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5685
|
dbpedia
|
0
| 20
|
https://afamwilsonnc.com/2017/10/12/shaw-university-news/
|
en
|
Shaw University news.
|
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[] |
[] |
[
""
] | null |
[
"Lisa Y. Henderson"
] |
2017-10-12T00:00:00
|
From the Shaw University Bulletin, volume XXII, number 2 (October 1952): Malcolm D. Williams Dr. George K. Butterfield Dr. Joseph F. Cowan
|
en
|
Black Wide-Awake
|
https://afamwilsonnc.com/2017/10/12/shaw-university-news/
|
From the Shaw University Bulletin, volume XXII, number 2 (October 1952):
Malcolm D. Williams
Dr. George K. Butterfield
Dr. Joseph F. Cowan
|
|||||
5685
|
dbpedia
|
2
| 39
|
https://www.museumofdurhamhistory.org/new-150-faces-of-durham-banners-on-display
|
en
|
New Faces of Durham Banners on Display
|
https://www.museumofdurhamhistory.org/wp-content/themes/modh-theme/dist/favicon.ico
|
https://www.museumofdurhamhistory.org/wp-content/themes/modh-theme/dist/favicon.ico
|
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] |
[] |
[] |
[
""
] | null |
[] | null |
The Museum of Durham History is dedicated to expanding the perspectives from our staff and network of guest contributors, while exploring the rich history of Durham, NC.
|
en
|
https://www.museumofdurhamhistory.org/wp-content/themes/modh-theme/dist/favicon.ico
|
https://www.museumofdurhamhistory.org/new-150-faces-of-durham-banners-on-display
|
Just last week, we rotated the banners of our outdoor Faces of Durham display! It is always exciting to change out these banners, as they are the first thing that people see when approaching the Museum.
This new group of banners includes some dear friends of the Museum and familiar faces all throughout Durham. In this collection, we feature the late MaryAnn Black, one of the Museum’s founding board members and biggest supporters when we opened almost a decade ago. We also include Mr. William Gaston Pearson, the very first principal of Hillside High School. Last but certainly not least, musical giant Clyde McPhatter’s radiant smiles upon visitors as they make their way to our front door.
Stop on by the Museum to take in these new banners of the Faces of Durham exhibit!
|
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5685
|
dbpedia
|
3
| 59
|
https://www.opencampusmedia.org/2023/10/26/shaw-university-hopes-campus-rezoning-can-ease-years-of-financial-struggle/
|
en
|
Shaw University hopes campus rezoning can ease years of financial struggle
|
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[] |
[] |
[
""
] | null |
[
"Dejah Miles"
] |
2023-10-26T00:00:00
|
Shaw University in Raleigh will lease parts of its campus to developers for the creation of residential and commercial space.
|
en
|
Open Campus
|
https://www.opencampusmedia.org/2023/10/26/shaw-university-hopes-campus-rezoning-can-ease-years-of-financial-struggle/
|
Shaw University — which has called Raleigh, North Carolina, home since its founding in 1865 — is hoping a campus redevelopment and rezoning project will help ease its financial problems.
Like many other historically Black colleges, the university has struggled financially due to declining enrollment, underfunding, and a shrinking market share. Private and federal loans, combined with rising costs of operating the campus, have placed the school in urgent need of a cash infusion.
Under the plan, the university will lease parts of the campus to developers for the creation of residential and commercial space. The campus is located in a rapidly developing part of Raleigh, and the land the university flagged for rezoning was valued between $160 million and $270 million as of 2019 — far outstripping its annual budget, The Assembly previously reported. The Raleigh City Council approved the rezoning proposal in June.
We talked with Kevin Sullivan, the university’s vice president for real estate and strategic development, about what’s to come. The conversation has been lightly edited for length and clarity.
Dejah Miles: To start, could you please explain how this redevelopment aligns with the university’s long-term goals and visions?
Kevin Sullivan: Shaw University’s historic Raleigh campus has been an integral part of the city since its founding in the late 19th century, even preceding much of downtown Raleigh’s development. The rezoning and redevelopment efforts are in line with our mission to preserve our history while creating an environment that attracts and retains students. To achieve this, we need to provide modern facilities, such as science buildings, residence halls, and a new student center, which are appealing to today’s students and enhance their learning experience.
You mentioned the preservation of historic buildings. How does Shaw University plan to balance preserving its heritage with meeting modern educational needs? Will all historic buildings remain, or will some be renovated or demolished?
Shaw University has identified four key historic buildings [Estey Hall, Tupper Memorial Hall, Leonard Hall (or Leonard Medical School), and Tyler Hall (or Leonard Medical Hospital)] that we are dedicated to preserving. We have also received funding from the National Park Service to help with the renovation and maintenance of these historic structures. Maintaining historic buildings is costly, but we are committed to preserving our history while also creating an appealing campus for students. Some buildings may undergo renovations, while others may be replaced, but the core historic buildings will remain intact.
Can you elaborate on how Shaw University plans to determine the criteria for retaining or demolishing specific buildings on its campus?
Shaw University is only now at the beginning of hiring an architectural/planning firm to help us create The Shaw University District Master Plan. Once hired, they will begin the serious work of helping us best understand what we need to do with the campus — for example, where the campus layout could be improved, what buildings may be near the end of their useful life, what historic preservation requirements are involved — and gathering input from the students, faculty, staff, alumni, and community.
No decisions about any building have been made yet, except for those buildings that we already agreed to preserve as a part of the rezoning effort and that have National Park Service easements associated with them.
What potential impacts do you foresee the revitalization efforts having on the surrounding community and local businesses in the area?
Currently, the neighborhood near Shaw University lacks many essential amenities, such as grocery stores and restaurants. We aim to change that by generating businesses and development that will benefit both our students and the local community. Our goal is to create an environment where students have access to a variety of services and residents see improved amenities right on their doorstep.
There are concerns about gentrification and its potential impact on the area. Can you address these concerns and explain how Shaw University plans to avoid any negative effects on the community?
Gentrification is a valid concern, but it’s important to note that Shaw University is not an outside party coming in. We have been a part of the community for a long time.
Our redevelopment efforts are focused on leveraging our own property and real estate to benefit the university and the community. We have no intention of selling our land. Instead, we plan to develop it ourselves with long-term partners who share our mission.
We are committed to preserving the history of the community while making it more attractive and vibrant for everyone. We believe that, with Shaw University in control of the process, gentrification will not be an issue.
What is the university’s revenue projection to successfully meet its financial objectives, particularly in terms of repaying loans and funding the campus renovation project?
The university does not have a set revenue projection for The Shaw University District. The project is going to take a lot of time to develop, so any forecast we undertake would be out of date almost immediately after it was prepared.
In addition, while revenue is important, it is not the only factor in determining the success of the project. For example, a new residence hall may not directly generate revenue for the university, but it would provide our students with a state-of-the-art living-learning facility that will help in the recruitment and retention of students, which is priceless to us. The concept is to create a sustainable model of development that allows Shaw to have new revenue sources that are not just tied to tuition because of the burden on our students.
What indicators or markers will Shaw University use to gauge the success of this redevelopment plan?
While specific indicators are still being developed, the success of our redevelopment plan will be measured by several factors. First and foremost, it must generate revenue to support the university’s financial sustainability. Additionally, it should enhance the campus environment, attract and retain students, and provide valuable amenities. Importantly, it should not negatively impact the university’s core functions. We aim to create a vibrant campus that benefits our students and the community, both financially and socially.
Dejah Miles is a fellow with the HBCU Student Journalism Network, a project of Open Campus.
|
|||
5685
|
dbpedia
|
2
| 15
|
https://www.ancestry.com/discoveryui-content/view/59734686:60525
|
en
|
U.S., Find a Grave® Index, 1600s
|
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[
""
] | null |
[] | null |
en
| null |
Ancestry.com. U.S., Find a Grave® Index, 1600s-Current [database on-line]. Lehi, UT, USA: Ancestry.com Operations, Inc., 2012.
Original data: Find a Grave. Find a Grave®. http://www.findagrave.com/cgi-bin/fg.cgi.
This database contains an index to cemetery and burial details posted on Find a Grave® from the United States. The records are dated between the 1600s and the present. Find a Grave® provides users a virtual cemetery experience, with images of grave markers from around the world, photos, biographies, and other details uploaded by volunteers. Learn more...
|
|||||||
5685
|
dbpedia
|
1
| 17
|
https://afamwilsonnc.com/tag/shaw-university/
|
en
|
Black Wide-Awake
|
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[] |
[
""
] | null |
[
"Lisa Y. Henderson"
] |
2022-03-29T07:55:06-04:00
|
Posts about Shaw University written by Lisa Y. Henderson
|
en
|
Black Wide-Awake
|
https://afamwilsonnc.com/tag/shaw-university/
|
Wilson Daily Times, 16 November 1946.
——
Earnestine Ford died 10 November 1916 in Wilson. Per her death certificate, she was five months old; was born in Wilson to Curtis Ford of Dillon County, S.C., and Mamie Battle of Wayne County, N.C. Curtis Ford, 605 East Green Street, was informant.
In the 1920 census of Wilson, Wilson County: Clarcy Williams, 50; roomer Curtis Ford, 37, house carpenter; nephew [sic] Mamie Ford, 24; and roomer Lias L., 4, and Quincey B. Ford, 2. [Mamie Battle Ford was the daughter of Clarissa Williams’ half-brother Richard Battle.]
In the 1940 census of Wilson, Wilson County: at 407 Carroll, rented for $12/month, Curtis Ford, 52; sons Quincey, 20, and Harvey G., 19; wife Mayme, 42; son-in-law Liston Sellers, 22; daughter Leah, 22; and granddaughter Yvette Sellers, 2.
In 1940, Quincey Ford registered for the World War II draft in Wilson County. Per his registration card, he was born 23 October 1918 in Wilson; lived at 910 East Green Street; his contact was mother Mamye Ford; and he was employed by E.B. Pittman, 509 East Nash Street.
In 1942, Harvey Gray Ford registered for the World War II draft in Wilson County. Per his registration card, he was born 8 January 1921 in Wilson; lived at 910 East Green Street; his contact was mother Mamie Ford; and he was unemployed. His card is marked: “Dead Cancelled Feb. 19, 1943.”
Harvey Gray Ford died 4 June 1942 in Falling Creek township, Lenoir County, North Carolina, “drowned no boat involved.” He was born 8 January 1921 in Wilson, N.C., to Curtis Ford of Dillon, S.C., and Mamie Battle of Wayne County, N.C.; was a student; and was single. Mamie Ford, 910 East Green Street, was informant.
Mamie Battle Ford died 14 November 1946 at Mercy Hospital, Wilson. Per his death certificate, she was born 29 November 1892 in Wayne County to Richard Battle and Leah [Coley] Battle; was married to Curtis Ford; was engaged in teaching; and was buried in Rest Haven Cemetery.
Quincy Ford died 2 December 1965 in Philadelphia, Pennsylvania. Per his death certificate, he was born 23 October 1918 in North Carolina to Curtis Ford and Mamie Battle Ford; lived at 2037 Master Street, Philadelphia; was a machine operator; and was married to Helen Ford.
New York Age, 20 January 1923.
Fred M. Davis Jr. (1899-1949), like his younger brother William B. Davis, was a member of Phi Beta Sigma fraternity.
——
In the 1900 census of Wilson, Wilson County: Fred M. Davis, 33, paper hanger; wife Diannon, 31; children Eva M., 6, Bertha E., 5, and Fred M., 17 months; plus mother Judith Davis, 50, laundress.
In the 1910 census of Wilson, Wilson County: Fred M. Davis, 42, Baptist church minister; wife Dianah, 42; children Eva M., 16, Bertha, 15, Fred, 11, Ruth, 13, Addie L., 8, and William B., 5; and mother Jud., 60.
In the 1920 census of Wilson, Wilson County: Fred M. Davis, 50, church preacher; [second] wife Minnie, 39; children Fred Jr., 20, Berthia, 22, school teacher; Addie, 18, and William B., 16; and mother Judie, 76.
In the 1940 census of Wilson, Wilson County: at 621 East Green Street, Rev. Fred M. Davis, 73, minister; wife Minnie J., 59; [son-in-law] Dr. G.K. Butterfield, 35, dentist; [daughter] Addie L. Butterfield, 34; son William B. Davis, 32, high school teacher; daughter-in-law Hazel M. Davis, 30, teacher; grandson William B. Davis, 4 months; and son Fred M. Davis, 40, home interior decorator.
In 1942, Fred Marshon Davis Jr. registered for the World War II draft in Wilson County. Per his registration card, he was born 27 October 1899 in Wilson; resided at 621 East Green; his contact was Rev. Fred M. Davis; and he was self-employed.
Fred M. Davis died 7 February 1949 at Mercy Hospital after being struck by a car while riding a bicycle. Per his death certificate, he was born 15 October 1900 in Wilson to Fred M. Davis Sr. and Diana Dunston; resided at 621 East Green; was single; and was employed as an interior decorator/wallpaper hanger. Addie Butterfield was informant.
From the 1939 edition of the Shaw University Journal:
Georgia Eugenia Cooke
In the 1920 census of New Bern, Craven County, North Carolina: government mail clerk J.L. Cook, 33; wife Clara R., 29; and children Henderson, 9, Edwin, 8, Clara, 4, and Georgia, 2.
In the 1930 census of Wilson, Wilson County: on Hadley Street, railroad mail clerk Jerry L. Cook, 43; wife Clara, 39, teacher; children Henderson, 20, Edwin D., 18, Clara G., 14, Georgia E., 12, Annie, 8, Jerry L., 6, and Eunice D., 4; sister Georgia E. Wyche, 48, teacher; and nieces Kathaline Wyche, 7, and Reba Whittington, 19.
Georgia E. Cooke graduated from Wilson Colored High School in 1935.
On 10 June 1940, Georgia Cooke, 22, daughter of Jerry L. Cooke and Clara R. Cooke, of Wilson, married George W. Gant, 24, of Greensboro, North Carolina, son of A.V. and Ada Gant. A.M.E. Zion minister R.A.G. Foster performed the ceremony in the presence of Henderson J. Cooke of Wilson, Joshua W. Levister of Raleigh and A.B. Moseley of Kinston.
George and Georgia Cooke Gant’s son George Arlington Lee Gant was born in Wilson in 1941.
Georgia Cooke Gant died 16 December 1970 in Greensboro, North Carolina. Per her death certificate, she was born 18 December 1917 to Jerre L. Cooke Sr. and Clara Goddette; resided in Sedalia, North Carolina; was married to George W. Gant; was a school teacher; and was buried at Rest Haven cemetery, Wilson.
Lossie Dorothy Haskins
In the 1920 census of Wilson, Wilson County: Robert Haskins, 37, bottling company laborer; wife Gertrude, 28; and children Mandy, 14; Elizabeth, 12; Estelle, 10; Robert, 7; Lossie, 5; Lawrence, 4; and Thomas, 1.
In the 1930 census of Wilson, Wilson County: Robert Haskins, 44, insurance agent; wife Gertrude, 39; and children Mandy, 22, cook; Elizabeth, 20; Estell, 18; Robert, 17; Lossie, 14; Larence, 12; and Tommie, 10.
Lossie Haskins graduated from Wilson Colored High School in 1935.
In the 1940 census of Wilson, Wilson County: Robert Haskins, 55, drug company salesman; wife Gertrude, 48; and children Mandy, 36; Elizabeth, 33, cook; Estelle, 29, beauty shop cleaner; Robert D. Jr., 29, hotel kitchen worker; Lossie, 24, N.Y.A. stenographer; and Thomas, 20, barbershop shoeblack; plus granddaughter Delores, 15, and lodger Henry Whitehead, 21.
Gracie Beatrice Swinney
For more re Gracie Swinney, see here.
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https://www.collegeguide.info/colleges/shaw-university/
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Shaw University
|
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2023-10-24T08:07:31+00:00
|
"Discover Shaw University! Explore programs, history, and opportunities at this renowned HBCU in Raleigh, North Carolina."
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en
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College Guide
|
https://www.collegeguide.info/colleges/shaw-university/
|
10 Interesting Facts about Northwest Missouri State University
Foundation and History: Established in 1865, Shaw University is one of the oldest historically black universities in the United States. It was founded by Henry Martin Tupper, a Northern Baptist missionary, to provide education to newly freed African Americans after the Civil War.
HBCU Legacy: Shaw University is a historically black college or university (HBCU) and played a pivotal role in African American education during the post-Civil War era.
Notable Alumni: The university has produced several notable alumni, including civil rights leader Ella Baker, singer Nina Simone, and author Charles W. Chesnutt.
Academic Programs: SU offers a wide range of undergraduate, graduate, and professional degree programs in various disciplines, including business, education, social sciences, and health professions.
Religious Affiliation: Shaw University has its roots in the Baptist tradition, though it is now a non-denominational institution.
Location: The university is located in Raleigh, North Carolina, the state capital. This location provides students with access to numerous cultural, educational, and career opportunities.
Student Diversity: While Shaw University has a strong historical connection to the African American community, it is an inclusive institution with a diverse student body.
Social Justice and Activism: Shaw University played a crucial role in the civil rights movement. The university’s campus served as a meeting place for civil rights leaders, including Dr. Martin Luther King Jr.
Athletics: Shaw University’s athletic teams, known as the Bears, compete in NCAA Division II as part of the Central Intercollegiate Athletic Association (CIAA).
Community Engagement: The university is actively involved in community service and outreach programs, reflecting its commitment to social responsibility.
Shaw University Football
Shaw University, based in Raleigh, North Carolina, fields a football team known as the Bears. They compete in the NCAA Division II’s Central Intercollegiate Athletic Association (CIAA). The program emphasizes skill development, teamwork, and sportsmanship, contributing to Shaw’s athletic tradition in collegiate football.
Shaw University Basketball
Shaw University’s basketball program, part of the NCAA Division II, is a prominent force in the Central Intercollegiate Athletic Association (CIAA). The Bears emphasize skill development, teamwork, and sportsmanship, contributing to Shaw’s rich athletic tradition. The team has garnered recognition for producing talented players and achieving competitive success.
Admissions
Shaw University Tuition
$29,734
Shaw University Programs
Business
Accounting
Business
Parks, Recreation and Leisure Studies
Education
Education
Elementary Education
Kindergarten and Preschool Education
Health Professions
Kinesiology and Exercise Science
Humanities
Communications
Liberal Arts and Humanities
Music History and Literature
Philosophy
Political Science and Government
Psychology
Public Administration
Social Work and Youth Services
Sociology
Science, Technology, and Math
Biology
Computer Science
Information Science
Mathematics
Enrollment
Full-Time Enrollment
886 Undergrads
Part-Time Undergrads
112
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https://durhamcountylibrary.org/exhibits/jeanes/community_bio.php
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The North Carolina Collection
|
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The Black Community Leaders - Biographies
Aaron M. Moore
W. G. Pearson
James E. Shepard
William Smith
C. C. Spaulding
Moore, Dr. Aaron McDuffie (1863-1923) was Durham’s first black physician and a pillar of the city’s black community. He was among the founders of the North Carolina Mutual Life Insurance Company (1899) and later its president. The company, still in business today, prides itself on its early and unwavering commitment to community improvement, as described by the concept of the “Double-Duty Dollar” – profits made from insurance sales are reinvested into the community.
Moore was a major proponent of education as a means of community uplift. Eeven in the late 1880s, well before North Carolina’s white supremacy campaigns, he found the white majority of Durham hostile to his efforts in direct politics. Like other black leaders of the New South, he redirected his energies to self-help, racial solidarity, and the formation of all-black institutions. The institutions he helped establish include Lincoln Hospital (1901), where he served as superintendent, and the Durham Colored Library (1913), which later became the Stanford L. Warren Library.
Moore advocated for the employment of Jeanes teachers in Durham schools and worked to get state approval for rural schools to receive state funds, which could then be matched by Rosenwald grants. Before attending medical school, he had himself worked as a teacher, and in 1915, he authored Negro Rural School Problem. Condition-Remedy [Related Link] for the North Carolina Teachers’ Association.
from Dictionary of North Carolina Biography, vol. 4, pp. 292-293 and Abel, Joanne, Persistence and Sacrifice.
The “Endangered Durham” blog provides photographs of his home and a short profile. [Related Link]
Pearson, William Gaston (W. G.) was a leading African American educator in Durham and principal of Whitted Graded School and Hillside Park High School.
from The North Carolina Century: Tar Heels Who Made a Difference, 1900-2000, pp. 5, 165.
Shepard, Dr. James Edward (1875-1947) founded the National Religious Training School and Chatauqua in Durham in 1910. It subsequently became the National Training School and, in 1923, the Durham State Normal School. North Carolina Central University is the successor institution to this school for educators. Like Booker T. Washington, Shepard took a conciliatory approach toward race questions, saying “we cannot legislate hate out of the world nor love into it.”
from Dictionary of North Carolina Biography, vol. 4, pp. 328-329 and Joanne Abel’s Persistence and Sacrifice.
Smith, William was a preacher in Rougemont. Through his advocacy the first Rosenwald school in Durham County was built, after many trials and tribulations. Building came to a halt after Frank Husband was not rehired as Durham County’s first Jeanes supervisor and again when the construction did not meet Rosenwald Fund standards. Throughout the process, Rev. Smith continually lobbied the county school board for action, going so far as to pay for some construction himself, with the idea that the board would reimburse him. Rev. Smith also advocated for Rosenwald schools in neighboring Person County.
Spaulding, Charles Clinton Sr. (1874-1952) was, like his contemporary, Dr. Aaron Moore, a community leader in black Durham and a prominent businessman, serving, most notably, as president of North Carolina Mutual Life Insurance from 1923 to 1952. Walter B. Weare describes him as having had “an international reputation as America’s leading black businessman.” In his capacity as a black community leader, Spaulding advocated for improvements in the community’s educational opportunities and deftly negotiated the rift between working toward racial uplift and avoiding a white backlash against such ambitions. A Democrat, he served as an advisor to President Franklin D. Roosevelt, particularly on appointments to the “black cabinet,” an informal group of black advisors on public policy, and as an advocate for the National Recovery Administration (NRA) to the black community. He was a member of the Rosenwald Fund’s board of directors.
.
from Dictionary of North Carolina Biography, vol. 5, p. 408.
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https://la.psu.edu/current-students/academics/deans-list/
|
en
|
Dean’s List
|
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2022-11-17T19:11:02+00:00
|
The Dean’s List honors those who receive a semester grade-point average of 3.50 or higher. This laudable achievement has placed you among the top students at the University. This academic accomplishment reflects both your ability and your effort, and it will be noted in your official record at Penn State. Click your name below to […]
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en
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https://la.psu.edu/wp-content/themes/hello-elementor-child/favicon.ico
|
College of the Liberal Arts
|
https://la.psu.edu/current-students/academics/deans-list/
|
The Dean’s List honors those who receive a semester grade-point average of 3.50 or higher. This laudable achievement has placed you among the top students at the University. This academic accomplishment reflects both your ability and your effort, and it will be noted in your official record at Penn State.
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http://mosaicnc.org/name/93
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en
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Pearson, William Gaston
|
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|
http://mosaicnc.org/sites/default/files/M-removebg-preview.png
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1917-04-09T12:00:00+00:00
|
A short biography of an individual who appears in the North Carolina Governors' Papers or the North Carolina Colonial Records.
|
en
|
/sites/default/files/M-removebg-preview.png
|
http://mosaicnc.org/name/93
|
William Gaston Pearson was born in Durham, North Carolina, on April 11, 1858. Gaston was a Shaw University alum, a Harmon award winning businessman, philanthropist, and cofounder of Durham's Mechanics and Farmers Bank. He dedicated the majority of his time, however, to education, beginning as a teacher at Whitted High School but later serving as principal of Hillside Park High.
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https://governor.nc.gov/news/press-releases/2021/11/22/governor-cooper-announces-state-boards-and-commissions-appointments
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Governor Cooper Announces State Boards and Commissions Appointments
|
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2021-11-22T00:00:00
|
Governor Roy Cooper announced appointments to North Carolina boards and commissions today.
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en
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https://governor.nc.gov/news/press-releases/2021/11/22/governor-cooper-announces-state-boards-and-commissions-appointments
|
Raleigh
Governor Roy Cooper announced appointments to North Carolina boards and commissions today.
Gov. Cooper has appointed the following individual to the North Carolina Agricultural Finance Authority:
Dr. Amalendu Chatterjee of Durham as a member at-large. Chatterjee is the Co-Founder and Vice President of Technology for Eximsoft International. He has more than 30 years of experience in the technology industry.
Gov. Cooper has appointed the following individual to the North Carolina Banking Commission:
Shalimar R. Vega-Mavroff of Pineville as a member who is, or is employed by a person that is, licensed under Article 19B of Chapter 53 of the General Statutes. Vega-Mavroff works as Senior Manager at Better Mortgage in Charlotte. She has over 20 years of experience in the mortgage lending industry.
Gov. Cooper has appointed the following individuals to the North Carolina Council for Women:
Alison N. Kiser of Hillsborough as a member at-large. Kiser is the senior director of external affairs for Planned Parenthood South Atlantic and the executive director of Planned Parenthood Votes South Atlantic. During her tenure with Planned Parenthood, she served as President of North Carolina Women United, an all-volunteer organization working to achieve full economic, social and political equality for women.
Beth S. Posner of Chapel Hill as a member at-large. Posner is a clinical associate professor of law at the University of North Carolina School of Law, whose area of practice and teaching has focused primarily on domestic violence, sexual assault and related family law and immigration issues. She was the recipient of the North Carolina Association of Women Attorneys Gwyneth B. Davis Award in 2016.
Liz Doherty of Raleigh as a member at-large. Doherty is pursuing her Master’s in Public Policy at the Duke University Sanford School of Public Policy. She was a senior press secretary for the Sierra Club. She also served as the communications director for Roy Cooper for North Carolina campaign.
Elizabeth Ann Outten of Cary as a member at-large. Outten is the senior director of external affairs for Novant Health and previously served as their government relations manager. She has also served as a regional liaison for a U.S. Senator and volunteered as a Funny Tummy Feelings leader for SAFEchild.
Gov. Cooper has appointed the following individual to the North Carolina Criminal Justice Information Network Governing Board:
Ivy Joy McMillan of Durham as an Employee of Public Safety. McMillan is a Special Agent in Charge in the Criminal Information and Identification Section at the North Carolina State Bureau of Investigation. She also serves as the NC Criminal Justice Information Systems Officer, the National Crime Prevention and Privacy Compact Officer for NC and as the NC gubernatorial appointee for the National Consortium for Justice Information and Statistics Membership Group.
Gov. Cooper has appointed the following individual to the Gaston College Board of Trustees:
Jesse B. Caldwell III of Gastonia as a member at-large. Caldwell served as a Resident Superior Court Judge in Gaston County for over 20 years. As president of the Little Theatre of Gastonia, he initiated partnership for 1982 production of "Grease" to be performed in Myers Auditorium at Gaston College. Caldwell has also served on the Habitat of Humanity of Gastonia, Gaston-Lincoln Mental Health Authority and Gaston Community Action Board.
Gov. Cooper has appointed the following individuals to the North Carolina Geographic Information Coordinating Council:
Hope S. Morgan of Graham as chair. Morgan works at AECOM as a Project Manager and GIS Specialist Master. Before joining AECOM, Morgan spent 13 years with North Carolina Emergency Management as a GIS Manager and IT Applications Manager.
Linda Ann Thurman of Charlotte as a representative to enhance the efforts of geographic information coordination. Thurman is the Director for Student Professional Development and Employer Relations for the William States Lee College of Engineering at the University of North Carolina at Charlotte. Thurman is also on the Harrisburg Parks and Recreation Advisory Board.
Gov. Cooper has appointed the following individual to the North Carolina Grievance Resolution Board:
Carlton B. Joyner of Raleigh as a member knowledgeable about corrections. Joyner works as a compliance inspector at The Nakamoto Group, Inc and as a Correctional Administrator. He also worked as a Warden at Central Prison and Deputy Director of Auxiliary Services, where he assisted in managing the state’s prison system.
Gov. Cooper has appointed the following individuals to the Historic Hillsborough Commission:
William Craft Abbotts of Hillsborough as a member at-large. Abbotts worked at the University of North Carolina at Chapel Hill for thirty-nine years. He and his family have lived in the Triangle area since 1970.
Richard Lawrence Hill of Chapel Hill as a member at-large. Hill is the owner and designer for HillStudio. He has received numerous PICA Awards throughout his 25-year career.
Cathleen D. Turner of Hillsborough as a member at-large. Turner is the Director of Preservation North Carolina Piedmont Regional Office. She has served on the Board of Directors for the Alliance for Historic Hillsborough for the past seven years.
Phyllis Mack Horton of Hillsborough as a member at-large. Horton is the senior business analyst for Pearson. She is also the co-founder of Beyond Expectations, 501(c)3.
Gov. Cooper has appointed the following individual to the North Carolina Historical Records Advisory Board:
Dr. Trey Adcock of Asheville as a member at-large. Adcock is an Associate Professor and the Interim Chair of Interdisciplinary and International Studies at the University of North Carolina Asheville. He is also the Director of the American Indian & Indigenous Studies Minor.
Gov. Cooper has appointed the following individuals to the North Carolina Holocaust Council:
Christy Brooks of Durham as a member at-large. Brooks is the magnet coordinator, teacher, MTSS facilitator, and test coordinator at Lakewood Montessori Middle School. She serves on the Board of Directors for the Durham-Chapel Hill Jewish Federation. She has also received a scholarship for the Appalachian State University Holocaust Symposium.
Alina Gerlovin Spaulding of Greensboro as a member at-large. Spaulding is the motivational speaker and fundraiser for the Jewish Federations North America.
Gov. Cooper has appointed the following individuals to the North Carolina Human Resources Commission:
Andrea T. Allard of Youngsville as a nonexempt state employee. Allard works as an Executive Assistant for the NC Department of Military and Veterans Affairs. She has also served in the U.S. Army for three years.
Tracy T. Webb of Zebulon as a nonexempt state employee. Webb works as the staff development specialist II and regional trainer for the NC FAST Division for the Department of Health and Human Services. She works as a county precinct official for the NC State Board of Elections.
Gov. Cooper has appointed the following individuals to the North Carolina Innovation Council:
Lawrence G. Baxter of Durham as a public member. Baxter is the David T. Zhang Professor of the Practice of Law at the Duke University School of Law. Baxter has been with Duke University since 1986. He is also an entrepreneurial and professional consultant with Strategic Catalytics LLC.
Vijay Srinivasan of Charlotte as a public member. Srinivasan is a Senior Vice President for CGI, where he leads their US South Business Unit and US Manufacturing Industry. Srinivasan has more than 27 years of experience in IT and professional services.
Gov. Cooper has appointed the following individual to the North Carolina Internship Council:
Bradley Hamilton Merritt of Pinehurst as a UNC system representative. Merritt works as the Director of Career Services at the University of North Carolina at Pembroke.
Gov. Cooper has appointed the following individuals to the North Carolina Local Government Commission:
John D. Burns of Raleigh as a current or former county commissioner. Burns is the General Counsel for the Carolinas Clean Energy Business Association and has more than 20 years of experience practicing law. Burns was a Wake County Commissioner from 2014 to 2018.
Vida C. Harvey of Charlotte as a public member. Harvey is the Vice President and Assistant General Counsel of Mergers, Acquisitions, and Strategic Partnerships at Novant Health, Inc. Harvey has previously served on the Women’s Impact Fund Board of Directors and is currently on the Levine Museum of the New South Board of Directors.
Nancy J. Hoffman of Greensboro as a current or former municipal mayor or board member. Hoffman has served on the Greensboro City Council since 2011. Hoffman joined national recruiting practice Reffett Associates in 1998 as Managing Director after a 22-year career in corporate executive management.
Gov. Cooper has appointed the following individual to the North Carolina Task Force for Racial Equity in Criminal Justice:
Eddie M. Buffaloe, Jr. of Elizabeth City as a North Carolina Department of Public Safety representative. Buffaloe was recently sworn in as the new Secretary for the North Carolina Department of Public Safety. Prior to his appointment, he worked a dual role as Elizabeth City’s interim city manager and director of the Elizabeth City Department of Public Safety. Buffaloe also served as president of the North Carolina Association of Chiefs of Police.
Gov. Cooper has appointed the following individuals to the North Carolina State Health Coordinating Council:
Sandra B. Greene of Chapel Hill as chair. Greene is the Professor of the Practice at the University of North Carolina at Chapel Hill within the Department of Health Policy and Management, UNC Gillings School of Global Public Health. She also works as the co-director for their Health Care Economics and Finance Program.
Pamela Alston Oliver of Lewisville as vice chair. Oliver works in the Physician, Obstetrics, and Gynecology section at Novant Health Woman Care. She is also the Executive Vice President of the Physician Network at Novant Health.
Gov. Cooper has appointed the following individual to the North Carolina Commission on Volunteerism and Community Service:
Natalia M. Botella of Cary as a designee from the Governor’s Office. Botella is a Policy Advisor for the Governor’s Office focusing on public safety issues. She previously worked as an attorney for the Charlotte Center for Legal Advocacy.
Gov. Cooper has appointed the following individuals to the North Carolina State Youth Advisory Council:
Tara M. Sanchez of Charlotte as chair. Sanchez worked as a background investigator/recruiter for the City of Charlottesville Police Department. She served on the Presidential 21st Century Policing Task Force as the COPS representative.
Rebecca Kern of Charlotte as an adult member. Kern is the Director of Education Policy at Equality North Carolina. Kern is also a recipient the Charlotte LGBTQ Chamber of Commerce Impact Award in 2020.
Shakira Clarke of Charlotte as an adult member. Clarke is a youth housing specialist for Time Out Youth Center. She worked as a youth housing specialist for Roof Above for three years.
Sharnee’ White of Clinton as an adult member. White teaches fourth grade at Sunset Avenue School. She volunteered at CHS Lady Darkhouse Summer and Christmas Jamboree for four years.
KC Buchanan of Durham as an adult member. Buchanan is the Co-director of Project FAM and Director of Housing and Therapeutic services at the LGBTQ Center of Durham, Inc. Buchanan also volunteered as the youth programs director for High Country LGBTQ Youth Alliance.
James Rice III of Charlotte as an adult member. Rice works as the Associate Director of Communications and Partnerships for Time Out Youth Center. He was the 2021 recipient of Charlotte Black Pride’s Heart of the Community Award for Outstanding Achievement in Community Leadership.
Adrian S. Parra of Asheville as an adult member. Parra works as the Executive Director at Youth OUTright. Parra received the Dr. Martin Luther King, Jr 2020 Service Award.
###
Related Topics:
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https://www.ncdhhs.gov/sunbucks-schoolsearch
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en
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SUN Bucks 2024 School Search
|
[
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The list below includes the schools in North Carolina and shows if each school participates in the National School Lunch Program (NSLP), is a Community Eligibility Provision (CEP) school, or is neither. You can use the search bar to find your child's school by searching the school name, county, or zip code.
|
en
|
https://www.ncdhhs.gov/sunbucks-schoolsearch
|
The list below includes the schools in North Carolina and shows if each school participates in the National School Lunch Program (NSLP), is a Community Eligibility Provision (CEP) school, or is neither. You can use the search bar to find your child's school by searching the school name, county, or zip code.
Once you know which type of school your child attends, view the SUN Bucks flyer in English or Spanish to see if your child is automatically eligible or if they should apply. Children who attend an NSLP or CEP school can apply if they don’t already automatically qualify.
|
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https://www.ncpedia.org/shaw-university
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Shaw University
|
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https://www.ncpedia.org/shaw-university
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Shaw University, founded in Raleigh in 1865, was the first African American institution of higher learning in the South and one of the first in the nation. The university had its beginnings in December 1865, when Henry Martin Tupper, a white educator from Monson, Mass., started a class in theology for the purpose of teaching formerly enslaved people how to read and interpret the Bible after emancipation. During enslavement, black people in the United States were forbidden from learning to read or write by their enslavers, as well as by state and national laws. From this class evolved the Raleigh Institute (1866), later changed to Shaw Collegiate Institute (1870) and finally incorporated as Shaw University (1875). The school was named for its foremost benefactor, Elijah Shaw of Wales, Mass. The private, Baptist-affiliated liberal arts institute has always been open to both men and women. This coeducational status was assured with the construction in 1873 of Estey Hall, the first dormitory in the nation devoted exclusively to housing African American women.
Shaw University graduated its first college class in 1878, its first medical school class in 1882, its first law class in 1890, and its first pharmacy class in 1893. The school also had a normal (high school) department, which was changed to the Education Department in 1909. With the discontinuation of the normal department and professional schools (between 1909 and 1926), Shaw became the first African American institution in the South to be devoted exclusively to college and theological work.
Shaw has provided North Carolina with many educational leaders. North Carolina Central University, Elizabeth City State University, and Fayetteville State University were all founded by Shaw graduates, and North Carolina Agricultural and Technical State University was housed at Shaw during its first year of operation. Shaw also developed one of the first black studies programs in the country.
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https://www.texastribune.org/texas-weekly/vol-23/no-25/people/
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Political People and their Moves
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The Texas Tribune
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https://www.texastribune.org/texas-weekly/vol-23/no-25/people/
|
Moves at DIR, Aetna, and in the Senate
Brian Rawson will temporary hold the top job at the state's Department of Information Resources while the board looks for a permanent replacement to Larry Olson, who unexpectedly resigned after less than three years on the job. DIR just signed a huge computer and information services contract with IBM, and Olson was in place to oversee that deal. Rawson's a veteran of several state agencies — now the IT outsourcing contract, which affects more than two dozen agencies, is on his desk.
State Sen.-elect Kirk Watson hired Edna Ramon Butts, a veteran of the attorney general's office and the Texas Department of Insurance, as his general counsel. Stacy Gaston Pearson, formerly with Sen. Frank Madla, D-San Antonio, will be his legislative director, and Steve Scheibal, a former reporter with the Austin American-Statesman, will be his policy director.
Shannon Phillips Meroney is Aetna's new in-house lobbyist for Texas and six other states. She'd been at Thompson Coe Cousins & Irons lobbying for a variety of insurance clients. She's also done time with the state's Office of Public Insurance Counsel and with the Texas attorney general's office.
Ambrister, finally, and a bunch of other stuff. . .
State Sen. Ken Armbrister, D-Victoria, is now officially a member of Gov. Rick Perry's staff. He'll be the governor's legislative liaison next session, as soon as his term in the Senate ends. Armbrister was elected in 1982 to the first of two terms in the House and then in 1986 to the beginning of his twenty years in the Senate. Before all that, he was a cop and a school board member. He decided not to run for reelection this year.
Congressman-turned-lobster Tom Loeffler of San Antonio is one of eight new national finance chairs for John McCain's presidential exploratory committee. That's another George W. Bush poobah in the Arizona senator's tent.
And James Huffines of Dallas will chair McCain's Texas efforts. He's chairman of the University of Texas Board of Regents and is closely allied with Gov. Rick Perry (who hasn't weighed in on the 2008 race). He'll join honorary chairs already announced, including his former boss, Gov. Bill Clements.
Luis Saenz — the manager for Gov. Rick Perry's campaign — will hang out a lobby shingle as the new legislative session begins. He's a former assistant Texas Secretary of State and survived tours with Perry, Carole Keeton Strayhorn, Kay Bailey Hutchison, Henry Bonilla, and Phil Gramm. He'll office with a group of Republican consultants that includes Cliff Johnson, Reggie Bashur, Rossanna Salazar, Clay Pope and Joe Allbaugh.
Lobbyist Carl Richie Jr. is starting his own law firm after four years as a partner in the Austin office of Gardere Wynne Sewell. They'll share some clients and some wanted to move with him.
Marshall Kenderdine is leaving the Pink Building and hanging out a lobby shingle. He was an aide to Sen. Todd Staples, R-Palestine, ran Rep. Byron Cook's first campaign, and worked as an analyst on House Appropriations.
Raymond "Tripp" Davenport is the new chairman of the Texas Ethics Commission, and the board named Tom Harrison — who used to be that agency's executive director — the vice chairman.
Appointments: The second inauguration of Gov. Rick Perry and Lt. Gov. David Dewhurst will be on January 16 — a week after the Legislature returns to Austin. Mica Mosbacher of Houston will chair it; co-chairs are Jody Grant and James Huffines of Dallas. Finance chairs are H. Scott Caven Jr. of Houston and Colleen McHugh of Corpus Christi.
Perry named Arabia Vargas of San Antonio, an attorney, to the Parental Advisory Council that advises the Department of Family Protective Services.
Richard McDonald of Amarillo is the newest member of the Canadian River Compact Commission; he's the former president of the Texas Cattle Feeders Association.
The Guv named John Eckstrum of Montgomery and Tom Mesa Jr. of Deer Park to the Texas Real Estate Commission. Eckstrum is a real estate broker. Mesa is an assistant director with the City of Houston with banking experience as a commercial loan officer.
Scott Johnson of Frisco will join the Texas Economic Development Commission. He's the veep for acquisitions and development for Omni Hotels.
Deaths: Lillian Condra, who worked for a series of House members over the years (seven that we know of). She was 75.
Only a handful of top managers at the state comptroller's office survived a Friday afternoon purge; incoming Comptroller Susan Combs has started writing the names of some of her own people into those empty boxes on the org chart.
Aides to the comptroller-elect told nine top managers at that agency that they won't have jobs there in 2007.
In a series of meetings Friday afternoon, the employees were told, one by one, that their last day with the agency will be Dec. 31, before Combs is sworn in as the replacement for Carole Keeton Strayhorn, who has been comptroller for the past eight years.
Combs herself apparently didn't participate. The meetings were led by Lisa Woods, who'll be an associate deputy comptroller in the new administration.
The nine include Tim Mashburn, general counsel; Dick Ellis, communications; Eddie Solis, special assistant for legislative and border affairs; Betty Ressel, special assistant for technical assistance; Ruthie Ford, special assistant for expenditure analysis; Susan Driver, the agency's internal auditor; Chris O'Dell, information resources manager; Steve Hudson, agency administration; and Kaye Tucker, taxpayer publications.
The two top agency employees under Strayhorn — Deputy Comptroller Billy Hamilton and Associate Deputy Comptroller Jesse Ancira — previously announced plans to leave. Hamilton left at the beginning of the month; Ancira will follow at the end of the year.
Two more positions were already vacant on the agency's organization chart. Of the 18 people at the top of the comptroller's office under Strayhorn, just five will remain at the beginning of Combs' term.
Combs didn't announce the firings — she and her staff wouldn't comment on them, either — and hasn't unveiled a full list of who will be helping her run the agency when she takes over next month. Woods will be associate to a deputy who's not been named, former Dallas Morning News reporter Pete Slover will be special counsel (he's also a lawyer), and Sarah Whitley will be special advisor.
Mike Reissig, a former chief revenue estimator who most recently has been director of tax administration, will be an associate deputy comptroller. His current job will go to William Hamner, his assistant director. Suzi Whittenton will become director of fiscal management, replacing Ken Welch, who left a few weeks ago for a job with the state's Health and Human Services Commission.
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https://millikin.edu/academics/staley-library/university-archives/millikin-history/faculty-list
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Millikin University
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Millikin Faculty: A Tradition of ExcellenceTo locate the name of a Millikin University faculty member, the years they served the university, and the department, select from the alphabetical listing below.
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https://millikin.edu/academics/staley-library/university-archives/millikin-history/faculty-list
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Faculty List
Millikin Faculty: A Tradition of Excellence
To locate the name of a Millikin University faculty member, the years they served the university, and the department, select from the alphabetical listing below.
A - B - C - D - E - F - G - H - I - J - K - L - M - N - O - P - Q - R - S - T - U - V - W - Y - Z
Last Name, First Name. Years Served - Department
A
Abendroth, Emerson I. 1947-1954 Religion
Aby, Stephen 1981-1982 Sociology
*Acheson, Edward 1979-2014 Chemistry
Adams, Byron Laurens 1936-1941 Art
Adams, Caroline 1947-1949, 1957-59 Music- Voice
Adams, John B. 1960-1961 Education
Adams, Ruth 1954-1959 Home Economics
Adams-Curtis, Leah 1992-1994 (PT), 1995- Behavioral Sciences- Psychology
*Adell, Arvid 1970-2001 Philosophy
Adell, Karen 1978-1979 Nursing
Adelman, Ruth 1925-1927 Operating Room Technician
Adkins, Charles Edson 1940-1945 English
Agersborg, Helmer Pareli Von Wold Kjerschow 1924-1928 Biology
Aguerrevere, Angela Demetrio 1926-1929 Modern Languages
Ahrens, E.G. 1925-1927 Tuberculosis Instructor
Ainsworth, Susan 2022- Nursing
Akers, Howard 1946-1953 Music-Band
Akins, Janice 1987-1988 English
Alabi, Adetayo 1999- English
Albert, Chester B. 1947-1948 Industry
Albrecht, Matthew 2013-2023 Theatre & Dance
Alderson, Glenn Allen 1929-1931 Manual Arts
Alesi, Danielle 2021- History
Alesii, Julie 1985-1986 Languages
Alex, Anna 2019-2020 Theatre
Alexander, John 1990-1995 Assistant Football Coach
Allan, Ellen Margaret 1955-1956, 1960-1963 English
*Allan, Ralph W. 1937-1939, 1947-1981 Physical Education
Alldridge, Joann 1975-1978 Physical Education
*Allen, John C. “Jack” 1949-51, 1953-56, 1962-1987 Admissions
Allgeier, Patrick 1996- Physical Education
*Allin, Eugenia 1903-1910, 1914-1947 Library
Allison, Robert 1980-1982 Music
Allitt-Wheeler, Susan 2001-2003 Management Information
Almanza, Daniel 2012-2013 Communication
*Alpi, Sharon Taylor 1990-2015 Business
Alsobrook, Henry F. 1968-1969 Business-Economics
Amaya Lemus, Elizabeth O. 2008-2015 Modern Languages- Spanish
Amelotti, Emil L. 1930-1932 Physics
Anderson, Karen Hunter 1986-1988 English
Anderson, Rebecca 1987-1988 Biology
*Anderson, William P. 1957-1990 Biology
Andrew, Alfred N. 1965-1969 Speech
Andrews, Keller 2021- Physics
Andrist, Charles Martin 1923-1924 Modern Languages
Angus, Robert 1985-1986 Religion-Assistant
Ankeny, A.Faith 1928-1930 Director of Nurses/Principal
Aper, Jeffery 2014-2021 Provost
Appel, Veva June 1936-1939 Music-Violin
Appleby, Robert F. 1951-1953 Physical Education-Coach
Aravena, Carmen 2005-2024 International Education/Admissions
Ariño-Marti, Sofie 1990-1992 Modern Languages- Spanish
Armitage, Catherine S. 1965-1968 Library
Armstrong, Maurice R. 1952-1957 Chemistry
Arrison, John D. 1979-1982 Computer Center
Arvola, Denny 1981-1982 Business-Marketing
Ashby, Lillie 1908-1913 Music-Piano
Ashby, Shelley 2011-2014 Nursing
Ashmore, James N 1904-1907, 1909-1914 Physical Education
Askill, John 1966-2003 Physics
Atkins, Martin 2017- Music
Atlass, Golda M. 1905-1906 Modern Languages- German
Ator, James D. 1971-1973 Music
Ator, Mary 1971-1972 Music
Aucott, Ruth 1971-1973 Physical Education
Auer, Emma 1966-1967 Business-Communications
Aukamp, Virginia 1979-1986 Nursing
Austin, William Ray (Roy) 1909-1910 Music-Piano
Auton, Julia 2020- Nursing
Avery, Mark 2003-2013 Music
Avery, Susan 1998-2004 Library
Ayo, Alvaro A. 1998-2000 Modern Languages- Spanish
Back to the top
B
Babicki, Gudren 1978-1979 Modern Languages-Spanish
Bach, Bert C. 1970-1975 English/Education
Bach, Diana 1973-1975 English
Bacon, Mark R. 1975-1979 Chemistry
Baer, Somoman R. 2001-2015 Music
Bailey, Charles H. 1903-1905 Manual Training
Bailey, Julius 1998-2000 Philosophy
Baird, Karen 1971-1973, 1984-1986 Biology
*Baird, Neil M. 1970-2005 Biology
Baker, Candace 2003- Communication
Baker, Don Hobart 1933-1936 Business
Baker, Emma L. 1903-1914, 1915-1917 Ceramics
Baker, Frederick H. 1904-1914 Music-Piano
Bales, Lori 2000- Theatre & Dance
Ball, Larry 1963-1964 Music-Woodwinds
Ballowe, James C. 1961-1963 English
Balthrop, David 1984-1988 Theatre
Banerjee, Purna 2005-2016 English
Barber, Andrew 1968-1969 Biology
Barber, Rollin 1964-1967 Sociology
Barding, Patty 2012-2014 Nursing
Barker, Elizabeth 1981-1984 Communications/Theatre
Barnabe, Elizabeth 1985-1999 Music-Vocal
Barnes, Ira B. 1958-1960 Chemistry
Barnes, Lynn M. 1918-1919, 1922-1927 Instructor- Obstetrics
Barnes, Pamela 2019-2022 Education
Barnes, Paris 2006- Chemistry
Barnet, Dawn R. 1966-1967 English
Barnett, Carol 1953-1954 Music-Piano
*Barnett, Wallace 1953-1963, 1964-1984, (1968-1991 FT) Music/ Admissions
Barr, Herbert Howard 1921-1922 Music-Music Education
Barr, John R. 1977-1978 Business
Barter-Storm, Brandy 2014-2020 English
Bartholomew, Mary Jean 1954-1955 Religion
Bateman, Charles 1967-1974 Education
Bates, Carol E. 1962-1963 Modern Languages-Spanish
Bates, David A. 1968-1975 Music-Piano
Bates, Julie 2016- English
Batshon, Badi A. 1963-1973 Biology
Bauer, Joanne 2008-2011 PACE
Baum, George C. 1927-1929 Music-Violin
Baumann, Gwendalyn 2007-2013 Chemistry
Baysinger, Sonya 1985-1986 Art
Beaman, Frank 1987-1988 Communications
Bear, Leah Louise 1914-1918 Music-Education
*Beck, Randal 1979-2017 Mathematics-Computer Science
Beck, Stephen L. 1979-1983, 1984-1985 Music
Becker, Carol E. 2003-2016 Medical Technology
Becker, John C. (R.) 1950-1951 Secretarial Science
Becker, Karen 1984-1986 English
Becker, Stella 1923-1924 Instructor-Public Health
Beckett, Evelyn Alene 1918-1920 Chemistry
Beebe, Paul 1923-1924 Music- Cello
Beer, Michael 1990-1995 Business
Beisner, Eugene J. 1959-1961 Music/History & Political Science
Belford, Marvin 1966-1968 Music
Belford, Phebe 1966-1968 Music-Flute
Bell, C. Elliott 1933-1936 University Physician
Bell, Chan 1978-1980 Physical Education
Bell, Kathleen 1990-1993 Music
Bell, Michele 1967-1968 Languages
Bell, Theodore L. 1958-1960 Biology
Bell, Viola Maria 1935-1956 Home Economics
Bellis, William 1918-1926 Mathematics
Belt, Virginia McKemie 1953-1959 Business
Benabess, Najiba 2016-2022 Economics, Dean Tabor School of Business
Bench, Morris 1947-1949 Modern Languages
Benjamin, David 1965-1966 Business
*Benner, Denny 1963-1991 Industrial Engineering
Bennett, David 1990-1991 Communication
Bennett, George 1997- Chemistry
Bennett, Judith 1966-1967 Psychology
Bennett, Richard B. 1961-1963 Chemistry
Bentley, Angela 2017- Nursing
Benton, Jodi 1998-1999 Education
Berg, James P. 1964-1965 History & Political Science
Berg, Marguerite K. 1959-1964 Religion
Berg, Michale A.G. 1993-1994 Chemistry
Berger, Sidney 1980-1981 English
Bernabo, Lawrance 1987-1988 Communication
Berry, Daryl E. 1965-1967 Education
Berry, William F. 1952-1963 Mathematics
Bessinger, David 1981-1985 Music-Lecturer
Bethel, Marguerite 1930-1936 Dir. Nurses/Principal
Bets, Arija 1969-1970 Modern Languages-German
Bettendorf, Anne 1991-1995 Biology
Betty, Paula 1968-1970 Library-Reference
Beyers, Luella 1977-1978 Mathematics
Bezdicek, Joyce 2010-2022 Education
Bhadauria, Amita 2021-2023 Marketing
*Bibb, John F. (Rick) 1982-2022 Business-Marketing
Bicicchi, Rachel 2010- Library, Director of Online Learning
Bielenberg, John 1979-1981 Music
Bieler, Eleanore Rose 1951-1952 Speech
Biggs, Esther M. 1935-1936 English
Bilger, Erika 2021- Biology
Bilhorn, Vivian 1970-1971 Music-Voice
Bingham, John 1981-1982 Music-Marching Band Dir.
Bishop, Bessie Anna 1914-1917 Home Economics
Bishop, Mel 1963-1966 Physical Education
Bishop, Rick 2000-2001 Part time adjunct faculty
Biswas, Mahua 2018-2020 Physics
Bittle, Ray B. 1965-1967 Modern Languages
Bivens, Charlotte 2005- Nursing
Black, James 1954-1956 Religion/Dean of Chapel
Black, Mary 2009- Theatre & Dance, 2021- Provost
*Blackburn, Bonnie Rebecca 1909-1913, 1914-June 1956 Modern Languages-French
Blair, Harold 1974-1976 English
Blakeman, John 2015-2020 Nursing
Blanco, Joel 2016- Exercise Science & Sport
Blankenship, Samantha 2012-2013 Exercise Science & Sport
Blayney, Chester William 1950-1952 Business
Blickem, Kim 2015-2020 Exercise Science & Sport
Blickensderfer, Al 1983-2002 Music
Boatman, Maurice 1964-1976 Library Director
*Boaz, Mildred M. 1981-1999 English
Bobek, Susan 1979-1980 Nursing
Bock, Christine 1993-2009 Music
*Bodamer, William G. 1965-1997 Religion
*Boehmer, Ray 1998-2015 Education
Bogart, Katherine 1942-1944 Classical Languages
Bohl, Henry Alfred 1914-1922 Engineering
Bolen, Max C. 1948-1959 Physics
Bollinger, John 2009-2012 PACE
Bolser, Barbara Library
Bolser, Chad M. 1996-1999 Physical Education
Bonefeste, Joseph 2003-2006 Italian
Bonomo, Thomas 1978-1980 Sociology
Bonus, Daniel H. 1913-1914 Music-Director
Bonynge, Caroline 2008-2011 Head Soccer Coach
*Booker, Kathy J. 1991-2016 Nursing
Booker, Terri 1981-1982 English
Booth, David 1981-1985 Mathematics
Bopp, Stephen 1976-1977, 1978-1980 Psychology
Borah, Bernard 1993-1994 Music
Borch, Rose Alice 1913-1922 Music-Voice
Borders, Ann 2006-2024 Music
*Borei, Karin 1999-2008 Library - Director
Bosley, Deborah 1980-1986 English
Bosse, Joanna 1998-2002 Music
*Boston, Bryce 1984-1996 Admissions
Bottorf, James E. 1971-1978 Political Science
Boudreaux, Catalina G. 2000-2004 Physics
Bourey, Alan 1978-1981 Business
Bovine, Thomas 2000-2001 Communication
Bower, Edna Loraine 1910-1912 Music-Piano
Bowers, Jolynda 1982-1984 Music
Boyd, Alvin L. 1972-1976 Mathematics
Boyd, Anne Morris 1906-1913 Library
*Boyer, Edward Sterling 1930-1955 Religion
Bracket, Peggy Apperson 1951-1952 Music-Piano
Bradway-Hesse, Becky 1999-2002 English
Bragg, Lucile Margaret 1910-1938 Languages
Brainard, Edith M. 1947-1951 Library-Director
Brand, Jeffrey 2001-2014 Communication
Braniger, Carmella 2003-2024 English
Brannan, Robert E. 1918-1919 Physical Education
Brannon, Michael 1974-1980 Physical Education
Bransby, Joseph J. 1904-1909 Engineering-Foundry
Braun, Michael 2013-2015 Communication
Brazada, Alice 1943-1944 Business-Secy. Science
Brazzel, Russel 1991-1995 Music
Breed, Paul 1963-1964 Speech
Brennen, Bernice 1920-1922 Music-Piano
Brenner, Douglas F. 1985-1988 Communications
*Brewer, Raymond Rush 1935-1962 Religion/Admissions
Bridge, Mark 1990-1995 Psychology
Brilley, Amy 2015- Director of Information Technology
Brink, Carl 1990-1995 Mathematics
Briody, David M. 1966-1969 Speech
Briscuso, Joseph J. 1962-1963 Music
Britt, John A. 1985-1986 Computer Science/P.E.
Broadbear, Barbara 2016- Exercise Science & Sport
Brockway, Minnie 1913-1914 Home Economics-Millinery
Brook, Alice 1990-1991 Music
Brooks, Lori 1965-1966 Music-Piano
*Brooks, Randy 1990-2022 English
Brown, Barbara J. 1972-1974 Library-Music Librarian
Brown, Bryce K. 1946-1964 Mathematics
Brown, Castle Marlott 1924-1927 Political Science
Brown, Dale 1966-1967, 1968-1970 Engineering
Brown, Florence Mabel 1916-1923 Music-Violin, Piano
Brown, Francis R. 1946-1949 Mathematics
Brown, James A. 1998-2003 Physics
Brown, Joan 1995-1999 Behavioral Sciences
Brown, Kenneth 1989-1996 Spanish
Brown, L. Paul 1956-1957 Music-Violin
Brown, Mary 1999-2000 Music
*Brown, Michael 2002-2023 Accounting
Brown, Myrtle 1925-1927 Nursing-Obstetrics
Brown, Pembroke Holcomb 1956-1957 Business-Economics
Brown, Perla 2003-2005 Music
Brown, Ruth Lovelace 1918-1924 Music-Piano/Organ
Brown, Willard 2004-2014 Mathematics
Browne, James H. 1981-1988 Business
*Browning, L. Clyde 1958-1977 Education
Brummett, Verna 1990-1991 Music
Brunk, Jeremy 2000- Music
Brusch, Brian 1998-1999
Bryant, Earle Ruskin 1910-1912 Biology
Bryant, Harriet W. 1905-1906 Music-Registrar
Buchar, Kimberly 2000-2002 Music
Bucher, Eloise 1913-1916 Music-Voice
Buck, Christopher G. 1997-1999 Religion
Buck, Miriam 1946-1948 Chemistry
Buday, Kathleen 2018-2019 Art
Budrow, Jenifer 1971-1972 Dance
Bull, Helen Sather 1949-1950 Library-Assistant Librarian
Bullock, Chris 1996-2006 Communications WJMU)
Bunn, Edna M. 1913-1914 Music-Pipe Organ
Burden, Jeffrey K. 1990-1994 Art
*Burdick, David H. 1989-2023 Music
Burgstahler, Audrey K. 1950-1952, 1954-1956 Music-Instruments
Burgstahler, Elton E. 1950-1956 Music
Burhorn, John F., Jr. 1956-1961 Religion/Dean of Chapel
Burke, Paul 1913-1914 Music
Burleson, Robert 1980-1981 Physical Education
Burling, Beverley Burdette 1913-1916 Electrical Engineering
Burris, Quincy Guy 1930-1932 English
Burroughs, James B. 1972-1973 Communications
Burton, Laurel A. 1976-1978 Religion-Chaplain
Burton, Mary Kay 1977-1978 Music-Voice
Burtschi, Andrew 1999-2009 Music
Busch, Karl H.D. 1952-1956 Biology
Buskirk, Carl Van 1941-1946 Music-Voice
*Butler, Thomas 1967-1989 Education
Butterfield, Frederic Curtis 1928-1932 Music-Piano
Butts, Jack 1964-1967 Physical Education
Butts, Wilbur Kingsley 1929-1931 Biology
Byers, Frank H. 1956-1957 Political Science
Byler, Ezra 1988-2002 Business-Finance
Bziukiewicz, Brygida 2000-2002 Music
Back to the top
C
*Cabrera, Eduardo 2005-2022 Spanish
Cadieux, Aline-Marie 1992-1996 (PT 91-92) Music
Caldwell, Carla 1950-1951 Music-Voice
Calhoun, Larry D. 1963-1970 Art
Camp, Janet 1971-1975 Physical Education
Campbell, Elizabeth 1929-1932 Home Economics
Campbell, Robert A. 1962-1964 English
Canning, Art 2001- Business- Management
Cannon, Virginia 1958-1959 English
Cantrell, Helen Gene 1920-1921 Music-Piano/Voice
Carbaugh, Jenni 1997-1999 Music
Carey, Frank J. 1962-1970 Music-Piano
Carey, Phillip 2000-2001 Sociology (part-time)
Cargill, Meredith A. 2000- Communication
Carlock, John R. 1978-1979 Biology
Carlson, Marlan 1966-1967 Music
Carlson, Rosemary 2001- Chemistry
Carr, Ann 1980-1981 Physical Education
Carrigan, Brian J. 1989-1998 Physics
Carroll, Herbert Allen 1923-1924 Speech
Carson, A. Max 1964-1975 Industrial Engineering
Carson, Robb 1914-1916 Business
Carter, Nancy Jo 1984- Nursing
Carter, Robert L. 1963-1965 Assistant Library
Carter, Spencer 2001- Music
Casey, William Cornell 1918-1924 History & Political Science
Cashen, Robert 1977-1978 Communications
Cassity, Leonard H. 1903-1904 Applied Arts
Castaneda, Concepcion 1967-1978 Modern Lang.- Spanish
Castelaw, Rush E. 1929-1930 Suprtdt. Dec. & Macon Co. Hospt.
Catt, Harold V. 1950-1951 Business-Accounting
Causey, David 1919-1920 Biology
Chamberlain, Donald J. 1986-1988 Music
Chambers, Mary D. 1903-1906 Home Economics
Chambers, Sherman David (Daniel) 1919-1921 Mathematics/Civil Eng.
Chamblin, Cheryl Cohn 1984- Business-Economics
Chamblin, Richard 2000- Business-Accounting
Chaney, Rita 1991-1994 Psychology
Chapman, Beverly 1994- English/Education
Chapman, Larry 1968-1975 Mathematics
Chapman, Merle 1967- Physical Education
Charbeneau, Abigail 1997-1999 Music
Cheaney, Stephen 1973-1976 Physical Education
Chesson, Diane 1975-1976 English
Childs, Edna 1908-1912, 1915-1916, 1927-1953 Music-Piano
Chiligiris, Martha 1965-1966 Music-Piano
Chittum, Stella Mae 1920-1936 Music-Piano
Christiansen, Philip 2000-2001 Music (part-time)
Christiansen, Sigurd 1964-1965 Music-Piano
Christie, Jessy Roy 1920-1922 Biology
Christman, Paul 1995-2000 Music-Theatre
Chuang, Gloria 1987-1988 Music
Clark, Henriette Lawton (Miller) 1927-1936 Music-Piano
Clark, Mary Ann 1958-1959 Music-Piano
Clark, Nita 1924-1928 Music-Piano/Organ
Clarke, Anita Healy 1970-1971 Modern Lang.- French
Clarke, Myra Brewster 1907-1909 Home Economics
Clarke, William J. 1970-1971 Music-Voice
Cleary, Joseph 1979-1984 Chemistry
Clevenger, Candace 1990-1991 Business-Accounting
Cline, Marie 1931-1933 Music-Piano
Clocksin, Brian 1997- Physical Education
Cobb, Dorothy W. 1958-1961, 1962-63 Modern Languages
Cobb, Elinor Frances (Rodgers) 1931-1933, 1948-57 Music-Violin
Cobb, Herbert Logan 1950-1955 Modern Languages
Cobb, Susan 1974,1976, 1984-1995, 1977- Music-Prep. Dept.
Coffin, Margaret 1917-1918 Home Economics?
Cole, Harold Arthur 1909-1912, 1925-1926 Music-Piano
*Cole, Lorell Mortimer 1906-1944 Engineering
Cole, Richard Holton 1941-1947 Engineering
Colegrove, M. Elizabeth 1903-1912 Modern Languages
Coleman, Wayne D. 1954-1957 Mathematics/ Engineering
Colin, Christine 1998- History
Collier, Bertha Elsie 1919-1924 Biology
Collins, Carol 1981-1982 Mathematics
Collins, Clyde E. Jr. 1982-1983 Mathematics
Collins, James 1985-1992 Music
Collins, Richard L. 1970-1976 Music
Collins, William H. 1961-1963 Engineering
Collinson, Charles 1980-1984 English
Comerio, Michale 1984-1985 Business-Marketing
Conant, Grace Patten 1906-1926 English
Conard, Harriett Zoe 1922-1928 Music-Kindergarten
Connell, Fred J. 1973-1978 Mathematics
Connell, Tschera Harkness 1973-1975, 1983-1986 Library-Cataloger
Conner, Norma 1925-1926 Speech/Music
Connolly, Patrick 1985-1988 English
Connors, Charlotte Z. 1925-1927 Anesthesia instructor
Contreras, Frank 1966-1967 Music-Piano
Cook, Gary 1984-1985 Physical Education
Cook, James 1979-1982 Physical Education
Cooprider, David R. 1962-1963 Library
Corbin, Rose 1912-1913 Music-Piano
Corder, Bobbie Lucile 1929-1936 Physical Education
Cordulack, Shelley 1974-1994 PT, 1995- Art
Cornille-Cannady, Laura 2000-2001 Adjunct faculty (part-time)
Corwin, Mildred L. 1956-1957 Music-Piano
Coryell, Sandra Deaton 1984- Music
Corzatt, Clifton E. 1966-1968 Mathematics
Corzine, Lena 1920-1922 Home Economics
Cotner, Trudi 1987-1988 Business-Marketing
Courtois, Stephen 1985-1986 Psychology
Cousins, Peter B. 1960-1961 English
Covington, Sidney 1903-1904
Cox, Florence Wood 1949-1951, 1953-1954 Education
Cox, Gerald D. 1948-1949 Business-Administration
Coy, Darwin 1964-1973 Biology
Crandall, Harriet E. 1903-1906 English
*Crannell, Harriett 1967-1994 Physical Education *1994
Cranor, Katherine Taylor 1919-1920 Home Economics
Crantz, Lois Adams 1946-1947 Music-Piano/Voice
Craven, Steven 1992-1993 Music
Crawford, Barry 1967-1969 English
Crawford, Kenneth 1969-1972 Mathematics
Crea, Lillian 1918-1919 Modern Languages- French
Creason, Nancy 2000- Nursing- Dean
Crew, John E. 1961-1963 Physics
Crisler, Larry 1975- Behavioral Sciences
Crooks, Helen 1907-1907 Home Economics
Crosier, Arthur Boone 1914-1917 Business
Cross, John 1977-1978 Geography
Crowe, Judith 1998- Writing Center
Crowley, Cheryl K. 1982-1984 Sociology
Crowley, Dennis 2000- Psychology
Crowley, Elizabeth 1978-1980 English
Cruce-Mast, Ada 1975-1976 Education
Cuddeback, Georgia 1979-1980 Psychology
Cunningham, Earl C. 1946-1947 Philosophy/Psychology
Curdling, Miriam 1921-1923 Home Economics
Curry, Catherine 1927-1928 Music-Piano
Curtin-Alwardt, Nancy 1997- Communications
Curtis, Roy Emerson 1915-1917 Business
Cutler, Marjorie Persis 1928-1929 Music-Education
Czajka, Brian 1999- Physical Education
Czajkowski, Kenn 1997-2000 Physical Education
Czerwinski, Ralph 1979- Mathematics
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Dahl, James G. 1990- Business
Dale, Sarah 1914-1916 Modern Lang.- German
Dalheim, Barbara 1985- Music-Voice
Dalluge, Sylvia 1963-1966 Modern Lang.- Spanish
Damashek, Richard 1987-1988 English
Daniels, Frances 2000- Music
Danner, Phyllis 1974-1976 Music
Danni, Doris Lee 1948-1949 Music-Voice
Dansby, Eunice 1990-1995 Music
Darling, Elton Richmond 1920-1925 Chemistry
Darrow, Ruth 1910-1912 Music-Voice/Theory
Dasch, Dorothy 1904-1905 Music-Voice
Davenport, David 1978-1979 Geography
Davenport, Roger 1979-1980 Music
Davenport, Stephen M. 1990-1996 English
Davis, Christopher 1996-1998 Theatre-Tech Dir.
Davis, Jack 2000- History
Davis, John 2000-2001 Adjunct faculty (part-time)
Davis, Lelah-Bell 1916-1923 Modern Lang.- French
Davis, Steven 1981-1985 Business-Law
*Dawald, Victor F. 1950-1966 Education *1964
Dawes, De Ann O. 1971-1972 Communications?
Deam, Thomas Marion 1922-1923, 1924-1925 Education-lecturer
Dean, Ronnie 1985- Music-Millitrax
Deardorff, David 1993-1995 Writing Specialist
Deardorff, Michelle D. 1991- Political Science
DeBlasio, Eugene Don 1975-1976 Journalism
DeBoer, Katherine 1993-1995 Music
Deck, Norma L. 1954-1955 Library-Library Asst.
*Decker, C. Richard 1974-1998 Business/Provost *1988
DeJaynes, Arlis (Randy?) 1985-1988 English
DeJoy, Nancy 1996- English
Delahoyde, Michael 1989-1991 English
Dell, Donald 1974-1975 Physical Education
*Dennis, Clyde A. 1948-1950, 1956-1979 Biology
Denton, William Wells 1941-1943 Mathematics
Desmond, Lawrence J. 1953-1954 Business-Accounting
Detmer, Emily 1998- English
DeTurk, Ruth Willard 1950-1951 Modern Languages- Spanish
Dewey, Glenn 1987-1994 Music
Dewhirst, Oscarine Pruitt 1945-1953, 1955-1956 Music-Piano
Dexter, Richard J. 1963-1966 Physics
Dickey, James H. 1905-1912 Mathematics
Dickinson, Joel 1964-1965 History & Political Science
Dicks, Claude D. 1947-1952 Psychology & Philosophy
Dillehunt, Getrude E. 1906-1907 Home Economics
Dilley, Frank B. 1962-1967 Religion/Philosophy
Dillon, Dorothy 1923-1927 Physical Education
Dirks, Bette 1974-1976 Music
Ditzler, Mauri A. 1994-1999 Arts & Sciences/Provost
Dixon, Harry Mitchell 1949-1950 Business-Administration
Dixon, Perry 1985-1986 Business-Economics
Dobbins, E. Mike 1983-1985 Theatre-Communications
Doberstein, Scott T. 1989-1998 Physical Education
Dockeray, James Carlton 1936-1943 Business-Economics
Dodge, Faith Hunter 1911-1913 Modern Languages
Dodge, Stephen 1968- History
Doelling, Ruth 1949-1949 Music-Theory
Donahue, Alan 1979-1982 Theatre
Donahue, Merwin 1965-1966 Modern Lang.- French
Donovan, James Lawrence 1954-1955 English
Donovan, William Everett 1913-1914 Music-Piano
Doran, Edward W. 1905-1906 Biology
Dorner, George C. 1963-1966 Mathematics
Dorsey, Paul A. 1984- Business
Doubleday, Frances H. 1946-1959 English
*Doubleday, Neal F. 1946-1970 (PT 72-73) English *1970
Douglas, Cynthia 2001- Music
Douglas, Philip Earle 1913-1914 Modern Languages
Douglass, Richard 1967-1969 English?
Downen, Brian 1993-1994 Music
Doyle, Daniel 1997-1998 History
Drake, Bernadine 1979-1984 Nursing
Drake, Charles G. 1962-1965 Business-Administration
Dreese, Lynn 1993-1995 Biology
Drenan, James W. 1957-1976 Chemistry
Driesbach, David F. 1954-1959 Art
Droll, Belinda 1979-1984-1988-1998 English
Drompp, Michael 1985-1986 History
Druelinger, Melvin 1982-1984 Chemistry
Duffey, Raymond Earl 1936-1942 Music-Violin
Duke, Jodie, Jr. 1976-1977 Chemistry
Duncanson, W. Thomas 1999- Communication
Dunlap, Mabel 1911-1919, 1920-1927 Home Economics
Dunn, Harriett L. 1907-1908 Art
Dunn, Sandra 1997-1999 Education
Dunning, Wayne 1992-1995 Physical Education
DuPuy, Jessie Maude 1906-1907 English
Durán, Victor Manuel 1987- Modern Languages- Spanish
Durkee, Laura E. 1919-1922 Business
Dussing, Sarah 2001- Music
Dwiggins, Mary 2000- English
Dymond, Geneva 1946-1947 English
Dymond, Wayne Erwin 1945-1948 Business Administration
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Eagan, Sarah E. 1973-1975 English
Eastland, Cornelia 1950-1953 Library
Eaton, Bertha E. 1908-1909 Classical Languages
Eaton, J. Tim 1981-1982 Business-Law
Eaton, Nancy 1982-1985 Music
Ebert, P.K. 1975-1984 Business-Administration
Echaniz, jose 1932-1944 Music-Piano
Eckhard, George Frederick 1909-1912 Civil Engineering
Eckmair, Frank C. 1962-1963 Art
Eckroth, Kathleen 1968-1969 Music
Eckroth, Marvin 1967-1971 Music
Eddy, Mary Louise 2001- Education
Eddy, Samuel 1924-1926 Biology
Eddy, Zelma 1966-1967 Classical Languages
Edmonds, Bernyce 1969-1970 Education
Edwards, Stella Strickland 1935-1936 Home Economics
Eilers, Virginia 1979-1980 Nursing
Eittreim, Alvin Kingsley 1936-1937 Mathematics
Elder, James Clyde 1907-1908 Physical Education
Ellefson, Robert 1967-1971 Physics
Ellefson, Susan 1967-1968 Music-Piano
Ellwood, John K. 1918-1919 Mathematics
Emch, Walter 1932-1961 Music-Theory
Emery, Mary Elizabeth 1952-1953 Music-Piano
Emmons, Paul R. 1974-1977 Library- Music Lib.
Engelke, David 1984-1986 Music-Piano
Engleman, Buryl Frederick 1947-1959 Communications
Engen, David 1995-1999 Communications
Ennis, Lloyd B. 1962-1963 Modern Languages
Epstein, Carmen 2001- Library
Eschbaugh, John T. 1958-1961 Engineering
Eshelman, George R. 1948-1949 Business-Administration
Evans, Gertrude Darrett 1912-1914 Music-Voice
Evans, Howard M. 1968-1969 Education
Evans, Karen 1990-1995 Biology
Evans, Ruth B. 1926-1927 Music-Kindergarten
Evenson, Sharon L. 1966-1967 Music
Everest, Phyllis E. 1945-1946 Music-Cello
Ewbank, David 1962-1964 English
Ewing, James Rees 1922-1923 Business
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Fahrnkopf, Barbetta 1908-1912 Music-Piano
Fahy, Paul 1992-1995 Business-Economics
Fairweather, Margaret 1957-1961 Music-Flute
Faith, Don R. 1959-1962 Religion
Falvey, Frances E. 1948-1959 Mathematics
Farley, Mary Jane 1952-1953 Music-Voice
Farrill, Esther 1946-1947 Music-Piano
Fassnacht, Margaret 1947-1952 Music-Education
Fast, Willard 1947-1949 Music-Theory
Fathauer, George 1966-1967 Physics
Faust, George 1946-1947 History & Political Science
Fehr, David 1987-1988 Music
Fellows, George Emory 1913-1916 Education/President
Fearheiley, Michael 2000- Mathematics
Ferguson, Joy 1982-1984 Music
Ferrill, Nancy 1984-1985 Writing Center
*Ferris, William N. 1965-1988 Modern Lang.- French *88
Ferry, Richard E. 1961- Education
Ferson, Angela 1920-1922 Physical Education
Fichter, Lawrence 1977-1978 Political Science
Filley, Lynn M. 1950-1965 Business-Administration
Finfrock, E. Hope 1908-1909 Modern Lang.- German
Finn, Kevin 1999- Theatre- Artist In Residence
Fiol, Stephen F. 1976- Music
Fischer, William 1946-1947 Music-Voice
Fisher, Fay Lynton 1919-1920, 1925-1926 English/Rhetoric
Fisher, Hazel V. 1948-1950 Modern Languages- Spanish
Fisher, James W. 1973-1975, 1977-1979 Biology
Fisher, William E. 1948-1955 Education
Fisk, Sylvia (Gobberdiel) 1911-1925 Music-Piano
Fitch, Erma 1914-1916 Music-Piano
Fitzpatrick, W.M. 1922-1927 Instructor-Emer. Nursing/First Aid
Flack, Frank M. 1948-1953 English
Flam, Marie 1985-1988 Nursing
Flint, Ellen Lucille (Easterling) 1936-1947 Dance
Flores, Amy 2001- Music
Flynn, Florence 1918-1919 Music-Voice
Flynn, Thomas F. 1993- Provost/President
Foley, Alice A. 1966-1967 Languages
Folger, Paul J. 1990-1996 Political Science
Followell, Faye 1955-1956 Library- Asst. Librarian
Foote, Rebecca 2000-2001 Education (part-time)
Forbes, Gordon 1967- Behavioral Sciences
Forbes, Guy 1995- Music-Voice
Forbes, Malcolm 1970-1978 Dean Arts & Sciences
Forbes, Richard 1980-1981 Physical Education
Force, Charles 1992-1999 Mathematics
Forsythe, Nina beckwith 1907-1912 Home Economics
Fortner, Robert 1977-1978 English
Foster, James Daniel 1994-2006 Mathematics
Foster, Penelope 1969-1970 Languages
Frahm, Margaret 1946-1948 Business-Administration
Fralick, JR 1996-2000 Music-Voice
Francisco, Noel 1955-1959 Religion
Fraser, Steven 1974-1975 Music-Guitar
Frazer, June T. 1970-1972 English
Frazer, Timothy 1969-1971 English
Frazier, Ronald L. 1964-1965, 1966-1971 Religion
Frech, Lee 1922-1927 Infant feeding instructor
Fredericks, Aage 1912-1913 Music-Violin
Freed, Elmer E. 1946-1947 Religion
French, Jon 1972-1974, 1980-1984 Business-Accounting
French, Lucile 1918-1919 Home Economics
Frey, Roxanne C. 1970-1974 Library-Reference
Friesen, Delbert 1981-1984 Physics
Fromel, Helen Grannath 1946-1948, 1951-1956 Library-Director
Frye, Larry J. 1966-1969 Library-Cataloger
Fryxell, Burton Lyman 1937-1947 English
Fryxell, Vera A. 1938-1941 English
Fuentes, Maryvonne 1993-1994, 1996- Chemistry
Fuiks, Cheryl W. Cohn 1984- Economics
Fulcher, James E. 1905-1906 Engineering
Fuller, Carol 1962-1964 Music-Piano
Fuller, Cynthia (Foulke) 1992-2001, 2004- Library
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Gabler, Ina 1996-1998 Education
Gadbois, John 1991-1996 Physical Education
*Gage, Daniel James 1943-1962 History *1962
*Gage, Elinor 1946-1972 English *1972
Galbreath, Frank E. 1947-1948, 1953-1954 Mathematics/Physics
Galewsky, Sam 1997- Biology
Galligar, Gladys Charlotte 1934-1948 Biology
Galloway, Thomas Walton 1903-1916 Biology
Gallup, Miner Walden 1909-1932 Music-Piano
Gamble, Stephen H. 1966-1967 Business-Administration
Gamman, R. Ingle 1911-1912 Ceramics
Gamst, Glenn 1979-1981 Behavioral Sciences
Ganos, Joan 1960-1961 Languages
Garcia Pinar, Arantxa 1999-2000 Language assistant
Gard, Esther Larrabee 1928-1930 Art
Gardiner, David 1998-1999 English
Garlitz, Robert E. 1968-1969 English
Garrison, Charlotte James 1928-1929 Suprtdt. Dec. & Macon Co. Hosp.
*Gaston, Jack W. 1952-1990 Business-Marketing *90
Gatchel, Dennis 1992-1993 Physical Education
Gauger, Joseph F. 1924-1944 Business-Accounting
Gebhart, Nellie 1907-1913 Music-Piano
Gehres, Edward D. Jr. 1973-1974, 1975-1976 Religion
Geiger, Eldon 1918-1920 Music-Education
Geng, Zhong, M. 1990-1995 Library-Cataloger
Genrich, Mark 1998- Art
Gery, Frank W. 1960-1962 Business- Administration
Gibbard, Linda 1975-1976 Music-Piano
Gibbons, Bruce 1985- Music
Gibbons, Helen Marshall “Hapi” 1985- Music
Gibrich, Craig 1975-1976 Religion
Gibson, Ralph L. 1938-1941 Chemistry
Gill, Bruce 1978-1980 English
Gill, James H. 1903-1906 Engineering
*Gill, Russell Wayne “Hank” 1926-1938, 1946-1969 Physical Education
Gillen, Lisa 1992-1995 Writing Center
Gillen, William 1979-1980 Philosophy
Gillespie, Doris Lewman 1919-1920, 1923-1926 Music-Voice
Glasscock, David Gene 1952-1954, 1955-1978 Engineering-Industrial
Gleason, Gerald A. 1977-1978 English
Glencross, Laurie 2001- Music
Gobel, Leland H. 1932-1933 Music-Wind Instruments
Godcharles, Charles A. 1941-1946 Philosophy
Goff, James Frederick 1942-1944 Physical Education
Golden, David A. 1984- Theatre
Goleman, Irving 1927-1930 English Literature
Golovatchoff, Dika 1968-1969 Music
Goode, Gaylia Myrna (Young) 1938-1944 Classical Languages
Goodale, Anna C. 1923-1927 Nursing
Goodnow, Wilma 1980-1981 Business-Marketing
Goodyear, A.F. 1922-1927 Physiology
Gorder, Wayne 1975-1976 Music
Gossin, Pamela 1989-1990 English
Gould, Fletcher Ames 1912-1916 Engineering
Gould, Howard Woodham 1925-1927 Chemistry
Gourley, Margaret T. 1955-1957 Languages
Grabow, Constance Brooks 1959-1961 Music-Piano
Grant, Joseph D. 1929-1931 Mathematics
Grant, Lester J. 1945-1946 Education
Gray, Jerry 1969-1975 Physical Education
Gray, Kathryn F. 1973-1975 Music
Gray, Virginia 1931-1935 Music-Piano
Greanias, Gust T. 1948-1949 Business-Administration
Green, Alan 1972-1973 Biology
Green, C. Steven 1987-1996 Philosophy
Green, Darrell A. 1974-1981 Physical Education
Green, Fredarieka 1915-1925 Music-Voice/Ear Training
Greenwood, Clara C. 1911-1912 Art
*Gregory, Ronald D. 1968-1985 Music (Dean ) *1985
Grieve, William 2001- History
Grieves, Wallace 1923-1925 Music-Violin
Griffin, Phillip E. 1977-1979 Music-Education
Griffith, John R. 1964-1968 Business
Griffith, Ruth 1965-1968 Music-Piano
Griffiths, Richard 1964-1967 Education
Grinde, Gerald S. 1977-1980 History
Gromoll, Henry F., Jr. 1960-1961, 1963-1996 Behavioral Sciences
Groninger, Judy 1968-1969 Biology
Gross, David 1997-1999 Music
Gross, James R. 1981-1986 Engineering
Grosz, Fred A. 1970-1975 Chemistry
Grove, Margaret “Gretchen” 1990-1991, 1992-1995 English
Grubb, John 1992-1994 Business-Marketing
Grubel, Mollie 1907-1920 Physical Education
Gruner, Leroy 1971-1972 Sociology
Guernsey, Bruce 1991-1992 English
Guernsey, E. Louise 1906-1912 Art
Guillory, Daniel L. 1972- English
Guldenstein, Diana 1997-2001 Education
Gunnison, Binney 1907-1913 Speech
Gunzenhauser, Bonnie 1999- English
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Hacker, Almalee Puckett 1941-1944 Secretarial Science
Hadley, Thomas Grant 1926-1943 Music-Voice
Hadley, Margaret Wiley 1926-1933, 1936-1939 Music-Voice
Hahn, Arthur McKee 1922-1927 Engineering
*Hale, Charles E. 1976-1999 Library-Director
Hale, Janet 2001- Education
Hall, Carl 1997-1999 Education
Hall, Joanne 1977-1978 Music
Hall, John L. 1972-1978 English
Hallam, James 1975-1976 Data Processing
Hallanger, Isabelle 1906-1907
Halpin, Cindy Stroud 1997-1999 Theatre
Halpin, Kevin 1996-1999 Theatre
Ham, John P. 1953-1955 Social Work Lecturer
Hamilton, Georgia 1964-1965 Music-Voice
Hamilton, Robert H. 1965-1968 History
Hamm, Helen 1974-1976 Music
Hammond, Bobby 1979-1980 Philosophy
Hammond, Karen 1987-1988 Sociology
Hancock, John 1974-1976 Music-Piano
Handelsman, Richard 1968-1970 English
Handler, Cynthia M. 1997- Biology
Handlin, Irene 1908-1913 Art
Hanks, Christopher H. 1975-1978 Mathematics
Hansen, John 1971-1973 Business-Accounting
Hansen, Stephanie 1980-1982 Music
Harm, Kenneth A. 1957-1958, 1962-1963 Industry
Harmon, Sandra 1985-1986 History
Harness, Kelley 1990-1995 Music
Harris, Kathleen 1963-1964 Speech
Harris, Peter 1990- Music
Harshbarger, Darlene Wittenauer 1993- Theatre
Hart, Clyde William 1915-1922 English/Speech
Hart, M. Susan 1979-1984 English
Hartgrove, Kathryn 1996- Music
Hartmann, Paul AA. 1991-1992 Theatre-Tech. Dir.
Hartter, Allen 1970-1971 Political Science
Harvey, Carl 1998- Physical Education
Harward, Donald W. 1965-1968 Philosophy
Hatch, Melville Harrison 1924-1925 Biology
Hatfield, Susan S. 1998-2000 Music
Hattoon, Emil 1962-1964 Religion
Haug, Rachel (Long) 1945-1952 Music-Piano
Hawkins, Elmer 1974-1995 Business
Hawkins, Maria 1947-1948 Psychology
Haydon, Ricky 1984-1986 Music
Hayes, E.M. 1924-1925 Instructor-Tuberculosis
Hayes, J.M. 1924-1927 Orthopedic nursing
Hayes, William F., Jr. 1965-1966 Music-Artist in Residence
Haynes, Lawrence W. 1977-1978 Business-Economics
Haywood, C. Robert 1966-1969 Dean-Arts & Sciences
*Head, Carl I. 1915-June 1958 Engineering *1958
Hearson, Robert H. 1970-1977 Music
Heath, Lillian 1911-1912 Music-Voice
Heffern, James R. 1960-1961 Biology
Heideman, Eunice 1947-1949 Music-Wind Instruments
Heideman, Mary (Brandt) 1927-1937 Music-Violin
Heiden, Charles 1972-1977 Sociology/Psychology
Hedtman, Nanette 1969-1970 Dance
Heitkamp, Lawrence W. 1969-1972 Languages
Hekking, William Matthews 1912-1916 Art
Helmick, Louise Watson 1919-1947 Music-Voice
Hemenway, Mary 1908-1912 Music-Violin
Henderson, Clayton W. 1974-1980 Dean- School of Music
Henderson, Luther Bateman 1917-1926 Philosophy
Henderson, William Franklin 1914-1920 Chemistry
Hendricks, Donald D. 1960-1963 Library
Hendricks, Jeff 1998-2001 Business
Hendrix, Ralph D. 1957-1959 Business-Administration
Henry, Jana 1999- Theatre
Herman, Richard 1985-1986 Theatre/Dance
Hermens, Richard A. 1963-1966 Chemistry
Hertwig, Alvin 1911-1912 Mathematics
Herzig, John R. 1967-1970 Business
*Hess, Harold Clyde 1929-1963 Music- Violin *1963
Hess, L. James 1947-1948 English
Hess, Tisha 1999- Physical Education
Hesse, Margaret 1975-1976 Biology
Hesse, Theodore 2000- Music
Hessler, John Charles 1907-1920, 1934-1944 Chemistry & President
Hickernell, Helen Harriet 1927-1929 Physical Education
Hicks, Patricia 1970-1973 Mathematics
Higgins, Pat 1992-1994, 2000-2001 Chemistry
Hilgenberg, Cheryl 1990- Nursing
Hill, Gregory 1991-1997, 1998- Business-Law
Hill, H. Wayne 1947-1948 Chemistry
Hill, Helen Russell 1924-1926 Music-Piano
Hillger, Martin E. 1955-1962 English
Hilliard, Herbert Beeton 1903-1904 Music-Piano
Hinrichs, Brian R. 2000- Business-Management
Hironimus-Wendt, Robert J. 1995- Behavioral Sciences
Hittler, George Meehan 1938-1942 Secretarial Sciences
Hobbs, Ronald 2000-2001
Hodge, Howard 1930-1936 Suprtdt. Dec. & Macon Co. Hos.
Hoegl, Juergen K. 1978-1980 Modern Languages
Hoffland, Kathryne 1974-1976, 1985-1986, 1990-1991 Music
*Hoffland, Richard D. 1959-1991 Music-Choral/Church
Hoffman, Darlene 1977- Education
Hoffman-Jeep, Lynda 2000- Modern Languages- German
Hoffman, Mark 1926-1928 Music-Piano
Hoggatt, Cyrus H. 1903-1908 Business-Accounting
Hoke, Martin 1987-1988 Business-Law
Holbrook, Frank D. 1918-1919 Engineering-Civil
Holcombe, E. Jean 1947-1948 Library
Holden, Louis Edward 1919-1923 President
Holecek, Boyd 1946-1947 Physical Education
Holley, Charles Elmer 1924-1927 Education
Holm, Jeff 1998-2000 Admissions/Baseball Coach
Holmes, Bradley A. 1991- Music-Choral
Holmes, Elizabeth 1992-1995 Music-Choral
Holmes, Karen 1978-1981 Physical Education
Holt, Niles 1987-1988, 1992-1995, 1996-1997 History
Honegger, David 1990-1993 English-Writing Center
Hood, Jay 1998- Physical Education
Hoopes, L. Llewellyn 1908-1909 Physical Education
Hoose, Stephanie 1980-1985 Music
Hoots, Helen Kathryn 1936-1943 Education
Hope, Barbara 1990-1991 Writing Center Specialist
Hopper, Arthur B. 1970-1984 Communications/Theatre
Hornbacker, Georgia 1975-1976, 1986- Music-Violin
Horvath, Maria 2000-2001 Music (part-time)
Hossain, Najmul 1981-1984 Business-Economics
Hossalla, Richard J. 1972-1975 Communications/Theatre
Hottes, Frederick Charles 1928-1948 Biology
Housman, Russell F. 1959-1961 Art
Houston, Carol 1970-1971 Physical Education
Howdyshell, Judy A. 1989-1996 Education
Howe, Thomas Dudley 1925-1927 Biology
Hower, Robert F. 1986-1988 Art
Howett, Gladys 1947-1948 Art
Howley, Terry 1990-1993 Physical Education
Hoyt, Frederick B. 1970-1972 History
Hubbell, Douglas K. 1978-1979 Theatre
Hubble, Richard 1971-1972 Biology
Huda, Shamsul 1984-1985 History
Hudson, Gail 1978-1986 Communication
Huff, J.A. 1963-1965 Music-Theory
Huff, Mary Ellen 1963-1965 Music-Violin
Hughey, Fannie E. 1913-1914 Color School Principal
Humphrey, Peter 1970-1971 Dance
Hunt, James G. 1962-1963 Business-Administration
Hunt, Jerald 1969-2000 Education
Hunt, Phyllis 1977-1978 Education
Hunter, Jeffrey 1985-1986 Music
Hurst, Steven 1974-1975 English
Hurt, Phyllis 1973-1974 Music
Hyde, Emma 1918-1919 Mathematics
Hydinger, Frank Lloyd 1918-1926 Music-Piano, History
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Imboden, Sarah Mark 1922-1927 Education
Ireland, Clarence E. 1943-1944 Physics
Irons, Mayme Ethel 1922-1945 Music-Music Education
Isom, Kathleen 1967-1968 Dance
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Jack, C.M. 1922-1924 Public Health/ Tuberculosis
Jack, David C. 1956-1958 Political Science
Jackson, Douglas 1993-1994 Modern Languages
Jackson, Herbert 1974-1977 Physical Education
Jackson, Preston 1971-1972 Art
Jackson, T. J. 1973-1974 Physical Education
Jacobs, Eloise 1914-1919 Music-Piano
Jacobs, Jo Ellen 1981- Philosophy
Jacobs, Phyllis M. 1984-1988 Nursing
Jacobsen, David C. 1973-1981 Music
Jagger-Taylor, Maria 1995-1999 Dance
James, Benjamin B. 1906-1914 Physics, Academy
Jarman, Pauline 1932-1933 Art
Jebe, Carl F. 1946-1947 Music-Cello
*Jensen, Norman H. 1970-1999 Biology
Jensen, Thomas 1981-1985, 1990- Admissions/ Phys. Ed.
Jesek, Sheila 1980-1984 Nursing
Jessup, Rev. Mary 1997- Religion
Jimison, Carmin 1978-1980 Nursing
Johansson, Carl 1969-1975 Physical Education
Johns, Peter Jr. 1980-1981 Business-Management
Johnson, Albert 1992-1997 Education
Johnson, C. Roy 1922-1927 Pediatrics
Johnson, Eileen 1997-2000 Music
Johnson, Harold Elbert 1937-1940 Physical Education
Johnson, Helen Louise 1906-1907 Home Economics
Johnson, Joan A. 1966-1968 Music
Johnson, Keith W. 1973-1976 Communications
Johnson, Leo Thomas 1921-1938 Physical Education
Johnson-Vela, Michelle R. 1999- Modern Languages- Spanish
Johnson, Robert 1975-1977 Business-English?
Johnson, Robert V. 1982- Business-Accounting
Johnson, Taver 1996-1999 Physical Education
Johnston, Harrington 1903-1906 Music-Violin
Jones, David 1923-1924 Business-Bookkeeping
Jones, Deanne F. 1998- Business
Jones, Gregory W. 1976-1979 Business-Management
Jones, James 1980-1984 English
Jones, Marla 1980-1981 English
Jones, Myrna Frances 1926-1927 Biology
Jones, Rupel Johnson 1926-1931 English
Jones, William H. 1905-1906 Engineering
Jordahl, Julianne 1969-1971 Modern Languages
Jordahl, V. Truman 1970-1972 Philosophy
Jordan, Dwight 1982-1986 Music
Jorns, David 2000-2001 Theatre & Dance (part-time)
Josefson, Clarence M. 1973- Chemistry
Jost, Jean 1985-1988 English
Joys, Herbert James 1950-1951 Speech
Juchhoff, Frederick 1913-1914 Business
Justison, Brian 1998-2000 Music
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Kadish, Marion E. 1909-1910 Music-Voice
Kaeuper, Hermann H. 1903-1914 Music-Director, Piano
Kaha, Catherine W. 1990-2000 Communications
Kapp, Lucien 1960-1963 Art
Karalis, Nicholas 1969-1970 Philosophy
Kargas, Nicholas 1973-1984 Business-Accounting
Karls, Scott 1980-1981 Education
Karr, Ila 1949-1951 Library-Asst. Librarian
Kauffman, Bessie Fern 1919-1921 Home Economics
Keagle, William 1991- History
Kean, Hugh Pratt 1917-1918 Mathematics
Kearns, Andrews 1992-1993 Music
Kearny, Edward 1967-1968 History
Kebrecht, Glenn F. 1958-1960 Music-Violin
Keehn, Norman H. 1966-1968 History
Keeton, Robert W. 1903-1905 Biology
Keil, Henry J. 1948-1951 Physical Education
Keirle, Mary A. 1957-1958, 1959-1960 Mathematics
Keister, W.S. 1924-1927 Public Health
Keller, Sue 2000-2001 Mathematics (part-time)
Kelley, Shannon Keith 1987-1988 Communications/Theatre
Kellogg, Robert James 1903-1918 Modern Languages
Kelso, Alexander Peebles 1918-1925 Religion
Kelton, Anne 1987-1995 Music
Kelton, Christopher T. 1983-1996 Music
Kenny, Jack 1998-1999 Education
Kent, Elliot N. 1978-1985 Political Science
Kent, Nancy 1969-1972 Library- Music Librarian
Kerans, Lori 1986- Physical Education
*Kerns, Byron L. 1944-1972, 1974-1975 Dean of Students
Keshawarz, Margaret 1978-1979 English
Ketch, Helen 1909-1910 Music-Piano
*Kettelkamp, James F. 1964-1993 Admissions Dean
Kiefer, Earl Chester 1923-August 1959 Mathematics
Kienzler, Jo Ellen “Jody” 1995- Music
Kies, Harry James 1960-1961 Business
Kimmel, James 1988-1996 Music-Show Choir
King, Edward Luther 1904-1905 Mathematics
King, Inez Naomi 1914-1916 Biology
King, J. William 1998-2000 Music
King, John P. 1990-1991, 1993-1994 Theatre
King, Rosemary 1998- English/Writing Center
King, Thomas 1967-1968 Philosophy
Kinsey, David 1964-1970 Mathematics
Kirby, Glenn Jr. 1970-1974 Business-Economics
Kirby, Harriet 1969-1971 Physical Education
Kirchner, David 2001- Political Science
Kirck, George T. 1980-1984 Music-Wind Ensemble
Kirck, Susan 1980-1984 Music
Kiser, Brian 2000- Music
Kittrell, William L. 1985-1986 Business-Finance
*Klaven, Marvin L. 1961-1996 Art *1996
Klein, Christian Adolph 1913-1914 Modern Languages
Klein, Joan Larsen 1978-1979 English
Kleinberg, Jacob 1940-1944 Chemistry
Klemens, Miriam 2000- Education (part-time)
Kline, Ellen Elizabeth 1923-1924 Home Economics
Klingberg, Frank I. 1939-1944 Political Science/History
Klingenberg, Patricia 1975-1976
Klott, Maria 1985-1994 Music-Vocal
Kniple, Beulah Virginia 1924-1927 Home Economics
Knutilla, Keith 1996-1999 Library-Media Center
Koch, Gary 1990-1991 Communications
Koda, Paul S. 1965-1967 English
Koehler, Richard 1993-1994 Biology
Kohler, Paul A. 1946-1947 Business
Kok, Marilyn 1987-1988, 1990-1996 Writing Center Specialist
Kok, Randall A. 1986- Chemistry
Kowa, Katherine 1978-1980 Physical Education
Kraemer, Glenn 1998-1999 Physical Education
Kramer, Robert 1947-1951, 1953-1954 Music-Woodwinds
Kranz, F. James 1966-1967 Religion
Kremer, David 1992-1993 Communication
Kressin, Hugo Max 1922-1923 Modern Languages-Spanish
Kreider, Lorrin A. 1960-1961 Religion
*Kreuger, William E. 1956-1986, 1992-1993 English *1986
Kriege, Laura Olivia 1916-1917 Modern Languages-Germ.
Krintz, Louise 1955-1957 Music-Piano
Krows, Janet 1980-1985 Physical Education
Krueger, John Fred 1944-1945 Business
Krueger, Kari 1997-1999 Music
Krueger, Michael 1992-1994 Music
Krummel, Christopher 1992-1994 Music
Kruse, Luanne 1970-1972 English
Kruzan, Robert 1947-1968 Music-Band
Kuhnes, E.L. 1918-1919 Mathematics
Kuncar, Edward I. 1963-1966 Modern Languages
Kuny, Frederick L. 1957-1958 Engineering
Kupper, Jodi 1998- Education
Kuykendall, Sue 1984-1986 Writing Center
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Lacquet, Jo Ann 1972-1973 Music
Lahners, Thomas 1923-1927 Materia medica
Lahr, Robert Wuest 1913-1921 Art
Laible, Jon 1995-1999 Mathematics
LaMar, Everette A. 1954-1956 Physical Education
LaMar, Wilmer Abraham 1943-1944 History/Geography
LaMarsh, Gerald W. 1963-1964 Speech
Lamb, Robert Madison 1917-1918 Chemistry
Lamm, Joyce 1962-1965, 1975-1976 Physical Education
LaMontagne, Mary Jane 1982-1984 Nursing
Lancaster, Ralph E. 1946-1949 Business-Accounting
Landis, R. Sabine 1927-1928 Dir. Nurses & Principal
Lanphere, Charles N. 1904-1912 Music-Piano, Music Ed.
Lansford, Mariella V. 1968-1970 Modern Languages
*LaRowe, Kenneth D. 1960-1983 Music-Theory, Organ
Larson, Carol 1969-1972 Music-Instrumental
Latimer, Roy Anderson 1949-1950 Secretarial Science
Lau, Barbara 1987-1988 Writing Center Specialist
Lauer, Sally L. 1990-1997 Communications
Lauerman, Mary L. 1972-1977 Modern Languages-French
Laughery, Wayne W. 1965-1967 Education
Laurent, Lorraine 1964-1966 Music-Voice
Lavery, Ruth 1912-1916 Music-Violin
Lawrence, Charles W. 1906-1909 Engineering-Civil
Layton, L. Lamar 1949-1951 Mathematics
Leach, Betty Pat 1945-1948 English
Leach, Frederick 1948-1949 Art
Leafbourg, Theckla 1906-1909 Music-Voice
Leask, J. Kenneth 1964-1966 Psychology
Leavitt, Katharine 2000-2001 Education (part-time)
Ledford-Pearson, Laura 1995- Theatre
Lee, Charles Edward 1919-1920 Languages-Rhetoric
Lee, Rachel 1992-1997 Music
Lee, Robine C.L. 1978-1979 Chemistry
Lee, Soyoung 1996-1998 Music-Prep. Dept.
Leese, Charles 1946-1949 Business-Administration
Lehenbauer, Philip A. 1907-1909 Biology
Leonard, James 1979-1980 Business-Finance
Lewey, Merle Chreighton 1947-1948 Speech
Lewis, Evan Llewelyn 1927-1931 Social Science-Languages
Lewis, Laura 1916-1917, 1946-1950 Modern Languages
*Lewis, William D. 1967-1991 Dean Special Prog./Ed. *91
Lewis, Yvonne 1997- Education
Liberatore, Anthony F. 1984- Business-Economics/Fin.
Likens, Carolyn V. Part Time 1968-1985, Full Time 1986- Mathematics
Liley, Thomas 1993-1995 Music
Lillich, George Otto 1910-1916 Music-Piano
Limerick, Ann C. 1949-1950 Sociology
Lindeberg, Donald 1940-1942, 1946-1947 Physical Education
Linton, Mary Jane 1980- Nursing
Littrell, Tim 1981- Physical Education
Livesay, Margarrethe 1962-1963 Education
Livingston, Felix 1974-1978 Business-Economics
Lloyd, Eloise 1922-1923 Music-Piano
Lockett, Jessie Walston 1918-1921, 1923-1926 Modern Languages-French
Loeb, Sam 1975-1976 Business-Marketing
Logan, Alice Weidner 1951-1953 Music-Voice
Long, Donald 2000-2001 Education (part-time)
Long, Robert 1946-1952 Music-Voice
Long, Wesley Robertson 1924-1925 Modern Languages
Loos-Tooker, Carola 1903-1905 Music-Voice
Lovell-Troy, Lawrence 1979- Behavioral Sciences
Loveridge, Carl 1975-1980 Business-Acct./Marketing
Lubecki, Jacek 2001- Political Science
Lubera, Gene 1966-1967 Education
Lucas, Zelna Maxine Lowe 1934-1944, 1948-1968 Music-Piano
Luchetti, Alfred 1999- Business Management
Lutz, Caroline Stookey 1911-1912, 1913-1927 English
Lux, Wilna Frances 1946-1948 Political Science/History
Luxner, Karla 1999- Nursing
Luxner, Michael 1996- Music
Luy, Donald 1979- Physical Education
Lyon, Florence L. 1903-1905 English
Lyon, George E. 1922-1924 Orthopedic Nursing
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MacAdams, Elizabeth 1985-1986 Business Marketing
MacAdams, Fay 1910-1912 Music-Piano
MacBeth, Thomas G. 1963-1965 Business-Administration
MacGregor, Jay B. 1931-1935 Education
MacPhail, Paul 1987-1988 Music
McAfee, David 1974-1975 Education
*McCaslin, Davida 1907-June 1952 English, Rhetoric
McClarey, Julie 1992-1996 Music
McClarey, Stephen 1997-1999 Music
McClelland, C.E. 1922-1925 Diseases Ear, Nose & Throat
McClelland, Marian Gertrude 1914-1917 English
McClugage, Sam 1965-1966 Biology
McClun, Edwin William 1917-1918 Business
McClure, Dorothy Julia 1936-1969 Physical Education
McClure, Malcolm M. 1976-1978 Business-Accounting
McClure, Oren D. 1958-1965 Education
McColley, Dianne 1978-1979 English
McCoy, John Peter 1914-1916 Education/Academy
McCracken, Boyd 1969-1970 Biology
McCray, Curtis L. 1993-1998 English/President
McCredie, Esther L. 1918-1921 Chemistry
McDaniel, Myrtle 1912-1914 Home Economics
McDaniel, Stuart 1970-1976 Speech
McDavid, Olga Keck 1915-1916 Music-Violin
McDermott, Lawrence M. 1917-1918 Business
McDonald, James R. 1974-1976, 1984-1995 English
McDonald, James Russell 1947-1949 Mathematics?
McFarquhar, Robin 1992-1993 Theatre
McGaughey, D. Smith 1939-1942 Business-Law
McGinnis, Frank F. 1962-1968 Music-Music Education
McGowan, Linda 1962-1964 Music-Piano
McGlade, Joseph 1987-1988 Chemistry
McGowan, Richard A. 1962-1964 Music-Woodwind/Theory
McGowan, Thomas 2000- Music (part-time)
McIntire, Robert C. 1968- Political Science
McKay, Paul Leonard 1957-1970 President
McKenna, Sandra 2000- English
McKnight, Emily 1978-1980 Music
McLaughlin, Mike 1992- Physical Education
McLean, Norman P. 1950-1951 Music-Voice
McLeod, Robert J. 1985-1986 Physics
McManus, Wayne W. 1985-1986 Business-Accounting
McMinn, John Herman 1929-1932 Modern Languages
McNabb, Anna Whitmer 1910-1916, 1945-1968 Music-Piano
*McNabb, Edith Metham 1936-1962 Speech
*McNabb, Leroy Clifford 1931-June 1952 Speech/English
McNeely, Leonard 1990-1997 Physical Education
McPeek, Beth L. 1961-1969 Psychology
McQuiggan, Ralph 1981-1985 Physical Education
McQuistion, Thomas 1979- Biology
McQuistion, Virginia Frank 1977-2001 Library
McShea, Tim 1984-1985 Physical Education
McTavish, Laurie 1993-1994 English
Maaks, Gary 1974-1975 Chemistry Assistant
Maas, Martha C. 1959-1962 Music
Mabry, Doris 1971-1977 English
Mabry, Eddie 1969-1970, 1987-1988 Religion
Macdonald, Edna 1925-1927 Music-Violin
Machan, Isabella Thompson 1902-1938 Greek/Latin
Maclay, Ronald 1969-1972 Sociology
Magath, Thomas Byrd 1913-1914 Biology Assistant
Magialardi, Robert 1985-1999 Music-Vocal
Magiera, Frank 1987-1988 Business-Finance
Magrane, David 1966-1968 Biology
Mah, Kai-Ho 1963-1964 Modern Languages
Mahmud, Parvez 1980-1985 Business
Maienthal, Millard 1949-1952 Chemistry
Makris, Joanne Gill 1958-1960 Music-Harp
Malayter, Ellen 1979-1982, 1983-1986 Dance
Mallard, Manley T., II 1987- Music-Guitar
Malone, J. Walter 1946-1956 President
Manahan, Jerry 1978-1979, 2000-2001 Business-Economics
Manchery, Bruno 1991-1996 Business-Marketing
Mancinelli, Aldo 1980-1997 Music-Piano
Mancinelli, Judith 1981- Music-Piano
Mancinelli, Mario 1981-1982, 1983-1986 Music
Mandernach, Janice 1978-1979, 1997- Education
Mangrum, Barbara 1995- Theatre
Mannon, James M. 1973-1975 Sociology
*Mannweiler, Richard A. 1979-1999 Business
Manny, Candace (Zeman) 1972-1976 Library-Reference
Manske, Kenneth J. 1966-1969 Chemistry
Marcella, Albert J., Jr. 1987-1998 Business
Mardock, Robert 1967-1979 History & Political Science
Marer-Banasik, Elizabeth 2000-2001 Art (part-time)
Mark, LaMae 1964-1965 Music-Piano
Marlow, Myron L. 1983-1985 Computer Info. Systems
Marquardt, Ingeborg 1968-1970 Business-Lecturer
*Marshall, David 1967-1992 Business-Accounting
Marshall, Richard 1997- Physical Education
Martin, Charles 1996-1998 Physical Education
Martin, Frances Clow 1924-1926 Music-Cello
Martin, Irvin 1962-1963 Music-Voice
Martin, Mary Ellen 1959-1965 English
Martin, Willard Edgar, Jr. 1936-1938 English
Martin, William O, Jr. 1978-1988 Business-Law
Marzec, Marcia S. 1984-1985 English
Masciadrelli, Jennifer 2001-2004 Library
Mason, Judy 1985-1986 Communications
Matheson, Laurie 1999-2001 Music
Mathieson, Lester B. 1966-1976 Physical Education
Mathieson, Sally 1971-1972 Physical Education
Matta, Richard B. 1969-1971 Music
Matthew, Ronald L. 1977-1978 Psychology
Matthews, Terry 1990- Biology
Mauney, David 1967-1968 Music
*Maxwell, Ruth Anderson 1946-1963 English
May, J. Henry 1962-1963 Physical Education
May, Joanne 1976-1976 Music-Strings
Mayhew, Roy L. 1915-1917 Biology Assistant
Maylander, Louis 1979-1980 Philosophy
Meador, John V. 1961-1962 Business-Administration
Mee, Charlotte 1966-1967 Business-Accounting
Meek, Edward 1904-1908 Music-Voice
Meek, Theophile James 1909-1918 Religion
Mehl, Debra 1980-1981 Business-Management
Meis, Virginia Traughber 1947-1950 Speech/Admissions
Meiselwitz, Elvera A. 1932-1933 Home Economics
Melin, Helen Widdis 1987-1988 Library-Technical Services
Melrose, Ellen 1932-1933 English
Melrose, James Albert 1926-1942 Philosophy
Melton, Frances Virginia 1904-1908 Music-Piano
Mendoza, Gloria 1994-1995 Music
Menz, Anne 1980-1985 Education
Meredith, Billy Janice 1928-1932 Drama/Speech Arts
Merkle, George William 1906-1907
Merris, Mary Bielhen 1926-1927 Music-Voice
Merry, Barbara 1975-1976 Dance
Meserve, Charles A. 1903-1907 Chemistry
Mets, Isabel 1908-1909 Music-Piano
Metzger, Robert O. 1952-1954 Engineering
Meyer, Jacqueline 2000-2001 Education (part-time)
Meyer, LaVern 1985-1996 Mathematics
Meyers, Sheila 1975-1976 Music-Education
Michl, Charles B. 1973-1974 Physical Education
*Mickel, Jere C. 1953-1970 Speech
Mihm, Brian L. 1972- English
Mihm, Madelyn 1975-1977
Miller, Arlene 1968-1969 Modern Languages-Spanish
Miller, Bertha Meville 1909-1912 Home Economics
*Miller, Clarence Lee 1935-1962 History/Dean of College
Miller, Daniel R. 1997- Mathematics
Miller, Frank Clifford 1910-1912 Engineering-Foundry
*Miller, J. Roger 1959-1991 Music, President
Miller, Jack Eugene 1952-1960 Music
Miller, John H. 1966-1969 English
Miller, June Fisher 1925-1926 Speech Arts
Miller, Lloyd Dean 1948-1949 Art
Miller, Patricia 1990-1991 Nursing
Miller, Peter 2000-2001 Music (part-time)
Miller, Robert A. 1918-1919 Engineering-Civil
Milligan, Anne Stockton 1917-1920 Home Economics
Milligan, Tim 1995-1998 Theatre
Milliken, Robert 1968-1970 History & Political Science
*Mills, Albert Taylor 1903-June ’43 (46-49 PT) History & Political Science
Mills, Jim 1990- Physical Education
Milner, Virginia 1967-1969 Languages
Miltner, John R. 1991-1992 President
Miner, Gloria 1955-1967 Music-Piano
Minich, Gary 1987-1988 English
*Minturn, Winifred St. Clare 1927-1947, 1951-1956 Music-Violin, Director
Mitchell, Luana 1974-1975 Music
Mitchell, Rhonda 2000- Education
Mittral, Sushil 1999- Religion
Modos, Lana Hastings 1996-2000 Music
Moeller, Robert D. 1976-1978 Theatre
Moessner, Frieda 1942-1968, 1974-1976 Music-Piano
*Moffett, Wilna 1918-1923, 1924-1962 Music-Piano/ Organ
Molash, Douglas 1993-1995 Theatre
Moore, Barbara 1969-1974 Music-Vocal
Moore, Robert B. 1961-1964 Religion
Money, Robert E. 1999- Philosophy
Morey, Marcia 1985-1986 Business Law/Phys. Ed.
Morford, ronald L. 1977-1978 Business-Marketing
Mormino, Gary R. 1974, 1976-1977 History
Morphy, Edson W. 1906-1912 Music-Violin/Orchestra
Morris, Everett Franklin 1955-1957 Biology
Morris, Robert L. 1922-1927 Urology/Dermatology
Morris, Terry R. 2000- Music- Opera
Morris, William 1979-1985 Biology
Morrissey, Sean 1999- Artist in Residence
Morrison, Barbara 1987- Nursing
Morthland, Nancy Jo 1982-1984 Nursing
Morton, D. Walter 1906-1908 Business
Mosedale, Frederick E. 1972-1981 Philosophy
Moser, Betty 1984-1986, 1990-1994 Chemistry
Moss, Beverly T. 1956-1960 Librarian/Languages
Moss, Dorothy B. 1957-1960 Library
Muir, Ruth Lucile 1916-1922, 1926-1928 Music-Piano
Mullin, Terry 1999- Business-Mgmt. Info. Systems
Mullins, Corinne 1949-1950 Education
Mullins, Hugh 1945-1947 Music-Voice/Piano
Muma, Carl 1990-1994 Library-Media Center
Mumford, Eben 1910-1912 Business?
Munneke, Leslie E. 1951-1956 Business Administration
Murphey, Robert Joseph 1922-1926 Business Accounting
Murphy, Kevin 1994- History
Muzzey, M.T. 1946-1948 Physics
Myers, Denise 1991- Theatre
Myers, Donald E. 1958-1960 Mathematics
Myers, John 1980-1984 Music
Myers, Sandra 1969-1970 Speech
Myers, Stacy C. 1972-1979 Communications/Theatre
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Nagy, George 1973-1976 Music-concertmaster
Neafie, Nancy 1980-1984 History
Neal, Elsalee Conelly 1941-1944 Music-Violin
Neal, Michael 1992-1993, 1995-1998 Communications
Neal, Reginald H. 1940-1948 Art
Neibuhr, Douglas 1977-1988, 1996- Physical Education
Neibuhr, Guy 1973-1978 Physical Education
Nelsen, Georgiana 1982-1984 Business-law
Nelson, Mark A. 1993-1999 Music
Nelson, Monica 1995-1999 Education
Nesbit, Mary E. 1923-1927 Director of Nurses/Principal
Nettl, Rebecca C. 1980-1981 Dance
Neville, Gwen 1985-1991 Library-Reference
Newby, Michael 1992-1993, 1996-1997 Business-Finance
Nichols, Doris Jean 1953-1961 English
Nicholson, Doug 2000-2001 English (part-time)
Nicholson, Tina 1987-1988, 1990- Music
Niedringhaus, Linda 1984-1996 Nursing
Nielsen, Marc 1980-1982 Business-Management
Nims, Bruce 1979-1986 Business-Data Processing
Noe, Rowena F. 1929-1930 Music-Education
Noland, Elizabeth Duderstadt 1935-1936 Art
Nordlie, Leonard Truman 1923-1928 Business
Norris, Frances H. 1909-1912 English
*Northrup, Jean 1966-1986 Music-Instrumental
*Norville, Hubert 1952-1970 Music-Voice
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Oakes, Robert 1992-1993 Education
O’Connor, Michael 1996- English
O’Dea, Debra M. 1998- Business-Mgmt. Info. Systems
Odell, Robert W. 1949-1950 Religion
Oeck-Solomon, Cynthia 1994- Music-Voice
O’Hara, Jay L. 1928-1933 Business
O’Keefe, Elizabeth Ellen 1922-1923 Nursing
Oldfield, Thomas E. 1976-1978 Biology
Olds, William Benjamin 1908-1923 Music-Voice
Olinger, Lucile 1914-1916 Music-Piano
*Olsen, Gail Rodger 1938-1943, 1960-1978 Art
Olsen, William L. 1946-1955 Engineering-Industry
*Olson, James R.G. 1965-1987 Business
Olson, Sandra 1992-1993 Music
O’Nan, Martha 1956-1962 Modern Languages
Onwuemene, Michael 1969-1980 English
Orr, Gladys Margery 1919-1920 Music-Piano
Ortinau, Dean 2000-2001
Oser, Lee 1996-1998 English
Osoki, Isabel Norton 1980- Nursing
Otto, Judy 1979-1982 Nursing
Owen, Laurence 1966-1967 Music
Owen, Nelta A. 1966-1967 Music- Cello
Owen, Robert 1992-1993 Business-Law
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*Pacholski, Richard A. 1970-1998 English
Page, Brenda 1997-1999 Education
Paine, Richard C. 1952-1967, 1968-1975 Business-Accounting
Pal, Tridib 1993-1995 Music
Palmer, Dan 1982-1984 Physical Education
Palmer, Ralph Donald 1932-1944 Physics
Pangrac, Julia 1987-1992 Communications
Pappas, Robert 1975-1982 Business
Parkinson, Ethel Morton 1946-1960 English
Parrish, Judith Ann 1995- Biology
Parrish, Norman 1975-1976 Mathematics
Parsons, Glenn W. 1948-1949 Chemistry
Pattison, Carl T. 1970-1975 Religion
*Paul-Merritt, Carol 1970-2000 Modern Languages- German
Paulson, E. Charles 1965-1966 Classical Languages- Latin
Paxton, Mildred Ann 1932-1933 Music-Kindergarten
Payne, David E. 1981-1985 Psychology
Payne, Paula 1989-1996 English
Peabody, David 1998- Physical Ed/ Math.
Pear, Alberta 1969-1970 English
Pearson, Barry N. 1989- Theatre
Peckert, James 1998- Business
Peden, W. Creighton 1968-1969 Philosophy
Peltz, Janet 1977-1978 Music
Penhallegon, Jessie Reaves 1907-1909 Modern Lang.- French
Penhallegon, Lucy W. 1903-1909 English
Penn, Susan 1979-1980 English
Penny, Mark Embury 1923-1930 President
Pensinger, Christine R. 1931-1932 Home Economics
Pepper, Larry 1993-1995 Library- Media Center
Perley, James 2001- Dean- Arts & Sciences
Peterson, Margaret H. 1963-1964, 1965-1978 Music-Piano
Peterson, Michael 1995-1999 Theatre
Peterson, Oliver Herbert 1927-1931 Education
Pettus, Michael 1996- Business-Marketing
Phalen, Harold Romaine 1913-1916 Mathematics
*Pharis, Bertha E. 1956-1963 Home Economics
Phillips, Lynda 1993-1994 History
*Phillips, Douglas E. 1965-1997 Music
Phillips, Susan E. Schoen 1973-1976, 1985-1986 Music
Piazza, Stephen 1987-1988 English
Pickens, William 1967-1975 Chemistry
Pierce, Jesse 1921-1923 Mathematics/Civil Eng.
Pierson, Charles L. 1963-1965 Music-Voice
Pine, Rhoda 1970-1971, 1978-1979 Communications
Pipkin, Cynthia 1975-1979 Dance
Pipkin, Mariana 1966-1967 Music-Piano
Pitcock, Dennis 1982-1985 Music
Plews, Jean B. 1967-1968 Education
*Ploenges, Edward William 1936-1962 Mathematics
Pobanz, Dick 1991-1994 Physical Education
Poe, Mike 1984- Physical Education
Poelker, Carl 1973-1996 Physical Education
Pollard, Elizabeth 1996-1998 Theatre- Costumes
Pondelick, Anne 1970-1971 Modern Languages
Pondelick, Leo 1969-1973 Music
Poneta, Frank B. 1947-1948 Physical Education
Poole, Mary Ellen 1985- Music
Posler, Brian 1997- Political Science
Post, Esther 1977-1978 Education
Potts, Edith Margaret 1911-1912 English
Powers, Michelle 1999-2001 Art (part-time)
Pownall, George A. 1962-1964 Sociology
Prange, Sue 1964-1968 Business
Price, Fannie Bonner 1913-1914
Price, Neil 1914-1916 Physical Education
Primm, Ethel Mundy 1913-1914 Music-Piano
Prindl, Frank J. 1939-1944 Music
Pritchard, Leland James 1938-1940 Business-Economics
Proffitt, Max Arthur 1950-1952 Biology
*Provan, James Graham 1968-1997 History
Provensen, Marthin Christian 1923-1926 Music-Voice
Prust, George 1990-1991 Business-Management
Przyjcmski, Kristina 2000-2001 Music (part-time)
Puckett, Joseph W. 1973-1979 Business-Economics
Purvis, David F. 1978-1980 Business-Accounting
Putnam, Elizabeth Wilson 1912-1917 Art
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Quigg, Claudia 1984-1986, 1997- Education
Quimby, Anne 1968-1970 Music
Quinn, Stephanie 1999- Provost
Quintrell, Joyce 1970-1972 Modern Languages
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Raab, George 1923-1938 Art
Rachowicz, Robert J. 1971-1972 Business-Accounting
Rademaker, Emmaline 1947-1951 Home Economics
Raiman, Melvyn L. 1979-1981 Music
Ralin, Dennise 1979-1984 Biology
Rammelsberg, Anne 1994- Chemistry
Ramsey, Joe 1975-1996 Physical Education
Randall, Rodney J. 1966-1968 Mathematics
Randle, Leslie B. 1975-1986 Physical Education
Randolph, David Francis 1935-1936 Mathematics
Ransom, James Harvey 1921-1941 Chemistry
Rask, Perry 1995- Music
Rathmann, Franz H. 1929-1931 Chemistry
Rauff, James V. 1988- Mathematics
Rayburn, George Marvin 1949-1952 Business-Administration
Record, Charles F. 1905-1906 Music-Bands
Record, Grace 1922-1923 Music-Voice
Redlich, Velda Gerber 1945-1946 Business
Reed, Joyce 1990-1995 Sociology
Reed, Nelle 1903-1904 English
Reep, Samuel N. 1907-1908 Business
Reeves, John D. 1962-1965 English
Reichenbach, Liselotte 1961-1964 Modern Languages
Reid, Ann 1990-1991 Music
Reilly, Leandra 1979-1980 Physical Education
Reiter, Jennifer 2000-2001 Dance (part-time)
Reiter, Joceyln 1976-1978 Music
Rentfro, Randall 1990-1996 Business-Accounting
Requarth, Connie 1979-1981 Nursing
Requarth, Esther 1914-1926 Music-Kindergarten
Reyman, Randall G. 1982- Music-Brass
Rhodes, Esther Gard 1930-1932 Art
Rhyne, Edith 1927-1929 Home Economics
Rice, Howard D. 1949-1957 Business
Rice, Rebecca 1973-1978 Communications
Richards, Diane 1987-1988 Physical Education
Richards, Will 1963-1965 Modern Languages
Richeson, John Jacob 1922-1926 Education
Ricketts, Mac L. 1964-1965 Religion
Riddle, Opal Dean 1914-1917 Home Economics
Rieck, Ruth 1964-1965 English
Rieken, Elizabeth 1977-1978 Modern Languages-French
Riley, Elmer A. 1908-1913 Business
Riley, Grace 1918-1919 Biology-Assistant
Rinchiuso, Angelo P. 1998- Physical Education
Ripper, Theodore 1967-1976 Music
Risley, Walter John 1910-1922 Mathematics
Rivers, Mary J. 1989- Communications
Robbins, Emma Bates 1915-1925 Art
Roberts, Ernest E. 1918-1919 Speech
Roberts, Robert 1969-1970 Mathematics
Roberts, Robert H. 1957-1958 Political Science
Roberts, Ruth L. 1945-1946 Secretarial Science
Robertson, Ed 1998- Biology
Robertson, Marianne 1994- Biology
Robinson, Myles Elliott 1930-1945 Business-Economics
Robinson, Sherry 1987-1994 Nursing
Robison, Frances L. 1961-1972 Library-Circulation
Roche, John W. 1956-1957 Mathematics
Rocke, Donald 1969-1984 Business-Marketing
Rockhold, Darren 1998-1999, 2000- Communications
Rodetis, George A. 1973-1974 Art
Rodgers, Guy R. 1913-1914 Engineering
Rodgers, Harold Pitman 1926-1929 Mathematics
Rodgers, Ruth 1926-1927 Music-Piano
Rodriguez, Lee 1962-1963 Physics
Roenker, Daniel L. 1974-1976 Psychology
Rogers, Jacqueline 1966-1967 Modern Lang.- Spanish
Rogers, James D. 1903-1913 Ancient Languages
Rogers, Michael P. 1998- Computer Science
Rogers, Ora Belle 1908-1914, 1915-1918 Music-Piano
Rogers, Ralph 1946-1951 Engineering
Rogers, Terry L. 1989-1990 Theatre
Rollefson, Arthur Melvin 1941-1944 Secretarial Science
Rollins, David 1970-1971 Biology
Romano, Katherine 1974-1977, 1978-1979 Library-Circulation
Romberg, Dorothy 1990-1998 Writing Center Specialist
Rominger, Roger 1968-1970 Psychology
Rooker, Robert Lewis 1955-1958 Religion
Rose, Edith 1936-1967 Music-Piano
Ross, Carol 1972-1978 Modern Lang.- German
Ross, Charles 1959-1962 Physical Education
*Ross, Flora Emma 1924-June 1959 Modern Languages
Ross, Frances L. 1933-1936 Home Economics
Ross, Joan L. 1960-1962 Mathematics
Ross, Sarah 1979-1980 Psychology
Rotz, Vera 1943-1945 Secretarial Science
Roucher, Nancy 1974-1977, 1978-1979 English
Rouse, John Edward 1908-1910, 1913-1917 Philosophy/Education
Rowland, David L. 1976-1981 Psychology
Roy, Edward H. 1941-1943 Physical Education
Royce, Florence D. 1922-1947 Music-Kindergarten
Rozema, Hazel J. 1988-1996 Communications
Ruffner-Russell, Linda 1987-1988 Art
Ruger, A. Nelson, IV 1997-2000 Theatre
Rugg, Harold, Ordway 1909-1912 Engineering
Russell, Hal G. 1957-1961 Chemistry/Physics
Russell, Joyce 1992-1994 Modern languages
Russell, Melinda 1992-1993 Music
Russo-Sloan, Annette 1987-1984, 1995- Art
Ryan, Everett E. 1979-1981 Geography
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Sabaini, David 1979-1980 Communications
Sack, David 1993-1994 Computer Science
Sadow, Harvey Jr. 1971-1973 Fine Arts
Sagar, Aparajita 1990-1991 English
Sager, Nellie Jo 1946-1948 English
St. James, James 1986- Psychology
Salmi, Lyle 1996- Art
Salzman, Gale 1990-1991 Education
Samec, Ronald G. 1993-1996 Physics
Sampson, Pamela 1990-1993 Communication
Sampson, Robert 2000-2001 History (part-time)
Samuelson, Sheryl J. 1991- Nursing
Sanders, Gladys Elizabeth 1922-1923 Physical Education
Sanders, R. Zink 1922-1927 Diseases, Eyes, Ears, Nose & Throat
Sanderson, David 1964-1966 English
Sandoval, Patricia R. 1968-1980 English
Sands, Joseph C. 1982-1984 Theater & Dance
Sanner, John 1990-1991 Business-Law
Sanner, Samuel 1948-1949 Music-Piano
Sappington, Warren A. 1958-1964, 1968-1977 Business
Sarr, Vera C. 1951-1954 Home Economics
Saure, Mabeth 1966-1968 Music
Schaar, Shashana 1961-1976 Business
Schaefer, Ann 1993-1994 Art
Schaefer, Edward C. 1903-1904 Music-Piano
Schaefer, Ronald 1969-1970 Chemistry
Scheinman, Murial 1972-1973 Art
Schenbeck, Lawrence 1985-1988 Music
Schenbeck, Rosalyn 1985-1988 Music
Schepper, Linda 1955-1957 Music-Piano
Schepper, Steve 2000-2001 Music (part-time)
Scherer, Mary Catherine 1948-1950 Physical Education
Schietinger, James 1978- Art
Schietinger, Leah 1987-1988, 1990-1992, 1993-1996 Writing Center Specialist
Schilawski, Sara 1992-1999 Behavioral Sciences
Schiller, Scott S. 1983-1986 Communications
Schiltz, Shirley M. 1956-1958 Biology
Schinke-Llano, Linda 1989- English
Schinnenman, Dana 1974-1975 Music
Schlieper, Dorothy 1948-1950, 1957-1964, 1968-1973 Chemistry/Mathematics
Schmidt, Timothy 1996- Music
Schneller, Fred 1982-1984 English
Schoepfle, George Kern 1942-1944 Physics
Scholl, Herman F. 1949-1951 Music
Scholz, Jean Marie 1965-1971 Music
Schroeder, Virginia Arlene 1945-1946 Secretarial Science
Schroll, Mary Kathleen 1956-1965 Music-Piano
Schueler, Alma 1966-1970, 1974-1978 Physical Education
Schueler, Roger 1964-1986 Music
Schwalbach, John Jr. 2000- Business Management (part-time)
Scism, Thomas E. 1989-1990 Political Science
Scobie, William 1967-1969 Music
Scott, Allen H. 1959-1960 English
Scott, James B. 1980-1981 Business-Economics
Scott, Mary Ann 1990-1999 Music
Scott, Mary Chiles 1922-1923 Director of Nurses & Principal
Seailles, Heloise C. 1992-1993 Modern Languages
Seaney, Jimm 1987-April 1, 1996 WJMU Manager
Searles, Herbert Leon 1926-1930 Religion
Seeley, Marian E. 1930-1931 Music-Kindergarten
Seiler, David E. 1964-1965 Music
Seldomridge, Howard Garfield 1913-1917 Speech
Sell, Mike 1998-1999 English
Selvage, Watson 1922-1924 Education
Sethne, Janice 1978-1979 Communications
Sewell, Augusta 1907-1912 Music-Piano/harmony
Seyfried, Rosa Garcia 1983-1984, 1985-1986 Mathematics
Sexton, Melva 1992-1994 Music
Seymour, Louise 1912-1913 Music-Piano
Shackford, B.C. 1922-1924 Bacteriology/Clinical Pathology
Shafer, Marguerite 1919-1920 English
Shank, William 1980-1984 Business
Shanks, Mary D. 1978-1984 Nursing
Sharlow, Madame Myrna 1923-1925 Music-Voice/Opera
Shaw, Gary 1983- Music
Shaw, James B. 1903-1912 Mathematics/Engineering
Shaw, Kay 2000-2001 Music (part-time)
Shaw, Leslie M. 1923-1924 Engineering
Sheaff, Elisabeth Ting 1964-1968 Modern Languages
Sheldon, Ted P. 1970-1976 History
*Shell, Lester C. 1963-1978 Biology
Shelton, LeRoy R. 1961-1965 Modern Languages
*Shelton, Ronald M. 1960-1994 Mathematics
Shepherd, Barbara 1970-1978 Music
Shepherd, Mortimer M. 1909-1910 Engineering
Shepherd, Teresa 1978- English
Sheppard, Sandra 1968-1970 Library-Reference
Sherbenou, Angel R. 1965-1966 Music-Flute
Shere, Marie Orr 1928-1932, 1942-1944 Speech
Sherwood, George Ray 1928-1929, 1942-1944 Chemistry
Shetney, Orville B. 1948-1950 Music-Voice/Choir
Shields, Christina 2000- Music-Preparatory Department
Shinneman, Dana 1975-1980 Music
Shires, Brent 1993-1996 Music
Shomos, William 1992-1994 Music
Shroyer, Donald G. 1956-1962 Physical Education
Shull, Gary 1987-1988, 1992- Dance
Shull, Janice 1969-1970 Library
Shull, Steven A. 1968-1970 Political Science
Siegel, Philip 1980-1984 Business-Accounting
Sigfried, Alice 1967-1968 Music-Piano
Silberman, Helen 1960-1961 Library
Simcox, Shirley Ann 1951-1952 Physical Education
Simer, Stafford 1947-1948 Mathematics
Simon, Jeffrey 1969-1972 Speech
Simpson, Patrick L. 1968-1969 Music
Sims, Ronald H. 1977-1978 Library-Tech. Services
Siwe, Thomas 1963-1964 Music-Percussion
Skeet, Alicia 1934-1943 Music-Winds
Skidmore, James R. 1976-1979 Music
Skinner, Edna L. 1912-1917 Home Economics
Skinner, Margaret 1956-1957 Music-Piano
Skinner, Paul J. 1956-1964 Music-Theory/ Orchestra
Slagell, Linda M. 1987- Physical Education
Slayton, Deborah L. 1980- Nursing
Sloan, Chad 1998-2000 Physical Education
Sloatman, Danny 1987-1992 Music
Sluss, Sarah 1980-1985 Library
Sly, Thomas S. 1954-1955 Business
Smallwood, Doris Ellen Lyons 1931-1968, 1974-1976 Music-Piano
Smigelski, Leopold B. 1975-1984 Education
Smith, Charles R. 1992- Business-Accounting
Smith, Charles W. 1996-1997, 1998-1999 Business-Economics
Smith, C. Raimer 1925-1927 Bacteriology & Clinical Pathology
Smith, David Richard 1945-1952 Chemistry
Smith, Dorothy 1925-1927 Fine Arts
Smith, Douglas 1961-1963 Biology
Smith, Eileen 1990-1996 Theatre Design
Smith, Florence Gertrude 1912-1913 Music-Voice
Smith, George B. 1978-1980 Physics
Smith, Gerald 1999- Business- Management
*Smith, Glen R. 1946-1974 Business
Smith, Gregg W. 1986-1988 Political Science
Smith, Harry E. 1906-1912 Engineering
*Smith, Homer A., Jr. 1985-1997 Chemistry
Smith, James H. 1991-1996 Music
Smith, Kenneth W. 1978-1979 Mathematics
Smith, Lael M. 1960-1963 Religion
Smith, Lester B., Jr. 1951-1952 Business
Smith, Marc 1998- Physical Education
Smith, Nanette Guest 1946-1961 Home Economics
Smith, Neal 1999- Music
Smith, Robert Yale 1906-1907 Music-Piano
Smith, William Wilberforce 1909-1929 Business-Economics
Smithson, James 1969-1976 Biology
Snell, Madah May 1907-1912 Music-Piano
Snoeyenbos, Gordon Earl 1948-1952 Engineering
Snowberger, Stella R. 1923-1924 Nutrition, cookery
Snyder, Frederick E. 1929-1931 Music-Piano
Snyder, Gerald 1968-1969 Biology
Snyder, Lucie Hortense 1913-1914 Librarian
Snyder, Lynne G. 1986-1996 Dance
*Snyder, Wesley H. 1951-1982 Music-History/Voice
Snyder, William Erhart 1911-1918 Music-Piano Music Ed
Sobey, Mae 1918-1919 Business
Soden, E. Mary 1957-1959 Music
Solis, Adriano O. 1998-1999 Business
Songer, Larry 1978- Mathematics
Spaniol, Bill 1982-1984 Business-Data Processing
Sparks, Margaret Rose 1946-1964 Secretarial Science
Spence, Christine 1917-1922 Fine Arts
Spencer, M. Dana 1972-1973 Music
Spencer, Robert E. 1966-1970 Music
Spires, Margaret 1996-1998 Modern Languages
Spragens, William C. 1965-1967 Political Science
Springer, Fern Kaufman 1924-1927 Home Economics
Springer, P. Gregory 1977-1980, 1982-1984 English
Squiers, David Ellicott? 1949-1954 Art
Squiers, Steven J. 1976-1980 Music
Stacy, Walter M. 1955-1957 Psychology
Stanley, Ethel 1987-1996 Biology
Stanley, Henry Clay 1908 Business
Stanley, Otis O. 1923-1927 Nervous & Mental Health
Stanley, William 1980-1982 Music
Stapleton, Larry E. 2001- Business
Stark, Saidee Ethel 1932-1936 Home Economics
Starr, Grace 1919-1920 Music-Piano
Stauder, Marie 1992-1993 Nursing
Steele, Ava D. 1907-1907 Music
Steinbergs, Zigrids 1959-1961 Modern Languages
Stellway, Richard 1967-1969 Sociology
Steltman, Robert 1992-1995 English
Stengel, Jon F. 1955-1956 Business-Accounting
Stenett-Brewer, Linda 1985-1986 Psychology
Stephenson, Larry G. 1977-1978 Physics
Sterns, Robin K. 1997- English
Stettner, Diana 1994-2000 Music
Stevens, Linda 1979- Nursing
Stevens, Margaret E. 1997-2000 Music
Stevens, Ruth A. 1909-1912 Home Economics
Stevenson, William Clarence 1904-1908 Business
Stevenson, Wilma J. 1924-1927 Dietetics/Chemistry
Stewart, Roy 1992-1993 Business-Economics
Stilwell, Catherine 1957-1967 Music-Piano
Stine, Leo C. 1948-1952 History & Political Science
Stoa, Heather 1990-1996 Communications
Stokes, Jeffery 1980-1985 Modern Languages
Stoller, Eleanor 1972-1973 Behavioral Sciences
Stoller, Michael A. 1970-1973 Business
Stone, Terry 1993-2000 Music
Stone, Thompson 1907-1909 Music-Piano/Organ
Storey, Thomas G. 1958-1962 Engineering
Strahl, Margaret 1957-1965 Music-Piano
Straka, Joseph 1985-1986 Writing Center Specialist
Stratton, Rose 1912-1913 Music-Piano
Stringer, James 1977-1979 Physical Education
Stuart, James 1975-1977 Biology
Stuart, John 1969-1970 Biology Assistant
Stum, Brandt 1990-1991 Modern Languages
Stupple, Jesse 1967-1968 History
Sullivan, D. Michael 1990-1991 Modern languages
Sullivan, William H. 1963-1964 English
Super, Joel 1992-1994 English
Surphlis, Ross 1966-1967 Modern Languages
Susler, Marshall 1974-1975 Business
Sutherd, Calvin Eugene 1924-1926, 1938-1945 Physical Education
Sutherland, Minnie 1925-1927 Nursing/Tuberculosis
Sutton, William 1959-1961 Chemistry
Sutton-Ramspeck, Beth 1995-1998 English
Swarthout, Donald Malcolm 1914-1923 Music
Swarthout, Max van Lewen 1914-1923 Music
Swarts, Valerie R. 1981-1985 Communications
Sweeney, Barbara 1979-1981 Nursing
Sweeney, Ruth 1925-1927 Public Health
Syford, Constance 1918-1919 English
Szabo, Laverne 1946-1948 Chemistry
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Tait, Susanne E. 1903-1904 Music-Piano
Talbot, Jarold 1946-1960 Art
Talbot, Vernon 1990-1992, 1998-1999 Business-Management
Talbot, Jean Howe 1948-1950, 1958-1959 Art
Tauber, Oscar Ernest 1931-1932 Biology
Taylor, Albert Reynolds 1901-1913, 1915-1919 President
Taylor, Clarence 1946-1947 Mathematics
Taylor, Dale L. 1968-1970 Biology
Taylor, Max F. 1960-1962 Art
Taylor, Myron W. 1965-1969 English
Tearnan, C.H. 1922-1923 Surgical Nursing
Temples, Gerald G. 1989-1996 Physical Education
Tenison, Eda Marie 1917-1919 Home Economics
TeVault, R. Kent 1969-1974 Psychology
Tevlin, Judy 1974-1975 Dance
Tevlin, Michael 1972-1975 Dance
Thistlethwaite, Judy 2000-2001 Education (part-time)
Thistlethwaite, Vern 1992-1994 Biology
Thomas, Clare John 1925-1926 Music-Voice
Thomas, Ruth B. 1951-1954 Biology
Thompson, Bernard Winchester (Carpenter) 1920-1922 Chemistry
Thompson, Gertrude 1904-1905 Music-Piano
Thompson, Herbert G. 1948-1950 Business
Thompson, Hugo 1971-1974 Philosophy
Thompson, John Alex 1945-1946 Music-Band
Thompson, Robert W. 1973-1974 Theater
Thomson, Denis 1985-1986 Political Science
Thorson, Theodore 1961-1966 Music
Thursby, Alan 2000-2001 Communication (part-time)
Tibbets, Charles Byron 1915-1917 Mathematics
Tichenor, Lee 1979-1986 Biology
Tiebout, Harry Jr. 1974-1975 Philosophy
*Tiede, Russell 1968-1993 Music
Tietz, Margot 1968-1970 Modern Languages
Tilley, Wesley H. 1964-1968 English
Tillson, Merl W. 1952-1953 Speech
Tinch, Phillip E. 1982-1984 Mathematics
Toepfer, Conrad 1999- Biology
Tokareva-Parker, Karina 2000- History
Toman, Cheryl 1999- Modern Languages- French
Tomlinson, Richard 1993-1998 Writing Center Specialist
Tompkins, Kenneth D. 1965-1968 English
Tompkins, Nancy 1966-1967 Education
Tough, Alice Ruth 1922-1924 Fine & Applied Arts
*Tower, A. Wesley 1981-1/1/1995 Dean of Fine Arts
Townsend, Lowell Leslie 1923-1925 Music
Townsend, Rob 1998- Physical Education
Townsend, Verna Kerker 1923-1925 Music-Violin
Townsley, Fred Delzell 1915-1932 Physics
Tracy, Gretchen 1977-1979 Music
Traum, Harry E., IV 1998-2000 Theatre & Dance
Traum, Kimberly 2000-2001 Theatre & Dance (part-time)
Trautman, Jeannette 1909-1912 Music-Voice
Travis, Dennis M. 1978-1979 Dean – Arts & Sciences
*Travis Gigante, Elizabeth 1945-1972 Music-Piano
Troop, Harry W. 1947-1948 Zoology
Trumbo, Grace Kathryn 1935-1947 Home Economics
Trzbiatowski, Elanie 1979-1980 Library-Reference
Turitz, Leo E. 1964-1965 Religion
Tuttelton, June 1969-1970 English
Tyler, Ansel Augustus 1916-1922 Biology
Tyler, Linda 1985-1994 History
Tyler, Rayen Welch 1931-1932 Physics
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Ulbrich, Patricia 1982-1984 Sociology
Ulmer, Ronald 1978-1984 Business-Economics
Unger, Paul 1955-1958 Education/Psychology
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*Van Dyke, Annette 1926, 1936, 1940-1967 Dance
Vance, Catherine Stuart 1911-1912 English
Vandervoort, Alleyne B. 1956-1959 Library
Varner, Homer Stratton Jr. 1944-1945 Business-Economics
Varnum, William H. 1903-1912 Art
Veal, Lary 1976-1977 Music- Cello
Veon, Leslie 1984-1985 Business-Law
Verkruyse, Peter 1993-1994 Communications
Verry, D. Rene 1984- Psychology
Via, David 1987-1988 Music
*Vicars, Robert E. 1968-1997 Modern Languages-French
Viele, Daniel 1981-1988 Business-Accounting
VisGirda, Rimas T. 1973-1978 Art-Ceramics
Voelcker, Pauline 1959-1965 Home Economics
Vogl, Mary B. 1998-2000 Modern Languages
Voisin, Margaret 1981-1986 Physical Education
Vorder Bruegge, Andrew 1987-1988 Communications/Theater
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Wagner, Charlotte 1964-1966 English
Wagus, Jess 1971-1972 Modern Languages
Wahl, Kirby R. 1996- Theater
Wait, Robert Abel 1927-1928 Chemistry
Wakefield, Kirk L. 1989-1991 Business-Marketing
Wald, Arthur Emanuel 1918-1924 Modern Languages
Waldera, Gerald 1962-1967 History
Walker, Edwin G. 1993- Art
Walker, John 1990-1993 Music
Walker, Kim 1980-1984 Communications-WJMU
Walker, Willis Harry 19467-1967, 1968-1970 History
Wallgren, Cheryl 1978-1981 Mathematics
Wallgren, Thomas G. 1976-1981 Mathematics
Walsh, Mary 1968-1970 Mathematics
Walsh, Tom 1992-1993 Music
Walter, Robert 1909-1929 Music-Band
Walter, Robert, Jr. 1926-1927 Music-Violin
Walters, Ruth 1926-1932 Music-Piano
Walvoord, Linda R. 1966-1968 English
Wandel, Grace Taylor 1909-1919 Music-Piano
Wann, Norman Gillespie 1915-1923 Physical Education
Warner, Earl Everett 1931-1932 History & Political Science
Warner, Glenn Yost 1917-1918 Speech
Warren, Josh 1997-2000 Physical Education
Wasson, Iva Ingersoll 1917-1924 Music-Piano
Wasson, Nellie Lois 1912-1916 Music-vocal
Waterman, Lois Beem 1922-1923 Home Economics
Watkins, Jane 1993-1998 English
Watkins, Robert H. 1953-1959 Music-Music Education
Watson, James 1979- Business-Economics
Watson, Linda 2000-2001 Physical Education (part-time)
Watson, Marsha 1999-2000 Visiting Asst. Prof. Of English
*Weatherbee, Carl 1952-1982 Chemistry
Weatherford, Elizabeth Hawkins 1946-1951 Biology
Weaver, Loren E. 1970-1976 Physics
Webb, Gail 1968-1975 Music-Piano
Weber, Gustave Albert 1922-1924 Physical Education
Weeder, Roy 1970-1971 Art
Weese, Asa Orrin 1922-1924 Biology
Wehrle, Gail 1998- Nursing
Weigel, Virginia 1948-1951 Biology
Weinzierl, James 1980-1981 Sociology
Weir, Mary Jean 1959-1960 Library
Welch, Ann Louise 1933-1936 Music-Kindergarten
Welden, Arthur L. 1954-1955 Biology
Welliver, Harry B. 1956-1960 Music
Wells, Charles C. 1912-1913 Mathematics
Wells, Marshall 1940-1948 Physical Education
Wenger, Paul 1964-1966 Speech
Werner, Norman 1958-1964 Music-Violin
Wessler, Carol 1963-1964, 1967-1969 Music-Piano
Westcot, Lynn B. 1978-1985 Nursing
Westerman, Ralph 1946-1947 Mathematics
Westlund, Ernest H. 1957-1958 Chemistry
Wheeler, Gilbert Vernon 1943-1944 Physics
Whitacker, Nancy 1987-1988 Music
White, Jesse Hayes 1930-1934 President
White, Kay B. 1998- Social Work
White, Marie Frances 1909-1910 Music-Voice
Wickline, William 1975-1977 Physical Education
Widenhofer, Stephen B. 1983- Music
Wieman, Barbara 1969-1972 Music-Piano
Wigell, Wayne W. 1957-1958 Education
*Wiggs, Halice 1957-1975 Education
Wilde, James A. 1976-1979 Religion
Wilensky, Shirley 1977-1978 Music
Wiley, Elizabeth Cecelia Bryson 1933-1936 Home Economics
Wihite, Stephen C. 1981-1984 Psychology
Wilkes, James Thomas 1922-1923 Business
Wilkinson, Harold L. 1978- Biology
Will, Fred 1962-1963 Physical Education
Willliams, Bessie Stone 1910-1912 Music-Piano
Williams, Don 1962-1969 Physical Education
Williams, Dorotha Viletta 1943-1947 Library
Williams, Gloria 1971-1972, 1982-1985 English
Williams, Harriet 1987-1992 Music
Williams, Kenneth 1962-1964 Biology
Williams, Mark 1987-1994 Music
Williams, Mary Elizabeth 1954-1955 Speech
Williams, N. Dwayne 1968-1971 Sociology
Williams, Rolland Franklin 1923-1924 Physical Education
Williams, Rosemary 1996-2000 Music
Williams, Terry S. 1975-1982 Theater
*Williams, William L. 1957-1998 Engineering
Williams, Mary Blanch 1935-1937 Music-Kindergarten
Wilson, Albert Harry 1927-1929 Biology
Wilson, Della Ford 1914-1916 Art
Wilson, Elighie, II 1996-2000 Communications
Wilson, Frances Elizabeth 1944-1958 Engineering
Wilson, Peter 1969-1971 Philosophy
Wilson, Ruth 1969-1970 Speech
Wilson, Susan Jane 1922-1924 Home Economics
Wilt, Donald 1946-1947 Mathematics
*Wing, W. Edward 1958-1976 Religion
Winings, Margaret 1956-1960 Music
Winn, Paul R. 1976-1978 Business-Marketing
Winter, Ian James 1967-1970 Modern languages
Winterbottom, James G. 1903-1904 Physical Education
Witchie, Hazel 1912-1913 English
Wittenauer, Darlene Harshbarger 1965-1994 Dance
Wolbrueck, Vinette (Mahal) 1979-1981 Communications
Wolf, Charles 1964-1968 Sociology
Wolfe, J. Howard 1949-1950 Insurance
Wolfe, Jane 1990-1991 Art
Wollan, Laurin “Larry” A. 1962-1964 History & Political Science
Woller, Amy Rosella 1924-1927 Art
Wolter, William T. “Ted” 1978-1985 Art
Wood, Annetta L. 1926-1928 Speech
Wood, Charlene Fender 1913-1944 English
Wood, C. Martin 1922-1927 Medical Diseases
Wood, Thomas W. 1961-1963 Music-Percussion
Woodley, Dennis 1973-1974 Chemistry
Woodruff, Eugene Cyrus 1904-1913 Electrical Engineering
Woods, Galen 1973-1988 Physical Education
Woodward, C.E. 1922-1927 Communicable Diseases
Wright, Douglas 1910-1912 Music-Piano
Wright, John 1996-2000 Art
Wuethele, George B. 1970-1972 English
Wygant, David M. 1961-1964 Music-Flute
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YaDeau, Lois 1976, 1978- Music
YaDeau, William Ronald 1978-1979, 1980- Music
Yakel, Ralph 1934-1949 Education
Yeadon, Eva Pearl 1992-1993 Music
Yearwood, Richard M. 1961-1962 History
Yenser, Jon Kelly 1969-1972 English
Yenser, Pamela 1970-1971 English
Yoder, Lavon L. 1963-1965 Physics
Yonan, Edward A. 1979- Religion
Young, Anthony 1981-1991 Physical Education
Young, Earlie M. 1993-1994 Nursing
Young, James Ira 1943-1944 Business
Young, Olive Minerva 1919-1932 Home Economics
Young, William Ernest 1924-1926 Speech
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Zayac, Jerold 1964-1965 Speech
Zebrowski, Jim 2000-2001 Asst. Football Coach
Zemke, Douglas E. 1998-2001 Business
Zimmerly, Isabelle 1968-1973 Business
Zimmerman, Erich Walter 1919-1922 Business
Zimmerman, John Corbin 1931-1945 Chemistry
Zoldessy, Brian 1987-1991 Theater
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http://goodnightraleigh.com/tag/shaw/
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a look at the art, architecture, history, and people of the city at night
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Shaw University was one of the places to be hit by the series of storms which rained down tornadoes upon North Carolina. While the devastation is still being assessed across the city and state, Shaw was one of the places in Raleigh hit pretty hard. There are several large and old uprooted trees nears the Bell Tower, sections of the roof of Estey Hall were blown off, and the Student Center sustained a great deal of damage.
Although classes were cancelled for the remainder of the semester, efforts are underway for students across NC college campuses to come together to clean up the damage.
Read more »
Estey Hall may be the most beautiful historic building in all of Raleigh. It has a rich and detailed history, tied in with many parts of the city.
Estey Hall is the first building constructed for the higher education of black women in the United States. It is also the oldest surviving building of Shaw University, the first institutionalized effort to educate former slaves after the Civil War. A Union army chaplain and Baptist missionary, Henry Martin Tupper, founded the school in 1865. Tupper’s efforts were part of a widespread, church-based movement to educate former slaves in the post-Civil War South. Originally meeting in a Raleigh hotel room, Tupper’s school was subsequently provided a building by the Freedmen’s Bureau. In 1870, with the financial assistance of Massachusetts benefactor Elijah J. Shaw, the school purchased a tract of land at the south end of Fayetteville Street, near the former Governor’s Mansion. Five years later, the school was chartered by the General Assembly as Shaw University.
Shaw began to admit women soon after its founding, and in 1874, “Estey Seminary†was erected to serve them. Named for Vermont contributor Jacob Estey, the building was designed by G. S. H. Appleget, architect of the Colonel J. M. Heck house and several other large residences north of downtown.
— National Park Service
As noted above, the architect was G. S. H. Appleget, who designed the Heck-Andrews House and other historic houses on Blount Street and the surrounding areas. Estey, the building’s namesake, also has a colorful history.
In 1855, Jacob Estey organized the first manufacturing company to bear his name, Estey & Green, which was followed by Estey & Company; J. Estey & Company; Estey Organ Company; and finally Estey Organ Corporation, until the company went out of business in 1960.
During these more than one hundred years, Estey became the largest and best known manufacturer of reed organs in the world, building more than 520,000 instruments, all of which carried the inscription of “Brattleboro, Vt. USA”
— Wikipedia
In addition to being the first historically black college of the south, Shaw also is home to the Leonard Medical School building. Leonard Medical School was the nation’s first four year medical school as well as the first medical school dedicated to teaching African Americans in the south.
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http://mosaicnc.org/name/93
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Pearson, William Gaston
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[
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A short biography of an individual who appears in the North Carolina Governors' Papers or the North Carolina Colonial Records.
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William Gaston Pearson was born in Durham, North Carolina, on April 11, 1858. Gaston was a Shaw University alum, a Harmon award winning businessman, philanthropist, and cofounder of Durham's Mechanics and Farmers Bank. He dedicated the majority of his time, however, to education, beginning as a teacher at Whitted High School but later serving as principal of Hillside Park High.
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https://uncficb.org/partners/shaw-university/
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Shaw University
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UNCF ICB
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Shaw University was founded in 1865 and is the first historically Black university in the Southern United States to provide theological education to freedmen after the Civil War. Shaw is a private liberal arts institution affiliated with the Baptist Church and among the oldest HBCUs in the nation. Shaw University was the first college in North Carolina to offer four-year medical school, the first institution of higher learning established for freedmen after the Civil War, and the first historically Black College in the nation to open its doors to women.
The mission of Shaw University is to advance knowledge, facilitate student learning and achievement, enhance the spiritual and ethical values of its students, and transform a diverse community of learners into future global leaders by providing quality educational programs and services to students that prepare graduates to lead productive lives and successful professional careers as citizens in a globally competitive society.
Facilitated through the Institute for Capacity Building, Shaw University is now a UNCF cohort member in the HBCU Transformation Project, a first-of-its-kind effort to improve student enrollment, graduate success, and institutional effectiveness rates at Historically Black Colleges and Universities.
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https://www.jbu.edu/giving/current-endowed-scholarships
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Current Endowed Scholarships
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The current list of Endowed Scholarships at John Brown University
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https://www.jbu.edu/hubfs/favicon.ico
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https://www.jbu.edu/giving/current-endowed-scholarships
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Type: Endowed
Donor:
Alison and George Gratton
Established: 2020
Alison Gratton graduated from JBU in 1987 with a degree in broadcasting and then received a pharmacy degree from the University of South Carolina in 1994. She currently works as an inspector with the South Carolina Board of Pharmacy after working for many years as a retail pharmacist. George Gratton earned his GED in 2005 after spending 22 years just one credit short of his diploma. He then received an associate's degree in 2007 and an A.A.S. in HVAC/R in 2013 from Midlands Technical College. He currently works as a commercial HVAC technician.
George and Alison met and fell in love in elementary school, but took the scenic route before getting married in 2001. They love their cats, their home and their families. The Grattons also love when God uses them to help others and hope this scholarship will make a Christ-centered education more accessible to more people.
Alison's parents, Ronald and Sandra Barber, were amazing Christian parents and good stewards of their money. This scholarship is a way to honor their legacy.
Type: Endowed
Donor: David and Bernadine Teague
Established: 2009
Andrew Teague was born in 1906. His memories of the Great Depression created a desire to be in control of his own destiny. Andrew received an Engineering degree from Oklahoma State University, and his younger sister and brother also earned degrees. While training in California for World War II, he saw the growth opportunities and relocated his family there after the war. Those around Andrew respected his education and community service.
His wife, Nora Belle Thornberry Teague, was also influenced by the Depression and taught school in the Ozarks with only a high school education. They both encouraged their children in every aspect of learning. David, Andrew and Nora’s son, remembers Sunday School in their front yard and Vacation Bible School in the back pasture, because there were no churches nearby. Later, Andrew’s faith became more personal, and he reveled in sharing Jesus with his Sunday School class or helping in ministry.
David, who after his parents’ death began to truly appreciate his heritage, created this scholarship in their memory.
Type: Endowed
Donor: Barbara and John Bragg
Established: 2007
Barbara and John Bragg were married on June 3, 1963. Barbara was raised in Farmington, Arkansas while John grew up in Fayetteville. John graduated from the University of Arkansas, and Barbara graduated from John Brown University. She remembers her family taking weekend drives to Siloam Springs and driving through the campus. She decided as a child that she would attend JBU. Barbara spent her career as an elementary school teacher, while John worked as a rural mail carrier and a farmer. They have 2 daughters, Gladys Strickland and Becky Hall, and 3 grandsons: Jonathan Strickland, Austin Hall, and Eric Hall. When asked why she was interested in supporting students with an endowed scholarship, Barbara replied, "I had to work when I attended JBU. I know what it means to have someone willing to help financially. I want to return the favor." The Bragg's desire for this scholarship was to help provide financial assistance for students majoring in Elementary Education. These students will then educate the youth of our country to be sincere Christian witnesses.
John passed away in 2012 and Barbara in 2014, but their legacy lives on.
Type: Endowed
Donor:
International Entertainment Buyers Association (IEBA)
Established: 2011
Founded in 1970, IEBA (International Entertainment Buyers Association) is the leading trade organization for live entertainment industry professionals. IEBA established its Educational Outreach Fund in 2017. To date, IEBA has permanently endowed more than $1,000,000 in scholarships at universities across the U.S. and, in 2018, awarded more than $50,000 through these endowments and other scholarship programs. Barry Jeffrey is the Fund’s first President. Jeffrey has devoted nearly twenty years to IEBA's board of directors. His strong belief in the next generation of entertainment industry leaders drives his tireless fundraising. It is most fitting that IEBA honors Jeffrey's contributions to the organization and the industry by creating the Barry Jeffrey/IEBA Endowed Scholarship at his alma mater, JBU.
Barry Jeffrey joined the William Morris Agency, now known as WME, in 1990. He is one of four agents who book the entire WME roster for festivals, fairs, private, and corporate engagements. During his tenure at WME, Barry has also been co-responsible agent for several clients and continues to serve in that capacity for Brad Paisley, Josh Turner, The Oak Ridge Boys, and others. He was made a partner at the agency in 2018.
Barry majored in Broadcasting at John Brown University. He is a member of the Country Music Association, Academy of Country Music, NARAS, Gospel Music Association, and served as a Past Chairman of the Board for IEBA. The association has presented Jeffrey with “Talent Agent of the Year” and the prestigious “President’s Award.”
Type: Endowed
Donor: Jerry and Susie Wilson
Established: 2014
Jerry and Susie Wilson created this scholarship in grateful memory of Bill Berry, and in recognition of his integrity, commitment to excellence, blend of talents, courage, optimism, leadership, and his deep faith in God. Bill Berry and Jerry Wilson were President and Executive Vice President respectively of Titan Specialties, Ltd., a manufacturer of oilfield perforating products, based in Pampa, Texas. Along with Clarence Marak, they were owners of the company until selling it in 2007. Bill was unquestionably the heart and soul of Titan and it was Jerry’s privilege to work alongside him, and be wind beneath his wings. Bill was the ultimate encourager. He understood well that people may not remember what you say, but they will remember how you made them feel.
Jerry and Susie Wilson are ardent supporters of local, national, and international ministries. While they are committed supporters of conservative causes such as life before and after birth, their over-arching passion is following Christ, helping grow God’s kingdom on earth, and serving the local church. Jerry C. Wilson is a native and long-time resident of Pampa, Texas. His career included public practice as a CPA, serving as CFO of a chain of discount centers, and founding a chain of retail stores, and Executive Vice President of Titan. Susie Wilson grew up in Overland Park, Kansas. Susie and Jerry met and married while students at Texas Tech University, where Jerry earned his Bachelor of Business Administration degree in Accounting, and Susie earned her Bachelor of Music degrees. In 2006, she earned a Doctorate in Choral Conducting from the University of North Texas.
The Wilsons raised their children in Pampa, Texas. While Jerry pursued entrepreneurial business ventures, Susie was a fulltime homemaker while also serving as pianist at First Baptist Church, maintaining a private voice studio, and performing as an area soloist. She became the assistant choir director at Pampa High School after the children were grown. She has sung with the Dallas Symphony Chorus since 2001, performing multiple times in Carnegie Hall with the DSC, and with famed conductor Robert Shaw. In 2014, the Wilsons celebrated 50 years of marriage. They are the parents of three adult children: Kim Stevens (B.S. Ed. ’93) and husband, Kenny, of Waco, Texas; Chris Wilson and wife, Erin, of Lubbock, Texas; and Greg Wilson and wife, Michele, Wake Forest, North Carolina; ten grandchildren, and one great grandchild. Now living in Dallas, Jerry and Susie love traveling domestically and internationally, and have seen much of the world together. They are involved in their churches in Dallas, Texas, and Scottsdale, Arizona, where they reside in the winter.
Type: Endowed
Donor: Bill and Judy Pollard's family
Established: 2007
This scholarship was created in honor of Bill and Judy Pollard by their family. Bill and Judy attended Wheaton College in Wheaton, Illinois, and Bill received a J.D. from Northwestern University School of Law and was awarded an honorary Doctor of Humane Letters from Gordon-Conwell Theological Seminary. Bill and Judy are the parents of four children, Julie, Chip, Brian, and Amy, and the proud grandparents of 15 grandchildren. From 1963-1972, Bill practiced law, specializing in corporate finance and tax, and from 1972 to 1977 served on the faculty and as a Vice President of Wheaton College. After Wheaton College, Bill served in various roles, including Chief Executive Officer and Chairman of the Board of ServiceMaster for 30 years. He is also the author of two books, The Soul of the Firm and Serving Two Masters? Reflections on God and Profit.
Judy has spent much of her life caring for others, including her children, grandchildren, parents, and friends. She has been active in her local church and in her neighborhood. Together they have sought to serve Christ through their work, family, church, and community and have been a wonderful example to their children and grandchildren.
Type: Endowed
Donor: Bill and Mary Eva George
Established: 2007
When a young man from Pennsylvania graduated from JBU in 1948 by the name of Bill George, no one could have known that his relationship with the university was only beginning. Since that day, Bill’s life was intertwined with the university’s work, both personally and professionally. After receiving his JBU diploma, Bill stepped away from JBU briefly to serve the Department of State in the Foreign Service Division. Just two years later, he began a long tenure of employment working at JBU-owned radio stations in California and Oklahoma. He also consulted at JBU stations in Texas, Florida, and Missouri. For most of his career – 40 years of it – Bill worked with JBU organizations in California. In addition to his radio work, Bill also worked with Brown Military Academy, Southern California Military Academy, the western operations of John Brown Schools, and the John Brown Schools Foundation.
Long-time friends of founder John Brown and his family, Bill and his wife Mary Eva took a personal interest in the university community that goes beyond employment. They frequently hosted students in JBU’s Sound Generation in the 1960s and 1970s as the group traveled through California. Bill lent his leadership and expertise to JBU’s development office and served as a consultant to the university from early 1990 through 2008. Throughout his life, Bill had an interest in serving his community as well as JBU. They volunteered with civic organizations, served on a number of boards, and faithfully gave their time to the churches which they called home. He received a number of awards and honors, including an honorary doctorate degree from JBU in 1998.
In 1994, Bill had the privilege and great responsibility of serving as JBU’s interim president before the arrival of President Lee Balzer later that year. Bill passed away in October of 2008. John Brown University’s Bill George Arena, constructed in 2010, is named in his honor and memory.
Type: Endowed
Donor: Jim and Marilyn Holliday
Friends and family
Established: 2011
Julia Holliday got her nickname, “Billie” from the Billiken doll that was popular in the years before her birth. At the age of 7, Billie moved from Center Point, Iowa to Siloam Springs in 1919 as Southwestern Collegiate Institute, later to become John E. Brown College and finally John Brown University, was beginning. Billie’s mother, known as Aunt Elsie on campus, was the sister of John E. Brown Sr. and had moved with her children to work with her brother in the beginning years of the college. In those early years, Aunt Elsie and her children, including Billie, lived in the Sager Cabin which is still on the JBU campus. Billie grew up on campus and attended John E. Brown College.
Years later, while living in Long Beach, California, Billie’s husband passed away suddenly leaving her with two young children to raise on her own. Her uncle, John E. Brown Sr., offered her a position managing the JBU cafeteria. In 1950, she moved back to Siloam Springs. From 1950 to 1978 Billie managed the JBU Cafeteria. At that time the cafeteria was in the basement of the California Dormitory and later moved to its present location. During those years Billie and her staff gained quite a reputation for the food they prepared. Alumni still remember the fried chicken and pecan pie served for Sunday dinner. She was also known for the fancy buffets that she prepared for special occasions on and off campus. Not only did she touch the lives of everyone she and her crew fed, but she had an impact on the students who worked in the cafeteria and dishroom. One former student wrote: “Billie gave me my first job, washing pots in the old California dorm cafeteria. I worked for her for over two years, and I can honestly say that I have been forever changed by the experience. She taught me about responsibility, about integrity, about being part of a team, and about having fun at work. She taught me that you can both love and fear a boss at the same time. She gave me confidence that I could please a tough supervisor (and we all knew that she was tough). I guess mostly, Billie taught me self-discipline. Without that, you don’t finish college, go to graduate school, or succeed in a career.”
Type: Endowed
Donor: Anonymous
Established: 2007
Born November 7, 1918, Mr. Graham was reared on a dairy farm in Charlotte, North Carolina. In the fall of 1934, at age 16, Mr. Graham made a personal commitment to Christ through the ministry of Mordecai Ham, a traveling evangelist, who visited Charlotte for a series of revival meetings. Ordained in 1939 by a church in the Southern Baptist Convention, Mr. Graham received a solid foundation in the Scriptures at Florida Bible Institute (now Trinity College in Florida). In 1943 he graduated from Wheaton College in Illinois and married fellow student Ruth McCue Bell. After graduating from college, Mr. Graham pastored the First Baptist Church in Western Springs, Illinois, before joining Youth for Christ, an organization founded for ministry to youth and servicemen during World War II. He preached throughout the United States and in Europe in the immediate post war era, emerging as a rising young evangelist. Mr. Graham once said: "My one purpose in life is to help people find a personal relationship with God, which, I believe, comes through knowing Christ.” Billy Graham took Christ literally when He said in Mark 16:15, “Go ye into all the world and preach the Gospel to every creature.” Mr. Graham has preached the Gospel to more people in live audiences than anyone else in history—nearly 215 million people in more than 185 countries and territories—through various meetings, including Mission World and Global Mission. Hundreds of millions more have been reached through television, video, film, and webcasts.
Ruth Bell Graham was born in China. Her parents were medical missionaries at a small hospital compound 300 miles north of Shanghai. As a young girl in the compound, Ruth first sensed the great calling to abandon all for the sake of the Gospel of Jesus Christ. She spent her childhood on China’s mission field with her parents and siblings, surrounded by disease, despair, and the eventual disorder and chaos of civil wars. The suffering she observed only strengthened in her the conviction of people’s need for the Savior. Until her early adult years, she dreamed of serving as a single missionary in a far corner of the world—the mountainous nation of Tibet. In the fall of 1937, she enrolled at Wheaton College, outside Chicago, Illinois, and three years later was introduced to Billy Graham. Shortly after their graduation from Wheaton, the two were married in Montreat, NC, on August 13, 1943. Ruth passed away in 2007 and Billy died in 2018.
Type: Endowed
Donor: Family and Friends of Caroline Brown
Established: 2005
From 1948 to 1979, Ella Caroline Trahin Brown served the John Brown University family faithfully as the President's wife. She married John E. Brown Jr., son of JBU founder John E. Brown Sr., in 1941. They were married for 63 years and 31 of those years she spent as first lady of JBU. Caroline was a lifetime resident of Siloam Springs, graduated from Siloam Springs High School and from JBU in 1947 receiving a BA in English. Her son, John E. Brown III, said that he and his sisters watched their mother interact with different types of people while they were at JBU, and she treated them all the same way. "She's your best friend even if you've just met her. She makes you feel comfortable no matter who you are," he said. Caroline Brown's legacy goes beyond her impact on people at JBU. She was also significantly involved in the community of Siloam Springs.
Mrs. Brown earned an associate degree in nursing from the University of Arkansas in 1974 and later completed the requirements for a license in Social Work. She became Director of Patient Services at Siloam Springs Memorial Hospital and retired (the second time) in 2000 following 26 years of service. In 2000, Mrs. Brown was recognized with a Pioneer Citizen Award by the Siloam Springs Chamber of Commerce. She was presented the Dr. Frist Humanitarian Award by Quorum Healthcare in 1986. Caroline Brown passed away in 2005.
Type: Endowed
Donor: Estate of Carrie Sliger
Established: 2009
This scholarship was created by an estate gift from Carrie B. Sliger. Carrie grew up near Palestine, TX, and lost her mother when she was 2 years old and her father when she was 18 years old. Carrie was one of 10 children, 9 of which preceded her in death. She approached a bank to borrow $50 so that she could attend JBU. The banker thought for a while and then gave her the money to attend JBU as a gift, not as a loan. Carrie attended JBU high school and came to college at JBU and graduated in 1935 with a 2- year degree (all that JBU offered at the time). One of Carrie’s greatest memories of John Brown University is sitting at the Founder’s feet in the California Dorm lobby. She accepted the Lord there in front of the fireplace. The title of his talk was “Nothing but Leaves.”
Carrie later earned a Masters Degree in Education in Tempe, Arizona. She taught 2nd grade for 4 years in Oklahoma and then taught in the Andalucía Independent School District in Phoenix from which she retired after more than 40 years of teaching. She lived in the Phoenix neighborhood where she taught and was known around the community by the families as “Ms. Sliger, the 2nd grade teacher who cared deeply for students.” Carrie created this scholarship to help other qualified students with financial need as she was helped.
Type: Endowed
Donor: Family and friends of the Gehron family
Established: 1982
Clyde Gehron believed in John Brown Senior’s philosophy on teaching. He agreed that training the youth is the very best investment that can be made. Clyde believed that the best education is training youth by experience in whatever vocation they choose and to encourage them to live their lives as Christians.
Clyde was a JBU grad who studied agriculture. He served in the Navy and traveled to the Pacific, South America, and Alaska. One of his most interesting happenings since his time at JBU was building two nurseries where he grew 1 billion pine trees and planted over 1 million acres in Louisiana. He was a charter member of the Dean’s Association in 1990, which was formed to ensure appropriate recognition of those persons who have shared significantly in furthering the spiritual and academic goals of the University.
Clyde’s brother Vernie and his wife Helon also contributed to this scholarship. Vernie received a B.S. in Mechanical engineering from JBU and went on to be the President of G and R Consultants Inc. and APEX Printing and Envelope Co. He served in the Air Force Material Command all throughout WWII. He met and married his wife, Helon, while at JBU. He also enjoyed studying under Ben Ward who greatly influenced his life by being one of the smartest professors and Christian men that Vernie knew. He was thankful for the many life-long friends he made while at JBU. He was especially thankful to John E. Brown who provided him an opportunity to receive a college education even though he was a poor, young farm boy. He and his wife also became charter members of the Dean’s Association in 1990.
Type: Endowed
Donor: The Charles H. Stout Foundation
Established: 2009
Charles H. "Chick" Stout's noted career in newspapers and printing-related industry spanned more than half a century. Born in Winterset, Iowa, the fourth oldest in a family of six boys, he worked his way to a degree in accounting at the University of Iowa, as a Linotype operator at the University Press. After graduation, he became an instructor in newspaper management at the University. In 1927, he co-authored the book The Business Department of School Publications with Harry S. Bunker and future pollster, George H. Gallup.
Charles served as Vice President and Sales Manager for Matrix Contrast Corporation in New York, and served during World War II as a U.S. Navy Commander in the Atlantic and Pacific theaters.
In 1948, college friend Bunker, then General Manager of Speidel Newspapers, recruited Stout to serve as Assistant General Manager of the Colorado Springs, Colorado headquarters of the eight-newspaper group. In 1957, Stout was named Publisher of the Nevada State Journal and Reno Evening Gazette and Vice President of Speidel. He became President of the Transcontinental group in 1964 and continued to serve as a Director and Chairman of the Executive Committee until his retirement in 1976 when Speidel merged with Gannett Co., Inc. This scholarship was created to support journalism majors at JBU.
Type: Endowed
Donor: Family of Chong-Nock Lee
Established: 2016
The Chong-Nock Lee Endowed Scholarship was created in honor of Chong-Nock Lee by his family. Mr. Lee was born in Gongju, South Korea in 1929, and graduated from Seoul National University in 1949 with an agricultural engineering degree. Mr. Lee and his wife, Moohee, are the parents of five children: Wonwoo, Choonwoo, Minwoo, Eunkyoung, and Chunwoo and the grandparents of 8 grandchildren. His eldest grandchild, Ted Song, has been teaching engineering at JBU since 2012.
From 1949 to 1994, Mr. Lee served in public schools in South Korea as an English teacher and school administrator. He particularly enjoyed being a school principal as he was committed to creating better teaching-learning environments for teachers and students. His love for education greatly impacted his children and grandchildren, leading two of his children to public school teaching careers and one of his grandchildren to a college teaching career.
After his retirement and until his death in 2016, Mr. Lee focused his time on writing and encouraging others to follow God. His life verse was 1 Thessalonians 5:16-18: “Rejoice always; pray without ceasing; in everything give thanks; for this is God’s will for you in Christ Jesus.”
Type: Endowed
Donor: Joe Zimmerman
Herb and Jane Zimmerman
Claude Zimmerman Jr.
Richard and Anne Ruble
Margaret Arnold
Established: 1995
Joe Zimmerman created the Claude R. and Blanche A. Zimmerman Memorial Endowed Piano Scholarship in memory of his parents. Claude and Blanche were married on August 14, 1919 after Claude’s return from U.S. military duty in France at the end of World War I. They settled in Byron, a small town in northwestern Oklahoma where Claude worked as a blacksmith, sharpening plow shears and discs used by farmers in the area to cultivate the soil for the production of crops such as wheat and alfalfa. Due to a meager income, the family had only bare necessities for living. The Great Depression was difficult for everyone, but it taught outstanding qualities. Unsophisticated, humble Christians who were faithful in church attendance, the Zimmermans were always willing to use some of their modest financial means to help those in need in their community as well as those spreading the gospel of Christ on the mission field.
Claude and Blanche had four sons, Claude Jr., Robert, Herbert, and Joe. Although Blanche had only a high school education and Claude terminated his education after eighth grade, they were very encouraging when three of their sons expressed interest in earning bachelor degrees. Claude Jr. obtained a bachelor’s degree and master’s degree in Civil Engineering which enabled him early in his career to obtain a job at NASA where he worked until retirement. Robert had a 22-year career in the U.S. Air Force servicing aircraft. Herbert graduated from JBU with assistance from a GI Bill®. Joe graduated from JBU, with considerable help from a JBU academic scholarship. Years later, after Joe had earned a doctorate and was serving on the JBU faculty, Claude and Blanche gave financially to help a deserving music student.
The Zimmermans had a great sense of humor. Claude took great delight in telling jokes and relating humorous stories he had read in Reader’s Digest. Blanche had a hearty and infectious laugh. They not only had a profound influence on their sons, they also enriched all the lives they touched.
Type: Endowed
Donor: Clinton Fowler
Friends and family
Established: 1984
Clinton H. Fowler was born into a large farming family in Missouri in 1921, the youngest of 13 children. He was the first of his siblings to attend college, JBU, where he was able to work his way through college. It was at JBU that Clint met and married his wife, Jean Anne Barkley. While at JBU, Clint studied radio broadcasting and aviation. He was also a pilot for Dr. John E. Brown Sr. and worked for KUOA, a radio station licensed to Siloam Springs, Arkansas, from 1947 to 1951, while attending JBU. Jean Anne was a music major and a member of the original Triple Trio.
When WWII began, Clinton joined the US Army Air Corps and taught young men to fly. While he was overseas, his first son, Clint Jr. was born. After the war, his family moved back to Siloam Springs where Clint began working for JBU. In Siloam Springs his daughters, Deborah and Andrea were born. His work with JBU moved him out to Long Beach, California where his daughter, Jonnye Faye, was born. Out in California, beginning in 1951, he went to work as Vice President and General Manager of KGER, a radio station in Long Beach, CA. He worked in this capacity for more than three decades.
In 1983, his wife went home to be with the Lord. It was after his wife died that Clint created a memorial to her in the form of an endowed scholarship. When Clint died in 2002 his children wished to honor him and his broadcasting career by including his name on the scholarship.
Type: Endowed
Donor: Col. Kenneth W. Patrum
Peter N. Stathis
Established: 2005
This scholarship was created in honor of Colonel Kenneth Patrum. Kenneth Walter Patrum, a retired attorney and Lt. Colonel in the US Air Force Reserve, was a long-time resident of the District of Columbia. However, as a native of Springfield, Missouri, Mr. Patrum spent his formative years in Tulsa, Oklahoma, and Siloam Springs, Arkansas. Before Kenneth finished high school his parents passed away. Determined to earn his high school diploma, Kenneth heard about a school in Northwest Arkansas where he could work half of the day at the school to pay his expenses and attend classes the other half. That school was John Brown in Siloam Springs.
With his high school diploma in hand, he moved to Washington, DC in 1930 and pursued an undergraduate degree at George Washington University and at the Benjamin Franklin University. He earned a J.D. degree in law from American University and was a long-time member of the District of Columbia Bar Association. Drafted as a Private in the armed forces during World War II, Col. Patrum continued to serve for many years afterwards in the US Air Force Reserve. He was also employed by the Washington Gaslight Company, the U.S. Department of Commerce, and the Central Intelligence Agency. He attended S. Albans Episcopal Church and served many years as a member of the Ushers Guild. His wife of 49 years, Elizabeth Thompson Patrum of Warrenton, Virginia, passed away in 1991. Col. Patrum passed away in 2010.
Type: Endowed
Donor: Family and Friends of David Brooker
Established: 1993
David Scott Brooker's desire was for students to become light and salt in the marketplace; always placing people and their needs first. It is in this spirit that the family and friends of David Scott Brooker created this scholarship. He believed a compassion for excellence and steadfastness in all one does was as important as marketplace success. David attended Siloam Springs High School and then worked his way through JBU as a radio announcer and Sports Information Director for JBU. He graduated magna cum laude in 1980, completing degrees in radio/TV Broadcasting and English. It was at JBU that he met his wife, fellow student Amy Garber Brooker. He also played intramural basketball and city league basketball all 4 years.
David began his career in marketing for Long John Silver's the summer he graduated from JBU and worked his way up the corporate ladder in a relatively short period of time. At the age of 31, he was made a vice president in the Kentucky Fried Chicken division of Pepsico in Louisville, Kentucky. In 1992, he returned to Siloam Springs as a marketing consultant for Outreach Publications and the Campaign Manager for Mike Huckabee in Huckabee’s US Senate race.
That spring, David was diagnosed with multiple brain tumors. All his personal and professional achievements paled in comparison to the passion and spirit with which David confronted death--his greatest challenge. David’s favorite Bible verse was I Peter 5:6.
Type: Endowed
Donor: Estate of Dorothy Jelley
Established: 2008
Dorothy Evelyn Jelley began her quite remarkable life in England on October 12, 1914. As a young woman, she joined the Women’s Royal Naval Service (WRNS), during WWII. She was in charge of a kitchen that provided food for the servicemen and women. After the war, a friend persuaded Dorothy to join her in emigrating to Canada. Dorothy said she made her decision more or less on the spur of the moment and accompanied her friend. Things were difficult in England after the War, and Dorothy thought Canada might be better. After her arrival, she discovered that she had Tuberculosis and spent time in a sanitarium to recover. While there, she enrolled in bookkeeping classes and became so proficient that she was hired by the sanitarium to do its bookkeeping.
Later, she immigrated to the U.S., became a U.S. citizen and worked for a businessman in Washington, D.C. She later moved to Long Beach, California where she worked as the chief bookkeeper for a firm in Los Angeles. She was very interested in Missions and Bible study.
Although she was colorblind, she became accomplished in needlework, both sewing and embroidery. She made several trips back to England to visit friends and family. A trip to Australia was one dream that went unfulfilled. She was a faithful Christian, full of kindness, warmth and humor and always with a glint of mischief in her eyes. Dorothy believed that “anything worth doing was worth doing well.” Dorothy was never able to visit the campus and her only connection was the radio ministry of JBU’s founder, Dr. John Brown Sr.
Type: Endowed
Donor: Alumni
Established: 1983
Dorothy Woodland was a pilgrim in life. From working on the World War II’s top-secret Manhattan Project to preparing many young students for the challenges of the field of science, Woodland challenged the norms of her day. Dorothy graduated with an undergraduate degree from the College of Wooster in Ohio and received her Doctor of Physical Chemistry degree at Ohio State University. She then launched into a life dedicated to teaching and spent the first 30 years of her career teaching at JBU from 1944- 1974. She served as a professor as well as Academic Dean and was heavily involved with many of the artistic productions on the JBU campus. She believed in her students and they knew it. Dorothy passed away in 1999.
Dr. Irvin A Wills is one of the dominant figures of JBU history. He was a professor of biology here from 1935-1974, and head of the Biology Department for about half those years. Wills’ educational background included a bachelor’s of science from Wheaton College, and master’s and doctorate degrees from the State University of Iowa. He was the sponsor of the Science Club for several decades, which made numerous field trips each year and hosted campus activities. Wills also served as Academic Dean from 1940-1955. In those days before computer registration, one student remembers that this involved writing out a note card for each student in each class, spreading them out all over a wall, and rearranging the cards until all needs were met and seats were filled! Wills was more than suited for these tasks. He had an incredibly sharp mind and consistently strove to learn more about this world. When he found items of interest in magazines or other reading materials, he would remove the article in question and place it in a scrapbook for future reference, or make illegible scribbles in one of his many notebooks. Students who worked with him marveled at how he could always direct them through his piled-up collections to the exact article he needed to reference. Irvin Wills died around 1983.
Type: Endowed
Donor:
Anonymous
Established: 2005
This scholarship is created in honor of Dr. Gary Guinn, the 2006 Distinguished Professor of English at John Brown University. Dr. Guinn was born in the JBU hospital when it was located in downtown Siloam Springs, and maintained a close relationship with the university throughout life. He graduated from JBU in 1974 with a BSE in English, and he received his M.A. and Ph.D. from the University of Arkansas. In 1979, Dr. Guinn returned to JBU to serve as the Dean of Student Life, but spent most of his time at JBU as a professor of English in the Division of Humanities and Social Sciences. He taught a variety of courses in the English Department, including Honors Composition, World Literature, Honors Integrated Humanities, 19th-century British Literature, Irish Literature, Creative Writing Workshops in both poetry and fiction, and others.
Dr. Guinn served from 2002 until 2005 as the director of the Honors Scholars Program at JBU. He presented papers at the National Collegiate Honors Council (NCHC), national and regional conferences and has been involved in many projects to ensure the continued excellence and national recognition of the Honors Scholars Program at JBU. Dr. Guinn also served as editor of the Small College column in The National Honors Report, the official journal of NCHC. His fiction and poetry have been published in a variety of literary journals and anthologies. His novel, A Late Flooding Thaw, was published by Moon Lake Press in 2005.
Dr. Guinn is married to Mary Ann (Huskins) Guinn '78, who served as the university nurse for 21 years. They reside in Siloam Springs and have two grown sons and two grandsons.
Type: Endowed
Donor: Anonymous
Established: 2005
This scholarship was created in honor of Dr. James C. Walters, Distinguished Professor in the Division of Biblical Studies at John Brown University. Dr. Walters began his career with John Brown University in 1968 as Director of Admissions. In 1969 he joined the Division of Biblical Studies. He was Chair of that division until 1997.
Dr. Walters received his Bachelor of Science degree in Bible from Philadelphia College of the Bible, Masters of Theology from Dallas Theological Seminary and Doctorate of Ministry from Western Conservative Baptist Seminary. During Walters’ 35 years at JBU, he counseled numerous students in pre-marital counseling and was privileged to perform nearly a hundred weddings. He was recognized as Teacher of the Year 1979, 1986, and 2003.
Dr. Walters’ love and concern for students was widely known. He continues to hear from students from the earliest days of his teaching. Although he taught many Bible classes, his favorites were Bible Doctrines and Christian Life. Dr. Walters and his wife Lynda had been married for 47 years when Lynda went home to be with the Lord in 2012. They have two married sons and four grandchildren. Jim passed away in 2022.
Type: Endowed
Donor: Dr. John and Joallen Moose
Established: 2008
Dr. John Moose, raised in Morrilton, Arkansas, obtained his Bachelor of Science degree in Pre-Med Chemistry from Hendrix College in Conway, Arkansas. He received a medical degree from the University of Arkansas Medical Center in Little Rock and interned at Baptist Hospital. Dr. Moose completed two years of military service at the Air Force base in Orlando, Florida. He then began practicing medicine in Siloam Springs in the fall of 1966 and continued until the fall of 1995. Afterwards, he practiced part-time in Prairie Grove at First Care Family Doctors Clinic until 2002. Dr. Moose, an active Rotarian, enjoyed raising flowers, collecting coins and stamps, and regular activities in the Gem and Mineral Society. He made medical/construction mission trips to Haiti, El Salvador and Mexico. He served as a trustee for John Brown University from 1985-1997, and was active in the Siloam Spring’s First United Methodist Church. He and his wife have one son, two daughters, and four grandchildren.
Joallen Logan Moose, raised in Alabama and Arkansas, graduated from Hendrix College in 1959 with a Bachelor of Arts in English and Elementary Education. A week later, she and John were married in Greene Chapel on the Hendrix campus. For the next few years she was a medical secretary and 6th grade teacher in Little Rock. After the Mooses had lived in Siloam Springs for many years, Joallen, after 7 years as a part-time student at JBU, received a degree in Biblical Studies in 1990. As a Bible teacher, she has taught many classes in her home, at church, and in the community. In the 1970’s she and several other women organized the Christian Women’s Luncheon which met at Dawn Hill and JBU, and ministered to women in Northwest Arkansas and Eastern Oklahoma. She served as a bloodmobile chairman for Red Cross and Community Blood Center for 17 years, volunteered as a Laubach tutor, Literacy Council board member, and in community service projects as a member of Coterie, Rotary Anns, and Civitan clubs. Ministry to women and children’s shelters, nursing homes and shut-ins is a focus – also musical activities in church choir and hand bells, and the Chorale of the Ozarks. In 2005, Mrs. Moose was honored at the local Chamber of Commerce banquet with the “Pioneer Citizen of the Year” award. Dr. Moose passed away in 2017.
The “Maranatha!” clock tower that stands in the middle of JBU’s campus was built in 2002 through a generous gift from Dr. John I. Moose and Joallen Logan Moose.
Type: Endowed
Donor: Keith Holmberg
Mr. and Mrs. Dean Gilbert
Established: 2006
The Dr. Marc David Gilbert Memorial Endowed Scholarship was created to honor the memory of a very special professor at John Brown University. Dr. Gilbert impacted countless lives as he educated students at JBU not only in the field of business, but also in different areas of life and spiritual development. The impact that he left encouraged alumni to create this endowed scholarship.
Dr. Gilbert was born May 19, 1913, in Clearwater, Kansas, to Ray and Alice Gilbert. He went to be with his Lord and Savior, Jesus Christ on March 8, 2006, at the age of 92. He was a committed Christian since the age of twelve. Dr. Gilbert ministered as a pastor and Sunday school teacher at the Nicodemus Community Church, Grace Bible Church, Norwood Church, and Siloam Bible Church, all in Siloam Springs.
His educational preparation included a Bachelor of Science degree in Education and a Bachelor of Science degree in Commerce from Kansas State Teachers College in 1939. In 1940 he completed a Masters degree in Law and Business from the University of Denver. In 1964 he was awarded a Doctor of Education degree from the University of Tulsa. He was also a Certified Public Accountant. His vast career led him down several different paths, but he retired in the field of teaching. He taught in a rural school in Kansas and later taught high school. He then moved to Texas and taught in several graduate schools. His principal college teaching was at John Brown University, where he served as Chairman of the Business Department and Chairman of the Social Studies Division.
Type: Endowed
Donor: Estate of Nathan Willits
Established: 2012
The Dr. Nathan Willits Memorial Endowed Scholarship was funded by the Nathan A. Willits Trust to honor Nathan’s lifelong love for education and students. Upon completion of a Ph.D. program at Michigan State in soil physics, Nathan accepted a teaching position at Rutgers in the graduate department and began his career as an educator. In 1962, Nathan followed his heart to teach in a Christian environment, accepting an offer from a small Christian college where he taught and served as the academic dean and registrar. Four years later Nathan moved to Florida to help found a new Christian college, Clearwater Christian College. He wore many hats: academic dean, registrar, professor, all for which he accepted no pay.
Nathan’s dedication to his school and students went well beyond the classroom and his office as an administrator. In the summers, Nathan painted dorm rooms and performed general maintenance. He developed many personal relationships that continued over the years. He helped many students financially pursue student missionary projects and continued to support them as they became full-time missionaries.
After retirement and moving to Siloam Springs, Nathan’s love for Christian education benefited John Brown University. He volunteered, became an integral part of JBU’s host family program for international students, audited a class each semester well into his 80’s, and attended chapel services and Chai Time. The family of Nathan A. Willits is happy to see his legacy of love for Christ-centered education continued through the Dr. Nathan Willits Memorial Endowed Scholarship.
Type: Endowed
Donor: JBU Education Division
Established: 2007
The JBU Department of Education created this scholarship in honor of Dr. Roger Iddings. Dr. Roger Iddings grew up in a small town in southern Indiana. He attended Hanover College, where he received a degree in chemistry. After graduating from Hanover, he joined the Army during which time he served in Korea. He married Joy Woods, an MK from China, in 1953. Following his discharge from the service, he attended Indiana University where he received a teaching degree and began teaching chemistry at Edsel Ford High School. He then completed a M.Ed. at Wayne State University and began his Ph.D. in Science Education at Ohio State. After receiving his Ph.D., he became a part of the original faculty at Wright State University in Ohio. He was a member of the faculty for 24 years, 14 of which he served as the Dean of the College of Education and Human Services.
Dr. Iddings began his service to John Brown University in 1988 as Chair for the Division of Teacher Education. During his time as Division Chair, he initiated and developed the Professional Development School (PDS) creating a partnership with Siloam Springs School District. In 1997, Dr. Iddings became the Assistant to the Provost. He initiated and supported the development of TESOL courses in Teacher Education in response to local changing demographics. Dr. Iddings developed and started the first Masters Program (Counselor Education) at John Brown University. Before his retirement, Dr. Iddings expanded Graduate Studies into three counseling programs – adding LPC and LMFT and the first business masters (MSLE). Dr. Iddings passed away in 2015.
Type: Endowed
Donor: Anonymous
Established: 2005
This scholarship was created in honor of Dr. Shirley Forbes Thomas, Distinguished Professor of English at JBU. Dr. Thomas came to JBU as a professor of English in 1969. She served as Dean of Undergraduate Studies and Director of the Honors Scholars Program. In 1985 she was named the JBU Teacher of the Year. In 1998 she became the first recipient of JBU’s new Distinguished Professor Award. In addition to presenting and publishing in the scholarly world, she coached numerous students who presented papers and competed in scholarly writing contests. She nominated eleven students for regional, national, and international scholarship paper competitions. Of the eleven nominated, seven received first place awards, 1 second, and two honorable mentions.
Her post-graduate degrees were from the University of Arkansas where she was inducted into the Phi Beta Kappa National Honors Society. Her undergraduate degree was from the University of Central Arkansas where she received one of the first two honors degrees ever granted by the institution. Instrumental in founding the JBU Honors Scholars Program, Dr. Thomas served as director of the program from 1988 until she retired. She was active in the National Collegiate Honors Council (NCHC), served on the Semesters Committee and helped design NCHC semesters in the Czech Republic, Greece, Spain, and numerous US locations. She also helped design and facilitate NCHC honors faculty institutes both abroad and in the US. She also served on the National Executive Board of NCHC. Under her leadership, JBU’s chapter of Alpha Chi National Academic Honor Society was awarded “Star Chapter” status and was one of four nominees for top chapter in the nation.
Dr. Thomas was married to Lloyd Thomas and was the mother of nine children. She and her husband were co-founders of Washington County’s APACT (Adoptive Parents and Children Together). With the exception of one semester, all of her college and professional education were attained after she had children. Dr. Thomas officially retired in 2002 from JBU, although she continued to write grants for the University until 2008. Dr. Thomas passed away in 2020.
Type: Endowed
Donor: Earl and Cora Eldridge
Peter and Arlene Eldridge
Established: 2006
Earl and Cora Eldridge have been entrepreneurs for most of their lives. They have owned small businesses in Vermont, southern California and Hawaii. Earl is also a general contractor and continues to build homes well into his retirement years. Earl and Cora had four children graduate from JBU between 1985 and 1992. Peter Eldridge, ’85, was one of those children. The other Eldridge children who attended JBU were Ruth (Eldridge) Abbey, ’87 (and her husband Chris Abbey, ’87); Becky (Eldridge) Cable, ’88; and Paul Eldridge, ’91 (and his wife Laurie Eldridge, ’92). Peter and Arlene Eldridge have been long time supporters of JBU. While a student at JBU, Peter received need-based scholarships and worked in the student work-study program. Arlene held a number of administrative positions in the JBU Business Office while Peter was a student, ultimately acting as the Executive Assistant to the JBU President, then John Brown III. JBU has had a profound impact on the spiritual, academic, emotional and social lives of the Eldridge family children, and they would not have been able to JBU without receiving crucial need-based financial aid. This scholarship is being created in recognition of and in thankfulness for that impact on the Eldridge family.
Type: Endowed
Donor: Thomas and Dorothy McCaw
Established: 1991
Mr. McCaw attended JBU for one semester right before the start of World War II. Even though his stay at the University was short he left with lasting memories. Mr. McCaw worked for one year at Worcester Polytechnic Institute while finishing his Bachelors of Science in Electrical Engineering degree. He completed one semester of graduate work at MIT, then moved to Indiana to work for the Fairfield Manufacturing Company Inc., as a sales engineer and retired after 35 years as president. He has said about his time at Fairfield, “In my 35 years’ experience from Sales Engineer to President of Fairfield Manufacturing Co., I was impressed many times with the need for EXCELLENCE in all areas of human endeavor and particularly in product design, manufacturing methods, human relations and all other elements effecting the success or failure of product manufacturing.” The need for engineering excellence was also apparent to him at Fairfield. When reflecting on his time at Fairfield he said, “I saw numerous examples of disastrous developments that were innovative, but total failures because of the lack of engineering excellence.” These experiences inspired him to create a fund that would allow students to pursue engineering excellence at JBU. Thomas passed away in 2005 and Dorothy in 2015.
Type: Endowed
Donor: Steve and Kristie Genheimer
Established: 2005
This scholarship recognizes the importance to our society of Christian involvement, leadership and excellence in fields of engineering and technology, and the superior preparation provided by the JBU engineering program. It was created to increase enrollment in the engineering program at John Brown University.
Steve Genheimer graduated from JBU with an electrical engineering degree in 1976. Genheimer wanted to attend a Christian university that offered an engineering program and in the 70’s, JBU was one of the few schools that fit this criteria. Since his time at JBU, Steve had a successful career as an engineer moving into executive management at Seagate Technology. Taking early retirement in 2004, he went back to school to complete a doctorate in Industrial Engineering, and is now an adjunct professor at the University of Oklahoma. Genheimer credits JBU for providing him with the broad foundation of engineering fundamentals that have served him well as an engineer. From the perspective of life as a whole, he says JBU reinforced his Christian commitment and helped integrate his faith into daily life.
Steve and his wife Kristie have two sons. He serves on JBU's Engineering Advisory Board and is a member of the JBU Board of Trustees. He also serves on the board of American Leprosy Missions and is an elder at Covenant Community Church in Yukon, Oklahoma.
Type: Endowed
Donor: Alumni
Established: 1980
Born in Maryville, Missouri, in 1912, Fred moved with his family to Siloam Springs, Arkansas, when he was just six months old. At the height of the depression in 1933, Fred began his studies at John Brown University, having watched the institution mature through his teenage years. When he graduated with a science degree in 1937, Fred stayed for one year to teach. With support from JBU, he then went to Texas A & M to pursue a mechanical engineering degree. While in Texas, Fred met Laverne and they were married during the Christmas season of 1941, just after Fred finished his degree. They immediately went to a war-time assignment with the Wright Aeronautical Company in Cincinnati, Ohio. Fred was intimately involved in the production engineering of the Liberty engine which was famous for its reliability and for its service as prime mover of the P-38. While the Olneys were in Ohio, their first son, Fred Paul, was born.
In the summer of 1945, as the war effort was ending, the Olneys stopped at JBU on their way back to Texas. Anticipating a great influx of students from returning armed forces personnel, Dean Irwin Wills made Fred an offer to stay and teach. He stayed, holding the position until his retirement in 1978. Fred earned a master’s degree in mechanical engineering at the University of Arkansas in 1958, thus encouraging JBU’s faculty to pursue advanced degrees in engineering. He was the chairman of the engineering division from 1961 through 1976. The Olneys’ other two children were born in Siloam Springs, Robert in 1946 and Rosanne in 1949. All three children graduated from JBU.
Over his long tenure at JBU, Fred added several other credentials to his teaching portfolio. In 1951, Fred became a Professional Engineer and founded Siloam Engineering Services. Fred became a Registered Land Surveyor in 1965 and for many years ran a successful surveying business employing many student assistants. He was the first head of the engineering division at John Brown University and assisted the division as it made the transition in the early 1960s from technology to a modern engineering emphasis. He served the University for 33 years. After retirement, Fred revived his business and fulfilled many surveying needs in the area, especially for the city of Siloam Springs. Fred passed away in 1979.
Type: Endowed
Donor: Friends and Family
Established: 2007
This scholarship was created to memorialize Carrie Oliver and to honor Gary Oliver. Carrie Oliver went home to be with the Lord on July 2, 2007 after a two-year battle with cancer. Gary and Carrie led full lives together, enjoying speaking, training, teaching, writing, counseling and impacting people’s lives. Gary and Carrie have both authored and co-authored several books. Gary directs the Center for Relationship Enrichment, an endowed center at John Brown University, is a Professor of Psychology and Practical Theology and is a nationally known speaker and author who has been victorious over several bouts with cancer. The Olivers lost their son, Matt, in May 2007. Gary said at Carrie’s memorial service, “Carrie and I didn’t understand why I had all of my cancers, why she was allowed to have cancer…why Matt was allowed to die…But Carrie was clear that the purpose of our life as a couple and her life as an individual was to somehow manifest the difference that Jesus can make in a life and marriage and family, to somehow demonstrate that circumstances don’t determine ultimate reality (even when those circumstances include a deadly diagnosis) and to somehow show that God is not just a promise maker but also a promise keeper. Carrie decided that her diagnosis didn’t change the goodness, grace and mercy of her Lord and didn’t change her ability to choose to live however many days she had to the fullest in loving, being loved and serving…in being faithful.”
Type: Endowed
Donor: Alumni and Faculty of Division of Natural Science
Established: 1997
Alumni and faculty created this scholarship in memory of Dr. Gaston Griggs. Dr. Griggs graduated from Bristow High School in Bowling Green, Kentucky then went on to serve four years in the U.S. Air Force during the Korean War. Following his years in the Air Force he attended George Peabody College and graduated with a MA, BA, in Biology with a Chemistry minor. He graduated from Vanderbilt University with a Ph.D. in radiation biology and physics and then became a part of the university’s faculty following his completion of his doctorate. After a few years at Vanderbilt University, Dr. Griggs came to John Brown University where he taught classes on molecular and cell biology, genetics, philosophy of science, immunology and oversaw independent studies for science students. He had numerous articles of his cancer research published and many articles published with research conducted with students. He was instrumental in advising pre-med students.
Dr. Griggs was active in various organizations including the National Cancer Institute and the National Science Foundation. He participated in these organizations by attending meetings, presenting papers and reviewing grant proposals. He was well-known and well-respected across the country for his cancer research. He retired from JBU in 1996 after 22 years of service. Dr. Griggs passed away in 2011.
Type: Endowed
Donor: Estate of Harold A. and Mary E. Nicholas
Established: 2013
This scholarship was created by an estate gift from Mr. and Mrs. Harold Nicholas. Harold was born in 1921 in Mount Ida, Arkansas. He served in the U.S. Navy from 1941 to 1945 and received the Navy Unit Commendation Award for outstanding heroism while serving on the USS Salt Lake City. He later retired from Getty Oil after 30 years of service. Mary E. Nicholas was born in 1924 in Mesquite, TX. Her family members were migrant farm workers who worked in Texas, Oklahoma and California. Mary was the oldest of 7 children and helped raise her younger siblings after her mother’s death.
Harold and Mary were married on July 15, 1948 and made their home in CA until 1999 when they moved to Arkansas for retirement. Mary was a devoted homemaker and helpmate to Harold, and was the love of his life. He often referred to her as "my beautiful bride." The Nicholas’ were active members of Southside Freewill Baptist Church. The character of Christ – love, honesty, integrity, diligence, kindness and servitude – was always evident in their day-to-day lives. They lived joyfully together for 61 years, and enjoyed traveling, hunting, fishing, camping and playing dominoes.
Neither Harold nor Mary attended college. In fact, Mary did not attend school as a child. As an adult, she enrolled in a few educational classes, studied and practiced on her own until she could read and write fluently. Helping others achieve an education was very important to Harold and Mary, and this is the primary reason they created this memorial scholarship.
Type: Endowed
Donor: Leland and Ireane Stratton
Established: 1988
This scholarship was created by Leland and Ireane (Brittell) Stratton in honor of their brother-in-law, Mr. Harold C. Ward, in tribute to Mr. Ward's 30 years of service at JBU. Harold, son of Dr. and Mrs. Artemus Ward who were on the staff of JBU, was a man of many dreams. Harold came to JBU with his wife, Mildred, in 1927. He was the head of the electrical department and later became head of the production department. He also served on the electrical engineering faculty and as chairman of the university industries in the late 1940’s. During his service at JBU, the electrical department produced cotton choppers, aircraft parts, beet-choppers, and hub-cutting machines to name a few. Harold Ward was a man of many talents and abilities. He was credited for several inventions including a grader that was developed to grade out all of the imperfect rice. A more modern version of his rice grader is still being used all over the world today.
Mildred, Ireane's sister, taught high school math at John Brown from 1927 to 1935. She was always a favorite with students and faculty and faculty children. Mildred passed away in early February of 1988; Harold preceded her in death in 1984.
Type: Endowed
Donor: Lydia and Curtis Matthews
Established: 2023
“Here I am Lord, Here I am,” was the first, last and life call of Harriett Juanita Dudley who walked this earth from June 14th, 1929 until her death in July of 2023. If ever there was a life lived to the fullest in the Lord it was Harriett born to George and Emma Roads in Hinsdale, Illinois. At a very young age, while sitting at her grandmother’s knee, Harriett surrendered her life to Christ, and never relinquished her call to follow. Her life truly personified and exemplified a life of obedience to her Lord and Savior. Inexplicable joy of her faith was always on display and was a cornerstone in every aspect and season of her life. The fruit of the spirit was clearly exhibited through her walk with Him that was offered on a daily basis. The foundation of her steadfast faith was the word of God and prayer that she exercised and strengthened daily in her ceaseless time spent with the Lord. Her sacrificial life of servitude touched lives all over the world through giving, hosting, entertaining, feeding, clothing, sheltering, ministering to countless strangers, family, friends, missionaries, pastors and leaders of the faith who crossed paths with Ms. Harriett. Perhaps it was just for a night or for an extended stay she served with an eternal smile. Whether in person, through letter, service or prayer, no life was the same after encountering her contagious faith.
A 1951 graduate of NYACK college in New York, Harriett found herself back in Chicago knocking on doors in predominantly Jewish neighborhoods sharing her faith and the gospel of Jesus. A season of her life that not only vitalized her faith, but delighted her spirit with fond memories for years. Through ministry, Harriett met her husband, Cliff Dudley, whom she soon married and joined in ministry. With her loyal support and gifted spirit, she embodied the Christian example of a godly woman in marriage, motherhood and family. As Cliff transitioned from Moody Press to starting his own Christian Publishing Company, there was Harriett being the constant pillar of faith and confirming wife of strength. As they moved their family and business to Northwest Arkansas to start New Leaf Press, Harriett transitioned with a devoted spirit of the call to touch eternity through the printed page that Christian publishing could bring. It was the prayers of Harriett that held together and sustained an eventual means of grace that New Leaf Press became.
Age never tripped up Ms. Harriett, as she worked every day up until weeks before her death. She continued in ministry in a plethora of ways, always ready to serve, pray and share her faith. She always marveled in what God was doing and what He had done. She faithfully followed Jesus and wanted to be a part of what was going on. Harriet, through everything life brought (good and bad) never faltered, failed, nor was ever shaken. Her faith abided in Jesus, always. It was that unwavering faith that touched so many lives and gave encouragement to innumerable souls. Such a beautiful vessel that allowed the Holy Sprit to work with and through to express His eternal love.
“Love the Lord they God with all thy heart, soul and strength. Love they neighbor as thyself.” The two great commandments met and storied through your servant Harriett. “Yes Lord, here am I.”
Type: Endowed
Donor: Joanna Haspels
Established: 2012
After graduating from JBU in 1962, Joanna Klock Haspels took her first teaching position on the Navajo Reservation in Kayenta, Arizona. Joanna then moved to Parker, Arizona, and discovered a fundamental church where she met her husband—Carl Haspels, a Sterling College graduate and member of a large missionary family. Many of Carl’s relatives, including Lester Haspels (uncle), Charles and Lois Haspels (uncle and aunt), Chuck and Ann Haspels (cousins), John and Gwen Haspels (cousins), and several of John and Gwen’s children have served as missionary workers in Africa with Presbyterian Church Missions.
Joanna has always had a strong heart for missions. While she did not have the opportunity to serve overseas, Joanna has been a strong influence domestically on the lives of many high school and adult students. She has provided an example of faithfulness, stability, endurance, compassion, consistency, and a concern for the welfare of her students. From working with Navajo Indian students to incarcerated adult men in a state prison, this strong example has been maintained throughout her 46 years of teaching.
Joanna has been blessed through the years and has consistently supported mission work, both domestic and international. She was led to give real estate to John Brown University to create an endowed scholarship that would expand the spread of the gospel.
Type: Endowed
Donor: Estate of Faye Phillips
Established: 2008
Faye Phillips was born March 6, 1911 and died February 10, 2008. She was 96 years old, or perhaps in her opinion, it is more accurate to say she was 96 years young. Faye was born in Quay County, New Mexico before it became a state. Her family homesteaded 500 acres. Her parents, John and Dolly Estes McKown had 8 children. Life was hard in New Mexico at that time, and only 6 of their children lived past their younger years. Faye was the oldest of her siblings, and was the last one to pass away. The family moved to Maude, OK, where Faye attended high school. She lived in Georgia and then settled for many years in Elaine, AR. In 1981, she moved to Springdale. Faye was a homemaker and businesswoman and worked in banking when she was younger. She was very supportive of JBU, its mission, and appreciated the values of the students and that they were receiving a Christian college education.
Type: Endowed
Donor: James and Marilyn Barnett
Established: 2016
James and Marilyn Barnett created this scholarship to support Business and Education majors who have a head for business and a heart for ministry. Mr. Barnett serves as president of DaySpring Cards, Inc., a subsidiary of Hallmark headquartered in Siloam Springs, AR, and the world’s largest Christian social expression company which annually distributes more than 200 million products in the United States and 60 countries worldwide. James joined the company in 1981 and has served as president since 1994.
A native of Northwest Arkansas, Barnett obtained a Bachelor of Science degree in business in 1980 from John Brown University, Siloam Springs, and an MBA from the Walton School of Business at the University of Arkansas, Fayetteville, in 1982. He has been very involved in community and area organizations for more than 35 years, serving on several athletic, charitable and scholastic boards. He is currently on the Walton School of Business Advisory Board and engaged with the CEO Forum. He also has served on boards with the Arkansas Economic Development Commission, Urban Ministries, the Winshape Marriage and Family Foundation, the Soderquist Center for Leadership and Ethics at John Brown University, and Arkansas Athletes Outreach. His business affiliations include membership in the Association for Christian Retail, the Greeting Card Association, and the local Chamber of Commerce.
He and his wife Marilyn have three grown children and five grandchildren and are active members of Fellowship Bible Church in Fayetteville, Arkansas. James enjoys golfing, fishing, traveling and, especially, the time spent with his children, grandchildren and extended family.
Marilyn graduated from JBU in 1981 with an Elementary Education degree. Following graduation, she taught fifth grade for a few years before transitioning to a full-time stay-at-home mother to their three children. In addition to her “mom” duties, she was very active in her community and church, serving in various capacities over the years. She currently spends time in activities with their grandchildren and in caregiving to extended family members. Her interests include reading, decorating, and spending quality time with her children and grandchildren.
Type: Endowed
Donor: Pam Trenchard
Established: 2023
The Jennifer Trenchard Memorial Endowed Scholarship was created in honor and memory of Jennifer Trenchard, who graduated from JBU in 2007 with a degree in Graphic Design. During high school, Jennifer was the leader of her school’s Fellowship of Christian Athletes and Future Business Leaders of America organizations. She also played on the tennis team and was an active member of her church youth group. Jennifer loved attending JBU and playing on the tennis team. After college, Jennifer became a professional photographer who was adventurous, and enjoyed traveling all over the world. She loved to capture images of God’s beautiful creations and people in her photographs. She made many friends around the world.
Jennifer went home to be with her Lord and Savior, Jesus Christ, on June 9, 2022, at the age of 37. Jennifer was a precious daughter, a wonderful big sister, a dear friend to many, and a beloved child of God. Jennifer benefitted from scholarships while she attended JBU. Her family and friends are excited to help current and future JBU students who wish to pursue a degree in Graphic Design or Photography.
“And whatever you do, do it heartily, as to the Lord and not to men, knowing that from the Lord you will receive the reward of the inheritance; for you serve the Lord Christ” (Colossians 3:23-24, New King James Version).
Preference should be given to student athletes actively participating in JBU’s tennis program.
Type: Endowed
Donor: Dr. Beverly Holcomb
Established: 2006
The Joe and Elva Holcomb Memorial Endowed Scholarship was created in honor and memory of Joe and Elva Holcomb. The Holcombs raised five children in Northwest Arkansas during the Great Depression. Consequently, they were unable to provide the financial support for their children to attend college. However, they encouraged their children to pursue higher education by emphasizing college as being a very important achievement that would aid in their future successes. The middle child, Beverly Holcomb, decided to attend John Brown University in Siloam Springs, AR. She was able to enroll at JBU because of her High School Valedictorian Scholarship along with the income she earned from working on campus for 30 hours a week in the work-study program. She later received the JBU Department of Bible Academic Scholarship. This scholarship along with the financial assistance awarded from the work-study program provided for her senior year. During her college breaks, she taught in a rural one-room school for all 8 grades to save money for college expenses.
Upon graduation, she earned 20 graduate hours at the Summer Institute of Linguistics and was accepted as a member of Wycliffe Bible Translators. This ministry allowed Beverly to serve in Peru as a descriptive linguist with the Okaina Indians and as the Assistant Director of the Peruvian Bilingual Jungle Indian Schools. During her furloughs she was able to achieve a M.Ed. at the University of Arkansas and an M.A. in descriptive anthropology from Brandeis University in Waltham, Massachusetts.
After her time with Wycliffe ended in 1968, she spent 6 years as the Specialist in Aging with the University of Arkansas Cooperative Extension Service and was also able to complete the requirements for the D.Ed. from the University of Arkansas. From 1976 until she retired in 1995, Beverly served as Executive Director of Florence Crittenton Home Services, Inc. This charity provided comprehensive residential services for girls who were pregnant out of wedlock and who had decided to give birth. She incorporated into the program the JBU education emphasis on Head, Heart, and Hand. Throughout her years she found to be true the counsel of Dr. Earl C. Smith, JBU Dean of Bible, “Know what the Lord would have you do and expect Him to provide the way.” Beverly passed away November, 2008.
Type: Endowed
Donor:
Estate of Joe Zimmerman
Established: 2018
After graduating from JBU in 1952 with a Bachelor of Music, Joe Zimmerman began working toward a Master of Music degree at Cincinnati Conservatory of Music in the Fall of 1952. He received the degree in the spring of 1954.
Then, Joe joined the U.S. Army and was assigned as a Chaplain’s Assistant doing such things as typing reports and church bulletins, playing the organ for church services and driving the jeep to take the Chaplain on maneuvers with the troops. Joe’s experience in the military was good and his veteran’s benefits were helpful while he was working on his Ph.D. from Indiana University. Upon discharge from the Army in 1956, he began teaching music at JBU.
During his teaching career he teamed up with friend, colleague, and former classmate Ruth Smith-Ronan `52. Ruth and Joe performed a Two-Piano Recital every two years. He retired from JBU in 1996. After retirement, Joe completed a three-year course of study in London that certified him as a teacher of the Alexander Technique. One of the most rewarding activities in his retirement was learning to play the cello. During retirement, Joe enjoyed recreational activities such as ballroom dancing and ice skating. Joe passed away in 2018.
Type: Endowed
Donor:
Family of John and Stephania Brown
Established: 2019
The John and Stephania Brown Endowed Scholarship was established by their children in honor and appreciation of their parents’ legacy at John Brown University, in the community and for their strong commitment to family.
John and Stephania were high school sweethearts. Stephania is the daughter of former Siloam Springs mayor, Wilson and Mary Kathryn “Toady” Ford. John is the second born and only son of John E. Brown, Jr. and Caroline Trahin Brown. John and Stephania married on Christmas day in 1968. John graduated from JBU in 1971 with a B.S. in Business Administration and then received a J.D. from the University of Arkansas School of Law in 1974. John followed his grandfather and father, serving as President of John Brown University from 1979 to 1993. His leadership and servanthood continued as Executive Director of the Windgate Foundation starting in 1993. John was also elected to the Arkansas State Senate, serving two terms as a servant to the public from 1995-2002. Stephania served alongside John at JBU while raising five children. She hosted JBU guests and volunteered at church and in the community, all while earning her B.S. in Education from JBU in 1992. Stephania taught in the Siloam Springs school district for a few years and served on the Northwest Arkansas Children’s Shelter Board from 1995-2008. John and Stephania remain in Siloam Springs still serving the community in a myriad of ways. John is currently Senior Advisor to the Windgate Foundation and Stephania devotes her time and resources to volunteering with non-profits that are focused on helping children and the underprivileged. In her spare time, she enjoys working in her beautiful gardens around their home. John and Stephania enjoy spending time with their children and grandchildren.
Type: Endowed
Donor: Friends and Family of John E. Brown Jr.
Established: 2011
John E. Brown Jr. graduated from JBU in 1942. He trained as a naval pilot and later served aboard a ship with the Pacific Fleet during World War II. He was on the USS Ancon and the USS Eldorado. He received the American Area Asiatic-Pacific Area star, the Philippine Liberation award, and the World War II Victory medal. He was also at NACSB Atlanta, NAS Beaufort, SC and CASCU Coronado, California. He returned to JBU after the war and was appointed JBU’s vice president by John Brown Sr. in 1946.
John succeeded his father as president of JBU in 1948, when he was just 26, making him, like his father had once been, the youngest university president in America. During his tenure as president, John pushed high academic standards, leading to JBU’s accreditation by the North Central Association of Colleges and Schools in 1962. John also was responsible for the introduction of intercollegiate athletics at JBU and was a lifetime fan of JBU Golden Eagle basketball, rarely missing home games. Under John, enrollment increased steadily, and the Honors Program was founded in 1961. While he was president, John oversaw the completion of the iconic Cathedral Group of buildings in 1957. Beyond the Cathedral, many of the structures that stand on campus today were erected under John’s leadership.
John was given the honorary title of Chancellor in 1987 and was honored as JBU’s Outstanding Alumnus in 1999. He passed away June 3, 2011 at the age of 89.
Type: Endowed
Donor:
Willard and Pat Walker Charitable Foundation
Established: 2020
This scholarship is established in honor of Jack and June Loyd, lifelong friends of Pat and Willard Walker. Robert James “Jack” Loyd and Iris “June” Loyd were both raised in Oklahoma. They met in High School in Burbank, Oklahoma. Jack and June were married in 1943 shortly before Jack went into the Navy to serve in the Pacific during WWII. When Jack returned from the war, his family started an agriculture business in Springdale, AR. This was the start of Springdale Farms, one of the first poultry processing plants in the 1950’s. As the company grew, they built a new plant north of Springdale. About a year later, they met Willard and Pat Walker when the Walkers built a new home on the lot next to Jack and June. It did not take Pat and June long to learn they both loved to play Bridge and started having regular games together. Jack and Willard had so much in common too; a love of horses and farms and the rural life. After both Jack and Willard passed, June and Pat continued to share many hours of friendship. One of the highlights of their time together was dressing up and going to the John Brown University events. Their smiles and laughter were legendary as they enjoyed each other’s company.
Type: Endowed
Donor: Mike King
Alumni
Established: 2008
This scholarship was created in honor and memory of Ken Schoenwald. Ken’s untimely death occurred February 16, 2008 in a car accident which also claimed the life of his 13-year old son, Jace, and one of his daughters, 18-year old Jennalea. Ken was a 1984 graduate of JBU with a major in both Construction Management and Engineering. He married Janelle Ewy, another JBU student majoring in Biology in 1985. Ken played soccer while attending JBU and on October 6, 2007 played in an alumni game celebrating 30 years of soccer at JBU. Ken, called “Shonie” by his family, grew up in Poughkeepsie, NY. He was a gentle person who was, according to his colleagues, extremely professional as an engineer. Ken owned his own company, Schoenwald Structural Engineering. Much of his work focused on church designs. According to fellow alumnus Mike King, “Ken was a very good engineer who had a real gift to make things buildable.” Ken’s wife, Janelle, is a registered nurse at Via Christi Regional Medical Center-St. Joseph Campus. The couple was very active in their church in Wichita including its children’s ministry, singing and drama. Ken also served as a deacon. Surviving members of Ken’s family are his wife Janelle, and twin daughters, Avery and Alyssa.
Type: Endowed
Donor: Friends and family of Kent Davis
Established: 2003
Friends and family of Kent Davis created this scholarship to help JBU Construction Management students. Kent Davis came to know Christ at the age of 12 through his future father-in-law. Kent first heard of John Brown University from an aunt in California who knew John E. Brown Sr. Eager to learn, he traveled to Arkansas with no idea what to major in. With the guidance of Charles Willis, head of the building construction department, he gained interest in this field and graduated in 1963. Kent went on to teach high school math and science, earned his master's degree in civil engineering from the University of Maine, and between work, service to missions, and attending to family life, received his doctorate in civil engineering from Clemson University in 1987.
While Kent was teaching high school, he felt the Lord, with a little help from Charles Willis, calling him back to JBU to utilize his skills in teaching building construction. He returned to JBU to teach from 1969 until 1975. He and his wife, Beth, felt another calling--the mission field. This interest led them to serve 2 years with Africa Inland Mission. Then, they determined they could have an even greater impact on missions by training students. They returned to JBU where many students became interested in missions under Kent and Beth's guidance. Kent continued to teach building construction until his retirement in 2004. He received the Outstanding Alumnus award in 1990.
Type: Endowed
Donor: Mr. and Mrs. Frank Kinsman
Established: 2015
Mr. and Mrs. Frank Kinsman created the Kinsman Family Endowed Scholarship for Engineering Students in gratitude for their experience at John Brown University. Frank and Ednamae came to JBU as a married couple expecting their first child. Frank enrolled as an engineering student and Ednamae became a supporting, full-time mother. Frank pursued an electrical engineering major with dual minors in general engineering and Bible. While Frank had already served in the U.S. Navy, he was not prepared academically for college. To this day Frank continues to be amazed that JBU Admissions, when informed he was lacking in high school math and science, said, “Come on. We’ll tutor you.” They did and he caught up with his classmates as he entered his sophomore year. Frank and Ednamae have never forgotten the care and encouragement they received from administrators, faculty and staff. Frank went into research at Cornell Aeronautical Laboratory upon graduation in 1958, then on to Texas Instruments as a systems analyst. After leaving TI, he became Vice President of a small engineering firm before forming his own engineering consulting firm in 1986. Frank and Ednamae have been deeply involved in church ministries all their lives, but their experience at JBU opened doors for ministry, technology advancement and leadership which they never dreamed possible.
Type: Endowed
Donor:
Bill and Jody Kitchen
Established: 2018
Kitchen family siblings, Bill Jr., Eric, Renee, and John have chosen to honor their parents, William (Bill) and Rosemary (Rosie) Kitchen through the Kitchen Family Endowed Scholarship. Bill and Rosie’s legacy of love for one another and devotion to Christ began when they met at JBU. Bill and Rosie were direct beneficiaries of John Brown Sr.’s vision to provide a Christ-centered college education to those who could not otherwise afford to attend college. To help pay their tuition, Bill worked as a JBU night watchman and Rosie as a librarian assistant. Rosie earned a Bachelor of Science in Elementary Education in 1952. A few years later, after completing a tour of duty in Korea with the U.S. Army, Bill earned a Bachelor of Arts in Christian Education. All four of Bill and Rosie’s children, along with grandchildren Jill (Kitchen) Van Hofwegen (Bill Jr. and Jody’s daughter) and Emma Kitchen (John and Pam’s daughter) attended JBU. The Kitchen family is grateful for the founder’s commitment to Christ Over All and the “can-do” resolve of helping others achieve a Christ-centered education. The family created this scholarship to express their gratitude and to give back with the hope that recipients will, in the future, choose to give back as well.
Type: Endowed
Donor: Larry and Adeline Meyer
Established: 2000
In the fall of 1931, Larry Meyer was 15 years old and going by the name of Eugene Moore (using his step-dad’s last name). His mother heard John Brown Sr. on the radio recruiting students in Southern California for his schools in Arkansas. The cost was $50 per month, which covered tuition, room and board. Larry’s mother applied for a payment plan of $25 per month (the balance to be paid later in life). Larry applied to JBU, was accepted, and enrolled in the spring of 1932. That following summer, Larry’s mother wrote and sent $5 telling him not to come home because California was experiencing a depression. However, Larry wanted to go home so he sold his books, two blue shirts and overalls for $7. It took him five days to get home to Los Angeles, making it on $3.50. Now financially able, Larry and his wife Adeline created this scholarship to honor the commitment to John Brown School that his mother made for him sixty-eight years ago. Larry passed away in 2008.
Type: Endowed
Donor: Leland and Ireane Stratton
Established: 2009
Ireane is a 1937 graduate of JBU. She studied at JBU from the fourth grade (when JBU had a school for staff children) through four years of college. Ireane taught Home Economics in Detroit for a time, at the Brown School for Girls in Glendora, CA, and at JBU during WWII. Leland was the ninth of twelve children. His father had diabetes and was blind by the time Leland was a teenager. Leland helped support the family by running his own gas station before he graduated from high school. Ireane was a Home Demonstration Agent during the Depression. The government had a farm loan program, and Ireane’s job was to teach the wives of farmers who had loans how to cook and manage their finances. Her office was across the street from Leland’s gas station, and that is how they met. Leland and Ireane married February 27, 1942. Leland and Ireane have three children: Lois, Marilyn and Wendell.
Leland and Ireane owned the Stratton Seed Company which was recognized in 1988 by the mayor of Stuttgart by proclaiming February 2, 1988 as Leland Stratton Day. The company celebrated 40 years of operations in 1988.
Leland Stratton always valued higher education although he was not able to attend himself. He made sure his children attended college and he and Ireane helped many others attend John Brown University as well as Ouachita Baptist University and Williams Baptist College. Leland passed away in 2010 and Ireane passed away in 2011.
Type: Endowed
Donor: Lola Woodard
Established: 2014
This scholarship was created in memory of Lola Woodard’s grandmother, Lou, who introduced her to John Brown University. Lou Hancock financially supported JBU’s Founder, John E. Brown, after hearing him preach. She also supported JBU as she was able. Lola’s aunt, Bertha Maddux Magouirk, first attended JBU and later, Lola boarded a train for JBU the day after she graduated from high school. As the oldest of six children and with limited resources, Lola worked and took out loans to pay for her education. Her first job at JBU was working in the print shop and she later worked in the business office. Because she was far from her home of Oakwood, Texas, she was never able to return home during her time at JBU. Lola graduated from JBU in 1938 with a degree in journalism. She was very grateful for her JBU education and remembered her time with fondness. Lola created this scholarship to help make a JBU education and experience a reality for other young people. Lola passed away in 2016.
Type: Endowed
Donor:
Luke Ross Legacy Foundation
Established: 2019
The Luke Ross Legacy Endowed CM Scholarship is created in honor of our son and brother, Luke Cooper Ross. Luke, along with his oldest friend, tragically lost their lives in a senseless automobile accident when struck by a drunk driver just a few days before Christmas, 2017. He was a Construction Management student at John Brown University. While his time at JBU was short, he immersed himself in campus life. He made and had an impact on many of his friends. Luke was the fifth of his siblings to attend JBU.
This scholarship has been established to honor and perpetuate his memory and the character qualities which were so vibrantly demonstrated in his life. Those who knew Luke knew that he lived with humility, compassion, joy, reverence, loyalty, and consistency. It is no coincidence that his qualities closely parallel the Fruits of the Spirit, evidences of a maturing Biblical faith found in Galatians 5:22-23. It is our desire that he thus be remembered, and opportunities to attend JBU be made available to others who seek to matriculate at a school that seeks to educate the whole person; Head, Heart, and Hand.
Type: Endowed
Donor: Steve and Jill Mitchael
Established: 2009
Steven Mitchael graduated from John Brown University in 1984 with a Bachelor Science in Construction Management. During his four years, he was a basketball letterman for the Golden Eagles. After graduation, he worked for Cooper Communities Inc., a community developer of 5 large planned developments. With Cooper he held such positions as estimator, project manager, production manager and warranty administrator. During that same time he was the Architectural Control Officer, Property Owner Association Board Member, Townhouse Association President, a licensed real estate agent and held an unlimited general contractors license in the state of South Carolina. Since 1992, Steve has held several positions in design for Walmart Stores, Inc., where he has been responsible for the development of expansion, acquisition and new store designs. He has traveled to 10 countries on acquisition trips as part of Walmart’s International expansion. In May of 2013 Steve retired from Walmart as the Director of Design and Project Management for Walmart Reality, the largest developer of retail property in the United States.
Steve is married to Jill Turner-Mitchael who holds a degree in pharmacy from Southwestern State University in Oklahoma and who is licensed in New Mexico and Texas. Jill is currently a Senior Vice President, General Merchandise Manager of merchandising for Sam’s Club. Steve and Jill live in Gravette and have three children, Lauren, Jake and Ava.
Type: Endowed
Donor: Robert and Martha Munce
Established: 2006
Through the great love, perseverance, and personal interest of the JBU staff, teachers, and the generosity of many donors, Martha Ettinger worked her way through four years of college. She graduated from John Brown University in 1963. Previously, while in high school, Martha dedicated herself to foreign missions. She was later introduced to Africa Inland Mission (AIM International) through a missionary kid at JBU. After teaching school in her hometown of St. Louis for two years, she enrolled at Moody Bible Institute for a year of further Bible study. In October 1966, she relocated to Kenya where she was assigned and accepted a position in Kesho’s literature department.
In 1972, Martha married Bob Munce. They distributed Christian literature from Kenya through eight or ten Christian bookstores throughout East Africa. They understood that their calling was not just to a place or a career, but to God, through going or giving towards missions. They returned to the United States in 1978 after serving in Africa for 20 years collectively. Once in the U.S., Bob established Munce Publications. He sold books and Bibles to English speaking countries, as well as becoming an agent for his grandmother’s (Grace Livingston Hill) book copyrights. Bob continued traveling to third world countries selling Christian books once a year. In 1991, Munce Marketing group was created to create catalogs of Christian products for American bookstores. This business progressed to provide Christian bookstores with marketing tools, a trade show, and other services. From 22 initial stores, the company grew to over 600 stores in the U.S. and Canada that now use the catalogs and other services. In September 2005, the on-line magazine “MTL” (More to Life) for Christian women was launched. It focuses on Christian authors, musicians, and other media personalities.
Type: Endowed
Donor: Lee and Nancy Netherton
Roger and Eileen Culberson
Doris Culberson
Established: 2002
This scholarship was created by Doris Culberson, Dr. Lee Netherton’s mother-in-law. Doris Culberson wrote: "John Brown University has been very important to our family throughout the years. We have had six family members receive degrees from JBU. My son-in-law, Lee Netherton, has spent most of his career teaching in the science department and my daughter, Nancy Netherton, has spent most of her career being involved in the music department. We are glad that God has given us the opportunity to give back to the Lord's work."
Dr. Netherton began his service at JBU in 1969, completing his Ph.D. in organic chemistry in 1977 from the University of Arkansas. He was Chair of the Division of Natural Science from 1986 to 1997. Dr. Netherton was selected as the JBU Teacher of the Year in 1980 and 1994, the JBU Outstanding Alumnus in 1990 and was awarded the Faculty Excellence Award in 2005. He was consistently evaluated by the students as one of the top teachers at JBU. Dr. Netherton taught in the K-4 Science Crusade for the Arkansas State Department of Higher Education for six years and presented numerous science workshops in the elementary schools throughout this area. He served on many faculty committees in his 36 years at JBU, including the Core Curriculum Committee, the Professional Development Schools Advisory Committee, and the Admissions-Financial Aid Committee. He was a sponsor of the Student Government Association for several years and volunteered as score keeper at the Golden Eagle basketball games most of his 36 years at JBU.
Lee and his wife Nancy have two children, Renee and Rob. The Nethertons were married for over 50 years. Lee passed away in 2019.
Type: Endowed
Donor: Sarah Williams
Established: 2005
This scholarship was created to honor the memory and accomplishments of two dedicated musicians who loved the Lord and used the gift of music to spread the message of the Gospel. Dr. Mabel Oiesen, Sarah Williams’ aunt, accepted the invitation by Dr. John Brown Sr. to come to John Brown University from New York City to create a music department because she shared Dr. Brown’s dream for a Christ-centered university. Though the struggles were almost overwhelming, with God’s guidance and her tenacity, a formidable department was created from which many music majors studied and afterwards began lifetime music careers. As the music department grew, the Cathedral Choir was formed. While serving as its conductor, Mabel traveled with the choir extensively across the United States participating in worship services, radio and television programs. A MIGHTY FORTRESS IS OUR GOD became the signature anthem closing every appearance the choir made.
James L. Williams, Sarah Williams’ late husband, came to JBU to study voice and prepare for full-time music ministry. Sarah studied piano and organ. Both dedicated themselves to full- time ministry and, upon graduation, they formed a music ministry team. Together they served several large churches creating integrated choir programs with Christian education curriculum written by James. He was an engaging man with many talents and skills: professional baritone soloist, choral conductor and clinician, college professor, visionary and developer of large youth choirs, which were on several occasions invited to tour churches in Europe. At the time of his death, it was most apparent that his greatest legacy was the winning of souls through his ministry.
Sarah Williams’ career was also a witness of the power of the Lord and the training at JBU. In addition to being a mother of three, an organist, and piano teacher, she has had the great privilege of teaching at Wheaton College in the conservatory of music and becoming its director of the Community School of the Arts. During that time, one program was created between Wheaton College’s music education students and Daystar University students to serve school children in the slums of Nairobi, Kenya. Sarah Williams’ prayer is that this scholarship will underline the power of music and how God can use humble servants to bring honor and glory to Him.
Type: Endowed
Donor: Peter and Yvonne Nicolay
Established: 2011
This scholarship was created by Peter and Yvonne Nicolay, who were married in 1949. Yvonne was a 1949 JBU graduate with a degree in Christian Education. Yvonne attended Biola University for graduate classes and while there worked as a secretary to the Vice President of Navigators. She later earned a teaching certificate from Wheaton. The Nicolays spent four years in the Philippines at the Far East Bible Institute. Afterwards, they lived in California where Yvonne taught high school and Peter was a high school counselor before entering the real estate business.
Peter Nicolay accepted the Lord as Savior in 1943 while in Chicago visiting Moody Church. He served with General MacArthur’s Sixth Army in the liberation of the Philippines. After WWII ended, Peter attended Calvin College for a year, Biola for a year and then finished at JBU in 1950 with a degree in Christian Education. At Wheaton, he obtained a Master of Arts degree in Biblical Literature. Of all the schools Peter attended, he liked JBU best because of the warm and friendly atmosphere on campus. Peter passed away in 2014 and Yvonne in 2019.
Type: Endowed
Donor: Mike and Deann Ross
Established: 2012
This scholarship was created by Mike and Deann Ross of Oklahoma City, OK. The Rosses have 7 children—most of whom have attended or will attend JBU. They have been long term supporters of JBU primarily because JBU’s mission and vision is much like their own. It is Mike and Deann’s goal to have their children realize the breadth of God's creation, discover their own role in it, and be prepared to be successful in that role. They also recognize that JBU has similar goals for its students—realization, discovery, and preparation. The Rosses firmly believe this process must begin with an understanding of who God is and our relationship to Him. This is our central calling— to make Him known and to teach others about Him. Mike and Deann believe that God designated the local church as the venue through which much of this revelation occurs. This motivated the Rosses to create the Preach the Word Endowed Scholarship to help train young men who are called to ministry which makes Christ known and teaches about His love and grace.
Type: Endowed
Donor:
David and Lynne Moll
Established: 2018
The Psalm 16:11 Endowed Scholarship was created by David and Lynne Moll to help students pursue a Christ centered education at John Brown University.
While a student at JBU in 1964, Lynne walked around campus on a beautiful spring day asking God to show her the path of life. He provided Psalm 16:11 - You will show me the path of life; in Your presence is fullness of joy; at Your right hand there are pleasures forevermore. It was also at JBU where David and Lynne met and built a firm foundation together in their experiences and education. They discovered fullness of joy in God’s presence as they served in Christian education in Missouri, California and also Belize, Central America. David and Lynne’s hope for eternity is to be at His right hand, where they will experience pleasures forevermore as they worship God with those who touched their lives and those whose lives they touched in the Body of Christ, including their JBU family.
Type: Endowed
Donor: Arthur and Ann Kennedy; Phil and Kendra Kennedy; Friends and family
Established: 1998
Ralph and Lucy Kennedy spent most of their lives together as part of the John Brown University family, but Ralph’s association began before their marriage. In the late thirties, Mrs. Holzwarth, a California rancher who admired John Brown and his evangelistic message, told Ralph that she would pay for Ralph’s college tuition – but he had to go to “this little school in Arkansas.” Ralph went, stayed in college until he graduated and then joined the navy. He returned to Siloam Springs after WWII with his wife, Lucy, and their first son. The rest of Ralph and Lucy’s eight children were born in Siloam Springs. Six of them attended JBU. Ralph served at JBU in both faculty and staff positions until his retirement in 1986. In tribute to Ralph and Lucy Kennedy, and in a continuation of the giving legacy of Mrs. Holzwarth, whose generosity made Ralph’s education at John Brown University possible, this scholarship is dedicated to students who would otherwise have difficulty going to college.
Type: Endowed
Donor: Maxine Walker
Established: 2009
This scholarship was created by Maxine Walker in honor of her husband, Bob and her daughter, Regina. Bob served four years in the U.S. Air Force and, in his civilian life, trained in maintenance and refrigeration. Bob and Maxine (Evans) were married 42 years before the Lord called him home.
Bob was the father of two sons, Michael and Daniel, and daughter Regina. He became an ordained deacon and felt the Lord calling him to preaching in 1991. He attended JBU to further his biblical education and served as a pastor for two churches and filled in for several others. He taught senior men’s Sunday School at Harvard Avenue Baptist Church, and was the chaplain for Siloam Springs Memorial Hospital. If you were to meet Bob on any given day, he would share fr
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This Music Video From Shaw University Will Make You Wish You Went to an HBCU
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2017-06-19T23:13:04+00:00
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Check out this music video the students at Shaw University in Raleigh, North Carolina just made to show pride for their school!
|
en
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Watch The Yard
|
https://www.watchtheyard.com/colleges/shaw-university-music-video/
|
Shaw University students know how to get down!
Various clubs and organizations on campus including the cheerleaders “Chi-Chis”, the Platinum Sound Marching Band, Zeta Phi Beta, and Omega Psi Phi teamed up with alumnus Steven Starks, of Starks Films to shoot a video showing that Shaw U Pride reigns supreme when it comes to HBCU school pride.
The students at Shaw definitely have a lot to be proud of, the private liberal arts institution and Historically Black University located in Raleigh, North Carolina, is the oldest HBCU in the American South.
Check out their video below and watch how they do it at Shaw University!
Producers: Chase Higgens, James Jones, Starks Films
Drone Operators: Thomas Photography and Film, LLC, Brimez Vision
Editor: Adam Bolick
Share this on Facebook if you think these Shaw University students deserve to go VIRAL!
|
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https://raleighnc.gov/parks-and-recreation/services/historic-resources-and-museum-program/history-john-chavis-memorial
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en
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History of John Chavis Memorial Park
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2024-07-23T12:49:00
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en
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https://raleighnc.gov/parks-and-recreation/services/historic-resources-and-museum-program/history-john-chavis-memorial
|
Jump To:
Prior to the Park 1930s 1940s 1950s 1960s 1970s to 1980s 1990s to 2000s 2010s to Present
John Chavis Memorial Park: Past to Present is an outdoor exhibit interpreting events that impacted the development of the park while highlighting community stories from the park's earliest days up to the present. Below you will find chronological information about the history of John Chavis Memorial Park.
Prior to the Park
1809 - John Chavis, the park’s namesake, moves to Raleigh. As a free Black man, he works as an educator and preacher.
1865-1867 - East Raleigh becomes a cultural center for African Americans because of prominent educational institutions. The Raleigh Institute (today’s Shaw University) is established in 1865. Saint Augustine’s Normal School and Collegiate Institute (today’s Saint Augustine’s University) is established in 1867.
1896 - The U.S. Supreme Court rules in favor of “separate but equal” segregated facilities, including parks and other public spaces.
1897 - Crosby Colored Grading School (later Crosby-Garfield Elementary School) is established on East Lenoir Street for Black children. The original building is replaced in 1939 by a modern brick school as part of a publicly funded project for Black citizens, which included Chavis Park (1937) and Chavis Heights Public Housing (1939).
1919 - North Carolina Governor Bickett announces the formation of an interracial council for Wake County “to maintain friendly relations between races . . . “
1930s
1935 - North Carolina leases the City of Raleigh the land for what will become John Chavis Memorial Park for 25 years. The City of Raleigh applies for and receives federal funds through the Works Progress Administration to build the park.
1936-37 - A swimming pool, athletic fields, tennis courts, two picnic shelters, an amphitheater, and two bridges over Little Rock Creek are constructed.
July 2, 1937 - A No. 2, Special Three Abreast, Allan Herschell Carousel is installed under a canvas tent. The historic carousel is still in use today.
July 4, 1937 - The park has its grand opening.
March 18, 1938, - The Negro Citizen’s Committee of Raleigh (today’s Raleigh-Wake Citizen’s Association) petitions the city to name the park for John Chavis (1763-1838), a Revolutionary War veteran, free Black man, educator, and preacher from Raleigh.
May 10, 1938 - John Chavis Memorial Park is officially dedicated. According to local news reports, over 3,000 people attend the dedication.
1938 - The North Carolina Historic Marker Program installs a marker in honor of John Chavis, the first marker in the state to recognize African American history.
Late 1930s - Shaw University and Saint Augustine’s College (now Saint Augustine’s University) begin using John Chavis Memorial Park for athletics.
1939 - Chavis Heights, a segregated public housing community, opens across the street from John Chavis Memorial Park.
1940s
~1940 - The original carousel house is built.
1941-42 - World War II soldiers come to John Chavis Memorial Park. The U.S. Army builds a temporary tented camp and a Veterans Annex in John Chavis Memorial Park to house Black soldiers visiting Raleigh on weekend leave. After the war, the Veterans Annex serves as a community center for the park until it is demolished in 1953.
1945 - The War Mothers Memorial bench is installed in memory of those who served in World War II from Wake County.
1930s to 1940s - Washington High School’s football team plays at John Chavis Memorial Park.
1940s - Raleigh’s Black baseball club, the Raleigh Grays, play at Chavis’ baseball field.
1950s
1950s to 1960s - The semi-pro Raleigh Tigers play at Chavis’ baseball field. This team serves as a feeder to national Negro leagues. John W. Ligon Junior-Senior High School uses John Chavis Memorial Park for athletic events.
1951 - North Carolina sells the land on which John Chavis Memorial Park was built to the City of Raleigh for $1,500.
1952 - A miniature train is added to the park.
1954 - The grandstand is constructed at the park.
Late 1950s to 1960s - Local resident Roy Hicks sells concessions at the grandstand providing job opportunities for young people and fond memories of “the best hot dogs around” for many neighbors.
1958 - Teenage Frolics launches on a local television station as a music and dance program hosted by J.D. Lewis, a prominent African American radio and television personality. The show features African American teenagers who show off their dance moves to impress fellow dancers and viewers at home. From time to time, the program is filmed at John Chavis Memorial Park.
1960s
~1960 - A Korean War-era F9F-6 Cougar Marine Corps jet is added to the park as a play feature for children.
1961 - A new community center is built with a gymnasium. It is expanded over time to include a lobby and meeting rooms.
1962 - Four young Black protestors, accompanied by two white friends, jump into Pullen Park’s swimming pool. In response, the City Council votes to close both Pullen Park’s and Chavis Park’s pools until further notice.
1964 - The Civil Rights Act of 1964 integrates the City of Raleigh’s public facilities. Now that African Americans can use any park, visitors from further away no longer make the journey to John Chavis Memorial Park, and attendance declines.
1970s to 1980s
1971 - The City of Raleigh develops a master plan to revitalize the park that includes new athletic fields and a swimming pool.
1973 - Raleigh elects its first African American Mayor, Clarence Lightner, who was a lifeguard at John Chavis Memorial Park in his youth.
1974 - The new swimming pool opens.
1975 - The old carousel pavilion is remodeled.
1978 - John H. Baker, Jr. is elected Wake County sheriff making him the first African American sheriff in North Carolina since reconstruction. Baker operated the carousel and played football in the park during his youth.
1982 - The park’s Allan Herschell Carousel is restored.
1982 - John P. "Top" Greene Community Center opens only a few blocks from John Chavis Memorial Park. The City of Raleigh names the new center in honor of John P. “Top” Greene, a community activist and South Park resident.
1984 - Dancing in the Park begins as a regular program. The aerobics-style dancing and fitness program frequently features Gospel music and runs as a regular program for decades.
1990s to 2000s
1994 - The City of Raleigh develops a second master plan to renovate the community center, swimming pool, and tennis courts.
2002 - John Chavis Memorial Park hosts a reunion for former residents of Chavis Heights. This becomes an annual event until 2012.
2006 - A sculpture titled, “Glimpses of the Promised Land,” is installed by public artist Mike Roig.
2007 - South Park-East Raleigh Neighborhood Association is founded as a community-based nonprofit.
2008 - South Park-East Raleigh Neighborhood Association organizes a Historic Chavis Park Festival.
2008 - The Raleigh Historic Development Commission designates the carousel as a historic landmark.
2008 - Over 1,000 citizens sign a petition asking the city to reinvest in John Chavis Memorial Park. The result is a series of community conversations and a revised master planning process.
2009 - The North Carolina Historic Marker Program replaces a marker in honor of John Chavis.
2010s to Present
2012 - The park’s Allan Herschell Carousel is dismantled and restored before moving to the new carousel house in 2013.
2013 - John Chavis Memorial Park celebrates its 75th anniversary.
2014 - The City of Raleigh adopts the John Chavis Memorial Park Revised Master Plan based on significant public input. The Downtown Raleigh Alliance recognizes the South Park neighborhood for its advocacy on behalf of the park.
2015 - Chavis Park Celebrates begins as an annual celebration of the park's history and its deep connection to African American culture.
2015 - The Chavis Conversation Public Leadership Group is awarded the Fred Fletcher Volunteer Award and the 8th Annual Environmental Award for their work on behalf of the park.
2016 - John Chavis Memorial Park is listed on the National Register of Historic Places.
2019 - Over 200 people attempt to break the Guinness World Record for the longest soul train in John Chavis Memorial Park. They fell short but had fun doing it.
2021 - The park’s renewal continues with a new community center, central plaza, and playground, as well as renovations to the original carousel building.
|
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3
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https://www2.cfnc.org/college-profile/Shaw-University
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CFNC.org
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RESEARCH PROJECT ON POM ANALYSIS OF BRITANNIA
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RESEARCH PROJECT ON POM ANALYSIS OF BRITANNIA
|
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INTRODUCTION
Britannia Industries Limited is an Indian food firm that is part of the Wadia Group, which is led by Nusli Wadia. It is one of India's oldest existing firms, founded in 1892 and located in Kolkata, and is well known for its biscuit goods. The Britannia brand of biscuits, breads, and dairy goods is sold across India and worldwide. Beginning with the circumstances surrounding its purchase by the Wadia Group in the early 1990s, the corporation has been embroiled in a number of management-related disputes. However, it retains a sizable market share and is profitable
Vision and Mission:
Britannia’s aim is to be a leading player in the food processing industry andprovide delicious, nutritious, and high-quality food products to consumers. Their mission is tocreate superior value for their customers, employees, and stakeholders by fostering innovation,sustainability, and continuous improvement.
PROFITABILITY AND PERFORMANCE
Between 1998 and 2001, the company's revenues increased at a compound annual rate of 16% above the market, while operating profits increased by 18%. Recently, the firm has been increasing at a pace of 27% each year, compared to the industry's average of 20%. Biscuits currently account for 90% of Britannia's yearly sales of $22 billion. Britannia is one of the top 100 most trusted brands in India, according to The Brand Trust Report. Britannia is predicted to have a 38% market share.
FINANCIALS
Britannia Industries' consolidated revenue in FY 2022 was 13,731.05 crore. In FY 2021, the company's consolidated sales increased by 13% to 12,883 crore, up from 11,444 crore in FY 2020.[42] For the fiscal year ending March 31, 2020, the firm recorded a 21% increase in net profit at 1,402.63 crore. In fiscal year 2019, it had a net profit of Rs. 1,159.12 crore. The company's consolidated income increased by 5.48% to 11,878.95 crore in FY20 from 11,261.12 crore in FY19.
PRODUCTION AND OPERATIONS ANALYSIS OF BRITANNIA
PRODUCTIVITY
PRODUCTIVITY MEASUREMENT
Britannia, an Indian food processing company, relies on various productivity measures to maintain and improve operations. These include output per labor hour, sales per employee, production efficiency, return on assets (ROA), and return on investment (ROI). To obtain accurate measurements, refer to official financial reports or contact Britannia directly.
AWARENESS- IMPROVEMENT-MAINTENANCE (AIM PROCESS)
Britannia, a leading Indian food processing company, prioritizes product quality, innovation, research, distribution, marketing, operational efficiency, and customer engagement to maintain market leadership and meet consumer demands. They invest in research and development, expand their distribution network, strengthen their brand image, optimize resource utilization, and engage with customers through surveys and social media platforms. By focusing on these areas, Britannia ensures consistent, delicious, and safe food products.
Britannia aims to be a leading food processing company providing delicious, nutritious, and high-quality products. They conduct market research, focus on product development and innovation, prioritize quality assurance and food safety, optimize manufacturing and operations, and manage distribution and supply chain. They employ marketing strategies, prioritize sustainability and CSR, and encourage continuous improvement and feedback. By following these processes, Britannia aims to meet consumer expectations, drive business growth, and create long-term value for all stakeholders involved.
PRODUCTION PROBLEM STATEMENT
FISH BONE DIAGRAM
PRODUCTION SYSTEM OR MODEL OF PRODUCTION SYSTEM
PRODUCT VS SERVICES
Britannia is a leading biscuit and dairy producer with an annual production capacity of 433,000 tonnes. Its biscuit brands include Vita Marie Gold, Tiger, Nutri Choice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time, and Little Hearts. Britannia's revenue is primarily derived from dairy products, with a 47% increase in 2000-01 and 30% in 2001-02. Key competitors include Nestlé India, the National Dairy Development Board, and Amul.
PROCESS FOCUSED VS PRODUCT FOCUSED
Britannia Industries is a product-focused company that focuses on product development, innovation, and quality. They invest in research and development, maintain high product quality standards, and invest in branding and marketing. They focus on packaging, offering attractive designs, and product differentiation. Britannia also prioritizes process efficiency and optimization, improving manufacturing, distribution, and supply chain management. Their primary emphasis is on creating and delivering high-quality products to the market.
PRODUCT STRATEGY
Britannia Industries prioritizes innovation, quality, and diversification in their product strategy to meet evolving consumer demands and preferences. They diversify their product portfolio, targeting specific consumer segments and creating strong brand identities through marketing and advertising campaigns. They conduct market research and gather consumer insights to identify emerging trends and develop sustainable, health-focused products. Britannia's focus on innovation, quality, diversification, effective branding, and meeting customer demands maintains their position as a leading player in the Indian food and beverage industry.
PRODUCT LIFE CYCLE
https://marketingbritannia.wordpress.com/2015/09/09/product-life-cycle-of-britannia-products/
PRODUCTION SYSTEM.
Britannia Industries sources raw materials from suppliers, ensuring quality standards and food safety compliance. The company operates multiple facilities in India, using advanced machinery and technologies. Production planning, control, and quality control ensure efficiency, product consistency, and timely delivery. Packaging and distribution ensure safety and attractiveness. Britannia is dedicated to continuous improvement
4.VALUE CHAIN ANALYSIS
As per the Value Chain model there are broadly two generic categories of activities – Primary Activities and Supporting Activities.
Britannia Biscuits outsources inbound logistics, including receiving, storing, and disseminating product inputs, including material handling, warehousing, and customer information storage for digital media company.
Operations involve transforming raw materials into finished products, such as molding plastic and using customer data for advertisements. Britannia Biscuits handles outbound logistics, including warehousing, distribution, and processing. Marketing and sales involve channel selection, pricing, advertising, and sales force management. Services include training, software alignment, post-sales maintenance, installation, and part supply.
5.FORECASTING METHOD
GROWTH
YEAR
SALES (X) IN CR
GROWTH
2022
13371.62
26743.24
2021
12378.83
24757.66
2020
10986.68
21973.36
2019
10482.45
20964.9
2018
9380.17
18760.34
9877.947
TREND AND TREND LINE FORWARD PROJECTION FOR 10 YEARS
YEAR
SALES (X) IN CR
2022
13371.62
2021
12378.83
2020
10986.68
2019
10482.45
2018
9380.17
FACILITY PLANNING
SITE LOCATION
Britannia Industries Limited, an Indian food processing company, has headquarters in Kolkata and multiple manufacturing plants and distribution centers in Kolkata, Delhi, Chennai, Mumbai, and Bangalore. The company's operations may have expanded or changed since then.
FACILITY LAYOUT AND VARIOUS TYPES
Britannia's facilities layout varies depending on the type of facility, such as manufacturing plants, distribution centers, or offices. These facilities typically include the production floor, packaging area, warehouse and storage, quality control and laboratory, and administrative offices. The layout depends on factors like facility size, production capacity, and operational requirements.
INNOVATION
Britannia Industries is a leading food industry player, focusing on innovation in manufacturing processes, automation, and sustainable practices. They invest in advanced machinery, equipment, and product development, ensuring quality through rigorous testing and strict standards. Britannia also implements supply chain optimization strategies, including logistics, distribution systems, inventory management, and collaborative forecasting.
PLANT LAYOUT
7.PRODUCTION PLANNING AND CONTROL
AGGREGATE PLANNING
SEQUENCING
Britannia Industries' sequencing process optimizes task sequences for smooth operations, efficiency, and customer satisfaction. It involves production planning, prioritization, work order generation, resource allocation, execution, monitoring, and continuous improvement. The process involves assessing demand forecasts, sales data, and inventory levels, prioritizing critical tasks, allocating resources, and monitoring progress. Britannia prioritizes continuous improvement and optimizes resources to maintain product quality and meet customer demands.
FLOW CONTROL
Britannia Industries manages flow control, coordinating inputs, work-in-progress (WIP), and outputs to ensure smooth operations and efficiency. This includes material flow, WIP flow, process flow, information flow, production scheduling, capacity management, and continuous improvement. Production scheduling balances workloads, minimizes wait times, and maintains an even flow of activities. Capacity management optimizes resource allocation, while continuous improvement enhances productivity and operational efficiency. By effectively managing flow control, Britannia Industries maintains a competitive edge in the market.
DISPATCHING
Britannia Industries' dispatching process involves coordinating and organizing product delivery to customers, distributors, wholesalers, and retailers. It involves efficient scheduling, routing, and tracking of shipments to ensure timely and accurate deliveries. Order processing, consolidation, route planning, loading, preparation, and performance analysis are crucial steps in the process. Shipment tracking systems monitor shipments in real-time, and customer service representatives provide assistance. Performance analysis and optimization help identify areas for improvement, contributing to customer satisfaction, supply chain efficiency, and overall success.
OPERATION STRATEGY WITH RESPECT TO STRATEGIC PLANNING
Britannia Industries' operation strategy focuses on strategic planning to achieve long-term goals. Key elements include cost efficiency, quality management, supply chain optimization, capacity planning, new product development, innovation, continuous improvement, and risk management. Cost efficiency optimizes costs while quality management ensures consistent product quality. Continuous improvement evaluates operations and implements process enhancements. Risk management minimizes unforeseen events and ensures business continuity.
PROJECT MANAGEMENT
NEW PRODUCT DEVELOPMENT
Aggregate planning is essential for companies to determine production, resource requirements, and inventory levels. Britannia's strategies involve demand forecasting, capacity evaluation, inventory management, workforce planning, subcontracting, outsourcing, financial considerations, and scenario analysis and optimization. These strategies consider seasonal fluctuations, market growth, customer preferences, production capacity, inventory management, workforce planning, subcontracting, outsourcing, and financial aspects.
NETWORK SCHEDULING
Britannia, a renowned food products company, develops new products through various processes, including idea generation, screening, concept development, product design, testing, validation, commercialization, and post-launch evaluation. The company evaluates ideas based on strategic objectives, market potential, feasibility, and profitability. The design phase involves formulating recipes, conducting trials, optimizing taste, texture, packaging, and considering nutritional requirements.
PERT
PERT is an AI language model for project management, focusing on activity identification, sequencing, and estimation. It involves network diagram construction, critical path analysis, project duration and slack, and monitoring and control. Britannia's application varies based on project requirements and practices.
MODERN TRENDS
MODERN TRENDS IN MANUFACTURING
Britannia Industries Limited is implementing automation and robotics technologies to improve productivity, efficiency, and quality in food products. IoT and Industry 4.0 enable real-time data collection, enhancing manufacturing processes. Advanced analytics and data-driven decision making optimize production, reduce waste, and improve operational efficiency. Sustainable practices prioritize energy consumption, waste reduction, recycling, and waste management. Customization and personalization are also adopted, with strict control measures and advanced technologies. Continuous improvement and lean manufacturing principles are employed to minimize waste and streamline production processes.
ISO 9000
ISO 9000 is a set of international standards for implementing and maintaining a quality management system (QMS) within an organization. It focuses on meeting customer requirements, continuous improvement, and consistent delivery of quality products and services. Britannia, a food products company, can benefit from implementing ISO 9000 standards by enhancing its quality processes, meeting customer expectations, and driving continuous improvement. However, specific details about Britannia's ISO 9000 certification status or practices should be verified through official statements, industry publications, or contact.
CAD
CAD (Computer-Aided Design) is a technology used by Britannia, a food products company, for various operations like packaging, production line layout, equipment design, facility expansion, product development, and mold design. Britannia's specific utilization depends on internal processes, design requirements, and applications.
CAM
Britannia use Computer-Aided Manufacturing (CAM) automates manufacturing processes, including planning, production, and quality control. It can be applied in the food manufacturing industry through production planning, scheduling, CNC machining, robotics, quality control, inventory management, and data analysis. Britannia's application requires up-to-date information, which can be found in official statements, industry publications, or contact.
CIM
CIM, or Computer-Integrated Manufacturing, integrates computer systems and technology throughout the manufacturing process, enabling seamless integration of design, engineering, production, and management. It can be applied in food manufacturing, involving design, engineering, production planning, automation, supply chain management, quality control, and data analytics,Britannia should refer to their official statements, industry publications, or contact the company directly.
FMS
FMS is a production system that combines computer-controlled machines, robotics, and material handling for efficient, flexible production in the food manufacturing industry. It offers product variety, customization, quick changeovers, real-time monitoring, inventory, quality assurance, maintenance, and predictive analytics.Britannia's implementation of FMS in their manufacturing processes
KAIZEN
Kaizen, a Japanese philosophy, promotes continuous improvement in manufacturing by focusing on small, incremental improvements. It involves employee involvement, gemba walks, standardization, waste reduction, data-driven decision making, and continuous training and learning. Employees are empowered to identify and propose improvements, while standardization ensures progress. Waste reduction, data-driven decision making, and continuous training foster a culture of learning and development. Britannia's implementation may vary across organizations, so refer to official statements, industry publications, or contact the company for specific information. Britannia’s implementation of Kaizen principles may vary across organizations,
SUPPLY CHAIN
Britannia's supply chain includes raw material procurement, manufacturing, production, distribution, logistics, supplier management, demand planning, retail distribution, customer service, and sustainability and social responsibility. It sources raw materials from local or global suppliers, manages distribution, coordinates transportation, and ensures reliable supply. Retail distribution involves collaboration with retailers, focusing on product availability, shelf positioning, and promotional activities.
REFERENCES
"Britannia: That Ting You Do". Forbes India. Retrieved 1 March 2023.
^ Khan, Sobia (31 January 2013). "Britannia to vacate old headquarters, move into new office". The Economic Times. Retrieved 1 March 2023.
^ Jump up to:a b "Britannia Industries Ltd". Reuters. Retrieved 10 November 2021.
^ "Annual Report 2016-17" (PDF). Britannia Industries Limited. 30 October 2017. Retrieved 30 October 2017.
"Britannia Industries Ltd". Moneycontrol. March 2022.
^ "Results: Britannia's profit after tax was at Rs 1,851 crore in FY 2021". The Free Press Journal. 27 April 2021.
^ Kumar, Chitranjan (2 June 2020). "Britannia Industries FY20 results: Profit rises 21% to Rs 1,403 crore, revenue up 5%". Business Today.
https://en.wikipedia.org/wiki/Britannia_Industries
https://www.scribd.com/document/377025990/Project-Report-of-Britannia-Biscuits
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https://www.mbaskool.com/pestle-analysis/companies/18185-britannia.html
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Britannia PESTLE Analysis - Detailed PESTEL Factors
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2021-03-05T00:00:00
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Britannia PESTLE (or PESTEL) Analysis assesses the brand on its business tactics across various parameters. PESTLE Analysis of Britannia examines the various external factors like political, economic, social, technological (PEST) which impacts its business along with legal & environmental factors.
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https://www.mbaskool.com/favicon.ico
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MBA Skool
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https://www.mbaskool.com/pestle-analysis/companies/18185-britannia.html
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Here is a detailed PESTLE analysis of Britannia which examines political, economic, social, technological, legal & environmental factors.
Political Factors:
The political factors in the Britannia PESTLE Analysis can be explained as follows:
Britannia is one of the largest FMCG companies having a wide product portfolio. There are a number of political factors which influences the FMCG industry as a whole. For Britannia, the raw materials, manufacturing and selling of its products require right government policies, GST regulations etc. as well as associated government incentives. There is approval of investment of up to 100% foreign equity in single brand retail and 51% in multi brand retail. Even the union Government’s production linked incentive scheme can give a major boost to export its products in the international market.
Image: Wikimedia
Economic Factors:
Below are the economic factors in the PESTLE Analysis of Britannia:
A number of economic factors have an impact on buying power of consumers and overall profitability for Britannia. During the pandemic lockdown, people usually preferred packed trusted consumer goods like that from Britannia.
And even now with the situation improving, people prefer and trust brands for daily consumer goods like a biscuit etc. The overall economic conditions which include employment rate, wages, inflation and prices affect the decision of consumers. People nowadays go after the trusted brand names keeping in mind the hygiene and confidence aspect. They tend to keep a stock for themselves and buy in large quantities with given discounts. With the inflation and unemployment going down, it has a positive market stand with rising consumer demand for its products.
Social Factors:
Following are the social factors impacting Britannia PESTLE Analysis:
Some of the social factors such as age, gender, family size and structure, location, education level and population density affect the consumer’s lifestyle and demand for consumer goods from companies like Britannia. As we move towards urban areas and cities, people tend to buy more packed goods. Children usually have the power to influence their parents to buy products like biscuits, cakes etc. Society impacts the choices and buying decision of consumers. People usually prefer safe and hygiene eatables for them now as Covid-19 pandemic spread. All these factors make it preferable among a large diverse consumer in the market. If the right STP (Segmentation, targeting, positioning) is done, it can prove profitable for the company.
Technological Factors:
The technological factors in the PESTLE Analysis of Britannia are mentioned below:
With the emerging digital technology such as AI, cognitive intelligence and handy smart phones trend, FMCG companies like Britannia stands in a good position. As E-commerce websites and applications attract a lot of potential and existing consumer base, online ordering and selling of consumer goods is catching up. With its wide and growing portfolio of products ranging from Biscuit, Bread, Cake, Rusk, Dairy etc., it has a competitive advantage of selling through product bundling on E-commerce platforms. Technological factors are very important whether in terms of supply chain, sales or customer service. Online order and delivery mechanism is leading to exponential growth of Britannia by reaching a wider market than through only brick and mortar stores. With lockdown in place, online demand was huge for its dairy as well as bakery product ranges with the convenience provide by technology.
Technological factors are really proving profitable for the company to grow its business and reach wider target market with high profits.
Legal Factors:
Following are the legal factors in the Britannia PESTLE Analysis:
It can get impacted by numerous legal factors in any country it has business presence. Some of the factors such as time taken for court proceedings and the delay in the enforcement of rules in a timely manner can impact the business. Even the laws regarding monopoly and restrictive trade practices in a country is a major factor and can be an opportunity as well as a threat in different ways. The consumer protection law and even the protection of intellectual property rights can affect Britannia. Consumer petitions and many other challenges from authorities can influence the FMCG companies. The functional level strategies should be legally bounded for Britannia to keep its business growing and for generating maximum profits.
Environmental Factors:
In the Britannia PESTLE Analysis, the environmental elements affecting its business are as below:
Companies face a lot of regular scrutiny by environmental agencies like NGT etc. for anti-environment related activities and processes which leads to environmental disturbance. A lot of customer activism is also taking a toll on the business processes and products. Even the products packaging in the form of plastic is not allowed in many countries. This leads to high costs sometimes and ultimately affects the business sales and revenues.
There are a lot of ethical issues as well in the marketing campaigns which can impact the business environment. As awareness on waste management is on rise, Britannia is obliged to follow environment friendly practices in all the operating countries. These environmental factors are inevitable for the company today to take into account as people have become more environment conscious and so do other competitors.
To conclude, the above Britannia PESTLE Analysis highlights the various elements which impact its business performance. This understanding helps to evaluate the criticality of external business factors for any brand.
This article has been researched & authored by the Content & Research Team which comprises of MBA students, management professionals, and industry experts. It has been reviewed & published by the MBA Skool Team. The content on MBA Skool has been created for educational & academic purpose only.
Browse analysis of more brands and companies similar to Britannia PESTLE Analysis. This section covers many brands and companies.
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https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation
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Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation
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Digital Transformation: Accenture help Britannia modernize its business operations and unlock innovation
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https://newsroom.accenture.com/news/2021/britannia-collaborates-with-accenture-to-accelerate-its-digital-transformation
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As Britannia’s partner on its digital journey, Accenture designed, developed and deployed a technology system based on SAP S/4HANA®. The new system has increased the visibility and accessibility of data across the organization and enabled deeper use of automation and analytics to guide business decisions.
The enterprise-wide program is focused on modernizing Britannia’s business model by digitizing essential services and processes, allowing the company to better respond to changing market trends. For Britannia’s large network of suppliers, this project will help streamline procurement and supply chain management, using SAP Ariba® solutions to expedite digital onboarding, contract management and procurement processes.
Accenture helps Britannia modernize its business operations and unlock innovation
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https://aitd.amity.edu/ls/nitin-mohan-shandilya.html
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LEADING THROUGH PANDEMIC AND DIGITAL TRANSFORMATION
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Mr. Nitin Mohan Shandilya
Business Head - North America, UK and Europe at Britannia Industries
Nitin is currently heading business for International Markets of North America, UK & Europe at Britannia Industries.
Prior to Britannia he had worked with Weikfield Foods & Fidelity Investments heading International Business in 35+ countries comprising of UK, Middle East, Americas, Africa, Indian Subcontinent.
He specializes in Market Research, Brand Management and B2B Marketing particularly in Pricing, New product development, Packaging and Value Chains.
Mr. Ashish Sahu
Vice President, Amity Institute of Training & Development
Ashish combines project management skills with a leadership training background to manage learning and development interventions of complex nature with sensitivity to client needs. He represents AITD (L&D Centre of Excellence) Institution of Amity Education Group managing client relations, business partnerships & training projects.
Lead some significant large scale training projects involving more than 50,000 personnel of Public & Private Sector Banks, Election Commission, Commonwealth Games, Samsung, Sony Ericsson & Reliance Communication.
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https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/
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Britannia Industries to close factory in India
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2024-06-25T17:03:33+00:00
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India’s Britannia Industries is set to close a factory in Taratala after all of its workers there accepted voluntary retirement schemes.
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en
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Just Food
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https://www.just-food.com/news/britannia-industries-to-close-factory-in-india/
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India’s Britannia Industries is set to close a factory in a Kolkata suburb after all of its permanent workers at the site accepted voluntary retirement schemes.
The biscuit facility in Taratala, which was established in 1947, is set to close after Britannia Industries notified the Bombay Stock Exchange.
The company reportedly had around 150 employees at the facility, according to The Times of India.
It stood as the company’s second-oldest manufacturing unit in India, but “the closure of this 150-worker unit is not expected to significantly impact the company or the state’s revenue,” a source close to the company said, per The Times of India report.
The factory was shut down because it was outdated, according to local reports.
Just Food has contacted Britannia Industries for further details.
Britannia Industries’ portfolio features biscuits, bread and cakes, along with dairy products. The company supplies the domestic market and 80 destinations worldwide in North America, Europe, Africa, South East Asia and the Middle East. Brands include Good Day, Tiger, NutriChoice, Milk Bikis, Marie Gold and Little Hearts.
Besides West Bengal, the company has three other biscuit manufacturing plants in the eastern states of Bihar, Odisha and Assam.
In the year ended 31 March 2024, Britannia Industries generated revenue of Rs165.46bn ($1.98n), marking a 3.5% rise on the previous year. Operating profit grew 10.1% to Rs28.69bn.
Vice chairman and managing director Varun Berry said after the group revealed its results in May: “In a tepid consumption scenario, our performance this year signifies resilience and competitiveness. Over the past 24 months, we have achieved a strong 19% growth in revenue, accompanied by a notable 43% increase in operating profit.
“Our market share rebounded as the year progressed as a result of strategic pricing actions to maintain competitiveness and intensified investments in brands, supported by distribution expansion.”
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https://londoninternationalshippingweek.com/britannia-pi-makes-donations-to-four-seafarer-charitiess/
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Britannia P&I makes donations to four seafarer charitiess – London International Shipping Week
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https://londoninternationalshippingweek.com/britannia-pi-makes-donations-to-four-seafarer-charitiess/
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In recognition of the extra demands and pressures facing the crew who work on board its Members’ ships, and the crucial role played by seafarer charities in supporting crew welfare during the pandemic, Britannia P&I Club has made one-off donations to four charities.
The donations, given to coincide with the IMO Day of the Seafarer on 25 June, can be used in whatever way the charities deem appropriate to continue the support they provide these vital, and sometimes overlooked, key workers.
The four charities, all of whom provide vital support to seafarers around the world, to receive donations are: the International Seafarers’ Welfare and Assistance Network (ISWAN), Sailors’ Society, Stella Maris and The Mission to Seafarers.
Commenting on the donations Britannia’s CEO Andrew Cutler said, “Britannia has been a long standing supporter of seafarer charities and recognises that crew welfare and wellbeing is particularly relevant at this time given the extra demands and pressures under which seafarers are operating due to the global pandemic”.
Seafarer health and wellbeing is one of the key pillars of Britannia’s BSafe online safety campaign, which aims to support seafarers through a dedicated website providing best practice information and the latest thinking on onboard safety and crew wellbeing.
Through its BSafe campaign Britannia also supports other specific seafarer charity initiatives as Sara Baade, CEO, Sailors’ Society explained:
“Seafaring is one of the most challenging jobs in the world but the pandemic and resulting crew change crisis have intensified the stress and mental pressures seafarers face and calls for our help have increased. So we’re doubly grateful to Britannia P&I for investing in seafarer mental health and crew care, not only by signing up to our Wellness at Sea Awareness Campaign but through its generous donation towards our wider Wellness at Sea programme”.
Britannia’s donations come at a time when the industry prepares to mark the IMO Day of the Seafarer on 25 June focussing this year on a fair future for seafarers as Andrew Wright, General Secretary, The Mission to Seafarers, outlined:
“The Mission to Seafarers is hugely grateful for this donation from long-term supporters Britannia P&I. This donation will deliver measurable impact on the mental wellbeing of seafarers who continue to face enormous challenges at sea whilst keeping global supply chains open. The Day of the Seafarer is a fitting time to make this donation and recognises the debt we all owe to seafarers”.
Martin Foley, CEO, Stella Maris added:
“Stella Maris’ global seafarer support network of 1,000 ship-visiting volunteers and chaplains visits hundreds of Britannia members’ vessels annually to assist and support their crews. Britannia’s consistent support over the years and its generous and much appreciated sponsorship of Stella Maris operations on International Day of the Seafarer on 25th June, enables our support for seafarers to grow as the demands and pressures on them increase”.
And the donations will not only help seafarers themselves but also those left at home as Simon Grainge, CEO, ISWAN explained:
“We are incredibly grateful to Britannia for their support at this critical time for seafarers. This donation will enable us to provide further help and support to seafarers and their families in need around the world”.
ENDS
Contact
Neil Smith, Head of Communications, Tindall Riley (Britannia) Limited: +44 (0)7741 800 420
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Britannia Industries Ltd. Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis
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2024-08-05T05:00:01+00:00
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Britannia Industries Ltd. Fundamental Company Report provides a complete overview of the company’s affairs.
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https://marketpublishers.com/assets/favicon/favicon.ico
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https://marketpublishers.com/report/consumers_goods/food_beverage/britannia_industries_ltd_swot_analysis_bac.html
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RESEARCH METHODOLOGY
DISCLAIMER
1. BRITANNIA INDUSTRIES LTD. COMPANY PROFILE
1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History
2. BRITANNIA INDUSTRIES LTD. BUSINESS OVERVIEW
2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units
3. BRITANNIA INDUSTRIES LTD. SWOT ANALYSIS
3.1. Overview
3.2. Strengths
3.3. Weaknesses
3.4. Opportunities
3.5. Threats
4. BRITANNIA INDUSTRIES LTD. FINANCIAL ANALYSIS
4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.1. Profitability
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot
5. BRITANNIA INDUSTRIES LTD. COMPETITORS AND INDUSTRY ANALYSIS
5.1. Britannia Industries Ltd. Direct Competitors
5.2. Comparison of Britannia Industries Ltd. and Direct Competitors Financial Ratios
5.3. Comparison of Britannia Industries Ltd. and Direct Competitors Stock Charts
5.4. Britannia Industries Ltd. Industry Analysis
5.4.1. Food and Beverages Industry Snapshot
5.4.2. Britannia Industries Ltd. Industry Position Analysis
6. BRITANNIA INDUSTRIES LTD. NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. BRITANNIA INDUSTRIES LTD. EXPERTS REVIEW1
7.1. Experts Consensus
7.2. Experts Revisions
8. BRITANNIA INDUSTRIES LTD. ENHANCED SWOT ANALYSIS2
9. INDIA PESTEL ANALYSIS2
9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors
10. BRITANNIA INDUSTRIES LTD. IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. BRITANNIA INDUSTRIES LTD. PORTER FIVE FORCES ANALYSIS2
12. BRITANNIA INDUSTRIES LTD. VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF FIGURES
Britannia Industries Ltd. Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Britannia Industries Ltd. 1-year Stock Charts
Britannia Industries Ltd. 5-year Stock Charts
Britannia Industries Ltd. vs. Main Indexes 1-year Stock Chart
Britannia Industries Ltd. vs. Direct Competitors 1-year Stock Charts
Britannia Industries Ltd. Article Density Chart
1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.
SWOT Analysis
SWOT, which stands for Strengths, Weaknesses, Opportunities and Threats, is an analytical framework that identifies the internal and external factors that are favorable and unfavorable for a company.
Enhanced SWOT Analysis
Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:
How to use the strengths to take advantage of the opportunities?
How to use the strengths to reduce likelihood and impact of the threats?
How to overcome the weaknesses that obstruct taking advantage of the opportunities?
How to overcome the weaknesses that can make the threats a reality?
Upon answering these questions a company can develop a project plan to improve its business performance.
PESTEL Analysis
PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.
Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.
Key Factors Examined by PESTEL Analysis:
Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
Legal – What laws and legislation will exert influence on the style the business is carried out?
IFE, EFE, IE Matrices
The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.
The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.
The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.
Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.
Porter Five Forces Analysis
The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:
What composes a threat of substitute products and services?
Is there a threat of new competitors entering the market?
What is the intensity of competitive rivalry?
How big is the bargaining power of buyers?
How significant is the bargaining power of suppliers?
VRIO Analysis
VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:
Tangible resources
Financial
Physical
Technological
Organizational
Intangible resources
Human
Innovation and Creativity
Reputation
Organizational capabilities
The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:
Valuable?
Rare?
Costly to imitate?
Organized properly?
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Cookies Market Size, Share, Growth & Forecast of US, UK, Europe, Asia Markets
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Cookies Market size is poised to grow USD 45.4 billion by 2030
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https://www.skyquestt.com/report/cookies-market
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Cookies Market Insights
To get more reports on the above market click here to Buy The Report
Cookies Market Segmental Analysis
Global Cookies Market By Distribution Channel, 2021 (%)
To get detailed analysis on other segments, Request For Free Sample Report
Cookies Market Regional Insights
Based on the region, the European region currently dominates the global cookies market with respect to market share and it is predicted to have the highest share over the forecast period, due to the volume of confectionary items produced and exported to other nations. Approximately 2 million tonnes of the region's annual confectionery production are exported outside the European Union, according to Chocolate Biscuit and Confectionery of Europe (CAOBISCO). The demand for gluten-free cookies is also rising as concerns regarding lactose intolerance and other glutamic problems grow in developed European nations. Another significant driver of the region's increasing demand for cookies is the rise in per capita income, which has led to the increase in the purchasing capacity of consumers in that region. The market for cookies in the area is expected to develop as a result of all these factors.
However, it is anticipated that the North American area would have good expansion in the global cookie industry. Due to the rising worries about poor diet, obesity, and other health issues, an increasing number of Americans are choosing better eating options. This aspect has increased the market share of healthy cookies in the area, particularly in the United States. To increase their appeal among consumers, major businesses are introducing cookies made with natural components, such as whole grains, low-calorie sweeteners, and wheat.
Global Cookies Market By Geography, 2022-2028
Largest
Fastest
To know more about the market opportunities by region and country, click here to
Buy The Complete Report
Cookies Market Dynamics
Request Free Customization of this report to help us to meet your business objectives.
Cookies Market Competitive Landscape
Cookies Key Market Trends
Cookies Market SkyQuest Analysis
SkyQuest’s ABIRAW (Advanced Business Intelligence, Research & Analysis Wing) is our Business Information Services team that Collects, Collates, Co-relates and Analyzes the Data collected by means of Primary Exploratory Research backed by the robust Secondary Desk research.
According to the analysis, the global cookies market is currently led by countries in the European region, due to the volume of confectionary items produced in the region and exported to other nations. Along with this, the bar cookies segment is currently dominating the global cookies market, and it is projected to maintain its dominance over the forecast period, due to their numerous health advantages, including bettering blood circulation and heart health, among others.
Report Metric Details Market size value in 2019 USD 25.34 billion Market size value in 2031 USD 45.4 billion Growth Rate 6.43% Base year 2023 Forecast period 2024-2031 Forecast Unit (Value) USD Billion Segments covered
Ingredients
Chocolate, Chocolate Chip, Oatmeal, Butter, Cream, Ginger, Coconut, Honey
Product Type
Drop Cookies, Bar Cookies, Molded Cookies, Fried Cookies, No-Bake Cookies, Refrigerated Cookies, Ice Box Cookies, Rolled Cookies, Sandwich Cookies
Packaging Type
Rigid Packaging, Flexible Packaging
Distribution Channel
Offline Retail (Hypermarkets/Supermarkets, Convenience Stores, Specialist Stores), Online Retail
Regions covered North America (US, Canada), Europe (Germany, France, United Kingdom, Italy, Spain, Rest of Europe), Asia Pacific (China, India, Japan, Rest of Asia-Pacific), Latin America (Brazil, Rest of Latin America), Middle East & Africa (South Africa, GCC Countries, Rest of MEA) Companies covered
Mondelez International
Kellogg Co
Nestle SA
PepsiCo Inc.
Campbell Soup Company
Parle Products Pvt. Ltd.
Britannia Industries Limited
ITC Limited
Lotus Bakeries NV
The Hershey Company
MARS Inc.
United Biscuits (UK) Limited
Burton's Biscuit Company
Arnott's Biscuits Holdings Pty Limited
Griesson - de Beukelaer GmbH & Co. KG
Bahlsen GmbH & Co. KG
Dali Food Group Co. Ltd.
Haas Food Equipment GmbH
Danone S.A.
McKee Foods Corporation
Customization scope
Free report customization with purchase. Customization includes:-
Segments by type, application, etc
Company profile
Market dynamics & outlook
Region
To get a free trial access to our platform which is a one stop solution for all your data requirements for quicker decision making. This platform allows you to compare markets, competitors who are prominent in the market, and mega trends that are influencing the dynamics in the market. Also, get access to detailed SkyQuest exclusive matrix.
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https://www.livemint.com/Companies/eOxKuR8nPrb67cPgIPd2rM/Britannia-to-strengthen-international-presence.html
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Britannia to strengthen international presence
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2008-01-24T17:51:00+05:30
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Britannia to strengthen international presence
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mint
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https://www.livemint.com/Companies/eOxKuR8nPrb67cPgIPd2rM/Britannia-to-strengthen-international-presence.html
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New Delhi: Biscuit market leader, Britannia Industries is looking at strengthening its international presence by entering new markets and enhancing synergies with its existing Middle East operations.
Britannia, which had acquired 70% stake in Dubai-based biscuit and wafer manufacturing company Strategic Food International Co (SFIC) last year, is looking to establish a strong presence in the Middle East market.
“Strengthening the business in international market is our first priority and we would like foreign markets to grow substantially,” said Neeraj Chandra, vice-president, sales, marketing, and innovation, Britannia India, at the launch of a new product , Tiger Banana.
He said Britannia was also planning to get into new geographies but declined to give specific details about the company’s moves in the near future.
The Middle East company SFIC offers over 55 varieties of biscuits, wafers and cookies with a product range of over 55 variants marketed in 70 countries spread over 6 continents.
“SFIC deals in marketing and manufacturing other companies’ products around the world and Britannia will also seek to benefit from the same,” Chandra said.
The company’s turnover in 2006-07 wasRs 2,200 crore with around 90-95% coming from the domestic market.
Speaking about new product launches and new categories, Chandra said “we are continuously evaluating options to grow our business”.
Britannia which formed a joint venture with dairy company Fonterra by the name of Britannia New Zealand Foods in 2002, will launch a range of products in the segment in next few quarters.
“Dairy is surely an important business for us and we will continue to build on that area,” Chandra added.
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https://kids.kiddle.co/Britannia_Industries
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Britannia Industries facts for kids
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Learn Britannia Industries facts for kids
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https://kids.kiddle.co/Britannia_Industries
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Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.
Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management, but it continues to hold a large market share.
History
The company was established in 1892 by a group of British businessmen with an initial investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).
In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.
In December 2018, it launched a new category, Treat Crème Wafers.
Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022. In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.
In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.
In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.
Businesses
The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products.
Biscuits
As of 2023, about 80% of Britannia's annual revenue comes from biscuits. Britannia has an estimated market share of 33% in the organised biscuits market in India.
The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.
In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.
Dairy products
Dairy products contribute close to 10% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).
Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate.
On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk. Britannia intends to source most of the products from New Zealand, which they would market in India. The joint venture will allow technology transfer to Britannia. Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture. However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.
Partnerships
In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India. In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses. During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.
Philanthropy
The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement. Britannia P&I is an associate member of the International Maritime Rescue Federation.
It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.
Awards and recognition
In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.
Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.
The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.
The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.
In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.
In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.
The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.
It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.
It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.
In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.
In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.
In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.
According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012 in India's top 10 most trusted brands list.
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.
Indian Super League (2018–present)
See also
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https://www.crisil.com/mnt/winshare/Ratings/RatingList/RatingDocs/BritanniaIndustriesLimited_September%252026,%25202023_RR_327962.html
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leading nut peanuts supplier
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Britannia Specialty Fats is a range of vegetable fats, cocoa butter fats, cocoa butter improver fats, cocoa butter substitutes and confectionery fats.
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/content/dam/olamofi/icons/home-icons/favicon.ico
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ofi
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https://www.ofi.com/products-and-ingredients/specialty-fats.html
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Author | Andrew Brooks | Head of Sustainability, Cocoa, ofi
World Chocolate Day, a day to not only indulge, but to remember the people and landscapes that grow the cocoa that goes into our favorite products. Both are vital to help maintain a sustainable future for cocoa production. That’s why as part of our Cocoa Compass sustainability ambition, we collaborate with our customers and partners on multi-stakeholder partnerships to drive collective action and lasting impact.
Climate change is among the biggest challenges in growing cocoa. In Indonesia, for example, intensive rainfall, drought, rising temperatures, and an increase in related pests, threatens farmer yields and erodes their livelihoods, including those of women and indigenous groups that depend on their crops for subsistence. Yet many farmers struggle to access the support they need to adapt and become more resilient.
A climate-smart agroforestry system is key to addressing and mitigating climate change risks, which is why we co-created the Landscape Approach to Sustainable and Climate Change Resilient Cocoa and Coffee (LASCARCOCO), a three-year partnership with USAID, non-profit Rikolto, the Hershey Company, and the Indonesian Government, to help 6,500 farmers increase yields by 25% and conserve 14,000 hectares by late 2025.
Through the partnership, we have developed a new curriculum to train farmers in Good Agricultural Practices and climate adaption, promoted sustainable agroforestry – where forest and shade trees are planted alongside cocoa and coffee to restore forest covers – and provided farmers with seedlings. It’s already making a difference – in year one of the project, approximately 8,600 individuals were reached directly or indirectly via the program. The LASCARCOCO USAID ofi project has successfully bridged a constructed collaborative action with stakeholders involved in the project such as farmers, forest communities, government, and forest authorities to deliver an agroforestry program.
Good landscape governance is also critical to protect the land and the incomes of the farmers who work it. In Ghana and Côte d'Ivoire, we’re working with the Rainforest Alliance and USAID on the Resilient Ecosystems and Sustainable Transformation of Rural Economies (RESTORE) project. This not only promotes regenerative and sustainable cocoa production; it also aims to strengthen Landscape Management Boards (LMBs).
These boards are important because they bring key stakeholders together – community members, local farmers, the Ghanaian Forestry Commission, and COCOBOD – and give the local community a say in how the land is managed. We provide ongoing support and training to LMB members on everything from management and financial literacy to climate-smart farming and forest-friendly enterprises such as beekeeping and piggery.
Whilst we’re proud of the impact we have made so far, there is still much more to do. We remain focused on working with customers, civil society, national governments, and other stakeholders to support farmers and to protect landscapes across origins – so when consumers pick up their chocolate bar or cocoa-flavored treat, they can be confident that it’s been produced in a way that supports people and helps protect the planet.
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Britannia Industries Ltd Management Discussions
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Britannia Industries Ltd Management Discussions: Check out the latest updates, and news about the Britannia Inds. management discussions at India Infoline
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/favicon.ico
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India Infoline
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https://www.indiainfoline.com/company/britannia-industries-ltd/management-discussions
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(A) INDUSTRY STRUCTURE AND DEVELOPMENT
The food industry was significantly impacted by high commodity prices, rising interest rates and the continuing impact of Russia-Ukraine war during the year. Further, the long-term effects of these factors continue to be felt extensively, giving rise to fears of an impending recession in major economies.
Although commodity prices were volatile and inflation was at unprecedented levels, the post-covid normalisation of economic activities supported growth throughout the year. India was one of the fastest growing economies in the world with robust domestic demand backed by significant investments in infrastructure. During the year, the major challenge confronting the food industry was managing inflation in the cost of key commodities like wheat, milk, sugar, palm oil and crude oil, all of which were trading at multi-year high prices.
Your Company was able to successfully navigate these challenging circumstances and deliver strong performance through focused efforts, robust cost efficiency programs, brand marketing and timely price increases. Prudent procurement decisions also helped your Company to ensure availability and overcome volatility in prices of essential commodities like wheat, sugar and palm oil.
Global warming is also having a significant impact on food availability and the environment in general. In this context, your Company?s decision to place sustainability at the core of its business practices is timely and was based on the conviction that growth is meaningful only if it contributes positively to the environment and society. The sustainability initiatives of your Company have begun to yield positive results and your Company has achieved 100% plastic neutrality and other sustainability goals as detailed in the Business Responsibility and Sustainability Report.
BAKERY BUSINESS
Biscuit
The biscuit category, like many others came under unprecedented inflationary pressure this year. Despite taking category-leading price increases, your Company has managed to stay ahead of the curve by continuing to invest in its brands and ensuring strong execution in a difficult year.
Cake
Growth in the Cake category has revived post-covid after a lull on account of decline in out-of-home consumption. Innovation continues to be driven by value based offerings at affordable price points. Penetration and per capita consumption remain low and this offers your Company a significant opportunity to strengthen its leadership in this category.
Rusk
Growth in the Rusk category, which had peaked during covid, was subdued during the year. There has been significant impact of inflation on this category, which has been managed well by your Company. In addition to expansion of product portfolio, your Company also revamped its base rusk offering.
Bread
Your Company is focused on growing its Bread portfolio as it is perceived as a food staple in many parts of India. With increasing consumer preference for healthy and value added products, this category provides significant opportunities for established players and new entrants.
DAIRY BUSINESS
India continues to lead the world in milk production accounting for -22% of the global production. Within the Indian Dairy Industry, the organized segment, which constitutes about 33 to 34% (by value), has seen faster growth compared to the unorganized segment. The organized dairy industry is likely to witness good revenue growth over the next 5 years, aided by demand for value-added products, steady liquid milk sales and a hike in the retail price. While packaged liquid milk continues to be a key driver of industry growth, a healthy demand and growth is expected in cheese, yogurt and other value added dairy products as well.
ADJACENT BUSINESS Cream Wafers
Wafers is a highly unorganized & fragmented category with a market size of -900 Crores and healthy annual growth. As one of the pioneering brands to enter the space, your Company is well placed to grow rapidly and lead this category on the strength of its brands, innovation and national presence.
Centre - Filled Croissants
Croissant is beginning to witness increased consumer interest and market activity. Consumption patterns are changing owing to lifestyle changes as people are getting exposed to global foods and seeking more convenient packaged food options. Croissant, being a convenient on the go bakery product, has enormous potential for acceptance in the domestic market. This presents an opportunity for your Company to pioneer and actively drive growth in this category making it accessible to the consumers.
Salted Snacks
Savoury snacking is integral to Indian food habits and is therefore, a category of significant interest to your Company. Delightful sensorial experience involving flavour, texture, shapes/formats, colour and mouthfeel drives consumption in this large category. The presence of multiple players, national as well as regional makes it a highly competitive category. Restricted out-of-home movement during covid has impacted the category growth in last few years.
Changing consumer preferences, from unorganised or local to branded products provides a significant opportunity for growth in this category for national players like your Company. Further, it is anticipated that snacks with health & wellness promise will grow faster in the post-covid environment.
International Business
International Business for your Company is primarily focused on Middle East, Americas, Africa, Asia Pacific and SAARC. The presence of large local and international players in these geographies makes the business environment very competitive. There has been an accelerated growth of E-commerce channels especially in GCC, Americas and emerging markets.
(B) BUSINESS STRATEGY
BAKERY BUSINESS
Biscuit
Continue to drive penetration for large, powerful brands: In an attempt to drive frequency of consumption, your Company?s largest biscuit brand Britannia Good Day launched a new campaign aimed at driving relevance for the brand across different consumer cohorts and at different moments in the day. Milk Bikis also launched a new campaign that illustrated the omnipresence of the brand in the state of Tamil Nadu across dayparts and audience segments. Marie Gold continued its growth march with a differential strategy to win in different market clusters while inspiring women across the country to do more and be more? through its annual My Start Up? property.
Launch and scale-up new, unconventional experiences: In its continuous endeavor to provide new experiences to the Indian consumer, your Company launched Biscafe, a thin cracker which is designed as a great accompaniment to coffee. 50 50 Potazos is another experience that?s unconventional and provides the joy of snacking in a potato cracker. NutriChoice launched 3 new products - NutriChoice Seeds, Herbs and Protein Cookies to address the emerging health needs of the post-pandemic Indian consumers.
Marketing transformation in the digital era: Right from consumer listening & trendspotting to engineering end-to-end digital consumer experiences, your Company has made large strides, digitally. Britannia Bourbon and Good Day Chocochip launched 360-degree digital experiences for the Gen-Z audience through connected packaging. The health-seeking Indians were offered expert diet planning advice at their fingertips through an easily accessible chatbot created by NutriChoice in collaboration with Ryan Fernando, the expert celebrity nutritionist. Also, Marie Gold created a digital means for women entrepreneurs to receive crowd funding for their business ventures from consumers of Tamil Nadu.
Cake
Your Company continues to expand its portfolio to ensure competitive play across all relevant categories. While adding premium innovations and evaluating new-to-India formats, your Company will continue to strengthen its core portfolio of slice cake.
Rusk
Your Company has renovated its product recipe and also upgraded its manufacturing capability to continue offering superior taste and quality products at competitive prices to consumers. This will help your Company to further strengthen its consumer base and gain share in this category.
Bread
Your Company has increased its share in the healthier bread portfolio this year and has added many innovative products to the portfolio like Olive Sub and Panini. Your Company will continue to enhance its manufacturing capabilities to make these products available across relevant markets.
Your Company continues to invest in improving its distribution infrastructure and maintains strong position in emerging distribution channels like E-commerce.
DAIRY BUSINESS
Product & Innovation: Your Company?s strategy is to continue its focus on the core brands as well as build a portfolio to cater to various palates and taste preferences. As part of this strategy, your Company entered into a Joint Venture arrangement with Bel SA, renowned French cheese maker, to undertake the development, manufacturing, marketing, distribution, trading and selling etc., of cheese products in India and certain other countries. Your Company also launched premium range of products under Winkin? Cow Brand and invested in aseptic PET drinks technology.
Your Company has incubated the fresh business? through the launch of multiple products viz., Probiotic Dahi, Paneer & Fresh Lassi.
Your Company entered into the non-dairy beverages? business with the launch of ComeAlive Refresh 100% Coconut Water.
Dairy Backend Capabilities: Your Company has started operating its state-of-the-art manufacturing facility at Ranjangaon, which is fully compliant with global standards. It has the infrastructure to function as a multi category dairy plant with capabilities of manufacturing yogurt, ghee, cheddar/processed cheese, skimmed milk powder etc. Milk collection has also been scaled-up to 70,000 litres per day from 3,000 farmers.
Growth through Channel Mix: Scaling up availability is key to meeting the business goals and your Company has improved distribution of Cheese and Winkin? Cow products across traditional channels, while developing E-commerce as a pivotal part of its distribution strategy. Your Company has also leveraged Premium Milkshakes portfolio to further build salience in Modern Trade, E-commerce and Premium Channels.
ADJACENT BUSINESS Cream Wafers
Creme Wafers is one of the fastest growing categories and presents your Company an opportunity to grow substantially in the near future. The consumer acceptance of Treat Creme Wafers accompanied by the launch of Treat Stix has motivated your Company to expand its product range and launch a series of innovations in the market. While your Company continues to focus on front end excellence, robust in- house manufacturing capabilities are also being built up.
Centre - Filled Croissants
Your Company launched Centre-filled Croissants under the brand Treat? in select geographies & trade channels and saw momentum building in the business. Your Company?s strategy is to build awareness of this category among consumers through brand building and take it to national scale. The business also has an exciting portfolio of products lined up for the coming year to give consumers, a further round of choices of their favourite Croissants.
Salted Snacks
This is one of the important categories providing an opportunity of growth for your Company. It intends to leverage the brand Time Pass? and achieve a significant position in this category by innovating and providing differentiated products at competitive prices. At the same time, your Company is exploring possible value added products in emerging premium segments.
INTERNATIONAL BUSINESS
Your Company?s strategy to achieve growth and market share in International Business is to:
a. Strengthen brand equity and affinity for its products among the Indian diaspora to retain its competitive edge over other international players;
b. Offer new product experiences to existing consumers and ethnicity inspired offerings to recruit other nationalities;
c. Establish and grow local operations in fast growing emerging markets through evaluation of available opportunities like contract manufacturing, acquisitions, joint ventures etc;
d. Customize its distribution strategy in Middle East North Africa (MENA) markets to address the dynamic business requirements;
e. Build on the favorable consumer response and growth potential in the export markets in Americas, Asia and Africa that were developed in the past years by intensifying presence in mainstream & E-commerce channels and opening white space markets.
The International Business witnessed good double-digit value growth in GCC and Americas mainly through change in distribution strategy, addition of new markets and innovations. The distribution initiative taken in UAE last year showed a significant improvement in product availability in the market this year. Further, Americas and Asiapac regions delivered consistent performance.
As part of its strategy to expand International Business, your Company commenced its local manufacturing operations in Kenya with the aim to cater Eastern Africa region. Egypt saw an upsurge in revenues through local contract manufacturing operations and your Company further aims to scale up the volumes.
(C) SEGMENT INFORMATION
The primary business segment of your Company is Foods.
(D) OUTLOOK
Despite apprehensions about global recession, businesses in India are still optimistic on demand conditions. The trajectory of inflation during the coming year would depend on a host of domestic and global factors. The outlook for the food prices and rural growth would depend significantly on climatic factors and adequacy of monsoon rainfall.
Milk prices are expected to remain high on account of high input costs and good demand. Prices of other essential inputs like wheat, sugar, edible oil and fuel continue to be subject to high uncertainty. Elowever, it is expected that a good crop would help keep prices in check and strengthen rural demand. The government?s thrust on capital expenditure and private sector manufacturing and service activity should also support income generation and bolster economic activities.
Despite the challenges of inflation, commodity volatility and intense competition, your Company expects to continue its good performance on the strength of its resourceful and hardworking employees, strong brands, innovative products, cost efficiency programs and large distribution network. These factors would continue to fuel further growth and expansion during these turbulent times.
Your Company?s International Business managed to weather the difficult inflationary environment and expand to new geographies during the year. The efforts at building the Brands through localized consumer connect programs, premiumization and differentiation are yielding positive outcomes in International markets. With more initiatives aimed at capitalizing your Company?s differentiated portfolios to grow in existing and emerging markets, the outlook for the International Business remains bright in the coming years.
(E) OPPORTUNITIES AND THREATS
BAKERY BUSINESS
Biscuit
Due to high levels of household penetration in biscuit category, the potential for growth in this category is immense. The per capita consumption of biscuits in India continues to lag behind the levels seen in developed countries. The possibilities for increasing consumption through innovative, healthy and superior offerings in this category are numerous, which augurs well for your Company in view of the established brands and capabilities.
The immediate threat in this category is from the sustained inflation in commodity prices and increasing competition.
Cake
This category is still not as well penetrated as biscuit category and there exists a significant opportunity to expand market share through innovative value added products. High commodity inflation and concentration of innovation at entry level price points remains a primary challenge for the category.
Rusk
This category holds enormous promise and offers opportunities for growth to companies with national presence, due to its fragmented and unorganized nature. The consumer base can be further expanded by offering differentiated products of superior quality at attractive prices.
The possibility of reduced consumption and consumer preference for local players in an inflationary environment is a major threat to this category.
Bread
There are significant opportunities to grow in this category by offering healthy and value added products and expanding in newer geographies. There has been significant consolidation within the category over the last couple of years.
However, increasing competition and continued inflation in key commodities pose challenges to the Company?s business.
DAIRY BUSINESS
This category is expanding with the addition of value added products to meet changing consumer needs and experiences. There is immense potential to leverage technology scale and reach to achieve rapid growth in this industry. The dairy business also has a significant role in furthering your Company?s long term quest to develop sustainable businesses.
The dependencies in milk procurement and manufacturing through co-packers continues to be the major challenge for your Company in this category. To address this, your Company has been leveraging technology through an app to monitor procurement, secure quality and productivity while curbing dependency on co-packers by commissioning a state-of-the-art Dairy Manufacturing facility in Ranjangaon, Maharashtra.
The continuous increase in milk prices as well as the increasing trend in input prices such as labour and raw material also pose major challenges to this business.
ADJACENT BUSINESS Cream Wafers
There is tremendous opportunity for growth in this category due to its fragmented nature, low category penetration and few large competitors. However, competition is also intense with launch of many differentiated and premium products at competitive price points by new entrants from National and International markets. These developments could affect your Company?s efforts at category expansion.
Centre - Filled Croissants
The opportunity in this segment would be to play the leadership role by pioneering an entirely new category within the domestic market by scaling up the business nationally. The new category creation challenge is of spreading awareness & persuading consumers to try the new product. Making Croissant an everyday choice continues to pose hurdles for your Company?s growth in this segment.
Salted Snacks
The mass salted snacks segment witnesses intense competition among leading national and regional players. The established players invest disproportionately in trade incentives, consumer promotions/discounts and advertising to gain market share thereby posing a significant challenge to growth. However, these measures tend to facilitate category expansion in packaged/branded snacks. The Company perceives significant opportunities for growth by leveraging its established brands like Time Pass and innovation in the emerging premium segments.
INTERNATIONAL BUSINESS
International business is fraught with challenges such as middle east oil price shocks, geo-political conflicts, exodus of expatriates, localisation of work force, changes in tariff barriers, exchange rate fluctuations etc. There is an increased emphasis on locally manufactured products in emerging economies.
(F) RISKS AND CONCERNS
The global economy is becoming uncertain due to turmoil in financial markets, geo-political tensions, persistently high inflation and recessionary trends. These factors along with tight global financial conditions, protectionist trade policies and climatic changes due to global warming pose significant risks to growth.
While the Indian economy has exhibited remarkable resilience and growth so far, it may not be immune to a protracted global slowdown or recession in advanced economies.
Interest rate increase and tight money market conditions are expected to moderate the rate of growth in India. Any shortfall in monsoons due to onset of El Nino? conditions as forecasted, would also have a higher impact on rural consumption and the Indian economy as a whole. Availability and prices of input materials like wheat, sugar, milk and edible oil could be affected, thereby posing severe risks to the business growth.
Your Company?s continued performance and growth would depend largely on the effective management of commodity inflation and volume growth while managing price increases in a subdued demand environment.
Consumer sensitivity to price increases in packaged food products, migration to low cost products, intense competition, lower purchasing power and changing consumer preferences could pose challenges to your Company?s future growth prospects.
(G) FINANCIAL AND OPERATIONAL PERFORMANCE The key highlights of the standalone financials are:
(Rs in Crores)
Particulars 2022-23 2021-22 Revenue from Operations 15,618.42 13,371.62 Profit after Tax 2,139.30 1,603.19
(H) SIGNIFICANT FINANCIAL RATIOS
The significant financial ratios are given below:
Particulars 2022-23 2021-22 Net Profit Margin % 13.5 11.7 Operating Profit % 16.3 14.4 Margin Debtors Turnover Times 56.8 57.6 Ratio Stock Turnover Ratio Times 40.4 43.7 Debt Equity Ratio % 83.7 90.7 Current Ratio Times 1.1 0.9 Interest Service Times 17.9 17.1 Coverage Ratio Return on Net Worth* % 76.6 56.0
*The change in Return on Net Worth compared to the previous financial year is 37%, basis change in profit and shareholders? funds.
(I) INTERNAL CONTROL SYSTEMS AND ADEQUACY
Your Company?s Internal Control Systems are commensurate with the nature, size and complexity of its business.
The Directors have laid down internal financial controls to be followed by your Company and such policies and procedures have been adopted for ensuring the orderly and efficient conduct of business, adherence to Company?s policies, safeguarding of assets, prevention and detection of frauds and errors, accuracy and completeness of accounting records and timely preparation of reliable financial information.
An independent firm carries out the internal audit of your Company and reports its findings to the Audit Committee on a regular basis. Internal Audit provides assurance on functioning and quality of internal controls along with the adequacy and effectiveness through periodic reporting. Internal Risk and Control function also evaluates organizational risk along with the controls required for mitigating those risks.
Your Company has a Code of Business Conduct for all employees and a clearly articulated and internalized delegation of financial authority. These authority levels are periodically reviewed by Management and modifications, if any, are submitted to the Audit Committee and the Board for approval. Your Company also takes prompt action on any violations of the Code of Business Conduct by its employees.
During the year under review, the Internal Financial Control (IFC) Audit was carried out by the Statutory Auditors, the Report of which is forming part of the Annual Report.
0) HUMAN RESOURCES AND INDUSTRIAL RELATIONS
Your Company is committed to create an enabling corporate environment that fosters belongingness, innovation and ownership through its EVP pillars of InviTING, IgniTING, CreaTING and RespecTING. Your Company also received several awards which highlights its dedication to put employees at the forefront and create a culture that encourages and nurtures their growth.
Kincentric Best Employer 2022
Your Company has been awarded the Best Employer 2022? (consecutive 4th year in a row) as per the Kincentric Best Employer Study, India (2022) thereby recognizing your Company as one of the top 15 best employers in the country. The study was a combination of the engagement sentiment of colleagues in the organization as well as an audit of policies and best practices.
Kincentric Best Employer?s Club 2023
Your Company is one of the top 10 companies in India to be featured in the Kincentric Best Employer?s Club 2023 for its consistent performance as the employer of choice.
The Economic Times Best Organisations for Women Conclave
Your Company has won the The Economic Times Best Organisations for Women Conclave?, powered by FEMINA. This award spotlights and honour businesses that have shown a commitment to advancing diversity and inclusion in corporate India. It celebrates organizations that fosters the best workplace culture for women, empower female employees and are committed to create a gender-equal workplace.
Great Manager Awards, 2022
Your Company has been trying to build an eco-space where the best managerial practices are nurtured and recognized on internal and external platforms. Two Managers from your Company were selected as Great Managers among the top 100 Managers in the country by the Great Managers Awards 2022 (organised in partnership with ET and People Business).
Your Company was also recognized among the Top 50 Companies With Great Managers. Out of 175 participating Companies, your Organization featured in the Top 50, which is a proud moment and prestigious recognition for Britannia.
ffolistic Well-Being
Your Company continuously strive towards enhancing the well-being of its employees through initiatives focused on increasing awareness across the 4 pillars of physical, mental, financial & social well-being. Your Company champions Britannia for Britannians? philosophy through its various initiatives.
Physical well-being - Sessions focused on recognizing the need for physical activity, preventive medical care through sessions by doctors on various health related topics, medical
concierge desk and several fitness related competitions & sports events.
Mental well-being - Mindful Monday focused on expert talks/24/7 psychologist on call and employee assistance program to help employees prioritize mental wellness.
Financial well-being - Awareness sessions on inheritance, investments, tax planning and filing of returns.
Social well-being - Building relationships not just with the employees but also their family members through parenting tips, career guidance programs and summer and winter camps for the children of colleagues, fondly known as Little B Junior and Senior?.
As on 31 March 2023, your Company had 4,570 permanent employees.
(K) CAUTIONARY STATEMENT
Statements in this Management Discussion and Analysis describing the Company?s objectives, expectations or predictions may be forward looking within the meaning of applicable laws and regulations. Actual results could differ materially from those expressed or implied. Important factors that could make a difference to your Company?s operations include raw material availability and prices, cyclical demand and pricing in the Company?s principal markets, competitive actions, disruptions caused by pandemic and natural calamities, changes in government regulations, tax regimes, economic developments in India and in countries in which the Company conduct its business and other incidental factors.
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Food Industry Impacted By High Commodity Prices : Britannia Industries
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2023-08-03T19:24:18+05:30
|
FMCG major Britannia Industries Limited said that the food sector in which it operates has been significantly impacted by high commodity prices, rising interest rates and due to the fall out of the Russia-Ukraine conflict. The long term effects of these factors continue to be felt extensively, the company said in its annual report for 2022-23.
It said that although commodity prices were volatile and inflation was at unprecedented levels, the post-Covid normalisation of economic activities supported growth throughout 2022-23.
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NDTV Profit
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https://www.ndtvprofit.com/business/food-industry-impacted-by-high-commodity-prices-britannia-industries
|
FMCG major Britannia Industries Limited said that the food sector in which it operates has been significantly impacted by high commodity prices, rising interest rates and due to the fall out of the Russia-Ukraine conflict. The long term effects of these factors continue to be felt extensively, the company said in its annual report for 2022-23.
It said that although commodity prices were volatile and inflation was at unprecedented levels, the post-Covid normalisation of economic activities supported growth throughout 2022-23.
During the last fiscal, the major challenge confronting the food industry was managing inflation in the cost of key inputs like wheat, milk, sugar, palm oil and crude oil, the company annual report said.
The foods vertical of Britannia comprise segments like biscuits, cakes, rusks, bread and dairy.
On the outlook for the foods vertical, the company said that businesses in the country are still optimistic on demand conditions despite apprehensions about global recession.
The inflation trajectory during the coming year will depend on a host of domestic and global factors. The outlook for food prices and rural growth will depend significantly on the climate and adequacy of monsoon rain, it said.
The company's strategy in its international business is to strengthen brand equity, offer new products, establish and grow local operations in fast emerging markets like contract manufacturing, acquisitions and joint ventures.
The international business of Britannia is primarily focussed in the countries of the Middle East, America, Africa, Asia Pacific and SAARC.
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Has Biscuit Manufacturer Britannia Industries Found a Fresh Recipe for Growth?
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2009-01-09T12:02:37+00:00
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For more than a decade, biscuit manufacturer Britannia Industries has called on consumers to "Eat Healthy, Think Better." Now, emerging from a period of internal crisis and looking to obtain a larger slice of India's growing food space, the 90-year-old Bangalore-based company is increasing its visibility as a "healthy alternative" with a range of fortified snack foods. So far, the move has paid off in terms of public relations, and in the second quarter of this fiscal year, Britannia saw 27.3% growth. But industry analysts warn that a lack of new product innovation could cool things off for Britannia just as the company is heating up.…Read More
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Knowledge at Wharton
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https://knowledge.wharton.upenn.edu/article/has-biscuit-manufacturer-britannia-industries-found-a-fresh-recipe-for-growth/
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For more than a decade, biscuit manufacturer Britannia Industries has called on consumers to “Eat Healthy, Think Better.” Now, emerging from a period of internal crisis and preparing to address a larger slice of India’s growing food space, the 90-year-old Bangalore-based company is taking on a new slogan: Zindagi mein Life.
Translated literally from Hindi, the new slogan means “adding life to life” — or, as managing director Vinita Bali puts it, “adding enjoyable vitality to life.”
According to Bali, who has been at Britannia’s helm since 2005, “Over the past few years, as we looked at what we stand for and what we could stand for, we felt that if our promise to consumers [is to] make products that are not just enjoyable but also good for them, then we need to make that promise come alive through our products.”
This is perhaps best exemplified by Britannia’s decision to remove 8,500 tons of trans fat from its biscuits in the last year, making them completely trans fat-free. The company was under no regulatory compulsion to do so; in fact, it is the only biscuit manufacturer in India to have taken such a step. Over the last few years, Britannia has also fortified many of its products with vitamins and micronutrients such as iron. Currently, 50% of its products are fortified.
Positioning the Britannia brand as both enjoyable and healthy is core to Bali’s growth strategy. She stresses that Britannia is not in the “health food” business, but rather “in the business of delight and enjoyment,” competing not only with other biscuits but also with savories, chocolates and other snacks.
By marketing itself as a healthier alternative, however, Britannia seeks to sharply differentiate itself from other brands — and that move has paid off. Last September, Microsoft founder and philanthropist Bill Gates included Britannia’s fortified snacks in a list of eight examples of ‘creative capitalism’ published in Time magazine. The company was also recently recruited to participate in former U.S. President Bill Clinton’s campaign against childhood malnutrition through the high-profile Clinton Global Initiative.
Hungry for More
The new positioning is also intended to strengthen the mother brand itself. With the introduction of the “Eat Healthy, Think Better” campaign in 1997, Britannia focused on building its individual brands, such as Tiger glucose biscuits, Good Day cookies and Treat cream biscuits. That was fine, as biscuits accounted for the bulk of the company’s revenues. (For the year ended March 2008, biscuits brought in about 90% of Britannia’s net sales of $650 million.)
But now Britannia wants to broaden its menu. In addition to growing its core biscuit business, it wants to significantly expand its small businesses including dairy, bread, cake and rusk (known as zwieback in the U.S.). The dairy business, which Britannia entered in 1997 and spun off as a joint venture with New Zealand’s Fonterra Group in 2002, has revenues of barely $36 million and has yet to become profitable. Britannia has dabbled with bread and cake for more than two decades and entered the rusk market a few years ago. These three businesses together take in just $68 million.
More important, Britannia looks to explore other opportunities within the growing food space. According to a November 2008 report by the Federation of Indian Chambers of Commerce and Industry and management consulting firm Technopak Advisors, the Indian food industry is estimated to have been at $200 billion in 2006-07 and is expected to grow to $300 billion by 2015. The report considers the food industry to include fruits and vegetables, dairy products, marine and fish, meat and poultry, breads and bakery, confectionary and packaged foods, and alcoholic and non-alcoholic beverages.
“Our vision is to become a larger player in the food space, and as we get into newer products and newer categories, their strength will be derived from the Britannia mother brand,” says Durgesh Mehta, who was Britannia’s chief financial officer when he was interviewed for this article. He has since moved on to become CFO of Bombay Dyeing, which, like Britannia, is a Wadia Group company.
What new areas might Britannia enter? Company officials aren’t saying, though speculation includes breakfast items and ready-to-cook and ready-to-eat products. Bali says that Britannia will not look at staples such as rice, wheat flour and sugar. “We will pursue profitable growth opportunities where we can create propositions that are relevant and differentiated from a consumer point of view,” she notes.
Adds Neeraj Chandra, Britannia’s vice president and chief operating officer: “We are looking at categories that gel with our principles of enjoyable and healthy food. We want to participate in as many consumption moments as possible in the food space through both leveraging our current products better and through different kinds of products.”
Industry players and analysts see Britannia’s move as both smart and inevitable. “Britannia certainly has the capability to be a larger player in food,” says Harish Bijoor, chief executive officer of Harish Bijoor Consults and a visiting professor at the Hyderabad-based Indian School of Business. “The brand equity of Britannia can be as elastic or as inelastic as its vision is for the Indian market.”
Nikhil Sen, who was with Britannia for more than 25 years, including a brief stint as chief operating officer, adds: “Redefining its boundaries to become a larger player in food is a great strategy for Britannia, and it certainly has the capability to do so.” Sen is currently managing director of Unibic Biscuits India, the Indian arm of the Australian biscuit company.
Both Sen and Bijoor add a note of caution. “Britannia has been very good at developing its current business, but it has not come out with any innovations in recent years,” Sen says. “There has not been a single new product in the past few years which has been pioneering for the category. There has been no new energy, no ‘wow’ factor. Britannia needs to innovate.”
Adds Bijoor: “Dairy and biscuits is still a wide-open arena, and there is [a lot of growth] in this space itself. Britannia is in an enviable position to leverage [these] opportunities, but it needs to be far more aggressive.” Bijoor is also not convinced about Britannia’s positioning as health-cum-enjoyment: According to his research, taste and health are mutually exclusive in the Indian context.
B. P. Agarwal, managing director of Surya Food & Agro, which makes the Priya Gold regional brand of biscuits, says that while Britannia undoubtedly remains a market leader, much of its strength is derived from past glory and its strong consumer equity. “The new products that Britannia has been introducing in recent times have been more by way of tweaking the existing portfolio. It has been launching variants with new packaging, but there is nothing dramatically new,” Agarwal says. Recent launches including Chutkule, a snack product, and Fruit Rollz — both of which Britannia has discontinued — failed to excite consumers, he says.
A Period of Turmoil
Any lack of innovation — and Britannia insists that it is constantly innovating — can be traced to the company’s internal turmoil a few years ago. Sunil Alagh, who led Britannia as managing director and chief executive officer for more than 10 years, was fired in 2003 amid allegations of financial mismanagement. A number of senior executives also left. Sen was given the reins, and then in January 2005 Bali was brought in. She put an almost entirely new management team in place.
The last few years have also been marked by battles between Britannia’s two major stakeholders, the Wadia Group and French Group Danone, over issues including alleged infringement by Danone of Britannia’s Tiger brand. With Danone having sold its biscuits business to U.S.-based Kraft Foods last year, it is expected to exit from Britannia.
Even as Britannia was caught up in its internal crisis, the external landscape was fast changing. For a long time, only Parle Products was a strong competitor to Britannia in the national biscuit market. Other competitors were small regional players. While Parle focused primarily on the low-end glucose biscuit segment — its Parle G brand is one of the world’s best-selling biscuits — Britannia focused on the premium segment. With nearly equal shares of a total greater than 80% of market value, they coexisted peacefully.
In 2003, however, tobacco giant ITC entered their turf as part of its diversification strategy. Using its financial muscle — ITC’s 2007-08 revenues were $5.5 billion — and massive distribution network, it quickly succeeded in emerging as a strong third player. While privately held Parle claims that it has a 40% market share, market research firm ACNielsen says Britannia and Parle both have around 33% of the market, while ITC has close to 9%.
“Britannia’s story is one of change of management and change of management styles,” says Bijoor. “In the bargain, what suffered was the back-end research and development and the potential for massive growth at a time when India’s economy was booming. Britannia was also completely unprepared internally for the irrational competition from ITC.” Bijoor adds that it is only now, with Bali at the helm for the last four years, that a certain amount of stability has taken hold and that Britannia’s momentum is building again.
Praveen Kulkarni, general manager of marketing for Parle Products, agrees. “Britannia is definitely getting more aggressive in the market and seems to be getting back into the game now.”
Britannia’s financials bear this out. In the last two years, Britannia has been among the three fastest-growing fast-moving consumable goods (FMCG) companies in India. In the second quarter of this fiscal year, Britannia topped the list with 27.3% growth.
Ingredients for Growth
So what are Bali’s main ingredients for growth? Investments in people, brands and infrastructure, improved efficiencies and cost reduction, and new choices for consumers.
For instance, the company has been investing significantly in higher and better quality of human resources both at the front end and at the back end. It has sharply segmented its go-to-market strategy and, unlike an earlier focus on simply increasing the number of outlets it covered, Britannia now has separate teams for general sales, modern trade, institutions, and semi-urban and rural markets. It is building strong capabilities in each of these segments.
Britannia has also been working with an international consulting agency for building capabilities in shopper understanding as opposed to consumer understanding. Says Chandra: “These are some finer distinctions we would not even have thought of three years ago.”
In 2008, Britannia divided its product portfolio into two distinct categories: “health and wellness” and “delight and lifestyle.” Products such as Tiger glucose and NutriChoice biscuits fall under the former category, while Good Day and Treat fall under the latter. Each category is headed by a senior executive responsible for outlining distinct growth strategies.
Other initiatives include introducing personal consumption packs to attract youth and people on the move, adding transit points such as bus stops and small roadside shops to its distribution network, and addressing workers in the business process outsourcing industry as a potential new market.
Meanwhile, Britannia has doubled its ad spending in the last three years. It is also working to increase trade marketing visibility and, for the first time ever, has signed on with a trade marketing agency. According to Mehta, Britannia plans to increase advertising and marketing spending to 10% to 12% of sales over the next few years from a current 7%.
On the infrastructure front, Britannia has added 200,000 tons of annual capacity, an increase of about 60%. It has also devised a long-term distributed manufacturing strategy, put in place a continuous replenishment supply efficiency system, and strengthened its supply chain management significantly. According to Rajesh Lal, vice president and chief technology officer: “The stocks at our distributors are now replenished within 24 hours, and in the past three years we have increased the availability of our [stock-keeping units] from 60% to 90% across the country.” Lal adds that cost reductions over the last three years have saved the company $30 million.
Bali is looking to leverage all these new pieces for maximum competitive advantage. Sources inside Britannia say revenue targets are $1.25 billion by 2010 and $3 billion by 2015. While Bali won’t commit to any numbers, her hunger clearly is to be the best. “There is a huge opportunity out there in the market and it is up for grabs,” she says. “What we make of it depends on our ability to commercialize the opportunity. We want to be among the three fastest-growing FMCG companies in the country and to grow profitably.”
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Britannia Industries: A legacy known to make delicious snacks trusted by millions
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Britannia: Trusted for snacks, dairy in India for 100+ years. Delicious biscuits, cheese, cakes & more in 80+ countries.
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en
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/images/brit-fav.ico
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https://www.britannia.co.in/
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OUR EXCITING LIFE AT BRITANNIA
WE MAKE Ti)NGS HAPPEN
If there were a soundtrack for life, whenever something cool happens, the background would go TING! Life at Britannia is about chasing the TINGs. Our vision is to be a Responsible Total Foods Company, serving products that brim with exciting goodness, through the day. We do that by working together as a creative, energetic and passionate team.
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https://timesofindia.indiatimes.com/city/kolkata/britannia-industries-fully-committed-to-bengal-assures-amit-mitra/articleshow/111270535.cms
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en
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Britannia: Britannia Industries fully committed to Bengal, assures Amit Mitra
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2024-06-26T05:22:00+05:30
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Britannia Industries is fully committed to West Bengal as confirmed by Amit Mitra, the CMâs principal chief adviser. The company's registered office will remain in Kolkata, and there are plans for fresh investments in the state. Read more about Britannia's commitment to Bengal here!
|
en
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The Times of India
|
https://timesofindia.indiatimes.com/city/kolkata/britannia-industries-fully-committed-to-bengal-assures-amit-mitra/articleshow/111270535.cms
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8 flowers and plants that will attract birds to your garden
Lifestyle
9 habits which will keep your skin young
Lifestyle
10 delicious dishes to pair with Idli beyond Sambhar
Food
International Beer Day 2024: 8 types of beer and ingredients used in making them
Food
10 most famous wildlife safaris across the globe
travel
Sawan special: Easy Makhana Mango Barfi made under 10 mins
Food
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https://www.britannia.com/en/careers
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Careers
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Britannia Financial Group is a diverse, dynamic, and rapidly growing business. Our people are our biggest asset and the key to our ongoing success. If you thrive in a forward thinking and entrepreneurial environment where your talent will be recognised and rewarded, then we would like to hear from you.
To view our current vacancies please click on the Job Vacancies button below or send your CV with a covering letter to [email protected]
Job Vacancies
Britannia Financial Group is a global financial services company that combines local expertise with global solutions to offer to its clients a full range of financial products including securities & derivatives brokerage services, asset and wealth management products.
With over 150 years of banking history, Britannia has evolved through the decades by adapting itself to the new realities of the international financial environment.
We aim to build and maintain strong relationships with both clients and employees, providing space for employees to maximise their potential in a stimulating working environment. Britannia anticipates a period of significant growth, both in the UK and internationally, which presents the opportunity for sustained professional development and progression.
We offer a leading benefits and reward program to attract and retain the most skilled and talented employees in the industry.
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https://www.ipl.org/essay/Britannia-Marketing-Strategy-PJACW8YYN6
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en
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Britannia Marketing Strategy - 1408 Words
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2020-06-22T14:14:31+00:00
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Britannia’s Current Marketing Strategy After appointment of Britannia Industries Ltd’s Chief operating officer (COO) Mr. Varun Berry has commenced making...
|
en
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https://www.ipl.org/essay/Britannia-Marketing-Strategy-PJACW8YYN6
|
Natty Boh Marketing Strategy
636 Words | 3 Pages
“Great companies are built on great products.” (Musk, Elon) National Bohemian Beer, also known as Natty Boh, has great products and many other things to offer. National Bohemian Beer makes sure they are known all over Baltimore by their unforgettable logo. This company has contributed to Maryland’s economic growth and helped put Maryland on the map for being known for producing Natty Boh.
Case Study Montreux Chocolates
901 Words | 4 Pages
Montreaux Chocolates USA Case Key Questions Discuss the key challenges and marketing issues Andrea Torres must address at this time. Why do you feel these issues and challenges are key to the success of the new product line? The first and most important issue is the name for the new Chocolate. Apollo has a share of 15.4% in the US market in the field of the confectionery product, making it the second highest after the Fischer on the market in year 2011. Such a large share of the market will mean a strengthening of relations of the Apollo with its confectionery products.
Diamond Foods Case Study Solution
1722 Words | 7 Pages
Leading up to 2012, Diamond Food's had been a rising superstar on Wall Street. The company transformed itself from a sleepy cooperative nut distributor to a 21st century snack power house. While some of that transformation was done organically through better marketing and margin expansion, most of the company's transformation was done through acquisitions. Mr. Mendes, the CEO of Diamond, believed that better prospects lie outside the wholesale industry and refocused the company on the providing relatively healthy snack options at grocery stores. In the broad sense Diamond had been doing well up until 2011, but it would not last.
Marketing Strategy: Trader Joe's Business Strategy
1120 Words | 5 Pages
For the business-level, Trader Joe’s adopted a differentiation focus strategy. According to our textbook with this strategy, Trader Joe’s seeks to differentiate in its target market. They rely on providing better service than broad-based competitors. Specifically, they focus on the special needs of the buyer in other segments (Dess, Page 159). Joe’s differentiates its self from other grocers by providing a unique shopping experience fortified with their private label goods and great service from their crew members.
Swot Analysis Of Apple Marketing Strategy
3863 Words | 16 Pages
1.0. INTRODUCTION Every organization strives to benefit from creating value for its customers, in the most effective way, for the purpose of attaining competitive advantage in the business environment in which they operate. Philip Kotler(2015) defines marketing as “the science and art of exploring, creating, and delivering value to satisfy the needs of a target market at a profit”. According to Hollensen (2003), a strategy is a fundamental pattern of present and planned objectives…”
Porter's Five Forces Analysis Of Cadbury
2096 Words | 9 Pages
These potential competitors represents the barriers to entry for instance, the requirement of a high venture, the processes set by the management and also a brand which is well-known by the public to reduce the intimidation set by potential competitors which are due to enter the market sooner or later. Seeing that chocolate is famous world-wide, the possibility for new companies to penetrate the market with new chocolate recipes that are able to capture the consumers’ hearts regardless of
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1791 Words | 8 Pages
Topic Page No. 1. Introduction 3 2. Domino’s Market In India 4 3.
Coca-Cola Political Factors
814 Words | 4 Pages
Political Analysis and Factors The Food and Drug Administration (FDA) regards non-alcoholic beverages such as Coca Cola as within the food category. The government regulates the manufacturing procedure of these products. Companies that fail to meet the government 's standards are subject to fines. Coca Cola is also subject to the Occupational Safety and Health Act and to local, state, federal, and foreign environmental regulation.
Burberry Brand Positioning Strategy
788 Words | 4 Pages
Burberry is a global luxury brand that has a unique democratic positioning within the luxury arena. This internationally recognized brand positioned itself with its luxury and functionality in the minds of consumers. Its positioning method has been consistent throughout the life of the Burberry brand and is a primary driver in propelling Burberry into its current market position (“Burberrys Market Position And Its Competitors Marketing Essay,” 2015). Burberry provides a great depth and wide range of product line. Burberry has widened its scope with variety of products.
Analysis Of Nike's International Marketing Strategy
1115 Words | 5 Pages
International marketing strategy is a combination of marketing principle that could be used to formulate a marketing strategy for specific products and services within one or more countries to extend or internationalise the company. The research paper is based on the international marketing strategy of Nike Inc. (a Sports Apparel retail company working internationally) to help the management of the company shortlist and identify potential market for them to expand their business. It utilised macro and micro analysis of the sports retail market to identify the potentials of the industry that would help them to increase their business performance in the international marketplace. Macro Factors PESTLE It is noted that PESTLE is one of the most important and effective that often used by organisations in order to assess different macro factors that influence their activities in a negative manner (Li, et al., 2014).
Marks And Spencer Market Segmentation Strategies
1384 Words | 6 Pages
BE201 TMA Draft Karim Mahmoud Ghweil Question 1: A. Market segmentation is the process strategy of dividing a product or service for the general or specific groups based on their preferences, style, perceptions, needs, and interests. As Marks & Spencer already segmented its customers in some ways. It used demographic segmentation in which it targeted people with the age of 30 and above and also with relatively good or high income. But why M&S used market segmentation in the first place and how is it beneficial?
Case Analysis: Case Study: Kraft Heinz Company
1823 Words | 8 Pages
The food industry is expected to grow rapidly in the future due to improving lifestyle and rapid urbanization (“Global Fast Food Market”, 2017). With this potential demand created, KHC can easily capitalize the growing foodservice industry and tailor their products to the specific demographic (Bhasin, 2018). Another strong resource KHC can utilize is focusing on nutritious products. As the foodservice industry continues to grow, KHC should further explore on expanding its product portfolio to include healthier options. Natural and organic brands, as well, as small labels buying from local farms, have become an essential part of the consumer lifestyle (Tarkan, 2015).
Cadbury Marketing Strategy
835 Words | 4 Pages
AMITY UNIVERSITY, AMITY SCHOOL OF BUSINESS, NOIDA, UTTAR PRADESH PROJECT REPORT ON: “MARKETING STRATEGIES OF ‘CADBURY’-MONDELEZ INDIA” SUBMITTED TO: DR.SUPRIYA JHA ASB, AMITY UNIVERSITY, NOIDA, UP SUBMITTED BY: ADITI GUPTA BBA – CO7 A3906413041 SUMMER PROJECT REPORT ASB, AMITY UNIVERSITY, NOIDA, UP OBJECTIVES OF STUDY To study about the company’s marketing objectives. To study company’s variety of products. To overview company’s competitors. To study its marketing strategies: communication strategy, distribution strategy and pricing strategy.
Definition Essay On Luxury
1004 Words | 5 Pages
The term ‘luxury’ has many meanings and much different type of meanings to different kind of people. The word luxury as to what Google defines is “A state of great comfort or elegance, especially when involving great expense.” “It is a pleasure obtained only rarely or an inessential, desirable item, which is expensive or difficult to obtain.” The synonyms of luxury might be richness, leisure, bliss, delight, comfort, satisfaction and many more but actually it is just a ‘State of Mind’. Luxury is in fact connected with a man’s dreams and experiences that may help him to define what luxury is to him personally.
Unilever Executive Summary
1494 Words | 6 Pages
The used of Unilever’s portfolio of categories, channels and geographies is to discover the growth and profitability throughout the period of time. Hence, Unilever Plc should make best investment decisions. Customer Relationships Successful customer relationships are vital to their business and continued growth. Maintaining strong relationships with customers is necessary for Unilever brands to be well presented to their consumers and available for purchase at all times. The strength of their customer relationships also affects their ability to obtain pricing and secure favourable trade terms.
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https://www.coursehero.com/file/p7ekslsb/Bargaining-Power-of-Buyers-Therefore-Britannia-Industries-Ltd-makes-sure-to-keep/
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https://www.htfmarketreport.com/reports/900734-britannia-industries-ltd
|
en
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Britannia Industries Ltd Growing High for Next Decade Return
|
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Identify gaps and potential opportunities available in the Britannia Industries Ltd? Get in-depth details about growth drivers and factors influencing the market size & shares in Britannia Industries Ltd market for major countries like USA, China, Japan, the United Kingdom, France & Germany?
|
en
|
HTF Market report
|
https://www.htfmarketreport.com/reports/900734-britannia-industries-ltd
|
Britannia Industries Ltd (BRITANNIA) - Financial and Strategic SWOT Analysis Review provides you an in-depth strategic SWOT analysis of the company’s businesses and operations. The profile has been compiled by GlobalData to bring to you a clear and an unbiased view of the company’s key strengths and weaknesses and the potential opportunities and threats. The profile helps you formulate strategies that augment your business by enabling you to understand your partners, customers and competitors better.
The profile contains critical company information including:
- Business description – A detailed description of the company’s operations and business divisions.
- Corporate strategy – Analyst’s summarization of the company’s business strategy.
- SWOT Analysis – A detailed analysis of the company’s strengths, weakness, opportunities and threats.
- Company history – Progression of key events associated with the company.
- Major products and services – A list of major products, services and brands of the company.
- Key competitors – A list of key competitors to the company.
- Key employees – A list of the key executives of the company.
- Executive biographies – A brief summary of the executives’ employment history.
- Key operational heads – A list of personnel heading key departments/functions.
- Important locations and subsidiaries – A list and contact details of key locations and subsidiaries of the company.
- Detailed financial ratios for the past five years – The latest financial ratios derived from the annual financial statements published by the company with 5 years history.
- Interim ratios for the last five interim periods – The latest financial ratios derived from the quarterly/semi-annual financial statements published by the company for 5 interims history.
Highlights
Britannia Industries Limited (BIL) is a food company that manufactures, and markets a wide variety of bakery and dairy products. The company’s product portfolio includes bakery products such as biscuits, bread, cakes, and rusk; and dairy products including milk, butter, cheese, ghee, and dahi. BIL offers its products under various brands, including Good Day, Treat, 50-50, Pure Magic, Tiger, Milk Bikis, MarieGold, and NutriChoice among others. It operates research and development facility in Tamil Nadu and Bangalore, Karnataka. The company operates manufacturing plants in West Bengal, Bihar, Odisha, Gujarat, Tamil Nadu and Uttarakhand, India. It markets products in India, Mauritius, UAE, and Oman among other markets. BIL is headquartered in Bangalore, Karnataka, India.
Britannia Industries Ltd Key Recent Developments
May 25,2017: Britannia announces Q4 2017 results
Feb 13,2017: Britannia announces Q3 2017 results
Key benefits of buying this profile include:
You get detailed information about the company and its operations to identify potential customers and suppliers.
- The profile analyzes the company’s business structure, operations, major products and services, prospects, locations and subsidiaries, key executives and their biographies and key competitors.
Understand and respond to your competitors’ business structure and strategies, and capitalize on their weaknesses. Stay up to date on the major developments affecting the company.
- The company’s core strengths and weaknesses and areas of development or decline are analyzed and presented in the profile objectively. Recent developments in the company covered in the profile help you track important events.
Equip yourself with information that enables you to sharpen your strategies and transform your operations profitably.
- Opportunities that the company can explore and exploit are sized up and its growth potential assessed in the profile. Competitive and/or technological threats are highlighted.
Scout for potential investments and acquisition targets, with detailed insight into the companies’ strategic, financial and operational performance.
- Financial ratio presented for major public companies in the profile include the revenue trends, profitability, growth, margins and returns, liquidity and leverage, financial position and efficiency ratios.
Gain key insights into the company for academic or business research.
- Key elements such as SWOT analysis, corporate strategy and financial ratios and charts are incorporated in the profile to assist your academic or business research needs.
Note: Some sections may be missing if data is unavailable for the company
Companies mentioned in the Report
Parle Products Pvt. Ltd.
Nestle India Ltd
Mondelez International Inc
ITC Ltd
General Mills Inc
|
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| 60
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https://www.indianretailer.com/article/retail-business/retail-trends/britannia-delivers-strong-q3-performance-rs-4370-cr-sales
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en
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Britannia Delivers Strong Q3 Performance with Rs 4,370 cr in Sales
|
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[] |
[] |
[
"Britannia Industries",
"Business Growth",
"FMCG"
] | null |
[
"Vaishnavi Gupta"
] |
2023-11-15T07:21:56
|
The company's digital journey progressed positively, with a focus on digital marketing and leveraging technology for enhanced decision-making and distribution optimization. - Indian Retailer
|
en
|
https://indian-retailer.s3.ap-south-1.amazonaws.com/s3fs-public/favicon.ico
|
Indian Retailer
|
https://www.indianretailer.com/article/retail-business/retail-trends/britannia-delivers-strong-q3-performance-rs-4370-cr-sales
|
Coffee is one of the leading beverage industries in India. Some like it to be smooth, while others want to have a stronger aroma of coffee. The revenue for the coffee industry in India is estimated to reach $30.09 million by the end of 2024. Here is a curated list of the leading coffee brands in the country. Want to know who are the top 10 coffee brands in India? How are these the leading coffee brands performing in India? This article answers all the questions.
Read More: How New-Age Coffee Brands are Revolutionizing Indian Coffee Culture
Davidoff
Davidoff offers one of the best strong coffees in India. The company has a rich scent body that is produced by combining beans from East Africa and South America. Davidoff has selected coffee blends from the top growing locations in the world skillfully blended to showcase their attractiveness. The Zino Davidoff Group, a Swiss family business established in 1980, operates solely in the non-tobacco luxury goods sector, offering an array of high-end products. Founded by Zino Davidoff, an immigrant from Ukraine, the company has expanded its offerings over the years and licenses the Davidoff brand to various companies for different business segments. The company has a revenue of 546 Swiss francs.
Here is the top-rated Strong coffee by Davidoff
Espresso 57
Bean type – 100 percent Arabica
Taste Description - The delicate balance between roasting time and temperature is the key to making Davidoff Espresso 57. This Espresso has a unique flavor that comes from the beans' gradual development, thanks to traditional drum roasting. Explore the velvety scent with subtle hints of chocolate that will delight your senses.
Nestle
Nestle is a leading coffee brand in India. In the first quarter of FY25, Nestle India recorded a net profit of Rs 746.6 crore, up 7 percent from Rs 698.3 crore in the same time the previous year. The company serves in 188 countries and has more than 340 factories and 77 countries.
In 1929, Louis Dapples, Chairman of Nestlé's Board of Directors, received a request from Brazil to address the surplus of coffee. In 1984, the Nescafe brand extended its coffee offerings to include coffee beans. Nestle is a Swiss multinational food and drink corporation with a wide range of products, including coffee, tea, confectionery, bottled water, dairy products, and many more. Mark Schneider took on the position of Nestle’s Chief Executive Officer in January 2017.
Best Strong Coffee by Nestle
NESCAFE Gold Instant Coffee Powder
Bean Type - Arabica & Robusta coffee beans
Taste Description - Made by its roasters and blenders, this premium mix is genuinely unique. Carefully roasted and freeze-dried to preserve the deep fragrance.
NESCAFE Classic Black Roast Instant Coffee
Bean Type - Robusta coffee beans
Taste Description - A longer roasting time combined with 100 percent pure coffee results in a potent cup full of flavor and fragrance. Offers the richest, most potent flavor of coffee.
NESCAFE Roastery
Bean Type - Arabica and Robusta beans
Taste Description - Rich and powerful taste profile of a delectably dark roast instant coffee with hints of roasted nuts and dark chocolate. Two separate rounds of roasting were used to enhance the subtle flavors and heady scent.
BRU
BRU has created a name by offering strong coffee in the Indian market. Coffee beans of the highest caliber and flawless roasting are used to make BRU Gold. It is an invigorating scent that stimulates your senses combined with excellent flavor. The customer receives the ultimate delight from enjoying the ideal cup of coffee.
Launched in 1968 by Hindustan Unilever Limited, a British-owned Indian final goods company headquartered in Mumbai boasts a diverse range of products, including foods, beverages, cleaning agents, personal care products, water purifiers, and other fast-moving consumer goods (FMCGs).
Strong coffee offered by Bru
BRU Instant Super Strong Coffee
Bean Type - Robusta beans
Taste Description - The ideal ratio of 57% coffee to 43% chicory is found in Bru Instant Super Strong Coffee. The aroma of fresh coffee is kept thanks to new and improved procedures.
Blue Tokai
Blue Tokai is a well known coffee brand in India. Matt Chitharanjan and Namrata Asthana, alongside their COO Shivam Shahi, established Blue Tokai Coffee Roasters in New Delhi in 2013, with headquarters in Gurgaon, India. The renowned coffee startup, Blue Tokai, is currently in discussions for a new round of funding, with a valuation exceeding $180 million, and operates a network of over 100 outlets spanning across major cities in India.
Best Strong Coffee by Blue Tokai
Vienna Roast
Bean Type - 100 percent Arabica Coffee
Taste Description - This mix, which contains coffee beans from Tamil Nadu and Karnataka, is the second darkest of Blue Tokai’s roasts. It has a lot of body, little acidity, and is a favorite among those who want a powerful cup of coffee with the distinct bittersweet flavors. The ideal way to eat Vienna roast is with milk.
Sleepy Owl
Sleepy Owl is known for being one of the best strong coffee brands in India. Founded in 2016 by Ajai Thandi, Ashwajeet Singh, and Arman Sood. Sleepy Owl started as a passion project in a two-bedroom apartment in Delhi’s Dwarka. Today, its products are available in over 1,000 retail outlets in Delhi and Mumbai, as well as on online platforms—the company’s website and Amazon. As a homegrown Indian coffee brand, its journey began six years ago. Sleepy Owl introduced Cold Brew and now offers over 30 coffee products.
Best strong coffee by Sleepy Owl
Xpresso, Strong Blend Instant Coffee
Bean Type - 100% Premium Robusta Beans.
Taste Description - The coffee of your wildest and darkest dreams is Xpresso. Xpresso will satisfy your coffee desires like never before since it is bursting with flavor. It dissolves readily in milk or hot or cold water, and the sealed container keeps it fresh and makes storing it simple.
TATA Coffee
TATA Coffee is a leading brand in the beverage industry. Tracing back to 1922, Tata Coffee, a part of the Tata Group, operates 25 estates covering more than 1000 hectares in the verdant Western Ghats, thriving with diverse flora and fauna. The company, founded in 1868 by Jamsetji Tata and headquartered in Bengaluru, Karnataka, specializes in producing coffee, tea, pepper, and related products, with 19 coffee estates across South India. The brand generated a revenue of Rs $8.87 billion in 2023. Led by Chairman R. Harish Bhat and MD & CEO Chacko Purackal Thomas, the company has a strong presence and influence in the retail and B2B sectors.
Best Strong Coffee by TATA Coffee
Tata Coffee Grand Classic Instant Coffee
Bean Type - Arabica and Robusta beans
Taste Description - For a fantastic cup, try the instant coffee chicory mix, a combination of agglomerated coffee and flavour-locked decoction crystals.
Colombia Brew
Colombian Brew Coffee is a leading coffee brand in India. It provides the optimum climate and geographic circumstances for Arabica beans to flourish, which in turn produces coffee. It takes inspiration from Francisco Romero, a 16th-century priest who initiated Colombia's coffee revolution. Its coffee is meticulously handpicked from the finest plantations worldwide. Founded by Laukik Bothara, with headquarters in Pune. Strong category share in retail and online positions. Colombian Brew Coffee as a top consumer coffee brand. A variety of products including ground coffee, instant coffee, flavour-infused coffee, roasted coffee beans, green coffee bags, and 3 in 1 and 2 in 1 coffee premixes are produced and sold by Colombian Brew.
Country Bean
Country Bean is considered to be a popular coffee brand in India. Established in 1963 in Southern California, it has its headquarters in Kolkata. Country Bean was founded by Aditi Somani Satnaliwala and Aneesh Satnaliwala, who aim to revolutionize the ‘at-home coffee’ experience by providing delicious, easy, and affordable coffee solutions. The Coffee Bean & Tea Leaf meticulously selects the top 1 percent of arabica beans from prime growing regions. The brand has an annual revenue of Rs 18.4 cr ($2.29 million).
Best strong coffee by Country Bean
Assorted Coffee Bundle
Bean type - 100% Arabica coffee beans.
Taste Description - gives a fresh coffee scent and flavor without any bitterness. Fast-brewing, robust, and excellent coffee
Continental
Continental is standing out as a well-liked coffee brand in India. CCL Products (India) Ltd. is the parent company of the brand. CCL Products is a publicly listed company that was established in 1994 and has a clientele base spanning over 90 countries. With its headquarters in Andhra Pradesh, the company, formerly known as Continental Coffee Ltd., has achieved a turnover of Rs 2,070 cr. Challa Rajendra Prasad serves as the Executive Chairman, while Challa Srishant holds the position of Managing Director. Joining the billion-dollar market capitalization club, CCL Products is a prominent player in the retail and B2B sectors.
Best Strong Coffee by Continental
Continental Espresso
Taste Description - After roasting, the medium-roasted beans are mixed, giving them a rich scent, well-balanced acidity, and a smooth, creamy texture.
Rage Coffee
Rage is a famous coffee brand in India. Founded in 2018, Rage Coffee sources its beans from top plantations in Ethiopia and India. It is led by CEO and Founder, Bharat Sethi. It is a subsidiary of Swmabhan Commerce Private Limited, a fast-moving consumer goods company. Rage Coffee focuses on manufacturing, marketing, and distributing innovative coffee products, generating an annual revenue of Rs 24.1cr. Positioned as one of the fastest-growing direct-to-consumer brands, Rage Coffee stands out as India’s pioneering plant-powered coffee, enriched with six plant vitamins.
Best strong coffee by Rage
Silk Blend- Vanilla Velvet & Creamy Hazelnut
Bean type - Arabica beans
Taste description - Rich, flavorful, full-bodied, and bold cup. Every cup is velvety and wonderful with overtones of robust and delectable flavors.
Final Word
In the eyes of Indian Retailer, coffee stands second in the list of most liked non-alcoholic beverages in India. These top 10 strong coffee brands are leading in the market for their taste, brewing techniques, and for offering different flavors. These popular coffee brands in India are offering the best brew from famous plantations in the world.
FAQs
Which is the largest coffee seller in India?
TATA Coffee is the largest coffee seller in India.
Who is the father of coffee?
Kaldi, an Ethiopian goat herder is known as the father of coffee.
Where does coffee originate from?
Ethiopia is where coffee first came to be grown, and the Arabian Peninsula adopted it later.
Which is the richest coffee in India?
Luwak coffee raw beans is the richest coffee in India.
Which state produces the largest amount of coffee in India?
Karnataka is the largest producer of coffee in India.
Red wines have long been appreciated for their rich aromas, nuanced flavors, and unique drinking experience. The middle class and increased demand for premium wines have driven substantial expansion in India's red wine sector. India's market for alcoholic beverages was estimated to be worth $55 billion in 2023. By 2027, the industry is predicted to have grown at a CAGR of 7 percent and reach $73 billion. Both domestic and foreign red wine brands have grown significantly in popularity as tastes change. Here are the top 10 red wine brands available in India as of 2024.
Top 10 Best Red Wine Brands in India 2024
Find the best red wine brands in India with our top 10 picks. Enhance your inventory with these top selections and stay ahead of market trends!
1. Jacobs Creek
Variants:
Classic Shiraz
Reserve Cabernet Sauvignon
Double Barrel Shiraz
Manufacturer: Jacob's Creek
Winery: Jacob's Creek Winery, Barossa Valley
Jacob’s Creek is a luxurious winemaking brand that belongs to the Pernod Ricard group. It was founded by Johann Gramp in 1847. The brand comes from the Barossa Valley in South Australia and is one of the most famous brands in India. Jacob's Creek winemakers strive to produce wines that are a true expression of the terrain as well as the suitable climate of the Barossa Valley. Their wines have a robust taste and sometimes include notes of ripe berries, subtle oak, and spice. The main components are Shiraz and Cabernet Sauvignon grapes, which are grown with the utmost care and attention to detail to ensure only the best quality. The Jacob’s Creek winery is home to the largest onsite winery combined with a D solar installation. They follow sustainable winegrowing, which enables them to produce high-quality wines while meeting environmentally responsible standards around biodiversity, soil, water, and energy.
Product ABV% Classic Shiraz 13.9 Reserve Cabernet Sauvignon 14.6 Double Barrel Shiraz 14.6
Read More: Scotch vs. Whisky: The Key Differences Explained
2. Fratelli
Variants:
Classic Shiraz
Sangiovese Bianco
Merlot
Manufacturer: Fratelli Wines
Winery: Fratelli Vineyards, Maharashtra
Fratelli Wines is a wine brand established in 2006 and was founded by the collaboration of the Secci brothers from Italy with the Sekhri and Mohite-Patil brothers from India. They hold a 240-acre vineyard in the region of Akluj, Maharashtra, from where Fratelli is based. It combines Italian wine-making skills with Indian terroir. The wines are skillfully made, and they have a complex color with notes of dark fruits, spices, and earth. Key ingredients are Shiraz, Sangiovese, and Merlot grapes, which are so sturdy and have such rich taste that they are the most popular among wine lovers. Fratelli is known for India’s largest privately owned wine estate. The winery's high-tech laboratory also ensures the highest level of quality and discipline are maintained at each and every step of the manufacturing process.
Product ABV% Classic Shiraz 13.5 Sangiovese Bianco 12.5 Merlot 13.5
Read More: Top Whisky Brands in India for 2024 | ABV%
3. Sula
Variants:
Sula Rasa Shiraz
Dindori Reserve Shiraz
Satori Merlot
Manufacturer: Sula Vineyards
Winery: Sula Vineyards, Nashik
Sula Vineyards was established by Rajeev Samant in 1999, and in a short span of time, the company has turned out to be the largest wine producer in India. Sula is India’s leading wine company, spearheading the distribution of wine from India across the world. The brand is headquartered in Nashik, Maharashtra, and is known for its quality and innovation in Indian winemaking. Among their red wines, the ones are awarded for rich, fruity flavors with notes of spice and oak. The grapes used are Shiraz and Merlot, the ones selected for their ability to produce strong and flavorful wines. Sula is one of the most sustainable winemaking brands in the world, with more than 2 MW of solar PV installed.
Product ABV% Sula Rasa Shiraz 13.5 Dindori Reserve Shiraz 14.0 Satori Merlot 13.0
4. Aurva Chandon
Variants: Aurva
Manufacturer: Chandon India
Winery: Chandon Winery, Maharashtra
Chandon is a winemaking brand that is part of Moët Hennessy (LVMH) company, which was established in 1959 by Robert Jean de Vogue. The Indian operations are based in Nashik, Maharashtra. Chandon Aurva is a new adventure for our Maverick brand. Aurva is something added to introduce to India and the world. Made with the historic Shiraz grape, a collaboration between an Indian and an Australian winemaker includes grilled and barbecued meats, lamb shawarma, and full-flavoured curries such as chicken tikka masala. Chandon is the first offering from Moët Hennessy to be made in India and is now available across 22 cities in India.
Product ABV% Chandon Aurva 14.0
5. Riviera
Variants:
Rivera Syrah
Rivera Cabernet Sauvignon
Rivera Merlot
Manufacturer: Rivera Wines
Winery: Rivera Vineyards, Maharashtra
Riviera Wines is a wine company that has red wines that are the reflection of Indian winemaker art in viticulture, was established in 1982 by Shamrao Chougule. The brand is based in Mumbai, Maharashtra. Rivera is a company that is well-known for showing its commitment to producing high-quality wines. The red wine is based on the Shiraz grape which has black pepper and plum fruit aromas, whereas the white wine is based on Chenin blanc with aroma of fresh fruit. The leading varieties of grapes include Syrah, Cabernet Sauvignon, and Merlot. Their selectively matured grapes are handpicked and transported to the winery mostly at night and crushed early in the morning when still cold.
Product ABV% Rivera Syrah 13.5 Rivera Cabernet Sauvignon 14.0 Rivera Merlot 13.5
6. Grover Zampa
Variants:
La Réserve
Vijay Amritraj Reserve Collection
Manufacturer: Grover Zampa Vineyards
Winery: Grover Zampa Vineyards, Nandi Hills, and Nashik
Grover Zampa Vineyards stands at the forefront of Indian wine, and its headquarters are in Bangalore, Karnataka. It was established by Kanwal Grover. In 1992, the first vineyard was set up. The popular Zampa range was launched in 2008 and owns the award-winning Zampa Soirée wine. Their wines display great depth and poetic expression, which are reminiscent of the flavors palette of dark berries, spices, and oak. The grapes used, such as Shiraz and Cabernet Sauvignon, are meticulously chosen to ensure that a premium wine is the result. The wines of this brand are created with an uncompromising and passionate focus on quality and attention to detail in all aspects, which permits the vineyard to express its true potential.
Product ABV% La Réserve 14.0 Art Collection Shiraz Rosé 13.0 Vijay Amritraj Reserve Collection 14.5
7. Four Seasons
Variants:
Four Seasons Barrique Reserve Shiraz
Four Seasons Merlot
Four Seasons Viognier
Manufacturer: Four Seasons Vineyards
Winery: Four Seasons Vineyards, Baramati, Maharashtra
Four Seasons is a vineyard that is owned by United Spirits Ltd. (Diageo Group) and was established in 2006. The wines originate in Baramati, Maharashtra, a town rich in poetry and history, both of which are essential ingredients in winemaking. Four Seasons produces wines that are both sophisticated and characterful, with dark fruit, spice, and oak as the main notes. The primary grape varieties used are Shiraz, Merlot, and Viognier, which were grown in the Baramati area. Four Seasons has won 48 international awards in the wine circuit since its inception.
Product ABV% Four Seasons Barrique Reserve Shiraz 13.5 Four Seasons Merlot 13.0 Four Seasons Viognier 12.5
8. Big Banyan
Variants:
Big Banyan Merlot
Big Banyan Shiraz
Big Banyan Cabernet Sauvignon
Manufacturer: Big Banyan Wines
Winery: Big Banyan Vineyards, Goa
Big Banyan Wines is a winemaking brand that is part of John Distilleries Pvt. Ltd., which was established in 1996. Bangalore, Karnataka is their base, and their wines are well-known for their powerful flavors with ripe fruit and spice notes. The first winery was set up in Goa, and they have launched a winery in Bengaluru. The main grapes that are used are Merlot, Shiraz, and Cabernet Sauvignon, which are grown in such a way that they produce a wine with a lot of character and a complex flavor. Big Banyan has won six trophies at the IWCCA.
Product ABV% Big Banyan Merlot 13.5 Big Banyan Shiraz 14.0 Big Banyan Cabernet Sauvignon 13.5
9. Dia
Variants:
Dia Red
Manufacturer: Sula Vineyards
Winery: Sula Vineyards, Nashik
Dia is a winemaking brand that is part of Sula Vineyards, which was established by Rajeev Samant in 1999. Based in Nashik, Maharashtra, Dia wines are known for their light, fruity flavors, and lower alcohol content. The wines often feature notes of fresh fruits and a crisp finish. The major blends used ensure a balanced and approachable wine. Sula recently launched the Dia Red Wine Sparkler, which comes in a can. The brand makes wines with ultimate respect to the environment, following sustainable practices.
Product ABV% Dia Red 10.0
10. Arros
Variants:
Arros Cabernet Shiraz
Arros Shiraz
Arros Merlot
Manufacturer: Good Drop Wine Cellars
Winery: Good Drop Vineyards, Nashik
Arros is a red wine manufactured by York Winery, which is headquartered in Nashik, Maharashtra, Arros is a reserve blend of Shiraz and Cabernet Sauvignon. Arros is the flagship red wine of York Winery and is composed of the best barrels from the best vintages making its production very limited to less than 10000 bottles. The nose of the wine has lifted a jammy, sweet vanilla and Christmas cake palette with hints of nutmeg, cloves, blackcurrant, and coffee. It is aged for 12-15 months. The primary grapes used include Shiraz and Cabernet Sauvignon, chosen for their robust characteristics.
Product ABV% Arros Cabernet Shiraz 14.0 Arros Shiraz 14.0 Arros Merlot 13.5
Final Word
At Indian Retailer, we see how this Indian red wine market is diverse and evolving, with both domestic and international brands offering an impressive range of flavors and styles. Whether you prefer the bold notes of a Shiraz or the subtle elegance of a Merlot, these top 10 red wine brands in India provide an excellent starting point for exploring the rich tapestry of red wines available in India. Cheers to discovering your next favorite bottle!
FAQs on the Top 10 Indian Red Wine Brands
1. What is red wine?
Red wine is an alcoholic drink with a deep red color that comes from dark-colored grapes. To produce red wine, winemakers ferment crushed grapes, including the grape skin. Yeast grows and takes in the natural sugars, converting them into alcohol. The grape skin gives red wine some of its color and flavor.
2. Which is the largest distributor of wine in India?
Brindco Sales Limited is one of the largest distributors of wine in India, known for its extensive distribution network and wide range of imported and domestic wines.
3. Which is the richest red wine in India?
Zampa Insignia is one of the finest and most expensive red wines in India, priced around Rs 5000 per bottle.
4. Who can import wine in India?
In India, only licensed importers and authorized distributors can import wine. These entities must obtain a license from the Directorate General of Foreign Trade (DGFT) and comply with state excise regulations.
Raymond, a brand synonymous with quality and heritage in India, is not just resting on its laurels. The company has embarked on a technological revolution, integrating AI and omnichannel commerce to ensure that it stays relevant and competitive in today’s fast-paced retail environment. In an in-depth discussion with Ravi Hudda, Chief Technology Officer, Raymond, we delve into how the company is embracing the future.
Omnichannel Commerce: Meeting Consumers Where They Are
In today’s retail landscape, the line between online and offline shopping is increasingly blurred. Hudda explains, "Omnichannel has become a necessity from a consumer perspective. Today, consumers crave a physical experience in-store as much as they appreciate the convenience of browsing websites or marketplaces. To remain in the consumer’s consideration set, a diverse strategy to attract and capture consumers across various channels is essential."
Raymond's journey towards an omnichannel strategy began well before the pandemic, but it was COVID-19 that accelerated the process. "Standalone channels, both online and offline, have been operating in India since 2015 and 2016," Hudda notes, "but COVID put the entire omnichannel journey on steroids. Physical retail consumers wanted to engage with brands, and online became a very big touchpoint. Once restrictions eased, we saw a surge in consumers returning to physical stores, leading to a phenomenon we call ‘revenge buying’."
Raymond's omnichannel strategy now spans across its vast retail network of approximately 1,500 exclusive brand outlets (EBOs), shop-in-shop formats, and franchisee stores. The brand is also present across all major e-commerce marketplaces and runs its own direct-to-consumer (D2C) website. "If you combine all retail touchpoints, we have more than 20,000 across the country," says Hudda, highlighting the sheer scale of Raymond's reach.
The Power of AI
As Raymond expanded its omnichannel presence, the need for deeper consumer insights became apparent. Enter Staqu, an AI-powered retail analytics platform that the company has integrated into its stores. "We all know that AI has huge potential," Hudda states. "When a consumer visits our website, we get full insights—where they come from, what pages they land on, what products they view, and their conversion rates. But what about in-store? We wanted to understand consumer journeys in our stores—when they arrive, who they are, how much time they spend, and their conversion rates."
Staqu’s Jarvis, a video analytics solution, provided the perfect answer. Atul Rai, Co-founder and CEO, Staqu, explains, "Raymond already had cameras in its stores, so the idea was to leverage this existing infrastructure. We connected the feed to the cloud, where Jarvis analyzes the data. The AI tracks footfall, identifies unique visitors (excluding employees), and analyzes consumer behavior within the store."
This technology allows Raymond to create heatmaps of store sections, track which products attract the most attention, and measure how long consumers engage with these products. "This is information you typically get from online shopping, but offline stores were missing out on it," says Rai. "Now, cameras play a powerful role in providing this data, helping the company optimize their store layouts and product placements."
Ensuring Privacy in a Data-Driven World
With the increasing use of AI and data analytics, privacy concerns are at the forefront. Both Hudda and Rai emphasize Raymond’s commitment to consumer privacy. "In India, we follow GDPR guidelines, even though there isn’t a data protection law in place yet," Rai assures. "We’re the only company in the country that is GDPR compliant, getting audited monthly to ensure we’re up to standard."
The data collected by Jarvis is anonymized and does not include any personally identifiable information (PII). "We do not collect data related to faces or any other re-identifiable markers," Rai explains. "The data is stored on Raymond’s cloud, and Staqu does not have access to it. This ensures that Raymond maintains full control over their consumer data, safeguarding it within their firewall."
Hudda adds, "Think of it as a watchman sitting outside the store counting the number of people entering. He’s not interested in faces, just the numbers. That’s how we use AI—purely to enhance consumer experience without compromising privacy."
Measuring Success
For Raymond, the integration of AI is not just about staying ahead of the curve; it’s about tangible results. "Any investment in technology is measured on ROI," Hudda states. "For instance, if I have two stores in different locations and one has a lower conversion rate, I can analyze whether customers are not spending enough time in the right sections or if our staff needs better training in cross-selling and upselling."
Furthermore, the insights from Jarvis enable Raymond to make more informed decisions about store displays, visual merchandising, and even marketing campaigns. "My marketing dollars are becoming more efficient because I can measure the impact of each campaign," Hudda says. "I can refine those campaigns to create better footfalls and conversions."
Expanding Tech Horizons
Raymond is not stopping at just AI-powered analytics. The brand is actively exploring other technological innovations to enhance customer experience. "We are working on multiple generative AI solutions to make the consumer journey easier, more interactive, and engaging," Hudda reveals. While he remains tight-lipped about specific details, it’s clear that the company is gearing up to announce significant progress in the coming quarters.
As Raymond continues to evolve, embracing technology and innovation, it stays true to its legacy while preparing for the future. By integrating AI and omnichannel strategies, the brand is not just meeting consumer expectations but setting new standards in the retail industry.
Gold is a significant part of India. People of our country buy gold not just for investment purposes, but for their fondness and love for the lustrous metal. For decades, Indians bought gold from their family jewellers - those who they trusted for generations, however, today some jewellery brands have established their dominance in the booming market. How and when these top gold jewellery brands came into being? Here is a curated list of the top 10 gold jewellery brands in India. This article presents all the information you need on the best gold jewellery brand in India.
Read More: How Farah Khan Ali Transformed Indian Jewelry with Bold Designs and Sustainability
Top 10 Gold Jewellery Brands in India
Here is a curated list of top gold Jewellery brands in India. Learn more about the leading jewellers in the market.
1. Tanishq
Tanishq, a leading gold jewellery brand in India, was founded in 1994. It is a division of Titan Company. This Indian jewellery brand has its headquarters in Bengaluru. Xerxes Desai is the founder of the jewellery brand. Tanishq has a presence across more than 410 retail stores in 240 cities in India, UAE, the US, Singapore, and Qatar. International expansion started with its first store in the UAE, around COVID-19 pandemic. The company has launched a sub-brand called Rivaah, focusing on the wedding sector. Hallmark has granted authentication to Tanishq. The company has been awarded Dot Design as the World's highest honor for product design.
Recently, Tanishq opened a new store at Omaxe Chowk, Delhi. Check Here
2. Kalyan Jewellers
Kalyan Jewellers, the popular jewellery brand pan-India, has a family legacy in the business. It was launched in 1908. Kalyan Jewellers FZE is the parent company of the gold jewellery brand. T. S. Kalyanaraman is the founder. It opened its first showroom in 1993 in Thrissur, Kerala, and expanded its presence across pan-India in 2012. It started expanding internationally by opening 6 showrooms in the UAE; now the brand has around 30 showrooms in the Middle East (Qatar, Kuwait, Oman). Today the jewellery brand has 137 showrooms, out of which 107 are in India and 30 are in the Middle East part of the world. The brand has been awarded as the most influential brand by DC Books and DC Media. Kalyan collaborated with Amitabh Bachchan as its national brand ambassador.
Kalyan Jewellers reveals the revenue growth report. Read More Here
3. Malabar
Malabar is another leading gold jewellery brand in India. M. P. Ahammed is the founder and chairman of Malabar, which launched in 1993. He achieved the Global Excellence award from Defense Minister Nirmala Sitaraman and got recognized with the APCO Group's Haji A.P. Award from Kerala Chief Minister Oomen Chandy. Malabar is present nationally and internationally, making a retail network of more than 350 outlets across 13 countries with 15 other business vertices. India, the Middle East, the Far East, and the US are the countries where Malabar has a strong presence with multiple offices, design centers, wholesale units, and factories. The brand offers 100 percent BIS Hallmark gold in the market. Alia Bhatt was signed up as the brand ambassador for Malabar.
Malabar Gold & Diamonds Expands in UK, Opens Second Showroom in Leicester. Read More Here
4. Reliance Jewels
Reliance Jewels, a top gold jewellery brand in India, was established in 2007. The first launch of the brand was through its showroom opening in Iscon Mall, Ahmedabad. Reliance Retail is the parent company. Reliance Jewels has 400+ stores in showrooms and shop-in shops formats across 200+ cities. The brand deals with only 100 percent BIS Hallmark gold. Reliance Jewels was recognized as ‘Brand of the Decade’ by BARC Asia Awards in 2023.
5. PC Jewellers
PC Jewellers is regarded as the top gold jewellery brand in India. A first-generation business founded by Padam Chand Gupta and Balram Garg. It opened its first showroom in 2005 in Karol Bagh, New Delhi. Today the brand is available across 67 cities in 17 states in India. PC Jewellers is the fastest-growing jewellery retail chain with standalone stores at high-street locations. PC Jewellers featured Akshay Kumar and Twinkle Khanna as their brand ambassadors. The gold jeweller brand was awarded the Niryat Shree Silver Trophy in the gems and jewellery non-MSME category by the Federation of Indian Export Organizations, set up by the Ministry of Commerce and Industry, Government of India.
6. Joyalukkas
Joyalukkas is a leading gold jewellery brand in India. Founded in 2001 by Alukkas Group, the inception happened in 1987 by Alukka Joseph Varghese, who laid the ideology behind the brand. The gold jewellery brand is based in Kerala and Dubai, with more than 160 showrooms in 11 countries around the globe. Including India, the UK, the US, Singapore, Malaysia, the UAE, Qatar, Kuwait, Bahrain, and Oman. Joyalukkas is the first retail jewellery brand to be awarded both the prestigious ISO 9001:2008 and 14001:2004 certifications. Along with that, Joyalukkas has received Dubai Quality Awards Certification from H. H. Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai. Actress Kajol has been signed up as the brand ambassador for Joyalukkas.
7. Senco
Senco is another top gold jewellery brand in India. With a legacy of more than 80 years, Senco Gold Limited owns the brand. It was incorporated in 1994 in Kolkata, under the chairmanship of the late Shri Shankar Sen. It was launched under the provisions of the Companies Act, 1956. Today the chairman and director of Senco is Ranjana Sen, representing the gold jewellery brand in more than 16 states with 150 showrooms in India. Senco has earned Jagran Achiever’s Award 2023 for Excellence in Design Innovation in Gold and Diamonds. It partnered with Kiara Advani as the brand ambassador of the brand.
Senco Gold and Diamonds Spearheads 'Make in India' Commitment Through ONDC Integration. Read More Here
8. CaratLane
CaratLane has emerged as the top new-age gold jewellery brand in India, which began its journey as a D2C brand. The brand was incorporated in 2008 by Mithun Sacheti and Srinivasa Gopalan. It has its headquarters in Chennai. CaratLane was acquired by Titan Company in 2016, making it the parent company. The gold jewellery brand is present in more than 100 cities in India with over 270 retail stores. It has an omnichannel presence in the market, providing physical and online retailing. CaratLane has used technology as a way to upscale; for instance, it used applications on smartphones with face recognition and 3D imaging technology for customers to try on the product virtually.
CaratLane's Progressive Ties with PhonePe for Digital Gold Redemption : Read More Here
9. Bluestone
Another D2c jewellery brand that became an omnichannel giant is Bluestone. It has today gained prominence among the best gold jewellery brands in India. The brand was founded by Gaurav Singh Kushwaha. It started with an initial investment from Accel and Saama Capital in 2011, and launched its first store in 2018. Today, it has over 150 stores in India. The gold jewellery brand is shipping internationally to the US, UK, Canada, as well as Australia. Bluestone had been awarded for outstanding e-retail performance in 2024. It signed with Alia Bhatt as its first brand ambassador.
Gaurav Singh Kushwaha redefines the landscape of jewellery shopping in India. Read More Here
10. Zoya
Zoya is a leading gold jewellery brand in India. It is a luxury jewellery boutique owned by the house of TATA. It started operations in 2010 with innovative artisanal techniques that were critically analyzed from the traditional Indian karigari. Zoya began with 5 flagship boutiques and 2 retail stores in 5 cities in India—namely Mumbai, Bangalore, Delhi, Hyderabad, and Gurgaon. Recently, Zoya launched its new flagship store in the south extension, New Delhi. The gold jewellery brand signed Sonam Kapoor as its brand ambassador.
Final Words
In the eyes of Indian Retailer, gold jewellery is a fail-safe way of investment. Not just that, gold is valued due to its durability, historical significance, as well as a medium of exchange. Here are all the top 10 gold jewellery brands in India, for you to learn more about the leading jewellers in the market. Read more about - Top 5 Jewellery brands in India
FAQs
Does gold have a standard price across all brands?
Mostly, gold has a fixed price but can vary due to making charges, design, brand premiums, and styles.
Do brands offer certification for the gold jeweller?
Yes, gold jewellery brands offer certifications like BIS Hallmarking, which ensures purity.
Is there any exchange policy for jewellery?
Yes, reputed brands do provide an exchange policy where old jewellery can be exchanged at a fixed price for a new one. In case of a lower price for the old jewellery, the remaining amount can be paid.
In today’s tech-driven world, India with its booming digital economy, laptops have become an essential tool for personal and professional use. Early in the 1980s, laptops with the flip form factor were introduced. In Australia, the Dulmont Magnum was introduced in 1981–1982. However, it wasn't sold outside until 1984–1985. The $8150 (equivalent to $25730 in 2023) GRiD Compass 1101, released in 1982, was used at NASA and by the military, among others. The choice of a laptop brand can significantly impact your user experience. From powerful machines for gaming and professional work to sleek, lightweight models for everyday tasks. Here’s a list of the top 10 laptop brands in India to explore how they are impacting the Indian Market.
10 Laptop Brands Review: Pros & Cons
Brand Pros Cons Apple Premium build quality and design
Seamless ecosystem integration
High performance with Apple Silicon chips
Excellent battery life Expensive
Limited customization options
Compatibility issues with some software HP A wide range of models
Affordable options available
Good build quality
Reliable customer service Bloatware in some models
Inconsistent battery life
Design can be bulky Dell Strong performance with innovative features
Extensive range of products
Good after-sales support
High-quality displays Some models can be expensive
The design may feel less premium
Pre-installed bloatware in some models Lenovo Durable and robust build
Good performance for business and personal use
Versatile range of options
Great keyboards Design may seem uninspiring
Mid-range models can have average battery life
Software issues on some models Asus Excellent gaming laptops with high-end specs
Competitive Pricing
Innovative designs
Good display quality Some models have heat management issues
Limited battery life on gaming laptops
Bloatware presence Acer Budget-friendly options
Good performance for the price
Wide variety of models
Decent build quality Average battery life
Build can feel less premium Customer service can be inconsistent Microsoft Premium design and build quality
Great touchscreens
Excellent battery life
Seamless Windows integration Higher price point
Limited hardware options
Expensive accessories Samsung Excellent display quality
Long battery life
Stylish and lightweight design
Good overall performance Higher price range
Limited model availability
Less powerful than some competitors HCL Cost-effective options
Suitable for educational and enterprise use
Basic performance for everyday tasks
Limited availability
Outdated designs
Lack of high-end specifications
LG Lightweight and portable
Excellent battery life
Good display quality
Premium build and design High price point
Limited gaming options
Availability may be limited
List of Top 10 Laptop Brands in India
Here we put the list of the top 10 laptop brands in India which are driving the Indian Market and becoming giants in the tech industry.
1. Apple (MacBook)
Apple is an American multinational technology company founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in the year 1976. It is a company identified with its premium, high-end MacBook laptops- great productivity combined with ultra-modern design. Apple has a total revenue of $383.29 billion, the California-based company holds its headquarters in Cupertino, California. As of 2023, Apple was the fourth-largest personal computer vendor with a market share of 9 percent by unit sales and the largest manufacturing company by revenue.
Apple is equipped with features such as Retina displays, M1 and M2 chips, and interference-free operation with products from other Apple. Along with its excellent security system, MacBook products are also recognized for their premium construction quality. Apple recently announced the new MacBook Air with the powerful M3 chip, taking an incredible combination of power-efficient performance and portability to a new level making it up to 60% faster.
2. HP
HP is a leading tech company that was founded in 1939 by Bill Hewlett and David Packard, is now a top laptop brand that has a broad range of products that suit various budgets. Located in Palo Alto, California, HP is worth approximately $12.8 billion as of Q2 in 2024. HP's laptop computers are renowned for their stylish designs and high-speed performance with series like Pavilion, Envy, and Spectre which have superior quality features providing the best performance. With that HP laptops hold a market share of 21.9 percent in the global market as of 2023.
HP laptops offer the HP Command Center, which allows users to optimize performance, fan speed, and noise levels. The Spectre x360 is a popular device among users because of its versatility and stylish look.
3. Dell
Dell is a technology brand founded in 1984 by Michael Dell that can be trusted and, at the same time, it is an innovator. The headquarters is based in Texas, USA. Dell has a revenue of $22.2 billion in Q1 2024, up 6% YoY growth and a market share of 16.6 percent. Dell is the Most Trusted Brand in India and is most commonly recognized for its laptops, which are personalized according to customer specifications.
Dell brings the world’s broadest GenAI portfolio to help lead the AI revolution. The Inspiron series is suitable for everyday users, whereas the Alienware line is for gamers. The Dell CinemaColor technology offers enhanced color accuracy, contrast, and depth for a stunning visual experience, making these laptops perfect for media consumption and professional use. Dell, being renowned for its performance and innovation, has become the favorite of professionals looking for the best quality and reliability and has acquired companies like Alienware, known for high-end gaming PCs.
4. Lenovo
Lenovo is one of the top laptop makers in the world. It was started by Liu Chuanzhi in 1984 and now has a revenue of over $56,864 million in 2024 and the highest market share of 24.8 percent in the global market as of 2023. The headquarters of the company are located in Beijing, China and the operational headquarters are in Morrisville, North Carolina. Lenovo has operations in over 60 countries and it sells its products in around 180 countries.
Among the innovative and quality devices is the ThinkPad series, admired by professionals and renowned for its TrackPoint navigation and ThinkShutter camera cover, offering innovative cursor control and privacy protection. While the IdeaPad and Legion series are gaming and general consumer-friendly. The ThinkPad X1 Carbon is a relatively new model, but it is already loved for its long battery life and good-quality keyboard. Lenovo has built a solid reputation for quality and performance that allows it to cater to various user segments. Lenovo ranked #248 on the Fortune Global 500 list.
5. Asus
Asus is a high-tech company known for its gaming PC that was established by T.H. Tung, Ted Hsu, Wayne Tsiah, M.T. Liao and Luca D. M., in 1989. It is headquartered in Taipei, Taiwan. The ROG (Republic of Gamers) series is one of the brand's hottest sellers for gamers and has a market share of 7.1 percent as of 2023. The product comes with a strong graphics card and a cooling system that can withstand high temperatures. Asus integrates Aura sync RGB lighting, allowing gamers to customize the aesthetics of their laptops.
Asus is known for its creative design, and a good value for money, but a few models have thermal issues, which made it lose some confidence. ROG Zephyrus G14 is loved by many for its great gaming and portability. In 2019, Asus earned more than eleven awards from some of the world’s most prestigious organizations and media groups and was named the World’s Most Admired Companies by Fortune.
Read More: ASUS India: Pioneering Next-Gen Gaming
Earlier in News: ASUS India Launches 4th Select Store for Refurbished Products in Hyderabad
6. Acer
Acer is a technology company that was founded by Stan Shih, Carolyn Yeh, and Lemuel Girma in 1976 and is a well-known brand for its low-cost and high-quality products. Acer is headquartered in Xizhi, New Taipei City, Taiwan. As of 2024, Acer’s revenue was about $28.19 billion in June and is the world’s sixth-largest personal computer vendor with a market share of 6.6 percent which has been making cheap laptops such as the Aspire line for students and Predator series for gamers.
Acer’s Predator laptops are equipped with Predator Sense software, enabling users to control and customize system settings. Generally, Acer products offer decent performance and Full HD displays, but may not be the best choice in terms of build quality, as some models tend to have inconsistent quality. In 2019, Acer and Ubisoft teamed up for the Rainbow Six Pro League and other major esports events with the Predator brand as the PC and monitor sponsor. The company announced the esports social platform PLANET9.gg which aims to provide game analytics, community-organized competitions, and social experiences.
Earlier In News: Acer Unveils TravelLite Laptop Tailored for Business Needs
7. Microsoft
Microsoft is an American multinational tech company founded by Bill Gates and Paul Allen in 1975, Microsoft is a tech behemoth known primarily for its Surface range of laptops. Its headquarters in Redmond, Washington, USA, is where the tech giant has a revenue of $245.1 billion as of 2024.
Microsoft laptops, although more expensive, outshine their competitors due to their top-notch construction and effortless compatibility with the Microsoft ecosystem, making them the preferred choice for tech aficionados and professionals. Microsoft ranked No. 2 in the 2022 Fortune 500 rankings of the largest United States corporations by total revenue and it was the world’s largest software maker by revenue. The subsidiaries include Skype Technologies, GitHub, and LinkedIn.
8. Samsung
Samsung is a South Korean technology giant famous for its electronics, including laptops, was founded in 1938 by Lee Byung-chul. The company's quarterly revenue for Q2 2024 is KRW 74.07 trillion, and its headquarters are in Suwon, South Korea. Sleek design, AMOLED displays, and long battery life make Samsung laptops stand out. Especially those who love aesthetics with performance have chosen the Galaxy Book series.
Samsung keeps on evolving even in the face of competition, although some users have noticed that its prices may be higher than those of its rivals. Their Galaxy Ecosystem connectivity allows seamless integration with other Samsung devices, enabling a smooth transition between tasks and increasing productivity. Samsung comprises numerous affiliated businesses and has the eighth-largest brand value in the world as of 2020.
9. HCL
HCL brand is focused on technology and IT services, even laptops and was Established in 1976 by Shiv Nadar. The company’s headquarters are located in Noida, India, and has a revenue valued at ₹111,408 as of 2024. With a production of laptops for educational and business purposes, HCL is well known for its motto “affordable and functional design”. The company has offices in 60 countries. Even though it may not be as well-known as other brands around the world, HCL is a good choice for people who are looking for affordable and reliable products.
Whereas HCL laptops fail to boast high-tech features, they still serve well for the needs of less demanding applications, such as small enterprises and educational institutions needing economical solutions. In 2024, HCLTech decided to acquire select assets of the communications technology group, a business division of Hewlett Packard Enterprise HPE, for $225 million.
10. LG
LG Corporation is a South Korean multinational company established in 1947 by Koo In-hwoi and is famous for its innovation and quality in a wide range of electronic products, including laptops. It has a revenue of KRW 83.5 trillion as of 2023 and its headquarters are in Seoul, South Korea.
The LG Gram is in the lead when it comes to portability and high performance thus it catches the attention of both professionals and travelers. LG's laptop range has been as extensive as the others, it would have been less popular. However, their design and functionality are the main reasons why they are more appealing to those who prefer mobility and durability.
Final Words:
At Indian Retailer, we see how rapidly the tech industry is changing day by day, and how the market giants are trying to adopt these changes to stay No. 1 in the market. Their unmatched performance and advanced technology make them highly sought-after choices for both professionals and tech enthusiasts. So we make a list of the top 10 laptop brands in India which is driving the market crazy. These brands are often preferred by industry leaders and trendsetters, setting benchmarks in the tech world and embodying the essence of modern efficiency and style.
FAQs on Top 10 Laptop Brands in India (2024)
1. Which brand is best for laptops?
Some of the best laptop brands in India include Dell, HP, Lenovo, Asus, and Apple. These brands are known for their excellent performance, build quality and customer support.
2. Which generation of laptop is best?
You can opt for 12th-generation and 13th-generation laptops. Anything older is also fine, but you may be giving up on newer features and performance figures that may make your new laptop more future-proof in the long run.
3. Which laptop size is best?
15-16 inches is a comfortable sweet spot. Even though I review laptops for a living, I still see them as a secondary option (or necessary evil) when I'm not able to work on a desktop.
4. Which is better, Lenovo or Dell?
Lenovo offers a more balanced approach, utilizing both Intel and AMD processors depending on the model and target audience. Both brands offer a variety of pre-configured options, but Dell allows for more customization on high-end laptops, particularly in the XPS series.
5. Who is the biggest laptop manufacturer?
Lenovo is the largest personal computer manufacturer globally. Lenovo is an iconic Chinese technology company manufacturing computers since 1984. The market data shows that Lenovo has solidified its position as the largest PC manufacturer globally.
Hydration fans, brace yourselves; Laneige, the iconic Korean skincare brand that’s taken the world by storm, has landed at Sephora India. The brand has been available at different ecommerce websites until now. This move reflects the brand’s strategic expansion efforts within the Indian market, offering beauty enthusiasts an opportunity to experience Laneige’s innovative skincare solutions both online and offline. The recent launch event at Sephora’s Saket store in Delhi was not just a celebration of this collaboration but a testament to the brand's commitment to making high-quality Korean skincare accessible to a wider audience in India.
What’s the Buzz?
Laneige, known for its hydration-packed skincare wonders, made its grand debut at Sephora India, both online and in-store. Paul Lee, Country Head, Amore Pacific India, couldn’t hide his excitement: “The event at the Sephora store in Saket was an invigorating experience! Laneige has launched its products in Sephora's physical and online stores for the first time as part of its omnichannel expansion strategy. We aim to complement our strong online presence and provide customers with multiple touchpoints to experience the essence of the brand.”
For those who live and breathe beauty, Sephora is a sacred space. So, it only makes sense that the Korean beauty brand, with its cult-favorite Water Sleeping Mask and Lip Sleeping Mask, would find its way into this beauty mecca. Mini Sood Banerjee, Assistant Director and Head of Marketing, Amore Pacific India, couldn’t have said it better: “We are thrilled with the debut of Laneige Skin Superheroes at Sephora. The global beauty giant is one of the favorite shopping spots for the beauty enthusiast, and our presence here will allow us to engage with customers in new and innovative ways, and we can’t wait to see the impact. We’re committed to continuing this momentum, and making Laneige the leader in the industry.”
The Secret to Skincare Magic
Laneige isn’t just another skincare brand — it’s a hydration powerhouse! Specializing in moisture research, the brand has perfected the art of keeping your skin plump, dewy, and glowing. Think of their products as a tall glass of water for your skin, quenching its thirst and giving you that lit-from-within glow.
Sally Lee, Brand General Manager, Laneige India, shared the brand’s vision: “It’s exciting to see the response we have received for the brand in the last 5 years. The brand offers unique products for Indian consumers to experience, and we aim to connect with a broader audience interested in exploring these skincare offerings.”
It's skincare lineup is like a superhero squad for the face — each product bringing something unique to the table. From their iconic Water Sleeping Mask that works magic while sleeping, to the Lip Sleeping Mask that’s become a bedside staple, the products are designed to hydrate, repair, and protect the skin.
Mini explains the brand’s appeal: “Korean brands like Laneige are catching on fast in India because they bring something fresh and effective to the table. Our products, especially the sleeping masks, are a hit because they deliver visible results — hydration, glow, and all the things that make you look like you’ve just walked out of a K-drama!”
Sephora x Laneige: What’s Next?
With Laneige now in the Sephora fold, the brand is set to conquer the Indian skincare market like never before. Already present in eight Sephora stores across the country, the brand is on a mission to expand its reach even further. Mini gives us the inside scoop: “Our expansion plans include further collaborations with multi-branded stores like Nykaa, Tira, and of course, Sephora.” But what about the idea of standalone brand stores in India? Not so fast. Banerjee explains, “We are still trying to figure out the Indian market. Though customers love us, we need some more time for that matter.”
Laneige’s appeal in India isn’t just a flash in the pan. It’s no surprise that cities like Delhi and Mumbai are leading the charge, but the love for the brand is spreading fast to Tier I and Tier II cities too. What’s driving this trend? The answer is simple: K-beauty is the new cool, and Laneige is at the heart of it.
Paul Lee shares his thoughts on the brand’s traction in India: “Metros, of course, Delhi, Mumbai, Northeast, and even the Tier I and Tier II cities are showing a very fast-paced uptake. K-beauty is trending all over the world, and especially in India. We recently collaborated with Sara Tendulkar as our brand ambassador, and she’s working very well for us. Her dewy and glowing skin is a perfect match for the brand's brand ethos.”
And let’s not forget the Northeast — a region that’s becoming a hotbed for K-beauty lovers. Laneige’s popularity here is partly due to the region’s deep connection with Korean culture, from K-pop to K-dramas, making it the perfect playground for the brand's skincare innovations.
Paul Lee is optimistic about Laneige’s future: “Globally, Laneige’s partnership with Sephora has been very strong and extensive. With Sephora India, we have just started, but I strongly believe that we have a lot of success stories globally. I believe we will also soon be able to become the number one skincare brand in Sephora India as well.”
Coming from a business family involved in small enterprises in Nagra, Ishendra Agarwal pursued his bachelor's and master's degrees at IIT Kanpur. Afterward, he joined BCG as a management consultant. During his time in the corporate world, particularly within the jewelry segment, he observed that India, being the world's second-largest consumer of jewelry, had a significant market gap. Most jewelry brands in India, including Tanishq, Kalyan, Malabar, CaratLane, and BlueStone, focus on fine jewelry priced above Rs 30,000. This high price point makes it challenging for women to purchase and wear such jewelry regularly, whether for office wear or small gatherings.
In contrast, international brands like Pandora and Mejuri offer fine jewelry at more accessible price ranges, with average order values between Rs 12,000 - 15,000. This observation highlighted a need for a fine jewelry brand in India that provides quality pieces at a more affordable price point, allowing women to purchase jewelry frequently without worrying about significant expenses.
Inspired by this insight, he founded GIVA to fill this gap in the market. “Our goal is to create a brand where women can effortlessly buy beautiful, fine jewelry without having to consider substantial savings or budget constraints. Whether through a quick visit to a store or a few clicks online, we aim to make fine jewelry accessible and enjoyable for everyday wear,” he said.
Nationwide Store Expansion
Currently, the brand has approximately 130 stores operating across India, with about 50 percent of them located in Bengaluru and Delhi – Bengaluru has 32 stores, and Delhi has 34 stores. The remaining stores are spread across other Tier I cities like Mumbai, Pune, Kolkata, and Hyderabad, as well as Tier II cities such as Dehradun, Indore, Lucknow, and Kanpur.
“Our expansion strategy focuses on increasing our offline presence significantly. We aim to establish at least 50 to 60 stores in Bengaluru and Delhi alone. Simultaneously, we plan to deepen our reach in other metro and Tier I cities while expanding our footprint in Tier II cities. Our goal for the next two years is to be present in about 60 cities across India, with a total store count of approximately 300,” stated Agarwal.
Digital-Offline Balance
GIVA’s approach to online channels leverages widespread access to mobile phones and the internet, aiming to create brand awareness primarily through digital platforms. This remains its primary focus. Conversions, however, can occur both online—through its mobile application and website—and offline. This is the essence of its customer acquisition strategy in the D2C funnel.
Additionally, the brand is present on various marketplace channels, including Amazon, Myntra, Nykaa, Nykaa Fashion, and Tata CLiQ, which contribute significantly to its sales.
“Currently, online channels and these marketplaces account for 60 percent of our sales, while offline sales, which we began two years ago, contribute 40 percent of our revenue. We anticipate this to shift to a 40-60 split in the next two years, favoring offline sales,” he asserted.
GIVA also utilizes its mobile application to provide various services to its customers. For instance, if a woman purchases jewelry and wants lifetime replating, she can easily arrange it via the app. The app also offers access to digital warranty and authenticity certificates, and it serves as a convenient platform for its loyalty program. This is how the brand integrates its mobile application and website into its overall strategy.
Quick Commerce Entry
GIVA has recently ventured into Quick Commerce, launching about a month ago on platforms like Blinkit and Swiggy Instamart. This initiative has been performing exceptionally well, particularly during special events like Akshay Tritiya, Mother's Day, and Father's Day. On these occasions, there is a noticeable spike in demand as customers seek fine jewelry for same-day gifting.
“We have become a popular choice for last-minute gifts, as many people don't plan their gifts days in advance and often make the decision on the same day. Quick Commerce provides a convenient solution for these spontaneous purchases, making it easy for customers to select and receive a fine jewelry product swiftly,” explained Agarwal.
Expanding Product Portfolio
Currently, GIVA is focusing on silver as a primary metal and has expanded into lab-grown diamonds set in 14-carat and 18-carat gold. It launched its lab-grown diamond collection six months ago, and it is now available in 60 of its stores. In silver collection, the brand offers a wide range of earrings, pendants, rings, and bracelets.
“We are also expanding into categories like toe rings, anklets, and nose pins. Additionally, we are focusing on kids' and men's jewelry, recognizing that fine jewelry makes an excellent gift for children.” He noted.
Moreover, it is working on launching GIVA signature perfumes, featuring five to six floral notes, designed to provide a unique and memorable GIVA experience. This new product line is currently being developed.
Influencer-Driven Awareness
The brand uses social commerce primarily to create awareness rather than drive transactions. Its strategy involves collaborating with numerous influencers and micro-celebrities to generate content and build brand visibility. Each month, over 2,000 influencers post about GIVA on platforms like YouTube and Instagram.
“Our social commerce efforts focus on several key areas. We create awareness about specific categories, highlight the presence of our stores in various regions, and promote new collections, especially around significant events. For instance, we recently launched a silver Rakhi line for Raksha Bandhan, featuring both standard silver Rakhis and personalized options where you can have your brother's or sister's name engraved on the Rakhi. This multifaceted approach helps us reach a wider audience and keep them informed about our latest offerings,” highlighted Agarwal.
Tech-Enhanced Experience
To improve the consumer experience, the brand utilizes several technological advancements. First, its virtual try-on feature available on its app allows customers to see how certain products will look on them, enhancing their shopping experience. Second, it integrates online and offline channels to provide a personalized shopping experience.
Additionally, the company is incorporating technology into its customer support to offer faster responses. Automated systems can handle common queries efficiently, reducing the need for human intervention and speeding up response times.
Designer Collaborations
GIVA actively collaborates with multiple designers to keep its designs fresh and fashionable. About six months ago, the brand partnered with European designer Lea Schroeder to launch the "Love in Paris" collection. Following that, it collaborated with Bhumi Pednekar five months ago, who worked with its design team to create a new collection. More recently, GIVA teamed up with a Turkish designer to introduce the "Wings of Wonder" collection.
“These collaborations are central to our strategy, as our goal is to set fashion trends in India or bring the latest international trends to India as quickly as possible. We are committed to staying at the forefront of fashion through these dynamic partnerships,” explained Agarwal.
Remarkable Revenue Growth
GIVA has been experiencing impressive growth, with a year-on-year increase of 90 to 100 percent. Last year, the brand achieved approximately Rs 250 crore in revenue, and this year, it is closing at around Rs 450 crore.
The brand has also recently ventured into franchising, which has been highly successful. “Our franchising model involves franchisees investing in the store while we handle operations. Franchisees manage employees and sales, adhering to our established protocols, while our team oversees store operations to ensure consistency and quality,” he stated.
“Our long-term target is to reach Rs 1000 - 1500 crore in revenue within the next four to five years,” he added.
READ MORE: India’s Jewelry Market Poised for Explosive Growth, Projected to Reach $145 Bn by FY28
Strategic Global Expansion
GIVA currently has a store in Sri Lanka that is performing well, and it plans to continue its presence there, albeit at a measured pace.
“In the next one to two years, we aim to expand into Sri Lanka further, as well as explore opportunities in Singapore, Southeast Asia, and the Middle East. These regions will be our focus for international expansion,” he concluded.
The rum has been a favorite drink for Indians for decades. Have you ever wondered where these best rum brands originate? What are the top 10 rum brands in India? Which country is the largest producer of rum?
Starting with the first answer, the exotic nation of the Philippines is the largest rum producer. Keep reading as we answer all the pertinent questions regarding the top partner of cola drinks - the rum.
Top 10 Rum Brands in India (2024)
Here are the best rum brands in India. Fetch details on the top rum brands in the market starting with Old Monk, Bacardi, and Santa Teresa.
1. Old Monk
Old Monk is one of the top 10 rum brands in India. This alcoholic beverage brand was introduced in 1855. It is manufactured by Mohan Meakin Ltd. Produced in Ghaziabad and Uttar Pradesh and has its headquarters in Solan, Himachal Pradesh. The leading rum brand is made in India and has been blended for 7 years. It launched in the Indian market in 1935. The rum is made with four key ingredients: caramel, chocolate, ripe peach, and vanilla. It contained 42.8 percent of ABV.
Old Monk Rum Varieties:
Old Monk Orange Rum
Old Monk Lemon Rum
Old Monk Apple Rum
Old Monk White Rum
Old Monk Cola
Old Monk Cranberry
Old Monk Mojito
Read More: Top Whisky Brands in India for 2024 | ABV%
2. Bacardi
Bacardi is one of the best rum brands in India. The rum brand started in 1862 in Santiago de Cuba. The headquarters lies in Hamilton, Bermuda. Bacardi was founded by Facundo Bacardi Masso. He wanted to create a balance between two separate spirits. The first one is called ‘aguardiente’ and the second spirit is known as ‘redestilado’. It is a private limited company that has had ownership for seven generations, selling in more than 170 countries. In the 1930s Bacardi expanded its presence in Mexico and Puerto Rico, making the largest rum production facility of Bacardi. Mexico became the first international expansion for Bacardi. Today the rum brand operates in the US, Mexico, Puerto Rico, Spain and the Bahamas. The Bacardi rum has an ABV of 40 percent in the US and 37.5 percent in the UK and continental Europe.
Bacardi Rum Varieties:
BACARDÍ Limón
BACARDÍ Pineapple
BACARDÍ Dragon Berry
BACARDÍ Mango
BACARDÍ Coconut
BACARDÍ Raspberry
BACARDÍ Lime
BACARDÍ Ginger
Read More: Scotch vs. Whisky: The Key Differences Explained
3. Santa Teresa
Santa Teresa, the best rum brand in India was founded in 1796. The brand is based out of Venezuela. The journey of Santa Teresa started when a German merchant named Gustav Julius Vollmer got married to Panchita Rivas. The Vollmer family continues the ownership of Santa Teresa. Present day president of this rum brand is Alberto C Vollmer. It has its headquarters in Santa Teresa Estate, Costa Rica. Santa Teresa is made with the solera technique to produce a perfectly crafted rum with a fruity aroma and wood notes. A bottle of Santa Teresa rum holds an ABV of 40 percent.
Santa Teresa Rum Varieties:
Santa Teresa 1796 Rum
Santa Teresa 1796 Speyside Whisky Cask Finish
Santa Teresa Arábica Coffee Cask Finish
Santa Teresa 1796 Speyside Whisky Cask Finish
Santa Teresa 1796 Rum
Havana Club Añejo Clásico
Santa Teresa 1796 Solera Rum
Earlier In News: Indri Single Malt Whisky Emerges as World's Fastest Growing Brand
4. Amrut 2 Indies Rum
Amrut 2 Indies, is a leading rum brand in India. The company was founded by JN Radhakrishna Rao Jagdale. It set foot in the distilled beverage industry in 1947 by establishing Amrut Distilleries in Bangalore. The very name of the brand Amrut is defined as ‘nectar of the gods’ in Sanskrit. The Amrut Distilleries Ltd. is a subsidiary of the N.R. Jagdale Group. As the name suggests, the rum has its special essence due to a perfect balance of two indies distilled together. One from the West Indies (Barbados, Guyana & Jamaica) and second from the East Indies (India), made out of Indian jaggery. The rum is one of its kind, the only variety in the market.
Read More: Top Vodka Brands in India: A Guide to the Best Picks
5. Rock Paper
Rock Paper is a new-age rum brand in India. Good Barrel Distilleries Private Limited is the parent company of Rock Paper. The rum brand was founded in 2021, serving more than 1000 restaurants, and bars in Mumbai and Pune. The rum brand first entered the market with a flagship product “Indian Spice Rum”. Lalit Kalani is the third-generation founder of Rock Paper who is keen to place Indian rum on the top shelf. Rock Paper was featured in Shark Tank Indian as well in Season 3.
Rock Paper Rum Varieties:
Indian Spiced
Coastal White
Zesty Lemon
Tropical Coconut
Roast Coffee
6. Camikara
Camikara is one of the best rum brands in India. It was first distilled in 2009 and Piccadilly Distillery is the parent company of Camikara. ‘Camikara’ holds a meaning in Sanskrit - ‘ liquid gold’. The brand stands outside the crowd as it does not use molasses in crafting. It originates from Haryana, India where the particular sugar mill is situated for the distillery. The rum brand holds an ABV of 50 and 42.8 percent in its varieties of rum. It is produced with pure sugar cane juice.
Camikara Rum Varieties:
Camikara rum 12 year cask aged
Camikara rum 8 years cask aged
Camikara rm 3 years cask aged
7. Pitbull
Pitbull is considered to be the best rum brand in India. Produced in Aurangabad, Maharashtra from 2021, Kalpesh Parekh and Karishma Chandy are the founders and the brains behind Pitbull. It has an ABV of 42.8 percent. It is made with 100 percent sugarcane molasses, blended with barrel-aged spirits and rice Caribbean flavors, with no added sugar. The brand serves ‘PUREBRED INDIAN DARK RUM’ in the Indian market, filled with essence of cinnamon, vanilla and anise.
8. Bermuda
Bermuda is a leading rum brand in India by Gosling Brothers Ltd. Founded by James Gosling, a navigator in 1806, he was the man behind the Bermuda Rum. The rum contains 75.5 percent of ABV in its black rum collection. The key ingredients in Bermuda rum are - Gosling’s Gold Seal rum, pineapple juice and grenadine.
Bermuda Rum Varieties
Gosling's Black Seal Rum
Gosling's Black Seal Rum (151 Proof)
Goslings Spirited Seas Ocean Aged Rum
9. Contessa XXX
Contessa XXX is one of the best rum brands in India. The rum brand was founded by Radico Khaitan Ltd. In 1943, Rampur, Uttar Pradesh was the distillery plant for the Contessa XXX rum. Now it is also processed in Radico NV Distillery Maharashtra Ltd. The rum contains Caribbean sugarcane as its key ingredient and is aged in oak barrels. The rum has an ABV of 42.8 percent. The brand has one rum named Contessa XXX.
10. Five Rivers
Five Rivers is a leading rum brand in India. The brand was founded in Punjab. Sangera Rum Company is the parent company of Five Rivers. Taj Sanghera is the fifth-generation founder of the rum brand. The brand name is a translation of the state - Punjab, which means Panj- five and Ab - water. The main ingredients of the rum are ginger, clove and coriander seeds. The brand has just one white rum which can be served in various combinations of drinks.
Last Word
In the eyes of Indian Retailers, these top 10 best rum brands are worth knowing about. Understand what are the key ingredients in these rum brands. History plays an important role in the success of these rum brands in India. Know how and when the best rum brands gained recognition. Some serve one iconic rum while other brands have a range of rums with different essences. Here is all about rum brands in India!
FAQs on Top Rum Brands in India
What are the top 3 rum brands in India?
Old Monk followed by Bacardi and Santa Teresa are the top three rum brands in India.
In what ways can someone consume rum?
Neat, on the rocks, mixed with soft drinks or juices are the typical way of consuming rum.
How to store rum properly?
Keep the rum in cool surroundings and away from direct sun. Ensure the bottles are sealed and not stored for a long time.
India is known for its diverse tastes in style and fashion. And people don’t buy luxury only for comfort but to show their value in society, likewise, all luxury products including handbags are just a way of showing their richness and standards. India, with its growing affluent class, is embracing these high-end accessories more than ever. But what is it about a luxury handbag that captures the heart of so many fashion enthusiasts? As we explore the top 10 luxury handbag brands in India for 2024, we Indian Retailer will uncover the unique elements that set each coveted brand apart, making them the giants in the luxury segment.
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Different Types of Luxury Handbags
There are various types and styles of bags in the market to give a different look on every occasion. Here I’ll mention some of the most used handbags among women which are famous for their unique features.
Style Features Trapeze Top handbags with triangular sides that give a trapezoidal effect Minaudiere Small, metal, bejeweled evening bags that may have chains for carrying Tote Medium to large open-top double-handled bags with open main compartments are very famous for their everyday look Cross Body Hands across the body with a long chain or straps are very vintage style for both genders Duffle Substantial bags with double handles or a long strap are very popular styles for short trips Messenger Large compartment bags with flap closures are often worn over the shoulder or across the front of the body Clutch Small bags that are usually held in the hand are very famous for party looks Bucket Shoulder or cross-body bag with round or oval bottom and drawstring closure Saddle A bag that used to be carried behind a horse or bike, or motorcycle with u shaped flap Wristlet Small bag or wallet with a strap to be worn on the wrist. Envelop Clutch or chain strap bag with rectangular shape with pointed fold over flap Satchel Small bag worn over the shoulder that closes with a flap and often buckles Frame A bag with a strong triangular structure sometimes has a metal frame Bowler Rounded design inspired by bags used to carry bowling balls Hobo Crescent-shaped bags with top zip closure that’s slouch and worn over the shoulder. Doctor Rectangular stiff bag with flat bottom and central closure Backpack Sack that is typically worn on the back and secured over the shoulder with 2 straps Shopper Rectangular ingle-handled shoulder bag perfect for shopping
These are some top styles of bags that are commonly used in every luxury fashion house now let’s discover the brands that are making this style a trend in the market.
Top 10 Luxury Handbags in India
Here are the top 10 luxury handbag options which have driven the Indian audience crazy with their innovation.
1. Hermès
Hermès International S.A. is a French luxury fashion house which was founded in 1837 by Thierry Hermès, based in Paris. It specialises in leather goods, lifestyle accessories, home furnishings, perfumery, jewelry, watches and ready-to-wear. Since the 1950s, its logo has depicted a ducal horse-drawn carriage. The company has grown to become a world leader in the fashion industry and is known for its luxurious and high-quality goods. Hermès sells about 30% leather goods, 15% clothes, 12% scarves, and 43% other wares. Hermès holds diligently on to a market share with a total asset of €210.97 billion and thus is one of the top manufacturers of luxury fashion articles.
The works of Hermès are often recognized for their stunning designs like the Herbag and Steeple bags. Another famous handbag, the Birkin bag, was named after the British actress Jane Birkin. The latter are commended for their exquisite workmanship and everlasting charm. The likes of Victoria Beckham, Kim Kardashian, and Kate Moss have often been seen with Hermès handbags, which, by the way, have contributed to the brand's covetable status. Hermès remains the most luxurious and well-constructed product.
2. Gucci
Gucci is an Italian luxury brand known for its Italian art style in their products, founded by the businessman Guccio Gucci in 1921, in Florence, Italy. The company is headquartered in Florence, Italy and operates in 528 locations under its parent company Kering. Gucci is known worldwide for being a trendsetter with its innovative, daring designs in fashion. The brand indeed has a dozen of luxury products and it is firmly established in the luxury market with an astonishing revenue of €9.9 billion in 2023.
Gucci's bags are known all over the world and to stress the fact often include the GG logo and monograms reflecting the brand's unique style. The print Flora of course represents Gucci's long history as well as the brand's creative capability. All the high-profile endorsements by Gucci feature celebrities like Harry Styles, Blake Lively, and Beyoncé who are always on the go with Gucci's opulent pieces. Whether it's a statement about luxury, fashion, or a combination of both, Gucci stands as the perfect example of a brand that had a staggering value in the luxury handbags sector. Gucci is a forerunner in fashion, creating not only bags that are accessories but also ones that show boldness and individuality.
3. Louis Vuitton
Louis Vuitton is a French luxury fashion company for fashion lifestyle and accessories, founded by Louis Vuitton in 1854. The brand is headquartered in Paris and is known as a company that gives out its best in luxury, and innovativeness, as well as style that is superior to others. The company is one of the top players in the luxury handbag market, accounting for a significant chunk of its market share with a brand valuation of €14 billion. It is fully owned by the LVMH conglomerate and operates in 50 countries with more than 460 stores worldwide.
All products display the legacy of perfect examples of aesthetics and art. The signature handbags like the Speedy and Neverfull which are loved by many and have one of the brand’s distinguishing features, the monogram canvas made of 90% ultra-resistant nylon. Louis Vuitton diplomas made from handbags are worn by international celebrities Angelina Jolie, Michelle Williams, and Emma Stone, whose participation in the luxury brand nature makes it more interesting and valuable.
4. Dior
Dior is a multinational luxury fashion hub, founded by the visionary Christian Dior in Paris, France in 1946. Headquartered in Paris, Dior has long been synonymous with opulence and sophistication. This is the classic fashion house that changed the world with its stunningly feminine "New Look" in post-war Europe. Dior did not take long to become a desired label among the rich and elite. They are ageless pieces demanded by wearers from all over the globe. Dior is one of the biggest names in the world with a revenue of €79.18 billion as of 2022, operating under the LVMH group.
Dior is present in 210 locations worldwide with every piece being a mark of French elegance. The "Lady Dior" bag with its iconic quilting and delicate D.I.O.R. charms shows the brand's commitment to quality craftsmanship. Dior's handbags are star-studded pieces worn by the likes of Jennifer Lawrence, Charlize Theron, and Rihanna, thus, it strengthens the image of the brand as a celebrity favorite. Dior's total assets are worth €131.9 billion, which is evidence of its power in the luxury goods sector. The subsidiary is Christian Dior Couture. Dior's distinct melange of classic grace and innovative design makes it a sought-after brand for those who admire high fashion and artistic design.
5. Chanel
Chanel is a luxury fragrance & beauty boutique established by Coco Chanel in 1910 in Paris. The brand is privately owned by the Wertheimer family and has been headquartered in London since 2018. The company has made a considerable space in the luxury handbag market with 500+ stores worldwide, capturing about $15.6 billion in 2021. Chanel handbags are famous for their classic quilted leather designs and chain-link straps, one of the most famous being the iconic Chanel 2.55 bag.
These add-ons of design have been the reason for the latest to be Chanel's perennial favourite among fashion connoisseurs. Celebrities such as Kristen Stewart, Margot Robbie, and Keira Knightley have worn Chanel's chic handbags, boosting the brand's image as a luxury mainstay. Chanel makes fragrances that further cement the luxury brand's place as a timeless symbol of status. Chanel’s steadfast adherence to luxury and superior technique guarantees that its handbags are the most prized possessions, still the sought-after items for those who prefer the classic style.
6. Celine
Celine is a big player in the luxury handbags segment, which was established in 1945 and headquartered in Paris, by the hands of its founder Céline Vipiana. Celine stands out as a key player in the luxury market and LVMH is Celine's parent company which owns a significant part of the luxury industry. Celine's clean lines, premium materials, and understated sophistication are known throughout the world The Celine Nino, Celine Louise Bag, and Celine Classique Triomphe Bag are the iconic bags of the company, renowned for their simple design and usability.
The likes of Angelina Jolie and Dakota Johnson, who are huge fans of Celine, often wear the brand, thus making Celine a must-have for Hollywood movie stars. Celine continues to be the center of attention for luxury lovers with its unique blend of neoteric and classic charm operating with 178 boutiques worldwide.
7. Miu Miu
Miu Miu has been a part of luxury fashion since 1993 when Miuccia Prada created a playful and imaginative collection in Milan. Miu Miu is no slacker in the handbags department, being recognized for its designer's colourful visions and high-octane designs to attract young people. It is a fully owned subsidiary of the brand Prada, accessible to a higher and simpler audience than most brands, Well-liked goods are the Miu Miu Aventure Nappa leather bag and Miu Miu Leather Beau Bag.
Milan, as the headquarters of Miu Miu, is the ideal city to be where Italian art and creativity are making today's fashion. A-list Superstars such as Elle Fanning and Lupita Nyong'o have developed a close relationship with Miu Miu, and as a result, people are starting to associate its name with creative concepts. Miu Miu, with its revenue of €166 million, still has a key position in contemporary luxury, releasing items that are hard to find for the crowd.
8. Prada
Prada, a well-known name in the luxury handbags market, was established by Mario Prada the luxury fashion house Prada in 1913 in Milan, Italy, to form a fashion brand that is the embodiment of fine elegance and contemporary style. Prada is one of the prime players headquartered in Milan with a revenue of €4.72 billion as of 2023. The Milan office is the creative centre of the innovative designs which are made by Prada. The Galleria and Cahier bags are iconic for their unique materials, stylish design, and classic charm, and are exemplified by the brand's characteristic minimalism.
Galleria and Cahier bags are so popular and highly regarded for their sophisticated style and timeless elegance that celebrities such as Sarah Paulson, Olivia Wilde, and Bella Hadid have often been spotted with them, thus, boosting the brand's status even further. Miu Miu, Church’s, Fondazione Prada and Luna Rossa are subsidiaries of Prada. Prada's quality and innovation strength still have a pull on the fashion world, and that is why their bags have become everlasting icons among customers who love luxury with a modern touch.
9. Yves Saint Laurent
Yves Saint Laurent is a trendy name in the luxury segment, started in 1961 in Paris by Yves Saint Laurent and Pierre Bergé, Saint Laurent has become a brand known for its elegance and audacity in fashion. Part of the Kering Group, the brand's headquarters are in Paris, where it continues to lead with innovative designs. Saint Laurent bags including the Envelope, LouLou Bag, and Kate Bag hit the spot with both traditional class and eye-catching modernity.
Stars like Zoë Kravitz and Miley Cyrus have been spotted with these signature items, implying the label's status. Its cosmetics line, YSL Beauty, is owned by L’Oréal. With revenue of €3.2 billion in value by 2023, Saint Laurent is still seen as a Parisian fashion icon, offering handbags that are just as stylishly daring as they are of timeless elegance.
10. Givenchy
Givenchy became a giant in the luxury handbag segment by bringing french aesthetics into their product segment which was founded by Hubert de Givenchy in 1952. Givenchy is a well-known brand name that is part of the LVMH Group that is headquartered in Paris, France. The company is famous for its various handbag products such as the Nano Voyou, and Voyou basket Bag, among others.
With a focus on tradition and modern-day aesthetics, Givenchy's designs, which are mainly worn by celebrities such as Cate Blanchett and Meghan Markle, can be described as sophisticated. Givenchy stands out among competitors in the luxury market with its timeless designs that are fusions of classic and contemporary styles, making its handbags the must-have accessory for fashionistas around the globe.
Final Thought
At Indian Retailer, we closely see all the top luxury brands craze in the Indian market and the reason is their timeless innovation and creativity which make them the top choice in the global and Indian market as well. Their iconic style is favored by celebrities and fashion-forward people to set the standard in the luxury market, making them coveted symbols of status and style.
FAQs on Top 10 Luxury Handbags in India
1. Which luxury bags are worth buying?
Hermès, Chanel, and Louis Vuitton are top-performing brands.
2. What luxury brand has the highest quality?
Louis Vuitton is not only the world's most valuable luxury brand but also one of the most recognizable and influential fashion houses ever.
3. What is the best way to store expensive handbags?
It should be out of direct sunlight, in the dark and away from heat sources such as radiators and hair dryers. In a climate-controlled room with a stable relative humidity (RH) between 45-55%.You can also store the bag inside a dust bag, upright on an open shelf.
4. Which is the most luxurious bag?
The Guinness World Record for the most expensive bag offered to the public is the Mouawad “1001 Nights” diamond purse.
5. Why do purses have peels?
If the handbag is exposed to water or other liquids, the leather can become weakened and start to peel. Leather can dry out and become brittle over time, especially if it is not cared for properly.
The life of a product from manufacturing to the shelf of a customer, is most important for a business for it to grow and flourish in the respective market. Know all about a product's life cycle, its importance and its main stages. Every product, whether cosmetics, clothing, furniture or electronics, has different life spans. This article delves into how the product life cycle works.
What is Product Life Cycle?
The process of a product passing through development to its expiry is defined as the product life cycle. Marketing and business management use this concept to make the market aware of the product. The product life cycle is a key feature of an item, explaining everything from initial creation to its decline. The time when a product enters the market to its removal from a shelf is a concept that determines how long it will work and stay in the market.
For instance, the concept of television entered the Indian market in 1959. Television is still persistent due to its upgrade to becoming smart. Its existence would have been diluted without modifications. Hence, the product should have an enticing feature making it long-lasting in the market or keep developing the product. The methods or strategies used to maintain and continue a product's life in the market are known as product life management.
4 Stages of Product Life Cycle
The product life cycle has four stages to make the product stand long in the market. Every product needs to go through the four steps, to determine its life of the same. Four stages include - introduction, growth, maturity and decline.
Introduction - This is the first stage of making the product's grand entrance into the market. It is essential to make target customers aware of the product’s existence. The launch of the product is used as an opportunity to make an announcement, a promotional tool. The initial investment in marketing the products can help build brand demand. There can be competition, bringing difficulty, in that case, the USP of the product can help to defeat competitors.
Example: Various smart TV brands in India are in the introduction phase, where customers are still getting informed about their presence in the market. Brands like OnePlus, LG, Samsung and more are spreading awareness about smart TVs in the Indian market.
Growth - After making customers aware of the product and a high investment, it's time to cover up. Utilize the surge created for the product, and build the identity for the brand. Sustain the position and develop an expansion plan. Growth is a stage where a brand can have leadership in the market. Getting customer acceptance can recover the high-end investment.
Example: Amazon is a leading e-commerce platform. It expanded to streaming services and gained growth by offering free shipment on the shopping platform. This increased the Amazon Prime video subscription. This strategy made the brand more noticeable in the market.
Maturity - After a hike in demand comes a product's saturation point. This stage has the highest competition as various new brands imitate the market. The product life starts to end. To sustain in the market there is always a way to bring offers, discounts, innovation and something new on the table for customers to explore.
Example: McDonalds faced its maturity stage when it started having competition in the fast food market. To stay in the industry McDonalds maintained its market share and adapted to consumer preference for healthy food. Making it more enticing by providing fresh food services.
Decline - The end of a product's life is known as the decline. There are less sales and no profit. However, some might survive, with innovation, upgradation and enticing consumers with something new. The market presence gets lost in the last stage, making the product almost disappear.
Example: Chevrolet, an automobile company faced its decline in 2017. It failed to fulfill customer satisfaction and compete with competitors. It faced challenges in building a name in the Indian market, due to its luxury automobile brand.
Why is Product Life Cycle Important?
It is important to understand why a company needs to work on the product life cycle. It gives allowance to gather insights on the demand of consumers and improve products accordingly. Why is the product life cycle important? Here is the answer for it:-
Improvement to help develop products - The concept of the Product life cycle is important as it allows businesses to make necessary improvements to their products. Serving all purposes in the market space. Allocating resources strategically, making an existing product stay longer.
Awareness about the product presence - The first stage of the product life cycle, introduction, makes it easier for companies to spread awareness about the product. It could be an idea, innovation or something unique that could help in gaining attention and expand in the market.
Brand building to entice customers - Product life cycle can make a brand noticeable to consumers. Developing a customer relationship for loyalty and satisfaction. Engaging with the audience teaches upcoming trends and looks for what is missing in the market.
Resource allocation for growth and investment - Dividing resources for marketing and promotions, manufacturing costs, and R&D for the product. Generating knowledge about the brand and its product USP, with using allocated resources for stable profitability.
How Does Product Life Cycle Work for Different Industries?
PLM plays a vital role across different industries, which are:
Apparel Industry
The product life cycle for apparel is usually a bell-shaped curve, on the four stages. There are various materials used in the manufacturing of cloth. The life span of a particular apparel item is highly dependent on that. There are natural and artificial fibres that are used in the manufacturing.
3D printing, sustainability clothing, smart fabrics and using AI in the manufacturing of apparel are trending. Getting introduced in the market. It shall go through all the stages of the product life cycle, declining at the end and other innovative ideas in the fashion industry will again be introduced.
Electronic Industry
The electronic industry tends to last the most as compared to other products in the market space. This happens due to the innovation in the electronic field every year. There is an upgrade every year, making it hard to reach the decline stage for some.
For instance, television started with just one channel in India, carry forward it had multiple channels and today a normal television has been converted to a smart one. This has made consumers stay, building the lifespan of a television.
Cosmetic Industry
The cosmetic industry has a much lesser product life cycle as compared to other industries. The lifespan of a cosmetic or skincare product depends on the formulation, packaging used and quality of the products.
The lifespan of a cosmetic product tends to last 1-2 years, then it faces a decline. Today the cosmetic industry has a lot of competition, making it hard for previous brands to compete.
Factors Affecting the Product Life Cycle
Various factors influence the product life cycle for a company. Businesses must work according to the following factors to beat the competition in the market space. Here are key factors affecting the product life cycle with examples:-
Tech advancement
There are changes in everyday life on the technical grounds of various products. Countries having high-end technological changes tend to shorten the product life cycle. Businesses continuously evolve to remain consistent in the market. Using the available technology in developing a product and maintaining the image of the brand.
Samsung, a leading smartphone manufacturer, proposed first-generation memory technology. It included V HAND with 200 cell layers for smartphones and premium memory solutions. Along with the first generation PCle Gen5 SSDs for storage and applications. This upgrade in the technical front makes it more enticing for the consumer to explore. This is the first stage of the product life cycle.
Competition
A product always has competition in the market. To increase the value, sales and growth of a business, it is a must to understand and improve according to the competitors. Fulfilling the demand of the customer before the competitor.
Nykaa faced competition in the online fashion industry from Myntra, Amazon and Ajio. To overcome its losses and continue its existence in the market, the brand focused on building brand relationships. Improving customer experience on the online shopping platform of Nykaa application and faster delivery than its competitors.
Market Demand
Every product has different factors that maintain its performance in the market. Adapting to changes in the market according to the product line the business is in. Market acceptance is necessary, and that can happen by fulfilling the changing demands of consumers.
Maruti Suzuki, the largest economy car manufacturer in India, always caters in regards with what customers want. Every car produced by the company has four models, serving different consumer needs. Making the company a dominant player in the automobile market in India.
Final Word
From the Indian Retailers eye, the product life cycle is that various product categories are different from one another. Various factors and functions contribute to the lifespan of a product. Four stages define the life cycle of a particular product. The four stages of the product life cycle are introduction, growth, maturity and decline, which is followed by most companies. There are ways to increase the life of the product by necessary changes according to trends, technology and development, making it more wanted in the market.
FAQs
What are the four stages of the product life cycle?
Introduction, growth, maturity and decline are the four stages in the product life cycle.
How can companies expand the product life cycle?
These are the following points to improve the product life cycle:
Upgrade and improve products
Expand reach by entering new markets
Pricing strategies
Marketing strategies
How does the product life cycle affect business?
The product life cycle determines the growth of the business. With the innovations and upgrades, the PLC can be increased leading to profitability for different businesses in sales.
In India, one of the most daunting tasks for small businesses is the struggle to gain visibility and establish an online presence. Platform constraints and high costs have made it challenging for them to compete with larger e-commerce giants. However, the Open Network for Digital Commerce (ONDC) is poised to change the game with its innovative interoperable QR code. Currently in its alpha phase, this tool enables sellers to generate unique QR codes that customers can scan using an ONDC-registered buyer app, such as magicpin and Paytm. This initiative is set to expand across the entire network following successful initial testing.
"Today marks a transformative moment in Indian commerce," declared T Koshy, MD & CEO, ONDC, during the launch event for the QR code. "ONDC’s interoperable QR code breaks down the barriers that have held small businesses back. Now, every seller has the power to reach customers digitally, just like the e-commerce giants. It’s a massive leap towards an open, inclusive, and democratized digital marketplace."
Empowering Sellers with Simple Technology
The beauty of this technology lies in its simplicity and potential for far-reaching impact. Sellers can display their QR codes anywhere — on storefronts, products, marketing materials, or social media — instantly connecting with customers both offline and online. For consumers, it means unparalleled convenience: a quick scan with any QR scanner ap
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Britannia aims global presence, double turnover in 5 years
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2016-11-22T18:32:00+05:30
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Britannia, which would primarily target the developing countries, is expecting that exports would contribute around 14-15 per cent of its turnover in next 4-5 years.
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https://economictimes.indiatimes.com/icons/etfavicon.ico
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The Economic Times
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https://m.economictimes.com/industry/cons-products/fmcg/britannia-aims-global-presence-double-turnover-in-5-years/articleshow/55563233.cms
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Synopsis
Britannia, which would primarily target the developing countries, is expecting that exports would contribute around 14-15 per cent of its turnover in next 4-5 years.
BENGALURU: Bakery and dairy products major Britannia Industries Ltd, which is aiming to double its turnover in next four to five years, would expand offshore presence as it aspires to become a global company.
Britannia, which would primarily target the developing countries, is expecting that exports would contribute around 14-15 per cent of its turnover in next 4-5 years.
Besides this, Britannia would invest a capex of Rs 300-350 crore every year for the next 3-4 years to ramp up its capacity and roll out new categories which would be funded internally.
"In the next 5 years, I would see this going from eight per cent to 14-15 per cent," said Britannia Industries Managing Director Varun Berry.
Asked about the region which would lead growth, Berry said: "It would all be developing countries. We are not going to developed countries as it does not make sense."
Presently, export contributes eight per cent to the turnover of the company.
Part of the strategy would be expanding to countries which have similar business environment as India. It may also go for acquisitions if it gets the right candidate.
Britannia, which is currently limited to bakery and dairy segment, would venture into new categories to be a complete food company.
"Our first step would be the countries, which has environment similar to ours. The strategy would be to seed in our products in these countries, establish a little bit of space and then start to think of a manufacturing facility there. In the meantime, if some good opportunities (acquisitions) comes up in some countries, then we would look at that as well," Berry said.
He further added: "Today, we are not a food company. We are broadly a bakery company only which also does dairy. We truly want to be a food company as we go forward. Its our vision to make Britannia not just an Indian food company but a global food company. We want our footprint across the globe and made some move in that direction and a lot more would be coming in future."
Britannia clocked a revenue of Rs 7,947.90 crore in FY 2015-16 and plans to double it in next 4-5 years with growth in current business and new categories in which it plans to enter.
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Britannia Industries History
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2022-01-19T05:41:00+00:00
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Britannia is a trusted food brand. Read the success story of Britannia company. Know about its business model, history, owner & company profile.
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en
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StartupTalky
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https://startuptalky.com/britannia-success-story/
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Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Britannia.
Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt.
Britannia is a brand which many generations of Indians have grown up with and is cherished and loved in India and the world over. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations.
Know the Success Story of Britannia in the article ahead. Also get a glance on Britannia company profile and know about Britannia's History, Business Model, Founders, Revenue Model & more...
Britannia - Company Highlights
Startup Name Britannia Industries Limited Headquarters Kolkata, West Bengal, India Industry Food Processing Parent Company and Owner Wadia Group Founded 1892 CEO Varun Berry (Since 2014) Revenue 11,878.95 crores INR (US$1.7 billion) - 2020 Areas served Worldwide Website www.britannia.co.in
Britannia - Recent News
Britannia - About and How it Works?
Britannia - Logo and its Meaning
Britannia - Founder and History
Britannia - Mission
Britannia - Products
Britannia - Business Model
Britannia - Revenue and Growth
Britannia - Acquisitions
Britannia - Competitors
Britannia - Challenges Faced
Britannia - Future Plans
Britannia - FAQs
Britannia - Recent News
22 June, 2021 - Britannia Industries Limited announced relief measures to support over 10,000 frontline personnel impacted by the covid-19 pandemic. The company will provide term insurance policy and hospitalization insurance of ₹2 lakh and ₹1 lakh respectively to their sales personnel and merchandisers employed with its distributors across the country.
3 June, 2021 - Britannia Industries has approved a proposal to raise Rs 698.51 crore by issuing bonus debentures to eligible equity shareholders. The bonus debenture committee of the board of directors of the company has approved the allotment.
Britannia - About and How it Works?
Britannia Industries Limited is a food company, which is engaged in the manufacture of Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. The Company operates through the Foods segment, which comprises bakery and dairy products.
The Company's product brands under the biscuits' category include Good Day, Crackers, NutriChoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic and Nice Time. Its products under breads include Whole Wheat Breads, White Sandwich Breads and Bread Assortment. Its products under diary category include Cheese, Fresh Dairy and Accompaniments. Its products under the cakes' category include Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Mufills. Its product under rusk category includes Premium Bake.
The products of the Company are exported across the world, which include Gulf Cooperation Council Countries (GCC), African Countries and American Countries. Its subsidiaries include Manna Foods Private Limited and International Bakery Products Limited.
Britannia - Logo and its Meaning
As explained by a spokesperson of Britannia, Britannia's new logo signifies, "rebranding as the Total Foods Company from now on with the expansion of its offerings in both healthy and indulgent products. The wings of a bird signify freedom to choose, whenever and wherever you want to enjoy your food."
Britannia - Founder and History
Britannia Industry was founded in 1892 by a group of British businessmen with an investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata.
1918 - The Company was born on 21st March of the year 1918 as a public limited company.
1921 - Britannia became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But more importantly Britannia was acquiring a reputation for quality and value. As a result during the tragic World War II the Government reposed its trust in Britannia by contracting it to supply large quantities of 'service biscuits' to the armed forces.
1924 - A new factory was established in the year 1924 in Mumbai. In the same year the Company became a subsidiary of Peek Frean & Company Limited UK, a leading biscuit manufacturing company and further strengthened its position by expanding the factories at Calcutta and Mumbai.
1952 - The Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta.
1954 - The automatic plants were installed in Mumbai plant also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi.
1965 - A new bread bakery was set up at Delhi in the year 1965.
1975 - Britannia Biscuit Company takes over biscuit distribution from Parry's during the year 1975.
1976 - The company had introduced Britannia bread in Calcutta and Chennai.
1978 - The company made Public issue, in that Indian shareholding crossed 60%.
1979 - The Company redefined itself from Britannia Biscuit Company Limited to Britannia Industries Limited.
Fast forward to Current Status, 2021 - Britannia is one of India's oldest existing companies. It is now part of the Wadia Group headed by Nusli Wadia. Britannia's revenue stood at 11,878.95 crores INR (US$1.7 billion) in 2020.
Britannia - Mission
The mission statement of Britannia says, "To improve the financial health of our members and customers by satisfying their evolving borrowing, investment and housing needs."
Britannia - Products
Bakery Products : Biscuits account for 95% of Britannia's annual revenue. The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include VitaMarieGold, Tiger Biscuits, Nutrichoice, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts amongst others.
In 2006, Tiger, the mass market brand, realized $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia revenues for that year.
Dairy Products : Dairy products contribute close to 5% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02.
Britannia - Business Model
The company operates in two business segments, namely, bakery products and dairy products. The company derives ~95% of its revenue from the biscuits segment while, ~5% of its total sales coming from non-biscuits category (dairy) and International market.
The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets. Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India.
Britannia - Revenue and Growth
Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. Presently, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. At present, 90% of Britannia's annual revenue of Rs 22 billion comes from biscuits.
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report. Britannia has an estimated market share of 38%.
Britannia - Acquisitions
Britannia Industries, India's largest processed food company, has announced that it has entered into an agreement with Fonterra Brands (Mauritius Holding) Ltd, Mauritius, for acquiring the latter's 49 per cent Equity and Preference shareholding in Britannia New Zealand Foods Pvt Ltd (BNZF), their Joint Venture Company engaged in Dairy business. This acquisition is subject to Reserve Bank of India approval.
The company and its associates acquired majority stakes in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries in March 2007.
Britannia - Competitors
The top 10 competitors in Britannia Industry Limited's competitive set are:
Parle Products
ITC
Horlicks
Biskfarm
Richfield Industries
Frisco Foods
Cookie Man
MTR Foods Pvt. Ltd.
Milo Australia & New Zealand
Complan and Cadbury Bournvita
Its top Dairy competitors are:
Nestlé India
The National Dairy Development Board
Amul
Britannia - Challenges Faced
A businessman from Kerala, Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'. In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Groupe Danone in Britannia Industries Limited. It was referred to as India's most dramatic corporate sagas, Pillai ceded control to Wadia and Danone after a bitter boardroom struggle, then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.
Biscuit major Britannia Industries, the star amongst the Indian FMCG pack of late, says generating consumer demand remains the biggest challenge in the new year. FMCG companies in general reported lacklustre results in recent quarters. But the biscuit maker's numbers beat expectations, with the Bengaluru-based company's profit margins at a record high in the last two quarters.
In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries (in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt) without its consent. Whilst it was initially reported in December 2006 that agreement had been reached, it was reported in September 2007 that a solution remained elusive. In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008.
Britannia is also facing the challenge of rising employee attrition after the recent change of guard.
Britannia - Future Plans
"CCD Dairy Bread is an instance. We are looking for more such acquisitions in India covering a larger domain. But in the international market we will look at acquisitions in our core areas of biscuits and bakery," - Vinita Bali, managing director of Britannia.
The maker of Good Day and Tiger Biscuits now plans to invest ₹700 crore over the next two years to set up greenfield facilities and scale up capacities of core products and another ₹300 crore for new launches including dairy, taking total investment to over ₹1,000 crore, said Varun Berry Managing Director, Britannia.
Britannia Industries said it will invest ₹700 crore to open more factories as demand for packaged food, including biscuits, has exceeded production capacity with rural markets outpacing urban sales.
Britannia - FAQs
Is Britannia a FMCG company?
Yes, Britannia is a FMCG company and one of the favourite and oldest brands in India.
How many products are in Britannia?
Britannia's product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe.
Which country owns Britannia?
Britannia is an Indian Company with headquarters in Kolkata.
How does Britannia make money?
Britannia company operates in two business segments to make money, namely, bakery products and dairy products.
When was Britannia founded?
Britannia was launched on 16 April 1953.
How many employees are there in Britannia?
There are 4480 employees in Britannia.
Who founded Britannia Biscuit Company?
A British businessman C.H. Holmes founded Britannia Biscuit Company in 1918.
Who is the owner of Britannia company?
Wadia group is owner of Britannia.
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Britannia Inds. Summary: Latest Updates and Details
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Britannia Industries Ltd Summary: Check out the latest management information and corporate updates of Britannia Inds. at India Infoline
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India Infoline
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https://www.indiainfoline.com/company/britannia-industries-ltd/summary
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Britannia Industries Ltd Summary
Britannia Industries Limited (BIL) is one of Indias leading FMCG companies. Britannias product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe. The Companys international footprint includes presence in Middle East through local manufacturing in UAE and Oman. It is also the market leader in Nepal. Presently, it is engaged in manufacturing and sale of various food products.The Company was registered in March 21st, 1918 as a Public Limited Company. The Companys plants are situated in Kolkata, Delhi, Chennai, Mumbai and Uttarakhand. In 1921, it became the first Company east of the Suez Canal to use imported gas ovens. Britannias business was flourishing. But, more importantly, Company was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of service biscuits to the armed forces. A new factory was established in the year 1924 at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Company Limited, U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. In 1952, the Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta and later in 1954 the automatic plants were installed in Mumbai plant, also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi and a new bread bakery was set up at Delhi in the year 1965. Britannia Biscuit Company takes over biscuit distribution from Parrys during the year 1975. In 1976, the company had introduced Britannia bread in Calcutta and Chennai. During the year 1978, the company made Public issue, in that Indian shareholding crossed 60%. The Company re-christened from Britannia Biscuit Company Limited to Britannia Industries Limited with effect from 3rd October of the year 1979. The Company had signed a 10-year technical collaboration agreement with Nebico Pvt Ltd., Nepal during the year 1980 for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. During the year 1989, BILs Executive Office was relocated to Bangalore. During the year 1990, two new brands of biscuits, Elaichi Creamand and Petit Beurre were launched. Also, in the same year a new cashew badam variant of the brand Milk Bikis and brand extension of pure magic biscuit Vanilla cream were launched, Fruit bread was launched in Delhi. The Company launched two new speciality brands in the year 1991 viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and Elaichi Cream. In 17th August of the year 1991, the Company handed over its Soya unit at Vidisha, MP to SM Dychem Ltd. BIL had celebrated its Platinum Jubilee in the year 1992. After a year in 1993, Wadia Group had acquired the stake in ABIL, UK and becomes an equal partner with Group Danone in BIL. The Company was in re birth phase during the year 1997, new corporate identity Eat Healthy, Think Better leads to new mission of Make every third Indian a Britannia consumer and in the same year BIL entered into the dairy products market. In 1998, BIL had launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. The Company had rolled out its flavored milk brand Zip-Sip in tetrapaks in the year 1999. Zip-Sip had been launched in Mumbai and some markets in the South.Forbes Global Ranking rated the company during the year 2000 among Top 300 small companies. In the same year, the company had launched Britannia Milkman Butter, a product under the Milkman brand. BIL made its fund in-principle agreement to acquire 49 per cent of Kwality Biscuits in the year 2001 through internal accruals. During the year 2002, the company had entered into a joint venture with the Fonterra Cooperative Group, New Zealands biggest company and one of the leading diary co-operative groups in the world and the Britannia New Zealand Foods Pvt. Ltd was born. Pure Magic, the companys product was winner of the Worldstar, Asiastar and Indiastar award for packaging in the same year 2002. After a year, in 2003, BIL had launched Treat Duet, most successful of the year and Britannia Khao World Cup Jao rocks the consumer lives yet again. During the year 2004, Britannia accorded the status of being a Superbrand and the brand Good Day added a new variant Choconut in its range. Reviewed marketing alliance with the Kolkata-based Thacker Dairy Products Pvt Ltd. In the year 2005, Britannia New Zealand had launched health drink for adult. The new plant in Uttaranchal, commissioned during the year 2005, it was ahead of schedule. In the same year, BIL launched yet another exciting snacking option the Britannia 50-50 Pepper Chakkar. BIL had forged a strategic alliance with CCD Daily Bread Pvt Ltd in the year 2006, a Bangalore based Company engaged in manufacturing and retailing of premium breads, cakes snacks and high end ready to eat foods. In the year 2007, Britannia industries formed a joint venture with the Khimji Ramdas Group and acquired a 70 percent beneficial stake in the Dubai-based Strategic Foods International Co. LLC and 65.4% in the Oman-based Al Sallan Food Industries Co. SAOG. The company was rated as the No 1 Most Trusted Food Brand in a survey conducted by AC Nielsen ORGO-MARG and published in Economic Times in the year 2007. Britannia launched Iron fortified Tiger Banana biscuits, Good Day Classic Cookies, Low Fat Dahi and renovated MarieGold during the period of 2008. BIL was ranked 27th place in the list of Indias Fastest Growing Large Companies by Business Today, Special on June of the year 2008. In 2009, Britannia took full control of Daily Bread. During the year, Britannia New Zealand Food (BNZF) became a BIL subsidiary after BIL bought out New Zealands Fonterra from the existing joint venture. BNZF was renamed Britannia Dairy Pvt. Ltd. (BDPL). During the year, Britannia became the first bakery brand in India to remove trans-fats from 99.9% of its products. During the year, Wadia Group became the largest shareholder in BIL after acquiring stake holdings from Group Danone.In November 2011, Britannia Bread launched its new range of Health Breads in Delhi. The range consists of Honey & Oats Bread, Multi-Grain Bread, 100% Whole Wheat Bread and Multi-Fiber Bread.In 2013, Britannia launched new NutriChoice Crackers Range, a biscuit made with the natural taste of sun-kissed golden wheat.In 2014, Britannia entered into an exclusive tie-up with Amazon for the launch of its latest product Good Day Chunkies, a super-premium chocolate chip cookie. In 2015, Britannia Bourbon, Indias first premium chocolate biscuit, completed 60 glorious years.In 2016, Britannia launched Cake Biscotti, Indias first ever classic Bridge product combining the best of the world of a cake and that of a cookie. During the year, Britannia launched its state of the art R&D Centre facility in Bidadi, Karnataka.The Board of Directors of Britannia Industries at its meeting held on 9 February 2016 considered and approved a Scheme of Arrangement under Sections 391-394 of the Companies Act, 1956 for demerger of the Manufacturing Business division and Retail Sales Business division of Daily Bread Gourmet Foods (India) Private Limited, a wholly-owned subsidiary of Britannia Industries, into Britannia Industries. During the year 2016-17,this demerger was completed.On 28 March 2017, BIL announced that it has signed a joint venture agreement with Chipita S.A., a Greek company, for the manufacture and sale of ready-to-eat delicious croissants in India through a joint venture company namely Britchip Foods Limited. BIL will hold 60% stake and Chipita will hold 40% stake in Britchip Foods Limited.Also in the year 2016-17, the Company acquired 26% stake in Sunandaram Foods Private Limited, a cake manufacturing unit in Assam. During the year 2017-18, the Company incorporated a wholly owned Subsidiary in Nepal under the name of Britannia Nepal Private Limited.During the year 2018-19, voluntary winding up of Daily Bread Gourmet Foods (India) Private Limited was initiated considering the unviability of the business in spite of the best efforts taken by the Company to revive the same.During the year 2019-20, Company incorporated a wholly owned subsidiary in Dhaka, Bangladesh under the name of Britannia Bangladesh Private Limited. It sold equity stake in Klassik Foods Private Limited, an Associate Company, during the year.During the FY 2021, Strategic Foods Uganda Limited in Uganda and Britannia Egypt LLC in Egypt were incorporated as step-down subsidiaries of the Company.During 2020-21, the Company implemented 3 transformational projects which mainly comprised of S/4 HANA to integrate all business processes and implement best-in-class practices across value chain; online dealer management system to take sales processes to the next level and end-to-end integration of vendor processes.The final listing and trading approval for the bonus debentures was received from the BSE Limited and National Stock Exchange of India Limited on 16 July 2021 and the bonus debentures got listed on both the exchanges w.e.f. 20 July 2021.During year 2020-21 , the Company commissioned 3 Biscuit Lines, 1 snack line and expanded its depot at the Integrated Food Park,Ranjangaon, in Maharashtra.During year 2021-22, the Company commissioned 2 Wafer lines at Perundurai Factory.During the year 2022-23, the Company commissioned Dairy Plant at Ranjangaon Food Park, Maharashtra; commissioned two large greenfield factories in Tirunelveli, Tamil Nadu and Barabanki, Uttar Pradesh; expanded Khurda and Ranjangaon Factories with biscuit and rusk lines.The Company through JVA with Bel SA, France and Britannia Dairy Private Limited (BDPL) sold 49% of its equity stake in its wholly owned subsidiary, BDPL to Bel and consequently, BDPL became a Joint Venture Company of Britannia Industries Limited and Bel SA in India under the name of Britannia Bel Foods Private Limited. Kenafric Biscuits Limited, Kenya and Catalyst Britania Brands Limited, Mauritius, became step down subsidiaries of Company during the year 2023. In 2023, the Company launched Nutrichoice Seeds, Herbs & Protein Cookies and also transformed Nutrichoice Essentials and Digestive with 100% Atta; launched Biscafe, a thin cracker which is designed as a great accompaniment to coffee; launched Winkin Cow Brand and invested in aseptic PET drinks technology; launched Centre-filled Croissants under the brand Treat .
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Strategic analysis on britannia - Download as a PDF or view online for free
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1. Strategic Analysis Sec- E, Group- 10 The Role of Strategy in Success: A Study of Britannia Industries Ltd. Group: 10, Sec: E :Member list: Suraj poddar (13202054) Sarthak Hota (13202040) Abhinav Tushant (1018002) Mohadev Mishra (13202024) Sumit Kumar Mula (1019029) JYOTI RANJAN MOHAPATRA (13202016)
2. Strategic Analysis Sec- E, Group- 10 Origin & Governance: In 1892, Britannia industries ltd. was started in Kolkata with an initial investment of Rs. 295. Britannia's business was flourishing with growing market. In 1978, Indian shareholding crossed 60%. 1983, it crossed the Rs. 100 crores revenue mark. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products market. The 50-50 Maska-Chaska became India's most successful product launch. In 2002, it formed a joint venture with Fonterra, the world's second largest Dairy Company. Having succeeded in garnering the trust of almost one-third of India's population and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. Products & Services: It has wide range of ready to eat products. Britannia does its business on Bakery (Biscuit, Cake and Bread) and Dairy (Cheese, Butter and Milk) products. About 90% of Britannia’s annual revenue comes from biscuits and 10% from Dairy products. The brands in Britannia are VitaMarieGold, Tiger, Nutrichoice Junior, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Good Day, Bourbon, Thin Arrowroot, Nice, Little Hearts, pure magic, flavoured Yoghurt, Dairy Whitener cookies and Actimind. Performance: Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. About 2007, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. In FY 2013-14, a challenging economic environment and intensely competitive market, Profit from Operations increased 69.6%, from 314.45 crores to 533.24 crores with a revenue growth of 12%. Company focused on profitability, capital productivity and working capital management to generate cash flow from operating activities of 614.51 crores compared to 272.01 crores in the previous year. Earnings per share increased to 30.87 from ` 19.57 in the previous year. Opportunities: Indian consumer with constantly expanding wallet and higher aspiration constitutes the largest opportunity for your Company. Second opportunity lies in the constant force of technology change which will provides Company to compete and to improve efficiency & productivity e.g. Biomass and Solar energy. The opportunities before the company are to increase its share in the dairy industry, expansion in foreign lands, product line extension. Challenges: Entry of new players, rise in cost of raw materials and both domestic & international seeking a share of the growing industry and willing to invest for the long term is a key threat. Opportunities are equally visible competitors of your Company and that constitutes the primary threat. As opportunities in rest of the world diminish, India will become one of the main sources of growth for many international players and that will pose a threat to your Company. Outlook: Company estimates growth to be 8%-10% which is lower than growth rates of earlier years. While this presents a revenue challenge, Company expects to be challenged on the cost front on account of commodity prices and in some case even by regulatory environment in areas such as excise and depreciation. In this environment, your Company will focus on the fundamental building blocks of business viz. width / depth and quality of distribution, efficiency in operations, consistent and high product quality, aggressive support for its brands and nurturing a strong and cohesive team to achieve faster than market and profitable growth. In the longer-term your Company expects the growth to track back to 12%-15% level. 1
3. Strategic Analysis Sec- E, Group- 10 A company's strategic position can be clarified by the various dimensions of corporate strategy, looking at value, imitations and perimeter, so is with Britannia Industries. Value Britannia has acquired a reputation of quality and value. It has also succeeded in garnering the trust of almost one-third of one billion population. Imitation Britannia faces a tough competition with its competitors as new imitated products are available, price war is there, therefore, Britannia always try to build its quality and deliver value to the customers. Perimeter Britannia has always focussed on expansion of business as from Britannia biscuits to dairy products market. In 2002, Britannia's new business division formed a joint venture with Fonterra, the world's second largest dairy company, and Britannia New Zealand Foods. Pvt. Ltd. Was born. Britannia Industry Hierarchy of Strategic Intent Vision – “to dominate the food and beverage market in India with a distinctive range of tasty yet healthy Britannia brands". Every third person in India should be a Britannia consumer. Mission –“to dominate the food and beverage market in India through a profitable range of "tasty yet healthy products" by making every Indian a Britannia consumer. Britannia also has a mission vision mission goals objectives Plans Most integrative Most specific Fewestinnumber Greatestinnumber 2
4. Strategic Analysis Sec- E, Group- 10 of- development of production in partnership and with our customers to their specifications and Flexibility and capability to meet the small and large production runs. Goals - To improve profitability To increase efficiency To capture a bigger market share To provide better customer service To improve employee training To reduce carbon emissions Objectives- The short term objectives are: to improve image to shareholders Improve internal processed and controls. The long term objectives are: To be the lowest cost producer in the market. to become the largest national player in the Plans : Britannia is planning to invest ₹200 crore over next two-three years to expand its production capacity. The company wanted to diversify into other areas of foods from biscuits and cakes and become a total foods company. Apart from these strategies, Britannia industry also focuses on various strategies as: Marketing channels- Britannia has tactically managed its marketing channels to retain control on products as well as pricing. It adopted the indirect marketing channel and uses the two level distribution channel. The company also relies on the dependent channel arrangement to avoid any conflict with the intermediaries. Physical distribution cum Logistic strategies- Physical distribution starts at the factory. Managers at Britannia makes decision of warehouse and transportation carrier that will deliver the goods to final destination in the desired time at the lowest cost possible. Britannia has level 1 , level 2, level 3 distribution channel levels. Level1: Availability of Britannia biscuits at all the departmental stores across the country. 3
5. Strategic Analysis Sec- E, Group- 10 Level2: Since it's an FMCG products this channel exist for the customers spread across India. Level3: Mass consumption and suitable for both domestic and international coverage. Sales Force Strategy- The main objective of the sales force of Britannia is to generate higher sales which would translate to increase revenue for the company. The sales manager in different regions delivers the product of the company to the distributors in those region who in turn supply the products to the various retailers and grocery outlets. Promotional strategy- Britannia is well known in the market for its various promotional strategy as: In 1999"Eat Britannia, Go for World Cup" (Britannia khao, world cup jao) was the theme adopted by Britannia in which people bought the biscuit packs and searched for the lucky scratch for flying to England to see world Cup Cricket match. The sales bounced 37% high on account of this strategy. The scheme came alive again during the world Cup Match in 2002-2003 in South Africa. They again gain market attention with the launch of movie "Lagaan" in which they invited 40,000 Britannia biscuit buyers to come and play with the star cast. . The Britannia Industries also follows the corporate social responsibility as: Catering to the national interest Committed to be a good corporate citizen The company prohibits any payment of bribes 4
6. Strategic Analysis Sec- E, Group- 10 Internal and External Analysis of Britannia Industries Bakery industry in India today has an important place in the industrial map of the country. With rapid growth, improvement in standard of living, westernization, increase in spending power, changing eating habits of people and increased transition from the unorganized sector to organized sector, bakery products have gained immense popularity among masses. Industry Structure The bakery industry is mainly popular in the southern part of India like the states of Andhra Pradesh, Maharashtra, West Bengal, Karnataka, Tamil Nadu and Kerala. Around 60% of production takes place in the unorganized sector. There are around 2 million unorganized bakeries in the country, comprising small bakery units, cottage and household type manufacturing. The organized sector consists of large, medium and small-scale manufacturers producing bread and biscuits. The market size for the industry in India is expected to reach 47 billion by 2015 with a growth of 50 to 60 % per annum. Industry Segments Bread: About 50% of this segment is organized and is growing at a rapid rate of 14-15% per year. The estimated size of the organized bread industry is about 50 billion. Biscuit: The biscuit market in India is estimated to be $100 billion and the industry is also gearing up to aggressively tap the medium and premium segment within the country. Biscuit industry in India in the organized sector produces around 60% of the total production, the balance 40% being contributed by the unorganized bakeries. Mainly in rural India the biscuit consumed by consumer is from unorganised sector. PORTER'S FIVE FORCES MODEL: Competitor Rivalry: BIL has a market share of 38% and has been growing at 27%, compared to the industry growth rate of 20% Battle-scarred Britannia on expansion spree, Business Standard and has many competitors based on the nature of product. Parle and ITC (Sunfeast) pose a great competition to BIL. BIL earning major of its income from the biscuits, and Parle and ITC are the other major players in biscuit market. BIL is also into the production of dairy products, where the two major players in market are Amul and Nestle. Amul is the leader in the dairy industry. There is also a high level of competition from the unorganized baking sector. Overall rivalry is high. Threat of New Entrants: The entry on a small scale dairy industry and in the unorganized baking sector is easy. But on the other hand to enter the large scale dairy industry and organized baking sector a huge amount of investment is required in terms acquiring assets and to establish supply and distribution chains. 5
7. Strategic Analysis Sec- E, Group- 10 Government regulations pertaining to food norms and others may also seem to be unattractive. Looking at the latest trends, the bakery industry is expected to earn huge revenues which might attract new entrants. So the threat of new entrants is moderate. Threat of Substitutes: Savoury snacks, crisps, cereals, fruits and other fast food can be substituted for biscuits. Dairy products are dubious to be replacing with other products as they key ingredients of majority of people’s diet. So the threat is a very moderate threat of substitutes. Buyer’s Power: The buyer’s of these products could be a retailer or the consumer. Both the dairy and bakery industry are price sensitive, so a little increase in price might lead the consumer to shift other brand or product. So the buyer’s power is calculated to be very strong. Supplier’s Power: The major supplies for a bakery industry include wheat, sugar and other agriculture products. And the major supplies for dairy products are milk. It’s difficult to bargain with the suppliers of the above mentioned inputs as the price of these inputs is majorly influenced by the production of these inputs. The prices tend to be high as the demand for these products is rising at much faster rate than supply. The secondary supplies include the packaging material. The secondary supplies can be easily substituted with the low-cost ones to save on cost. Overall the supplier’s power is assessed to be moderate. Conclusion of Five Forces Analysis: There is an existence of major players in the market with a moderate level of threat of new entrants and substitutes. The supplier’s power is moderate but the buyer’s power is measured to be strong. So the rivalry is suggested to be high. PESTEL ANALYSIS Political: Exemption on Customs Duty on Sugar Raw Material Import: Due to the shortage in the production of sugar the deadline for the exemption on customs duty on raw sugar imports has been extended. Exemption on customs duty will help in purchasing sugar at lower cost, which in turn will control the cost of production. VAT on Biscuits: The VAT of 12.5% on Biscuits. Price of the biscuits might need to be increased due to the high VAT rates which may result in switch of brands due to the highly competitive market. 6
8. Strategic Analysis Sec- E, Group- 10 Removal of Import Duty on Dairy Products: The whole-sale price based inflation indicates that the milk prices have moved up by 14.73% over the last year. The imports at cheaper rate would help in reduce the cost factor for dairy products. Incentives to Build Cold Storage Facilities: Wastage of food items due to lack of cold storage facilities lead to a loss of Rs. 500 billion every year. The government announces schemes and incentives to attract investments in cold storage warehousing would help in preserving products better and reduce the wastage cost. Economical Shortage of Milk: Even though the milk production has risen by 4.6% compound annual average growth rate, it still cannot match up with the increasing demand. Price of milk increased by 12.6% to 13.6% . This can cause an increase in the input cost for the dairy products and which in turn can lead to hike in price or lower profit margins. Globalization: Globalization a universal phenomenon is affecting each and every industry. This can serve as an opportunity to expand the business to a global level but on the other hand there is a threat of new entrants from international market. Requirements for Logistics: Logistics in India suffer due to the poor infrastructure and other limitations. Sophisticated third party logistics system will help in proper supply chain management and on time delivery of goods, which help in maintaining the shelf life of goods on meeting the demand on time. Social: Need for Healthy Eating Habits: Studies say that Indians are more prone to Coronary Artery Disease (CAD), which is the major independent risk factor causing Cardiovascular diseases, due to the smaller calibred arteries found in Indians. This suggests that Indians should move towards more healthy food and diet. This could be a new area to explore for Britannia with its new health associated products like Nuti-Choice biscuits and Actimind flavoured milk. Problems with Cloned Livestock: Cloned animals are supposed to be suffering from large-offspring syndrome. The mother cows face a problem in giving birth to the cloned animals as they are larger than normal. Also these cloned animals suffer from health which might make unsafe to consume the produce from them. Technological: Cloning of Livestock: India, a late entrant in cloning research, is now moving with a great pace in cloning technology. ‘Hand guided cloning technique’, a technique very different from the conservative cloning practice has been a successful venture. New Age Packaging: The new packaging systems help in protecting food from micro-organisms by creating shelter layer. It uses new technologies like oxygen scavenging function, atmosphere control, biodegrability etc. and is low cost. 7
9. Strategic Analysis Sec- E, Group- 10 Environmental: Change in the Climatic Conditions: Climate plays an important role in the agriculture process. The change in the rainfall pattern has been a matter of concern now in India. The agriculture sector in areas which are monsoon dependent suffered badly due to the change in the rainfall pattern. The sector suffered a huge loss in terms of total output. The loss in crop will affect the input supply and this might delay or cause problems in the production. So the industry might not be able to meet the demands resulting in the loss of customers. Legal: Raising the Norms for the Probiotic Food: There is a need for setting the standards for probiotic food. Clinical tests should be conducted on the probiotic foods before they could reach the market for sale. The Indian Council of Medical and Research has submitted the proposal for the same to the government. Strict norms will help in raising the quality standards but on the other hand the cost and time of production might subsequently increase. Identifying key success factors WHAT DO CUSTOMERS WANT? (Analysis of demand) HOW DO FIRMS SURVIVE COMPETITION? (Analysis of competition) KEY SUCCESS FACTORS BISCUITS Low price, variety, quality, quantity, flavours, availability at convenient stores, discounts, offers, packaging, taste, healthy, wheat instead of refined flour, health conscious. Markets localized, extension of product line, managing supplier and distributors network for availability of products, launching promotional offers, R&D in tastes and flavours, introducing more dietary and healthy product range. Convenient locations, competitive price challenge, wide variety of offerings, new product launch, quality parameters. 8
10. Strategic Analysis Sec- E, Group- 10 Internal analysis of Britannia: MCKINSEY'S FRAMEWORK: THE HARD S's: Strategy: The direction and scope of the Britannia company over the long term. Structure: The basic organization of the Britannia company, its departments, reporting lines, areas of expertise and responsibility (and how they inter-relate). Systems: Formal and informal procedures that govern everyday activity, covering everything frommanagement information systems, through to the systems at the point of contact with thecustomer (retail systems, call center systems, online systems, etc) THE SOFT S's: Skills: The capabilities and competencies that exist within the Britannia company. What it does best. Shared values: The values and beliefs of the Britannia company. Ultimately they guide employees towards 'valued' behaviour. Staff: The Britannia company's people resources and how they are developed, trained and motivated. 9
11. Strategic Analysis Sec- E, Group- 10 Style: The leadership approach of top management and the Britannia company's overall operating approach. The Challenges and the Opportunities Britannia faced While the fast-moving consumer goods sector has not had it as bad as others, nevertheless has been challenging. Battling costs rising and hurt consumer demand, the company have been hard pressed to balance growth in sales and profit. The challenges faced by Britannia: Britannia one of the India’s largest biscuit brands held market share of 38% in terms of value. Indian biscuit industry, the third largest producer of the biscuit in the world was highly under- penetrated. This presented numerous growth opportunities to new as well as existing players. Apart from the presence of big players like ITC foods, Parle, the local manufacturers of biscuits and other Indian snacks had been raising concerns for Britannia. Besides competition Britannia faced critical challenges due to declining margins in the biscuit industry due to increase costs of raw materials. The biscuits-to-breads company Britannia finds itself staring at a new challenge, which is employee attrition. Several middle and senior level managers are choosing to exit and the company is struggling to find replacements. Actual attrition rate (YTD) is around 25% (which has a seasonal bias) and there is no change in the pattern from previous years. This is typically the time when post- appraisal, some people from all the companies leave and settle in various other ones. The attrition rate on annual basis is likely to be near long-term averages. The opportunities the company have: The company adopted a three-pronged approach to overcome the challenges it faced. It focused on driving innovation by producing new high-margin, value-added product offerings, and boosting revenue by introducing differentiated brands with differential pricing and restructuring costs through improving operational efficiencies throughout the value chain. The company leveraged its strong brands through steady investment, investing in building additional capacity in order to increase in-house manufacturing of premium brands and focusing on complexity reduction with rationalised stock keeping units (SKUs) and work processes that resulted in profitable growth. The company invested in further strengthening its reach in urban and rural markets. It restructured distribution models to gain depth of distribution in urban markets and width of distribution in rural markets. 10
12. Strategic Analysis Sec- E, Group- 10 SWOT Analysis of Britannia STRENGTH WEAKNESS OPPORTUNITIES THREATS Recommendations The manufacturer should understand the consumer behaviour to beat the competition. Britannia should adopt a Push strategy of marketing in order generate more sales and giving more margins to the retailers. The company should try to get associated with the Government initiatives as Mid-day meal, Sarva Shiksha Abhiyan, National Rural Health Missions Introduce new flavours in their product range. They can open dedicated Britannia stores as of Amul for more market share and differentiating from others in the industry. Extensive distribution network Providing a wide range of biscuits Innovative advertisement Widely accepted in all generations Easily available in various form Depends on stores and retailers Low penetration in rural area Not an extensive overseas market Increases the cost of food products Increasing demand for diet and sugar free biscuit Retaining loyal retailers and wholesalers Targeting interior area of India Generate employment opportunity Local bakery products limitation New entrants like Cadbury Oreo, Sunfeast Dark fantasy Margin war among the major brands Unable to utilise all the resources efficiently 11
13. Strategic Analysis Sec- E, Group- 10 Conclusion Britannia Industries limited is the India's largest manufacturing company covering all sectors of bakery products and diversifying into dairy products market. Developing and generating trust amongst its consumer base and delivering quality products had made it success for Britannia. As we see the strategic direction of the company, today there is a neck-to-neck competition between the competitors in the market. Not only the manufacturers but also the home made bakery products is also giving a tough competition to Britannia. Imitation of the product is very fast in the FMCG industry. And companies like ITC, Parle G, are giving direct competition in terms of new product development, market coverage, and gaining more market share. In this scenario Britannia should adopt a Push strategy of marketing and on the same time provide the retailers and distributors with more percentage of margin as compared to the competitors margin so that the retailers also try to sell the products in the market. Research and Development is also one of the major concern and should be taken over on a continuous basis as the customers taste and preference and buying behaviour is changing on a fast pace. Britannia should join hands with the Government initiatives and support the activities to gain a good image and presence in the mindset of every Indian consumer. Britannia will surely be able to fulfil its desired mission of making every third person the consumer of Britannia if it follows the path of innovation and diversification. 12
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https://www.foodnavigator-asia.com/Article/2019/06/12/Democratising-high-quality-India-s-Britannia-Industries-ramps-up-international-focus-with-first-export-oriented-factory
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‘Democratising high quality’: India’s Britannia Industries ramps up international focus with first export-oriented factory
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Indian bakery goods giant Britannia Industries is looking to ramp up its international business focus with the development of its first export-oriented factory.
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foodnavigator-asia.com
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https://www.foodnavigator-asia.com/Article/2019/06/12/Democratising-high-quality-India-s-Britannia-Industries-ramps-up-international-focus-with-first-export-oriented-factory
|
The factory was launched last year in the Western Indian state of Gujarat, and is the product of INR160bn (US$22.9mn) worth of investment, according to Britannia Industries’ CEO of International Business Annu Gupta.
“The factory is the first facility that is 100% export-oriented – this means that not one single biscuit from there will be sold in India,” Gupta told FoodNavigator-Asia.
Outside of India, Britannia sees Singapore, Australia, New Zealand, the UAE, Nepal and Saudi Arabia as some of its most important markets, in addition to the United States and Canada.
“South East Asia has also been identified as one of the focus geographies for Britannia over the coming three years, and this significant capability enhancement [will certainly benefit this region].”
Major South East Asian markets for Britannia include Singapore, Philippines, Malaysia and most recently Myanmar.
Apart from the factory in Gujarat, the company also established local manufacturing facilities for some of its major markets, such as Nepal in April this year with the idea of directly supplying to the country and its adjoining regions.
“[The idea here] is that we must be far more locally available, especially in large markets [for Britannia], and this is a way to expand our presence in these markets,” said Gupta.
“We also see that there are some good locations in South East Asia, such as in Indonesia, Malaysia and Myanmar, but we will wait will we achieve critical mass in the region before taking the next step.”
Global and total foods company
Gupta added that Britannia CEO Varun Berry has placed much emphasis on developing the company to be a ‘truly global and total foods company’ since he took on the mantle in 2014.
“To be global means to expand our presence worldwide, and we’re looking that setting up more hubs to do that especially in South East Asia and Africa,” he said.
“As for becoming a total foods company, this means that we are looking at expanding our presence into other categories and segments out of bakery, for example into macro-snacking like wafers and into value-added dairy.”
Another overarching goal for the company is to provide ‘world-class products at the best value’, by using the ‘best ingredients from the best locations’ via secret recipes formulated over many years.
“Britannia has literally democratized the whole concept of high-quality products at affordable prices, making it possible for every average person in every level of society to afford our products and providing good value for money,” added Gupta.
Challenges
In response to queries about the major challenges that the company has faced so far in its 101 years of history, Gupta highlighted dealing with counterfeits and imitation products as one of the major issues he has had to deal with.
“We have seen the copying, duplication and imitation of not so conscientious parties happen many times, and the way we deal with this challenge is to overcome this competition with further innovation to provide the best value,” he said.
“We see these more as a catalyst to not only improve and do better, but also to learn how to become more efficient.”
In terms of sales volume and market share, it appears that this has paid off for Britannia – the company gained some 5% market share or 600 business points over the last six years in India despite the ‘spurious activities’ by counterfeiters, and Gupta is confident that this will continue to grow
Trends and innovations
In terms of innovation, Britannia houses its own in-house research centre complete with scientists and food technologists to make sure innovation is fast-paced.
“From the bakery space to health, chocolate, salty snacks, dairy and more, we are looking at innovation and NPD in all of these areas,” said Gupta.
“One of the key factors we are careful to pay attention is to make products ‘healthy yet tasty’, making sure that the excitement factor associated with our branding is not lost.
“The other is localisation – it is very important to cater to the local tastebuds of consumers in different geographies, and [because we are in over 79 countries worldwide, we need to be careful about this too.”
With regard to adapting to the healthy product trend, Gupta told us that Britannia is set to roll out norms with regard to sugar and salt reduction in the near future.
“This will be done in phases, and we will try to reduce by 5% in each phase. We are working with food safety authorities in India and the Gulf region to do this, and it will proceed through a calibrated approach,” he added.
A major goal for Britannia this year is to improve on the growth rate it has seen across the last five to seven years, and make sure this growth is sustainable.
Although Gupta remained coy on the actual targets, the company’s 2017-2018 Annual General Meeting report stated that consolidated revenue growth in 2018 stood at 9.7%, and consolidated profit growth in 2018 stood at 13.5%.
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https://www.livemint.com/Companies/nC6f46brFqfeIXWBMMHjBO/Britannia-Industries-has-an-overseas-business-of-over-Rs-200.html
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Britannia Industries has an overseas business of over ₹200 cr
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Britannia Industries has an overseas business of over ₹200 cr
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mint
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https://www.livemint.com/Companies/nC6f46brFqfeIXWBMMHjBO/Britannia-Industries-has-an-overseas-business-of-over-Rs-200.html
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Mumbai: Britannia Industries Ltd, ranked 20 in the PSB survey, has international business of over ₹ 200 crore. Revenues for the year ended 31 March 2010 was ₹ 3,416.60 crore. Britannia chief executive officer Vinita Bali expanded via email on the company’s perception overseas. Edited excerpts:
On overseas presence: Several of our bakery and dairy brands are available in approximately 30 countries.
On image building outside India: We support our brands selectively, depending on the market and this consists of in-market and some media support.
On key challenges in building a brand abroad: Establishing the relevance and differentiation of your brands in markets with an abundance of choice.
On customer perceptions: In our experience, consumers around the world buy brands and not companies or the way they are structured.
On stereotyping related to quality: To compete effectively, quality and its consistent delivery, is a given.
On sector status, identity: Being global is the way companies look at the world and their business. Consumers look for brands that satisfy their needs and are different, better and special.
On striking a balance between home, abroad: Each business is distinct - with its own portfolio and P&L.
On overseas opportunities: Growth opportunities are what we seek and some of our key markets are in the Middle East, South East Asia, Africa, Australia and North America.
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Cookies Market Size, Share, Trends, Scope, Analysis & Forecast
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Cookies Market size was valued at USD 35.22 Billion in 2024 and is projected to reach USD 52.39 Billion by 2031, growing at a CAGR of 5.09% from 2024-31
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https://www.verifiedmarketresearch.com/wp-content/uploads/2021/03/favicon-2.ico
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Verified Market Research
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https://www.verifiedmarketresearch.com/product/cookies-market/
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Cookies Market Valuation – 2024-2031
The rising consumer demand for easy and ready-to-eat snacks, owing to busy lives and the growing habit of snacking between meals plays a crucial role. Furthermore, improvements in flavor, ingredient quality, and health-conscious options, such as gluten-free, organic, and low-sugar cookies, are drawing a larger audience. The rising online retail industry also makes it easier to find a wide range of cookie items. Furthermore, smart marketing methods and appealing packaging help to increase the popularity and sales of cookies worldwide. The cookies market is estimated to surpass a revenue of USD 35.22 Billion in 2024 and reach USD 52.39 Billion by 2031.
Innovations include functional additives such as protein, fiber, and probiotics that have been incorporated into innovations to appeal to health-conscious consumers. Gluten-free, vegan, and allergen-free options are becoming increasingly popular, reflecting dietary trends. Premiumization tendencies have resulted in the creation of gourmet and artisanal cookies featuring distinct flavors and high-quality ingredients. Sustainability is also a priority, with brands implementing environmentally friendly packaging and sourcing techniques. The market is expected to rise with a projected CAGR of 5.09% from 2024 to 2031.
Cookies Market: Definition/ Overview
Cookies, also known as biscuits in many countries outside of North America, are small, sweet baked snacks made primarily of flour, sugar, butter, and eggs, but may also include chocolate chips, nuts, or dried fruits. They vary in shape, size, and texture, ranging from soft and chewy to crisp and crispy. Cookies are eaten as snacks or desserts and are frequently accompanied by beverages such as milk, tea, and coffee. Chocolate chip cookies, oatmeal raisin cookies, and shortbread are popular variations, each having their own distinct flavor and texture profile. The future of cookies and biscuits seems hopeful, thanks to shifting customer preferences, health trends, and technical developments in food manufacturing. As customers seek healthier snack options, there is a growing demand for cookies and biscuits made with whole grains, less sugar, and natural ingredients, such as gluten-free and vegan variants. Additionally, discerning shoppers are drawn to new flavors and premium, artisanal items. The advent of e-commerce and digital marketing is broadening market reach, while sustainability initiatives like eco-friendly packaging appeal to environmentally concerned consumers.
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How is the Rising E-Commerce and Convenience Snacking being Position to Thicken the Cookies Market?
The rising E-commerce platforms have expanded cookie producers’ reach by allowing them to sell straight to consumers without regard for geography. This potential has been especially useful for smaller brands and specialty products, as they may now access a global market. Online commerce provides a wide range of products that may not be available in physical locations, catering to varied consumer preferences and dietary needs.
Online shopping provides unparalleled convenience, allowing customers to purchase cookies from the comfort of their own homes at any time. This ease is a significant motivator, especially for busy consumers who may not have time to visit physical establishments. The ability to easily compare prices, read reviews, and find new products improves the buying experience significantly.
Furthermore, in the e-commerce industry, subscription services and direct-to-consumer models have grown in popularity. These models provide regular deliveries of cookies, often in unique or limited-edition flavors, keeping customers interested and loyal to the brand. This technique ensures consistent sales while also aiding in the collection of consumer data for personalized products. E-commerce platforms enable advanced marketing methods including targeted advertising and personalized suggestions based on browsing and purchasing history. These techniques promote recurring purchases and greater average order values.
Additionally, convenience snacking, a major trend driving the cookies market, is becoming increasingly popular among consumers as their lifestyles become busier. Consumers increasingly prefer quick and easy snack options. Cookies meet this requirement wonderfully, as they are portable, require little preparation, and come in single-serve packaging. This trend is especially noticeable among young consumers and metropolitan communities.
Innovative packaging that improves convenience is also important. Cookies are appealing as a convenient snack due to their resealable bags, single-serve packs, and freshness-preserving packaging. These packaging methods are especially useful in the e-commerce industry, where products must withstand shipment and handling. Promotional activities and discounts are often run by e-commerce platforms, which can attract price-sensitive consumers.
How do Nutritional Concerns and Ingredient Sourcing Obstruct the Cookies Market?
As consumer awareness of nutrition and health has grown, preferences have shifted toward better food options. Consumers are becoming wary of cookies heavy in sugar, bad fats, artificial ingredients, and allergies. Transparency in food labeling, including ingredient sourcing and nutritional content disclosure, is becoming increasingly important. Consumers want products that provide clear and accurate information about their components and nutritional value.
Regulatory organizations enforce strict nutritional labeling rules for food products, including cookies. Manufacturers must comply with these regulations by appropriately disclosing ingredients, allergies, nutritional values, and health claims on packaging. Regulations limit the health claims that can be made about cookies, particularly their nutritional value. This limitation has an impact on marketing techniques and the ability to present cookies as healthy options.
Furthermore, wheat flour, sugar, butter, and chocolate are key ingredients for cookies, and their prices fluctuate owing to factors such as weather, market demand, and geopolitical conflicts. Fluctuations in ingredient costs have an impact on manufacturing costs and profit margin. Maintaining consistent quality and adhering to food safety regulations for globally sourced commodities can be difficult. To reduce the danger of contamination, allergies, and variable quality, strict supply chain management is required.
Additionally, consumer and governmental pressure to lessen environmental effects necessitates that cookie producers adopt sustainable processes. This involves purchasing products from vendors who practice sustainable agriculture, decreasing packaging waste, and lowering the carbon footprint across the supply chain. Consumer and advocacy groups demand for ethical sourcing procedures, such as fair-trade certifications and labor rights agreements, compel firms to assure ethical sourcing. This increases the complexity and cost of ingredient acquisition, yet it is necessary for sustaining brand reputation and matching consumer expectations.
Differentiation based on nutritional quality and ingredient supply is critical in a competitive industry. Companies that experiment with better ingredients, such as whole grains, natural sweeteners, and plant-based alternatives, can attract health-conscious customers. Significant expenditure in research and development is frequently necessary to create and reformulate cookies with healthier ingredients. These costs must be balanced against consumer demand and competitive price tactics.
Category-Wise Acumens
How does the Increasing Demand for Traditional Cookies and Single-Serve Packs Fasten the Growth of the Cookies Market?
The increasing demand for traditional cookies, which are made with traditional components like flour, sugar, butter, and eggs, is driven by their nostalgic flavor and texture, making them popular with a wide range of people. They are often regarded as comfort meals, appreciated by people of many ages and cultures. Traditional cookies have a strong market presence, thanks to years of consumer trust and brand loyalty. Many consumers enjoy these cookies because of their consistent quality and flavor, which encourages repeat purchasing.
Traditional cookies are known for their versatility. They are commonly consumed as snacks with beverages such as tea or coffee, as desserts, or as treats at parties and gatherings. This adaptability keeps demand consistent throughout the year. Traditional cookies have global availability, as they are widely available through a variety of retail channels such as supermarkets, convenience stores, specialty stores, and, increasingly, online.
Furthermore, single-serve packs provide convenience and mobility, appealing to consumers looking for portion-controlled snacks that are easy to transport and consume while on the go. This eliminates the need for portioning and packaging at home, making it ideal for busy lifestyles and eating on the go. Single-serve packaging enhances product freshness and hygiene by preserving each serving’s integrity until used.
Additionally, single-serve packs appeal to a wide range of consumer groups, including those who live alone, students, office workers, travelers, and families looking for quick snack alternatives for their children. This broad appeal increases market reach and volume sales. Single-serve packs enable retail and marketing opportunities for merchants and producers by allowing them to introduce new flavors, limited-edition variants, and promotional offers. These packs frequently prompt impulse purchases and encourage trial among consumers who are afraid to commit to greater volumes.
The market is expanding due to the combined demand for conventional cookies and single-serve packets, which cater to a variety of consumer preferences and consumption circumstances. This diversity helps to reach new consumer niches and increase overall market penetration. Traditional cookies and single-serve packs both generate revenue, which helps manufacturers and merchants grow. Traditional cookies profit from consistent demand and customer loyalty, but single-serve packs capitalize on convenience-driven sales and impulse buying.
Will the Rising Consumption of Gluten-Free and Organic Cookies Contribute to the Positive Tempo of the Cookies Market?
The increasing awareness about health and nutrition has resulted in consumer preferences shifting towards products perceived as healthier items such as gluten-free and organic cookies. Individuals with dietary restrictions or those looking for clearer ingredient lists frequently choose these items.
Organic products are becoming more popular among customers due to concerns about pesticide residues, environmental impact, and the overall health benefits connected with organic farming practices. Within the overall cookie market, the gluten-free and organic cookies segment is expanding. As customer demand grows, manufacturers are expanding their product offerings to include gluten-free and organic options to meet these unique dietary needs.
Furthermore, the expansion of retail and e-commerce platforms has boosted access to gluten-free and organic cookies, allowing manufacturers to reach a larger audience interested in these products. Consumers are increasingly incorporating health and wellness considerations into their food purchases, selecting goods that are seen to contribute to a healthier lifestyle. Gluten-free and organic cookies fit into these trends, increasing their appeal and consumption.
Additionally, brands that market themselves as supplying gluten-free and organic cookies benefit from consumer trust and the idea that these products are healthier and more natural alternatives. Effective marketing methods that highlight health benefits and natural ingredients increase consumer attention and sales. Gluten-free and organic cookies frequently attract a higher price than normal cookies. This price strategy promotes market expansion by luring value-conscious customers prepared to pay extra for claimed health benefits and high-quality ingredients.
Regulatory systems that support organic certification and gluten-free labeling give consumers confidence in product quality and respect to specific dietary needs. Compliance with these criteria boosts consumer confidence and promotes market growth for gluten-free and organic cookies. Educational programs emphasizing the benefits of gluten-free and organic ingredients in cookies encourage customers to choose healthier eating choices. Increased awareness helps to sustain market demand and growth.
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Country/Region-wise Acumens
Will the Strong Consumer Demand and Innovative Product Offerings in North America Foster the Cookies Market Further?
The increasing consumer demand and innovative product offerings in North America are likely to foster further growth in the cookies market. Cookies have a rich cultural history in North America, serving as mainstays in a variety of social contexts including holidays, parties, and ordinary snacks. This cultural affinity ensures that demand remains stable and consistent.
Cookies, due to their versatility, are enjoyed in a variety of situations, including breakfast and lunchboxes, desserts, and midnight munchies. North American customers are more prone to buy indulgent and luxury snack options since they have relatively large discretionary incomes. Cookies are a simple snack option for many North Americans due to their hectic lifestyles. Companies constantly create new and fascinating flavours, as well as distinctive ingredients, to pique the interest of consumers. The emergence of cookies that respond to dietary preferences and constraints is being driven by a burgeoning health and wellness movement. Gluten-free, organic, low-sugar, and vegan cookies are popular among health-conscious consumers.
Furthermore, technological advancements have enabled personalized and adjustable cookie alternatives. Companies that offer personalized flavours, shapes, and packaging increase consumer involvement and happiness. Sustainability and ethical sourcing are becoming increasingly important to customers. Environmentally and socially conscious consumers are drawn to firms that emphasize sustainable processes and ethical ingredient sourcing (for example, fair-trade chocolate and organic flour).
Additionally, innovative packaging methods improve convenience, freshness, and environmental sustainability (for example, resealable packs and biodegradable materials). Consumers prefer practical and environmentally beneficial solutions. Integration of technology into production processes ensures higher quality and uniformity in cookie goods. Advancements in e-commerce and internet marketing reach a larger audience while effectively catering to markets.
Companies capitalize on emerging consumer trends such as plant-based diets, functional foods, and clean labels to launch new products that cater to changing preferences. Collaborations with other well-known businesses or influencers generate buzz and attract new customers. Partnerships, such as joint ventures with health-food firms, are used to develop innovative goods.
Will the Growing E-Commerce and Changing Lifestyle in Asia Pacific Region Enrich the Growth Cookies Market?
The rising E-commerce platforms provide consumers in both urban and rural places with access to a wide range of cookie brands and goods that may not be available locally. Online shopping provides convenience by allowing purchases to be made at any time and from any location, which is ideal for today’s busy schedules. E-commerce sites frequently contain reviews and ratings, allowing users to make more educated purchasing decisions.
Algorithms on these sites deliver personalized product recommendations based on previous purchases and browsing behaviour, improving the likelihood of future sales. Online businesses usually provide competitive prices, discounts, and bargains, making them more appealing than conventional storefronts. Flash sales, seasonal discounts, and bundled offers are driven by e-commerce sites, leading to significant sales spikes. Digital marketing tactics provide tailored advertising based on consumer demographics, interests, and behaviour.
Furthermore, integration with social media platforms allows firms to interact directly with customers, increasing brand loyalty and recognition. As more people relocate to cities, their lifestyles get busier, raising demand for simple, ready-to-eat snacks such as cookies. Brands create single-serve and smaller packaging to cater to on-the-go consumption, in line with today’s fast-paced lifestyle. Healthier snack options are gaining popular. Brands respond by providing cookies with less sugar, whole grains, and additional nutrients.
Additionally, gluten-free, vegan, and organic cookies are becoming more popular as health-conscious consumers demand them. Snacking between meals is growing increasingly common, increasing demand for a wide range of snack options, including cookies. Despite health trends, people still need decadent treats, and cookies satisfy this desire. Cookies are a popular choice during festivals and celebrations in many Asian cultures, resulting in seasonal demand. The tradition of gift-giving, particularly during the holidays, increases sales of premium and nicely wrapped cookies.
The rise of environmentally conscious consumers is encouraging firms to use sustainable packaging, which is heavily promoted online. E-commerce platforms give detailed product information, enabling consumers to make ethical purchase decisions.
Competitive Landscape
The competitive environment in the cookies industry is a dynamic mix of regional competitors, niche brands, and private label offers. These companies cater to special client preferences by providing distinctive flavours, healthier ingredients, allergen-free choices, or responding to local interests. Furthermore, the advent of e-commerce platforms allows smaller enterprises to reach a larger audience, whilst artisanal bakeries and home-based businesses provide unique, handcrafted cookies, attracting clients looking for premium or personalized options. This fragmentation increases competitiveness, with firms always coming up with new flavours, formats, and marketing methods to retain a devoted consumer base.
Some of the prominent players operating in the cookies market include:
Mondelēz International, Inc.
General Mills, Inc.
Ferrero International S.A.
PepsiCo, Inc.
Britannia Industries Ltd
Mckee Foods Corporation
The Campbell Soup Company
Danone S.A.
Patanjali Foods
Ferrero SpA
Latest Developments
In December 2023, A Ferrero-related Company announced that it has entered exclusive negotiations to fully acquire Michel et Augustin from Danone. Michel et Augustin was founded in the French market in 2004, it markets premium, products including sweet biscuits, savoury biscuits and snacks. These brands are sold mainly in France and in six other markets. The planned acquisition would improve Ferrero’s position in France and mark the latest purchase in the premium biscuits market, following the acquisitions of Burton’s Biscuit Company and Fox’s in the UK, Kelsen Group in Denmark and Delacre in Belgium.
In May 2024, Commercial Bakeries Corp., a Toronto-based producer of private label cookies, acquired Imagine Baking Inc., a manufacturer of specialty/premium and better-for-you crackers, cookies, biscuits, and brittle, with focus on the gluten-free and organic spaces. “Imagine Baking provides an opportunity for the combined company to expand its capabilities and capitalize on the growing trend towards private label baked snacks in the North American cookie and cracker market,” a news announcement said.
In October 2022, Leading bakery foods company Britannia Industries has acquired a controlling stake in Kenya-based Kenafric Biscuits, a move which will help the company set up a manufacturing base and expand sales in the African markets. “The object of the acquisition is the manufacture and sale of biscuits in Kenya and African markets,” said Britannia Industries, which owns brands such as Good Day, Tiger, NutriChoice, Milk Bikis and Marie Gold.
Report Scope
Cookies Market, By Category
Ingredients:
Traditional Cookies
Gluten-Free Cookies
Organic Cookies
Vegan Cookies
Sugar-Free Cookies
Type:
Oatmeal Cookies
Shortbread Cookies
Specialty Cookies
Packaging:
Bags
Boxes
Jars
Cans
Single-Serve Packs
Region:
North America
Europe
Asia-Pacific
Latin America
Middle East & Africa
Research Methodology of Verified Market Research:
To know more about the Research Methodology and other aspects of the research study, kindly get in touch with our sales team at Verified Market Research.
Reasons to Purchase this Report:
Qualitative and quantitative analysis of the market based on segmentation involving both economic as well as non-economic factors
Provision of market value (USD Billion) data for each segment and sub-segment
Indicates the region and segment that is expected to witness the fastest growth as well as to dominate the market
Analysis by geography highlighting the consumption of the product/service in the region as well as indicating the factors that are affecting the market within each region
Competitive landscape which incorporates the market ranking of the major players, along with new service/product launches, partnerships, business expansions and acquisitions in the past five years of companies profiled
Extensive company profiles comprising of company overview, company insights, product benchmarking and SWOT analysis for the major market players
The current as well as the future market outlook of the industry with respect to recent developments (which involve growth opportunities and drivers as well as challenges and restraints of both emerging as well as developed regions
Includes an in-depth analysis of the market of various perspectives through Porter’s five forces analysis
Provides insight into the market through Value Chain
Market dynamics scenario, along with growth opportunities of the market in the years to come
6-month post-sales analyst support
Customization of the Report
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Bel – Annual Financial Information – 2022 Results
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2023-03-15T00:00:00
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A year of expansion and acceleration Resilient financial performance in a high-inflation environment
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en
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https://www.groupe-bel.com/wp-content/themes/bel/assets/favicons/favicon.ico
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https://www.groupe-bel.com/en
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https://www.groupe-bel.com/en/newsroom/news/bel-annual-financial-information-2022-results/
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The Bel Group’s Board of Directors approved the consolidated financial statements for the year ended December 31, 2022 at its March 15, 2023 meeting under the chairmanship of Antoine Fievet.
Cécile Béliot, Chief Executive Officer of the Bel Group, commented: “In 2022, we have significantly accelerated our transformation and diversification strategy to give even more consumers access to portions of healthy food in our three complementary segments – dairy, fruit and plant-based products. In a complex and highly volatile market environment, Bel’s performance attests to the resilience of our legacy activities and the relevance of our strategic growth areas. Our responsible management of price increases also contributed to these very solid results, which reflect consumer attachment to our iconic brands and the confidence of our distributor partners despite the current economic environment. During the year, we also ramped up our international expansion by carrying out major transactions in China and India and signing strategic partnerships with several start-ups to accelerate the development of products containing alternative proteins. At the same time, we pursued our investment strategy and the deployment of our CSR commitments in order to build – alongside our partners – the food system of the future. This is both the key to our resilience and the foundation of our performance over the long term. Encouraged by these annual results, we look to the future with confidence while remaining attentive to the potential impact of ongoing inflation on sales volumes and consumer price sensitivity. We fully intend to capitalize on the quality of our teams, the strength of our brands and Bel’s financial solidity to pursue our growth objectives, while remaining true to our mission of championing healthier and responsible food for all.”
Frédéric Médard, Chief Impact Officer of the Bel Group, said: “With a strong organic growth, boosted by a positive price effect but also higher sales volumes, Bel ended the year with resilient financial performance. Thanks to the commitment of our teams and the quality of the various measures implemented, particularly in productivity, we succeeded in maintaining our financial equilibrium in 2022, despite the high-inflation environment that increased costs in all areas of expenditure, from raw materials and energy to transportation and labor. In line with our responsible model, we’ve successfully completed financing transactions linked to the achievement of our sustainable development objectives. The refinancing of our impact-linked credit facility and the signature of a Schuldschein loan agreement offer further proof of lenders’ confidence in Bel and our determination to manage the company’s growth and performance based on both financial and ESG criteria.”
Key Figures
Expansion into new territories to accelerate the implementation of Bel’s strategic roadmap
Bel made further progress on the transformation of its business model in 2022. In May, it completed a major strategic deal initiated in 2016 by acquiring the remaining shares in MOM, becoming the sole owner of all its share capital and voting rights. In December, Bel finalized the sale to Polmlek of its stake in Moroccan company Safilait.
Bel also continued to implement its international expansion strategy in 2022. In August, Bel acquired a 70% stake in Shandong Junjun Cheese to support its growth ambitions in China with manufacturing and innovation capabilities. In November, Bel signed an agreement with Indian food industry leader Britannia Industries Ltd. (BIL) to create a joint venture aimed at offering consumers in India a world-class range of delicious, nutritious and accessible cheese products. Alongside the Bel brand and its knowledge of cheese products, the joint venture will benefit from Britannia’s unequaled distribution network. The deal included the acquisition by Bel of a 49% stake in Britannia’s wholly owned subsidiary Britannia Dairy Private Limited (BDPL).
Increased commitment to CSR and unwavering support for the dairy industry
Bel joined the Science Based Target initiative (SBTi) back in 2017 to actively contribute to achieving the Paris Agreement objective of keeping global warming below +2°C. In first-half 2022, Bel strengthened its commitment to carbon reduction in order to help limit global warming to below +1.5°C. The new, more ambitious objective involves a 25% net reduction in greenhouse gas emissions across the entire value chain by 2035 [6] and the integration of carbon reduction as a management tool.
Bel achieved its Scope 1 and 2 greenhouse gas emissions reduction objective in 2022. It also introduced a new tool for measuring its products’ carbon impact, the “Bel Carbon Impact Tool”. The aim is to provide accurate and regular updates on its carbon footprint to all employees, departments, markets and brands so that each can contribute actively to the company’s carbon strategy. The new tool helps teams make the right decisions by enabling them to estimate their projects’ carbon impact. It was designated “2022 Project of the Year” at the Digital Finance Awards organized by Future of Finance and won the top award in the “Environmental Responsibility Development – Distributors” category at the Trophées LSA.
In October, Bel and WWF France celebrated the 10th anniversary of their partnership initiated in 2012, aimed at building a more sustainable food model. They also renewed their alliance to continue combating climate change and protecting biodiversity, strengthening their initiatives in four ambitious focus areas:
Sustainable and regenerative agriculture, based on a framework of concrete and quantified farming practices that shrink the environmental footprint and place “living soil” at the center of the ecosystem, notably by promoting biodiversity, carbon capture, farm resilience and the production of quality ingredients.
Preservation of biodiversity via ongoing work on impact measurement, in line with the collective initiatives carried out by Bel through the Science Based Targets Network (SBTN) and WWF France’s Natural Capital Lab.
Protection of forests and natural ecosystems through Bel’s commitment to onsite preservation and conservation and its support for WWF France’s carbon sequestration strategy.
Engagement with consumers so that they become agents of change by choosing to support a more sustainable food system.
After defining these strategic areas, Bel finalized its adoption of a Sustainability-Linked Financing Framework, validated by Moody’s ESG Solutions.
Lastly, in November, Bel and dairy producers association APBO renewed their partnership for the sixth consecutive year, agreeing on a higher milk price and more sustainable farming practices for the whole of 2023, for all volumes collected. This long-term visibility over prices and volumes bolsters the economic viability of 700 dairy farms and encourages the development of more sustainable practices, including grazing, GMO-free feed, carbon footprint reduction measures and pilot farms for innovative projects. With the economic crisis significantly increasing pressure on the entire food value chain, Bel carried out two price adjustments in 2022 to help dairy farmers deal with higher production costs.
Strong R&D dynamic with a view to developing the food of the future
Bel entered into several research partnerships in 2022, as part of its strategy of innovating to create the food of the future – healthy, responsible and accessible to all.
In July, Bel and Superbrewed Food initiated a strategic collaboration to develop a range of cheese products containing proteins made from biomass fermentation.
In November, Bel announced the signing of an exclusive partnership for cheese applications with French start-up Standing Ovation, which has developed an innovative precision fermentation process that produces caseins of non-animal origin. These proteins are identical to those naturally present in milk and provide all the nutritional qualities, functionality and traditional good taste of cheese. They also pave the way for products with a lower environmental impact and greater accessibility.
And in December, Bel launched its first range of cheese alternatives containing dairy proteins not sourced from milk, in partnership with start-up Perfect Day.
Resilient financial performance confirming the validity of Bel’s strategic decisions
The Bel Group recorded consolidated sales of €3,595.3 million in 2022, representing organic growth of 13.2%1. On a reported basis, sales were up 6.4% over the prior year, reflecting changes in the scope of consolidation, primarily related to the sale of an assets portfolio consisting primarily of the Leerdammer brand,[8] and a positive foreign exchange impact of 5.6%, resulting notably from the U.S. dollar’s appreciation against the euro.
This robust performance is attributable to strong growth in volumes in new territories, particularly the fruit segment in all geographies, very strong double-digit growth in China for the third year in a row, positive sales momentum in North America and the responsible management of price increases. Organic growth in annual sales was driven by increased sales of GoGo squeeZ® and Pom’Potes® products, as well as by Bel’s core brands, particularly Babybel® and Boursin®. Overall, annual sales increased across all brands and all regions in 2022.
Nurishh, Bel’s first global brand to be 100% plant-based, continued its development initiated in 2021 in line with consumer demand for alternatives to cheese. Positive momentum was also maintained by the new plant-based ranges rolled out by the core brands, with very good results for these varieties of Babybel® and Boursin®. Lastly, in terms of distribution channels, Bel’s e‑commerce and out-of-home (OOH) segments posted double-digit sales growth for the third year in a row. The e‑commerce segment continued to perform well, notably in China, the United States, the United Kingdom and Ireland. Positive trends were also recorded in the OOH segment, particularly in France, China and the United States.
After a first-half 2022 negatively impacted by the time lag between the additional costs generated by inflationary pressure on expenditure items and the implementation of selling price increases to offset those additional costs, Bel benefited in the second half of the year from the combined effect of price increases, trade-offs on investment projects to preserve profitability and the accelerated deployment of productivity improvement measures initiated several years ago. Recurring operating income totaled €187 million, up slightly from the previous year on a comparable structure basis (notably adjusted for the impact of the sale in 2021 of an assets portfolio consisting primarily of the Leerdammer brand). The recurring operating margin held firm at 5.2%.
Net financial expense amounted to a negative €24 million, a €10 million improvement over the previous year due notably to a favorable foreign exchange effect related to the devaluation of the Egyptian pound. Consolidated net profit, Group share came to €96 million versus €524 million in 2021. The sharp decline is attributable to the €466 million capital gain recorded in 2021 following the sale to Lactalis of an asset portfolio consisting primarily of the Leerdammer brand. Excluding this capital gain, consolidated net profit was up €38 million.
Free cash flow stood at €214 million despite the impact of inflation on working capital requirement and the investments made to support the fruit segment’s future development. This solid performance reflects the dynamic management of the company’s working capital, a positive calendar effect and the implementation of an off-balance sheet securitization program, which had an €132 million impact on free cash flow generation in 2022.
Solid financial structure linked to ambitious CSR objectives
At December 31, 2022, Bel’s balance sheet reflected a sound and solid financial structure. Total equity came to €1,592 million versus €1,682 million at December 31, 2021. Net financial debt, including right-of-use lease liabilities in application of IFRS 16, totaled €778 million compared to €645 million in 2021. This increase is primarily due to the acquisition on April 29, 2022 of the balance of capital in MOM, i.e. the remaining 17.44% of ordinary shares, for €208 million and to the external growth operations in China and India.
On December 31, 2022, Bel had €596 million in cash and cash equivalents and €550 million in credit facilities maturing in 2027 (2028 and 2029 if extended), representing a high level of liquidity.
During the year, Bel successfully carried out a major debt refinancing campaign aimed at securing funds over the long term and further diversifying its sources. The refinancing of its multi-currency revolving credit agreement was completed in September for €550 million. Provided by a syndicate of 11 banks or groups of banks and granted to Bel for a period of five years, with two one-year extension options, this credit facility is based on the achievement of three sustainable development objectives, in line with Bel’s Sustainability-Linked Financing Framework, put in place in July, 2022.
In December 2022, Bel successfully completed a €315 million Schuldschein issue, linked to the company’s sustainable development performance, for the purpose of pursuing its growth dynamic. The sustainability-linked issue was largely oversubscribed at attractive financial terms, attesting to lenders’ confidence in Bel’s ability to deliver on its financial and non-financial commitments.
2023 outlook
In a complex economic and financial environment, Bel demonstrated its resilience once again in 2022, recording another year of organic growth and protecting its margins thanks to its agility, its ability to adapt and its solid approach to both operational and financial management.
In line with the previous year, the beginning of 2023 was shaped by high across-the-board inflation, which notably resulted in soaring energy prices and increased labor costs. This inflationary trend seems to have taken hold in all regions of the world, making consumers more sensitive to product prices. Nevertheless, consumer confidence in Bel’s iconic brands, strong volume growth in the fruit segment and sustained momentum in China all confirm the validity of the strategic development areas chosen by Bel. In addition, the joint venture created with India’s Britannia Industries and the acquisition of a majority stake in China’s Shandong Junjun Cheese will enable Bel to pursue its growth strategy, expand its product portfolio and further strengthen its industrial footprint in Asia.
Against this backdrop, Bel intends to pursue the development of its three strategically-related business segments – dairy, fruit and plant-based products.
Bel’s financial performance indicators
The Group uses non-IFRS financial performance indicators internally and for its external communication. These
non-IFRS indicators are defined below:
Organic growth corresponds to reported sales growth, excluding impacts from foreign exchange fluctuations and
changes in the scope of consolidation, i.e. on a constant structure and exchange rate basis and excluding inflation
in Iran and Turkey. Since 2020, Iran’s economy is deemed to be a hyperinflation economy, so as Turkey since 2022. Accordingly, inflation impacts, based on the Consumer Price Index (CPI), were excluded when determining organic growth. The organic growth rate is calculated by applying the exchange rate for the prior year period to the current year period.
Operating margin corresponds to operating income.
Operating cash flow is composed of:
– (i) cash flow from operations, corresponding to profit before tax adjusted for the following items: depreciation and provisions, depreciation on rights of use, capital gains and losses on disposals, financial income and expenses, financial income and expenses on rights of use, income from companies accounted for by the equity method and other non-monetary items of income,
– (ii) plus changes in inventories, current receivables and payables, income taxes paid, acquisitions of property, plant and equipment and intangible assets, net investments in rights-of-use, disposals of property, disposals of plant and equipment and intangible assets, investment grants received, interest paid, and interest expense on rights-of-use.
Net financial debt is described in note 4.14 to the summary consolidated financial statements. It consists of longand short-term borrowings, long- and short-term right-of-use liabilities, and current used banking facilities, less
cash and cash equivalents.
This press release may contain forward-looking statements. Such trend and/or target information should in no way be regarded as earnings forecast data or performance indicators of any kind. This information is by nature subject to risks and uncertainties that may be beyond the Company’s control. A detailed description of these risks and uncertainties is provided in the Company’s Universal Registration Document, available at (www.groupe-bel.com).
More comprehensive information about the Bel Group can be found in the “Regulatory Information” section of the www.groupe-bel.com website
[1] This amount is adjusted from currency effects, changes in the scope of consolidation and hyperinflation in Iran and Turkey. Changes in the scope of consolidation relate to the sale of a portfolio comprising Royal Bel Leerdammer B.V., Bel Italia and Bel Deutschland subsidiaries, the Leerdammer brand and all related rights, plus Bel Shostka Ukraine, as well as the sale to Polmlek of Bel’s stake in Moroccan company Safilait and to the acquisition of a majority stake in Shandong JunJun Cheese.
[2] Portfolio comprising the Royal Bel Leerdammer B.V., Bel Italia and Bel Deutschland subsidiaries, the Leerdammer brand and all related rights, plus Bel Shostka Ukraine.
[3] For further information, the full report is available via the following link: Sustainability – Linked Financing Framework | July 2022
[4] Adjusted for the estimated impact of changes in the scope of consolidation (primarily the sale on September 30, 2021 of a portfolio comprising the Royal Bel Leerdammer B.V., Bel Italia and Bel Deutschland subsidiaries, the Leerdammer brand and all related rights, plus Bel Shostka Ukraine.
[5] The change in operating income at comparable scope of consolidation includes an adjustment for the €466 million capital gain recognized in 2021 on the sale of an asset portfolio consisting primarily of the Leerdammer brand.
[6] Vs 2017, considering group growth
[7] Sustainability-Linked Financing Framework
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dbpedia
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https://us.ukessays.com/essays/marketing/problems-facing-britannia-industries-limited-marketing-essay.php
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Britannia Industries Problems
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2023-11-06T20:30:17+00:00
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Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was
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https://us.ukessays.com/essays/marketing/problems-facing-britannia-industries-limited-marketing-essay.php
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Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannia’s business was growing. Britannia acquired a reputation for quality and value very fast. During the World War II, the Government rewarded Britannia by contracting it to supply “service biscuits” to Armed Forces. And therefore the company was incorporated in 1918 as Britannia Biscuits Co. Ltd. in Calcutta and in 1924, Peek Frean UK acquired a controlling stake in the company, which was later passed on to Associated Biscuits International UK (ABI). During the 1950s and 1960s, Britannia expanded its operations beyond Calcutta to Mumbai, Delhi and Chennai.
In the year 1978 company went for public issues and Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm and formed Britannia Industries Limited (BIL). It crossed the Rs100 crores revenue mark in next four years (in 1983).
In 1987, Nabisco acquired ABI. Then in 1989, JM Pillai, a Singapore-based non-resident Indian (NRI) businessman, and Grouped Danone acquired Asian operations of Nabisco and the controlling stake in Britannia. Later, Danone and Nusli Wadia took over Mr. Pillai’s holdings.
Britannia has been jointly owned by Danone and Wadia Group since 1997. The two along with five other companies form a holding company called Associated Biscuits International Ltd., which owns a 51% share of Britannia. The remaining 49% share is held by the public and financial institutions.
On the operations front, In 1997, the company unveiled its new corporate identity – “Eat Healthy, Think Better” – and made its first foray into the dairy products market. In 1999, the “Britannia Khao, World Cup Jao” promotion further fortified the affinity consumers
Britannia emerged as one of India’s biggest brands in 21st century in the country. It is equally recognized for taking innovative approach to its products and unique marketing concepts: the Lagaan Match was voted India’s most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India’s most successful product launch. In 2002, Britannia’s New Business Division formed a joint venture with Fonterra, the world’s second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia ‘One amongst the Top 200 Small Companies of the World’, and The Economic Times pegged Britannia India’s 2nd Most trusted brand.
Having succeeded in garnering the trust of almost one-third of India’s one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savor the results, happily ever after.
Britannia puts a lot of emphasis on its primary biscuit brands including Tiger, Good Day, Marie, Milk Bikis, 50:50 and Treat. Biscuits make up more than 80% of the company’s production – bread, cakes and dairy constitute the remaining 20%. Its brands are considered to be an excellent value by India’s price-conscious consumers.
BIL is the first company to introduce the several varieties of biscuits in India, such as 50:50, glucose biscuits for children, chocolate biscuits, butter biscuits and became the household name of the country. In fact some of these brands are bigger than several multinationals in the food business in India. The Tiger brand biscuit, one of the most well-known, is extremely popular among rural consumers – with almost 50% of the brand’s value sales coming in from rural areas.
Market of Britannia
According to Euromonitor International, Britannia continues to have a strong presence in India’s bakery products industry. In 2001, the company had 18.9% market share for all bakery products; that number rose to 19.9% by 2004. As for the biscuit portion of the business, Britannia had 41.2% market share in 2001 and 43.6% in 2004 when Britannia was the national leader in biscuit sales. Currently Britannia Industries Ltd, accounts for about 38% in value and 32% in volume of the organized biscuits market in India.
Bakery product sales increased from 13.9 billion Rupees (US$295.6 million) in 2001 to 17.2 billion Rupees (US$368.1 million) in 2004, a 7.6% compound annual growth rate. Biscuits made up 82% of Britannia’s bakery products value sales in 2001 and rose to 85% in 2004.
Of Britannia’s total biscuit value sales, 82% are from sweet biscuits and 18% are from savory biscuits and crackers. In the company’s baked foods category, 87% consist of bread products, 13% are cakes.
The entire biscuit market is estimated to be around 1.1 million tones per annum, totaling to around Rs 50 billion. The biscuit segments enjoy the most developed markets for any item having mass consumption, It covers over 90% of the overall potential market. This means over 900 million Indians consumes biscuits, with varying frequency in a year. From the supply side the market is highly competitive, with many small scale manufactures and the organized large scale sectors.
[Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm]
After the 1997 Britannia changed its strategies from product oriented to opportunity oriented. Earlier Britannia has narrow lined products mainly for kids but when the trends. Preferences and taste of common man changed Britannia also added number of varieties in its products and they in real sense used the opportunity in making the products, Britannia widen its product line which follows the STP.
They served the products for all the categories of people, now biscuit is not only meant for guest but also for the individuals by introducing tiger biscuits in small packs. Britannia holds about 46% of market share (Note1) by value in the fiercely competitive market. Targeting the key consumers and and changing the products with opportunity has worked for the Britannia and that’s why they are the leader in the biscuit range.
Note 1 – Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm
Product Portfolio of Britannia
Britannia’s entire product offering derive their premium qualities from the principles of health and taste. This key premise has led to the evolution of a lifetime menu where Britannia product exists for every stage in a person’s life. The highest consumption group for biscuit are children; here Britannia offers milk bikis with all the ‘goodness of milk’ required by younger kids. While the tiger brand is aimed for 7-14 year olds and provides them with the exuberant health required by winners of tomorrow. Treat a range of delicious cream biscuit- is meant as a treat for children during fun times.
A particularly notable success has been little hearts, meant for teenagers and kids, which has completely dispelled an erstwhile industry axiom that this target group did not snack on sweet biscuit.
Moving on other age groups, Britannia created 50-50 as a biscuit snack for young adults. The savory time pass brand is targeted at the same age group as well, Britannia mariegold, is regared as a tea-time offering, packed with wheat energy with health conscious urban adults. Good day, a cookie filled with rich ingredients is a healthy everyday treat for entire family.
Britannia has a range of cakes and bread entrenched in the bakery segment. These products allow the consumers a better interactions with the brand and maintains continuity of the taste with health promise.
In 2004, the company was extremely active in rolling out new products. It introduced its Little Hearts brand, which are referred to as “melt in the mouth” biscuits. Little Hearts Orange (orange-flavored biscuits) and Classic retail for 10 Rupees. Britannia also added Blackcurrant Treat, Jam Treat, Good Day Gingernut and Good Day Choco-Nut to its growing biscuit line in 2004. For the bread and dairy markets, Britannia introduced NutriChoice vitamin-enriched bread and Milk Man low-fat cheese slices.
There were no new product launches in 2005, instead the company worked on strengthening existing brands. It released Premium Assorted Exotic Creme Biscuits, which feature varieties of some of the most popular biscuits – Pure Magic Chocolate, Pure Magic Vanilla, Pure Magic Strawberry & Vanilla and Jam Treat. The pack retails for 100 Rupees. The company also reformulated its 50:50 Maska Chaska biscuits.
Sourcing Strategy: Outsourcing Vs Manufacturing
With only four plants located in the country, it’s hard to imagine how Britannia Industries Ltd. became one of the largest food companies in India. But thanks to the company’s system of outsourcing a significant quantity of products, Britannia is able to offer more than 13 brands and more than 200 SKUs for its customers in India and around the world.
The company’s plants are located in India’s four major metropolitan cities – Kolkata in eastern India, Chennai in southern India and Delhi and Uttaranchal in northern India. Combined, these facilities employ more than 4,300 people and yet only make 30% of the company’s products. Sixty-one other contracted factories produce the remaining 70% of Britannia’s product line.
It’s a distributed manufacturing strategy in Britannia Industries Limited designed to optimize the delivered cost to the consumer. Outsourcing manufacturing is a model used by many other companies in India, both in the consumer packaged and durable goods segment in such companies Britannia Industries Limited and Hindustan Unilever limited are effectively using this strategy.
The 61 factories contracted to produce Britannia products do not produce any other products at their locations. Certain brands and product varieties are made at particular facilities. Even though the contracted facilities are not owned by Britannia, they are monitored by company representatives to ensure quality control.
For example in the northern region of India there are eight manufacturing units including Britannia Industries limited New Delhi, where Britannia has outsourced its manufacturing. And for the quality control there is a Quality Assurance Team guided by Quality Assurance Manager Mr. Dev Raj Dabas. A brief introduction of these eight is given below:
French Foods Faridabad
Gokul Foods Kanpur
RKM Foods Kandrori
BIL New Delhi
Delta Foods Biscuits Gaziabad
Delta Foods Cake Gaziabad
JB Managaram Gawalior
Super Snacks Gaziabad
Britannia generally launches products that offer the company good returns, supporting these through brand building and leveraging on its nationwide supply chain.
Sales and Distribution of Britannia
Britannia two different kinds of distribution networks one is for dairy products and other one is Bakery products. Here distribution network of bakery products has been discussed. In Bakery products Britannia applies two kind of distribution system. These are given below:
Mass Distribution
Selective Distribution
1. Mass Distribution
Britannia use to produce general FMCG products which are in form of packaged food and which need not to have very special kind of distribution strategy. Like other FMCG companies Britannia also use mass distribution system. Since all almost all the products of Britannia are of low price, repeat purchase items, and does not require much of effort from customer side. So ultimately these products are sold on mass distribution basis.
Mass Distribution Structure of Britannia for Bakery Products:
C&F
Distributor 1
Retailers
Consumers
Distributor 2
Distributor 3
Factory
There are four C&F of Britannia in NCR region:
Mudka – Bahadurgarh
Bakoli
Gaziabad
Kundali- Sonipat
49 distributors are working under these four C&F. The distribution network of Britannia’s products from top to bottom is given below:
First of all stock is sent to these C&F, and then this stock is sent to the various distribution canters of Britannia. All of these distribution centers do not contain products of any other brand. Now this supply of stock is based on full e-network. This system has been provided a particular terminology i.e. “UDAAN PACKAGE”. In this system the accountant who is in distribution center submits an online order to the C&F. Then in C&F the order for a particular distribution center is automatically generated and further fulfills by C&F.
Britannia has established these C&F at very appropriate locations. As soon as there is a demand generated in any distribution centre These C&F are able to fulfill the demand within four to six hours. So it is clear that C&F provides quick delivery to the distribution centre. But in order to meet this demand the C&F also has to keep some inventory with it.
Now if we talk according to the distribution point of view we will find that Distribution Centre has to also make some inventory in order to meet any kind of scarcity or instant demand. According to Mr. Randhir Kumar, (Territory Sales Incharge, Britannia Industries Limited), the distribution center has to maintain inventory of three days.
Now the distribution of stock from the distributor to retailer can be further explained by taking a distributor Keshav Enterprises. Keshav Enterprises is the distributor near Kishan Garh Vasant Kunj; handles 850-1000 outlets. The area which a distributor covers is also very large. E.g. Keshav Enterprises handles Munirka, R.K. Puram, South Moti Bagh, Vasant Kunj, Sataya Niketan, Mahipal Pur, Kapashera Border, Bijwasan, Nangal Dairy and Vasant Vihar. There are 49 such distributors of Britannia in Delhi.
Under this distributor five sales men work and they cover the entire area which is mentioned above.
Here the distribution is again divided into two parts i.e. distribution for
General Shops
Key Account Outlets (KAT)
1). General Shops
Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the number of these outlets is not content, it varies time by time as they are not very loyal to the company and also does not contribute to very prominent sale.
2). Key Account Outlets (KAT)
These outlets are covered by two sales men and they take order from these outlets biweekly. These sales men visit twenty to twenty five outlets every day. These outlets are very much loyal to the company and provide prominent business to the company. So from the sales point of view these outlets are very important.
Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are two processes:
Order Booking
Ready Stock
1). Order Booking
There are separate sales teams who perform this task. For example one sales team has to go for order booking. In this process the salesman first go to shop to shop and book the orders from there. On the other day or some times on the same day the delivery van goes every where in order to fulfill the orders. Now due to this method distributor not only gains the sales as well as looses the sale. Order booking process is done in Britannia on Biweekly or Weekly basis. Some times Order Booking and Ready Stock both the task are performed by the same sales man.
Benefits of Order Booking
In this process the distributor always remains in better position to forecast the demand. As the sales man has already an order list. This helps not only to the distributors but also to the C&F as well as finally to the factory in order to make more realistic demand.
Since the sales man does not have to do more but to book the order, it enables the sales man to search out the new opportunities in the market. It helps not only to the company but also to the sales man as sales man gets special rewards from the company side.
Since during this process the sales man gets extra time in which he/she gets enough time to interact with the retailer which is again very important.
Actually the retailer does not want only profit but also a better respect and courtesy from the salesman. So in such situations if the retailer is getting good time with the salesman, surely he will be more loyal to the company. Also during this period the sales man could increase the visibility of its products in the shelves of the shop keeper.
Drawbacks of Order Booking
Along with all these benefits there are some drawbacks also involved in this advance booking process. Some times sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on next day. But during this period the sales man of other company comes and provides the same product at some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales man.
2). Ready Stock
In this process the sales man carry the team along with him which contain a delivery van, a driver, and one or two helpers. The sales man takes order from the shops and also places the order at the spot. There are following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way.
Benefits of Ready Stock
The retailer gets stock on the spot without any delay.
The sales man does not give a chance to the retailer to switch any other brand.
The defected stock is replaced on the spot.
Drawbacks of Ready Stock
The sales man does not get enough time; he simply dumps the stock and moves from one store to another store.
Even then he does not cover many retailers, as the delivery process takes a lot of time.
What amount of stock should be carried by the sales man is also can not be predicted.
The sales man moves to pre decided path and could not find new shops, so the market penetration by the sales man is also very rare in this case.
2. Selective Distribution
Selective distribution is done for premium products of Britannia. There are eight SKUs, for which Britannia uses selective distribution. These brands are:
Chochlor Intoxication
Almond Addiction
Chocolus Addiction
These products are very costly and lie between the prices ranges of Rs. 150 to Rs. 200. Now these products are not supplied by the distribution centre but directly from C&F. These distributions are done through the Merchandiser Team. Merchandiser Team is elaborated in further pages.
Merchandiser takes order from these exclusive shops and transfers this order to the C&F. Now C&F sends the stock and the billing is done by the respective distribution centre.
Selective Distribution Structure of Britannia for Bakery Products
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
Exclusive Retail Outlet
C&F
C&F
Factory
The Challenges
To compete effectively, Britannia found that it was essential to get sales people out in front of customers – yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow more time to be spent with customers, while providing easier access to ordering and production management tools.
The Solution
Use of ERP based solution in Supply Chain
It is recommended that Britannia implement “mySAP” ERP applications for the high performance and highly scalable IBM technologies. The mySAP ERP software enables full access to company’s inventory, production planning, sales order systems accessed through a simple Web browser and SAP client.
The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with better technical performance leading to increased productivity . Sales team can complete orders quickly without waiting to return to the office; Britannia can provide information on pricing of the existing product and stock-availability in real time; lower software license fees for remote systems and reduced administrative and maintenance workload means a significant reduction in TCO.
The ERP functions from the perspective of supply chain optimization are shown in following flowchart.
Overall process optimization
Expense optimization
Revenue and Profit optimization
Logistics optimization
Knowledge optimization
ERP optimization at various stages of supply chain
The business value of the ERP system includes:
Streamlined supply chain and accurate information.
Reduced supply chain costs.
Increased sales through accurate product availability.
The following figure highlights IT components in ERP, IT infrastructure and resources in SCM. The SCM planning is the input for ERP.
Operating system
Data warehouse
Retail Link
Data, account, analysis
Forecast
Inventory plan
ERP
SCM Manufacturing planning
Feedback
S
E
R
V
E
R
S
Intelligent Systems
Internet
ERP, IT Infrastructure and resources in SCM
Key Solution Components
Industry: Foods
Applications: mySAPâ„¢ ERP ECC 6.0
Hardware: IBM System p5™ 570, p5-520, IBM System Storage® DS4300™, IBM TotalStorage® 3580 tape drives
Software: IBM AIX® 5.3, IBM DB2®
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Britannia Industries Share Price
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2023-07-05T07:17:05+05:30
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Get Britannia Industries Share Price Target & Fundamental Analysis of Stocks. History of Britannia Industries. Britannia Industries Business Performance.....
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Research and Ranking
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https://www.equentis.com/blog/britannia-industries-share-price/
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Introduction
Britannia is a brand many generations of Indians have grown up with, with several cherished and loved brands in India and the world. It has also created a lot of shareholder wealth over the last two decades since it was listed.
In this article, we try and understand the strengths of Britannia Industries and its prospects in the future.
Britannia Industries Overview
Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues of over INR 16,000 Cr. Britannia is a part of the Wadia group (headed by Nusli Wadia), which comprises companies like Bombay Dyeing, Bombay Burmah Trading Corporation, National Peroxide, Go Air, etc.
Britannia is among the most trusted food brands manufacturing well-known brands like Good Day, Tiger, NutriChoice, Milk Bikis, and Marie Gold, which are household names in India.
Britannia Industries’ product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products, including Cheese, Beverages, Milk, and Yoghurt. It sells its products through more than 26.8 lakh direct outlets and 28k rural preferred dealers as of March 2023.
Britannia Industries Journey
1892: Britannia Industry was founded in 1892 by a group of British businessmen with an investment of INR 295. Initially, biscuits were manufactured in a small house in central Kolkata. Here are some of the critical milestones in the history of the company.
1918: The Company was incorporated on 21st March as a Public Limited Company under the Indian Companies Act, 1913
1954: The development of high-quality sliced and wrapped bread in India was pioneered by the company
1955: Britannia launched Bourbon biscuits
1963: Britannia cakes hit the market
1979: Effective 3rd October, the company’s name was changed from Britannia Biscuit Co. Ltd. to Britannia Industries Ltd.
1983: Sales cross INR 100 crores mark
1986: Good Day brand was launched
1989: Executive office of the company was shifted to Bangalore
1993: Little Hearts and 50-50 was launched
1997: Britannia Incorporates the ‘Eat Healthy. Think better’ corporate identity
2000: Britannia was voted in the top 300 small companies by Forbes Global
2004: Britannia was accorded the status of being a ‘Superbrand.’
2014: Tie up with Amazon for the launch of its latest product, Good Day Chunkies, a premium chocolate chip cookie
2016: R&D facility launched in Karnataka
2017: Entered into a joint venture agreement with Chipita S.A., a Greek company, to manufacture and sell ready-to-eat delicious croissants.
2018: The Company celebrates 100 years of incorporation
2021: Good Day re-launched, inspired by the smiles of India
2022: The Company entered into a joint venture with BEL for cheese.
Britannia has faced numerous challenges throughout its journey, demonstrating resilience and commitment to innovation and sustainability. The company continues to evolve and adapt to changing market conditions while focusing on delivering high-quality products to its customers.
Britannia Industries Management Profile
Mr. Nusli Wadia is a well-known Indian industrialist. He is the Chairman of Britannia Industries and also the Chairman of Wadia group companies. He is also a Director on the board of several Indian companies. He was appointed to the Prime Minister’s Council on Trade and Industry between the period of 1998 to 2004. He has a distinct presence in public affairs and has been actively associated with leading charitable and educational institutions.
Mr. Varun Berry is the MD & Vice Chairman of Britannia Industries. He joined the company as Vice President and Chief Operating Officer on 1st Feb 2013. He has an experience of over 27 years with premier companies like Hindustan Unilever and PepsiCo, both in India and overseas, and a successful track record in leading start-ups, turnarounds, joint ventures, and growth businesses.
Mr. Ranjeet Kohli is the Executive Director & CEO of Britannia Industries. He joined the company on 26th September 2022. He has served in numerous senior leadership roles during his 25+ years career in sectors like FMCG & Retail and joins Britannia from India’s largest Food Services Company, Jubilant FoodWorks. He has an excellent track record of building & scaling up high-performance businesses and has been successful in shaping & executing winning strategies.
Mr. Venkataraman N is the Executive Director & CFO of Britannia Industries. He has over 35 years of rich experience and has been associated with Britannia Industries Limited since April 2007. Before this, he was heading the Finance functions of the two-wheeler and commercial vehicle businesses of Eicher Motors Limited. He leads Finance, Business Commercial, IT, Legal, Secretarial, and Business Strategy functions in Britannia and is also responsible for the Company’s Cost efficiency and IT Transformation initiatives.
Mr. Amit Doshi is the CMO of Britannia Industries. He joined the company on 17th Jan 2022. He is a marketing and sales leader with 19 years of diverse business & capability building experience in key innovation, brand marketing, digital, sales, and customer development roles. In his previous assignment, he was Director, Marketing and part of the Indian and Asia-Pacific Marketing leadership team at Lenovo.
Britannia Industries Shareholding Pattern
Britannia Industries Company Analysis
Various business segments of Britannia Industries are as follows:
1. Biscuits – Good Day, Marie Gold, Milk Bikis, 50-50, Jim Jam, etc.
2. Dairy – Britannia Cheese slice, Britannia WINKIN Cow thick shakes, Britannia Come Alive Paneer, etc.
3. Snacking – Britannia Treat Croissant, Britannia Time Pass Chips, Britannia Treat Cream Wafer, etc.
4. Cakes – Britannia Muffils cakes, Britannia Cake Roll YO!, Britannia Cake Tiffin fun, etc.
5. Rusk – Toastea
6. Bread – Sandwich White bread, Fruit bread, 100% Whole Wheat Sandwich bread, etc.
Under Varun Berry’s leadership, Britannia has consolidated its position in the core biscuits segment, while its non-biscuits execution has been sub-par. Over the last decade, despite multiple initiatives, the company has yet to be able to diversify from Biscuits. Share of non-biscuits hovers at 22-25%. Further to its aspiration to become a ‘Total Foods Company,’ Britannia aims “to move from the side of the plate to the middle”. Post Covid-19, the share of biscuits has seen expansion.
The company will focus on clocking equal revenue contributions from its biscuits and non-biscuits segments for the next decade (per an interaction between Britannia Management & CNBC – TV18). It has set a target of expanding non-biscuits’ contribution to ~35% in the next three years, to 40-45% in five years, and to ~50% in the coming ten years, with expected growth acceleration in the non-biscuits segment.
For the growth of their other business segment, Britannia took some significant steps, like
Entering into a joint venture with an international company like Chipita S.A. to boost the croissants segment
Partnering with BEL to boost Dairy products like cheese.
Britannia is also spending money on innovation and new product launches, including a new variety of cakes and dairy products.
Britannia Industries Fundamental Analysis
Revenue and Profitability
The Company reported consolidated revenue from operations at INR 16,301 Cr in FY23, up 15.3% Y-o-Y compared to INR 14,136 Cr in FY22.
It reported consolidated profit after tax (PAT) of INR 2,316 Cr for FY23, a 53% rise Y-o-Y.
Operating margins have stayed in the 16%-17% range for the last five years except for FY21, when it reached 19%, driven by higher home consumption of packaged food during the pandemic.
Return on Capital Employed
Britannia Industries has been able to post consistent ROCE numbers on the back of its market leadership and ability to pass on price hikes to customers.
The company delivered 28% ROCE in FY23 against 23.2% in FY22. The company saw margins improving significantly in Q3 and Q4 of FY23, which led to higher PAT and return ratios.
Britannia Industries Share Price History
Britannia Industries is a stock that hasn’t disappointed investors. The company continues to deliver exceptional performance yearly, reflecting Britannia’s share performance. Britannia has delivered a 10-year CAGR of 31% from INR 280 on 25th June 2013 to currently trading at INR 3,438 per share on 25h June 2023.
The stock price was around INR 63 per share in 1999 (accounting for stock splits and bonus shares), and since then, the company has multiplied investor wealth by a whopping 54x times. The business has built strong moats around its brands, distribution, and marketing, which may be challenging to beat.
Britannia Industries Share Price Target Growth Potential
Biscuits market share continues to rise:
As seen in the chart below, Britannia Industries has consistently increased its market share and the gap between the largest and the 2nd largest player. It is well-positioned to continue its leadership march in the Biscuits category. Britannia follows a price-straddle approach, which hooks a consumer to the portfolio. This is unlike peer Parle — a strong mass-end player — which has yet to see success in the premium portfolio. On the other hand, ITC is looking to scale its business at the premium end with focused interventions.
Adjacencies provide new levers of growth:
The company has been charting its business diversification for a long time, albeit dragging its feet on the execution front (non-biscuits share remains at 22-25% of sales). Factors such as robust opportunity in core biscuits, Britannia’s limited domain knowledge in adjacencies, and negative margin mix have hurt its diversification agenda. Britannia is looking to secure partnerships with domain experts, like its tie-up in the croissants/cheese space. Management aspires to achieve 35% revenue from non-biscuits in three years, expanding it to 40% in five years and 50% in ten.
Heightened capex plan till FY25
The company plans a capex of INR 500-600 crore in FY2024 towards investment in enhancing dairy capacity, a new facility in Bihar, and investments in an existing facility in Ranjangaon. Capex will moderate from FY26 onwards.
Key risks:
Key risks include:
Sustained inflation in key wheat flour
A surge in competitive intensity (spike at the premium end),
Company’s inability to execute in adjacencies, and
Sustained rural slowdown
*Disclaimer Note: The securities quoted, if any, are for illustration only and are not recommendatory. This article is for education purposes only and shall not be considerea d as recommendation or investment advice by Research & Ranking. We will not be liable for any losses that may occur. Investment in securities market are subject to market risks. Read all the related documents carefully before investing. Registration granted by SEBI, membership of BASL, and certification from NISM in no way guarantee the performance of the intermediary or provide any assurance of returns to investors.
FAQs
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Global Cookies and Crackers Market Scope [2023-2030] | 121 Pages Report
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[Latest Report – 121 Pages] Our Latest Report on the global "Cookies and Crackers Market" 2023 shows a steady and strong upward trend in recent years, and this trend is anticipated to remain favorable through 2030. Our report provides a comprehensive examination of the industry, covering aspects suc
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https://www.linkedin.com/pulse/global-cookies-crackers-market-scope-2023-2030
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[Latest Report – 121 Pages]
Our Latest Report on the global "Cookies and Crackers Market" 2023 shows a steady and strong upward trend in recent years, and this trend is anticipated to remain favorable through 2030. Our report provides a comprehensive examination of the industry, covering aspects such as market size, prominent players, regional assessment, and the trends in growth. It covers different types (Savoury Biscuits, Sweet Biscuits (Cookies)), applications (Supermarkets and Hypermarkets, Specialist Stores, Independent Retailers, Convenience Stores, Online Retailers), Region (North America, Europe, Asia-Pacific, South America, The Middle East and Africa), and Market Leaders (Mondelez International, Kellogg Co., Campbell Soup, The Kraft Heinz Company, Pepperidge Farm, McKee Foods Corp., General Mills, The Hershey Company, Nestlé S.A., Unilever PLC, Parle Products Pvt. Ltd, Britannia Industries Ltd., Burton's Foods Ltd, Lotus Bakeries NV, ITC, United Biscuits, Cadbury, Walkers Shortbread Ltd). Anticipated annual growth in the Cookies and Crackers market from 2023 to 2030 is projected to be remarkable, with a magnificent Compound Annual Growth Rate (CAGR).
Get a Sample PDF of the Report at - https://www.researchreportsworld.com/enquiry/request-sample/21937739
The report offers an extensive examination of the market, encompassing its value chain, pricing evaluation, production capabilities, as well as demand and supply figures. Additionally, it provides valuable insights into industry prospects, encompassing emerging trends, recent product innovations, corporate strategies, and investment opportunities.
Who is the largest manufacturers of Cookies and Crackers Market worldwide?
Mondelez International
Kellogg Co.
Campbell Soup
The Kraft Heinz Company
Pepperidge Farm
McKee Foods Corp.
General Mills
The Hershey Company
Nestlé S.A.
Unilever PLC
Parle Products Pvt. Ltd
Britannia Industries Ltd.
Burton's Foods Ltd
Lotus Bakeries NV
ITC
United Biscuits
Cadbury
Walkers Shortbread Ltd
The report includes comprehensive competitive intelligence, encompassing the following data elements:
Overview of the Business
Business Model
Financial Information
Current Financial Status
Funding-related Financials
Analysis and Specifications of Product/Service Segments
Analysis of Recent Developments and Company Strategies
SWOT Analysis
Get a Sample Copy of the Cookies and Crackers Market Report (2023-2030)
Short Description about Cookies and Crackers Market:
The Cookies and Crackers market is on an upward trajectory, with a promising outlook from 2023 to 2030, driven by dynamic strategies employed by key market players.
Research Reports World, a leading authority in Market, is proud to announce the release of its latest market research report, offering a deep dive into the Cookies and Crackers Market landscape. This comprehensive report provides invaluable insights, trends, and data-driven analysis that will empower businesses to make informed decisions and seize opportunities in the ever-evolving Cookies and Crackers market space.
Incorporating a meticulous examination of [relevant factors, such as consumer behavior, emerging technologies, competitive landscape, etc.], this report equips industry stakeholders with the knowledge and intelligence needed to navigate the market landscape effectively.
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What are the factors driving the growth of the Cookies and Crackers Market?
Supermarkets and Hypermarkets
Specialist Stores
Independent Retailers
Convenience Stores
Online Retailers
What are the types of Cookies and Crackers available in the Market?
Savoury Biscuits
Sweet Biscuits (Cookies)
Which regions are leading the Cookies and Crackers Market?
Geographically, the report includes research on production, consumption, revenue, market share, and growth rate, and forecast (2017-2030) of the following regions:
United States
Europe (Germany, UK, France, Italy, Spain, Russia, Poland)
China
Japan
India
Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)
Latin America (Brazil, Mexico, Colombia)
Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)
Other Regions
TO KNOW HOW COVID-19 PANDEMIC AND RUSSIA-UKRAINE WAR WILL IMPACT THIS MARKET - REQUEST A SAMPLE
What impact has the Cookies and Crackers Market experienced due to the COVID-19 pandemic and the Russia-Ukraine War?
The convergence of two significant global events, namely the COVID-19 pandemic and the Russia-Ukraine conflict, has had a profound impact on the Cookies and Crackers market. These unprecedented occurrences have introduced a complex set of factors that have reshaped the market's trajectory in unforeseen ways.
The onset of the COVID-19 pandemic brought about substantial changes in consumer behavior and business operations. Lockdowns, travel restrictions, and the prevalence of remote work became the new normal, prompting businesses to pivot toward digital platforms. This abrupt transition heightened the importance of online presence and visibility, leading to an increased demand for effective utilization. Companies rushed to expand their online reach, resulting in a noticeable upswing in the Cookies and Crackers market as businesses sought to optimize their online content for greater visibility and engagement.
Simultaneously, the Russia-Ukraine conflict introduced an additional layer of uncertainty and volatility into the global economic landscape. Geopolitical tensions and economic sanctions had ripple effects across various industries, affecting consumer sentiment and purchasing behaviors. As businesses navigated these geopolitical challenges, the Cookies and Crackers market adapted to the evolving environment, with brands reevaluating their marketing strategies to align with shifting consumer sentiments.
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Key Features of the Cookies and Crackers Market Report: -
Evaluate competitive developments, such as expansions, deployments, the introduction of new products, and acquisitions within the market.
Investigate opportunities within the market that offer growth potential for stakeholders.
Conduct a study and assessment of the current status and future outlook of the global Cookies and Crackers industry, with a focus on key regions.
Perform a detailed analysis of crucial product categories and application areas, offering strategic advice to both established players and newcomers to gain a competitive edge.
Deliver a comprehensive examination of key industry regions, along with a SWOT analysis and Porter's Five Forces analysis, to enhance comprehension of the market.
Assist in making informed strategic business decisions and investment plans.
Some of the Key Questions Answered in this Report:
What is the Cookies and Crackers Market's size at regional and national levels?
What are the primary drivers, obstacles, opportunities, and challenges in the Cookies and Crackers Market, and how might they influence the market?
What are the global sales value, production value, consumption value, import, and export statistics for the Cookies and Crackers Market across regions like North America, Europe, Asia-Pacific, Latin America, Middle East, and Africa?
Who are the leading global manufacturers in the Cookies and Crackers Market, and what is their operational status in terms of capacity, production, sales, pricing, costs, gross profits, and revenue?
What opportunities and threats do vendors face in the Cookies and Crackers Market?
Which product types or end-users may experience potential growth opportunities, and what is the market share for each type and application?
What specific factors and limitations are impacting the Cookies and Crackers Market?
What are the various sales, marketing, and distribution channels within the global industry?
What are the significant market trends influencing the Cookies and Crackers Market's growth?
What is the economic impact on the Cookies and Crackers Market, and what are the development trends in the market?
What opportunities, risks, and an overall market overview can be identified in the Cookies and Crackers Market?
Detailed TOC of Global Cookies and Crackers Market Research Report, 2023-2030 –
Detailed TOC of Global Cookies and Crackers Industry Research Report, Growth Trends and Competitive Analysis 2022-2030
1 Report Overview
1.1 Market Introduction
1.2 Years Considered
1.3 Research Objectives
1.4 Market Research Methodology
1.5 Research Process and Data Source
1.6 Economic Indicators
1.7 Currency Considered
1.8 Market Estimation Caveats
2 Executive Summary
2.1 World Market Overview
2.1.1 Global Cookies and Crackers Annual Sales 2018-2029
2.1.2 World Current & Future Analysis for Cookies and Crackers by Geographic Region, 2018, 2022 & 2029
2.1.3 World Current & Future Analysis for Cookies and Crackers by Country/Region, 2018, 2022 & 2029
2.2 Cookies and Crackers Segment by Type
2.2.1 Modular ADU
2.2.2 Non-modular ADU
2.3 Cookies and Crackers Sales by Type
2.3.1 Global Cookies and Crackers Sales Market Share by Type (2018-2023)
2.3.2 Global Cookies and Crackers Revenue and Market Share by Type (2018-2023)
2.3.3 Global Cookies and Crackers Sale Price by Type (2018-2023)
2.4 Cookies and Crackers Segment by Application
2.4.1 400-599 SF
2.4.2 600-799 SF
2.4.3 800 SF or Larger
2.4.4 Others
2.5 Cookies and Crackers Sales by Application
2.5.1 Global Cookies and Crackers Sale Market Share by Application (2018-2023)
2.5.2 Global Cookies and Crackers Revenue and Market Share by Application (2018-2023)
2.5.3 Global Cookies and Crackers Sale Price by Application (2018-2023)
3 Global Cookies and Crackers by Company
3.1 Global Cookies and Crackers Breakdown Data by Company
3.1.1 Global Cookies and Crackers Annual Sales by Company (2018-2023)
3.1.2 Global Cookies and Crackers Sales Market Share by Company (2018-2023)
3.2 Global Cookies and Crackers Annual Revenue by Company (2018-2023)
3.2.1 Global Cookies and Crackers Revenue by Company (2018-2023)
3.2.2 Global Cookies and Crackers Revenue Market Share by Company (2018-2023)
3.3 Global Cookies and Crackers Sale Price by Company
3.4 Key Manufacturers Cookies and Crackers Producing Area Distribution, Sales Area, Product Type
3.4.1 Key Manufacturers Cookies and Crackers Product Location Distribution
3.4.2 Players Cookies and Crackers Products Offered
3.5 Market Concentration Rate Analysis
3.5.1 Competition Landscape Analysis
3.5.2 Concentration Ratio (CR3, CR5 and CR10) & (2018-2023)
3.6 New Products and Potential Entrants
3.7 Mergers & Acquisitions, Expansion
4 World Historic Review for Cookies and Crackers by Geographic Region
4.1 World Historic Cookies and Crackers Market Size by Geographic Region (2018-2023)
4.1.1 Global Cookies and Crackers Annual Sales by Geographic Region (2018-2023)
4.1.2 Global Cookies and Crackers Annual Revenue by Geographic Region (2018-2023)
4.2 World Historic Cookies and Crackers Market Size by Country/Region (2018-2023)
4.2.1 Global Cookies and Crackers Annual Sales by Country/Region (2018-2023)
4.2.2 Global Cookies and Crackers Annual Revenue by Country/Region (2018-2023)
4.3 Americas Cookies and Crackers Sales Growth
4.4 APAC Cookies and Crackers Sales Growth
4.5 Europe Cookies and Crackers Sales Growth
4.6 Middle East & Africa Cookies and Crackers Sales Growth
5 Americas
5.1 Americas Cookies and Crackers Sales by Country
5.1.1 Americas Cookies and Crackers Sales by Country (2018-2023)
5.1.2 Americas Cookies and Crackers Revenue by Country (2018-2023)
5.2 Americas Cookies and Crackers Sales by Type
5.3 Americas Cookies and Crackers Sales by Application
5.4 United States
5.5 Canada
5.6 Mexico
5.7 Brazil
6 APAC
6.1 APAC Cookies and Crackers Sales by Region
6.1.1 APAC Cookies and Crackers Sales by Region (2018-2023)
6.1.2 APAC Cookies and Crackers Revenue by Region (2018-2023)
6.2 APAC Cookies and Crackers Sales by Type
6.3 APAC Cookies and Crackers Sales by Application
6.4 China
6.5 Japan
6.6 South Korea
6.7 Southeast Asia
6.8 India
6.9 Australia
6.10 China Taiwan
7 Europe
7.1 Europe Cookies and Crackers by Country
7.1.1 Europe Cookies and Crackers Sales by Country (2018-2023)
7.1.2 Europe Cookies and Crackers Revenue by Country (2018-2023)
7.2 Europe Cookies and Crackers Sales by Type
7.3 Europe Cookies and Crackers Sales by Application
7.4 Germany
7.5 France
7.6 UK
7.7 Italy
7.8 Russia
8 Middle East & Africa
8.1 Middle East & Africa Cookies and Crackers by Country
8.1.1 Middle East & Africa Cookies and Crackers Sales by Country (2018-2023)
8.1.2 Middle East & Africa Cookies and Crackers Revenue by Country (2018-2023)
8.2 Middle East & Africa Cookies and Crackers Sales by Type
8.3 Middle East & Africa Cookies and Crackers Sales by Application
8.4 Egypt
8.5 South Africa
8.6 Israel
8.7 Turkey
8.8 GCC Countries
9 Market Drivers, Challenges and Trends
9.1 Market Drivers & Growth Opportunities
9.2 Market Challenges & Risks
9.3 Industry Trends
10 Manufacturing Cost Structure Analysis
10.1 Raw Material and Suppliers
10.2 Manufacturing Cost Structure Analysis of Cookies and Crackers
10.3 Manufacturing Process Analysis of Cookies and Crackers
10.4 Industry Chain Structure of Cookies and Crackers
Continued…
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Biscuits Market Size, Share, Trends
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The global biscuits market size was valued at $104.32 billion in 2023 & is projected to grow from $108.75 billion in 2024 to $167.69 billion by 2032
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The global biscuits market size was valued at USD 104.32 billion in 2023 and is projected to grow from USD 108.75 billion in 2024 to USD 167.69 billion by 2032, exhibiting a CAGR of 5.56% during the forecast period. Asia Pacific dominated the biscuits market with a market share of 32.62% in 2023.
Biscuits are baked, floury snacks or treats that are typically crisp and dry. They contain flour, sugar, butter or vegetable oil, eggs, leavening agents, such as baking powder or baking soda, and flavorings. Other ingredients may also be added, such as essences, chocolates, coffee, spices, dried fruits, nuts, seeds, and cheeses. To make these snacks, the dough or batter is formed into shapes and baked to form a crisp and firm texture. These can be made in many shapes, sizes, and flavors, and are available in various types including plain cream filling, sandwiching, wafer styles, shortbread, and digestives. They are often consumed as snacks, desserts, or as accompaniments to tea and coffee.
Biscuits make up the largest processed food category in India. According to the 2019-20 annual report issued by major biscuit manufacturer Britannia Industries, more than 90% of the nation’s households buy this snacking product.
Many people had started working from home during the COVID-19 pandemic, resulting in a significant demand for convenience foods as these products have a longer shelf life. The biscuit industry had witnessed higher sales than those during pre-pandemic times. In addition, the outbreak had ushered in various health and wellbeing trends, leading to the adoption of conscious eating habits among consumers.
Biscuits Market Trends
Growing Trend of Gluten-Free and Organic Products
The demand for clean-label and gluten-free biscuits, cookies, and crackers has risen globally. The prevalence of celiac is one of the key factors increasing consumers’ preference for gluten-free goods. According to the U.K. Coeliac Organization, with a prevalence rate of 1 in 100, a substantial number of people in the U.K. have coeliac disease.
Moreover, players are concentrating on creating high-fiber, low-calorie, and gluten-free products in the light of this trend. For instance, in April 2022, the Agricultural & Processed Food Products Export Development Authority (APEDA) launched 100% natural and patented gluten-free millet products. The newly-launched products included cream, salted, and milk biscuits for Indian consumers.
The growing trend of casual snacking is one of the major factors boosting the market’s growth. Out-of-home snacking is growing in popularity as more people are entering the workforce and spending longer amounts of time outside their homes. The demand for biscuits among various snacks has also increased recently.
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Biscuits Market Growth Factors
Increased Preference for Convenient Snacking and Product Innovations to Drive Market Growth
As consumers' lifestyles become busier, there is a growing demand for convenient, healthy snacks that can be consumed on the go or during quick breaks. People of all ages prefer snacking, resulting in an increasing demand for products in this category. Additionally, consumers are drawn to new offerings that promise a fresh and unique experience. Children, in particular, enjoy biscuits with different flavors, shapes, and creams. Introducing innovative flavors, ingredient combinations, or product formats can help drive consumer engagement, ultimately leading to higher sales and enhanced brand loyalty.
In April 2022, Koobi 5D Fun Chocolate and Milk Biscuits, made by Shoon Fatt Biscuit & Confectionery Factory Sdn Bhd., were launched in animal shapes in Malaysia. These are available in chocolate and milk flavors, and claim to assist in the growth of a child's learning, cognitive capacities, and motor skills.
Furthermore, premium biscuit crackers are becoming more popular as gifts for special occasions, such as Halloween, Christmas, or Valentine's Day. High-income consumers are more interested in consuming premium coffee, caramel, and chocolate biscuits. The increased demand for innovative biscuit flavors will also stimulate sales.
Availability at Retail Stores and E-Commerce Platforms to Significantly Impact Market Growth
A vast selection of crackers produced by different brands is easily accessible through the internet. Customers can conveniently choose from various brands, compare prices, and read reviews before making a purchase. This accessibility significantly benefits customers who may not have access to retail outlets or a variety of snacks locally, thus driving market growth. Small and niche biscuit manufacturers can reach a broader consumer base through online platforms such as Amazon and advertisements on social media platforms such as Instagram and Facebook. These platforms are designed to showcase specialty biscuit products that come in organic, gluten-free, vegan, and international varieties—options that might not be readily available in the local market. This aspect is expected to have a positive impact on market growth. Additionally, with the emergence of hypermarkets and malls, a diverse range of products with more choices and textures are now readily available. Biscuit manufacturing companies are also incorporating television commercials into their marketing strategy to promote their products, further contributing to the market's expansion.
RESTRAINING FACTORS
High Raw Material Prices and Availability of Other Snacking Options May Hamper Market Growth
The market is facing challenges due to the rising costs of raw materials. Prices of edible items have been consistently increasing since the pandemic. Essential raw materials used in the bakery industry have become more expensive compared to pre-pandemic levels. Therefore, the industry is struggling to remain competitive in the international market in terms of pricing, despite offering good-quality products. For instance, according to the Trade Promotion Council of India (TPCI), the increase in commodity prices such as wheat flour, along with the rising price of refined palm oil, is impacting the profit margins of biscuit manufacturers in India.
Additionally, the market is encountering competition from other snack food categories, such as chips and healthy snack bars. These two categories are gaining popularity and capturing a significant market share. These factors can hinder market development. Apart from the quality of ingredients, the type of ingredients used for making biscuits, such as refined flour, butter, and edible fats also dampens consumers' enthusiasm toward purchasing snacks, such as biscuits. Refined flour has high calories, which can lead to obesity and cardiovascular problems if the biscuits are consumed in huge quantities.
Biscuits Market Segmentation Analysis
By Product Type Analysis
Sweet Biscuits to Dominate Due to Their Nutritional Composition and Wide Availability
Based on product type, the market is segmented into crackers, sweet biscuits, and savory biscuits. The sweet biscuits segment dominates the market due to their nutritional composition, which includes fiber, fat, and carbohydrates. These snacks, due to their high nutrient content, are becoming increasingly common in the daily breakfast routine of consumers worldwide. With the introduction of innovative shapes, packaging, and flavors, the chocolate biscuits market growth continues. The growing demand for healthy crusts and the rising per capita consumption of sweet crackers in developing economies will present lucrative opportunities for industry players. Whole grain snacks, such as oats and millet, are also gaining traction among health-conscious consumers globally.
In July 2022, Parle Products, an Indian multinational food processing company, expanded its biscuit portfolio by introducing Oats-Berries and Cinnamon Biscuits. Parle plans to strengthen its grip on the industry by filling the gap of an affordable health biscuit. It is available for a price of USD 0.12, thus providing a healthy and inexpensive alternative for health-conscious consumers.
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By Flavor Analysis
Plain Segment to Dominate Global Market Owing to Their Convenience
Based on flavor, the market is divided into plain, chocolate, cheese, fruit & nut, and other varieties. The plain biscuit segment dominated the market in 2022. Plain sweet biscuits are highly demanded and consumed by consumers in every region. Their growth rates are expected to consistently increase worldwide. Consumers are seeking products that offer convenience while helping them measure the amount of nutrients consumed. Due to this convenience, these biscuits are becoming a regular part of consumers’ breakfast eating habits. The plain biscuits market is growing due to the introduction of new shapes, packaging, and flavorings. The growing demand for healthy snacks and the rising per capita consumption of plain sweet biscuits may present lucrative opportunities. Plain crackers made of whole grains, such as wheat, oats, and millet, are attracting health-conscious consumers globally.
In April 2022, Britannia Industries Limited co-created and launched ‘Britannia Marie Gold Jeera’ exclusively for customers in Tamil Nadu, India. The biscuit’s key ingredient is Jeera, an ingredient favored by the state for its health benefits and distinct taste.
By Distribution Channel Analysis
Hypermarkets/Supermarkets to Dominate Market Due to Large Collection of Biscuit Varieties
Based on the distribution channel, the market is divided into hypermarkets/supermarkets, specialty stores, independent bakeries, and online platforms. The hypermarkets/supermarkets segment accounts for the largest market share. These stores are the most widely preferred distribution channels among consumers to purchase their products, as they enable them to choose from a wide collection of biscuit varieties. There are several aisles specifically dedicated to premium products. Additionally, consumer purchasing patterns are changing significantly, with many of them shifting towards online channels to search for and purchase products. Thus, biscuit manufacturers are also increasing their presence on online platforms by introducing product offers and targeted marketing for consumers.
REGIONAL INSIGHTS
The global market is segregated into North America, Europe, Asia Pacific, the Middle East & Africa, and South America.
Asia Pacific Biscuits Market Size, 2023 (USD Billion)
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Asia Pacific holds the largest biscuits market share, with a valuation of USD 32.87 billion in 2022, and is expected to exhibit the fastest growth over the forecast period. This region comprises several emerging countries, including China, India, Japan, and Australia. These nations are experiencing substantial growth in their middle-class population and urbanization, offering numerous opportunities for key players to expand in the region. India and China are the primary drivers behind the exceptional growth rate witnessed in the Asian market. Increased awareness regarding proper nutrition and a focus on a healthy diet are crucial aspects of today's busy lifestyle, leading consumers to seek convenient food items that facilitate measuring nutrient intake. Consequently, companies are progressively launching digestive crackers and developing innovative plain, sugar-free biscuits enriched with grains. Moreover, the growth of retail stores and e-commerce platforms in the region has introduced new distribution channels for biscuit manufacturers.
For instance, in May 2023, Ferrero aimed to strengthen its market presence across Asia and launch its Nutella Biscuits T12 & T22 through key airports in Singapore, Hong Kong, Seoul, Taipei, Kuala Lumpur, Bangkok, and Shanghai.
Europe has a strong preference for biscuits as a breakfast choice among its consumers. The COVID-19 pandemic had a significant impact on the market, leading to a major increase in the demand for homemade snacks. Consumers stocked up on long shelf-life items, greatly boosting the market's growth rate. Additionally, as the trend of consuming foods on the go gains traction among consumers, and biscuits are produced and packaged to have a long shelf life, they have become a preferred snack among a wide portion of the population, thus driving the market's growth in Europe.
North America witnesses frequent snack consumption due to the increasing working-class population, rising disposable income, and lifestyle changes. The increasing awareness of health and safety issues has led to a rising demand for products that are free from GMOs or additives among consumers in North America. Additionally, the availability of a wide range of flavors, including buttercream, chocolate, and peanut butter biscuits, is expected to contribute to the market's growth in the region.
In April 2020, Biscoff launched vegan sandwich cookies in the U.S. in vanilla, milk chocolate, and Biscoff cream flavors.
South America is witnessing a surge in health concerns among the youth, which is anticipated to drive its market. The growing demand for low-fat, gluten-free, low-carbohydrate, organic, and high-fiber snacks is attracting health-conscious consumers. This trend is expected to fuel the consumption of bakery products in countries such as Brazil, Argentina, Colombia, Peru, Chile, and Ecuador. Manufacturers are actively catering to this demand by launching organic baked goods and investing in R&D to meet the growing consumer demand. For example, in November 2022, Nestlé announced the establishment of a new research & development center for Latin America to innovate for and collaborate with regional consumers. This initiative will enable the development of tasty, nutritious, affordable, and sustainable products that are highly relevant to local consumers.
The Middle East & Africa market is primarily driven by the region's demand for convenient and on-the-go snacks. The increasing popularity of clean-label snacks is expected to drive product innovation in the market. The emerging class of younger consumers and the working population regularly consume bakery products, such as sweet biscuits, thereby supporting the regional product demand. Moreover, international companies are looking to expand into the emerging GCC countries. For instance, in October 2022, English Biscuit Manufacturers (EBM), an FMCG company based in Pakistan, collaborated with Al Maya Group to expand its international business in the UAE.
Furthermore, in most West and Central African populations, rusks are commonly used for breakfast rather than as teatime snacks, creating a high demand for the product in these countries.
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List of Key Companies in Biscuits Market
Manufacturers Innovate to Satisfy Customer Cravings for Taste and Nutrition
Industry players have been adopting various competitive strategies, including product innovation and new product launches, to grow their businesses amid stiff competition in the market. Recent years have seen a surge in demand for tasty, healthier, and nutritious products. Key manufacturers are investing in innovating their products and engaging in the R&D process to offer uniquely flavored biscuits, meeting the robust customer demand. There is a growing demand for specialty biscuits, which can help boost the mood of the consumers and are also economical. With the rise in inflation and growing risk of recession, consumers are switching to economical food options; however, the demand for high-quality products remains strong. Thus, manufacturers have the opportunity to develop high-quality products that are both healthy and economical.
In January 2023, Reliance Consumer Products Ltd. (RCPL), the FMCG arm and a wholly-owned subsidiary of Reliance Retail Ventures Ltd. (RRVL), entered a strategic partnership with Sri Lanka-headquartered Maliban Biscuit Manufactories (Maliban).
LIST OF KEY COMPANIES PROFILED:
Yıldız Holding (Turkey)
Mondelēz International (U.S.)
Kellogg Co. (U.S.)
ITC LIMITED (India)
Britannia Industries (India)
Lotus Bakeries Corporate (Belgium)
Campbell Soup Company (U.S.)
Nestlé (Switzerland)
The Kraft Heinz Company (U.S.)
Ferrero (Italy)
KEY INDUSTRY DEVELOPMENTS:
August 2023: Britannia Industries Limited, an Indian multinational FMCG company specializing in the food industry, launched Jim Jam Pops, an open cream biscuit. It is also known as the 'Biscuit of the Future,' and this variant has only one base biscuit, thus eliminating the need to twist it to relish the crème.
May 2023: Bisk Farm, an Indian biscuit and bakery owned by SAJ Food Products Ltd., introduced two new products, Heylo T-Time Cookies and Half Half Masti, a unique cracker biscuit range. It is a blend of sweet and salty flavors with a hint of enigmatic spices, providing biscuit lovers a unique product to snack on.
August 2021: Mars Incorporated, an American multinational manufacturer of confectionery, pet food, and other food products, announced its product innovation of MilkyWay Biscuits. The product is based on its popular MilkyWay chocolate bar; these are vanilla-flavored biscuits dipped in chocolate.
July 2021: ITC Limited, an Indian conglomerate company, introduced Sunfeast All-Rounder, an innovative offering in the cracker biscuit category. It is a potato biscuit sprinkled with spices, offering a crunchy texture and is acclaimed to be one of the thinnest crackers in production within India.
October 2020: Ferrero Company acquired Fox’s branded and retailer own-brand, including M&S, biscuit business from Northern Food Grocery Group Limited. It also acquired Burton’s Biscuits Co. in 2021, and has now become Fox’s Burton’s Companies (FBC) U.K.
REPORT COVERAGE
An Infographic Representation of Biscuits Market
To get information on various segments, share your queries with us
The report provides detailed market analysis and focuses on crucial aspects, such as leading companies, product types, flavors, and distribution channels. Besides, it offers insights into the market trends and highlights vital industry developments. In addition to the factors mentioned above, the report outlines several factors that have contributed to market's growth in recent years and estimates the market forecast.
To gain extensive insights into the market, Request for Customization
Report Scope & Segmentation
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Britannia Movers is one of the largest moving, shipping and storage groups in the UK. With over 40 offices, Britannia has a truly nationwide spread providing professional services via a network of well trained staff and our extensive fleet of vehicles catering for moves of all shapes and sizes. Britannia has a long pedigree of offering quality services to the private and corporate market both within the UK, across Europe and globally with our international door to door service. Having built up an excellent list of overseas partners who conform to our strict service and accreditation guidelines Britannia can provide a move with consistent quality from one end of the move to the other.
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https://www.relocatemagazine.com/dirb-8509
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Britannia Movers is one of the largest moving, shipping and storage groups in the UK. With over 40 offices, Britannia has a truly nationwide spread providing professional services via a network of well trained staff and our extensive fleet of vehicles catering for moves of all shapes and sizes.
Britannia has a long pedigree of offering quality services to the private and corporate market both within the UK, across Europe and globally with our international door to door service. Having built up an excellent list of overseas partners who conform to our strict service and accreditation guidelines Britannia can provide a move with consistent quality from one end of the move to the other.
Our corporate services include UK-wide employee moves and overseas moving services to facilitate any employee relocation package necessary. Having established long standing ties with prestigious companies across most industry sectors Britannia are confident that we have the in-house expertise to meet demand, expectation and quality standards no matter what the client's needs might be.
Britannia Movers carries all quality accreditations and industry memberships such as BAR, BAR Overseas, FIDI, FAIM ISO and IAM. Britannia regularly audits our local offices to ensure service continues to hit the heights we expect.
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Britannia Industries: A legacy known to make delicious snacks trusted by millions
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] |
[] |
[] |
[
"Total",
"Food",
"Company",
"Nutrition",
"Biscuit",
"Bread",
"Cheese",
"Rusk",
"Toast",
"Sustainable"
] | null |
[] | null |
Britannia: Trusted for snacks, dairy in India for 100+ years. Delicious biscuits, cheese, cakes & more in 80+ countries.
|
en
|
/images/brit-fav.ico
|
https://www.britannia.co.in/
|
OUR EXCITING LIFE AT BRITANNIA
WE MAKE Ti)NGS HAPPEN
If there were a soundtrack for life, whenever something cool happens, the background would go TING! Life at Britannia is about chasing the TINGs. Our vision is to be a Responsible Total Foods Company, serving products that brim with exciting goodness, through the day. We do that by working together as a creative, energetic and passionate team.
|
|||||
1225
|
dbpedia
|
0
| 78
|
https://www.forbesindia.com/article/leadership-awards-2017/britannias-varun-berry-on-the-ball/48709/1
|
en
|
Britannia's Varun Berry: On The Ball
|
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While Britannia Industries continues its surge in market share, under the hood there has been a visible change in the work culture at the 125-year-old biscuit maker, thanks to the company's managing director Varun Berry
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Image: Nishant Ratnakar for Forbes India
Forbes India Leadership Awards 2017: Best CEO-Private sector
At the head office of the ₹8,600-crore biscuit maker Britannia Industries in Bengaluru, news about the company’s employees—who’s happy, who’s sad or even who’s planning to leave—reaches the ears of Managing Director Varun Berry at lightning speed. “He gets people-related information much faster than me,” quips Ritesh Rana, vice president, human resources, at Britannia Industries, who goes on to cite an example.
In September, Berry had asked Rana to retain two senior employees who he believed or, rather, had a hunch, were going to quit. These two staffers were not direct reports of Berry and neither had any of them given any indication about their intention to quit. “You need to watch out for these two guys. We will have to do something here otherwise they are gone,” Rana recalls Berry telling him. The intuition came to be prophetic—one of them actually ended up resigning. He was retained with a new job profile within the company. The other employee, too, was looked after, though he had not officially resigned.
Clearly, Berry has his ears firmly to the ground on people-related matters. “When he tells me that he’s worried about certain employees and thinks they are in the market or that they are not confident, he’s bang on,” says Rana.
Berry’s people skills come up often when one talks to the senior management at Britannia Industries. And, in fact, even outside the company. “He builds strong personal relationships and invests time and effort to sustain them,” says his former boss Muktesh Pant—first at Hindustan Lever (HUL) and then at PepsiCo India. “At Britannia he [Berry] has demonstrated his ability to build a team and deliver results,” adds Pant, CEO, Yum China Holdings, Inc, the Chinese arm of Yum! Brands, which owns and operates the global restaurant chains KFC, Pizza Hut and Taco Bell.
He recollects an incident when he and Berry, who was then a young manager at tea maker Brooke Bond (part of HUL), went on a field visit. “Varun was in his element, talking to shopkeepers and being at the frontline. I knew then that he would go far—he was able to connect instantly with shopkeepers and senior managers, speaking in a sophisticated or rustic way as required,” recalls Pant. “Varun has a disarming sense of humour and can remain unruffled in the toughest of circumstances. He is a natural and complete leader.”
In fact, Berry, 56, a graduate in mechanical engineering from Panjab University, himself says, “My greatest achievement has been on people.” But it is far more than people skills and retaining good talent—Berry has been at the forefront of changing the work culture at the 125-year-old Britannia Industries, which has been reflecting in the company’s business performance ever since he took over in 2013.
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An FMCG industry veteran—having worked for 18 years at PepsiCo in various countries —Berry has had a track record of tightening the nuts and bolts of a company and effecting turnarounds. He is credited for helping establish PepsiCo as a formidable brand in markets such as Vietnam and Philippines, in the capacity of chief operating officer and chief executive officer of the company’s regional offices, respectively.
When Berry joined Britannia Industries in February 2013 as vice president and chief operating officer—in April 2014 he was elevated as managing director—rival Parle Products had a three to four percentage point lead over the company in market share, in value terms. Berry put in place various strategies, one of which was to rapidly increase the company’s distribution reach in a bid to regain lost ground and today, Britannia enjoys a three percentage point lead over Mumbai-based Parle Products, commanding a little over 31 percent share in India’s ₹28,000-crore biscuit market. (From a volume standpoint, Parle Products is bigger given that it has a higher share in the mass-market glucose biscuit category.)
Britannia Industries’ growth over the last five consecutive fiscals speaks volumes of Berry’s achievements. The company’s revenue has grown at a CAGR of 11 percent between FY13 and FY17, while its profit has reported a 5-year CAGR growth of 38 percent. Profit margins have increased by 10 percentage points from 4 percent to 14 percent in the same five-year period. The biscuit maker’s 5-year revenue and profit CAGR from FY09 to FY13 was 12.42 percent and 5.25 percent, respectively.
It’s interesting to note here that while the biscuit category overall in the country has been growing in low single digits, Britannia has been able to report an impressive set of revenue and profit growth figures. In fact, up until 2012, the biscuits market was growing at a scorching pace of 15-16 percent, in some years at even 22 percent. “If the category growth was what it used to be, then our growth could have been in the region of 25 to 30 percent per annum,” says Berry. “That’s something I feel handicapped by.”
Biscuits account for 80 percent of Britannia's total revenue
Image: Adnan Abidi /Reuters
Nonetheless, given the performance, investors have been bullish on the company’s stock—its share price has surged from ₹578.25 in April 2013 to ₹4,645.3 in October 2017. As a result, the company’s market capitalisation has increased to ₹40,488 crore from ₹6,275 crore.
“Berry is a rare breed, he has solid leadership skills and is strong strategically and operationally,” says a company insider who did not wish to be named. Britannia, he says, has grown significantly in all three dimensions under Berry’s leadership—topline, bottomline and market share—which is “a unique achievement in the FMCG industry”.
A significant part of Britannia Industries’ success story can be credited to a series of cost-cutting initiatives, some of which had been set in motion before Berry had joined the company. These range from making sure the company’s ovens, which are used to bake biscuits, are more energy efficient to drastically reducing supply chain costs and curbing high market returns by better sales forecasting metrics. A back-of-the-envelope calculation by Berry estimates that of the 10 percentage point rise in the company’s profit margins, about 6.5 to 7 percentage points can be attributed to the company’s cost-cutting initiatives.
“We had completed a fairly comprehensive and rigorous cost-effectiveness programme and developed a robust growth blueprint and roadmap across the value chain,” says Vinita Bali, the former managing director of Britannia Industries. The programme’s implementation, especially in the context of benign input costs over the last three years, says Bali, has resulted in the company’s profit margin expansion. “Unlike CEOs who like to tinker with strategy and people, he [Berry] has stuck to both, focusing on execution and that has worked very well,” says Bali of her successor.
Berry’s people skills come up often when one talks to the senior management at Britannia or outside the company
Indeed the plans needed someone with strong execution skills and Berry has proved to be the right man for the job. As the company insider points out, “He got the right team in place, significantly increased points of distribution, delivered a better value proposition to consumers, optimised the product, price and channel mix, brought consumer-relevant innovation to the market, improved product quality, drove productivity gains and managed costs tightly.”
Ali Harris Shere, vice president, marketing, at Britannia, emphatically says that Berry is the architect of getting the company’s business to “a very healthy zone”. The other significant achievement of Berry, says Shere, is that he has built a cohesive team within Britannia that has helped deliver business results. “Collaboration within the team, working together, that is something he has been at aggressively for a very long time,” says Shere.
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When Berry joined Britannia Industries, the then prevalent company culture, according to him, was ‘We are Britannia, we rule the world’. The company neither looked at what competition was doing nor did it change strategy based on what competition did. As an example, Berry narrates how Britannia had lost a whopping 55 percentage point share in the premium cream biscuits category where its brands Pure Magic and Britannia Bourbon operate. Oreo (by Cadbury) and Sunfeast Dark Fantasy (by ITC) had taken away a huge share of the market.
“They left us a very small share of 25 percent, which was also predominantly because of Bourbon. Pure Magic had almost become inconsequential to our business,” recalls Berry, adding that the cream biscuits category was about ₹600 crore in revenue for Britannia back then.
According to him, people in Britannia had justified the market share loss, stating that nothing was wrong with the company’s products and the blame was put on the high media spends by competitors Cadbury and ITC. What frustrated him more was the fact that the various departments within the company worked in silos. “This is my domain and I’m going to just make sure that this works well,” was the culture Berry came across.
He, however, had a different work culture in mind, which was: “The objective of the organisation is not just to look at your own domain, but also the objective is to sell that one extra biscuit in the market.” In a nutshell, Berry wanted every employee of Britannia Industries, whatever be their functional role—finance, supply chain, sales or marketing—to work towards ensuring how best the retailer on the street can sell an extra pack of the company’s biscuits.
Gunjan Shah, a company veteran for 10 years, says that “bias for action” was the first change in work culture that Berry ushered in. “He brought in a competitive edge, he worked with people, solved problems, found new solutions and, more importantly, implemented them,” says Shah, vice president, sales. The problems that Berry solved, adds Shere, were broken down into simple, small, defined units that were actionable.
Moreover, Berry had the ability to spot talent and the strengths not only of people directly reporting to him, but also of those who were many levels below his direct reporting team. “He has the ability to understand what is the right way to extract the best potential out of that individual,” says Shah. “He places trust in you and then backs you up. He sometimes will put you under fire to get tested, but is also there to take you out of it,” adds Rana.
Berry has also been hands-on in grooming his direct reports, which comprise a 12-member team that includes Shah, Rana and Shere. “There was a lot of pressure in the initial days because I was spending a lot of time grooming them to get to a much bigger job than what they had done or even anticipated,” admits Berry. His direct reports are, on an average, about 10 years younger than him. While some of them joined the company over the last five years from other industries, a majority of them are old hands who have been promoted. “He has put a premium on talent as compared to experience,” says Shah, while agreeing that it’s a sea change in the work culture at Britannia Industries.
Another change that Berry is effecting, but one that would take a little longer to materialise, is putting Britannia Industries on the path of being a total foods company. At present, biscuits are Britannia’s core business, accounting for about 80 percent of its total revenue. But Berry sees big opportunities in other categories such as cakes and croissants, and is also planning for a larger play in the dairy business. Britannia Industries’ dairy business, which includes products such as milk, cheese, ghee and curd, accounts for about 4 to 5 percent of the company’s overall revenue. And all of its dairy products are contract manufactured. However, Berry is seeking board approval to establish a fully integrated dairy business, whereby the company would collect milk, process it and manufacture its own dairy products.
Further, Berry got Britannia Industries to sign a joint venture (JV) partnership with Greek bakery company Chipita in February this year. The JV, in which Britannia owns a 60 percent stake, will market chocolate-filled croissants, among other flavours, that would be manufactured from a new facility in Maharashtra to be set up at a cost of ₹200 crore. “I’m really looking forward to this category [of croissants], which is in a sweet spot. I could have croissants for breakfast, when I’m in a hurry or just as a snack between meals. I think this is a category which is going to be very large and I’m seeing that trend in many countries,” says Berry, adding that the croissant market in Egypt, where Chipita also operates, is worth $300 million.
So while the last five years have been about streamlining the business and changing the work culture, Berry’s focus now is on future strategies. Which is: What are the future growth drivers for the company, what are the kinds of business lines the company should be in, what are the collaborations and partnerships the company needs to make in order to pursue those business lines, and, importantly, what is the talent required to drive these strategies?
Bob Proctor, who is considered America’s greatest prosperity teacher, says that a mentor is someone who sees more talent and ability within you than you see in yourself, and helps bring it out in you. Berry has already been on that job.
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https://www.bartleby.com/essay/The-Internal-Environment-Of-Britannia-Industries-Limited-FKN2VUW3PTDX
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The Internal Environment Of Britannia Industries Limited
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Free Essay: Executive Summary Business environment can be discussed as internal and external environment. To compete successfully in external environment,...
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Target Corporation is one of the largest merchants in the world. Target is recorded to be the sixth largest retailer within the United States. Founded by, George Dayton in 1902 Minneapolis, Minnesota. Target stores have a variety of products which includes everything from clothing to automotive and electronics. It is a corporation that is on-top of their game and continues to grow day-out. It is a brand that is well known and continues to raise the bar each year effectively. This paper will detect the importance of internal and external within the corporation overall.
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About everyone at some age, at some point or another, and in some country has gotten a sample of American's symbol for fast food through the golden arches of McDonald's. This report will attempt to analyze the external and internal sectors that affect the company's success. The external analysis will provide opportunities and threats while the internal analysis will show indicators of strength and weakness. It will then follow up with critical issues, strategic alternatives, recommendations and implementation. The case studied is found in Appendix 2 of Mary Coulter's "Strategic Management in Action" book.
In today’s highly competitive world market, companies are intensely pressurized to survive any possible failures caused by their external threats and internal weakness. Coming with the intense competition in the world market are the changes in many aspects such as technologies, customer demands and customer tastes. All these dynamic factors have all combined to make the originally shrinking world market share much smaller, and make the intensive competition all the more fierce. The adaption to this changing wave of the highly competitive world market requires a willingness and real strategic actions of companies to make internal changes so as to be adapted to the world market to maintain the very survival of theirs. Generally speaking, such a desire and those actual strategies come from nowhere but within the companies internally. The following essay aims at exploring the extent to which the changes in Human Resources Management has contributed to the competitiveness on Marks and Spencer’s (M&S) after 1997, its crisis of describing by analyzing the HRM problems with which M&S was faced, by evaluating the approaches made by M&S to HRM change, which this article will argue it played a large role in enhancing the overall competitiveness of M&S in the global market.
Coco-Cola Company’s had concerns with the effectiveness of their human resource strategy. The first is their human resources obtaining their corporate strategy objectives. Coco-Cola evaluates the impact of their human resource managers ' capabilities on human resource management effectiveness, also the impact on corporate strategy. Their effectiveness is associated with capabilities and attributes of the staff. Effectiveness and productivity, cash flow, and market value has a relationship with human resource. Coco-Cola also had to address the issue of maintaining their workforce. They must create a culture so that employees are not fleeing the company and stay with them (The Human Resource Issues Faced By Coca Cola, 2015).
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Britannia Industries History
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Britannia is a trusted food brand. Read the success story of Britannia company. Know about its business model, history, owner & company profile.
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en
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StartupTalky
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https://startuptalky.com/britannia-success-story/
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Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Britannia.
Britannia Industries is one of India’s leading food companies with a 100-year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt.
Britannia is a brand which many generations of Indians have grown up with and is cherished and loved in India and the world over. Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations.
Know the Success Story of Britannia in the article ahead. Also get a glance on Britannia company profile and know about Britannia's History, Business Model, Founders, Revenue Model & more...
Britannia - Company Highlights
Startup Name Britannia Industries Limited Headquarters Kolkata, West Bengal, India Industry Food Processing Parent Company and Owner Wadia Group Founded 1892 CEO Varun Berry (Since 2014) Revenue 11,878.95 crores INR (US$1.7 billion) - 2020 Areas served Worldwide Website www.britannia.co.in
Britannia - Recent News
Britannia - About and How it Works?
Britannia - Logo and its Meaning
Britannia - Founder and History
Britannia - Mission
Britannia - Products
Britannia - Business Model
Britannia - Revenue and Growth
Britannia - Acquisitions
Britannia - Competitors
Britannia - Challenges Faced
Britannia - Future Plans
Britannia - FAQs
Britannia - Recent News
22 June, 2021 - Britannia Industries Limited announced relief measures to support over 10,000 frontline personnel impacted by the covid-19 pandemic. The company will provide term insurance policy and hospitalization insurance of ₹2 lakh and ₹1 lakh respectively to their sales personnel and merchandisers employed with its distributors across the country.
3 June, 2021 - Britannia Industries has approved a proposal to raise Rs 698.51 crore by issuing bonus debentures to eligible equity shareholders. The bonus debenture committee of the board of directors of the company has approved the allotment.
Britannia - About and How it Works?
Britannia Industries Limited is a food company, which is engaged in the manufacture of Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. The Company operates through the Foods segment, which comprises bakery and dairy products.
The Company's product brands under the biscuits' category include Good Day, Crackers, NutriChoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic and Nice Time. Its products under breads include Whole Wheat Breads, White Sandwich Breads and Bread Assortment. Its products under diary category include Cheese, Fresh Dairy and Accompaniments. Its products under the cakes' category include Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Mufills. Its product under rusk category includes Premium Bake.
The products of the Company are exported across the world, which include Gulf Cooperation Council Countries (GCC), African Countries and American Countries. Its subsidiaries include Manna Foods Private Limited and International Bakery Products Limited.
Britannia - Logo and its Meaning
As explained by a spokesperson of Britannia, Britannia's new logo signifies, "rebranding as the Total Foods Company from now on with the expansion of its offerings in both healthy and indulgent products. The wings of a bird signify freedom to choose, whenever and wherever you want to enjoy your food."
Britannia - Founder and History
Britannia Industry was founded in 1892 by a group of British businessmen with an investment of ₹295. Initially, biscuits were manufactured in a small house in central Kolkata.
1918 - The Company was born on 21st March of the year 1918 as a public limited company.
1921 - Britannia became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But more importantly Britannia was acquiring a reputation for quality and value. As a result during the tragic World War II the Government reposed its trust in Britannia by contracting it to supply large quantities of 'service biscuits' to the armed forces.
1924 - A new factory was established in the year 1924 in Mumbai. In the same year the Company became a subsidiary of Peek Frean & Company Limited UK, a leading biscuit manufacturing company and further strengthened its position by expanding the factories at Calcutta and Mumbai.
1952 - The Kolkata factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Kolkata. During the same year automatic plants were installed in Calcutta.
1954 - The automatic plants were installed in Mumbai plant also in the same year the development of high quality sliced and wrapped bread in India was initiated by the company and was first manufactured at Delhi.
1965 - A new bread bakery was set up at Delhi in the year 1965.
1975 - Britannia Biscuit Company takes over biscuit distribution from Parry's during the year 1975.
1976 - The company had introduced Britannia bread in Calcutta and Chennai.
1978 - The company made Public issue, in that Indian shareholding crossed 60%.
1979 - The Company redefined itself from Britannia Biscuit Company Limited to Britannia Industries Limited.
Fast forward to Current Status, 2021 - Britannia is one of India's oldest existing companies. It is now part of the Wadia Group headed by Nusli Wadia. Britannia's revenue stood at 11,878.95 crores INR (US$1.7 billion) in 2020.
Britannia - Mission
The mission statement of Britannia says, "To improve the financial health of our members and customers by satisfying their evolving borrowing, investment and housing needs."
Britannia - Products
Bakery Products : Biscuits account for 95% of Britannia's annual revenue. The company's factories have an annual capacity of 433,000 tonnes. The brand names of Britannia's biscuits include VitaMarieGold, Tiger Biscuits, Nutrichoice, Good day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts amongst others.
In 2006, Tiger, the mass market brand, realized $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia revenues for that year.
Dairy Products : Dairy products contribute close to 5% to Britannia's revenue. The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02.
Britannia - Business Model
The company operates in two business segments, namely, bakery products and dairy products. The company derives ~95% of its revenue from the biscuits segment while, ~5% of its total sales coming from non-biscuits category (dairy) and International market.
The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets. Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India.
Britannia - Revenue and Growth
Between 1998 and 2001, the company's sales grew at a compound annual rate of 16% against the market, and operating profits reached 18%. Presently, the company has been growing at 27% a year, compared to the industry's growth rate of 20%. At present, 90% of Britannia's annual revenue of Rs 22 billion comes from biscuits.
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report. Britannia has an estimated market share of 38%.
Britannia - Acquisitions
Britannia Industries, India's largest processed food company, has announced that it has entered into an agreement with Fonterra Brands (Mauritius Holding) Ltd, Mauritius, for acquiring the latter's 49 per cent Equity and Preference shareholding in Britannia New Zealand Foods Pvt Ltd (BNZF), their Joint Venture Company engaged in Dairy business. This acquisition is subject to Reserve Bank of India approval.
The company and its associates acquired majority stakes in Dubai-based Strategic Foods International LLC and Oman-based Al Sallan Food Industries in March 2007.
Britannia - Competitors
The top 10 competitors in Britannia Industry Limited's competitive set are:
Parle Products
ITC
Horlicks
Biskfarm
Richfield Industries
Frisco Foods
Cookie Man
MTR Foods Pvt. Ltd.
Milo Australia & New Zealand
Complan and Cadbury Bournvita
Its top Dairy competitors are:
Nestlé India
The National Dairy Development Board
Amul
Britannia - Challenges Faced
A businessman from Kerala, Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'. In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Groupe Danone in Britannia Industries Limited. It was referred to as India's most dramatic corporate sagas, Pillai ceded control to Wadia and Danone after a bitter boardroom struggle, then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.
Biscuit major Britannia Industries, the star amongst the Indian FMCG pack of late, says generating consumer demand remains the biggest challenge in the new year. FMCG companies in general reported lacklustre results in recent quarters. But the biscuit maker's numbers beat expectations, with the Bengaluru-based company's profit margins at a record high in the last two quarters.
In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries (in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt) without its consent. Whilst it was initially reported in December 2006 that agreement had been reached, it was reported in September 2007 that a solution remained elusive. In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008.
Britannia is also facing the challenge of rising employee attrition after the recent change of guard.
Britannia - Future Plans
"CCD Dairy Bread is an instance. We are looking for more such acquisitions in India covering a larger domain. But in the international market we will look at acquisitions in our core areas of biscuits and bakery," - Vinita Bali, managing director of Britannia.
The maker of Good Day and Tiger Biscuits now plans to invest ₹700 crore over the next two years to set up greenfield facilities and scale up capacities of core products and another ₹300 crore for new launches including dairy, taking total investment to over ₹1,000 crore, said Varun Berry Managing Director, Britannia.
Britannia Industries said it will invest ₹700 crore to open more factories as demand for packaged food, including biscuits, has exceeded production capacity with rural markets outpacing urban sales.
Britannia - FAQs
Is Britannia a FMCG company?
Yes, Britannia is a FMCG company and one of the favourite and oldest brands in India.
How many products are in Britannia?
Britannia's product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Its brand portfolio includes Tiger, Marie Gold, Good Day, 50:50, Treat, NutriChoice and Milk Bikis. BIL has a presence in more than 60 countries across the globe.
Which country owns Britannia?
Britannia is an Indian Company with headquarters in Kolkata.
How does Britannia make money?
Britannia company operates in two business segments to make money, namely, bakery products and dairy products.
When was Britannia founded?
Britannia was launched on 16 April 1953.
How many employees are there in Britannia?
There are 4480 employees in Britannia.
Who founded Britannia Biscuit Company?
A British businessman C.H. Holmes founded Britannia Biscuit Company in 1918.
Who is the owner of Britannia company?
Wadia group is owner of Britannia.
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Britannia Industries Ltd. An In-Depth Analysis
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2023-10-13T00:00:00
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Explore Britannia Industries Ltd., a beloved Indian FMCG brand with a 130-year legacy. Read more in this blog.
|
en
|
/content/dam/bfsl/bfsl__header-footer/bajajbroking-favicon.ico
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https://www.bajajbroking.in/blog/britannia-industries-overview
|
ATTENTION INVESTORS:
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No need to issue cheques by investors while subscribing to IPO. Just write the bank account number and sign in the application form to authorise your bank to make payment in case of allotment. No worries for refund as the money remains in investor's account.
Please Note:
Stock Brokers can accept securities as margin from clients only by way of pledge in the depository system w.e.f. September 1, 2020
Update your mobile number & email ID with your stock broker/depository participant and receive OTP directly from depository on your email id and/or mobile number to create pledge.
Pay 20% upfront margin of the transaction value to trade in cash market segment.
Investors may please refer to the Exchange's Frequently Asked Questions (FAQs) issued vide circular reference NSE/INSP/45191 dated July 31, 2020 and NSE/INSP/45534 and BSE vide notice no. 20200731-7 dated July 31, 2020 and 20200831-45 dated August 31, 2020 and other guidelines issued from time to time in this regard.
Check your Securities /MF/ Bonds in the consolidated account statement issued by NSDL/CDSL every month.
Client Registration Documents (Rights & Obligations, Risk Disclosure Document, Do's & Don'ts) in Vernacular Language: BSE | NSE
If the client wishes to revoke /cancel the EDIS mandate placed by them, they can write on email to [email protected] or call on the toll free number.
Advisory for Investors : NSE | BSE
ADVISORY - KYC COMPLIANCE
ADVISORY – PRECAUTIONS FOR CLIENTS DEALING IN OPTIONS
We also do pro-account trading in Equity & Derivatives Segment.
Filling complaints on SCORES - Easy & Quick
A. Register on SCORES portal B. Mandatory details for filling complaints on SCORES (i) Name, PAN, Address, Mobile Number, E-mail ID C. Benefits: (i) Effective Communication (ii) Speedy redressal of the grievances.
SEBI Registration No.: INZ000218931 | BSE Cash/CDS/F&O (Member ID: 6706) | NSE Cash/F&O/CDS (Member ID: 90177) | DP registration No : IN-DP-418-2019 | CDSL DP No.: 12088600 | NSDL DP No. IN304300 | AMFI Registration No.: ARN – 163403 Research Analyst SEBI Registration No. INH000010043
Compliance officer:
Mr. Harinatha Reddy Muthumula, TEL: 1800 833 8888; Email: [email protected] for DP related to [email protected] , for any investor grievances write to [email protected]
DISCLAIMER
STANDARD DISCLAIMER
Investments in the securities market are subject to market risk, read all related documents carefully before investing.
Reg Office: Bajaj Auto Limited Complex, Mumbai –Pune Road Akurdi Pune 411035. Corporate Office: Bajaj Financial Securities Limited, 1st Floor, Mantri IT Park, Tower B, Unit No 9 & 10, Viman Nagar, Pune, Maharashtra 411014. SEBI Registration No.: INZ000218931 | BSE Cash/F&O/CDS (Member ID:6706) | NSE Cash/F&O/CDS (Member ID: 90177) | DP registration No: IN-DP-418-2019 | CDSL DP No.: 12088600 | NSDL DP No. IN304300 | AMFI Registration No.: ARN –163403.
Website: https://www.bajajbroking.in/
RESEARCH DISCLAIMER
Broking services offered by Bajaj Financial Securities Limited | Registered Office: Bajaj Auto Limited Complex , Mumbai –Pune Road Akurdi Pune 411035 | Corporate Office: Bajaj Financial Securities Limited, 1st Floor, Mantri IT Park, Tower B, Unit No 9 & 10, Viman Nagar, Pune, Maharashtra 411014| CIN: U67120PN2010PLC136026| Research Analyst SEBI Registration No: INH000010043.
Details of Compliance Officer: Mr. Harinatha Reddy Muthumula (For Broking/DP/Research)|Email: [email protected]/[email protected] |Contact No.: 020-4857 4486 |
Investment in the securities involves risks, investor should consult his own advisors/consultant to determine the merits and risks of investment.
DISCLOSURES
Disclosures under the provisions of SEBI (Research Analysts) Regulations 2014 (Regulations)
Bajaj Financial Securities Limited ("Bajaj Broking" or "Research Entity") is regulated by the Securities and Exchange Board of India ("SEBI") and is licensed to carry on the business of broking, depository services and related activities. There were no instances of non-compliance by Bajaj Financial Securities Limited on any matter related to the capital markets, resulting in significant and material disciplinary action during the last three years. This research report has been prepared and distributed byBajaj Financial Securities Limited in the capacity of a Research Analyst as per Regulation 22(1) of SEBI (Research Analysts) Regulations 2014 having SEBI Registration No. INH000010043.
DISCLAIMER
This e-mail/ short message service (SMS) may contain confidential, proprietary or legally privileged information. It should not be used by anyone who is not the original intended recipient. If you have erroneously received this message, please delete it immediately and notify the sender. The recipient acknowledges thatBajaj Financial Securities Limited or its holding and/or associated companies, as the case may be, are unable to exercise control or ensure or guarantee the integrity of/over the contents of the information contained in e-mail /SMS transmissions and further acknowledges that any views expressed in this message are those of the individual sender and no binding nature of the message shall be implied or assumed unless the sender does so expressly with due authority of Bajaj Financial Securities Limited. This message is not intended as an offer or publication or solicitation for distribution for subscription of or purchase or sale of any securities or financial instrument(s) to anyone in whose jurisdiction such subscription etc. requires prior local regulatory clearance or is contrary to the local laws of the land in any manner or as an official confirmation of any transaction. Before opening any attachments, please check them for viruses and defects.
This service / information is strictly confidential and is being furnished to you solely for your information. This information should not be reproduced or redistributed or passed on directly or indirectly in any form to any other person or published, copied, in whole or in part, for any purpose unless otherwise expressly authorised. This service / information is not directed or intended for distribution to, or use by, any person or entity who is a citizen or resident of or located in any locality, state, country or other jurisdiction, where such distribution, publication, availability or use would be contrary to law, regulation or which would subjectBajaj Financial Securities Limited and affiliates/ group/holding companies to any registration or licensing requirements within such jurisdiction. The distribution of this document in certain jurisdictions may be restricted by law, and persons in whose possession this document comes, should inform themselves about and observe any such restrictions.
The data would be provided to the clients on an "as is" and "where-is" basis, without any warranty. Bajaj Financial Securities Limited or its subsidiaries and associated companies shall not be liable for any delay or any other interruption which may occur in providing the data due to any reason including network (Internet) reasons or snags in the system, breakdown of the system or any other equipment, server breakdown, maintenance shutdown, breakdown of communication services or inability of the Bajaj Financial Securities Limited or its subsidiaries and associated companies to provide the data. In no event shall the Bajaj Financial Securities Limited or its holding and associated companies be liable for any damages, including without limitation direct or indirect, special, incidental, or consequential damages, losses or expenses arising in connection with the data provided by the Bajaj Financial Securities Limited or its holding and associated companies.
ADDITIONAL DISCLAIMER FOR U.S. PERSONS
Bajaj Financial Securities Limited is not a registered broker-dealer under the U.S. Securities Exchange Act of 1934, as amended (the"1934 act") and under applicable state laws in the United States. In addition, Bajaj Financial Securities Limited is not a registered investment adviser under the U.S. Investment Advisers Act of 1940, as amended (the "Advisers Act" and together with the 1934 Act, the "Acts), and under applicable state laws in the United States. Accordingly, in the absence of specific exemption under the Acts, any brokerage and investment services provided by Bajaj Financial Securities Limited, including the products and services described herein are not available to or intended for U.S. persons. This email message does not constitute an offer or invitation to purchase or subscribe for any securities or solicitation of any investments or investment services and/or shall not be considered as an advertisement tool. "U.S. Persons" are generally defined as a natural person, residing in the United States or any entity organized or incorporated under the laws of the United States. US Citizens living abroad may also be deemed "US Persons" under certain rules.
ADDITIONAL DISCLAIMER FOR CANADIAN PERSONS
Bajaj Financial Securities Limited is not a registered adviser or dealer under applicable Canadian securities laws nor has it obtained an exemption from the adviser and/or dealer registration requirements under such law. Accordingly, any brokerage and investment services provided by Bajaj Financial Securities Limited, including the products and services described herein are not available to or intended for Canadian persons.
This mailer and its respective contents do not constitute an offer or invitation to purchase or subscribe for any securities or solicitation of any investments or investment services.
DISCLAIMER FOR REPORT
DISCLOSURES UNDER THE PROVISIONS OF SEBI (RESEARCH ANALYSTS) REGULATIONS 2014 (REGULATIONS)
Bajaj Financial Securities Limited ("Bajaj Broking" or "Research Entity") is regulated by the Securities and Exchange Board of India ("SEBI") and is licensed to carry on the business of broking, depository services and related activities.
This Report has been prepared by Bajaj Financial Securities Limited in the capacity of a Research Analyst having SEBI Registration No. INH000010043 and distributed as per SEBI (Research Analysts) Regulations 2014. This report does not constitute an offer or solicitation for the purchase or sale of any financial instrument or as an official confirmation of any transaction. The information contained herein is from publicly available data or other sources believed to be reliable. This report is provided for assistance only and is not intended to be and must not alone be taken as the basis for an investment decision. The user assumes the entire risk of any use made of this information. Each recipient of this report should make such investigation as it deems necessary to arrive at an independent evaluation of an investment in the securities of companies referred to in this document (including the merits and risks involved), and should consult his own advisors to determine the merits and risks of such investment. The investment discussed or views expressed may not be suitable for all investors.
This information is strictly confidential and is being furnished to you solely for your information. This information should not be reproduced or redistributed or passed on directly or indirectly in any form to any other person or published, copied, in whole or in part, for any purpose. This report is not directed or intended for distribution to, or use by, any person or entity who is a citizen or resident of or located in any locality, state, country or other jurisdiction, where such distribution, publication, availability or use would be contrary to law, regulation or which would subject Bajaj Financial Securities Limited and associates / group companies to any registration or licensing requirements within such jurisdiction. The distribution of this report in certain jurisdictions may be restricted by law, and persons in whose possession this report comes, should observe, any such restrictions. The information given in this report is as of the date of this report and there can be no assurance that future results or events will be consistent with this information. This information is subject to change without any prior notice. Bajaj Financial Securities Limited reserves the right to make modifications and alterations to this statement as may be required from time to time. Bajaj Financial Securities Limited or any of its associates / group companies shall not be in any way responsible for any loss or damage that may arise to any person from any inadvertent error in the information contained in this report. Bajaj Financial Securities Limited is committed to providing independent and transparent recommendation to its clients. Neither Bajaj Financial Securities Limited nor any of its associates, group companies, directors, employees, agents or representatives shall be liable for any damages whether direct, indirect, special or consequential including loss of revenue or lost profits that may arise from or in connection with the use of the information. Our proprietary trading and investment businesses may make investment decisions that are inconsistent with the recommendations expressed herein. Past performance is not necessarily a guide to future performance .The disclosures of interest statements incorporated in this report are provided solely to enhance the transparency and should not be treated as endorsement of the views expressed in the report. The information provided in these reports remains, unless otherwise stated, the copyright of Bajaj Financial Securities Limited. All layout, design, original artwork, concepts and other Intellectual Properties, remains the property and copyright of Bajaj Financial Securities Limited and may not be used in any form or for any purpose whatsoever by any party without the express written permission of the copyright holders.
We offer our research services to clients as well as our prospects. Though this report is disseminated to all the customers simultaneously, not all customers may receive this report at the same time. We will not treat recipients as customers by virtue of their receiving this report.
Bajaj Financial Securities Limited and its associates, officer, directors, and employees, research analyst (including relatives) worldwide may: (a) from time to time, have long or short positions in, and buy or sell the securities thereof, of company(ies), mentioned herein or (b) be engaged in any other transaction involving such securities and earn brokerage or other compensation or act as a market maker in the financial instruments of the subject company/company(ies) discussed herein or act as advisor or lender/borrower to such company(ies) or have other potential/material conflict of interest with respect to any recommendation and related information and opinions at the time of publication of research report or at the time of public appearance. Bajaj Financial Securities Limited may have proprietary long/short position in the above-mentioned scrip(s) and therefore should be considered as interested. The views provided herein are general in nature and do not consider risk appetite or investment objective of any particular investor; readers are requested to take independent professional advice before investing. This should not be construed as invitation or solicitation to do business with Bajaj Financial Securities Limited.
Bajaj Financial Securities Limited or its associates may have received compensation from the subject company in the past 12 months. Bajaj Financial Securities Limited or its associates may have managed or co-managed public offering of securities for the subject company in the past 12 months. Bajaj Financial Securities Limited or its associates may have received compensation for investment banking or merchant banking or brokerage services from the subject company in the past 12 months. Bajaj Financial Securities Limited or its associates may have received any compensation for products or services other than investment banking or merchant banking or brokerage services from the subject company in the past 12 months. Bajaj Financial Securities Limited or its associates have not received any compensation or other benefits from the Subject Company or third party in connection with the research report. Research analyst or his/her relative or Bajaj Financial Securities Limited’s associates may have financial interest in the subject company. Bajaj Financial Securities Limited, its associates, research analyst and his/her relative may have other potential/material conflict of interest with respect to any recommendation and related information and opinions at the time of publication of research report or at the time of public appearance.
Research analyst has served as an officer, director or employee of subject Company: No
Bajaj Financial Securities Limited has financial interest in the subject companies: No
Bajaj Financial Securities Limited’s Associates may have actual/beneficial ownership of 1% or more securities of the subject company at the end of the month immediately preceding the date of publication of research report.
Research analyst or his/her relative has actual/beneficial ownership of 1% or more securities of the subject company at the end of the month immediately preceding the date of publication of research report: No
Bajaj Financial Securities Limited has actual/beneficial ownership of 1% or more securities of the subject company at the end of the month immediately preceding the date of publication of research report: No
Subject company may have been client during twelve months preceding the date of distribution of the research report.
There were no instances of non-compliance by Bajaj Financial Securities Limited on any matter related to the capital markets, resulting in significant and material disciplinary action during the last three years. A graph of daily closing prices of the securities is also available at https://www.nseindia.com/
ANALYST CERTIFICATION
The analyst for this report certifies that all of the views expressed in this report accurately reflect his or her personal views about the subject company or companies and its or their securities, and no part of his or her compensation was, is or will be, directly or indirectly related to specific recommendations or views expressed in this report.
RISK DISCLOSURE ON DERIVATIVES
9 out of 10 individual traders in equity Futures and Options Segment, incurred net losses.
On an average, loss makers registered net trading loss close to ₹ 50,000.
Over and above the net trading losses incurred, loss makers expended an additional 28% of net trading losses as transaction costs.
Those making net trading profits, incurred between 15% to 50% of such profits as transaction cost.
SEBI study dated January 25, 2023 on “Analysis of Profit and Loss of Individual Traders dealing in equity Futures and Options (F&O) Segment”, wherein Aggregate Level findings are based on annual Profit/Loss incurred by individual traders in equity F&O during FY 2021-22.
BROKERAGE DISCLAIMER
All leveraged intraday positions will be squared off on the same day. There is no restriction on the withdrawal of the unutilised margin amount. Brokerage will not exceed the SEBI prescribed limit. Visit : https://www.bajajbroking.in/pricing
MTF
As subject to the provisions of SEBI Circular CIR/MRD/DP/54/2017 dated June 13, 2017, and the terms and conditions mentioned in the lights and obligations statement issued by the TM (if applicable).
US INVESTING
International investment is not supervised by any regulatory body in India. Thus, any claim or dispute relating to such investment or enforcement of any agreement/contract /claim will not be under laws and regulations of the recognized stock exchanges and investor protection under Indian Securities Law. The account opening process will be carried out on Vested platform and Bajaj Financial Securities Limited will not have any role in it.
PICKRIGHT / MARKETSMITH / GOLDENPI / SOVEREIGN GOLD BONDS
Bajaj Financial Securities Limited is only distributor of this product. These are not exchange traded products and all disputes with respect to the distribution activity, would not have access to exchange investor redressal forum or Arbitration mechanism. Bajaj Financial Securities Limited is not a registered Investment Advisory. User discretion is required before investing. Client is requested to independently evaluate and/or consult their professional advisors before arriving at any conclusion to make any investment. The decision to invest shall be the sole responsibility of the Client and shall not hold Bajaj Financial Securities Limited, its employees and associates responsible for any losses, damages of any type whatsoever.
IPO
This should not be construed as soliciting investment. Investors’ discretion is required. Kindly consult your financial expert before investing. No need to issue cheques by investors while subscribing to IPO. Investments in securities markets are subject to market risks, read all the related documents carefully before investing.
IPO FINANCING
IPO Financing is done through Bajaj Finance Limited. Bajaj Finance Limited (BFL or Lender) reserves the sole right to decide participation in any IPO and financing to the client shall be subject to credit assessment done by the lender. Also, BFL shall have full rights to decide the commercial terms for IPO and final application and financing shall be subject to all requirements being met by the client in a timely manner including documentation, account setup and payment of required Interest and Margin. Bajaj Finance Limited also reserves the exclusive rights to change any of the above-mentioned terms and conditions without prior notice to clients. The scheme margin is subject to change. UPI is mandatory to bid in all IPOs through our platform. As per exchange guidelines, all the UPI mandates will only be accepted till 5:00 PM on IPO closure day.
SCREENERS
Screeners is not Exchange-approved products and any disputes related to the same will not be dealt on the Exchange platform.
SECURITIES
Securities quoted are exemplary and not recommendatory.
IPV
Account would be open after all procedure relating to IPV and client due diligence is completed.
IMAGES
The images used are only for representation purpose. Proper due diligence has been done for the images and the image is not of any artist. The same is captured from royalty free sites.
DISCLOSURE TO CLIENTS REGARDING PAYOUT OF FUNDS
As per SEBI circular no. SEBI/HO/MIRSD/MIRSD-PoD-1/P/CIR/2023/84 dated June 08, 2023, Stockbrokers are required to upstream the entire client funds lying with them to the Clearing Corporation. Based on client’s request the funds’ release request must be placed with the Clearing Corporation. Based on the internal process and cut-off timelines of the Clearing Corporation the funds will be released to the Stock Broker. In view of this new process, as specified by the regulatory and the cut-off time of Clearing Corporation/Banks processing the funds, Bajaj Financial Securities Limited cannot commit the exact time for releasing funds payout to its client. Clients are requested to note that, Bajaj Financial Securities Limited will not be responsible for any inconvenience caused to clients due to delay in release of funds payout, including fines, delayed charges, defaults, etc.
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https://www.slideshare.net/Ankeshkumar78/organisation-study-on-britannia-industries
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Organisation Study on Britannia Industries
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1. 1 CHAPTER 1 INDUSTRIAL PROFILE 1.1 GLOBAL SCENARIO Food processing is one of the largest global sectors at $7 trillion annual production. Look around and you‘ll find companies of Cold drinks, Wafer chips, Juice, restaurant chains to be among biggest ones. Italian pasta and pizza is now consumed in almost all countries, so are the burgers and sandwiches. Sugar free products, cornflakes, oats, ketchups etc. are among most demanded consumer goods. Currently only 2 % of India‘s vegetable and fruits production is processed. In comparison USA and China processes their 90% and 40% produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70% of their produce. India‘s food processing sector ranks fifth in the world in exports, production and consumption. Importance of this sector is significant and it deserves a priority treatment by government. Accordingly sector has been made part of ambitious ‗Make in India‘ initiative. Food processing is also significantly impacted by multiple external factors, including economic trends, climate change, and demographic shifts, emerging power markets, new trade partnerships and world population growth predictions. Today‘s food supply chain is more globalised, longer and far more complex than ever before. With growing imports and exports, processed foods are dependent on longer supply chains which pose a great challenge to assuring food safety.
2. 2 1.2 INDIAN SCENARIO Introduction The Indian food industry is poised for huge growth, increasing its contribution to world food trade every year. In India, the food sector has emerged as a high- growth and high-profit sector due to its immense potential for value addition, particularly within the food processing industry. Accounting for about 32 per cent of the country‘s total food market, The Government of India has been instrumental in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is making all efforts to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented units. Market Size The Indian food and grocery market is the world‘s sixth largest, with retail contributing 70 per cent of the sales. The Indian food processing industry accounts for 32 per cent of the country‘s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‘s exports and six per cent of total industrial investment. The Indian gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to increase by three times by 2020. The online food ordering business in India is in its nascent stage, but witnessing exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organized food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.
3. 3 Going forward, the adoption of food safety and quality assurance mechanisms such as Total Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic Practices (GHP) by the food processing industry offers several Investments According to the data provided by the Department of Industrial Policies and Promotion (DIPP), the food processing sector in India has received around US$ 7.54 billion worth of Foreign Direct Investment (FDI) during the period April 2000- March 2017. The Confederation of Indian Industry (CII) estimates that the food processing sectors have the potential to attract as much as US$ 33 billion of investment over the next 10 years and also to generate employment of nine million person-days. Road Ahead Benefits. It would enable adherence to stringent quality and hygiene norms and thereby protect consumer health, prepare the industry to face global competition, enhance product acceptance by overseas buyers and keep the industry technologically abreast of international best practices. 1.3 KEY PLAYERS IN THE INDUSTRY Nestle Nestlé India manufactures products of truly international quality under internationally famous brand names such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea; and in recent years the company has also introduced products of daily consumption and use such as Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita.
4. 4 Parle Agro Parle became popular with the release of its products such as Frooti and Parle-G. Parle Agro, today, is a Rs 2,200 Crore (US$ 364.93 million) organisation. They are known as much for their diversification into the foods sector as for their leadership the beverages sector. Parle operates under four business verticals: Beverages (fruit drinks, nectars, sparkling drinks and carbonated soft drink), Packaged Drinking Water, Foods, and pet preforms. Each of these verticals operates as independent entities. In the recent past, Parle has aggressively grown their infrastructure to 76 manufacturing facilities, both in India and overseas, and has developed a widespread network of 3,500 distributors that cater to more than 600,000 outlets in the country. It also has a strong presence in about 44 countries. Amul Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat. Founded in 1946, the brand is today managed by the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF) which is jointly owned by about 3 million milk producers in the state. Amul the co-operative was formed as a response to the exploitation of marginal milk producers by agents and traders of the existing dairy in the state. The co- operative has gone from strength to strength, on the back of inspired leadership of Tribhuvandas Patel, the founder Chairman and the Dr Verghese Kurien, who was entrusted the task of running the dairy from 1950. The Amul model has helped India to emerge as the largest milk producer in the world. More than 15 million milk producers contribute their milk in 144,500 dairy cooperative societies across the country. Their milk is processed in 184 district
5. 5 co-operative unions and marketed by 22 state Marketing Federations, ensuring a better life for million. 1.4 PEST ANALYSIS (Political): The political factors affecting fast food industry can vary from country to country. Compliance is of utmost importance. Globally, the fast food brands have to comply with these requirements. There are regulations related to wages, hygiene and food quality that need to be complied with. The minimum wage standards can differ from country to country. In countries where wage rates are high, the labor costs are high. Apart from it, packaging regulations have also changed. Governments can also press the fast food chains to include healthier items on their menus. These are the most important political factors that affect the fast food industry. After all, it is the attitude of the governments towards the businesses that affects their performance. (Economic): The recession influenced the fast food industry to some extent. However, since it passed, spending per consumer has increased. Most of the restaurants have included cheaper options in their menus and improved customer service. Customer service is an important area as brands struggled during the recession to retain customers. A number of changes including increased health consciousness affected fast food sales. Delicious food was insufficient to attract the customers. So, brands supplemented it with increased convenience and low costs to encourage customers. Overall, economic factors are a very important influence on the fast food industry. The industry has showed excellent ability to adapt in the face of the changing trends. To better adjust to recession and low economic activity, brands included low priced items. They added to the variety of products on the menu. However, the size of individual spending on fast food has always depended on the economic conditions in specific markets. In US alone, more than 200,000
6. 6 restaurants feed more than 50 million people daily. With economic activity surging globally, the spending on fast food could increase further in future. (Social): Health and lifestyle trends also influence the fast food industry. Health awareness has affected the entire food industry. It includes not just fast food, but snacks and beverages and all other foods. People now think before they eat. Consumers‘ changed attitude pressed the restaurant brands to include low calorie options. The social perception of health has changed vastly. Media has played its own important role in creating this perception. The fast food industry has faced heavy criticism for targeting young children. Moreover, the attack on junk food led to people adopting low calorie foods. Such changing social trends impact the sales of the entire industry. The industry was held liable for the increasing childhood obesity. As a result, it had to adopt measures like showing the nutritional content on the label and reduce calories in the items. Cultural factors might also play an important role since some cultures do not encourage the consumption of fast food. Still, most cultures have adopted it with changes to suit the local preference. (Technological): Technological factors have been an important influence on the fast food industry. This sector does not depend only on the attractiveness of its menu and the food quality. Customer service and convenience are also major factors affecting sales. Technological factors have already brought huge changes to the way brands have served and engaged their customers. They also affect marketing and advertising of the brands. Social media and online ordering have changed the style of customer service. Social media channels became the most important venue for engaging customers. The use of digital displays and kiosks affected ordering and the costs of labor. Technology overall has proved to be something indispensable. It has
7. 7 helped brands serve customers through innovative channels and in innovative ways. Fast food brands have become innovative in other areas too. They engage their customers on social media and collect feedback through several channels. Competition in the industry is heavy. This is also a reason that technology has become important for fast food brands.
8. 8 CHAPTER 2 COMPANY PROFILE 2.1 Background, History, Products and Markets Britannia Industries Limited is an Indian food-products corporation based in Bangalore, India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated market share of 38%. The Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. The company was entrenched in 1892. Initially, biscuits were mold in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, a renowned attorney, and operated under V.K Brothers." In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. 1921 - The Company obtained a priority of Certificate and imported new machinery thereby becoming the first biscuit company in India to install and run a gas oven plant. 1924 - A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Co. Ltd., U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1939-45 - A large part of the Company's production was diverted to war effort on account of World War II and at times as much as 95% of the total capacity was booked for the production of "Service Biscuit". 1952 - The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there and later in Mumbai in 1954. 1954 - The development of high quality sliced and wrapped bread in India was pioneered by the Company and was first manufactured at Delhi.
9. 9 1961 - Manufacture of bread was started in Mumbai and a new bread bakery was set up at Delhi in 1965. 1979- With effect from 3rd October, the name of the Company was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd. 1980 - The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1980-The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1986-The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. "Good Day", a new biscuit launched during the year met with good market response. - Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of "Vital". 1987-In (16 months), the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions and higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of the bakery division reached 27. The soya products division introduced a range of extruded products under the brand name "VITAL FEAST". 1989 The Company launched new brand of biscuit, namely, `CIRCUT'. Another brand "PURE MAGIC" was extended nationally and posta badam was added to "GOOD DAY" range of biscuits. Bread production and affected for some time at Delhi factory due to industrial unrest. 1990- Two new brands of biscuits,"Elaichi Cream"and "Petit Beurre" were launched. Also, a new cashew badam variant of the brand "Milk Bikis" and brand
10. 10 extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi and was well received. 1991-The Company launched two new speciality brands viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and elaichi cream. - On 17th August, the Company handed over to SM Dychem Ltd, its soya unit at Vidisha, MP. - The Company proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases and essence for Coca Cola, Fanta & Sprite and to export processed snack foods. 1992-The Company launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market. 1993 - The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1993-The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1994-During the year, the bakery division launched `Bakers Choice' a sweet biscuit and `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers. 1995- Under the `Pure Magics' Umbrella, the company launched a new sandwich cream biscuit with two-in-one flavour viz. double cream and this was well received in the market. In the cake market, under the premium segment, the company launched with Groupe Danone's technological input a Swissroll Cake "Mini Roule" which was also met with good response.
11. 11 1996- Mariegold biscuits registered quantum growth in volumes and milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company's profits improved. 1997- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products and efficient production systems. The Company undertook to diversify into cheese and dairy whitner. - The Company launched `Tiger' range of biscuits for mass market category, `Jim-Jam' and ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year. - Britannia Industries (BIL) is one of the largest bakery in the private sector and a household name in food products. - Britannia Industries Ltd (BIL) will shortly enter the cheese and milk products market with an alliance proposed between itself and the Mumbai-based Dynamix Dairy Ltd. - Britannia Industries Ltd is all set to launch a new corporate identity and a total revamp of its product portfolio, with strategic inputs from an international strategic design and brand repositioning company - Shining Strategic Design. 1998- Food major Britannia Industries Ltd (BIL) has signed a wage agreement with the Maharashtra General Kamgar Union (MGKU), providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai. - The company has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. Half/Half comes in a twin-cake pack (Rs.6) and a tray pack containing five cakes. - Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala. - A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited (BIL). 1999 Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai and some markets in the South. - Britannia Industries, launching the country's first branded flavoured milk is another step towards its goal of becoming a dairy-products giant. - In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for the first time - with India and south Asia-
12. 12 specific volumes targeted at school children as well as institutions and the general `knowledge-seeker'. 2000- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st. - Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer. - The Company has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein and 58 cereals. - Britannia's Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand. - The Industry is set to start bread- manufacturing factories in Kochi, Hyderabad and Chennai to tap the region's market potential. - The Company has become the first company to take its products to the Net in the form of a video file. - Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand. - The Company has appointed Tata Energy Research Institute (Teri) for a power audit. - FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd. - The Company has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi. - Britannia Industries Ltd. has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai. 2002--Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the leading diary co-operative groups in the world. 2003--Britannia New Zealand Foods, a joint venture of Britannia Industries and Fonterra Co-operative group of New Zealand has launched "Britannia MilkMan" freshmilk. 2005---Britannia New Zealand launches health drink for adult -Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant! -Britannia launched 'Greetings' range of premium assorted gift packs -The new plant in Uttaranchal, commissioned ahead of schedule. -The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.
13. 13 2008-Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao" –Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'MarieGold'. 2009-Britannia NutriChoice Nature Spice Crackers launched - Your favorite Cream Crackers, now made even more exciting with the addition of "Sabut" Ajwain and Jeera spices. 2010 -Britannia NutriChoice launches a New Year pack - the Health Starter Kit. Created for everyone who makes New Year resolutions and doesnt follow through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled together with a Fit Sip Sipper and a fitness chart. All this only for Rs100. 2013--Britannia Industries Ltd.-Kolkata was selected the winner of the GOLDEN PEACOCK NATIONAL QUALITY AWARD for the year 2012. -Britannia bagged the prestigious IWLF Award for 'Solid Waste Management Project' and 'BNF' project at the International Women Leadership Forum held in Mumbai on 25th April2013.
14. 14 2.2 Vision, Mission And Goal Vision: Our Core Emphasis Across Portfolios Is On Healthy, Fresh And Delicious Food. Mission: We demand the best of ingredients and package their natural goodness in our products, without compromise. Goal: To provide consumers the highest standards of food safety and ensure hygiene in new diversified food category. 2.3 SWOT ANALYSIS STRENGTH 1. Britannia has been around 120 years in the industry 2. Britannia is one of India‘s most trusted brand with strong brand recall 3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk, butter, cheese, etc. 4. Strong distribution network ensuring proper availability of the products even in the remotest of areas 5. Britannia has a major share in biscuits industry 6. Marketing and advertising efficiency 7. Innovative products for health conscious people like oats and porridge, Britannia Nutri Choice biscuits for diabetes patients, Vita Marie Gold, etc. 8. Strong presence in rural markets 9. Products for all food and snacks segments is a big boon for Britannia
15. 15 WEAKNESS 1. Lower market share for Britannia in dairy segment 2. Similar products produced by many companies means high brand switching 3. Over dependency on the biscuit business: Britannia‘s 75% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. OPPORTUNITIES 1 .Increase in purchasing power of people in India 2.Increase its share in the dairy industry 3.Product line extension can benefit Britannia as the company has loyal customers 4. Expansion in other countries THREATS 1.Lower price offering competitors can affect Britannia's market share 2.Local dairies and bakeries can cause business losses 3.Inflation can cause fall in sales and revenue 4.Rise in cost of raw materials
16. 16 CHAPTER 3 ORGANIZATION DESIGN 3.1 Organization Chart Chart: 3.1 Source: www.unsoyfood.com 3.2 CRITICAL REVIEW OF THE ORGANIZATION STRUCTURE The advantages of this type of structure are the following: It provides more focus and flexibility on each division's core competency.
17. 17 It allows the divisions to focus on producing specialized products while also using knowledge gained from related divisions. It allows for more coordination than the functional structure. Decision-making authority pushed to lower levels of the organization enables faster, customized decisions. 3.3 McKinsey’s 7S Model In McKinsey model, the seven areas of organization are divided into the ‗soft‘ and ‗hard‘ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. The Hard S’s: Strategy: The direction and scope of Britannia company over the long run. Structure: Britannia‘s departments, reporting lines, areas of expertise and responsibility and how they inter-relate to each other. Systems are the processes and procedures of the Britannia company, which reveal business‘ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change. The Soft S’s: Skills are the abilities that Britannia‘s employees perform very well. They also include capabilities and competences. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
18. 18 Staff element is concerned with what type and how many employees Britannia needs and how they will be recruited, trained, motivated and rewarded. Style represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other words, it is the management style of company‘s leaders. Shared Values are the norms and standards that guide employee behavior and company actions and thus, are the foundation of the Britannia company.
19. 19 CHAPTER 4 BUSINESS MODEL OF BRITANNIA 4.1 Business Model Overview The decision to focus on direct distribution came soon after Varun Berry took over as the company‘s managing director in March 2014. At that time, Britannia used to serve only 6.5 lakh retail outlets directly. In comparison, Fritolay — a brand marketed by PepsiCo where Berry spent Britannia Industries Ltd is adapting the ―leanest possible‖ distribution model to directly ―tailor-serve retail outlets‖ across the country in less than a day as part of its plan to multiply sales and expand retail reach, said a senior executive. Currently, the process takes between one and three weeks. In the new distribution model, the Kolkata-headquartered biscuit maker plans to operate with a ―zero-day inventory‖ by ―reducing distance between its distribution centres and retail stores‖ that the company reaches directly. ―Direct distribution results in much better offtake of brands. We have seen two to three times higher brand offtake (sales) after we started serving a particular retail outlet directly,‖ said Gunjan Shah, vice president (sales), Britannia Industries. The aim, he added, is to go as deep possible ensuring it makes ―commercial sense‖. But how far can Britannia go? ―In some areas, we can go up to the level of a store that sells Britannia products worth Rs1,000 at least,‖ said Shah. That‘s just 100 packets of biscuits priced Rs10 each—Britannia‘s largest selling pack size in non-metro markets. almost two decades — had a direct reach of 1.1 million outlets despite being one- fourth of Britannia‘s size. ―From now on, every year we will add 2-3 lakh outlets to our direct network,‖ Shah said. At present, the company directly reaches to 1.7 million retails stores of
20. 20 the 4.8 million outlets where Britannia products are sold. There are about 11 million retail outlets in India, of which around 8 million sell biscuits. In the new direct distribution model, the entire supply chain is controlled by Britannia. Every day, around 20,000 people who are on Britannia‘s direct payroll, visit retail stores, analyse local demands, suggest required tweaks in product placements based on the company‘s in-house analytics and take orders on their mobile phones through an app. The orders are then delivered directly by Britannia from the nearest distribution centre within a day. Traditionally, Britannia stocks products at its distribution centres. Products first go to its exclusive wholesale dealers, then distributors and direct retailers. The entire process takes anything from one week to three weeks, depending on the distance between the retail outlet and the factory. Britannia wants to reduce this to less than a day. While the focus on direct distribution was initiated in 2014 and increased reach, the new form of direct distribution is fairly new. In the last couple of years, Britannia tested the model for commercial viability in different pockets across 10 cities, starting with Mumbai. ―The new system is mapped real-time. It also reduces operational cost for dealers and distributors as they would not need to stock products,‖ added Shah. At present, Britannia has more than 800 vendors, 70 factories, 50 depots, 300 stock-keeping units and 3500 wholesalers. ―The role of dealers and distributors is changing first. We need them for local knowledge, logistics and credit collection. Plus, they would take our products to geographies where Britannia can‘t reach direct in a commercially viable manner. This would further expand reach,‖ added Shah. Britannia is not alone in implementing the new distribution model. Kolkata-based cigarette-to-biscuit maker ITC Ltd, which reaches about 2 million retail stores directly, has been working on a similar ‗factory-to-retail in a day‘ model for the last
21. 21 few years, Mint reported on 10 June 2015. Britannia‘s rival Parle Products, the maker of Parle G biscuits, has the largest retail reach. According to a McKinsey and Co. report on the future of retail supply chains, companies can reduce costs by about 20% at the distribution centre level, while optimal deployment of inventory can reduce working capital by about 10%. To move to a ―zero-day inventory‖ operational model, Britannia has been increasing its distribution centres aiming to reduce distance between them and retail outlets. ―We now have around 14,000 distribution points, 4 times higher than what it was in 2013,‖ he added. ―Britannia has been in revamp mode for the past couple of years backed by change in distribution strategy. The focus on direct distribution is the right thing that the company has done. It would help accelerate revenue, increase market share, and improve cost efficiency in the long term. But direct distribution would not make commercial sense in remote areas,‖ said Sachin Bobade, an analyst with Dolat Capital Market. For Rs 8,684-crore Britannia Industries, the theme is ―pretty clear‖: ―Reduce distance to the market‖, Berry told investors in the company‘s last earnings call on 14 February 4.2 MARKETING FUNCTION Defining and managing your brand. This involves defining who you are, what you stand for, what you say about yourself, what you do and how your company acts. This, in turn, defines the experience you want your customers and partners to have when they interact with you. Conducting campaign management for marketing initiatives. Marketing proactively identifies the products and services to focus on over the course of your sales cycle, and then produces materials and communications that get the word out.
22. 22 Producing marketing and promotional materials. Your marketing department should create the materials that describe and promote your core products and/or services. They should be kept up-to-date as those products and services evolve. Creating content providing search engine optimization for your website. Your website is often the first (and possibly the only) place people go for information about you. Your marketing department will be responsible for keeping Web content current, while also working to ensure your site comes up quickly when someone searches for your type of business. Monitoring and managing social media. Marketing should contribute to, manage and maintain your social media pages. It should also manage accounts and carefully watch what‘s being posted about you online. Producing internal communications. Your employees need to understand your company, its values, its goals and its priorities. Marketing is often responsible for employee communications through a newsletter and/or intranet. Serving as media liaison. When your company is cited in the media, a member of the marketing department often acts as spokesperson for your company, or guides executives in how to respond to media queries. Conducting customer and market research. Research helps you define target markets and opportunities and helps you understand how your products and services are perceived. Overseeing outside vendors and agencies. Marketing is typically responsible for selecting and managing the agencies and vendors who produce marketing materials and or/provide marketing support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc. 4.3 OPERATIONS AND QUALITY FUNCTIOS 1. Finance Finance plays a chief role in operations management. It is essential to ensure that the organization‘s finance has been utilized properly to carry out major functions such as the creation of goods or services so that the customer‘s needs could be satisfied.
23. 23 2. Operation organizing, directing and controlling all the activities of an organisation which helps in converting the raw materials and human efforts into valuable goods and services for satisfying customer. This function in operation management is mainly concerned with planning, needs. 3. Strategy Strategy in operation management refers to planning tactics that could help them to optimise the resources and have a competitive edge over others. Business strategies imply to supply chain configuration, sales, capacity to hold money, optimum utilisation of human resources and many more. production of the final product and then their selling to the customers which will satisfy their needs and wants. 4. Design of the product Incorporating innovative technologies play a crucial role in the selling of a product. Thus it is the duty of operations manager to ensure that the product is designed catering to the market trends and needs of the customers. The modern- day customers are more concerned about the quality of the product than its quantity. So, the operation managers focus on producing top-notch quality products. 5. Forecasting Forecasting refers to the process of making an estimation regarding certain events that might occur in the future. In operation management, forecasting refers to the estimation of customer‘s demand so that production can be done accordingly. Through this, the manager gets to know what to produce, when to produce and how to produce in accordance with the customer‘s needs.
24. 24 6. Supply Chain Configuration The main motive of Supply Chain Configuration is to ensure effective management, monitoring and controlling of all the main activities that are held in a firm. The supply chain configuration starts from the supply of the raw materials and continues till the 7. Managing the Quality Quality management plays an imperative role in selling a product. The operation managers allocate the task of quality management to a team and then supervise their task. The managers identify project defects and rectify them to ensure quality. For this, certain systems are used that measure and maintain the quality of the product. 4.4 FINANCE FUNCTIONS 1. Bookkeeping and Payables/Receivables Bookkeeping is the most basic financial activity in a company. Before a business owner ever considers hiring a CFO, they bring in a bookkeeper, who tracks all of the transactions in the organization, covering both sales and expenses. As the organization grows, they might hire more specialized payables and receivables clerks, to take over functions such as corresponding with vendors and suppliers, above and beyond recording transactions. 2. Financial Reporting and Control Financial Reporting and Control is the function that takes raw accounting entries and transforms them into usable and comparable financial statements. Requiring far more judgment than the bookkeeper‘s role, this function involves everything from ruling on how to implement accounting principles to designing financial processes of the organization, selecting accounting systems, liaising with
25. 25 external auditors, and ensuring that there are no gaps or oversights in existing processes. 3. Tax and Compliance Running a business involves paying tax, and paying tax means doing a lot of calculations and filling out a lot of forms. Often using the financial statements as a basis, along with various other configurations of the information produced by Bookkeeping and Payables/Receivables, the Tax and Compliance function will make sure all of the government forms and filings are sent complete and on-time to the taxman. A strong Tax and Compliance function will go one step beyond simple compliance, and will find ways to minimize tax, so as to maximize the company‘s net income. 4. Strategic Planning and Financial Planning & Analysis This function, ―FP&A‖ for short, is the true bridge between the Past and the Future. FP&A regularly creates strategic and financial plans that forecast what financial results (sales and expenses) will look like in future periods. Then, they compare actual results—prepared with the assistance of the Financial Reporting and Control function—to determine areas where the business can improve. With this ―variance analysis‖ complete, they can then prepare more accurate forecasts for the future. A strong FP&A function will not only generate annual forecasts but will be able to update them even over the course of a day or two, and to run many scenarios that examine the effects of, say, losing a big customer or an economic contraction. 5. Treasury & Working Capital Management The key role of Treasury is to make sure that the company doesn‘t run out of cash. This means, among other things, forecasting the upcoming working capital (receivables, payables and inventory) needs of the company, investing surplus
26. 26 cash in short-term instruments to generate modest interest income, and managing currency risk. 6. Capital Budgeting Capital Budgeting is the function responsible for selecting between the various uses of capital, or capital projects. After all, most organizations will have money available to invest in the business, with the hopes of either growing sales or reducing expenses. But the opportunities for spending typically exceed the amount available to spend, so Capital Budgeting develops business cases to evaluate and identify the most effective projects. A strong Capital Budgeting function will not only forecast project benefits, but will also track these benefits over time to determine whether the use of capital was as effective as originally anticipated. 7. Risk Management Risk Management is a function that is rapidly developing after the financial scandals of the early 2000s (Enron, WorldCom, the Great Recession and Lehman/Bear Stearns collapse, etc.). In the financial services industry, the function is particularly central as most institutions run with a high amount of debt (leverage), though leaders in other industries are also bulking up this function. Risk Management takes a hard look at some of the key risks faced by the company—currency, interest rate, market, operational, legal, etc.—and tries to quantify the possible impacts so that they can be mitigated as much as possible. If FP&A looks at the base case scenario for the company‘s financial results, Risk Management takes a wrecking ball to it. 8. Corporate Development & Corporate Strategy Corporate Development and Corporate Strategy can be widely defined, but it is the area of Finance most heavily populated by former investment bankers and management consultants. As such, common tasks that fall to this function include sourcing and analyzing mergers & acquisitions deals, raising debt and equity
27. 27 financing, making capital structure decisions and providing insight into high level strategic decisions such as entering a new market. 4.5 HUMAN RESOURCE FUNCTION Hiring and Recruiting One of the primary functions of the human resources department is to oversee hiring and recruiting within an organization. The department actively recruits, screens, interviews and hires qualified candidates for open positions. The department administers skills assessment and personality tests to match candidates with the right job within the company. The human resources department also develops employee handbooks that explain company policies and procedures to new hires. Training and Development The human resources department handles the training and development of staff within an organization. It creates training programs and conducts training for new hires and existing employees. The human resources department also works in conjunction with department managers and supervisors to determine the training needs of employees. They are also responsible for contracts with training providers and monitoring training budgets. Handling Compensation The human resources department is responsible for various aspects of employee compensation. The department typically handles employee payroll and ensures employees are paid accurately and on time, with the correct deductions made. Human resources departments also manage compensation programs that include pensions and other fringe benefits offered by the employer.
28. 28 Employee Benefits The human resources department manages all aspects of employee benefits, including health and dental insurance, long-term care or disability programs as well as employee assistance and wellness programs. The department keeps track of employee absences and job-protected leave, such as family medical leave. Human resources department representatives ensure employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer available because of a layoff or termination. Employee Relations The human resources department handles employee relations matters within an organization. Employee relations involves employee participation in different aspects of organizational activities. The department maintains the relationship between employees and management by promoting communication and fairness within the company. The department also handles disputes between employees and management, as well as disputes between the company and labor unions or employee rights organizations. Legal Responsibilities The human resources department is responsible for interpreting and enforcing employment and labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and work hour requirements. The department also investigates harassment and discrimination complaints and ensures company officials remain compliant with United States Department of Labor regulations.
29. 29 CHAPTER 5 FINDINGS AND SUGGESTIONS 5.1 FINDINGS: HR The company is running in a systematic and organized manner. Majority of the factory laborers are women but other employees are mostly men. Workers health and safety are given prime importance. The employees are satisfied with the working environment and working hours. Operations The manufacturing unit is well maintained, clean and hygienic. Qualities of the products are given prime importance. Marketing Understanding the needs of the customers and satisfying those needs is the core concept of the service. Raising product awareness to the potential customers is considered a very important work.
30. 30 Finance Reducing the cost without compromising the quality of the service is the core concept of the finance department. 5.2 SUGGESTIONS: Reducing Weakness Biscuits made of refined wheat flour (maida) are not good for health, if used for long time. So some more health friendly food should be developed. Instead of artificial things, natural things should be added in the biscuits then it will be healthier. Like biscuits, many varieties in dairy segment should also be included then it can expand its business. Reducing Threats The company has potential to expand in the global market. Should participate in more Trade Shows to acquire more clients. By improving the quality with variations and reducing the cost, it can face successfully its competitors.
31. 31 CHAPTER 6 KEY LEARNING During the four weeks of organization study I have learned things which have enriched me as a person as well as a professional. At the personal level, I have learnt many soft skills like working in a team, sharing of knowledge, patience, listening and co-ordination. It gave me an insight on various aspects of an organization that we were exposed to conceptually. I got to know about the SWOT of the company and the PEST analysis of the ancillary industry. I also learnt that time management is very important in an organization. It also gave me insight of how the different department coordinates in an organization. I had been given an opportunity to understand the process flow of Operations management, Quality management, Finance management, HR management. This gives me an insight on how all these business functions has been managed and utilized in food processing ancillary industry for the efficient and effective result.
32. 32 CHAPTER 7 CONCLUSION Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India‘s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers.
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Britannia Industries Limited | 1,182,475 followers on LinkedIn. Britannia is a 100 year+ organization with presence in Biscuits, Breads, Cake, Rusk, Dairy and snacking. The company celebrated its 100th year in 2018 and has emerged as a Market Leader in the Biscuit space, while also launching a host of new products and entering new categories, inching closer to the vision of being a Global Total Foods Company. We are one of the best employers in India as per the Aon Best Employers Study, 2019 and Kincentric Best Employer Study, 2020 while holding the position as Brand Equity's most trusted food brand, 2019.
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Britannia is a 100 year+ organization with presence in Biscuits, Breads, Cake, Rusk, Dairy and snacking. The company celebrated its 100th year in 2018 and has emerged as a Market Leader in the Biscuit space, while also launching a host of new products and entering new categories, inching closer to the vision of being a Global Total Foods Company. We are one of the best employers in India as per the Aon Best Employers Study, 2019 and Kincentric Best Employer Study, 2020 while holding the position as Brand Equity's most trusted food brand, 2019. Our Employer Brand is “MAKE Ti)NGS HAPPEN”, with the intent of bringing alive the new corporate brand “Exciting Goodness” into the lives of Britannians because it is the Britannians who have been making things happen through the 100 year journey. The corporate values of Britannia are: 1. INVITi)NG, Come home to Britannia 2. IGNITi)NG, Fuel the Hunger 3. CREATi)NG, Build enriching careers 4. RESPECTi)NG, Do the right Ting Together these 4 Tings sum up the culture at Britannia and guide Britannians to make ‘tings’ happen all across. The work environment exudes warm professionalism and is accepting of diverse ideas and thoughts while empowering employees as owners. Britannians have always prided themselves in the quality of work, width of role that one gets to handle at an early stage. Employees talk about the “Enriched Learning” that they get on the job at Britannia and the scope to move internally as potential is valued and bet on. Employees are encouraged to do more with less and strive for excellence in their jobs. Britannia is also a socially responsible organization with a strong sustainability agenda to address malnutrition in marginalized communities of the country and provides platforms to employees to add purpose to their contribution. So, everyday, every minute while Britannians are at work, they MAKE Ti)NGS HAPPEN ! Follow us / Join us and witness this momentous experience called Britannia !
Website
http://www.britannia.co.in
External link for Britannia Industries Limited
Industry
Food and Beverage Services
Company size
1,001-5,000 employees
Headquarters
Bengaluru, Karnataka
Type
Public Company
Founded
1892
Specialties
Biscuits, Cake & Rusk, Dairy, and Breads
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Britannia Industries Ltd Management Discussions
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Britannia Industries Ltd Management Discussions: Check out the latest updates, and news about the Britannia Inds. management discussions at India Infoline
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(A) INDUSTRY STRUCTURE AND DEVELOPMENT
The food industry was significantly impacted by high commodity prices, rising interest rates and the continuing impact of Russia-Ukraine war during the year. Further, the long-term effects of these factors continue to be felt extensively, giving rise to fears of an impending recession in major economies.
Although commodity prices were volatile and inflation was at unprecedented levels, the post-covid normalisation of economic activities supported growth throughout the year. India was one of the fastest growing economies in the world with robust domestic demand backed by significant investments in infrastructure. During the year, the major challenge confronting the food industry was managing inflation in the cost of key commodities like wheat, milk, sugar, palm oil and crude oil, all of which were trading at multi-year high prices.
Your Company was able to successfully navigate these challenging circumstances and deliver strong performance through focused efforts, robust cost efficiency programs, brand marketing and timely price increases. Prudent procurement decisions also helped your Company to ensure availability and overcome volatility in prices of essential commodities like wheat, sugar and palm oil.
Global warming is also having a significant impact on food availability and the environment in general. In this context, your Company?s decision to place sustainability at the core of its business practices is timely and was based on the conviction that growth is meaningful only if it contributes positively to the environment and society. The sustainability initiatives of your Company have begun to yield positive results and your Company has achieved 100% plastic neutrality and other sustainability goals as detailed in the Business Responsibility and Sustainability Report.
BAKERY BUSINESS
Biscuit
The biscuit category, like many others came under unprecedented inflationary pressure this year. Despite taking category-leading price increases, your Company has managed to stay ahead of the curve by continuing to invest in its brands and ensuring strong execution in a difficult year.
Cake
Growth in the Cake category has revived post-covid after a lull on account of decline in out-of-home consumption. Innovation continues to be driven by value based offerings at affordable price points. Penetration and per capita consumption remain low and this offers your Company a significant opportunity to strengthen its leadership in this category.
Rusk
Growth in the Rusk category, which had peaked during covid, was subdued during the year. There has been significant impact of inflation on this category, which has been managed well by your Company. In addition to expansion of product portfolio, your Company also revamped its base rusk offering.
Bread
Your Company is focused on growing its Bread portfolio as it is perceived as a food staple in many parts of India. With increasing consumer preference for healthy and value added products, this category provides significant opportunities for established players and new entrants.
DAIRY BUSINESS
India continues to lead the world in milk production accounting for -22% of the global production. Within the Indian Dairy Industry, the organized segment, which constitutes about 33 to 34% (by value), has seen faster growth compared to the unorganized segment. The organized dairy industry is likely to witness good revenue growth over the next 5 years, aided by demand for value-added products, steady liquid milk sales and a hike in the retail price. While packaged liquid milk continues to be a key driver of industry growth, a healthy demand and growth is expected in cheese, yogurt and other value added dairy products as well.
ADJACENT BUSINESS Cream Wafers
Wafers is a highly unorganized & fragmented category with a market size of -900 Crores and healthy annual growth. As one of the pioneering brands to enter the space, your Company is well placed to grow rapidly and lead this category on the strength of its brands, innovation and national presence.
Centre - Filled Croissants
Croissant is beginning to witness increased consumer interest and market activity. Consumption patterns are changing owing to lifestyle changes as people are getting exposed to global foods and seeking more convenient packaged food options. Croissant, being a convenient on the go bakery product, has enormous potential for acceptance in the domestic market. This presents an opportunity for your Company to pioneer and actively drive growth in this category making it accessible to the consumers.
Salted Snacks
Savoury snacking is integral to Indian food habits and is therefore, a category of significant interest to your Company. Delightful sensorial experience involving flavour, texture, shapes/formats, colour and mouthfeel drives consumption in this large category. The presence of multiple players, national as well as regional makes it a highly competitive category. Restricted out-of-home movement during covid has impacted the category growth in last few years.
Changing consumer preferences, from unorganised or local to branded products provides a significant opportunity for growth in this category for national players like your Company. Further, it is anticipated that snacks with health & wellness promise will grow faster in the post-covid environment.
International Business
International Business for your Company is primarily focused on Middle East, Americas, Africa, Asia Pacific and SAARC. The presence of large local and international players in these geographies makes the business environment very competitive. There has been an accelerated growth of E-commerce channels especially in GCC, Americas and emerging markets.
(B) BUSINESS STRATEGY
BAKERY BUSINESS
Biscuit
Continue to drive penetration for large, powerful brands: In an attempt to drive frequency of consumption, your Company?s largest biscuit brand Britannia Good Day launched a new campaign aimed at driving relevance for the brand across different consumer cohorts and at different moments in the day. Milk Bikis also launched a new campaign that illustrated the omnipresence of the brand in the state of Tamil Nadu across dayparts and audience segments. Marie Gold continued its growth march with a differential strategy to win in different market clusters while inspiring women across the country to do more and be more? through its annual My Start Up? property.
Launch and scale-up new, unconventional experiences: In its continuous endeavor to provide new experiences to the Indian consumer, your Company launched Biscafe, a thin cracker which is designed as a great accompaniment to coffee. 50 50 Potazos is another experience that?s unconventional and provides the joy of snacking in a potato cracker. NutriChoice launched 3 new products - NutriChoice Seeds, Herbs and Protein Cookies to address the emerging health needs of the post-pandemic Indian consumers.
Marketing transformation in the digital era: Right from consumer listening & trendspotting to engineering end-to-end digital consumer experiences, your Company has made large strides, digitally. Britannia Bourbon and Good Day Chocochip launched 360-degree digital experiences for the Gen-Z audience through connected packaging. The health-seeking Indians were offered expert diet planning advice at their fingertips through an easily accessible chatbot created by NutriChoice in collaboration with Ryan Fernando, the expert celebrity nutritionist. Also, Marie Gold created a digital means for women entrepreneurs to receive crowd funding for their business ventures from consumers of Tamil Nadu.
Cake
Your Company continues to expand its portfolio to ensure competitive play across all relevant categories. While adding premium innovations and evaluating new-to-India formats, your Company will continue to strengthen its core portfolio of slice cake.
Rusk
Your Company has renovated its product recipe and also upgraded its manufacturing capability to continue offering superior taste and quality products at competitive prices to consumers. This will help your Company to further strengthen its consumer base and gain share in this category.
Bread
Your Company has increased its share in the healthier bread portfolio this year and has added many innovative products to the portfolio like Olive Sub and Panini. Your Company will continue to enhance its manufacturing capabilities to make these products available across relevant markets.
Your Company continues to invest in improving its distribution infrastructure and maintains strong position in emerging distribution channels like E-commerce.
DAIRY BUSINESS
Product & Innovation: Your Company?s strategy is to continue its focus on the core brands as well as build a portfolio to cater to various palates and taste preferences. As part of this strategy, your Company entered into a Joint Venture arrangement with Bel SA, renowned French cheese maker, to undertake the development, manufacturing, marketing, distribution, trading and selling etc., of cheese products in India and certain other countries. Your Company also launched premium range of products under Winkin? Cow Brand and invested in aseptic PET drinks technology.
Your Company has incubated the fresh business? through the launch of multiple products viz., Probiotic Dahi, Paneer & Fresh Lassi.
Your Company entered into the non-dairy beverages? business with the launch of ComeAlive Refresh 100% Coconut Water.
Dairy Backend Capabilities: Your Company has started operating its state-of-the-art manufacturing facility at Ranjangaon, which is fully compliant with global standards. It has the infrastructure to function as a multi category dairy plant with capabilities of manufacturing yogurt, ghee, cheddar/processed cheese, skimmed milk powder etc. Milk collection has also been scaled-up to 70,000 litres per day from 3,000 farmers.
Growth through Channel Mix: Scaling up availability is key to meeting the business goals and your Company has improved distribution of Cheese and Winkin? Cow products across traditional channels, while developing E-commerce as a pivotal part of its distribution strategy. Your Company has also leveraged Premium Milkshakes portfolio to further build salience in Modern Trade, E-commerce and Premium Channels.
ADJACENT BUSINESS Cream Wafers
Creme Wafers is one of the fastest growing categories and presents your Company an opportunity to grow substantially in the near future. The consumer acceptance of Treat Creme Wafers accompanied by the launch of Treat Stix has motivated your Company to expand its product range and launch a series of innovations in the market. While your Company continues to focus on front end excellence, robust in- house manufacturing capabilities are also being built up.
Centre - Filled Croissants
Your Company launched Centre-filled Croissants under the brand Treat? in select geographies & trade channels and saw momentum building in the business. Your Company?s strategy is to build awareness of this category among consumers through brand building and take it to national scale. The business also has an exciting portfolio of products lined up for the coming year to give consumers, a further round of choices of their favourite Croissants.
Salted Snacks
This is one of the important categories providing an opportunity of growth for your Company. It intends to leverage the brand Time Pass? and achieve a significant position in this category by innovating and providing differentiated products at competitive prices. At the same time, your Company is exploring possible value added products in emerging premium segments.
INTERNATIONAL BUSINESS
Your Company?s strategy to achieve growth and market share in International Business is to:
a. Strengthen brand equity and affinity for its products among the Indian diaspora to retain its competitive edge over other international players;
b. Offer new product experiences to existing consumers and ethnicity inspired offerings to recruit other nationalities;
c. Establish and grow local operations in fast growing emerging markets through evaluation of available opportunities like contract manufacturing, acquisitions, joint ventures etc;
d. Customize its distribution strategy in Middle East North Africa (MENA) markets to address the dynamic business requirements;
e. Build on the favorable consumer response and growth potential in the export markets in Americas, Asia and Africa that were developed in the past years by intensifying presence in mainstream & E-commerce channels and opening white space markets.
The International Business witnessed good double-digit value growth in GCC and Americas mainly through change in distribution strategy, addition of new markets and innovations. The distribution initiative taken in UAE last year showed a significant improvement in product availability in the market this year. Further, Americas and Asiapac regions delivered consistent performance.
As part of its strategy to expand International Business, your Company commenced its local manufacturing operations in Kenya with the aim to cater Eastern Africa region. Egypt saw an upsurge in revenues through local contract manufacturing operations and your Company further aims to scale up the volumes.
(C) SEGMENT INFORMATION
The primary business segment of your Company is Foods.
(D) OUTLOOK
Despite apprehensions about global recession, businesses in India are still optimistic on demand conditions. The trajectory of inflation during the coming year would depend on a host of domestic and global factors. The outlook for the food prices and rural growth would depend significantly on climatic factors and adequacy of monsoon rainfall.
Milk prices are expected to remain high on account of high input costs and good demand. Prices of other essential inputs like wheat, sugar, edible oil and fuel continue to be subject to high uncertainty. Elowever, it is expected that a good crop would help keep prices in check and strengthen rural demand. The government?s thrust on capital expenditure and private sector manufacturing and service activity should also support income generation and bolster economic activities.
Despite the challenges of inflation, commodity volatility and intense competition, your Company expects to continue its good performance on the strength of its resourceful and hardworking employees, strong brands, innovative products, cost efficiency programs and large distribution network. These factors would continue to fuel further growth and expansion during these turbulent times.
Your Company?s International Business managed to weather the difficult inflationary environment and expand to new geographies during the year. The efforts at building the Brands through localized consumer connect programs, premiumization and differentiation are yielding positive outcomes in International markets. With more initiatives aimed at capitalizing your Company?s differentiated portfolios to grow in existing and emerging markets, the outlook for the International Business remains bright in the coming years.
(E) OPPORTUNITIES AND THREATS
BAKERY BUSINESS
Biscuit
Due to high levels of household penetration in biscuit category, the potential for growth in this category is immense. The per capita consumption of biscuits in India continues to lag behind the levels seen in developed countries. The possibilities for increasing consumption through innovative, healthy and superior offerings in this category are numerous, which augurs well for your Company in view of the established brands and capabilities.
The immediate threat in this category is from the sustained inflation in commodity prices and increasing competition.
Cake
This category is still not as well penetrated as biscuit category and there exists a significant opportunity to expand market share through innovative value added products. High commodity inflation and concentration of innovation at entry level price points remains a primary challenge for the category.
Rusk
This category holds enormous promise and offers opportunities for growth to companies with national presence, due to its fragmented and unorganized nature. The consumer base can be further expanded by offering differentiated products of superior quality at attractive prices.
The possibility of reduced consumption and consumer preference for local players in an inflationary environment is a major threat to this category.
Bread
There are significant opportunities to grow in this category by offering healthy and value added products and expanding in newer geographies. There has been significant consolidation within the category over the last couple of years.
However, increasing competition and continued inflation in key commodities pose challenges to the Company?s business.
DAIRY BUSINESS
This category is expanding with the addition of value added products to meet changing consumer needs and experiences. There is immense potential to leverage technology scale and reach to achieve rapid growth in this industry. The dairy business also has a significant role in furthering your Company?s long term quest to develop sustainable businesses.
The dependencies in milk procurement and manufacturing through co-packers continues to be the major challenge for your Company in this category. To address this, your Company has been leveraging technology through an app to monitor procurement, secure quality and productivity while curbing dependency on co-packers by commissioning a state-of-the-art Dairy Manufacturing facility in Ranjangaon, Maharashtra.
The continuous increase in milk prices as well as the increasing trend in input prices such as labour and raw material also pose major challenges to this business.
ADJACENT BUSINESS Cream Wafers
There is tremendous opportunity for growth in this category due to its fragmented nature, low category penetration and few large competitors. However, competition is also intense with launch of many differentiated and premium products at competitive price points by new entrants from National and International markets. These developments could affect your Company?s efforts at category expansion.
Centre - Filled Croissants
The opportunity in this segment would be to play the leadership role by pioneering an entirely new category within the domestic market by scaling up the business nationally. The new category creation challenge is of spreading awareness & persuading consumers to try the new product. Making Croissant an everyday choice continues to pose hurdles for your Company?s growth in this segment.
Salted Snacks
The mass salted snacks segment witnesses intense competition among leading national and regional players. The established players invest disproportionately in trade incentives, consumer promotions/discounts and advertising to gain market share thereby posing a significant challenge to growth. However, these measures tend to facilitate category expansion in packaged/branded snacks. The Company perceives significant opportunities for growth by leveraging its established brands like Time Pass and innovation in the emerging premium segments.
INTERNATIONAL BUSINESS
International business is fraught with challenges such as middle east oil price shocks, geo-political conflicts, exodus of expatriates, localisation of work force, changes in tariff barriers, exchange rate fluctuations etc. There is an increased emphasis on locally manufactured products in emerging economies.
(F) RISKS AND CONCERNS
The global economy is becoming uncertain due to turmoil in financial markets, geo-political tensions, persistently high inflation and recessionary trends. These factors along with tight global financial conditions, protectionist trade policies and climatic changes due to global warming pose significant risks to growth.
While the Indian economy has exhibited remarkable resilience and growth so far, it may not be immune to a protracted global slowdown or recession in advanced economies.
Interest rate increase and tight money market conditions are expected to moderate the rate of growth in India. Any shortfall in monsoons due to onset of El Nino? conditions as forecasted, would also have a higher impact on rural consumption and the Indian economy as a whole. Availability and prices of input materials like wheat, sugar, milk and edible oil could be affected, thereby posing severe risks to the business growth.
Your Company?s continued performance and growth would depend largely on the effective management of commodity inflation and volume growth while managing price increases in a subdued demand environment.
Consumer sensitivity to price increases in packaged food products, migration to low cost products, intense competition, lower purchasing power and changing consumer preferences could pose challenges to your Company?s future growth prospects.
(G) FINANCIAL AND OPERATIONAL PERFORMANCE The key highlights of the standalone financials are:
(Rs in Crores)
Particulars 2022-23 2021-22 Revenue from Operations 15,618.42 13,371.62 Profit after Tax 2,139.30 1,603.19
(H) SIGNIFICANT FINANCIAL RATIOS
The significant financial ratios are given below:
Particulars 2022-23 2021-22 Net Profit Margin % 13.5 11.7 Operating Profit % 16.3 14.4 Margin Debtors Turnover Times 56.8 57.6 Ratio Stock Turnover Ratio Times 40.4 43.7 Debt Equity Ratio % 83.7 90.7 Current Ratio Times 1.1 0.9 Interest Service Times 17.9 17.1 Coverage Ratio Return on Net Worth* % 76.6 56.0
*The change in Return on Net Worth compared to the previous financial year is 37%, basis change in profit and shareholders? funds.
(I) INTERNAL CONTROL SYSTEMS AND ADEQUACY
Your Company?s Internal Control Systems are commensurate with the nature, size and complexity of its business.
The Directors have laid down internal financial controls to be followed by your Company and such policies and procedures have been adopted for ensuring the orderly and efficient conduct of business, adherence to Company?s policies, safeguarding of assets, prevention and detection of frauds and errors, accuracy and completeness of accounting records and timely preparation of reliable financial information.
An independent firm carries out the internal audit of your Company and reports its findings to the Audit Committee on a regular basis. Internal Audit provides assurance on functioning and quality of internal controls along with the adequacy and effectiveness through periodic reporting. Internal Risk and Control function also evaluates organizational risk along with the controls required for mitigating those risks.
Your Company has a Code of Business Conduct for all employees and a clearly articulated and internalized delegation of financial authority. These authority levels are periodically reviewed by Management and modifications, if any, are submitted to the Audit Committee and the Board for approval. Your Company also takes prompt action on any violations of the Code of Business Conduct by its employees.
During the year under review, the Internal Financial Control (IFC) Audit was carried out by the Statutory Auditors, the Report of which is forming part of the Annual Report.
0) HUMAN RESOURCES AND INDUSTRIAL RELATIONS
Your Company is committed to create an enabling corporate environment that fosters belongingness, innovation and ownership through its EVP pillars of InviTING, IgniTING, CreaTING and RespecTING. Your Company also received several awards which highlights its dedication to put employees at the forefront and create a culture that encourages and nurtures their growth.
Kincentric Best Employer 2022
Your Company has been awarded the Best Employer 2022? (consecutive 4th year in a row) as per the Kincentric Best Employer Study, India (2022) thereby recognizing your Company as one of the top 15 best employers in the country. The study was a combination of the engagement sentiment of colleagues in the organization as well as an audit of policies and best practices.
Kincentric Best Employer?s Club 2023
Your Company is one of the top 10 companies in India to be featured in the Kincentric Best Employer?s Club 2023 for its consistent performance as the employer of choice.
The Economic Times Best Organisations for Women Conclave
Your Company has won the The Economic Times Best Organisations for Women Conclave?, powered by FEMINA. This award spotlights and honour businesses that have shown a commitment to advancing diversity and inclusion in corporate India. It celebrates organizations that fosters the best workplace culture for women, empower female employees and are committed to create a gender-equal workplace.
Great Manager Awards, 2022
Your Company has been trying to build an eco-space where the best managerial practices are nurtured and recognized on internal and external platforms. Two Managers from your Company were selected as Great Managers among the top 100 Managers in the country by the Great Managers Awards 2022 (organised in partnership with ET and People Business).
Your Company was also recognized among the Top 50 Companies With Great Managers. Out of 175 participating Companies, your Organization featured in the Top 50, which is a proud moment and prestigious recognition for Britannia.
ffolistic Well-Being
Your Company continuously strive towards enhancing the well-being of its employees through initiatives focused on increasing awareness across the 4 pillars of physical, mental, financial & social well-being. Your Company champions Britannia for Britannians? philosophy through its various initiatives.
Physical well-being - Sessions focused on recognizing the need for physical activity, preventive medical care through sessions by doctors on various health related topics, medical
concierge desk and several fitness related competitions & sports events.
Mental well-being - Mindful Monday focused on expert talks/24/7 psychologist on call and employee assistance program to help employees prioritize mental wellness.
Financial well-being - Awareness sessions on inheritance, investments, tax planning and filing of returns.
Social well-being - Building relationships not just with the employees but also their family members through parenting tips, career guidance programs and summer and winter camps for the children of colleagues, fondly known as Little B Junior and Senior?.
As on 31 March 2023, your Company had 4,570 permanent employees.
(K) CAUTIONARY STATEMENT
Statements in this Management Discussion and Analysis describing the Company?s objectives, expectations or predictions may be forward looking within the meaning of applicable laws and regulations. Actual results could differ materially from those expressed or implied. Important factors that could make a difference to your Company?s operations include raw material availability and prices, cyclical demand and pricing in the Company?s principal markets, competitive actions, disruptions caused by pandemic and natural calamities, changes in government regulations, tax regimes, economic developments in India and in countries in which the Company conduct its business and other incidental factors.
|
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https://www.iesepublishing.com/britannia-industries-ltd.-english.html
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en
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Britannia Industries Ltd.
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The CEO of Britannia Industries Ltd, a manufacturer of bakery products, was at a crossroads. Two years earlier, the firm had started providing specially fortified biscuits to small groups of school-going children in selected locations in India. The produc
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https://www.iesepublishing.com/britannia-industries-ltd.-english.html
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You will find the material that best suits you to design your courses, in different formats and up to 7 languages, so that it adapts to the teaching methodology of your preference at all times.
Preview the full content before purchasing. You will also have free access to the teaching notes.
Create whishlists and share them easily with your academic institution and/or colleagues.
Take advantage of the discount for registered institutions and save money with a platform that offers the best collections, agile purchase process and personalized customer service.
In addition, we have various types of agreements to adapt to the specific needs of each institution.
Visit our licenses page and contact us for further information.
Have the content you need to stay updated as a manager with the support of one of the most prestigious business schools in the world.
We select the online courses and articles so that you can continue to be a better leader who generates a positive impact on your company.
We also offer agreements for companies, contact us to know more.
|
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http://www.ibscdc.org/Case_Studies/Strategy/Growth%2520Strategies/GRS0268A.htm
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Case Studies in Business and Management
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IBSCDC, with well over 2700 case studies, 877 structured assignments and 1130 teaching notes, is Asia Pacific's largest repository of business management case studies
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images22/ico/favicon.ico
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http://ibscdc.org/
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Woven around the movie Coach Carter, this case study can be used very effectively either in Change Management module or Leaders as Change Agents module. Coach (Ken) Carter, played by Samuel L. Jackson, takes up the job of coaching the ...
|
|||||
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https://www.thehindubusinessline.com/companies/keeping-store-shelves-stocked-is-britannias-challenge/article31251292.ece
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Keeping store-shelves stocked is Britannia’s challenge
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https://bl-i.thgim.com/public/companies/1xtrmb/article31251291.ece/alternates/LANDSCAPE_1200/BL0401VARUN
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https://bl-i.thgim.com/public/companies/1xtrmb/article31251291.ece/alternates/LANDSCAPE_1200/BL0401VARUN
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[
"Vinay Kamath"
] |
2020-04-03T15:29:18+00:00
|
Companies News:Keeping store-shelves stocked is Britannia’s challenge
|
en
|
https://www.thehindubusinessline.com/favicon.ico
|
BusinessLine
|
https://www.thehindubusinessline.com/companies/keeping-store-shelves-stocked-is-britannias-challenge/article31251292.ece
|
Stocked out shelves, supply chain disruptions, under-utilised plants, shut distributors, ‘feet-on-ground’ salesmen not turning up... All of these are a business chief’s worst nightmare. But that’s the reality for everyone now, says Varun Berry, Managing Director of biscuits-to-bread maker Britannia Industries Ltd.
Ever since the lockdown began on midnight of March 24, Berry has been at home, marshalling his troops as best as he can to ensure Britannia products get to the shelves. But the problems are multifarious, he says.
“The issue is that the supply chain, which has so many links, is not normal; we have clearance only for a few production people to operate the plants, so most plants are operating only at 20-25 per cent capacity,” says Berry.
Britannia has 16 factories and 30 contract packers, churning out one lakh tonnes of biscuits in a normal month. But, now, the output is far lower. “If we have to operate with the number of people we’ve got clearances for, we could probably get to around 35 per cent capacity,; but even those who are allowed to come are not turning up,” he says.
Getting trucks and drivers is another problem, and many distributors are not operating. The company has been able to reach stocks to 75-80 per cent of distributors but many say salesmen are not operating at full strength. “What’s happening is that whoever is having stocks is selling somehow, so it’s not in an organised way that sales are happening; it’s a very disorganised way of getting product to the market and it will continue for some time. Hopefully, April 15 onwards it will start to get more organised,” says Berry.
Even among the distributors who have opened up, many are selling biscuits at their counters only as they don’t have salesmen to deliver to the stores.
Britannia’s MD says the company is unable to get its biscuits to even 50 per cent of the stores it normally covers. The company reaches 5.2 million outlets directly and indirectly, but now its products are reaching only two million outlets and, of those, probably reaching around 1.4 million outlets directly. “Times are tough,” sighs Berry.
Fast-moving brands
The factories, he says, have prioritised making fast-moving brands such as Britannia Marie and Milk Bikis. “We are going by the 80:20 rule; push the fast moving stuff before we get to the premium and niche stuff. Marie and Milk Bikis are the faster moving products in this environment. Distributors, too, want to push the faster moving products,” says Berry. However, production of bread, the base of the business, is holding up well.
While he’s resigned to a disappointing quarter of sales, Berry is positive that things will get better.
“If we are able to control the coronavirus, then it will all be worth it; a little bit of pain for long-term gain is good. If we return to normal soon, we can recover quickly,” says a sanguine Berry.
|
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https://m.economictimes.com/news/company/corporate-trends/et-500-britannia-adopted-three-pronged-approach-to-overcome-challenges/articleshow/29108635.cms
|
en
|
ET 500: Britannia adopted three-pronged approach to overcome challenges
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The Economic Times
|
https://economictimes.indiatimes.com/news/company/corporate-trends/et-500-britannia-adopted-three-pronged-approach-to-overcome-challenges/articleshow/29108635.cms
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Synopsis
It leveraged the strong brands through steady investment & invested in building additional capacity to increase in-house manufacturing of premium brands.
While the fast-moving consumer goods sector has not had it as bad as others, the last one and half years have nevertheless been challenging. Battling inflation that led to input costs rising and hurt consumer demand, companies have been hard pressed to balance growth in sales and profit. Currency depreciation and uncertain macroeconomic factors further accentuated the volatility. Most companies have witnessed a slowdown in volume growth because of the increase in product prices during this period. However, a few companies have managed to expand volume as well as margins. Bangalore-based Britannia Industries is one of them, reckoned as one of the best performers in the current slump.
Food is a Rs 12.5 lakh crore opportunity in India. Branded foods are growing faster than the overall food and non-food segments, driven by consumers' quest for quality and convenience. Biscuits are the largest category in the branded foods segment, which is valued at Rs 25,000 crore. Despite the economic gloom, the bakery segment is still growing at 12-14 per cent.
Britannia markets diverse brands and packs at various price points across the bakery and dairy portfolio. Its bakery portfolio includes biscuits, bread, cake and rusk with the first being the largest of these categories. Britannia has about a third of the biscuits market in India and a dominant share of other baked categories. In biscuits, it competes with multinationals, large local companies with a nationwide footprint and smaller regional players. In cake, rusk and bread, the company competes mostly with regional brands with Britannia being the only national player. Many new companies, local and international, have entered the dairy segment.
Britannia was an underperformer in the consumer goods sector in 2010-12 with low profitability levels of 4-5 per cent of operating profit margin. High raw material costs narrowed margins while intensifying competition brought pressure on pricing. According to the company's spokesperson, the key challenge was to continue to drive profit expansion amid high food inflation and slower GDP growth while making building up the organisation to ensure future growth.
The company adopted a three-pronged approach to overcome the challenges it faced. It focused on driving innovation by producing new high-margin, value-added product offerings, boosting revenue by introducing differentiated brands with differential pricing and restructuring costs through improving operational efficiencies throughout the value chain.
The company leveraged its strong brands through steady investment, investing in building additional capacity in order to increase in-house manufacturing of premium brands and focusing on complexity reduction with rationalised stock keeping units (SKUs) and work processes that resulted in profitable growth. The company invested in further strengthening its reach in urban and rural markets. It restructured distribution models to gain depth of distribution in urban markets and width of distribution in rural markets.
The result of all these efforts has been seen in the form of enhanced profitability in the last three quarters. From 4-6 per cent in earlier quarters, the company's operating margin rose to 9 per cent in the quarters ended March and June. The strong double-digit growth of 14-16 per cent in net sales was volume driven.
The Street acknowledged the turnaround and the company's stock was rerating on the bourses. It has gained 89 per cent in the last one year against the 19 per cent increase in the ET FMCG Index.
The company expects the overall bakery market to grow 13-15 per cent in the coming year. It has strong drivers that will lead to growth in the long run. Even though biscuits are popular all over in India, consumption is about 1.5 kg per person per year -- very low compared to other developed markets - indicating scope for secular growth. The push for a presence in the high-margin product mix in biscuits is proving to be timely - directly reflecting in improved margin profile.
Besides this, the strategy of stepping up the focus on international operations and newer businesses such as dairy and breakfast meals are also in the right direction - given the fact that the growth rate of biscuits as a category has been slowing. In this scenario, the dairy segment offers a promising opportunity for Britannia -- it's growing fast and provides scope for differentiation.
The dairy segment's net profit more than doubled in FY13 to Rs 35 crore from Rs 15.5 crore in the previous year. The international business, growing at more than 20 per cent in revenue, is also profitable with the company's brands available in more than 30 countries. However, the dairy and international businesses account for just over 10 per cent of revenue, underscoring Britannia's dependence on the bakery segment.
The appointment of a new CEO is expected to further steer the company toward sustaining its new-found growth momentum. Analysts expect revenue to grow at a compounded annual growth rate of 15-20 per cent over the next three years - driven by an improvement in product mix, volume growth, price increases and a rising share of non-biscuit businesses.
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Organisation Study on Britannia Industries
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2019-07-19T18:51:10+00:00
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Organisation Study on Britannia Industries - Download as a PDF or view online for free
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1. 1 CHAPTER 1 INDUSTRIAL PROFILE 1.1 GLOBAL SCENARIO Food processing is one of the largest global sectors at $7 trillion annual production. Look around and you‘ll find companies of Cold drinks, Wafer chips, Juice, restaurant chains to be among biggest ones. Italian pasta and pizza is now consumed in almost all countries, so are the burgers and sandwiches. Sugar free products, cornflakes, oats, ketchups etc. are among most demanded consumer goods. Currently only 2 % of India‘s vegetable and fruits production is processed. In comparison USA and China processes their 90% and 40% produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70% of their produce. India‘s food processing sector ranks fifth in the world in exports, production and consumption. Importance of this sector is significant and it deserves a priority treatment by government. Accordingly sector has been made part of ambitious ‗Make in India‘ initiative. Food processing is also significantly impacted by multiple external factors, including economic trends, climate change, and demographic shifts, emerging power markets, new trade partnerships and world population growth predictions. Today‘s food supply chain is more globalised, longer and far more complex than ever before. With growing imports and exports, processed foods are dependent on longer supply chains which pose a great challenge to assuring food safety.
2. 2 1.2 INDIAN SCENARIO Introduction The Indian food industry is poised for huge growth, increasing its contribution to world food trade every year. In India, the food sector has emerged as a high- growth and high-profit sector due to its immense potential for value addition, particularly within the food processing industry. Accounting for about 32 per cent of the country‘s total food market, The Government of India has been instrumental in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is making all efforts to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented units. Market Size The Indian food and grocery market is the world‘s sixth largest, with retail contributing 70 per cent of the sales. The Indian food processing industry accounts for 32 per cent of the country‘s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‘s exports and six per cent of total industrial investment. The Indian gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to increase by three times by 2020. The online food ordering business in India is in its nascent stage, but witnessing exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organized food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.
3. 3 Going forward, the adoption of food safety and quality assurance mechanisms such as Total Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic Practices (GHP) by the food processing industry offers several Investments According to the data provided by the Department of Industrial Policies and Promotion (DIPP), the food processing sector in India has received around US$ 7.54 billion worth of Foreign Direct Investment (FDI) during the period April 2000- March 2017. The Confederation of Indian Industry (CII) estimates that the food processing sectors have the potential to attract as much as US$ 33 billion of investment over the next 10 years and also to generate employment of nine million person-days. Road Ahead Benefits. It would enable adherence to stringent quality and hygiene norms and thereby protect consumer health, prepare the industry to face global competition, enhance product acceptance by overseas buyers and keep the industry technologically abreast of international best practices. 1.3 KEY PLAYERS IN THE INDUSTRY Nestle Nestlé India manufactures products of truly international quality under internationally famous brand names such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea; and in recent years the company has also introduced products of daily consumption and use such as Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita.
4. 4 Parle Agro Parle became popular with the release of its products such as Frooti and Parle-G. Parle Agro, today, is a Rs 2,200 Crore (US$ 364.93 million) organisation. They are known as much for their diversification into the foods sector as for their leadership the beverages sector. Parle operates under four business verticals: Beverages (fruit drinks, nectars, sparkling drinks and carbonated soft drink), Packaged Drinking Water, Foods, and pet preforms. Each of these verticals operates as independent entities. In the recent past, Parle has aggressively grown their infrastructure to 76 manufacturing facilities, both in India and overseas, and has developed a widespread network of 3,500 distributors that cater to more than 600,000 outlets in the country. It also has a strong presence in about 44 countries. Amul Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat. Founded in 1946, the brand is today managed by the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF) which is jointly owned by about 3 million milk producers in the state. Amul the co-operative was formed as a response to the exploitation of marginal milk producers by agents and traders of the existing dairy in the state. The co- operative has gone from strength to strength, on the back of inspired leadership of Tribhuvandas Patel, the founder Chairman and the Dr Verghese Kurien, who was entrusted the task of running the dairy from 1950. The Amul model has helped India to emerge as the largest milk producer in the world. More than 15 million milk producers contribute their milk in 144,500 dairy cooperative societies across the country. Their milk is processed in 184 district
5. 5 co-operative unions and marketed by 22 state Marketing Federations, ensuring a better life for million. 1.4 PEST ANALYSIS (Political): The political factors affecting fast food industry can vary from country to country. Compliance is of utmost importance. Globally, the fast food brands have to comply with these requirements. There are regulations related to wages, hygiene and food quality that need to be complied with. The minimum wage standards can differ from country to country. In countries where wage rates are high, the labor costs are high. Apart from it, packaging regulations have also changed. Governments can also press the fast food chains to include healthier items on their menus. These are the most important political factors that affect the fast food industry. After all, it is the attitude of the governments towards the businesses that affects their performance. (Economic): The recession influenced the fast food industry to some extent. However, since it passed, spending per consumer has increased. Most of the restaurants have included cheaper options in their menus and improved customer service. Customer service is an important area as brands struggled during the recession to retain customers. A number of changes including increased health consciousness affected fast food sales. Delicious food was insufficient to attract the customers. So, brands supplemented it with increased convenience and low costs to encourage customers. Overall, economic factors are a very important influence on the fast food industry. The industry has showed excellent ability to adapt in the face of the changing trends. To better adjust to recession and low economic activity, brands included low priced items. They added to the variety of products on the menu. However, the size of individual spending on fast food has always depended on the economic conditions in specific markets. In US alone, more than 200,000
6. 6 restaurants feed more than 50 million people daily. With economic activity surging globally, the spending on fast food could increase further in future. (Social): Health and lifestyle trends also influence the fast food industry. Health awareness has affected the entire food industry. It includes not just fast food, but snacks and beverages and all other foods. People now think before they eat. Consumers‘ changed attitude pressed the restaurant brands to include low calorie options. The social perception of health has changed vastly. Media has played its own important role in creating this perception. The fast food industry has faced heavy criticism for targeting young children. Moreover, the attack on junk food led to people adopting low calorie foods. Such changing social trends impact the sales of the entire industry. The industry was held liable for the increasing childhood obesity. As a result, it had to adopt measures like showing the nutritional content on the label and reduce calories in the items. Cultural factors might also play an important role since some cultures do not encourage the consumption of fast food. Still, most cultures have adopted it with changes to suit the local preference. (Technological): Technological factors have been an important influence on the fast food industry. This sector does not depend only on the attractiveness of its menu and the food quality. Customer service and convenience are also major factors affecting sales. Technological factors have already brought huge changes to the way brands have served and engaged their customers. They also affect marketing and advertising of the brands. Social media and online ordering have changed the style of customer service. Social media channels became the most important venue for engaging customers. The use of digital displays and kiosks affected ordering and the costs of labor. Technology overall has proved to be something indispensable. It has
7. 7 helped brands serve customers through innovative channels and in innovative ways. Fast food brands have become innovative in other areas too. They engage their customers on social media and collect feedback through several channels. Competition in the industry is heavy. This is also a reason that technology has become important for fast food brands.
8. 8 CHAPTER 2 COMPANY PROFILE 2.1 Background, History, Products and Markets Britannia Industries Limited is an Indian food-products corporation based in Bangalore, India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated market share of 38%. The Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. The company was entrenched in 1892. Initially, biscuits were mold in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, a renowned attorney, and operated under V.K Brothers." In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. 1921 - The Company obtained a priority of Certificate and imported new machinery thereby becoming the first biscuit company in India to install and run a gas oven plant. 1924 - A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Co. Ltd., U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1939-45 - A large part of the Company's production was diverted to war effort on account of World War II and at times as much as 95% of the total capacity was booked for the production of "Service Biscuit". 1952 - The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there and later in Mumbai in 1954. 1954 - The development of high quality sliced and wrapped bread in India was pioneered by the Company and was first manufactured at Delhi.
9. 9 1961 - Manufacture of bread was started in Mumbai and a new bread bakery was set up at Delhi in 1965. 1979- With effect from 3rd October, the name of the Company was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd. 1980 - The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1980-The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1986-The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. "Good Day", a new biscuit launched during the year met with good market response. - Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of "Vital". 1987-In (16 months), the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions and higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of the bakery division reached 27. The soya products division introduced a range of extruded products under the brand name "VITAL FEAST". 1989 The Company launched new brand of biscuit, namely, `CIRCUT'. Another brand "PURE MAGIC" was extended nationally and posta badam was added to "GOOD DAY" range of biscuits. Bread production and affected for some time at Delhi factory due to industrial unrest. 1990- Two new brands of biscuits,"Elaichi Cream"and "Petit Beurre" were launched. Also, a new cashew badam variant of the brand "Milk Bikis" and brand
10. 10 extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi and was well received. 1991-The Company launched two new speciality brands viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and elaichi cream. - On 17th August, the Company handed over to SM Dychem Ltd, its soya unit at Vidisha, MP. - The Company proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases and essence for Coca Cola, Fanta & Sprite and to export processed snack foods. 1992-The Company launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market. 1993 - The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1993-The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1994-During the year, the bakery division launched `Bakers Choice' a sweet biscuit and `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers. 1995- Under the `Pure Magics' Umbrella, the company launched a new sandwich cream biscuit with two-in-one flavour viz. double cream and this was well received in the market. In the cake market, under the premium segment, the company launched with Groupe Danone's technological input a Swissroll Cake "Mini Roule" which was also met with good response.
11. 11 1996- Mariegold biscuits registered quantum growth in volumes and milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company's profits improved. 1997- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products and efficient production systems. The Company undertook to diversify into cheese and dairy whitner. - The Company launched `Tiger' range of biscuits for mass market category, `Jim-Jam' and ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year. - Britannia Industries (BIL) is one of the largest bakery in the private sector and a household name in food products. - Britannia Industries Ltd (BIL) will shortly enter the cheese and milk products market with an alliance proposed between itself and the Mumbai-based Dynamix Dairy Ltd. - Britannia Industries Ltd is all set to launch a new corporate identity and a total revamp of its product portfolio, with strategic inputs from an international strategic design and brand repositioning company - Shining Strategic Design. 1998- Food major Britannia Industries Ltd (BIL) has signed a wage agreement with the Maharashtra General Kamgar Union (MGKU), providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai. - The company has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. Half/Half comes in a twin-cake pack (Rs.6) and a tray pack containing five cakes. - Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala. - A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited (BIL). 1999 Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai and some markets in the South. - Britannia Industries, launching the country's first branded flavoured milk is another step towards its goal of becoming a dairy-products giant. - In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for the first time - with India and south Asia-
12. 12 specific volumes targeted at school children as well as institutions and the general `knowledge-seeker'. 2000- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st. - Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer. - The Company has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein and 58 cereals. - Britannia's Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand. - The Industry is set to start bread- manufacturing factories in Kochi, Hyderabad and Chennai to tap the region's market potential. - The Company has become the first company to take its products to the Net in the form of a video file. - Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand. - The Company has appointed Tata Energy Research Institute (Teri) for a power audit. - FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd. - The Company has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi. - Britannia Industries Ltd. has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai. 2002--Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the leading diary co-operative groups in the world. 2003--Britannia New Zealand Foods, a joint venture of Britannia Industries and Fonterra Co-operative group of New Zealand has launched "Britannia MilkMan" freshmilk. 2005---Britannia New Zealand launches health drink for adult -Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant! -Britannia launched 'Greetings' range of premium assorted gift packs -The new plant in Uttaranchal, commissioned ahead of schedule. -The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.
13. 13 2008-Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao" –Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'MarieGold'. 2009-Britannia NutriChoice Nature Spice Crackers launched - Your favorite Cream Crackers, now made even more exciting with the addition of "Sabut" Ajwain and Jeera spices. 2010 -Britannia NutriChoice launches a New Year pack - the Health Starter Kit. Created for everyone who makes New Year resolutions and doesnt follow through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled together with a Fit Sip Sipper and a fitness chart. All this only for Rs100. 2013--Britannia Industries Ltd.-Kolkata was selected the winner of the GOLDEN PEACOCK NATIONAL QUALITY AWARD for the year 2012. -Britannia bagged the prestigious IWLF Award for 'Solid Waste Management Project' and 'BNF' project at the International Women Leadership Forum held in Mumbai on 25th April2013.
14. 14 2.2 Vision, Mission And Goal Vision: Our Core Emphasis Across Portfolios Is On Healthy, Fresh And Delicious Food. Mission: We demand the best of ingredients and package their natural goodness in our products, without compromise. Goal: To provide consumers the highest standards of food safety and ensure hygiene in new diversified food category. 2.3 SWOT ANALYSIS STRENGTH 1. Britannia has been around 120 years in the industry 2. Britannia is one of India‘s most trusted brand with strong brand recall 3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk, butter, cheese, etc. 4. Strong distribution network ensuring proper availability of the products even in the remotest of areas 5. Britannia has a major share in biscuits industry 6. Marketing and advertising efficiency 7. Innovative products for health conscious people like oats and porridge, Britannia Nutri Choice biscuits for diabetes patients, Vita Marie Gold, etc. 8. Strong presence in rural markets 9. Products for all food and snacks segments is a big boon for Britannia
15. 15 WEAKNESS 1. Lower market share for Britannia in dairy segment 2. Similar products produced by many companies means high brand switching 3. Over dependency on the biscuit business: Britannia‘s 75% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. OPPORTUNITIES 1 .Increase in purchasing power of people in India 2.Increase its share in the dairy industry 3.Product line extension can benefit Britannia as the company has loyal customers 4. Expansion in other countries THREATS 1.Lower price offering competitors can affect Britannia's market share 2.Local dairies and bakeries can cause business losses 3.Inflation can cause fall in sales and revenue 4.Rise in cost of raw materials
16. 16 CHAPTER 3 ORGANIZATION DESIGN 3.1 Organization Chart Chart: 3.1 Source: www.unsoyfood.com 3.2 CRITICAL REVIEW OF THE ORGANIZATION STRUCTURE The advantages of this type of structure are the following: It provides more focus and flexibility on each division's core competency.
17. 17 It allows the divisions to focus on producing specialized products while also using knowledge gained from related divisions. It allows for more coordination than the functional structure. Decision-making authority pushed to lower levels of the organization enables faster, customized decisions. 3.3 McKinsey’s 7S Model In McKinsey model, the seven areas of organization are divided into the ‗soft‘ and ‗hard‘ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. The Hard S’s: Strategy: The direction and scope of Britannia company over the long run. Structure: Britannia‘s departments, reporting lines, areas of expertise and responsibility and how they inter-relate to each other. Systems are the processes and procedures of the Britannia company, which reveal business‘ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change. The Soft S’s: Skills are the abilities that Britannia‘s employees perform very well. They also include capabilities and competences. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
18. 18 Staff element is concerned with what type and how many employees Britannia needs and how they will be recruited, trained, motivated and rewarded. Style represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other words, it is the management style of company‘s leaders. Shared Values are the norms and standards that guide employee behavior and company actions and thus, are the foundation of the Britannia company.
19. 19 CHAPTER 4 BUSINESS MODEL OF BRITANNIA 4.1 Business Model Overview The decision to focus on direct distribution came soon after Varun Berry took over as the company‘s managing director in March 2014. At that time, Britannia used to serve only 6.5 lakh retail outlets directly. In comparison, Fritolay — a brand marketed by PepsiCo where Berry spent Britannia Industries Ltd is adapting the ―leanest possible‖ distribution model to directly ―tailor-serve retail outlets‖ across the country in less than a day as part of its plan to multiply sales and expand retail reach, said a senior executive. Currently, the process takes between one and three weeks. In the new distribution model, the Kolkata-headquartered biscuit maker plans to operate with a ―zero-day inventory‖ by ―reducing distance between its distribution centres and retail stores‖ that the company reaches directly. ―Direct distribution results in much better offtake of brands. We have seen two to three times higher brand offtake (sales) after we started serving a particular retail outlet directly,‖ said Gunjan Shah, vice president (sales), Britannia Industries. The aim, he added, is to go as deep possible ensuring it makes ―commercial sense‖. But how far can Britannia go? ―In some areas, we can go up to the level of a store that sells Britannia products worth Rs1,000 at least,‖ said Shah. That‘s just 100 packets of biscuits priced Rs10 each—Britannia‘s largest selling pack size in non-metro markets. almost two decades — had a direct reach of 1.1 million outlets despite being one- fourth of Britannia‘s size. ―From now on, every year we will add 2-3 lakh outlets to our direct network,‖ Shah said. At present, the company directly reaches to 1.7 million retails stores of
20. 20 the 4.8 million outlets where Britannia products are sold. There are about 11 million retail outlets in India, of which around 8 million sell biscuits. In the new direct distribution model, the entire supply chain is controlled by Britannia. Every day, around 20,000 people who are on Britannia‘s direct payroll, visit retail stores, analyse local demands, suggest required tweaks in product placements based on the company‘s in-house analytics and take orders on their mobile phones through an app. The orders are then delivered directly by Britannia from the nearest distribution centre within a day. Traditionally, Britannia stocks products at its distribution centres. Products first go to its exclusive wholesale dealers, then distributors and direct retailers. The entire process takes anything from one week to three weeks, depending on the distance between the retail outlet and the factory. Britannia wants to reduce this to less than a day. While the focus on direct distribution was initiated in 2014 and increased reach, the new form of direct distribution is fairly new. In the last couple of years, Britannia tested the model for commercial viability in different pockets across 10 cities, starting with Mumbai. ―The new system is mapped real-time. It also reduces operational cost for dealers and distributors as they would not need to stock products,‖ added Shah. At present, Britannia has more than 800 vendors, 70 factories, 50 depots, 300 stock-keeping units and 3500 wholesalers. ―The role of dealers and distributors is changing first. We need them for local knowledge, logistics and credit collection. Plus, they would take our products to geographies where Britannia can‘t reach direct in a commercially viable manner. This would further expand reach,‖ added Shah. Britannia is not alone in implementing the new distribution model. Kolkata-based cigarette-to-biscuit maker ITC Ltd, which reaches about 2 million retail stores directly, has been working on a similar ‗factory-to-retail in a day‘ model for the last
21. 21 few years, Mint reported on 10 June 2015. Britannia‘s rival Parle Products, the maker of Parle G biscuits, has the largest retail reach. According to a McKinsey and Co. report on the future of retail supply chains, companies can reduce costs by about 20% at the distribution centre level, while optimal deployment of inventory can reduce working capital by about 10%. To move to a ―zero-day inventory‖ operational model, Britannia has been increasing its distribution centres aiming to reduce distance between them and retail outlets. ―We now have around 14,000 distribution points, 4 times higher than what it was in 2013,‖ he added. ―Britannia has been in revamp mode for the past couple of years backed by change in distribution strategy. The focus on direct distribution is the right thing that the company has done. It would help accelerate revenue, increase market share, and improve cost efficiency in the long term. But direct distribution would not make commercial sense in remote areas,‖ said Sachin Bobade, an analyst with Dolat Capital Market. For Rs 8,684-crore Britannia Industries, the theme is ―pretty clear‖: ―Reduce distance to the market‖, Berry told investors in the company‘s last earnings call on 14 February 4.2 MARKETING FUNCTION Defining and managing your brand. This involves defining who you are, what you stand for, what you say about yourself, what you do and how your company acts. This, in turn, defines the experience you want your customers and partners to have when they interact with you. Conducting campaign management for marketing initiatives. Marketing proactively identifies the products and services to focus on over the course of your sales cycle, and then produces materials and communications that get the word out.
22. 22 Producing marketing and promotional materials. Your marketing department should create the materials that describe and promote your core products and/or services. They should be kept up-to-date as those products and services evolve. Creating content providing search engine optimization for your website. Your website is often the first (and possibly the only) place people go for information about you. Your marketing department will be responsible for keeping Web content current, while also working to ensure your site comes up quickly when someone searches for your type of business. Monitoring and managing social media. Marketing should contribute to, manage and maintain your social media pages. It should also manage accounts and carefully watch what‘s being posted about you online. Producing internal communications. Your employees need to understand your company, its values, its goals and its priorities. Marketing is often responsible for employee communications through a newsletter and/or intranet. Serving as media liaison. When your company is cited in the media, a member of the marketing department often acts as spokesperson for your company, or guides executives in how to respond to media queries. Conducting customer and market research. Research helps you define target markets and opportunities and helps you understand how your products and services are perceived. Overseeing outside vendors and agencies. Marketing is typically responsible for selecting and managing the agencies and vendors who produce marketing materials and or/provide marketing support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc. 4.3 OPERATIONS AND QUALITY FUNCTIOS 1. Finance Finance plays a chief role in operations management. It is essential to ensure that the organization‘s finance has been utilized properly to carry out major functions such as the creation of goods or services so that the customer‘s needs could be satisfied.
23. 23 2. Operation organizing, directing and controlling all the activities of an organisation which helps in converting the raw materials and human efforts into valuable goods and services for satisfying customer. This function in operation management is mainly concerned with planning, needs. 3. Strategy Strategy in operation management refers to planning tactics that could help them to optimise the resources and have a competitive edge over others. Business strategies imply to supply chain configuration, sales, capacity to hold money, optimum utilisation of human resources and many more. production of the final product and then their selling to the customers which will satisfy their needs and wants. 4. Design of the product Incorporating innovative technologies play a crucial role in the selling of a product. Thus it is the duty of operations manager to ensure that the product is designed catering to the market trends and needs of the customers. The modern- day customers are more concerned about the quality of the product than its quantity. So, the operation managers focus on producing top-notch quality products. 5. Forecasting Forecasting refers to the process of making an estimation regarding certain events that might occur in the future. In operation management, forecasting refers to the estimation of customer‘s demand so that production can be done accordingly. Through this, the manager gets to know what to produce, when to produce and how to produce in accordance with the customer‘s needs.
24. 24 6. Supply Chain Configuration The main motive of Supply Chain Configuration is to ensure effective management, monitoring and controlling of all the main activities that are held in a firm. The supply chain configuration starts from the supply of the raw materials and continues till the 7. Managing the Quality Quality management plays an imperative role in selling a product. The operation managers allocate the task of quality management to a team and then supervise their task. The managers identify project defects and rectify them to ensure quality. For this, certain systems are used that measure and maintain the quality of the product. 4.4 FINANCE FUNCTIONS 1. Bookkeeping and Payables/Receivables Bookkeeping is the most basic financial activity in a company. Before a business owner ever considers hiring a CFO, they bring in a bookkeeper, who tracks all of the transactions in the organization, covering both sales and expenses. As the organization grows, they might hire more specialized payables and receivables clerks, to take over functions such as corresponding with vendors and suppliers, above and beyond recording transactions. 2. Financial Reporting and Control Financial Reporting and Control is the function that takes raw accounting entries and transforms them into usable and comparable financial statements. Requiring far more judgment than the bookkeeper‘s role, this function involves everything from ruling on how to implement accounting principles to designing financial processes of the organization, selecting accounting systems, liaising with
25. 25 external auditors, and ensuring that there are no gaps or oversights in existing processes. 3. Tax and Compliance Running a business involves paying tax, and paying tax means doing a lot of calculations and filling out a lot of forms. Often using the financial statements as a basis, along with various other configurations of the information produced by Bookkeeping and Payables/Receivables, the Tax and Compliance function will make sure all of the government forms and filings are sent complete and on-time to the taxman. A strong Tax and Compliance function will go one step beyond simple compliance, and will find ways to minimize tax, so as to maximize the company‘s net income. 4. Strategic Planning and Financial Planning & Analysis This function, ―FP&A‖ for short, is the true bridge between the Past and the Future. FP&A regularly creates strategic and financial plans that forecast what financial results (sales and expenses) will look like in future periods. Then, they compare actual results—prepared with the assistance of the Financial Reporting and Control function—to determine areas where the business can improve. With this ―variance analysis‖ complete, they can then prepare more accurate forecasts for the future. A strong FP&A function will not only generate annual forecasts but will be able to update them even over the course of a day or two, and to run many scenarios that examine the effects of, say, losing a big customer or an economic contraction. 5. Treasury & Working Capital Management The key role of Treasury is to make sure that the company doesn‘t run out of cash. This means, among other things, forecasting the upcoming working capital (receivables, payables and inventory) needs of the company, investing surplus
26. 26 cash in short-term instruments to generate modest interest income, and managing currency risk. 6. Capital Budgeting Capital Budgeting is the function responsible for selecting between the various uses of capital, or capital projects. After all, most organizations will have money available to invest in the business, with the hopes of either growing sales or reducing expenses. But the opportunities for spending typically exceed the amount available to spend, so Capital Budgeting develops business cases to evaluate and identify the most effective projects. A strong Capital Budgeting function will not only forecast project benefits, but will also track these benefits over time to determine whether the use of capital was as effective as originally anticipated. 7. Risk Management Risk Management is a function that is rapidly developing after the financial scandals of the early 2000s (Enron, WorldCom, the Great Recession and Lehman/Bear Stearns collapse, etc.). In the financial services industry, the function is particularly central as most institutions run with a high amount of debt (leverage), though leaders in other industries are also bulking up this function. Risk Management takes a hard look at some of the key risks faced by the company—currency, interest rate, market, operational, legal, etc.—and tries to quantify the possible impacts so that they can be mitigated as much as possible. If FP&A looks at the base case scenario for the company‘s financial results, Risk Management takes a wrecking ball to it. 8. Corporate Development & Corporate Strategy Corporate Development and Corporate Strategy can be widely defined, but it is the area of Finance most heavily populated by former investment bankers and management consultants. As such, common tasks that fall to this function include sourcing and analyzing mergers & acquisitions deals, raising debt and equity
27. 27 financing, making capital structure decisions and providing insight into high level strategic decisions such as entering a new market. 4.5 HUMAN RESOURCE FUNCTION Hiring and Recruiting One of the primary functions of the human resources department is to oversee hiring and recruiting within an organization. The department actively recruits, screens, interviews and hires qualified candidates for open positions. The department administers skills assessment and personality tests to match candidates with the right job within the company. The human resources department also develops employee handbooks that explain company policies and procedures to new hires. Training and Development The human resources department handles the training and development of staff within an organization. It creates training programs and conducts training for new hires and existing employees. The human resources department also works in conjunction with department managers and supervisors to determine the training needs of employees. They are also responsible for contracts with training providers and monitoring training budgets. Handling Compensation The human resources department is responsible for various aspects of employee compensation. The department typically handles employee payroll and ensures employees are paid accurately and on time, with the correct deductions made. Human resources departments also manage compensation programs that include pensions and other fringe benefits offered by the employer.
28. 28 Employee Benefits The human resources department manages all aspects of employee benefits, including health and dental insurance, long-term care or disability programs as well as employee assistance and wellness programs. The department keeps track of employee absences and job-protected leave, such as family medical leave. Human resources department representatives ensure employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer available because of a layoff or termination. Employee Relations The human resources department handles employee relations matters within an organization. Employee relations involves employee participation in different aspects of organizational activities. The department maintains the relationship between employees and management by promoting communication and fairness within the company. The department also handles disputes between employees and management, as well as disputes between the company and labor unions or employee rights organizations. Legal Responsibilities The human resources department is responsible for interpreting and enforcing employment and labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and work hour requirements. The department also investigates harassment and discrimination complaints and ensures company officials remain compliant with United States Department of Labor regulations.
29. 29 CHAPTER 5 FINDINGS AND SUGGESTIONS 5.1 FINDINGS: HR The company is running in a systematic and organized manner. Majority of the factory laborers are women but other employees are mostly men. Workers health and safety are given prime importance. The employees are satisfied with the working environment and working hours. Operations The manufacturing unit is well maintained, clean and hygienic. Qualities of the products are given prime importance. Marketing Understanding the needs of the customers and satisfying those needs is the core concept of the service. Raising product awareness to the potential customers is considered a very important work.
30. 30 Finance Reducing the cost without compromising the quality of the service is the core concept of the finance department. 5.2 SUGGESTIONS: Reducing Weakness Biscuits made of refined wheat flour (maida) are not good for health, if used for long time. So some more health friendly food should be developed. Instead of artificial things, natural things should be added in the biscuits then it will be healthier. Like biscuits, many varieties in dairy segment should also be included then it can expand its business. Reducing Threats The company has potential to expand in the global market. Should participate in more Trade Shows to acquire more clients. By improving the quality with variations and reducing the cost, it can face successfully its competitors.
31. 31 CHAPTER 6 KEY LEARNING During the four weeks of organization study I have learned things which have enriched me as a person as well as a professional. At the personal level, I have learnt many soft skills like working in a team, sharing of knowledge, patience, listening and co-ordination. It gave me an insight on various aspects of an organization that we were exposed to conceptually. I got to know about the SWOT of the company and the PEST analysis of the ancillary industry. I also learnt that time management is very important in an organization. It also gave me insight of how the different department coordinates in an organization. I had been given an opportunity to understand the process flow of Operations management, Quality management, Finance management, HR management. This gives me an insight on how all these business functions has been managed and utilized in food processing ancillary industry for the efficient and effective result.
32. 32 CHAPTER 7 CONCLUSION Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India‘s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers.
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Britannia International Supplies Financial Overview, Employee Count, and Competitors
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Indian food and beverage company
Britannia Industries Limited is an Indian multinational food products company, which sells biscuits, breads and dairy products. Founded in 1892, it is one of India's oldest existing companies and currently part of the Wadia Group headed by Nusli Wadia. As of 2023, about 80% of its revenues came from biscuit products.[4]
Beginning with the circumstances of its takeover by the Wadia Group in the early 1990s, the company has been mired in several controversies connected to its management,[5][6] but it continues to hold a large market share.[6][7]
History
[edit]
The company was established in 1892 by a group of British businessmen with an initial investment of ₹295.[8] Initially, biscuits were manufactured in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers, mainly Nalin Chandra Gupta, an attorney, and operated under the name, V.S. Brothers. In 1918, C.H. Holmes, an English businessman based in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited (BBCo) was launched. The Mumbai factory was set up in 1924 and Peek Freans acquired a controlling interest in BBCo. During the World War II, the government of British India needed a continuous supply of biscuits for British soldiers. The Britannia Biscuit Company started supplying biscuits to British Army for several years, and the company sometimes devoted 95% of its capacity to produce biscuits for the armed forces. Biscuits were in high demand during World War II, which gave a boost to the company's sales. The company name was changed to the current Britannia Industries Limited in 1979. In 1982, the American company Nabisco acquired the parent of Peek Freans and became a major foreign shareholder. In 1978, Britannia came out with its public issue, and its Indian shareholding had increased to 62%, which firmly established Britannia as an Indian company. The 38% foreign stake was owned by the UK-based Associated Biscuits International Limited (ABIL).[9][6]
In 1993, textile tycoon Nusli Wadia of Bombay Dyeing took control of the company from Britannia's then-chairman Rajan Pillai, with the help of French food giant Danone. In 2009, Wadia Group became the largest shareholder in BIL after acquiring a 25% stake owned by Group Danone.[5][10]
In December 2018, it launched a new category, Treat Crème Wafers.[11][12]
Britannia acquired a controlling stake in Kenya's Kenafric Biscuits in October 2022.[13] In September 2022, Varun Berry was appointed as Executive Vice-Chairman and Managing Director of Britannia Industries Limited, and Ranjeet Kohli was also appointed as Executive Director and CEO.[14][15]
In December 2022, Britannia Industries entered into a joint venture agreement with Bel SA of France and Britannia Dairy Private Limited (BDPL) to develop, manufacture and sell cheese products in India and other markets. Under the joint venture, Bel SA acquired a 49% stake in BDPL, a subsidiary of Britannia Industries, for ₹262 crore and infused an additional ₹215 crore in the joint venture.[16]
In August 2022, the company expanded its product portfolio by entering the western snacking market with the launch of its new product, Treat Croissant.[17]
Businesses
[edit]
The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products.
Biscuits
[edit]
As of 2023, about 80% of Britannia's annual revenue comes from biscuits.[4] Britannia has an estimated market share of 33% in the organised biscuits market in India.[4]
The company's factories have an annual capacity of 433,000 tonnes.[18] The brand names of Britannia's biscuits include MarieGold, Tiger, Nutrichoice, Good Day, 50 50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time and Little Hearts among others.[18]
In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to the U.S. and Australia. This amounts to 20% of Britannia's revenue for that year.[citation needed]
Dairy products
[edit]
Dairy products contribute close to 10% to Britannia's revenue.[19] The company not only markets dairy products to the public but also trades dairy commodities business-to-business. Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).[20]
Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate.
On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative Group of New Zealand, an integrated dairy company which handles all aspects of the value chain from procurement of milk to making value-added products such as cheese and buttermilk.[20] Britannia intends to source most of the products from New Zealand, which they would market in India.[19] The joint venture will allow technology transfer to Britannia.[20] Britannia and the New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent will be held by a strategic investor. Britannia has also tentatively announced that its dairy business (probably including Dynamix) would be transferred to the joint venture.[20] However, the authorities' approval to the joint venture obliged the company to start manufacturing facilities of its own. It would not be allowed to trade, except at the wholesale level, thus pitching it in competition with Danone, which had recently established its own dairy business.[20]
Disputes and controversies
[edit]
Wadia and Rajan Pillai
[edit]
Kerala businessman Rajan Pillai secured control of the group in the late 1980s, becoming known in India as the 'Biscuit Raja'.[21] In 1993, the Wadia Group acquired a stake in Associated Biscuits International (ABIL), and became an equal partner with Danone in Britannia Industries Limited.
In what The Economic Times referred to as one of [India's] most dramatic corporate sagas,[22] Pillai ceded control to Wadia and Danone after a bitter boardroom struggle,[23] then fled his Singapore base to India in 1995 after accusations of defrauding Britannia, and died the same year in Tihar Jail.[citation needed]
Wadia and Danone
[edit]
The Wadias' Kalabakan Investments and Group Danone had two equal joint venture companies, Wadia BSN and United Kingdom registered Associated Biscuits International Holdings Ltd., which together held a 51 percent stake in Britannia.[24] The ABIH tranche was acquired in 1992, while the controlling stake held by Wadia BSN was acquired in 1995. It was agreed that, in case of a deadlock between the partners, Danone was obliged to buy the Wadia BSN stake at a "fair market value". ABIH had a separate agreement signed in 1992 and was subject to British law.[24][25]
Wadia was to be Danone's partner in the food and dairy business, and product launches from Groupe Danone's were expected but never materialised despite the JV being in existence for over 11 years in India.[24] Under the 1995 joint venture agreement, Danone is prohibited from launching food brands within India without the consent of the Wadias.[26] In addition, the partners agreed there would be the right of first refusal to buy out the remaining partner in the event of the other wishing to sell its holding.[27]
In June 2006, Wadia claimed Danone had used the Tiger brand to launch biscuits in Bangalore.[27] In May 2007, Nusli Wadia told the Ministry of Commerce and Industry that Danone invested in a Bangalore-based bio nutrition company, Avesthagen, in October 2006 in violation of the government's Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an independent business in a similar area, including joint ventures based purely on technical collaboration. Danone argued that Press Note 1 did not apply to it as it did not have a formal technology transfer or trademark agreement with Avesthagen, and that its 25% holding in Britannia was indirect.[28] Wadia also filed a case in the Bombay High Court for a breach of a non-competition clause in that connection. The court ordered Danone not to alienate, encumber or sell shares of Avesthagen.[29]
In September 2007, the Foreign Investment Promotion Board of India rejected Danone's claims that it did not need a non-compete waiver from the Wadias to enter into business in India alone.[30]
After a prolonged legal battle, Danone agreed to sell its 25.48% stake in Britannia to Leila Lands, which is a Wadia group entity based in Mauritius, and quit this line of business. The deal was valued at $175–200 million. With this buy-out, Wadia holds a majority stake of 50.96%.[31]
Intellectual property dispute
[edit]
In a separate dispute from the shareholder matters, the company alleged in 2006 that Danone had violated its intellectual property rights in the Tiger brand by registering and using Tiger in several countries without its consent. Britannia claimed the company found out that Danone had launched the Tiger brand in Indonesia in 1998, and later in Malaysia, Singapore, Pakistan and Egypt, when it attempted to register the Tiger trademark in some of these countries in 2004.[32] Whilst it was initially reported in December 2006 that agreement had been reached,[33] it was reported in September 2007 that a solution remained elusive.[32] In the meantime since Danone's biscuit business has been taken over by Kraft, the Tiger brand of biscuits in Malaysia was renamed Kraft Tiger Biscuits in September 2008.
Britannia initiated legal action against Danone in Singapore in September 2007.[34] The dispute was resolved in 2009 with Britannia securing rights to the Tiger brand worldwide, and Danone paying ₹220 million to utilise the brand.[35]
Partnerships
[edit]
In March 2017, it formed a joint venture with Greek firm Chipita SA for producing and selling ready-to-eat croissants in India.[36] In September 2021, the company partnered with Accenture to digitize the company's manufacturing units and warehouses.[37] During the COVID-19 pandemic in India, it tied up with personal concierge startup Dunzo to deliver essential goods at the customer's doorstep in April 2020.[38]
Philanthropy
[edit]
The company has been engaged in various social and philanthropical activities. It has joined the United Nations Global Compact, the world's largest sustainability initiative, and has aligned with the Sustainable Development Goals (SDG). It supports the maritime insurance industry and provides assistance to shipowners in developing transitional methods to achieve the objectives of the Paris Agreement.[39] Britannia P&I is an associate member of the International Maritime Rescue Federation.[40]
It runs a non-profit Britannia Nutrition Foundation that advocates better child nutrition and addresses child malnutrition issues in India.[41]
Awards and recognition
[edit]
In 2022, the company was ranked 4th in the list of India's most chosen FMCG brands, as per Kantar India's annual Brand Footprint report.[42]
Britannia won the Global Sustainability Leadership Awards by the World Sustainability Congress in 2021.[43]
The Economic Times listed the company's Good Day biscuit brand as the Brand Equity’s Most Trusted Brands of Indians in 2019-20.[44]
The company was selected for special recognition under the Leading RE Investor category at Renewable Energy India Awards 2016.[45]
In 2014, the company was voted as Reader's Digest Trusted Brand in India under the food and beverage category, part of the Reader's Digest Trusted Brand Survey.[46]
In 2014, The Economic Times ranked the company at 11 in the 100 Most Trusted Brands of India list 2014.[47]
The company was listed in India's Most Attractive Brands 2013 in a TRA Brand Trust Report survey.[48]
It was awarded the Global Performance Excellence Award (GPEA) by Asia Pacific Quality Organization (APQO) in June 2012.[49]
It was ranked #2 in the Brand Equity's Most Trusted Brands survey by The Economic Times.[50]
In 2012, Britannia received the Golden Peacock National Quality Award – 2012 under the FMCG category.[51]
In 2011, Britannia won the Indian Merchants' Chamber (IMC)'s Ramkrishna Bajaj National Quality Award.[52][53]
In 2011, the company received the CII's National Award for Food Safety 2011 in the category of 'Large Food Businesses - Manufacturing' by the Confederation of Indian Industry.[54]
According to The Economic Times' Brand Equity Survey, the brand was ranked 5th in the top 10 most trusted brands list in India in 2010 and 2nd in 2012[55] in India's top 10 most trusted brands list.[56]
Britannia is one of India's 100 Most Trusted brands listed in The Brand Trust Report.[57]
Indian Super League (2018–present)
See also
[edit]
Companies portal
Parle Products
References
[edit]
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The CEO of Britannia Industries Ltd, a manufacturer of bakery products, was at a crossroads. Two years earlier, the firm had started providing specially fortified biscuits to small groups of school-going children in selected locations in India. The produc
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Britannia Swot Analysis - 881 Words
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Britannia Industries Limited is a public food industry, with its home office situated in Banglore, surely understood for its Britannia and Tiger biscuits. It...
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PORTER 'S FIVE FORCES MODEL OF FRUIT JUICE INDUSTRY COMPETITION BETWEEN EXISTING COMPETITORS: - Mango pulp industry has been entered a phase of rapid development. The consumers are more education and health conscious. The product has been recognized by the public. At present, the mango pulp market, there are more competent competitors, the variety of products in various segments both leader, but lack of a strong brand. Large enterprises are faced with the plight of lower profits while SME 's in the capital, channel, product and other areas subject to significant competitive pressure, coupled with the impact of a price war.
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Secondly, Porter’s Five Forces Model is used to analyse the level of rivalry in the market, the attractiveness for potential new entrants, the power of suppliers, the power of buyers and the threat of substitution. This will allow us to see a holistic view of the industry in the market environment. Thirdly, the PESTLE framework is used to analyse the factors within the macro environment that are influencing
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BRITANNIA INDUSTRIES LIMITED
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BRITANNIA INDUSTRIES LIMITED
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ACKNOWLEDGEMENT
I would like to convey my sincere thanks to Prof. Vinod Shukla (teacher’s name), my BASICS OF INFORMATION TECHNOLOGY teacher, who always gave me valuable suggestions and guidance during the project. He has a source of inspiration and helped me understand and remember important details of the project.
He gave me an amazing opportunity to do this wonderful project ‘(BRITANNIA INDUSTRIES LIMITED)’. I also thank my parents and friends for their help and support in finalizing this project within the limited time frame.
Place: Vasant Kunj (New Delhi) Name: Aayushi Singhal
Date: 21/11/2023 Signature:
TableofContent
S.No.
Particulars
Page No. 1. Abstract 4
2. Introduction of Britannia Britannia About &how it works Britannia Logo & Its meaning Britannia Founder & History Britannia Mission Britannia Products Target Audience of Britannia How does Britannia Make Money Britannia Business Model Britannia Revenue and Growth Britannia Competitors 5 6 7 8 - 9 10 10 - 11 12 12 13 - 28 29 30 - 32
3. Swot Analysis 33 - 34
4. Project Scope 35
5. Research Objectives 36
6. Conclusion 37
7. References 38
ABSTRACT
Britannia, the leading bakery manufacturer in India, aimed to amplify the production and distribution of social products following a successful initiative, with a view to sustaining business growth. Consequently, the CEO initiated a policy to foster the development and expansion of social products. However, upon assessment, identified challenges emerged, including a decline in profits, a constrained marketing strategy, and the emergence of potential competitors. In response, proposed solutions encompassed cost-saving measures, collaboration with the government or outsourcing, enhanced brand management, and a focus on improving product quality.
INTRODUCTION OF BRITANNIA
• With a century-long legacy, Britannia stands as one of India's premier food companies, boasting an annual revenue exceeding Rs. 9000 Crore.
• Britannia's diverse product range is widely accessible, spanning nearly 5 million retail outlets across the country and reaching over 50% of Indian households.
• The inception of Britannia Industries dates back to 1892 when a group of British entrepreneurs invested Rs. 295 in its establishment.
• In 1918, C.H. Holmes, an English businessman in Kolkata, joined as a partner, leading to the launch of Britannia Biscuit Company Limited (BBCo).
• The heightened demand for biscuits during World War II prompted a name change in 1979 to the current "Britannia Industries Limited."
• By 1982, Peek Ferens' parent company had been acquired by the American firm Nabisco Brands, Inc., solidifying its status as a significant foreign shareholder.
BRITANNIA – ABOUT AND HOW IT WORKS?
Britannia Industries Limited specializes in the production of a diverse range of food products, including Biscuits, Bread, Cakes, Rusk, and Dairy items such as Cheese, Beverages, Milk, and Yoghurt. The company operates within the Foods segment, encompassing bakery and dairy offerings.
Within the cakes category, Britannia offers a variety of products, including Bar Cakes, Veg Cakes, Chunk Cake, Nut & Raisin Romance, and Monfils. Premium Bake falls under the rusk category.
In the biscuits segment, the company features well-known brands such as Good Day, Crackers, Nutri Choice, Marie Gold, Tiger, Milk Bikes, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic, and Nice Time. The bread category includes options like Whole Wheat Breads, White Sandwich Breads, and Bread Assortment.
Britannia Industries exports its products globally, reaching markets in Gulf Cooperation Council Countries (GCC), African Countries, and American Countries. Notable subsidiaries of the company include Manna Foods Private Limited and International Bakery Products Limited.
BRITANNIA – LOGO AND ITS MEANING
https://static.startuptalky.com/2021/06/Britannia-Logo-StartupTalky.jpg
LOGO OF BRITANNIA INDUSTRIES LTD
According to a representative from Britannia, the company's fresh emblem represents a shift towards becoming the Total Foods Company. This involves an extended range of products, encompassing both health-conscious and indulgent options. The wings of a bird symbolize the freedom to choose when and where one can savor their food.
BRITANNIA FOUNDER AND HISTORY
Founded in 1892 with an initial investment of ?295 by a group of British businessmen, Britannia Industries began its biscuit manufacturing operations in a small house in central Kolkata. On March 21, 1918, the company officially became a public limited company.
In 1921, Britannia achieved a milestone by being the first company east of the Suez Canal to utilize imported gas ovens. The business prospered, earning a reputation for quality and value. Notably, during World War II, the government entrusted Britannia to supply substantial quantities of 'service biscuits' to the armed forces.
In 1924, a new factory was established in Mumbai, marking the year when the company became a subsidiary of Peek Frean & Company Limited UK, a prominent biscuit manufacturing company. Britannia further strengthened its position by expanding factories in Calcutta and Mumbai.
By 1952, the Kolkata factory relocated to Tara Tola Road in the suburbs, with the installation of automatic plants in both Calcutta and Mumbai during the same year.
In 1954, Britannia introduced high-quality sliced and wrapped bread in India, pioneering this development. The first manufacturing of this bread took place in Delhi, showcasing the company's commitment to innovation and diversification.
In 1965, a new bakery for bread production was established in Delhi.
In 1975, Britannia Biscuit Company took over biscuit distribution from Parry's.
The introduction of Britannia bread in Calcutta and Chennai occurred in 1976.
In 1978, the company conducted a public issue, resulting in Indian shareholding surpassing 60%.
Subsequently, in 1979, Britannia Biscuit Company Limited rebranded itself as Britannia Industries Limited.
Fast forward to the present status in 2023, Britannia stands as one of India's longest-standing companies and is now a part of the Wadia Group led by Nussle Wadia. In the fiscal year 2022, Britannia achieved a revenue of ?13,731.05 crore.
BRITANNIA – MISSION
Britannia's mission is to enhance the financial well-being of its members and customers by meeting their changing requirements in borrowing, investment, and housing.
BRITANNIA PRODUCTS
https://static.startuptalky.com/2021/06/Britannia-Industry-Products-StartupTalky.jpg
BAKERY PRODUCTS:
Britannia generates 95% of its yearly revenue from biscuits, utilizing factories with an annual capacity of 433,000 tones. Notable brand names in Britannia's biscuit lineup encompass Vita Marie Gold, Tiger Biscuits, Nutri Choice, Good Day, 50-50, Treat, Pure Magic, Milk Bikis, Bourbon, Nice Time, and Little Hearts, among others.
In 2006, the mass-market brand Tiger achieved sales totaling $150.75 million, which included exports to the U.S. and Australia. This constituted 20% of Britannia's total revenues for that particular year.
DAIRY PRODUCTS:
Dairy products make up nearly 5% of Britannia's overall revenue. The company not only sells dairy products to the public but also engages in business-to-business trading of dairy commodities. The dairy portfolio experienced a growth of 47% in the fiscal year 2000-01 and a subsequent increase of 30% in the fiscal year 2001-02. As previously stated, Britannia is involved in the production and sale of both bakery and dairy items.
As previously mentioned, Britannia both produces and markets BAKERY and DAIRY PRODUCTS, including:
Bread and Buns: Britannia bread, Atta Kulcha bread, Britannia Pav, Britannia sweet bun, Britannia fruit bun
Biscuits: Good day, Britannia Crackers 50-50, Jim Jam, Milk Bikis, Tiger, Marie Gold, Little Hearts, Bourbon, Nutri Choice
Cakes: Britannia Gobbles, Britannia Muffins, Tiffin Fun
Dairy: Cheese, Milk, Butter, Ghee, Yoghurt
TARGATE AUDIENCE OF BRITANNIA
Britannia's target audience is broad and inclusive, not confined to a specific age or income bracket. The brand caters to a diverse consumer base, employing products like Little Hearts and Tiffin cakes to attract children, Nutri Choice for those with health-conscious preferences, and Marie Gold to meet the needs of the older generation.
How Does Britannia Make Money?
While Britannia's primary goal is to offer nutritional food items to a wide audience, the company generates revenue through various means:
The sale of its bakery and dairy products is a significant source of revenue.
Biscuit products contribute to 95% of the total sales.
Dairy products account for 5% of the overall sales.
Britannia has entered into a joint venture with the Greek company Chi pita S.A to manufacture and market ready-to-eat croissants in India. Additionally, the company is actively working on expanding its market presence abroad, with a particular focus on Africa and South Asia.
BRITANNIA - BUSINESS MODEL
The company operates in two primary business segments: bakery products and dairy products. Approximately 95% of its revenue is generated from the biscuits segment, while the non-biscuits category (dairy) and the international market contribute around 5% to the total sales.
In terms of the dairy business, it accounts for nearly 5% of the company's revenue, with Britannia dairy products reaching directly to 100,000 outlets. Britannia Bread, the leading brand in the organized bread market, boasts an annual turnover exceeding 1 lac tons in volume and Rs. 450 crores in value. The business spans 13 factories and 4 franchisees, distributing close to 1 million loaves daily across more than 100 cities and towns in India.
Britannia, as a brand, is committed to providing people with delicious and nutritious food. Focused on bakery and dairy products, the company strives to deliver healthy options. Britannia stands out as the first food company with zero Trans Fat in its food items.
The company predominantly employs outdoor and traditional advertising methods in its marketing strategy. It emphasizes television and radio advertisements, ensuring a broad reach across diverse consumer groups.
BRITANNIA BUSINESS MODEL FORMS
KEY PARTNERS:
Key Partners for a company like Britannia, which is a major player in the food industry, might include:
Suppliers: Companies involved in the supply chain, providing raw materials, ingredients, and packaging.
Distributors and Retailers: Partnerships with distribution networks and retail chains to ensure the widespread availability of Britannia's products.
Technology Providers: Partnerships with technology companies for IT infrastructure, software solutions, and innovations in manufacturing and supply chain management.
Marketing and Advertising Agencies: Collaborations with agencies to promote and advertise Britannia's products and enhance brand visibility.
Logistics and Transportation Partners: Companies involved in the transportation and logistics sector to ensure efficient and timely delivery of products.
Research and Development Collaborations: Partnerships with research institutions or other companies for product development, innovation, and improving manufacturing processes.
KEY ACTIVITIES:
Britannia Industries Limited is a leading food company in India, primarily engaged in the manufacture and sale of bakery and dairy products. As of my last knowledge update in January 2022, here are the key activities of Britannia:
Bakery Products Manufacturing:
Britannia is renowned for its bakery products, including biscuits, bread, cakes, and rusk. The company operates state-of-the-art manufacturing facilities to produce a wide range of baked goods.
Dairy Products:
In addition to bakery items, Britannia has expanded its product portfolio to include dairy products such as cheese, butter, and milk-based beverages.
Distribution and Sales:
Britannia has a robust distribution network that ensures the availability of its products across a wide geographic area. The company markets and sells its products through various channels, including retailers, distributors, and e-commerce platforms.
Brand Management:
Managing and promoting its brand is a crucial aspect of Britannia's activities. The company invests in marketing and advertising campaigns to build and maintain brand awareness.
Research and Development:
Britannia emphasizes research and development to innovate in product formulations, manufacturing processes, and packaging. This focus on R&D helps the company stay competitive and meet changing consumer preferences.
Quality Assurance:
Ensuring the quality of its products is a key priority for Britannia. The company adheres to stringent quality control measures and certifications to meet industry standards.
International Operations:
Britannia has expanded its presence beyond India and has international operations, exporting its products to various countries. This includes adapting products to suit regional tastes and preferences.
Corporate Social Responsibility (CSR):
Like many responsible corporations, Britannia is involved in various CSR initiatives, contributing to community development, education, healthcare, and sustainability
KEY RESOURCES:
Here are some key resources associated with Britannia:
Manufacturing Facilities:
Britannia operates modern and efficient manufacturing plants equipped with advanced technology for producing a diverse range of bakery and dairy products.
Brands and Intellectual Property:
Britannia's brand portfolio, including well-known names like Britannia, Good Day, Tiger, and others, is a significant intangible asset. The company's intellectual property, including trademarks and product formulations, is crucial for maintaining its market presence.
Supply Chain:
A well-established and efficient supply chain is critical for sourcing raw materials, manufacturing, and distributing products to various markets.
Distribution Network:
Britannia relies on an extensive distribution network to ensure the widespread availability of its products. Strong relationships with distributors and retailers are essential for the company's success.
Human Capital:
The workforce at Britannia, including skilled labor, management, and leadership, is a valuable resource. The knowledge, skills, and expertise of employees contribute to the company's innovation, production, and growth.
Research and Development (R&D):
Britannia invests in R&D to innovate in product development, enhance manufacturing processes, and stay ahead of market trends. The expertise and capabilities of its R&D team are crucial resources.
Financial Capital:
Adequate financial resources, including capital for investment and working capital, are essential for Britannia's operations, expansion, and strategic initiatives.
Technology and IT Infrastructure:
The company relies on technology and IT infrastructure for various aspects of its operations, including manufacturing automation, supply chain management, and data analytics.
Customer Base:
A loyal and diverse customer base is a valuable resource. Understanding consumer preferences and adapting products to meet market demands is crucial for sustained success.
Regulatory Compliance:
Compliance with regulatory standards and certifications is a key resource, ensuring that Britannia's products meet quality and safety requirements.
VALUE PROPOSITION:
Britannia Industries Limited offers a compelling value proposition to its customers based on the following key elements:
Quality and Taste:
Britannia is known for delivering high-quality and great-tasting bakery and dairy products. The company focuses on using quality ingredients and maintaining consistent taste across its product portfolio.
Wide Product Range:
Britannia provides a diverse range of products, including biscuits, bread, cakes, dairy items, and more. This extensive product portfolio caters to different consumer preferences and occasions.
Trusted Brand:
With a rich history and a strong brand presence, Britannia is a trusted name in the food industry. Consumers often associate the brand with reliability and quality.
Innovation and Adaptability:
The company emphasizes innovation in product development and packaging. Britannia strives to stay ahead of market trends, introducing new flavors and formats to meet changing consumer preferences.
Health and Nutrition:
Britannia acknowledges the growing demand for healthier food options. The company offers products that align with health-conscious consumer choices, such as biscuits with added nutritional benefits.
Global Presence:
Britannia's international operations allow it to cater to diverse markets, adapting products to suit local tastes and preferences. This global presence enhances the company's accessibility and relevance.
Social Responsibility:
Britannia engages in corporate social responsibility (CSR) initiatives, contributing to community development, education, and healthcare. This commitment to social responsibility resonates with consumers who prioritize companies with a positive impact.
Customer Engagement:
The company actively engages with its customers through marketing campaigns, promotions, and digital platforms. This helps build brand loyalty and ensures a strong connection with the target audience.
Consistency and Tradition:
Britannia has maintained a legacy of quality and tradition over the years. This consistency creates a sense of familiarity and reliability for consumers.
Environmental Sustainability:
Britannia focuses on sustainable practices, contributing to environmental conservation. This commitment to sustainability aligns with the values of environmentally conscious consumers.
CUSTOMER RELATIONS:
Britannia Industries focuses on building and maintaining strong customer relationships through various strategies and initiatives. Here are some key aspects of Britannia's approach to customer relations:
Quality and Consistency:
Britannia places a strong emphasis on delivering consistent quality across its product range. This commitment to quality helps build trust and satisfaction among customers.
Customer-Centric Innovation:
The company invests in research and development to introduce innovative products that align with changing consumer preferences and lifestyle trends. This customer-centric approach ensures that Britannia stays relevant and meets the evolving needs of its customer base.
Marketing and Branding:
Britannia engages in extensive marketing and branding activities to connect with its target audience. Advertising campaigns, promotions, and social media presence are used to reinforce the brand image and maintain top-of-mind awareness among consumers.
Responsive Customer Service:
Britannia places importance on responsive customer service to address inquiries, feedback, and concerns. Effective communication with customers helps enhance their overall experience with the brand.
Digital Engagement:
In the digital age, Britannia leverages online platforms to engage with customers. This includes social media interactions, digital advertising, and e-commerce channels to make products more accessible and convenient for consumers.
Consumer Feedback and Market Research:
Britannia actively seeks and values consumer feedback through surveys, market research, and other channels. This information is used to understand customer preferences, identify areas for improvement, and tailor products to meet customer expectations.
Brand Loyalty Programs:
Loyalty programs and promotional activities are implemented to reward and retain loyal customers. These initiatives may include discounts, special offers, or exclusive products for repeat customers.
Community Engagement and Social Responsibility:
Britannia's commitment to corporate social responsibility (CSR) initiatives contributes to a positive brand image. Consumers often appreciate companies that are socially responsible, fostering a sense of shared values and community.
Transparency and Trust:
Building trust is a crucial aspect of customer relations. Britannia aims for transparency in its operations, including ingredient sourcing and production processes, to instill confidence in customers.
Adaptation to Cultural and Regional Preferences:
Recognizing the diverse cultural and regional preferences in its market, Britannia adapts its products to cater to local tastes. This customization helps the company connect more effectively with consumers in different regions.
CHANNELS:
Britannia employs various distribution channels to reach its customers and make its products available in the market. Here's a brief overview of the channels used by Britannia:
Retail Distribution:
Britannia products are widely distributed through traditional retail channels, including grocery stores, supermarkets, convenience stores, and other retail outlets. This extensive retail presence ensures that Britannia products are easily accessible to a broad consumer base.
Modern Trade:
Britannia has a presence in modern trade formats such as hypermarkets and large retail chains. This allows the company to tap into the organized retail sector, providing a diverse range of products to consumers in a single location.
E-commerce:
The company has embraced e-commerce as a distribution channel, allowing consumers to purchase Britannia products online. This includes partnerships with major e-commerce platforms, enabling convenient home delivery for customers.
Institutional Sales:
Britannia supplies its products to institutions, including schools, hospitals, offices, and other establishments. This institutional sales channel caters to bulk orders and ensures Britannia products are available in various settings.
International Markets:
Britannia has a global presence and exports its products to international markets. This involves collaboration with distributors and retailers in different countries to make Britannia products available to a diverse global audience.
Distributors and Wholesalers:
Britannia works with a network of distributors and wholesalers to ensure the efficient distribution of its products. These partners play a crucial role in reaching a wide range of retail outlets.
Own Retail Outlets:
Britannia may have its own retail outlets or flagship stores where consumers can directly purchase its products. These outlets may serve as showcases for new products and brand experiences.
Online Platforms and Apps:
In addition to traditional e-commerce platforms, Britannia may have its own online platforms or apps, providing a direct channel for consumers to explore and purchase products.
Export:
Britannia's international operations involve exporting products to different countries. This may include collaboration with international distributors and retailers to ensure a global market presence.
Collaborations and Partnerships:
Britannia may collaborate with other companies or brands for joint marketing initiatives or special promotions, expanding its reach through strategic partnerships.
CUSTOMER SEGMENTS:
Britannia caters to a diverse range of customer segments with its broad portfolio of bakery and dairy products. Here's a brief overview of the key customer segments that Britannia targets:
Mass Market Consumers:
Britannia serves the mass market, offering affordable and widely accessible products. The company's biscuits, bread, and other staples appeal to a broad consumer base looking for everyday snacks and food items.
Urban Consumers:
With a significant presence in urban areas, Britannia targets consumers in cities and metropolitan regions. The company's products often align with the busy, on-the-go lifestyles of urban dwellers.
Rural Consumers:
Britannia recognizes the importance of reaching consumers in rural areas. The company's distribution channels extend to rural markets, offering products tailored to the preferences and needs of rural customers.
Health-Conscious Consumers:
Britannia has expanded its product range to include healthier alternatives, catering to consumers who prioritize health and nutrition. This includes products with added nutritional benefits and those marketed as healthier snack options.
Children and Families:
Britannia's product range includes items that are popular among children and families. The company often markets its products as suitable for all age groups, making them appealing for family consumption.
International Consumers:
Through its global operations, Britannia targets consumers in international markets. The company adapts its products to suit local tastes and preferences, aiming to capture the diverse consumer base in different countries.
Institutional Customers:
Britannia serves institutional customers such as schools, hospitals, and offices. Institutional sales involve supplying products in bulk to meet the needs of organizations and establishments.
Brand-Conscious Consumers:
Britannia, being a well-established and trusted brand, appeals to consumers who are brand-conscious and seek reliability and quality in their food choices.
Online Shoppers:
With an increasing emphasis on e-commerce, Britannia caters to consumers who prefer to shop online. The company's presence on various e-commerce platforms makes its products accessible to online shoppers.
Global Expatriate Communities:
Britannia's international presence allows it to target global expatriate communities who seek familiar and trusted food products from their home country.
COST STRUCTURE:
The cost structure of Britannia Industries involves various components that contribute to the overall expenses incurred by the company. Here is a general overview of the typical cost structure for a company in the food industry, including Britannia:
Cost of Goods Sold (COGS):
This includes expenses related to the production of goods, such as the cost of raw materials (flour, sugar, dairy, etc.), labor costs associated with manufacturing, and the cost of packaging materials.
Distribution and Logistics Costs:
Expenses associated with transporting finished products from manufacturing facilities to distribution centers and then to retailers. This encompasses transportation costs, warehousing expenses, and distribution costs.
Marketing and Advertising Expenses:
Investment in marketing campaigns, advertising, and promotions to build brand awareness, promote products, and attract customers.
Research and Development (R&D) Costs:
Expenditures related to research and development activities aimed at product innovation, improving existing products, and staying competitive in the market.
Employee Salaries and Benefits:
Costs associated with the salaries, wages, and benefits of Britannia's workforce, including employees involved in various functions such as manufacturing, sales, marketing, and administration.
Administrative and Overhead Costs:
General administrative expenses, including office rent, utilities, administrative staff salaries, and other overhead costs associated with running the business.
Quality Control and Compliance Costs:
Expenses related to maintaining quality standards, conducting quality control measures, and ensuring compliance with regulatory requirements.
Interest and Finance Costs:
If Britannia has taken loans or has financial obligations, interest and finance costs may be part of the cost structure.
Depreciation and Amortization:
The cost associated with the depreciation of assets (such as machinery and equipment) and the amortization of intangible assets over time.
Miscellaneous Costs:
Other operational expenses that do not fall into the categories mentioned above but are essential for the day-to-day functioning of the business.
REVENUE STREAMS:
Britannia's revenue streams include:
Biscuits: Britannia is renowned for its biscuits, which include a variety of types such as cookies, cream biscuits, and health-oriented biscuits.
Dairy Products: The company also produces and sells dairy products, including cheese, butter, and milk-based items.
Bread and Cakes: Britannia offers a range of bread and cake products, catering to different consumer preferences.
Rusk and Bakery Products: Apart from biscuits, Britannia is involved in the production and sale of rusks and other bakery items.
Export: Britannia exports its products to various countries, contributing to its global revenue.
New Product Innovations: The company often introduces new products and innovations to meet changing consumer demands and preferences.
Joint Ventures and Collaborations: Britannia may engage in joint ventures or collaborations to expand its product offerings and market reach.
What is unique about Britannia’s Business Model?
Britannia has emerged as a leading Indian bakery brand, distinguished by several unique strategies. The company operates 13 factories across the country and has established 4 franchises.
Key features of Britannia's business model that set it apart include:
The primary focus is on promoting Britannia biscuits over other products.
Emphasis is placed on providing customers with food items that address their daily nutritional needs.
Commitment to delivering quality food items, incorporating fruits, nuts, seeds, pulses, dairy, and protein substances essential for the healthy development of individuals.
Prioritizing the production of superior-quality food and ensuring affordability for every income group.
Collaboration with the government and various NGOs to combat malnutrition and undernutrition prevalent in the country.
Introduction of the Britannia Cares program, offering fitness activities to promote a healthy lifestyle among employees.
Taking measures to eliminate products deemed harmful by the Food Safety and Standards Authority of India (FSSAI) to counter micronutrient deficiencies in India.
Decision to reduce the salt and sugar content in snacks to align with the Eat Right Movement promoted by FSSAI in 2018.
BRITANNIA – REVENUE AND GROWTH
Britannia Industries Ltd. experienced a 1.18% increase in revenue compared to the same period last year, reaching ?4,485.23 crore in the second quarter of 2023-2024. On a quarterly basis, the company achieved a substantial 10.27% growth in revenue over the past three months.
In the fiscal year 2023, Britannia Industries Limited observed an impressive growth rate of 15% in the net sales value, indicating a significant upturn from the previous financial year. Britannia, as one of India's longstanding food companies, specializes in the production of biscuits, bread, cakes, rusk, and dairy products.
Source: data: image/png; base64
BRITANNIA COMPETITORS
The top 10 competitors in Britannia Industry Limited's competitive set are:
Parle Products
ITC
Horlicks
Bisk farm
Richfield Industries
Frisco Foods
Cookie Man
MTR Foods Pvt. Ltd.
Milo Australia & New Zealand
Complan and Cadbury Bourn Vita
Priya Gold
Its top Dairy competitors are:
Nestlé India
The National Dairy Development Board
Amul
Source: Wikipedia.com
Source: Wikipedia. com
SWOTANALYSIS
SWOT Analysis
Strengths
With a legacy of approximately 120 years in the industry.
Acknowledged as India's most reliable brand, boasting a robust brand recall.
Offers a diverse range of bakery products, including biscuits, rusks, cakes, as well as dairy products like milk, butter, and cheese.
Maintains a robust distribution network to ensure widespread availability, even in remote areas.
Holds a significant market share in the biscuits industry.
Demonstrates efficiency in marketing and advertising.
Presents innovative products catering to health-conscious consumers, such as oats, porridge, Nutri Choice biscuits for diabetes patients, and Vita Marie Gold.
Establishes a formidable presence in rural markets.
Provides a comprehensive range of products spanning all food and snacks segments.
Weaknesses
Limited market share in the dairy segment.
Substantial expenditure on advertising and marketing.
The prevalence of similar products across multiple companies results in a higher likelihood of brand switching.
Opportunities
The rise in the economic capacity of the Indian population.
Enhance its presence within the dairy industry.
Extend the range of products offered.
Explore opportunities for expansion into international markets.
Threats
Competitors offering products at lower prices.
Regional dairies and bakeries.
Potential decline in sales and revenue due to inflation.
Increase in the cost of raw materials.
PROJECT SCOPE
It provides details regarding the scale of the retail network.
It furnishes information about the level of service provided by distributors to retailers.
It offers insights into competitor products.
It enhances consumer service.
It offers recommendations for the company to enhance product sales.
It provides details about sales promotion activities aimed at boosting dairy sales.
RESEARCH OBJECTIVES
Assessing retailers' satisfaction levels with Britannia's bakery products.
Determining retailers' preferences for Britannia's bakery products.
Evaluating awareness and market availability of Britannia's bakery products.
Identifying the competitors of Britannia's bakery products and the preferred brands among retailers.
CONCLUSION
Britannia, a highly recognized brand in the biscuit market with a broad customer base nationwide, is venturing into the competitive chocolate market. Despite the presence of formidable competitors like Cadbury and Nestle, Britannia is poised to make a significant impact through its established brand image and strategic approaches. The brand's popularity is primarily attributed to factors such as taste, quality, price, and brand reputation. Therefore, Britannia should prioritize delivering excellent taste, quality, and competitive pricing to secure a substantial share in the market.
REFERENCES
www. BRITANNIA.com
https://www.researchgate.net/publication/337311706_Impact_of_Brand_Fidelity_of_Britannia_Products
www.india.britannia.com
https://www.reuters.com/companies/BRIT.NS
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1. 1 CHAPTER 1 INDUSTRIAL PROFILE 1.1 GLOBAL SCENARIO Food processing is one of the largest global sectors at $7 trillion annual production. Look around and you‘ll find companies of Cold drinks, Wafer chips, Juice, restaurant chains to be among biggest ones. Italian pasta and pizza is now consumed in almost all countries, so are the burgers and sandwiches. Sugar free products, cornflakes, oats, ketchups etc. are among most demanded consumer goods. Currently only 2 % of India‘s vegetable and fruits production is processed. In comparison USA and China processes their 90% and 40% produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70% of their produce. India‘s food processing sector ranks fifth in the world in exports, production and consumption. Importance of this sector is significant and it deserves a priority treatment by government. Accordingly sector has been made part of ambitious ‗Make in India‘ initiative. Food processing is also significantly impacted by multiple external factors, including economic trends, climate change, and demographic shifts, emerging power markets, new trade partnerships and world population growth predictions. Today‘s food supply chain is more globalised, longer and far more complex than ever before. With growing imports and exports, processed foods are dependent on longer supply chains which pose a great challenge to assuring food safety.
2. 2 1.2 INDIAN SCENARIO Introduction The Indian food industry is poised for huge growth, increasing its contribution to world food trade every year. In India, the food sector has emerged as a high- growth and high-profit sector due to its immense potential for value addition, particularly within the food processing industry. Accounting for about 32 per cent of the country‘s total food market, The Government of India has been instrumental in the growth and development of the food processing industry. The government through the Ministry of Food Processing Industries (MoFPI) is making all efforts to encourage investments in the business. It has approved proposals for joint ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented units. Market Size The Indian food and grocery market is the world‘s sixth largest, with retail contributing 70 per cent of the sales. The Indian food processing industry accounts for 32 per cent of the country‘s total food market, one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. It contributes around 8.80 and 8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively, 13 per cent of India‘s exports and six per cent of total industrial investment. The Indian gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to increase by three times by 2020. The online food ordering business in India is in its nascent stage, but witnessing exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl and Swiggy building scale through partnerships, the organized food business has a huge potential and a promising future. The online food delivery industry grew at 150 per cent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.
3. 3 Going forward, the adoption of food safety and quality assurance mechanisms such as Total Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic Practices (GHP) by the food processing industry offers several Investments According to the data provided by the Department of Industrial Policies and Promotion (DIPP), the food processing sector in India has received around US$ 7.54 billion worth of Foreign Direct Investment (FDI) during the period April 2000- March 2017. The Confederation of Indian Industry (CII) estimates that the food processing sectors have the potential to attract as much as US$ 33 billion of investment over the next 10 years and also to generate employment of nine million person-days. Road Ahead Benefits. It would enable adherence to stringent quality and hygiene norms and thereby protect consumer health, prepare the industry to face global competition, enhance product acceptance by overseas buyers and keep the industry technologically abreast of international best practices. 1.3 KEY PLAYERS IN THE INDUSTRY Nestle Nestlé India manufactures products of truly international quality under internationally famous brand names such as Nescafé, Maggi, Milkybar, Kit Kat, Bar-One, Milkmaid and Nestea; and in recent years the company has also introduced products of daily consumption and use such as Nestlé Milk, Nestlé Slim Milk, Nestlé Dahi and Nestlé Jeera Raita.
4. 4 Parle Agro Parle became popular with the release of its products such as Frooti and Parle-G. Parle Agro, today, is a Rs 2,200 Crore (US$ 364.93 million) organisation. They are known as much for their diversification into the foods sector as for their leadership the beverages sector. Parle operates under four business verticals: Beverages (fruit drinks, nectars, sparkling drinks and carbonated soft drink), Packaged Drinking Water, Foods, and pet preforms. Each of these verticals operates as independent entities. In the recent past, Parle has aggressively grown their infrastructure to 76 manufacturing facilities, both in India and overseas, and has developed a widespread network of 3,500 distributors that cater to more than 600,000 outlets in the country. It also has a strong presence in about 44 countries. Amul Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat. Founded in 1946, the brand is today managed by the Gujarat Co-operative Milk Marketing Federation Ltd (GCMMF) which is jointly owned by about 3 million milk producers in the state. Amul the co-operative was formed as a response to the exploitation of marginal milk producers by agents and traders of the existing dairy in the state. The co- operative has gone from strength to strength, on the back of inspired leadership of Tribhuvandas Patel, the founder Chairman and the Dr Verghese Kurien, who was entrusted the task of running the dairy from 1950. The Amul model has helped India to emerge as the largest milk producer in the world. More than 15 million milk producers contribute their milk in 144,500 dairy cooperative societies across the country. Their milk is processed in 184 district
5. 5 co-operative unions and marketed by 22 state Marketing Federations, ensuring a better life for million. 1.4 PEST ANALYSIS (Political): The political factors affecting fast food industry can vary from country to country. Compliance is of utmost importance. Globally, the fast food brands have to comply with these requirements. There are regulations related to wages, hygiene and food quality that need to be complied with. The minimum wage standards can differ from country to country. In countries where wage rates are high, the labor costs are high. Apart from it, packaging regulations have also changed. Governments can also press the fast food chains to include healthier items on their menus. These are the most important political factors that affect the fast food industry. After all, it is the attitude of the governments towards the businesses that affects their performance. (Economic): The recession influenced the fast food industry to some extent. However, since it passed, spending per consumer has increased. Most of the restaurants have included cheaper options in their menus and improved customer service. Customer service is an important area as brands struggled during the recession to retain customers. A number of changes including increased health consciousness affected fast food sales. Delicious food was insufficient to attract the customers. So, brands supplemented it with increased convenience and low costs to encourage customers. Overall, economic factors are a very important influence on the fast food industry. The industry has showed excellent ability to adapt in the face of the changing trends. To better adjust to recession and low economic activity, brands included low priced items. They added to the variety of products on the menu. However, the size of individual spending on fast food has always depended on the economic conditions in specific markets. In US alone, more than 200,000
6. 6 restaurants feed more than 50 million people daily. With economic activity surging globally, the spending on fast food could increase further in future. (Social): Health and lifestyle trends also influence the fast food industry. Health awareness has affected the entire food industry. It includes not just fast food, but snacks and beverages and all other foods. People now think before they eat. Consumers‘ changed attitude pressed the restaurant brands to include low calorie options. The social perception of health has changed vastly. Media has played its own important role in creating this perception. The fast food industry has faced heavy criticism for targeting young children. Moreover, the attack on junk food led to people adopting low calorie foods. Such changing social trends impact the sales of the entire industry. The industry was held liable for the increasing childhood obesity. As a result, it had to adopt measures like showing the nutritional content on the label and reduce calories in the items. Cultural factors might also play an important role since some cultures do not encourage the consumption of fast food. Still, most cultures have adopted it with changes to suit the local preference. (Technological): Technological factors have been an important influence on the fast food industry. This sector does not depend only on the attractiveness of its menu and the food quality. Customer service and convenience are also major factors affecting sales. Technological factors have already brought huge changes to the way brands have served and engaged their customers. They also affect marketing and advertising of the brands. Social media and online ordering have changed the style of customer service. Social media channels became the most important venue for engaging customers. The use of digital displays and kiosks affected ordering and the costs of labor. Technology overall has proved to be something indispensable. It has
7. 7 helped brands serve customers through innovative channels and in innovative ways. Fast food brands have become innovative in other areas too. They engage their customers on social media and collect feedback through several channels. Competition in the industry is heavy. This is also a reason that technology has become important for fast food brands.
8. 8 CHAPTER 2 COMPANY PROFILE 2.1 Background, History, Products and Markets Britannia Industries Limited is an Indian food-products corporation based in Bangalore, India. It sells its Britannia and Tiger brands of biscuit throughout India. Britannia has an estimated market share of 38%. The Company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes and dairy products. The company was entrenched in 1892. Initially, biscuits were mold in a small house in central Kolkata. Later, the enterprise was acquired by the Gupta brothers mainly Nalin Chandra Gupta, a renowned attorney, and operated under V.K Brothers." In 1918, C.H. Holmes, an English businessman in Kolkata, was taken on as a partner and The Britannia Biscuit Company Limited was launched. 1921 - The Company obtained a priority of Certificate and imported new machinery thereby becoming the first biscuit company in India to install and run a gas oven plant. 1924 - A new factory was established at Kasara Pier Road in Mumbai. In the same year, the Company became a subsidiary of Peek, Frean & Co. Ltd., U.K., a leading biscuit manufacturing company, and further strengthened its position by expanding the factories at Calcutta and Mumbai. 1939-45 - A large part of the Company's production was diverted to war effort on account of World War II and at times as much as 95% of the total capacity was booked for the production of "Service Biscuit". 1952 - The Calcutta Factory was shifted from Dum Dum to spacious grounds at Taratola Road in the suburbs of Calcutta. During the same year automatic plants were installed there and later in Mumbai in 1954. 1954 - The development of high quality sliced and wrapped bread in India was pioneered by the Company and was first manufactured at Delhi.
9. 9 1961 - Manufacture of bread was started in Mumbai and a new bread bakery was set up at Delhi in 1965. 1979- With effect from 3rd October, the name of the Company was changed from the Britannia Biscuit Co., Ltd., to Britannia Industries Ltd. 1980 - The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1980-The Company signed a 10 year technical collaboration agreement with Nebico Pvt. Ltd., Nepal, for the supply of know-how relating to manufacturing, packaging and marketing of biscuits and selection of plant and machinery. 1986-The turnover increased by 19.4% over the the previous year to Rs 192.15 crores. Sales of biscuits, in terms of volume, registered a satisfacotry growth. "Good Day", a new biscuit launched during the year met with good market response. - Production of bread at Delhi unit was adversely affected due to launched pure refined cooking oil under the brand name of "Vital". 1987-In (16 months), the total sales turnover increased on an annualised basis by 38.7% over the previous year. Increase in sales of bakery and soya products divisions and higher cashew exports helped to realise higher sales. With the introduction of some more brands during the year, the total biscuit brands of the bakery division reached 27. The soya products division introduced a range of extruded products under the brand name "VITAL FEAST". 1989 The Company launched new brand of biscuit, namely, `CIRCUT'. Another brand "PURE MAGIC" was extended nationally and posta badam was added to "GOOD DAY" range of biscuits. Bread production and affected for some time at Delhi factory due to industrial unrest. 1990- Two new brands of biscuits,"Elaichi Cream"and "Petit Beurre" were launched. Also, a new cashew badam variant of the brand "Milk Bikis" and brand
10. 10 extension of Pure magic biscuit Vanilla cream were launched. Fruit bread was launched in Delhi and was well received. 1991-The Company launched two new speciality brands viz., Britannia milk bread and Britannia brown bread in Delhi and extended nationally its main brands Petit Beurre and elaichi cream. - On 17th August, the Company handed over to SM Dychem Ltd, its soya unit at Vidisha, MP. - The Company proposed to invest in the equity capital of Britco Company Pvt. Ltd., a joint venture with JMRPCO Ltd., Hongkong, for manufacture of beverage bases and essence for Coca Cola, Fanta & Sprite and to export processed snack foods. 1992-The Company launched a new brand of biscuit, namely `Little Hearts' which carved a niche in the market. 1993 - The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1993-The Company launched new brand of biscuit, namely, `Fifty-Fifty'. Bread market remained depressed. To revive the market, the Company launched a speciality brand viz. `Premium Bake' in both Delhi and Mumbai. During the year, the company has started exporting Basmati Rice under the name `Britannia Indian Pearl'. 1994-During the year, the bakery division launched `Bakers Choice' a sweet biscuit and `Thinlite' a light semi-sweet biscuit aimed at fitness concious consumers. 1995- Under the `Pure Magics' Umbrella, the company launched a new sandwich cream biscuit with two-in-one flavour viz. double cream and this was well received in the market. In the cake market, under the premium segment, the company launched with Groupe Danone's technological input a Swissroll Cake "Mini Roule" which was also met with good response.
11. 11 1996- Mariegold biscuits registered quantum growth in volumes and milk bikis milk cream launched during the year was well received. Despite general slow down in the economy the company's profits improved. 1997- The Biscuit industry has been dereserved which would not only remove restriction on increasing capacity but would also provide opportunities of growth through new products and efficient production systems. The Company undertook to diversify into cheese and dairy whitner. - The Company launched `Tiger' range of biscuits for mass market category, `Jim-Jam' and ` `Chekkers' in the premium segment. The Company also launched Butter in Delhi during the year. - Britannia Industries (BIL) is one of the largest bakery in the private sector and a household name in food products. - Britannia Industries Ltd (BIL) will shortly enter the cheese and milk products market with an alliance proposed between itself and the Mumbai-based Dynamix Dairy Ltd. - Britannia Industries Ltd is all set to launch a new corporate identity and a total revamp of its product portfolio, with strategic inputs from an international strategic design and brand repositioning company - Shining Strategic Design. 1998- Food major Britannia Industries Ltd (BIL) has signed a wage agreement with the Maharashtra General Kamgar Union (MGKU), providing an average wage increase for 1,000 workers employed in the biscuit manufacturing unit at Reay Road, Mumbai. - The company has launched Half/Half, a soft cake filled with cream in two variants, chocolate-vanilla and vanilla-orange. Half/Half comes in a twin-cake pack (Rs.6) and a tray pack containing five cakes. - Britannia Industries Ltd has launched a festival offer for Britannia Dairy Whitener in Kerala. - A Ind AAA rating has been signed to the Rs.100-crore secured non-convertible debenture issue from Britannia Industries Limited (BIL). 1999 Britannia Industries Ltd has rolled out its flavoured milk brand `Zip-Sip' in tetrapaks. Zip-Sip has been launched in Mumbai and some markets in the South. - Britannia Industries, launching the country's first branded flavoured milk is another step towards its goal of becoming a dairy-products giant. - In a move meant to sharply increase its India-profile, `knowledge major' Encyclopaedia Britannica Inc plans to come out - for the first time - with India and south Asia-
12. 12 specific volumes targeted at school children as well as institutions and the general `knowledge-seeker'. 2000- Britinnia Industries has launched consumer promotion scheme `Britannia Khao, Cricketer Ban Jao' on May 1st. - Britannia Industries, in its second coming in the Indian dairy market under the `Milkman' brand, is introducing a range of products many in desi flavours to woo the Indian consumer. - The Company has launched Vita Mariegold, a semi-sweet biscuit which reportedly has 10 essential vitamins, milk protein and 58 cereals. - Britannia's Milk Bikis Funland biscuits an innovative extension of the Milk Bikis brand. - The Industry is set to start bread- manufacturing factories in Kochi, Hyderabad and Chennai to tap the region's market potential. - The Company has become the first company to take its products to the Net in the form of a video file. - Britannia Industries has launched Britannia Milkman Butter, a product under the Milkman brand. - The Company has appointed Tata Energy Research Institute (Teri) for a power audit. - FITCH rating India Pvt. Ltd has reaffirmed the Ind AAA rating assigned to the Rs 1000 million non convertible debenture program of Britannia Industries Ltd. - The Company has lauched two new dairy products Milkman Cold Coffee and Milkman Sweet lassi. - Britannia Industries Ltd. has introduced a new range of traditional namkeens called Britannia Snaz in Mumbai. 2002--Britannia Industries Ltd announced on March 26, 2002 that it has entered into a joint venture with the Fonterra Cooperative Group, New Zealand's biggest company and one of the leading diary co-operative groups in the world. 2003--Britannia New Zealand Foods, a joint venture of Britannia Industries and Fonterra Co-operative group of New Zealand has launched "Britannia MilkMan" freshmilk. 2005---Britannia New Zealand launches health drink for adult -Re-birth of Tiger - 'Swasth Khao, Tiger Ban Jao' becomes the popular chant! -Britannia launched 'Greetings' range of premium assorted gift packs -The new plant in Uttaranchal, commissioned ahead of schedule. -The launch of yet another exciting snacking option - Britannia 50-50 Pepper Chakkar.
13. 13 2008-Britannia NutriChoice 5 Grain biscuits launched - Biscuits with the goodness of 5 health Cereals, and sweetened with Natural honey. Britannia Nutrichoice promised consumers "Bhook Bhagao, Kuch Healthy Khao" –Britannia launched Iron fortified 'Tiger Banana' biscuits, 'Good Day Classic Cookies', Low Fat Dahi and renovated 'MarieGold'. 2009-Britannia NutriChoice Nature Spice Crackers launched - Your favorite Cream Crackers, now made even more exciting with the addition of "Sabut" Ajwain and Jeera spices. 2010 -Britannia NutriChoice launches a New Year pack - the Health Starter Kit. Created for everyone who makes New Year resolutions and doesnt follow through. The Health Starter Kit contains 1 pack each of NutriChoice Hi-Fiber Digestive, NutriChoice 5 Grain, NutriChoice Nature Spice Cracker bundled together with a Fit Sip Sipper and a fitness chart. All this only for Rs100. 2013--Britannia Industries Ltd.-Kolkata was selected the winner of the GOLDEN PEACOCK NATIONAL QUALITY AWARD for the year 2012. -Britannia bagged the prestigious IWLF Award for 'Solid Waste Management Project' and 'BNF' project at the International Women Leadership Forum held in Mumbai on 25th April2013.
14. 14 2.2 Vision, Mission And Goal Vision: Our Core Emphasis Across Portfolios Is On Healthy, Fresh And Delicious Food. Mission: We demand the best of ingredients and package their natural goodness in our products, without compromise. Goal: To provide consumers the highest standards of food safety and ensure hygiene in new diversified food category. 2.3 SWOT ANALYSIS STRENGTH 1. Britannia has been around 120 years in the industry 2. Britannia is one of India‘s most trusted brand with strong brand recall 3. Wide range of bakery products like biscuits, rusks, cakes and dairy products like milk, butter, cheese, etc. 4. Strong distribution network ensuring proper availability of the products even in the remotest of areas 5. Britannia has a major share in biscuits industry 6. Marketing and advertising efficiency 7. Innovative products for health conscious people like oats and porridge, Britannia Nutri Choice biscuits for diabetes patients, Vita Marie Gold, etc. 8. Strong presence in rural markets 9. Products for all food and snacks segments is a big boon for Britannia
15. 15 WEAKNESS 1. Lower market share for Britannia in dairy segment 2. Similar products produced by many companies means high brand switching 3. Over dependency on the biscuit business: Britannia‘s 75% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. OPPORTUNITIES 1 .Increase in purchasing power of people in India 2.Increase its share in the dairy industry 3.Product line extension can benefit Britannia as the company has loyal customers 4. Expansion in other countries THREATS 1.Lower price offering competitors can affect Britannia's market share 2.Local dairies and bakeries can cause business losses 3.Inflation can cause fall in sales and revenue 4.Rise in cost of raw materials
16. 16 CHAPTER 3 ORGANIZATION DESIGN 3.1 Organization Chart Chart: 3.1 Source: www.unsoyfood.com 3.2 CRITICAL REVIEW OF THE ORGANIZATION STRUCTURE The advantages of this type of structure are the following: It provides more focus and flexibility on each division's core competency.
17. 17 It allows the divisions to focus on producing specialized products while also using knowledge gained from related divisions. It allows for more coordination than the functional structure. Decision-making authority pushed to lower levels of the organization enables faster, customized decisions. 3.3 McKinsey’s 7S Model In McKinsey model, the seven areas of organization are divided into the ‗soft‘ and ‗hard‘ areas. Strategy, structure and systems are hard elements that are much easier to identify and manage when compared to soft elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization and are more likely to create the sustained competitive advantage. The Hard S’s: Strategy: The direction and scope of Britannia company over the long run. Structure: Britannia‘s departments, reporting lines, areas of expertise and responsibility and how they inter-relate to each other. Systems are the processes and procedures of the Britannia company, which reveal business‘ daily activities and how decisions are made. Systems are the area of the firm that determines how business is done and it should be the main focus for managers during organizational change. The Soft S’s: Skills are the abilities that Britannia‘s employees perform very well. They also include capabilities and competences. During organizational change, the question often arises of what skills the company will really need to reinforce its new strategy or new structure.
18. 18 Staff element is concerned with what type and how many employees Britannia needs and how they will be recruited, trained, motivated and rewarded. Style represents the way the company is managed by top-level managers, how they interact, what actions do they take and their symbolic value. In other words, it is the management style of company‘s leaders. Shared Values are the norms and standards that guide employee behavior and company actions and thus, are the foundation of the Britannia company.
19. 19 CHAPTER 4 BUSINESS MODEL OF BRITANNIA 4.1 Business Model Overview The decision to focus on direct distribution came soon after Varun Berry took over as the company‘s managing director in March 2014. At that time, Britannia used to serve only 6.5 lakh retail outlets directly. In comparison, Fritolay — a brand marketed by PepsiCo where Berry spent Britannia Industries Ltd is adapting the ―leanest possible‖ distribution model to directly ―tailor-serve retail outlets‖ across the country in less than a day as part of its plan to multiply sales and expand retail reach, said a senior executive. Currently, the process takes between one and three weeks. In the new distribution model, the Kolkata-headquartered biscuit maker plans to operate with a ―zero-day inventory‖ by ―reducing distance between its distribution centres and retail stores‖ that the company reaches directly. ―Direct distribution results in much better offtake of brands. We have seen two to three times higher brand offtake (sales) after we started serving a particular retail outlet directly,‖ said Gunjan Shah, vice president (sales), Britannia Industries. The aim, he added, is to go as deep possible ensuring it makes ―commercial sense‖. But how far can Britannia go? ―In some areas, we can go up to the level of a store that sells Britannia products worth Rs1,000 at least,‖ said Shah. That‘s just 100 packets of biscuits priced Rs10 each—Britannia‘s largest selling pack size in non-metro markets. almost two decades — had a direct reach of 1.1 million outlets despite being one- fourth of Britannia‘s size. ―From now on, every year we will add 2-3 lakh outlets to our direct network,‖ Shah said. At present, the company directly reaches to 1.7 million retails stores of
20. 20 the 4.8 million outlets where Britannia products are sold. There are about 11 million retail outlets in India, of which around 8 million sell biscuits. In the new direct distribution model, the entire supply chain is controlled by Britannia. Every day, around 20,000 people who are on Britannia‘s direct payroll, visit retail stores, analyse local demands, suggest required tweaks in product placements based on the company‘s in-house analytics and take orders on their mobile phones through an app. The orders are then delivered directly by Britannia from the nearest distribution centre within a day. Traditionally, Britannia stocks products at its distribution centres. Products first go to its exclusive wholesale dealers, then distributors and direct retailers. The entire process takes anything from one week to three weeks, depending on the distance between the retail outlet and the factory. Britannia wants to reduce this to less than a day. While the focus on direct distribution was initiated in 2014 and increased reach, the new form of direct distribution is fairly new. In the last couple of years, Britannia tested the model for commercial viability in different pockets across 10 cities, starting with Mumbai. ―The new system is mapped real-time. It also reduces operational cost for dealers and distributors as they would not need to stock products,‖ added Shah. At present, Britannia has more than 800 vendors, 70 factories, 50 depots, 300 stock-keeping units and 3500 wholesalers. ―The role of dealers and distributors is changing first. We need them for local knowledge, logistics and credit collection. Plus, they would take our products to geographies where Britannia can‘t reach direct in a commercially viable manner. This would further expand reach,‖ added Shah. Britannia is not alone in implementing the new distribution model. Kolkata-based cigarette-to-biscuit maker ITC Ltd, which reaches about 2 million retail stores directly, has been working on a similar ‗factory-to-retail in a day‘ model for the last
21. 21 few years, Mint reported on 10 June 2015. Britannia‘s rival Parle Products, the maker of Parle G biscuits, has the largest retail reach. According to a McKinsey and Co. report on the future of retail supply chains, companies can reduce costs by about 20% at the distribution centre level, while optimal deployment of inventory can reduce working capital by about 10%. To move to a ―zero-day inventory‖ operational model, Britannia has been increasing its distribution centres aiming to reduce distance between them and retail outlets. ―We now have around 14,000 distribution points, 4 times higher than what it was in 2013,‖ he added. ―Britannia has been in revamp mode for the past couple of years backed by change in distribution strategy. The focus on direct distribution is the right thing that the company has done. It would help accelerate revenue, increase market share, and improve cost efficiency in the long term. But direct distribution would not make commercial sense in remote areas,‖ said Sachin Bobade, an analyst with Dolat Capital Market. For Rs 8,684-crore Britannia Industries, the theme is ―pretty clear‖: ―Reduce distance to the market‖, Berry told investors in the company‘s last earnings call on 14 February 4.2 MARKETING FUNCTION Defining and managing your brand. This involves defining who you are, what you stand for, what you say about yourself, what you do and how your company acts. This, in turn, defines the experience you want your customers and partners to have when they interact with you. Conducting campaign management for marketing initiatives. Marketing proactively identifies the products and services to focus on over the course of your sales cycle, and then produces materials and communications that get the word out.
22. 22 Producing marketing and promotional materials. Your marketing department should create the materials that describe and promote your core products and/or services. They should be kept up-to-date as those products and services evolve. Creating content providing search engine optimization for your website. Your website is often the first (and possibly the only) place people go for information about you. Your marketing department will be responsible for keeping Web content current, while also working to ensure your site comes up quickly when someone searches for your type of business. Monitoring and managing social media. Marketing should contribute to, manage and maintain your social media pages. It should also manage accounts and carefully watch what‘s being posted about you online. Producing internal communications. Your employees need to understand your company, its values, its goals and its priorities. Marketing is often responsible for employee communications through a newsletter and/or intranet. Serving as media liaison. When your company is cited in the media, a member of the marketing department often acts as spokesperson for your company, or guides executives in how to respond to media queries. Conducting customer and market research. Research helps you define target markets and opportunities and helps you understand how your products and services are perceived. Overseeing outside vendors and agencies. Marketing is typically responsible for selecting and managing the agencies and vendors who produce marketing materials and or/provide marketing support. These may include ad agencies, print vendors, PR agencies or specialists, Web providers, etc. 4.3 OPERATIONS AND QUALITY FUNCTIOS 1. Finance Finance plays a chief role in operations management. It is essential to ensure that the organization‘s finance has been utilized properly to carry out major functions such as the creation of goods or services so that the customer‘s needs could be satisfied.
23. 23 2. Operation organizing, directing and controlling all the activities of an organisation which helps in converting the raw materials and human efforts into valuable goods and services for satisfying customer. This function in operation management is mainly concerned with planning, needs. 3. Strategy Strategy in operation management refers to planning tactics that could help them to optimise the resources and have a competitive edge over others. Business strategies imply to supply chain configuration, sales, capacity to hold money, optimum utilisation of human resources and many more. production of the final product and then their selling to the customers which will satisfy their needs and wants. 4. Design of the product Incorporating innovative technologies play a crucial role in the selling of a product. Thus it is the duty of operations manager to ensure that the product is designed catering to the market trends and needs of the customers. The modern- day customers are more concerned about the quality of the product than its quantity. So, the operation managers focus on producing top-notch quality products. 5. Forecasting Forecasting refers to the process of making an estimation regarding certain events that might occur in the future. In operation management, forecasting refers to the estimation of customer‘s demand so that production can be done accordingly. Through this, the manager gets to know what to produce, when to produce and how to produce in accordance with the customer‘s needs.
24. 24 6. Supply Chain Configuration The main motive of Supply Chain Configuration is to ensure effective management, monitoring and controlling of all the main activities that are held in a firm. The supply chain configuration starts from the supply of the raw materials and continues till the 7. Managing the Quality Quality management plays an imperative role in selling a product. The operation managers allocate the task of quality management to a team and then supervise their task. The managers identify project defects and rectify them to ensure quality. For this, certain systems are used that measure and maintain the quality of the product. 4.4 FINANCE FUNCTIONS 1. Bookkeeping and Payables/Receivables Bookkeeping is the most basic financial activity in a company. Before a business owner ever considers hiring a CFO, they bring in a bookkeeper, who tracks all of the transactions in the organization, covering both sales and expenses. As the organization grows, they might hire more specialized payables and receivables clerks, to take over functions such as corresponding with vendors and suppliers, above and beyond recording transactions. 2. Financial Reporting and Control Financial Reporting and Control is the function that takes raw accounting entries and transforms them into usable and comparable financial statements. Requiring far more judgment than the bookkeeper‘s role, this function involves everything from ruling on how to implement accounting principles to designing financial processes of the organization, selecting accounting systems, liaising with
25. 25 external auditors, and ensuring that there are no gaps or oversights in existing processes. 3. Tax and Compliance Running a business involves paying tax, and paying tax means doing a lot of calculations and filling out a lot of forms. Often using the financial statements as a basis, along with various other configurations of the information produced by Bookkeeping and Payables/Receivables, the Tax and Compliance function will make sure all of the government forms and filings are sent complete and on-time to the taxman. A strong Tax and Compliance function will go one step beyond simple compliance, and will find ways to minimize tax, so as to maximize the company‘s net income. 4. Strategic Planning and Financial Planning & Analysis This function, ―FP&A‖ for short, is the true bridge between the Past and the Future. FP&A regularly creates strategic and financial plans that forecast what financial results (sales and expenses) will look like in future periods. Then, they compare actual results—prepared with the assistance of the Financial Reporting and Control function—to determine areas where the business can improve. With this ―variance analysis‖ complete, they can then prepare more accurate forecasts for the future. A strong FP&A function will not only generate annual forecasts but will be able to update them even over the course of a day or two, and to run many scenarios that examine the effects of, say, losing a big customer or an economic contraction. 5. Treasury & Working Capital Management The key role of Treasury is to make sure that the company doesn‘t run out of cash. This means, among other things, forecasting the upcoming working capital (receivables, payables and inventory) needs of the company, investing surplus
26. 26 cash in short-term instruments to generate modest interest income, and managing currency risk. 6. Capital Budgeting Capital Budgeting is the function responsible for selecting between the various uses of capital, or capital projects. After all, most organizations will have money available to invest in the business, with the hopes of either growing sales or reducing expenses. But the opportunities for spending typically exceed the amount available to spend, so Capital Budgeting develops business cases to evaluate and identify the most effective projects. A strong Capital Budgeting function will not only forecast project benefits, but will also track these benefits over time to determine whether the use of capital was as effective as originally anticipated. 7. Risk Management Risk Management is a function that is rapidly developing after the financial scandals of the early 2000s (Enron, WorldCom, the Great Recession and Lehman/Bear Stearns collapse, etc.). In the financial services industry, the function is particularly central as most institutions run with a high amount of debt (leverage), though leaders in other industries are also bulking up this function. Risk Management takes a hard look at some of the key risks faced by the company—currency, interest rate, market, operational, legal, etc.—and tries to quantify the possible impacts so that they can be mitigated as much as possible. If FP&A looks at the base case scenario for the company‘s financial results, Risk Management takes a wrecking ball to it. 8. Corporate Development & Corporate Strategy Corporate Development and Corporate Strategy can be widely defined, but it is the area of Finance most heavily populated by former investment bankers and management consultants. As such, common tasks that fall to this function include sourcing and analyzing mergers & acquisitions deals, raising debt and equity
27. 27 financing, making capital structure decisions and providing insight into high level strategic decisions such as entering a new market. 4.5 HUMAN RESOURCE FUNCTION Hiring and Recruiting One of the primary functions of the human resources department is to oversee hiring and recruiting within an organization. The department actively recruits, screens, interviews and hires qualified candidates for open positions. The department administers skills assessment and personality tests to match candidates with the right job within the company. The human resources department also develops employee handbooks that explain company policies and procedures to new hires. Training and Development The human resources department handles the training and development of staff within an organization. It creates training programs and conducts training for new hires and existing employees. The human resources department also works in conjunction with department managers and supervisors to determine the training needs of employees. They are also responsible for contracts with training providers and monitoring training budgets. Handling Compensation The human resources department is responsible for various aspects of employee compensation. The department typically handles employee payroll and ensures employees are paid accurately and on time, with the correct deductions made. Human resources departments also manage compensation programs that include pensions and other fringe benefits offered by the employer.
28. 28 Employee Benefits The human resources department manages all aspects of employee benefits, including health and dental insurance, long-term care or disability programs as well as employee assistance and wellness programs. The department keeps track of employee absences and job-protected leave, such as family medical leave. Human resources department representatives ensure employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer available because of a layoff or termination. Employee Relations The human resources department handles employee relations matters within an organization. Employee relations involves employee participation in different aspects of organizational activities. The department maintains the relationship between employees and management by promoting communication and fairness within the company. The department also handles disputes between employees and management, as well as disputes between the company and labor unions or employee rights organizations. Legal Responsibilities The human resources department is responsible for interpreting and enforcing employment and labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and work hour requirements. The department also investigates harassment and discrimination complaints and ensures company officials remain compliant with United States Department of Labor regulations.
29. 29 CHAPTER 5 FINDINGS AND SUGGESTIONS 5.1 FINDINGS: HR The company is running in a systematic and organized manner. Majority of the factory laborers are women but other employees are mostly men. Workers health and safety are given prime importance. The employees are satisfied with the working environment and working hours. Operations The manufacturing unit is well maintained, clean and hygienic. Qualities of the products are given prime importance. Marketing Understanding the needs of the customers and satisfying those needs is the core concept of the service. Raising product awareness to the potential customers is considered a very important work.
30. 30 Finance Reducing the cost without compromising the quality of the service is the core concept of the finance department. 5.2 SUGGESTIONS: Reducing Weakness Biscuits made of refined wheat flour (maida) are not good for health, if used for long time. So some more health friendly food should be developed. Instead of artificial things, natural things should be added in the biscuits then it will be healthier. Like biscuits, many varieties in dairy segment should also be included then it can expand its business. Reducing Threats The company has potential to expand in the global market. Should participate in more Trade Shows to acquire more clients. By improving the quality with variations and reducing the cost, it can face successfully its competitors.
31. 31 CHAPTER 6 KEY LEARNING During the four weeks of organization study I have learned things which have enriched me as a person as well as a professional. At the personal level, I have learnt many soft skills like working in a team, sharing of knowledge, patience, listening and co-ordination. It gave me an insight on various aspects of an organization that we were exposed to conceptually. I got to know about the SWOT of the company and the PEST analysis of the ancillary industry. I also learnt that time management is very important in an organization. It also gave me insight of how the different department coordinates in an organization. I had been given an opportunity to understand the process flow of Operations management, Quality management, Finance management, HR management. This gives me an insight on how all these business functions has been managed and utilized in food processing ancillary industry for the efficient and effective result.
32. 32 CHAPTER 7 CONCLUSION Today, more than a century after the company was founded; the tiny investment has grown into crores of rupees. The company offers a wide spectrum of products ranging from the healthy and economical Tiger Biscuits to the more lifestyle oriented Milkman Cheese. With the trust of almost one third of India‘s one billion population and the strong management at the helm, Britannia looks to continue following its path of dreaming big, being innovative and providing quality products to its consumers.
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Britannia Industries Limited Company Overview, Contact Details & Competitors
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Learn more about Britannia Industries Limited's company details, contact information, competitors, and more. Find accurate contact data easily with LeadIQ. Book a demo today.
|
en
| null |
Britannia Industries Limited
ManufacturingKarnataka, India1001-5000 Employees
Britannia is a 100 year+ organization with presence in Biscuits, Breads, Cake, Rusk, Dairy and snacking. The company celebrated its 100th year in 2018 and has emerged as a Market Leader in the Biscuit space, while also launching a host of new products and entering new categories, inching closer to the vision of being a Global Total Foods Company. We are one of the best employers in India as per the Aon Best Employers Study, 2019 and Kincentric Best Employer Study, 2020 while holding the position as Brand Equity's most trusted food brand, 2019. Our Employer Brand is âMAKE Ti)NGS HAPPENâ, with the intent of bringing alive the new corporate brand âExciting Goodnessâ into the lives of Britannians because it is the Britannians who have been making things happen through the 100 year journey. The corporate values of Britannia are: 1. INVITi)NG, Come home to Britannia 2. IGNITi)NG, Fuel the Hunger 3. CREATi)NG, Build enriching careers 4. RESPECTi)NG, Do the right Ting Together these 4 Tings sum up the culture at Britannia and guide Britannians to make âtingsâ happen all across. The work environment exudes warm professionalism and is accepting of diverse ideas and thoughts while empowering employees as owners. Britannians have always prided themselves in the quality of work, width of role that one gets to handle at an early stage. Employees talk about the âEnriched Learningâ that they get on the job at Britannia and the scope to move internally as potential is valued and bet on. Employees are encouraged to do more with less and strive for excellence in their jobs. Britannia is also a socially responsible organization with a strong sustainability agenda to address malnutrition in marginalized communities of the country and provides platforms to employees to add purpose to their contribution. So, everyday, every minute while Britannians are at work, they MAKE Ti)NGS HAPPEN ! Follow us / Join us and witness this momentous experience called Britannia !
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Britannia Industries: Maintaining a Market Lead
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Buy books, tools, case studies, and articles on leadership, strategy, innovation, and other business and management topics
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HBR Store
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https://store.hbr.org/product/britannia-industries-maintaining-a-market-lead/W16060
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In 2015, Britannia Industries - India's most recognized biscuit brand - had overtaken Parle as the market leader in the biscuit (cookie) category and faced stiff competition from Parle, ITC's Sunfeast, and many regional competitors. Britannia had to devise a strategy that would allow it to further consolidate its leadership position without losing market share; increasing the price alone was not an option in this highly competitive market. What could Britannia do to remain India's number-one biscuit maker? How could it stay ahead of its rivals in the area of product innovation? In a market swamped with near-identical product packaging, it had to devise a strategy that would help it avoid an identity crisis and make it the consumer's first choice. The company's senior management needed to chart a clear roadmap for the future.
Sandeep Puri is affiliated with Institute of Management Technology, Ghaziabad.
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https://forum.valuepickr.com/t/britannia-buy-commodities-sell-brands/9563
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Britannia (Buy Commodities, Sell Brands)
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2017-03-19T07:23:41+00:00
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Gave a presentation on Britannia at VP Chintan Baithak Goa July 2016.
Britannia Business Insights v1.pdf (154.5 KB)
Long Term Visibility Template 3.0 - Britannia v2.pdf (440.5 KB)
Sorry for the delay in uploading this…
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ValuePickr Forum
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https://forum.valuepickr.com/t/britannia-buy-commodities-sell-brands/9563
|
Gave a presentation on Britannia at VP Chintan Baithak Goa July 2016.
Britannia Business Insights v1.pdf (154.5 KB)
Long Term Visibility Template 3.0 - Britannia v2.pdf (440.5 KB)
Sorry for the delay in uploading this. Thought this is a very well known business. Why to waste space here. Somehow was missing a point that without a thread, we won’t be able to discuss incremental business developments (as and when it happens). So here goes few insights on “Ting ting ti-ting”…
Business (Product/Revenue Segments)
Biscuits - Constitute 75-80% of top-line in FY 16.
Good Day, Crackers, Nutrichoice, Marie Gold, Tiger, Milk Bikis, Jim Jam + Treat, Bourbon, Little Hearts, Pure Magic, Nice Time.
Dairy - constitute 5% of top-line in FY16 (opportunity !!!).
Cheese (slices, cubes, block, spreadz), Dairy Fresh (dahi, flavored yoghurt, milk), Accompaniments (butter, ghee, dairy whitener)
Others - constitute 15-20% of top-line in FY16.
Breads (whole wheat, white, assortment), Rusk (premium bake) and Cakes (bar, veg, chunk, nut & raisin, muffills)
Opportunity (Pointers to Addressable Market Sizing)
Biscuits: India Biscuits market size is INR 26,000 cr. Expected to grow at 14% CAGR for next few years. Has grown at 10-14% per annum in the last five years. Britannia has regain market leader position (~28%) and continue to gain share; wafer thin 100 basis point lead over Parle currently.
Dairy: Indian organized dairy industry market size is INR 85,000 cr (~20% of total market size). Has been growing 22% annually for the last five years. Expected to do better over the next three years. Huge opportunity in the unorganized sector to penetrate.
Britannia is looking to start fully integrated supply chain for dairy (i.e. from sourcing milk to processing, selling and marketing) in a phased approach.
Phase I: Innovation in cheese, milk powder, condensed milk, whey powder. In addition to ~300 cr products
consumed in the bakery business currently.
Phase II: Deserts, drinks, whole lot of other stuff.
Cakes & Rusks: Nascent market currently. Has good potential. Britannia has a first mover advantage. Only Parle is the other organized player.
F&B: The Indian FMCG market size is INR 2,00,000 cr; fourth largest sector in India. Food & Beverages (F&B) constitute over 50% of total market size. Britannia has not-so-hidden desire to be a total foods company.
Longevity (Questions to think about for next 5-10 years ???)
Biscuits: India has per capita consumption of around 2 kg. As against North America and Japan consumption of around 7.5-10.0 kg. Huge runway ahead.
Dairy: A small pie of 85K cr and growing 20% per annum organized dairy industry can put Britannia on different plane. It has brand and platform. Just need to plan, invest and execute.
International Sales: Untapped opportunity. Currently contributes 6% of revenue. Targeting 20% by 2021.
Would success in Biscuits/Cookies continue into adjacent categories/new ventures?
Would Britannia be market leader in organized dairy industry in next 5-10 years?
Would Britannia enjoy Varun Berry’s service for next 5 years (longer the better)?
Can Britannia become an international brand in next 5-10 years (is it working on it)?
Unique DNA
Strong brand equity: A more-than-a-century old Britannia brand. One of India’s biggest brands. Stands for quality, trust, taste and innovation. New entrants would have to make sizable investments towards customer acquisition, promotion and branding to challenge Britannia. Britannia can relatively spend lesser towards advertising and promotion activity, resulting in better profitability.
Premiumization strategy: A clear focus on much bigger play at premium end i.e. objective to be leader in premium Cookies segment that is on rise currently. Objective is not to become market leader in the mass/value Glucose segment that has seen deceleration. This long term strategy is providing good tail wind currently as consumer perception is changing. Biscuits no more considered just mass consumption products. Consumers see it as premium products, primarily driven by increasing indulgence, health concerns and familiarity with luxurious taste.
Pulse of Indian consumer: Indian consumer today is looking more-for-less i.e. better products while remaining value conscious. Timely introduction of new innovative products and constant refresh of the existing products shows that Britannia understands the pulse of Indian consumer. Focused in balancing cost, quality and aspiration; consumer affordability at every price point.
New mega factories: Setting a lot efficient new mega factories to change outsourced v/s in-house ratio. More in-house means more scope for R&D and less heads that the profit has to be shared with. Can invest in new product lines to support innovation without having to face new investment reluctance by outsourced manufacturer.
Business Characteristics
Buy commodities and sell brands. Top notch business quality.
Brand creates scale, and scale produces cost advantages. This indirectly is helping Britannia increase the distance with competition.
Varun Berry (jockey), MD Britannia has re-energized the company and is making a huge difference. Ex-PepsiCo. His experience, commitment and attitude has converted delicious brand into healthy financials.
Debt free, Working Capital minimal or negative, Capital Turns >3x, Operating Margin consistent improvement, super RoE/RoCE, decent Sales growth and above average PAT/EPS tells us that it is super special business.
High promoter holding of 50.74% (considering it is more-than-a-century old brand) indirectly indicates conviction and sincerity of the promoters.
80+ manufacturing units, 2.8cr packs made per day, 51 depots, 3700 stockists, 900 trucks per day, over 36 lakh outlets selling Britannia, ~8 lakh ton per annum production (and growing).
Risks
Negative observation by India’s Food safety administration and/or CSE (Centre for Science and Environment) could hurt business/product sentiments
Competitive pressures from large well established MNCs, particularly Mondelēz (Oreo) that has premium offerings and strong global R&D."
Main Growth planks for next 2-3 years/Visibility
Consumption Growth: OROP, 7th pay commission hikes and falling inflation levels are likely to positively review consumption and thereby consumer demand (top-line growth). This is in addition to usual Indian factors like increasing income, rising urbanization, nuclearisation, as well as growing work force.
Distribution expansion: Britannia has been narrowing distribution gap with closest competitor and plans to do even further. Reached 3.6million outlets and market is almost 6.7million outlets. Still a lot of room to cover that could bring growth in near-mid term.
Premiumization / Product Innovation: Premiumization trend has just started and expected to continue at a healthy pace driving growth for next 2-3 years.
Cost effectiveness: Value creation strategy of Britannia for cost effectiveness would further drive the bottom-line growth; achieved through scale in operations, technology interventions, complexity and wastage reduction in the value chain along with efficient management of working capital.
International business: Very small currently. Contributes 6% of overall revenues. Distributes products in ~75 countries. Hopes to increase international business revenues by improving manufacturing capacities, boosting exports. Also open to making acquisitions or entering into JVs. Looking to set up a facility in Gujarat to boost international sales to 1/5th of overall revenues by 2021.
900 cr investment planned (70% in greenfield projects).
Dairy expansion (once finalized - 300 cr) could be a strong growth driver ahead.
Main Objections/ Handling
Gross margin sensitive to commodity pricing: True to an extent. Price/volume has to be changed when required. Ability to pass plus/minus to consumer with/without lag. Overall, gross margin has been on rise by continuously improving on productivity and efficiently agenda. Has been working on taking costs out of the systems and making supply chain very-very efficient. A lot has been achieved and still a lot of room to cover.
Patanjali threat: While most of Patanjali’s progress is not into biscuit category, it is in other categories which do not impact Britannia, but Britannia will have to keep an eye out and keep checking how they are doing and what kind of progress they are making in the market and be prepared for a formulation update if required.
Stagnation in category growth if any: Constantly exploring new investment in adjacent business such as breakfast, snacks and chocolates. Nibble into macro snacks market with bridge products that build on the strength of biscuits e.g. Pure Magic Deuce - a biscuit that features a slab of chocolate on it. This is in addition to bigger play in dairy which has huge opportunity size.
Inter-corporate deposits: Hopefully 900cr new investment plan will keep this in control.
Disclosure: Invested. No transactions in last 30 days.
Great insights @ankushr @lustkills! Taking everything into consideration, what do you guys think would the revenue run rate and pat growth rates going forward (next 5 years) be?
In long run, most of the good investors assign not more than 20 p/e multiples. Ankur has calculated base case of 25, which i think is reasonable in FMCG sector. So, at 25 p/e in 5 years, assuming 10-12% revenue growth (on this higher base), and 18-20% margins (competition kicking in), we are just earning 11% IRR.
So, i completely agree with Ankur here-
Looking at the expected IRRs on relatively conservative exit multiples, they do not exceed minimum of twice
of risk free yields during times of less net margin profile and revenue growth rate… primary because of higher entry multiple-45 PE. Hence there exists valuation risks from opportunity costs point of view.
Britannia with a PE of ~47 ( consolidated ) is as rightly pointed out valued at a premium. Unfortunately that premium is not translating to its biscuits. The area marked in red in the chart is a congestion zone and prices will have to find an opening through that congestion to break free. I don’t think its possible with the current valuation, as all growth prospects are baked in ( pun intended). Prices will probably move around in the congestion area sightseeing but finally will head back ( read down ) home.
I would wait for a bad news item to hit the news before plunging in. Its got some solid brands for sure and remains the only pan national pure sliced bread play. Sliced bread is a basic need and i am all for investing in britannia, however would wait for the cows to come home
With the growth in cookery shows it has become ridiculously easy to manufacture high quality biscuits in your own home. Baking is a hobby adopted by many including myself. Brittania will have to move beyond its comfort zone of biscuits. It should transition hopefully.
Hi @ameydesai
Not not all, any positive changes in the nutritional profile of bread will help the category and Britannia being the only national player will reap the maximum benefit. I am not tracking britannia closely but i think that bread is a relatively small product category for them in terms of revenues even if there is an adverse impact it wont affect them in a material way.
Best
Bheeshma
Amit,
More than Unibic I would say Mondelēz is a competition to keep an eye out because of their R&D capabilities, premium product offering and distribution reach. Can hurt where it pains the most i.e. in premium products. Unibic seems to have me too products. A little bit of market heat up on certain categories is natural. Britannia has been quick to match.
Increase R&D, refresh product portfolio, update formulation, set up JV to expand adjacent product offering, acquisitions, etc are some of the steps to increase competitiveness. Britannia has acted on most satisfactorily and has been looking at others (per details shared in earnings conference call).
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2023-10-13T00:00:00
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Explore Britannia Industries Ltd., a beloved Indian FMCG brand with a 130-year legacy. Read more in this blog.
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https://www.bajajbroking.in/blog/britannia-industries-overview
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Bajaj Financial Securities Limited ("Bajaj Broking" or "Research Entity") is regulated by the Securities and Exchange Board of India ("SEBI") and is licensed to carry on the business of broking, depository services and related activities. There were no instances of non-compliance by Bajaj Financial Securities Limited on any matter related to the capital markets, resulting in significant and material disciplinary action during the last three years. This research report has been prepared and distributed byBajaj Financial Securities Limited in the capacity of a Research Analyst as per Regulation 22(1) of SEBI (Research Analysts) Regulations 2014 having SEBI Registration No. INH000010043.
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9 out of 10 individual traders in equity Futures and Options Segment, incurred net losses.
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Over and above the net trading losses incurred, loss makers expended an additional 28% of net trading losses as transaction costs.
Those making net trading profits, incurred between 15% to 50% of such profits as transaction cost.
SEBI study dated January 25, 2023 on “Analysis of Profit and Loss of Individual Traders dealing in equity Futures and Options (F&O) Segment”, wherein Aggregate Level findings are based on annual Profit/Loss incurred by individual traders in equity F&O during FY 2021-22.
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Securities quoted are exemplary and not recommendatory.
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Account would be open after all procedure relating to IPV and client due diligence is completed.
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DISCLOSURE TO CLIENTS REGARDING PAYOUT OF FUNDS
As per SEBI circular no. SEBI/HO/MIRSD/MIRSD-PoD-1/P/CIR/2023/84 dated June 08, 2023, Stockbrokers are required to upstream the entire client funds lying with them to the Clearing Corporation. Based on client’s request the funds’ release request must be placed with the Clearing Corporation. Based on the internal process and cut-off timelines of the Clearing Corporation the funds will be released to the Stock Broker. In view of this new process, as specified by the regulatory and the cut-off time of Clearing Corporation/Banks processing the funds, Bajaj Financial Securities Limited cannot commit the exact time for releasing funds payout to its client. Clients are requested to note that, Bajaj Financial Securities Limited will not be responsible for any inconvenience caused to clients due to delay in release of funds payout, including fines, delayed charges, defaults, etc.
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https://nuffoodsspectrum.in/2018/08/07/britannia-enters-the-next-100-as-a-global-total-foods-company.html
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Britannia enters the next 100 as a Global, Total Foods company
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2018-08-07T00:00:00
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Britannia enters the next 100 as a Global, Total Foods company
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FFOODS Spectrum
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https://nuffoodsspectrum.in/2018/08/07/britannia-enters-the-next-100-as-a-global-total-foods-company.html
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Britannia Industries Limited recently marked the 100th anniversary of its founding in 1918. To celebrate the milestone, the company revealed a new brand identity & philosophy, illustrating the company’s vision to become the ‘future of food’ – a global total foods company. In addition, the company announced that it will launch 50 new products in the next 12 months and enter new and exciting categories including croissants, cream wafers and enhance product offerings in existing categories.
The Company’s play in value- added Dairy, will also receive a boost like never before. “Through the last 100 years, Britannia has brought smiles and delight to many Indians and is one of the most trusted names in every Indian household. Our focus on consistent- everyday execution, a sharp focus on staying relevant to consumers and a keen innovation mindset has made this journey an exciting one. We will continue to delight India with healthy and exciting food products. As we take decisive strides in becoming a Total Foods Company, we will also step up our plans to take Britannia to the globe” said Varun Berry, Managing Director, Britannia Industries Limited. “With a growing appetite for innovative and differentiated product offerings, today’s consumer is more discerning, is making healthier choices, and expects unerring quality. This drives our relentless focus on delivering consumer delight,” he added.
A brand new Britannia, reaffirming goodness and excitement
As a part of its centenary celebrations, Britannia unveiled its new logo that reflects its ability to thrive in the age of digital consumers as well as showcase the brand’s commitment to excitement and goodness quotient. The Company’s logo has undergone a change after 20 years and seeks to be forward looking, emphasizing the limitless opportunities that Britannia aims to explore while continuing to build upon the success of its power brands and transition into a global total foods company.
The new logo was developed in close consultation with leading global branding agency, Interbrand. Substantial research was conducted to develop the unifying logo that reflects accessibility, well-being and excitement.
The mega centenary year celebrations will roll out in August with a multi- media campaign. The TV campaign celebrates Britannia’s 100-year anniversary with the uniquely Indian idiom ‘Sau saal jiyega’ and is a tribute to the love and trust India has bestowed on the brand.
“Britannia has been on a fantastic trajectory both in terms of business and addressing Indian consumer needs,” said Ali Harris Shere, VP – Marketing, Britannia Industries Limited. “As we step into the next big phase, it’s time for our brand to be future ready and represent the company we aim to be – one that is exciting, offers goodness and meets consumers where they are. With this new brand identity, we look to elevate the brand through a design that is simple and elegant, yet uniquely Britannia. The 100-year campaign, set to roll out soon, is our way of expressing gratitude to the secret ingredient of our success – our consumers,” he added.
At 100, Britannia will strengthen its core business, biscuits Britannia biscuits will see an array of innovations and relaunches across multiple categories. The plans include new product formats and democratization of premium offerings. A new Visual Identity will be rolled out in 3 lac retail locations in the country. The design builds a compelling story through bespoke imagery for each brand.
At 100, Britannia aims for macro-snacking entry and leadership In the centenary year alone, Britannia’s innovative launches in Cakes will be more than ever done before since its launch. The Company, while strengthening its offerings in its leadership space of biscuits, announced a range of innovations in Cakes and Rusk, with formats as diverse as Swiss rolls, Muffins and Multi-grain rusk.
The JV with Greek croissant maker, Chipita has been formalized, and the first batch of center filled croissants will hit the market by the end of the year. Launches in other macro-snacking categories are imminent and an exciting pipeline lies ahead.
Creating new paradigms in the Dairy sector at 100 year milestone
As a strategic thrust to strengthen back end integration to its Dairy business, Britannia recently commenced a milk procurement programme in Ranjangaon, Maharashtra. This is the site of the Company’s up and coming, manufacturing facility, which will be its largest and most comprehensive to date. The program has piloted with 8 milk collection centres spread across 8 villages and touching the lives of 650 farmers. The Company aims to scale up to 30+ centres by end of FY 2018. Britannia dairy will be launching a slew of value added products across Cheese, Milk Drinks and Dairy Whitener categories in the next 2 quarters.
At 100 years, R & D and Innovation 2.0 becomes the bedrock of our future strategies
As the company gears up for the next 100 years, our cutting-edge R&D team is set to foster breakthrough innovation and create powerful sources of sustainable competitive advantage. The 55,000-square foot state-ofthe-art R&D centre in Bangalore has already helped accelerate product innovation in new categories. The Company has seen a 10 fold increase in absolute innovation delivery in the last 4 years.
At 100 years, 1 new Geography a year becomes a reality: Bringing Indian flavours to the global palette
The company announced its plans to set up one of the biggest manufacturing centres in Nepal, the Company’s first outside India with an investment of Rs 55 crores. The recently inaugurated factory in Mundra is Britannia’s first move towards setting up a solely exports focused facility in India. With a sizeable investment of Rs 155 Cr, the state-of-the-art facility is fitted with world class infrastructure and imported technology and has an annual production capacity of 28000 MT.
At 100 years, strong in-house manufacturing footprint reduces variable cost by almost 30% and drives competitive advantage
With end-to-end automated world-class facilities built for domestic and international markets, Britannia brings down cost of manufacturing and strengthens the paradigm of Least Cost Manufacturer. Britannia also leads the food space in terms of own installed capacity. The Company said that assured quality and reduced distance traveled to market were a positive outcome of a well distributed and owned manufacturing footprint across the country. This will also give Britannia a head-start in its vision of occupying the Total foods space.
At 100, we are driving sustainability for a better tomorrow
Britannia is the first Indian Food Company to have removed transfats from its entire portfolio. The Company has also taken the lead in providing micro-nutrient fortification in 47% of its products. Within a short span of time, Britannia has reduced the sugar content by 6 % per serving and has committed to reduce it further by 5% by 2020. Similar efforts are being made on the Sodium content as well.
On the manufacturing front, over 1/3rd of energy consumed is from renewable sources. 80% of the total heat generated for baking will be using clean, renewable fuel by the end of this year. In-house development of new generation high efficiency ovens has been rolled out to cover 42 % of production which has enabled a 25% reduction in fuel consumption. All new plants are designed for Zero liquid discharge.
Women comprise 30% of the overall manufacturing workforce, and Britannia will strive to consistently provide equal opportunities for women to enter the work stream, thereby helping their families and the larger community as well.
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Britannia to strengthen international presence
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2008-01-24T17:51:00+05:30
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Britannia to strengthen international presence
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mint
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https://www.livemint.com/Companies/eOxKuR8nPrb67cPgIPd2rM/Britannia-to-strengthen-international-presence.html
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New Delhi: Biscuit market leader, Britannia Industries is looking at strengthening its international presence by entering new markets and enhancing synergies with its existing Middle East operations.
Britannia, which had acquired 70% stake in Dubai-based biscuit and wafer manufacturing company Strategic Food International Co (SFIC) last year, is looking to establish a strong presence in the Middle East market.
“Strengthening the business in international market is our first priority and we would like foreign markets to grow substantially,” said Neeraj Chandra, vice-president, sales, marketing, and innovation, Britannia India, at the launch of a new product , Tiger Banana.
He said Britannia was also planning to get into new geographies but declined to give specific details about the company’s moves in the near future.
The Middle East company SFIC offers over 55 varieties of biscuits, wafers and cookies with a product range of over 55 variants marketed in 70 countries spread over 6 continents.
“SFIC deals in marketing and manufacturing other companies’ products around the world and Britannia will also seek to benefit from the same,” Chandra said.
The company’s turnover in 2006-07 wasRs 2,200 crore with around 90-95% coming from the domestic market.
Speaking about new product launches and new categories, Chandra said “we are continuously evaluating options to grow our business”.
Britannia which formed a joint venture with dairy company Fonterra by the name of Britannia New Zealand Foods in 2002, will launch a range of products in the segment in next few quarters.
“Dairy is surely an important business for us and we will continue to build on that area,” Chandra added.
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https://www.britannica.com/event/Industrial-Revolution
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Industrial Revolution | Definition, History, Dates, Summary, & Facts
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[
"Industrial Revolution",
"encyclopedia",
"encyclopeadia",
"britannica",
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[
"The Editors of Encyclopaedia Britannica"
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1998-07-20T00:00:00+00:00
|
Industrial Revolution, in modern history, the process of change from an agrarian and handicraft economy to one dominated by industry and machine manufacturing. The process began in Britain in the 18th century and from there spread to other parts of the world, driving changes in energy use, socioeconomics, and culture.
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en
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/favicon.png
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Encyclopedia Britannica
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https://www.britannica.com/event/Industrial-Revolution
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Industrial Revolution, in modern history, the process of change from an agrarian and handicraft economy to one dominated by industry and machine manufacturing. These technological changes introduced novel ways of working and living and fundamentally transformed society. This process began in Britain in the 18th century and from there spread to other parts of the world. Although used earlier by French writers, the term Industrial Revolution was first popularized by the English economic historian Arnold Toynbee (1852–83) to describe Britain’s economic development from 1760 to 1840. Since Toynbee’s time the term has been more broadly applied as a process of economic transformation than as a period of time in a particular setting. This explains why some areas, such as China and India, did not begin their first industrial revolutions until the 20th century, while others, such as the United States and western Europe, began undergoing “second” industrial revolutions by the late 19th century.
A brief treatment of the Industrial Revolution follows. For full treatment of the Industrial Revolution as it occurred in Europe, see Europe, history of: The Industrial Revolution.
(Read James Watt’s 1819 Britannica essay on the steam engine.)
Characteristics of the Industrial Revolution
The main features involved in the Industrial Revolution were technological, socioeconomic, and cultural. The technological changes included the following: (1) the use of new basic materials, chiefly iron and steel, (2) the use of new energy sources, including both fuels and motive power, such as coal, the steam engine, electricity, petroleum, and the internal-combustion engine, (3) the invention of new machines, such as the spinning jenny and the power loom that permitted increased production with a smaller expenditure of human energy, (4) a new organization of work known as the factory system, which entailed increased division of labour and specialization of function, (5) important developments in transportation and communication, including the steam locomotive, steamship, automobile, airplane, telegraph, and radio, and (6) the increasing application of science to industry. These technological changes made possible a tremendously increased use of natural resources and the mass production of manufactured goods.
Britannica Quiz
Pop Quiz: 15 Things to Know About the Industrial Revolution
There were also many new developments in nonindustrial spheres, including the following: (1) agricultural improvements that made possible the provision of food for a larger nonagricultural population, (2) economic changes that resulted in a wider distribution of wealth, the decline of land as a source of wealth in the face of rising industrial production, and increased international trade, (3) political changes reflecting the shift in economic power, as well as new state policies corresponding to the needs of an industrialized society, (4) sweeping social changes, including the growth of cities, the development of working-class movements, and the emergence of new patterns of authority, and (5) cultural transformations of a broad order. Workers acquired new and distinctive skills, and their relation to their tasks shifted; instead of being craftsmen working with hand tools, they became machine operators, subject to factory discipline. Finally, there was a psychological change: confidence in the ability to use resources and to master nature was heightened.
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Research and Developement
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Learn how Britannia's commitment to innovation through research and developmentwe to strive for excellence, pushing boundaries to create quality products for you
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en
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/images/brit-fav.ico
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https://www.britannia.co.in/
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In addition to driving top-line growth, our efforts are also contributing to improving our bottom line. We are constantly looking for ways to optimize our processes, reduce costs, and improve efficiencies across our operations. Our team is involved in developing new technologies and processes that help us achieve these goals.
At Britannia, we are committed to delivering exciting goodness to our consumers. The department plays a crucial role in achieving this objective by developing products that are not only delicious but also healthy and nutritious. We believe that by providing our consumers with high-quality products, we can become the most preferred and trusted brand in the food industry.
R & D is a critical pillar of Britannia's growth strategy. Our efforts are contributing to increasing shareholder's value, shifting our focus from a biscuit company to a Total food company, improving our bottom line, creating Intellectual properties ingrained with science and technology, driving sustainability, and delivering exciting goodness to our consumers. We are committed to investing in R & D to ensure that we continue to innovate and lead the food industry in India and beyond.
Our recent product innovations or organoleptically superior products-
Winkin’ Cow thick shakes
Timepass salted snacks
Biscafe crackers
Potazos crackers
Butter Toastea
In-market products that underwent renovation to enhance value delivery to consumers-
Good Day Butter cookies
Good Day Choco chip cookies
R & D efforts are also aligned with our commitment to sustainability. We are conscious of our corporate responsibility to leave a better world for tomorrow. We are conscious of our impact on the environment and are constantly exploring ways to reduce our carbon footprint, conserve natural resources, and minimize waste. Our team is involved in developing sustainable packaging solutions, reducing food waste, and developing products that are environmentally friendly.
The team played a focal role in the Company achieving ‘plastic waste neutrality’ across its operations in the country in June 2022. The Company has collected, processed, and recycled an estimated 35,000 metric tonnes of plastic waste in FY 2021-22. The Company is committed to becoming 100% EPR (Extended Producer Responsibility) compliant and reducing the use of virgin plastic by deploying measures including:
Redesigning packaging to reduce the quantum of plastic used
Replacing plastic through innovation
Accelerating the use of recycled plastics in food packaging including primary packaging, subject to an enabling regulatory environment and technology readiness
Removal of plastic trays from the packs
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https://accesstonutrition.org/index/india-index-2023/scorecards/britannia-industries-3/
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Britannia Industries
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2023-11-13T08:53:37+00:00
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en
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Access to Nutrition
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https://accesstonutrition.org/index/india-index-2023/scorecards/britannia-industries-3/
|
•The ‘Britannia Nutrition Policy’, published in full on its website, outlines how the company aims to meet consumers’ “daily nutritional needs” and “ensuring health and wellness of the consumers”. Its approach primarily involves addressing “Nutrients to Limit and Encourage” (including fortification) and R&D focus on the development of healthier product choices.
•The company also commits to address “undernutrition and Iron Deficiency Anemia for vulnerable groups like children, adolescents and women” with explicit reference to the National Family Health Survey 4 and POSHAN 2.0. It also provides evidence that a range of its products could be appropriate for addressing the unmet needs of these groups (such as deficiencies in Iron, and Vitamins A and D). However, it is not clear how it ensures that these products reach these groups, especially those on lower incomes.
•The company reports systematically on its nutrition strategy, publishing quantitative results of its reformulation efforts: such as that it increased whole grains by 20% and dietary fibers by 15% per serving across its portfolio in 2021, and decreased sugar by 0.32% and sodium by 0.24%, which demonstrates transparency about its progress. It also reports qualitatively on its product formulations to address the unmet needs of priority populations.
•The company states that the CEO and Vice President (R&D and Quality) “have the authority to implement the Company’s Nutrition policy.”
•The company also reports that it partners with government bodies, NGOs, and individual practitioners and academic experts to develop solutions for undernutrition, micronutrient deficiencies and/or obesity and diet related diseases in India, but provides no specific examples.
Aspects to improve •In addition to improving the healthiness of its portfolio, Britannia i is encouraged to also integrate in its nutrition strategy how its ‘healthier’ products reach consumers relative to its less healthy products, for example through via relative pricing strategies and/or increasing investments in marketing for the former. This is especially important to underpin the company’s aim of addressing undernutrition and anemia in India.
•While the company tracks and reports on its reformulation strategy with quantitative metrics, Britannia is recommended to develop specific, measurable, and timebound targets for these metrics in order to further drive progress and enhance accountability for achieving its objectives.
•While Britannia clearly acknowledges that addressing nutrition in its operations is important, it is recommended to ensure that this is reflected in its Enterprise Risk Management reporting, to signal to its Board and investors the consequences of failing to address this in terms of consumer demand, brand value, competition, regulatory risk, and legal risk, for example.
•The company is also encouraged to ensure that its Board regularly reviews its nutrition strategy, both in terms of plans and progress, and to make its CEO and VP (R&D and Quality)’s accountability more concrete by linking remuneration arrangements to KPIs and/or targets for the nutrition strategy.
•Britannia is encouraged to publish specific examples of its engagement with stakeholders to inform its nutrition strategy, including explanations of how this impacted the company’s approach.
Category B2: Portfolio Development
•In 2018 Britannia pledged to FSSAI’s Eat Right Movement to reduce the salt and sugar content of its snack products by 5% over three years. The company has disclosed progress and established new sugar and salt reformulation targets outlined in its 2021-22 Sustainability Report. The company shared that it:
- achieved 0.32% sugar reduction per serving of product and that their goal is to achieve an 8% reduction in sugar in our products by FY 2023 – 24 with respect to the 2018-19 baseline.
- achieved 0.24% sodium reduction per serving of product and that their aim is 'to achieve a 6% reduction in sodium in our products by FY 2023 – 24 with respect to the 2018-19 baseline'.
- achieved an enhanced per serving of product of whole grains by 20% and Dietary Fibers by 15% between the FY 21-22.
•Britannia continues to invest in R&D to develop products which address key nutritional deficiencies. The company is voluntarily fortifying products in its ''baked goods'' category in line with the Food Safety and Standards Authority of India’s Food Safety and Standards (Fortification of Foods) Regulation, revised in 2021 to include standards for baked good processed foods. For example, in its annual report the company shared the development of an Iron & Folic Acid fortified biscuit which aims to deliver 50-75% Recommended Dietary Allowance (RDA) of these nutrients to the adolescent girls and women.
•The company continues to fortify products in its dairy category according to the FSSAI regulation, indicating to ATNI that the main fortification method used by the company is the use of vitamin and mineral premixes in its products, as opposed to using fortified staples or other ingredients.
Category B3: Nutrient Profiling
• The ‘Britannia Nutrition Policy’ states that the company uses the ‘Britannia Nutrition Profiling System’, which takes into account levels of sugar, fat, saturated fat, trans fat, and sodium along with positive nutrients such as dietary fiber, wholegrains, fruits, vegetables, seeds, nuts, pulses, dairy, protein sources, and micronutrients. However, it does not publish specific information regarding the criteria for product categories, nutrient threshold values, reference units, and the algorithm to define what is considered 'healthy'.
• The company indicated to ATNI that the NPM is used to develop new products in the ‘Health and Wellness’ range of its Nutrichoice, Mariegold, and Tiger brands, stating that it is not applicable to its entire portfolio.
Aspects to improve Category B2: Portfolio Development
•While ATNI commends the company for achieving the targets set out in its 2018 Eat Right Pledge, Britannia is encouraged to set new targets (that are specific, measurable, and timebound) for sugar, sodium, and saturated fats, in order to continue to drive progress on reformulation and developing a healthier portfolio. These targets should ideally be aligned with the ICMR/NIN Dietary Guidelines and RDAs for Indians, and/or WHO guidelines.
•The company is also encouraged to introduce specific, measurable, and timebound targets to increase positive ingredients (including whole grains and FVNL) across its relevant portfolio.
•The company is strongly encouraged to develop an internal policy to prevent the fortification or enrichment of unhealthy products (i.e. with high levels of fat, sugar, and/or sodium), for example, according to nutrition criteria defined by an (internationally recognized) NPM. Thereafter, it is encouraged to produce more fortified products to address specific micronutrient deficiencies in India according to government priorities, while ensuring that these are ‘healthier’.
Category B3: Nutrient Profiling
•The company is recommended to disclose all details of the NPM it uses in full, including the nutrient thresholds it uses, reference values, and how ‘healthy’ is defined, on the company’s website and, ideally, in a scientific journal that is peer-reviewed and indexed.
•Britannia is additionally encouraged to publish its system in a peer-reviewed journal, so that stakeholders can better understand and assess it.
•The company is also recommended to benchmark the proportion of products defined as ‘healthy’ according to this model against internationally recognized (and/or government-endorsed, when applicable) NPMs, strictly adhering to the guidelines of these models, and annually disclose the percentage of its India portfolio ‘healthy’ sales in the public domain.
Aspects to improve • To ensure that products that are considered by the company to be ‘healthier’ are being priced affordably for lower-income consumers, the company is recommended to:
- ensure that such products are defined as ‘healthy’ through the use of a nutrient profiling model (NPM) (or other clear nutrition criteria) - such that unhealthy products (HFSS) are specifically excluded;
- have a clear approach to determining whether a product is ‘affordably priced’; and
- use a formal classification of ‘lower-income consumers’ that it is trying to reach.
• With these definitions and processes in place, the company is encouraged to develop and implement a strategy or approach for ensuring that at least part of its ‘healthier’ (and, ideally, fortified or micronutrient-rich) product portfolio is priced affordably for lower-income consumers, and continually explore new opportunities for delivering ‘affordable nutrition’. Examples of approaches can be found in the methodology and chapter for Category C.
• The company is recommended to publicly disclose information about its affordable nutrition strategies/approaches, including specific definitions, the approaches taken to ensure affordability, and the progress made on implementation.
•Through its membership to the Advertising Standards Council of India, Britannia commits to the Code for Self-Regulations of Advertising Content in India, including the Self-Regulation Guidelines on Advertising of Foods and Beverages. The Guidelines outline commitments related to the representation of products in advertisements directed at a general audience in India.
•Britannia has published its Marketing Communications Policy which covers all audiences, including children under the age of 12. The policy states that it applies to all media, including digital media. In the policy, the company commits that it will “endeavor to only selectively market products to children which the Company qualifies as having requisite nutritional content which is good for consumption by children: For instance, high protein Milk based beverages having natural calcium and other minerals and products fortified with essential micro- nutrients like Iron, Folic Acid, Vitamins B and D.”
•The Policy states that no more than 20% of all media it markets on will have 35% or more of the audience being children under 12 years of age.
•The company states that it conducts an internal audit of compliance with its responsible marketing policy on an annual basis or more frequently if required.
Aspects to improve • The company is advised to publish a comprehensive list of all media channels on which its Marketing Communications Policy applies to.
• The company is encouraged to strengthen its commitments on responsible marketing to children, including by adopting:
- aligning its nutrition criteria for products considered appropriate to be marketed to children with the WHO SEAR nutrient profiling model ;
- WHO-recommended age threshold for marketing to children of 18 years of age, in line with CCPA guidelines;
- audience threshold of 20% for limiting children’s exposure to advertisements on all media;
- specific commitments not to use certain materials and techniques to market their products to children, including celebrities, licensed characters, promotional toys and games, and depicting children on packaging.
• The company is encouraged to commission regular third-party audits of compliance to its responsible marketing policy in India, and to disclose the results of this audit, as well as the response mechanism it has in place to address instances of non-compliance.
•Britannia makes healthy food available at work by offering fresh juices, eggs, and nutritional food menus to employees. This does not seem to be part of a clear policy or program and it is not clear if this is available to both office and production site workers.
•Britannia offers nutrition education for its workers through newsletters and continuous access to an on-call doctor and nutritionist, as well as expert sessions focused on physical wellness. It is not clear if this is part of a clear policy or program and it is not clear if this is available to both office and production site workers.
•The company indicated that it sponsored regular heath checkups to its sales and production employees and biannually to all other employees. It is not clear which nutrition-focused health checks are carried out and whether this is part of a clear policy or program.
•Britannia offers 10 days of paid paternity leave.
•Britannia indicates that it offers support to breastfeeding mothers, but does not specify how.
Aspects to improve •Britannia is recommended to build on its current efforts by developing a cohesive workforce nutrition program that includes providing access to healthy food at work, nutrition education, nutrition-related health checks, and breastfeeding support. This program should ideally be made available to all employees, including those at manufacturing sites.
•The company is recommended to define quantifiable and meaningful expected outcomes for its workforce nutrition program and evaluate it accordingly - for example related to health-related behaviors, health-related outcomes, outcomes related to employee participation, or benefits to the company. Becoming a signatory of the Workforce Nutrition Alliance and utilizing its self-assessment scorecards could be a good first step in this regard.
•The company is encouraged to publish a clear policy on support extended to breastfeeding mothers at work in order to aid their maternal health; and this should apply equally to all office and production site employees. Support should, at a minimum, include i) Private, hygienic, safe rooms for expressing breastmilk; ii) Refrigerators in place to store milk; and iii) Other flexible working arrangements to support breastfeeding mothers, such as flexible working hours or on-site creche facilities. Furthermore, it is important to foster a workplace culture that is supportive of breastfeeding, for example through awareness campaigns.
•Britannia is encouraged to offer maternity and paternity or second caregiver leave, to extend current 10 days of paternity leave to go beyond current national regulations (15 days).
•The company is also encouraged to develop a workforce nutrition program for its supply chain workers, starting with a needs assessment to identify those groups at highest risk of experiencing malnutrition. It can then engage with its supply chain partners and relevant civil society organizations to help reach these groups, further study the underlying causes of malnutrition in that specific context, and develop a tailored program to address their nutritional needs in a targeted manner. For more guidance, see the ATNI 2021 Action Research report and/or engage with the WNA.
•As part of its 2022-23 Business Responsibility and Sustainability Report (BRSR), under Principle 7, the company states that "Britannia has been actively participating in various seminars, conferences and other forums on issues and policy matters that impact the interest of its stakeholders", but provides no specific examples or details.
•The company also discloses nine trade associations of which it is a member, both nationally and at state-level. In addition, according to their respective websites, the company holds a leadership position on the Protein Foods and Nutrition Development Association of India (PFDAI) and is also a member of the All India Food Processors' Association (AIFPA), which is not disclosed by the company.
•In its 2021-2022 BRSR, the company voluntarily reported that the total membership fees paid to its trade associations (Rs. 16,88,718); this was not reported on in 2022-23 BRSR.
Aspects to improve •The company is encouraged adopt a responsible advocacy policy, which also applies to third-parties advocating on behalf of the company, in which it commits that personnel will conduct themselves responsibly; to be transparent about their identity and intentions; to require that the evidence presented shall be as independent and representative as possible; and to always consider the wider public health interest in its efforts. The company is also recommended to include clear definitions of how it defines advocacy interactions.
•The company is recommended to publish details about the governance of its policy engagement and advocacy in India, including roles and responsibilities within the organization, approval procedures, and tracking mechanisms. If these are not already in place, they should be developed.
•The company is encouraged to keep track of all engagements with policymakers with regards to nutrition-related policy and publish these on the public domain. Ideally, this would also include publicly disclosing specific examples of participation in seminars, conferences, and other forums on policy issues related to nutrition regulation, in which the company has sought to influence outcomes.
•Britannia is encouraged to report on the ‘Leadership Indicator’ for BRSR Principle 7, disclosing its policy positions on key nutrition-related policy measures that are under debate or development in India that would likely affect the company (for example, whether or not it supports FSSAI’s new FOP labelling system, and under what conditions), even if the company is not engaging directly. These disclosures should be as specific and unambiguous as possible, and should consider the wider public health interest and long-term material implications of rising levels of malnutrition in India.
•To further enhance the consistency of and accountability for its advocacy activities and positions on nutrition-related policy measures, the company is recommended to ensure that these are reviewed and approved at Board level.
•It is recommended to clearly indicate which trade associations it holds leadership seats on (for example, on their Boards, management committees, or thematic working groups or sub-committees), and to conduct a comprehensive review of its trade association memberships in India to ensure that each one is disclosed (even if the number is greater than ten).
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https://www.crisil.com/mnt/winshare/Ratings/RatingList/RatingDocs/BritanniaIndustriesLimited_May%252025,%25202023_RR_319908.html
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https://www.icra.in/Rating/GetRationalReportFilePdf%3Fid%3D127262
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ICRA Limited
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https://www.foodtechnetwork.in/quality-officer-britannia-industries-2/
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en
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Britannia Industries
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2022-10-10T13:38:37-05:30
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Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia is among the most
|
en
|
foodtechnetwork
|
https://www.foodtechnetwork.in/quality-officer-britannia-industries-2/
|
Britannia Industries is one of India’s leading food companies with a 100 year legacy and annual revenues in excess of Rs. 9000 Cr. Britannia is among the most trusted food brands, and manufactures India’s favorite brands like Good Day, Tiger, NutriChoice, Milk Bikis and Marie Gold which are household names in India. Britannia’s product portfolio includes Biscuits, Bread, Cakes, Rusk, and Dairy products including Cheese, Beverages, Milk and Yoghurt. Britannia is a brand which many generations of Indians have grown up with and our brands are cherished and loved in India and the world over. Britannia products are available across the country in close to 5 million retail outlets and reach over 50% of Indian homes.
The company’s Dairy business contributes close to 5 per cent of revenue and Britannia dairy products directly reach 100,000 outlets.
Britannia Bread is the largest brand in the organized bread market with an annual turnover of over 1 lac tons in volume and Rs.450 crores in value. The business operates with 13 factories and 4 franchisees selling close to 1 mn loaves daily across more than 100 cities and towns of India.
We have a presence in more than 60 countries across the globe. Our international footprint includes presence in Middle East through local manufacturing in UAE and Oman, are the No 2 biscuit player in UAE with a strong contention to leadership and have a similarly strong market position in the other GCC countries. We are also the market leaders in Nepal and are in the process of investing a manufacturing facility in the country.
Our foot print spreads across North America, Europe, Africa and South East Asia through exports and we are investing in a state- of- the- art facility in Mundra SEZ, Gujarat, to service the exports markets.
Our strategic expansion plan is based on the principle of ‘One new market a year’. We plan to expand through local operations in Africa and South East Asia in the coming years.
Britannia takes pride in having stayed true to its credo, ‘Eat Healthy, Think Better’. Having removed over 8500 tonnes of Trans Fats from products, Britannia became India’s first Zero Trans Fat Company. Over 50% of the Company’s portfolio is enriched with essential micro- nutrients which nourish the body.
The company set up the Britannia Nutrition Foundation in 2009, and began working on public private partnership to address malnutrition amongst under-privileged children and women.
Brand Britannia is listed amongst the most trusted, valuable and popular brands in various surveys conducted by prestigious organizations like Millward Brown, IMRB, WPP Group and Havas Media Group to name a few.
Our relentless focus on quality and freshness have won us prestigious accolades including the Golden Peacock National Quality Award and the Ramakrishna Bajaj National Quality Award.
However, the award that we cherish the most is the one given by our consumers.Britannia is recognized as one of the most trusted, valuable and popular brands among Indian consumers in various reputed surveys.
Britannia believes that ‘Taste & Trust’ are its sobriquet and will constantly endeavor to make a Billion Indians reach out for a delightful and healthy Britannia product several times a day!
Imagine Britannia.
Desired Competencies:
Familiarity with the tools, concepts and methodologies of quality management.
Basic knowledge of applicable software to infer statistical data. Negotiation skills.
Customer Orientation.
Educational Qualification: Graduate in Food Technology/ Msc. Chemistry
Key Responsibilities:
Quality & Food Safety Execution
Ensure on-line product quality monitoring & immediate action taken through production officers & CP management to address any non-conformity
Ensure testing of finished goods as per standard sampling & test method with correct documentation. Participate in product quality exercise regularly.
Periodic verification of process records, incoming quality check records, ingredient shelf-life records, in-process quality check records
Regular verification of correct functioning of critical process equipments like weighing balances, metal detectors, sifters,dividers,moulders,oven, slicers and coders
Ensure basic hygiene, food safety & GMP requirements are complied with in manufacturing.
Ensure critical to food safety processes are being complied with at any point in time during manufacturing. This would include metal detector, pest control, conveyor
Conduct training sessions for workers to create awareness on quality standards, GMP, food safety & hygiene
Regular audit of systems, processes & lab to verify compliance to quality & food safety standards
Immediate & suitable action against issues related to process/system/norm non- adherence, equipment malfunctioning, quality monitoring, food safety & hygiene to prevent the outcome affecting consumers & brand value.
Statutory Compliance
Ensure wrappers are checked for presence of correct addresses,MRP, veg logo, mandatory declarations & necessary documentation maintained
Ensure sufficient samples are checked for weight at every stage of production
Ensure immediate action in process to correct the non-adherence before continuing
Verification of compliance to pack weights by random sampling on regular basis
Ensure no lots detected with underweight packs are released without 100% checking & sorting
Ensure functioning of coder with legible printing on each & every pack across
SKUs
Ensure systems are followed during change in date, shift, supervisor's name with necessary documentation
Verification of compliance to coding by random sampling on regular basis
Ensure all weighing balances & dead weights are calibrated as per schedule & not in use without necessary certification
Consumer Complaints
Share each & every complaint as & when they are received with CP management & concerned supervisors, operators & shop floor workers
Identify probable causes of the complaint irrespective of sample availability in consultation with CP management, supervisors, operators & workers
Assist in designing corrective & preventive measures along with the team & implement the same with immediate effect
Evaluate the effectiveness of action through regular evaluation of process & product & trend of complaint of similar nature in subsequent months.
Analyze all complaints registered in terms of category, SKU,extent, trend etc. & share with CP management on regular basis to demonstrate status of improvement & drawing up further action plan
Benchmarking
Visit to retail outlets & distribution points weekly once for understanding customer & consumer quality concerns
Evaluate competition products in terms of grammage, packaging, product quality features etc.
Identify improvement opportunities & share action plans with operation & quality for improvements
Measure effectiveness of improvement through market evaluation & customer feedback
Process Improvement Initiatives
Identify and prioritize improvement opportunities in areas like system , process, cost,time in consultation with operations & quality & apply project based approach towards improvement
Periodically review improvement in the overall quality of processes and systems at the factory
Management information System
Send periodic summary report on factory quality performance to quality manager
Communicate critical to quality & food safety concerns to quality manager & all other concerned as soon as they are observed
Desired competencies Technical :
1. Food safety systems with ISO-22000 requirements
2. Dairy Technology
3. Food chemistry and microbiology
4. General manufacturing process & systems
5. Root cause analysis & corrective action planning
6. Presentation skill
7. Conversant with MS-Office ( Word, Excel, Power Point), data analysis
Behavioural :
1. High degree of Conceptual and Quantitative skills
2. Analytical and Articulate
3. Ability to collaborate effectively with cross functional stakeholders
4. Ability to convince others through data & objective evidences
5. Ability to collaborate and work in matrix organization
6. Effective Communication
|
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| 68
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https://www.bakeryonline.com/doc/b-growth-in-global-bakery-market-featuring-key-vendors-including-associated-british-foods-britannia-industries-campbell-soup-technavio-0001
|
en
|
$ 116.14B Growth In Global Bakery Market 2020-2024 | Featuring Key Vendors Including Associated British Foods Plc, Britannia Industries Ltd., And Campbell Soup Co. | Technavio
|
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The bakery market is expected to grow by USD 116.14 billion during 2020-2024, according to Technavio. The report offers a detailed analysis of the...
|
https://vertassets.blob.core.windows.net/sites/favicons/vm-favicon.ico
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https://www.bakeryonline.com/doc/b-growth-in-global-bakery-market-featuring-key-vendors-including-associated-british-foods-britannia-industries-campbell-soup-technavio-0001
|
New York, NY /PRNewswire/ - The bakery market is expected to grow by USD 116.14 billion during 2020-2024, according to Technavio. The report offers a detailed analysis of the impact of the COVID-19 pandemic on the bakery market in optimistic, probable, and pessimistic forecast scenarios.
Enterprises will go through the Response, Recovery, and Renew phases.
Download Free Sample Report
The bakery market will witness a neutral impact during the forecast period owing to the widespread growth of the COVID-19 pandemic. As per Technavio's pandemic-focused market research, market growth increased in 2020 as compared to 2019.
With the continuing spread of the novel coronavirus pandemic, organizations across the globe are gradually flattening their recessionary curve by leveraging technology. Many businesses will go through response, recovery, and renewal phases. Building business resilience and enabling agility will aid organizations to move forward in their journey out of the COVID-19 crisis towards the Next Normal.
This post-pandemic business planning research will aid clients to:
Adjust their strategic planning to move ahead once business stability kicks in.
Build Resilience by making effective resource and investment choices for individual business units, products, and service lines.
Conceptualize scenario-based planning to mitigate future crisis situations.
Download the Post-Pandemic Business Planning Structure
Key Considerations for Market Forecast:
Impact of lockdowns, supply chain disruptions, demand destruction, and change in customer behavior
Optimistic, probable, and pessimistic scenarios for all markets as the impact of pandemic unfolds
Pre- as well as post-COVID-19 market estimates
Quarterly impact analysis and updates on market estimates
Related Report on Consumer Staples Include:
Global Specialty Bakery Market - Global specialty bakery market is segmented by Product (Specialty bread, Specialty cakes and pastries, Specialty cookies, Specialty crackers and pretzels, and Other specialty bakery products) and Geography (North America, Europe, APAC, South America, and MEA). Get an Exclusive Free Sample Report
Global Industrial Bakery Processing Equipment Market - Global industrial bakery processing equipment market is segmented by product (ovens and proofers, mixers and blenders, sheeters and molders, dividers and rounders, and others), application (bread, cookies and biscuits, cakes and pastries, and other bakery products), and geography (Europe, North America, APAC, South America, and MEA). Get an Exclusive Free Sample Report
Major Three Bakery Market Participants:
Associated British Foods Plc
Associated British Foods Plc operates its business through segments such as Grocery, Sugar, Agriculture, and Retail. The key offerings of the company include a range of bakery products such as muffins, doughnuts, garlic bread, and bread under its brand name Speedibake.
Britannia Industries Ltd.
Britannia Industries Ltd. operates its business through the Foods segment. The company offers a wide range of bakery products such as biscuits, breads, cakes, and rusks.
Campbell Soup Co.
Campbell Soup Co. operates its business through the Snacks segment. The company offers a wide range of bakery products such as breads, buns, rolls, cookies, crackers, and cakes through its Pepperidge Farm brand.
If you purchase a report that is updated in the next 60 days, we will send you the new edition and data extract FREE! Get report snapshot here to get a detailed market share analysis of market participants during COVID-19 lockdown:
https://www.technavio.com/report/bakery-market-industry-analysis
Bakery Market 2020-2024: Segmentation
Bakery market is segmented as below:
Product
Bread And Rolls
Cakes And Pastries
Cookies
Others
Geographic Landscape
APAC
Europe
MEA
North America
South America
The bakery market is driven by the rising prominence of in-store bakeries. In addition, other factors such as the growing demand for organic and gluten-free products are expected to trigger the bakery market toward witnessing a CAGR of over 4% during the forecast period.
Get more insights about the global trends impacting the future of the bakery market, Request Free Sample @ https://www.technavio.com/talk-to-us?report=IRTNTR40598
Market Drivers
Market Challenges
Market Trends
Vendor Landscape
Vendors covered
Vendor classification
Market positioning of vendors
Competitive scenario
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https://www.marketing91.com/swot-analysis-of-britannia/
|
en
|
SWOT Analysis of Britannia
|
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[
"Hitesh Bhasin",
"www.facebook.com",
"hith.b"
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2015-07-21T05:30:07+00:00
|
In this article, we conduct the SWOT analysis of Britannia. Britannia is one of the largest biscuit manufacturers in India, with a market share of over 50%.
|
en
|
Marketing91
|
https://www.marketing91.com/swot-analysis-of-britannia/
|
Britannia Industries Limited is an Indian food and beverage company that is part of the Wadia Group, led by Nusli Wadia. The company is best known for its biscuits, but it also produces dairy products, cakes, and breads. Britannia is one of the largest biscuit manufacturers in India, with a market share of over 50%.
Britannia, an iconic brand, has been emerged as an undisputed leader in biscuit industry in India. Incorporated in 1892, in a small house in central Calcutta (now Kolkata) with an investment of merely ?250, now reaches over 50% of the Indian homes, generating revenue of more than Rs. 14,000 crores. The company has been in business for over a century and has built a loyal customer base with strong emotional connection. Core strength lies in its product portfolio like Good Day, Nutri choice, Treat, Marie Gold, Milk Bikis, Tiger, Bourbon, Nice Time, Little Hearts, etc. Let’s talk about the company’s position using the SWOT analysis that is provided below:
Strengths in Britannia SWOT Analysis
1. Forte in Distribution Channel
The company has a PAN India presence and has direct access to 2.49 million retail outlets as on March 31, 2022, against 0.73 million outlets as of FY2014 end. Rural markets account for a sizeable share of the demand for biscuits in the country and the company increased its access to about 27,000 rural preferred dealers (RPDs) as on June 30, 2022, up from 7,000 RPDs as on March 31, 2015.
2. Undisputed Focus in biscuit segment
Biscuits currently contribute 80-85% of the company’s revenues while the balance is derived from other categories. As opposed to its direct rivals Nestle, ITC, Parle, etc., which aim to produce various kinds of food and beverages, Britannia has capitalised on its competence in the biscuit market.
3. Creation of a new category
The launch of an innovative Britannia Gifting segment that allowed consumers to select a Britannia Shubh Kamnaye as gift hamper, personalize it with a message & photograph and have it seamlessly delivered to their loved ones. Britannia Shubh Kamnaye Biscuits is a premium cookies segment & mainly marketed for gifting purpose, and in widely celebrated Indian festivals like Diwali, Holi, Rakshabandhan, etc
4. Lead with new-to-market concepts
Company strives to lead the segments it operates in with new-to-market innovations as per changing consumer needs and preferences. The pillars of the company’s innovation strategy include deriving inspiration from adjacent categories (like choco bakery, cheese bakery, cracker and snacking etc.), reimagining health, exploring newer flavours and leveraging current and new technologies.
5. Manufacturing & cost power
In contrast to other brands that just market and sell the product, Britannia currently manufactures 60% of its products internally and has been increasing its manufacturing capacity to accommodate continued expansion into new products/categories. This has helped to maintain costs and allowed Britannia to achieve good margins despite rising commodity prices, packaging costs, fuel prices, and transportation costs, where many costs are at 10-year highs.
6. 80:20 Growth Strategy
The company performed well during the covid crisis by following the 80:20 rule, that is the company focused on 20% of the brands like Marie Gold, Good Day, Milk Bikis & Nutri Choice, which contributes 80% of the companies revenue, were put on priority list which enabled the company to streamline its productivity and increase the efficiency of the production.
Weaknesses in Britannia SWOT analysis
1. Too much reliance on the biscuit business
Britannia’s more than 80% revenue comes from biscuit business. Although they are market leader in the same but over dependency on the same may affect their long term existence in the business. Despite consistently focusing on dairy products like milk, cheese, flavored yoghurt, etc., it is up against fierce competition from unorganised markets and industry giants like Amul.
2. Dependency on the Indian market
The company derives only 5.5% of the revenue from the global Markets. Despite continuous efforts Britannia has been not able to capture global market share. Issues like lack of differentiation in its product offerings, strong competition from well-established international food companies, cultural and regulatory barriers making it difficult for the company to establish a foothold in foreign markets.
3. Intense competition
With multiple major businesses like Parle, Sunfeast, and Priyagold as well as a large number of smaller brands, the biscuit market is quite competitive. As Britannia is unable to develop a differentiator that stands out in this competitive industry, this could have a long-term negative impact on the business.
4. Giving up on consumer surplus
Britannia brand sells identically priced goods in rural and urban locations because it doesn’t concentrate on a specific income category, Britannia may need to spend more on marketing and advertising to reach a broad range of customers. This can be an expensive proposition, and may result in lower profit margins for the company. Sometimes it misses out an opportunity to sell higher-priced products resulting in a loss of consumer surplus
Opportunities in Britannia SWOT analysis
1. Demand for low-calorie products
The good day was always a rich taste, but today the customers are aware of calories and looks for healthy cookies that are low in sugar and calories. This can give the cookie-inspired biscuit plenty of room to develop newer, healthier variations.
2. Overseas Market
Extending its business to another international market will enable the company to become a global player in food products. Currently, it is also the number 2 biscuit player in UAE with a strong contention to leadership and has a similarly strong market position in the other GCC countries.
International business, although contributing modestly at present to the company’s revenues, holds substantial potential for expansion over the medium term, with territories such as Nepal and the Middle East expected to contribute sizeably to the overall revenues going forward.
3. Use of social media marketing
Being an Indian company, Britannia can use social media to promote its products. Social media marketing can be a useful and affordable technique to reach a larger audience and enhancing a company’s reputation in the marketplace. It currently has more than 117 thousand subscribers on Youtube, more than 964 thousand followers on LinkedIN, 3 accounts with total of more than 65.8 thousand followers on twitter.
4. Croissant market
In India, croissants are still a relatively new category. It is an important category in a lot of the world’s emerging nations, though. As consumers in India are getting exposed to an increasing consumption of global food, this category has enormous potential for acceptance in the domestic market. Britannia has the chance to lead and actively promote the development of this market.
5. Diary Business
India continues to be the largest producer and consumer of dairy products in the world accounting for 22% of the global production. The organized sector contributes to just 20% of the category while 80% is still unorganized. As the dairy industry in the country matures, there is a discernible shift in consumption from plain milk to value added dairy products. It plans to make significant investments in scaling-up its back end capability through the creation of a milk collection and manufacturing infrastructure. The Company’s milk procurement in Maharashtra has been scaled-up to 36,500 Liters/day from 1450 farmers in and around Ranjangaon.
6. Untapped cream wafer segment
Wafers are a category worth Rs.7000 million that is expanding well, and Britannia has introduced the first brand with a national presence to join this market. The market has a lot of room to grow because it is so fragmented and disorganized.
Threats in Britannia SWOT analysis
1. Rising Inflation
The company’s major raw materials are wheat flour, sugar, milk and RPO. Competition and price-sensitive customers could constrain the pricing flexibility, exposing BIL’s margins to fluctuations in raw material prices. The gross margin contracted by 390 bps YoY to 38.0% in FY2022 due to the material inflation in RPO (+26% YoY), cashew (+35% YoY), laminates and corrugated boxes. The gross margin further contracted to 36.9% in Q1 FY2023.
2. Local bakery products
Many people still choose freshly baked cookies from their neighbourhood bakery over packages of ready-to-eat biscuits, which poses a serious threat to Britain. Loss of revenue and ultimately of market share could arise from this.
3. Fake products
Counterfeit products can be made to look almost identical to the genuine article, but they are often made with lower quality ingredients and may not meet the same health and safety standards as the genuine product. This can lead to consumer dissatisfaction, damage to Britannia’s brand reputation, and loss of revenue.
4. Desire for healthy biscuits
Demand for healthy biscuits is increasing due to the active lifestyle of consumers who are looking for convenient eating options. Currently, India has 64% of its population in the working age group which makes millennials the driving force behind modern consumer trends. Despite Nutrichoice’s success, more of these products are needed to keep up with the tough competition.
Conclusion
It is undoubtedly true that Britannia is doing well while concentrating on core business principles including cost efficiency, brand awareness, and a strong distribution network, as evidenced by the company’s share price. However Company has not been able to build hero product like Good Day was in some past years. The best thing about Britannia is that if they get any such, it would be extremely beneficial for the company and its stakeholders.
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Britannia Marketing Strategy - 1408 Words
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Britannia’s Current Marketing Strategy After appointment of Britannia Industries Ltd’s Chief operating officer (COO) Mr. Varun Berry has commenced making...
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