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Introduction to Cadbury
Ever since the Cadbury factory was set up in India in 1947, the term “Cadbury” has
become synonymous with chocolates. Any brand of chocolate is called Cadbury; it’s
become a generic name in this industry. And why not? Considering the penchant we Indians
have for sweets, it’s not surprising that this sweet, smooth, milky and irresistibly delicious
brown bar is the best childhood gift any Indian child could get. Thank God for young John
Cadbury who ventured into the chocolate business over 150 years ago, way back in
England, in 1824.
John Cadbury believed that alcohol was one of the causes of poverty and
deprivation amongst the working class, and by providing tea, coffee, cocoa and chocolate
By today’s standards, the chocolate produced by Cadbury in the late 1800’s was not
particularly palatable. Cocoa mass, cocoa butter, sugar and milk powder were mixed
together into a coarse, dry mass. Competition from France and Switzerland forced the
Cadbury experts to improve their recipe, leading to a new formula which incorporated fresh
milk and the development of a new Production process. Dairy milk (Then known as Dairy
Maid) was the result. Cadbury was ready to challenge the swiss domination of the milk
chocolate market.
Dairy milk gradually gained its status as the brand leader, and has held the number
one spot ever since. Long gone is the dry chocolate supplied by john Cadbury in his
Birmingham grocery store. Today more than 250 million bars of dairy milk are produced
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Years of chocolate making expertise and a carefully controlled process have given
the Cadbury brands the special taste and smoothness for which they are renowned
throughout the world. And for which we chocolate lovers are eternally grateful!
The origin of the group goes back over two centuries. Some of the most loved
international brands are from the stable of Cadbury Schweppes – Cadbury Dairy Milk, Dr
Pepper, Flake, Trebor Basset, Snapple, Motts and… with the acquisition of Adams, brands
like - Halls, Clorets, Trident, Dentyne and Bubbas bubble gum range will now be part of
the Group’s portfolio. 55,000 people populate the humming offices of Cadbury Schweppes
Cadbury Schweppes is the No.1 confectionery and third largest soft drinks company
in the world. We manufacture, market and distribute branded chocolates, confectionery and
supportive of our consumers, customers and colleagues; proud of our heritage, and
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Cadbury India Ltd.
Cadbury India began its operations as a trading concern in 1947. The first taste of
chocolate was defined by Cadbury in the Indian sub continent. It has been more than 50
years of calling chocolates “Cadbury” in India. The company today employs nearly 2000
With brands like Dairy Milk, Gems, 5 Star, Bournvita and Perk or newer products
like Celebrations, Bytes, Chocki, Delite and Temptations, there is a Cadbury to suit all
Cadbury’s India Ltd. tries to bring the sweetest of smiles to millions of consumers
through their dearly loved brands distributed through 5.5 lakhs outlets across the country.
Cadbury dominates the Indian chocolate market with a 65% market share. Besides, it has a
4% market share in the organized sugar confectionery market and a 15% market share in
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Cadbury is mainly into three segments
1. Chocolates - Cadbury India is the market leader in the chocolate confectionery market in
India with over 70 per cent market share. The leading brands in this category are Cadbury’s
Dairy Milk, Fruit & Nut, Crackle, Temptations, 5 Star, Perk & Celebrations Gift boxes. For
more than five decades now, Cadbury has enjoyed leadership position in the Indian
chocolate market to the extent that 'Cadbury’ has become a generic name for chocolate
products. Cadbury has leading brands in all the segments viz bars (Dairy Milk, Crackle,
Temptations), count lines (5 star, Milk Treat), panned confectionery (Gems) and wafer
2. Sugar Confectionery – Cadbury Dairy Milk Eclairs is one of the leading brands in this
category. It is amongst the largest éclair brands in the market in terms of value share.
Cadbury also owns Halls (which was acquired as a part of the global acquisition of the
Adams business from Pfizer in 2003). Halls is amongst the largest brands in its segment of
3. Food Drinks – Cadbury’s Bournvita is a leading brand in the brown drinks segment of
milk / malted food products. Cadbury’s other products include Drinking Chocolate and
Cocoa powder. Overall share in the malted food drinks market is estimated to be around 19
per cent.
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The company has recently made a foray into snacking category with Cadbury Bytes, its
sweet snacking brand. The company has been performing well in India. The net sales of the
company have increased from around US$ 166.3 million in 2004 to US$ 193.6 million in
2007.
1994 2001
Chocolate 59% 65%
Sugar Confectionery 9% 10%
Food Drinks 32% 24%
Vision Statement
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“Life full of Cadbury, Cadbury full of life.”
Objective is to:
Strategy is to:
Create robust and sustainable regional positions in core categories of confectionery and
Process:
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We will achieve this by Managing For Value
· Adopting Value Based Management for major strategic and operational decisions and
business systems.
· Aligning our management rewards structure with the interests of our shareowners.
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Cadbury Dairy Milk-Roast Almond, Double Deck, Fruits&Nuts, Chunky, Perk, 5Star,
Gems, Bournvita, Celebration, Bytes, Chocki, Crackles, Halls, Delite- Delite Mango, Delite
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Marketing strategy
achieving this vision by growing the market, by appropriate pricing strategy that will create
a mass market and to have offerings in every category to widen the market. In order to
increase sales Cadburys needs to undertake a range of marketing activities before deciding
upon the best way to encourage the purchase of its product. When identifying the basic
principles which Cadburys must apply to its marketing will be its basic objectives because
all business must have objectives it allows them to increase sales and make profit.
Corporate aims are the long term intentions of a business, whereas corporate
The marketing and sales idea in Cadbury’s India Ltd. has been to make its brand
presence felt in the pockets of very individual and for every occasion this idea can clearly
seen in their latest Advertisement of “Cadbury’s Dairy milk for every occasion”.
Earlier the Cadbury brand were positioned only for kids but in the last few years the
positioning has been not age specific but as a chocolate for every occasion, which can be
understood in the slogan “Khane walo ko Khane ka bahana chahiye” – one of their well
known ads.
The pricing strategy is such that they have introduced specific products to cater to
different markets like Rs 2 chocki at the lower segment to the Celebrations in the premium
segment.
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The success of Cadbury India had been, in large measure, due to:
consumer’s life space, creating various new consumption occasion and providing the
ii) Increasing the Width of Consumption by increasing consumer awareness and also by
Cadbury Temptation was a premium chocolate range launched last year in order to
Cadbury Chocki was launched at Rs2/- to provide consumer with a chocolate taste
Product such as Cadbury 5 Star, Cadbury Gems and Cadbury Eclair were re
launched aimed at increasing the awareness and relevance of the brand. The Gifting
segment was tapped aggressively with special focus during Raksha Bandhan and Diwali.
Bournvita was re launched in South India. The initial response had been very
encouraging. Riding on the re launch activity in North and West India, the brand achieved
The common aim and objectives of the corporation such as Cadbury includes the
following:
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1 Survival- For any company, survival is the most important part. To maintain a stable
2 Profit maximization- which is often taken to be the reason why firms exists and to be the
primary objectives in practices most firms have a hierarchy of objectives when a firm’s
survival is threaten it may profit maximizes in order to restore its financial health.
product.
Their Marketplace
Cadbury operates in the global confectionery market. The market is large, growing
and has attractive dynamics. The global confectionery market is the world’s fourth largest
packaged food market. It represents 9% of that market, and has a value at retail of US$141
billion. Chocolate is the largest category, accounting for over half of the global
Targets
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Life without targets for a marketing or sales manager is unimaginable so is the case
in Cadbury’s India ltd. The targets are set at the central office and than it percolates down to
the branch level to each and every sales officer. The targets are set for every “Journey
cycle” i.e. one journey cycle is equal to 28 days or 4 weeks because of this the sales officer
puts focused and continuous efforts towards completion of this 4 weekly targets and
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Promotions at Cadbury’s India ltd. are very infrequent excepting at the time of
launch of a product example during the launch of their product Delite which was launched
During the initial two months of launch of Delite it was either given as free samples
or the Sales officers would keep stalls at prominent places and offer cups of Delite to
customers. These types of promotions are only during the launch stage of the product to
All the promotions are decided at the branch level within the budgets allotted to
them. One of the most common type of promotion carried at the Mumbai-west division is
the buying of the shelf space at the retail outlet. Here Cadbury’s buy the shelf space at a
retails outlet for a specific period and keep only Cadbury products during that allotted time.
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Advertising is any paid form of non-personal presentation and promotion of ideas, goods
and services by an identified sponsor. The advertising messages are communicated through
mass media such as newspapers, magazines, satellite TV channels, internet, direct mail, and
so on.
brings to the knowledge of the potential customers regarding the availability of new
and better goods and services. It is not enough to create awareness, but it is more
important to create top of mind (TOM) awareness, so that the customers whenever
think of buying a product, the brand name of exporter should be at the top of the
2. Persuasion: The overseas buyer needs not only information about the new goods
and services, but he needs to be persuaded to buy the exporter's products and
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services .This is because ; the buyer is confronted with many competitive messages
of competing brands. Therefore, the role of advertising is not only to inform but also
to persuade the prospect to buy goods and services offered by the exporter.
brands and also to the firm. People from different countries become familiar with
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stock the products and push them in the market to the buyers. Necessary advertising
develop good brand image in the overseas market. Brand image refers to perception
of the brand in the mind of customers. As far as possible, the exporter must develop
a positive image of the brand through effective advertising, which would result in
higher sales.
customers do not switch over to competing brands. The exporter needs to remind
the customers about the availability of the brand. The advertiser has to inform the
customers about the various features of the product, such as quality, uses,
advantages, price and such other aspects. This helps the buyers to make a proper
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8. Expansion of Markets: Effective advertising is required to stimulate more and
more demand from the buyers. The exporter can also enter into new market areas or
towards Indian goods. They are of the opinion that Indian goods are inferior in
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Innovation at Cadbury’s India Ltd
Most of the companies in India supply goods to the target market in a normal truck
or simple vehicle but Cadbury’s India Ltd. is planning to come up with a “Venturer
Simulator”, the specialty of the brand will be that it will be painted throughout by the
different brands of Cadbury’s India ltd.. The simulator is much more than just a vehicle for
transporting brands but it will also be an extremely effective as a marketing tool which can
With high profile graphics and theming, a simulator crates unique visibility,
awareness and media coverage for corporate identity or PR campaigns. Its potential has
already been recognized by many leading companies like Coca-cola, Pepsi, Disney World
and many more but Cadbury’s India Ltd. will be first in its category to do something like
this.
Competition
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Cadbury has been losing market share, but continues to dominate the chocolate
market with about 65% market share. Nestle has emerged as a significant competitor with
about 24% market share. Other national players in segment include co-operative owned
Amul and Campco, besides a host of unorganized sector players. The unorganized players
largely dominate the sugar confectionery segment. Leading national players in this category
include Nutrine, Parry's, Ravalgaon, Candico, Parle’s, Joyco India and Perfetti. The MNC’s
such as Joyco and Perfetti have aggressively expanded their presence in the country in the
Distribution Management
When we talk about distribution management, we talk about the flow of raw
material from the supplier to the manufacturer and than from the manufacturer to the
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distributor and than from the distributor to the retailer flowing to the final customer as
Cadbury in India
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Cadbury India is a wholly owned subsidiary of Cadbury Schweppes which has
operated in the country for more than 55 years. It was originally incorporated as a wholly
owned subsidiary of Cadbury Schweppes Overseas Ltd in 1948. The company today
employs nearly 2,000 people across India. Cadbury India is the No. 1 confectionery
company with a 70 per cent market share in India. It is a dominating player in the Indian
chocolate market with strong brands like Dairy Milk, Five Star, Perk, Gems, etc. Dairy milk
Company Overview
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They are currently the world’s biggest confectionery company with a number one or
number two position in 20 of the 50 largest confectionery markets across the globe.
They create chocolate, gum and candy brands people love - brands like Cadbury,
Their heritage starts back in 1824 when John Cadbury opened a shop in
Birmingham selling cocoa and chocolate. Since then they have expanded their business
throughout the world by a programme of organic and acquisition led growth. On 7 May
2008, the separation of their confectionery and Americas Beverages businesses was
completed creating Cadbury place with a vision to be the world's BIGGEST and BEST
confectionery company.
* They make and sell three kinds of confectionery: chocolate, gum and candy
*John Cadbury opened for business in 1824 – making them nearly 200years young
*Every day millions of people around the world enjoy their brands
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On October 2003, just a month before Diwali, the Food and Drug Administration
Commissioner received complaints about infestation in two bars of Cadbury Dairy Milk,
Cadbury India’s flagship brand with over 70% market share. He ordered an enquiry and
went directly to the media with a statement. Over the following 3-week period, resultant
adverse media coverage touched close to 1000 clips in print and 120 on TV news channels.
In India, where Cadbury is synonymous with chocolate, the company’s reputation and
credibility was under intense scrutiny. Sales volumes came down drastically in the first 10
weeks, which was the festival season; retailer stocking and display dropped, employee
morale – especially that of the sales team – was shaken. The challenge was to restore
confidence in the key stakeholders (consumers, trade and employees, particularly the
sales team) and build back credibility for the corporate brand through the same channels
In defense, Cadbury issued a statement that the infestation was not possible at the
manufacturing stage and poor storage at the retailers was the most likely cause of the
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reported case of worms. But the FDA didn’t buy that. FDA commissioner, Uttam
Khobragade told CNBC-TV18, “It was presumed that worms got into it at the storage level,
but then what about the packing – packaging was not proper or airtight, either ways it’s a
FDA. The heat of negative publicity melted Cadbury’s sales by 30 per cent, at a time when
For the first time, Cadbury’s advertising went off air for a month and a half after
Diwali, following the controversy. Consumers seemed to ignore their chocolate cravings.
Remedy:
A focused and intense communications program was implemented over the next six months
to rebuild credibility and restore confidence among the key stakeholders. The results:
In media, the key message that infestation was a storage-linked problem, not
manufacturing related, found widespread acceptance. Across the board, media carried
Sales volumes climbed back to almost to pre-crisis levels eight weeks after the
launch of new packaging – a concrete step taken by the company to minimize the
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incidence of infestation. This reflected consumer confidence in the brand and the
company.
The last two helped to restore faith in the corporate brand among the trade and employees.
The incident came close on the heels of a cola controversy where a scientific
laboratory declared colas unsafe due to high levels of pesticide. The jury was still out on
that issue and so this incident acquired political overtones with parties decrying Cadbury as
Counsel, Cadbury Schweppes called it ‘the worst worm infestation-related crisis anywhere
in the world’.
The immediate objective was to get the following key messages across:
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Infestation could never occur at the manufacturing stage
The problem was storage linked; this without alienating trade channels
The challenge was to restore confidence in the key stakeholders (trade and employees,
particularly salespersons) and build back credibility for the corporate brand through the
Strategy:
It was decided from the start to address the issue head-on and take whatever steps were
necessary to restore confidence. Having historically maintained a low profile with the
media and let its brands and its performance speak for it, the company began to cultivate
relationships with the media and turn it into an ally and a credible, independent endorser to
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Phase 1: Presenting Cadbury’s view (October-December 2003)
The day the crisis broke, the agency set up a media desk to ensure that no media query
went unanswered. From Day 1 every story carried Cadbury’s point of view.At the first
media briefing organised by the agency, the Cadbury’s Managing Director addressed
Consumers must exercise the same care in purchasing a chocolate as they would
At a second media briefing about two weeks after the first incident was reported, Cadbury
storage problems.
An Editorial Outreach program with 31 media editors across 5 most affected cities was
orchestrated by the agency to get senior Cadbury spokespeople to share their version of
events in one-on-one meetings. The trade, and consumers, were reached nationally through
facts about Cadbury manufacturing and storage and highlighted corrective steps being
taken by the company. This was a public statement of the corporate stand on the issue. The
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trade was supported with posters and leaflets to help them share Cadbury point-of-view
with their customers. A response cell with a toll free number and an e-mail id were put in
place to give trade a means to directly contact the company with any issues they faced-
reinforcing the company’s commitment to quality. From the beginning, a series of town hall
meetings were held with senior managers addressing employees to ensure they were
updated on the proactive actions being taken by Cadbury to manage media, help trade and
ensure future occurrences of such incidents were kept to the minimum. Regular email
updates from the MD were also used to communicate the company’s point of view and to
The new ‘purity sealed’ packaging was launched in January 2004. By investing up
to Rs 15 crore (Rs 150 million) on imported machinery, Cadbury’s revamped the packaging
of Dairy Milk. The metallic poly-flow, was costlier by 10-15 per cent, but Cadbury didn’t
hike the pack price. This entailed double wrapping for maximum protection to reducing the
possibility of infestation. This was a big step involving investment of millions of dollars
and getting on stream a production process in 8 weeks that would normally take about six
months. To communicate these significant changes the company was making, Cadbury
brought in a brand ambassador to reinforce the credibility that the company had
demonstrated through its actions. Amitabh Bachchan, a legendary Indian film star, was
chosen, as he embodied the values of Cadbury as a brand and connected with all of India –
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A media conference was organized in Mumbai to launch the new packaging. And
this was followed with press conferences in cities worst affected by the crisis – Pune and
Nagpur in Maharashtra and Cochin in Kerala. In these conferences, media persons were
encouraged to compare the old and new packs with an innovative comparison kit and
experience the significant changes in packaging first hand. An audio visual with a message
from Amitabh Bachchan, was beamed to build credibility and excitement. Given that much
of the damage had come from television coverage, a video news release with packaging
shots and factory shots was given to television channels to control the visual messaging.
Simultaneously, senior Cadbury spokespersons had one-on-ones with the Editors of the
Another audio visual with a message from the star was used in a series of sales
conferences to enthuse and reassure salespersons. And this helped to rebuild confidence in
the salespersons to go and sell the product more convincingly and confidently to the trade.
The announcement of the new pack was done through a testimonial advertisement on TV
called ‘Sincerity’. It consciously addressed the problem head-on, with the superstar talking
straight into camera about how before doing the ad he first convinced himself about the
quality of Cadbury chocolates by visiting the factory. Consumers respected the brand for
not skirting the issue but acknowledging it and giving a solution to the problem this was
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Results:
Media Coverage: The media relationship effort clearly helped in making media
accept that the infestation was genuinely caused by storage-linked problems. From the
start, all media reports carried the Cadbury’s point-of-view. Bad news automatically
gets great coverage. However, the agency helped Cadbury get a total of 378 clips in
over 11 languages covering the new packaging, and its benefits, in January 2004. The
Business Today clip is a typical representation of the changed media perception and a
Sales: Sales volumes, which declined drastically between week 1 and week 10 of
crisis, climbed back almost to the pre-incident levels by week. within 8 weeks of
parameters like intention to buy Cadbury chocolates. While the new product
introduction and advertising had their role to play in the changing consumer
perceptions, the media’s positive coverage and the trade’s positive pre-disposition
played a huge part in helping Cadbury regain its reputation in the market.
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Role of Public relations
organizations. It is unlike advertising, where you are sharing skills of planning, creative and
media buying teams with an out-sourced agency. PR calls for a very intimate understanding
of the total inner workings of your organisation at all levels – workers to Board levels. It
requires the integration of knowledge and communications. It is not a part time job for a
Marketing Services Manager. If it is to work and serve the larger objective, the PR
finance, corporate agendas. Therefore, the PR Head should be part of the top management
team – reporting directly to the CEO. He also needs to share everyone’s confidences.
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Factors for Success
Cadbury’s brands are available in over a million outlets across the country. The
distribution network directly covers almost the entire urban population. The
competitiveness. Cadbury has improved the distribution quality of its products with
quality in summer, when sales usually dip due to the fact that the heat affects
Cadbury owes its success to strong brand equity and resultant consumer preference
that it enjoys in India. The company has built strong brand equity through
communication. Cadbury has developed new channels for marketing its brands such
as Gifting and Snacking. The company places great emphasis in ensuring display
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3. Customization of products for India
Cadbury India has spent time in understanding the Indian consumers. Leveraging its
55 years of experience in India, the company has customized its products to the
Indian markets. It also offers products at affordable price points so as to increase its
market penetration.
Though, India contributes to less than 5 per cent of the global revenues today, India
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5. Managerial Talent
Cadbury has begun recruiting management graduates in India to serve its global
operations.
India offers huge market potential and is a priority market for Cadbury. The
company also leverages India as a manufacturing base for producing products for
the overseas market. Cadbury India has 4 company owned factories and as many
third party manufacturing contractors. It also has a wide Sales & Distribution
India.
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Cadbury's won the battle of worms
Three years back, Cadbury's found itself in the eye of a storm, when a few instances
of worms in its Dairy Milk bars were reported in Maharashtra. In less than two weeks, the
company launched a PR campaign for the trade. And three months later, came an ad
Subhash Ghoshal Foundation say that Cadbury moved quickly to bear the cost of damage.
And thanks to its equity with the consumers, Cadbury's won back consumer
about finding worms in Cadbury Dairy Milk chocolates. Quick to respond, the Maharashtra
Food and Drug Administration seized the chocolate stocks manufactured at Cadbury's Pune
plant.
In defence, Cadbury issued a statement that the infestation was not possible at the
manufacturing stage and poor storage at the retailers was the most likely cause of the
But the FDA didn't buy that. FDA commissioner, Uttam Khobragade told CNBC-
TV18, "It was presumed that worms got into it at the storage level, but then what about the
packing - packaging was not proper or airtight, either ways it's a manufacturing defect with
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That was followed by allegations and counter-allegations between Cadbury and
FDA. The heat of negative publicity melted Cadbury's sales by 30 per cent, at a time when
For the first time, Cadbury's advertising went off air for a month and a half after
Diwali, following the controversy. Consumers seemed to ignore their chocolate cravings.
education initiative covering 190,000 retailers in key states. But what the company did in
revamped the packaging of Dairy Milk. The metallic poly-flow, was costlier by 10-15 per
Bharat Puri, managing director, Cadbury's India says, "While we're talking about
a few bars of the 30 million we sell every month - we believe that to be a responsible
company, consumers need to have complete faith in products. So even if it calls for
substantial investment and change, one must not let the consumers’ confidence erode."
some heavy duty endorsement putting his personal equity on the line for the brand.
The company upped ad spends for the Jan-March quarter by over 15 per cent. The
recovery began in May 2004, and by June, Cadbury's claimed that consumer confidence
was back.
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These experts believe that the reason for Cadbury's success was that it took
crisis head-on. And the consumers were more forgiving, because the brand enjoyed an
relationship that Cadbury's has built with the consumer is responsible for latitude the
"They are seeing it as a lapse, not a breach of trust - this difference is key. What
Cadbury's set out to deliver, it goofed up once but it seemed to be very sincere in its intent
Even so, other experts felt Cadbury's was itself to blame for the worm crisis.
Mahnaz Curmally, PR counsel, explains, "Cadbury's had known for a long time that
packaging needed change, so in a sense, they waited for something to happen before they
made that change and perhaps in hindsight, they could have made that change voluntarily."
Cadbury's could be case study of a sweet recovery from a crisis. It continues to lead
the Indian chocolate market with over 70 per cent marketshare. However, the experts feel
that today's constantly changing environment should keep the company on guard.
Cadbury India, the Indian arm of British confectionery giant Cadbury Schweppes, has seen
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a surge in its chocolate sales. This, after the melt-down in sales in the wake of the worm
Last October, when worms were found in bars of the flagship brand Cadbury Dairy Milk
(CDM) in certain shops in Kerala and Maharashtra, the company saw its value share melt
from 73 per cent in October 2003 to 69.4 per cent in January 2004. In May, however, it
CDM sales volumes declined from 68 per cent in October to 64 per cent in January 2004. It
edged up to 65.9 per cent in May 2004. Says a Cadbury India executive: "The big factor
that has pushed up CDM sales is the Amitabh Bachchan campaign. It helped restore
CDM contributes about 30 per cent to Cadbury India's turnover, which stood at Rs 729.81
crore in the year ended December 2003. The Rs 2,000-crore chocolate market witnessed a
growth of 4 per cent in 2003, according to AC Nielsen ORG Marg retail audit data.
Sanjay Purohit, executive director of Cadbury India, would not give the entire credit to the
brand mascot. He claims that it was the astute action taken by the company which helped.
Advertising:
The company began its multi-pronged campaign on key print, broadcast and
electronic media to regain its lost credibility and almost re-established the category.
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Message Strategy:
It decided to convey that the root of the problem was as the distribution end, that
any food item could face similar infestation, and yet Cadbury would take initiatives
The company launched project vishwas, a three pronged program that addressed the
trade consumers, media and employees. The project incorporated the following measures:
1. For Trade:
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A retail monitoring and education program was launched that performed quality
checks at over 50,000 retail outlets and educated 1,90,000 wholesalers and retailers
A press ad regarding ‘facts about Cadbury’ was also published nationally in 55 trade
the company.
Posters and leaflets on the issue were also distributed to retailers, encouraging them
Cadbury also linked the trade with response cell through a toll free number and an
2. For Media:
The media was also explained the company’s point of view given updates about
actions initiated by the company and encouraged to share them with consumers.
The company instituted a media desk and diligently answered every media query
friendly or not. The company’s managing director urged media to assure consumers
that Cadbury was safe to eat, but that consumers exercise the usual care in
to ensure against poor storage. Cadbury’s MD and key spokespersons had one to
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one sessions with 31 media editors as part of an ‘outreach’ program initiated in
November 2003.
3. For Employees:
Through were also briefed about actions taken through meetings with senior
Conclusion
solving a daunting business crisis. With a 360 degree communication approach that targeted
various audiences Cadbury could quickly control and offset the negative word of mouth it
had received.
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By integrating a variety of tools like press release and conferences, consumer, point
of purchase communication, packaging initiatives, email communication and the like, all
focussing on the same problem, Cadbury could communicate a unified message and get
audiences to appreciate the efforts it had taken to minimize instances of future occurrences.
The success of the Cadbury brand can be seen in how its image is continually
maintained over time. Identifying brand values, and matching these to consumer lifestyles
in specific market segments can help develop a clear advertising message. In previous
advertising messages quality and taste were emphasized. Cadbury is now building on this
through its 'Choose Cadbury' strategy to underline the feeling a premium brand can bring to
its customers. The Cadbury brand has proven itself to be a leader in a highly volatile and
competitive market because it has successfully established, nurtured and developed its
BIBLIOGRAPHY
BOOKS REFERRED
BOOK NAME
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WEBSITES
www.cadburysindia.com
www.cadbury.com
www.cadburydairymilk.com
www.cadburyltd.com
www.wikipedia.com
www.google.co.in
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