976 by Shiv Nadar. The company’s headquarters are located in Noida, India, and has a revenue valued at ₹111,408 as of 2024. With a production of laptops for educational and business purposes, HCL is well known for its motto “affordable and functional design”. The company has offices in 60 countries. Even though it may not be as well-known as other brands around the world, HCL is a good choice for people who are looking for affordable and reliable products.
Whereas HCL laptops fail to boast high-tech features, they still serve well for the needs of less demanding applications, such as small enterprises and educational institutions needing economical solutions. In 2024, HCLTech decided to acquire select assets of the communications technology group, a business division of Hewlett Packard Enterprise HPE, for $225 million.
10. LG
LG Corporation is a South Korean multinational company established in 1947 by Koo In-hwoi and is famous for its innovation and quality in a wide range of electronic products, including laptops. It has a revenue of KRW 83.5 trillion as of 2023 and its headquarters are in Seoul, South Korea.
The LG Gram is in the lead when it comes to portability and high performance thus it catches the attention of both professionals and travelers. LG's laptop range has been as extensive as the others, it would have been less popular. However, their design and functionality are the main reasons why they are more appealing to those who prefer mobility and durability.
Final Words:
At Indian Retailer, we see how rapidly the tech industry is changing day by day, and how the market giants are trying to adopt these changes to stay No. 1 in the market. Their unmatched performance and advanced technology make them highly sought-after choices for both professionals and tech enthusiasts. So we make a list of the top 10 laptop brands in India which is driving the market crazy. These brands are often preferred by industry leaders and trendsetters, setting benchmarks in the tech world and embodying the essence of modern efficiency and style.
FAQs on Top 10 Laptop Brands in India (2024)
1. Which brand is best for laptops?
Some of the best laptop brands in India include Dell, HP, Lenovo, Asus, and Apple. These brands are known for their excellent performance, build quality and customer support.
2. Which generation of laptop is best?
You can opt for 12th-generation and 13th-generation laptops. Anything older is also fine, but you may be giving up on newer features and performance figures that may make your new laptop more future-proof in the long run.
3. Which laptop size is best?
15-16 inches is a comfortable sweet spot. Even though I review laptops for a living, I still see them as a secondary option (or necessary evil) when I'm not able to work on a desktop.
4. Which is better, Lenovo or Dell?
Lenovo offers a more balanced approach, utilizing both Intel and AMD processors depending on the model and target audience. Both brands offer a variety of pre-configured options, but Dell allows for more customization on high-end laptops, particularly in the XPS series.
5. Who is the biggest laptop manufacturer?
Lenovo is the largest personal computer manufacturer globally. Lenovo is an iconic Chinese technology company manufacturing computers since 1984. The market data shows that Lenovo has solidified its position as the largest PC manufacturer globally.
Hydration fans, brace yourselves; Laneige, the iconic Korean skincare brand that’s taken the world by storm, has landed at Sephora India. The brand has been available at different ecommerce websites until now. This move reflects the brand’s strategic expansion efforts within the Indian market, offering beauty enthusiasts an opportunity to experience Laneige’s innovative skincare solutions both online and offline. The recent launch event at Sephora’s Saket store in Delhi was not just a celebration of this collaboration but a testament to the brand's commitment to making high-quality Korean skincare accessible to a wider audience in India.
What’s the Buzz?
Laneige, known for its hydration-packed skincare wonders, made its grand debut at Sephora India, both online and in-store. Paul Lee, Country Head, Amore Pacific India, couldn’t hide his excitement: “The event at the Sephora store in Saket was an invigorating experience! Laneige has launched its products in Sephora's physical and online stores for the first time as part of its omnichannel expansion strategy. We aim to complement our strong online presence and provide customers with multiple touchpoints to experience the essence of the brand.”
For those who live and breathe beauty, Sephora is a sacred space. So, it only makes sense that the Korean beauty brand, with its cult-favorite Water Sleeping Mask and Lip Sleeping Mask, would find its way into this beauty mecca. Mini Sood Banerjee, Assistant Director and Head of Marketing, Amore Pacific India, couldn’t have said it better: “We are thrilled with the debut of Laneige Skin Superheroes at Sephora. The global beauty giant is one of the favorite shopping spots for the beauty enthusiast, and our presence here will allow us to engage with customers in new and innovative ways, and we can’t wait to see the impact. We’re committed to continuing this momentum, and making Laneige the leader in the industry.”
The Secret to Skincare Magic
Laneige isn’t just another skincare brand — it’s a hydration powerhouse! Specializing in moisture research, the brand has perfected the art of keeping your skin plump, dewy, and glowing. Think of their products as a tall glass of water for your skin, quenching its thirst and giving you that lit-from-within glow.
Sally Lee, Brand General Manager, Laneige India, shared the brand’s vision: “It’s exciting to see the response we have received for the brand in the last 5 years. The brand offers unique products for Indian consumers to experience, and we aim to connect with a broader audience interested in exploring these skincare offerings.”
It's skincare lineup is like a superhero squad for the face — each product bringing something unique to the table. From their iconic Water Sleeping Mask that works magic while sleeping, to the Lip Sleeping Mask that’s become a bedside staple, the products are designed to hydrate, repair, and protect the skin.
Mini explains the brand’s appeal: “Korean brands like Laneige are catching on fast in India because they bring something fresh and effective to the table. Our products, especially the sleeping masks, are a hit because they deliver visible results — hydration, glow, and all the things that make you look like you’ve just walked out of a K-drama!”
Sephora x Laneige: What’s Next?
With Laneige now in the Sephora fold, the brand is set to conquer the Indian skincare market like never before. Already present in eight Sephora stores across the country, the brand is on a mission to expand its reach even further. Mini gives us the inside scoop: “Our expansion plans include further collaborations with multi-branded stores like Nykaa, Tira, and of course, Sephora.” But what about the idea of standalone brand stores in India? Not so fast. Banerjee explains, “We are still trying to figure out the Indian market. Though customers love us, we need some more time for that matter.”
Laneige’s appeal in India isn’t just a flash in the pan. It’s no surprise that cities like Delhi and Mumbai are leading the charge, but the love for the brand is spreading fast to Tier I and Tier II cities too. What’s driving this trend? The answer is simple: K-beauty is the new cool, and Laneige is at the heart of it.
Paul Lee shares his thoughts on the brand’s traction in India: “Metros, of course, Delhi, Mumbai, Northeast, and even the Tier I and Tier II cities are showing a very fast-paced uptake. K-beauty is trending all over the world, and especially in India. We recently collaborated with Sara Tendulkar as our brand ambassador, and she’s working very well for us. Her dewy and glowing skin is a perfect match for the brand's brand ethos.”
And let’s not forget the Northeast — a region that’s becoming a hotbed for K-beauty lovers. Laneige’s popularity here is partly due to the region’s deep connection with Korean culture, from K-pop to K-dramas, making it the perfect playground for the brand's skincare innovations.
Paul Lee is optimistic about Laneige’s future: “Globally, Laneige’s partnership with Sephora has been very strong and extensive. With Sephora India, we have just started, but I strongly believe that we have a lot of success stories globally. I believe we will also soon be able to become the number one skincare brand in Sephora India as well.”
Coming from a business family involved in small enterprises in Nagra, Ishendra Agarwal pursued his bachelor's and master's degrees at IIT Kanpur. Afterward, he joined BCG as a management consultant. During his time in the corporate world, particularly within the jewelry segment, he observed that India, being the world's second-largest consumer of jewelry, had a significant market gap. Most jewelry brands in India, including Tanishq, Kalyan, Malabar, CaratLane, and BlueStone, focus on fine jewelry priced above Rs 30,000. This high price point makes it challenging for women to purchase and wear such jewelry regularly, whether for office wear or small gatherings.
In contrast, international brands like Pandora and Mejuri offer fine jewelry at more accessible price ranges, with average order values between Rs 12,000 - 15,000. This observation highlighted a need for a fine jewelry brand in India that provides quality pieces at a more affordable price point, allowing women to purchase jewelry frequently without worrying about significant expenses.
Inspired by this insight, he founded GIVA to fill this gap in the market. “Our goal is to create a brand where women can effortlessly buy beautiful, fine jewelry without having to consider substantial savings or budget constraints. Whether through a quick visit to a store or a few clicks online, we aim to make fine jewelry accessible and enjoyable for everyday wear,” he said.
Nationwide Store Expansion
Currently, the brand has approximately 130 stores operating across India, with about 50 percent of them located in Bengaluru and Delhi – Bengaluru has 32 stores, and Delhi has 34 stores. The remaining stores are spread across other Tier I cities like Mumbai, Pune, Kolkata, and Hyderabad, as well as Tier II cities such as Dehradun, Indore, Lucknow, and Kanpur.
“Our expansion strategy focuses on increasing our offline presence significantly. We aim to establish at least 50 to 60 stores in Bengaluru and Delhi alone. Simultaneously, we plan to deepen our reach in other metro and Tier I cities while expanding our footprint in Tier II cities. Our goal for the next two years is to be present in about 60 cities across India, with a total store count of approximately 300,” stated Agarwal.
Digital-Offline Balance
GIVA’s approach to online channels leverages widespread access to mobile phones and the internet, aiming to create brand awareness primarily through digital platforms. This remains its primary focus. Conversions, however, can occur both online—through its mobile application and website—and offline. This is the essence of its customer acquisition strategy in the D2C funnel.
Additionally, the brand is present on various marketplace channels, including Amazon, Myntra, Nykaa, Nykaa Fashion, and Tata CLiQ, which contribute significantly to its sales.
“Currently, online channels and these marketplaces account for 60 percent of our sales, while offline sales, which we began two years ago, contribute 40 percent of our revenue. We anticipate this to shift to a 40-60 split in the next two years, favoring offline sales,” he asserted.
GIVA also utilizes its mobile application to provide various services to its customers. For instance, if a woman purchases jewelry and wants lifetime replating, she can easily arrange it via the app. The app also offers access to digital warranty and authenticity certificates, and it serves as a convenient platform for its loyalty program. This is how the brand integrates its mobile application and website into its overall strategy.
Quick Commerce Entry
GIVA has recently ventured into Quick Commerce, launching about a month ago on platforms like Blinkit and Swiggy Instamart. This initiative has been performing exceptionally well, particularly during special events like Akshay Tritiya, Mother's Day, and Father's Day. On these occasions, there is a noticeable spike in demand as customers seek fine jewelry for same-day gifting.
“We have become a popular choice for last-minute gifts, as many people don't plan their gifts days in advance and often make the decision on the same day. Quick Commerce provides a convenient solution for these spontaneous purchases, making it easy for customers to select and receive a fine jewelry product swiftly,” explained Agarwal.
Expanding Product Portfolio
Currently, GIVA is focusing on silver as a primary metal and has expanded into lab-grown diamonds set in 14-carat and 18-carat gold. It launched its lab-grown diamond collection six months ago, and it is now available in 60 of its stores. In silver collection, the brand offers a wide range of earrings, pendants, rings, and bracelets.
“We are also expanding into categories like toe rings, anklets, and nose pins. Additionally, we are focusing on kids' and men's jewelry, recognizing that fine jewelry makes an excellent gift for children.” He noted.
Moreover, it is working on launching GIVA signature perfumes, featuring five to six floral notes, designed to provide a unique and memorable GIVA experience. This new product line is currently being developed.
Influencer-Driven Awareness
The brand uses social commerce primarily to create awareness rather than drive transactions. Its strategy involves collaborating with numerous influencers and micro-celebrities to generate content and build brand visibility. Each month, over 2,000 influencers post about GIVA on platforms like YouTube and Instagram.
“Our social commerce efforts focus on several key areas. We create awareness about specific categories, highlight the presence of our stores in various regions, and promote new collections, especially around significant events. For instance, we recently launched a silver Rakhi line for Raksha Bandhan, featuring both standard silver Rakhis and personalized options where you can have your brother's or sister's name engraved on the Rakhi. This multifaceted approach helps us reach a wider audience and keep them informed about our latest offerings,” highlighted Agarwal.
Tech-Enhanced Experience
To improve the consumer experience, the brand utilizes several technological advancements. First, its virtual try-on feature available on its app allows customers to see how certain products will look on them, enhancing their shopping experience. Second, it integrates online and offline channels to provide a personalized shopping experience.
Additionally, the company is incorporating technology into its customer support to offer faster responses. Automated systems can handle common queries efficiently, reducing the need for human intervention and speeding up response times.
Designer Collaborations
GIVA actively collaborates with multiple designers to keep its designs fresh and fashionable. About six months ago, the brand partnered with European designer Lea Schroeder to launch the "Love in Paris" collection. Following that, it collaborated with Bhumi Pednekar five months ago, who worked with its design team to create a new collection. More recently, GIVA teamed up with a Turkish designer to introduce the "Wings of Wonder" collection.
“These collaborations are central to our strategy, as our goal is to set fashion trends in India or bring the latest international trends to India as quickly as possible. We are committed to staying at the forefront of fashion through these dynamic partnerships,” explained Agarwal.
Remarkable Revenue Growth
GIVA has been experiencing impressive growth, with a year-on-year increase of 90 to 100 percent. Last year, the brand achieved approximately Rs 250 crore in revenue, and this year, it is closing at around Rs 450 crore.
The brand has also recently ventured into franchising, which has been highly successful. “Our franchising model involves franchisees investing in the store while we handle operations. Franchisees manage employees and sales, adhering to our established protocols, while our team oversees store operations to ensure consistency and quality,” he stated.
“Our long-term target is to reach Rs 1000 - 1500 crore in revenue within the next four to five years,” he added.
READ MORE: India’s Jewelry Market Poised for Explosive Growth, Projected to Reach $145 Bn by FY28
Strategic Global Expansion
GIVA currently has a store in Sri Lanka that is performing well, and it plans to continue its presence there, albeit at a measured pace.
“In the next one to two years, we aim to expand into Sri Lanka further, as well as explore opportunities in Singapore, Southeast Asia, and the Middle East. These regions will be our focus for international expansion,” he concluded.
The rum has been a favorite drink for Indians for decades. Have you ever wondered where these best rum brands originate? What are the top 10 rum brands in India? Which country is the largest producer of rum?
Starting with the first answer, the exotic nation of the Philippines is the largest rum producer. Keep reading as we answer all the pertinent questions regarding the top partner of cola drinks - the rum.
Top 10 Rum Brands in India (2024)
Here are the best rum brands in India. Fetch details on the top rum brands in the market starting with Old Monk, Bacardi, and Santa Teresa.
1. Old Monk
Old Monk is one of the top 10 rum brands in India. This alcoholic beverage brand was introduced in 1855. It is manufactured by Mohan Meakin Ltd. Produced in Ghaziabad and Uttar Pradesh and has its headquarters in Solan, Himachal Pradesh. The leading rum brand is made in India and has been blended for 7 years. It launched in the Indian market in 1935. The rum is made with four key ingredients: caramel, chocolate, ripe peach, and vanilla. It contained 42.8 percent of ABV.
Old Monk Rum Varieties:
Old Monk Orange Rum
Old Monk Lemon Rum
Old Monk Apple Rum
Old Monk White Rum
Old Monk Cola
Old Monk Cranberry
Old Monk Mojito
Read More: Top Whisky Brands in India for 2024 | ABV%
2. Bacardi
Bacardi is one of the best rum brands in India. The rum brand started in 1862 in Santiago de Cuba. The headquarters lies in Hamilton, Bermuda. Bacardi was founded by Facundo Bacardi Masso. He wanted to create a balance between two separate spirits. The first one is called ‘aguardiente’ and the second spirit is known as ‘redestilado’. It is a private limited company that has had ownership for seven generations, selling in more than 170 countries. In the 1930s Bacardi expanded its presence in Mexico and Puerto Rico, making the largest rum production facility of Bacardi. Mexico became the first international expansion for Bacardi. Today the rum brand operates in the US, Mexico, Puerto Rico, Spain and the Bahamas. The Bacardi rum has an ABV of 40 percent in the US and 37.5 percent in the UK and continental Europe.
Bacardi Rum Varieties:
BACARDÍ Limón
BACARDÍ Pineapple
BACARDÍ Dragon Berry
BACARDÍ Mango
BACARDÍ Coconut
BACARDÍ Raspberry
BACARDÍ Lime
BACARDÍ Ginger
Read More: Scotch vs. Whisky: The Key Differences Explained
3. Santa Teresa
Santa Teresa, the best rum brand in India was founded in 1796. The brand is based out of Venezuela. The journey of Santa Teresa started when a German merchant named Gustav Julius Vollmer got married to Panchita Rivas. The Vollmer family continues the ownership of Santa Teresa. Present day president of this rum brand is Alberto C Vollmer. It has its headquarters in Santa Teresa Estate, Costa Rica. Santa Teresa is made with the solera technique to produce a perfectly crafted rum with a fruity aroma and wood notes. A bottle of Santa Teresa rum holds an ABV of 40 percent.
Santa Teresa Rum Varieties:
Santa Teresa 1796 Rum
Santa Teresa 1796 Speyside Whisky Cask Finish
Santa Teresa Arábica Coffee Cask Finish
Santa Teresa 1796 Speyside Whisky Cask Finish
Santa Teresa 1796 Rum
Havana Club Añejo Clásico
Santa Teresa 1796 Solera Rum
Earlier In News: Indri Single Malt Whisky Emerges as World's Fastest Growing Brand
4. Amrut 2 Indies Rum
Amrut 2 Indies, is a leading rum brand in India. The company was founded by JN Radhakrishna Rao Jagdale. It set foot in the distilled beverage industry in 1947 by establishing Amrut Distilleries in Bangalore. The very name of the brand Amrut is defined as ‘nectar of the gods’ in Sanskrit. The Amrut Distilleries Ltd. is a subsidiary of the N.R. Jagdale Group. As the name suggests, the rum has its special essence due to a perfect balance of two indies distilled together. One from the West Indies (Barbados, Guyana & Jamaica) and second from the East Indies (India), made out of Indian jaggery. The rum is one of its kind, the only variety in the market.
Read More: Top Vodka Brands in India: A Guide to the Best Picks
5. Rock Paper
Rock Paper is a new-age rum brand in India. Good Barrel Distilleries Private Limited is the parent company of Rock Paper. The rum brand was founded in 2021, serving more than 1000 restaurants, and bars in Mumbai and Pune. The rum brand first entered the market with a flagship product “Indian Spice Rum”. Lalit Kalani is the third-generation founder of Rock Paper who is keen to place Indian rum on the top shelf. Rock Paper was featured in Shark Tank Indian as well in Season 3.
Rock Paper Rum Varieties:
Indian Spiced
Coastal White
Zesty Lemon
Tropical Coconut
Roast Coffee
6. Camikara
Camikara is one of the best rum brands in India. It was first distilled in 2009 and Piccadilly Distillery is the parent company of Camikara. ‘Camikara’ holds a meaning in Sanskrit - ‘ liquid gold’. The brand stands outside the crowd as it does not use molasses in crafting. It originates from Haryana, India where the particular sugar mill is situated for the distillery. The rum brand holds an ABV of 50 and 42.8 percent in its varieties of rum. It is produced with pure sugar cane juice.
Camikara Rum Varieties:
Camikara rum 12 year cask aged
Camikara rum 8 years cask aged
Camikara rm 3 years cask aged
7. Pitbull
Pitbull is considered to be the best rum brand in India. Produced in Aurangabad, Maharashtra from 2021, Kalpesh Parekh and Karishma Chandy are the founders and the brains behind Pitbull. It has an ABV of 42.8 percent. It is made with 100 percent sugarcane molasses, blended with barrel-aged spirits and rice Caribbean flavors, with no added sugar. The brand serves ‘PUREBRED INDIAN DARK RUM’ in the Indian market, filled with essence of cinnamon, vanilla and anise.
8. Bermuda
Bermuda is a leading rum brand in India by Gosling Brothers Ltd. Founded by James Gosling, a navigator in 1806, he was the man behind the Bermuda Rum. The rum contains 75.5 percent of ABV in its black rum collection. The key ingredients in Bermuda rum are - Gosling’s Gold Seal rum, pineapple juice and grenadine.
Bermuda Rum Varieties
Gosling's Black Seal Rum
Gosling's Black Seal Rum (151 Proof)
Goslings Spirited Seas Ocean Aged Rum
9. Contessa XXX
Contessa XXX is one of the best rum brands in India. The rum brand was founded by Radico Khaitan Ltd. In 1943, Rampur, Uttar Pradesh was the distillery plant for the Contessa XXX rum. Now it is also processed in Radico NV Distillery Maharashtra Ltd. The rum contains Caribbean sugarcane as its key ingredient and is aged in oak barrels. The rum has an ABV of 42.8 percent. The brand has one rum named Contessa XXX.
10. Five Rivers
Five Rivers is a leading rum brand in India. The brand was founded in Punjab. Sangera Rum Company is the parent company of Five Rivers. Taj Sanghera is the fifth-generation founder of the rum brand. The brand name is a translation of the state - Punjab, which means Panj- five and Ab - water. The main ingredients of the rum are ginger, clove and coriander seeds. The brand has just one white rum which can be served in various combinations of drinks.
Last Word
In the eyes of Indian Retailers, these top 10 best rum brands are worth knowing about. Understand what are the key ingredients in these rum brands. History plays an important role in the success of these rum brands in India. Know how and when the best rum brands gained recognition. Some serve one iconic rum while other brands have a range of rums with different essences. Here is all about rum brands in India!
FAQs on Top Rum Brands in India
What are the top 3 rum brands in India?
Old Monk followed by Bacardi and Santa Teresa are the top three rum brands in India.
In what ways can someone consume rum?
Neat, on the rocks, mixed with soft drinks or juices are the typical way of consuming rum.
How to store rum properly?
Keep the rum in cool surroundings and away from direct sun. Ensure the bottles are sealed and not stored for a long time.
India is known for its diverse tastes in style and fashion. And people don’t buy luxury only for comfort but to show their value in society, likewise, all luxury products including handbags are just a way of showing their richness and standards. India, with its growing affluent class, is embracing these high-end accessories more than ever. But what is it about a luxury handbag that captures the heart of so many fashion enthusiasts? As we explore the top 10 luxury handbag brands in India for 2024, we Indian Retailer will uncover the unique elements that set each coveted brand apart, making them the giants in the luxury segment.
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Different Types of Luxury Handbags
There are various types and styles of bags in the market to give a different look on every occasion. Here I’ll mention some of the most used handbags among women which are famous for their unique features.
Style Features Trapeze Top handbags with triangular sides that give a trapezoidal effect Minaudiere Small, metal, bejeweled evening bags that may have chains for carrying Tote Medium to large open-top double-handled bags with open main compartments are very famous for their everyday look Cross Body Hands across the body with a long chain or straps are very vintage style for both genders Duffle Substantial bags with double handles or a long strap are very popular styles for short trips Messenger Large compartment bags with flap closures are often worn over the shoulder or across the front of the body Clutch Small bags that are usually held in the hand are very famous for party looks Bucket Shoulder or cross-body bag with round or oval bottom and drawstring closure Saddle A bag that used to be carried behind a horse or bike, or motorcycle with u shaped flap Wristlet Small bag or wallet with a strap to be worn on the wrist. Envelop Clutch or chain strap bag with rectangular shape with pointed fold over flap Satchel Small bag worn over the shoulder that closes with a flap and often buckles Frame A bag with a strong triangular structure sometimes has a metal frame Bowler Rounded design inspired by bags used to carry bowling balls Hobo Crescent-shaped bags with top zip closure that’s slouch and worn over the shoulder. Doctor Rectangular stiff bag with flat bottom and central closure Backpack Sack that is typically worn on the back and secured over the shoulder with 2 straps Shopper Rectangular ingle-handled shoulder bag perfect for shopping
These are some top styles of bags that are commonly used in every luxury fashion house now let’s discover the brands that are making this style a trend in the market.
Top 10 Luxury Handbags in India
Here are the top 10 luxury handbag options which have driven the Indian audience crazy with their innovation.
1. Hermès
Hermès International S.A. is a French luxury fashion house which was founded in 1837 by Thierry Hermès, based in Paris. It specialises in leather goods, lifestyle accessories, home furnishings, perfumery, jewelry, watches and ready-to-wear. Since the 1950s, its logo has depicted a ducal horse-drawn carriage. The company has grown to become a world leader in the fashion industry and is known for its luxurious and high-quality goods. Hermès sells about 30% leather goods, 15% clothes, 12% scarves, and 43% other wares. Hermès holds diligently on to a market share with a total asset of €210.97 billion and thus is one of the top manufacturers of luxury fashion articles.
The works of Hermès are often recognized for their stunning designs like the Herbag and Steeple bags. Another famous handbag, the Birkin bag, was named after the British actress Jane Birkin. The latter are commended for their exquisite workmanship and everlasting charm. The likes of Victoria Beckham, Kim Kardashian, and Kate Moss have often been seen with Hermès handbags, which, by the way, have contributed to the brand's covetable status. Hermès remains the most luxurious and well-constructed product.
2. Gucci
Gucci is an Italian luxury brand known for its Italian art style in their products, founded by the businessman Guccio Gucci in 1921, in Florence, Italy. The company is headquartered in Florence, Italy and operates in 528 locations under its parent company Kering. Gucci is known worldwide for being a trendsetter with its innovative, daring designs in fashion. The brand indeed has a dozen of luxury products and it is firmly established in the luxury market with an astonishing revenue of €9.9 billion in 2023.
Gucci's bags are known all over the world and to stress the fact often include the GG logo and monograms reflecting the brand's unique style. The print Flora of course represents Gucci's long history as well as the brand's creative capability. All the high-profile endorsements by Gucci feature celebrities like Harry Styles, Blake Lively, and Beyoncé who are always on the go with Gucci's opulent pieces. Whether it's a statement about luxury, fashion, or a combination of both, Gucci stands as the perfect example of a brand that had a staggering value in the luxury handbags sector. Gucci is a forerunner in fashion, creating not only bags that are accessories but also ones that show boldness and individuality.
3. Louis Vuitton
Louis Vuitton is a French luxury fashion company for fashion lifestyle and accessories, founded by Louis Vuitton in 1854. The brand is headquartered in Paris and is known as a company that gives out its best in luxury, and innovativeness, as well as style that is superior to others. The company is one of the top players in the luxury handbag market, accounting for a significant chunk of its market share with a brand valuation of €14 billion. It is fully owned by the LVMH conglomerate and operates in 50 countries with more than 460 stores worldwide.
All products display the legacy of perfect examples of aesthetics and art. The signature handbags like the Speedy and Neverfull which are loved by many and have one of the brand’s distinguishing features, the monogram canvas made of 90% ultra-resistant nylon. Louis Vuitton diplomas made from handbags are worn by international celebrities Angelina Jolie, Michelle Williams, and Emma Stone, whose participation in the luxury brand nature makes it more interesting and valuable.
4. Dior
Dior is a multinational luxury fashion hub, founded by the visionary Christian Dior in Paris, France in 1946. Headquartered in Paris, Dior has long been synonymous with opulence and sophistication. This is the classic fashion house that changed the world with its stunningly feminine "New Look" in post-war Europe. Dior did not take long to become a desired label among the rich and elite. They are ageless pieces demanded by wearers from all over the globe. Dior is one of the biggest names in the world with a revenue of €79.18 billion as of 2022, operating under the LVMH group.
Dior is present in 210 locations worldwide with every piece being a mark of French elegance. The "Lady Dior" bag with its iconic quilting and delicate D.I.O.R. charms shows the brand's commitment to quality craftsmanship. Dior's handbags are star-studded pieces worn by the likes of Jennifer Lawrence, Charlize Theron, and Rihanna, thus, it strengthens the image of the brand as a celebrity favorite. Dior's total assets are worth €131.9 billion, which is evidence of its power in the luxury goods sector. The subsidiary is Christian Dior Couture. Dior's distinct melange of classic grace and innovative design makes it a sought-after brand for those who admire high fashion and artistic design.
5. Chanel
Chanel is a luxury fragrance & beauty boutique established by Coco Chanel in 1910 in Paris. The brand is privately owned by the Wertheimer family and has been headquartered in London since 2018. The company has made a considerable space in the luxury handbag market with 500+ stores worldwide, capturing about $15.6 billion in 2021. Chanel handbags are famous for their classic quilted leather designs and chain-link straps, one of the most famous being the iconic Chanel 2.55 bag.
These add-ons of design have been the reason for the latest to be Chanel's perennial favourite among fashion connoisseurs. Celebrities such as Kristen Stewart, Margot Robbie, and Keira Knightley have worn Chanel's chic handbags, boosting the brand's image as a luxury mainstay. Chanel makes fragrances that further cement the luxury brand's place as a timeless symbol of status. Chanel’s steadfast adherence to luxury and superior technique guarantees that its handbags are the most prized possessions, still the sought-after items for those who prefer the classic style.
6. Celine
Celine is a big player in the luxury handbags segment, which was established in 1945 and headquartered in Paris, by the hands of its founder Céline Vipiana. Celine stands out as a key player in the luxury market and LVMH is Celine's parent company which owns a significant part of the luxury industry. Celine's clean lines, premium materials, and understated sophistication are known throughout the world The Celine Nino, Celine Louise Bag, and Celine Classique Triomphe Bag are the iconic bags of the company, renowned for their simple design and usability.
The likes of Angelina Jolie and Dakota Johnson, who are huge fans of Celine, often wear the brand, thus making Celine a must-have for Hollywood movie stars. Celine continues to be the center of attention for luxury lovers with its unique blend of neoteric and classic charm operating with 178 boutiques worldwide.
7. Miu Miu
Miu Miu has been a part of luxury fashion since 1993 when Miuccia Prada created a playful and imaginative collection in Milan. Miu Miu is no slacker in the handbags department, being recognized for its designer's colourful visions and high-octane designs to attract young people. It is a fully owned subsidiary of the brand Prada, accessible to a higher and simpler audience than most brands, Well-liked goods are the Miu Miu Aventure Nappa leather bag and Miu Miu Leather Beau Bag.
Milan, as the headquarters of Miu Miu, is the ideal city to be where Italian art and creativity are making today's fashion. A-list Superstars such as Elle Fanning and Lupita Nyong'o have developed a close relationship with Miu Miu, and as a result, people are starting to associate its name with creative concepts. Miu Miu, with its revenue of €166 million, still has a key position in contemporary luxury, releasing items that are hard to find for the crowd.
8. Prada
Prada, a well-known name in the luxury handbags market, was established by Mario Prada the luxury fashion house Prada in 1913 in Milan, Italy, to form a fashion brand that is the embodiment of fine elegance and contemporary style. Prada is one of the prime players headquartered in Milan with a revenue of €4.72 billion as of 2023. The Milan office is the creative centre of the innovative designs which are made by Prada. The Galleria and Cahier bags are iconic for their unique materials, stylish design, and classic charm, and are exemplified by the brand's characteristic minimalism.
Galleria and Cahier bags are so popular and highly regarded for their sophisticated style and timeless elegance that celebrities such as Sarah Paulson, Olivia Wilde, and Bella Hadid have often been spotted with them, thus, boosting the brand's status even further. Miu Miu, Church’s, Fondazione Prada and Luna Rossa are subsidiaries of Prada. Prada's quality and innovation strength still have a pull on the fashion world, and that is why their bags have become everlasting icons among customers who love luxury with a modern touch.
9. Yves Saint Laurent
Yves Saint Laurent is a trendy name in the luxury segment, started in 1961 in Paris by Yves Saint Laurent and Pierre Bergé, Saint Laurent has become a brand known for its elegance and audacity in fashion. Part of the Kering Group, the brand's headquarters are in Paris, where it continues to lead with innovative designs. Saint Laurent bags including the Envelope, LouLou Bag, and Kate Bag hit the spot with both traditional class and eye-catching modernity.
Stars like Zoë Kravitz and Miley Cyrus have been spotted with these signature items, implying the label's status. Its cosmetics line, YSL Beauty, is owned by L’Oréal. With revenue of €3.2 billion in value by 2023, Saint Laurent is still seen as a Parisian fashion icon, offering handbags that are just as stylishly daring as they are of timeless elegance.
10. Givenchy
Givenchy became a giant in the luxury handbag segment by bringing french aesthetics into their product segment which was founded by Hubert de Givenchy in 1952. Givenchy is a well-known brand name that is part of the LVMH Group that is headquartered in Paris, France. The company is famous for its various handbag products such as the Nano Voyou, and Voyou basket Bag, among others.
With a focus on tradition and modern-day aesthetics, Givenchy's designs, which are mainly worn by celebrities such as Cate Blanchett and Meghan Markle, can be described as sophisticated. Givenchy stands out among competitors in the luxury market with its timeless designs that are fusions of classic and contemporary styles, making its handbags the must-have accessory for fashionistas around the globe.
Final Thought
At Indian Retailer, we closely see all the top luxury brands craze in the Indian market and the reason is their timeless innovation and creativity which make them the top choice in the global and Indian market as well. Their iconic style is favored by celebrities and fashion-forward people to set the standard in the luxury market, making them coveted symbols of status and style.
FAQs on Top 10 Luxury Handbags in India
1. Which luxury bags are worth buying?
Hermès, Chanel, and Louis Vuitton are top-performing brands.
2. What luxury brand has the highest quality?
Louis Vuitton is not only the world's most valuable luxury brand but also one of the most recognizable and influential fashion houses ever.
3. What is the best way to store expensive handbags?
It should be out of direct sunlight, in the dark and away from heat sources such as radiators and hair dryers. In a climate-controlled room with a stable relative humidity (RH) between 45-55%.You can also store the bag inside a dust bag, upright on an open shelf.
4. Which is the most luxurious bag?
The Guinness World Record for the most expensive bag offered to the public is the Mouawad “1001 Nights” diamond purse.
5. Why do purses have peels?
If the handbag is exposed to water or other liquids, the leather can become weakened and start to peel. Leather can dry out and become brittle over time, especially if it is not cared for properly.
The life of a product from manufacturing to the shelf of a customer, is most important for a business for it to grow and flourish in the respective market. Know all about a product's life cycle, its importance and its main stages. Every product, whether cosmetics, clothing, furniture or electronics, has different life spans. This article delves into how the product life cycle works.
What is Product Life Cycle?
The process of a product passing through development to its expiry is defined as the product life cycle. Marketing and business management use this concept to make the market aware of the product. The product life cycle is a key feature of an item, explaining everything from initial creation to its decline. The time when a product enters the market to its removal from a shelf is a concept that determines how long it will work and stay in the market.
For instance, the concept of television entered the Indian market in 1959. Television is still persistent due to its upgrade to becoming smart. Its existence would have been diluted without modifications. Hence, the product should have an enticing feature making it long-lasting in the market or keep developing the product. The methods or strategies used to maintain and continue a product's life in the market are known as product life management.
4 Stages of Product Life Cycle
The product life cycle has four stages to make the product stand long in the market. Every product needs to go through the four steps, to determine its life of the same. Four stages include - introduction, growth, maturity and decline.
Introduction - This is the first stage of making the product's grand entrance into the market. It is essential to make target customers aware of the product’s existence. The launch of the product is used as an opportunity to make an announcement, a promotional tool. The initial investment in marketing the products can help build brand demand. There can be competition, bringing difficulty, in that case, the USP of the product can help to defeat competitors.
Example: Various smart TV brands in India are in the introduction phase, where customers are still getting informed about their presence in the market. Brands like OnePlus, LG, Samsung and more are spreading awareness about smart TVs in the Indian market.
Growth - After making customers aware of the product and a high investment, it's time to cover up. Utilize the surge created for the product, and build the identity for the brand. Sustain the position and develop an expansion plan. Growth is a stage where a brand can have leadership in the market. Getting customer acceptance can recover the high-end investment.
Example: Amazon is a leading e-commerce platform. It expanded to streaming services and gained growth by offering free shipment on the shopping platform. This increased the Amazon Prime video subscription. This strategy made the brand more noticeable in the market.
Maturity - After a hike in demand comes a product's saturation point. This stage has the highest competition as various new brands imitate the market. The product life starts to end. To sustain in the market there is always a way to bring offers, discounts, innovation and something new on the table for customers to explore.
Example: McDonalds faced its maturity stage when it started having competition in the fast food market. To stay in the industry McDonalds maintained its market share and adapted to consumer preference for healthy food. Making it more enticing by providing fresh food services.
Decline - The end of a product's life is known as the decline. There are less sales and no profit. However, some might survive, with innovation, upgradation and enticing consumers with something new. The market presence gets lost in the last stage, making the product almost disappear.
Example: Chevrolet, an automobile company faced its decline in 2017. It failed to fulfill customer satisfaction and compete with competitors. It faced challenges in building a name in the Indian market, due to its luxury automobile brand.
Why is Product Life Cycle Important?
It is important to understand why a company needs to work on the product life cycle. It gives allowance to gather insights on the demand of consumers and improve products accordingly. Why is the product life cycle important? Here is the answer for it:-
Improvement to help develop products - The concept of the Product life cycle is important as it allows businesses to make necessary improvements to their products. Serving all purposes in the market space. Allocating resources strategically, making an existing product stay longer.
Awareness about the product presence - The first stage of the product life cycle, introduction, makes it easier for companies to spread awareness about the product. It could be an idea, innovation or something unique that could help in gaining attention and expand in the market.
Brand building to entice customers - Product life cycle can make a brand noticeable to consumers. Developing a customer relationship for loyalty and satisfaction. Engaging with the audience teaches upcoming trends and looks for what is missing in the market.
Resource allocation for growth and investment - Dividing resources for marketing and promotions, manufacturing costs, and R&D for the product. Generating knowledge about the brand and its product USP, with using allocated resources for stable profitability.
How Does Product Life Cycle Work for Different Industries?
PLM plays a vital role across different industries, which are:
Apparel Industry
The product life cycle for apparel is usually a bell-shaped curve, on the four stages. There are various materials used in the manufacturing of cloth. The life span of a particular apparel item is highly dependent on that. There are natural and artificial fibres that are used in the manufacturing.
3D printing, sustainability clothing, smart fabrics and using AI in the manufacturing of apparel are trending. Getting introduced in the market. It shall go through all the stages of the product life cycle, declining at the end and other innovative ideas in the fashion industry will again be introduced.
Electronic Industry
The electronic industry tends to last the most as compared to other products in the market space. This happens due to the innovation in the electronic field every year. There is an upgrade every year, making it hard to reach the decline stage for some.
For instance, television started with just one channel in India, carry forward it had multiple channels and today a normal television has been converted to a smart one. This has made consumers stay, building the lifespan of a television.
Cosmetic Industry
The cosmetic industry has a much lesser product life cycle as compared to other industries. The lifespan of a cosmetic or skincare product depends on the formulation, packaging used and quality of the products.
The lifespan of a cosmetic product tends to last 1-2 years, then it faces a decline. Today the cosmetic industry has a lot of competition, making it hard for previous brands to compete.
Factors Affecting the Product Life Cycle
Various factors influence the product life cycle for a company. Businesses must work according to the following factors to beat the competition in the market space. Here are key factors affecting the product life cycle with examples:-
Tech advancement
There are changes in everyday life on the technical grounds of various products. Countries having high-end technological changes tend to shorten the product life cycle. Businesses continuously evolve to remain consistent in the market. Using the available technology in developing a product and maintaining the image of the brand.
Samsung, a leading smartphone manufacturer, proposed first-generation memory technology. It included V HAND with 200 cell layers for smartphones and premium memory solutions. Along with the first generation PCle Gen5 SSDs for storage and applications. This upgrade in the technical front makes it more enticing for the consumer to explore. This is the first stage of the product life cycle.
Competition
A product always has competition in the market. To increase the value, sales and growth of a business, it is a must to understand and improve according to the competitors. Fulfilling the demand of the customer before the competitor.
Nykaa faced competition in the online fashion industry from Myntra, Amazon and Ajio. To overcome its losses and continue its existence in the market, the brand focused on building brand relationships. Improving customer experience on the online shopping platform of Nykaa application and faster delivery than its competitors.
Market Demand
Every product has different factors that maintain its performance in the market. Adapting to changes in the market according to the product line the business is in. Market acceptance is necessary, and that can happen by fulfilling the changing demands of consumers.
Maruti Suzuki, the largest economy car manufacturer in India, always caters in regards with what customers want. Every car produced by the company has four models, serving different consumer needs. Making the company a dominant player in the automobile market in India.
Final Word
From the Indian Retailers eye, the product life cycle is that various product categories are different from one another. Various factors and functions contribute to the lifespan of a product. Four stages define the life cycle of a particular product. The four stages of the product life cycle are introduction, growth, maturity and decline, which is followed by most companies. There are ways to increase the life of the product by necessary changes according to trends, technology and development, making it more wanted in the market.
FAQs
What are the four stages of the product life cycle?
Introduction, growth, maturity and decline are the four stages in the product life cycle.
How can companies expand the product life cycle?
These are the following points to improve the product life cycle:
Upgrade and improve products
Expand reach by entering new markets
Pricing strategies
Marketing strategies
How does the product life cycle affect business?
The product life cycle determines the growth of the business. With the innovations and upgrades, the PLC can be increased leading to profitability for different businesses in sales.
In India, one of the most daunting tasks for small businesses is the struggle to gain visibility and establish an online presence. Platform constraints and high costs have made it challenging for them to compete with larger e-commerce giants. However, the Open Network for Digital Commerce (ONDC) is poised to change the game with its innovative interoperable QR code. Currently in its alpha phase, this tool enables sellers to generate unique QR codes that customers can scan using an ONDC-registered buyer app, such as magicpin and Paytm. This initiative is set to expand across the entire network following successful initial testing.
"Today marks a transformative moment in Indian commerce," declared T Koshy, MD & CEO, ONDC, during the launch event for the QR code. "ONDC’s interoperable QR code breaks down the barriers that have held small businesses back. Now, every seller has the power to reach customers digitally, just like the e-commerce giants. It’s a massive leap towards an open, inclusive, and democratized digital marketplace."
Empowering Sellers with Simple Technology
The beauty of this technology lies in its simplicity and potential for far-reaching impact. Sellers can display their QR codes anywhere — on storefronts, products, marketing materials, or social media — instantly connecting with customers both offline and online. For consumers, it means unparalleled convenience: a quick scan with any QR scanner ap | ||||
1222 | dbpedia | 0 | 29 | https://insights.greyb.com/britannia-industries-patents/ | en | Britannia Industries Patents – Key Insights and Stats | [
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] | null | [] | 2022-12-17T03:38:34+00:00 | Britannia Industries has 43 patents globally, out of which 27 have been granted. Of these 43 patents, more than 67% patents are active. | en | Insights;Gate | https://insights.greyb.com/britannia-industries-patents/ | March 28, 2024 | |||||
1222 | dbpedia | 3 | 9 | https://www.scribd.com/document/210519586/Britannia-to-Restructure-Its-Top-Management | en | Britannia To Restructure Its Top Management | https://imgv2-1-f.scribdassets.com/img/document/210519586/original/44da4846d1/1723311749?v=1 | https://imgv2-1-f.scribdassets.com/img/document/210519586/original/44da4846d1/1723311749?v=1 | [
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] | null | Britannia to Restructure Its Top Management - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Britannia Industries has restructured its top management for the second time in five months. Managing Director Vinita Bali will now focus on expanding Britannia's international operations and COO Varun Berry will head its India business. The changes aim to help Britannia become a broader foods company and accelerate the growth of its small international business as growth in its core biscuit business slows. | en | https://s-f.scribdassets.com/scribd.ico?f0445a4f2?v=5 | Scribd | https://www.scribd.com/document/210519586/Britannia-to-Restructure-Its-Top-Management | Britannia To Restructure Its Top Management | ||
1222 | dbpedia | 0 | 2 | https://www.britannia.co.in/ | en | Britannia Industries: A legacy known to make delicious snacks trusted by millions | [
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"Biscuit",
"Bread",
"Cheese",
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] | null | [] | null | Britannia: Trusted for snacks, dairy in India for 100+ years. Delicious biscuits, cheese, cakes & more in 80+ countries. | en | /images/brit-fav.ico | https://www.britannia.co.in/ | OUR EXCITING LIFE AT BRITANNIA
WE MAKE Ti)NGS HAPPEN
If there were a soundtrack for life, whenever something cool happens, the background would go TING! Life at Britannia is about chasing the TINGs. Our vision is to be a Responsible Total Foods Company, serving products that brim with exciting goodness, through the day. We do that by working together as a creative, energetic and passionate team. | |||||
1222 | dbpedia | 2 | 88 | https://www.bartleby.com/topics/britannia-industries/8 | en | Results Page 9 for Britannia Industries | [
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] | null | [] | null | 81-90 (of 500) Essays - Free Essays from Bartleby | http://economicpakistan.wordpress.com/2008/02/12/cement-industry/ History & Introduction Growth of cement industry is rightly... | https://www.bartleby.com/topics/britannia-industries/8 | http://economicpakistan.wordpress.com/2008/02/12/cement-industry/ History & Introduction Growth of cement industry is rightly considered a barometer for economic activity. In 1947, Pakistan had inherited 4 cement plants with a total capacity of 0.5 million tons. Some expansion took place in 1956-66 but could not keep pace with the economic development and the country had to resort to imports of cement in 1976-77 and continued to do so till 1994-95. The industry was privatized in 1990 which led to setting
I. INTRODUCTION WITH the rapid development of sensor technique and its growing lower cost, a great number of sensors are installed in modern industrial processes for measuring, monitoring and controlling purpose. This inevitably increases the probability of sensor faults. Therefore, early detection of sensor faults is essential to avoid performance degradation and damage to equipment. Over the past decades, research on process monitoring and fault detection (PM-FD) has attracted considerable attention
Smart Manufacture Introduction: Since the concept of smart grid was presented to our life, the word of smart is using on every products. The new technologies will invent by an each day, hour or even minute, and a life cycle of a new product continually decreases. Therefore, companies want fit into the new environment so that the “smart products” became a strong marketing strategy to let enterprises win in the business games. A smart product would be a smart strategy at the beginning time such as
The United States is a service economy. The growth of power within the American service sector in the 20th century corresponded with the long term decline of employment in agriculture and manufacturing. In the late 19th century, the capacity of the American labor force involved with agriculture started to decline and more of the Americans found employment in the manufacturing and service sectors. In the earlier part of the 20th century, manufacturing became the largest sector of employment. As new
It is not widely known that Mason City Iowa is home to the second and third top producing cement companies in North America, according http://www.theconcreteproducer.com. This has “cemented” these companies into the history of Mason City. The cement companies in Mason City are very historical. The changes the cement plant went through, the public opinion, and the effect it had on the enviroment are what this essay will cover. Firstly, Lehigh Hanson cement established in Mason City, Iowa in the
and research is done at. The one in Pontiac, Michigan produces custom plastic parts. The one in Albany, Georgia is where the plastic beverage containers are produced. This company has over 550 employees that work in it and is own by the Riordan Industries. They earn up to 46 million a year, each year. The
surrounding houses and school which attracted more people to live in the village soon causing the population there to increase exponentially. This led Cromford from being a mining hamlet to become a large village and the centre of the British cotton industry. This is probably the greatest local change for Cromford as the result of the mills. The construction and the growth of Cromford was seen at the site and our Cromford educational advisor, whom I met on my visit, explained the growth of Cromford,
The leather industry is one of the most important worldwide given its strong reception in the world of fashion. Both men, and women are lovers of wear leather garments. The comfort and the design of the same it is one of the main reason. Therefore the industry has been since time ago one of the pioneers in new trends, with new colors, finishes, and techniques. However, the process behind all of this preparation is less glamourous than you think “The leather manufacturing industry consists of several
1. What problems does a small community face when the major industry closes? The problems that a small community would face when the major industry closes are significant job disappearances, plunging house values, and huge losses in the community's tax revenue. 2. What opportunities were there in Red Rock when the mill stopped operating? There were barely any opportunities in Red Rock for the residents when the mill stopped operating unless they moved cities. On the other hand, opportunities for
only be established when the country promotes investments and people are ready to invest in the country moreover, there are many factors that determine a country to be worth investing for example public policies, available infrastructure, allied industries, market, raw materials and most importantly cheap and skilled human resource. If we talk about India in particular, it has almost all these points, ease of doing business has been established with the introduction of Make In India, simplified government | |||||||
1222 | dbpedia | 0 | 52 | https://leadiq.com/c/britannia-industries-limited/5a1d95da2300005e008481dd/employee-directory | en | Britannia Industries Limited Employee Directory, Headcount & Staff | [
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ManufacturingKarnataka, India1001-5000 Employees
Britannia is a 100 year+ organization with presence in Biscuits, Breads, Cake, Rusk, Dairy and snacking. The company celebrated its 100th year in 2018 and has emerged as a Market Leader in the Biscuit space, while also launching a host of new products and entering new categories, inching closer to the vision of being a Global Total Foods Company. We are one of the best employers in India as per the Aon Best Employers Study, 2019 and Kincentric Best Employer Study, 2020 while holding the position as Brand Equity's most trusted food brand, 2019. Our Employer Brand is âMAKE Ti)NGS HAPPENâ, with the intent of bringing alive the new corporate brand âExciting Goodnessâ into the lives of Britannians because it is the Britannians who have been making things happen through the 100 year journey. The corporate values of Britannia are: 1. INVITi)NG, Come home to Britannia 2. IGNITi)NG, Fuel the Hunger 3. CREATi)NG, Build enriching careers 4. RESPECTi)NG, Do the right Ting Together these 4 Tings sum up the culture at Britannia and guide Britannians to make âtingsâ happen all across. The work environment exudes warm professionalism and is accepting of diverse ideas and thoughts while empowering employees as owners. Britannians have always prided themselves in the quality of work, width of role that one gets to handle at an early stage. Employees talk about the âEnriched Learningâ that they get on the job at Britannia and the scope to move internally as potential is valued and bet on. Employees are encouraged to do more with less and strive for excellence in their jobs. Britannia is also a socially responsible organization with a strong sustainability agenda to address malnutrition in marginalized communities of the country and provides platforms to employees to add purpose to their contribution. So, everyday, every minute while Britannians are at work, they MAKE Ti)NGS HAPPEN ! Follow us / Join us and witness this momentous experience called Britannia ! | ||||||
1222 | dbpedia | 0 | 13 | https://www.thehindubusinessline.com/companies/britannia-opens-manufacturing-units-in-new-geographies-as-part-of-global-expansion-plan/article24633714.ece | en | Britannia opens manufacturing units in new geographies as part of global expansion plan | https://bl-i.thgim.com/public/companies/xa7xmk/article24633713.ece/alternates/LANDSCAPE_1200/Varun-Berry-MD-Britannia-1 | https://bl-i.thgim.com/public/companies/xa7xmk/article24633713.ece/alternates/LANDSCAPE_1200/Varun-Berry-MD-Britannia-1 | [
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] | 2018-08-08T12:23:33+00:00 | Companies News:Britannia opens manufacturing units in new geographies as part of global expansion plan | en | https://www.thehindubusinessline.com/favicon.ico | BusinessLine | https://www.thehindubusinessline.com/companies/britannia-opens-manufacturing-units-in-new-geographies-as-part-of-global-expansion-plan/article24633714.ece | Britannia Industries, the country’s second largest food company, is looking at an overseas expansion plan driven primarily through its own manufacturing facilities.
The company is evaluating countries such as Bangladesh, Myanmar, Nigeria, Kenya and Egypt to set up units.
It is likely to zero in on Africa. Parle already manufacture there and Britannia will compete in that market, Edelweiss Securities said in a report.
According to Britannia MD Varun Berry, the company’s strategy is to open a manufacturing facility every year in a new country.
“We are yet to finalise on a particular country for this year. (Bangladesh) is certainly one on our list. As of now, the focus is on Africa and SAARC,” he told BusinessLine in an interview.
The company currently has three manufacturing facilities outside India — one each in Dubai and Oman that it had acquired, and a greenfield one in Nepal. It also exports to the US and nearly 80 other countries across Asia, West Asia and Africa. Around 13 of these countries were added in FY18.
According to Berry, Britannia expects its international business to contribute 15 per cent of its turnover in five years.
Flattish growth
The international business accounts for 7 per cent of the company’s ₹9,906-crore turnover (consolidated). In Q1 FY19, its growth remained flat due to a slowdown in West Asia and Africa.
Other geographies such as Australia, the US and Canada, too, have seen a decline in demand; political troubles in countries such as Yemen and Libya have also had an impact.
According to Abneesh Roy, Senior Vice-President, Institutional Equities, Edelweiss Securities, it makes “long-term strategy sense” for Britannia to enter new markets and set up manufacturing facilities there.
“When you look at other Indian FMCG companies, you will see a substantial part of their revenues coming from Africa and overseas operations. Biscuit-makers too can look at these opportunities depending on the geographies they want to operate in,” he said.
Focus on profits
The company, Berry said, is open to inorganic growth and acquisitions or joint venture partnerships for setting up facilities overseas. While overseas expansion will be “slow and steady”, it will not be at the cost of profitability. Nepal for instance, is one market where operations are profitable.
“We are going to be aggressive as far as international expansion is concerned. But we are not going to break the bank on it,” he said, adding that the investment in these geographies have to pay back in five years.
“We are not in the market to say that we are okay with being profitable after 20 years. It is going to be payback in five years,” Berry said.
Earlier this year, Britannia commissioned a dedicated exports unit in Mundra, Gujarat. | ||
1222 | dbpedia | 2 | 0 | https://us.ukessays.com/essays/marketing/problems-facing-britannia-industries-limited-marketing-essay.php | en | Britannia Industries Problems | [
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] | 2023-11-06T20:30:17+00:00 | Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was | en | /apple-touch-icon.png | https://us.ukessays.com/essays/marketing/problems-facing-britannia-industries-limited-marketing-essay.php | Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was growing. Britannia acquired a reputation for quality and value very fast. During the World War II, the Government rewarded Britannia by contracting it to supply “service biscuits” to Armed Forces. And therefore the company was incorporated in 1918 as Britannia Biscuits Co. Ltd. in Calcutta and in 1924, Peek Frean UK acquired a controlling stake in the company, which was later passed on to Associated Biscuits International UK (ABI). During the 1950s and 1960s, Britannia expanded its operations beyond Calcutta to Mumbai, Delhi and Chennai.
In the year 1978 company went for public issues and Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm and formed Britannia Industries Limited (BIL). It crossed the Rs100 crores revenue mark in next four years (in 1983).
In 1987, Nabisco acquired ABI. Then in 1989, JM Pillai, a Singapore-based non-resident Indian (NRI) businessman, and Grouped Danone acquired Asian operations of Nabisco and the controlling stake in Britannia. Later, Danone and Nusli Wadia took over Mr. Pillai’s holdings.
Britannia has been jointly owned by Danone and Wadia Group since 1997. The two along with five other companies form a holding company called Associated Biscuits International Ltd., which owns a 51% share of Britannia. The remaining 49% share is held by the public and financial institutions.
On the operations front, In 1997, the company unveiled its new corporate identity – “Eat Healthy, Think Better” – and made its first foray into the dairy products market. In 1999, the “Britannia Khao, World Cup Jao” promotion further fortified the affinity consumers
Britannia emerged as one of India’s biggest brands in 21st century in the country. It is equally recognized for taking innovative approach to its products and unique marketing concepts: the Lagaan Match was voted India’s most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India’s most successful product launch. 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. In recognition of its vision and accelerating graph, Forbes Global rated Britannia ‘One amongst the Top 200 Small Companies of the World’, and The Economic Times pegged Britannia India’s 2nd Most trusted brand.
Having succeeded in garnering the trust of almost one-third of India’s one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savor the results, happily ever after.
Britannia puts a lot of emphasis on its primary biscuit brands including Tiger, Good Day, Marie, Milk Bikis, 50:50 and Treat. Biscuits make up more than 80% of the company’s production – bread, cakes and dairy constitute the remaining 20%. Its brands are considered to be an excellent value by India’s price-conscious consumers.
BIL is the first company to introduce the several varieties of biscuits in India, such as 50:50, glucose biscuits for children, chocolate biscuits, butter biscuits and became the household name of the country. In fact some of these brands are bigger than several multinationals in the food business in India. The Tiger brand biscuit, one of the most well-known, is extremely popular among rural consumers – with almost 50% of the brand’s value sales coming in from rural areas.
Market of Britannia
According to Euromonitor International, Britannia continues to have a strong presence in India’s bakery products industry. In 2001, the company had 18.9% market share for all bakery products; that number rose to 19.9% by 2004. As for the biscuit portion of the business, Britannia had 41.2% market share in 2001 and 43.6% in 2004 when Britannia was the national leader in biscuit sales. Currently Britannia Industries Ltd, accounts for about 38% in value and 32% in volume of the organized biscuits market in India.
Bakery product sales increased from 13.9 billion Rupees (US$295.6 million) in 2001 to 17.2 billion Rupees (US$368.1 million) in 2004, a 7.6% compound annual growth rate. Biscuits made up 82% of Britannia’s bakery products value sales in 2001 and rose to 85% in 2004.
Of Britannia’s total biscuit value sales, 82% are from sweet biscuits and 18% are from savory biscuits and crackers. In the company’s baked foods category, 87% consist of bread products, 13% are cakes.
The entire biscuit market is estimated to be around 1.1 million tones per annum, totaling to around Rs 50 billion. The biscuit segments enjoy the most developed markets for any item having mass consumption, It covers over 90% of the overall potential market. This means over 900 million Indians consumes biscuits, with varying frequency in a year. From the supply side the market is highly competitive, with many small scale manufactures and the organized large scale sectors.
[Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm]
After the 1997 Britannia changed its strategies from product oriented to opportunity oriented. Earlier Britannia has narrow lined products mainly for kids but when the trends. Preferences and taste of common man changed Britannia also added number of varieties in its products and they in real sense used the opportunity in making the products, Britannia widen its product line which follows the STP.
They served the products for all the categories of people, now biscuit is not only meant for guest but also for the individuals by introducing tiger biscuits in small packs. Britannia holds about 46% of market share (Note1) by value in the fiercely competitive market. Targeting the key consumers and and changing the products with opportunity has worked for the Britannia and that’s why they are the leader in the biscuit range.
Note 1 – Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm
Product Portfolio of Britannia
Britannia’s entire product offering derive their premium qualities from the principles of health and taste. This key premise has led to the evolution of a lifetime menu where Britannia product exists for every stage in a person’s life. The highest consumption group for biscuit are children; here Britannia offers milk bikis with all the ‘goodness of milk’ required by younger kids. While the tiger brand is aimed for 7-14 year olds and provides them with the exuberant health required by winners of tomorrow. Treat a range of delicious cream biscuit- is meant as a treat for children during fun times.
A particularly notable success has been little hearts, meant for teenagers and kids, which has completely dispelled an erstwhile industry axiom that this target group did not snack on sweet biscuit.
Moving on other age groups, Britannia created 50-50 as a biscuit snack for young adults. The savory time pass brand is targeted at the same age group as well, Britannia mariegold, is regared as a tea-time offering, packed with wheat energy with health conscious urban adults. Good day, a cookie filled with rich ingredients is a healthy everyday treat for entire family.
Britannia has a range of cakes and bread entrenched in the bakery segment. These products allow the consumers a better interactions with the brand and maintains continuity of the taste with health promise.
In 2004, the company was extremely active in rolling out new products. It introduced its Little Hearts brand, which are referred to as “melt in the mouth” biscuits. Little Hearts Orange (orange-flavored biscuits) and Classic retail for 10 Rupees. Britannia also added Blackcurrant Treat, Jam Treat, Good Day Gingernut and Good Day Choco-Nut to its growing biscuit line in 2004. For the bread and dairy markets, Britannia introduced NutriChoice vitamin-enriched bread and Milk Man low-fat cheese slices.
There were no new product launches in 2005, instead the company worked on strengthening existing brands. It released Premium Assorted Exotic Creme Biscuits, which feature varieties of some of the most popular biscuits – Pure Magic Chocolate, Pure Magic Vanilla, Pure Magic Strawberry & Vanilla and Jam Treat. The pack retails for 100 Rupees. The company also reformulated its 50:50 Maska Chaska biscuits.
Sourcing Strategy: Outsourcing Vs Manufacturing
With only four plants located in the country, it’s hard to imagine how Britannia Industries Ltd. became one of the largest food companies in India. But thanks to the company’s system of outsourcing a significant quantity of products, Britannia is able to offer more than 13 brands and more than 200 SKUs for its customers in India and around the world.
The company’s plants are located in India’s four major metropolitan cities – Kolkata in eastern India, Chennai in southern India and Delhi and Uttaranchal in northern India. Combined, these facilities employ more than 4,300 people and yet only make 30% of the company’s products. Sixty-one other contracted factories produce the remaining 70% of Britannia’s product line.
It’s a distributed manufacturing strategy in Britannia Industries Limited designed to optimize the delivered cost to the consumer. Outsourcing manufacturing is a model used by many other companies in India, both in the consumer packaged and durable goods segment in such companies Britannia Industries Limited and Hindustan Unilever limited are effectively using this strategy.
The 61 factories contracted to produce Britannia products do not produce any other products at their locations. Certain brands and product varieties are made at particular facilities. Even though the contracted facilities are not owned by Britannia, they are monitored by company representatives to ensure quality control.
For example in the northern region of India there are eight manufacturing units including Britannia Industries limited New Delhi, where Britannia has outsourced its manufacturing. And for the quality control there is a Quality Assurance Team guided by Quality Assurance Manager Mr. Dev Raj Dabas. A brief introduction of these eight is given below:
French Foods Faridabad
Gokul Foods Kanpur
RKM Foods Kandrori
BIL New Delhi
Delta Foods Biscuits Gaziabad
Delta Foods Cake Gaziabad
JB Managaram Gawalior
Super Snacks Gaziabad
Britannia generally launches products that offer the company good returns, supporting these through brand building and leveraging on its nationwide supply chain.
Sales and Distribution of Britannia
Britannia two different kinds of distribution networks one is for dairy products and other one is Bakery products. Here distribution network of bakery products has been discussed. In Bakery products Britannia applies two kind of distribution system. These are given below:
Mass Distribution
Selective Distribution
1. Mass Distribution
Britannia use to produce general FMCG products which are in form of packaged food and which need not to have very special kind of distribution strategy. Like other FMCG companies Britannia also use mass distribution system. Since all almost all the products of Britannia are of low price, repeat purchase items, and does not require much of effort from customer side. So ultimately these products are sold on mass distribution basis.
Mass Distribution Structure of Britannia for Bakery Products:
C&F
Distributor 1
Retailers
Consumers
Distributor 2
Distributor 3
Factory
There are four C&F of Britannia in NCR region:
Mudka – Bahadurgarh
Bakoli
Gaziabad
Kundali- Sonipat
49 distributors are working under these four C&F. The distribution network of Britannia’s products from top to bottom is given below:
First of all stock is sent to these C&F, and then this stock is sent to the various distribution canters of Britannia. All of these distribution centers do not contain products of any other brand. Now this supply of stock is based on full e-network. This system has been provided a particular terminology i.e. “UDAAN PACKAGE”. In this system the accountant who is in distribution center submits an online order to the C&F. Then in C&F the order for a particular distribution center is automatically generated and further fulfills by C&F.
Britannia has established these C&F at very appropriate locations. As soon as there is a demand generated in any distribution centre These C&F are able to fulfill the demand within four to six hours. So it is clear that C&F provides quick delivery to the distribution centre. But in order to meet this demand the C&F also has to keep some inventory with it.
Now if we talk according to the distribution point of view we will find that Distribution Centre has to also make some inventory in order to meet any kind of scarcity or instant demand. According to Mr. Randhir Kumar, (Territory Sales Incharge, Britannia Industries Limited), the distribution center has to maintain inventory of three days.
Now the distribution of stock from the distributor to retailer can be further explained by taking a distributor Keshav Enterprises. Keshav Enterprises is the distributor near Kishan Garh Vasant Kunj; handles 850-1000 outlets. The area which a distributor covers is also very large. E.g. Keshav Enterprises handles Munirka, R.K. Puram, South Moti Bagh, Vasant Kunj, Sataya Niketan, Mahipal Pur, Kapashera Border, Bijwasan, Nangal Dairy and Vasant Vihar. There are 49 such distributors of Britannia in Delhi.
Under this distributor five sales men work and they cover the entire area which is mentioned above.
Here the distribution is again divided into two parts i.e. distribution for
General Shops
Key Account Outlets (KAT)
1). General Shops
Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the number of these outlets is not content, it varies time by time as they are not very loyal to the company and also does not contribute to very prominent sale.
2). Key Account Outlets (KAT)
These outlets are covered by two sales men and they take order from these outlets biweekly. These sales men visit twenty to twenty five outlets every day. These outlets are very much loyal to the company and provide prominent business to the company. So from the sales point of view these outlets are very important.
Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are two processes:
Order Booking
Ready Stock
1). Order Booking
There are separate sales teams who perform this task. For example one sales team has to go for order booking. In this process the salesman first go to shop to shop and book the orders from there. On the other day or some times on the same day the delivery van goes every where in order to fulfill the orders. Now due to this method distributor not only gains the sales as well as looses the sale. Order booking process is done in Britannia on Biweekly or Weekly basis. Some times Order Booking and Ready Stock both the task are performed by the same sales man.
Benefits of Order Booking
In this process the distributor always remains in better position to forecast the demand. As the sales man has already an order list. This helps not only to the distributors but also to the C&F as well as finally to the factory in order to make more realistic demand.
Since the sales man does not have to do more but to book the order, it enables the sales man to search out the new opportunities in the market. It helps not only to the company but also to the sales man as sales man gets special rewards from the company side.
Since during this process the sales man gets extra time in which he/she gets enough time to interact with the retailer which is again very important.
Actually the retailer does not want only profit but also a better respect and courtesy from the salesman. So in such situations if the retailer is getting good time with the salesman, surely he will be more loyal to the company. Also during this period the sales man could increase the visibility of its products in the shelves of the shop keeper.
Drawbacks of Order Booking
Along with all these benefits there are some drawbacks also involved in this advance booking process. Some times sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on next day. But during this period the sales man of other company comes and provides the same product at some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales man.
2). Ready Stock
In this process the sales man carry the team along with him which contain a delivery van, a driver, and one or two helpers. The sales man takes order from the shops and also places the order at the spot. There are following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way.
Benefits of Ready Stock
The retailer gets stock on the spot without any delay.
The sales man does not give a chance to the retailer to switch any other brand.
The defected stock is replaced on the spot.
Drawbacks of Ready Stock
The sales man does not get enough time; he simply dumps the stock and moves from one store to another store.
Even then he does not cover many retailers, as the delivery process takes a lot of time.
What amount of stock should be carried by the sales man is also can not be predicted.
The sales man moves to pre decided path and could not find new shops, so the market penetration by the sales man is also very rare in this case.
2. Selective Distribution
Selective distribution is done for premium products of Britannia. There are eight SKUs, for which Britannia uses selective distribution. These brands are:
Chochlor Intoxication
Almond Addiction
Chocolus Addiction
These products are very costly and lie between the prices ranges of Rs. 150 to Rs. 200. Now these products are not supplied by the distribution centre but directly from C&F. These distributions are done through the Merchandiser Team. Merchandiser Team is elaborated in further pages.
Merchandiser takes order from these exclusive shops and transfers this order to the C&F. Now C&F sends the stock and the billing is done by the respective distribution centre.
Selective Distribution Structure of Britannia for Bakery Products
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
C&F
C&F
Factory
The Challenges
To compete effectively, Britannia found that it was essential to get sales people out in front of customers – yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow more time to be spent with customers, while providing easier access to ordering and production management tools.
The Solution
Use of ERP based solution in Supply Chain
It is recommended that Britannia implement “mySAP” ERP applications for the high performance and highly scalable IBM technologies. The mySAP ERP software enables full access to company’s inventory, production planning, sales order systems accessed through a simple Web browser and SAP client.
The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with better technical performance leading to increased productivity . Sales team can complete orders quickly without waiting to return to the office; Britannia can provide information on pricing of the existing product and stock-availability in real time; lower software license fees for remote systems and reduced administrative and maintenance workload means a significant reduction in TCO.
The ERP functions from the perspective of supply chain optimization are shown in following flowchart.
Overall process optimization
Expense optimization
Revenue and Profit optimization
Logistics optimization
Knowledge optimization
ERP optimization at various stages of supply chain
The business value of the ERP system includes:
Streamlined supply chain and accurate information.
Reduced supply chain costs.
Increased sales through accurate product availability.
The following figure highlights IT components in ERP, IT infrastructure and resources in SCM. The SCM planning is the input for ERP.
Operating system
Data warehouse
Retail Link
Data, account, analysis
Forecast
Inventory plan
ERP
SCM Manufacturing planning
Feedback
S
E
R
V
E
R
S
Intelligent Systems
Internet
ERP, IT Infrastructure and resources in SCM
Key Solution Components
Industry: Foods
Applications: mySAPâ„¢ ERP ECC 6.0
Hardware: IBM System p5™ 570, p5-520, IBM System Storage® DS4300™, IBM TotalStorage® 3580 tape drives
Software: IBM AIX® 5.3, IBM DB2® | |||||
1222 | dbpedia | 0 | 64 | https://www.tickertape.in/stocks/britannia-industries-BRIT | en | Britannia Industries Share Price NSE/BSE | [
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] | null | [] | null | Britannia Industries Stock Price Chart - Get BRITANNIA share prices with latest news, NSE/BSE performance, financial statement, market cap, annual & quarterly results, dividend, profit/loss, price forecast & more | en | /images/favicon/favicon.png | https://www.tickertape.in/stocks/britannia-industries-BRIT | Securities in F&O ban :Aditya Birla Capital, Birlasoft, Chambal Fertilizers, Gujarat Narmada Fertilizers and Chemicals (GNFC), Granules, India Cements, India Mart, RBL Bank. Upcoming results: Oil and Natural Gas Corporation(ONGC), Bharti Airtel, Marico, BEML, Bharti Hexacom, Avanti Feeds, BLS International, Motherson Sumi Wiring India, Brigade Enterprises, Century Plyboards, Deepak Nitrite, Devani International, Gujarat State Fertilizers and Chemicals (GSFC), H.G. Infra Engineering, Honeywell Automation, Orient Cement, Sandhur Maganese and Iron Ores, Schneider Electric Infrastructure, Syrma SGS Technology, Tata Chemicals, Triveni Turbine, V-Mart Retail, VRL Logistics. Britannia Industries said that its consolidated net profit rose 10.51% to Rs 505.64 crore in Q1 FY24 as compared with Rs 457.55 crore in Q1 FY24. Revenue from operations increased 4.03% to Rs 4,129.92 crore in the quarter ended 30 June 2024 as compared with Rs 3,969.84 crore posted in the quarter ended 30 June 2023. Titan Company reported standalone net profit declined marginally to Rs 770 crore in Q1 FY25 as against Rs 777 crore posted in Q1 FY24. Revenue from operations jumped 9.92% year on year (YoY) to Rs 11,105 crore in the quarter ended 30 June 2024. Divis Lab's consolidated net profit jumped 20.79% to Rs 430 crore in Q1 FY25 as against Rs 356 crore recorded in Q1 FY24. Revenue from operations grew by 19.12% year on year to Rs 2,118 crore in the quarter ended 30 June 2024. State Bank of India's standalone net profit rose marginally to Rs 17,035.16 crore in Q1 FY25 as against Rs 16,884.29 crore posted in Q1 FY24. Total income increased 13.56% year on year (YoY) to Rs 1,22,687.85 crore in the quarter ended 30 June 2024. Glaxosmithkline Pharmaceuticals' standalone net profit jumped 39.11% to Rs 181.65 crore in Q1 FY25 as compared to Rs 130.58 crore posted in Q1 FY24. Revenue from operations grew by 9.89% year on year (YoY) to Rs 811 crore during the quarter ended June 2024. LIC housing finance company's standalone net profit shed 1.77% to Rs 1,300.21 crore in Q1 FY25 as against with Rs 1,323.66 crore in Q1 FY24. Total income rose marginally to Rs 6,783.69 crore in June 2024 quarter from Rs 6,746.55 crore posted in same quarter last year. Archean Chemical Industries' consolidated net profit declined 52.1% to Rs 45 crore in Q1 FY25 as compared with Rs 98 crore in Q1 FY24. Revenue from operations tumbled 37.9% to Rs 213 crore in Q1 FY25 from Rs 343 crore posted in corresponding quarter last year. Sheela Foam's consolidated net profit increased 9% YoY to Rs 47 crore from Rs 43 crore posted in same quarter last year. Revenue from operations jumped 26% to Rs 810 crore during the quarter as compared with Rs 645 crore in Q1 FY24. Delhivery reported a consolidated net profit of Rs 54.36 crore in Q1 FY25 as against a net loss of Rs 89.48 crore posted in Q1 FY24. Revenue from operations grew by 12.57% year on year to Rs 2,172.3 crore in the quarter ended 30 June 2024.Powered by Capital Market - Live | |||||
1222 | dbpedia | 2 | 92 | https://www.marketsmojo.com/news/stock-recommendation/britannia-industries-upgraded-to-hold-by-marketsmojo-potential-for-growth-remains-116502 | en | Britannia Industries Upgraded to 'Hold' by MarketsMOJO, Potential for Growth Remains | [
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] | null | [] | null | Britannia Industries a leading FMCG company has been upgraded to a Hold by MarketsMOJO due to its high management efficiency and strong ability to service debt However the stock s technical trend is currently sideways and it has shown poor long term growth Despite underperforming the market the company s profits have risen and it is currently trading at a discount compared to its historical valuations Investors should carefully consider these factors before making any decisions regarding this largecap FMCG company | Markets Mojo | https://www.marketsmojo.com/news/stock-recommendation/britannia-industries-upgraded-to-hold-by-marketsmojo-potential-for-growth-remains-116502 | Britannia Industries, a leading FMCG company, has been upgraded to a 'Hold' by MarketsMojo due to its high management efficiency and strong ability to service debt. However, the stock's technical trend is currently sideways and it has shown poor long-term growth. Despite underperforming the market, the company's profits have risen and it is currently trading at a discount compared to its historical valuations. Investors should carefully consider these factors before making any decisions regarding this largecap FMCG company.
Britannia Industries, a leading FMCG company, has recently been upgraded to a 'Hold' by MarketsMOJO. This decision is based on various factors, including the company's high management efficiency with a ROCE of 49.04% and its strong ability to service debt with a low Debt to EBITDA ratio of 0.75 times.
However, the technical trend for the stock is currently sideways, indicating no clear price momentum. Although it has improved from being mildly bearish on 24-Apr-24, it has only generated a return of 0.61% since then.
One of the positives for Britannia Industries is its high institutional holdings at 34%. This suggests that these investors have better capability and resources to analyze the fundamentals of the company compared to most retail investors.
On the other hand, the company has shown poor long-term growth with a net sales growth rate of only 9.15% over the last 5 years. Its results for December 23 were also flat. Additionally, with a ROCE of 61, the stock is currently trading at an expensive valuation with an enterprise value to capital employed ratio of 24.7. However, it is still trading at a discount compared to its average historical valuations.
In the past year, Britannia Industries has underperformed the market, generating a return of only 11.90% compared to the BSE 500 index's returns of 37.78%. Despite this, the company's profits have risen by 17.6%, resulting in a PEG ratio of 3.
Overall, while Britannia Industries may not be a top performer in the market, it still has potential for growth and is currently a 'Hold' according to MarketsMOJO. Investors should carefully consider these factors before making any decisions regarding this largecap FMCG company. | ||||||
1222 | dbpedia | 1 | 90 | https://businessabc.net/wiki/britannia-industries | en | Britannia Industries | [
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] | null | [] | 2024-08-26T16:01:14.504000+00:00 | Britannia Industries | en | /assets2/favicon.svg | https://businessabc.net/wiki/britannia-industries | The company was established in 1892 by a group of British businessmen with an investment of ?295. Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name "V.S. Brothers." In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. The Mumbai factory was set up in 1924 and Peek Freans UK, acquired a controlling interest in BBCo. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current "Britannia Industries Limited" in 1979. In 1982, the American company Nabisco Brands, Inc. acquired the parent of Peek Freans and became a major foreign shareholder.
In September 2022, Varun Berry was named as Executive VC and MD of Britannia. The company also announced the appointment of Rajneet Kohli as its executive director and chief executive officer. | |||||
1222 | dbpedia | 0 | 33 | https://www.livemint.com/market/market-stats/stocks-britannia-industries-share-price-nse-bse-s0003082 | en | Britannia Industries Share Price Today | [
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] | null | [] | null | Britannia Industries Share Price Today - 26 Aug 2024: Find Britannia Industries Stock Price Live updates on Mint. Check out Britannia Industries share price and NSE/BSE details with 52-week high, 52-week low, Dividend, Technicals, Britannia Industries Quarterly Results, and more. | en | https://www.livemint.com/market/market-stats/stocks-britannia-industries-share-price-nse-bse-s0003082 | ABOUT Britannia Industries
Industry Food Processing
ISIN INE216A01030
BSE Code 500825
NSE Code BRITANNIA
Britannia Industries Limited is an India-based food products company. The Company is primarily engaged in the manufacturing and sale of various food products. The Company's product categories include biscuits, dairy, breads, rusk, cakes and snacking. Its biscuit products include Good Day, Marie Gold, NutriChoice, Milk Bikis, Tiger, 50-50, Jim Jam, Treat, Little Hearts, Pure Magic, Nice Time and Biscafe. The Company's dairy products include cheese, Winkin' Cow, Come Alive Paneer, Come Alive Dahi, ghee and Dairy Whitener. Its bread products include gourmet breads, white bread and wheat flour breads. Its gourmet breads include Fruit Bun, fruit bread, Choco bread and Choco Bun. The Company's white breads include Healthy Slice Bread, Sweet Bread, Vitarich Bread and Sandwich Bread. Its cake products include Gobbles, Fudge, Muffils, Nuts and Raisin Romance Cake, Roll Yo ! and Tiffin Fun. Its snacking products include Treat Croissant, Treat Creme Wafers and Time Pass Salted Snacks.
Britannia Industries Management | ||||||
1222 | dbpedia | 1 | 86 | https://www.just-food.com/news/britannia-industries-books-higher-q1-sales-profits/ | en | Britannia Industries books higher Q1 sales, profits | [
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] | 2016-08-09T07:29:00+00:00 | Britannia Industries, the Indian food group, has reported growth in sales and earnings in the first quarter of its financial year, with the company insisting it was "outpacing" the market. | en | Just Food | https://www.just-food.com/news/britannia-industries-books-higher-q1-sales-profits/ | Britannia Industries, the Indian food group, has reported growth in sales and earnings in the first quarter of its financial year, with the company insisting it was “outpacing” the market.
Net profit grew 13% to INR2.19bn (US$32.7m) in the three months to the end of June. Profit from operations was up 11% at INR2.88bn.
The improved profitability came in part of higher sales. Britannia said its net sales grew 8% to INR21.62bn.
Varun Berry, Britannia’s MD, said: “We continue to outpace the market with our go-to-market strategy of creating a robust distribution network with [an] unrelenting focus on rural and our weak states.”
However, Berry said category growth in India was “subdued” during the quarter. He added: “I am hopeful that a good monsoon and impact of 7th pay commission would aid consumption and boost demand going forward.”
Looking ahead, Berry said started a “combination of price increase and cost-efficiency measures” to offset a rise in commodity prices, which had “firmed up significantly over the last quarters”. | |||||
1222 | dbpedia | 3 | 5 | https://www.slideshare.net/slideshow/promotion-and-place-mix-of-britannia-and-parle/76864817 | en | promotion and place mix of britannia and parle | [
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] | null | [] | 2017-06-12T12:24:41+00:00 | promotion and place mix of britannia and parle - Download as a PDF or view online for free | en | https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico | SlideShare | https://www.slideshare.net/slideshow/promotion-and-place-mix-of-britannia-and-parle/76864817 | 1. MARKETING MANAGEMENT Presented By: Nasrun nissa Jane chifundo mwitha Salman ayoob s Kiran c Vineetha
3. INDEX: • Advertising • Sales promotion • Public relationship • Direct marketing • STP analysis
4. Advertising: TV Advertising Radio Hoardings or Billboards Outdoor Advertising
5. The 5 M’s Of Advertising
6. TV Advertising:
7. Brand ambassador • 1. Salman Khan – Tiger Biscuits • 2. Deepika Padukone – Good Day • 3. Kokona sen - Rusk • 4.Saurav Ganguly, Sachin Tendulkar and Rahul Dravid • 5.Farhan Akhtar and Siddharth - Nutrichoice Hi-Fibre biscuits,
8. Radio Britannia creates a Brand Jockey to advertise
9. Hoardings or Billboards Advertise on Shelter / Poles / Buses
10. Outdoor Advertising • The Social Street, a marketing communications agency, Britannia Industries' campaigns 'Smile To Be Surprised' and 'Slide Of Smiles', in the Single Execution category.
11. Sales promotion: • "BRITANNIA KHAO, WORLD CUP JAO" • Lagaan • Assured gift • Free recharge • Free samples • Free in sets • E-greeting cards Prizes:
12. Bil's contest: • "BRITTANIA KHAO, WORLD CUP JAO" was the theme adopted in 1999 • three month promotion that assure a free day trip to London for fifty lucky consumers of Britannia products.
13. Through films: • "Lagan - the super hit movie” a small lucky group to play the game with the movie Stars of Lagan • The bait for those who pick up Britannia Tiger 75g/100g packs from now on till December will be a chance to play Aamir Khan’s Lagaan XI in a real cricket match in Mumbai in the last week of December 2001.
14. Assured gift: On buying 4 packs of BRITANNIA biscuits of any value from MORE supermarket get one gift voucher of assured Rs 150 Gift (movie/pizza/cappuccinos) Free recharge:
15. Free samples: Britannia Pure Magic Chocolush • How To Get Free 1. Follow On Twitter @UnlocktheMagic 2. Tweet Use Has #UnlockTheMagic 3. Wait For Response 4. Britannia Send You Golden Key On Twitter Message And Put Your Golden Key http://www.unlockpuremagic.com/ Also • Small pack of 50-50 with Good day, free gift pack in festive season, rural marketing fair
16. Free in sets: • On buying 3 Britannia bourbon get 1 free • E-greeting cards Prizes: • Britannia Good day have come with a very exciting offer where you can share your love by e- greeting cards also win exciting prizes like IPad Mini & Rs.1000 Goodday Vouchers
18. Sponsorship: “50:50”, Britannia, a sponsor of Royal Challengers Bangalore sensed the ongoing IPL Britannia, sponsors Indian captain Sourav Ganguly. Public service activity: with Naandi Foundation and the Global Alliance for Improved Nutrition (GAIN) is providing these biscuits to more than 1.30 lakh children as midday meal scheme
19. Direct marketing • online through social media
20. STP ANALYSIS: Segmentation - People who need and consume bakery and dairy products health conscious customer • Demographic Segmentation : • Age: Kids -Fruit Rolls, Tiger & Treat Matured People - Good Day, Cream Cracker Youth– Little Hearts, Cream Biscuits • Income: Lower Income Group- Tiger, Marie Higher Income Group -Good day, NutriChoice Gender: For both Male & Female
21. Behavioral Segmentation: • Benefits -For Health Benefits; All Nutri Products, Tea Time Snack Biscuits &Sujie Toast • User Status– Little Heart Biscuit & Time Pass for Lovers. • Usage Rate -Marie Gold is for High Usage Rate Customers. • Occasion- Snack Biscuit, Fruit Rolls and Britannia subh kaamnayein is for special occasions like festival. Geographic segmentation: • urban • sub urban • rural
22. Psychographic Segmentation: • Britannia has adopted itself according to the convenience,personality,self image and lifestyle of the Indian consumers so Britannia came up with a different and new product line Niche Segmentation: • Britannia Slice Cakes and Britannia good day are designed for the people who actually also wants some food characteristics in a biscuit. Different cream biscuits are also made for the people who love to have a biscuit with cream.
23. Targeting: · • Rural and urban coverage through strong distribution channels. · • Target all age group through variety of products i.e. age wise segmented marketing. • Britannia follows full market coverage pattern of target market selection.it has differentiated target market pattern i.e. it operates in several market segments and design different product for each.
24. Positioning: • Full market positioning: Britannia is market leader in cookies segments. • Use positioning: Nutrichoice products for diabetic people. • Benefit positioning: with eat healthy think better, Britannia positions itself as healthy and nutritious alternative.
25. Place Mix for britannia
26. PLACE • In the marketing mix, the process of moving products from the producer to the intended user is called place. In other words, it is how your product is bought and where it is bought. This movement could be through a combination of intermediaries such as distributors, wholesalers and retailers.
27. • There are two channels of distribution available to firms. Direct distribution and indirect distribution. Indirect Distribution • Indirect distribution involves distributing your product by the use of an intermediary for example a manufacturer selling to a wholesaler and then on to the retailer. • Direct Distribution • Direct distribution involves distributing direct from the manufacturer to the consumer .The advantage of direct distribution is that it gives a manufacturer complete control over their product.
28. Common Distribution Strategies in Britannia • Intensive Distribution: Used commonly to distribute low priced products or impulse purchases. For example snacks such as chocolates, soft drinks and crisps • Selective Distribution: A small number of retail outlets are chosen to distribute the product. Selective distribution is common with products such as computers, televisions household appliances, where consumers are willing to shop around and where manufacturers want a large geographical spread.
30. Highlights in the Distribution Strategy • Britannia industries is having a strong distribution channel in the India. We will find Britannia products in all retail outlets whether it is big or small. We can find Britannia products in both rural & urban areas. Britannia industries selects the distributors and sell their products to retailers who will sell to consumers. Britannia Industries Company having different manufacturing units in India. Britannia follows the channel of distribution wherein it appoints distributors at select locations. The selected distributors having right to have a wholesale outlet or retail outlet. These selected distributors will have link with company were the distributor will get the products in bulk quantities. The distributor will break the quantity and distribute to the retail stores & dealers. The distribution in urban areas is fantastic with Britannia being present almost everywhere. However, the rural penetration of the company is still less because of the challenges of distribution in rural area.
31. Communication Channel • T.V , RADIO are the most common communicational channel. Distribution channel – Big Bazaar , Retail shop. They give first communication channel on advertisement, promotion . They spend huge amount own money over to distribution channel , they keep their product in front of customer, they compel to customer to purchase .
33. Advertisement:
35. Brand ambassador • Amitabh Bachchan – Gold Star • Hrithik roshan- hide and seek • Kajol-parle marie.
37. Hoardings: •
38. Sales promotion
39. Free sample: • To increase the awareness of new product. at http://www.sampleandtry.com/india/product-detail.aspx?pid=180 Offer price: • Cut off the price to increase the sales.
40. Freebies: • extra biscuits in the pack are given to customers Coupon: • coupon to the retailers upto amount purchase of Rs 500
41. Public relationship
42. Scholarship • scholarship program ‘Bhaskar Genius Scholarship’ across 8 states .25 Lac worth of scholarships. • Shaktimaan: • sponsoring tele-serial Shaktimaan of a super hero
43. Parle Golu Galata • In Tamil nadu , Golu-doll Galata- dhamaal competition • The contest rewards winners from each city with a cash reward of Rs. 10,000 while the contest winner receives Rs. 25,000
44. Mera sapna sach hoga: • mera sapna sach hoga to fulfill childrens’ dreams • trips to disneyland, paris and singapore, meeting film stars, plane rides, scholarships, etc
45. • Saraswati Vandana By Parle Products: • Pookkalam contest: • It contains • Parle Biscuit Crunch contest • Lulu Gold Traditional attire contest • best dressed man and woman
46. Campaign: Design For Change • It is considered one of the largest children's movements in the world, and addresses topics such as education, employment, environmentalism, health and more. Parle MTV Junkyard Project • support Swachh Bharat Campaign: Olympic Gold Quest: • support Indian sportspersons
47. Durga puja campaign: • Parle propagated the message of equal food distribution through the Parle Bosepukur Sitala Mandir Pandal, one of the oldest Durga Puja pandals in Kolkata.
48. Day fair: • Parlé uses the sales force promotion tool for all its employees. Every year it holds day fairs at branded venues where games and fun events are organised for the employees and their families where parlé products are give away prizes. Tom and jerry: • Parle Milk Shakti targets the cream category, with Tom & Jerry
49. STP Analysis: • Segment -People looking for an affordable foods brand • Target: Group -Lower and middle class families in rural and urban areas • Positioning - A good quality affordable foods brand
50. PLACE MIX FOR PARLE
51. PLACE ▪ The Registered Head Office of Parle is located in Sahar-Chakala Road, Parsiwada, Andheri (E), Mumbai ▪
52. The Channel Members of the Parle distribution The Distributors: One of the main factors, which keep the distributors motivated, is the margin. Usually the margins offered by Parle are 8%. Now a days it has been raised to 8.5%. The Retailers: Trade schemes: These are undertaken by the company only for the hard selling items eg Biscuits and Snacks etc. For these the company raises the margins by 2%, also schemes like good packaging in case of butter and cheese is undertaken by the company. However this is only a short-term initiative to push the products of the company. Glow boards: The company puts up glow boards at the retailer and pays the major portion of the cost.
53. ▪ Schedule of the salesmen: They provide the details with this schedule so the retailers can pre estimate the quantities of the various products needed. Infrastructure facilitation: The company facilitates the retailers to buy beautiful stalls by formulating an easy payment program and a committment to buy back the equipment at a reasonable price when the value of the equipment has depreciated.
55. ▪ The extensive distribution network, built over the years, is a major strength for Parle product, Parle biscuits & sweets are available to consumers, even in the most remote places and in the smallest of villages with a population of just 500. Distribution Channel levels: Parle has nearly 1,500 wholesalers, catering to 4, 25, 000 retail outlets directly or indirectly, A two hundred strong dedicated field force services these wholesalers & retailers. Additionally, there are 31 depots and C&F agents supplying goods to the wide distribution network. So it is seen that Parle has three levels of distribution channels. Highlights in the Distribution Strategy | ||||
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1222 | dbpedia | 0 | 72 | http://www.source2update.com/Company-History/Britannia-Industries-BRIIND.html | en | Britannia Industries limited [BRIINDs] History | [
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] | null | [] | null | Britannia Industries limited BRIIND 1918 The Comp. was Incorporated on 21st March as a public limitedcompany under the Indian Companies Act VII of 1913 The CompanyManufacture bakery & soyabean products e | en | /stock-market/imgx/apple-icon-180x180.png | http://www.source2update.com/Company-History/Britannia-Industries-BRIIND.html | History of Britannia Industries Ltd.
1918
- The Comp. was Incorporated on 21st March, as a public limited company under the Indian Companies Act, VII of 1913. The Company Manufacture bakery & soyabean products, export of cashew Kernels marine products, general merchandise items & computer software.
1921
- The Comp. obtained a priority of Certificate & imported new machinery thereby becoming the first biscuit Comp. in India to instal and run a gas oven plant.
1924
- A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Comp. became a subsidiary of Peek, Frean and Co. Ltd., U.K., a leading biscuit manufacturing company, & further strengthened its position by expanding the factories at Calcutta & Mumbai.
1939-45
- A large part of Company production was diverted to war effort on Acc. of World War II & at times as much as 95% of total capacity was booked for production of 'Service Biscuit'.
1951
- 19,779 Equity shares issued to acquire the Delhi Biscuit Co. limited In August 1,53,234 Bonus equity shares issued in the proportion 1:1.
1952
- The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there & later in Mumbai in 1954.
1954
- The development of high quality sliced & wrapped bread in India was pioneered by Comp. & was first manufactured at Delhi.
- 1,53,234 Bonus equity shares issued in the proportion 1:2.
1961
- Manufacture of bread was started in Mumbai & a new bread bakery was set up at Delhi in 1965.
- 2,29,851 Bonus equity shares issued in the proportion 1:2.
1966
- In May 1966, 3,06,468 Bonus equity shares issued in the proportion 4:9.
1968
- On 14th May, 6,64,014 Bonus equity shares issued in the proportion 2:3.
1970
- 9,96,021 Bonus equity shares issued in the proportion 3:5.
1976
- Britannia bread was introduced in Calcutta & Chennai.
- 18,59,239 Bonus equity shares issued in the proportion 7:10 in April.
1978
- After the issue of shares to the Indian public, the non-resident holding in the Comp. was reduced to less than 40%.
- 18,00,000 Equity shares issued at a premium of Rs 5 per share. 4,06,286 shares offered as rights to resident Indian shareholders in proportion 1:5. 43,714 shares offered to the Company employees; 1,00,000 shares to UTI & 50,000 shares each to LIC & GIC were reserved for allotment & 11,50,000 shares offered to the public during January/February.
1979
- With effect from 3rd October, the name of Comp. was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd.
1980
- The Comp. signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for supply of know-how relating to manufacturing, packaging & marketing of biscuits & selection of plant & machinery.
1982
- 25,26,118 Bonus equity shares issued in proportion 2:5.
1986
- The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. 'Good Day', a new biscuit launched during the year met with good market response.
- Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of 'Vital'.
- 35,36,565 Bonus shares issued in proportion 2:5 during July 1987.
1987
- In [16 monthss], the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions & higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of bakery division reached 27. The soya products division introduced a range of extruded products under the brand name 'VITAL FEAST'.
1989
- The Comp. launched new brand of biscuit, namely, `CIRCUT'. Another brand 'PURE MAGIC' was extended nationally & posta badam was added to 'GOOD DAY' range of biscuits. Bread production & affected for some time at Delhi factory due to industrial unrest.
- 61,88,989 Bonus shares issued in proportion 1:2.
1990
- Two new brands of biscuits,'Elaichi Cream'and 'Petit Beurre' were launched. Also, a new cashew badam variant of brand 'Milk Bikis' and brand extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi & was well received.
1991
- The Comp. launched two new speciality brands viz., Britannia milk bread & Britannia brown bread in Delhi & extended nationally its main brands Petit Beurre & elaichi cream.
- On 17th August, the Comp. handed over to SM Dychem Ltd, its soya unit at Vidisha, MP.
- The Comp. proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases & essence for Coca Cola, Fanta and Sprite and to export processed snack foods.
1992
- The Comp. launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market.
1993
- The Comp. launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the Comp. has started exporting Basmati Rice under the name `Britannia Indian Pearl'.
1994
- During the year, the bakery division launched `Bakers Choice' a sweet biscuit & `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers.
1995
- Under the `Pure Magics' Umbrella, the Comp. launched a new sandwich cream biscuit with two-in-one flavour viz. double cream & this was well received in the market. In the cake market, under the premium segment, the Comp. launched with Groupe Danone technological input a Swissroll Cake 'Mini Roule' which was also met with good response.
1996
- Mariegold biscuits registered quantum growth in volumes & milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company profits improved.
1997
- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products & efficient production systems. The Company undertook to diversify into cheese & dairy whitner.
- The Comp. launched `Tiger' range of biscuits for mass market category, `Jim-Jam' & ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year.
- Britannia Industries [BILs] is one of largest bakery in the private sector & a household name in food products.
- Britannia Industries Ltd [BILs] will shortly enter the cheese & milk products market with an alliance proposed between itself & the Mumbai-based Dynamix Dairy Ltd.
- Britannia Industries Ltd is all set to launch a new corporate identity & a total revamp of its product portfolio, with strategic inputs from an international strategic design & brand repositioning company - Shining Strategic Design. 1998
- Food major Britannia Industries Ltd [BILs] has signed a wage agreement with the Maharashtra General Kamgar Union [MGKUs], providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai.
- The Comp. has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla & vanilla-orange. Half/Half comes in a twin-cake pack [Rs.6s] & a tray pack containing five cakes.
- Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala.
- A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited [BILs].
1999
- Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai & some markets in the South. - Britannia Industries, launching the country first branded flavoured milk is another step towards its goal of becoming a dairy-products giant.
- In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for first time - with India & south Asia-specific volumes targeted at school children as well as institutions & the general `knowledge-seeker'.
2000
- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st.
- Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer.
- The Comp. has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein & 58 cereals.
- Britannia Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand.
- The Industry is set to start bread-manufacturing factories in Kochi, Hyderabad & Chennai to tap the region market potential.
- The Comp. has become the first Comp. to take its products to the Net in the form of video file.
- Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand.
- The Comp. has appointed Tata Energy Research Institute [Teris] for a power audit.
- FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd.
- The Comp. has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi.
- Britannia Industries limited has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai.
2001
- Britannia Industries has launched Britannia Milkman Milk in Delhi.
- Biscuits major Britannia Industries will fund its in-principle agreement to acquire 49 per cent of Kwality Biscuits through internal accruals.
2002
-Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand biggest Comp. & one of leading diary co-operative groups in the world.
-Britannia new COO is Nikhil Sen.
2003
- Board of Directors of Britannia Industries Ltd has passed a resolution to terminate the employment of Mr S K Alagh as Managing Director of Comp. with immediate effect.
- The management of Britannia Industries has roped in John Miller, a Danone representative, as additional director on its board.
-Britannia New Zealand Foods, a joint venture of Britannia Industries & Fonterra Co-operative group of New Zealand has launched 'Britannia MilkMan' fresh milk.
-Britannia Non-convertible Debentures have been rated AAA by Fitch Rating India as 'Stable Outlook'.
-Britannia Industries has appointed Mr.Nikhil Sen,Chief Operating Officer as the manager of the company.
2004
-Britannia Industries Ltd has informed that pursuant to the approval of shareholders of Comp. at the AGM held on August 08, 2003 & the subsequent application to the Cochin Stock Exchange Ltd., the said stock exchange has delisted the securities of Comp. with effect from November 15, 2003.
-Britannia Industries Ltd reviews marketing alliance with the Kolkata-based Thacker Dairy Products Pvt Ltd
2005
--Britannia New Zealand launches health drink for adult
2006
-Britannia Industries Ltd has forged a strategic alliance with 'CCD Daily Bread Pvt Ltd' a Bangalore based Comp. engaged in manufacturing & retailing of premium breads, cakes & high end ready to eat foods & snacks
-Britannia Industries Ltd has appointed Mr. Stephan Gerlich as a Director.
-Britannia Industries Ltd has informed that Mr. Durgesh Mehta has joined the Comp. as the Chief Financial Officer [CFOs] with effect from November 16, 2006. | |||||
1222 | dbpedia | 2 | 10 | https://www.equentis.com/blog/britannia-industries-share-price/ | en | Britannia Industries Share Price | [
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"R&R Admin"
] | 2023-07-05T07:17:05+05:30 | Get Britannia Industries Share Price Target & Fundamental Analysis of Stocks. History of Britannia Industries. Britannia Industries Business Performance..... | en | Research and Ranking | https://www.equentis.com/blog/britannia-industries-share-price/ | Introduction
Britannia is a brand many generations of Indians have grown up with, with several cherished and loved brands in India and the world. It has also created a lot of shareholder wealth over the last two decades since it was listed.
In this article, we try and understand the strengths of Britannia Industries and its prospects in the future.
Britannia Industries Overview
Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues of over INR 16,000 Cr. Britannia is a part of the Wadia group (headed by Nusli Wadia), which comprises companies like Bombay Dyeing, Bombay Burmah Trading Corporation, National Peroxide, Go Air, etc.
Britannia is among the most trusted food brands manufacturing well-known brands like Good Day, Tiger, NutriChoice, Milk Bikis, and Marie Gold, which are household names in India.
Britannia Industries’ product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products, including Cheese, Beverages, Milk, and Yoghurt. It sells its products through more than 26.8 lakh direct outlets and 28k rural preferred dealers as of March 2023.
Britannia Industries Journey
1892: Britannia Industry was founded in 1892 by a group of British businessmen with an investment of INR 295. Initially, biscuits were manufactured in a small house in central Kolkata. Here are some of the critical milestones in the history of the company.
1918: The Company was incorporated on 21st March as a Public Limited Company under the Indian Companies Act, 1913
1954: The development of high-quality sliced and wrapped bread in India was pioneered by the company
1955: Britannia launched Bourbon biscuits
1963: Britannia cakes hit the market
1979: Effective 3rd October, the company’s name was changed from Britannia Biscuit Co. Ltd. to Britannia Industries Ltd.
1983: Sales cross INR 100 crores mark
1986: Good Day brand was launched
1989: Executive office of the company was shifted to Bangalore
1993: Little Hearts and 50-50 was launched
1997: Britannia Incorporates the ‘Eat Healthy. Think better’ corporate identity
2000: Britannia was voted in the top 300 small companies by Forbes Global
2004: Britannia was accorded the status of being a ‘Superbrand.’
2014: Tie up with Amazon for the launch of its latest product, Good Day Chunkies, a premium chocolate chip cookie
2016: R&D facility launched in Karnataka
2017: Entered into a joint venture agreement with Chipita S.A., a Greek company, to manufacture and sell ready-to-eat delicious croissants.
2018: The Company celebrates 100 years of incorporation
2021: Good Day re-launched, inspired by the smiles of India
2022: The Company entered into a joint venture with BEL for cheese.
Britannia has faced numerous challenges throughout its journey, demonstrating resilience and commitment to innovation and sustainability. The company continues to evolve and adapt to changing market conditions while focusing on delivering high-quality products to its customers.
Britannia Industries Management Profile
Mr. Nusli Wadia is a well-known Indian industrialist. He is the Chairman of Britannia Industries and also the Chairman of Wadia group companies. He is also a Director on the board of several Indian companies. He was appointed to the Prime Minister’s Council on Trade and Industry between the period of 1998 to 2004. He has a distinct presence in public affairs and has been actively associated with leading charitable and educational institutions.
Mr. Varun Berry is the MD & Vice Chairman of Britannia Industries. He joined the company as Vice President and Chief Operating Officer on 1st Feb 2013. He has an experience of over 27 years with premier companies like Hindustan Unilever and PepsiCo, both in India and overseas, and a successful track record in leading start-ups, turnarounds, joint ventures, and growth businesses.
Mr. Ranjeet Kohli is the Executive Director & CEO of Britannia Industries. He joined the company on 26th September 2022. He has served in numerous senior leadership roles during his 25+ years career in sectors like FMCG & Retail and joins Britannia from India’s largest Food Services Company, Jubilant FoodWorks. He has an excellent track record of building & scaling up high-performance businesses and has been successful in shaping & executing winning strategies.
Mr. Venkataraman N is the Executive Director & CFO of Britannia Industries. He has over 35 years of rich experience and has been associated with Britannia Industries Limited since April 2007. Before this, he was heading the Finance functions of the two-wheeler and commercial vehicle businesses of Eicher Motors Limited. He leads Finance, Business Commercial, IT, Legal, Secretarial, and Business Strategy functions in Britannia and is also responsible for the Company’s Cost efficiency and IT Transformation initiatives.
Mr. Amit Doshi is the CMO of Britannia Industries. He joined the company on 17th Jan 2022. He is a marketing and sales leader with 19 years of diverse business & capability building experience in key innovation, brand marketing, digital, sales, and customer development roles. In his previous assignment, he was Director, Marketing and part of the Indian and Asia-Pacific Marketing leadership team at Lenovo.
Britannia Industries Shareholding Pattern
Britannia Industries Company Analysis
Various business segments of Britannia Industries are as follows:
1. Biscuits – Good Day, Marie Gold, Milk Bikis, 50-50, Jim Jam, etc.
2. Dairy – Britannia Cheese slice, Britannia WINKIN Cow thick shakes, Britannia Come Alive Paneer, etc.
3. Snacking – Britannia Treat Croissant, Britannia Time Pass Chips, Britannia Treat Cream Wafer, etc.
4. Cakes – Britannia Muffils cakes, Britannia Cake Roll YO!, Britannia Cake Tiffin fun, etc.
5. Rusk – Toastea
6. Bread – Sandwich White bread, Fruit bread, 100% Whole Wheat Sandwich bread, etc.
Under Varun Berry’s leadership, Britannia has consolidated its position in the core biscuits segment, while its non-biscuits execution has been sub-par. Over the last decade, despite multiple initiatives, the company has yet to be able to diversify from Biscuits. Share of non-biscuits hovers at 22-25%. Further to its aspiration to become a ‘Total Foods Company,’ Britannia aims “to move from the side of the plate to the middle”. Post Covid-19, the share of biscuits has seen expansion.
The company will focus on clocking equal revenue contributions from its biscuits and non-biscuits segments for the next decade (per an interaction between Britannia Management & CNBC – TV18). It has set a target of expanding non-biscuits’ contribution to ~35% in the next three years, to 40-45% in five years, and to ~50% in the coming ten years, with expected growth acceleration in the non-biscuits segment.
For the growth of their other business segment, Britannia took some significant steps, like
Entering into a joint venture with an international company like Chipita S.A. to boost the croissants segment
Partnering with BEL to boost Dairy products like cheese.
Britannia is also spending money on innovation and new product launches, including a new variety of cakes and dairy products.
Britannia Industries Fundamental Analysis
Revenue and Profitability
The Company reported consolidated revenue from operations at INR 16,301 Cr in FY23, up 15.3% Y-o-Y compared to INR 14,136 Cr in FY22.
It reported consolidated profit after tax (PAT) of INR 2,316 Cr for FY23, a 53% rise Y-o-Y.
Operating margins have stayed in the 16%-17% range for the last five years except for FY21, when it reached 19%, driven by higher home consumption of packaged food during the pandemic.
Return on Capital Employed
Britannia Industries has been able to post consistent ROCE numbers on the back of its market leadership and ability to pass on price hikes to customers.
The company delivered 28% ROCE in FY23 against 23.2% in FY22. The company saw margins improving significantly in Q3 and Q4 of FY23, which led to higher PAT and return ratios.
Britannia Industries Share Price History
Britannia Industries is a stock that hasn’t disappointed investors. The company continues to deliver exceptional performance yearly, reflecting Britannia’s share performance. Britannia has delivered a 10-year CAGR of 31% from INR 280 on 25th June 2013 to currently trading at INR 3,438 per share on 25h June 2023.
The stock price was around INR 63 per share in 1999 (accounting for stock splits and bonus shares), and since then, the company has multiplied investor wealth by a whopping 54x times. The business has built strong moats around its brands, distribution, and marketing, which may be challenging to beat.
Britannia Industries Share Price Target Growth Potential
Biscuits market share continues to rise:
As seen in the chart below, Britannia Industries has consistently increased its market share and the gap between the largest and the 2nd largest player. It is well-positioned to continue its leadership march in the Biscuits category. Britannia follows a price-straddle approach, which hooks a consumer to the portfolio. This is unlike peer Parle — a strong mass-end player — which has yet to see success in the premium portfolio. On the other hand, ITC is looking to scale its business at the premium end with focused interventions.
Adjacencies provide new levers of growth:
The company has been charting its business diversification for a long time, albeit dragging its feet on the execution front (non-biscuits share remains at 22-25% of sales). Factors such as robust opportunity in core biscuits, Britannia’s limited domain knowledge in adjacencies, and negative margin mix have hurt its diversification agenda. Britannia is looking to secure partnerships with domain experts, like its tie-up in the croissants/cheese space. Management aspires to achieve 35% revenue from non-biscuits in three years, expanding it to 40% in five years and 50% in ten.
Heightened capex plan till FY25
The company plans a capex of INR 500-600 crore in FY2024 towards investment in enhancing dairy capacity, a new facility in Bihar, and investments in an existing facility in Ranjangaon. Capex will moderate from FY26 onwards.
Key risks:
Key risks include:
Sustained inflation in key wheat flour
A surge in competitive intensity (spike at the premium end),
Company’s inability to execute in adjacencies, and
Sustained rural slowdown
*Disclaimer Note: The securities quoted, if any, are for illustration only and are not recommendatory. This article is for education purposes only and shall not be considerea d as recommendation or investment advice by Research & Ranking. We will not be liable for any losses that may occur. Investment in securities market are subject to market risks. Read all the related documents carefully before investing. Registration granted by SEBI, membership of BASL, and certification from NISM in no way guarantee the performance of the intermediary or provide any assurance of returns to investors.
FAQs | |||||
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"Dr. Mayank Ranjan Srivastava"
] | 2024-06-29T05:57:54+00:00 | Case Study: Britannia Industries Limited Overview: Britannia Industries Limited, founded in 1892, is one of India's oldest and most well-known food companies, specializing in bakery and dairy products. The company has a diverse portfolio that includes biscuits, breads, cakes, dairy products like che | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/pulse/case-study-britannia-industries-limited-dr-mayank-ranjan-srivastava-dhntc | LinkedIn and 3rd parties use essential and non-essential cookies to provide, secure, analyze and improve our Services, and to show you relevant ads (including professional and job ads) on and off LinkedIn. Learn more in our Cookie Policy.
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Overview: Britannia Industries Limited, founded in 1892, is one of India's oldest and most well-known food companies, specializing in bakery and dairy products. The company has a diverse portfolio that includes biscuits, breads, cakes, dairy products like cheese and milk, and other snack items. Britannia has a strong presence in both domestic and international markets, with a focus on quality, innovation, and consumer satisfaction.
Founding and Early Years: Established in Kolkata, India, Britannia started as a small biscuit company catering primarily to the British colonial market.
Product Diversification: Over the years, Britannia expanded its product range to include various bakery items and dairy products, responding to changing consumer preferences and market dynamics.
Market Expansion: Britannia has successfully expanded its footprint across India and globally, leveraging its brand equity and distribution network.
Brand Building and Marketing: Britannia invests heavily in brand building through strategic marketing campaigns that emphasize quality, trust, and innovation. The company uses multiple channels to reach consumers effectively.
Product Innovation: Continuous innovation is a cornerstone of Britannia's strategy. The company introduces new products and variants to meet diverse consumer needs, including healthier options and premium offerings.
Operational Excellence: Britannia focuses on operational efficiency and cost management across its manufacturing and supply chain operations to maintain competitiveness and profitability.
Market Leadership: How has Britannia maintained its leadership position in the Indian food industry amidst fierce competition? What are the key factors contributing to its market dominance?
Innovation Strategy: Discuss Britannia's approach to product innovation. How has innovation helped the company capture new market segments and sustain growth?
Global Expansion: What are the opportunities and challenges for Britannia in expanding its presence further in international markets? How should the company prioritize its global expansion efforts?
Supply Chain Management: Evaluate Britannia's supply chain management practices. How can the company improve efficiency and responsiveness to market demands while maintaining product quality?
CSR Impact: Assess the impact of Britannia's CSR initiatives on its brand reputation and consumer perception. How can CSR activities contribute to long-term sustainability and business success?
Conclusion: Britannia Industries Limited exemplifies strategic agility and resilience in navigating challenges and seizing opportunities in the competitive food industry. By focusing on innovation, quality, and consumer-centricity while maintaining a strong commitment to corporate social responsibility, Britannia continues to strengthen its market position and achieve sustainable growth. The company's ability to adapt to changing market dynamics and its proactive approach to addressing consumer preferences will be crucial in shaping its future success. | |||
1222 | dbpedia | 2 | 47 | https://www.qodenext.com/blog/the-biggest-challenges-faced-by-the-fmcg-sector/ | en | The Biggest Challenges Faced by the FMCG Sector | [
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] | 2023-06-22T13:05:22+00:00 | The FMCG sector in 2023 faces supply chain disruptions & changing consumer demands. Overcome challenges & stay ahead! Read more! | en | QodeNext | https://www.qodenext.com/blog/the-biggest-challenges-faced-by-the-fmcg-sector/ | In the fast-paced world of Fast-Moving Consumer Goods (FMCG), businesses constantly grapple with ever-evolving challenges that shape the industry landscape. As we dive into the year 2023, the FMCG sector finds itself at a critical juncture, confronting a range of formidable obstacles that demand strategic agility, adaptability, and innovative solutions.
From disruptive technological advancements to shifting consumer preferences and global market uncertainties, FMCG companies must navigate a complex web of challenges to sustain growth and maintain a competitive edge.
In this blog, we will delve into the biggest hurdles faced by the FMCG sector in 2023 and explore how industry players are proactively responding to these dynamic forces to drive success in an increasingly demanding marketplace.
Which Industries Are Considered FMCG Industries?
The FMCG (Fast Moving Consumer Goods) industry encompasses a wide range of sectors involved in the production, distribution, and sale of everyday consumer products. These products are typically high in demand, have a relatively short shelf life, and are consumed frequently by consumers. Some of the top FMCG companies in the market are – ITC Limited, Dabur India Limited, Amul, Godrej Consumer Products Limited, Hindustan Unilever, Britannia Industries and more.
FMCG industries play a significant role in the global economy and are known for their fast-paced nature and constant innovation. They are characterized by high-volume sales, low-profit margins, and widespread distribution networks. Here are some of the key industries considered FMCG industries:
Food and Beverages
Processed foods
Snacks and confectionery
Dairy products
Beverages (soft drinks, juices, bottled water)
Personal Care and Cosmetics
Skincare products
Hair Care products
Bath and shower products
Fragrances
Makeup and beauty products
Household Products
Cleaning agents (detergents, soaps)
Home care products (air fresheners, disinfectants)
Paper products (toilet paper, tissues)
Batteries
Tobacco Products
Cigarettes
Cigars
Tobacco accessories
Pharmaceuticals and Over-the-counter (OTC) Medicines
Non-prescription drugs
Vitamins and supplements
Health and wellness products
Consumer Electronics
Mobile phones
Television sets
Small appliances (kitchen appliances, personal grooming devices)
Baby and Childcare Product
Diapers
Baby food and formula
Baby care accessories
Pet Care Products
Pet food
Pet grooming products
Pet toys and accessories
These industries are highly competitive and rely on effective marketing strategies, product differentiation, and brand recognition to capture consumer loyalty.
With changing consumer preferences and evolving market trends, FMCG industries continuously strive to innovate and adapt to meet the demands of consumers worldwide.
Biggest Challenges Faced by the FMCG Sector
The FMCG (Fast-Moving Consumer Goods) sector continues to be a vital part of the global economy, providing essential products to consumers worldwide. However, the industry faces various challenges in 2023 that require careful navigation and strategic planning. These challenges range from shifting consumer preferences to evolving market dynamics and technological advancements. Let us delve into 12 significant challenges that the FMCG sector encounters in 2023.
Changing Consumer Preferences: Consumer preferences are constantly evolving due to various factors such as demographic shifts, changing lifestyles, and increased awareness of sustainability and health consciousness. FMCG companies must closely monitor these changes to understand the needs and desires of their target consumers. This requires conducting market research, analyzing trends, and staying updated on emerging consumer behaviors.
Intense Competition: The FMCG sector is characterized by intense competition, with numerous players vying for market share. Traditional FMCG giants face competition not only from each other but also from nimble startups and direct-to-consumer brands. To thrive in this competitive landscape, companies need to differentiate themselves through innovation, product quality, packaging, pricing strategies, and effective marketing.
Rising Raw Material Costs: Fluctuating raw material prices pose a significant challenge for FMCG companies. Factors such as geopolitical tensions, climate change, and supply chain disruptions can lead to increased costs of raw materials, packaging materials, and ingredients. These cost fluctuations directly impact the profitability of FMCG companies, making it crucial for them to closely monitor and manage their supply chains, explore alternative sourcing options, and negotiate favorable contracts with suppliers.
Supply Chain Disruptions: The smooth functioning of the supply chain is vital for FMCG companies as any disruptions can lead to delayed deliveries, product shortages, and dissatisfied customers. Disruptions can be caused by various factors, including natural disasters, trade conflicts, political instability, and global pandemics.
Sustainability and Environmental Concerns: Consumers are increasingly concerned about the environmental impact of the products they purchase. FMCG companies are under pressure to adopt sustainable practices throughout their value chain. This includes reducing packaging waste, using recyclable or biodegradable materials, optimizing energy consumption, and implementing eco-friendly manufacturing processes.
E-commerce and Digital Transformation: The rise of e-commerce and digital platforms has transformed consumer behavior, with online shopping becoming increasingly popular. FMCG companies need to adapt their business models to meet the demands of digital-savvy consumers. This involves developing robust online strategies, optimizing their digital presence through user-friendly websites and mobile apps, and leveraging data analytics to personalize marketing and enhance customer experience.
Regulatory Compliance: FMCG companies operate in a highly regulated environment, subject to various laws and regulations regarding product safety, labeling, advertising, and data privacy. Compliance with these regulations is crucial to avoid legal issues, reputational damage, and financial penalties. Staying updated with changing regulations, implementing robust compliance programs, and conducting regular audits are essential.
Talent Acquisition and Retention: Attracting and retaining skilled talent is a persistent challenge for the FMCG sector. With the emergence of new technologies and the need for digital expertise, companies require professionals with diverse skill sets. FMCG companies should focus on employer branding, offering attractive compensation packages, providing opportunities for career growth and development, and fostering a positive work culture.
Brand Loyalty and Trust: Establishing and maintaining brand loyalty and consumer trust is crucial for FMCG companies. Negative publicity, product recalls, data breaches, or unethical practices can severely damage brand reputation and erode consumer trust. To build and preserve brand loyalty, companies should prioritize product quality, transparency, and ethical business practices.
Digital Marketing and Advertising: The digital landscape has transformed marketing and advertising in the FMCG sector. Companies must navigate various digital channels, including social media, search engine marketing, influencer marketing, and online marketplaces, to effectively reach and engage with their target audience.
Economic Uncertainty: The FMCG sector is influenced by macroeconomic factors such as economic growth, inflation, currency fluctuations, and consumer purchasing power. Economic uncertainty can impact consumer confidence and overall market demand for FMCG products. FMCG companies should closely monitor economic indicators, anticipate consumer behavior during economic downturns, and develop flexible pricing strategies to navigate changing market conditions.
Technological Advancements: Rapid technological advancements such as artificial intelligence, automation, robotics, and data analytics are reshaping the FMCG industry. While these technologies offer opportunities for enhanced efficiency, cost savings, and innovation, their implementation poses challenges. FMCG companies need to assess the feasibility and ROI of adopting new technologies, ensure proper integration with existing systems, and provide training and upskilling opportunities to their workforce.
By addressing these challenges effectively, FMCG companies can adapt to the evolving landscape, meet consumer expectations, and position themselves for sustainable growth in 2023 and beyond.
Conclusion
In conclusion, we can say that the FMCG sector in 2023 faces challenges such as intense competition, shifting consumer preferences, supply chain disruptions, and rising costs. Qodenext offers a comprehensive suite of solutions to overcome these obstacles.
With advanced analytics, businesses can gain valuable insights into market trends and consumer behavior. Qodenext’s supply chain optimization tools help streamline operations and minimize disruptions, ensuring smooth logistics. | |||||
1222 | dbpedia | 1 | 7 | https://finance.yahoo.com/quote/BRITANNIA.NS/ | en | Britannia Industries Limited (BRITANNIA.NS) Stock Price, News, Quote & History | https://pinhole.finance.yahoo.com/chart/BRITANNIA.NS/__screenshot | https://pinhole.finance.yahoo.com/chart/BRITANNIA.NS/__screenshot | [] | [] | [] | [
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Britannia Industries Limited (BRITANNIA.NS)
5,796.95 +4.30 (+0.07%)
At close: 3:29 PM GMT+5:30
Previous Close 5,792.65
Open 5,800.00
Bid 5,796.95 x --
Ask --
Day's Range 5,776.25 - 5,860.00
52 Week Range 4,347.70 - 6,005.00
Volume 265,086
Avg. Volume 324,596
Market Cap (intraday) 1.397T
Beta (5Y Monthly) 0.53
PE Ratio (TTM) 63.74
EPS (TTM) 90.94
Earnings Date Oct 30, 2024 - Nov 4, 2024
Forward Dividend & Yield 73.50 (1.27%)
Ex-Dividend Date Aug 5, 2024
1y Target Est 4,019.59
Britannia Industries Limited manufactures and sells various food products in India and internationally. The company offers biscuits under the Good Day, Marie Gold, NutriChoice, Milk Bikis, Tiger, 50-50, Jim Jam, Britannia Bourbon, Treat, Little Hearts, Pure Magic, Nice Time, and Biscafe brand names; cakes under the Muffills, Fudge It, Gobbles, Layerz, Tiffin Fun, Rollyo, and Nut & Raisin Romance Cake brand names; rusks under the Toastea brand; center filled croissants under the Treat Croissant brand; wafers under Treat Creme Wafers brand; and Snacks under Time Pass brand. It also offers dairy products, such as cheese and dairy whitener, as well as gourmet, wheat flour, and white breads under Britannia brand; milkshakes, lassi, and flavored milk under Winkin' Cow brand; Paneer and Dahi under Come Alive brand; and nutritious bars under Be You Protein Bars brand name. The company exports its products to approximately 80 countries worldwide. Britannia Industries Limited was founded in 1892 and is based in Bengaluru, India.
britannia.co.in
5,337
Full Time Employees
March 31
Fiscal Year Ends
Consumer Defensive
Sector
Packaged Foods
Industry
Recent News: BRITANNIA.NS
View More
All SEC Filings
Corporate Changes & Voting Matters
Periodic Financial Reports
Proxy Statements
Tender Offer/Acquisition Reports
Offering Registrations
Performance Overview: BRITANNIA.NS
Trailing total returns as of 8/26/2024, which may include dividends or other distributions. Benchmark is .
YTD Return
BRITANNIA.NS
10.00%
S&P BSE SENSEX
13.09%
1-Year Return
BRITANNIA.NS
29.75%
S&P BSE SENSEX
25.91%
3-Year Return
BRITANNIA.NS
58.12%
S&P BSE SENSEX
46.03%
5-Year Return
BRITANNIA.NS
159.65%
S&P BSE SENSEX
122.60%
Compare To: BRITANNIA.NS
Select to analyze similar companies using key performance metrics; select up to 4 stocks.
5,796.95
+0.07%
Mkt Cap INR 1.397T
Industry Packaged Foods
2,519.55
-0.38%
Mkt Cap INR 2.429T
Industry Packaged Foods
1,220.05
+1.94%
Mkt Cap INR 1.178T
Industry Packaged Foods
1,300.85
-1.56%
Mkt Cap INR 289.762B
Industry Packaged Foods
855.80
+0.14%
Mkt Cap INR 214.277B
Industry Packaged Foods
371.20
+2.33%
Mkt Cap INR 129.113B
Industry Packaged Foods
244.19
+3.75%
Mkt Cap INR 36.029B
Industry Packaged Foods
1,889.65
-0.52%
Mkt Cap INR 684.152B
Industry Packaged Foods
2,519.05
-0.42%
Mkt Cap INR 2.429T
Industry Packaged Foods
543.65
-0.77%
Mkt Cap INR 50.472B
Industry Packaged Foods
13,833.75
-4.77%
Mkt Cap INR 35.506B
Industry Packaged Foods
Statistics: BRITANNIA.NS
View More
Valuation Measures
Market Cap
1.40T
Enterprise Value
1.40T
Trailing P/E
63.77
Forward P/E
--
PEG Ratio (5yr expected)
--
Price/Sales (ttm)
8.35
Price/Book (mrq)
35.40
Enterprise Value/Revenue
8.35
Enterprise Value/EBITDA
40.87
Financial Highlights
Profitability and Income Statement
Profit Margin
12.90%
Return on Assets (ttm)
--
Return on Equity (ttm)
--
Revenue (ttm)
169.58B
Net Income Avi to Common (ttm)
21.88B
Diluted EPS (ttm)
90.94
Balance Sheet and Cash Flow
Total Cash (mrq)
20.19B
Total Debt/Equity (mrq)
52.07%
Levered Free Cash Flow (ttm)
--
Research Analysis: BRITANNIA.NS
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1222 | dbpedia | 1 | 53 | https://www.unilever.com/our-company/our-history-and-archives/1900-1950/ | en | Unilever global company website - 1900 - 1950 | [
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With supplies of oils and fats struggling to meet the demand created by fast-growing soap and margarine production - and in an increasingly competitive market - Jurgens, Van den Bergh and Lever Brothers focus on securing stable sources of raw materials.
1902 - Lever Brothers begin to source their own supply of raw materials
By now, Lever Brothers have a thriving export trade and factories in South Africa, Europe, Canada, Australia and the US. In response to the problem of sourcing raw materials need to make soap, they seek to create their own sources for supply, Lever Pacific Plantations was formed in 1902 and Huileries du Congo Belge in 1911.
1904 - Lever Brothers launch Vim - an innovation in homecare
In 1904, Lever Brothers launch Vim, one of the very first scouring powders. It is the first specially formulated product of its kind to be marketed in Britain. Originally, the principal abrasive ingredient of Vim is silica, which comes by rail and road from quarries in North Wales.
1908 - Jurgens and Van den Bergh join forces to combat a weak margarine market
Between 1906 and 1907 the Dutch margarine industry sees its competitive strength weaken as increased supply of butter lowers the value of margarine. On 13 February 1908, a 'secret' pooling agreement is reached whereby the Jurgens and Van den Bergh businesses agree to pool their profits. At the same time, the two companies set up a joint palm-planting venture in Africa.
1910 - What happened in the 1910s?
As the First World War is set to make a big impact, soap and margarine are in huge demand as vital wartime supplies, and the oil and fats industry is placed under the control of the British and German governments. Lever Brothers, Jurgens and Van den Bergh increase their interests in the production of raw materials to supply the booming demand.
1911 -The first research lab is built at Port Sunlight
In 1911, Lever Brothers' first purpose-built research laboratory is constructed at Port Sunlight. Research work includes laboratory analysis, testing raw materials and the finished soap, the recovery of waste heat from the condensers, boiling down of caustic liquors in steam boilers and the development of the glycerine department.
1914 - Lever Brothers support employees and their families during wartime
In the year that war breaks out, companies controlled by Lever Brothers are making about 135 000 tons of soap a year. For employees drafted to war, Lever Brothers agreed to re-employ them on their return and give allowances to their dependants whilst they were away.
1917 - Lever Brothers acquire long-established Pears Soap
In 1917, Lever Brothers Ltd acquire Pears Soap, a company said to have been established as far back as 1789 by Andrew Pears. Pears wanted to develop a pure soap that would be gentler on the skin than many of the harsh products of the time. By 1807 he had succeeded in developing a method of producing a high-quality amber-coloured, delicately perfumed transparent soap. Key elements of Pears' production process, developed to achieve the transparency and purity of the soap, have been continued throughout the history of the product.
1917 - Jurgens and Van den Bergh bring margarine manufacturing to England
In 1917, Jurgens and Van den Bergh establish factories in England, with one in Purfleet, Essex, which is still manufacturing margarine today. The factory is extended in 1957 and again in 1971, and by 1959 there are 1,000 workers employed there. They make Stork Margarine, processed cheese and soft drinks. In more recent years, the Purfleet factory has expanded to make some of Unilever's best-known brands such as Flora, Bertolli and Olivio and is reputed to be the largest margarine factory in the world.
1920 - What happened in the 1920s?
The post-war boom is in decline and during the 1920s the margarine market suffers as butter becomes more affordable. By the end of the 1920s, Jurgens owns margarine factories in Scotland, Ireland and England and Lever Brothers controls 60% of the output of UK soap manufacturing. Before the decade is out, alliances reach their ultimate conclusion and the official history of Unilever begins.
1922 - Lever Brothers buy Wall's, a sausage company with ice cream ambitions
In 1922, Lever Brothers Ltd buy Wall's, a popular sausage company. The meat business, however, is very seasonal in nature, and fresh perishable products cannot be properly distributed at the time, resulting in sales of pork products dropping dramatically during the summer months. The idea is proposed to make ice cream during the summer season.
Due to the war, the idea does not come to fruition until 1922 and initial ice cream sales are disappointing, as retailers are reluctant to buy in quantity. The solution is to sell directly to the customer and so salesmen are sent out on tricycles. This is the first time in Britain that ice cream has been factory-made, pre-hardened and wrapped for mass distribution, branded and retailed in this way.
1926 - Lifebuoy's Clean Hands campaign promotes hygiene and boosts market
Lever Brothers launches its Clean Hands Campaign. As part of its child health policy, it encourages the habits of personal cleanliness among primary school children, educating them about dirt and germs and teaching them how to wash their hands properly. Children are encouraged to complete a 'Clean Hands Chart' which is marked each time they wash their hands 'Before Breakfast', 'Before Dinner' and 'After school' for each day of the week.
1927 - The formation of Margarine Unie
Margarine businesses Jurgens and Van den Bergh, Jbusinesses, Centra and Schicht join forces to create Margarine Unie - the Margarine Union. The union quickly gains new members, creating a large group of European businesses involved in the production of almost all goods created from oils and fats. In 1928, Margarine Unie acquires the French-Dutch Calvé-Delft group with factories in the Netherlands, France, Belgium and Czechoslovakia. The following year the Union also acquires the firm Hartog's.
1930 - What happened in the 1930s?
The 1930s is a tough decade - it starts with the Great Depression and ends with a new world war. But despite the recession the business continues to expand, partly through the development of new products in its established markets, and partly by acquiring companies to take it into emerging categories like frozen and convenience foods. Soap production also moves further from hard soaps to flakes and powders designed to make lighter work of household cleaning. This leads to expansion in the soap market.
1930 - Margarine Unie and Lever Brothers unite to establish Unilever
On 2 September 1929, Margarine Unie and Lever Brothers sign an agreement to create Unilever. The businesses initially aim to negotiate an arrangement to keep out of each other's principal interests of soap and margarine production, but ultimately decide on an amalgamation instead. Described in The Economist as “one of the biggest industrial amalgamations in European history”, Unilever is officially established on 1 January 1930. However, the year also sees Procter & Gamble enter the UK market, becoming one of Unilever's largest rivals.
1938 - Vitamin-enriched brands boost margarine business
After a campaign to improve public perceptions of margarine and the growth of vitamin-enriched brands such as Stork in the UK and Blue Band in the Netherlands, sales of margarine rise to levels close to the highs of 1929.
1940 - What happened in the 1940s?
During the war years Unilever is effectively broken up, with businesses in German- and Japanese-occupied territory cut off from London and Rotterdam. This leads to the development of a corporate structure in which local Unilever businesses act with a high level of independence and focus on the needs of local markets.
1941 - Lifebuoy provides public support during the Blitz
During the Blitz, Lifebuoy soap provides a free emergency washing service to Londoners. Lifebuoy vans equipped with hot showers, soap and towels visit bomb-struck areas of the capital to offer much-needed mobile washing facilities.
1943 - Unilever ventures into frozen products and acquires Batchelors
Unilever becomes the majority shareholder in Frosted Foods and the UK rights to a method of food preservation new to mass markets: deep-freezing. Years later, freezing will enjoy a resurgence of popularity when it's shown to be one of the best ways of naturally preserving the goodness of fresh food. Around the same time, Unilever acquires Batchelors, which specialises in freeze-dried vegetables and canned goods.
1946 - Birds Eye adds to Unilever's food portfolio
Birds Eye launches the first frozen peas in the UK. At this time meat, fish, ice cream and canned goods account for only 9% of Unilever's total turnover. | ||||
1222 | dbpedia | 0 | 67 | https://www.thehindubusinessline.com/stocks/britannia-industries-ltd/ | en | Britannia Industries Ltd Share/Stock Price Live Today | [
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1222 | dbpedia | 2 | 91 | https://www.5paisa.com/blog/stock-in-action-britannia | en | Stock in Action – BRITANNIA | [
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] | 2024-05-06T15:31:31+05:30 | Discover why Britannia's stock is in action. Explore recent developments and market trends impacting Britannia Industries' stock performance. | en | 5paisa | https://www.5paisa.com/blog/stock-in-action-britannia | BRITANNIA Stock Movement of Day
Why Stock is in BRITANNIA Buzz?
Britannia Industries' shares experienced significant surge of nearly 10% to ₹ 5,199.60, marking its sharpest intra-day rally in past 18 months. This surge was primarily fueled by expectations of improved outlook for company. Additionally, announcement of final dividend for financial year ended March 31, 2024, further boosted investor sentiment.
Shall I Buy BRITANNIA Stock? & Why?
Britannia Industries' robust performance in face of challenging market conditions positions it as attractive investment opportunity. Despite reporting decline in consolidated net profit for March quarter, company's total revenue saw modest increase of 1.14% year-on-year, reaching ₹ 4,069.36 crore. This growth trajectory aligns with market expectations, with brokerages forecasting YoY growth of around 2.4%.
Britannia's strategic pricing actions & intensified investments in brands have enabled company to maintain competitiveness & rebound in market share. company's focus on expanding its distribution network, reaching approximately 27.9 lakh outlets directly, underscores its commitment to market penetration & growth.
Britannia's future prospects, analysts remain bullish on, with CLSA maintaining 'outperform' rating & setting target price of ₹ 5,636 per share, indicating upside potential of more than 18% from previous session's closing price. Similarly, Morgan Stanley & Macquarie have retained their 'overweight' & 'neutral' ratings, respectively, with target prices of ₹ 5,243 & ₹ 4,500 per share.
Britannia Industries' cost efficiency program continues to yield operational savings, ensuring healthy operating margins. company's prudent approach to managing commodity prices & evolving geopolitical landscape further enhances its resilience in market.
Britannia Industries' Financial performances
Analysis & Interpretations
1. Sales Growth
• Company experienced fluctuations in sales over five quarters, with peak in September 2023 at ₹ 4,433 crores & slight dip in March 2024 to ₹ 4,069 crores.
• Despite quarterly variations, overall trend indicates relatively stable sales performance, with company consistently generating revenues above ₹ 4,000 crores.
2. Operating Profit
• Britannia Industries' operating profit fluctuated throughout quarters, reaching its highest point in September 2023 at ₹ 871 crores & declining to ₹ 784 crores in March 2024.
• Despite fluctuations, company maintained healthy operating profits above ₹ 600 crores in all quarters, indicating effective cost management & operational efficiency.
3. Net Profit
• Net profit trend follows similar pattern to operating profit, with fluctuations across quarters.
• Company recorded its highest net profit in December 2023 at ₹ 586 crores, followed by slight decline to ₹ 537 crores in March 2024.
• Despite variations, Britannia Industries consistently delivered strong net profits above ₹ 450 crores, demonstrating resilience & profitability in its operations.
4. Overall Assessment
• Britannia Industries' quarterly results reflect resilient performance despite challenging market conditions.
• Company has demonstrated stability in sales revenue, indicating strong demand for its products.
• Effective cost management measures have supported healthy operating profits, contributing to overall profitability.
• While fluctuations in net profit suggest some volatility, company's ability to maintain profits above ₹ 450 crores signifies its robust financial position.
Moving forward, Britannia Industries may focus on strategies to sustain sales growth, enhance operational efficiency, & mitigate any potential risks to ensure continued profitability & shareholder value.
Britannia's Competition & Outlook
• Competition from regional players is rising, focusing on price & trade margin greasing
• Outlook for margins is stable & focused on aggressive top-line growth
Britannia's Modern Trade Strategies
Britannia's modern trade strategies include countering one plus one promotions & strengthening distribution & brands.
Britannia Strengths
1. Company has reduced debt.
2. Company has good return on equity (ROE) track record: 3 Years ROE 57.8%
3. Company has been maintaining healthy dividend payout of 82.2%
Britannia Weaknesses
1. Stock is trading at 31.2 times its book value
2. Company has delivered poor sales growth of 8.69% over past five years.
Conclusion
In light of these factors, investors seeking exposure to FMCG sector with focus on stable growth & dividend income may consider Britannia Industries as compelling addition to their portfolio. However, as with any investment decision, it is essential to conduct thorough research, assess risk tolerance, & consult with financial advisors before making purchase. | |||||
1222 | dbpedia | 0 | 88 | https://www.tofler.in/britannia-industries-ltd/company/L15412WB1918PLC002964 | en | BRITANNIA INDUSTRIES LTD | [
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] | 2013-03-01T08:30:00+05:30 | Check Britannia Industries Ltd registration details online. Get financial highlights, company network & industry details. Sign Up now for more reports & updates | /images/logo-o.png | Tofler | https://www.tofler.in/britannia-industries-ltd/company/L15412WB1918PLC002964 | OVERVIEW - BRITANNIA INDUSTRIES LTD
Britannia Industries Ltd is a listed public company incorporated on 21 March, 1918. It is classified as a public limited company and is located in Kolkata, West Bengal. It's authorized share capital is INR 50.00 cr and the total paid-up capital is INR 24.09 cr.
Britannia Industries Ltd's operating revenues range is Over INR 500 cr for the financial year ending on 31 March, 2023. It's EBITDA has increased by 31.24 % over the previous year. At the same time, it's book networth has increased by 32.41 %. Other performance and liquidity ratios are available here.
Description: The company is engaged in food industry.
Products & Services: Biscuits, Bread, Cakes, Rusk, and Dairy products.
The current status of Britannia Industries Ltd is - Active.
The last reported AGM (Annual General Meeting) of Britannia Industries Ltd, per our records, was held on 28 August, 2023.
Britannia Industries Ltd has 13 directors - Keki Manchersha Elavia, Nusli Neville Wadia, and others.
The Corporate Identification Number (CIN) of Britannia Industries Ltd is L15412WB1918PLC002964. The registered office of Britannia Industries Ltd is at 5/1A, HUNGERFORD STREET,, , KOLKATA, West Bengal.
Directors - BRITANNIA INDUSTRIES LTD
The company has 13 directors and 3 reported key management personnel.
The longest serving director currently on board is Nusli Neville Wadia who was appointed on 05 September, 1993. Nusli Neville Wadia has been on the board for more than 30 years. The most recently appointed director is Pradip Manilal Kanakia, who was appointed on 26 March, 2024.
Tanya Arvind Dubash has the largest number of other directorships with a seat at a total of 18 companies. In total, the company is connected to 66 other companies through its directors.
NAME DESIGNATION APPOINTMENT DATE KEKI MANCHERSHA ELAVIA Director 07 August, 2017 Other directorships - ZEST PHARMACEUTICALS PVT LTD, PHOENIX ARC PRIVATE LIMITED, GO AIRLINES (INDIA) LIMITED, THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED, GODREJ AND BOYCE MANUFACTURING COMPANY LIMITED, NUSLI NEVILLE WADIA Director 05 September, 1993 Other directorships - GO AIRLINES (INDIA) LIMITED, GO INVESTMENTS & TRADING PRIVATE LIMITED, GOODEED CHARITABLE FOUNDATION, THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED, THE BOMBAY BURMAH TRADING CORPORATION LIMITED, TRISTAR CHARITABLE FOUNDATION, TANYA ARVIND DUBASH Director 07 February, 2019 Other directorships - AREL ENTERPRISE LLP, INNOVIA MULTIVENTURES PRIVATE LIMITED, NATURESSE CONSUMER-CARE PRODUCTS PRIVATE LIMITED, GODREJ HOUSEHOLD PRODUCTS LIMITED, VORA SOAPS LIMITED, GIL VIKHROLI REAL ESTATE LIMITED, GODREJ SEEDS & GENETICS LIMITED, ANAMUDI REAL ESTATES LLP, GODREJ CONSUMER PRODUCTS LIMITED, ESSENCE CONSUMER-CARE PRODUCTS PRIVATE L IMITED, ANBG ENTERPRISE LLP, TNP ENTERPRISE LLP, ESCORTS KUBOTA LIMITED, GO AIRLINES (INDIA) LIMITED, GODREJ AGROVET LIMITED, GODREJ HYGIENE PRODUCTS LIMITED, GODREJ INDUSTRIES LIMITED, NESS NUSLI WADIA Director 29 April, 2010 Other directorships - PATRICIA KEELAN FOUNDATION, NAPEROL INVESTMENTS LIMITED, NATIONAL PEROXIDE LIMITED, GO AIRLINES (INDIA) LIMITED, GO INVESTMENTS & TRADING PRIVATE LIMITED, THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED, THE BOMBAY BURMAH TRADING CORPORATION LIMITED, NITAPO HOLDINGS PRIVATE LIMITED, NAMMYOHO DAAN FOUNDATION, VIRTUAL EDUCATION NETWORK PRIVATE LIMITED, WADIA INVESTMENTS LIMITED, SCHOOL FOR SOCIAL ENTREPRENEURS INDIA, K.P.H. DREAM CRICKET PRIVATE. LIMITED., AVIJIT DEB Director 04 June, 1996 Other directorships - UG HEALTHCARE PRIVATE LIMITED, SATELLITE PRINTING PRIVATE LIMITED, CALCUTTA MEDIA INSTITUTE PRIVATE LIMITED, DEB & ASSOCIATES CONSULTANTS PRIVATE LIMITED, ABP NETWORK PRIVATE LIMITED, AVIJIT DEB PARTNERS LLP, KEKI BOMI DADISETH Director 31 May, 2006 Other directorships - FEEL GOOD PROPERTIES PRIVATE LIMITED, BREACH CANDY HOSPITAL TRUST, YASHWANT SHANKARRAO PATIL THORAT Director 13 February, 2017 Other directorships - AMBIT HOLDINGS PRIVATE LIMITED, GO AIRLINES (INDIA) LIMITED, THE BOMBAY BURMAH TRADING CORPORATION LIMITED, PRADIP MANILAL KANAKIA Director 26 March, 2024 Other directorships - JM FINANCIAL LIMITED, SYMED LABS LIMITED, VIYASH LIFE SCIENCES PRIVATE LIMITED, VIYASH LIFE SCIENCES PRIVATE LIMITED, TORRENT GAS LIMITED, SONA BLW PRECISION FORGINGS LIMITED, HEALTHCARE GLOBAL ENTERPRISES LIMITED, CAMLIN FINE SCIENCES LIMITED, AJAY SHAH NAROTTAM Director 13 February, 2017 Other directorships - EMERGING MARKET INNOVATIONS PRIVATE LIMITED, PUNJAB INNOVATION MISSION, XKDR FORUM, CENTRE FOR MONITORING INDIAN ECONOMY PRIVATE LIMITED, AJAI PURI Director 30 April, 2009 No other directorships VARUN BERRY Director 11 November, 2013 Other directorships - VULCAN PROMOTERS PRIVATE LIMITED, BRITCHIP FOODS LIMITED, BRITANNIA BEL FOODS PRIVATE LIMITED, PAGE INDUSTRIES LIMITED, GO AIRLINES (INDIA) LIMITED, THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED, NATARAJAN VENKATARAMAN KMP 01 December, 2016 No other directorships NATARAJAN VENKATARAMAN Director 30 July, 2021 Other directorships - GILT EDGE FINANCE AND INVESTMENTS PRIVATE LIMITED, BORIBUNDER FINANCE AND INVESTMENTS PRIVATE LIMITED, GANGES VALLY FOODS PVT LTD, SUNRISE BISCUIT COMPANY PRIVATE LIMITED, J B MANGHARAM FOODS PRIVATE LIMITED, FLORA INVESTMENTS COMPANY PRIVATE LIMITED, BRITANNIA BEL FOODS PRIVATE LIMITED, THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED, MANNA FOODS PRIVATE LIMITED, INTERNATIONAL BAKERY PRODUCTS LIMITED, RAJNEET SINGH KOHLI KMP 26 September, 2022 No other directorships RAJNEET SINGH KOHLI Director 11 November, 2022 Other directorships - BRITANNIA BEL FOODS PRIVATE LIMITED, THULSIDASS VELAYUDHAN THARAYIL KMP 15 October, 2018 No other directorships
NAME DESIGNATION APPOINTMENT DATE KEKI MANCHERSHA ELAVIA Director 07 August, 2017 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY ZEST PHARMACEUTICALS PVT LTD Director 18 April, 2006 Manufacturing (Chemicals and chemical products) PHOENIX ARC PRIVATE LIMITED Director 26 February, 2015 Finance GO AIRLINES (INDIA) LIMITED Director 30 May, 2014 Supporting and auxiliary transport activities, activities of travel agencies THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED Director 22 May, 2017 Manufacture of textiles GODREJ AND BOYCE MANUFACTURING COMPANY LIMITED Director 01 May, 2012 Manufacturing (Metals & Chemicals and their products)
NUSLI NEVILLE WADIA Director 05 September, 1993 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY GO AIRLINES (INDIA) LIMITED Director 01 June, 2004 Supporting and auxiliary transport activities, activities of travel agencies GO INVESTMENTS & TRADING PRIVATE LIMITED Director 11 February, 2011 Finance GOODEED CHARITABLE FOUNDATION Director 20 February, 1990 Community, Personal and Social Services THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED Director 04 April, 1968 Manufacture of textiles THE BOMBAY BURMAH TRADING CORPORATION LIMITED Director 28 October, 1980 Community, Personal and Social Services TRISTAR CHARITABLE FOUNDATION Director 20 February, 1990 Community, Personal and Social Services
TANYA ARVIND DUBASH Director 07 February, 2019 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY AREL ENTERPRISE LLP Director 01 July, 2021 Real estate activities INNOVIA MULTIVENTURES PRIVATE LIMITED Director 14 March, 2017 Business Services NATURESSE CONSUMER-CARE PRODUCTS PRIVATE LIMITED Director 03 December, 2010 Manufacturing (Chemicals and chemical products) GODREJ HOUSEHOLD PRODUCTS LIMITED Director 28 May, 2010 Manufacturing (Chemicals and chemical products) VORA SOAPS LIMITED Director 14 March, 2017 Manufacturing (Chemicals and chemical products) GIL VIKHROLI REAL ESTATE LIMITED Director 20 July, 2015 Real Estate and Renting GODREJ SEEDS & GENETICS LIMITED Director 14 March, 2017 Agriculture and Allied Activities ANAMUDI REAL ESTATES LLP Director 12 March, 2014 Real estate activities GODREJ CONSUMER PRODUCTS LIMITED Director 02 May, 2011 Manufacturing (Chemicals and chemical products) ESSENCE CONSUMER-CARE PRODUCTS PRIVATE L IMITED Director 03 December, 2010 Manufacturing (Chemicals and chemical products) ANBG ENTERPRISE LLP Director 08 March, 2021 TNP ENTERPRISE LLP Director 02 March, 2021 ESCORTS KUBOTA LIMITED Director 29 January, 2020 Business Services GO AIRLINES (INDIA) LIMITED Director 29 January, 2020 Supporting and auxiliary transport activities, activities of travel agencies GODREJ AGROVET LIMITED Director 10 April, 2003 Manufacturing (Food products and beverages) GODREJ HYGIENE PRODUCTS LIMITED Director 13 March, 2007 Trading GODREJ INDUSTRIES LIMITED Director 01 August, 1996 Manufacturing (Chemicals and chemical products)
NESS NUSLI WADIA Director 29 April, 2010 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY PATRICIA KEELAN FOUNDATION Director 05 March, 2021 Health and Social Work NAPEROL INVESTMENTS LIMITED Director 18 March, 1997 Insurance NATIONAL PEROXIDE LIMITED Director 26 October, 2023 Manufacturing (Chemicals and chemical products) GO AIRLINES (INDIA) LIMITED Director 29 April, 2004 Supporting and auxiliary transport activities, activities of travel agencies GO INVESTMENTS & TRADING PRIVATE LIMITED Director 11 February, 2011 Finance THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED Director 01 April, 2011 Manufacture of textiles THE BOMBAY BURMAH TRADING CORPORATION LIMITED Director 28 April, 2010 Community, Personal and Social Services NITAPO HOLDINGS PRIVATE LIMITED Director 15 February, 2021 Finance NAMMYOHO DAAN FOUNDATION Director 27 June, 2020 Health and Social Work VIRTUAL EDUCATION NETWORK PRIVATE LIMITED Director 30 August, 2001 Education WADIA INVESTMENTS LIMITED Director 05 September, 2011 Finance SCHOOL FOR SOCIAL ENTREPRENEURS INDIA Director 21 January, 2016 Business Services K.P.H. DREAM CRICKET PRIVATE. LIMITED. Director 10 March, 2008 Recreational, cultural and sporting activities
AVIJIT DEB Director 04 June, 1996 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY UG HEALTHCARE PRIVATE LIMITED Director 05 August, 2010 Business Services SATELLITE PRINTING PRIVATE LIMITED Director 11 June, 2009 Manufacturing (Paper & Paper Products; Publishing, printing and reproduction of recorded media) CALCUTTA MEDIA INSTITUTE PRIVATE LIMITED Director 09 October, 2009 Education DEB & ASSOCIATES CONSULTANTS PRIVATE LIMITED Director 02 February, 2000 Business Services ABP NETWORK PRIVATE LIMITED Director 01 September, 2005 Recreational, cultural and sporting activities AVIJIT DEB PARTNERS LLP Director 04 March, 2014 Other Service activities
KEKI BOMI DADISETH Director 31 May, 2006 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY FEEL GOOD PROPERTIES PRIVATE LIMITED Director 30 August, 2021 Real Estate and Renting BREACH CANDY HOSPITAL TRUST Director 23 April, 1990 Health and Social Work
YASHWANT SHANKARRAO PATIL THORAT Director 13 February, 2017 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY AMBIT HOLDINGS PRIVATE LIMITED Director 20 February, 2012 Trading GO AIRLINES (INDIA) LIMITED Director 18 October, 2019 Supporting and auxiliary transport activities, activities of travel agencies THE BOMBAY BURMAH TRADING CORPORATION LIMITED Director 04 February, 2019 Community, Personal and Social Services
PRADIP MANILAL KANAKIA Director 26 March, 2024 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY JM FINANCIAL LIMITED Director 07 February, 2022 Finance SYMED LABS LIMITED Director 04 March, 2022 Manufacturing (Chemicals and chemical products) VIYASH LIFE SCIENCES PRIVATE LIMITED Director 20 December, 2021 Manufacturing (Chemicals and chemical products) VIYASH LIFE SCIENCES PRIVATE LIMITED Director 20 December, 2021 Manufacturing (Chemicals and chemical products) TORRENT GAS LIMITED Director 01 October, 2021 Electricity, Gas & Water SONA BLW PRECISION FORGINGS LIMITED Director 01 July, 2024 Manufacturing (Metals & Chemicals and their products) HEALTHCARE GLOBAL ENTERPRISES LIMITED Director 10 February, 2022 Manufacturing (Food products and beverages) CAMLIN FINE SCIENCES LIMITED Director 18 October, 2021 Business Services
AJAY SHAH NAROTTAM Director 13 February, 2017 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY EMERGING MARKET INNOVATIONS PRIVATE LIMITED Director 25 December, 2022 Computer Related Services PUNJAB INNOVATION MISSION Director 15 June, 2021 Other service activites XKDR FORUM Director 31 March, 2021 Research and Development CENTRE FOR MONITORING INDIAN ECONOMY PRIVATE LIMITED Director 18 October, 1993 Community, Personal and Social Services
AJAI PURI Director 30 April, 2009 No other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY
VARUN BERRY Director 11 November, 2013 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY VULCAN PROMOTERS PRIVATE LIMITED Director 08 March, 2013 Real Estate and Renting BRITCHIP FOODS LIMITED Director 10 February, 2017 Manufacturing (Food products and beverages) BRITANNIA BEL FOODS PRIVATE LIMITED Director 01 December, 2022 Manufacturing (Food products and beverages) PAGE INDUSTRIES LIMITED Director 25 May, 2018 Manufacture of wearing apparel, dressing and dyeing of fur GO AIRLINES (INDIA) LIMITED Director 25 September, 2017 Supporting and auxiliary transport activities, activities of travel agencies THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED Director 28 June, 2024 Manufacture of textiles
NATARAJAN VENKATARAMAN KMP 01 December, 2016 No other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY
NATARAJAN VENKATARAMAN Director 30 July, 2021 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY GILT EDGE FINANCE AND INVESTMENTS PRIVATE LIMITED Director 24 May, 2012 Finance BORIBUNDER FINANCE AND INVESTMENTS PRIVATE LIMITED Director 24 May, 2012 Finance GANGES VALLY FOODS PVT LTD Director 07 March, 2012 Manufacturing (Food products and beverages) SUNRISE BISCUIT COMPANY PRIVATE LIMITED Director 28 March, 2012 Manufacturing (Food products and beverages) J B MANGHARAM FOODS PRIVATE LIMITED Director 19 March, 2012 Manufacturing (Food products and beverages) FLORA INVESTMENTS COMPANY PRIVATE LIMITED Director 24 May, 2012 Finance BRITANNIA BEL FOODS PRIVATE LIMITED Director 30 March, 2012 Manufacturing (Food products and beverages) THE BOMBAY DYEING AND MANUFACTURING COMPANY LIMITED Director 08 February, 2024 Manufacture of textiles MANNA FOODS PRIVATE LIMITED Director 10 April, 2012 Manufacturing (Food products and beverages) INTERNATIONAL BAKERY PRODUCTS LIMITED Director 28 March, 2012 Manufacturing (Food products and beverages)
RAJNEET SINGH KOHLI KMP 26 September, 2022 No other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY
RAJNEET SINGH KOHLI Director 11 November, 2022 View other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY BRITANNIA BEL FOODS PRIVATE LIMITED Director 01 December, 2022 Manufacturing (Food products and beverages)
THULSIDASS VELAYUDHAN THARAYIL KMP 15 October, 2018 No other directorships
COMPANY NAME DESIGNATION APPOINTMENT DATE INDUSTRY
05 September, 1993
04 June, 1996
AVIJIT DEB
Director
31 May, 2006
30 April, 2009
AJAI PURI
Director
29 April, 2010
11 November, 2013
VARUN BERRY
Director
01 December, 2016
NATARAJAN VENKATARAMAN
KMP
13 February, 2017
13 February, 2017
07 August, 2017
15 October, 2018
THULSIDASS VELAYUDHAN THARAYIL
KMP
07 February, 2019
30 July, 2021
NATARAJAN VENKATARAMAN
Director
26 September, 2022
RAJNEET SINGH KOHLI
KMP
11 November, 2022
26 March, 2024 | |||||
1222 | dbpedia | 3 | 65 | https://www.cia.gov/readingroom/document/cia-rdp86b00269r000800080001-4 | en | COMMUNISM IN THE FREE WORLD | [
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] | null | [] | null | https://www.cia.gov/readingroom/sites/all/themes/foia_theme/favicon.ico | https://www.cia.gov/readingroom/document/cia-rdp86b00269r000800080001-4 | Approved For Release 2007/01/20: CIA-R?-P86B00269R0O 800080001-4 SECRET SECURITY INFORMATION COMMUNISM IN THE FREE WORLD IR-6165 January 1953 OFFICE OF INTELLIGENCE RESEARCH Department of State Approved For Release 2'007/ 9_,,_ - Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION IR-6165.1 IR-6165.2 IR-6165.3 IR-6165.4 IR-6165.5 IR-6165.6 IR-6165.7 IR-6165.8 IR-6165.9 IR-6165.10 IR-6165.11 IR-6165.12 IR-6165.13 IR-6165.14 IR-6165.15 IR-6165.16 IR-6165.17 IR-6165.18 IR-6165.19 IR-6165.20 IR-6165.21 IR-6165.22 IR-6165.23 IR-6165.24 IR-6165.25 IR-6165.26 IR-6165.27 IR-6165.28 IR-6165.29 IR-6165.30 BURMA INDOCHINA INDONESIA MALAYA THE PHILIPPINE ISLANDS THAILAND JAPAN ALGERIA EGYPT GREECE INDIA IRAN IRAQ ISRAEL MOROCCO PAKISTAN SYRIA - LEBANON TUNISIA FRANCE THE NETHERLANDS ICELAND ITALY SOUTH AFRICA SPAIN THE UNITED KINGDOM WEST GERMANY ARGENTINA BRAZIL CHILE GUATEMALA Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET SECURITY INFORMATION IR-6165.1 COMMUNISM IN THE FREE WORLD: CAPABILITIES OF THE COMMUNIST PARTY, BURMA OFFICE OF INTELLIGENCE RESEARCH DEPARTMENT OF STATE SECRET SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION Page Foreword . . . . . . . . . . . . . . . . . . . . . . . . ? ii OBJECTIVES, TACTICS, AND CAPABILITIES . . . I ? Objectives . . . . . . . . . . . . . . . . . . . . . . 1 Ii. Tactics . . . . . . . . . . . . . . . . . 2 III. Capabilities . . . . . . . . . . . . . . . . . . . ? . 3 ASSETS . . . . . . . . . . . 1. I. Numerical Strength . . . . . . ? 5 II. Electoral Strength ? ? . ? ? ? ? ? ? - ? . . ? ? ? ? ? 5 III. Military Strength and Organization for Violent Action 6 IV. Government Policy Toward Communism . . . . . . . . . . 9 V. Communist Influence in Labor . ... .. 9 VI. Communist Influence in Social, Cultural, and Professional Organizations . . 10 VII. Communist Infiltration into Government . . .,. . . . . 13 VIII. Communist Influence on Public Opinion Formation . . . 13 IX. Communist Infiltration of Non-Communist Political Parties . . . . . . . . . . . . . . . ? . ? . . . ? 14 X. Communist Propaganda Media . . . . . . . . . . . . . . 15 XI. Financial Condition . . . . . . . . . . . . . . . . . 18 XII. Soviet-Satellite Official Assets . . . . . . . . . . . 19 XIII. Communist International organizations . . . . .. . . 20 XIV. Communist Communication Network . . 21 SECRET -? SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION FOREWORD This paper is one of thirty evaluations of the capabilities of Communist Parties in the countries of the free world. It is di- vided into two parts: (1) an analysis of the objectives, tactics, and capabilities of the party; and (2) a compilation of the specific. "assets" of the party drawn up on the basis of an exhaustive check- list provided by the Central Intelligence Agency. The first part of the paper focuses on the actual current major objectives of the party; the specific tactics employed to carry them out; and the capability of the party to achieve its objectives assessed in the light of both past and present performance. The second section of the paper is designed to supplement the evaluative portion of the paper by both itemizing the organizational potential and material assets of the party and, at the same time, providing an index to areas of Communist activity where information is inadequate, unreliable, or absent. The data presented in the sec- tion on "Assets" should not be treated as definitive; they are rather the best available to the Department at the present time. SECRET - SECURITY INFORMATION ii Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 COMMUNISM IN BURMA: OBJECTIVES, TACTICS, AND CAPABILITIES 1. OBJECTIVES The Communists in Burma are at present pursuing a two-pronged, \and not completely consistent, policy. The illegal Communist under- ground) is continuing the insurrection which began in 1948, and seems at present to be concentrating on maintaining and consolidating its control over "base areas,' while training and strengthening guerrilla units for future action. Efforts are also being made to develop effective alliances with other insurgent groups such as the White Band element of the People's Volunteer Organization and tha Karen National Defense Organization. At the same time, the above-ground, Communist-dominated Burma Workers and Peasants Party (B`JYPP), which is recognized by the govern- ment as a legal opposition group, seems most concerned with its own internal organization and with programs designed to develop popular support for the Party. The BWPP is agitating for an end to insurgency through formation of a coalition government including opposition elements. Communist efforts to recruit support within the Overseas Chinese Community are spearheaded by the China Democratic League (CDL). Vithin the framework of these general objectives, the Communist parties seek a number of immediate goals. Domestically, current efforts are concentrated on: 1, combating the growth of anti-Communist sentiment among the over- seas Chinese; 2. penetrating Buddhist organizations; 3. increasing the membership of "mass organizations," which have thus far been relatively small in Burma; and 4. undermining the political position of the government and the Socialist Party which is its dominant element. Internationally, the chief immediate goal is to prevent a shift in official Burmese foreign policy toward the West and the US in particular. . References in this section to insurgent activity refer principally to action by the Burma Communist Party (BCP). Other Communist underground groups include: (1) the Communist Party (Burma) -- CP(B) -- which is a relatively small splinter group, and (2) a band of China-trained guerrillas under leadership of the Kachin renegade Naw Seng, which does not appear to be in contact with the BCP. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 There is, to some extent, a conflict between the policy of preparation for eventual overthrow'of the government and "legal" efforts to establish a broad popular base and to create pressures leading to a coalition government. The GUB is unlikely to be respon- sive to demands for a coalition as long as armed insurrection continues to threaten the political and economic stability of the nation, despite its apparent acquiescence in a rather artificial distinction between BCP insurgency and BWPP legal action. At the present time, overall Communist strategy seems to favor the "legal" efforts of the UWPP. II. TACTICS Current tactics include attempts to establish collaborative arrangements with other political groups and attempts to win direct following, for the party or its fronts, from diverse elements within the Burman and minority populations. The strength of the Communist appeal rests in the coincidence of certain aspects of current Communist policy with general Burmese fears and aspirations -- neutralist, anti- colonialist, and "peace" sentiments. The basically Marxist orientation of most present-day Burmese leaders, and the lingering sense of attach- ment to the homeland among the Chinese community also favor Communist efforts. Special appeals are.directed to identifiable groups within the population -- particularly youth and students and, most recently, the Buddhist leaders. There are some reports that Communist propagandists, perhaps aided by Chinese specialists, are attempting to subvert the minority peoples along the Sino-Burma border. The BWPP's small delegation in the Chamber of Deputies is important primarily as a focal point for expression of what are basically extra-parliamentary political pressures. Popular organiza- tions controlled by the BVPP or its labor wing, the Burma Trade Union Congress, are utilized to create the impression of popular demand for policies favored by the Party. In addition to opposing the specific actions or presumed intentions of the Government, political pressures. have been used in an attempt to destroy public confidence in the competence of the present Government. In planning its program, the E PP seems to be responsive to direction from the Chinese Embassy, through which it apparently receives some financial support. At the same time, guerrilla activity is continuing among under- ground groups. Although the BCP forces have increasingly been broken up into small. groups by Government military pressure, marauding bands still render large areas of the country insecure. Present insurgent military operations seem designed primarily to secure supplies and manpower, and to keep government forces off balance. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET .. SECURITY INFORMATION The BCP is capable of continuing its present level of guerrilla- type insurgency, thereby preventing the consolidation of government control over all Burma and retarding economic recovery and development. The BiVPP appears to have sufficient leadership, and an adequately dis- ciplined organization, to continue its agitational and penetration tactics, designed to maintain political pressure on the government and retard its slowly emerging trend toward a closer relationship with the West. The prospects for future Communist action will be determined largely by developments outside Burma, particularly decisions concerning broader Asian strategy. In the event of direct invasion or a greatly magnified program of direct aid to insurgent groups, the stability of the GUB would be seriously threatened. The Government might, in the absence of immediate and effective help from the West, seek accommoda- tion with Asian Communism, and it is relatively certain that the prestige and power of local Communist elements would be rapidly magnified. In the absence of external intervention, however, the Government will probably continue to make progress in its efforts to suppress the insurgents and may, as larger areas of the' country are secured, be emboldened to take more restrictive measures against "legal" Communist elements. In that event, the BNPP, which now appears to be the chief instrument of international Communist policy in Burma, might find its access to propaganda outlets circumscribed and its ability to manipulate front groups curtailed before its present organizational efforts have born fruit. In the absence of actual or imminently threatened invasion, or of unforeseen internal economic disorders, it seems unlikely that the parliamentary position of the BWPP will improve significantly or that its mass base will grow materially. The capacity of Burmese Communist groups to support Soviet policy will, therefore, depend directly on Soviet (or Chinese) action. The 1948 insurrection by the BCP has thus far failed in its primary aim of overthrowing the government and, balanced against an improving government position, its future is even less promising. Were it not for the ever-present threat that the Burmese future will be over- whelmed by events beyond its borders, it might be predicted that the Communist conspiracy would continue to wither, although at an agonizingly slow rate. Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION 4 - COMMUNISM-IN BURMA: ASSETS I. NUMERICAL STRENGTH An assessment of Communist strength in Burma must include both the illegal insurgent movement and above-ground Communist elements. Available data are insufficient to permit a definitive statement of total numerical strength. The Burma Communist Party (BCP) is the most important element of the underground movement. Its membership is estimated to be about 5,000. A small splinter group, the Communist Party (Burma) -- CP(B) -- was estimated in 1951 to have about 300 members and candi- dates. The CP(B) split from the BCP in 1946 as a result of personal differences within the Communist leadership. The two groups, however, reportedly concluded an agreement for at least limited military cooperation in August 1952. The principal above-ground group now appears to be the Burma Workers and Peasants Party (BVPP), which was formed in December 1950 by a group of dissident Socialists.. The party membership is unknown, but it has become increasingly well disciplined and energetic, taking effective leadership of Communist-dominated "front groups." The most significant of the latter are: (1) the Burma Trade Union Congress (BTUC) with a present estimated membership of about 2,000; (2) the All- Burma Peasants Organization (ABPO), which claims a membership of 100,000, probably with considerable exaggeration; (3) the World Peace Congress (Burma) with a small but vocal membership; and (4) the People's Youth Organization (PYO), which was founded only in December 1952 but which has considerable potential importance. Communist organizations within the Overseas Chinese community are dominated by the China Democratio League (CDL), the nearest equivalent of a Chinese Communist Party. The League's membership is unknown. Although the membership of Communist organizations therefore seems relatively small, the number of individuals who are subject to Communist influence and pressure is probably significantly higher, partly because of widespread receptivity in Burma to a number of aspects of current Communist propaganda efforts. The number who are "strongly influenced" by Communist elements should probably include most of the membership of the non-Communist Trade Union Congress (Burma), and the membership of the People's Peace Front (PPF) and Mahabama parties, which collaborate with the BXPP. The Chinese population as a whole remains vulnerable to Communist pressure, but since 1950 vigorous efforts by non-Communist Chinese elements have probably reduced the number who are strongly influenced. Rural populations are exposed to Communist propaganda and organizational effort for short periods in the course of guerrilla operations. Although no adequate figures are SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 5 - available, it seems likely that 5 percent of the total Burmese population may be controlled or strongly influenced by Communist elements. Geographically, Communist strength is heavily concentrated in Rangoon and the southern towns of Burma (the BWPP and CDL groups) and in insurgent pockets in central and northern Burma (BCP). The main sources of Burmese Communist recruits appear to have been students and youth, intellectuals, and peasants; urban labor has thus far been less significant. Among the resident Chinese, the leadership is predominantly middle class in origin; laboring classes provide the bulk of membership; and a number of businessmen appear to be passive sympathizers. Comparatively little is known concerning the quality and reliability of the Communist membership or of its leaders. Although the guerrilla groups undoubtedly include some elements whose principal motivation is organized banditry, the leadership appears to possess firm political resolve and to be in effective control of its following. The surrender rate among insurgent groups has remained relatively low despite mounting government military pressure. Most of the leadership has belonged to Marxist, if not Communist, organizations for a period of five to ten years. The above-ground BWPP has recently been reorganized and "puri- fied" in a move which has apparently strengthened its internal homogeneity and removed elements of doubtful reliability. Although it is probable that the total membership has declined somewhat since mid-1951, it seems likely that the strength and dependability of the party has increased, and that it will continue to exercise effective leadership of above-ground pro-Communist groups. The leadership of the China Democratic League is relatively more experienced and many of its important leaders have been trained in China. The membership of the League inoreased"markedly between 1946 and 1950; in the last two years, however, its total strength has remained relatively stable and may have declined somewhat. II. ELECTORAL STRENGTH Since the underground Communist parties are outlawed, Communist voting power is reflected only in the votes received by candidates of the B41PP and the parties which support it -- chiefly the People's Peace Front and the Mahabama. The parliamentary strength of these groups in the Chamber of Deputies elected in 1951, related to the representation of other parties, is as follows, Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION 6 - Party Number of seats BiIPP 9 PPF 3 Mahabama 1 Other opposition groups 27 The Government Coalition# including the Socialist Party 196 The moat recent test of Communist electoral strength occurred in the Rangoon municipal. elections of February 20, 1952. The three opposition parties listed above ran joint candidates, under the banner of the Triple Alliance. The coalition won only one seat out of 35, in contrast with a representation of 15 seats for comparable parties in the Council elected in 1949. However, these figures do not reflect BXPP strength adequately, for Triple Alliance candidates are reported to have received almost half the total vote given to candidates of the governing coalition (the Anti-Fascist People's Freedom League). Nevertheless, the drastic decline in Council seats is significant because of the predominant role of Rangoon in national life. Although the B1RPP and its affiliated groups are currently agitating for a coalition government including the Communists, there is no evidence of specific planning for future. elections. III. MILITARY STRENGTH AND ORGANIZATION FOR VIOLENT ACTION The Communist insurrection in Burma, coupled with Karen insurgency and the depredations of non-political bandit gangs, has effectively and seriously retarded Burmese recovery from wartime devastation. It is a continuing, though somewhat diminishing? threat to the integrity of the state. The insurgency is exploited by above- ground Communist elements in their attacks on the government. Of the various insurgent elements, the Burma Communist Party (BCP) has been and remains the most significant. The party controls as many as 8,000 guerrillas, which are now organized in small bands. There have been no recent report of concentrations of more than 300 in a single group. The BCP is reported to have succeeded recently in establishing a coalition with two other underground elements: (1) the Communist Party (Burma), with an estimated strength of 1,000; and (2) some elements of the White Band People's Volunteer Organization -- total PVO strength is estimated at 3,000, but the effective strength of collaborating groups is unknown. A potentially important group, which is now apparently independent of the BCP, is a force of Kachin-Burman-Chinese guerrillas, estimated at 1,500, under the SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 7 - leadership of the renegade Naw geng. Naw Seng's two battalions have been trained in China, and may represent the beat disciplined and most thoroughly indoctrinated insurgent group. All insurgent groups appear to be currently concentrating on strengthening their control of limited, relatively inaccessible "base areas." BCP groups have been pushed back within the past year by government military operations; their current strength is located chiefly in central Burma south of Mandalay, in northern Burma, and in the western region stretching toward the Chin Hills. CP(B) groups are located primarily in the Irrawaddy delta and westward toward the Arakan. Naw Seng's force is reported to be in the Bhamo area in northern Burma. No significant military operations have been undertaken recently by-the insurgent groups except the BCP, and these have been confined to hit-and-run raids against government outposts, attacks on trans- portation and communications lines, and harassment of villages which are inadequately protected. Troops not so engaged are concerned primarily with protecting Communist-held areas from government forces, but in case of attack, the Communists prefer to withdraw rather than fight as long as it is possible to remove supplies and equipment. Little has been learned concerning the administrative apparatus established by BCP groups in areas which they control. Although the party claims to govern local areas -- appointing officials, directing education, and controlling marketing -- it is doubtful whether any permanent administrative apparatus has been established.. Above- ground Communist groups are primarily responsible for propaganda activity, but the BCP has undoubtedly carried on some propaganda work in connection with local recruiting efforts. The degree of popular support which Communist guerrillas have received seems to be a function of the military force which they can apply in any area. For the most part, the rural population appears to be passive, reacting to preponderant military pressure and aiding guerrillas only when coercion is present or threatened. The guerrilla groups live off the country, and no central supply organization is known to exist. Even though the several groups are relatively independent, there is some intercommunication (including radio), and Communist intelligence concerning government operations appears to have been generally good. The BCP leadership has made persistent efforts to secure effective working arrangements with other insurgent groups. In August 1952, an agreement was reportedly reached with representatives Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - s - of the Communist Party (Burma) and some White Band elements of the People's Volunteer Organization, providing for collaboration and demarcation of respective areas of activity. Because of past personal antagonisms among leaders of the various groups, the realization of a working arrangement would appear to reflect desperation born of declining strength, or perhaps a BCP effort to qualify for more extensive Chinese assistance by providing evidence of effective leader- ship of all guerrilla elements. External assistance (from China) to the Communist guerrillas has. thus far been sporadic and at a relatively low level. Some BCP cadres are reported to have received training in Yunnan. Naw Seng's guerrilla units have been trained in China, and may pose a more significant long-term threat to the government by establishing a protected base area in a remote region of northern Burma. There are no reliable reports of significant amounts of arms being furnished to Burmese guerrillas from China. In its efforts to suppress the Communist insurgency, the Burma Government has been handicapped by the necessity of simultaneously containing Chinese Nationalist troops in eastern Burma, attempting to subdue Karen rebels, and suppressing'Moslem dissidents in the Arakan. Total government strength of about 60,000, including the Union Military Police, is heavily taxed by its varied responsibilities, and the forces available for anti-Communist efforts fluctuates from time to time, in accordance with demands created by the actions of other dissident groups. Key posts are manned; mobile reserves are maintained at central locations; and from time to time offensive actions are taken against isolated pockets of resistance. In the absence of stepped-up external assistance, the future capabilities of the Communist insurgents are not likely to improve. Although the guerrilla forces have been able to maintain their strength for some time, no significant expansion has taken place. It is not clear whether manpower or arms shortages represent the chief limitation. On balance, the government position has improved within the past year; perhaps the most significant development has been the increasing fragmentation of guerrilla forces and the restoration of agricultural production in some areas of the Irrawaddy delta which have been cleared on insurgents. In addition to weakening the resource base of the Communists, this development will, in the long run, contribute to the strength and stability of the government. So far as is known, the above-ground BWPP has organized no paramilitary units, and has no plans for participation in violent action. In order to keep its present legal status, the party must at least preserve the appearance of being no more than an opposition political party. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 9 - IV. GOVERNMENT POLICY TOWARD COMMUNISM Present government policy draws a somewhat artificial distinction between political pressure and insurgency which, in turn, has led to the development of the two arms of the Communist movement in Burma. The insurrectionary Communist parties -- BCP and CP(B) -- have been outlawed by the Government, and exist only as underground movements. The BWPP, however, is a legal, political party, has a small parlia- mentary representation (9 seats out of 232) and is relatively unob- structed in its manipulation of front groups. (Exception: the government has occasionally denied passports to proposed delegates to international Communist meetings.) Because of official reluctance to prevent distribution of literature which is not openly seditious, Communist propagandists havesecured important outlets for dissemination of printed propa- ganda, taking advantage of an existing market for any literature which is interpreted as shedding light on "experiments in socialism." Recently, however the Home Minister issued a strong warning to publicists who spread false information, advocate armed uprising, or undermine the security of the state. Within the Chinese community, the CDL and other Communist fronts have been permitted considerable political freedom of action in Burma, owing to the Burma Government's neutralist foreignpolicy, its desire not to antagonize Communist China, and to the fact that Peiping has not encouraged the Burma Chinese to indulge in overt agitation against the Burma Government. Nevertheless, Chinese Communist political activity is limited by the Burmese constitutional provisions that only Burmese nationals may vote and by the exclusion of a large proportion of the Chinese from Burmese citizenship. During 1951-52, the increasingly vitriolic anti-Western tone of local Chinese Communist propaganda, which the Burma government deemed injurious to Burma's neutral position, and the affiliation of pro- Communist Chinese with Burmese extreme leftist opposition elements, led to the government's tacit encouragement of anti-Communist elements in the Chinese community. It is expected that the government will continue its present policy of sharply scrutinizing, though not severely restricting, local Chinese Communist political activities, and of tacitly encouraging the anti-Communist Chinese. There is. relatively little organized labor in Burma; total union membership is probably less than 70,000. The Socialist- controlled Trade Union Congress (Burma) -- TUC(B) -- split in Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION December 1950 when the BWPP,wah organized; the dissident union leaders formed the Burma Trade Union Congress (BTUC), which is now Communist- controlled. The most important affiliates of the BTUC are the All-Burma Ministerial Services Union (ABMSU), which is small but vital because its members staff government offices, and the Chauk Oilfields Workers Front. Total BTUC membership was estimated in mid-1952 at less than 2,000. The percentage of Communists to non-Communists within the BTUC unions is unknown; the leadership is Communist, however, and .appears to be in effective control. In addition to the BTUC, there are at least a dozen Chinese labor unions, most of them small and concentrated in Rangoon; all except the Carpenters Union are Communist-controlled. The Most important are those which deal with food marketing and handling,. the Teachers Union, and the Stevedores Union. Apart from Communist-controlled unions, there is probably some surviving Communist influence in most of the unions affiliated with the Socialist-led TUC(B). Since the 1950 split, the struggle for control between BTUC and TUC(B) leaders has been particularly strong in the Inland Water Transport Workers Union and its five subsidiary groups. Although the leadership now supports the'TUC'(B), Communist influence may still be prevalent in some locals. The Communist-controlled BTUC has been affiliated with the World Federation of Trade Unions (WFTU) since July 1951. The status of the TUC(B) in relation to WFTU is at present unclear. Prior to the 1950 split which led to formation of the BTUC, the parent organization had been affiliated.: A 1951 May Day resolution expressed interest in continued membership, but TUC(B) leaders have since stated that the group is not presently affiliated. It is certain that the TUC(B) has not been active in WFTU affairs. VI. CONQUNIST INFLUENCE IN SOCIAL, CULTURAL, A T ONS The most active Communist front organizations are in the fields of youth and student activities, international "friendship" societies and the Communist "peace movement," and among the Overseas Chinese. The following groups merit special mention: 1. Youth: There are two underground youth organizations, the Communist Youth League and the Democratic Peopls's Youth League, which are probably small but under effective BCP. control. The B4i'PP sponsored no distinct youth organization until December 1952, when the People's SECRET - SECURITY.INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION Youth Organization (PYO) was founded. Although at present, in the formative stage, the PYO may become the focal point for Communist activity among youth and students. The only non-Communist youth organization, the Burma Youth League, is non-political and relatively insignificant. 2. Students: The All-Burma Students Federation (ABSF) and the All-Rangoon Students Union are believed to be Communist-controlled. The ABSF is probably affiliated with the International Union of Students. The only competing organization is the Rangoon University Students Union (RUSU) which has experienced a continual struggle for control between Communist and non-Communist elements. The most recent elections for union officers reflect some persisting. Communist influence. 3. The World Peace Council: The Burma Branch of the World Peace Council -- WFC(B) -- Is probably one of the most significant "front" groups although its active membership is believed to be relatively small. Branches of the parent organization have been established in a number of towns, and the group may be the most effective instrument for dissemination of Communist propaganda outside of Rangoon. The Council is controlled by the BWPP; its Secretary General, Ba Nyein, is a member of the BoIPP.Executive Committee and is considered the party's "leading thinker." 4. Chinese Organizations: A number of organizations within the Overseas Chinese commun are ommunist-controlled or at least pro- Peiping. Next to the China Democratic League, the most important Chinese group is the Chamber of Commerce. Its leadership is pre- dominantly pro-Peiping, although control is being vigorously contested by anti-Communist elements within the Chamber. The Hui-an Young Men's Association, the Chinese Youth Society, and the Chinese Students Union attempt to spread Communist influence among youth and students; the first two are outstanding among all Chinese youth organizations. Of the several regional Chinese societies, the Fukienese Association is the only one which is considered to be Communist-dominated. Other Communist-controlled Chinese organizations include: the Chinese Women's Association, the Women's Welfare Workers Society, the Burma Chinese Relief Association, and the Burma Chinese Cultural Union. 5. Women: The All-Burma Women's Freedom League, formed by the BWPP in January 1951, is the most active of three legal women's organizations in Burma. A smaller group, the All-Burma Women's Union, is controlled by the BCP and has been underground since 1947. 6. Friendship Societies: The Sino-Burmese Friendship Society.. and the Burma-Soviet Cultural Association are small but significant SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION groups, because membership is drawn largely from educated and therefore relatively influential classes. The former is now composed exclusively of Burmese, and is devoted to promoting interest in China and preserving "traditional ties of friendship." The latter was formed with tacit approval of the Soviet Embassy in Rangoon, but appears to be operated by Burmese, including some non-Communists, who are. interested in Soviet culture. 7. Minorities= Apart from the numerous Chinese organizations, the principal m nority groups controlled by Communists or Communist- sympathizers are the All-Burma Indian Youth League and the All-Burma Indian Congress. Communist penetration of the Indian minority has been largely limited to laborers, some of whom are also represented in Communist-dominated unions. Organizational efforts appear to be directed at present toward enlarging Communist-controlled units within important organizations and securing mass support for the propaganda appeals of above-ground Communist groups. Most politically conscious Burmese support some policies which are currently advocated by local communists: eg., resolution of the problem posed by the Chinese Nationalist troops in Burma, some aspects of the "peace" campaign, and anti-colonialism. It has not been possible to determine the extent to which advocacy of such programs by non-Communist Burmese represents oonsoious support of particular Communist policies. Quite clearly, however, Communist influence extends beyond those organizations which are controlled. or strongly influenced by Communists. SECRET -.SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 13 - VII. COMMUNIST INFILTRATION INTO GOVERNMENT Direct Communist infiltration of the Burma Government appears to have been slight. So far as is known, no Communists are represented in policy-making bodies or in top levels of the military and police organ- izations. Although there are probably some Communists or Communist- sympathizers on the staffs of the several government departments, there is no evidence that they have had a direct impact on policies and pro- grams of the government. Nevertheless, it may be well to point out that, indirectly at least, Communist "influence" is present within the government'at almost all levels. The most important Communist asset is the strength of Com- munist China; fear of antagonizing the powerful neighbor to the north has been directly responsible for the government's rigid verbal adherence to a neutral foreign policy. Secondly, most government officials subscribe to Marxist views in fields such as economic organization, and their background has stimulated an interest in "socialist experiments" in other parts of the world. Many are known to read Soviet and Chinese. literature. This indirect influence is stronger with some individuals than others. The present Minister of Land Nationalization, Thakin Tin, for example, holds extreme leftist views on nationalization and collectivization, although he is not known to be a Communist. In general, there is far more interest in the Chinese "experiment" than in the Soviet Union, and it is doubtful whether such interest is attributable, at the top levels of government, to direct Communist infiltration.. VIII. COMMU IST INFLUENCE ON PUBLIC OPINION FORMATION Just as there is some indirect Communist influence at official levels, so interest in China and to a limited degree a curiosity about the USSR have opened the way to. some Communist influence on the public opinion-forming process. This is attributable as such to the predispo- sitions-of non-Communist Burmese as to direct efforts by Communist elements. There is some Communist influence in educational circles, partic- ularlythe Chinese schools and in higher Burmese educational: institutions. Of the more than 200 Chinese schools in Burma, a majority appear to be using Peiping-approved textbooks, although there has been some recession .in Communist penetration since 1950. There is also continuing Communist penetration of student groups at Rangoon University . Penetration of Buddhist, circles has thus far been slight, although efforts to secure Buddhist support for international Communist "causes" SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 are currently being intensified, apparently with some success. The government has shown genuine concern over these developments, and is endeavoring to counteract Communist influence by stimulating Buddhist revival programs, denying passports to Buddhist priests recruited for international Communist conferences, etc. The Communist press is relatively small, but non-Communist publications, on their own initiative, support some current Communist propaganda themes (most notably, the "menace" of Chinese Nationalist troops in eastern Burma, and evidences of "colonialism" in all parts of the world.) The Soviet Embassy in Rangoon has recently secured an outlet for Chinese and Russian films, by renting the King Theater on a monthly basis. During 1951 over 100 Chinese films were exhibited in Rangoon, and although the contents are not known, it seems safe to assume that many contained Communist propaganda themes. No noteworthy infiltration of right-wing political organizations and parties has come to light. Among left-wing, non-Communist politi- cal groups, there has been considerable indirect influence; some ele- ments of Communist dogma (anti-colonialism, collectivism) have wide appeal in most political circles in.Burma, due to historical experience and Marxist training of most national leaders. Direct Communist in- fluence, however, appears to be declining. There is an increasing tendency, particularly at the top levels, to distinguish between cur rent Soviet behavior and the theoretical Marxist formulations to which many Burmese leaders still adhere. Collaboration with Communist elements by some Karen leaders and Dr. Ba Maw's Mahabama party appears to be based on expediency, rather than on ideological-compatibility. Approved For Release 2007/01/20: CIA-R DP86B00269R000800080001-4 The nearest approach to a "party organ," except possi- bly for clandestine newsheets circulated in guerrilla areas. Generally pro-Communist. Sometimes prints Communist propaganda materials. Generally follows interna- tional "line." Pro-Communist Pro-Peiping, but does not follow Soviet "line." Life:tieekly (Chinese) Unknown A weekly "scandal sheet." SECRET - SECURITY INFOR4kTI0N SECRET - SECURITY IJ?~FORYATION _15_. X. C0'WIAUNIST PROPAGANDA "AEDIA For practical purposes, the Rangoon press is synonymous with the Burmese press. Very little publishing activity is carried on out- side the capital city, and for that reason, human-carrier techniques are probably more important in the dissemination of Communist propa- ganda than formal media of communication. In addition to the periodicals listed below, there is a considerable amount of pamphlet literature circulated within Burma, a good deal of it prepared or controlled by Communist organizations. A. Communist Newspapers and Periodicals Name Circulation Ludu 2,000 Zin Min Pao 2,000 (1950 est.) Organ of CDL Pyi..:Thu Ne Zin Unknown Said to be financed by TPeople'sily) Chinese Embassy. Has ap- peared spasmodically since 1951. B. Pro-Communist-Publications Guide Daily 3,000 Tainglonekyaw 3,000 Red Star 1,500 New Rangoon Evening 2,500 (1950 est.) Post ("Chinese New China Pao 4,000 (1950) Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 16 - C. Printing Establishments The following information is incomplete, but probably covers the most important local sources of Communist publications, excluding newspapers: 1. Kyaw Linn Booksellers and Publishers, /180, 51st Street, Rangoon -- Kyaw Linn has translated and printed books on China and the USSR, in addition to distributing literature reportedly sup- plied through Soviet and Chinese Embassy channels in Delhi. Kyaw Linn reportedly has been aided by the Rangoon Chinese Embassy with an initial capital investment. The firm manages at least four bookstalls on Bogyoke Street. The US Embassy has estimated that sales at each average more than 1,000 books per week. 2. Myint Swe Publishing House, Rangoon -- This firm is reported to have translated and published some of the works of Mao Tse-tung. It is not a prosperous concern. 3. Central Publishing House, Bogyoke Market, Rangoon -- This firm publishes and sells Burmese translations of popular Communist literature. Do Imported Publications The following periodicals have been available, at various times, at the People's Literature House, 546 Merchant Street, Rangoon: 1. Weekly New Times Soviet Weekly Cross Roads Cominform Journal 2. Fortnightly Peoples China World Trade Union Movement. World Student Movement Soviet Land 3. Monthly Russia Today Soviet Literature Soviet Union SECRET - SEC'?JRITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION Masses and Main Street Political Affairs Indo Soviet Czechoslovak Life China Monthly Review 4. Bi-Monthly Soviet Woman In addition, pamphlet literature seems to be distributed in fairly large quantities. E. Publications of Soviet-Satellite Diplomatic Establishments Viet Minh representatives in Rangoon publish a weekly bulletin entitled "Vietnam Information." Its total circulation is unknown. Distribution to many parts of the world is handled in Rangoon. The Chinese Embassy apparently subsidizes one or more papers in Rangoon, but is not known to publish any periodicals itself. Local radio broadcasting is a government monopoly, and no direct Communist influence has been discernible. There is no known Communist broadcasting activity in Burma, except 'possibly for some radio communi- cation among guerrilla units. The military network, if it exists, is probably used primarily for operational liaison and not for public propaganda activity. There is a limited audience for both Soviet and Chinese broad- casts. Soviet broadcasting appears to be confined to daily trans- missions in English directed to Southeast Asia, plus the Soviet Chinese-language service which can perhaps be heard in Burma. The audience for Chinese Communist broadcasts is probably limited to the Chinese community. Approximately 30 hours per week on international beams can be picked up in Burma. Although no figures are available, the number of radio receivers is sufficiently low so that radio is a much less significant medium for external propaganda than publications and personal contact. Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 XI. FINANCIAL C?NDITION No quantitative data on Communist finances are available. It is doubtful whether the dues-paying membership of Communist organiza- tions, particularly in the labor unions, is very large, and direct receipts of this kind can be only a minor element in total party finances. The underground guerrilla groups appear to be heavily de- pendent on local requisitioning and foraging in the areas of current military operations. Above-ground Communist groups are known to receive contributions from businessmen and other groups which are vulnerable to persuasion or pressure. The China Democratic League, in particular, probably derives part of its financial support from merchants engaged in trade with China. It is not known, however, whether any of these firms exist primarily for purposes of financing Communist activity. Leaders of the Burma Workers and Peasants Party apparently re- ceive some financial assistance through the Chinese Embassy in Rangoon. The money spent on local rallies (where, frequently, no collections are taken) suggests outside financial help. In addition, supplies of Chinese Communist publications are a direct contribution to local Communist propaganda activity. It is not known whether the Soviet Embassy has contributed directly to local party finances. In general, the financial condition of the Burmese Communists appears to be poor, with the exception of activities connected with the increasingly virulent propaganda campaign. The guerrilla groups have been able to sustain their present level of activity, but do not appear to have financial resources adequate to attract wider support or to procure additional arms. Chinese Communist elements, by virtue of their ability to exact donations from local businessmen, are in much better financial condi- tion than the Burmese groups. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 19 - XII. SOVIET SATELLITE OFFICIAL ASSETS A. Communist China The first Chinese Communist Ambassador to Burma presented his credentials in September 1950. By August 1952, the Embassy staff was reported to. include 15 principal officers and 26 other members. Many of these individuals are described as "active outside," implying that considerable efforts are made to keep in contact with local Chinese organizations of various types. Supplies of printed propaganda are apparently funneled through the Embassy for distribution throughout the Chinese community, utilizing schools, commercial, labor, and cul- tural organizations as outlets and as centers for displays. It is probable that propaganda activity, in the broadest sense, is an impor- tant responsibility of most members of the Embassy staff. The Sino-Burmese Friendship Society also functions with support from the Chinese Embassy. Its membership (total unknown but apparently relatively small) includes non-Communists interested in cultural re- lations with China as well as pro-Communist elements. The Soviet Embassy was established in Rangoon in April 1951, with an original staff of eight. In late 1951, the total staff was reported to number 31, including housekeeping and administrative personnel. The Embassy has a Press Attache, and it seems probable that other staff members are engaged in essentially propaganda and contact work, since the size of the Embassy is greater than regular Embassy activities would justify. The Burma-Soviet Cultural Association, headed by a respected member of the Rangoon University faculty, was founded early in 1952. The Soviet Embassy appears to have left the initiative primarily to Burmese intellectuals interested in the USSR, with quiet encouragement for the society's activities. The first open meeting was attended by about 200 persons, but active membership is not known. Co European Satellites A Czechoslovak Consulate General was opened July 10, 1952, but no information on its staff is available. A Hungarian trade delegation is reported to be in Rangoon, but its size also is unknown. The activities of both the Czech Consul General and the Hungarian trade delegation members, although ostensibly directed toward increasing trade, probably include activities which should be labeled as propaganda. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 20 - XI II. COMMUNIST INTERNATIONAL ORGANIZATIONS Although no international Communist organizations maintain permanent bureaus or offices in Burma, the activities of some of these groups have been an important part of the total Communist propaganda effort in Burma. Local propaganda organs play up Burmese participation in international conferences both before and after Burmese delegations Delegations have been sent to the following recent . one abroad have g conferences: Meeting World Youth Festival - Berlin Moscow Economic Conference Asian and Pacific Peace Conference - Peiping International Cultural Conference - Moscow WFTU General Council - Berlin World Peace Council - Vienna Date Size of Delegation Aug. 1951 5 April 1952 7 Sept. 1952 26 Oct. 1952 10 Nov. 1952 3 Dec. 1952 20 Although the delegations have usually included Communists, they have not been composed exclusively of known party members. Burmese participation in the work of international "front" organizations seems to have been largely limited to-attendance at these conferences. Although no reliable data*are available, it seems un- likely that financial contributions have been received from Burmese groups. On the contrary, the international organizations appear to. subsidize the participation of. Burmese groups, at least to the extent of underwriting expenses while travelers are in orbit countries. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 21 - XIV. COMMUNIST COMMUNICATION NETWORK A. International Party Channels All Communist elements in Burma emphasize the country's ties to China, because of a general Burmese sense of nearness to China and an interest in Chinese developments. Outwardly, therefore, the closest international links appear to be with Communist China. Ties with the Indian Communist Party have not been close, although one finds occasional references to liaison with representatives of the East Bengal Communist Party. There is ample, although circumstantial, evidence that above- ground Communist elements follow international Communist directives concerning propaganda drives, although local implementation of specific campaigns is frequently tardy. Under the'direction of local "front" groups, the world-wide "signature campaigns" are carried on in Burma, and particular propaganda themes related to Far Eastern affairs are generally carried in local organs. It is not known, however, whether the Chinese or the Soviet Embassy is the original source of directives to local groups. Although there are frequent reports of directives from Chinese or Soviet officials concerning party strategy in Burma, it is impossible to determine whether specific moves, particularly with reference to guerrilla activity, are the direct result of Chinese or Soviet direction. Since early in 1952, there seems to have been a shift in emphasis, from direct military action to above-ground agitation for a "united front" government and an end to insurgency. It is not clear whether the mili- tary weakness of the insurgent groups is responsible for the shift, or whether it was made in response to a directive concerning general Asian Communist strategy. 1. International courier system. The Chinese Embassy in Rangoon is known to have a regular courier service, and it is probable that the Soviet Embassy provides similar facilities. In addition, commercial channels are readily available within the Chinese community. There are reports that crew members of ships calling at Rangoon serve as contacts with both Chinese and-Soviet Embassies, but details are unavailable. There is also direct overland communication with China, but it is not possible to state whether these routes are more important than sea con- tacts. Available evidence suggests, without definite proof, that the above-ground BWPP has direct access to the Chinese Embassy in Rangoon, and that the underground BCP maintains overland contact with China. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION It is probable that arrangements for guerrilla training in China are made by direct liaison with Chinese officials in Yunnan. 2. Domestic communications. The nature of current Communist operations reduces the need for close integration among the several elements. Above-ground activities are concentrated in Rangoon and in major towns, and personal travel is limited only by deficiencies in local transportation. Underground activity is apparently linked by courier and radio facilities between guerrilla areas, but details are unavailable. Radio equipment is frequently moved to avoid capture, and the location of present installations is unknown. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET SECURITY INFORMATION IR-6165.2 COMMUNISM IN THE FREE WORLD: ' CAPABILITIES OF THE COMMUNIST PARTY, INDOCHINA OFFICE OF INTELLIGENCE RESEARCH DEPARTMENT OF STATE SECRET SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION 01 TABLE OF CONTENTS Page Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . 11 OBJECTIVES, TACTICS, AND CAPABILITIES . . . 1 I. Objectives . . . . . . . . . 1 II. Tactics . .. .. 1 III. Capabilities . 3 ASSETS . . . . . . . . . . . ~+ I. Numerical Strength . ? II. Electoral Strength . .. . . . . . . . 5 III. Military Strength and Organization for Violent Action 6 IV. Government Policy Toward Communism . . . . . . . . . . 10 V. Communist Influence in Labor . . 12 VI. Communist. Influence in Social, Cultural, and Professional organizations . .. + 13 VII. Communist Infiltration into Government . . . . . . 14 VIII. Communist Influence on Public Opinion Formation . . . 14 IX. Communist Infiltration of Non-Communist Political Parties . . . . . . . . ? . .. . . . . . . . . . . 15 X. Communist Propaganda Media . . . . . . . . . + . . . . 15 XI. Financial Condition . . . . . . . . . . . . . . . . . 17 XII. Soviet-Satellite Official Assets . . . . . . . . . . . 17 XIII. Communist International organizations . . . . . . . . 18 XIV. Communist Communication Network . . . . . . . . . . . 19 SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 FOREWORD This paper is one of thirty evaluations of the capabilities of Communist Parties in the countries of the free world. It is di- vided into two parts: (1) an analysis of the objectives, tactics, and capabilities of the party;.and (2) a compilation of the specific "assets" of the party drawn up on the basis of an exhaustive check- list provided by the Central Intelligence Agency. The first part of the paper focuses on the actual current major objectives of the party; the specific tactics employed to carry them out; and the capability of the party to achieve its objectives assessed in the light of both past and present performance. The second section of the paper is designed to supplement the evaluative portion of the paper by both itemizing the organizational potential and material assets of the party and, at the same time, providing an index to areas of Communist activity where information is inadequate, unreliable, or absent. The data presented in the sec- tion on "Assets" should not be treated as definitive; they are rather the best available to the Department at the present time. SECRET - SECURITY INFORMATION SECRET - SECURITY INFORMATION ii Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFCRMATICN C OMMUN IBM IN IND CCHINA s OBJECTIVES, TACTICS, AND CAPABILITIES All of the immediate objectives of the Communists in Indochina are related to their effort to win the bitter civil war which they are waging against the forces of the French Union. Within the area which they have conquered, the Communist objective is to improve their control over popu- lation and resources in order to maximize their total military effort. Within the areas controlled by the legitimate Governments of Vietnam, Laos, and Cambodia, the Communist objectives area 1. To subvert the loyalty of the population. 2. To improve the party's covert organization. II. TACTICS Communism's objectives in Indochina are furthered by the Soviet and satellite-recognized "Democratic Republic of Vietnam," its Chinese-supported and equipped army, its administrative and control organizations (police, secret and security services, propaganda organizations, administrative. cadres), and by its popular front movement, the "Lien Viet" or "National Unity Front." The entire insurrectionary structure is held together and controlled by the Laodong (Communist) Party. It is the Laodong.Party which, in the final resort, operates the complex mechanism of war, propaganda, and compul- sion which appears to the people of Vietnam and to the outside world as the "Viet Minh" movement. And the Laodong Party, in turn, is managed by a group of highly trained and thoroughly experienced revolutionary leaders. The Communist Party in Indochina uses.both military tactics and political warfare tactics to further its over-all objectives. Its military tactics are designed: (1) to inflict maximum disrup- tion and destruction on enemy forces and enemy war potential in the rear zones, with the minimum expenditure of Viet Minh forces; (2) to infiltrate, occupy, and consolidate territory with a view to securing a continuing reservoir of potential manpower recruitment for the army and to finding the necessary economic mans (mainly food) to support intensification of the war. These tactics have been highly successful. For over six years the Viet Minh has inflicted heavy casualties on the Franoo-Vietnamese forces, while paralyzing Indochinese. economic life and preventing the country's recovery. The Viet Minh is now strongly established in North and Northwest Tonkin, in the lightly industrialized and food-producing regions SECRET - SECURITY IN+CRMATION A ---A C- ')fl171 t11lon Id_PnPRAPnn9RARfltl(1Rflt1(18fltlfl'I-4 Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION of North Central Vietnam, and in the coastal plains of South Central Vietnam. Most of China's long common boundary with Indochina is now in Viet Minh hands, permitting continued Chinese Communist assistance to the Viet Minh armed forces. Communist political warfare tactics are designed: (1) to ex- tend Communist influence among all social and economic groups in the populations of Vietnam, Cambodia, and Laos; and (2) to consolidate Communist control over conquered areas and populations.. Communist propaganda attempts to exploit sentiment "for independ- ence" and "against French colonialism." To some extent, but only within carefully-drawn limits, the attempt to make the Viet Minh effort appear one of genuine national resistance to a foreign colonizing power con- tinues to displace certain other considerations in Communist tactics. Thus, Catholics in the Viet Minh zones have not.been persecuted,. nor, until very recently, attacked ideologically, so that the pretense of continued Catholic support for the "war of resistance" could be main- tained. Similarly, although agrarian reform has been strongly stressed,. landlords have been dispossessed only where it was essential to secure fuller cooperation on the part of the landless peasantry. Orthodox Communist doctrine has generally taken second place to "anti-imperialist" themes in Viet Minh propaganda. However, whenever the priority needs of intensifying the armed struggle have demanded that themes of "national unity" and nationalistic propaganda be soft-pedalled, this has been done, particularly since 1951. Efforts to consolidate Communist control over areas and popula- tions already under Communist influence center upon the peasantry. Basic Viet Minh policies and the major part of its propaganda output are calculated to increase the peasantry's contribution to the military effort. Both within and outside the zones under direct Viet Minh control, the Communists rely heavily upon conspiratorial methods and upon a large and widespread system of terror and compulsion. Such a system has been essential not only in providing the necessary vehicle for Communist control of the vast masses of people (some 12 million) and the variegated leader- ship which the Viet Minh movement has brought under its banners,. but also in order to gather the necessary intelligence for military operations and political warfare. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION 3 - III. CAPABILITIES If Franco-Vietnamese military strength in Indochina does not increase, the Viet Minh may become strong enough within the next few years to be able, without identifiable Chinese Communist interven- tion, to break the current stalemate. While the Viet Minh's military capabilities are at present limited by its exclusion from the more . productive regions of Vietnam, this might be overcome by significantly increased Chinese Communist materiel and technical assistance and by conquest of further territory. At the same time, although the regime continues to be based largely on compulsion and terror and to depend mainly for the achievement of its objectives upon increasingly harsh exploitation of a war-weary peasantry, the Viet Minh's administrative and control capabilities seem adequate to counteract any growth of discontent among the populations and armies under its control. The Viet Minh's popular hold on substantial portions of the populations outside its own zones, based partly on military prestige, partly on continued nationalist appeal, and partly on a widespread mechanism of compulsion and terror, is likely to be increased or decreased in. proportion to the military power and ideological dynamism which the free world, and above all the free states of Vietnam, Cambodia, and Laos may be able to bring to bear against it. SECRET - SECURITY INFCRMATICIK Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY I'ORMATION Communist Party membership, following and strength are heavily concentrated in the areas of Indochina controlled by the "Democratic Republic of Vietnam." In the "DRY", the official Communist party, the LAO DONG (Workers) Party,has a membership variously estimated at be- een 56,000 and 715,000. Although reliable data on the number of people under Communist Party discipline is lacking, the all-enoompassing coverage of the constituent organizations of the Communist-controlled National Unity Front (LIEN VIET), suggests that a majority of the 12.7 million inhabitants of the "DRY" may be oonsidered under effective Communist control. In the areas under the control of the Associated States govern- ments of Vietnam$ Cambodia, and Laos, the Communist party is proscribed. However, there are obviously Communists in all of these areas, due to the ease With which the non-Communist regions can be infiltrated. In Vietnam particularly, but also in Cambodia and Laos, a number of clandestine Viet Minh or Chinese-Communist-controlled organizations are believed to be operating. How many of the 9.9 million population of free Vietnam are under Communist discipline cannot be estimated. Clandestine Communist opera- tions are, however, relatively successful. In part, this is due to a widespread Communist system of compulsion; on the other hand, the Viet Minh cause continues to exert considerable national appeal in the free zones of Vietnam. It is possible that a substantial portion of the Vietnamese population and of the 800,000 Chinese in Vietnam are sympathetic to the objectives of the Viet Minh and therefore susceptible to Communist influence. In Cambodia, it is unlikely that more than 10 percent of the population of 3 million (including the Chinese) are strongly influenced by Communism. However, some 5000-10,000 Viet Minh guerrillas, mainly concentrated in the Southern provinces, are reported fighting in units of about company size against Franoo-K aer forces. In early 1952, the Chinese Communist regime claimed the loyalty of 60 percent of the 300,000 Chinese in Cambodia. While this claim is undoubtedly exaggerated, a sub- stantial percentage of the Chinese in Cambodia are believed to be under Communist influence. In Laos, the number of people under Communist influence is believed to be extremely small - perhaps one percent of the one million population. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION The number of Viet Minh guerrillas in Laos is estimated at about 5,000. Communist strength is believed heaviest in the DRV-oontrolled provinces of North Tonkin and North Central Annam; less numerous in "DRV" areas in Central Annam and Cochinohina. Communist influence in free Vietnam is probably strongest in the urban areas of Saigon-Cholon, Hanoi, and Haiphong. In Cambodia, Viet Minh influence is strongest in the southern provinces where guerrilla units are concentrated. Chinese Communist influence in Cambodia is strongest in Phnom..Penh where the Chinese population is heavily concentrated. In Laws, Communist influence is strongest in the Bolovens Plateau region where the Viet Minh guerrillas are mainly based. Communist Party membership in Indochina is believed to be composed principally of professionals and government employees. In the "DRV", industrial workers probably constitute an additional important membership group, Communist leadership in Indochina is believed to be well-educated (Western Europe, China and the USSR), thoroughly experienced, completely dedicated, and competent to fulfill not only its present responsibilities but those it would inherit as a consequence of total victory in Indochina. The average age of the sixteen current top-level Communist leaders is 47. Many top leaders have been active since 1930. II. ELECTORAL STRENGTH On January 6, 1946, the Viet Minh Government held elections for a "Vietnam National Assembly" in an effort to legitimize its rule. In addition to the polling in-areas of North and Central Vietnam under DRV control, clandestine votes were taken in parts of South Vietnam. There is considerable doubt as to the extent to which these elections re- flected the popular will; an implausibly large vote was claimed for a country where the parliamentary system is all but unknown. Among the 300-odd members of the "elected Assembly," the Viet Minh (then ostensibly a coalition of left-wing and nationalist parties under Communist domina- tion) emerged as the largest party with 80 delegates. The 90 independents probably also included a significant number of Communists and another group of 15 Communists was elected under the label of the "Marxist Party." No further elections have been held in the Communist-held areas of Indochina. Elections have, however, taken place in Laos and Cambodia and are now about to take place in free Vietnam, although, of course, without Communist participation. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION III. MILITARY STRENGTH AND ORGANIZATION FOR VIOLENT ACTION A. Total Strength and Character of Communist Forces The Viet Minh disposes of a total armed strength of about 315,000 men, distributed as follows, Regular Army, 130,000 Regional Forces, 15,000 People's Militia, 110,0000 The Regular Army is a well-trained, well-equipped, highly mobile, modern fighting force capable of waging effective positional warfare against France-Vietnamese forces. The Regional Forces are less well equipped and generally recruited regionally for static support of the Regular Army. The People's Militia is locally recruited for village defense and small-scale guerrilla action. Be Security of Controlled Areas The Viet Minh armed forces of 315,000 men, which are employed both for the defense and security of controlled areas and for offensive opera- tions based on these areas, are distributed within the "DRV"-controlled areas as follows, 174,000 men in Tonkin; 80,000 men in Central Vietnam; 46,000 in South Vietnam; 10,000 in Cambodia; and 5,000 in Laos. The population in Communist-controlled areas has generally been stable and tightly-controlled. Disturbances and riots have, however, occasionally been reported, particularly in the strongly Catholic Vinh and Thanh Hoa regions of North Central Vietnam. Civil administration in "DRV"-oontrolled zones is in the hands of administrative cadres directly responsible to the "DRV" Ministry of Interior. It is logical to suppose, although no information is available on the subject, that the Viet Minh armed forces have at least temporary control of civil administration in regions only recently conquered. This control is presumably exercised by political and administrative cadres of the Army. C. Military Support Organizations "DRV" supply, cgmmunioations, and intelligence organizations are highly developed units operating at all levels of the military administra- tion. Their authority is derived from Directorates attached to the General Staff of the army. Information concerning the strength of the various support organizations is not available although these organiza- tions may be assumed to be quite large. Their networks are known to embrace all of Vietnam, including Franco-Vietnamese areas. Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 In view of the fact that North Vietnam is not only the theater of the most active military operations but also the seat of the "DRV" govern- ment, supply, communications, and liaison functions are presumably con- oentrated in that area. Intelligence activities are probably concentrated in urban centers (chiefly Hanoi and Saigon) as strongly as in strategic military areas. Available reports indicate that "DRV" support organizations have achieved a high degree of efficiency. D. External Military Support Reports from a variety of sources, in most cases neither evaluated nor confirmed, suggest that while certain supplies may originate else- where in the Soviet bloc, Communist China is the main source of military support to the Viet Minh. The following types of supplies have been reported:l 1. Arms and ammunitions Mountain guns; anti-aircraft guns; light machine guns; heavy mac ine guns; field guns; howitzers; mortars; rifles, including Browning automatic rifles; pistols; rocket launchers; spare parts; ammunition; TNT and other explosives; fuzes; detonators; projectiles; grenades and grenade throwers; and land mines, 2. Commissary: a. Food: Rice; maize; dried sweet potatoes; cereals; and soy beans, flour. be Clothin : Uniforms; cotton material; army blankets; cloth shoes; rubber shoes; steel helmets. 3. Transportation and communication equipment: Trucks; tires; spare parts; gasoline; oil; kerosene; radio sets and field transmitters, . 4. Others Medical and clinical supplies; X-ray metal testing equip- ment; baTanoes; electric meters; electric drills; files; abrasives; saw Reports often include quantity figures, frequently between. 400 and 800 tons per month. Overlapping of the time periods covered and non-comparable quantity designations (e.g. rounds, cases, or tons of. ammunition), however, make it impossible to arrive.at meaningful totals. Moreover, in a few oases where cross-checking of reported totals has been possible, resultant discrepancies have cast further doubt upon the validity of the figures reported. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION blades; iron and steel for making cables; electrical distributing machinery; agricultural machinery; oxygen containers; oxygen-generating machines; gas masks; binoculars; industrial machinery. E. Military Operations Military operations in Indochina since 1946 have been conducted in virtually all areas of the peninsula, but have.been principally concentra- ted in North Vietnam (Tonkin). There, Communist forces have been, fighting a savage battle for over six years for control of the crucial rice- producing Red River Delta (in which the key cities of Hanoi and Haiphong are located). At present about 174,000 Communist troops are pitted against an estimated 185,000 Franco-Vietnamese forces in the Tonkin region. The principal tactic of the Communist forces has been to harrass the Franco-Vietnamese Army by guerrilla warfare inside the Delta and by massive attacks against isolated French posts and cities outside the Delta.. A turning point in the battle for Tonkin was reached in the fall of 1950, when Viet Minh forces, in quick succession. seized all French posts along-the China border (Langson, Caobang, Laokay), excepting only Monoay in the extreme eastern coastal sector. In the fall of 1952, Communist forces expelled the French from all of Northwest Tonkin, ex- cept Laiohau and Nasan. At this moment, therefore, the Communist forces hold most of Tonkin outside of the key Delta region. The latter, how- ever, in which the vast bulk of Franco-Vietnamese forces is now concen- trated, has been heavily infiltrated by Viet Minh forces and is besieged at its periphery by some five Viet Minh divisions. In Central Vietnam, an estimated 75,000 Franco-Vietnamese forces hold the narrow coastal plain from Faifo to Dong Hoi against some 80,000 Communists who are in control of the remainder of the area. In South Vietnam, an estimated 162,000 Franco-Vietnamese forces control most of the region. but conduct frequent and difficult operations against some 46,000 Viet Minh guerrillas, concentrated principally in the unhealthy and almost impenetrable swamps of the Plaine des Jonas. In Laos and Cambodia, Communist military operations are aprawn limited to small- scale harrassment by guerrilla forces. F. Popular Attitudes. Toward the War The peasantry of Indochina has.borne the main brunt of the long war. The peasantry serves as a reservoir of manpower for the armies involved, performs the coolie duties of supply, engages in sabotage and informer Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 operations at the order of one side or the other, constructs public works, and -- over and above all this -- produces the food for its own subsistence and that of the non-productive hundreds of thousands in the armies. By this time, the peasantry clearly abhors the war and anxiously hopes for its and. General passivity toward either side in the conflict may in fact be said to characterize the sentiments of the vast majority of Indochina's civilian population. However, passivity is less noticeable, and the effects of political warfare and propaganda by either side are more marked, among city dwellers. The nationalist pretentious of the Viet Minh, rather than Communism itself, continue to hold much appeal for Indochina's urban population, whether inside the Viet Minh zones or in areas of Franco-Vietnamese control. G. Current Strategic and Tactical Objectives of the Communist Insurrection Current strategic and tactical objectives of the Communist insurrection are military and political consolidation over newly-won territories in northwest Tonkin, and intensified penetration by Viet Minh regular forces into the Franco-Vietnamese-held Tonkin Delta area, The "DRV" probably will intensify guerrilla warfare in the plateaux region of Central Vietnam as well as in Cambodia and South Vietnam and may also attempt a limited military penetration into Laos. In Central Vietnam, the Communist forces will probably continue to maintain strong pressure against the Franco-Vietnamese forces along the coast. H. Relations of Communist to Non-Communist Insurrectionary Organizations 1. Vietnam. In June 1952 Colonel Trinh Minh The, former Chief of Staff o? _t" e warmed forces of the autonomous politico-religious Caodaist movement, took to the bush with 2,500 men in South Vietnam to set up "the National Resistance Front," a "third force" opposed to both the Viet Minh and the French. Since the spring of 1952, when the French launched military operations against this group, Colonel The has not been heard from and his current whereabouts are unknown. There is no evidence that Colonel The has collaborated with the Viet Minh. 2. Cambodia. In March 1952, Son Ngoc Thanh, a leading Cambodian nationalist, organized a dissident nationalist movement. At first, the activities of this group seen to have been limited to propaganda attacks against the French and Cambodian King. In recent months, broadcasts of Son Ngoo Thanh have been increasingly favorable to the Viet Minh, but the present relationship between these two movements is not clear. 3. Cambodian and Laotian Issaraks. The Cambodian and Laotian Issaraks, under the leadership respectively of Son Ngoo Minh and Prince SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 Souphanouvong, have been formally allied with the Viet Minh movement since March 1951 when the "United National Front of Vietnam, Cambodia, and Laos" was established. In the past, military efforts of the Issaraks have been for the most part limited to sporadic guerrilla warfare, banditry, and arms smuggling across the Thai border. A closer degree of cooperation seems to have been achieved during the past year between the Viet Minh and the Cambodian and Laotian Issaraks. From 5,000 to 10,000 Viet Minh are reportedly with the Cambodian Issaraks and 5,000 with the Laotian Issaraks. In October and November, 1952, a Laotian delegate accompanied the Viet Minh delegation to the Asian and Pacific Peace Conference in Peiping. In December delegates from both "Free Cambodia" and "Free Laos". participated in the World Peace Conference in Vienna. I. Capabilities for Expansion and Action in the Near Future Despite the relatively low level of military industrial production within "DRV" areas and a reportedly increasing food shortage, the "DRV" could probably expand the present scope of its military activities to a limited extent without significantly increased support from Communist China or from other Orbit countries. If, as seems likely, the Issaraks receive greater material assistance and technical advice from the Viet Minh, they would be able to expand their numbers and extend their operations. A. Repressive Capabilities of the Associated States and France French and Associated States policy toward Communism in Indochina is the military destruction of the Viet Minh armed forces and complete eradication of Communist activities and influence throughout the peninsula. No Communist parties, groupings, or organizations are allowed to exist or operate in the Associated States of Vietnam, Cambodia, and Laos. The overt circulation of Communist publications in Franco-Vietnamese controlled areas is prohibited and the possibility of Communist-oriented material appearing in the controlled press is negligible due to tight censorship exercised by both the French and the Associated States. Severe repressive measures are taken against any individuals, groups, or organiza- tions believed operating under Communist. instructions or for Communist SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION purposes. Such repressive measures are expected to continue until -hostilities in Indochina have ceased and internal political stability is assured. They are carried out by civilian security services of France and the Associated States, and insofar as the security of components of the French Union Armed Forces is concerned, by the military intelligence and counter-intelligence services of these forces. At present, the scope and effectiveness of repressive action of which the French and Associated States civilian and military security agencies are capable in Indochina cannot be rated better than fair. By contrast, Communist subversive operations are believed to be, on the whole, vary effective. Possibly the greatest asset of Communist under- ground and subversive organizations of all types lies in the generally apathetic attitude of the Vietnamese population as a whole toward the conflict which is raging in its territory. B. Extent and Effectiveness of Communist Subversive Operations Communist subversive operations in Vietnam, Cambodia, and Laos fall into two major categories: those carried out by Viet Minh subversive teams and underground networks, and those carried out by clandestine Chinese Communist organizations.. Viet Minh organizations operating in the French and Associated States-controlled zones of Indochina are for the most part responsible directly to the central "DRV" government, or its regional representatives. They perform three general types of assigned taskas propaganda; litical, economic, and counter-intelligence;l and 'terrorism and sabotage.# The propaganda function is carried out by teams responsible to the Information Services of the central "DRV" government. The total number or size of such teams is unknown,S but their effectiveness seems to have been considerable. Espionage activities are carried out by organizations and units of unknown size believed to be attached to the regional Cong An (Public Security Service) of the Viet Minh, which is the latter's rnal security organization. Espionage agents reportedly are assigned specialized tasks, the most important of which is the infiltration of French and Associated States intelligence and security services. Terrorism and sabotage within the free zones is performed by the Dich Van which in- cludes Death Volunteer Brigades, apparently assigned to opera.e in specific regions. The effectiveness of the,Dich Van is reportedly great; it has seriously disrupted. highway and rail~traff o, damaged industrial and Military espionage is oarr ell out by intelligence organizations responsible to the Directorate for Military Intelligence of the "DRV" Armed Forces General Staff. 2. Certain types of sabotage activities are carried out by organized guerrilla and commando units of the Armed Forces. 5. In 1951, ten such Information teams were reported to be operating in South Vietnam. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION military installations, and organized numerous terroristic acts in major urban centers, the most important of which was the assassination of a number of highly prominent French and Vietnamese civil and military personalities. One of the most successful activities of Viet Minh sub- versive organizations has been the extortion of money from prominent French and Chinese as well as from Vietnamese business firms. Many of these firms regularly pay large sums of "protection money" to Viet Minh agents in order to avoid bombing of their premises. The "DRV" benefits considerably by the intelligence activities carried out by Chinese Communist underground organizations in the non. Communist zones. Since 1949, the Communist-direoted "Association for the Liberation of Overseas Chinese in Indochina" has organized various clandestine student, wen's and workers' organizations in Saigon-Cholon where approximately 80 percent of the total overseas Chinese population of some 800,000 is concentrated. During 1952, the creation of a clandestine "United Action Committee of Democratic Sino-Vietnamese" was reported, also in Saigon-Cholon. In North Vietnam, the "Society of New Chinese Democrats of Hanoi and Haiphong" reportedly intensified intelligence activities during 1952. The size of these organizations is unknown although it is believed they have been fairly successful in gaining the sympathy of certain of the Chinese population, particularly among students and workers. Specific underground activities which have been reported include extortions of money for the protection of relatives in China, the circula- tion of Communist tracts and publications believed to be for the most part procured in Hong gong, and the placement or pro-Communist instructors in Chinese schools. In Cambodia, the Chinese Communist Party, whose head- quarters reportedly is located in Phnom-Penh, claims the sympathy of 60 percent of the 300,000 overseas Chinese in that country. No information is available concerning its activities or effectiveness. V. COMMUNIST INFLUENCE IN LABOR In "DRV" controlled areas, all workers in key industries are con- trolled by Communist elements, although the number of Party members in specific enterprises is unknown. In the Associated States of Vietnam, Cambodia and Laos, the number of Communists in key industries, if any, is unknown. In "DRV" areas of Vietnam, the General Confederation of Labor, which is controlled by the communist Party, claimed "300,000 members" in 1952. The Confederation is composed of numerous affiliated trade unions organized at provincial levels throughout Vietnam. It has been reported that although not all of its directors are Party members, those exercising any real authority are. The Confederation has been affiliated with the World Federation of Trade Unions (wFTU) since the former's organization in 1946'and has been represented at VPFTU Conferences since 1948. In addition to the General Confederation of Labor, the Viet Minh reportedly organized a Trade Union Council in 1950 to embrace "intellectuals and civil servants." SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 13 - No further information is available concerning this Council. In the free areas of Vietnam, labor organizations were prohibited until the promulgation of the Labor Code on November 16, 1952. The principal Vietnamese labor union, which until last November operated as an association, is the Christian Confederation Vietnamienne du Travail Chretien, reported to have 5,000 members. num er of civil servants in both the French and Vietnamese administrations, belong to Force Ouvriere which has its headquarters in France. Although pro sions of Me ew Labor Code in Vietnam do not extend to the overseas Chinese population, Chinese labor groups have for some time been loosely associated in a Federation of Chinese Mutual Aid Societies. The 19 organizations comprising this Federation claim an aggregate membership of some 11,000. No information is available on Communist infiltration of, or in- fluence in, these labor unions in Franco-Vietnamese areas of Vietnam. However, the Chinese organizations are the most likely to have been infiltrated or influenced by Communists, VI. COMMUNIST INFLUENCE IN SOCIAL, CULTURAL, AND PROFESSIONAL O G IZ TIONS In both the free and the Communist zones, the Lien Viet (National Unity) Front has developed an extensive and intricate netwozk of front organizations to enlist the support of the peasants and special interest groups for the "resistance against French aggression.' The leaders of the front organizations are believed to be mostly well-indoctrinated and capable party cadres, many of whom work in more than one organization. What appear to be the most important front organizations are listed belows 1. The Union of Vietnamese Youth claims a membership of 2,500,000 and has been affiliated with the World Federation of Democratic Youth since 1947. 2. The Union of Vietnamese Students and Pupils has been affiliated with the International Students Union since 1948. 3. The Union of Vietnamese Women claimed 3,000,000 members as of 1950. It has been affiliated with the Woman's Inter- national Democratic Federation since 1945. 4. The Catholic Association for National Salvation. 5. The Association of Vietnamese Journalists has been affiliated with the World Federation of Journalists since 1950. 6. The Vietnam World Peace Committee is affiliated with the World Peace Council. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 14 - 7. The Vietnamese Peasants Association for National Salvation. 8. The Sino-Vietnamese friendship Association. 9. The Soviet-Vietnamese Friendship Association? In addition to Viet Minh front organizations, the Chinese Communist Party has organized various youth, workers', women's and cultural under- ground front organizations. These organizations are believed to be strongest in the Saigon-Cholon area of South Vietnam and in the Phnom- Penh region of Cambodia, where the majority of the overseas Chinese residents in Vietnam and Cambodia are located. Many, if not all, of the "Lien Viet front groups have effective underground organizations within -We areas under Franoo-Vietnamese con- trol. Little information is available concerning non-Communist social, cultural, or professional organizations which may have been infiltrated by Communists. VII. COMMUNIST INFILTRATION INTO GOVERNMENT Such infiltration is unquestionably a serious problem for the anti-Communist goverimmentsof the Associated States. Although policy- making bodies of these states are believed to be to a large extent free from subversive Communist personnel and influences, the same can probably not be said with regard to the Armed Services, police and security services, and administrative cadres of the States. Communist subversion is believed to have reached particularly serious proportions within Vietnam's National Army. The Army Officer's Training School at Dalat has been reported strongly infiltrated by Communist elements, and certain Vietnamese troop companies in action in North Vietnam have proved of marked unreliability. The Vietnamese, and even French, security services in North Vietnam are also believed penetrated to some extent by Communist elements. No reports of Communist penetration of government agencies and services in Cambodia and Laos have been received, although it is likely that a limited degree of infiltration may be considered to have occurred. VIII. COMMUNIST INFLUENCE ON PUBLIC OPINION FORMATION In the "DRV"-controlled zones of Vietnam, leaders of public pro- paganda organizations are usually Party cadres. Communist propaganda has undoubtedly reached nearly the entire population in these zones, chiefly through the effective organization of mass front organizations and compulsory study groups at provincial and village levels. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION In free Vietnam, Cambodia, and Laos, no known Communists are in a position to influence public opinion. There are probably a considerable number of concealed Viet Minh sympathizers or agents, however, in schools, journalistic, and literary groups. The prohibition of Communist publica- tions, tight press censorship,and the extremely limited number of radio sets among the population in Franco-Vietnamese controlled areas have tended to insulate the population from Communist publications and broad- casts. Nevertheless, it is likely that Communist influence has been spread fairly successfully through clandestine operations and through direct contact of many individuals with underground Viet Minh agents. IX. COMMUNIST INFILTRATION OF NON-COMMUNIST POLITICIE S The most important non-Communist nationalist organizations and parties in Indochina are the Dai Viet Party, the Cao Dai politico- religious group, the Vietnam a ona iat Party (VN9DD). and the Catholics in Vietnam, and the Democratic Party in Cambodia. Although information is generally lacking on their membership, these parties and groups are thought to embrace several hundred thousand members. The extent of Communist influence in these organizations is unknown, but is not be- lieved to be large due to the strongly anti-Communist, although clearly pro-nationalist, sentiments of most of their leadership. Branches of the above-mentioned organizations are still in some instances allowed to operate in "DRV"-controlled zones, where the Catholics and some Caodaiats, for example, maintain social organizations. However, the Communists have undoubtedly strongly infiltrated these branches and probably control them completely. The same would be true for nominally non-Communist parties and organizations existing only in the "DRV$G Zones, such as the Vietnam Democratic Party and the Socialist Party, which the Communists continue to tolerate in order to bolster their nationalist pretensions. A. Newspapers and Periodicals Listed below are the newspapers and periodicals known to have been published by the Viet Minh in 1951 or 1952. Where known, the frequency of publication and the principal area of circulation are in- dicated. These publications are also clandestinely distributed in Franco-Vietnamese-controlled areas by Viet Minh underground organize. tions. SECRET - SECURITY INFORMATION Approved For Rele SECRET - ase 2007/0 /201TY "ZNF Rq$g269ROO0800080001-4 Name(Translation) organ of Circulated When,pub- in lished 1. Major Papers ccasion- ( ki o n Ton Cuu Quoc (National Salvation) Lien Viet ally thioughout Vietnam ! Daily Nhan Dan (The People) Laodong North Vietnam Weekly (Worker's Party) (distributed in 27,000 copies) Nhan Dan (The People) Laodong South Vietnam Monthly (Worker's Party) (distributed in 24,000 copies) Lao Doug (The Worker) Vietnam Federa- Unknown Unknown tion of Labor Specialized and Provincial Publications Gia Dinh Administrative Unknown Two or th Committee of ree People's Army times Weekly QQuuan Viet Bac People's Army and North Unknown Militia Vietnam China-Vietnam Sino-Vietnamese Friendship Association Doc Lap (Independence) Democratic Party Tonkin Unknown Tien Lien (Forward) Socialist Party Unknown Unknown To Quoo Tran Het (The People's National Saigon-Cholon 3 or 4 =&o n TWv_6Ml7 Union times Weekly Dung Tien (To Go Forward "Organ of young men South Vietnam Unknown Bravely and children" Sang Danh Chua Catholic Patriots Hanoi Sector Unknown Dan Cay Association Nambo of Unknown Unknown Peasants for National Salvation uan Doi (New Strength) Unknown Phuyen Province Unknown South Trungbo Economic Front Unknown Unknown Educational Review Ministry of Education Unknown Unknown SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 SECRET - SECURITY INFORMATION - 17 - E. Radio The "DRV" controls the following broadcasting stations which have regularly scheduled programs beamed to Indochina and to Southeast Asiat 1. Voice of Vietnam is regarded as the official government station. It is reportedly located in the Vinh area. News is broadcast daily to Indochina and Southeast Asia in French, English, Tonkinese, Thai, Mandarin, and Cantonese. 2. Voice of South Vietnam has tentatively been located north o gon, roe caste three programs daily of news and commentary in Cochinohinese and one in Mandarin. 3. Voice of Nambo is reputedly located in the Mekong Delta area. carries four programs of news and commentary daily, one each in Cochinchinese, French, Cantonese, and Cambodian. In Cambodia, the Voice of Issarak Cambodia is operated by the Issarak leader Son Ngoc Minh. One-half hour of news and comment is broadcast daily in Cambodian. Radio Moscow broadcasts one hour daily in Tonkinese and occasionally in Coo no nese. Radio Peking broadcasts one hour daily in Tonkinese, and twice daily for 5 to 35 minutes in Thai. Reception of the Thai language program is reported to be poor. Considering the small number of radio receiving sets in the Associated States, it is likely that Communist radio broadcasts reach only a very limited audience and achieve only limited propaganda effects outside the Communist zones. Within these zones, however, they are used as an extremely important,and probably effective, means of disseminating propaganda and official orders to the population. XI. FINANCIAL CONDITION The "DRV" authorities collect both direct and indirect taxes, many of them in kind, impose "duties" on goods entering Conmumist zones from the Franco-Vietnamese zones, and exact "voluntary"donations through various "emulation campaigns." The amount of revenue thus collected is unknown, as is the size of any subsidies from international Communist organizations, donations or credits by Soviet or Satellite governments, or dues from party-controlled labor unions and fronts. Nor is any information available on the amount of revenue collected through extortion of Vietnamese, French, and Chinese business firms in the non-Communist zones. XII. SOVIET SATELLITE OFFICIAL ASSETS There are no Soviet bloc diplomatic establishments, trade, or cultural missions in free Vietnam, Cambodia, or Laos. SECRET - SECURITY INFORMATION Approved For Release 2007/01/20: CIA-RDP86B00269R000800080001-4 - 18 - Although the USSR, Communist China, and other satellite countries have recognized the "DRV", they have not established diplomatic missions there. However, Communist China has sent various temporary military and economic missions to the Viet Minh. During 1952 a 50-man Chinese cultural mission was reportedly sent to Thai Nguyen in North Vietnam for the purpose of establishing political liaison with the "DRV" govern- ment, and an economic mission is said to have been-not up also in North Vietnam to study economic resources. Current estimates place the number of more or less permanent Chinese Communist personnel-- technicians, instructors, military and political advisors -- with the Viet Minh at approximately 5,000. All Chinese Communist Missions are surrounded by seoreoy. It is believed that contact between Chinese personnel and natives is held to a minimum. A Sino-Vietnamese Friendship Association and a Soviet-Vietnam Friendship Association were organised inside the "DRV" in early 1950. Both organizations are associated with the "Lien Viet Front" and have established branches throughout "DRV"-oontrolled areas of Vietnam. These organizations are reported to have clandestine branches in the free areas, particularly in the Saigon-Cholon district. Propaganda committees areireported to have been established at the branch levels of both Associations. In addition to carrying out regular propaganda activities, these associations are responsible for sponsoring celebrations of major Chinese Communist and Soviet holidays. The Sino-Vietnamese Friendship Association has published a journal, China-Vietnam, since May 1950. XIII. COMMUNIST INTERNATIONAL ORGANIZATIONS While it is not known to what extent, if any, the Viet Minh move- ment may have been aided materially by international Communist organiza- tions, it has been granted a significant extent of moral support by such organizations through invitations to participate, often in a glorified role, in Communist international conferences. In the past two years, delegates from the "DRV" and in two instances from "Free Cambodia" and "Free Laos" have attended the following international Communist meetingss Meeting Date Size of representation from Indochina Vienna Peace Congress December 1952 11 (including 2 from Cambodia and 1 from Laos) Asian and Pacific Peace October- 14 (including 2 Conference, Peiping November 1952 from Laos) Approved | |||||||
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] | 2023-09-21T13:17:43-04:00 | We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to | en | AlphaStreet | https://alphastreet.com/india/ruling-the-biscuits-markets-in-india-ft-britannia-a-primer-on-the-stock/ | We come out of a very successful financial year that witnessed economic recovery amidst unprecedented inflationary conditions. As market leaders, we led pricing actions to offset inflation & maintain profitability. However, in this quarter, commodity prices marginally softened & hence, the local competition intensified. In view of that situation, certain price corrections were initiated to remain competitive & continue to drive topline while maintaining profitability
Mr Varun Berry, CEO
Stock data
Price Performance:
Company description:
Britannia Industries Limited is one of India’s leading food companies with a rich heritage dating back to 1892. Headquartered in Kolkata, India, Britannia is known for its diverse range of food products, including biscuits, bread, cakes, dairy products, and more. The company has a strong presence in India and exports its products to over 60 countries.
Business Segments:
The company operates in 4 business verticals:
Biscuits:
Britannia’s biscuits segment is the core of its business. It offers a wide variety of biscuits, including popular brands like Good Day, Marie Gold, and Tiger biscuits. The segment contributes significantly to the company’s revenue.
Dairy Products:
The company sells Cheese, Beverages, Milk and Yoghurt under this division and the dairy products directly reach 100,000 outlets. The segment witnessed the highest growth especially in the cheese products which grew 300% during the year and the company is planning to start 5 new facilities. And to expand its Orissa plant it will improve its back end facilities by procuring 25000 Litre/day from 1000 farmers in Maharashtra.
Bread and Bakery Products:
The company is one of the largest players in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 Mn loaves daily across more than 100 cities and towns of India. The company is working on developing differentiated products like Atta pizza, cheese bread etc.
Snacks and Cakes:
Overview: Britannia manufactures a variety of snacks and cakes, including its popular brand, Cake Bar. These products are part of the company’s strategy to diversify its product portfolio.
Business Model:
Britannia Industries operates on a business model focused on quality, innovation, and market expansion. Key aspects of its business model include:
Product Innovation:
Britannia continually innovates its product offerings to meet changing consumer preferences. It launches new products and variants to stay competitive in the market.
Market Expansion:
The company has a vast distribution network that extends to urban and rural areas, ensuring that its products reach a wide customer base across India and internationally.
Quality Assurance:
Britannia maintains strict quality control standards to deliver safe and high-quality food products to consumers.
Sustainability:
Britannia emphasizes sustainable practices in its operations, including responsible sourcing of raw materials and reducing its environmental footprint.
Distribution Network:
The company has a PAN India presence and the products are available in more than 5 Million retail stores across India and the products reach over 50% of the Indian homes.
Global Footprint:
The company derives 5.5% of the revenue from the global Markets and exports the products to 80 countries and has manufacturing units at UAE and Oman. It is also the number 2 biscuit player in UAE with a strong contention to leadership and has a similarly strong market position in the other GCC countries. Recently, the company has also started a greenfield manufacturing plant in Nepal
Capex:
Britannia plans a Capex of Rs 400-450 Cr in FY24 towards the brownfield expansion in
Ranjangaon (Dairy), Orissa and Greenfield facility in Bihar. Moreover, it has commercialized 5 new additional lines each in Barabanki (UP) and Tirunelveli (TN) during Q1FY24.
80:20 Growth Strategy:
The company performed well during the covid crisis by following the 80:20 rule, that is the company focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contributes 80% of the companies revenue, were put on priority list which enabled the company to streamline its productivity and increase the efficiency of the production.
Litigations:
The company has filed two cases against its rival ITC in the Delhi High court for alleged infringement of its product packaging trademark by using similar design for ITC’s new biscuit ‘’Sunfeast Veda Digestive’’. Britannia has also filed a case against Future consumer. The company has also filed a case against Future consumer for the usage of the name of ‘Good time’ as it sounds similar to Britannia’s iconic ‘Good Day’ brand.
Tussle over Ownership:
The company was started in the year 1892 while the initial promoters remain unknown yet and the name Britannia was given after 26 years of its inception by the London Investor C H Holmes and the company has 7 owners before resting in the hands of the Wadia Group.
Financials:
What we like:
Part of the prestigious Wadia group:
Britannia Industries belongs to the Wadia Group, a reputed Indian Business house who has presence in wide range of business segments like Airlines (Go Air), Realty ( Bombay Realty), Textiles ( Bombay Dyeing) and Plantations and other business (Bombay Burmah trading Corporation which is also the Ultimate holding company of Britannia Industries)
Market Leader in the Biscuit segment:
Britannia is one of leading players in the business segment with leading market share in the Indian biscuit segment. The company has a wide range of Biscuits portfolio across various categories like glucose, Marie, cookies, crackers, cream, milk, and health. The company sells the products under various Iconic brands like Good Day, Tiger, Marie, Nutrichoice and Milk Bikis and many more.
Limited impact of local competition:
Management stated that the competition from local players has increased, as input costs eased. However, we believe that the company is well placed to face such challenges. It has already lowered prices of a few products and plans to drive the growth through volumes in coming quarters. Thus, we expect the impact of increasing competition in the market will be limited on the company’s earnings.
Positive outlook:
We expect Britannia to deliver market-leading growth from here on as
Raw material prices, while still firm, have or will stabilize at the current levels.
Rural continues to remain stronger for Britannia (due to the company’s robust distribution expansion strategy in these regions) while other FMCG companies continue to struggle in this sector. Furthermore, the rural revival is expected to recover the overall FMCG sector in FY24, which will be supported by higher government spending and increased urban remittances.
BRIT’s own initiatives such as robust portfolio planning through NPD in core and adjacencies along with its continued focus on increasing direct reach, rural penetration, and a share of in-house manufacturing would help it improve its overall efficiency moving ahead. We believe that this will make BRIT stronger in the longer run
Factors to consider:
The food industry is highly competitive, with numerous domestic and international players, which can affect pricing and market share.
The company’s profitability can be impacted by fluctuations in the prices of key raw materials, such as wheat and dairy products.
The food industry is subject to regulatory changes and quality standards, which can affect production processes and costs.
Conclusion:
Britannia Industries Limited is a prominent player in the Indian food industry, known for its strong brand presence and diversified product portfolio. While it benefits from market leadership and a growing dairy segment, it operates in a competitive environment with challenges related to competition and raw material price volatility. Investors should carefully assess the company’s performance and industry dynamics before considering it as a potential investment. Staying informed about Britannia’s strategies and market trends is essential for making well-informed investment decisions. |