Parle Ivey Case Study

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|[pic] | |Parle-G | |[A case study] | | | | | |Date:10/25/2011 |

Group members:

1. Divya Gupta

2. Rishabh Deo

3 . Shikha Rastogi

4 . Sonam Agrawal

5 . Swati Anoop

6 . Vrittika Srivastava:

7. Yogesh Joshi

|[The case discusses about the Parle-G challenges regarding the manufacturing cost and profit margin. Mr. Kulkarni’s dilemma to increase | |the revenue shares.] |

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|SNO |TOPIC |PAGE NO | |1. |Present case Situation |3 | |2. |Is Mr Kulkarni’s decision complex or a simple decision? |4 | |3. |Advantages and disadvantages of VFM product. |5 | |4. |Marketing plan to overcome problem. |6 | | |

CONTENTS

THE PRESENT CASE SITUATION:

Parle Products has been India's largest manufacturer of biscuits and confectionery for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even to the remotest villages of India, the company has definitely come a very long way. Many of the Parle products - biscuits or confectioneries, are market leaders in their category.. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India, Parle has grown to become a multi-million dollar company. While to the consumers it's a beacon of faith and trust, competitors look upon Parle as an example of marketing brilliance.

The case is all about the flagship product of the Parle group Parle- G, Parle G is a glucose biscuit and has a market share of 76% in its category, it contributes 10-15 % of the total revenue of Parle. The problem which Mr Kulkarni ,general manager Parle Products Pvt limited, is concerned about, is the complex situation emerged out of the growing input prices. The growing input prices have led the Parle to think on the pricing strategy of Parle G. The brand name “Parle G” is a Value For Money product. In January in the first attempt to offset rising prices parley hiked the price of 16 biscuit packet from INR 4.00 to INR 4.50. the idea failed and the sales came down by 40% within six months and hence the price rise was rolled back.Four years later management took remedial step to deal again with rising prices and this...
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