DOCSLIB.ORG

Volume 1 Issue 10 Business & Management Ezine

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Volume 1 Issue 10 Business & Management Ezine w Volume 1 Issue 10 Business & Management Ezine February 2010 Techno India, EM-4/1, Sector-V, Salt Lake, Kolkata - 700091 Table of Contents Sl. No. Topic Page No. [1] First Byte [ Editorial ] Ed/1 [2] Cover Story : Merger & Acquisition Ca/1-12 Cadbury vs Kraft (Monojit Banerjee) [3] Cover Story : Marketing Pr/1-7 Cadbury’s Promotions (Anis Chattopadhyay) [4] BIZarre Sc/1-4 Let’s Have Scotch! (Debraj Datta) [5] Soft Skills In/1-7 Dodging The Bullets: Guidelines For Facing Specific Interview Questions [Part-5] (Virag Bhushan Dwivedi) Disclaimer: Any views expressed by author(s) are their own. Bizzy Bytes is in no way responsible for the personal opinions of the author(s). We try to keep all information accurate, but that is subject to reliability of the sources. Bizzy Bytes Page : Cr/2 February 2010 The Bizzy Bytes Team: Editorial Team: Content Writers: [1] Monojit Banerjee [1] Anis Chattopadhyay [2] Anis Chattopadhyay [2] Debraj Datta [3] Bijan Chakraborty [3] Virag Bhushan Dwivedi [4] Arjan Biswas [4] Monojit Banerjee [5] Vijay Kumar Singh Graphics Design Team: Marketing Team: [1] Monojit Banerjee [1] Monojit Banerjee [2] Archita Pal Choudhury [2] Anis Chattopadhyay [3] Bijan Chakraborty [4] Amit Kundu [5] Archita Pal Choudhury [6] Shamima Haque [7] Arjan Biswas [8] Vijay Kumar Singh [9] Debraj Datta [10] Jayeeta Debnath Munshi Our Advisors: [1] Debraj Datta Bizzy Bytes is available at: Contact details: www.tisoms.co.nr (Download all issues today) Techno India School of Management studies You can also provide us your EM-4/1, Sector-V, Salt Lake, email ids and we will mail you Kolkata – 700091 every issue as and when it is published. Monojit Banerjee M: +(91)9231342749 Never miss an issue !!! E: [email protected] All intellectual property rights are reserved by Bizzy Bytes magazine. No part of this magazine can be copied, extracted or distributed without prior written permission. The magazine issue itself may be freely distributed, provided all due credits are visible. Bizzy Bytes Page : Cr/3 February 2010 Editorial First Byte Monojit Banerjee Editor Bizzy Bytes Email: [email protected] Bizzy Bytes, the business and management ezine of Techno India School of Management Studies [TISOMS], has been in existence for 10 months now and we are delighted to present our readers with the February 2010 issue. On behalf of Bizzy Bytes, let me once again take this opportunity to thank all those people who have made this possible. We have, for our readers, the following regular columns: BIZarre, a column by Debraj Dutta, (faculty, Department of Management Studies, Meghnad Saha Institute of Technology) featuring some curious and extremely interesting facts and stories from the business world. Soft Skills, a column by Virag Bhushan Dwivedi, an alumnus of our college. Also in this issue: Cover Story: Cadbury – Those of us who have grown up with Cadbury’s chocolates should be very sad and nostalgic on this day. Cadbury is no more!! While I chose to do a post mortem study of the blow-by-blow account of the acquisition of Cadbury by Kraft, supported by biographical sketches of both organizations, Anis focuses on memorable marketing campaigns of Cadbury throughout its eventful lifetime. Hope you enjoy all this. Keep sending us your views. Thanks & regards, Monojit Banerjee Bizzy Bytes Ed/1 February 2010 Cover Story : Merger & Acquisition Cadbury vs Kraft -- Monojit Banerjee Introduction: Newsflash (Tuesday, January 19th, 2010): Cadbury Agrees to Kraft takeover offer: The Cadbury board has accepted a new offer by US food company Kraft to acquire the company for 840 pence per share, valuing the company at £11.5bn ($18.9bn)., with shareholders to also get a 10 pence special dividend, bringing it to a total of 850 pence. It has advised Cadbury shareholders to accept the deal by 2nd February. Kraft and US confectioner Hershey were competing to acquire Cadbury but this new increased offer by Kraft has apparently forced Hershey out of the race. Cadbury shareholders are expected to agree to the takeover. Even Italian manufacturer Ferrero was interested in buying Cadbury to create a European chocolate powerhouse. It was speculated that it might team up with Hershey. But nothing ultimately materialized. The key shareholder of Kraft is Warren Buffet. Impact: Kraft said the deal would create a "global confectionery leader". There are renewed fears over possible job cuts at Cadbury's UK operations as a result of the agreed takeover. The offer will consist of 500 pence in cash, with the rest made of Kraft shares. Kraft will borrow £7bn ($11.5bn) to finance the deal. The increase in Kraft's debt to pay for Cadbury is a cause for concern for its employees. The need for Kraft to cut costs could mean staff cuts in the longer-term. Kraft also said it expected "meaningful cost savings" as a result of the merger. When a large entity like this has to make cost savings of the magnitude they will need to make, industry watchers are tempted to ask how those cost savings will be made. Kraft already has a track record of cutting production and moving production abroad. There is concern that they may not keep production in the UK in the long run. The company has given no specific assurances over the future of 4,500 UK jobs, though it says it wants to invest in the Bournville site and maintain production at Somerdale, near Bristol, also known as Keynsham. Bizzy Bytes Page : Ca/1 February 2010 It has not ruled out cuts, and staff numbers at Cadbury's head office in Uxbridge are expected to be reduced. Buying Cadbury raises a lot of questions around how the integration of both companies will proceed: In the United States, Cadbury's chocolate presence is negligible with Hershey owning the rights to the Cadbury Dairy Milk brand (and the recipe); experts speculate that Kraft will have to cancel this deal and compensate Hershey Co. financially. For candy and gum, Mars- Wrigley is slightly stronger than Cadbury in the US, which means Kraft might need to retain the Cadbury team for a while (which was mostly the Adams team before Cadbury bought Adams) as not to fall prey to competition since Mars-Wrigley is a stable entity by now. For the rest of North America (Canada and Mexico), Cadbury has very strong presence again led by the gum and candy portfolios which were originally part of Adams. Canada is a balanced market with a decent gum, candy, chocolate and cough drops portfolio for Cadbury (Hershey does not own the rights to Cadbury Dairy Milk in Canada). Mexico is primarily a candy and gum market, led mainly by Clorets gum. Cadbury's direct distribution network in Mexico is very strong which could be a good entry point for other confectionery owned by Kraft. In the Europe, things are different, the Cadbury team in the UK is quite large and it is expected that a lot of jobs could be lost. In the Eastern Europe, anti-trust laws might force Kraft to divest part of the confectionary business by selling whole or parts of companies owned by Cadbury such as Wedel in Poland and Kandia in Romania. Cadbury's state of the art gum factory in Poland is definitely a fort that Kraft needs to keep especially that Wrigley produces a large portion of its gum products in Poland and is supplying the rest of Europe from it. In Russia, Kraft has stronger presence than Cadbury. Cadbury's presence is in Russia is only recent with the previous acquisition of Nordic gum manufacturer, Dirol which is strong in Russia. In the Middle East, Cadbury is by far more successful than Kraft. Cadbury dominated the region by acquiring Adams in 2003. Adams's 3 strongholds, Egypt, Morocco and Lebanon combined with Cadbury's strong presence in Egypt gave Cadbury domination of the Moroccan, Egyptian, Syrian and Lebanese markets in gum and domination of Egypt's chocolate market. In 2009, Cadbury consolidated its business in Middle East and North Africa by setting regional headquarters in Cairo and focusing its efforts behind a few main brands such as Dairy Milk, Halls and Clorets and discontinuing smaller brands to achieve more regional focus. The move has led to financial and communication synergies which allowed Cadbury to gain more share during the year. Kraft on the other hand, has been struggling in North Africa with low end products (cakes, cookies and condiments) which it has inherited from a local Egyptian company they have previously acquired to enter the Egyptian market. However, Tang and Kraft's cheese brands have shown a strong presence in the GCC region primarily in Saudi Arabia and Bahrain. Kraft's recent acquisition of Danonne Buscuits adds more complexity as the Middle East team is not fully integrated and the brands inherited from Dannone have failed to make a break through in the market. By buying Cadbury, Kraft gains a major foothold into developing markets, particularly India, South Africa and the Middle East where Cadbury is dominating the confectionary market and has strong distribution networks. In India in particular, Cadbury Dairy Milk Chocolate is the winning horse in the market with strong brand equity led by years of celebrity endorsements. In the Middle East, Cadbury has strong presence with Flake chocolate in Saudi Arabia and Cadbury Dairy Milk chocolate in Egypt. For gum, Cadbury's Clorets brand (which was part of Adams) is the largest gum brand across North Africa and the Middle Bizzy Bytes Page : Ca/2 February 2010 East in total. However, Mars-Wrigley's "Extra" gum is the leader in UAE.
Load more

Recommended publications
  • Kraft Foods Inc(Kft)
    KRAFT FOODS INC (KFT) 10-K Annual report pursuant to section 13 and 15(d) Filed on 02/28/2011 Filed Period 12/31/2010 UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 (Mark one) FORM 10-K [X] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2010 OR [ ] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 COMMISSION FILE NUMBER 1-16483 Kraft Foods Inc. (Exact name of registrant as specified in its charter) Virginia 52-2284372 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) Three Lakes Drive, Northfield, Illinois 60093-2753 (Address of principal executive offices) (Zip Code) Registrant's telephone number, including area code: 847-646-2000 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Class A Common Stock, no par value New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x No ¨ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x Note: Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Exchange Act from their obligations under those Sections.
    [Show full text]
  • Enel Green Power's Renewable Energy Is Part of the History of Mondelēz International's Business Unit in Mexico
    Media Relations T (55) 6200 3787 [email protected] enelgreenpower.com ENEL GREEN POWER'S RENEWABLE ENERGY IS PART OF THE HISTORY OF MONDELĒZ INTERNATIONAL'S BUSINESS UNIT IN MEXICO • Enel Green Power supplies up to 77 GWh annually to two Mondelēz International factories with wind energy from its 200 MW Amistad I wind farm located in Ciudad Acuña, Coahuila. • Thanks to this relationship, Mondelēz International has avoided the emission of approximately 33,000 tons of CO2 per year. Mexico City, October 7th, 2020 – Enel Green Power México (EGPM), the renewables subsidiary of Enel Group, joins the celebration of the 8th anniversary of Mondelēz International in the country, by commemorating two years of successful collaboration through an electric power supply contract. Derived from this contract, Mondelēz International has received up to 77 GWh per year of renewable energy to its factories located in the State of Mexico and Puebla. Thanks to the renewable energy supplied by EGPM´s Amistad I wind farm; Mondelēz International has avoided the emission of around 33,000 tons of CO2 per year, equivalent to almost 80% of its emission reduction target for Latin America in 2020. Similarly, this energy is capable of producing approximately more than 100,000 tons annually of product from brands such as Halls, Trident, Bubbaloo, Oreo, Tang and Philadelphia and is enough to light approximately 33,000 Mexican homes for an entire year. “It is an honor for Enel Green Power México to contribute to Mondelēz International environmental objectives and efforts to accelerate energy transition in the country. Today more and more companies are convinced that renewable energies are not only sustainable, but also profitable, which is why this type of agreements serve as a relevant growth path for clean sources in Mexico”, stated Paolo Romanacci, Country Manager of Enel Green Power Mexico.
    [Show full text]
  • 2020 Easter Candy
    2020 EASTER CANDY BOOK 1 OF 2 Orders Due Back to URM no later than September 16th, 2019 The following items are the offerings for your 2020 Easter Candy. Hershey is offering an early ship on eight of their Easter items. These can be found at the beginning of Catalog 1 and will ship to stores 12/29/19. All other items will ship 2/9/20 All orders are due to URM by September 16th, 2019. Preferred Ordering Method: Online ordering is fast, efficient, and the preferred way to order. Detailed instructions for Online ordering can be found on the Portal under Retail Kiosk/Documents/User Guides. Please read the instructions and utilize the Online ordering. Alternate Ordering Methods: Complete the separate Easter Candy order guide then scan or email to Rena Goodwin at [email protected] If you cannot utilize the first two ordering methods: orders may be faxed ATTN: Rena Goodwin 509-467-2738 We reserve the right to change prices due to typographical errors or incorrect information from vendors JANUARY Item #389324-5 Line # 1 Item #389319-5 Line # 2 Item #389320-3 Line # 3 HRSH AST CNT GDS SHIPPER 432/ASST CADBURY CARAMEL EGG 288/1.2 OZ CADBURY CHOC CRM EGG 288/1.2 OZ Net Cost:$263.24 EA .61¢ SRP: .89¢/32% Net Cost:$182.98 EA .64¢ SRP: .95¢/33% Net Cost:$182.98 EA .64¢ SRP: .95¢/33% 72 MILK CHOC BUNNIES 1.2 OZ UPC: 34000-00687 UPC: 34000-00799 UPC: 34000-00712 72 ALMOND JOY EGGS 1.1 OZ UPC: 34000-00231 180 REESES PB EGGS 1.2 OZ UPC: 34000-00475 36 KIT KAT 1.55 OZ UPC: 34000-24659 36 REESE’S WHITE CHOC PB 1.2 O Z UPC: 34000-00692 36 REESES PIECES
    [Show full text]
  • India: Food Processing Ingredients
    THIS REPORT CONTAINS ASSESSMENTS OF COMMODITY AND TRADE ISSUES MADE BY USDA STAFF AND NOT NECESSARILY STATEMENTS OF OFFICIAL U.S. GOVERNMENT POLICY Required Report - public distribution Date: 12/29/2016 GAIN Report Number: IN6166 India Food Processing Ingredients India’s food processing sector is poised for growth in response to changing demographics, evolving preferences for branded items, a modernizing retail sector, growing consumer acceptance of processed foods, and government advocacy to develop food manufacturing. Approved By: Adam Branson Prepared By: Dhruv Sood and Radha Mani Report Highlights: India’s food processing sector is poised for growth in response to changing demographics, evolving preferences for branded items, a modernizing retail sector, growing consumer acceptance of processed foods, and government advocacy to develop food manufacturing. Packaged food sales almost doubled between 2011 and 2015 to $38 billion and there is opportunity for further growth. Imports of non- standardized foods and ingredients remain a challenge. Post: New Delhi Executive Summary: Section I – Market Summary Increasing urbanization, lifestyle changes, greater affluence, and increased rates of women working outside of the home are driving demand for processed foods. According to the Ministry of Food Processing, the food processing sector accounts for 1.7 percent of gross domestic product and is valued at $25 billion (based on a revised series). According to the latest Annual Survey of Industries, there are 37,175 registered food processing units in the country that have employed approximately 1.7 million people. As per an assessment of the extent of food processing in various food sub-sectors done in 2014 by the Institute of Economic Growth on behalf of the Ministry of Agriculture, the average extent of processing of agro-products in 2010-11 was 6.76 percent.
    [Show full text]
  • Private & Confidential
    Private & Confidential SAARF AMPS 2008B 2008B Rolling Average Release Layout (Jan - Dec '08) ADULTS with Branded Products PRELIMINARY Prepared for:- South African Advertising Research Foundation (SAARF®) Copyright Reserved Mar-09 SAARF COPYRIGHT The copyright of this report is reserved under the Copyright Act of the Republic of South Africa. No part of this publication may be reproduced by any means or used in any form by persons or organisations other than the members of the South African Advertising Research Foundation (SAARF) without the prior written permission of the Chief Executive Officer of the Foundation. Members of the Foundation who reproduce or publish information from the SAARF AMPS® Reports should make clear reference to the source of such information and should lodge a copy or details of the material reproduced or published with the Chief Executive Officer of the Foundation at the time of its release. No use or attempted use of data published in or derived from any of the SAARF AMPS® family of research reports in a court of law is permissible. SAARF AMPS® data may not be used in governmental proceedings except with the explicit permission of SAARF; such permission shall be sought in advance for clearly defined purposes separately in every instance. Private and Confidential SAARF AMPS® 2008B SECTION (2008B Rolling Average Release Layout) Prepared for: South Africa Advertsing Research Foundation (SAARF) Prepared by: Shonigani - Nielsen Media Research (An operating division of ACNielsen Marketing and Media (Pty) Ltd.) ® 2009/03/16 SAARF AMPS 2008B AMPS ® 2008B CD PAGE A TECHNICAL DATA Informants : 21083 Adult Population : 31305 H/Hold Weight : 11139 Cards Per : 1-49,51,52,54,55,56,68,73-75,91-93,202-299,300-311,501-504 Questionnaire Questionnaire No.
    [Show full text]
  • Case with Questions J Cadbury 1
    j Case with questions Cadbury 1 Cadbury is a very well known British confectionery company. Originally a family fi rm started by John Cadbury and grounded in Quaker values and ideals, it started life in 1824 as a shop selling chocolate as a virtuous alternative to alcohol. It went on to become a large-scale manufacturer of chocolate based at the now legendary Bournville factory, built in 1879, and its picturesque workers’ village with its red-brick terraces, cottages, duck ponds and wide open parks. Over the next 100 years Cadbury developed the products that have become so familiar: Dairy Milk in 1905, Milk Tray in 1915, Flake in 1920, Creme Egg in 1923, Roses in 1938 and more. From 1969 it traded as Cadbury Schweppes plc until, in 2008, it separated its global con- fectionery business (which retained the name ‘Cadbury’) from its US beverages business, which was renamed Dr Pepper Snapple Group Inc. Cadbury Schweppes had already sold off most of its beverages businesses in other countries around the world, a process started in 1999 and concluded in 2009 with the sale of its Australian beverages business. The reason for the exit from the beverages business was to enable Cadbury to focus more clearly on what it saw as its core strengths in confectionery, and better enhance shareholder value. Beverages had become the ‘poor sister’ in the relationship, with a separate management structure but delivering growth below the targets for the company. In 2008 the newly de-merged Cadbury set as its goal maintaining its market leadership position, and leveraging its scale and advantaged positions so as to maximise growth and returns.
    [Show full text]
  • Global Brand List
    Global Brand List Over the last ten years Superbrand, Topbrand and Grande status in over 10 countries: Marque status have become recognised as the benchmark for brand success. The organisation has produced over 5000 case DHL, American Express, Audi, AVIS, Sony, studies on brands identified as high achievers. These unique McDonald's, MasterCard, Philips, Pepsi, Nokia, stories and insights have been published in 100 branding bibles, Microsoft, Gillette, Kodak and Heinz. 77 of which were published in Europe, the Middle East and the Indian sub-continent. The following brands have achieved Superbrands ® 1C Aim Trimark Amstel Asuransi Barbie 3 Hutchison Telecom AIMC *Amsterdam AT Kearney Barca Velha 3 Korochki Air Asia Amsterdam Airport Atlas Barclaycard 36,6 Air Canada Amway Atlas Hi-Fi Barclays Bank 3FM Air France An Post Aton Barista 3M Air Liquide Anadin atv BARMER 7-Up Air Miles Anakku Audi Barnes & Noble 8 Marta Air Sahara Anchor Audrey Baron B A Blikle Airbus Ancol Jakarta Baycity Aurinkomatkat Basak¸ Emeklilik A&E Airland Andersen Consulting Australia Olympic Basak¸ Sigorta A-1 Driving Airtel Andersen Windows Committee BASF AA2000 AIS Andrex Australia Post Basildon Bond AAJ TAK Aiwa Angel Face Austrian Airlines Baskin Robins AARP Aji Ichiban Anlene Auto & General Baso Malang AB VASSILOPOULOS Ak Emekliik Ann Summers Auto Bild Bassat Ogilvy ABBA Akari Annum Automibile Association Bata abbey Akbank Ansell AV Jennings Batchelors ABC Al Ansari Exchange Ansett Avance Bates Abenson Inc Al Ghurair Retail City Antagin JRG AVE Battery ABN Amro
    [Show full text]
  • Analysis of Cadbury
    JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 7, ISSUE 14, 2020 Brand Management: Analysis of Cadbury Rinoy Babu ManakkalethuResearch Scholar Department of Commerce Sree Narayana Guru College, K.K. Chavadi, P.O., Coimbatore Dr.D.MahilaVasanthiThangam Associate Professor of Commerce Karunya Institute of Technology and Sciences Coimbatore-114 Abstract This study is conceptual in nature, covers a detailed description and analysis of the Brand Elements, Brand Loyalty, Brand Architecture, Positioning, repositioning, Brand Image, Brand Awareness etc. The objective of this research was to breakdown and analyses the strategic brand management process of Cadbury, a subsidiary of Mondelez International. As we all know, Cadbury is a brand that enjoys much Brand Equity owing to its high Brand Awareness, Brand Loyalty, and perceived quality. The Brand Elements of Cadbury has played a major role in its branding over the years. It is because of the high popularity of the brand elements of Cadbury that even after its acquisition by Mondelez International, they have not altered the name or any other aspect of the Brand Elements. In this project, we analyse various dimensions of the strategic brand management process of Cadbury. Also tried to analyse the Brand Image and Awareness for Cadbury. Various Frameworks and examples have been applied for this study. Introduction Cadbury, formerly known as Cadbury’s and Cadbury Schweppes, is a British multinational confectionery company wholly owned by Mondelez International (originally Kraft Foods) since 2010. It is the second largest confectionery brand in the world after Mars. Cadbury is internationally headquartered in Uxbridge, West London, and operates in more than 50 countries worldwide.
    [Show full text]
  • Mondelēz International's Diversification
    Final PDF to printer Mondelēz International’s Diversification Strategy case 9 in 2017: Has Corporate Restructuring Benefited Shareholders? JOHN E. GAMBLE Texas A&M University–Corpus Christi Mondelēz International was among the world’s largest range of the company’s shares in 2011 was relatively snack foods makers with seven billion-dollar brands unchanged from that in 2007 when it became an including Cadbury, LU, Milka, Cadbury Dairy Milk, independent company after a spin-off by the Altria Trident, Nabisco, and Oreo. The company’s brand Group (formerly Philip Morris). Some of the lack- portfolio in 2017 included another 44 well-known luster growth in its share price could be attributed to brands such as Triscuit, Toblerone, Wheat Thins, the economic slowdown that began in 2007, but the Ritz, Philadelphia, Nilla, BelVita, Chips Ahoy!, and company’s upper management and its board believed Tang. Even though some of its brands had histories the underlying cause of its poor market performance dating over 100 years, the company had come into was a corporate strategy that was not sufficiently existence only in 2012 after a corporate restructur- focused on growth. ing at Kraft Foods. Kraft Foods Inc. was the world’s The company implemented a corporate restruc- second-largest processed foods company in 2012 with turing in 2012 to create a high-growth global snacks annual revenues of more than $54 billion in 2011. The business and a high-margin North American gro- company’s global lineup of brands included Maxwell cery business. The new snacks-oriented company House, Oreo, Cadbury, Chips Ahoy!, Honey Maid, would include all of Kraft Foods’s business units and Dentyne, Velveeta, Cheez Whiz, Oscar Mayer, and brands in Europe and developing markets, plus its Kraft.
    [Show full text]
  • Port, Sherry, Sp~R~T5, Vermouth Ete Wines and Coolers Cakes, Buns and Pastr~Es Miscellaneous Pasta, Rice and Gra~Ns Preserves An
    51241 ADULT DIETARY SURVEY BRAND CODE LIST Round 4: July 1987 Page Brands for Food Group Alcohol~c dr~nks Bl07 Beer. lager and c~der B 116 Port, sherry, sp~r~t5, vermouth ete B 113 Wines and coolers B94 Beverages B15 B~Bcuits B8 Bread and rolls B12 Breakfast cereals B29 cakes, buns and pastr~es B39 Cheese B46 Cheese d~shes B86 Confect~onery B46 Egg d~shes B47 Fat.s B61 F~sh and f~sh products B76 Fru~t B32 Meat and neat products B34 Milk and cream B126 Miscellaneous B79 Nuts Bl o.m brands B4 Pasta, rice and gra~ns B83 Preserves and sweet sauces B31 Pudd,ngs and fru~t p~es B120 Sauces. p~ckles and savoury spreads B98 Soft dr~nks. fru~t and vegetable Ju~ces B125 Soups B81 Sugars and artif~c~al sweeteners B65 vegetables B 106 Water B42 Yoghurt and ~ce cream 1 The follow~ng ~tems do not have brand names and should be coded 9999 ~n the 'brand cod~ng column' ~. Items wh~ch are sold loose, not pre-packed. Fresh pasta, sold loose unwrapped bread and rolls; unbranded bread and rolls Fresh cakes, buns and pastr~es, NOT pre-packed Fresh fru~t p1es and pudd1ngs, NOT pre-packed Cheese, NOT pre-packed Fresh egg dishes, and fresh cheese d1shes (ie not frozen), NOT pre-packed; includes fresh ~tems purchased from del~catessen counter Fresh meat and meat products, NOT pre-packed; ~ncludes fresh items purchased from del~catessen counter Fresh f1sh and f~sh products, NOT pre-packed Fish cakes, f1sh fingers and frozen fish SOLD LOOSE Nuts, sold loose, NOT pre-packed 1~.
    [Show full text]
  • Oreo Biscuits to Market
    March 31, 2015 Mondelez International Brings First 'Made in Morocco' Oreo Biscuits to Market - Company invests $11 million to install the largest Oreo production line in Africa - The investment makes the world's #1 biscuit more accessible to Moroccans through greater availability and competitive pricing - Oreo will expand Morocco's biscuits market and generate more business for Mondelez International's local trade partners CASABLANCA, Morocco, March 31, 2015 /PRNewswire/ -- Mondelez International today announced that it has begun to make and sell Oreo, the world's #1 biscuit in Morocco after investing almost $11 million in a state-of-the-art local production capacity to create the company's largest Oreo production line in Africa. The investment will make the world's best-selling cookie widely available to Morocco's 34 million people and expand the local biscuits market by generating more business for Mondelez International's Morocco trade partners. Mondelez Maroc, Mondelez International's local subsidiary, will have the capacity to make as many as 900 million Oreo biscuits per year, or almost 2.5 million Oreo cookies per day in its Casablanca facility after completing installation of the high-tech production line and starting up in March. If laid side by side, that's enough Oreo biscuits in a year to stretch the full length of Morocco more than 15 times! "We're so excited to be making this delicious, high-quality and iconic biscuit available to all Moroccans, made right here in the Kingdom by Mondelez Maroc," said Antoine Collette, President Biscuits for Mondelez International in Eastern Europe, the Middle East and Africa.
    [Show full text]
  • Hello. Come and Get a Real Taste of Cadbury
    Hello. Come and get a real taste of Cadbury. Who we are, why we’re different and what we’re doing to achieve our vision of being not just the biggest but also the best confectionery company in the world. Where to start? Well, we create chocolate, gum and candy brands people love – brands like Cadbury Dairy Milk, Trident and Halls. So, let’s start there… Did you know? 3 60 200 35,000 50,000 millions We make and sell three We operate in over Every day, millions kinds of confectionery: 60 countries and sell We’re nearly 200 We work with around 35,000 We employ around of people around the chocolate, gum and candy nearly everywhere years young direct and indirect suppliers 50,000 people world enjoy our brands chocolatedelicious brands We love chocolate. It’s been a big part of our lives since our earliest days. When John Cadbury started his business way back in 1824, did he realise he was laying the foundations for one of the world’s great chocolate companies? We don’t know for sure. But what we do know is that today, for many people around the world, only Cadbury chocolate will do. A glass and a half hero Cadbury Dairy Milk is at the heart of our success. Loved by millions of people in over 30 countries around the world, it generates around £500 million of sales each year. And no matter where in the world Cadbury Dairy Milk is enjoyed, there’s always a glass and a half of fresh, natural milk in every half pound.
    [Show full text]