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                 The “Oreo Biscuit” was first developed and produced in 1912 by National Biscuit Company (today known as Nabisco), in New York, US. Today it’s been more than 100 years and now it has become one of the bestselling cookie brand with $2 billion global annual revenues. Its advertising slogan, “ America’s Best Loved Cookie ” became popular, but limited his growth in US market only. Mondelez International later acquired the company and launched Oreo in India in March 2011. BRAND STRATEGY IN INDIA: There was 17% growth in biscuit category (in India) when Mondelez introduced Oreo. Since Mondelez was already a leader in chocolate category (Cadbury being one of its brand portfolio), so now it imposed challenges in Biscuits category also. The only challenge faced by Mondelez was to enter a market where the three biscuit category titans- Parle (41%), Britannia (26%) and ITC (8%) acquired total 75% of total market share. These companies ruled the market for years and have establ

                                                                    Conducting marketing activities based on customer’s requirements and delivering products satisfying customer’s needs and wants are the two main pillars behind the success of MTR foods. Any business is driven by environmental parameters known as PESTEL factors. P- Political, E- Ethical,   S- Social, E- Economical, L- Legal and T- Technological. These tools are used to analyze the macro- environmental (external marketing environment) factors that have a huge impact on the organization, and any business is successful in strategy when it is able to map its external environment and internal resources.     Apart from this, ‘Quality’ is their main USP to attract and retain customers. Here is an example of MTR’s ability to understand the customer’s requirements and providing a range of successful business reorientations from MTR tiffin’s MTR foods to creating products like Ready-to-Cook (RTC) like idle, upma, dosa etc.

“Mothers know what they want and when, we can’t push our offering to them without giving them a reason they value” , this was clarified by the head of marketing team at kellogg’s. Kellogg’s had a very hard time in the beginning when they entered the Indian market, back in 1994, due to inappropriate ‘POSITIONING’ strategy. When kellogg’s entered the Indian market, they tried to change the trend of Indian breakfast from hot cooked regional items to ready-to-eat meals (his number one brand, corn flakes), which was not a part of their (Indian) cultural norm. breakfast habits in India, for the most part, included items like flattened rice flakes ( poha ) in central and western India, whole wheat grits ( dhalia ) and parathas in northern part and idli or dosa in south. So trying to change this traditional regional staples was a cumbersome task. Nevertheless they still tried to market their product, but this time they tried to communicate to consumers that Indian breakfast opti