DECLARATION

I student of RAJ SCHOOL OF MANAGEMENT SCIENCES, BABATPUR, VARANASI of

MBA IV semester, hereby, declare that the Research Project Report having the title. TALENT

MANAGEMENT IN CADBURY.

It is outcome of my own work and the same has not been submitted to any university\College\

Institution for the award of my degree.

 PREFACE

The human resource professionals are the cornerstone of any organizations. They not only solve

business problems today but also participate in strategic aspects of the organization; talent

management is one of them.

Formulation of a talent management strategy is the responsibility of the HR function. This is

often done in consultation with the business function. Be it talent mapping and planning or

performance, recruitment and retention the human resource professionals of the day are seeking

out ways to streamline and integrate their functions with the broader business functions.

Talent management is an organization's ability to recruit, retain, and produce the most talented

employees available in the job market. Talent consistently uncovers benefits in these critical

economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and

market capitalization. Having good talent management is when one has good skills, knowledge,

cognitive abilities, and the potential to do well. Talent management is also an important and

necessary skill for people in the workforce to acquire. Finding good and talented people is not a

hard thing to do, but making sure that they want to stay working for the same business is the

challenge. If someone has so much talent and they are good at what they do, businesses will want

them to stay and work there forever. However, most of those people are either satisfied with the

job they have, or they go out and look for better opportunities.
 ACKNOWLEDGEMENT

Management is a profession wherein no work can be accomplished without the help and

assistance of a large number of people, be it your superiors or subordinates. A good manager is

the one who knows how to get the work accomplished with the help of his colleagues. As future

managers, we are taught to practice such behavior at every step. This project is also a part of it.

My sincere thanks to Mr. RAHUL SINGH Director of RAJ SMS Varanasi, and the Guide of the

Project SAKSHI TRIPATHI, for initiating and guiding the project with attention and care. She

has always been available for me to put me on track from time to time to bring the project at its

present form.
CONTENT
Sr. No. TOPIC Pa
ge
No.
Chapter 1  INTRODUCTION
 KEY BUSINESS PROCESSES
 TALENT MANAGEMENT / TRADITIONAL HR
APPROACH
 THE FOCUS OF TALENT MANAGEMENT
 KNOWLEDGE MANAGEMENT

Chapter 2  COMPANY OVERVIEW

 INTERESTING FACTS OF CADBURY
 HISTORY OF CADBURY
 CHALLENGES OF CADBURY
 CADBURY ASIA
 PRODUCT AND SERVICES
 CADBURY ADVERTISING TIMELINE THEIR PRODUCT
 PRODUCT OF CADBURY

Chapter 3  LITERATURE REVIEW

Chapter 4  NEED OF PROJCET

 OBJECTIVE
 PROBLEM IDENTIFICATION
Chapter 5  RESEARCH METHODOLOGY

Chapter 6  FINDINGS

Chapter 7  RECOMMENDATION
 CONCLUSION
Chapter 8  BIBLIOGRAPHY
 CHAPTER 1

INTRODUCTION
 INTRODUCTION

This new age economy, with its attendant paradigm shifts in relation to the human capital, in

terms of its acquisition, utilization, development and retention, has placed a heavy demand on

today’s HR professionals. Today HR is expected to identify potential talent and also

comprehend, conceptualize and implement relevant strategies to contribute effectively to achieve

organizational objectives. Hence a serious concern of every HR manager in order to survive this

‘War for Talent’, is to fight against a limited and diminishing pool of qualified available

candidates to replace valuable employees when they leave, dramatically underscoring the

difficulty to attract, motivate and retain the best employees in an organisation. To analyze the

reasons, we first need to understand what “TALENT” means. People have different views and

definitions. According to Leigh Branham, vice president, consulting service at Right

Management Consultants and author of the book, “Keeping People Who Keep You in Business”,

a talent is not rare and precious. Everyone has talent – too many to possibly name all. Talent is

behavior; things we do more easily than the next person. We speak of “natural born talent” but

those with a gift, knack, ability or flair for something can refine and develop that talent through

experience. Talent, however, cannot be taught. As someone once said, “you can teach a turkey to

climb a tree, but it is easier to hire a squirrel”.

Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent can be best described as a

combination of abilities and attitudes. The real trick is to match the right motivated talents to the

right role, individually and collectively, harnessing and harmonizing this crucial attribute to

achieve the objectives of your company.

Today, companies have become fiercely competitive when it comes to attracting and retaining

talent. According to Branham, 75 per cent of the senior executives admit that employee retention

is a major concern today, the obvious reason being the ‘increasing rate of turnover’. This

dynamically changing and volatile demand-supply equation with such erratic attrition trends and

cut throat competition has led organizations to focus on mechanisms pertaining to attracting and

retaining talent. It is an accepted truth that turnover will happen and companies need to devise a

strategy to curb unprecedented turnover from affecting organizational success.

As the Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George declares, achieving zero

percent turnover is neither realistic nor desirable. People tend to seek change for a variety of

reasons—more money, better benefits, the appearance of a greener pasture- and this has been a

practice from the very beginning. Then, what is it that has really changed?

Despite intense competition being the key to market development and success, organizations

have failed to identify some of the major reasons which highlight why ‘good performers’ leave.

In his study, Branham clearly states that one major reason why people leave their organization is

because of the organization’s failure to bring about a correlation between pay and performance.

Human Resource experts in the industry believe matching the right blend of talent with the right

job profile can lead to superior performance.

The present scenario with abundant opportunities has triggered a wave of employees, perpetually

“on the move”, forever seeking better opportunities whenever, wherever and however they can.

What is behind the restlessness of these hard to keep employees? By focusing on productivity,

organizations are realizing that it is imperative to hire employees who can do the job and be

successful at it. The organization no longer wants to just hire to hire, in fact they are striving to

find the right people, bring them into the organization and retain their services. One of the

critical functions of HR is a sound Human Resource Planning through which they are able to
project the demand for human resource and thereafter formulate strategies for acquiring them. As

the leading HR heads of the country point out, the solution is not just about finding the correct

retention mechanisms, but it starts from the very beginning by devising ways to acquire the right

people for the right jobs.

Key Business Processes

The following matrix appropriately defines key business processes for an organization:

Vision
Mission
Strategy

INPUT

Structure
Roles
Competencies required
(Selecting and developing)

TALENT MANAGEMENT

Knowledge

Tapping the full potential

OUTPUT

Breakthrough Performance
 Talent Management v/s Traditional HR Approach

Traditional HR systems approach people development from the perspective of developing

competencies in the organization. This can actually be a risk-prone approach, especially for

companies operating in fast evolving industries, since competencies become redundant with time

and new competencies need to be developed. Thus, over time, the entire approach to

development of people might be rendered obsolete calling for rethinking the entire development

initiative.

Talent management on the other hand focuses on enhancing the potential of people by

developing capacities. Capacities are the basic DNA of an organization and also of individual

potential. In fact, the following appropriately describes the role of talent management:

D N A

Point of Departure Navigation Point of Arrival

Clear understanding of the

Translating organizational varied roles within the
Aligning individual
vision into goals and mapping organization and appreciation
values and vision with
the required level of capacities of the value-addition from self
organizational values
and competencies to achieve and others leading to building
and vision
goals a culture of trust, sharing and
team orientation

Individual growth to meet and

Assessment of talent to profile Enhancing capacities to
accept varied, incremental and
the level of capacities and set of learn, think relate and
transformational roles in an
competencies possessed within act through
overall scenario of
the organization development initiatives
acknowledged need for change

Gap analysis and identification Helping individuals Developed individuals

of development path realize their full enabling breakthrough
potential through
 learning and
performance
development

The focus of talent management

At the heart of talent management is developing the following intrinsic human capacities:

1. Capacity to learn (measured as learning quotient LQ)

Enhancing an individual’s capacity to learn improves the person’s awareness. It adds to the

person’s quest to know more and delve into newer areas. This capacity is developed by holistic

education that teaches how to learn, an enabling environment and good mentoring. Capacity to

learn comprises of the following:

 Introspection is the individual’s willingness to look back and learn ability to learn from

mistakes and identifying areas of improvement.

 Reflection and contemplation is the individual’s ability to observe his own thoughts,

actions and emotions/feelings and using the awareness to improve further and perform

better.

Getting into the flow is the individual’s ability to get into a new experience and flow with the

experience. It is the person’s child-like ability to derive joy out of learning.

2. Capacity to think (measured as conceptual quotient CQ)

An individual’s quest to know more leads his mind to create images. Enhancing an individual’s

capacity to think helps the person not only takes learning to a higher level of intellect but also

improves creativity. Capacity to think comprises of the following:

Analysis
To Judgment
Think
Creativity

 Analysis is about asking the right questions and breaking complex things into simpler

elements.

 Creativity is about generating new thoughts and breaking the existing patterns of thought.

 Judgment requires both. This is what helps an individual take quality decisions.

3. Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and thoughts. This leads the

person to be able to relate to other individuals and the environment around him. The outcome is

indeed a sense of belongingness and an environment of trust at the organizational level and team

spirit at the individual level. Capacity to relate comprises of the following:

Empathizing
To Trust
Relate Listening

 Listening is the individual’s ability to listen with warmth and respect. Active listening is

free of biases, evaluation and pre-conceived notions.

  Empathizing is the ability to put self in someone else’s shoes and getting out of one’s

own shoes.

Trust requires a combination of both empathizing and listening. It is about authenticity,

openness and genuineness.

4. Capacity to act (measured as action quotient AQ)

Action is how the above three capacities of an individual are manifested. It is the individual’s

ability to enact his intentions. Following are components of capacity to act:

Organizing
Work under pressure
To
Act
Implementing

 Organizing refers to the individual’s ability to organize his time and resources so as to

enable him to convert intentions into reality.

 Implementing means delegating, attention to detail, and focus on the right process.

Perform under pressure means the ability to work under pressure and time constraints and handle

multiple tasks without negative stress.

The individual’s values help in discriminating amongst alternatives and act as the bedrock for

decisions. They act as multipliers in enhancing the individual’s capacities, a sigma of which

reflects the individual’s true talent.

Thus:

(LQ + CQ + RQ + AQ) X Values = Talent

Organizations provide individuals the opportunity and space for physically manifesting their

talent into performance for achieving individual and organizational vision. Talent manifests into

performance as follows:

Talent

Vision/Mission/Strategy

Skills & Competencies

Role & structure

Opportunity

Encouragement & Recognition

Training & Development

Coaching

+
 Action Plan & Goals

Resources

Performance

Management

System

Performance

Thus the domain of talent management focuses not only on development of individual’s intrinsic

capacities, but also on culture building and change management to provide the other elements

listed above for manifestation of talent into performance.

The service and consulting areas of talent management that thus emerge are:

 Talent appreciation

 Potential enhancement

 Acquisition of talent

 Knowledge management

Grow Talent offers services in all the above areas. Grow Talent’s offerings are based on the

models discussed above and follow a unique methodology.

Talent appreciation (TAPTM)

TAPTM services from Grow Talent are focused on assessing the way individuals learn, think,

relate to others, and act. Tap is used to evaluate the capacities, competencies and values of

individuals for assessment of potential for career development and succession planning.

This is intricately linked to helping organizations map their capacity and competency

requirements and then assessing talent to draw up individual development plans. The talent

profiling thus done for organizations helps them identify critical competencies to be developed

and capacities to be enhanced in order to meet future business requirements and achieve plans.

Potential enhancement (PEPTM)

The focus of PEPTM is to create learning experiences and solutions for individuals that will help

convert their talent into competence. It also involves designing learning events and processes

that enhance the potential of individuals.

Two intrinsic components of Grow Talent PEPTM are:

 Capacity building modules - which focus on enhancing the four capacities of individuals

 Competence building modules – which focus on specific areas like consulting skills,

problem solving, and service quality, strategic selling, process designing, interviewing

skills, etc.

Acquisition of talent (ACTTM)

Grow Talent’s approach to helping organizations acquire talent is based on the following:

 Helping organizations define roles for specific leadership positions based on 'preferred

futures' and strategy

Identifying the competencies required for each of these jobs

 Determining the levels of fundamental capacities of learning, thinking, relating and

acting needed to acquire these competencies

 Defining the values which are needed to display the desired behaviors

 Identifying individuals who would fit into these positions

 Enable organizations and individuals to establish mutually acceptable contracts for

employment and lay the foundation of win-win relationships.

Knowledge Management

As said earlier, the domain of talent management includes culture-building and change

management. Knowledge management services from Grow Talent are aimed at leveraging

knowledge for performance by creating an environment for sharing by building trust. The focus

of knowledge management is to connect people and technology to capture and harness the tacit

knowledge of the organization. By making trust the bandwidth of communication, knowledge

management enhances sharing and thereby creates an appropriate environment for talent to

translate into performance.

With its comprehensive spectrum of services for talent management and unique methodology,

Grow Talent is strongly positioned to help organizations gain a competitive and sustained talent

advantage.
 CHAPTER 2

COMPANY OVERVIEW
 COMPANY OVERVIEW

Cadbury is a company with a long history in Australia and a passionate commitment

to making everyone feel happy. Check out what we are doing around the world and search

for where to buy our products. Find out what our most common queries are, and ask some of

your own if you like.

Cadbury India can be termed as one of the best performing FMCG companies today.

Unlike its peer group, which is more of complete food companies, Cadbury is a very niche

player with a dominant position in Indian Chocolate Confectionery market. This makes it

different & more successful in comparison with the peer companies. Now is the period of

slowdown in the economy, where FMCG companies are the first ones to be hit upon.

Reduction in the real income of the consumer has made its direct impact on the top –line

growth of the company. Still, Cadbury has been able to drive its bottom- line growth. The

reason for the success is the Corporate Governance practiced in the organization. We update

its growth, progress, and current valuation in this report.

The Cadbury’s Inc has taken the opportunity to offer us a broader view of chocolate

category. The Cadbury India’s no.1 Chocolate is able to share with their market insights

based upon unparalleled breath of chocolate experience.

Cadbury has grown from strength to strength with new technologies being introduced to make

the Cadbury confectionary business, one of the most efficient in the world. The merge in 1969

with Schweppes and the subsequent development of the business have led to Cadbury

Schweppes taking the led in both, the confectionary and soft drink market Intec UK and

becoming a major force in the international market.

Cadbury Schweppes today manufactures product in 60 countries and a trade in staggering 120.

The Cadbury story is a fascinating story of a family business that grew in one of the biggest,

most loved chocolate brand in the world. A story that you will remember as the story of “The

taste of life”.

INTERSTING FACTS OF CADBURY

 Cadbury was the first company to include pictures instead of printed text on chocolate

boxes.

 George Cadbury didn’t want to take mothers away from their children, so he developed

a company rule that women had to leave work when they got married. Each married

woman was given a bible and a carnation as wedding gifts.

 In 1886 Cadbury became one of the first firms to have dining rooms with kitchens and

food for sale.

 A miniature metal animal (elephant, penguin, owl, fox, duck, squirrel, rabbit or turtle)

was given away with specially designed cocoa tins in 1934. In the same year, Cadbury's

tokens, which came with packs of cocoa, could be redeemed for lamps, kettles and

saucepans.

 So many children joined Cadbury’s Coco cub Club that it had 300,000 members in 1936.

 Cadbury’s World Visitor Center opened in 1990, welcoming 400,000 visitors in its first

year.

 Cadbury launched a Get Active program in 2003, helping 10,000 teachers get in shape.
 History of Cadbury
In 1824, John Cadbury, a Quaker, began selling tea, coffee and drinking chocolate in Bull Street

in Birmingham, England. From 1831 he moved into the production of a variety of cocoa and

drinking chocolates, made in a factory in Bridge Street and sold mainly to the wealthy because of

the high cost of production. In 1847, John Cadbury became a partner with his brother Benjamin

and the company became known as "Cadbury Brothers". In 1847, Cadbury's competitor Fry's of

Bristol produced the first chocolate bar (which would be mass-produced as Fry's Chocolate

Cream in 1866). Cadbury introduced his brand of the chocolate bar in 1849, and that same year,

Cadbury and Fry's chocolate bars were displayed publicly at a trade fair in Bingley Hall,

Birmingham. The Cadbury brothers opened an office in London, and in 1854 they received the

Royal Warrant as manufacturers of chocolate and cocoa to Queen Victoria. The company went

into decline in the late 1850s.

John Cadbury's sons Richard and George took over the business in 1861. At the time of the

takeover, the business was in rapid decline: the number of employees had reduced from 20 to 11,

and the company was losing money. By 1866, Cadbury was profitable again.[8] The brothers had

turned around the business by moving the focus from tea and coffee to chocolate, and by

increasing the quality of their products.

Cadbury Factory, Bournville is located on the south side of Birmingham, England

The firm's first major breakthrough occurred in 1866 when Richard and George introduced an

improved cocoa into Britain. A new cocoa press developed in the Netherlands removed some of

the unpalatable cocoa butter from the cocoa bean. The firm began exporting its products in the

1850s. In 1861, the company created Fancy Boxes — a decorated box of chocolates — and in
1868 they were sold in boxes in the shape of a heart for Valentine's Day. Boxes of filled

chocolates quickly became associated with the holiday.

In 1878, the brothers decided to build new premises in countryside four miles from

Birmingham.The move to the countryside was unprecedented in business. Better transport access

for milk that was inward shipped by canal, and cocoa that was brought in by rail from London,

Southampton and Liverpool docks was taken into consideration. With the development of the

Birmingham West Suburban Railway along the path of the Worcester and Birmingham Canal,

they acquired the Bournbrook estate, comprising 14.5 acres (5.9 ha) of countryside 5 miles (8.0

km) south of the outskirts of Birmingham. Located next to the Stirchley Street railway station,

which itself was opposite the canal, they renamed the estate Bournville and opened the

Bournville factory the following year.

In 1893, George Cadbury bought 120 acres (49 ha) of land close to the works and planned, at his

own expense, a model village which would 'alleviate the evils of modern more cramped living

conditions'. By 1900 the estate included 314 cottages and houses set on 330 acres (130 ha) of

land. As the Cadbury families were Quakers there were no pubs in the estate.

In 1897, following the lead of Swiss companies, Cadbury introduced its own line of milk

chocolate bars. In 1899 Cadbury became a private limited company.

1900–1969

The packing room at Bournville, circa 1903

In 1905, Cadbury launched its Dairy Milk bar, a production of exceptional quality with a higher

proportion of milk than previous chocolate bars.Developed by George Cadbury Jr, it was the first

time a British company had been able to mass-produce milk chocolate. From the beginning, it

had the distinctive purple wrapper. It was a great sales success, and became the company's best
selling product by 1914. The stronger Bournville Cocoa line was introduced in 1906. Cadbury

Dairy Milk and Bournville Cocoa were to provide the basis for the company's rapid pre-war

expansion. In 1910, Cadbury sales overtook those of Fry for the first time.

Cadbury's Milk Tray was first produced in 1915 and continued in production throughout the

remainder of the First World War. More than 2,000 of Cadbury's male employees joined the

British Armed Forces, and to support the British war effort, Cadbury provided chocolate, books

and clothing to the troops.George Cadbury handed over two company-owned buildings for use as

hospitals – "The Beeches" and "Fircroft", and the management of both hospitals earned the War

Office's highest award.Factory girls, dubbed ‘The Cadbury Angels’, volunteered to do the

laundry of injured soldiers recovering in the hospitals. After the war, the Bournville factory was

redeveloped and mass production began in earnest. In 1918, Cadbury opened their first overseas

factory in Hobart, Tasmania.

Cadbury Wharf, Knighton, Staffordshire. It was operated by Cadbury between 1911 and 1961 to

process locally collected milk and produce "chocolate crumb" which was transported to

Cadbury's in Bournville.

In 1919, Cadbury merged with J. S. Fry & Sons, another leading British chocolate manufacturer,

resulting in the integration of well-known brands such as Fry's Chocolate Cream and Fry's

Turkish Delight. In 1921, the many small Fry's factories around Bristol were closed down, and

production was consolidated at a new Somerdale Factory, outside Bristol.

Cadbury soon expanded its product range with Flake (1920), Creme eggs (1923), Fruit and Nut

(1928), and Crunchie (1929) (originally under the Fry's label). By 1930 Cadbury had become the

24th-largest British manufacturing company as measured by estimated market value of capital.

Cadbury took direct control of the under-performing Fry in 1935. Dairy Milk Whole Nut arrived

in 1933, and Roses were introduced in 1938.

Chocolate ceased to be a luxury product and became affordable to the working classes for the

first time. By the mid-1930s, Cadbury estimated that 90 percent of the British population could

afford to buy chocolate.[16] By 1936, Dairy Milk accounted for 60 percent of the UK milk

chocolate market.

During World War II, parts of the Bournville factory were turned over to war work, producing

milling machines and seats for fighter aircraft. Workers ploughed football fields to plant crops.

As chocolate was regarded as an essential food, it was placed under government supervision for

the entire war. The wartime rationing of chocolate ended in 1950, and normal production

resumed. Cadbury subsequently invested in new factories and had an increasing demand for their

products. In 1952 the Moreton factory was built.

Cadbury has been a holder of a Royal Warrant from Queen Elizabeth II since 1955. In 1967,

Cadbury acquired an Australian confectioner, MacRobertson's, beating a rival bid from Mars. As

a result of the takeover, Cadbury built a 60 percent market share in the Australian market.

Schweppes merger (1969)

The Cadbury Schweppes logo used until the demerger in 2008

Cadbury merged with drinks company Schweppes to form Cadbury Schweppes in 1969. Head of

Schweppes, Lord Watkinson, became chairman, and Adrian Cadbury became deputy chairman

and managing director. The benefits of the merger were to prove elusive.

The merger put an end to Cadbury's close links to its Quaker founding family and its perceived

social ethos by instilling a capitalist venturer philosophy in management.

In 1978, the company acquired Peter Paul, the third largest chocolate manufacturer in the United

States for $58 million, which gave it a 10 percent share of the world's largest confectionery

market. The highly successful Wispa chocolate bar was launched in the North East of England in

1981, and nationwide in 1984. In 1982, trading profits were greater outside of Britain than in the

UK for the first time.

In 1986, Cadbury Schweppes sold its Beverages and Foods division to a management buyout

known as Premier Brands for £97 million. This saw the company divest itself of such brands as

Typhoo Tea, Kenco, Smash and Hartley Chivers jam. The deal also saw Premier take the licence

for production of Cadbury brand biscuits and drinking chocolate.

Meanwhile, Schweppes switched its alliance in the UK from Pepsi to Coca-Cola, taking a 51

percent stake in the joint venture Coca-Cola Schweppes. The acquisition of Canada Dry doubled

its worldwide drinks market share, and it took a 30 percent stake in Dr Pepper. As a result of

these acquisitions, Cadbury Schweppes became the third largest soft drinks manufacturer in the

world. In August 1988, the company sold its U.S. confectionery operations to Hershey's for

$284.5 million cash plus the assumption of $30 million in debt.

Snapple, Mistic and Stewart's (formerly Cable Car Beverage) were sold by Triarc to Cadbury

Schweppes in 2000 for $1.45 billion. In October of that same year, Cadbury Schweppes

purchased Royal Crown from Triarc.

Schweppes demerger

In March 2007, it was revealed that Cadbury Schweppes was planning to split its business into

two separate entities: one focusing on its main chocolate and confectionery market; the other on

its US drinks business. The demerger took effect on 2 May 2008, with the drinks business

becoming Dr Pepper Snapple Group and Cadbury Schweppes plc becoming Cadbury plc. In
December 2008 it was announced that Cadbury was to sell its Australian beverage unit to Asahi

Breweries.

2007–2010

Cadbury's Somerdale Factory located in Keynsham near Bristol, south west England (1921–

2010)

In October 2007, Cadbury announced the closure of the Somerdale Factory, in Keynsham,

Somerset, formerly part of Fry's. Between 500 and 700 jobs were affected by this change.

Production transferred to other plants in England and Poland.

In 2008, Monkhill Confectionery, the Own Label trading division of Cadbury Trebor Bassett was

sold to Tangerine Confectionery for £58 million cash. This sale included factories at Pontefract,

Cleckheaton and York and a distribution centre near Chesterfield, and the transfer of around 800

employees.

In mid-2009, Cadbury replaced some of the cocoa butter in their non-UK chocolate products

with palm oil. Despite stating this was a response to consumer demand to improve taste and

texture, there was no "new improved recipe" claim placed on New Zealand labels. Consumer

backlash was significant from environmentalists and chocolate lovers in both Australia and New

Zealand, with consumers objecting to both the taste from the cheaper formulation, and the use of

palm oil given its role in the destruction of rainforests. By August 2009, the company announced

that it was reverting to the use of cocoa butter in New Zealand and Australia, although palm oil

is still listed as an ingredient in Cadbury's flavoured sugar syrup based fillings (where it referred

to as 'vegetable oil'). In addition, Cadbury stated they would source cocoa beans through Fair

Trade channels. In January 2010 prospective buyer Kraft pledged to honour Cadbury's

commitment.
Acquisition by Kraft Foods

On 7 September 2009, Kraft Foods made a £10.2 billion (US$16.2 billion) indicative takeover

bid for Cadbury. The offer was rejected, with Cadbury stating that it undervalued the company.

Kraft launched a formal, hostile bid for Cadbury valuing the firm at £9.8 billion on 9 November

2009. The UK Business SecretaryPeter Mandelson warned Kraft not to try to "make a quick

buck" from the acquisition of Cadbury.

On 19 January 2010, it was announced that Cadbury and Kraft Foods had reached a deal and that

Kraft would purchase Cadbury for £8.40 per share, valuing Cadbury at £11.5bn (US$18.9bn).

Kraft, which issued a statement stating that the deal will create a "global confectionery leader",

had to borrow £7 billion (US$11.5bn) in order to finance the takeover.

The Hershey Company, based in Pennsylvania, manufactures and distributes Cadbury-branded

chocolate (but not its other confectionery) in the United States and has been reported to share

Cadbury's "ethos". Hershey had expressed an interest in buying Cadbury because it would

broaden its access to faster-growing international markets. But on 22 January 2010, Hershey

announced that it would not counter Kraft's final offer.

The acquisition of Cadbury faced widespread disapproval from the British public, as well as

groups and organisations including trade union Unite, who fought against the acquisition of the

company which, according to Prime Minister Gordon Brown, was very important to the British

economy. Unite estimated that a takeover by Kraft could put 30,000 jobs "at risk", and UK

shareholders protested over the mergers and acquisitions advisory fees charged by banks.

Cadbury's M&A advisers were UBS, Goldman Sachs and Morgan Stanley. Controversially,

RBS, a bank 84% owned by the United Kingdom Government, funded the Kraft takeover.
On 2 February 2010, Kraft secured over 71% of Cadbury's shares thus finalising the deal. Kraft

had needed to reach 75% of the shares in order to be able to delist Cadbury from the stock

market and fully integrate it as part of Kraft. This was achieved on 5 February 2010, and the

company announced that Cadbury shares would be de-listed on 8 March 2010.

On 3 February 2010, the Chairman Roger Carr, chief executive Todd Stitzer and chief financial

officer Andrew Bonfield all announced their resignations. Stitzer had worked at the company for

27 years.

On 9 February 2010, Kraft announced that they were planning to close the Somerdale Factory,

Keynsham, with the loss of 400 jobs. The management explained that existing plans to move

production to Poland were too advanced to be realistically reversed, though assurances had been

given regarding sustaining the plant. Staff at Keynsham criticised this move, suggesting that they

felt betrayed and as if they have been "sacked twice". On 22 April 2010, Phil Rumbol, the man

behind the famous Gorilla advertisement, announced his plans to leave the Cadbury company in

July following Kraft's takeover.

In June 2010, the Polish division, Cadbury-Wedel, was sold to Lotte of Korea. The European

Commission made the sale a condition of the Kraft takeover. As part of the deal Kraft will keep

the Cadbury, Hall's and other brands along with two plants in Skarbimierz. Lotte will take over

the plant in Warsaw along with the E Wedel brand.

On 4 August 2011, Kraft Foods announced they would be splitting into two companies

beginning on 1 October 2012. The confectionery business of Kraft became Mondelez

International, of which Cadbury is a subsidiary.

In response to diminishing margins in early 2014, Mondelez hired Accenture to implement a

US$3 billion cost-cutting program of the company's assets including Cadbury and Oreo.
Beginning in 2015, Mondelez began closing Cadbury factories in several developed countries

including Ireland, Canada, the United States, and New Zealand and shifting production to

"advantaged" country locations like China, India, Brazil, and Eastern Europe. The closure of

Cadbury factories in centers such as Dublin, Montreal, Chicago, Philadelphia, and Dunedin in

New Zealand generated outcries from the local populations. The plan received approval from

several market shareholders including the Australian and New Zealand banks Westpac and ASB

Bank.

Cadbury, the global leader in the chocolate confectionery market, began in 1824 when a

young Quaker named John Cadbury opened up a shop in Birmingham. John sold coffee, tea,

drinking chocolate and cocoa at his shop. Believing that alcohol was a main cause of poverty,

John hoped his products might serve as an alternative. He also sold hops and mustard. Like many

Quakers John had high quality standards for all of his products.

At that time in England, Quakers were prohibited from attending university, since it was

affiliated with the established church, and their pacifist beliefs kept them from joining the

military. With few opportunities available, Quakers often went into business-related fields and/or

devoted their time to missions of social reform.

By 1842 John was selling 11 kinds of cocoa and 16 kinds of drinking chocolate. Soon

John’s brother Benjamin joined the company to form Cadbury Brothers of Birmingham. The

Cadbury brothers opened an office in London and received a Royal Warrant (one of many) as

manufacturers of chocolate and cocoa to Queen Victoria in 1854. Six years later the brothers

dissolved their partnership because of John’s failing health and the death of his wife.
They left the business to John's sons George and Richard. John devoted the rest of his life to

social work and died in 1889. George and Richard continued to expand the product line, and by

1864, they were pulling a profit. Cadbury’s Cocoa Essence, which was advertised as "absolutely

pure and therefore best," was an all-natural product made with pure cocoa butter and no starchy

ingredients. Cocoa Essence was the beginning of chocolate as we know it today. The brothers

soon moved their manufacturing operations to a larger facility four miles south of Birmingham.

The factory and area became known as Bourneville.

With Cadbury’s continued success in chocolate, George and Richard stopped selling tea

in 1873. Master confectioner Frederic Kinchella was appointed to share his recipe and

production secrets with Cadbury workers. This resulted in Cadbury producing chocolate covered

nougats, bonbons delices, pistache, caramels, avelines and more.

Cadbury manufactured its first milk chocolate in 1897. Two years later the Bourneville

factory employed 2,600 people and Cadbury was incorporated as a limited company.

During World War I, more than 2,000 of Cadbury’s male employees joined the Armed

Forces. Cadbury supported the war effort, sending warm clothing, books and chocolate to the

soldiers. Cadbury supplemented the government allowances to the dependants of their workers.

When the workers returned, they were able to return to work, take educational courses, and

injured or ill employees were looked after in convalescent homes. During this period trade

overseas increased, and Cadbury opened its first overseas factory near Hobart, Tasmania. The

next year Cadbury merged with JS Fry & Sons, a past market leader in chocolate.

Cadbury supported the war effort during World War II by converting parts of its factory

into workrooms to manufacture equipment like milling machines for rifle factories and parts like

pilot seats for Defiant fighter planes. Workers plowed football fields to grow crops, and the
Cadbury St. John’s Ambulance unit helped people during air raids. Chocolate was considered

essential for the Armed Forces and civilians. Rationing finally ended in 1949.

In 1969 Cadbury merged with Schweppes to form Cadbury Schweppes. Schweppes was a well-

known British brand that manufactured carbonated mineral water and soft drinks. The merged

companies would go on to acquire Sunkist, Canada Dry, Typhoo Tea and more.

Schweppes Beverages was created, and the manufacture of Cadbury confectionery brands

was licensed to Hershey.

Today Cadbury Schweppes is the largest confectionery company in the world, employing

more than 70,000 employees. In 2006 the company had over $15 billion in overall sales. In

March of 2007, Cadbury Schweppes announced that it intends to separate its confectionery and

beverage businesses. With almost 200 years in the business, Cadbury Schweppes will continue to

prosper in the coming decades.

CHALLENGES OF CADBURY

Cadbury challenges commuters with 'Eyebrow Language'

Cadbury is capitalizing on the success of its global "Eyebrows" campaign with a Canadian print

and OOH campaign called "Eyebrow Language."

Targeting the younger end of the adult demographic, the campaign's creative is based on the

"Eyebrows" TV spot, in which two kids with crazy eyebrows pose for a photo. The "Eyebrow

Language" creative, made exclusively for the Canadian market, features ‘brows in different

shapes that readers can translate into letters and words. Depending on the medium, the message
either offers the reader a chance to win a prize or, in the print ads, to participate in a stunt

executed at a specific time and location. The decoded newspaper ad invited readers, hundreds of

whom showed up, to a sidewalk at College Park in Toronto, where they were to twirl, clap and

yell "chocolate" to win a prize.

The media buy, handled by Cossette with creative by The Hive, are focused on Toronto and

Vancouver, and include daily commuter newspapers, a billboard at Yonge-Dundas Square in

Toronto, transit ads in both cities and an online banner buy. Launched last week, the commuter-

paper ads are running three days a week for four weeks, changing each time as are the OOH ads.

"We really wanted to make sure this had high impact with the consumer," Nina Purewal, brand

manager, Cadbury Dairy Milk, tells MiC. "This is a very engaging promotion and, as you can see

as you go through the elements, once [people] have committed to the promotion and decoding

the messages, they're really committed. It's really all about high engagement."

The campaign has also taken over the Dairy Milk website, which opens to a secret eyebrow

message and Eyebrow Language decoder overlay. The site also includes extra phrases to decode

and a ringtone of the song from the ad to download. Visitors can also watch the original

"Eyebrows" ad that first aired in Canada Sept. 14.

Cadbury in the England and other Europeans Countries

Cadbury Schweppes faced opposition to the deal in several countries. Cadbury Schweppes is to

keep control of its soft drinks brands in most of Europe instead of selling them to Coca-Cola,

following concerns about delays in winning approval from European regulators. Under the
original £1.14bn deal, announced in December last year, Coca-Cola was to buy all of Cadbury's

drink brands except those in the US, France and South Africa.

Cadbury has now abandoned plans to sell the brands in another 20 European markets, fearful that

such a move would be blocked by competition watchdogs.

The countries where Cadbury Schweppes will now retain control include Belgium, Norway,

Spain, Switzerland, The Netherlands and Germany which was reportedly ready to reject the plan

later this week.

The companies still hope to receive approval for the sale in the UK and Ireland and 98 other

countries worldwide. Cadbury chief executive John Sunderland said both companies had

researched potential regulatory hurdles in 20 countries before announcing their plans in

December.

However, they now faced lengthy and complex regulatory resistance against the deal in some

European countries which would "probably result in unacceptable delay". The delays have also

forced the companies to revise their aim of having the entire sale completed by the middle of this

year. Instead, they now expect the deal to be finalised by July only in about half the countries

which have already given their approval or where regulatory clearance is not required.
 CADBURY ASIA

Its contents of two countries they are INDIA & PAKISATAN

CADBURY INDIA

In India, Cadbury began its operations in 1948 by importing chocolates. After 60 years of

existence, it today has five company-owned manufacturing facilities at Thane, Induri (Pune) and

Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and 4 sales offices (New Delhi,

Mumbai, Kolkata and Chennai).

The corporate office is in Mumbai Currently Cadbury India operates in four categories viz.

Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate

Confectionery business, Cadbury has maintained its undisputed leadership over the years. Some

of the key brands are Cadbury Dairy Milk, 5 Star, Perk, Éclairs and Celebrations.

Cadbury enjoys a value market share of over 70% - the highest Cadbury brand share in the

world! Our flagship brand Cadbury Dairy Milk is considered the "gold standard" for chocolates

in India.

Cadbury’s Dairy Milk started in Bourneville in the UK in 1905, but the journey with true

chocoholics started in India 43 years later. Cadbury’s has been the number one market leader in

chocolate sales for years. Cadbury’s has claimed that it has been the source of every Indian’s

moment of happiness, joy and celebration – whether this is true, it’s doubtful. To this day,

‘Cadbury Dairy Milk’ alone has a 30% value share in the Indian chocolate market.
In the early 90’s, indulgent chocolates were only seen as a child’s heavenly dream - only

rewarded for good behavior, or perhaps even for a bribe. However, in the mid 90’s a new

campaign was released, (‘The Real Taste of Life’) re-defining the outlook from “just for kids” to

the “kids in all of us”. This new campaign brought out the forgotten child in every adult, flushing

back memories of the very first moment they tasted chocolate. Cadbury Dairy Milk soon became

the ideal expression of “’spontaneity’” and “’shared good feels’”.

The company was founded by Jacob Schweppes in 1783. Cadbury Schweppes is

headquartered in London. Cadbury Schweppes is the No.1 confectionery and third largest soft

drinks company in the world. We manufacture, market and distribute branded chocolates,

confectionery and beverages that bring smiles to millions of consumers across 180 countries

Cadbury India began its operations as a trading concern in 1947.

The first taste of chocolate was defined by Cadbury in the Indian sub

continent. It has been more than 50 years of calling chocolates “Cadbury” in India. The company

today employs nearly 2000 people across India. We work together to create brands people love.

We believe wholeheartedly that the way to create brands people love is through our people. If

you desire to work with the world’s number 1 confectionery company we’ve got great

opportunities in store for you. You will typically start your career with us in a function in one of

our many businesses. You will then be able to choose whether to develop your career as a

generalist or specialist. Whichever path you choose, you will be encouraged to gain experience

of different businesses, brands and people.

 Product and Services:

Cadbury Schweppes Public Limited Company operates as a beverage and confectionary

company worldwide. The company’s beverage products include carbonated water, apple juice,

quinine-based carbonated drink, carbonated soft drink, non-carbonated soft drink, and tomato-

based drink under Dr.Pepper, Schweppes, 7 Up, Snapple, Mott's, Hawaiian Punch, Clamato, and

Schweppes Tonic Water brand names. Its confectionary products comprise cocoa powder, sugar

confectionery, cough drop, chewing gum, milk chocolate bar, sugar-coated gum, and breath

freshener, which are marketed under Cadbury, Bassett’s, Maynards, Halls, , Dentyne, Cadbury

Dairy Milk, Chiclets, Clorets, Stimorol, Trident, Bubblicious, and Sour Patch Kids brand names.

Cadbury Schweppes sells its products through direct sales force, third party bottlers, independent

distributors, and other independent companies.

CADBURY PAKISTAN

Confectionery and Chocolate industry of Pakistan in 2009 is an analysis of branded

(domestically produced) confectionery and chocolate market of Pakistan. The article reveals

close estimates of sales turnover of major active players in the industry. It also examines

contemporary trends in the local confectionery and chocolate market, with an emphasis on

providing some useful information about the structure, norms, challenges and competitive

landscape of the industry. Before proceeding to our core topic, it would not be unwise to have a

look at the snapshot of country’s socio-economic indicators.

Despite Pakistan’s confectionery and chocolate industry has enjoyed an emerging and

growing trend in the recent past yet its size and growth pattern has been far inconsequential

compared to other countries of Asia-pacific region. The industry has grown with an average

annual rate of 6.5 to 7.5 % during 2002-2008. Domestic brands dominate the market accounting

for more than 85% of total value sales of the industry.

The industry as a whole can be divided between two broader sectors namely organized

sector (branded segment) and un-organized sectors (generic segment). The branded segment is

more of monopolistic in nature where there are nine prominent, active players in the competitive

landscape of this sector.

The branded confectionery and chocolate market is highly price elastic and growing with

the bulk of sales concentrated in mid-price range products. Urban markets account for the major

share and also for a higher penetration rate.

The industry has faced “coin-barrier” issue in sugar confectionery products at least three

times during last three decades when all key players unanimously agreed to increase their

products’ price due to escalating prices of raw materials (first from 25 paisa to 50 paisa-in mid
80’s, than 50 paisa to Rs. 1 – in mid 90’s and lastly from Rs.1 to Rs.2-in late 2008) whereby the

active players of the industry were compelled to raise their prices not less than any thing but

100% because next jump to coin / price denomination was such that they had no way out. It

would be interesting for the readers to learn that such moves however have always been proved

to be a “bitter pill” for the industry as it brought immense resistance from consumers and trade.

In some of the cases decline in sales as a reaction of price increase was so huge that it forced to

leading brands to take their decision back yet they were not able to retrieve their original

volumes again. Mitchell’s Milk Toffees and Kidco 4ever are classic examples. To avoid and

defer this situation (up to last extend) pro-active companies in Pakistani confectionery industry

adopt three kinds of strategies, without reducing or with slightly reducing trade margins. Namely

reduce the no. of units per pack, unit size, and packaging ( in an endeavour to reduce cost)

Compromising in product quality by reducing qty and/or quality of expensive raw material by

using close substitute that is available relatively at cheaper price as a replacement of expensive

raw materials.

Distribution and Selling strategy:

About (70-80) % sugar confectionery and chocolate sales generate through wholesale channel

depending upon the nature of product and strategies of manufacturing companies. Almost all but

precisely Hilal and B.P rely much on wholesale channel to generate bulk chunk of their total

sales. To support their sales through this channel they advertise heavily on electronic media to

create brand pull for their brands and subsequently it force retailers to buy these brands from

whole sale. The underlying reason behind limited coverage in retail sector by these two

companies is they do not have premium priced items that could yield sufficient revenues to make

retail distribution viable for their distribution partners so they do a limited coverage in retail

sector. Since these companies themselves do not emphasize on retail penetration so their
distributors also take an escape route and adopt the way of easy selling through WS. However

there are companies like Cadbury, Candyland, Mitchell’s and Mayfair that are fully aware of the

importance of retail penetration .Hence these companies pay due importance and attention to

retail coverage and subsequently allocate resources for retail sector. As stated earlier the

emphasis of Hilal and B.P has always been on building consumer pull through mass media

advertising (mostly through television) and pushing their brands through wide-spread network of

distributors and wholesalers throughout the nation.

This combination of “Push & Pull “ has proved to be a successful tool in their cases

because the nature of their brands also support this strategy as they produce products of mass

market with as low price as Rs.1 , 2 and beyond. Because of this pricing strategy their products

are equally popular in rural and urban towns among middle and lower middle class. B.P and

Hilal having this advantage enjoy the benefits of a wide-spread distribution network in 300+

towns and over 350 distributors nationwide (as they have more than one distributors in some

towns). They always try to adopt cost leadership strategy and generate revenues through high

volumes of sales. Frequent launches, re-launches, re-introduction of old brands with slight

modifications, withdrawals, adjustments in packaging, product designing and even recipe change

are a common phenomenon in the brands of these two major companies. Contrary to this

Cadbury’s , Candyland and Mitchell’s believe on establishing brands and brand equity and

therefore protraction of quality up to last possible extend remains their top priority.

Until mid 80’s chocolates was supposed to be the product of upper and upper middle

class segment. In 1983 Mitchell’s Jubilee was launched first time in Pakistani market at Rs.3.50

per bar. Due to its attractive packaging, quality, affordable price and an intact media support the

brand received un-matched reception and became a success story in Pakistani industry. The

brand is still very popular among masses and available in three different price points at Rs.2,
Rs.5 and Rs.10. In early 2000 Cadbury’s introduced quality products with affordable price. The

launch of Dairy Milk (Rs.5/-), 5 Star (Rs.5/-), Velvet (Rs.5/-) and Perk (Rs.3) with attractive

dispensing-chillers was the turning and revolutionary point for making chocolates the choice for

everyone. The role of Cadbury’s for expansion of chocolate market in Pakistan will always be

written in golden words.

Challenges:

The most common challenges to this industry are soaring prices of raw material, high excise and

import duties on raw material, high entry barrier because of strong monopolistic competition and

influx of cheap imported brand through gray-Channels.

Cadbury Advertising Timeline their products:-

1867

Cadbury Cocoa Essence began advertising. They highlighted the purity of the product with the
slogan ‘Absolutely pure, therefore best’.

1900

Cadbury gained the help of a popular artist Cecil Aldin to create a series of posters and press

adverts to advertise their products.

1920s-30s

Cadbury promoted their products through the war by creating the ‘Chocolate Mystery Man’
character. He gave out free gifts, but only if he could be found.
1928

Cadbury Dairy Milk poster campaigns began using the iconic ‘glass and half’ slogan and
image to stress its high milk content.

1930s

Cadbury’s status as the nation’s favorite brand becomes the most important feature of the
company’s advertising.

1938

150,000 people went on the factory tour every year. It began in 1902 to link people more
closely with Cadbury.

1939

During the 2nd World War Cadbury Dairy Milk disappeared. Cocoa and chocolate was
under government restriction and only rationed chocolate was sold.

1951

‘The Bournville Story’, a film promoting Cadbury, was made and shown cinemas around the

country.

1955

Cadbury Drinking Chocolate was one of the very first ads on commercial television in this
year.

1957

Cadbury commissioned thirteen one-minute films shown as TV adverts. These ads

described the harvesting of the Cadbury chocolate ingredient.
1959/60

Flake TV advertising began; it used the iconic theme of a woman sensually enjoying a bar of
chocolate on her own.

1970-1974

Memorable television ads raised the sales of Cadbury Fruit & Nut and Whole Nuts by 73% .

1983

The Wispa Bar launched including televised ad campaigns featuring comedians and comic
actors talking about the new bar.

1990

Cadbury World opened a £10 million replacement for factory tours. 350,000 people visited in

the first year.

1996

Cadbury began a £10 million annual sponsorship of Coronation Street, reaching an audience

of eighteen million people.

2007

The Cadbury ‘Gorilla’ ad premiered, immediately becoming one of the most popular adverts

in recent year.

2008

Cadbury and Schweppes demerged, splitting its confectionery and drinks business.

2009

Kraft made a surprise proposal to take Cadbury over for £10.2bn.

 PRODUCTS OF CADBURY

Past product of Cadbury

1) Amazin’ Raisin:-

Milk and plain chocolate covered nougatine and caramel bar with raisins1971-1978

were the glory days of the Amazin’ Raisin bar. Who can forget the cockney knees-up of a TV

jingle: ‘It’s amazin’ what raisins can do/Full of goodness and it’s all for you/It’s got two

kinds of chocolate and caramel too/And it’s got raisins and they’re good for you’. Try

mentioning it to raisin fans of a certain age and see them come over all wistful.

2) Aztec:-

Milk and chocolate nougatine and caramel – a feast of a bar. Hugely popular when it

hit the shops in 1967, Aztec made a big impact, with displays including a life-size cardboard

Aztec warrior in 100,000 shops, and a lavish TV ad filmed at a real Aztec temple in Mexico.

Alas, like its namesake, this mighty bar was conquered in the early 70s, making just a brief

reappearance in 2000 – will its like ever be seen again?

3) Boost Coconut& Boost Peanut:-

Milk chocolate covered bar with a toasted coconut and caramel centre. (1985-1994).Caramel and

peanut bar covered in milk chocolate. (1989-1994) Launched in 1985, the mighty Boost evolved

over time with various versions on sale including Coconut Boost and Peanut Boost. 2003 even
saw a Boost featuring the caffeine-rich Guarana berry appearing on the shelves, as well as a

Boost Glucose for extra energy. Vic Reeves and Bob Mortimer’s much- loved Lone Ranger ad

(complete with surreal strap line ‘it’s slightly rippled with a flat underside’) was a classic of its

time. Five Boys Milk Chocolate.

4) Milk chocolate bar:-

Launched in 1902 it was once the most famous chocolate bar in the world, with its five

pictures of a five-year-old lad called Lindsay Poulton showing emotions from Desperation (no

chocolate), to Realization (finding out he’s got Fry’s Chocolate). Apparently at the photo

session, Lindsay wasn’t looking miserable enough for the first photo, so his father (the

photographer) tied a cloth soaked in nasty smelling ammonia round his neck to achieve the

‘Desperation’ face! The bar was retired in 1976.

5) Fry’s Five Centers

Five assorted fruit flavored crèmes. If you’ve tried Fry’s Chocolate Crème, imagine a bar

like that but with five different flavored fillings: raspberry, lime, vanilla, coffee and orange.

You’re imaging Fry’s Five Centers, which launched in 1934 but went to the great conveyor belt

in the sky in 1992.

Fuse Raisins, peanuts, crispy cereal and fudge pieces fused in delicious Cadbury milk

chocolate.

Fuse exploded into the UK marketplace on ‘Tuesday’ 24th September 1996. It was a chocolate

bar with a difference – instead of having a chocolate coating on the outside; the yummy

ingredients were suspended right the way through it. 40 million bars were sold in the first week,
and within eight weeks it was the UK’s favorite’s confectionery. Alas, ten years later and Fuse

fizzled off the shelves, but it’s fondly remembered to this day.

6) Inspirations:-

Textured fruit flavored centers covered in milk, white and dark chocolate. Inspirations launched

in 1989, in a carton with sliding drawers. Initially highly successful, it was retired in 1998.

7) Lucky Numbers:-

In 1958 Cadbury launched a new assortment of chewy sweets, some covered in chocolate and

some not. These Lucky Numbers each had an individual number on the wrapper, hence the

name. The brand was retired in 1968.

8) Milk Tray Bar:-

Eight Milk Tray Chocolates, in a bar. Imagine a box of Milk Tray Chocolates. Now imagine

picking eight of the most popular chocolates – keeping their distinctive shapes – and putting

them in a bar! The Milk Tray Bar had a cult following back in the 1970s and people still

reminisce about it to this day. It was originally launched in 1947 and was a favorite through to

1981.

9) Skippy:-

Milk chocolate with caramel and wafer centre launched in 1960.

 CHAPTER 3

LITERATURE REVIEW
 LITERATURE REVIEW

Talent management refers to the anticipation of required human capital for an organization and

the planning to meet those needs. The field increased in popularity after McKinsey's 1997

research and the 2001 book on The War for Talent. Talent management in this context does not

refer to the management of entertainers.

Talent management is the science of using strategic human resource planning to improve

business value and to make it possible for companies and organizations to reach their goals.

Everything done to recruit, retain, develop, reward and make people perform forms a part of

talent management as well as strategic workforce planning. A talent-management strategy should

link to business strategy to function more appropriately.

Implementation

A talent management system is suggested to be used in business strategy and implemented in

daily processes throughout the company as a whole. It cannot be left solely to the human

resources department to attract and retain employees, but rather be practiced in all levels of an

organization. The business strategy must include responsibilities for line managers to develop the

skills of their immediate subordinates. Divisions within the company should be openly sharing

information with other departments in order for employees to gain knowledge of the overall

organizational objectives. The issue with many companies and the military today is that their

organizations put tremendous effort into attracting employees to their company, but spend little

time into retaining and developing talent.

The talent management strategy may be supported by technology such as HRIS (HR Information

Systems) or HRMS (HR Management Systems)

Evaluations

From a talent management standpoint, employee evaluations concern two major areas of

measurement: performance and potential. Current employee performance within a specific job

has always been a standard evaluation measurement tool of the profitability of an employee.

However, talent management also seeks to focus on an employee’s potential, meaning an

employee’s future performance, if given the proper development of skills and increased

responsibility.

A detailed survey of the concerned literature has been carried out based on various journals,

reviews concerned magazines and internet and presented below:

Any Organization needs to have a vision and a well defined strategy on hiring for the future. We

should have the right talent to attract and retain the best available talent for which a number of

measures for talent management are required. [KARTHIKEYAN,2007]. Emphasis has been paid

on initiatives that can be put in place to help organization to retain and nurture the talent

[PANDIT, 2007]. The fundamental aspects about the definitions of human recourses have been

discussed and planning of new models has been discussed. The need to disband the conventional

school of thoughts about organizational behavior has been advocated and a new approach has

been suggested for HR [ANANDARAM, 2007.]

The Strategic Development of Talent by William J. Rothwell

"Rothwell ignites the imagination, expands the possibilities, and offers practical strategies any

organization can use to effectively develop, retain and utilise talent for the benefit of an

organization and enter the fluid, flexible future. Managers at all levels will cheer the sanity

Rothwell suggests."
The Talent Management Handbook: Creating Organizational Excellence by Identifying,

Developing, and Promoting Your Best People by Lance A. Berger

"This is an outstanding reference work that succinctly explains a simple and practical approach

to the identification, assessment and management of talent in the current, dynamic operating

business environment. The book plainly gives advice on how to avoid high staff turnover, poor

morale, and poor performance."

Sriiddar S Preetham (July 2007), Managing talent

Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the

article outlines initiative that can be put in place to help organization retain nurture and retain the

talent…………

KARTHIKEYAN J (May 2007), Talent management strategies Organization need to have a

vision and a well defined strategy on hiring for the future. Do we have the right talent within to

attract and retain the best available talent? A number of measures for talent management are

Suggested………..

PANDIT Y V L (May 2007), Talent retention strategies in a competitive environment,

Focusing on the challenge of attracting and retaining talent faced by Indian HR mangers, the

article outlines initiative that can be put in place to help organization retain nurture and retain the

talent…………
 CHAPTER 4

PROBLEM IDENTIFICATION
NEED OF PROJECT
OBJECTIVE
 PROBLEM IDENTIFICATION

IT TAKES Talent to spot Talent! A tone deaf will never be able to appreciate the music of

maestros. Only a seasoned jeweler would know that all that glitters is not real! And, only those

who can recognize the worth of a diamond can value it, for others it's just a stone! Talent is

doing easily what others find difficult.

In an organization, there is nothing more crucial than fitting the right employee in the right

position. Or else you would be trying to fit a square peg in a round hole. When people do jobs

that just don't suit their liking, inclination or temperament, the results, or rather the lack of them

will be disastrously obvious. Low productivity, dissatisfaction, low morale, absenteeism and

other negative behavior will become typical till the employee is shown the door. Or perhaps,

there is another option - Talent Management

“A conscious, deliberate approach undertaken to attract, develop and retain people with the

aptitude and abilities to meet current and future organizational need”

Organization need to have a vision and a well-defined strategy on hiring for the future.

India has become the outsourcing capital of the world and this has created its own set of HR

challenges. India’s biggest problem is that qualified graduates are becoming scarce. Despite the

large population, the supply of engineers cannot keep up with the sharply increased demand. So,

do we have the right talent within to attract and retain the best available talent?
 OBJECTIVES

 To identify various upcoming challenges of talent management

 To establish upcoming trends in talent management.

 To identify the ways to retain the best talent.

NEED OF THE STUDY

The supply side discussed puts pressure on companies to attract the best talent and ensure that

employees join the company and choose to stay in the organization rather than look for

opportunities elsewhere. Present study is supposed to find out the existing Indian talent scenario

so as to analyze its emerging challenges and trends.

‘It’s got a crunch in the biscuit and munches in the middle’. A classic 1960s TV ad for Skippy

shows a Swinging London couple getting off their scooter and going into a trendy coffee bar to

pick up their Skippy.

 CHAPTER 5

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Research methodology deals with the various methods of research. The purpose of the research

methodology is to describe the research procedure used in the research. Research methodology

overall includes the research design, data collection method etc. Research Methodology helps in

carrying out the project report by analyzing the various research findings collected through the

data collection methods.

RESEARCH DESIGN

Research design is an important and the vital part of the research. Research design provides an

excellent framework for the research plan of action. The function of the Research design is to

ensure that the required data is in accordance; research design is a blue print for the research

study, which guides research in collecting and analysis the data.

For this research project exploratory method is used which often relies on secondary research

such as reviewing available literature and/or data, or qualitative approaches such as informal

discussions with consumers, employees, management or competitors, and more formal

approaches through in-depth interviews, focus groups, projective methods, case studies or pilot

studies. The Internet allows for research methods that are more interactive in nature.

Data collection method:

The data collected for the research is Secondary data i.e. from internet, books, magazine etc.

The questionnaire is been filled manually and sent to the different consumers and retailers, and

responses are awaited.

Secondary Data If the data have been collected by an already available source of information

such as Newspapers, Television Commercials or any other institute that has collected data for

their purposes, then those will be secondary data to the researcher or investigator. Moreover, the

sources that give the secondary data might have collected the data for the owner’s specific

purposes. These data may not have been tailored according to the purpose of the researcher. In

fact, the secondary data have not been collected with the objective of fulfilling the interest of the

researcher but of the other data owners. Therefore, it is clear that these secondary data for the

researcher may be the primary data for the owner of the source of information.

It is very interesting to know that primary data can be converted into secondary data by

performing statistical operation on the primary data. In this particular case, primary data, which

had been collected by the researcher, have been altered so that he can use the amended data right

away for his intended purposes. In this manner, he is not using the original primary data, as they

were, but altered data. It is very clear, that the original primary data become secondary data for

the owner after operating the statistical methods. By using the secondary data, costs can be

eliminated. Apart from the information gathered by the media, the secondary data can also be

obtained from the information recorded in the interviews or surveys.

I HAVE COLLECTED SECONDARY DATA TO COMPLET MY RESEARCH REPORT

Secondary Data

 Articles in Newspapers, Magazines and Internet

 Study Reports from Internet

 Books

 Internet
Sample Size- One

Sample Unit- Individual Cadbury

Sampling Method- Judgmental Sampling

 CHAPTER 6

FINDINGS
 CHALLENGES OF TALENT MANAGEMENT IN CADBURY

 Setting standards for ethical behavior, increasing transparency, reducing complexities and

developing a culture of reward and appreciation are still more challenges.

 Failures in talent management are mainly due to the mismatch between the supplies and

demand not due to the failure in the concept.

 Attracting and retaining enough employees at all levels to meet the needs of organic and

inorganic growth.

 To developing a robust leadership pipeline.

 Identifying and developing high performer for key positions.

 Transferring key knowledge and relationship.

 Keeping employees engaged and focused on high priority goals.

FINDINGS

 Most of the employees have a clear knowledge about the company’s vision, mission and

objectives. And they know how to achieve these objectives.

 In CADBURY the talent is identified by competencies and the HR professional view to

increase career growth opportunity.

 HR staffs as well as the department heads are responsible for recruiting individuals

 Retaining the current talent is top priority for the organization.

 Sales and business development are the two areas where retaining talent is most difficult

 Class room workshop, mentoring and coaching are usually used by the organization to

carry out talent development activities.

 More than 64% of the respondent view organizational culture as a main driving force for

the new talent and for the existing talent. Even rewarding plays an important role (48%)
 Base pay (57%) and Job security (52%) are the two main areas for retaining talent in

coming years. Other than this, training plays an important role in motivating the

employee.

 Organizations are using certification for improving the training programs.

 CHAPTER 7

RECOMMENDATION
CONCLUSION
 RECOMMENDATIONS

 Organizations must have meaningful descriptions of the capabilities (skills, behaviors,

abilities and knowledge) required throughout the organization.

 Organizations must be able to relate those skills and capabilities to a role or a center of

demand, such as a job position, project or leadership role.

 Talent management processes must create a comprehensive profile of their talent. They

must be able to track meaningful talent related information about all of their people -

employees, contractors, or candidates.

 The working culture of the organization should be improved and maintained to retain

talent in long run.

 More certified training should be given to the employee to boost their effectiveness and

efficiency. It should be used as a tool of motivation.

 The organization should identify the crucial talent initiative to attract and retain the

employee. They should know which talent management elements can have the greatest

impact on the business and therefore provide a better basis for prioritization and

implementation.

 To create a sophisticated talent management environment, organizations must:

• Define a clear vision for talent management

• Develop a roadmap for technology and process integration

• Integrate and optimize processes

• Apply robust technology to enable processes

• Prepare the workforce for changes associated with the new environment.
CONCLUSION

As organizations continue to pursue high performance and improved results through TM

practices, they are taking a holistic approach to talent management—from attracting and

selecting wisely, to retaining and developing leaders, to placing employees in positions of

greatest impact. The mandate is clear: for organizations to succeed in today’s rapidly changing

and increasingly competitive marketplace, intense focus must be applied to aligning human

capital with corporate strategy and objectives. It starts with recruiting and retaining talented

people and continues by sustaining the knowledge and competencies across the entire workforce.

With rapidly changing skill sets and job requirements, this becomes an increasingly difficult

challenge for organizations. Meeting this organizational supply and demand requires the right

“Talent DNA” and supporting technology solutions. By implementing an effective talent

management strategy, including integrated data, processes, and analytics, organizations can help

ensure that the right people are in the right place at the right time, as well as organizational

readiness for the future.