Comparison Study Between Sunfeast and Britannia Biscuits: Scope of The Study

Comparison Study between Sunfeast and Britannia Biscuits
Chapter 1
Introduction
Project report on market segment in biscuit. The comparison study on Britannia and sunfeast biscuits . Marketing is a social and managerial process by which an individual and group obtain what they need and want, through creating, offering and exchanging products of values with others. Marketing is getting the right goods and services to the right people by right people, at right time, with the right communication, at a profit. An appropriate research methodology for the systematic design of report, collection, analysis and reporting of data and findings relevant to the specific marketing situation facing the organization was employed. Primary data is collected by interviewing, consumer for this study, with the help of a structured, open and close ended questionnaire. Secondary data is collected from various, reports and websites This all further helps relate product service, price and promotion etc. with consumer behaviour. Thus organization can place marketing mix so as to propagate their product/services. Scope of the study The study will help to know the popularity of sunfeast and Britannia products The study will help to consumer attitude towards sunfeast and Britannia products The study was mainly concentration on marketing, buying behavior of the consumer The study help to find the multiple types products
Institute of Management Studies and Research, Shankaraghatta, Shimoga. Page 1
Objectives of the study: 1. To know the strategies of ITC and Britannia. 2. To study the perception of the consumer of Sunfeast and Britannia. 3. To find the factor effecting the buying behavior. 4. To study the quality gives the consumer 5. To know the market share of each Biscuits.
Research methodology Methodology refers to the method used to collect the required data for research work. The respondents were selected on randomly. The survey was conducted for a period of fifteen days. The data was collected with the help of structured questionnaire. Sample size The size of sample selected for the study is 25 respondents and the sample respondent were selected randomly. Sources of data collected Primary data Primary data is collected by interviewing, consumer for this study, with the help of a structured, open and close ended questionnaire. Secondary data The Secondary data is collected from various, reports and websites
Institute of Management Studies and Research, Shankaraghatta, Shimoga.
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Limitation of the study 1. Due to due to the limitation of time, we cannot survey largely. 2. The study limited to the marketing management only. 3. The opinion collected from the consumers might not be 100% correct or may be biased. 4. Most of the respondents are our colics.
Chaptarization:
Chapter: 1 First Chapter deals with the Introduction, Scope, Objectives, Research Methodology, and Limitations of the Study. Chapter 2 The second chapter deals with Introduction to ITC, History of ITC, Vision and mission of ITC, Board of Directors, Marketing Mix of ITC, 4 Marketing Strategies. Chapter 3 The third chapter deals with Introduction to Britannia, History of Britannia, Vision and mission of Britannia, Board of Directors, Marketing Mix of Britannia, and Marketing Strategies. Chapter 4 This chapter deals the some verity of Biscuits of each Product. Chapter 5 This chapter deals with Tables and Graphs Chapter 6 The last chapter deals with Findings, Suggestions and Conclusion.
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Chapter 2 ITC Company Profile Introduction to ITC:

ITC is one of India's foremost private sector companies with a market capitalization of nearly US $ 9 billion and a turnover of US $ 3 billion. Rated among the World's Leading Companies by Forbes magazine, ITC ranks third in pre-tax profit among India's private sector corporations. ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting Cards and other FMCG products. While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of Branded Apparel, Greeting Cards and Packaged Foods & Confectionery. As one of India's most valuable and respected corporations, ITC is widely perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration "a commitment beyond the market". In his own words: "ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. ITC practices this philosophy by not only driving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain of which it is a part." ITC's diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored on its time-tested core competencies: unmatched distribution reach, superior brand-building capabilities, effective supply chain management and acknowledged service skills in hoteliering. Over time, the strategic forays into new businesses are expected to garner a significant share of these emerging high-growth markets in India.
History of ITC:
ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of India Limited. As the Company's ownership progressively Indianite, the name of the Company was changed from Imperial Tobacco Company of India Limited to India Tobacco Company Limited in 1970 and then to ITC Limited in 1974. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-business, Foods, Lifestyle Retailing, Education & Stationery and Personal Care - the full stops in the Company's name were removed effective September 18, 2001. The Company now stands rechristened 'ITC Limited'. The Companys beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more ways than one. It was to mark the beginning of a long and eventful journey into India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land two years later, would go on to become one of Kolkata's most venerated landmarks. Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate
transformation that would usher in momentous changes in the life of the Company.
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ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. It is today India's most sophisticated packaging house.
Vision of ITC:
Sustain ITCs position as one of the Indias most valuable corporations through world class performance, creating growing value for the Indian economy and the companies stakeholder.
Mission of ITC:
To enhance the wealth generating capabilities of the enterprise in a globalizing environment, delivering superior and sustainable stakeholder value
Board of Directors:
Name Angara Venkata Girija Kumar Anil Baijal Anthony Ruys Balakrishnan Vijayaraghavan Basudeb Sen Biswa Behari Chatterjee Biswa Behari Chatterjee Dinesh Kumar Mehrotra Hugo Geoffrey Powell Krishnamoorthy Vaidyanath Kurush Noshir Grant Nakul Anand Pillappakkam Bahukutumbi Ramanujam Pradeep Vasant Dhobale Rajiv Tandon Serajul Haq Khan Shilabhadra Banerjee Sunil Behari Mathur Yogesh Chander Deveshwar Yogesh Chander Deveshwar Designation Non Executive Director Non Executive Director Non Executive Director Non Executive Director Non Executive Director Executive Vice President & CoSecretary Secretary Non Executive Director Non Executive Director Non Executive Director Executive Director Executive Director Non Executive Director Executive Director Chief Financial Officer Non Executive Director Non Executive Director Non Executive Director CEO Chairman / Chair Person
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Marketing Mix of ITC:

In marketing you have four things that you need to look at as tool to use to satisfy customer and company objectives. When you look at your offer it is controlled by the following variables referred to the four Ps of marketing. 1. Product 2. Price 3. Place (Distribution) 4. Promotion By using these components you have the ability to reach many consumers in your market target group. When creating a mix, a company must keep their target market in mind; the company must also understand the needs of the customer and create marketing strategies that will satisfy the demand. When you think of product in a company you are talking about the materials or a service that you can offer a customer. The Price is the amount of money that you get for what you are selling to the customer, Place is where the customer can go get your product or services from and the promotion is how you let the customers know about your product, the price and place they can buy your product it. I work for a company called Wels pun, it is a manufacture company that ship bath and bedding to store like Bed Bath and Beyond, Wal-Mart and Target. Product: Given that ITC consumers have serious concerns about the integrity of the organic products, an some may even doubt the effectiveness of ITC organic certification, exports should carry the seal of an internationally recognized certification body ITC regulations stipulate that imported products also have a ITC organic seal
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Products should be of reasonable quality, taste good, satisfy ITC taste preferences and be sold in attractive packages Consistent and stable supplies are important. Chinas organic market is already saturated with some locally produced products, such as vegetables, rice, grain and medicinal herbs. The image and reputation of a products origin should be good, particularly regarding environmental issues. Exporters should check specific food safety requirements of ITC authorities to see whether these differ from standards used in the export products production and processing. Products should have a reasonable shelf-life because of the time it can take for importing and distribution Price: ITC consumers are generally price sensitive. Prices should be competitive for mass products and reasonable for premium quality products. Importing costs, including custom clearance, are quite significant, making it preferable to ship as large a volume as possible to spread costs. Place: Most organic products are sold in hypermarkets, while premium products are sold in high-end supermarkets and specialty stores. Distributors are normally regional, rather than nation-wide. It is important to find a good, reputable and committed ITC importerdistributor as a partner to introduce, distribute and market the product
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Promotion: Should focus on the organic integrity and product quality, especially if the product has unique nutritional or functional value. Should portray clean environment and sustainable ecosystem of place of origin. Attractive packaging with exporting countrys characters. This does not need to be luxurious, but should be clear and attractive,
4 Marketing Strategies of ITC:

Barring a few, notable exceptions, rural marketing in India is still about a van campaign, a badly-made commercial, a few painted walls and the occasional participation in village hats and meals. But only consider the huge successes of some regional brands, especially in the FMCG sector, which are giving the multinationals a run for their money. What did these products do that was so different? Most of them identified a segment that was vacant in terms of product and area of operation. They all started in small, concentrated markets, appealing to the local ethos and aspirations of the targeted area. Their communication, be it a simple radio spot or a wall painting or a theatre film, touched a chord in the target audience. And, most importantly, their policies were flexible and they could adopt to fast changing marketing situations. What should companies do to step up their payback from rural marketing efforts? Here are some steps that should help. People power: Total commitment from top leadership, keeping in mind that rural marketing is a long-term relationship, is imperative - the successes of Hindustan Lever and ITC are proof of this statement. But even more important is the need for a dedicated task force.
Rural marketing efforts need special mindsets, which many of the urbanoriented management graduates who are at the helm of affairs at most organisations do not possess. A separate marketing and sales vertical headed by people with passion and commitment to rural marketing and supported by a field team that can face the rough and tough of the vast country-side with courage and conviction is a must. The best bet is to recruit students from specialised institutes such as the Indian Institute of Rural Management, or at least, management graduates who have studied the subject as an elective. Many of these are students from small towns, people with fire in their bellies who want to prove themselves in big companies and have no issues about working in smaller markets. Pay them well - remember, you pay peanuts, you get only monkeys - and discuss the path their careers are likely to take in the organisation. And send them out in the field only after thorough training. Ensure the consistency of the team involved in any project, until the completion of a specific task. Recently, we were involved with two big clients. In both cases, the teams that briefed us in the initial stages and participated enthusiastically in the campaign were shifted out midway, in keeping with their companies' policy of shifting and promoting people. The teams that succeeded felt no ownership of the campaigns they had not initiated. What started as a great rural marketing initiative has been relegated to the dustbin... the fate of many rural marketing initiatives in the country.
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Goals are good: Early on in the campaign, define your objective: is it a tactical effort to achieve increased sales in specific areas during a specific time, or do you want to build a strong equity for your brand in rural India? Our experience with FMCG companies is that they are more interested in the first choice. Most of them have previously appointed vendors who implement the company's ideas blindly, be they van campaigns or below-theline activities. There is very little effort to tailor whatever communication is made in such efforts, to suit the local audience or fit it with the overall campaign efforts in the mass media. This invariably leads to less than satisfactory results in terms of awareness of the brands and long-term impact of the efforts in the targeted markets. If you are interested in the second alternative, a comprehensive brand building strategy in rural India, with both short term and long term goals, is a must. Know your customers: A good place to begin is studying the mindset of your customers, so you can create a customised plan of action. All too often, clients insist their knowledge of their customers (based on studies of urban India) is enough on which to base an action plan. Our experience shows that the attitudes, as privations and fears of rural customers, with regard to products and brands, are very different from their urban counterparts. Research can give you invaluable ideas for new product development as well as new methods of reaching your target audience. The refrigerator with standby power for 12 hours, pressure cookers with two handles and a radio with key-winding mechanism are all the result of research. More and more companies turn to the local haats to sell their products. While haats offer opportunities to target consumers from several villages at one
place, and to that extent make your effort cost-effective, ensure that the people who patronise these haats are the kind who will buy your brand. For instance, we recently conducted a survey among some haats in Tamil Nadu, with some interesting results. The haats were popular with the poorest agricultural labourers who consciously buy the duplicate, spurious products that are sold in these bazaars, since they can't afford the real thing. It is estimated that FMCG companies lost more than Rs 10,000 crore (Rs 100 billion) to spurious products, mostly sold through such local haats and bazaars. Ensure availability: Most anecdotes about rural marketing centre on the distribution aspect the humongous task of physically reaching your product to over 600,000 villages, most of them without motor able roads. But it's not really as nightmarish as it is made out to be, at least keeping in mind the present goals of marketing companies in rural India. We've all heard about the shampoo sachets that are available in even the smallest villages. How does that happen? It's a direct result of rising aspirations, fuelled by television commercials. The consumer demands the product from the local shopkeeper, who then buys the products from the nearest feeder markets. Which means if you can ensure distribution to the feeder markets in towns or villages with populations of 10-15,000, youve already taken the first step towards reaching your target customer? Studies also indicate that rural consumers prefer to shop for durables such as televisions, automobiles and appliances in the nearest big town or city. So, if your products are in towns with populations of 50,000, you're closer to the rural consumer than you would have thought. R V Rajan is chairman and managing director, Anugrah Madison Advertising, and president, Rural Marketing Agencies Association of India.
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Chapter 3
Britannia Company Ltd Profile

Introduction:
Britannia is mutual insurance association of ship owners throughout the world, which is registered in the untied kingdom and regulated the UK financial service authority. The fundamental distinction between a Mutual and other types of insurance company is that a Mutual is not trying to make a profit, has no shareholders and exists purely for the benefit of its Members. The funds of the Mutual are invested and the investment return is used to benefit the Members. The Members are both the insurer and the insured. Mutual insurance is collective self-insurance which operates at cost. A Committee, comprising up to 30 Directors - 28 elected from the membership - determines matters of policy on the advice of the Managers, Tindall Riley (Britannia) Limited to whom the day-to-day management of Britannia is delegated. The Chairman and Chief Executive of the Managers are members of the Committee.
History of Britannia Ltd:

The story of one of India's favourite brands reads almost like a fairy tale. Once upon a time, in 1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with an initial investment of Rs. 295. The company we all know as Britannia today. The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of electricity, Britannia mechanised its operations, and in 1921, it became the first company east of the Suez Canal to use imported gas ovens. Britannia's business was flourishing. But, more importantly, Britannia
was acquiring a reputation for quality and value. As a result, during the tragic World War II, the Government reposed its trust in Britannia by contracting it to supply large quantities of "service biscuits" to the armed forces. As time moved on, the biscuit market continued to grow and Britannia grew along with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding crossed 60%, firmly establishing the Indianness of the firm. The following year, Britannia Biscuit Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the Rs. 100 crores revenue mark. On the operations front, the company was making equally dynamic strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the company unveiled its new corporate identity - "Eat Healthy, Think Better" - and made its first foray into the dairy products market. In 1999, the "Britannia Khao, World Cup Jao" promotion further fortified the affinity consumers had with 'Brand Britannia'. Britannia strode into the 21st Century as one of India's biggest brands and the pre-eminent food brand of the country. It was equally recognised for its innovative approach to products and marketing: the Lagaan Match was voted India's most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India's most successful product launch. In 2002, Britannia's New Business Division formed a joint venture with Fonterra, the world's second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia 'One amongst the Top 200 Small Companies of the World', and The Economic Times pegged Britannia India's 2nd Most Trusted Brand.
Today, more than a century after those tentative first steps, Britannia's fairy tale is not only going strong but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to crores of rupees in wealth for Britannia's shareholders. The company's offerings are spread across the spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India's one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savour the results, happily ever after
Vision:
To dominate the food and beverage market in India with a distinctive range of Tasty Yet Healthy Britannia brands.
Mission:
To dominate the food and beverage market in India a profitable range of Tasty Yet Healthy products by making every Indian a Britannia consumer.
Board of Directors:
Director Name Nusli N Wadia Vinita Bali Vijay L Kelkar Ness N Wadia Ness N Wadia A K Hirjee Avijit Deb Nasser Munjee Jeh N Wadia Keki Dadiseth S S Kelkar Ajai Puri P Govindan Designation Chairman Managing Director Additional Director Additional Director Director Director Director Director Director Director Director Director Company Secretary
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Marketing Mix of Britannia Com.:

A successful marketing strategy must have marketing mix as well as targets market for which the marketing mix is prepared. The elements or variables that made up a marketing mix are only four 1. Decision on product or service. 2. Decisions on price. 3. Decisions on promotion and 4. Decisions on distribution. These four ingredients are closely interrelated under the system approach. The decision is one-area affects action in the other marketing mix decision constitutes a large part of marketing management. The Product: Product is the thing possessing utility. The product is the most tangible and important single component of marketing program. The product policy and strategy is the cornerstone of marketing made without a product there is nothing to distribute, nothing to promote nothing to price. If the product fails to satisfy consumers demand, no additional cost on any of the other ingredients in the market place. To the marketer, Products are the building blocks of a marketing plan, Good products are key to market success Managing the product included planning and developing the right products and services to be marketed by company, policy strategy guidelines are needed for changing the existing products, adding new ones, and decisions are also needed regarding and other product features. Price: Price is the valuation placed upon the product by the offer. Price decision have strategic importance in any enterprise pricing governs the very feasibility of any marketing program because it is the only element in a marketing mix accounting for demand and sales revenue other elements are cost factors. Price
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is the only variable factor determining the revenue or income. A variety of economic and social objectives came into prominence many pricing decisions. The marketing management is required to determine the basis for fixing price of its goals and their establish policies for dealing with discounts, freight payments, allowances, terms and credit and other process related situations. Promotion: Promotion is the persuasive communication about the product by the offers to the project. It is an effort by marketer to inform and persuades buyers to accept, resell recommend, or use the article, service or idea, which is being promoted promotion, is a area of communication with an additional element of persuasion. The promotional activities always attempt to affect Knowledges attitudes, preferences and behaviour of buyers, It covers advertising personal selling, sales promotion, publicity, and public relations. Exhibition and demonstrational used is promotion.
Service, strength and quality:

Britannia is determined to maintain a position at the forefront of the P&I insurance world. The principal factors which have governed its successful progress and which will provide the foundation for its future development are: A high quality membership selected from the world's leading ship owners. A thorough understanding of Members' businesses backed up by a realistic risk management programme. Prudent underwriting leading to unrivalled predictability of insurance cost.
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The application of legal, marine and commercial expertise in the active management of claims so as to minimize Members' ultimate liabilities. A successful investment policy which has made a substantial contribution to the reduction of Members' costs. A world-wide network of correspondents, including many who are exclusive to Britannia, who provide assistance to Members on all aspects of P&I. A highly motivated management team which keeps close control on all aspects of the business. Financial strength, underpinned by total assets of over US$1 bn. In summary, the objective is to provide a strong membership with high quality service at low cost.
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Chapter 4
Products profiles
Sunfeast Biscuits:
Business plays a major role within our society. It is a creative and competitive activity that continuously contributes to the shaping of our society. By satisfying the needs and wants people cannot satisfy themselves, businesses improve the quality of life for people and create a higher standard of living. It is a way for individuals to provide goods and services to consumers, and at the same time, produce a profit for themselves. Businesses are not only important because they provide goods and services for consumers, but they also improve the economy and increase jobs for people within society which is an additional fact producing a higher standard of living. To measure our societies standard of living, we must look to our "Gross National Product", which is the complete measure of our nations output. Unfortunately, inflation is a major problem in our nation which often reduces the Gross National Product. Inflation occurs when the goods become too high within society and spending decreases. A central function within our economic system is satisfying the needs of the consumers with the use of limited supplies. The purpose of a business is to combine resources such as land, labor, and capital in a way that will make them more valuable. Operating in a political and economic climate that supports individual rights, American business has as its guiding principle the right to private ownership and profit. The amount of goods produced depends upon the number of resources available for use. This idea is commonly known as "Supply and Demand". Businesses must attempt to reach an equilibrium between the two which will directly impact the price of the products produced. If something is heavily demanded and at the same time, it's resources are limited, the price of the product will rise. This idea of course works both ways.
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Comparison Study between Sunfeast and Britannia Biscuits Sunfeast Special Choco Cream
129 gms Rs.10.00 Sun Feast Dark Fantasy Vanilla Biscuit 192 gms Rs.20.00
Sunfeast Dream Cream Bourbon Delight 74 gms Rs.10.00
Sunfeast Marie Light Original Biscuit

1 pkt Rs.20.00
Sunfeast Dream Cream Strawberry & Vanilla 78 gms Rs.10.00
Sunfeast Dream Cream Chocolate & Vanilla

78 gms Rs.10.00
Dark Fantasy Chocolate Biscuit

1 pkt Rs.20.00
Dark Fantasy Vanilla Biscuit

1 pkt Rs.20.00
Sunfeast Special Orange Cream (small)

60 gms Rs.5.00
Sunfeast Special Orange Cream

129 gms Rs.10.00
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BRITANNIA BISCUITS:
The story of one of India's favorite brands reads almost like a fairy tale. Once upona time, in 1892 to be precise, a biscuit company was started in a nondescripthouse in Calcutta (now Kolkata) with an initial investment of Rs. 295. The companywe all know as Britannia today.The beginnings might have been humble-the dreams were anything but. By 1910,with the advent of electricity, Britannia mechanized its operations, and in 1921, itbecame the first company east of the Suez Canal to use imported gas ovens.Britannia's business was flourishing. But, more importantly, Britannia was acquiringa reputation for quality and value. As a result, during the tragic World War II, theGovernment reposed its trust in Britannia by contracting it to supply largequantities of "service biscuits" to the armed forces.As time moved on, the biscuit market continued to grow and Britannia grewalong with it. In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry's who till now distributed Britannia biscuits in India. In thesubsequent public issue of 1978, Indian shareholding crossed 60%, firmlyestablishing the Indianness of the firm. The following year, Britannia BiscuitCompany was re-christened Britannia Industries Limited (BIL). Four years later in1983, it crossed the Rs. 100 crores revenue mark.
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Britannia NutriChoice Oat Cookies Britannia NutriChoice Ragi Cookies
Veg Cakes
Nutrichoice Health Starter Kit
NutriChoice 5 Grain
Tiger Banana
NutriChoice SugarOut
NutriChoice Digestive Biscuit
Treat Fruit Rollz
New Britannia Milk Bikis
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Chapter 5
Analysis and Interpretations

Table No. 1 Most Preferred Biscuits Biscuits Sunfeast Britannia No. of Respondents 11 14
No. of Respondents
11 14
Sunfeast Britannia
This graph shows the consumption of biscuits of 25 respondents. The share of biscuits 14 for Sunfeast and 11 for Britannia, the major share is sunfeast Biscuits.
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Table No.2 Prefer the snacks of biscuits Opinion Yes No No. of Respondents 19 6
No. of Respondents
Yes No
19
This graph shows the 19 respondents are use as Snacks and 6 respondents are not use as Snacks.
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Table No. 3 Reason for select the biscuits
Reasons Price Taste Prestige Brand
No. of Respondents 7 15 1 2
No. of Respondents
Brand Prestige Taste Price 0 5 7 10 15 1 No. of Respondents 15 2
This graph shows that reasons to select the product by Price is 7 respondents, Taste is 15 respondents is major, prestige have a respondent and Brand have 2 respondents.
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Table No. 4 Know the product by: Media Advertisement Friends & relations Sales man Others No. of Respondents 18 6 1 0
No. of Respondents
20 10 0 No. of Respondents No. of Respondents
This graph gives us information how know the product by Advertisement is acquired 18 respondents, is got major portion, Friends & relations is 6, Sales man is One and others is zero.
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Table No. 5 Acceptance the price of the product
Opinion Strongly Agree Agree Disagree Strongly disagree
No. of Respondents
20 10 0 Strongly Agree Agree Disagree
Strongly disagree
No. of Respondents
This graph shows the acceptance of biscuits, 15 respondents are agree, 8 respondents are strongly agree and Disagree and Strongly disagree have equal portion.
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Table No. 6
Opinion about quality of the product
Opinion Excellent Good Satisfaction Not good
No. of Respondents
0 4 8 Excellent Good Satisfaction 13 Not good
This graph shows quality opinion about of the product by respondents, 8 respondents were says excellent, 13 respondents were says good, 4 respondents say as satisfaction and any one respondent not say as not good.
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Table No. 7
Prepare how long you prefer
Consume often Daily Weekly once 15 days Monthly
No. of Respondents
Monthly 15 days No. of Respondents Weekly once Daily 0 5 10 15
This graph shows periods of usage, daily user are 6, weekly user are 12 and 15 days and monthly are 5 and 2 respectively.
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Table No. 8
Opinion about packing of Biscuits
Opinion Excellent Good Satisfaction Not-satisfaction
No. of Respondents
Not-satisfaction
Satisfaction No. of Respondents Good
Excellent 0 5 10 15
This graph shows the opinion about packing, 6 respondents were say as excellent, 14 respondents say as good, 4 and 1 respondents say as Notsatisfaction and Satisfaction respectively.
Table No. 9 Reason for attracts these Biscuits Reason Quality Low price Quality with Taste Brand No. of Respondents 10 3 11 1
No. of Respondents
1 Quality 10 11 Low price Quality with Taste Brand 3
This graph shows the reasons for attract customers, for quality 10 respondents, for low price 3 respondents, for quality with taste 11 respondents and only one for brand.
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Table No. 10 Suggester for buy this Biscuits
Suggester Family members Friends Relatives Dealer
No. of Respondents
Dealer
Relatives No. of Respondents Friends
Family members 0 2 4 6 8 10 12
This graph who is suggest to buy biscuits, Family members are 7, friends are 11, relatives are 4 and dealer are 3 out of 25 respondents.
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Table No. 11
Happy to buy these products
Yes or No
No. of Respondents
Yes No
25 0
No. of Respondents
0
Yes No 25
This graph shows happiness of respondents while purchasing biscuits. All respondents are happy to buy biscuits.
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Table No. 12
Respondents give importance this Biscuits
Leval of importance Very high High Low Very Low
25 20 Axis Title 15 10 5 0 Very high High Low Very Low No. of Respondents
Thus graph shows respondents level of importance to the biscuits, 2 respondents are very high, and 21 respondents are high, One for each low and very low.
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Chapter 6 Findings, Suggestions and conclusion Findings

Highest demand product of biscuit is Britannia The maximum responded are used biscuits as snakes Sales man were fail to focus the biscuit Advertisement are effectively introduced biscuit to market Quality of both product were good in market Packing of the products were good Responded will attract for quality & test of biscuit Respondence have give high level of importance to buy to purchase
Suggestions
Sunfeast and Britannia have to give attention towards Advertisement. Both products have to maintain its status by providing more facilities. Develop more variety of biscuit so that the customer could not return in case of lack of choice. Since the SUNFEAST biscuit is not very much recognized so the company should take necessary steps not only on advertisements but the company should also give emphasis on other gift schemes. The company should start the very heavy advertising campaign so that it is easy for them to differentiate with other biscuits available in the market. Improve the prestige & brand name of biscuits The price of biscuit should be reduced Dealers effectively participation in promotion of biscuit
CONCLUSION
Consumer Behaviour will help to learn consumer buying attitude. In biscuits not get much more awareness from public, so kindly to improve the advertisements and other improvements process. The most biscuits consumer is student and housewife, to introduce more flavors and improve the taste and quality of the biscuits. The most buyers to consume under quality of the biscuits and other option are price. To give important to street vendors because more number of people consumed under street vendors. So kindly improve the advertisement and give more awareness to the people.
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