The size of the market for chocolates in India was estimated at 30,000 tones in 2008. Bars of moulded chocolates (like dairy milk, truffle, amul, milk chocolate, nestle premium, and nestle milky bar(comprise the largest segment, accounting for 37% of the total market in terms of volume. The count segment (which as brands such as 5 star, perk, kitkat and picnic) is the next biggest segment, accounting for 30% of the total chocolate market. The count segment has been growing at a faster pace during the last three years driven by growth in perk and kitkat volumes. Wafer chocolates such as kit kat and perk also belong to this segment. Panned chocolates accounts for 10% of the total market.
The chocolate market is primarily dominated by cadbury and nestle, together accounting for 90% of the market.
[...] Our immediate suggestion to Nestle is to consider the cyber café revolution as an opportunity Tie-ups with Satyam info way / or any other national player Distribution through Nestle channels itself Advantage of co branding with Satyam Restaurants can also be considered as a huge potential out-of-home consumption channel. Upcoming retail outlets like Barista or even Nirulas can be huge business opportunities. Nestlé's own cafes already stock Kit Kat abroad, and co promotions with Nescafe Coffee and Chocolate, should be continued. [...]
[...] Munching a chocolate gives them the feeling of doing something on their own and not being entirely dependent on an external factor. Findings of the study Profile of the respondents 39% female 70% school students 30% college Median pocket Money (weekly) Rs 200/- Average Pocket Money Rs 425/- Adequate care was taken to get the respondents from the correct set of school and colleges that belong to the medium and low medium segment in terms of educational standards and the financial position of the students. [...]
[...] Again, a chocolate contributes to the feel good need, but CDM leads there. Therefore, the positioning platform may be modified and the communication strategy adjusted to include the kind of breaks that Kit Kat would want to address, in order to grow. These breaks, can add to the ‘time pass' need that it already satisfies, and thus provide a platform for growth. Associations with ‘Breaks' UNAIDED Associations Figure:Unaided Associations with (Only the top 4 associations have been considered, therefore base is not 100%) This was unavoidable and hence, the figures may have to be adjusted to compensate for the same. [...]
[...] Therefore the implication is that it is not only necessary to have an association with break, but also Kit Kat should be strongly associated with all activities that you do during a break, to fully capitalise on the business opportunity. Therefore if an association hierarchy is to be built, The first part has been achieved; it is the second part that should be covered now. This will help Kit Kat to capture a larger segment and gain enough volumes and associations to take on CDM. [...]
[...] Loyalty levels and Switching Patterns Switching All brands Our study regarding the loyalty and the purchase behaviour of the customer revealed the following results: 45% people switch brands if favourite chocolate is unavailable The reason for switching to another brand is quite often because of availability. The interesting thing is that Kit Kat is the second choice for most people This could mean two things, depending on how things are looked upon. Kit Kat is distributed well, so it is present in more outlets and hence the second choice The visibility of Kit Kat may be lesser, because if brand selection is impulsive based on visual cues, then Kit Kat is only second in the consideration set for most consumers. [...]
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