Cadbury Dairy Milk - Cinema Case Study

Cadbury’s Dairy Milk

Cadbury’s Dairy Milk (CDM) has had an amazing journey in India, and is an excellent case study in how a brand can become a success story, gaining extensive market shares (it is close to 70% right now with all extensions, 30% alone) and become almost a generic name for chocolates in India. Let us follow this journey and see what things Cadbury must have done right to achieve the kind of success it has.
Phase 1:
Who here does not remember the iconic campaign below run by Cadbury:
This ad firmly established an awareness for CDM in the country. It brought together cricket, youth and a simple but catchy music in a fine blend. But that is not the most important aspect of the ad.
The most important aspect was the projected audience of the ad, the TG being targeted. The TG was No Longer limited to kids. It was about every age group of life, from kids to adults. This ad brought in adults into the ambit of TG for the product. The campaign positioned Cadbury to be seen associated with the ‘special quality’ that all of us possess and are particularly proud of (kuch khaas hai ham sabhi mein
)

Cadbury efforts were focussed on expanding the market pie simultaneously with its share in it.

Phase 2:

What next? Cadbury wanted to increase the number of occasions for chocolate consumption. They realized that CDM might be an impulse buy, but it was not an impulse consumption. When the impulse buy to impulse consumption transition takes place, the frequency as well as quantity of purchase goes up.

Hence, they did the simplest thing that can be done to do so. They gave the users more reasons to eat chocolates through the following ad:

The reasons too were such that they actually indicated that almost any reason suffices for CDM consumption.

Phase 3:

Chocolate consumption is always seen as an act of indulgence and self-pampering by the individual. Hence, Cadbury hit upon the idea of associating CDM with happiness. A range of spaced apart advertisements, such as the ones shown below talk about connecting CDM to happiness, and that too not in the form of major achievements, but as the simple things in life that brings a smile to one’s face.

Following were some of the ads:

This was followed up by positioning CDM as the means to celebrate happiness in both small and big things in life. The foundation was laid about CDM being the celebration mode, using the famous ‘pappu paas ho gaya‘ campaign with Amitabh Bacchan. This was the first connect to CDM being usable as ‘sweets’ (it was presented as substitute to sweets, but the subtlety of the same was well handled)

Phase 4:

They have now recently started going full-fledged about CDM as a sweet-substitute. Cashing in on occasions of sweet consumption, such as beginning new endeavors (shubh aarambh), CDM has put itself as a possible replacement for sweet (and a delightful one at that). The campaign sticks to the original backdrop of simple things in life that bring a smile to face.

This has been the amazing journey of CDM in India, a journey defining success by the very book – expanding market size as well as the market share. Hope to see the brand carrying on the legacy it has already developed

Note: The above journey was interspersed with some other delightful campaigns like Mehendi, Miss Palampur, India vs Kenya etc. and also the damage control campaigns after the worms scandal.

Source: http://marketingbrainstorm.wordpress.com/2011/02/16/brand-analysis-cadburys-dairy-milk-a-journey-of-success/

Coca-Cola Case Study - Manufacturing & Distribution,

Coca-Cola Enterprises leverages output strategy to consolidate vendors and devices and reduce costs

The Organization

Coca-Cola Enterprises Inc. (CCE) is the world’s largest marketer, distributor and producer of products manufactured by The Coca-Cola Company. In 2006, CCE achieved total revenue of $19.8 billion, distributing 42 billion bottles and cans, 19 percent of The Coca-Cola Company’s volume worldwide. Operating in 46 states, Canada and portions of Europe, CCE employs 74,000 people who operate 444 facilities, 55,000 vehicles and 2.4 million vending machines, beverage dispensers and coolers.

The Challenge

Since 1986, CCE had grown by acquisition of local bottlers across the globe, and the

company’s paper and equipment burden grew with each acquisition. Each location and division had its own policies and procedures. Several years ago, CCE launched projects to increase efficiencies throughout the organization, focusing on ways to consolidate the number of output suppliers, standardize specific products and decrease lifetime total cost of ownership (TCO).

In the first phase alone, Coca-Cola Enterprises estimates that it has reduced its hardware costs by about 10 percent and reduced its supplies costs by 17 percent.

Buy-in from the individual locations and divisions would be critical to the success of any new output strategy.  “The first barrier we had to overcome was getting employees throughout our organization to recognize the need to consolidate the type and number of devices we had,” said David Bondi, former Manager of Corporate Procurement for CCE’s Business Information Services department.

“Over time, our cost of ownership will continue to

decrease dramatically because we have been smart

about where we place our assets and the level at

which they are utilized and maintained. It’s not just

about establishing the right fleet of devices. Keeping

TCO low is about keeping the environment at an

optimal state based on current business requirements.

You can’t do that effectively unless you have accurate

and timely information.”

—David Bondi

Former Manager of Corporate Procurement

Business Information Services

Coca-Cola Enterprises Inc.

At that time, Coca-Cola Enterprises maintained about 6,000 printers which were installed over several years and purchased from a variety of manufacturers. CCE wanted to increase its ability to monitor device efficiency, location, usage, status, and overall cost. Additionally, the company’s decentralized procurement infrastructure presented challenges in obtaining favorable pricing and required multiple maintenance contracts. This increased the workload of IT and procurement personnel who found themselves managing dozens of different makes, models and contracts. 

“We were buying products from multiple providers and fulfilling through multiple channels with no consistency or standardization,” said Bondi. “Though individual procurement groups were each doing a great job, we lacked standardization on a national scale and the ability to develop long-term partnerships with vendors.”

An assessment conducted by Lexmark revealed that, in one division that employed about 650 people, CCE operated more than 300 output devices including 205 printers, 45 fax machines, 40 copiers, 11 scanners, and two multifunction printers (MFPs), which produced a variety of documents critical to customer order fulfillment. These

devices represented 110 different models from 16 different vendors, putting considerable burden on IT staff to manage and maintain them. Only 46 percent of the devices were connected to CCE’s corporate network. The employee to device ratio had deteriorated to 2.1 people per device, indicating that many of the devices were likely underutilized.

The Approach

By centralizing and aggregating demand, CCE would gain the highvolume purchasing leverage it lacked. Getting started required a strategic approach. CCE formed an output committee to lead the decision-making process. With its procurement infrastructure aligned, CCE’s output committee looked to establish a consistent set of

deployment principles and select the best vendors. The team started with a request for proposal (RFP). Developed by a joint team and issued to several printer manufacturers, CCE’s RFP specified no makes or models, but instead defined a set of

specifications. Vendors were encouraged to modify existing models, adding memory, extra paper trays or other items as necessary to meet CCE’s level-playing-field specification. The RFP required bidders to project a five-year TCO for this vendorneutral standardized environment, including the cost of service, toner,

replacement of high-wear parts, cost per page, and other factors. It is this TCO amount that CCE used as its key basis for comparison; the initial product acquisition price was not the sole consideration. “It was eye-opening to us that there were a number of products that had a low acquisition price but a very high five-year TCO,” said Bondi. 

Lexmark was able to provide products that met CCE’s specifications and offered the lowest five-year TCO, so CCE chose Lexmark as its sole supplier of monochrome laser printers and a provider of MFP solutions in North America. The initial contract included products, three-year extended warranties on all devices and genuine 

The Solution

Phase I:

With the foundation now in place and Lexmark selected as its partner, CCE developed a plan leveraging the consulting work that had been completed with Lexmark. First, a set of deployment principles for each type and size of site was established. Next, CCE required all its locations to map out their existing output devices and personnel so

that the new infrastructure for each location could be determined. Once that was completed, the sites then mapped their future state to the deployment principles for their site type, determining which existing devices fit into the new deployment principles and what new equipment would be required for the optimized future state. Capital funding for each location was allocated based on the information provided.

“By being smart about where we place assets, we can

maximize utilization and dramatically lower our TCO.

With increased visibility on our devices, we can

provide increased capabilities to employees while

reducing our overall costs.”

—David Bondi

In conjunction with optimizing the output space, the Lexmark consulting engagement helped CCE develop a set of governing policies to ensure that the initial savings were met and managed over time. These policies included rules standardizing toner and device acquisition and management. Additionally, all devices were limited to four years of service and a five-year total lifecycle. CCE also conducted a significant amount of research on industry trends and began preparing for the increase in color printing long before it became popular. In fact, color has always been important to CCE, especially when it comes to the integrity of its brand. Ensuring that its color laser printers can properly print the CCE logo and those of its customers is a key consideration. “We’ve seen the demand for color increasing and we’ve been preparing for it,” said Russ Thyret, Program Manager, Global End User Support. “By 2010, all of our output devices could likely be color devices and we’re building the foundation for that now.”Over time, CCE is reducing the 6,000 devices to about 3,800, which will ultimately drop its device count by about 35 percent. The benefits include:

• Standardized asset infrastructure that can now be leveraged for workflow and process improvements

• Simplified support models

• Reduced maintenance costs, capital expenditures and 

consumables costs.

Based on CCE’s needs, a variety of Lexmark monochrome, color and MFPs were chosen. Inkjets and older monochrome lasers were replaced with Lexmark’s T644. Lexmark’s C772 was added as the standard for color laser printing. Copiers and fax machines were replaced by conveniently located Lexmark X642e and X646dte MFPs. All the devices are connected to the network, consolidated onto a single maintenance contract, have similar operator panels making them easier for employees to use, and use a unified family of consumables. With the plans in place for how the environment would be optimized, CCE identified the opportunity to maintain its environment’s optimal operation levels and further reduce its TCO. This awareness led to an additional engagement with Lexmark.

Phase II:

With the device optimization project underway, CCE began to realize that continued success required an ongoing management strategy that kept an up-to-date, comprehensive inventory of the devices, monitored the devices for usage data and provided analysis and reporting by business unit. CCE also needed a partner that would use this information to create actionable plans to drive continuous improvement and savings. “Over time, our cost of ownership will continue to decrease dramatically because we have been smart about where we place our assets and the level at which they are utilized and maintained,” said Bondi. “It’s not just about establishing the right type of devices. Keeping TCO low is about keeping the environment at an optimal state based on current business requirements. You can’t do that effectively unless you have accurate and timely information.”

“We’ve been able to shift our IT resources to other

high-value activities and that has been a tremendous

advantage for us."

—Russ Thyret

Program Manager

Global End User Support 

Coca-Cola Enterprises Inc.

Now, CCE is gaining detailed insight into printer locations, status, device performance and utilization. Through a secure, personalized web site, CCE is able to view detailed device utilization and efficiency reports, monitoring device location, status and maintenance needs. Lexmark and CCE use this data to determine actionable information that can be leveraged to continually drive costs out of the operation, displaying the true value of the Distributed Fleet Management approach. The Lexmark solution can also monitor other manufacturers’ models, ensuring that CCE has a complete view of all of its output devices and not just a partial one. This gnostic approach was a key factor for CCE in engaging with Lexmark to perform additional value added services.  “We could not have accomplished our goals with any of the other vendors,” said Thyret.

“Lexmark brings a level of maturity to the table that you don’t often find in technology providers. They understand that every environment requires a diverse set of equipment to meet the needs of employees and that will sometimes include equipment from other providers. But, being able to monitor and manage it all as a single unit is critical to success.” By outsourcing the management of its output devices to Lexmark, CCE has been able to free up IT resources for more strategic projects. “We’ve been able to shift our IT resources to other high-value activities and that has been a tremendous advantage for us,” said Thyret. New devices are also being phased in as older devices reach the fiveyear threshold that has been established by CCE. In the first four years of use, a printer will be repaired, but if challenges arise in the fifth year of use the device is replaced. All devices are replaced once 60 months of use is reached.

Phase III:

CCE is now entering the third phase of its output strategy, proactive consumables management. As Lexmark’s sophisticated tools monitor CCE’s output devices, alerts are captured. When Lexmark receives the alert, the system validates that the output device is active in the database and then checks the need for the consumable item against a set of business rules, such as when the last alert was received or the

number of pages printed by the device. Once the alert has been validated, the system sends an e-mail to a specific CCE contact notifying them that an alert has been received and that an order is being placed for processing and shipment. Once the order has been shipped, a second e-mail is sent notifying CCE of the shipment and its

tracking information.   

“We could not have accomplished our goals with any

of the other vendors. Lexmark brings a level of

maturity to the table that you don’t often find in

technology providers. They understand that every

environment requires a diverse set of equipment to

meet the needs of employees and that will sometimes

include equipment from other providers. But, being

able to monitor and manage it all as a single unit is

critical to success.” 

—Russ Thyret

The benefit for CCE comes in productivity improvements for the employee and IT communities.  The Lexmark Proactive Consumable Management solution automates the process and enables CCE’s employees to focus on their core job responsibilities. 

With proactive consumables management CCE is able to:

• Eliminate toner waste

• Eliminate the need for employees and the IT community to order 

toner and maintenance kits for output devices

• Ensure that toner is always available for the output devices

• Ensure that only high-yield cartridges are utilized for fewer interventions and  educed costs

• Eliminate the need for toner inventory and the associated carrying costs of that inventory

Phase IV:

The next phase of the CCE output strategy will be leveraging the DFM infrastructure to further integrate with its help desk to keep all of the company’s devices working at optimal levels. Alerts generated by the devices will provide the data necessary to understand the corrective actions required to get a device back on-line and running.  

When an alert is detected, Lexmark determines how to remedy the problem. If a technician is required, Lexmark will automatically know which parts are required to correct the condition and get the device back online.  

Lexmark will also integrate its DFM tools into CCE’s help desk system. In this model, hard failure alerts from the devices can automatically open up a ticket in CCE’s help desk system.  The call can then be transferred automatically to Lexmark to dispatch a technician with the correct parts from the device’s diagnostic codes. Proactively monitoring the output devices yields the following benefits to CCE:

• Minimize employee and IT time involved in troubleshooting 

output devices

• Provide greater availability and uptime of CCE’s output devices

“One of the things we truly value about our

relationship with Lexmark is the continued focus on

helping us reduce the amount of pages we print and

our costs. The Lexmark team is diligent about

suggesting new concepts and approaches that will

help us achieve our business objectives.”

—David Bondi

Looking Forward

Now that the asset infrastructure has been re-engineered with stateof-the-art multifunction technology, Lexmark is working with CCE to integrate those MFPs with its FileNet system. The goal is to leverage the existing investments in MFPs to drive greater efficiencies and reduce the creation and movement of paper throughout the organization.

Using the MFPs already installed, Lexmark will target paper-intensive workflow processes, such as expense report submission and human resources processes, for significant time and cost savings improvements. With this approach, documents can be scanned at the MFP, properly indexed and then deposited directly into FileNet utilizing the Lexmark Document Solutions Suite. The Lexmark solution will also

allow CCE to leverage and integrate its existing Canon devices into the scanning and workflow process as well.

The Results

In the first phase alone, Coca-Cola Enterprises estimates that it has reduced its hardware costs by about 10 percent and reduced its supplies costs by 17 percent. CCE now has reduced the number of vendors providing output solutions and the management of them. Its move to consolidate

providers has given CCE economies of scale, a consistent set of consumables to manage and an easier maintenance plan to follow. In the second phase, its Distributed Fleet Management contract with Lexmark has freed its IT staff to focus on other priorities, while providing the company with actionable information upon which to make business decisions and keep its output devices operating at optimal levels. Utilization is carefully tracked and analyzed, allowing

CCE to quickly redeploy its Lexmark models to match user demand with device features and capacity. CCE expects significant cost savings and productivity gains from its proactive consumables management initiative as well. “By being smart about where we place assets, we can maximize utilization and dramatically lower our TCO,” said Bondi. “With increased visibility on our devices, we can provide increased capabilities to employees while reducing our overall costs.” CCE is also implementing Lexmark’s consumables management service across the organization, eliminating the need for CCE employees to monitor, order, stock and replace consumables for printers and MFPs. CCE will gain additional time and cost savings, improving device uptime and allowing employees to focus on their jobs and not on printer-related administration tasks. Further savings will be achieved by leveraging the existing MFPs for process and workflow efficiencies.  Next, CCE will look to leverage this solution in other regions of the world, including Europe. “One of the things we truly value about our relationship with Lexmark is the continued focus on helping us reduce the amount of pages we print and our costs,” said Bondi. “The Lexmark team is diligent about suggesting new concepts and approaches that will help us achieve our business objectives.”