A

PROJECT REPORT
ON
Research based report on Legal Dimensions in
International Marketing submitted to the
Savitribai Phule Pune
University in
Partial Fulfilllment for the award of
degree of Bachelor of Business
Administration
(International Business)
By
"Vedanti Kumbhar"

Under the
guidance of
" "

Through

Shree Chanakya Education

Society’s Indira college of Commerce and Science
(ICCS),

PUNE-411003.
(2022-23)
 DECLARATION

I Vedanti Kumbhar, a student of INDIRA COLLEGE OF COMMERCE

&SCIENCE WAKAD, PUNE hereby declare that the Project Report entitled
“Research based report on Legal Dimensions ininternatinal marketing” is
submitted by me for the partial fulfillment of
BACHELOR OF BUSINESS ADMINISTRATION (INTERNATIONAL
BUSINESS).
This report is an original work prepared by me and it has never been submitted
to any university institution for the award of any degree/diploma.

Name: Vedanti Kumbhar

College Name: Indira college

Place: Pune

Date: 7 December 2022

ACKNOWLEDGEMENT
I am extremely grateful to Savitribai Phule Pune University for having
prescribed this project work as a part of academic requirement for the degree of
Batchelor of Business Administration, International Business (BBA IB)
course. I wish to appreciate the management and the staff of Shree Chanakya
Education Society’s Indira college of Commerce and Science (ICCS), Pune, for

providing state of art infrastructure and resources. I wish to express a special

thanks to my project guide without whose guidance the
project may not have taken shape and a sincere thanks to HOD of the Department
Dr. Thomson Varghese for his continuous assistance and motivation. Finally
I would like to thank all those who have directly or indirectly helped me towards
the execution of this project with full sincerity.

Sincere thanks to all.

Student Name

Vedanti Kumbhar

(TY BBAIB)

Format for Completion Certificate

To Whomsoever it Concern
This is to certify that Mr. /Ms. Vedanti Kumbhar of TYBBA IB Roll no.
71 having specialization in Marketing has successfully completed his /
her project titled Research based report on Legal Dimensions in
International marketing as per the norms of Savitribai PhulePune
University under the guidance of for the academic
year 2022-23
Internal Guide External Guide HOD
/Principal
SR TITLE PAGE
NO. NO
1. Introduction 6

2. Prepare a key skill in running an International Business. 6

3. Prepare a Business plan for selling in International Market 9

4. A report on role of Packaging International Marketing with 14

suitable example of A company

5. Prepare a research-based report on identifying new 17

International Markets for
Indian products a.Comany Profile b.Product Range
c.Domestic Product Market acceptance d.Pricing Range
e.SWOT And PESTEL Findings and Consulsion

6. Conclusion 28

7. Bibliography 29
INTRODUCTION
International marketing is the marketing of products or services outside of your brand’s
domestic audience. Think of it as a type of international trade. By expanding into foreign
territories, brands are able to increase their brand awareness, develop a global audience, and
of course, grow their business.
The complexity of international marketing comes in the details. While domestic marketing
takes place in the same country, international marketing is anything that happens outside that
nation’s boundaries, with a focus on the nuance of speaking to that international audience and
trying to understand the culture, language (where applicable), and customs that may not be
familiar to your brand.
On a brand level, international marketing is an opportunity for wider exposure, product
awareness, and increased sales. Opportunities abroad are countless and tap into a wider
audience than a business has access to if it conducted business domestically and nowhere
else. But a larger aspect of international marketing is the implications it has for globalization
and free trade.

1. Prepare a key skill in running an International Business.

You need more than “hard skills” to succeed in an international business management
role. In addition to your degree, and perhaps some knowledge of a second language
(which is invaluable in this context), you need to be communicative, flexible,
motivated, and empathetic. These are considered “soft skills”, because they are
nontechnical, based on attitude and how you relate to people rather than specific skills
you learn in a classroom.
International businesspeople need the right balance of both in order to survive the
volatile, uncertain, and complex environment that is the global recruitment market.

The challenges you will face as part of an international team can include language
barriers, irregular working patterns, remote management, and problems that occur
hundreds of miles away from where you are located.

It is imperative, if you are considering a career in international business, that you have
the right blend of hard and soft skills to manage all of the above—and more. Let’s
look at the top three skills that are important for success in international business, and
learn how you can develop them further to increase your chances of securing a role in
this field.

1. Developing strategies for market entry There are many ways to enter a market, and
each strategy’s pros and cons must be fully considered, be it direct sales, working
with an agent or distributor, a joint venture with another company, e-commerce,
 or direct investment. In addition, the different languages, cultures, ways of doing
business, consumer preferences, and regulations will play a role in choosing the
optimal market entry strategy. You also need to understand how to market your
products or services internationally. Since every market will have different
expectations and preferences, you need to know the techniques to build a strong
brand and stand out from your competition.
A common strategy if you are looking to involve your business overseas is to limit
your risk by only offering one product or service at a time — perfecting it until it
performs as well as it does domestically, and only then offering a new product or
service. You will find a steep learning curve: the first product you introduce might
take many months to start performing, but you will learn so much about the
differences between business environments that you will have a much clearer idea
of how to launch the second product or service (or whether it is even worth doing so
at all).
You should have an exit strategy in place. What will happen if there is a market
shock? What will you do if the international part of your business suddenly starts
costing a lot more than it’s making? You need to have a clear strategy in place for
how expensive it is to pull your international operations and what the break-even
point is to be able to judge the risk.

2. Communication
Effective communication, in all its forms, is the most important skill for any
businessperson to develop. You need to know how to reach people, both in person
and on paper, and learn when it’s better to listen than to talk. But this is especially
important in international business, because you are commonly working with
distanced teams where there might be a language barrier.

Knowledge of a second language, while not always a requirement for a role in

international business, will often be an advantage. It allows you to communicate with
diverse teams more effectively, and is an attractive skill to hiring managers in global
organizations.

But remember, not all communication is verbal. In addition to maintaining good eye
contact and displaying positive body language—which is important in any
professional setting—international businesses are staffed by people from different
countries, whose cultures may be different from your own.

Eye contact is a very good example of this, because while it is polite to look someone
in the eye while you are talking to them in Europe and the USA, in parts of Asia,
South America, and Africa, it is considered rude to look at someone in this way for
too long.
 Always be mindful of the traditions of the places you’re working in and the people
you are working with. Otherwise, you risk alienating your colleagues or an important
client.

3. Cost-effectiveness
Cost-effectiveness is important in any business, but you can get by with not being
extremely cost-effective at home. Abroad, however, it’s a different story as you will
face countless charges that you could not predict. That’s why it’s important to cut
every expense you can, whether it means setting up a PBX (private branch exchange)
to cut the cost of international phone calls or even staying in a budget hotel on a trip.
For most companies, the biggest difference in business costs between domestic and
international operations comes from logistics and shipping. If you need to ship
internationally, having somebody who knows freight charges inside out is a good
idea.

You should also have a good awareness of financial handling and managing cashflow.
There are many cash-flow issues that can arise when doing business abroad — take a
look at Apple, who in 2017 had $246 billion in overseas cash that they didn’t want to
take back into America as they would have to pay tax on it. You’re unlikely to face a
similar problem, but depending on the country, you might be faced with many
requests for credit extension. If you’re not good at handling cash flows, this can
cripple you.

2. Prepare a Business plan for selling in International Market

An international business plan acts as a framework that identifies goals and

objectives, specific target markets and clients, resources required and strategies to be
developed in pursuit of international business opportunities. The plan allows for the
monitoring of progress via metrics against which success and failure can be
measured. A comprehensive international business plan will be comprised of a
number of integrated strategies related to business functions, including
communications, sales and marketing, finance and production.
What Is an International Business Plan? An international business plan is a valuable
management tool that describes who a business is, what it plans to achieve and how it
plans to overcome risks and provide anticipated returns. It can be used for a wide
variety of purposes, such as to: Set goals and objectives for the organization’s
performance. Provide a basis for evaluating and controlling the organization’s
performance. Communicate an organization’s message to managers and staff, outside
directors, suppliers, lenders and potential investors. Help the planner identify the cash
needs of the business. Provide benchmarks against which to compare the progress and
performance of the business over time. A comprehensive and detailed plan forces the
planner to look at an organization’s operations and re-evaluate the assumptions on
which the business was founded. In doing so, strengths and weaknesses can be
identified.

□ General Principles of Writing a Business Plan

1. Make your business plan user-friendly, easy to read and understand.
2. Use charts and figures along with descriptions and interpretations.
3. Decide who is the reader: bank or investor, and tailor your business plan for
specific purpose. For instance, you should focus on cash flow adequacy for
banks and potential return with payback period for investors.
4. Follow a complete structure to present your business in an organized way. 5.
Include a general market overview / market analysis to show your understanding
of the industry and your business position.
6. Emphasize your business uniqueness, strengths and competitive advantages.
7. Develop realistic but aggressive projections, explain use of fund and expected
payback period.
8. Complete all the sections of a business plan first, then put all the highlights in the
Executive Summary concisely. 9. Review and edit before presenting it.

EXECUTIVE SUMMARY
This is the most important part of your business plan. It provides a summary of the
highlights of your business plan and tells the readers what you want. The length of
this statement depends on the complexity of the business. Although this statement is
put at the front of the document, it is the last section to be written, bearing in mind the
following tips:
Have a concise statement to emphasize the main points of your plan.
*Technical jargons should be avoided.
*Tailor your business plan to suit different use.
When using your business plan to raise finance, highlight the investment / loan
amount required, how the funds raised will be used, how your company is going to
generate sufficient cash flow to service the loan, and / or how your company is able to
generate an acceptable rate of return for investors.

SECTION 1: THE BUSINESS

You have to tell what your business really is, such as the nature and substance, the
type of operation, to whom you sell, how the product is distributed, and the business’
support systems.
You should be specific in showing how you give your business a competitive edge.
When preparing this section, the following points could also be noted:
(1) Mission
(2) Eco-coalition
(3) Attraction
(4) Trade situation
(5) Social relation
This is the core value of the business. Apart from generating profit, how the business
can create betterment of the community could also be considered.
Eco balance and environmental protection is a very popular topic nowadays. Things
like sewage control, recycle fuels could be considered. Label your business green, it
helps. 3 Tell people the niche, selling point of your business. 4 This refers to the
macro-environment of your business. 5 How do you manage to carry out your social
responsibility by being the owner of your business? How do you get involved in the
local community.

SECTION 2: INDUSTRY ANALYSIS

There are two elements to consider in preparing this section: an overview of the
industry and a summary of your business' position within the industry. It helps to
footnote major observations and sources of information for the data provided where
appropriate, to show the reliability of the information.

2.1 Industry overview

You need to understand the industry in which your business operates. Points to cover
the industry include size, major players, the entry barriers, the markets and customers,
the profit margin, the national, economic and technological trend affecting it, any
special regulation relating to it, and its long-term outlook, etc. Factors such as
government policy, capital requirements for the particular industry, switching cost,
changing technology, competitive pricing, existing patents and trademarks, etc, are to
be considered.

2.2 Position in the industry

Whilst the previous section covers the industry as a whole, this section refers more
particularly to your own business. The mostly adopted way of presenting the
company’s position within the industry is by means of an analysis of the company’s
strengths and weaknesses, as well as the opportunities and threats in the external
environment.

SECTION 3: MARKET ANALYSIS

In this section, you need to demonstrate your knowledge about the marketplace you
operate in, as well as the important trends and drivers. It helps if you can show that
you have done the market research to justify what you say in this plan.

3.1 Target market

You need to define the group of customers you want to target, characteristics of this
group of customers such as their gender and income level, the geographic location of
the group, the size of the group, the estimate of your share of this group, as well as
your pricing strategy to achieve this share, and any factors which may cause your
customers to switch to other products / services, etc. You can also indicate whether
the particular market segment is growing or declining. Important trends and the
reasons behind should also be illustrated.

3.2 Market segmentation and positioning

You will need to identify a specific group of customer amongst your target group, and
assess how your product / service is perceived and evaluated as compared to your
competitors.

3.3 Competitor analysis

First of all, identify who your competitors are. For each competitor, determine what
their market share is, and estimate how long before new competitors enter the market.
Identify your competitors’ strengths and weaknesses. If possible, try to understand
your competitors’ operations such as their cost structures, major markets, size, sales,
production methods, etc.
It is not only important to understand why and how a competitor is doing so well, but
also important to know what mistake a competitor has made.

SECTION 4: MARKETING STRATEGY

This section is crucial. It gives a good indication of the business’ chance to succeed. It
refers to your adoption of various means or ways that make your products / services
known to your targeted customers and arouse their interest to purchase your products
/ services. You can start formulating by using 4P’s approach, i.e., product / service,
pricing, promotion and place.

4.1 Products / Services

How do your products / services meet your customers’ specific needs? You can focus
on the uniqueness of your product / service and how customers benefit from using
your product / service.

4.2 Pricing
Is the price that you charge along with the market? Or are they value-for-money? Or
are they charged at a premium that creates a social status that customers enjoy? The
price you charge has to be competitive but still allows you to make a reasonable
profit.

4.3 Promotion
This section describes how you are going to deliver your Unique Selling Proposition
to your prospective customers. Which medium is the most effective way in reaching
your target market? How much do you plan to spend on advertising?
Branding has played an important role in the Company’s growth and is a core strategy
to cultivate loyalty among its customers.
4.4 Place
This refers to the distribution channel, physical or visual, to make your product /
service easily accessible by your targeted customers. You can also consider the costs
associated with the distribution channel, whether the distribution method affects
production timeframe or delivery, etc.

SECTION 5: PRODUCTS AND SERVICES

This gives a description of your products / services and your reasons that they can
fulfill the
needs in the market. Are they innovative? Do your existing products / services have
new features that make them more attractive to users? Do you invent a new
application of the products? Or can you charge the existing products at a much lower
price because you have a way to lower your own cost? These are the cutting edges of
your products /services that are appealing to investors. The statement that you make
should refer to the findings and conclusion you presented in previous section. You
can also classify your products / services into 4 groups, animated by 4 icons,
according to the market growth and market shares: Star, Cash cow, Dog or Question
mark. Star refers to business units with a high market share in a fast growing industry.
Sustaining the business unit’s market leadership may require extra cash. When growth
slows, stars can become cash cows if they have been able to maintain their category
leadership.
Cash Cow is the business unit with high market share in a slow growing industry, and
generates cash in excess of the amount of cash needed to maintain its business.
Investment may not be worthwhile as it may be wasted in an industry with low
growth.
Dog refers to business units with low market share in a matured, slow growing
industry. They typically “break even” and generate barely cash to maintain the
business units’ market share.
Question marks are growing rapidly and thus consume large amounts of cash.
However, as they have low market share and do not generate much cash, they need to
be analysed carefully to determine whether investment is worthwhile.

SECTION 6: ORGANISATIONAL STRUCTURE

You should set out the ownership structure, your management team and the
organizational structure in this section. Backgrounds of key members of the
management team, personnel strategy and details could be included. This is important
as it sets out how the experiences of these key members can help the business to be
successful. The organizational structure provides a basis to project the operating
expenses. Depending on the nature and size of the business, you should determine the
type of personnel required to perform the required tasks and whether there are any
gaps that need to be filled.
SECTION 7: OPERATIONAL PLAN
In this section, you need to describe how the company’s production and operational
management, marketing and human resources management and financial management
are done. This includes who your suppliers are, what alternative arrangements you
have in place if these suppliers let you down, the quality control measures you have
made, etc. You may show that the internal control and risk management systems are
in place. Assessing the risks is also very important. You should consider a range of
what-if scenarios and how you plan to mitigate these risks.

SECTION 8: FINANCIALS
In this section, you need to demonstrate whether your business is financially viable.
Basically, you should prepare three-year projections of the following statements:
Projected income statement, Projected cash flow statement and Projected balance
sheet, Financial ratios and key performance indicators such as break-even, turnaround
time, profitability ratios, payback period, rate of return on investment, liquidity ratios
and stock turnover can also help readers to have a better understanding of your
financial and operational performance. A realistic sales forecast forms the basis for all
your other figures. For every forecast, list all your key assumptions such as prices,
sale volume, timing, etc.
3. A report on role of Packaging International Marketing with
suitable example of A company
Packaging is a marketing issue because a product must arrive in good condition and
because in the consumer market, in particular, the design of packaging can influence
buying behaviour. Thus, packaging can have an important role to play in the
successful entry into a market. Companies can suffer from the two extremes of either
overpackaging or underpackaging their goods. In either case money is wasted.
Generally speaking when shipping by sea or air, successful domestic packaging does
not automatically mean that it will be suitable for the rigours of exporting. However,
if the transportation is to be made by land to a contiguous country then it may well
work, for example, on continental Europe, or between North America and Latin
America. According to Green (1989) 30% of damage to sea going freight is caused by
fire, collision, bad weather and in extreme cases by sinking. Approximately 70% of
loses may be preventable if packaging has been properly researched and engineered.
The key points to understand in relation to the performance of packaging are:

■ The behaviour of each product must be evaluated and understood under the
conditions it will be exposed to

■ The facilities at the destination must be researched: ports of embarkation and

debarkation, points of final delivery, handling equipment and methods used, customs
of the trade, weather, politics, storage facilities

■ The methods of stowage and the location on the carrier (lower hold, deck, centre or
wings); the exposure to moisture (rain, fog, salt water, and condensation); the motions
of the ship at sea (a ship can roll as much as 40% each side of centre, six or eight
times per minute, and as far as 70 feet for top-loaded cargo), surge, pitch, sway,
heave, and yaw

■ Whether the goods are travelling by land, sea or air each shipment is subject to the
local road conditions, trucking, handling, and potentially unknown delays.

According to Green (1989) the five packaging essentials are:

■ The export packaging must meet all of the well thought through and established
criteria

■ The markings (shipper, receiver, port, weights, handling, cautionary, size, count and
country of origin) are of utmost importance. They should clearly identify the contents.
Poor marking can mean misdelivery or non-delivery or it may invite pilferage or
unnecessary damage.

■ Closures or seals can make all the difference between success and failure
■ If there is a weakness, export exposure may find it at the end, and the entire effort
will have failed

■ Export packaging may be more expensive than domestic, but the cost need not be
excessive if researched and planned.

In the 'new economy', electronic technology will allow some companies to use
electronic commerce to replace the cost of shipping a physical product and will
eliminate packaging costs (Richardson, 1999). Thus, music, movies, software, news
and books can now be delivered by technology. Even for those products which will
continue to be shipped by traditional means, there are changes in how they are
packaged because of changing attitudes, brought about partly by the pressure of
environmental groups. The message of reduce, reuse and recycle is getting across,
either voluntarily or by government backed regulations.

The newer technologies are not just changing the way some products can be
delivered, but are also being adopted by shippers of conventional goods as a cheaper
means of communication than phones and faxes, and as a means to track the progress
of the goods both for the shipper and the customer (McGovern, 1998).

The internet has created another mode for the transportation of one of the logistics
key components, namely, information. With the internet, nothing has to be assumed,
as real-time tracking can pinpoint the location of a particular delivery.

Studies of packaging suggest that instead of seeing it as a unique and separate

activity, it should be managed as part of the overall approach to logistics. This point
emerges time and time again; that the business must be seen as a whole with
integrated operations and activities designed to serve the needs of the customer. A
marketing oriented firm keeps the customer in mind even when apparently mundane
elements of, for example, the benefits of corrugated packaging are being discussed.
Richardson (1999) quotes an example of a joint venture between General Motors and
Suzuki in Canada. The company engaged packaging experts to look at its systems.
The company identified significant cost-saving opportunities such as:

■ Reduce expendable packaging by 92%

■ Decrease or eliminate the recurring costs of expendable packaging and related

waste disposal costs

■ Improve cube utilization by 5% per quarter with standardized packaging.

Indirect benefits of these changes were also identified as:

■ Improvements in inventory accuracy

■ Decrease in lifting and repetitive-motion injuries

■ Reduction in quality control costs

■ Reduction in manufacturing time by putting parts at lineside

■ Improvements in floorspace use and the maintenance of a cleaner work

environment.

By adopting these changes the company recovered its initial investment in the project
within 10 months.

Other examples of cost savings as a result of designing more effective packaging

include Kimberly Clark shipped cases with excess headspace. Removing the excess
meant the cases could be packed without crushing, and thus the core of the paper roll
acted as support, meant the overall strength of the corrugated carton could also be
reduced. Reconfiguration of the product within the case can be another simple
solution. In shipping 12 items in two rows of six an opportunity is lost to configure
three rows of four and take advantage of the fact that this shape of a rectangular box
is stronger.
 4. Prepare a research-based report on identifying new International
Markets for Indian products a. Company Profile b. Product Range c.
Domestic Product Market acceptance d. Pricing Range e. SWOT
And PESTEL Findings and Conclusion.

INTRODUCTION: HALDIRAM’S

Beginning of way back in 1941 in Rajasthan

• It was lead by three brothers Shri Moolchand, Shri Satyanarain and Shri
Rameshwar
• Shri Moolchand & his four sons Shiv Kishan, Shri Shiv Ratan, Shri Manohar
Lal, and Shri Madhu
• Shiv kishan established Haldiram’s name in Nagpur

Points Information

Company Name Haldiram

Date of Establishment 1941

Establishment Place India

• Meanwhile Manohar lal Aggarwal and Madhu Sudan had taken Delhi (the
National Capital) by storm with resounding success of Haldiram at Chandni
Chowk & never looked back.
• The brand name HALDIRAM BHUJIWALA was introduced.
• Subsequently reach extended 1958 to Kolkata and further to west India & never
looked back.
• 1983 opened shop in Chandni Chowk, the main hub of commercial centre in
Delhi.
• Prime focus was on sweets & namkeens.
• Encouraged by the tremendous response of Consumers, HALDIRAM decided to
go in for up-gradation in technology, packing, production etc. with installation of
plant & machinery of best available state-of-the-art technology and sophistication.

A) Company Profile

Haldiram is an Indian Multinational company of food. The company headquarter

is in Nagpur, India. It is India’s one of the most popular brand for snacks and
Sweets. Haldiram offers a wide range of Sweets, Namkeens, Cookies, frozen food,
Wraps and many more Indian snacks.

B) Product Range Haldiram’s offers a wide range of products to its customers. The
product range includes namkeens, sweets sharbats, bakery items, dairy products,
chips, pappad and ice creams. However namkeens remain the main area of focus
for the group as it
Founder Shri Shivkisan Agrawal

Net Worth (as on 2019) ₹7,130 crore (US$1.0 billion)

Telephone No. 0120-2400286

Registered Address B 1 /H 3, Mohan Co Operative Industrial Estate

Main Mathura Road
New Delhi – 110044

Email sales@haldiram.com

Company Status Active

Website www.haldiram.com

contributes close to 60% of its total revenues. By specializing in the manufacturing

in the namkeen market the company has created a niche market. The raw materials
used to prepare namkeens are of best of quality and are sourced from all over
India.Haldiram’s customizes its products to suit the tastes and preferences of
customers from different parts of India. It launched products, which catered to the
tastes of people belonging to specific regions. For example it launched ‘Murukkus’
a south Indian Snack and Chennai Mixture’ for south Indian customers. Similarly
Haldiram’s launched ‘bhelpuri’ keeping in mind customers residing in western
India. The company offered certain products such as ‘Nazarana’, ‘Panchratan’ and
‘Premium’ only during the festival season in gift packs. These measures have
helped Haldiram’s compete effectively in a market that is flooded with a variety of
snack items indifferent shapes, sizes & flavors. It has also recently launched biscuits
& cookies.

Product List
Namkeens
200 Gms 400 Gms
1. Plain Bhujia
2. Bhujia
3. Karanchy Mixture
4. Navrattan
5. Nut Cracker
6. Khatta Meetha
7. Bombay Mixture
8. Chana Dal
9. MasalaMoong Dal
10. Moong Dal
11. Boondi Masala
12. Boondi Plain
13. Dal Biji
14. Ghatia
15. Kabli Chana
16. Bhavnagri Sev
17. Aloo Masala
18. Mathri
19. Samosa
20. Bhelpuri
21. All in One
22. Aloo Bhhujia
23. Nimbu Masala
1. Plain Bhhujia
2. Bhhujia
3. Navrattan
4. Khatta Meetha
5. Masala Moong Dal
6. Moong Dal
7. Nut Cracker
8. Dal Biji
9. All in One
10. Aloo Bhhujia
11. Chana Jor Garam
12. Kashmiri Mixture
13. Hara Chiwda
14. Cornflakes Mixture
15. Kaju Mixture
16. Panchrattan
75 Gms
1. Bhhujia
2. Navrattan
3. Khatta Meetha
4. Moong Dal
5. Nut Cracker
6. Aloo Bhhujia
7. Boondi Plain
8. Boondi Masala
9. Nimbu Masala
10. Peanut Salted
11. Masala Moong Dal
30 Gms
24. Long Sev
25. Methi Sev
26. Peanut Salted
27. Peanut Masala
28. Chana Jor Garam
29. Bombay Chana
30. Kashmiri Mixture
31. Cornflakes Mixture
32. Hara Chiwda Mixture
33. Mint Lachha
34. Chilli Chatak Lachha
35. Kaju Mixture
36. Panchrattan
37. Shahi Mixture
1. Nut Cracker
2. Peanut Salted
3. Aloo Bhujia
4. Bhujia
5. Navrattan
6. Moong Dal
7. Khatta Meetha 8. Nimbu Masala
65 Gms
1. Kahmiri Mixture
2. Cornflakes Mixture
3. Kaju Mixture
Sweets Syrups (700 ML)
1. Rasgulla (1 Kg Tin Pack)
2. Jamphal (1 Kg Tin Pack)
3. Cham Cham (1 Kg Tin Pack)
4. Kesar Rasbhari (1 Kg Tin Pack)
5. Kalam Petha (1 Kg Tin Pack)
6. Keasar Ganderi (1 Kg Tin Pack)
7. Raj Bhog (1 Kg Tin Pack)
8. Dry Petha
9. Karachi Halwa (250/500 Gms)
10. Soan Papdi (250/500/1000 Gms)
11. Soan Cake (250/500 Gms)
1. Rose Syrup
2. Khus Syrup
3. Orange Crush
4. Pineapple Crush
5. Lemon Crush
6. Mango Crush
7. Kala Khatta
8. Badam Kesaria
9. Thandai Kesaria
Perishable Sweets
Can Packs
1. Moti Choor Ladoo/Boondi Choor Ladoo
2. Plain Burfee
3. Dhoda Burfee
4. Moong Dal Burfee
5. Besan Ladoo
6. Atta Ladoo
7. Pinni
8. Kaju Gunjia
9. Anjeer Burfee
10. Mix Sweets
11. Mix Sweets 750 Gms
1. Bombay Mixture
2. Aloo Bhujia
3. Cornflakes Mixture
4. Panchrattan
5. Khatta Meetha
Cookies
1. Jeera Cookies (75/300 Gms)
2. Atta Cookies (75/300 Gms)
3. Ajwain Cookies (75/300 Gms)
4. Coconut Cookies (75/300 Gms)
5. Butter Badam Cookies (75/300
Gms)
6. Kaju Pista Cookies (75/300
Gms)
7. Choco Chip Cookies (75/300
Gms)
Gift Packs
1. Namkeen Nazrana
2. Sweet Spicy
3. Meetha Chatpata
4. Thoda Sa Meetha Thoda Sa Namkeen
5. Meethe Meethe Pal Ready To Eat Food
6. Double Mazaa 1. Panipuri (340 Gms)
2. Bhelpuri (160/320 Gms)
Pickles Chips
1. Mango Pickle (400/1000 Gms)
2. Lime Pickle (400/1000 Gms)
3. Chilli Pickle (400/1000 Gms)
4. Mix Pickle (400/1000 Gms)
1. Classic Salted (400/1000 Gms)
2. Pudina (400/1000 Gms)
3. Peprica (400/1000 Gms)
4. Mast Masala (400/1000 Gms)
5. Takatak (55/120 Gms)

Namkeens: Savouries or namkeens, as they are known, is where the Haldiram’s

story began. Savoury snacks have been a part of Indian food habit since ages. They
are normally consumed at teatime. The variety is almost mind-boggling with
specialties from all regions, which have gained national acceptance. The company
has a team of experienced Bikaneri namkeen makers who employ techniques that
have remained unchanged for over two hundred years. They use the most high
quality and original ingredients. So much so, that even the spices are grinded in
special spice grinders to give that original Bikaneri flavour which no one else can
deliver. Small wonder then that, they have managed to capture a lion’s share of the
market. And today
“Haldiram’s” is a name synonymous with authenticity in namkeen’s.

Sweets:
Sweets, which is must for some, an indulgence for others; and for Haldiram’s
another area to establish its superior quality. Haldiram’s sweets have found their
way into millions of households and left behind an after taste of great satisfaction,
which is not surprising because all the sweets here are made traditionally, by expert
cooks using the freshest and purest ingredients each day. After which they are tested
for quality and taste. Haldiram’s sweets are known for their range too. Delicious
sweets like Rasgullas, Jamphal (GulabJamuns), Raj Bhog, Nargisi Rolls, are hot
favourites among people in India and across the world. The fact that Haldiram’s
sweets are packaged and tinned in mechanized plants, which gives them a long shelf
life of about 12 months, is also of great significance.

Syrups
Imagine a hot summer day and a tall glass of chilled orange crush to cool you
down.
Or a glass of hot badam milk for a cold winter night. Sounds delicious, doesn’t it?
And Haldiram’s range of crushes and sherbets are another fine example of its plan
to diversify and be present in every sphere of the food market.

C.) Domestic Product Market acceptance

Haldiram crossed the $1 billion sales mark in India after business doubled over the
past four years, with consumers increasingly preferring packaged namkeen over
western snacks.
Haldiram is not just a household name in India, its wide range of products,
comprising more than 400 varieties of namkeen, confectionery and ready-to-eat
food now sell across 100 countries.

Today, Haldiram commands leadership position across the industry’s different sub
segments – 37% share in traditional snacks and 23% share in salty snacks. About
85% of its revenues comes from packaged foods.In the last financial year, the
company reported a revenue of more than INR7500 crores approximately and plans
to invest approximately INR300 crores in the coming months for capacity
expansion and acquisitions.

D.) Pricing Range

Haldiram’s offers its products at competitive prices in order to penetrate the huge
unorganized market of namkeens and sweets.
*The company pricing strategy has taken into consideration the price conscious
nature of consumers in India. Haldiram’s has launched namkeens in small packets
of 30 grams, priced as low as Rs. 5. The company also launched namkeens in 5
different packs with prices varying according to their weights
*The prices also vary on the basis of the type of namkeens and the rawmaterials
used to manufacture it. The cost of metallized packing also has an impact on the
price, especially in the case of snack foods.
*The company revises the prices of its products upwards only when there is a
steep increase in the raw material costs or if additional taxes are imposed.
*The Haldiram Restaurants have a price range which starts from 14rs upto 840rs.

E.) SWOT and PESTEL analysis

1. SWOT analysis of Haldirams.

SWOT acronym – Strengths, Weaknesses, Opportunities and Threats. This tool
helps in simplifying the complex strategic problems by reducing information; this
can be use as initial tool to help decision making for marketing strategy. This tool
provides internal strength and weakness of the company. For entering foreign
market this tool will help in providing information about Haldirams current
positioning and strengths.
Strength of Haldirams is their brand awareness and brand recognition. Company
already exports its product to more than 40 countries including UK. Packaged
products are available in big names like Tesco and Asda. Supply chain is extreme
strong ensuring the product availability. Weakness of the company is small
investment in advertising which can be possible threat while entering foreign
market. Advertisement helps in building consumer loyalty it also help in increasing
sales through pervasiveness. Opportunities for Haldirams is entering foreign market
in restaurants as demand of product already exists internationally due to high
number of Asians in different countries. Threat for Haldirams is consumer
behaviour towards unhealthy products, in UK consumers are more attracted towards
healthy food, and it resulted big chains like McDonald’s to launch low-fat products
in their menu.
SWOT has its own limitations like for company, distinct actions are essential to
differentiate between weakness and competitive strength, for Haldirams there
weakness can be transformed into potential strength while entering new market.
Another issue related to SWOT is that there is no numeric calculation or data
available which can help in statistical formation of results.
2.Segmentation
Market segmentation is important to recognize between geographical areas as well
as between particular areas within local markets. For service industry segmentation
can be done on basis of Demographics, Geographic variables and behaviour pattern,
Demographics is done on the basis of Age, Income and gender, for behaviour is it
level of satisfaction and recommendation intention.
As Haldirams is Indian cuisine serving restaurant first segmentation will be done
on the basis of Demographics that is Ethnicity and Race that is Asian, highest
number of Indian food sales is in London On basis of Geographic variables the
region having highest sales in Indian cuisine is London and having maximum
number of Indian restaurants in UK. On Basis of behaviour variables a natural
instinct of Indians to eat Indians food and as already designated Englands’s
favourite “Chicken Tikka” have a high brand royalty.
3. Targeting
Targeting is selecting a target market out of potential segments and prioritizing them
The main factors on which selection of segment is based are size, accessibility,
responsiveness, actionable and pertinence.
As per TARPARE model for Haldirams Targeting should be undifferentiated
targeting where they should target all the segments as all concentrated at London
and hence targeting the entire segments will be recommended. Decision Tree
Analysis (DTA) is used by many researchers, for analytical methods DTA enables
to differentiate different customers into target segments.

TARPARE
T : The Total number of persons in segment
AR : The proportion of At Risk persons in the segment
P : The Persuability of the target audience
A : The Accessibility of the target audience
R : Resources required to meet the needs of the target audience E
: Equity, social justice considerations.

4. Porter’s Five Forces Analysis

1. Threats of Substitute Products
Threat of substitute products is very low in this Indian restaurants sector because
it’s cuisine and rest of 9500 restaurants serves the same food.
2. Threat of Powerful Buyers
Restaurants are more dependent on fair price to quality, if Haldirams is able to
achieve high quality with hygiene and considering healthy food factors buying
power will be low . 3. Threats to supplier power
Major supplier for restaurants is raw material and liquor suppliers, for sustainable
business strategy for long term Haldirams need to concern about this factors as any
agricultural issues or new liquor laws can change result in increase in supplier
power.

PESTEL Analysis

PESTEL stands for Political, Economic, Social, Technological change,

Environmental and legislative framework. PESTEL represents the factors of the
country hence by linking the demand side of the product to the country factors,
equilibrium position can be obtained for the demand and supply side of Haldirams
The synergy between PESTEL and SWOT(appendix) gives a broad and more
precise analysis of complex framework and its multidimensional communication
with the environment.

1.) Political Factors

This is that part which is directly controlled of influenced by government. Factors

like taxation, legislation, health and food regulations, food standards etc. Some
Economic factors like licences and inspection by Health and Food Ministry
departments comes under this.
Excise duty on importing spices to UK is 12.5% with 0% sales tax, when compared
to India any import of spices will cost 30% direct excise duty with additional taxes
For any food or drinks business VAT(value added tax) is 20%. Corporation tax over
company’s profit is 20% if the profit is less than 300,000 and if more than that it is
21%. For Haldirams as it not UK based company the corporation taxes will be on
the only from the operating activities in UK.
UK government also provide grant for any business that promotes the agricultural
products, they provides up to 60% of the programme fund. As India is acceptable
country in list so for Haldirams to start their own farming for their restaurants this
grant is significant.

2.)Economical Factors

Factors like GDP, Interest rates, employment, inflation, encouragement for foreign
investment are main components affecting a business in a new country GDP of UK
increased by only 0.3% while expectations were of 0.5%, but however considering
service sector GDP has grown by 0.5% which is considerable for restaurant business
(Romeo, 2015). Increase in interest rates in UK will be slow as told by Governor of
Bank of England, current rate of Interest on business loans is 5.9% pa, and rate of
increase will be 2.25% now as compared to half of the historic average.
Unemployment ratio has fallen down to 5.5% till March 2015 while previous year
it was 5.6%, additionally annual wage growth rate will be steady of 1.7% .Inflation
is currently 0% in UK, while considering that inflation affects consumption lower
inflation promotes consumption and hence notable for restaurants.

3.)Social Factors or Customer analysis

Important factors to be considered are demographics eating behaviour, how often

consumers eat in restaurants.
In UK, citizens of London eats over 31 times a month which is 11% increase since
2011, while in south-west the lowest growth occurs just over 15.6 times per month
which is increased by only 2% .Liquor is essential part of restaurants in UK market;
average person expense on drinks is £15.6 accounted in June 2012. All restaurants
having dine in facility servers alcoholic drinks, so for Haldirams which is till yet
non-liquor serving restaurant in India this consideration is important.
While considering religious and culture diversity in London, it is having almost
every religion. Christianity 52.9%, Muslims are 13.5%, Hindus are 5.5% and Sikhs
are 1.7%. Restaurants in India under Haldirams name are vegetarian and while
entering UK market and in London serving non-vegetarian is also important
observation.

4.)Technological Factors

Entire hospitality industry is seen as least concern for technological investments,

due to specific reason for cost cutting, in restaurant industry IT is concerned more
as back office support.
In UK consumers decision for restaurants is biased by media and internet sources.
For Haldirams it will be necessary to make its presence online and on websites that
give reviews about restaurants. Advancement in technology has resulted in
automatic tracking system for menu, so to keep update as soon as item sold. Kitchen
display systems for tracking order, apart from these Table-management systems are
most advanced and influencing development, for example software like
RockSystems ProHost provides very effective table-management system. This
service provides management of wait list and table availability. Production support
systems are also now very important (like EATEC) which helps in sales forecasting,
secluding of work force, planning of production etc.

5.)Environmental factors

Use of natural resources in food industry is higher than other industry in UK, nearly
14% energy and 10% water consumption of total industry usage. Carbon emission
by food industry is around 20% and waste is 10% and additionally 25% usage of
heavy goods vehicle is contributed by this industry(Gov.uk, 2011). London
Business Exchange provides EcoVate Business Toolkit(Lsx.org.uk, 2015) which
allows business to evaluate and identify methods to reduce environment impact. In
UK Landfill tax is in placed where higher rate is £82.5 per tonne waste and lower
is £2.5 per tonne(Ukbudget.com, 2015), so for Haldirams their food packaging and
recycling scheme need to be effective to reduce waste.

6.) Legal Factors

Food inspection is very vital part in restaurant industry in UK, hygiene and safety
is priority hence laws are there for routine inspection and inspection on complains.
Restaurants necessarily have to be covered with Food Hygiene Rating Scheme.
Allergy laws has been introduced by Food Standard Agency(FSA) with DEFRA,
this laws states that restaurants need to provide subtle elements of the menu items
that contain the EU 14 allergens inside of the dishes they serve.

7.)Cultural Analysis

Culture is extreme complex and it is multidimensional phenomenon which is not

simple to define.
For any business trying to enter new market cultural analysis is necessary as firms
need to change the way they do things at home and what they need to do in host
country. For Haldirams their mode of entry which in many ways is dependent on
cultural differences. Culture impact on consumer’s decision making and buying
behaviour is significant so it may affect the consumption. Marketing mix of
company will be dependent on the host country culture.

Conclusion

There is already developed market for Indian restaurants in UK, however demand
of Haldirams products exists in UK which provides and upper hand due to brand
awareness. While there is strong competition present in London on the other hand
lack of any major Indian restaurant chains is also considerable. Haldirams can enter
UK market using Business format franchising and consider all the benefits that
government and European Union provides. This analysis suggests that success of
Halridarms restaurants in London is high but the fact that all analysis has its
limitation and none of them are 100% accurate. So decisions should be based on
generic strategies of company allying with companies vision and mission statement.

SUGGESTIONS
After completing the research work I came up with the following suggestions that
the brand could try to work on for better future
growth and capturing more market shares and for staying the market leader for a
little longer -
Brand should try to tap market of health-conscious people by experimenting
with more kind of baked snacks.
 More products should be launched to tap kid segment apart from Halke-Phulke
2019, Haldiram’s surpassed PepsiCo and captured highest market share in snacks
industry but COVID 19 has impacted sales for various reasons.
Brand should work on retaining their share and gaining back the confidence of
their consumers.
It can focus more on advertising to boost sales like Bikaji-Bhujia.
As brand has a POD because of availability of local flavors, it can launch some
fusion snacks with international flavors too.
CONCLUSION
There is high awareness level for different Halidram’s Products amongst the
retailers. Market share of Haldiram namkeen is more than double of its competitors.
From the data it’s quite clear that while promoting any brand the foremost
considerations are good demand & margins followed by regular supply and next
comes brand names. Average annual sale come out to be highest for Haldiram’s
namkeens followed by Lehar, Bikano, local brand like Namkeens, Raja, Shammi,
Tingle, Shah, Aone, Rajsi, etc. Margins as revealed by retailers are highest for local
brand followed by Lehar, Bikano and Haldiram’s in that order.
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