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Nestle India

• Industrial Feasibility
• Established in 1866, Switzerland based holdings
• In 1997, Nestle India launched “new improved” Maggi.
• In 2001 Nestle emerged as India Third largest company after HLL &
Amul.
• Maggi entered Indian market in 1982.
• Top Players
• Top Ramen & Chings
• Turn Over
• Rs. 21 crs. p.m. approx.
• Products
• Masala, Curry, Tomato, Chicken.
• Veg.Atta, Rice Mania, Sambar and Cuppa Mania.
• Market Captilisation
Brand Initiative
• Brand Campaign
• STPD Analysis
Segmentat
Targeting Positioning Differentiation
ion

Age Kids Fast to cook good to eat Taste

Eating Habits Youth 2-minute noodles Flavours

Lifestyle of
Office goers Taste bhi health bhi Packaging
urban families

  Working Women  

INNOVATION AND REJUVINATION


Health conscious
   
people
New Brand Initiatives
Differentiation Strategy
• Launch of New
variantsconducts
•• Maggi in the various Sales
Product
Soup segment
Viability
Promotion
– Distribution
Activities
- Has a
like distribution
strong
with Maggi
- Cook-N-Serve
channel
Masala which Meets.
Noodles is within 100 km of all the
metros.
- Sampling
Soup, The brand also(Wet
Activities
Oriental has taken
andinitiatives
Dry).
like
Thai Route-to-Market.
Noodles
- Branding Activities.
– Pricing
Soup – Reasonable competetive
& Palak
pricing.
Corn Soup. Goes from Rs.5/- for 45 gm to
Rs.78/-
• Launch for 750 gm.
of Maggi
– Viabilty-
Kitchen It is easily available to all
Secrets
stratas
Bhuna of society.
Masala.
Differentiation Strategy
Product Mix
Stock Keeping Units
• Classic Noodles – 5 – 10
Maggi 45 g 75 g 90 g 180 g 380 g 540 g 750 g
yrs.
Product              
• Veg.
Masala AttaNoodles
    – Health
         

Conscious.
Curry              
Tomato              
Rice Mania
• Chicken   – Teenage
           
• Veg. Atta
Cuppa  
Mania  
– Office          
Rice Mania              
goers, Working
Sambar  
women.
           
Cuppa
             
Mania
Opportunity
• Curbing
Rural market
competition
– Due
Exploring untapped market
to globalisation in thetaste
and growing rural for
areas
to educate and
international promote
flavors benefits
foreign of Maggi
products are trying
noodles
to as a diet. in the market.
get a foot-hold
– Indian
Collaborations
and Chinesewith flavors
the Government for Mid-
being popular Maggi
day meals
should lookinatschools.
flavors like Manchurian,
Schezwan, Chicken Tikka, etc. anything that
• Youth
– suits
Youththe Indian
being highpalate.
on stress with less of time,
• Maggi Cafe
Maggi should be promoted as a whole meal as
– Maggi
well asasa snack.
a brand(Masala, crispies,
can indulge theirsalted,
loyal
pepper andwith
customers cheese flavors.)meals at Maggi
wholesome
Café.(Competition to Noodle Bar)
Conclusions & MIS
Rupees in Millions     
  2003 2004 2005 2006 2007 2008

• We would like to conclude with a few


Gross Sales 22,798.30 23,728.20 26,438.90 29,441.90 36,471.80 44711
  Domestic Sales # 20,226.90 21,292.80 23,847.10 26,646.10 33,174.10 41327
  Export Sales 2,571.40 2,435.40 2,591.80 2,795.80 3,297.70 3383.9

points and suggestion for increasing


  EBITDA *

  Additional Employee Cost
4,446.80

-
4,509.90

-
5,220.50

-
5,415.20

-
6,962.70

753.7
8637.3

profit.   Other Income

  Impairment of fixed  assets
278.3

22.2
144.5

23.3
237.4

-26.4
206.1

3.9
254.4

11.8
338.9

3.1

– Education in Rural markets


  Provision for contingencies

Profit before taxation


229.6

3,991.50
266.9

3,864.90
223.2

4,690.60
144.9

4,805.30
-590.4

6,286.10
304.9

7728.3

– Varity is product experience


Net Profit 2,630.80 2,519.20
 
3,095.70 3,151.00 4,138.10 5340.8

– Promotion through Social welfare


  Earnings per Share (Rs.) 27.29 26.13 32.11 32.68 42.92 55.39

Dividends per Share (Rs.) 20 24.5@ 25 25.5 33 42.5**

– Prepared and ready to eat Outlets


# Domestic Sales include excise duty also
* EBITDA - Earnings before Interest, Tax, Depreciation and Amortisation.

@ Includes Special Dividend of Rs. 4.50/-, mainly out of undistributed profits of the previous
financial years.

** Includes Special Dividend of Rs 7.50 paid pursuant to the Scheme of Arrangement between

the Company & its shareholders & creditors sanctioned by the Hon’ble High Court and made
effective on 31st October, 2008.