Mithibai College of Arts SYBAMMC Semester IV Integrated
Added on 2022-09-02
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Mithibai College of Arts
SYBAMMC
Semester IV
Integrated Marketing Communication (IMC) Assignment
Topic: IMC Plan of Oreo
Submitted by: Mansi Choudhary
Roll no: A005
SAP ID: 40316200039
SYBAMMC
Semester IV
Integrated Marketing Communication (IMC) Assignment
Topic: IMC Plan of Oreo
Submitted by: Mansi Choudhary
Roll no: A005
SAP ID: 40316200039
Integrated marketing communication (IMC) can be defined as the process used to unify
marketing communication elements, such as public relations, social media, audience analytics,
business development principles, and advertising, into a brand identity that remains consistent
across distinct media channels. It allows public and private organizations and businesses to
deliver an engaging and seamless consumer experience for a product and/or service, and to
optimize an organization’s image and relationship with stakeholders.
An integrated marketing communications plan or IMC plan incorporates market research,
strategic planning, audience segmentation, marketing channel selection, creative briefs and
campaign messaging, budgeting, ROI analysis and a system for campaign metrics and
evaluation. to achieve maximum impact of marketing objectives.
The steps are:
1. Review of Marketing Plan
2. Promotional Programme Situational Analysis
3. Analysis of Communication Process
4. Budget Determination
5. Developing the Integrated Marketing Communication Programme
6. Mentoring, Evaluation and Control
1. Executive Summary
Kraft Foods and Cadbury’s launched Oreo (Premium Segment Cream Biscuit) in India in 2011.
India is the world’s largest Biscuit market (as per volume) growing at a rate of 17% per annum.
The cream segment is leading the growth of biscuit industry with 25%-30% growth. Oreo has
built its positioning on ‘Togetherness’ in India. It’s ritual of ‘Twist, Lick and Dunk’ is
internationally known, and has also caught up with Indian consumers. This positioning has
helped Oreo in differentiating itself, in an industry where competition and rivalry is high. At
the same time suppliers have low bargaining power. Nielsen Group had conducted a research
‘Togetherness Quotient’ for Oreo. The findings for the research have been extensively used by
the company in modelling and understanding consumer behaviour with respect to Price,
Promotion, Place and Product. Various concepts like perceptions, motivation and learning of
consumer behaviour have been leveraged by Cadbury Oreo.
This report is commissioned to analyse the product and create specific communication
strategies appropriate with the product. Oreo is an iconic product line from Nabisco – an
marketing communication elements, such as public relations, social media, audience analytics,
business development principles, and advertising, into a brand identity that remains consistent
across distinct media channels. It allows public and private organizations and businesses to
deliver an engaging and seamless consumer experience for a product and/or service, and to
optimize an organization’s image and relationship with stakeholders.
An integrated marketing communications plan or IMC plan incorporates market research,
strategic planning, audience segmentation, marketing channel selection, creative briefs and
campaign messaging, budgeting, ROI analysis and a system for campaign metrics and
evaluation. to achieve maximum impact of marketing objectives.
The steps are:
1. Review of Marketing Plan
2. Promotional Programme Situational Analysis
3. Analysis of Communication Process
4. Budget Determination
5. Developing the Integrated Marketing Communication Programme
6. Mentoring, Evaluation and Control
1. Executive Summary
Kraft Foods and Cadbury’s launched Oreo (Premium Segment Cream Biscuit) in India in 2011.
India is the world’s largest Biscuit market (as per volume) growing at a rate of 17% per annum.
The cream segment is leading the growth of biscuit industry with 25%-30% growth. Oreo has
built its positioning on ‘Togetherness’ in India. It’s ritual of ‘Twist, Lick and Dunk’ is
internationally known, and has also caught up with Indian consumers. This positioning has
helped Oreo in differentiating itself, in an industry where competition and rivalry is high. At
the same time suppliers have low bargaining power. Nielsen Group had conducted a research
‘Togetherness Quotient’ for Oreo. The findings for the research have been extensively used by
the company in modelling and understanding consumer behaviour with respect to Price,
Promotion, Place and Product. Various concepts like perceptions, motivation and learning of
consumer behaviour have been leveraged by Cadbury Oreo.
This report is commissioned to analyse the product and create specific communication
strategies appropriate with the product. Oreo is an iconic product line from Nabisco – an
American company, which is a subsidiary of Mondelez International, but it has significant
presence in India. The combination of cookies sandwiches with chocolate wafer and crème
have won the mindshare of millions of consumers across the country. Nevertheless, the sharp
change in consumer behaviours and needs have imposed big challenges for Oreo to cope with;
especially in terms of healthiness product or flavours for local taste, and the already occupied
market by big players such as Parley. Hence, the integrated marketing communication for Oreo
Biscuit needs to be revised, in order to deal with such challenges and help Oreo became the
most selling cookie brand in India.
2. Situational Analysis
2.1 Overview
Oreos were first produced by the National Biscuit Company (presently named as Nabisco), a
division of Mondelez International, in New York at its Chelsea, Manhattan factory in the
current-day Chelsea Market Complex, located on Ninth Avenue between 15th and 16th Streets.
Today, this same location of Ninth Avenue is known as “Oreo Way.” The name Oreo was first
trademarked on March 14, 1912. Oreos were developed as an imitation of Hydroxy cookies,
which were first marketed by the Sunshine Company four years earlier in 1908. Through better
marketing, and arguably a much more appealing name, Oreo has become the brand most
consumers think of when they want a cream-filled chocolate sandwich. Interestingly, the origin
of the name of the cookie is unknown, though theories abound. While it introduced new
flavours for its filling, the only version that was retained is the original white creme filling.
2.2 Oreo in India
Mondelez was present in India in the Chocolates, Beverages and Candy categories. The
company entered the Rs 17,000 crore, competitive India Biscuit market with their lead brand
Oreo in 2011. The Biscuits category was growing at 17% in India (Nielsen Survey, 2010).
While the Oreo launch presented opportunities, it also posed great challenges. From being a
leader in the Chocolates category in India, Mondelez was now a challenger in the Biscuits
category. The challenge was to launch Oreo and peg it against three Biscuit category titans-
Parle (41%), Britannia (26%) and ITC (8%), who dominated the biscuit market with a total of
75% market share. These players had been present in the market for many years and had a
strong portfolio of established household brands. And the Biscuit category was a very
competitive market – only two brands (Parle-G and Britannia Good Day) in a pool of about
1000 brands had garnered more than a 5% market share. Even established brands like Hide and
Seek, Monaco and Bourbon had less than 2% market share. This shows the seemingly
insurmountable task that a new brand had to circumvent to establish its credentials in this
category in India.
Cream biscuits are primarily consumed by households with children. Cream being the central
component and biscuit just the shell, the focus for a brand was obvious and undisputable —
Cream! It was also known that consumers did not find any differentiation between brands.
Therefore, the key challenge for Oreo was to decide on how to get a firm foothold in a fiercely
competitive category ruled by familiar household brand names with firmly entrenched buying
and consumption habits. It entered the market as Cadbury Oreo because Cadbury is a strong
brand name in India, and initially focused on generating awareness and rapid trials. The key
presence in India. The combination of cookies sandwiches with chocolate wafer and crème
have won the mindshare of millions of consumers across the country. Nevertheless, the sharp
change in consumer behaviours and needs have imposed big challenges for Oreo to cope with;
especially in terms of healthiness product or flavours for local taste, and the already occupied
market by big players such as Parley. Hence, the integrated marketing communication for Oreo
Biscuit needs to be revised, in order to deal with such challenges and help Oreo became the
most selling cookie brand in India.
2. Situational Analysis
2.1 Overview
Oreos were first produced by the National Biscuit Company (presently named as Nabisco), a
division of Mondelez International, in New York at its Chelsea, Manhattan factory in the
current-day Chelsea Market Complex, located on Ninth Avenue between 15th and 16th Streets.
Today, this same location of Ninth Avenue is known as “Oreo Way.” The name Oreo was first
trademarked on March 14, 1912. Oreos were developed as an imitation of Hydroxy cookies,
which were first marketed by the Sunshine Company four years earlier in 1908. Through better
marketing, and arguably a much more appealing name, Oreo has become the brand most
consumers think of when they want a cream-filled chocolate sandwich. Interestingly, the origin
of the name of the cookie is unknown, though theories abound. While it introduced new
flavours for its filling, the only version that was retained is the original white creme filling.
2.2 Oreo in India
Mondelez was present in India in the Chocolates, Beverages and Candy categories. The
company entered the Rs 17,000 crore, competitive India Biscuit market with their lead brand
Oreo in 2011. The Biscuits category was growing at 17% in India (Nielsen Survey, 2010).
While the Oreo launch presented opportunities, it also posed great challenges. From being a
leader in the Chocolates category in India, Mondelez was now a challenger in the Biscuits
category. The challenge was to launch Oreo and peg it against three Biscuit category titans-
Parle (41%), Britannia (26%) and ITC (8%), who dominated the biscuit market with a total of
75% market share. These players had been present in the market for many years and had a
strong portfolio of established household brands. And the Biscuit category was a very
competitive market – only two brands (Parle-G and Britannia Good Day) in a pool of about
1000 brands had garnered more than a 5% market share. Even established brands like Hide and
Seek, Monaco and Bourbon had less than 2% market share. This shows the seemingly
insurmountable task that a new brand had to circumvent to establish its credentials in this
category in India.
Cream biscuits are primarily consumed by households with children. Cream being the central
component and biscuit just the shell, the focus for a brand was obvious and undisputable —
Cream! It was also known that consumers did not find any differentiation between brands.
Therefore, the key challenge for Oreo was to decide on how to get a firm foothold in a fiercely
competitive category ruled by familiar household brand names with firmly entrenched buying
and consumption habits. It entered the market as Cadbury Oreo because Cadbury is a strong
brand name in India, and initially focused on generating awareness and rapid trials. The key
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