* About Parle agro- * Parle agro is reputed brand in existing market which is differentiate from other brand. It’s a brand who brought a revolution in market by launching packed mineral water. * Parle agro do compete with other brand and can be identified easily for example * “Mr. Anil Varma is a regional sales manager in Parle agro ‚his day starts with a sip of Taj Mahal Tea‚ He then glances over the business Headlines in Economic Times‚ and gets a refreshing bath with Cinthol
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Parle G: Case Analysis The Parle G case is a classic scenario where the price elasticity of a particular product is exceedingly high and any deviations as far as price change is concerned can have long term ramifications which could be in the form of declining sales‚ loss of market share consequently leading to revenue and profitability decline. At the outset it’s important to look at the case in
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PARLE V/S BRITANNIA By – Manish Dubey Nirav Fruitwala Rajeev Jha Sachin Patil CONTENTS 1. BISCUIT INDUSTRY IN INDIA………………….. 2. PARLE BACKGROUND…………………………... 3. BRITANNIA BACKGROUND…………………….. 4.
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MARKET SEGMENTATION:- LEVEL OF MARKET SEGMENTATION: Parle-G is consumed by people of all ages‚ from the rich to the poor‚ living in cities & in villages. While some have it for breakfast‚ for others it is a complete wholesome meal. For some it’s the best accompaniment for tea‚ while for some it’s a way of getting charged whenever they are low on energy. Parle Company practices mass marketing for Parle-G which appeals to masses. It is a product liked by everyone and does not cater only to a specific
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HISTORY OF PARLE-G A long time ago‚ when the British ruled in India‚ a small factory was set up in the suburbs of Mumbai City‚ to manufacture sweets and toffees. The year was 1929 and the market was dominated by famous international brands that were imported freely. Despite the odds and unequal competition‚ this company called PARLE PRODUCT‚ survived and succeeded by adhering to his quality and improvising from time to time. A decade later‚ in 1939‚ Parle Product began manufacturing biscuits‚ in
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Campa-cola and used a similar logo. But it failed to catch the fancy of the consumers. Paste captured the market. It had the monopoly as the national drink & over the year developed loyal consumers & an extensive distribution‚ networks & infrastructure. Parle held the market till Pepsi came into the scene in the late eighties. CURRENT STATUS According to estimates the current share of the various segments (approximate) Cola - 57% Orange - 18% Lemon - 13%
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------------------------------------------------- Parle Agro From Wikipedia‚ the free encyclopedia Parle Agro Pvt. Ltd. | Type | Private limited | Traded as | Unlisted | Industry | Food and Beverage | Founded | 1984 | Founder(s) | Chauhan family | Headquarters | Mumbai‚ IndiaAndheri (East) | Key people | Prakash Chauhan (Chairman & MD) Schauna Chauhan (CEO) Alisha Chauhan (Director) Nadia Chauhan (Director) | Products | Frooti‚ Appy‚ LMN‚ Hippo‚ Bailley | Website | www.parleagro.com | Parle Agro is an Indian private
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Parle-G Costlier By 50 Paise Parle-G Costlier By 50 Paise Mumbai‚ July 19: The popular Parle-G‚ glucose biscuits from Parle Products‚ have witnessed a price hike after a gap of nine years. The company’s marketing manager Pravin Kulkarni said that over these years Parle-G’s price has not increased even as inflation has resulted in a increase in the cost of other products. The price hike‚ which was decided just before the Budget and was implemented about 10 days ago‚ has taken up the price of a 100
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History 4 Parle Agro Brands 4 Innovation at Parle Agro 6 Marketing for Frooti 7 Porters 5 force analysis 9 Frooti Aam Panna 11 Frooti Sugarfree 14 Financial Analysis 18 Sources of Information 18 Executive Summary Frooti is India’s legendary and iconic mango drink. It is the largest-selling mango flavored drink in India. It was launched in 1985 and it came in as a really contemporary and youthful mango drink. It is the flagship product of and the most successful drink offered by Parle Agro India
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Case Analysis: PARLE-G Problems The input prices of two major raw materials‚ sugar and wheat flour‚ which comprised 55% of manufacturing costs‚ had risen during the past 18 months. So‚ the margins of Parle-G had decreased from 15% of revenue to less than 10% of revenue. There was an option of potential price increase for Parle-G but it was difficult as Parle-G was associated with value for money (VFM) and increasing prices by just INR 0.5 (INR 4.5 from INR 4) had decreased the sales by more than
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