Haldiram's Group - Seeking the 'Right' Marketing Mix

            
 
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Case Details:

Case Code : MKTG048
Case Length : 10 Pages
Period : 1990-2003
Pub Date : 2003
Teaching Note :Not Available
Organization : Haldiram Group
Industry : Ready to Eat Snack Foods
Countries : India

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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"Our brand (Leher) is nowhere near the dominance of Haldiram's."

- Manu Anand, Managing Director of Frito-Lay India.1

"It is far easier to sell something that the consumer is already accustomed to. The company (Haldiram's) caters to the Indian palate, which is its primary driver of success."

- Neeraj Garg, Associate, AT Kearney.2

Introduction

Over a period spanning six and a half decades, the Haldiram's Group (Haldiram's) had emerged as a household name for ready-to-eat snack foods in India. It had come a long way since its relatively humble beginning in 1937 as a small time sweet shop in Bikaner, in the Rajasthan state of India.

In 2001, the turnover of the Haldiram's was Rs 4 billion. The group had presence not only in India but in several countries all over the world.

Till the early 1990s, Haldiram's comprised of three units, one each in Kolkata, Nagpur and New Delhi. The Agarwals family that owned Haldiram's were always conscious of the need to satisfy customers in order to grow their business.

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The company offered a wide variety of traditional Indian sweets and snacks at competitive prices that appealed to people belonging to different age groups.

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1] In an article "It's snack time folks!" dated June 15, 2002, posted on the website www.blonet.com.

2] In an article "It all snacks up" in Brand Equity, Economic Times dated December 11, 2002.


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