Simulated Assignment - Deliverable 3 - CLA - Group-3

Competitive Landscape
for
Analysis
Health Food & Beverage
Industry
Group -3:
Y Bharath Katta
bharathky2012@gmail.com
Bhavya Kumar Gautam
bhavya.g16@mibdu.org
Bikash Kumar Mallick
bikash0601@gmail.com
Shashank Buddhavarapu
Chirag Mahajan
Jay Chheda
bshashank90@gmail.com
chirag.m16@mibdu.org
cjay0410@gmail.com
Summary of Opportunities and

Threats Using Synthesis Matrix
Competitive Landscape Synthesis Matrix

R&D
investment
Enhanced/Diver
sified Product
Portfolio
Expand into
Growing
Markets
Strong Retailer
Network/Partne
rships
Create Strong
brand equity &
credibility
Meet local
regulatory
requirements
G1
G2
G3
G4
G5
G6
D,P,U,G,n
D,P,U,G, n
d,P,U,G, N
D,P,U,G, N
Unique/Interesti
ng Consumption
Experience/Fun
Time
P
1
Availability/Acce
ss
P
2
Better (natural)
flavor and
texture
P
3
Compliance with
industry
standards
P
4
Range of
products &
Variety
P
5
D,P,u,G, n
D,P,U,G, n
D,P,U,G, N
Affordability of
products
P
6
D,p,u, g, n
D,p,u,G, n
D,p,u,g, N
Localness of
products (taste
and flavors)
P
7
D,P,U,G, N
D,P,U,G, N
D,P,U,G, N
High
Mediu
m
D,P,U,G, N
d,P,U,G, N
D,P,U,G, N
D,P,U,G, n
d,p,U,G, N
Insufficient X
Information
No Correlation
Note: Entry as caps indicate stronger correlation.
d,p,u,g, N
D,P,U,G, N
d,p,g, n
D= Danone U=Unilever P= PepsiCo G=General Mills

N=Nestle
Summary of Opportunities (gaps seen)

Cell Ref
Opportunity
Recommendation
Gx X P6
Use Affordability as a key

to enter the market.
G1 X P5
Research more on ways to

expand the current
product line.
Do research of how to make products affordable

Acquire small players (companies) in the current product line who
are already giving affordable products to consumers
Company should diversify with an intention to reduce price of the
products.
Making the product more affordable can help the company establish
itself.
Work closely with all suppliers and stakeholders to improve supply
cain and make products affordable.
Company's branding should be "Quality at an affordable price".
The company should do market research on consumers taste and
try to incorporate the flavors in the current products.
The company shall even add products to its portfolio if the research
suggests so.
Summary of Threats (best practices seen)

Cell Ref
Best Practice
Recommendation
Gx X P1
Major companies are

focused on delivering
unique or interesting
consumption experiences.
Gx X P2
Reach to the consumer
Gx X P3
Better flavor & Texture
Company should research more in identifying unique and interesting

flavors and how it can bring different experiences with the current
product line.
Expansion into new markets should be done by keeping "unique
experiences delivery" in mind.
Add new variants to current product line in such a way that it will
add to the uniqueness of the experience.
Add those products to the portfolio which will create unique
experience to the consumers.
Partner with retailers understand the consumer preferences.
Promotions shall focus on interesting experiences which comes
along with the products.
Create a strong supply chain in order to improve the product
accessibility to the consumer.
Micro Distribution - Employing local vendors for delivery of products
in remote places.
Expand into new markets to improve the product reach.
Company should invest and research more to know how it can
improve the texture and flavor.
Collaborate with suppliers and farmers to improve the nutritional
value and sustainability of the raw material.
Add the variants in portfolio such a way that it will add nutritional
value in flavor and texture.

Cell Ref
Best Practice
Recommendation
Gx X P4
Compliance with industry

standards
G3 X P5
Expansion into growing

markets with wide variety of
products is being followed by
companies.
Company should concentrate on Compliance within industry in order

to meet local regulatory requirements and as a marketing agenda.
The company should comply with the already existing standards and
also go the extra mile by following non-mandatory regulations and use
it as a good marketing proposition.
Whenever and wherever it is possible, partner with organization who
are working in the area of improving health standards.
Take industry initiatives and set the trend for the industry as a whole
and discuss it in the public forums in order to influence the health
conscious consumers
Company should enter into new markets with a range(in terms of price
and flavor) of products so that it can cater to wide variety of customers
in the new market
Company should have right mix of local and standard global products
in its portfolio.

Cell Ref
Best Practice
Recommendation
Gx X P7
Companies are focusing on

local tastes and flavor for
product development
Company should enhance/invest in products which will satisfy local

taste and flavors - Unilever has masala tea, Nestle has Maggi
masala noodles.
Company should research on local flavors before entering into the
new market
New products should be added to portfolio keeping local
preferences in the mind.
Interesting Findings
Findings
Takeaways
COMMUNITY EMPOWERMENT- A BRAND

BOOSTER
Brands which involve them in social issues and
empower the citizens to create a difference in
their lifestyle, especially in rural areas of
emerging markets, have a long-term impact on
the communities.
1) Unilevers Project Shakti has empowered

48,000 rural women by employing them as
its sales representatives in villages. This
has not only helped Unilever to increase
its penetration in rural population but also
get acclaimed in the industry for its social
insights.
2) Unilever is helping farmers in Tea
plantation and process which can increase
the productivity. As per the sustainable
plans, Unilever plan to use rural
sustainable products in its products. This
activity has again strengthened the brand
position in market.
3) Micro distribution network by Danone is
effectively used to reach out to remote
locations and also create a good brand
image by ensuring sustainable livelihoods.
Findings
Takeaways
PROACTIVE APPROACH TO REGULATORY

REQUIREMENTS
In the era of aware customers, it is not only
important to follow the set standards but also to
go an extra mile of setting your own standards
and helping industry understand its need,
1) Unilever has been providing services to

support the foodservice industry in
complying with upcoming food allergy
information regulations.
2) Unilever has voluntarily chosen full
nutrient labeling in Europe.
3) It is very important to entrant to adapt to
the existing guidelines and at least follow
some non-necessary regulations which can
differentiate it from its competitors.
4) Nestl has announced that it will work in
partnership with the World Wildlife Fund
(WWF) and seven consumer firms to
encourage the responsible development of
bio-plastics, derived from plant materials.
ENVIRONMENT CONSCIOUSNESS
Being environment conscious helps the
company to become sustainable in the long run
and will improve its brand name
1) Nestl committed itself to buying only new

horizontal ice cream chest freezers with
natural refrigerants. These actions
contribute to ensuring that Nestl
products are not only tastier and healthier
but also better for the environment along
the entire value chain. The company has
invested CHF 250 million to implement
natural alternatives in 93% of its industrial
refrigeration systems.
2) Nestl has expanded its dairy factory in
Findings
Takeaways
STRATEGIC PARTNERSHIP WITH SUPPLIERS

The definition of supplier is changing from just a
seller to a partner which helps the organization
achieve its goal and set up long-term
sustainable plans.
1) Unilever has a very strong relation with its

suppliers and it believes in active
participation of suppliers not only in
fighting inefficiencies of the current
system but also engaging them in its long
term plan, explaining them their role and
helping them in the transformation.
2) An entrant needs to choose the suppliers
wisely to have long-term flexibility in the
targets required to capture the dynamic
nature of the industry.
3) Danone leverages the reach and image of
local industry leaders and local
communities instead of establishing its
separate distribution centers alone
4) This has helped it quickly reach out to
more consumers, both in developed as
well as emerging market
5) This partnership also helps Danone
understand local preferences and hence it
develops its product to suit local needs
Findings
Takeaways
R&D FOCUS ON NUTRITION
1) NutriPlanet is an initiative by Danone focusing on R&D

to develop nutritional products
2) It 1st identifies a nutritional gap in its target market and
then develops product to fill the gap
3) Affordability is taken into consideration while developing
such products for emerging markets
4) Addressing local nutritional needs economically can be
a key strategy to enter a new market.
5) Nestle is investing significantly in developing Good
Food in alignment with their tag line Good Food-Good
Life
Companies aims at finding local

nutritional gaps and develops
products to fill the gap
WIDE RANGE OF PRODUCTS

Offering wide range of products
gives any company the much
required competitive edge.
1) Products for everyone, everywhere has been a major

aim of Danone.
2) Danone ensures that its product portfolio caters to a
variety of customers in the same market
3) The product portfolio varies in terms of affordability,
tastes, nutritional values, flavors, age-specific and
location specific products etc
INNOVATION
Companies are ruffling feathers
and making waves through
innovation.
1) Nestle unlocked the metabolic master switch to

potentially echo exercise effect
2) Flexible, fast and functional: Nestl to adopt modular
factories to offer a highly flexible, simple and costeffective solution for creating production sites in the
developing world.
3) Nestl takes first step towards made-to-measure
Findings on Danone
by Manufacturer Goals and Consumer
Preferences
By Jay Chheda, SIMSREE
Goal 1 (R&D Investment) -- Danone

P
Findings
References
1. Sensory and consumer scientists at the

R&D lab use state of the art facilities to
Uniqu
identify which flavours, smells and
e/Inter
formats deliver the highest consumer
appreciation
esting
Consu 2. Danone aims at making tailor made
mptio
products specific to the interests of the
n
consumers in terms of their nutritional
Experi
requirement, taste preference, value for
money priority etc
ence/F
un
3. Various initiatives like NutriPlanet and
Time
digital platforms are used to understand
unique comsumer needs and products
are developed accordingly
1. Danone uses web and mobile apps to

reach out to its 7 billion customers and
hence based on their feedback, ensures
product improvements whenever
required.
2. However, since most of the R&D is done
during early stages of product
development, focus is then given to
improving nutritional content of the
product with more research while
maintaining its texture and flavor
3. Focus is given more on expanding range
by adding more flavors while texture is
Better
(natur
al)
flavou
r and
textur
e
Scor
e
http://www.nutriciaresearch. H
com/capabilities/sensory
http://www.danone.com/en/for
-all/mission-strategy/our-st
rategy/products-available-fo
r-everyone-everywhere/
http://www.danone.com/en/f
or-all/research-innovation
/our-research-at-a-glance/
interview-jean-philippe-pa
re-and-franck-riboud/?tx_b
idanonepublications_pi2[do
wnload]=8680&cHash=0d8c67a
8964f154b7b8371fd6cf976aa
http://www.sap.com/custome M
r-testimonials/consumer/da
none.html
http://www.dannon.com/partn
ership-for-healthy-america/
http://www.activia.ie/produc
t_ranges

P
Range of
products
& Variety
Affordabil
ity of
products
Findings
References
1. With 2 global research centers, 4

specialized centers and 55 local R&D
centers, Danone aims at
continuously innovating products to
target specific nutritional needs of
the people
2. Products are innovated by identifying
health issues in any community and
providing solution for the same via
Danone products
3. The four categories of products are:
fresh dairy products, baby nutrition,
waters and medical nutrition
4. Also, funds/grants are given by
Danone to support research which
will enable innovation of healthier
products.
1. Danone aims to make affordable

products in emerging markets like
Bangladesh, Indonesia, India etc
2. Trough initiatives like Bringing
affordable nutrition to the Base of
the Pyramid (BoP), Grameen
Danone affordable nutritional
products are innovated without
Scor
e
http://www.nutriciaresearch.c H
om/capabilities/sensory
http://www.danone.com/en/for
-all/mission-strategy/our-st
rategy/products-available-fo
r-everyone-everywhere/
http://www.danone.com/en/fo
r-all/research-innovation/o
ur-research-at-a-glance/int
erview-jean-philippe-pare-a
nd-franck-riboud/?tx_bidano
nepublications_pi2[download
]=8680&cHash=0d8c67a8964f15
4b7b8371fd6cf976aa
http://www.sap.com/customer H
-testimonials/consumer/dano
ne.html
http://www.dannon.com/partne
rship-for-healthy-america/
http://www.activia.ie/product
_ranges

P
Localness
of products
(taste and
flavours)
Findings
References
1. An approach termed
NutriPlanet is used to
understand local food styles,
nutrition and health
preference etc
2. Strong connections are
made with local
communities, ngos and
consumers to get their
reactions early on about the
product and relevant
solutions are found
Scor
e
http://www.danone.com/en/for-all/r
H
esearch-innovation/our-research-at
-a-glance/interview-jean-philippepare-and-franck-riboud/?tx_bidanon
epublications_pi2[download]=8680&c
Hash=0d8c67a8964f154b7b8371fd6cf97
http://www.danone.com/en/for-all/mi
6aa
ssion-strategy/our-strategy/our-pro
duct-range-100-health-driven/
http://www.probioticsresearch.com/i
ndex.asp
http://www.nutricia.com/research-in
novation/innovations
Goal 2 (Enhanced Diversified Product Portfolio) -Danone

P
Findings
References
Score
1.
Uniq
ue/In
teres
ting
Cons
umpt
ion
Exper
ience
/Fun
Time
2.
3.
1.
Bette
r
(natu
ral)
flavo
ur
and
textu
re
2.
3.
Introducing Greek variants of yogurts

(Oikos for adults, Danimal Superstars for
children) has enabled Danone provide a
unique yogurt consumption experience to
Americans
Products likeYaloda (frozen yogurt) and
Danoontje yogurt that has a unique
proposition that one can drink it or eat
with a spoon provide interesting
consumption experience
Also, packaging has played a major role
in attracting consumers
The company has come up with aqua

drinks (lightly flavored natural waters)
that are an alternative to traditional
sweetened beverages
In Russia and Ukraine, Danone introduced
Zakvaska brand of fermented milk
products with milder flavor which served
as an alternative to other dairy products
like kefir which had strong, sour flavor
By combining health and taste, Danones
Actimel successfully created new markets
in Ireland
http://www.danone.com/en/for-all/resea
H
rch-innovation/our-research-at-a-glanc
e/interview-jean-philippe-pare-and-fra
nck-riboud/?tx_bidanonepublications_pi
2[download]=8680&cHash=0d8c67a8964f154
b7b8371fd6cf976aa
http://www.datamonitorconsumer.com/a-yo
gurt-that-you-can-drink-or-eat-with-a-s
poon/
https://www.interempresas.net/Dairy-produ
cts-distribution/Articles/78044-It-arrive
s-Yolado-first-yoghourt-freezing-Danone-c
onsume.html
http://www.danone.com/en/for-all/resea
H
rch-innovation/our-research-at-a-glanc
e/interview-jean-philippe-pare-and-fra
nck-riboud/?tx_bidanonepublications_pi
2[download]=8680&cHash=0d8c67a8964f154
b7b8371fd6cf976aa
http://www.danone.ca/en/products/oikos
http://www.business2000.ie/pdf/pdf_7/da
none_7th_ed.pdf

P
Findings
References
Scor
e
Range
of
product
s&
Variety
Afforda
bility of
product
s
1. In Russia, Danone added more

products to its portfolio by
offering traditional products
which led to increased sales and
also did not affect the sales of
exisiting Danone products there
2. Danone is working hard to
diversify the way Americans eat
yogurt, by increasing and
completing its range of products
3. Products vary in terms of
flavors, affordability, local
tastes, nutritional value etc.
1. In Indonesia, Danone caters to
all social categories with its
brands ranging form Nutrica (for
high end customers) to Gizikita
(low cost products). Similarly,
affordability is given major
importance to determine
product portfolio in any market
2. Danone has special product
portfolio that caters to Base of
the Pyramid income group and
http://www.danone.com/en/for-all/
H
research-innovation/our-researchat-a-glance/interview-jean-philip
pe-pare-and-franck-riboud/?tx_bid
anonepublications_pi2[download]=8
680&cHash=0d8c67a8964f154b7b8371f
http://www.danone.com/en/for-all/our
d6cf976aa
-4-business-lines/fresh-dairy-produc
ts/stakes-innovations/
http://www.danone.ca/en/products
http://www.danone.com/en/for-all/mis H
sion-strategy/our-way-of-doing-busin
ess/adapting-to-local-realities/
http://www.bop.org.za/BoP_Lab/Publi
cations_files/Danone08.pdf
http://www.danone.com/en/danone13
focus/africa/

P
Findings
References
1. Enough research is done to
understand the local nutrition

needs and food preferences of
the people before entering that
market and then products are
added to the portfolio based on
Localnes
the results
s of
products 2. Tie-ups with local communities
(taste
and NGOs ensure that feedback
and
is received about the product
flavours)
and necessary changes are
made to suit local tastes
3. In Russia, traditional dairy
products are offered in addition
to yogurts to meet the local
demand.
Scor
e
H
6aa
Goal 3 (Expand into Growing Markets) -- Danone

P
Availa
bility/
Acces
s
Range
of
produ
cts &
Variet
y
Findings
1. Acquisitions and Tie ups with local
leading companies in emerging
markets etc has been a strategy
for Danone to increase its presence
there
2. Micro-distribution networks
consisting of local women and
street vendors are used on
experimental basis to reach out to
more number of people
1. To expand in growing markets,
Danone ensures that its products
suit local conditions and hence
offers a range of products
accordingly (eg. in Africa it offers
products that are affordable and
also products that do not require
refrigeration)
2. In India, Danone has lassi and
flavored yogurt as premium
offerings while for low income
group its has products like Fundooz
3. It usually starts with acquisition of
local leaders in emerging markets
and then gradually introduces its
new products there
References
Score
http://www.danone.com/en/for-all/mission-strateg H
y/our-way-of-doing-business/adapting-to-local-re
alities/
http://www.livemint.com/Companies/JL6zN8FJFdhB
1ceDVHwtuI/Danone-plans-to-double-nutrition-bi
z-line-up-global-product.html
http://www.danone.com/en/for-all/research-inn
H
ovation/our-research-at-a-glance/interview-je
an-philippe-pare-and-franck-riboud/?tx_bidano
nepublications_pi2[download]=8680&cHash=0d8c6
7a8964f154b7b8371fd6cf976aa
http://www.business-standard.com/article/compa
nies/one-more-product-rolls-out-from-danone-39
s-stable-in-india-112031200024_1.html
http://www.foodproductiondaily.com/Packaging/Da
none-to-expand-its-children-s-range-in-Russia
http://pitchonnet.com/blog/2013/05/08/danonerefreshes-brand-strategy-to-tap-into-packagedpremium-yoghurt-market/

P
Findings
1. In emerging markets,
providing nutritional food to
underprivileged population
suffering from specific
nutritional deficiencies is at
the core of Danones
affordvaluaityapproach .or
affordability initiative
Affordabil 2. Products like YoJelly reflect
Danones commitment to
ity of
products
offering products that even
most disadvantaged
consumers can afford
3. Milk start is the affordable milk
porridge that Danone
developed for low income
groups in Poland. Similarly, in
emerging markets products
like ShoktiDoi, Biscaut Biscuits,
Danimal Yogurt
References
Scor
e
H
6aa
http://growinginclusivemarkets.or
g/media/cases/Poland_Danone_Summa
ry.pdf
http://www.fondsprofessionell.com/u
pload/attach/967900.pdf
http://www.globalhand.org/en/sea
rch/success+story/document/21051
?search=%22Social+Entrepreneursh
ip%22

P
Findings
1. Enough research is done to

understand the local
nutrition needs and food
preferences of the people
before entering that market
and then products are added
to the portfolio based on the
results
Localness
of products 2. Tie-ups with local
(taste and
communities and NGOs
flavours)
ensure that feedback is
received about the product
and necessary changes are
made to suit local tastes
3. In Russia, traditional dairy
products are offered in
addition to yogurts to meet
the local demand.
References
Scor
e
H
6aa
Goal 4 (Strong Retailer Network/ Partnerships) -Danone References

P
Findings
Scor
e
Uni 1. Danones Ecosystem funds aim is to
establish local community distribution
que
/Int
system which allows it to interact with
ere
consumers and offer products/ services
stin
tailored to their needs
g
2. In partnership with Starbucks, Dannons
Con
Evolution Fresh range of Greek yogurts has
su
received a strong customer response
mpt
ion
Exp
erie
nce
/Fu
n
Tim
e
1. Partnerships with Starbucks which has
strong distribution network enables Danone
to connect to 17 million Americans
2. Partnerships with local leading companies
helps Danone spread awareness of it
Ava
products, thus increasing its visibility
ilab 3. Also, partnerships with online retailers
ility
(Ocado in UK) has helped Danone make its
/Ac
products available online
http://www.danone.com/en/for-aM
ll/mission-strategy/our-way-of
-doing-business/adapting-to-lo
cal-realities/
http://news.starbucks.com/ne
ws/starbucks-and-danone-anno
unce-strategic-agreement-tocreate-and-develop-an-
http://www.danone.com/en/for H
-all/research-innovation/our
-research-at-a-glance/interv
iew-jean-philippe-pare-and-f
ranck-riboud/?tx_bidanonepub
lications_pi2[download]=8680
&cHash=0d8c67a8964f154b7b837
1fd6cf976aa
http://
news.starbucks.com/news/star
Goal 4 (Strong Retailer Network/ Partnerships) -Danone

P
Findings
References
Scor
e
1. Micro-distribution networks and
door to door delivery with the
help of local women and
vendors give livelihood
opportunities for these people
while reducing the cost of
Affordabi
distribution
lity of
2. Sustainable production models
products
with local farmers has ensured
that Danone is guaranteed
quality and quantity
3. Danone ecosystem funds
ensure sustainable practices
are carried out to create a
strong micro retail network
http://ecosysteme.danone.com/dano M
ne-ecosystem-fund/genesis-and-mis
sion/mission-scope/
http://www.danone.com/en/for-all/mis
sion-strategy/our-way-of-doing-busin
ess/adapting-to-local-realities/
http://www.danone.com/en/forall/our-4-business-lines/fresh-dairyproducts/stakes-innovations/
Goal 5 (Create Strong Brand Equity & Credibility) -Danone

P
Findings
References
Scor
e
1. Danones strategy of finding the
gap in current markets and

positioning itself to fill the gap
helped create new markets (eg.
in Ireland, Danones Actimels

positioning created and satisfied
consumer need of combining
health and taste)
2. Introduction of unique range of
Unique/I
Greek yogurts in the American
nterestin
market has helped Dannon (US
g
subsidiary of Danone) develop its
Consum
brand image
ption
Experien 3. In Russian, Danone focuses on
the local preference of offering
ce/Fun
traditional products which are
Time
fresh and natural according to
Russian mindset, due to which
brand awareness increased from
45% in 2010 to 75% in 2013
4. In China, Danone customized its
brand to suit local markets and
adapted itself to cultural
differences to gain brand
http://www.business2000.ie/pdf/pd H
f_7/danone_7th_ed.pdf
http://www.iuf.org/sites/cms.iuf.or
g/files/DANONE.pdf
http://www.sap.com/customer-tes
timonials/consumer/danone.html
Goal 5 (Create Strong Brand Equity & Credibility) -Danone

P
Findings
References
Scor
e
1. Consumeyes is the tool used
by Danone to assess and
communicate the quality and
reliability of its products to its
consumers
Complia 2. Danone heavily promotes the
nce with
universal health benefits of its
industry
products
standard
3. The brand has positioned itself
s
to meet the nutritional needs
by complying with industry
standards or any nutritional
criteria defined by local
authorities
1. By providing affordable
products to low income groups
using sustainable methods,
Affordabi
Danone has created an image
lity of
of a socially responsible firm
products
M
6aa
http://www.danone.com/en/danone13f
ocus/quality/
http://www.sap.com/customer-testim
onials/consumer/danone.html
http://www.eu-pledge.eu/sites/eu-p
ledge.eu/files/pledges/EU_Pledge_D
anone_Commitment.pdf
http://www.bop.org.za/BoP_Lab/Publi
cations_files/Danone08.pdf
Goal 6 (Meet Local Regulatory Requirements) -Danone

P
Findings
References
Scor
e
1. Danone product specifications
are usually more rigorous than
WHO standards
2. Danone uses FSSC 22000
certification protocol recognized
by Global Food Safety Initiative
Complia
as the standard for food safety
nce
3. Programmes like FoQual, We
with
Love Danone Yogurt emphasize
industry
standar
the importance of quality of
ds
Danone products to the
consumers and employees
4. Around 80% of the Danone sites
worldwide have Health and
Safety (H&S) committee and
managers have H&S reduction
targets
H
6aa
http://www.danone.com/en/danone13
focus/quality/
http://www.fondsprofessionell.com/u
pload/attach/967900.pdf
Findings on PepsiCo
Preferences
By Shashank B
Goal 1 (R&D Investment) -- PepsiCo

P
Findings
Unique/Interest
ing
Consumption
Experience/Fun
Time
1. Their Mission states that

they are focused on
convenient foods and
beverages.
2. They are also
continuously innovating
to make the consumption
time more fun as in the
case of Doritos Jacked as
well as product packaging
3. Emphasis is on
researching what
consumers want to eat
and drink during the
anytime of the day and
developing corresponding
products
Better (natural)
flavour and
texture
1. PepsiCo also focuses on

human sustainability by
substituting some of the
ingredients and finding
common nutritional
ingredients across
products.
2. In annual reports and
sustainability reports,
they emphasize the
References
Scor
e
http://
H
www.pepsico.com/Purpose/Our-Mission-and-Val
ues
http://www.dubiotech.ae/media/press-releases/
6-news/497-pepsico-opens-food-and-beverage-in
novation-center-in-dubiotech-to-drive-growthhttp://www.bevindustry.com/articles/87596-p
across-the-middle-east
epsico-americas-beverages-pushes-forward-wit
h-innovations?v=preview
http://www.pepsico.com/Assets/Download/PEP_
Annual_Report_2013.pdf
(Page 8, 25, 96)
http://www.foodbusinessnews.net/News/Ne
ws%20Home/Business%20News/2012/5/PepsiC
o%20moving%20beyond%20new%20products%20
to%20innovation.aspx?cck=1
http://www.pepsico.com/Purpose/Human-Susta H
inability
http://www.pepsico.com/Assets/Download/PE
P_Annual_Report_2013.pdf
http://www.pepsico.com/Assets/Download/PEP
_2013_Sustainability_Report.pdf
http://www.foodbusinessnews.net/News/N
ews%20Home/Business%20News/2012/5/Peps
iCo%20moving%20beyond%20new%20products
http://www.just-drinks.com/interview/dr-mehm
%20to%20innovation.aspx?cck=1
ood-khan-pepsico-chief-scientific-officer-gl

P
Findings
Range of
products &
Variety
Affordability of
products
References
Scor
e
1. Setting up of innovation http://www.dubiotech.ae/media/press-releases/ H

centers in China, Dubai
novation-center-in-dubiotech-to-drive-growthand North America.
http://www.bevindustry.com/articles/87596-p
2. In 2013, PepsiCo had 9
epsico-americas-beverages-pushes-forward-wit
out of top 50 new product h-innovations?v=preview
http://www.pepsico.com/Assets/Download/PEP_
launches.
3. Total R & D spending
(Pages 4 etc )
increased by 26 percent
since 2011 to come up
with new product
variants.
1. R & D team working on
multiple formulations for
various products so that
fluctuations in raw
materials prices are not
passed on to the
customer.
2. Creating global
platforms for
procurement helps bring
down costs.
(Pages 8, 10, 32 etc )

P
Localness of
products (taste
and flavours)
Findings
References
Scor
e
http://www.dubiotech.ae/media/press-releases/ H
1. Setting up of a new
innovation centers in
novation-center-in-dubiotech-to-drive-growthChina and Dubai to get a
http://adage.com/china/article/china-news/how
better variety of flavors
-pepsico-dreams-up-new-products-in-china/2455
and products that suit the 58/
local market.
Goal 2 (Enhanced Diversified Product Portfolio) -PepsiCo

P
Findings
References
Scor
e
Unique/Interest
ing
Consumption
Experience/Fun
Time
http://www.pepsico.com/Assets/Download/PEP_ H
1. Emphasis on consumers
want to eat and drink
(Page 8, 25, 96)
during the anytime of the http://www.foodbusinessnews.net/News/Ne
ws%20Home/Business%20News/2012/5/PepsiC
day and developing
o%20moving%20beyond%20new%20products%20
corresponding products.
to%20innovation.aspx?cck=1
http://www.pepsicoindia.co.in/media/Press-Rel
2. PepsiCo believes in
eases/release_09_09_12.aspx
related diversity of its
Portfolio.
3. In India, the Kurkure
brand released Monster
Paws and Puffcorn as a
fun offering
Better (natural)
flavour and
texture
1. PepsiCo has diversified its

portfolio by coming up
with low calorie
carbonated as well as
other healthy drinks.
2. In the case of any
product, PepsiCo has
come up with a variety of
flavors.
3. PepsiCo also wants to
increase its portfolio of
Good for you products
https://www.facebook.com/pepsimaxUSA?s
k=app_163043173796828
http://www.mountaindew.com/#!products/di
et-mountain-dew
http://www.mountaindew.com/#!products/all
http://www.businessweek.com/globalbiz/co
ntent/nov2010/gb2010119_231863.htm

P
Findings
References
Scor
e
Range of
products &
Variety
Affordability of
products
1. In 2013, PepsiCo had 9

out of top 50 new product
launches.
2. PepsiCo is the world's
second largest
carbonated soft drink
manufacturer and the
largest packaged foods
product manufacturer.
3. Additionally, it owns
products ranging from
fruit juices and other non
carbonated drinks to
bottled water and cereal.
4. PepsiCo also entered into
US diary market in 2012
1. PepsiCos beverage,
snack and food brands
compete on the basis of
price among other
things. Hence, any
diversification must be
price sensitive
2. Release of New Products
like Nimbooz with an
(Pages 4 etc )
http://www.trefis.com/stock/pep/model/trefi
s?freeAccessToken=PROVIDER_93d2ee4db431d6ac
ec7eeddfde9f8bff58f890f8
http://www.forbes.com/sites/greatspeculations/2
013/06/24/will-pepsicos-diversification-help-it
-outperform-coca-cola/
http://www.pepsicoindia.co.in/brands.html
http://www.muellergroup.com/en/press/message
s/publication/pepsico-and-germanys-theo-muel
ler-group-to-enter-us-dairy-market-with-euro
pean-style-premium-yogurt/
(Pages 24 etc )
http://www.pepsicoindia.co.in/media/Press-R
eleases/release_08_03A_09.aspx

P
Findings
Localness of
products (taste
and flavours)
1. Innovation centers in
China and Dubai
formulating new products
to suit the local palette.
2. Even within the US, Lays
has launched various
regional flavors
3. For Indian and Chinese
consumers, unique
flavors present in the
local markets
References
Scor
e
http://www.dubiotech.ae/media/press-releases/ H
novation-center-in-dubiotech-to-drive-growth across-the-middle-east
http://adage.com/china/article/china-news/how
-pepsico-dreams-up-new-products-in-china/2455
58/
http://www.potatobusiness.com/index.php?view=
article&catid=1:latest-news&id=230:frito-layus-regional-flavours-launched
http://www.pepsicoindia.co.in/brands/lays.html
Goal 3 (Expand into Growing Markets) -- PepsiCo

P
Findings
Availability/Acc
ess
Range of
products &
Variety
1. PepsiCo plans to invest 5

billion dollars in Mexico
and 5.5 billion dollars in
India in order to increase
its reach to consumers.
2. Developing and emerging
markets accounted for 35
percent of revenue and
increased by 10 percent.
1. For regional markets like

China and India, PepsiCo
has come up with a
range of products like the
Kurkure and Uncle
chips brands
2. All regional growing
markets have new unique
products from PepsiCo
References
Scor
e
(Page 5)
http://www.ibtimes.com/pepsico-pep-plans-inve
st-55-billion-india-2020-expansion-rural-area
s-seen-key-1466230
http://latino.foxnews.com/latino/money/2014/01/
28/pepsico-plans-to-invest-5-billion-in-mexicoover-next-5-years-as-part-push-into/
http://www.businessweek.com/globalbiz/cont
ent/nov2010/gb2010119_231863.htm
http://www.pepsicoindia.co.in/brands/kurkure
.html
http://www.pepsicoindia.co.in/brands/uncle-c
hipps.html
http://www.pepsico.com.br/
http://www.pepsico.com.cn/index.html
http://www.mckinsey.com/insights/consumer_
and_retail/capturing_the_worlds_emerging_m
iddle_class
Goal 3 (Expand into Growing Markets) -- PepsiCo

P
Findings
1. PepsiCo has convenient,
on-trend and affordable
products on sale for the
emerging markets
References
Scor
e
http://www.pepsico.com/Assets/Download/PEP_ M
(Pages 4 etc )
http://www.businessweek.com/globalbiz/cont
ent/nov2010/gb2010119_231863.htm
Affordability of
products
Localness of
products (taste
and flavours)
1. Products in expanding
markets have local
flavors so that they
connect with the
consumer and are
according to his tastes
2. The Uncle Chips brand
has a variety of flavors
that adhere to the Indian
palette.
http://www.pepsicoindia.co.in/brands/kurkure
.html
http://www.pepsicoindia.co.in/brands/lays.ht
ml
http://www.pepsicoindia.co.in/brands/uncle-c
hipps.html
http://www.mckinsey.com/insights/consumer_
and_retail/capturing_the_worlds_emerging_m
iddle_class
Goal 4 (Strong Retailer Network/ Partnerships) -PepsiCo

P
Findings
References
Scor
e
Unique/Interest
ing
Consumption
Experience/Fun
Time
1. PepsiCo partnerships with http://www.pepsico.com/Assets/Download/PEP_ H

NFL, Super Bowl etc,
(Page 5)
create a unique
http://www.forbes.com/sites/aliciajessop/2013/0
2/03/pepsis-nfl-partnership-helps-the-brand-ach
experience for its
ieve-1-billion-in-sales-annually/
consumers.
http://www.pepsico.com/Company/Global-Busine
2. A North American coffee
ss-Units
partnership between
PepsiCo and Starbucks
manufactures packed
coffee as a unique
consumption experience.
Availability/Acc
ess
1. PepsiCo plans to invest

and improve its
distribution network in
rural India.
2. Packed coffee and Ice Tea
makes it available across
all geographies whether
there is a Starbucks or
Lipton store present or
not.(Partnership with
Lipton and Starbucks)
(Page 5)
http://www.ibtimes.com/pepsico-pep-plans-inve
st-55-billion-india-2020-expansion-rural-area
s-seen-key-1466230
http://www.pepsico.com/Company/Global-Busine
ss-Units
Goal 4 (Strong Retailer Network/ Partnerships) -PepsiCo

P
Findings
References
Scor
e
Affordability of
products
http://www.supplychainbrain.com/content/researcM
1. PepsiCo using IPads in
h-analysis/supply-chain-innovators/single-artic
managing distribution,
le-page/article/direct-to-store-model-deliverswere able to make their
top-line-benefits-to-pepsi-beverages-1/
system more efficient and http://www.apple.com/ipad/business/profiles/pe
psico/
quick. This can be
transformed to affordable
goods to the consumer.
2. PepsiCo also brought in
direct to store delivery
model which also reduced
inventories and made
distribution more
efficient.
Goal 5 (Create Strong Brand Equity & Credibility) -PepsiCo

P
Findings
References
Scor
e
Unique/Interest
ing
Consumption
Experience/Fun
Time
Compliance
with industry
standards
1. Brand Visibility activities http://www.packworld.com/package-design/struc H

tural/mountain-dew-gets-brand-specific-bottle
such as tie ups with NFL, http://www.forbes.com/sites/aliciajessop/2013/0
Superbowl etc ensured
2/03/pepsis-nfl-partnership-helps-the-brand-ach
that a strong brand equity ieve-1-billion-in-sales-annually/
http://www.brandchannel.com/home/post/2013/
was created along with a
03/24/Pepsi-New-Bottle-032413.aspx
unique consumption
experience.
2. New packaging versions
of Pepsi and Mountain
dew were introduced to
emphasize their brands.
1. PepsiCo through their
websites, annual reports
etc are constantly
communicating their
policies and standards of
sourcing etc to their
consumers.
http://www.pepsico.com/Assets/Download/PEP_ M
http://www.pepsico.com/Purpose/Performance-wi
th-Purpose/Policies
http://www.pepsico.com/Purpose/EnvironmentalSustainability/Responsible-Sourcing
Goal 5 (Create Strong Brand Equity & Credibility) -PepsiCo

P
Findings
References
Scor
e
Affordability of
products
http://www.pepsicoindia.co.in/media/Press-Rel M
1. PepsiCo made products
eases/release-21_04_2014.aspx
more affordable, by
http://www.marketing91.com/marketing-mix-ofoffering them recharges
pepsi/
on buying a Pepsi Product
2. Also, products with more
volume, like a 2 liter Pepsi
can will be significantly
cheaper than a 300 or
500ml bottle.
Goal 6 (Meet Local Regulatory Requirements) -PepsiCo

P
Findings
References
Scor
e
Compliance
with industry
standards
1. PepsiCo adheres to rules

set by the FDA, local
regulatory authorities as
well as complies with
industry standards.
2. They also have PesiCo
concerned citizens fund
for accountability of
political donations made.
3. They have partnerships
with trade associations,
and adhere to human
rights, and animal testing
policies also.
http://www.pepsico.com/Purpose/Performance-wi
th-Purpose/Policies
http://www.pepsico.com/Purpose/EnvironmentalSustainability/Responsible-Sourcing
http://www.pepsico.com/Company/Policies
Findings on Nestl
Preferences
Y Bharath Katta, NITIE
Goal 1 (R&D Investment) -- Nestl

P
Findings
Unique/Int
eresting
Consumpti
on
Experienc
e/Fun
Time
http://www.nestle.in/aboutus
1. Nestl defines itself as a company
M
http://www.technopak.com/files/Instan
that provides consumers with the best t_Noodles_Market_in_India.pdf
tasting, most nutritious choices in a
wide range of food and beverage
categories and eating occasions, from
morning to night.
2. Extension from pouch noodles to cup
noodles that are ready-to-eat brought
a different dimension to the
consumption experience.
3. But not all products of Nestl are
offering unique or interesting
consumption experience. For example,
confectionaries category.
Better
(natural)
flavour
and
texture
1. Nestl products are constantly benchmarked on the 60/40+ concept which

drives the innovation and renovation
process. The Objective is:
to gain the approval of at least 60%
of consumers in a taste test against
equivalent competitor products.
to bring a nutritional advantage or
an additional nutritional plus to the
products role in the diet based on a
nutritional profiling system.
2. As their very tagline says Good
Food, Good Life, Nestle tries its level
References
Scor
e
http://www.nestle.in/investors/sto
H
ckandfinancials/documents/annual%2
0report%202013.pdf
http://www.nestle.in/nhw/faqs/nutri
tion-myths-busted
http://www.nestle.in/aboutus

P
Findings
References
Scor
e
http://www.nestle.in/brands/vfs/foodservicepro M
1. Nestl global R&D network is
ducts/culinary
the largest among the food
https://www.nestleprofessional.com/australia/e
companies. It owns a
n/Landing/Pages/ProductIndex.aspx?
whopping 2000 brands
Brand=MAGGI&p=1&n=All&UrlReferrer=https
%3a%2f%2fwww.google.co.in%2furl%3fsa%3dt
globally. But in India it has not
%26rct%3dj%26q%3d%26esrc%3ds%26source
more than fifteen active
%3dweb%26cd%3d4%26cad%3drja%26uact
brands.
%3d8%26ved%3d0CC4QFjAD%26url%3dhttps
Range of 2. But in the existing categories
%253A%252F
products &
like Maggi, it is offering
%252Fwww.nestleprofessional.com
Variety
reasonable amount of variants. %252Faustralia%252Fen%252FLanding
%252FPages%252FProductIndex.aspx
%253FBrand%253DMAGGI%2526p
%253D1%2526n%253DAll%26ei
%3dfSV7VJCzBY23uASPkoGgCg%26usg
%3dAFQjCNGXK20eHU2YmrtSzjTvp82SY5mpn
w%26sig2%3
dPBoGuPMtL496n46rjq7vQA%26bvm%3dbv.80
642063%2cd.c2E
Affordabili
ty of
products
1. In the case of Maggi, Nestl

has extended its product
offerings in smaller pack
size, priced at INR 5, making
the product affordable to
lower consumer segments.
2. In the confectionaries
categories as well, it has
products in the lower price
range compared to its rivals
http://www.business-standard.com/article/
management/nestle-s-branding-woes-1140309
00547_1.html
http://www.thehindubusinessline.com/features
/brandline/all-for-rupees-five/article206834
1.ece
http://www.moneycontrol.com/news/business/
nestle-cuts-retail-margins-grammagers-5-no
odles-pack_803402.html

P
Localness of
products (taste
and flavours)
Findings
References
Scor
e
http://www.nestle.in/investors/stockandfinan
1. Nestl through its R&D
H
cials/documents/annual%20report%202013.pdf
has successfully
http://www.nestle.in/brands/pdca
formulated the blockbuster masala variant of
Maggi.
2. In India, it spends about
0.44% of its total turnover
in R&D activities.
3. Nestl also understood
the importance people of
India give to wheat, and
came up with ATTA
noodles.
Goal 2 (Enhanced Diversified Product Portfolio) -Nestl

P
Findings
References
Scor
e
Unique/Interest
ing
Consumption
Experience/Fun
Time
Better (natural)
flavour and
texture
1. Nestl India definitely is

playing a poor play as far
as diversification of
product portfolio is
concerned.
2. It has not more than 15
brands in India, where in
the number goes up to
2000 in global markets.
3. Barring the few
blockbusters like MAGGI,
NESCAFE, KITKAT,
CERELAC all other brands
of Nestl are in peril.
http://www.nestle.com/media/facts-figures
M
http://www.nestle.in/brands
http://www.business-standard.com/article/ma
nagement/nestle-s-branding-woes-11403090054
7_1.html
http://articles.economictimes.indiatimes.com
/2014-01-21/news/46411258_1_nestle-india-nes
cafe-nandu-nandkishore
1. To provide more options

to consumers Nestl has
diversified it portfolio in
certain categories like
maggi
2. MAGGI Oats Noodles:
Nestl's Health Is
Enjoyable mantra
3. In the Culinary category
as well Nestl has diverse
variants.
4. But experts say all
products of Nestl have
http://www.nestle.in/brands/maggi-oats
M
http://www.nestle.in/brands/vfs/foodservicep
roducts/culinary
http://articles.economictimes.indiatimes.c
om/2014-01-21/news/46411258_1_nestle-india
-nescafe-nandu-nandkishore
http://www.business-standard.com/article/
management/nestle-s-branding-woes-1140309
00547_1.html

P
Findings
References
Scor
e
1. Barring Maggi & Nescafe,
there is huge scope for
improvement in terms of
range of products &
Variety.
Range of
products &
Variety
Affordability of
products
http://www.business-standard.com/article/ma
M
nagement/nestle-s-branding-woes-11403090054
7_1.html
2. Though the mission

statement of Nestl
states that the company
is committed to provide
Consumers with most
nutritious choices in a
wide range of food and
beverage categories, it is
not reflected in reality.
1. Nestls philosophy of
preference for margins
over volumes is a
deterrent to affordability.
2. Though it has low priced
variants like Ecliars, the
company is about to
rationalize these lowmargin categories.
3. But it does have
diversified in the case of
Maggi Noodles, which it
http://www.business-standard.com/article/c
ompanies/nestle-to-eliminate-more-low-marg
in-products-soon-114102901234_1.html
http://articles.economictimes.indiatimes.c
om/2014-01-21/news/46411258_1_nestle-india
-nescafe-nandu-nandkishore
http://www.business-standard.com/article/m
arkets/nestle-india-concerns-over-volumes112080100067_1.html

P
Findings
References
Scor
e
Localness of
products (taste
and flavours)
http://www.nestle.in/brands/vfs/foodserviceprod H
1. Nestl understood the
ucts/culinary
importance of Localness
http://www.nestle.in/brands/pdca
of products and so came https://www.maggi.in/
up with products like ATTA
noodles, Oats Noodles.
2. Nestl also came up
spicy culinaries like
MAGGI Makhani Base
Gravy, MAGGI Brown Base
Gravy, MAGGI Kadhai
Base Masala etc.
Goal 3 (Expand into Growing Markets) -- Nestl

P
Findings
Availability/Acc
ess
1. With just 2 percent of

sales made in its home
market of Switzerland,
and with some forecasts
for population growth,
Nestl is betting big on
the four markets -- India,
China, Indonesia, and
Nigeria (whose recent
recalculations make it
Africa's No. 1 economy)
Range of
products &
Variety
1. Nestl , with an intention

to reach new consumer
segments like Working
population, came up with
variety of products like
MAGGI cup Noodles.
2. It is also seriously working
on improving its portfolio
for emerging markets.
References
Scor
e
http://www.bloombergview.com/articles/2014-0 H
4-15/what-nestle-says-about-emerging-markets
http://www.academia.edu/5366973/Nestl%C3%
A9_Global_Strategy_INTRODUCTION
https://www.maggi.in/
http://www.nestle.in/brands/maggicuppaman
ia
http://www.sundaytimes.lk/131229/business-t
imes/nestle-sa-to-expand-nutritious-food-an
d-beverage-industry-in-the-emerging-asian-m
arkets-including-sri-lanka-77677.html
http://www.thehindubusinessline.com/compan
ies/nestle-pinning-hopes-on-emerging-marke
ts/article4067995.ece
Goal 3 (Expand into Growing Markets) -- Nestl

P
Affordability of
products
Localness of
products (taste
and flavours)
Findings
References
Scor
e
http://www.ft.com/intl/cms/s/0/acd089da-7c
1. Nestl focused primarily
H
2b-11e3-b514-00144feabdc0.html#axzz3KZejQp
on making its more mass- 2S
market products available
to large numbers of new,
cost-sensitive consumers,
largely in the countryside
(even though demand for
premium products at the
upper end of the market
was also exploding)
1. Though sales in India

account for only 1.5 per
cent of Nestl has
invested Rs35bn
($569m) in the past four
years to increase its
manufacturing capacity,
expanding seven
existing plants and
setting up one new
facility.
2. It is also determined to
introduce more local
variants in addition to
the already existing
categories.
http://www.ft.com/intl/cms/s/0/acd089da7c2b-11e3-b514-00144feabdc0.html#axzz3KZ
ejQp2S
Goal 4 (Strong Retailer Network/ Partnerships) -Nestl

P
Findings
References
Scor
e
Unique/Interest
ing
Consumption
Experience/Fun
Time
1. Cobranding opportunities: http://sloanreview.mit.edu/article/rebuilding-t

H
he-relationship-between-manufacturers-and-retai
Safeway, for example,
lers/
offers Safeway Select ice
cream containing pieces
of Nestls Butterfinger
http://www.nestle.in/brands/maggicuppamania
candy, with the
Butterfinger name
prominently featured on
the packaging. With
cobranding, the retailer
benefits by bolstering its
claims to uniqueness or
quality; the national
brand gets to promote its
brand.
Availability/Acc
ess
1. Nestl has efficient

H
http://www.nestle.in/investors/stockandfinancia
supply chain and sales
ls/documents/annual%20report%202013.pdf
automation. Its
distribution structure is
good enough facilitating
wide reach and coverage
in the target markets.
2. Its retail distribution is so
strong that one can find
Maggi packets even in the
remote village
Goal 4 (Strong Retailer Network/ Partnerships) -Nestl

P
Findings
References
Scor
e
Affordability of
products
1. Its supply chain though

complex is successful in
making some of the
products like Maggi,
Kitkat, Eclairs at
afoordable price points.
http://www.nestle.in/brands/chocolatesandconf
ectionery
http://www.nestle.in/brands/chocolatesand
confectionery#NESTL%C3%89%20BAR%20ONE
Goal 5 (Create Strong Brand Equity & Credibility) -Nestl

P
Findings
References
Scor
e
H
Unique/Interest
ing
Consumption
Experience/Fun
Time
1. Maggi & Nescafe has

largely contributed to
Nestles brand building
beause of the kind of
consumtion experience
these two brands offered.
2. Cup Maggi has become
the Out of Home snack
for many working
population of India.
H
Compliance
with industry
standards
1. Nestle strictly adheres to

all Regulatory
requirements.
2. It sometimes goes a step
ahead for example in the
case of cold supply chain
for perishable products.
3. It also mentioned about
these things in its website
with an intention to
convey its customer
about its commitment to
Good Food, Good Life.
http://www.nestle.in/brands/nescafe
http://www.nestle.in/brands/maggicuppamania
http://www.nestle.com/asset-library/documents
/r_and_d/nestle-rd-brochure-2010.pdf
www.nestle.com/policies
http://www.nestle.com/aboutus/businessprincip
les
Goal 5 (Create Strong Brand Equity & Credibility) -Nestl

P
Findings
References
Scor
e
Affordability of
products
1. Through Rs. 5/- Maggi
M
packets and Rs. 2/-, Rs.
http://www.nestle.in/brands/chocolatesandconf
5/- Kitkat, Rs. 0.50/ectionery
Eclairs Nestle tried to
http://www.nestle.in/brands/chocolatesand
improve its brand image
in Middle class and Lower confectionery#NESTL%C3%89%20BAR%20ONE
middle class consumer
segments.
2. It also came up with small
sachets of Milk powder,
Coffee powder to woo the
consumers
3. But as a whole it is weak
in affordability.
Goal 6 (Meet Local Regulatory Requirements) -Nestl

P
Findings
References
Scor
e
Compliance
with industry
standards
1. Nestle strictly adheres to

all Regulatory
requirements.
2. It sometimes goes a step
ahead for example in the
case of cold supply chain
for perishable products.
H
http://www.nestle.com/asset-library/documents
/r_and_d/nestle-rd-brochure-2010.pdf
www.nestle.com/policies
http://www.nestle.com/aboutus/businessprincip
les
Findings on Unilever
by Manufacturer Goal and Consumer
Preferences
By Chirag Mahajan
Goal 1 (R&D Investment) -- Unilever

P
Findings
Reference
Score
Uniq
ue/I
nter
esti
ng
Con
sum
ptio
n
Exp
erie
nce/
Fun
Tim
e
1. Unilever has been investing significantly in

R&D to improve the product performance as
experienced by the customers.
2. Unilever does an extensive research on
consumers environment to develop unique
products. For instance, it uses neuroscience
and sensory science to draw requirements of
products.
3. Unilevers portfolio of high nutritional
standards delivers a unique consumption
experience for its consumers.
http://www.hul.co.in/Images/HULAnnualReport20
H
1314tcm114391926.pdf
http://www.unilever.co.za/innovation/researchdisc
overies/taste/index.aspx
http://www.prnewswire.com/news-releases/innovati
on-plans-from-industry-leaders-unilever--general
-mills-268838261.html
http://www.unilever.com/sustainable-living2014/improving-health-and-wellbeing/improvingnutrition/our-nutrition-strategy/
http://www.techtimes.com/articles/20533/201411
19/another-reason-trans-fat-is-bad-for-health-itmay-damage-your-memory.htm
Bett
er
natu
ral
flav
or/T
extu
re
1. Unilever is committed to double the

proportion of our portfolio that meets the
highest nutritional standards by 2020.
2. In 2014, Unilever was named leader of the
Food, Beverage industry group in the Dow
Jones Sustainability Indices (DJSI)
3. As a part of its long-term sustainable
business plan, Unilever has been acquiring
companies and improving its products to
deliver high natural content to its
consumers.
Ran
ge
of
prod
ucts
1. Continuous R&D focus on meeting consumer

expectation and optimizing nutrition
standards in F&B industry results in a wide
variety of products.
2. R&D has been focused on improving and
http://unilever.com/images/Unilever_AR13_tcm13
-383757.pdf
http://www.unilever.com/sustainable-living2014/improving-health-and-wellbeing/improving-
For Goal 1 (Create Trust) -Thermaltake
Goal 1 (R&D Investment) -- Unilever

P
Affor
dabi
lity
of
prod
ucts
Loca
lnes
s of
prod
ucts
(tast
e
and
flav
ours
)
Findings
Reference
Score
1. Unilevers research on composition variations

to make affordable products is less as
compared to efforts to reduce cost through
supply chain optimization and packaging
options research.
-383757.pdf
http://knowledge.insead.edu/innovation/frugalinnovation-a-new-business-paradigm-2375
1. With over 31 Global Development centres

and over
90 Regional Development
Centres, Unilever combines its global scale
with the agility to respond to local needs.
2. Special focus on understanding the markets
and diversity in the major demanded
products such as tea for India through
research had helped Unilever to capture local
tastes.
H
-383757.pdf
http://www.unilever.com/innovation/innovationin
unilever/Overviewofresearchanddevelopmentinunil
ever/
http://www.hul.co.in/Images/HUL_Annual_Report
_2012-13_tcm114-289694.pdf
al 2 (Enhanced/Diversified Product Portfolio) -- Unileve

P
Findings
Reference
Score
Uniq
ue/I
nter
esti
ng
Con
sum
ptio
n
Exp
erie
nce/
Fun
Tim
e
1. Unilever believes in enhancing the standard

product portfolio to deliver an interesting
experience. Eg. masala chai for Indian
customers.
2. It has diversified its portfolio to deliver
interesting experiences for its customers.
For eg. ice tea and green tea have been
added to the portfolio.
3. Growing trends in the community has led to
acquisitions of firms such as Talenti to add a
range of gelatos and sorbettos flavor to the
current ice-cream portfolio.
H
1314tcm114391926.pdf
http://www.zacks.com/stock/news/156357/unilevercontinues-to-transform-north-american-portfolio
http://www.talkingretail.com/productsnews/frozen/swedish-glace-ice-cream-join-wallsportfolio/
Bett
er
natu
ral
flav
or/T
extu
re
1. Unilever has been focusing on adding

nutrient value to its current portfolio and also
acquiring brands which sell for their nutrition
value. In 2013, 31% of potfolio met highest
nutritional value.
2. Brands acquired like Becel-Flora, Bertolli,
Blue Band in the portfolio have a unique
proposition about their natural flavors.
3. The focus on natural flavors is top priorities
of management as a part of long-term
strategy.
http://www.unilever.com/brands-in-action/view-br
H
ands.aspx
http://www.unilever.com/brands-in-action/detai
l/Blue-Band--Rama/292005/?WT.contenttype=view%
20brands
http://www.unilever.com/brands-in-action/detail
/Becel--Flora/291982/?WT.contenttype=view%20bra
nds
http://www.unilever.com/brands-inaction/detail/Bertolli/292001/?
WT.contenttype=view%20brands
Ran
ge
of
prod
1. Unilevers enhanced and diversified portfolio

ranging from wheat to ice-creams results
offers a wide range of options to the
consumers.
2. The strategy to align itself with the local
-383757.pdf
http://www.unilever.com/brands-inaction/detail/Knorr/292018/?
al 2 (Enhanced/Diversified Product Portfolio) -- Unileve

P
Affor
dabi
lity
of
prod
ucts
Loca
lnes
s of
prod
ucts
(tast
e
and
flav
ours
)
Findings
Reference
Score
1. Unilever has diversified products in emerging

markets to deliver affordable products as a
part of its penetration strategy. Eg. adding
affordable Broke Bond Tazza range to the
premium Taj Mahal range.
2. Affordability at the expense of quality
degradation is not desired by Unilever when
it comes to enhancing or diversifying its
portfolio.
-383757.pdf
http://www.hul.co.in/brands-in-action/view-brands
.aspx
http://www.unilever.com/brands-inaction/detail/Knorr/292018/?WT.contenttype=view
%20brands
1. One of key strategies of Unilever has been to

understand the local consumer better and
base the portfolio on the regional
preferences and tastes.
2. Emphasis on local flavors in such that some
of the brands regionally growing brand may
not be even visible in the other region or at
global arena.
-383757.pdf
ands.aspx
.aspx
oal 3 (Expand into growing markets) -- Unilever

P
Findings
Reference
Score
1314tcm114391926.pdf
.aspx
http://fortune.com/2014/12/04/unilever-ceo-paulpolman/
http://www.unilever.com/images/slp_UnileverSustainable-Living-Plan-2013_tcm13-388693.pdf
Avail
abili
ty/A
cces
s
1. Unilever does 57% of its business in the

emerging markets and is relying on being
more approachable as its means for future
expansion plans.
2. Unilever tries to be more accessible to new
customers by building region-specific
portfolios and therefore reach maximum
number of consumers.
3. Unilever is associating itself with various
local health campaigns, as a part of its
expansion strategy, to strategically place
itself as a brand concerned with world health
and nutrition.
1. Unilever believes in building a region-specific

portfolio i.e. the right mix of region specific
tastes and standard global products to lure
new customers while expanding in growing
markets.
2. Unilevers focus on customer-centric
products in emerging markets is helping the
firm to expand its reach and deduce a major
revenue from these markets.
ands.aspx
1314tcm114391926.pdf
http://www.unilever.com/sustainable-living-2014/n
ews-and-resources/sustainable-living-news/Unileve
r-investing-in-fast-growing-emerging-markets.aspx
http://www.trefis.com/stock/ul/articles/253048/em
erging-markets-strategically-important-forunilever-despite-high-inflation/2014-08-28
1. As a strategy to penetrate in growing

markets, Unilever is launching affordable
brand in some necessity driven nutritional
products such as Annapurna brand of wheat
in India.
2. As disposable incomes are reducing in
current emerging markets, Unilever has
ensured that firm will focus more upon
affordable products in the coming times.
M
-383757.pdf
http://www.businessinsider.com/how-unilever-iswinning-emerging-markets-2013-1?IR=T
http://www.unilever.com/sustainable-living-2014/
enhancing-livelihoods/understanding-our-economic
-impacts/affordable-products/
http://www.yorkshirepost.co.uk/business/busines
s-news/unilever-promises-more-cheap-goods-and-c
ost-cuts-to-tackle-slowdown-1-6913355
Ran
ge
of
prod
ucts
&
Vari
ety
Affor
dabi
lity
of
Prod
ucts
oal 3 (Expand into growing markets) -- Unilever

P
Findings
Reference
Score
Loca
lnes
s of
prod
ucts
(tast
e
and
flav
ours
)
1. Key strategies of Unilever has been to

understand the local consumer better and
base the portfolio on the regional
preferences and tastes while expanding in
new territories.
2. While entering new markets, Unilever
believes in having a right mix of standard
and region-centric products depending upon
the markets requirement.
H
-383757.pdf
_2012-13_tcm114-289694.pdf
http://knowledge.insead.edu/blog/insead-blog/the-f
ine-lines-of-brand-localisation-3391
http://www.businessweek.com/articles/2013-01-03/
in-emerging-markets-unilever-finds-a-passport-to
-profit
al 4 (Strong Retail Network/Partnership) -- Unilever

P
Findings
Reference
Score
Uniq
ue/I
nter
esti
ng
Con
sum
ptio
n
Exp
erie
nce/
Fun
Tim
e
1. Unilever has a very well established retail

network which it uses in a very efficient
manner to understand its customers better
and deliver the better experiences related to
its products.
2. Some of the key partnership strategies are:
Individual Channel Focus. Eg. Malls, Ecom.
Customer Insight and innovation
Centre to experiment with different
packaging & displays.
Perfect Stores which ensure required
products are visible to the customers.
1314tcm114391926.pdf
http://www.unilever.com/images/PDF_generator__Customers_and_suppliers_tcm_13-365036.pdf
http://www.unilever.com/sustainable-living2014/enhancing-livelihoods/inclusivebusiness/supporting-small-scale-retailers/
1. Unilever has around 100000 supplier and

around 800000 stores which ensures
availability of its products across
geographies to its customers.
2. Unilevers long-term sustainable plan lays
emphasis upon more determined approach
towards reaching its customers through its
partners.
3. Unilevers strategy to employ village women
as sales representatives is a move to further
increase its reach to rural consumers in
emerging markets.
http://www.scmr.com/article/unilever_partners_to_
win
http://www.unilever.com/images/PDF_generator__Customers_and_suppliers_tcm_13-365036.pdf
_2012-13_tcm114-289694.pdf
http://www.unilever.com/sustainable-living2014/news-and-resources/sustainable-livingnews/Unilever-investing-in-fast-growing-emergingmarkets.aspx
1. Unilever works very close to its partner to

rule away inefficiencies in its business
process and claims to have reduced the
overall cost by 200 million Euros. The
transfer of this reduction to customers is less
http://unilever-rss.com/images/ir_ist11-Continu
M
ous-improvement-in-the-supply-chain-PLS_tcm13-2
76977.pdf
http://www.unilever.com/images/uslp-Unilever_S
ustainable_Living_Plan_Progress_Report_2011_tc
m13-284779.pdf
Avail
abili
ty/A
cces
s

H
al 5 (Create Strong Brand Equity & Credibility) -- Unile

P
Findings
Reference
Score
Uniq
ue/I
nter
esti
ng
Con
sum
ptio
n
Exp
erie
nce/
Fun
Tim
e
1. Unilever is brand recalled for delivering

interesting consumption experiences with
highest regards to nutritional standards.
2. Unilever focuses on improving its product
experiences through its efforts on improving
nutrient value and building sustainable
solutions around its products.
3. Such long-term vision and dedicated efforts
toward heath quality has led to
strengthening of brand equity and earning
credibility among it consumers.
http://www.triplepundit.com/2013/09/sustainability
-growing-unilevers-brand-equity-profits/
-383757.pdf
http://www.hul.co.in/mediacentre/newsandfeature
s/2013/HUL-brands-top-Brand-Equitys-2013-Most-T
rusted-Brands-Survey.aspx
http://www.unilever.com/investorrelations/annual_
reports/AnnualReportandAccounts2013/ourbusiness-model.aspx
1. Unilever is not only complying with industry

standards but also setting its own standards
which makes it stand a class apart.
2. Unilever has voluntary chosen full nutrition
labeling in Europe in order to be seen as a
heath oriented brand.
3. Unilever has developed a set ofGlobal
Principles for Responsible Food and Beverage
Marketing.
4. Such measures are evident to consumers
and thus add to brands equity and
credibility.
http://www.unilever.com/sustainable-living-2014/i
H
mproving-health-and-wellbeing/improving-nutrition
/labelling-and-responsible-marketing/
http://www.triplepundit.com/2014/11/cant-believebutter-goes-sustainable/
http://www.foodnavigator.com/Policy/WHO-callsfor-standardised-nutrition-labelling
1. Apart from the basic dietary products like

wheat from Annapurna Brand in India and
other regional staple foods, Unilever does
not consider affordability as contributor to its
http://www.unilever.com/sustainable-living-2014/i
L
mproving-health-and-wellbeing/improving-nutrition
/addressing-undernutrition/
http://www.rebootfinancialadvice.com/unilever-plc
.html
Com
plia
nce
with
Indu
stry
Stan
dard
s
Affor
dabi
lity
oal 6 (Meet Regulatory Requirement) -- Unilever

P
Com
plia
nce
with
Indu
stry
Stan
dard
s
Findings
Reference
Score
1. Unilever stands ahead of its goals when it

comes to meeting regulatory requirements.
2. Apart from following set guidelines, it follows
certain non-mandatory sustainable and
nutrition standards in the raw material and
products composition as a part of its
sustainable business plan.
3. Unilever Food Solutions has launched a new
service to support the foodservice industry in
complying with upcoming food allergy
information regulations.
http://www.unilever.com/sustainable-living-2014/r H
educing-environmental-impact/sustainable-sourcing
/our-strategy/
http://www.unilever.co.id/aboutus/goodcorporateg
overnance/corporateethics/
http://fft.ie/index.php/2286/unilever-food-solutio
ns-launches-free-service-to-help-businesses-comply
-with-new-allergen-legislation/
Findings on General Mills

Preferences
By Bhavya Gautam, DSE
Goal 1 (R&D Investment) General Mills

P
Findings
References
Scor
e
H
Uniq 1.
ue/In
teres
ting
Cons
umpt 2.
ion
Exper
ience
/Fun
Time
General Mills make lives richer with foods that

add fun or help to create a special moment
with family and friends. It make lives easier
with convenient meals and packaging, and
foods that provide nourishment on the run.
General Mills adds to the Consumer's
enjoyment and has filed three patents for
gluten free dough's that it has developed in
ready-to-bake format to offer alternative to dry
mixes .
1.
Goal is to provide people with convenient,

nutritious food that when combined with
exercise and activity can help them live
healthier lives. Based on consumer preference
in taste tests, Yoplait decided that sucralose is
the best option to replace aspartame.
Sucralose adds sweetness to foods and
beverages without adding calories. Its FDA
approved
General Mills has been at the forefront of the
gluten-free trend since introducing gluten-free
Rice Chex in 2008 the first mainstream
gluten-free cereal in the U.S.
Foodmaker have been adding nutritional
benefits particularly fiber and protein to a
wide variety of products to ease the guilt often
associated with snacking. Fiber One, for
Bette
r
(natu
ral)
flavo
ur
and
textu
re
2.
3.
http://www.generalmills.com/
Home/Company/Mission.aspx
http://www.bakeryandsnacks.co
m/R-D/General-Mills-glutenfree-baking-patents
http://www.blog.generalmills.c
H
om/2014/06/removing-aspartamefrom-yoplait-light/#sthash.vsH
B8T2l.dpuf
http://www.blog.generalmills.
com/2014/11/gluten-free-eatin
g-goes-mainstream-in-europe/#
sthash.FeeK2m2G.dpuf
http://www.dispatch.com/content
/stories/business/2014/07/10/ge
neral-mills-boosts-foods-flavor
s-nutrition.html
https://www.generalmills.com/~
/media/Files/CSR/2013_global_r
espon_report.ashx
Findings
References
1.
General Mills have a range of innovative

brands all driving our mission of making
consumers lives healthier, easier and richer.
General Mills since 2007 launched the
General Mills Worldwide Innovation Network
(G-Win) it has connected with numerous
external partners to create, develop and
launch new products. eg.:Fiber One 90Calorie Brownies and Nature Valley Protein
bars.
Two of the companys products that
launched in January 2014 - Chex Chips and
Nature Valley Nut Clusters - came about
through relationships developed through
open innovation.
General Mills Worldwide Innovation Network
(G-WIN) to actively seek partners who can
help us deliver breakthrough innovation in
the following categories:Product ,Packaging ,
Processing ,Ingredients, Technologies, Digital
General Mills has a long history of providing

convenient, affordable, nutritious foods to
help consumers meet key health and
nutrition recommendations
The Company also know that food is
absolutely not nutritious unless people are
eating it. The win in innovation is in
providing healthier products that are
affordable and taste great.
2.
Rang
e of
produ
cts & 3.
Varie
ty
4.
1.
Affor
dabili
ty of 2.
produ
cts
Scor
e
http://www.generalmills.co.in
H
/gmi/Level1Page.aspx?PageNumb
er=82
http://www.ideaconnection.com
/open-innovation-success/Gene
ral-Mills-Develops-Two-New-Fo
od-Products-with-Ope-00471.ht
ml
http://www.foodprocessing.com/
articles/2009/rdteam-generalmi
lls/
http://www.generalmills.com/Co
mpany/Innovation/G-Win.aspx
https://www.generalmills.com/~ M
/media/Files/CSR/2013_global_r
espon_report.ashx
http://www.blog.generalmills.co
m/2012/06/yoki-is-everywherein-brazil/page/1345221991000/

P
Findings
1. Product are developed putting the

consumer first approach.
Local
2. Company is customizing their
ness
products to meet the local tastes
of
of consumers in many markets
produ
worldwide including Brazil,
cts
Indonesia, India and China.
(tast
3. General mills have opened
e and
technical centers in China for
flavo
innovation and research and
urs)
development in local taste and
preference.
References
Scor
e
http://www.generalmills.com/en/Co
mpany.aspx
http://www.foodnavigatorasia.com/Business/General-Millsopens-Shanghai-developmentcentre-to-boost-China-market
Goal 2 (Enhanced Diversified Product Portfolio) General

Mills
P
Uniq
ue/In
teres
ting
Cons
umpt
ion
Exper
ience
/Fun
Time
Findings
References
Score
1.
Diversified product caters to provide fun

and interesting consumption experience
to the customer
Terrific assortment of convenient meal
choices for busy consumers across the
globe
General mills has acquired brands like
Yoki(Brasil)which adds to the party and
fun experience to the customer
Product like Yoplait Yogurt portfolio
delight students all day long and help
boost participation with delicious Yoplait
products
http://www.generalmills.com/Company.as
px
http://www.generalmillscf.com/industries/
k12/support-tool-categories/exploring-pro
ducts
http://www.blog.generalmills.com/2012/0
6/yoki-is-everywhere-inbrazil/page/1345221991000/
Company has acquired Small Planet

Foods, the parent company of organic
frozen fruits and vegetables brand
Cascadian Farm as well as the Muir Glen
line of organic canned tomato products.
The company has come up with organic
and natural options in the form of frozen
fruit, vegetables fruit spread s snack bars,
ready to- eat cereals
General Mills has been at the forefront of
the gluten-free trend since introducing
gluten-free Rice Chex
http://www.generalmills.com/Brands/Orga H
nic_natural.aspx
http://fortune.com/2014/09/08/general-mi
lls-expaning-organics-natural-foods-anni
es/
http://www.foodbusinessnews.net/articles
/news_home/Business_News/2014/04/Insi
de_General_Mills_natural_a.aspx?ID=
%7B628E40CD-FB84-4111-86E97F14197BCF62%7D
http://www.blog.generalmills.com/2014/1
1/gluten-free-eating-goes-mainstream-ineurope/#sthash.FeeK2m2G.dpuf
2.
3.
4.
1.
Bette
r
(natu
ral)
flavo
ur
and
textu
re
2.
3.
Goal 2 (Enhanced Diversified Product Portfolio) -- General

Mills
P
Ran
ge
of
pro
duc
ts &
Vari
ety
Affo
rda
bilit
y of
pro
duc
ts
Findings
References
1. General Mills offers wide range of

product for breakfast, lunch, dinner
and snacks
2. General Mills adds to the roster of
new products as for instance a
Snickerdoodles flavor of Chex Mix
Muddy Buddies and peanut butter
and chocolate, along with fiber and
protein.
3. Offers products for kids with variety
of flavours and options
1. Company has acquired brands like
Yoki in brasil to enhance its
Product portfolio by focussing on the
emerging middle class as they are
very affordable products.
Scor
e
http://www.generalmillscf.com/indus H
tries/k12/support-tool-categories/e
xploring-products
http://www.brandchannel.com/home/
post/2012/12/20/General-Mills-201
3-New-Products-122012.aspx
http://www.generalmills.co.in/gmi/L
evel1Page.aspx?PageNumber=82
http://www.blog.generalmills.com/2
012/06/yoki-is-everywhere-in-brazi
l/page/1345221991000/
Goal 2 (Enhanced Diversified Product Portfolio) -- General

Mills
P
Findings
1. General Mills markets a

specialized Indian range of
products include whole wheat
flour, ethnic mixes and frozen
Indian flat breads.
Localnes 2. General Mills cater the
s of
specialized product variation
products
but it does not add much to the
(taste
existing product portfolio.
and
flavours) 3. General mills have opened
technical centers in China for
innovation and research and
development in local taste and
preference.
References
Scor
e
http://www.generalmills.co.in/gmi
/Level1Page.aspx?PageNumber=82
http://www.foodnavigatorasia.com/Business/General-Millsopens-Shanghai-developmentcentre-to-boost-China-market
Goal 3 (Expand into Growing Markets) -- General Mills

P
Availa
bility/
Acces
s
Range
of
produ
cts &
Variet
y
Findings
1. Companies has made Acquisition
and mergers to expand into
growing market.
2. General mills spends big to enter
into Asian and other growing
market to improve availability
3. The Company is also preparing to
enter the US$8bn yogurt category,
and has begun construction on a
new manufacturing facility in the
region to increase availabilty
4. General Mills sells products in
more than 100 countries, with
offices or manufacturing facilities
in more than 30 countries.
References
http://www.wsj.com/articles/general-mills-to
buy-natural-foods-company-annies-1410210721
1.
2.
3.
To expand in growing markets,

General Mills is focuses on five
global platforms to expand :
yogurt, ready-to-eat cereal,
convenient meals, super-premium
ice cream and snacks
General Mills markets a specialized
Indian range of products to expand
into many countries like United
States, Singapore, etc
Company have developed
products like Pillsbury Atta with
Multi-Grain, Pillsbury Gold Atta to
http://www.foodnavigatorasia.com/Business/General-Mills-opensShanghai-development-centre-to-boost-Chinamarket
http://www.generalmills.com/en/Company/Count
ries.aspx
http://www.blog.generalmills.com/2014/02/grow
th-in-global-markets/
http://www.generalmills.co.in/gmi/Level1Page
.aspx?PageNumber=82
http://www.wsj.com/articles/general-mills-to-b
uy-natural-foods-company-annies-1410210721
http://www.blog.generalmills.com/2012/06/yoki
-is-everywhere-in-brazil/page/1345221991000
http://www.blog.generalmills.com/2014/02/grow
th-in-global-markets/
Score
H

P
Findings
1. Company has acquired brands

like Yoki in Brasil focussing
on the emerging middle class,
thus expanding by focussing
Affordabil
ity of
on affordability of product
products
References
Scor
e
012/06/yoki-is-everywhere-in-brazi
l/page/1345221991000

P
Findings
1. General Mills Growth

Strategy: Putting the
Consumer First
2. Products like Wanchai Ferry
dumplings in China and Yoki
products in Brazil which
Localness
caters to the localness,
of products
helped in expanding
(taste and
emerging markets
flavours)
3. Partners in two international
joint ventures Cereal
Partners Worldwide (CPW)
and Hagen-Dazs Japan
(HDJ) helps in expanding in
growing market
References
Scor
e
012/06/yoki-is-everywhere-inbrazil/page/1345221991000/
http://www.generalmills.com/Compa
ny.aspx
Goal 4 (Strong Retailer Network/ Partnerships) -- General

Mills
P
Findings
Uni 1. General mill sell to distributors and

operators in many customer channels
que
/Int
including foodservice, convenience stores,
ere
vending, and supermarket bakeries
stin 2. It partners with internationalHageng
Dazsjoint ventures, the largest of which is
Con
with Suntory and Takanashi Dairy in Japan.
su
mpt
ion
Exp
erie
nce
/Fu
n
Tim
e
1. It have a 50 percent equity interest in Cereal
Partners Worldwide (CPW), which
manufactures and markets ready-to-eat
cereal products in more than 130 countries
outside the United States and Canada.
2. It also have a 50 percent equity interest in
Hagen-Dazs Japan, Inc. (HDJ). This joint
Ava
venture manufactures and markets Hagenilab
Dazs ice cream products and frozen
ility
Refrences
Scor
e
http://www.generalmills.com
/Company.aspx
Company/Businesses/Internati
onal/Joint_ventures.aspx
http://www.generalmills.com
/Company.aspx
en/Responsibility/community_
engagement/hunger_and_nutr
ition/partners_in_food_solutio
ns.aspx
http://www.iuf.org/sites/cms.i
Goal 4 (Strong Retailer Network/ Partnerships) -- General

Mills
P
Findings
References
Scor
e
1. Company partner with suppliers http://

M
and customers to find ways to
http://www.generalmills.com/Compa
reduce Inventories and
ny.aspx
associated costs
Affordabi
(Annual report 2014)
lity of
products
Goal 5 (Create Strong Brand Equity & Credibility) - General

Mills
P
Findings
References
1. General mills create brand equity

by making livesricherwith foods
thatadd funor help to create a
special moment with family and

friends.
2. Betty CrockerSupreme Fudge
Brownies is the only brownie mix
Unique/I
thats extra fudgy and moist
nterestin
because each box contains a can
g
of Hersheys chocolate syrupplus
Consum
pudding blended right into the
ption
brownie mix.
Experien
3. General Mills adds to the
ce/Fun
Consumer's enjoyment and has
Time
filed three patents for gluten free
dough's that it has developed in
ready-to-bake format to offer
alternative to dry mixes .
http://www.generalmills.com/en/C
ompany/Mission.aspx
http://www.globalbrandguy.com/m
arketing-communications-program
s/foodnon-food-products/
General Mills adds to the
Consumer's enjoyment and has
filed three patents for gluten free
dough's that it has developed in
ready-to-bake format to offer
alternative to dry mixes .
Scor
e
H
Goal 5 (Create Strong Brand Equity & Credibility) General

Mills
P
Com
plian
ce
with
indus
try
stand
ards
Affor
dabili
ty of
produ
cts
Findings
References
Scor
e
1. General Mills hasreceived

external recognition for its efforts
in meeting standards ,
beingnamedone of the World's
Most Reputable Companies bythe
Reputation Institute.
2. General Mills adopts and applies
the same high safety and quality
standards everywhere we do
business.
3. In 2009 alone, General Mills
received over 20 awards
recognizing the company for their
corporate reputation and human
resource and employee relations
leadership
1. Company believes in using
sustainable way of sourcing raw
material and partner with a wide
variety of industry and
stakeholder groups to advance
the sustainability of ingredients
and raw materials to provide
affordable products
http://www.generalmills.com/Responsi H
bility/food_safety.aspx
http://www.generalmills.com/en/Respo
nsibility/ethics_and_integrity.aspx
http://i-sight.com/employeerelations/employee-relations-andethics-best-practices-general-mills/
http://www.generalmills.com/en/Respo M
nsibility/Sourcing.aspx
Goal 6 (Meet Local Regulatory Requirements) -- General

Mills
P
Findings
References
1. General Mills adopts and applies

the same high safety and quality
standards everywhere we do
business.
2. General Mills employees are
Complia
stewards of our brands, and
nce
food safety is integral to this
with
mission.
industry
standar 3. Goal is to continually reduce our
environmental footprint
ds
4. General Mills hasreceived
external recognition for its
efforts, beingnamedone of the
World's Most Reputable
Companies bythe Reputation
Institute.
Scor
e
https://www.generalmills.com/Respon H
sibility/ethics_and_integrity/Suppl
ier_code_of_conduct.aspx
http://
www.danone.com/en/danone13focus/
quality/
https://www.generalmills.com/Respon
sibility/food_safety.aspx
http://www.generalmills.com/en/Co
mpany/Mission.aspx
Thank
You

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Competitive Landscape

Bhavya Kumar Gautam

Bikash Kumar Mallick

Summary of Opportunities and

Competitive Landscape Synthesis Matrix

Note: Entry as caps indicate stronger correlation.

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

Summary of Opportunities (gaps seen)

Use Affordability as a key

Research more on ways to

Do research of how to make products affordable

Summary of Threats (best practices seen)

Major companies are

Reach to the consumer

Better flavor & Texture

Company should research more in identifying unique and interesting

Summary of Threats (best practices seen)

Compliance with industry

Expansion into growing

Company should concentrate on Compliance within industry in order

Summary of Threats (best practices seen)

Companies are focusing on

Company should enhance/invest in products which will satisfy local

COMMUNITY EMPOWERMENT- A BRAND

1) Unilevers Project Shakti has empowered

PROACTIVE APPROACH TO REGULATORY

1) Unilever has been providing services to

1) Nestl committed itself to buying only new

STRATEGIC PARTNERSHIP WITH SUPPLIERS

1) Unilever has a very strong relation with its

R&D FOCUS ON NUTRITION

1) NutriPlanet is an initiative by Danone focusing on R&D

Companies aims at finding local

WIDE RANGE OF PRODUCTS

1) Products for everyone, everywhere has been a major

1) Nestle unlocked the metabolic master switch to

By Jay Chheda, SIMSREE

Goal 1 (R&D Investment) -- Danone

1. Sensory and consumer scientists at the

1. Danone uses web and mobile apps to

Goal 1 (R&D Investment) -- Danone

1. With 2 global research centers, 4

1. Danone aims to make affordable

Goal 1 (R&D Investment) -- Danone

Goal 2 (Enhanced Diversified Product Portfolio) -Danone

Introducing Greek variants of yogurts

The company has come up with aqua

Goal 2 (Enhanced Diversified Product Portfolio) -Danone

1. In Russia, Danone added more

Goal 2 (Enhanced Diversified Product Portfolio) -Danone

1. Enough research is done to

understand the local nutrition

Goal 3 (Expand into Growing Markets) -- Danone

Goal 3 (Expand into Growing Markets) -- Danone

Goal 3 (Expand into Growing Markets) -- Danone

1. Enough research is done to

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

Goal 4 (Strong Retailer Network/ Partnerships) -Danone

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

gap in current markets and

helped create new markets (eg.

in Ireland, Danones Actimels