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Maggi Noodles: Magic of 2-Minute Campaign

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VOLUME : 42 NUMBER: 4 APRIL, 2012

ln This lssue
Marketing Paradigms For Rural lndia Dr. Thomas T. Thomas

The Effect Of Strategic Orientation On Market Udjo Eseroghene Franklin

Performance Of Hotels: Empirical Evidence From Amer HaniAl-Kassem
The Saudi Arabia Hospitality lndustry

"subhiksha" : The Saga Of The Rise Sathyanarayanan R. S.

And Fall Of lndia's Sam

An Empirical Study Of Goan Students' Juao C. Gosta

Behaviou r Towards Advertisements

Analysis Of Strategic Decision Of Product Dr. A. K. Asthana

Line Extension By IFFCO Using The BGG Model

Application Of Market Basket Analysis Mrinmoy Bhattacharjee

To Understand Students'Career Options : Pranjal Kalita
A Study On Management Under Graduate
Students At lU, Mizoram

Segmental Variations ln Fish Dr. Chandan Goswami

Consumption Behaviour: A Gase Pradip G. Bhuyan
Study Of Sonitpur District Of Assam

Maggi Noodles: Magic Of The 2 - Minute Gampaign Rajni Kamboj

 Magsr Noodles: Magic of The z-Minute campaign
* Rujni Kambori

TNTRODUCTION
Many fast food items have flooded the markets, but noodles have emerged as the most
popiu. item as they are cheaper, and very easy to make . Maggi has revolutionized the
.onc"pt, and the prlduct go"t ittto a majority of the urban households' Maggi controls
the urban and the semi-urban markets. The Brand is popular in: Australia,India,
Malaysia, and New zealand. Maggi is at the 3 5th position among the top 1 00 brands
of
India'.
Nestlelndiais asubsidiaryofNestle S.A. of Switzerland,whichwas foundedin 1866by
HenriNestle, markets products in 130 countries across the world. In 2001, the company
earned revenues of $ Sb.Z billion and a net profrt of $ 3.9 billion, and was ranked 55
in
FMCG companies. Nestle
the2002Fortune 500list. Nestle has established itself as one ofthe world's most successful
launched in 1982 in tlie
India Limited is the market leader in Indian Noodle Market, with its Maggi Brand of Noodles
in India.
packaged food market of India. Nestle took several years to establish its Noodles brand

GROWTH OF MAGGI NOODLES IN INDIA

goods giants GlaxoSmithKlirne
Today, big players are breaching the Noodles market. Fast moving consumff
the t 1,000-crore instant noodles
consumer Healthcare (GSKCD;d Hindustan unilever (HUL) have entered
the private label brands of large
market with their respective brands, Foodless and Knorr.In addition, there are
retailers, which are increasingly finding a way into the consumer's shopping trolley'
-98, Indo Nissin entered the
It is not the first-time that M"algi has iaced competition in the noodles' category . rn 1997
market with its noodles brand - Top Ramen. Nesue changed the formulation of
Maggi 2-minute noodles around the
same time, which was rejected bythe consumers. As a result, sales
of Maggi noodles declined, with the company
Indo Nissin had also become
finally bringing back the lld formulation in 1999 to arrest the drop in sales. Meanwhile,
position the leader. In 2005, Maggi was the highest
complacent, and Maggi was able to quickly consolidate its as

spender inthe Promotion and Sales inthe IndianMarket intheNoodles

Category'

OBJECTIVES OFTHE CASE STUDY

This case study focused on the following objectives:
1. To determine the promotional strategies adopted by Maggi
noodles in India.

2. SWOT analysis ofMaggi noodles.

gi attanoodles failed to capture the taste buds ofthe Indian consumefs'
3. To determine the reasons why Mag
4. Hurdles facedby Maggi noodles.

RESEARCHMETHODOLOGY
The study aims to determine the strategies adopted by Maggi noodles to
grow its market share. For this purpose,
secondary data has been collected from various sites, magazine & newspapers.

Mullana,Ambala,Haryana'
* Lecturer,MM Institute ofManagement, Maharishi MarkandeshwarUniversiry
E-mail : [email protected]
accessed onAPril 10' 2011'

58 lndian Journalof Marketing'April, 2012

THBHEALTHANGLE
In the early 2000s, the Company set up new research and development facilities with a view to improving the
attributes of the existing Nestl6 products to make them healthier. In March 2005, the Maggi brand took to the health
route with the launch of Vegetable AttaNoodles. According to NIL (Nestle Indian Limited), Vegetable,4//a Noodles
are healthier as they are made ofwhole wheat flour instead of Maida (refrnedwheat) and also because they contain real
vegetables.

HEALTH CI.AIMS CONTROVERSY

In October 2008, Nestl6 aired an advertisement. The advertisement made false claims that the noodles would "help to
buildstrongmuscles and bones".The BritishAdvertising StandardsAuthority saidthatthe advertisement didnotabide
by the new EU (European Union) consumer protection legislation, by which advertisers have to provide proof of
health claims. However, according to Nestle Consumer Services, Maggi Noodles contain the additives E150d and
p;627. EI50d is sometimes made from maize. "The ingredientflavour enhancer- E627 (Sodium Guanylate) is made
from vegetarian source, i.e. from Tapioca starch. It is not preparedfrom any non-vegetarian item. " According to Nestle
Consumer service, Maggi contains Protein & Calcium. 85g of Maggi noodles meet 79o/o RDA. (Recommended
rlietary allowances) ofprotein forchildren (13Yofor adults) & 21% RDA. of calcium forboth children & adults.

Table 1 : NutritionalValue ln Maggi

,
3RAND JOURNEY - ATESTIMONY IN ITSELF
,&
ln the last twenty five years, we have just asked for 2 minutes of your time : Today, India is the largest market for
rttaggi Noodles. To gauge the success of the brand, check out the following it has among the Kids, there is even an
lrkut/Facebook community of Maggi Lovers. Initially, Nestle tried to position the noodles'brand on the platform of
ronvenience, targeting working women. However, it found that sales were not picking up despite heavy promotion-
lesearch then show-ed that kids were the largest consumers of the brand. Realizing this, Nestle repositioned the brand
owards kids using sales promotions and smart advertising. However, the fact lies that even if the target market
were
single men and women. The
lids, a survey *o.rta reveal that a considerable slice of Maggi noodles' consumers are
,ricing and tle variety in tastes are the added advantages. In 2005, Nestle made a smart move. It knew that although
i<1s l&enoodles, theparents were bothered aboutthe health aspect
ofthe noodles, whichwas madeof maida (refined
lour). Hence, Maggiiaunched Maggi,4ra Noodles with the baseline 'Thste bhi, health bhi'.It also produces rice
oodles & instant noodles known as "Hot Bowl" noodles name d "Cuppa Mania" tnltdia'

3USDO MINUTE (JUST 2 MINUTES)

l.re instant noodle market in India is worth over { 1,300-crore ($260 million) and
is growing at a phenomenal rate of
,rer l7-20o/o per annum. ,,Main reasons responsible for this growth include a rise in the number of working
,oJbssionals living awayfrom parents, lack of time, and premium placedby consumers on convenientfood
options",
rysAnkitBansal, consultantwithDataMonitor, ConsumerMarkets team' ,,
soldin a
nekeyreasonforthe success ofinstantnoodlesisthe ease & speedwithwhichthese canbe cooked.Noodles
Apart from the traditional
,p .un be eaten right away after adding hot water; perfect for on-the-go consumption.

tp://wwwbusiness-standard.com/india/index2.php/2009/07/02 accessedonApril 10'2011'

tndian Journal of Marketing' April, 2012 59
 as well by leveraging on the convemence
positioning for kids, manufacturers are now targeting the adult_consumefs
aspectthathasbecomemore important' giventhe changing employmentpatterns'
a speciaiand interesting communicationcalled'Me &
Maggi, along with its creative agency r.ruti.s Indiu, ha"s clated get a'
Meri Maggi,. Giving it a nostalgia flavour, Maggi lovers are invited to pen down their memories and thereby
,,Fie consumers of Maggii Noodres in r9\,j are now grown up, and the:
chance to feature on the Maggi iacks or ads.
a conversation with, 'What's your Maggie story?'kr
girls are now mothers with thifi own children." So, Maggi started
line with this campaign, an interactive website for consumers,
wwwmeandmeri'in, has also been launched' invitinp;
activation across television, print and the Internet'
viewer participation. thi, .u-puign is supported by 360-degree
beside on- ground activities.

DIFFERENTIATION)
STPD ( SEGMENTATION, POSITIONING, TARGETING,
ANALYSIs
3. Positioning
1. Segmentation:
a. Easy to cook, Good to Eat
a. Age
b. 2-minuteNoodles
b. Lifestyle
c. Tasty bhi, HealthY bhi
c. Eating habits of urban families
4. Differentiation
2. Targeting
a. Veg. attanoodles- Health conscious
a. Kids
b. RiceMania- Teenage
b. Youth
c. Cuppa Mania- Working women & office goers
c. Office Goers
d. Workingwomen

MAGGINOODLES : SWOT ANALYSIS Weaknesses

Strengths
1. Generic Brand to Noodles in India;
1. EstablishedFamilY Brand;
in the urban areas ; 2. Low rural market presence constraint;
2. Market leader & strong presence, especially
3. UniformBrand for all food categories;
3. Innovative flavours for Indian tastebuds;
4. Brand Proliferation.
IndiaLimited) ;
4. Strong Global Corporate Brand Q'{estle
5. Symboiization ofwarm, family & shelter;
5. Strong Promotional schemes;
India'
7. Research & Development division in
OpPortunities
market in India by i 5 % annually ;
1. Growing package and canned food
2. Affinity oflndians to Chinese foods;
in India;
3. Increasing number ofworking class
4. Highbrand awareness oflndian consumers ;
5.opporfunitytobesubstitutedforothersnackscategoryoffoodproducts'
Threats
1. StrongpresenceofcompetitorslikeTopRamen,HorlicksFoodles'TastyTreat'KnorrAnnapurnaetc';
like Wai Wai Noodles;
2. Single product focused competitors
gment for product cate gory ;
3. Less entry b arriers in the Market
se
potential
pasta Treathas been seen as a product having the
Indian Market (As I TC Sunfeast
4. ITC's strong base in the
tu,.rrr.hPastaunder the Maggibrand);
of capturingth" *"rk"t;inoodles unaruruggiiagngto
Ramen'
5. Competitive pricing : Like ToP .

60 lndian Journal of Marketing' April' 2012

} ARKET PBNETRATION STRATEGIBS
i , Promotional campaigns in schools (Focusing on Kids).
2. Advertising Strategies:
a,' B as 2 -Minute,' (Only 2minutes) ;

5.' Mummy, bhookh lagi hai' (Mom, I'm hungry) ;

c,'Fast to Cook, Good to Eat' ;

d.'Tasty bhi, Healthy bhi'
3. Promotions like to advertise Maggi lovers on Maggi packs. There is even an Orkut lFacebook community of Maggi
lovers.
4. Product size: Product available in all sizes to tap the different categories ofconsumers.
5. New product innovations-Yeg. AttaNoodles, Da I AttaNoodles, Cuppa Mania.
6. Provide various promotional schemes like distribution of free samples, free gifts on return of empty packs etc.

GRAPHICAL REPRES ENTATION

1) IntroductoryStage
a. Product: Launched keeping in mind working women & children; Pioneer in instant noodles market; Higher
productioncost.
b. Price: Highrate of failure.
c. Place: Limited distribution.
d. Promotion: Promotion focuses on awareness and information, promoted with the tag line "Bas 2 minute". Higher
promotioncost.
e. Competitors: No competition.
2) Growth Stage
a. Product: Accepted as ready to eat food ; Number one brand in the instant noodles market.
b. Price: Prices normally fall.
c. Place: Wide distribution.
d. Promotion: Promoted with tag line " Good To Eat, Fast To Cook. "
e. Competitors: Entrance ofcompetitors like Top Ramen.
f. Increase in sales & profits , Development costs are recovered
g. Enjoyed around 50% market share (approximate value { 250 crores).
3) MaturityStage
a. Product: Stylistic product changes;Extending product line: dal attanoodles, Maggi CuppaMania, Maggi Chicken.
r. Price: Prices fall; enters 5 markets with affordable prices.
r. Place: Intensive distribution.
l. Promotion: Heavypromotions to dealers and consumers.
:. Declining sales growth & profit.
, Saturatedmarkets.
r) Decline Stage
In 1990s, sales declined due to the growing popularity of Top Ramen; in1997, formulation of Maggi noodles
.
hanged, but customers did not like it.
" Long-run drop in sales.
Failure ofvarious cooking ads.
Competition: Tough competition from Top Ramen.
Elimination ofall non-essential marketing expenses.
lndian Journal of Marketing. April, 2012 61
5) Reintroduction of The Product
a. In 1999, Maggi reintroduced the old formulation of the noodles
to revive sales.

b. Increase in distribution'
c. Focus on other segments other than children & working women'
d. Higher expenses on Promotion.
e. In the year 2000, Maggi became the leader in the branded instant noodles
segment'

FAI LURE CAUS ES (WrrY MAG Gt ATTANO OD LES FAILED ? )

1. lndian psyche : Anew product with a new taste & from a different culture will have difficulty in appealing to the
Indianmarket.
2. Price: Theprice o f Attanoodleswas alittlemorethantheMaggi}minutenoodles.
3. False Cf aims : In October 200g, Nestle aired an advert that Maggi
noodles "help to build strong muscles and bones"'
The BritishAdvertising standards Authority said that it was a false claim.
andE627 '8627 is partly prepared from
4. Not purely vegetarian : Maggi Noodles also contain the additives El50d
Nestle Consumer Services, the ingredient flavour
fish, and is thus is not suitable foi vegetarians. But according to the
i.e. from Tapioca starch.
enhancer- E627 (Sodium Guanylate) is made from a vegetarian source
5.LackofEssentiilNutrients: ThenewMaggiAttanoodleslackedessentialVitamins likeVitaminAandVitaminC'

COMPETITORS OFMAGGI
1. HindustanUniliver's Knon ;
2. GlaxoSmithKlines's Horlicks Foodles ;

3. Capital Foods' Ching's Secret;

4. Indo-Nissin's ToP Ramen ;
5. Big Bazaar's TastY Treat;
5. Wai-Wai by The Chaudhary GrouP;
7. Aditya Birla Retail's Feasters and several other players'

Figure 1 : Michael Porter's Five-Force Model

62 tndian Joirnatof Marketing'April, 2012

 't'FryC|*t*

'OSSIBLEALTERNATWES
+strengthen And UseThe Distribution:NlLshouldfocus ondistributionchannels anduse ofthe distribution channel
r expand its market to Rural India with products iike Maggi targeted to the market. It is the way in which it could
icrease its volume of sales.
, lncrease The Usage Of Maggi Brand Products: Since Maggi Noodles is a market leader, it has to adopt a strategy to
:rease the usage of the product to protect its market share. As it cannot further gtow sales drastically in the same
gment, the only way is to increaseproductusage likeNoodles forbreakfast.
Launch Health Awareness promotion Campaign: NIL should launch Health Awareness campaigns to educate
nsumers about the benefits ofhealth food. It can sponsor health camps, publishhealth information.

UTLOOK
cording to the FICS1 'Food and Beverage Survey' published in February 2006, health foods,
health-food
rplemelnts, convenience foods and branded foods were the 'rapidly rising' segments of
the food and beverage
food products was growing at a healthy rate of around 1 5
ustry. The survey also revealed that the market for branded
,.ni i' the early 2000s. The changing lifestyles and eating habits of Indian consumers and the increasing
this growth. '
:hasing power ofthe growing middle-income group were thought to be the reasons behind
n thougih the demaJfor convenience foods was increasing in India in the
early 2000s, anaiylts said thatmost of
Lndian consumers were still conservative in their food habits, and
gave importance to the perceived health benefits
Noodles, despite their 'health'
aditional food. Therefore, it remained to be seen whether products like Maggi,4//a
s, would prevail in the long nm. India's booming middle class
is still slightly suspicious ofpackaged and processed
q, and it can aflord to be. it often is the household h.lp thut prepares meals, so why pay extra to save
time for your
instant
i one ready-to-eat food that has found its way into the Indian kitchen, though, is Maggi noodles' The
first broughthere by Nestl6 in the '80s started as an after-school snack and have grown up with their
res
- -
lmers to an easy-to-make after-work meal.
tVaggi magic may not continueforever," Ankit Bansal, consultant with Data monitor's consltmer markets. As a
is tryingto
,gii*bri or companies are gunningfor themarket. Aline of noodlesfromHorliclcs cqlledFoodles
-e.customers with interestrngJlavori wnh catchy ndmes like "Ala Masala,"
"Curry in a Hurry," and "Slice of

a flavor that is supposed to taste like pani puri'

. Nissin is even launching its famous cup Noodle brand here with
,,rhile, many of the new grocery-store chains are launching their own in-house brands of noodles' The result
is

,st16 is fightingbackby taking the noodle wars to the countryside'

-
lRE OF MAGGI NOODLES IN INDIA
which has dominated instant noodles for neatly ttfee
:rstant n..dles, foods major Nestle's flagship brand
(GSK) Horliclcs
:, is losing market share on a month\ basis
to newer entrants such as GlaxosmithKline's
Ramen and several other
Hindustanunilever's (HUL) Knorr sow noodles,Big
Bazaar's Tasty Treat,Top
,
players, acc.fding to data W tft murket re*earch
firm\ielsen (a global marketing & advertising research
*rban markets, had
ry). The data shows that Maggrs share
of instant n..dres, oo uo uil-rodia basis, acr.ss
excludingthe
inthe penodbetweenDer.*tuiog to ru\y'10. shares of Magglinstantnoodles,
t consistent\ new c.mpetiti.n'
to g6.5% ftom g0.1./. nry* 2010 a[ over India. Analy$s say with
to expand the {
re\ri product, slipped
ls market share is certain to get rmpacted.
Ho*.n.r, they also say thatNestle has the potential
n
-crore instant noodles category'
estimates, the instant noodle market in India
is worth over {
rding to Ankit Bansal, consultant with D_atamonitor
responsiblefor this growthinclude arise
r_crore and is growin gatarateof over n-ioy"peryear. "Maiyreasons on
parents' Iack of time' and premium placed by consumers
,
number of working professionals tivirg aiay:f'om

*i.rirr*it ai"ti-.r'rooy**'f-'MuggyZOtOlO8l: t accessed on April l0' 20 1 1'

lndian Journal of Marketing 'Apri[ 2012 63

convenientfood options", says Bansalu. One key reason is the ease & speed with which it can be cooked. Growtlr
opportunities for noodles are not restricted to urban areas alone, as several FMCG companies have increased their
reach in the rural markets as well. Nestle is keeping thebtzz alive in both the urban as well as rural markets througli
frequent launches of new flavours at lower price points. The Swiss major obviously wants to have its footprint in botl:
India as well as Bharat. In the last two years, when the urban markets cooled down, the rural markets continued tc'
remain buoyant. High support prices for all large crops, the National Rural Employment Guarantee programme, and
the farm loan waiver have ensured that there is good purchasing power in the rural mafkets. This has begun to drir.e
FMCG companies to villages and small towns.
Analysts highlight the fact of changing snacking needs of people as the concept of 'healthy snacking' is becomingr
popular in India, and consumers are opting for healthier food choices in order to stay fit. Moreover, the factor o1i
increasing competition in the snack food space has also affected Maggi's shares, challenging its long-lived monopoil
However, Maggi's parental company Nestle is planning to expand its operations in the food market with healthier
snack options, and an investment worth { 1,300 crore has been made in the instant noodles' category. Along withr
Maggi, other new entrants have geared up to launch a wide range of healthy snack food packaged in attractive wraps tc
lure more and more consumers. Hence, Maggi will face a cut- throat competition in the coming future from nou
onwards.

CONCLUSION
Good quality and cheaper products can be pushed in the market with systematic strategy and network. Maggi has
around 86.5 per cent market share, down from around 90 per cent a year ago. But private brands like Future Group's
Tasty Treat andAditya Birla Retails'Feasters are making theirpresence felt. Devendra Chawla, Head, Private Labels.
Food and FMCG, Pantaloon Retail, says, "We ltave seen an excellent growthfor our private brand".In Future Group
stores, Maggi is the No 1 sold brand, while Tasty Treat is in the second slot6.
There have been, at different points of time, different competitors who attempted to replacdMaggi from the breakfast
lunch/ dinner bowl, but have, in the long run, failed to do so. Competitors like Top Ramen and others are good for the
occasional change in taste, but it is Maggi that still remains a staple on the dinner table.
Maggi has slumped 5 places to a lowly 33rd position. There's a bigger reason for the fall and that is its unsatisfactorl
performance during the past year with extensions like atta noodles and Maggi Rice Noodles with three variants. These
are efforts by Maggi to affix the health tag to its already tasty image, but the consumer stili has to develop a taste for the
newvariantst.
The company needs to take a number of steps to increase its market share:
1. Conduct promotional campaigns in schools in small towns.
2. Focus on creating distinctive image, based on twin benefits of " Instant " and " Healthy " .

3. Maggi had to offer Pasta as the Indian Pasta market is seeing a huge growth.
4. Maggi must adopt a low price strategy to retain the price conscious segment.
5. Maggi should extend the reach to the rural areas by providing additional offers.

QUESTIONS FOR DTSCUSSTON

Q 1. Discuss the strategies undertaken by Nestle India Ltd. to create and establish a new product category.
Q 2. What measures were undertaken in sustaining the image of a popular brand (Maggi noodles) and the reason
behind the brand extension ofthe same?
Q 3. What strategies were adopted by Nestle India Ltd. in repositioning Maggi noodles?

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64 lndian Journalof Marketing. April, 2012

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lndian Journalof Marketing. A;pril, 2012 65

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