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    Why Danone Failed in India: Group 8 Sebin John Michael Sumanapriya Saride P. Mohith Vimal Bijoria Shivendra Singh Chouhan

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    Danone entered the Indian dairy market in 1986 by acquiring General Biscuit but exited in 2007 when its partnership with the Wadia Group ended. Danone struggled to gain market share due to a dysfunctional supply chain, an immensely fragmented producer base, and lack of customization to Indian tastes. While Danone had brand value and innovative products from being a global leader, the Indian market presented challenges from established local cooperatives, diversity in tastes, and cold storage issues.

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    Why Danone Failed in India: Group 8 Sebin John Michael Sumanapriya Saride P. Mohith Vimal Bijoria Shivendra Singh Chouhan

    Uploaded by

    PalPepes Carding
    118 views13 pages
    Danone entered the Indian dairy market in 1986 by acquiring General Biscuit but exited in 2007 when its partnership with the Wadia Group ended. Danone struggled to gain market share due to a dysfunctional supply chain, an immensely fragmented producer base, and lack of customization to Indian tastes. While Danone had brand value and innovative products from being a global leader, the Indian market presented challenges from established local cooperatives, diversity in tastes, and cold storage issues.

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    Group 08

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    Danone entered the Indian dairy market in 1986 by acquiring General Biscuit but exited in 2007 when its partnership with the Wadia Group ended. Danone struggled to gain market share due to a dysfunctional supply chain, an immensely fragmented producer base, and lack of customization to Indian tastes. While Danone had brand value and innovative products from being a global leader, the Indian market presented challenges from established local cooperatives, diversity in tastes, and cold storage issues.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    118 views13 pages

    Why Danone Failed in India: Group 8 Sebin John Michael Sumanapriya Saride P. Mohith Vimal Bijoria Shivendra Singh Chouhan

    Uploaded by

    PalPepes Carding
    Danone entered the Indian dairy market in 1986 by acquiring General Biscuit but exited in 2007 when its partnership with the Wadia Group ended. Danone struggled to gain market share due to a dysfunctional supply chain, an immensely fragmented producer base, and lack of customization to Indian tastes. While Danone had brand value and innovative products from being a global leader, the Indian market presented challenges from established local cooperatives, diversity in tastes, and cold storage issues.

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    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 13

    Why Danone Failed in India

    Group 8
    Sebin John Michael
    Sumanapriya Saride
    P. Mohith
    Vimal Bijoria
    Shivendra Singh Chouhan
    INDIAN DIARY INDUSTRY
    UP,RAJASTHAN AND
    GUJARAT
    VALUE OF INR 9168
    BILLION
    ORGANISED AND
    UNORGANISED

    CAGR OF 14% B/W


    2018-23
    INCREASING
    URBANIZATION,INCOM
    E AND HOTELS

    19% MARKET SHARE LACTALIS,FONTERRA AND


    DANONE
    PHASE-1:DANONE’S ENTRY AND EXIT IN
    INDIA

    1900 1986 1900 1995 2001 2007


    DANONE ACQUIRED DANONE ABI HOLDINGS BRITANNIA PARTNERSHIP
    STARTED AS GENERAL BECAME WAS JOINED HANDS ENDED WITH
    YOGURT BISCUIT FAMOUS IN ESTABLISHED WITH WADIA GROUP
    BUSINESS EUROPE FONTERRA
    PHASE 2

    Danone

    Narang Hospitality
    Danone Narang Beverages

    Narang Access is a sales and distribution venture


    Why Joint Venture Ended ?
    PHASE 3
    Brand is Retailed Through
    STRENGTH WEAKNESS OPPORTUNITY THREAT

    Large Financial Leverage Dysfunctional Supply chain Brand Value Diversity in taste

    Most Innovative Product Lineup Immensely fragmented Diversification of portfolio Established Cooperatives and
    producer base MNCs
    Familiarity to the Industry Growing middle class.
    Lack of Customization Cold Storage issues.
    Quality of products
    .
    STP
    Segmentation:

    Geographical Demographical Psychographic

    Focus on urban areas. Age 22 - 30 years. Urban Youth.


    Targeting and Positioning
    Targeting
     High disposable income
     Urbanites
     Health conscious

    Positioning
     Related to Indian ethos
     Nutritionally better
     Pricing at par with
    competitors
    Marketing Mix

    Promotion
    Product Place Price Parents as their
    main target
    The leading yogurt audience. A
    makers of the campaign included
    world Danone’s A great network of TV, Print, Radio, on-
    Followed a high distributors ground activations
    local unit. Greek
    Yogurt space pricing marketing
    mix strategy
     360-degree
    $931 million Cup at Rs.35
    Thank You

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