Also, the category has strong regional brands such as PriyaGold in the north, Cremica in the north and west, Dukes in the south and Anmol in the east and north. Currently, Britannia and Parle each command one third of the biscuit market.
Though it has lost its first-mover advantage, Oreo hasnt refrained from launching a high-decibel marketing campaign. The sandwich biscuit brand, launched with its global Twist, Lick, Dunk communication, broke across media, including television, print, outdoor, radio, below-the-line, and digital earlier this month.
Oreos global positioning is based on moments of togetherness, says Chandramouli Venkatesan, director snacking, India and strategy South Asia Indo China, Cadbury India. Ideated by Interface Communications, the brands TV ad features an interplay between a father and son. The son explains the twist, lick, dunk ritual of consuming the biscuit. Its an interesting way of bonding and so far, this simple insight seem to have worked in favour of our brand, he adds.
But other biscuit brands have been experimenting with the positioning around the theme of family in the past. Will this approach work for Oreo in the future According to Venkatesan, there are not many black biscuits in the world and consistency in communication on a global level is important for the brand.
Robby Mathew, national creative director, Interface Communications shares that in the film, the brand is talking to the Indian mother who is on the marketers radar. In future, we will be exploring other relationships seen in the Indian families. We will build the campaign with digital and on-ground activities, he says.
There is a special focus on in-store visibility through a wall of blue (racks full of Oreo packs) in kiranas and modern retail. In fact, this helped in initiating more trials for the brand.
Today, every brand toys with the idea of creating a movement and Oreo is no exception. Recently, Cadbury commissioned a survey titled Oreo Togetherness Quotient, that mapped Indian families views on the evolving parent-child relationship in the dynamic Indian society. Conducted by research firm Nielsen across six cities (Mumbai, New Delhi, Bangalore, Chennai, Hyderabad and Kolkata) in India and comprising of 1819 respondents, the survey reveals that the role of the father in a family cannot be underplayed. The brand is sharing these findings with parents who later are signing up for Oreo togetherness pledge by promising to spend more quality time with their children.
Also, as part of an on-ground initiative, Oreo Togetherness Bus is currently running across the country, providing a platform for parents and children to catch fun family moments. Stationed at entertainment hubs of the city, the bus is loaded with fun games, photo opportunities, a cookie corner, and more. Anyone can hop into the bus with their kids to have fun, and try their hand at games. The bus is to travel across nine cities. The progress of the activity is being reported on the brands Facebook page.
Oreo has been launched at an introductory price offer of R 5 for three biscuits; R 10 for seven biscuits, and R 20 for 14 biscuits. With such a competitive price strategy, one wonders if the brand plans to penetrate smaller cities and rural markets in the near future. Oreo is a universal offering. Success in rural will not come easy. First, we will build our brand in urban markets and head there later, says Venkatesan. Globally, Oreo generates revenues of over $1 billion annually. Kraft had till date operated in India through an import model and had been selling only one brand Tang powder drink here through distributors. A few years back, it sold off its powdered soft drink concentrate plant in Hyderabad. It was represented by its 100% subsidiary KJS India.
Without getting into numbers, Venkatesan says, Oreo has big targets to achieve in India. Most importantly, we want to earn respect and stature in the biscuits category.