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Ghanshyamdas Saraf College Affiliated to University of Mumbai


& Durgadevi Saraf Junior College (ARTS & COMMERCE) S.V.Road, Malad (W) Mumbai: 400 064 Year: 2013-2014

Ghanshyamdas Saraf College Affiliated to University of Mumbai


& Durgadevi Saraf Junior College (ARTS & COMMERCE) S.V.Road, Malad (W) Mumbai: 400 064

I Prof. Prajna Shetty here by certify that Ms. Monalisa Bhavesh Patel a student of Ghanshyamdas Saraf College of M.COM (SEMESTER III) has completed Project on RESEARCH METHODOLOGY ON MAGGI ( NESTLE ) in the Academic year 2013-2014. This information submitted is true and Original to the best of my Knowledge.

External Examiner: Date:


Project Co-ordinator: Date:

College Seal:


I take this opportunity to thank the UNIVERSITY OF MUMBAI for giving me a chance to do this Project. I express my sincere gratitude to the Principal, course co-ordinator Mrs. PRAJNA SHETTY , Guide Prof. PRAJNA SHETTY and our librarian and other teachers for their constant support and helping for completing the project. I am also grateful to my friends for giving support in my project. Lastly, I would like to thank each and every person who helped me in completing the project especially MY PARENTS.

I Miss Monalisa Bhavesh Patel a student of Ghanshyamdas Saraf College of Arts and Commerce, Malad (W) M.COM (Semester III) hereby declare that I have completed project on RESEARCH METHODOLY ON MAGGI-( NESTLE ) in the academic Year 2013-2014. This information submitted is true and original to best of my Knowledge.


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The report entitled A research done on of Maggi Brand deals with the study of Maggi brand that was launched in India in the year 1983, by Nestle India Limited, which became synonymous with noodles. This research paper tries to find a solution to a real life problem of Maggi to launch its products as a Healthy Product. The introduction provides the company background, operational & other important information provided by the company which would assist in taking the decision for the right brand extension strategy for Maggi.

The industrial revolution in Switzerland in the late 1800s created factory jobs for women, who were therefore left with very little time to prepare meals. This wide spread problem grew to be an object of intense study by the Swiss Public Welfare Society. As a part of its activities, the Society asked Julius Maggi miller to create a vegetable food product that would be quick to prepare and easy to digest. Born on October 9, 1846 in Frauenfeld, Switzerland, Julius Michael Johannes Maggi was the oldest son of an immigrant from Italy who took Swiss citizenship. Julius Maggi became a miller and took on the reputation as an inventive and capable businessman. In 1863, Julius Maggi came up with a formula to bring added taste to meals. Soon after he was commissioned by the Swiss Public Welfare Society, he came up with two instant pea soups and a bean soup - the first launch of the Maggi brand of instant foods in 1882 - 83. Towards the end of the century, Maggi & Company was producing not just powdered soups, but bouillon cubes, sauces and other flavourings. The Maggi Company merged with Nestl in 1947. Today, Maggi is a leading culinary brand and part of the NESTL family of fine foods and beverages. Under the Maggi brand, which is today known worldwide for quality and innovation, Nestle offers a whole range of products, such as packaged soups, frozen meals, prepared sauces and flavourings.


Maggi Comes to India teething troubles Maggi noodles was launched in India in the early1980s. Carlo M. Donati, the present Chairman and Managing Director of Nestle India Ltd, brought the instant noodle brand to India during his short stint here in the early eighties. At that time, there was no direct competition. The first competition came from the ready-to-eat snack segment which included snacks like samosas, biscuits or maybe peanuts, that were usually the bought out type. The second competition came from the homemade snacks like paratha or sandwiches. So there were no specific buy and make snack! Moreover both competitors had certain drawbacks in comparison. Snacks like samosas are usually bought out, and outside food is generally considered unhygienic and unhealthy. The other competitor, homemade snacks overcame both these problems but had the disadvantage of extended preparation time at home. Maggi was positioned as the only hygienic homemade snack! Despite this, Nestl faced difficulties with their sales after the initial phase. The reason being, the positioning of the product with the wrong target group. Nestle had positioned Maggi as a convenience food product aimed at the target group of working women who hardly found any time for cooking. Unfortunately this could not hold the product for very long. In the course of many market researches and surveys, the firm found that children were the biggest consumers of Maggi noodles. Quickly they repositioned it towards the kids segment with various tools of sales promotion like colour pencils, sketch pens, fun books, Maggi clubs which worked wonders for the brand.


Maggi was positioned as 2-minute noodles with a punch line that said Fast to cook! Good to eat! And this gave the implied understanding to the consumer that it was a between meals snack. The company could have easily positioned the product as a meal, either lunch or dinner. But, it chose not to do so, because the Indian consumer mindset did not accept anything other than rice or roti as a meal. Hence trying to substitute it with noodles would have been futile. The firm did not position it as a ready-to-eat meal either, as the housewife prefers to make a meal for her kids rather than buy it for them. And if she can make it in two minutes with very little effort, then obviously its a hit with her! Whats more, if kids also love the taste, the product is as good as sold! So the 2-minute funda coupled with the yummy taste worked!

Launched in 5 flavours initially Masala, chicken, Capsicum, sweet & sour, and Lasagna Maggi had to fight hard to be accepted by Indian consumers with their hard-to-change eating habits. The packaged food market was very small at this time; Nestle had to promote noodles as a concept, before it could promote Maggi as a brand. It therefore devised a two-pronged strategy to attract mothers on the convenience plank and lure kids on the fun plank. Gradually, the market for instant noodles began to grow. The company also decided to focus on promotions to increase the brand awareness. In the initial years, Nestle promotional activities for Maggi included schemes offering gifts (such as toys and utensils) in return for empty noodles pack. According to analysis the focus on promotion turned out to be the single largest factor responsible for Maggis rapid acceptance. Nestle\s Managers utilized promotions as measured to meet their sales target. Gradually, sales promotion became a crutch for Maggi noodles sales. Later many of the Maggis extensions also made considerable use of promotional schemes. The focus of all Maggis extensions was more on below the line activities rather than direct communication. In addition to promotional activities, Maggi associated itself with main stream television programme and advertised heavily on kids programme and channels. After its advertisements with taglines like mummy bhookh lagi hai, bas do minute and fast to cook good to eat Maggis popularity became highly attributed to its extremely high appeal to children. As a result, Maggis annual growth rep ortedly touched 15% during its initial years.


In 1998, Nestle launched Maggis first brand extension, Maggi soup. At this stage, there was no organized packaged soup market in India. Nestle planned to create a market for packaged soup as it felt the category had a lot of potential. However, according to analyst, the company had introduced soups only to cash in on the Maggis brand name, and was never very serious about the segment. In 1993, Sweet Maggi, the first variant of Maggi noddles was launched. The company supported the launch with a huge advertisement outlay that amounted to 75% of the total yearly expenditure on the Maggi brand. However, the product failed to generate the desired sales volume and Nestle was forced to withdraw it. At the end of the year, Maggi noodles were generating sales volume of around 5000 tons and remained a loss making proposition for Nestle. To boost sales, Nestle decided to reduce the price of Maggi noodles. This was made possible by using thinner and cheaper packaging material, the company also introduced money saver multi packs in the form of 2-in-1 pack and 4-in-1 packs. As a result volume increases phenomenally to 9700 tonnes in 1994 and further to 13000 tonnes in 1995. Maggis euphoria was, however, short lived, as sales stagnated in 1995 at the previous years level. With soup business being threatened by a new entrant Knorr soups launched in 1995, offering 10 flavours against Maggis 4 the company started rethinking its strategies towards the soup market. In order to stretch Maggis brand to include Indian ethnic foods the company tied up with a Pune based cordial foods to launch pickles under the year 1995. The company also tied up with Indian foods fermentation (IFF), a Chennai based Food Company to market popular south Indian food preparation such as sambher, dosa, vada and spices in consumer packs in Dec 1995. The company reportedly saw a lot of untabbed potential in the market for ready to use south Indian market. In 1996, products from these two ventures received lukewarm response from the market; sales were rather poor in the regions in which they were launched. Analysts attributed the failure of these Maggi extensions to the fact that Nestl seemed to be particularly bad at dealing with traditional Indian product categories. Maggi noodles performed badly in 1996. Despite slow sales in the previous two years, Nestl had set a sales target of 25,000 tonnes for the year. However, Maggi couldnt cross even 14,000 tonnes. Adding to the company woes was the failure of Maggi Tonights Special, a range of cooking sauces aimed at providing restaurant like-taste to food cooked at home. The range included offerings such as Butter Chicken gravy and tomato sauce for pizzas.

Understanding these failures, and buoyed by the fact that the Maggi brand finally broke even in 1997, Nestl continued to explore new options for leveraging on the brand equity of Maggi noodles. The company realized that the kids who had grown up on Maggi noodles had become teenagers by the late 1990s. As they associated the product with their childhood, they seemed to be moving away from it. To lure back these customers and to explore new product avenues, Nestl launched Maggi Macaroni in July 1997. According to analysts, Maggi Macaroni was launched partly to deal with the growing popularity of competing noodles brand Top Ramen. Maggi Macaroni was made available in three flavours, Tomato, Chicken, and Masala. The company expected to repeat the success of Maggi noodles with Maggi Macaroni. As with most of its product launches, Maggi Macaronis launch was backed by a multi media advertisement campaign including radio, television, outdoors and print media with the tagline, Tum Roz Baby. The products pricing, however, proved to be a major hurdle. A 75-gm Maggi Macaroni pack was priced at Rs 11, while a 100-gm noodles pack was available at Rs 9. According to analysts, Nestl failed to justify this price-value anomaly to customers, who failed to see any noted value addition in Maggi Macaroni (packaging and flavour variants were similar to those of Maggi noodles). In addition, customers failed to see any significant difference between Maggi Macaroni and the much cheaper macaroni that was sold by the unorganized sector players. The biggest problem however was the taste of the new product. Since macaroni is thicker than noodles, Maggi Macaroni did not absorb the tastemaker well and consequently did not taste very good. The interest generated by the novelty of the product soon died out and sales began tapering off. Eventually, Nestl had to withdraw Maggi Macaroni completely from the market. Nestl had not even recovered from Macaronis dismal performance, when it learnt to its horror that Knorr had dethroned Maggi as the leader in the soup segment (end of 1997). The only saving grace for Maggi seemed to its ketchups and sauces, which were turning out to the rare successful extensions of Maggi. These products were supported by a popular advertisement campaign for the Maggi Hot & Sweet sauce brand. These humorous advertisements, featuring actors Pankaj Kapoor and Javed Jafri, used the tagline, Its different. However, during mid -1997, HLL began promoting its Kissan range of sauces aggressively and launched various innovative variants in the category. Nestl responded with a higher thrust on advertising and different size packs at different price points. Though Kissan gained market share over the next few years, Maggi was able to hold on to its own market share. Meanwhile the operational costs of Maggi noodles had increased considerably, forcing the company to increase the retail price. By early 1997, the price of a single pack had reached Rs 10. Volumes were still languishing between 13,000-14,000 tonnes.


It was at this point in time that Nestl decided to change the formulation of Maggi noodles. The purpose was not only to infuse fresh life into the brand, but also to save money through this new formulation. The company used new noodleprocessing technology, so that it could air-dry instead of oil-fry the noodles. The tastemakers manufacturing process was also altered. As a result of the above initiatives, costs reportedly came down by 12-14%. To cook the new product, consumers had to add two cups of water instead of one-and-a-half cups. The taste of the noodles was significantly different from what it used to be. The customer backlash that followed the launch of the new noodles took Nestl by surprise. With volumes declining and customer complaints increasing, the company began to work on plans to prelaunch old Maggi to win back customers. In addition, in 1998, Nestl began working out a strategy to regain Maggis position in the soup segment. To counter the Knorr threat, the company relaunched Maggi soups under the Maggi Rich brand in May 1998. The soups were not only thicker in consistency than those produced earlier, the pricing was also kept competitive and the packaging was made much more attractive. However, Knorr took Nestl by surprise by launching oneserving soup sachets priced as low as Rs 4. HLL too launched two-serving sachets of Kissan soup priced at Rs 7. As Maggi did not have any offerings in this price-range, it lost a huge portion of its market share to Knorr. The prelaunch prompted market observers to compare Nestls move with US soft drinks major Coca -Colas New Coke fiasco. However, the company disagreed, Its a hard -5 nosed strategy that mixes nostalgia with the consumers voiced preference for the pr oduct it has been bred and rough up on. The reintroduction is Nestls acknowledgement of the loyalty of the Indian mother and the child to the original product. By May 1999, Nestls decision to bring back the old Maggi seemed to have paid off. Two months after the prelaunch, the monthly average sales of Maggi noodles n the northern region rose 50% in comparison to the previous year. In July 1999, Maggi the brand, was promoted as the biggest brand in Nestls portfolio of brands in India, overtaking brands such as Nestum and Cerelac. Nestl believed that Maggi had immense potential as it was a very flexible brand under which regional variants could be introduced to meet various market needs. Company sources claimed that with reasonable price points and innovative products, Maggi could emerge as a top brand and a major growth driver for the company. To further support the brand, Nestl carried out various promotional activities as well. These included the August 1999 Fun-Dooz campaign and Jungle Jackpot campaigns. 6 As a result of the above initiatives, Nestl claimed to have cornered an 81% market share of the 20,000 tonnes noodles market by the end of 1999.

The product mix of Maggi is divided into various categories defined below. The company has launched various products under each category as mentioned below.

1. Noodles Maggi 2-Minute Noodle ( Masala , Chicken, Curry and Tomato) Maggi Dal Atta Noodles ( Sambhar taste) Vegetable Atta Maggi Noodles Maggi Rice Noodles (Lemon Masala, Chilly Chow and Shahi Pulao) Maggi Cuppa mania (Masala yo, Chilli chow yo) 2. Sauces Teekha masala Tomoto chatpat Imli khata mitha Tomato ketchup Hot and sweet Tomato pudina Ginger, Garlic & Coriander Maggi Oriental Chilli Garlic Ginger, Garlic & Coriander 3. Maggi Pichko 4. Soups Healthy Chef Style - Cream Mushroom - Sweet Sour Tomato Noodles - Tangy Tomato Vegetables Home Style - Creamy Chicken - Mixed Vegetable - Rich Tomato

Chinese Style - Chinese Hot Sour Chicken - Chinese Sweet Corn Chicken - Chinese Sweet Corn Vegetables - Chinese Hot & Sour Vegetables

5. Maggi soup sanjivni Amla Badam Spinach Dal Tomato 6. Maggi bhuna masala Bhuna masala for gravy dishes Bhuna masala for vegetable dal 7.Maggi magic cubes Chicken Vegetarian masala


Maggi's Market Share in Ketchup Category

45% 55%


Maggi's Market Share in Noodles Category




OBJECTIVES To understand the influence of Maggi as a brand on consumers mind set. Sources of Brand equity of Maggi like Brand awareness, Brand image, Brand association, Brand recall To understand the Brand performance of Maggi products. To understand Brand Imagery, Brand Quality perceived by customers, Brand credibility, consideration, superiority and feelings. Brand Extension of Maggi in terms of product diversity. Analyse the repositioning of Maggi brand as a Healthy product and the consumers perseverance towards the same.

RESEARCH PLAN Research Design: The research will be carried out in the form of a survey which will be done in areas near to Delhi (NCR region). The population has been segmented on the basis of salary Group and Age Group. Sample Design: The target population for our study is households. The sample will be selected by a simple random sampling method.

The sampling unit is 150 which are divided as follows:

Number of 150 respondents Age-group 10 - 45 Monthly Household 25000 - 75000 INR Income Delhi, Survey Locations Faridabad,Gurgoan,Noida,Greater Noida 25K 40K 30 10 - 25 50 - 40K 60K 50 25 - 35 50 - 60K 75K 70 35 45 50 -

Salary Group No income Number of Respondents Age Group Number of Respondents


Data Gathering: This study involves data collection (primary research) from different households in four different areas Delhi, Faridabad, Gurgoan, and Noida. Literature Review The research conducted as a part of our study would include Primary as well as Secondary research. Primary research would include a survey that would be conducted in selected localities of Delhi and nearby areas where the responses of consumers would be recorded through a designed questionair.Secondary research would include various aspects of Brand management through Internet , Journals, company reports , expert views etc.


INDIANS EAT MOST MAGGI NOODLES IN THE WORLD "India has emerged as the largest consumer of Maggi noodles across all Nestle operations in the world," Donati told ET. It was Donati who brought the instant noodle brand to the country during his short stint in the early 1980s. Maggi went on to create a whole new product category and caught the fancy of kids across the country in no time. Today, while India tops in world-wide Maggi sales, the latter has grown to an estimated Rs 160-170 crore brand contributing as much as 8-9% to Nestle India's top line. Maggi noodles sell in most Asian countries, Australia and Africa. However, FMCG analysts are not impressed. They say Maggi has done little to expand the noodles category per se. "Nestls investment on Maggi has been squarely disproportionate to the growth of the brand," Mumbai-based equity research firm ASK Raymond James senior vice-president (research) Nikhil Vora said. Today, after 20 years of flogging the Maggi brand, the size of instant noodles market is a small Rs 200 crore. Yet, most analysts agree that Nestle India has done well to leverage the brand to enter a large number of culinary products. Just for the record, "In 10 years, I want to sell two and a half times of what I am selling today," said Donati. So, the learning curve is shrinking. Launched in early 1980s, Maggi was positioned on the convenience plank which yielded good results. Looking at the success of noodles, Nestle India decided to extend the brand to a number of products such as sauces, soups, pickles and macaroni in mid-1990s. Maggi macaroni bombed and pickles didn't do well either. Maggi soups and sauces chugged along and today have a decent presence in the market. Maggi noodles' acceptance among Indian consumers didn't come easy. Nestle changed its formulation some time back which was rejected by the consumer. So, the company had to revert to the original make. Since then, it has been a smooth sailing for the brand. Interestingly, it is only now, during Donati's second stint, in the country that the brand has stabilized. "Maggi noodles have seen a robust double-digit growth in sales during the last four years," said Donati. Last year, Nestle India launched Chinese Noodles as a snack food for the adults.

The research will be carried out in the form of a survey. This will include primary research in addition to secondary research as stated below. The survey research method will be descriptive research design. Each respondent will be interviewed through a Questionnaire. The sample will be selected by a simple random sampling method. The survey will address the following information area: Information Areas: The objective as spelt out can be elaborated into specific information areas to be studied. How do customers perceive Maggi as a stable brand, their perception of noodles and how do they associate themselves with Maggi? Are the consumers aware of Maggi Brand or they associate noodles with some other brand? Do they consider noodle as a healthy product or they are aware of the companys strategy of repositioning it to a healthy product by the launch of some of the new products? Which product from the entire basket of Maggi products do the consumers consider as the best selling product for Maggi and to which the consumers frequently buy? Are the consumers willing to accept Maggi brand extensions to some other products like chocolate, juices, chips etc?

Brand Associations Sources of Brand equity like brand association of Maggi as a Brand was found highest with the age group of 10-25 and the product category associated with it was the noodles category (see exhibit 1). Consumers in the age segment of 10-25 could easily relate Maggi to noodles. In the income wise category the brand association was highest with the income group of 25k-40k were more than 40 respondents associated Maggi with noodles (see exhibit 2). The implications from the findings discussed above seem that Maggi has good brand association in terms of noodles. Consumers presume Maggi as Noodles and the companys philosophy of projecting the brand as noodles brand seem to be viable in this regard.

Brand Association(Agewise)
40 35 30 25 20 15 10 5 0 Noodles Fast Food Snacks None of These 10yr - 25yr 25yr - 35yr 35yr - 45yr

Exhibit 1

Brand Association(Incomewise)
45 40 35 30 25 20 15 10 5 0 No Income 25K - 40K 40K - 60K 60K - 75K Noodles Fast Food Snaks None of These

Exhibit 2

From the Exhibit 3 & 4 given below it seems a clear trend that Maggi has a good brand recall as compared to its competitors like Top Ramen, Surya noodles etc. Consumers could easily associate Maggi with noodles. In the Age wise category, the respondents of the age group of 25-45 were highly cautious of Maggi brand and seemed to be consuming Maggi more as compared to other age segments.

Brand Recall(Agewise)
45 40 35 30 25 20 15 10 5 0 Maggi Top Ramen Surya Noodles Anil Noodles

10yr - 25yr 25yr - 35yr 35yr - 45yr

Exhibit 3

Brand Recall(Incomwise)
45 40 35 30 25 20 15 10 5 0 No Income 25K - 40K 40K - 60K 60K - 75K Maggi Top Ramen Surya Noodles Anil Noodles


In the gender wise category the companys strategy of positioning of Maggi brand for working women seems to be adaptive and gaining shape as women respondents had a brand recall more than male.

Brand Recall(Genderwise)
25 20 15 10 5 0 Male Female Male Female Male Female Male Female No Income 25K - 40K 40K - 60K 60K - 75K Maggi Top Ramen Surya Noodles Anil Noodles

From the responses of the respondents in the conducted survey it was evident than Maggis Brand awareness was very high in terms of noodles were around 65 %of the respondents associated magi as noodles and only 20 % of the respondents knew ,Maggi as a Ketchup, 9% as soup etc.

Brand Awareness
Soup Masala Ketchup 6% 9% 20%

Noodles 65%

The trend indicated that Maggis brand extension strategy to increase its basket has not been quite successful in other food segments .This might be because of the larger share of market captured by the competitors hence Maggi has a high potential in markets like ketchup, soups etc.

Brand Awareness(Agewise)
40 35 30 25 20 15 10 5 0 Ketchup Noodles Soup Masala 10yr - 25yr 25yr - 35yr 35yr - 45yr


The companys strategy to reposition Maggi as a Healthy product was not found conducive as per the survey results. The survey showed that consumers did not perceived Maggi as a healthy product with 53% of them consumed Maggis traditional products as compared to the rest who consumed other variants of Maggis brand that were positioned as Healthy products.

Repositioning Awareness
Maggi rice noodles Others mania 3% 7% Maggi dal atta noodles 14%


atta noodles 23%

Maggi masala (Regular) 53%

From the pie chart given below it can be clearly seen that Maggi is still perceived as a non healthy products by the consumers and in spite of the efforts to position Maggi as a healthy product by the company the brand is still perceived as a ready to eat food brand that has a high market share in the noodle category in India.


Quick food styles are catching up fast because of more number of working couples, domestic fuel crisis, non availability of reliable domestic servants and breaking up of joint family system. Neither time nor patience to prepare the ingredients and wholesome food in the house itself, the high price of ingredients and ready mix are also a significant factor responsible for the spectacular increase in the demand for maggi noodles products. HYPOTHESIS 1. There is no significant relationship between the impact of media and purchase decision. 2. There is no significant relationship between influencers and purchase decision. 3. There is no significant relationship between preference for more new varieties and Purchase decision. 4. There is no significant relationship between quality of noodles and purchase decision.

The study is based on primary data. The data were collected through interview method by using a structured questionnaire. For the purpose of the study the data have been collected in different places of the market especially in retail shops. One hundred and twenty five nestle maggi noodles customers were randomly selected for the study as sample. Necessary data have also been collected from sources like books, magazines and internet. Chi-square test has been applied for testing the hypotheses.

1. 32 percent of the respondents prefer maggi 2-minute noodles. 2. Vast majority (85 percent) of the respondents have tasted all brands of nestle Maggi noodles. 3.72 percent of the respondents purchase nestle maggi noodles for its quality with low price. 4.60 percent of the respondents purchase nestle maggi noodles whenever needed. 5. Television advertisements are a major factor in purchase decision compared to other Medias. 6. The foremost influencer in purchase decision of the respondents is children. 7. 60 percent of the respondents were expecting new varieties of maggi noodles from Nestle. 8. 38 percent of the respondents wanted a change in the quantity of present brands. The respondents want small quantity packets. 9. 50 percent of the respondents feel that the advertisements are good. 10. 44 percent of the respondents feel that prices are cheap. 11. 49 percent of the respondents are moderately satisfied with the quality of nestle Maggi noodles. 12. Majority (68 percent) of the respondents consider that the packing is attractive. 13. Higher percentage (60) of the respondents is awareness on contents/ ingredients


The SWOT analysis of Maggi brand clearly indicates the strengths of Maggi as a Brand in Indian market. The Brand was found to be a leader in its category of Noodles, with strong customer loyalty. Intensive distribution of Maggi as a Brand was seen in urban areas of the country. The major threats of the brand as shown in the figure below indicates that Maggi has made several attempts to revamp itself as a Healthy Product but till date its perseverance towards the tag line is low by the consumers. The brand is in the growth stage of product life cycle with a strong inclination towards the maturity stage.
STRENGTH Market leader in their segment Strong brand loyal consumer base Wide range of distribution channel Product according to the need of Indian consumer Innovative Product WEAKNESS Product are dependent on each other Not so much presence in rural market


OPPORTUNITY Increasing number of working youth Product has been acceptable in youth category Shift to rural market Changing preference of consumer towards Chinese food and fast food. Can foray into other food markets with its strong Brand name

THREAT Price war with competitors. Strong presence of regional competitors Consumers dont perceive it as a Healthy Product


Segmentation: Market Segmentation divides the heterogeneous market into homogenous groups of customers who share a similar set of needs/wants and could be satisfied by specific products. Maggi Brand has segmented the market on the basis of lifestyle and habits of URBAN FAMILIES. Target: Market Targeting refers to evaluating and deciding from amongst the various alternatives, which segment can be satisfied best by the company. The Maggi Brand have mainly targeted the Kids, Youth, Office Goers & Working Woman which falls into the category of convenience-savvy time misers who would like to get something instant and be over with it quickly. Positioning: Market Positioning is the act of designing the companys offerings and image to occupy a distinctive place in the minds of the target market. The goal of positioning is to locate the brand in the minds of consumers to maximise the potential benefit to the firm. Maggi has positioned itself in the SNACKS category and not in the meal category since Indians do not consider noodles as a proper food item. Therefore Maggi have developed its brand image of instant food products with positioning statements such as 2 minutes noodles and Easy to cook, good to eat. Differentiations: Points-of-difference (PODs) are attributes or benefits consumers strongly associate with a brand, positively evaluate and believe they could not find to the same extent with a competitive brand. The Maggi Brand has also differentiated its brand image from its competitors in terms of taste, flavours and packaging. Maggi have launched wide varieties of products in different flavours which can attract larger set of customers. Maggi products are also available in different sizes catering to different customer needs.


Maggis customer based brand equity pyramid seems to be equally strong on left hand side and right hand side; it is also strong from bottom to top enjoying the highest brand awareness of any fast food noodle brand in India as well as repeat purchase rate and high customer loyalty.

The food processing business in India is at a nascent stage. Currently, only about 10% of the output is processed and consumed in packaged form thus highlighting huge potential for expansion and growth. Traditionally, Indians believe in consuming fresh stuff rather than packaged or frozen, but the trend is changing and the new fast food generation is slowly changing. Riding on the success of noodles, Nestle India, tried to make extensions of the Maggi brand to a number of products like, sauces, ketchups, pickles, soups, tastemakers and macaroni in the mid-1990s. Unfortunately, the macaroni and pickles didnt pick up as expected. The soups and sauces did somewhat fine, gathering considerable sales volumes and have a satisfactory presence even today. Maggi Noodles itself faced a bit of difficulty with respect to taste, and nearly lost its position in the minds of Indian consumers in the late 1990s. When Nestle changed the formulation of its tastemaker, the ominous packet that came along with Maggi Noodles, a major chunk of consumers were put-off and sales started dropping. Also, Maggis competitor TopRamen took advantage of the situation and started a parallel aggressive campaign to eat into Maggis market share. But the company quickly realised this and went back into making the original formula coupled with a free sampling campaign. This helped Maggi to win back its lost consumers and pushed up its sales volumes again! Maggi Today The year 2008 saw India leading in worldwide Maggi sales. The brand has grown to an estimated value of Rs 160-170 crore and contributes at least 89% to Nestle Indias top line. All the same, some FMCG analysts feel that the brand has not done much to expand the noodles category. Even after 25 years of its launch, the size of the instant noodles market is yet quite small at Rs 300 crore. But yes, the parent company, Nestle India Limited has certainly encouraged the brand to enter into other culinary products.

After the conducted study following recommendations could be sited for Maggi Brand. - To gain maximum leverage in terms of profit the company should pay emphasis on segments with age groups 25-35 and above .Advertising is the key to success. Targeting these segments will not only enhance the companys profit margins but also it will leverage the brand image of Maggi. - The company should advertise its products by depicting attributes related to Health like Nutrition values, % of Vitamins, Proteins etc.This would help in customers perceiving the product as Healthy. - Foray into other food products like chips, chocolates etc under its sole brand name would not only help in Brand extension but will also enhance Maggis market share. FUTURE PLANS - Nestl Indias objective is to manufacture and market the companys products in such a way so as to create value that can be sustained over the long term for consumers, shareholders, employees and business partners. - Maggis aims to create value for consumers that can be sustained over the long term by offering a wide variety of high quality, safe food products at affordable prices. - The company continuously focuses its efforts to better understand the changing lifestyles of modern India and anticipate consumer needs in order to provide convenience, taste, nutrition and wellness through its product offerings. LIMITATIONS: The present study is confined to a minimal sample size and may not reflect the opinion or response of the entire population in general. The results of our study are entirely confined to the responses of the Delhi consumers and might deviate in terms of actual population as a whole.Recomendations given after the study are entirely dependent on the survey and the secondary analysis done in the report.

Q-1 Are you a customer of magi ? Yes No Analysis: This survey suggested that out of 20 customers all are consumers of Maggi products. Maggi is quite famous with the different types of customers in the market. Our survey took sample of customer in general.

Q-2 what comes first in your mind when you hear the word Maggi? Noodles Fast food Snacks None of these Analysis: The survey suggested that 14 out of 20 consumers associated magi with noodles. 3 for snacks and masala each. People are familiar with magi as a brand for noodles in majority .

Q-3 what is the brand that comes to your mind when we say the word noodles? Maggi Top Ramen Surya Noodles Anil Noodles Analysis: The survey suggested that Maggi is the most popular brand with the customers of noodles . It suggests that 18 out of 20 consumers associates noodles with magi.

Q-4 Rank the following Maggi products w.r.t. frequency of purchase with 1 being the highest rank RANK Noodles Ketchup Soup Pickles Cubes _________ _________ _________ _________ _________

Analysis: Most of the consumers have ranked noodles as 1. People purchase Maggi noodles in majority . The frequency of purchase of magi noodles is very high. Q-5 With what products would you associate the brand Maggi? Ketchup Noodles Soup Masala

Analysis: The survey suggested that 12 out of 20 people associated the brand magi with noodles .6 customers associated with masala. 2 consumers associate the brand with soup and 1 with ketchup .


On a scale of 1 to 5 rate Maggi on the following parameters Taste ____________ Variety/Flavours ____________ Hygiene/Purity ____________ Availability ____________ Packaging (SKUs) ____________

Analysis: The product of Maggi have been rated well above parameters by most of the customers.

Q-7 Rank the categories which Maggi should look in future in order of your importance : Chocolates _____________ Salted Potato Chips _____________ Fruit Juices _____________ Processed foods(Ready to use pastes, masala) ____________ Others ( Please mention) _____________ Analysis: According to the survey ,magi should look for salted potato chips in future as it is highly demanded by the people in market.

Q-8 how do you rate Maggi brand in terms of following parameters: Expertise (Competent, Innovative, Market leader) Trustworthiness (Dependable and keep customers interest in mind) Liability ( Fun ,interesting) None of these

Analysis: According to survey , Maggi brand is using expertise strategy to look forward in future .

Q-9 How do you perceive Maggi products? Good for health. Ready to eat. Junk food Tasty / Fun eating Analysis: The survey suggest that most of the consumers perceive magi product as being good for health .

Q-10 Which Maggi products in noodles category do you regularly buy? (Repositioning awareness) Maggi masala Maggi vegetable attar noodles Maggi dal Atta noodles Maggi rice noodles mania Others Analysis: The survey suggest that most of the consumers regularly buy magi vegetables Atta noodles while few of them preferred magi masala noodles.

Q-11 Do you perceive Maggi noodles as a healthy product? Yes No Analysis: According to survey Maggie is perceived as a healthy product for most of the consumers.

Q-12 If No then your suggestions for improvement as a healthy product? ____________________________________________ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ _ _ _ _ _ _ _ _ _ _ _ _ Analysis: The survey suggest that 20 out of 20 consumers perceive magi noodles as a healthy product and need no improvements as a healthy product.