Horlicks Foodles Marketing Strategy for Repositioning

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Marketing Management  Final Project Report

Category: GSK’s Foodles repositioning

Submitted by (Group 7)

Avinash K (1111094)

Kamal Meena (1111110)

Nitin Dua (1111127)

Sathappan S (1111143)


Introduction

The instant noodles market in India has gone through a transformation of sorts in the past few years. Fuelled by changing eating habits of the public, it has rapidly expanded to gain a size of Rs.1500 crores today & projected to become a market of Rs.3000-3500 Crores by 2015.

Nestle’s Maggi was the first brand introduced in India in the year 1984. After solving some teething problems like fighting with the Indian cultural habits, it has dominated the market. In the later nineties, Nissan’s TopRamen and recently a few brands like HUL’s Knoor Soupy, GSK’s Foodles, ITC’s Yipee entered highly competitive market. All the challenger brands have been from the big players and it has been interesting to see how each brand has been positioning itself. Maggi rules the market with 85.6 percent market share, dropping from 91 percent market share two years back, thanks to competition from the challenger brands.

This made it perfect for us to study the noodles market in India. For the first stage of this project, we have tried to understand the driving factors behind every Noodles purchase of the Indian customer with the help of few in-depth interviews. Based on our study, we have given our recommendations on the segments that GSK’s Foodles should target and the appropriate branding strategy.

Project plan

Phase 1:

Using secondary research, we analysed each player in the Noodles segment in India. Most of our focus has been in understanding the strengths, weakness and positioning of each brand in this competitive market space. The outcome of this study is the analysis of the Noodle industry.

Phase 2:

        Based on the understanding from Phase 1, we prepared a guideline to interview five people, carefully chosen with varied demographics – who consume noodles frequently.  Using the responses, we used laddering approach to map the attributes, consequences and values. Detailed transcripts of the interviews are attached in the appendix.

Phase 3:

        Based on the information gathered so far, we did an industry study to understand the current pain points of the Foodles brand. Statistics was performed on the market data to help us understand the constraints on the brand.

Phase 4:

        Recommendations are proposed on the marketing strategy that Foodles could adopt. We have elaborated on some of the promotion plans that can be used to increase the market share.

Analysis of Noodles Market in India

The instant noodle market is valued at around Rs.15 billion today and has been growing steadily. It is expected to cross Rs.30 billion by 2015, a CAGR of around 18.2%. The year on year growth has been about 20 -25% for the past 3 years. The category, which has traditionally been positioned primarily on convenience, is now seeing a shift with many new players entering and the focus shifting to both health and taste.


The
2-minute wonder Maggi by Nestle has been the leader in the category with a legacy of over 25 years and a much loved brand as well. In recent times, there have been new entrants to the category fighting for a greater share of the pie – be it GlaxoSmithKline Consumer Healthcare India (GSKCH) Ltd. launching Horlicks Foodles, ITC entered the category towards the fag end of last year with its Sunfeast Yippee, Capital Foods with its brand Ching’s Hakka and Instant Noodles and Smith & Jones, Hindustan Unilever’s Knorr Soupy Noodles and Indo Nissin’s Top Ramen and Chaudhary Groups Wai Wai.


According to Euromonitor International’s Global report on packaged food that came out in 2009 the brand share of the players in the instant noodle category included Maggi at 80.8%, Top Ramen at 9.9%, Chaudhary Group’s Wai Wai at 5.9%, Nissin at 1.4%, private labels at 0.7% and others at 1.4%. Most of the other new entrants have been sticking to the pouch model with the taste maker as an additive, which Horlicks Foodles prefers to call the health maker.


Company

GSK’s-Foodles

Strengths

Brand umbrella – Horlicks to convince early adopters

Targeting on health benefits

Weakness

Strong market to penetrate

Possible dilution of Horlicks brand

GSK’s strong presence only in South and East India.

        Maggi’s Atta Noodles plays the similar health card

Positioning: Noodles with good health benefits. It has two varieties – Masala and Multi-grain.

The brand has got a few innovators to try the product. GSK decided to enter the segment because “consumers were looking for a choice in instant noodles; combined with that, the equity of Horlicks is leading to a lot of trials.” Foodles comes with the punch line of “Noodles without the ‘No’: Available only in the multi-grain and wheat variant, the product is being promoted as having higher nutritional value compared to other popular brands. The unique selling proposition (USP) of Foodles is the vitamin-packed health-maker sachet that comes with the pack.

Competition

Each of the Noodles players has different strengths and weakness. The positioning of the each brand is very interesting. Below is the short summary of the SWOT analysis of each of the leading brand and a brief overview of how are they positioned to grab larger pie.

Nestlé’s Maggi

Strengths

Market leader in noodles category with high brand loyalty

Excellent advertising and visibility

Good product distribution and availability

Lots of flavors and varieties available

Weakness

 Media generated news about health issues

Segment: People looking for a healthy snack when hungry

Target Group: Young people and children from upper and middle class

Positioning: Tasty and healthy snack which can be prepared in 2 minutes

The sales of Maggi took a hit in the later 1990’s to TopRamen, when they tried to change the formulation.  Otherwise none of the players have been able to compete with this brand. There has always been a question in the market regarding the healthiness of Maggi and other brands started attacking on the healthy quotient. Nestle reacted by introducing Atta Noodles and its variants. In spite of that, Masala Maggi – the flagship product, priced at Rs.10 for an 80 gm pack contributes to 90% sales.

Indo-Nissan’s TopRamen

Strengths

Market leader in the cup noodles – has 90 percent market share in this sub-segment

TopRamen’s Curry noodles still has loyal customer base. Target is adult population

Weakness

Lack strong distribution network and variety in offerings

TopRamen is the only player, which looked to threaten Maggi brand in the late nineties. But they quickly lost their gained market share, when Maggi reverted to the recently changed product formulation.

ITC’s Yippee

Positioning: As an alternative choice to Maggi Masala. It has two masala variants.

Collaborators

A very strong and intensive dealer-distributor network is essential to survive in this highly competitive market. Each of the players in this segment is a well established FMCG player.

GSKCH has a strong marketing and distribution network in India comprising 4 Sales Regions, 23 Warehouses, 2 Mother warehouses, 600+ Distributors, 5000+ Sub distributors and direct coverage of over 7,00,000 retail outlets.. Foodles can piggyback on these reliable distribution channels to achieve greater availability.

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Customers

Primary target: Young Adults (15-29 years) & Health conscious middle aged adults (30-59 years)

Demographics of customers:

Region: urban, semi-urban, rural (recent)

Occupation: Housewives, working professionals, self-employed, health conscious students

Income: 1, 20,000 p.a. upwards

Social class: Middle and upwards

Family life cycle: Young, single, married with children.

Behavioural characteristics of customers:

Occasions: Regular, Everyday user-urban, rural-depends on the temporal aspects of the consumer’s life (varied usage in terms of time of time of day, week, month, year)

User status: first time user-rural, potential users-semi-urban, heavy users-urban

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