BRAND MANAGEMENT

CADBURY

By

Prateek P Pawar (35)

Ferina Xavier (13)

Introduction:
All of us are consumers. We consume things of daily use; we also consume and buy
the products according to our needs, preferences and buying power. These can be consumable
goods, durable goods, specialty goods or, industrial goods.
What we buy, how we buy, where and when we buy, in how much quantity we buy depends
on our perception, self concept, social and cultural background and our age and family cycle,
our attitudes, beliefs, values, motivation, personality, social class and many other factors that
are both internal and external to us. While buying, we also consider whether to buy or not to
buy and, from which source or seller to buy. In some societies, there is a lot of affluence and,
these societies can afford to buy in greater quantities and at shorter intervals. In poor
societies, the consumer can barely meet his barest needs.

Importance of Brand management:

1. Brand Management knowledge is applied in Marketing Management. A sound

understanding of the Brand Management is essential to the long-term success of any
marketing program. It is the corner stone of marketing concept which stress on
consumer wants and needs, target market selection, integrated marketing and profits
through the satisfaction of the consumers.

2. Brand Management is also important in non-profit and social organizations. Such

organizations are govt. agencies, religious organizations, universities and charitable
organizations.

3. Brand Management is applied to improve the performance of government agencies as

well. For instance, the performance of government transportation is poor. It can be
improved by knowing the needs and wants of the consumers. Getting checks from
them for their likes or dislikes. Same can be applied to other organizations like
universities and charitable organizations.
 4. Brand Management also helps in marketing of various goods which are in scarcity.
People are made aware that gas, fuel, water and natural resources are in scarcity.
Consumers are encouraged to reduce their consumption of these commodities.

5. Consumer benefit from the investigation of their own behavior. When the consumer
learns the many variables that affect his behavior. He gets educated and understands
better how to affect his own behavior. Also benefit consumer in a formal sense.

COMPANY PROFILE

Type Subsidiary
Industry Confectionery
Founded Brimingham , UK.
Products Oreo crunch, bubbly, caramel, silk, fruit
and nut, little bar, shots.(INDIA)
Parent Mondelez international
Website www.cadbury.co.in

Target Group of Product:

The Target group of Dairy Milk Chocolate is more or less to all the age groups as all the
group of population consume Dairy milk chocolate due its essence of sweet taste and other
factors that has been satisfying the consumers every day with new innovation in the product
lines, the variants, packaging style, the affordability, quality, ingredients, nutrition and other
aspects like Dairy milk chocolate can be presented to the loved ones as a gifts during many
occasions like birthdays, festivals and other special occasions. Thus the target market for this
product is mainly children, youth, men and women of all ages.
Sources of Cadbury’s brand equity:

Brand equity drivers are:

1. Brand element identities
2. Marketing activities
3. Other associations

Marketing activities

Brand Management - Meaning and Important Concepts

Brand management begins with having a thorough knowledge of the term “brand”. It includes
developing a promise, making that promise and maintaining it. It means defining the brand,
positioning the brand, and delivering the brand. Brand management is nothing but an art of creating
and sustaining the brand. Branding makes customers committed to your business. A strong brand
differentiates your products from the competitors. It gives a quality image to your business.

Brand management includes managing the tangible and intangible characteristics of brand. In case of
product brands, the tangibles include the product itself, price, packaging, etc. While in case of service
brands, the tangibles include the customers’ experience. The intangibles include emotional
connections with the product / service.

Branding is assembling of various marketing mix medium into a whole so as to give you an identity.
It is nothing but capturing your customers mind with your brand name. It gives an image of an
experienced, huge and reliable business.

It is all about capturing the niche market for your product / service and about creating a confidence in
the current and prospective customers’ minds that you are the unique solution to their problem.

The aim of branding is to convey brand message vividly, create customer loyalty, persuade the buyer
for the product, and establish an emotional connectivity with the customers. Branding forms customer
perceptions about the product. It should raise customer expectations about the product. The primary
aim of branding is to create differentiation.

Strong brands reduce customers’ perceived monetary, social and safety risks in buying
goods/services. The customers can better imagine the intangible goods with the help of brand name.
Strong brand organizations have a high market share. The brand should be given good support so that
it can sustain itself in long run. It is essential to manage all brands and build brand equity over a
period of time. Here comes importance and usefulness of brand management. Brand management
helps in building a corporate image. A brand manager has to oversee overall brand performance. A
successful brand can only be created if the brand management system is competent.

Following are the important concepts of brand management:

 Definition of Brand
 Brand Name
 Brand Attributes
 Brand Positioning
 Brand Identity
 Sources of Brand Identity
 Brand Image
 Brand Identity vs Brand Image
 Brand Personality
 Brand Awareness
 Brand Loyalty
 Brand Association
 Building a Brand
 Brand Equity
 Brand Equity & Customer Equity
 Brand Extension
 Co-branding
Branding challenges and opportunities
Brands build their strength by providing customers consistently superior product and service
experiences. A strong brand is a promise or bond with customers. In return for their loyalty, customers
expect the firm to satisfy their needs better than any other competitors.

Brands will always be important given their fundamental purpose – to identify and differentiate
products and services. Good brand makes people’s lives a little easier and better. People are loyal to
brands that satisfy their expectations and deliver on its brand promise. The predictably good
performance of a strong brand is something that consumer will always value.

The challenges to brands

1) The shift from strategy to tactics: – With the increasing pressure to generate ever-improving
profitability, it is often considered a luxury for managers to develop long-term strategic plans. This is
further exacerbated by short-term goal setting, which is frequently designed primarily for the
convenience of the financial community.

2) The shift from advertising to promotions: – As a consequence of the increasing pressure on

brand manager to achieve short-term goals, there is a temptation to cut back on advertising support,
since it is viewed as a long-term brand-building investment, in favour of promotions which generate
much quicker short-term results.

3) On-Line shopping: – The Internet is facilitating on-line shopping. On-line shopping is different
from traditional mail order because:

• Brands are available all the time and from all over the world;

• Information and interactions are in real time;

• Consumers can choose between brands which meet their criteria, as a result of selecting
information which is in a much more convenient format for them, rather than the standard catalogue
format.

This poses threats to brands, some components of added value, agent or the retail outlet which
originally added value by matching consumers with suppliers, may be eliminated.

4) Opportunities from technology: – Brand marketers are now able to take advantage of technology
to again a competitive advantage through time. Technology is already reducing the lead time needed
to respond rapidly to changing customers need and minimizing any delays in the supply chain.
5) More sophisticated buyers: – In business-to-business marketing, there is already an emphasis on
bringing together individuals from different departments to evaluate suppliers’ new brands. As inter
departmental barriers break down even more, sellers are going to face increasingly sophisticated
buyers who are served by better information system enabling them to pay off brand suppliers against
each other.

6) The growth of corporate branding:- With media inhabiting individual brand advertising, many
firms are putting more emphasis on corporate branding, unifying their portfolio of brands through
clearer linkages with the corporation, which clarifies the those all the line brands adhere to. Through
corporate identity program functional aspects of individual brands in the firm’s portfolio can be
augmented, enabling the consumer to select brands through assessment of the values of competing
firms. Firms developed powerful corporate identity programmes by recognizing the need first to
identify their internal corporate values, from which flow employee attitudes and specific types of staff
behavior secondly, to devise integrated communication programmes for different external audiences.

How to build brand?

Conventional wisdom says building a strong brand entails creating a cool brand name, advertising that
brand to potential buyers, and enforcing brand message consistency in all customer interactions.

However, conventional wisdom is wrong. Brand marketing can neither create nor build nor strengthen
a brand. Brand is always a reflection of the quality of the product. There are no exceptions to this rule.

To understand why this is the case, it's first necessary to define "brand." Most people think a brand
consists of exterior elements: the brand name, the logo, the tag line, and perhaps an acoustic element
(like Intel's "boop-beep-boop-beep").

Think of a brand like this, however, is like thinking of your significant other as a collection of skin,
clothes, and utterances. The essence of a brand is not the exterior elements, but how you feel about the
product or service.

The purpose of the brand elements is not to create those feelings, but to remind you of them. If your
feelings about the product are negative, those brand elements simply remind you of how much you
dislike the product.

Your brand is like a bank account. When you delight customers, it adds value to the brand. If you
have a string of great products, customers will forget the occasional flop. Apple is a case in point.
Few people remember that they've had some real stinkers.

Similarly, when you irritate customers, it extracts value from the brand, and eventually you end up
overdrawn and even if you change your ways and come out with some great products, it may take
years, if ever, for customers to forget the taint.

Dell computer is an excellent example of this. For years, the company had terrible customer service
which contributed to its fall from the #1 PC vendor to the #3 position it has today. Dell now faces an
uphill battle against the "bad service" scuttlebutt.
The only way to build a strong brand is to create and sell a products that delight your customers. If
you fail at this basic step, brand marketing is not just a waste of money, but actively
counterproductive.

Building Customer Value, Satisfaction and Loyalty

Creating loyal customers is at the heart of every successful business.

Managers who believe the customer is the company's only true profit center consider the person
serving the customer as the most important person in the organization. The rest of only support staff
to him. Some companies have been founded with the customer-on-top business world, and customer
advocacy has been their strategy-and competitive advantage.

Why does a user become a loyal customer? Why does he make the first buy from a company?
Customers tend to be value maximizes or perceived value maximizes, within the bounds of search
costs and limited knowledge, mobility and income. Customers evaluate various offers available to
satisfy a need and estimate the perceived value of each offer. Customer-perceived value (CPV) is the
difference between the prospective customer's evaluation of all the benefits and all the costs of an
offering. Total customer benefit is the perceived monetary value of the bundle of economic,
functional, and psychological benefits customers expect from a given market offering because of the
products, accompanying services and image involved. Total customer cost is the perceived bundle of
costs customers expect to incur in evaluating, obtaining, using, and disposing of the given market
offering, including monetary, time, energy, and psychological costs.

If customers are perceived value maximizes, firms also have to try to increase that value. The
marketers can try to increase the benefit bundle but improving the product, accompanying services
and improving the image related feature of the product and their organization. They can also try to
reduce the cost incurred by the customers by reducing the price (by emphasizing rational cost
reduction of products and services), improving their marketing communication so that customer spend
less on search and evaluation and improving their sales process so that customer spend less on
purchase activity.

Companies often conduct value analysis to compare their products with competitor's products to
identify areas that can be taken up for improvement.

Maximizing Customer Life Time Value

The amount of goods a customer is likely to buy from the company and thereby contribute to its
profits can be estimated from the past buying behavior and anticipated trends. This gives an estimate
of customer life time value.Customer acquisition cost has to be less than it and also if a customer
leaves the company it is a value loss and this can be also be calculated. These calculations give the
idea that company have to take actions to retain customers. Relationship marketing emerged from this
finding. Companies have to take actions to retain customers.

Cultivating Customer Relationships

Customer relationship management emerged as an important marketing area once relationship
marketing concept was created. One aspect of CRM is maintenance and use of detailed information
about individual customers and their touch points with the company.

Customer Databases and Database Marketing

A customer database is an organized collection of comprehensive information about individual

customers or prospects that is current, accessible, and actionable for marketing purposes - lead
generation, lead qualification, sale of a product or service, or maintenance of customer relationships.
Database marketing is the process of building, maintaining, and using customer databases and other
databases to contact, transact, and build customer relationships.

Benefits of Database Marketing

1. Prospects can be identified.

2. Decisions regarding which customers should receive a particular offer can be taken.

3. Customer loyalty can be increased by sending information of particular interest to a customer.

4. Customer purchases can be reactivated by sending a timely reminder.

5. Properly maintained and used database will help in preventing some marketing mistakes or errors.

Problems in Using Databases

1. There is a significant cost involved in developing and maintaining a database.

2. Employees have to trained in using databases and taking marketing decisions.

3. Some customers may not like the database marketing initiatives.

4. The assumptions behind CRM may not always hold true.

Internal Branding
What is that exactly?

Everyone knows what a brand is, and everyone knows what advertising is. Some of us may be
confused about promotion and merchandising but most have a basic idea, at least, of what they are.

Lately, a lot of people have been asking me about internal branding.

What exactly is internal branding?

It’s definitely a hot topic, on which seminars and workshops are offered all around the country. By
my count, seven major internal branding conferences were held this past year, and we participated in
four of them, and even chaired one of them.

It’s hot, but what is it? Very little is written that defines internal branding; so as one of the pioneers of
this new branding phenomenon, I decided to pound a stake into the ground with my definition. We
have earned the right to do this, because, since we started our firm, we have been promoting the
power of internal branding with our Inward Marketing Methodology: we really are the internal
branding company.

Before I explain what internal branding is, let me clear up some misconceptions. It is NOT letting
your employees know about your new advertising campaign. It does not consist of handing out t-shirts
and baseball caps to announce a new strategic initiative, name change or company vision statement.
Really, it is not anything remotely like these things.

So what it IS internal branding? Why is it important? When should I do it?

Here is Inward’s definition: Internal branding is a cultural shift within an organization, where the
employees become more customer focused and more business focused.

You achieve this by an organized, communications and behavior driven process, which leads to a
desired end state. Meanwhile, at all levels in the company, one big question is answered - “What’s in
it for me?” After they hear and learn about the internal brand initiative, every single employee should
understand what job behavior you expect from them, and how they contribute to the company’s
success. You need to reinforce the behavior you want, and bring it into line with HR policies, internal
communications and corporate marketing efforts and strategy.

Effective internal branding brings huge benefits. Companies whose workforces understand how they
operate and make money perform better. Committed employees provide stronger performance and
higher customer satisfaction.

Important data that supports this connection between understanding and internal change was released
recently This study by McKinsey concludes that change-management programs succeed only when
employees at all levels - senior managers, middle managers, and the front line - share the will and the
skills to change. McKinsey studied change programs at forty organizations, and found a strong
correlation between good skills for managing change and the value an organization carries away from
these programs. These skills, I would add, are the product of effective change communications and
internal branding programming.

The more knowledgeable, convinced and supportive the workforce is, the faster you can implement
change. Strongly accepted change is sustainable, and that saves both time and money.

When all is said and done, successful internal branding lifts brand equity, customer focus and
ultimately shareholder value. One of our high tech presenters at a recent conference shared startling
numbers that demonstrated a powerful correlation between internal branding efforts, external
branding efforts and shareholder equity. It’s all about the facts, the data, the metrics and
accountabilities.

So the question becomes, “How should a company do internal branding or Inward Marketing?” Here
are some of key elements/best practices we’ve gathered from studying this topic for the past fifteen
years.

• A brand is a process driven, long-term proposition. Not a deliverable! And so is internal branding.

• Internal branding follows a sequential process; through which employees achieve internal brand
success. There is a difference between communicating a message, getting it understood, and changing
behavior.

• You must have senior leadership participation and involvement throughout the process of internal
branding. You can’t delegate this or let the managers drive it.

• Start with a clear company vision and purpose. If you don’t have one, work with the senior team to
establish one and communicate throughout the company by both words and action.

• Set clear objectives and well-defined roles at the outset, and revisit them throughout the process.

• Consider assigning dedicated people to internal change communication and internal branding. Let
them create a sense of such urgency that staff see no alternative to change.

• Conduct an audit of the enterprise understanding of the business objectives and strategy so you can
address areas where people don’t “get it.”

• Internal branding, done well, allows employees to transition from being “Informed,” to
“Understanding” the information, to becoming “Committed”, so that they “Change Their Behavior’ in
support of the company goals. As a result they should “Receive Recognition & Rewards” and positive
reinforcement for changing their behavior.

• Recognize the importance of the customer and all their points of contact with your company: call
and service centers, sales associates, statements/ invoices, advertising and more.

• Align your brand externally & internally. Let your inside be like your outside: what you say
externally should be the same thing you say/do internally.

• Go for participation, consensus and employee dialogue. These work better than edicts and policies
that travel down the hierarchy.
• Having “Employee Brand Ambassadors” is critical - involve a cross section of employees from all
levels, who will promote the brand internally through experiential communication.

• Obtain metrics and measures before, during and after program implementation. Research your
employees regularly and track their progress over time.

• Hard, Simple, Easy - Work hard to make complex concepts and ideas simple, so they are understood
and communicated easily. Seek outside help from experts and consultants in the field - this is hard
work, but with help in methodology and process, it can be done effectively.

Sponsored events by Cadbury

Event Sponsors logo

CADBURY

Contact Cadbury

Address PO Box 1673

Melbourne, VIC, 3000

Phone1800250260

Cadbury logo/image About Cadbury

We're committed to building, nurturing and investing in the communities in Australia and around the
world, in which we live and work. We have a long history of being an active part of our local
communities, by donating money, product and employee time to worthy causes. We also know that
affecting meaningful change takes time. That's why we're in this for the long term, as demonstrated by
our global contribution of more than $1 billion in cash and food over the last 25 years. Along with our
key partners, we focus our contributions on three areas key to promoting healthy lifestyles – physical
activity, nutrition education and access to fresh foods. Our diverse approach to community
involvement includes:

Investing in signature community programs inspiring employees to contribute time, money and skills
responding when disaster strikes, with cash and product donations.

We'd love to get behind all the great projects we hear about, but requests for corporate support have to
be carefully assessed to determine if they meet our sponsorship, marketing and community objectives.

It takes up to four weeks to assess applications and a response will be sent to you once your proposal
has been evaluated. All sponsorship applications are evaluated according to the criteria set out below.
So, make sure you respond to each of these points in your proposal.

Criteria
Details of the Sponsorship/Event

Business/event details (name/address/phone/email)

Contact person (address/phone/fax/email) and relationship to event (i.e. agency/contractor/event

manager)

Describe the type of business/event (i.e. Is the event a one-off, fixed location or national tour?)

If applicable, include a program of events.

Sponsorship Details

Summary of your proposal

Proposed date and corresponding location of the event/activity

Requested sponsorship amount and the period over which the sponsorship will be conducted

Who are the other sponsors?

Is your proposal targeted at a specific brand?

Expected/actual number of visitors

Any other relevant information

Sales

Is exclusivity in the product category being offered?

List number of sales outlets at the event/venue

What is the likely commercial benefit to Mondelez International in Australia?

Media

A full list of media benefits (i.e. print, radio, television, internet coverage, social media).

Hospitality

A full list of hospitality benefits (i.e. tickets to events/functions).

Leverage

List how our company can leverage this sponsorship opportunity.

Recent Sponsorship News

As part of the Australian Olympic Team sponsorship, Cadbury worked with athletes, Anna Meares
and Sally Pearson, who were ambassadors for the confectionery giant. Meares and Pearson helped
Cadbury push the brand message of celebrating the "joy" of athletes and fans during the high profile
sporting event.

Cadbury unveiled a series of multichannel activations, with the aim to, "provide Australians with
small doses of joy throughout the whole Olympic year".
Cadbury Diary Milk
 Competitors

Chocolate Confectionery Brand Shares 2007-2010 (Top 10)

Perceptual map
 MENTAL MAP of Cadbury

Alien
Logo
Dance Loyalty
Actors
Jingle
song

Chocolate
Chocolate

Sha ri n
g Half filled
glass of
milk
Taste
Chocolate Advertisement
Many ways Cadbury is losing its magic

Last year, Cadbury made the bold - some might say foolhardy - decision to change the recipe for its
iconic Creme Eggs. It caused a bit of a stink and made some consumers question what was going on
at their favourite chocolate company. Here, Harry Wallop, who is presenting Channel 4’s ‘Dispatches:
Secrets of Cadbury’, reviews the controversial changes Mondelez has made to the iconic chocolate
company it bought six years ago.

1. Factory closure

Back in 2010, Kraft’s £11.5 billion hostile takeover of Cadbury sparked controversy. But some were
won over by the American company’s “sincere belief” it would reverse a decision by Cadbury to
close a key factory at Somerdale, near Bristol. Within weeks of the takeover going through, Kraft
announced it was going to close the factory. Four hundred jobs were lost.

2. Changing the chocolate on the Cadbury crème egg

To many, the Creme Egg is 177kcal of pure gloopy grossness, containing palm fat and paprika
colouring. But to lovers of this strange Easter treat invented in 1971, it is a large mouthful of gooey
joy. And should not be messed with.

In 2015, Cadbury confirmed that it would replace the very popular Cadbury Dairy Milk shell, with
one made from a standard cocoa mix. They said they were in fact reverting back to the original 1971
recipe, and consumers prefered the original recipe. Many were unconvinced.

3. Ditching chocolate coins

Well, they might just have well shot Santa and cancelled Christmas. The Telegraph broke the
shattering news that Cadbury was no longer going to make chocolate coins.

The company argued that it was not very profitable part of their business – after all, supermarkets and
even pound shops sell their own (cheaper) versions. But many consumers love the taste of Dairy Milk.
These fans wanted Cadbury coins, not Tesco or Marks and Spencer ones.

4. Rounding corners of Dairy milk

Dairy Milk chocolate is a bar. It has chunks, you snap off those chunks, you pop those chunks in your
mouth. Yum.

It is a formula that has served confectionery companies for decades and Cadbury since 1905. But
Mondelez just couldn't stop themselves from fiddling with Cadbury's most famous product. They
"rounded" the corners to improve the "mouth feel" of the chocolate. A spokesman said: "This
undoubtedly helps improve the melt-in-the-mouth experience and feedback from consumers has been
extremely positive."

He failed to add that the new bars had been shrunk from 49g to 45g.

5. Making Dairy milk in Poland.

After the Somerdale factory closure, Kraft’s top brass were summoned to Parliament. Irene
Rosenfeld, the Kraft CEO, did not come. She said it was not “the best use of her personal time”. But
Trevor Bond President of Kraft Foods Europe, did come. He was asked: “Will Cadbury’s Dairy Milk
continue to be produced in the UK?”. He said “yes”. He was then asked for how long. He answered:
“For as long as our consumers are delighted by the taste and the product we produce”.

'Dispatches discovered a number of Dairy Milk bars, including the small 95 calorie one, the 41g bar
of Dairy Milk Oreos and the 47g bar of Dairy Milk Creations, are made in Poland'

Six years on, Dairy Milk continues to be produced at Bournville, which the company describe as “the
home and heart of Cadbury”. But Dispatches discovered a number of Dairy Milk bars, including the
small 95 calorie one, the 41g bar of Dairy Milk Oreos and the 47g bar of Dairy Milk Creations, are
made in Poland. This is particularly galling as Cadbury likes to flaunt its Britishness. It even sells
large 850g gift bars of Dairy Milk festooned with the Union Jack at Duty Free shops at UK airports.
But on the back, it clearly says: made in Poland.

6. Putting Cadbury in Philadelphia cream cheese

No, no, no. When Kraft took over, how we all joked about how they'd put chocolate in processed
cheese. It turns out, it was no joke. Cadbury Philadelphia is a thing.

The company describes it as an "irresistible spread for toast or bagels and a dreamy dip for fruit or
oatey biscuits". It isn't. It is a cheesy version of Nutella. Next stop: putting Ritz salty crackers in a
Dairy Milk.

7. Ritz crackers in a Dairy Milk

No, really. This isn’t a joke either. Cadbury now appears to favour one strategy when it comes to
innovation: putting Mondelez products into a Dairy Milk bar. So there is now Dairy Milk Oreos,
Dairy Milk Daim (that’s what the old Dime bar is now called), Dairy Milk with Lu biscuits and Dairy
Milk with Ritz salty crackers.

8. Ditching the Bournville chocolate from the Heroes tub

Back in 2013, the parent company altered what went into a tub of Heroes, a selection box that
highlights its key chocolate bars. It ditched Bournville – not only one of its oldest brands, but one that
pays homage to the great Birmingham home of Cadbury – in favour of Toblerone, one of the
Mondelez brands. And Swiss, to boot.

At the time Angus Kennedy, editor of Kennedy’s Confection magazine,told the Daily Mail: "To
replace Bourneville with Toblerone is unpatriotic. It’s like replacing the fish in fish and chips with
mussels."

A spokesman for Mondelez insisted Toblerone was only a "guest" during Christmas. But the
Bournville bar is still missing.

9. Axing Christmas chocolate gift to pensioners

One of the perks of working for Cadbury, one of the great ethical Victorian firms set up by Quakers,
was that you were looked after in retirement. Long-term former employees were given a gift of
chocolates at Christmas. Not much, admittedly, but a small recognition of their years of service. Up to
14,000 would get these parcels.

Mondelez scrapped the gifts, claiming it needed the money to help plug the company's pension black
hole.

One pensioner, Ray Woods, who worked at the Bournville factory in Birmingham for 36 years until
2004, said: "The cost of this cutback is peanuts. To link it with plugging the gap in the deficit in the
pension fund is laughable.

"(The parcels were) a way of somebody taking the trouble to say 'you worked for Cadbury for a long
time.'

"It's tinged with sadness for me, and I think that a lot of people will think the same way.”

10. Shrinking pack sizes

It’s not just the Dairy Milk bars that have shrunk in size.

Last year it seemed that Cadbury chocolate Fingers had gone on a diet. Packs of the much loved
biscuits were cut by 11g, which equates to around two fingers. But that’s not the only one. A big tin of
Roses chocolates seems to get smaller every year – but not with a corresponding shrinkage in price.
Back in 2011 it went from 975g to 850g. Then in 2014 it went to 777g. By 2015 it had fallen to 748g.

'A big tin of Roses chocolates seems to get smaller every year'

The company say it only sets a recommended retail price, and it’s up to the supermarkets what price
they sell it at. That’s true, but doesn’t help consumers who always seem to have to pay £5 for this
shrinking tin.

11. Roses ‘flow wrap’ packaging

While we’re on Roses, just look what has happened to the wrappers. Since the 1920s, the Christmas
box of Roses have contained sweets packaged in a twist of brightly coloured shiny paper. Part of the
festive tradition was digging into the box looking for your favourite hazelnut swirl, then untwisting
the wrapper to get your reward. But in 2015, the company ditched this method in favour of “flow
wraps”, the packaging jargon for wrappers with a jagged end that you tear open. It’s the sort of
wrapper you find on mints in a bowl at the reception desk at cheap European hotels.

12. Sultanas in Fruit & Nut

Raisins have been the dry fruit of choice in a Fruit & Nut bar for 90 years. At the end of 2015 sultanas
were added “to add more variation”. Could the fact that sultanas are cheaper than raisins have
anything to do with it? Perish the thought.

13. Is Fair Trade still at heart of Cadbury’s mission?

It was a big, pioneering move to make Dairy Milk Fair Trade in 2009. Just before the takeover, the
then chief executive, Todd Stitzer said: “Our goal is ultimately to make all our chocolate bars fair
trade.”
Only a few Cadbury bars are Fair Trade

Only a few Cadbury bars are Fair Trade CREDIT: PA

Dairy Milk continues to be Fair Trade, and buttons and hot chocolate have been converted. But not
the Dairy Milk with added biscuits. And none of the other non-Dairy Milk chocolate bars. The Dairy
Milk Easter Eggs on sale during 2016 are not Fair Trade.

Hershey, Ferrero and Mars have pledged to make all their chocolate Fair Trade by 2020, but
Mondelez says says setting deadlines won't lead to meaningful impact on the ground. It says it is
instead focusing on its own Cocoa Life sustainability program, launched in 2012 with a $400 million
investment with the aim of helping 200,000 cocoa farmers by 2022. But this scheme does not
guarantee the other ingredients, such as nuts or sugar, are responsibly sourced.

BLIND TEST

Everyone knows the importance of branding. A great brand sells products. A great brand
builds trust and loyalty. A great brand stands for something and maintains a following by
those who share the same views. Yes, the power of branding is amazing! It even has the
ability to change your taste perception of a product.

Identification of Product A

Munch Kitkat Perk Don’t know

Identification Of Product B

Don’t know Perk Munch Kitkat

We see that even if chocolates are given without wrappers they were very much identifiable as the
POD was very much less and easily identifiable.

But as per data collected we see that munch was very much liked than perk but perk is preferable
just because of brand name on its wrapper i.e Cadbury.

Here is the graph of people who like perk and Munch.

Chocolate liked

Munch Perk Neither