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December 28, 2021

Parle Agro (India): Vision Realisation

“Should we remain committed to the target set in 2017?” was the question Nadia Chauhan, Chief
Marketing Officer (CMO) and Joint Managing Director (JMD) of Parle Agro Private Limited,
posed to her senior leadership team on April 10, 2019. Prompted by the success from 2012 to 2017,
when Parle Agro’s turnover had more than doubled to INR 50 billion, Chauhan had set forth a
goal of replicating this feat and touching the INR 100 billion i revenue mark by 2022 and making
the “company the country's number one beverages player.” Two years later, considering the
changes in the industry, consumer preferences and surge of other players, Chauhan wondered if
she should remain committed, upscale or mellow the target of achieving INR 100 billion in
revenue set in 2017.

Reflecting on the company’s drivers of success, Chauhan could pin them down to revamp of sales
and distribution as well as introduction of aggressive marketing strategies ii which had helped
each of the company’s flagship brands Frooti and Appy Fizz to clock an annual turnover of INR
20 billion and INR 7.50 billion, respectively, in 2017. This was a major part of the aggregate
turnover of the company from all its products — Frooti, Appy, Appy Fizz and Bailley. However,
between 2017 and 2019, changes in the market and competition had taken place. Chauhan knew
that achieving the goal initially set in 2017 would require improving sales, enhancing the
distribution network, creating new products and categories, and doubling the turnover of
existing flagship brands. Many other initiatives would also have to be thought through. She was
not sure whether this could be achieved in the changed context.

Nadia Chauhan - The Third Generation of Leadership

Phase I (2003-2009)

Nadia Chauhan was the youngest daughter of Prakash Chauhan, the architect of the company,
Parle Agro. In the year 1996, when the elder two daughters of Prakash Chauhan were studying
abroad, Chauhan, joined her father for the first time in a “meeting with our advertising agency
to discuss a teaser campaign for the Frooti brand. Everyone was surprised to see a little girl walk
in. I was 11 at the time.” iii

She continued to spend time after school and during her holidays in the company, and gradually
learned the story of Parle Agro’s journey, from inception to her formally joining the company in
2003. She also sensed the challenges and pressures of selling off brands which her father had
experienced while running the business which, strengthened her resolve to join the company and
established an emotional connect with the business. In this process, she imbued from the father,
“the ability to dream fearlessly and then go out there and fight for what you believe in and make
it happen. To lead with your gut, with passion, with fearlessness and an open mind.” iv The same
Prepared by Professor Asha Kaul, Indian Institute of Management, Ahmedabad.
Cases of the Indian Institute of Management, Ahmedabad, are prepared as a basis for classroom
discussion. They are not designed to present illustrations of either correct or incorrect handling of
administrative problems.
© 2021 by the Indian Institute of Management, Ahmedabad.
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passion, which she had imbibed from her father, manifested in her role as a working mother of
two. With a smile she shared that she had resumed work in less than two months after giving
birth to both her children — who now accompanied her to the workplace, just as she did when
she was a child.

Chauhan’s transition from founder’s daughter to brand executive of Parle Agro was gradual.
While she informally learned about the company, she also experimented with her own ventures.
At 13, she started baking brownies called ‘Just Divine’ and began selling them through sales calls
and visits to various clubs. In her next venture, she went from door-to-door selling tie and dye
T-shirts. These two ventures were followed by garage sales. At the age of 18, in 2003, she formally
joined her father in his business and began work as a brand executive managing the Frooti brand.
At that age, “[I was] truly driven by my father’s outlook and vision.” vEventually, she took over
R&D, global markets, new business and the entire marketing department along with sales.

Within a couple of years of joining the company, she launched Appy Fizz (2005) which was an
instant hit with the consumers. This was followed by N-joi (2005), Saint, Grappo Fizz and LMN
(all three were launched in 2008). However, these last four initiatives, according to Chauhan, were
“… ahead of time” and had to be aborted.

Nadia Chauhan —CMO & Joint MD

Phase II (2009 to 2019)

Chauhan was appointed the CMO and Joint MD in 2009. Her focus and business acumen won
her many awards and much recognition. 1 During her first few years in the company, she found
herself reliving the words of her father, “Our aggressive steps and actions are fuelled by
innovative and disruptive thinking and we will continue breaking boundaries to establish
ourselves as strong pioneers.” vi Reflective of the philosophy was the launch of Frooti and Appy,
which were category creators and had been emulated by competitors without the same success.
The premise on which the company worked, according to Chauhan, was that, “We will not launch
a product that already exists in the market." vii

When Chauhan took over as CMO, she often found herself leading teams that were
predominantly male. The fact that she was young and a woman did not deter her. “I don't give
people a chance to treat me like a woman and even if I am the only woman in a room of 100 men, C
I am just one of them." viii She believed that she, along with her sisters, were never given the easier
path because they were women. Prakash Chauhan had always encouraged his daughters to
independently manage their struggles and be resilient.
GURL
In 2009, when Chauhan was appointed as CMO and Joint MD, the business model developed by
her father stood on four pillars: (i) Company-owned operations; (ii) Franchisee-owned
operations; (iii) Backward integration into PET preforms; 2 and (iv) Exports and international

1Some of the recent awards - Business Today’s Most Powerful Women in Business, Forbes India’s Tycoons of
Tomorrow and Impact Magazine’s Most Influential Women in 2018.
2 Parle Agro began PET preform molding in 1996 with the concept of backward integration. It was one of the largest

companies to purchase and convert PET resin into preforms. Retrieved July 25, 2020 from
https://www.parleagro.com/preforms

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business. As she started getting entrenched in the management of the business, she discovered
hitherto unnoticed operational bottlenecks that hindered the company in its onward march.

Immediately after taking over as CMO, Chauhan created a priority list of issues to be addressed.
Her to-do list comprised: training of personnel, proper infrastructural mapping across markets,
and developing a more dynamic and disruptive marketing strategy which would help beat
competition. Most of these revolved round the need to be heard and seen more in the market than
competitors. The question was ‘how’?

She began by introducing Hippo (2009) in the Foods division, Café Cuba (2013) and changing the
packaging of Frooti (2015). “Our vision is extremely aggressive,” she stated and added, “We want
to get back to being the top beverage player in the country, which we lost after divesting.” ix

With this vision and a year-on-year marketing budget of INR 2 billion beginning 2014, Chauhan
set forth to achieve her targets through innovative approaches and two core transformations:
marketing and sales. She attempted to strengthen brand relevance, enhance manufacturing
capabilities, and improve sales and distribution. She set the target of increasing the distribution
channels from 1.5 million in 2017 to 3 million by 2025. With a manufacturing facility in Nepal, she
was also evaluating opportunities of converting export markets (50 countries) to local
manufacturing hubs.

Parle Group - Origins

Parle was founded by Mohanlal Dayal Chauhan in British India. He relocated from Gujarat to
Mumbai with the dream of learning sewing. However, the plan was shelved in favour of
confectionaries business which he started with his sons. 3 Soon they began producing orange
candy in the Vile Parle suburb of Mumbai. Profoundly impacted by the Swadeshi movement,
Mohanlal sent his son Narottam to Germany to learn the art of confectionary making. Narottam
returned from Germany in 1929 with newly acquired skills and the required machinery. 4 The
factory set up by the Chauhans in Mumbai employed 12 people and members of the Chauhan
family worked in different capacities “as engineers, managers, and confectionery makers.” x The
name of the suburb (Vile Parle) gave the company its name.

Soon the business diversified into biscuits and began producing Parle Glucose (which eventually
came to be known as Parle-G). At that point in time, Britannia, which was owned by a British
company, was the only option available. Parle-G biscuits, from an Indian company, for Indian
consumers, were launched with an ad campaign — “Freedom from British”. xi In the early 1930s,
the company faced problems in importing machinery as the government made granting of
licenses restrictive and provided them only to companies manufacturing essential items. As
biscuits were not part of the commodities list, Parle was not granted an import license. The
company had to make its own machines for baking, moulding and packaging of biscuits xii which
were introduced in the market to fill the void.

3 Maniklal, Pitamber, Narottam, Kantilal and Jayantilal

4Machinery cost INR 60,000

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Two decades later, Parle forayed into beverages under the leadership of Jayantilal Chauhan, one
of the five sons of Mohanlal Dayal Chauhan, also known fondly as the ‘father of soft drinks’. He
launched Gold Spot, 5 an orange flavoured drink in 1951 and followed it by starting operations for
carbonated beverages at the ‘Baroda Bottling Company’ in 1959. This later changed to Parle Agro.
In 1971, the company produced the lemon-flavoured drink Limca followed by the mango-
flavoured Mazaa in 1974.

Parle Beverages expanded its range of home-grown beverages in the Indian market, with the
launch of its cola-flavoured carbonated drink ‘Thums Up’ in 1978, which was a runaway success. 6
It prompted Parle Beverages to set up several bottling plant units and develop a widespread
franchisee network. 7 With a network of 58 bottlers, Parle Beverages had a market share of over
80%. xiii In 1984, the original Parle Beverages was formally split into two separate companies —
Parle Bisleri (led by Ramesh Chauhan) and Parle Agro (led by Prakash Chauhan).

The Company

Headquartered in Vile Parle Mumbai, Parle Agro Private Limited under the aegis of its Chairman,
Prakash Chauhan, envisioned the need to create a new identity for the company while staying
true to the legacy of ‘Parle’, “a name that you can trust.” xiv

Prakash Chauhan, an engineer by education, started with a vision to make “Parle Agro, the No.
1 beverage company in India” xv and philosophy of ensuring access for all customers, irrespective
of age and financial status. He pioneered a culture of innovation in every aspect of the company’s
operations and went against the industry tide of one-way packaging in returnable glass bottles
(RGB) by introducing two-way packaging at an affordable price. In 1996, he also introduced PET
preforms with the intention of backward integration.

In 2002, Prakash Chauhan devised a strategy which included “major expansion drives, strategies
for growth, new product launches, research and development initiatives, extension of its
distribution network, renewed thrust on exports, marketing and advertising plans.” xvi The
company planned to set up its first manufacturing unit in Sri Lanka and then move to UAE. This
decision was made in response to the preference of consumers for TetraPak fruit drinks,
especially mango. He introduced various beverage products like mineral water, Frooti (Mango
drink) and Appy (Apple drink), with a distinct focus on the Indian palate and price.

By the end of 2002, expansion plans were underway for the distribution network. It was planned
to add 1 million retail outlets (20-30% increase) to the existing system, so as to bring the majority
of rural India within the ambit. The manufacturing, distribution and promotion of the brands was

5 The bottling factory of Parle in Andheri suburb of Mumbai was adorned with a large Gold Spot bottle atop the
building which was visible from afar and informed the stray traveler of the company bottling location.
6The new cola from the house of Parle was originally planned to be called ‘Thumbs Up’, but the Chauhan brothers

finally removed the ‘b’ to make the name more unique. This change, often interpreted as a spelling quirk, was a
trademark bid as well as a move that gave the brand an identity of Indianism.
7 This was the time when Coca-Cola was forced to exit India as it was denied import licenses due to non-compliances

with the provisions of the then Foreign Exchange Regulation Act (FERA). FERA stipulated that foreign companies
should dilute their equity stake in their Indian associates to 60%. The Union Minister for Industries, George Fernandes,
wanted Coca-Cola to not only meet this provision but also share the formula of its concentrate to Indian shareholders.
The company agreed to the former but not the latter, for it was a trade secret.

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initiated with strategically positioned franchisees spread across the country, with the support of
the parent company by way of timely information and a network of stockists. For Prakash
Chauhan, “Strategizing covers every aspect of business: from new business development,
product development, brand positioning to advertisements and promotional campaign. In short,
it’s a game of innovation — to be first off the mark.” xvii

The Non-Alcoholic Beverage Industry

The beverages market, which was valued at INR 1.14 trillion in 2019 was expected to touch INR
3.88 trillion by 2025, with a CAGR of 23.30% during the 2020-2025 period. xviii The market was split
into alcoholic and non-alcoholic segments. The non-alcoholic beverage industry comprised soft
drink syrups; soft drink and water; fruit juices; and, coffee and tea. As an aggregate group, the
industry was highly fragmented with multiple manufacturers, different modes of packaging,
production processes and products. However, the soft drink industry was much more
concentrated compared to the entire beverages industry.

Most of the non-alcoholic beverage companies in the early 1990s evolved from regional firms
which produced local products for the local markets. The shift happened when companies began
mass production for expanding to other geographies. Further, with an improvement in packaging
and processes, there was an increase in the shelf life of the product. xix Soft drinks were classified
into carbonates and non-carbonates (Exhibit 1). The carbonated drinks were mainly Cola, orange
and lemon whereas, the non-carbonated also included mango. The concentrate segment or
preparatory drink segment, which included soft drink concentrates to be diluted or mixed with
water for consumption, was a sub-segment of the soft drink market. Rasna, Kissan and Roohafza
were some of the Indian brands in this segment.

In FY2018-19, the Indian non-alcoholic beverage market stood at approximately INR 625 billion
with an annual growth rate of around 13.4% since FY2014-15. Carbonated beverages constituted
29.81% of the non-alcoholic beverage market. The growth rate in the carbonated soft drinks
segment had slowed to 4% which could be attributed to changing consumer preferences and
increased taxes levied by the government on carbonated soft drinks. xx The carbonated drinks
segment was expected to lose more of its sheen in the coming years as consumers were switching
from carbonated drinks with sugar to healthier substitutes as fruit drinks, nectars and juices
(Exhibit 2). A number of multi-national players, as well as small and regional firms, were
operating in the flavoured or carbonated sector. 8 Multi-national companies like Coca-Cola and
PepsiCo had a strong foothold in this segment.

The non-carbonated sector comprised both, artificial and natural drinks. It had a large presence
of national and multi-national players. It stood at 70.19% of the total beverage segment and
comprised fruit juices and bottled water xxi (Exhibit 3). Within this sector, approximately 60%
belonged to the category of fruit drinks. Mango was the most popular variant of fruit-based
drinks and formed 45% of the category with an estimated market size of INR 88 billion in FY2018-
19. Other fruit drinks like lime, orange etc. and exotic fruit drinks like strawberry, cranberry etc.
were also available. Mixed fruit drinks and those with a combination of fruits and vegetables
were also present in this category.

8Some of the regional players in this segment were Bovonto, Jayanti Cola, Sosyo, Runner and Kashmira.

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The non-carbonated segment had witnessed a growth of 25%. The regulatory framework, in
support of fruit growers, urged soft drink companies to blend carbonated drinks with at least 5%
juice from fruits produced by Indian farmers. In response to this framework, the international
beverage companies had stepped up their investments in fruit-based beverages. xxii With rising
urbanization and commensurate focus on health concerns, it was predicted that the fruit and
vegetable juices would outperform other categories in the soft drinks sector for the coming
decade. xxiii

The market for bottled water was INR 160 billion with an annual growth rate of 20%. xxiv Low
entry barriers and increasing concerns about health and hygiene were the key drivers for growth
of this segment. There were 150 bottled water brands in India from both multinational companies
and national players along with local and regional players. Bisleri was the market leader,
followed by Aquafina (PepsiCo) and Kinley Water (Coca-Cola).

Challenges

One of the major challenges faced by companies in the non-alcoholic beverage sector related to
health and taste. How do companies deliver what they promise? Due to deficiencies in research
and development and the consequent skill and technology gap, it was difficult to meet global
quality standards. Further, absence of forward and backward connection in the food value chain,
insufficient agricultural and processing framework and incapable marketing system were some
other challenges. 9 The regulatory framework for this sector was complex with as many as 40
licenses which varied across states. 10 Other related challenges were difficulties in penetration and
distribution in rural markets which had a major chunk of the population (67%). Provision of
chilled carbonated drinks in the rural sector also proved to be a major hurdle in the same sector.

Shifts in Consumer Preferences

In the 80’s and 90’s, the entry of large multi-national companies like PepsiCo and Coca-Cola 11
with their slew of offerings like Diet Coke, New Coke, Mountain Dew, etc. expanded the beverage
sector in India which until then was dominated by local and regional players. Increase in
urbanisation and the growth of middle-class population with disposable incomes also changed
the tenor of the beverage sector. There was an increasing demand for newer products.

Growing awareness of customers and consciousness for products with ‘healthy’ and ‘natural’
positioning, such as beverages with added nutrients, antioxidants and probiotics brought about
a shift in the sector from carbonated drinks to healthier beverage options. Heightened concerns

9 Beverage Market – Trends and challenges, (May2016) Retrieved June 17, 2020 from

http://www.fnbnews.com/Beverage/beverage-market--trends-and-challenges-38900
10 Thornton, G (2014). Indian Food & Beverage Sector A new wave, CII. p. 36
11In 1993, Coca-Cola re-entered the market after a gap of 16 years. In an aggressive bid to capture the market it

acquired all the plants owned by Parle by buying off Parle’s important bottlers located in Calcutta, Punjab,
Maharashtra and MP. Realizing that time would be needed to rebuild infrastructure for managing the crisis,
Chauhan brothers sold Thums Up along with Maaza, Limca, Citra and Gold Spot to Coca-Cola. A 10-year non-
compete agreement with Coca-Cola was signed which implied that during this period Parle Agro could not launch a
new carbonated product in the market.

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about the role of sugar in the increasing prevalence of obesity and the development of conditions
such as heart disease, cancer and type 2 diabetes also influenced the carbonated drink makers to
rethink the addition of artificial additives and caffeine as ingredients. Bottled water, fruit juices
and nectars were positioned as healthier alternatives and had garnered a sizeable share of the
urban market. Increasing consumer participation in regular exercise and sporting activity
witnessed a growth in sports drinks. Additionally, it was predicted that natural fruit and
vegetable juices would outperform other categories in the soft drinks sector for the coming
decade. xxv

Gradually the industry moved towards adoption of ‘hyperlocal’ xxvi strategies in product
innovation and marketing. Most of the regional players adopted a customer-centric approach and
launched products which appealed to the hyperlocal palates. Smaller players in this segment,
catering to regional markets and crafting local soft drinks, witnessed a huge growth. Large
companies such as Coca-Cola India created a local emphasis by focusing on traditional and
natural products often utilising a locally sourced fruit. These hyperlocal strategies helped to
expand beyond the narrow ambit of urban cities to rural markets where demand was more
conservative. Additionally, these products were introduced at affordable prices for low-income
groups.

Innovation in packaging became a key driver for sales in the retail beverage segment in India.
TetraPak and PET bottles in attractive shapes and sizes were the preferred trend and convenient
pack sizes were introduced for the consumers. Large media campaigns were introduced to
capture consumer mind-space. The growth of the beverage market in India also hinged on the
advancements in packaging as it led to improved shelf life. It was perceived that a more attractive
packaging coupled with the possibility of innovative promotional campaigns greatly added to
the market potential for beverages.

Competition

Beginning 1970s, Coca-Cola and PepsiCo dominated the Indian soft drinks market for almost
three decades. At the turn of the century, they were able to capture the carbonated beverage
market. However, in the last decade, domestic players like Dabur with greater knowledge about
consumers, higher presence in some geographies and niche segments started vying for the market
share.

The non-alcoholic beverage market in India until the 1990s was dominated by regional and
domestic players like Parle Group (Thums Up, Limca & Goldspot). In the early 1990s, the control
shifted to MNC players like PepsiCo Inc. and Coke (which re-entered the Indian market in 1993).
In the initial phase the market was dominated by PepsiCo. Soon, Coca-Cola, with its acquisition
of national and international brands (Gold Spot, Limca, Thums Up, Canada Dry and Crush)
overtook PepsiCo and emerged as the leader. Similar to the global scenario, Coca-Cola and
PepsiCo Inc. together accounted for approximately 50% of the carbonated-drinks market in India.
The fruit-based beverage market was dominated by Dabur and Parle Agro.

Between 2011 and 2016, the growth of the carbonate segment was sluggish and pegged at 3.9%.
This slow growth of the sector impacted the cola majors as well. Between 2014 and 2016, xxvii the
market share of both Coca-Cola and PepsiCo had shrunk by 3% and 1%, respectively. "Colas are

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not fashionable anymore. They are considered detrimental to health and the cola majors have to
understand that." xxviii Other factors like increased excise duty on aerated drinks in the budgets of
2015 and 2016 forced manufacturers to increase their prices. Additionally, recommendations were
made by the Chief Economic Advisor about a 40% ‘sin tax’ under the new Goods and Services
Tax regime which would have a major impact on the future revenues and business of the cola
majors.

Both Coca-Cola and PepsiCo were well prepared to address all opportunities in the market. In
almost all categories, Parle Agro faced pressure from these large competitors (Exhibit 4) as well
as smaller regional players. Larger players were investing heavily in new capacity. In response,
Parle Agro, with its hyperlocal strategy, had moved to smaller pack sizes, and launched still
drinks in refillable glass bottles. Coca-Cola’s Maaza and Parle Agro’s Frooti were the two leading
mango brands in the juice category in India. Both brands had been updated, as Coca-Cola and
Parle Agro tried to adapt them to evolving trends. They recognised the growing importance
attributed by younger consumers to juice and packaging in the market. Coca-Cola revamped the
look and feel of Maaza’s packaging, as well as introduced the premium extension, Maaza Gold.
Maaza was Frooti’s biggest competition. The brand had three formats and multiple variants at
competitive price points. In 2019 in certain markets of Uttar Pradesh (UP), Parle Agro held more
than 50% market share and was ahead of Mazaa and in Delhi enjoyed a 53 % market share. In
other states like Haryana, Kerala, and Gujarat it was on the verge of beating competition and
emerging as the dominant player.

"The beverage category has opened up as consumers are willing to experience new products and
are looking for variety," stated Chauhan xxix The market trend was introduction of new variants of
the same product or new products or new categories. The three leading companies in juice, Coca-
Cola, PepsiCo and Dabur, were all focusing on ethnic flavours. While the leading player, Coca-
Cola, added ethnic flavours to its Minute Maid brand, PepsiCo extended the Slice mango juice
brand into carbonates to target increasingly health-conscious demand, and launched Sting in the
energy drink segment. Coca-Cola’s launch of Colour introduced a grape juice-based product to
carbonates that targeted health-conscious consumers in the southern Indian state of Tamil Nadu.
Dabur introduced variants such as Masala Guava, Masala Pomegranate and Alphonso Mango to
the portfolio of Réal. The ethnic range of Real was introduced in 1 litre TetraPak. It was made
from fruits familiar to Indian consumers, with an added dash of masala. 12 Smaller local players
were also active in the development of new products and brands. Ayurvedic players were looking
to capture the traditional Indian medicine space through the launch of soft drinks in categories
such as concentrates.

In the rapidly expanding bottled water category several companies introduced new brands. Both
bottled water and juice-based drinks were tapping into increasing consumer interest with a
natural positioning, underpinned by concerns about the impact of artificial ingredients and
additives.

12A mixture of ground spices traditionally used in Indian cooking.

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Product Portfolio

Parle Agro, the largest Indian beverage company, had three business verticals: beverages (fruit
drinks, nectars, sparkling drinks and carbonated soft drinks), packaged drinking water and PET
preforms. Each of these verticals operated independently. As part of its penetration strategy,
Parle Agro had also set up a division for beverages in the RGB format. The bulk of the company’s
operations were located in India.

The company’s beverage and water product portfolio comprised still drinks and nectars (Frooti
and Appy), sparkling fruit juice drinks and carbonates (Appy Fizz and FRIO), and packaged
water (Bailley). In 2018, Parle Agro with a turnover of INR 50 billion, ranked fourth in the water
and soft drinks market in India, commanding an aggregate 2.7% share of the soft drinks market,
which was a drop of 0.3% compared to 2017. xxx The top three players were Coca-Cola, PepsiCo,
and Parle Bisleri.

Frooti was launched in 1985 under the leadership of Prakash Chauhan. His focus was to grow
the brand and scale up production and distribution. In 2017, Frooti propelled itself to the number
two position in the mango drinks category. Growing at a rate of 14%, it maintained its second
position in the mango-flavoured drink segment in 2018 in the Fruit-Flavoured Still Drink (FFSD)
category with Maaza at number one position. Frooti was also the first fruit drink to be introduced
in PET bottles in India which resulted in the creation of the home consumption segment in FFSD
category. Frooti’s success turned out to be a double-edged sword for Parle Agro — as the
company was now tagged with labels like the ‘one-product company’ and ‘The Frooti Company’.

In 1986, Prakash Chauhan launched Appy, the still apple drink in TetraPak. Paradoxically, Appy’s
competitor was Frooti. Appy, available in 200 ml TetraPak, was able to carve a niche in the
category primarily through distribution. It was the second largest category in FFSD after Mango
and held a market share of 65% in the Apple drink category. With no major players in the apple
drink space, especially in the INR 10 price point, the brand was able to leverage many consumers.

Appy Fizz was the first product launch for Chauhan in 2005 and an entry into a new category. It
was positioned as a substitute for alcohol. The company was striving to build greater innovation
in the carbonated drinks category. A product of this nature had so far not been attempted in the
industry and was referred to by Chauhan as a “huge innovation” from the perspective of
technology and manufacturing. It was non-synthetic with actual fruit juice. It had no caffeine or
colour added and had low gas volume. Appy Fizz held 99% market share in the fruit and fizz
category in 2019 and was the fastest growing brand for Parle Agro. Positioned as a premium
product, it was targeted to be an INR 10 billion brand by 2020. Competitors like PepsiCo and
Coca-Cola as well as local players tried to develop products in the fruit and fizz category but were
not successful.

The appeal of Appy Fizz compelled Parle Agro to increase its manufacturing capabilities and
bring down the price from INR 18 to INR 15. Soon the company launched an INR 10 Stock
Keeping Unit (SKU) for rural penetration. The fruit + fizz category had potential for growth,
according to Chauhan. Together with Appy Fizz, in the coming years, Parle Agro wanted to grow
its fruit + fizz category into INR 40 billion.

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Bailley, with a turnover of INR 20 billion in 2017, was envisioned to grow to 100 million cases
year-on-year by 2020. This was in line with the company’s attempt to expand in categories as
packaged drinking water where it faced competition from multi-national players. Chauhan in
2017 started the 3X project with a motto – to increase the business by three times in three years. This
project focussed on distribution and brand scale. This project was considered to be the company’s
‘winning formula’ to build a massive distribution network and scale up outlet reach to drive
direct distribution aggressively. There were no advertisements for packaged water which was
now sold in smaller pack sizes, and was more affordable.

Struggling Categories: There were many launches between 2005 and 2008 such as N-joi (2005),
LMN, Saint and Grappo Fizz (2008) in response to the evolving demand trends. However, none
of them were able to gain traction. N-joi was milk based and had to be shelved as the company
faced problems in sourcing and evaluating the milk quality. LMN (nimboo paani in a bottle),
targeted at adults and kids, had to be discontinued because of product related issues. Saint (100%
juice), a premium health-centric brand and Grappo Fizz also had to be pulled off the shelves.
Failure of all these beverages in quick succession had Chauhan wondering if the market, where
health-based products were still to gain popularity, was mature enough for new offerings.

Parle Agro re-entered the coffee flavoured carbonated drink sector with the launch of Cafe Cuba
in 2013, at a price point of INR 18 for 250 ml. The look of the brand was international and the
communication targeted a premium audience. However, incongruity in the distribution model
had Parle Agro distributing the product towards B and C category markets, where consumer
preferences were in contrast — those who were able to get the product did not have the (acquired)
taste of coffee, and those who wanted the product did not find it as easily. Hippo was launched
in 2009, post-recession, as a healthy snack in five different flavours.

Innovation and R&D

Since inception, Parle Agro referred to innovation as its DNA — be in terms of culture, creating
new categories or building new brands within those categories. Prakash Chauhan’s view that
consumer research and innovation were critical for a company to beat competition was cherished
and preserved by Chauhan. He himself participated in all the R&D initiatives of the company for
over two decades and believed that if the game-plan is right, you can achieve anything.

Chauhan’s launch of products followed a similar train of thought as that of her father. She and
her team travelled and spent extensive time in the market - informally observing and mingling
with the target groups to understand their preferences. Together with the target group,
employees were also expected to listen to the voices of the retailers, salespersons and other
middlemen. Their collective responses were aggregated and operationalised while creating
categories or innovating products.

Packaging

Frooti: Prakash Chauhan brought the revolutionary TetraPak into the Indian market for Frooti,
transforming the local beverage industry. The paper-based packaging made it easier and safer for
children, eventually making them Frooti’s largest and most loyal consumer base. After ruling the
market for over a decade, with a near 61%, Frooti saw sales diminishing as its success invited

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intense competition in the fruit beverage segment with launches from Dabur, PepsiCo and Coca-
Cola. A generation that had grown up drinking Frooti still had fond memories of it but associated
the drink with ‘childhood’, not youth and fun. In 2001, to rid itself of its mostly-for-kids
connotation and to cater to young adults, the company introduced a pull tab feature that
eliminated the need for a straw.

In 2003, Prakash Chauhan launched a pack called Tetra Classic Aseptic which was a triangular-
shaped pack. Paying heed to the disruption that it triggered, in 2005 Parle Agro, rolled out the
‘paanch ka do’ 13 campaign, officially launching the SKU and inspiring consumers to buy two packs
at the convenient price of INR 5, also referred to as the ‘magic price point’, advocating that one
packet could be shared with a friend. The ‘samosa pack’ 14 and existing TetraPak helped increase
sales for Frooti.

But even as the brand was experimenting with packaging and marketing, Nadia Chauhan
believed that Frooti was losing its relevance and magnetic appeal in a competitive environment.
So, in 2005, she decided to change Frooti’s iconic green-coloured packaging to yellow for
improved visibility among rival products. It was a calculated risk as consumer recall centred on
the green colour; but the brand was also trying to break free of its ‘kid-centric’ tag. In 2015, Nadia
Chauhan made a bold move by re-launching the brand in a completely different identity — right
from its packaging and appearance to advertising and product formulation. This move gave
Frooti a boost in market share which increased from 19% to 26%.

Appy: In 2003, the white packaging of Appy was changed to a new black pack which had
champagne glasses as graphics. The changed packaging enhanced its reach and it was successful
in student heavy cities as Vishakhapatnam and Pune.

In 2018, the packaging bifurcation for Parle Agro’s beverages portfolio was — 52.14% PET, 47.76%
TetraPak and 0.1%RGB.

Marketing

Parle Agro, according to Chauhan, was a marketing company where sales and measures of
achieving economies of scale had to be understood. With a strategic focus on affordable ‘magic’
price points, coupled with high volume packs, Parle Agro strived to build top of the mind recall
with its marketing strategy through advertising and communication across its brand portfolio
(Exhibit 5).

Awareness for the brands was created through a 360-degree marketing campaign that saw new
faces from Bollywood demonstrating key traits of each brand. These young brand ambassadors
brought out Frooti’s new ‘youthful’ identity. For Appy Fizz, the brand ambassadors sent across

13 Five (INR) for two

14An Indian snack made out of white flour with potato and peas filling

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a message of mass appeal. 15 In 2017, Parle Agro, for the first time, came on board as an on-air 16
sponsor for the Indian Premier League.

Distinct personalities were created for Parle Agro brands. Frooti consumers were encouraged to
‘Live the Frooti Life’. Appy Fizz, as a brand, transformed from a ‘cool drink to hang-out with’ to
a brand in which the consumers were urged to ‘Feel the Fizz’.

To grow the market share of the company, high growth potential markets had to be tapped. Parle
Agro had a presence in western and northern India. It decided to venture in the south with plans
to “hyperlocalize" its brands Frooti and Appy. “South as a region has had a 6% growth rate in the
last few months as per Nielsen data, while we have had a 45% growth rate down south," Chauhan
stated and continued, “South is our third-largest contributing region but over the period of the
next 12 months, I see south will become at par with the west and probably become a challenge
for the north as well." xxxi

Marketing efforts were ramped up in south India by bringing local brand ambassadors on board.
Both Frooti and Appy Fizz faced strong competition from Maaza, Minute Maid, Dailee and Maa
which captured consumer attention with similar price points.

Sales and Distribution (S&D)

Chauhan took on the responsibility of evolving Parle Agro’s S&D systems. Parle Agro faced an
internal bottleneck which presented a hurdle in achieving the target of massive expansion. “It
was clear we had to upgrade our system”, xxxii break out of the mould and “create something that
was apt for the new vision, the new Parlé Agro” xxxiii opined Chauhan. Her core priorities included
building a future ready S&D infrastructure, revamping and enhancing capabilities and creating
a sales team capable of leadership which also displayed confidence in the market. At the same
time, she realised that tremendous effort and financial capabilities would be required to build
facilities at the infrastructure level.

One of the challenges faced was the lack of a system-oriented method of functioning — S&D was
dependent on the business head of every state. In 2013, Nadia Chauhan engaged with a leading
consultant who helped her draw up a system for Parle Agro to ensure that across the country,
they operated with one set of systems and processes that enabled the business to be driven by
market opportunities, rather than just by business head capabilities. Project Cheetah, as it was
coded, ran from 2013 to 2015, and resulted in Parle Agro digitising its sales systems and drawing
on data to extract more from existing and new outlets. Project Cheetah was set up to unlock
significant growth potential, cost efficiency and S&D culture for Parle Agro.

15 Alia Bhat, Shahrukh Khan, Varun Dhawan, Priyanka Chopra, and Salman Khan are all Bollywood actors with a huge

fan following.
16 “Sponsoring an on-air contest or program can grant you exposure to a new audience and align your brand with

certain causes, values, and beliefs. Instead of a traditional commercial break, your business is branded within station
programming by providing benefits (prizes) to our listeners.” Retrieved June 20, 2020 from
https://leightonbroadcasting.com/radio-marketing-services/air-sponsorships-live-
broadcasts#:~:text=On%2DAir%20Sponsorship,(prizes)%20to%20our%20listeners

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Further, the focus on S&D was not in terms of growth but upgradation. Solution themes for
upgradation of the system were identified which together with the S&D strategy, focused on
trade partners, people and organisation, processes and systems and the visibility drive. Most of
these solution themes were micro level and cumulatively helped Parle Agro increase its
distribution reach to 1.8 million outlets across India in 2019 from 550,000 outlets a decade ago.

Between 2015 and 2017, Parle Agro enhanced its S&D capabilities to handle multiple brands and
categories. This was complemented with increasing penetration and distribution across the
country and strengthening of infrastructure as focal areas. In the same period, distribution outlets
increased from 1.04 million to 1.36 million which was a 30% growth in two years.

Chauhan also partnered with a leading global management consulting firm in 2017 to relook at
the way they evaluated sales and further strengthen S&D. Parle Agro worked closely with the
team to develop solutions to help them consolidate operations, expand reach and achieve further
scalability and penetration. The company also strengthened its availability within A category
markets and outlets through intensive sales training of on-ground work force and multiple
distribution led initiatives and developments. These moves enabled them to drive better
performance of their larger sized SKUs.

The growth strategy of the company had always been to expand business and gain market share
by geographic penetration — urban and rural. Significant focus was given to strengthening of
sales by adopting a trade optimisation scheme and capitalising on emerging channels. Sales were
mainly to ‘on the go’ consumers at transport points, coupled with sizeable volumes in traditional
retail. Retail stores also sold family packs in PET, which were consumed at home. The company
had innovated in terms of breaking into new channels for beverages, such as transport points and
phone booths where its economy packs were sold. However, the distribution increase in rural
and urban India was not the same. The growth in the rural sector was higher than in the urban
sector which also had multinational players.

The company’s expansion plan also extended to its market penetration. Frooti was available at
almost 1.2 million outlets and Appy Fizz at about 600,000 outlets. Parle Agro was determined to
take Appy Fizz to the level of Frooti in terms of retailing.

In a strategic long term move to scale their beverage business, Parle Agro began leveraging
multiple e-commerce platforms to create rewarding business opportunities for itself and its
partners. For this purpose, the company collaborated with e-commerce players to strengthen its
business as well as create significant business opportunities for the e-commerce partners.

Manufacturing Capabilities

Parle Agro undertook a revamp operation for its manufacturing plants (Exhibit 5). Between 2010
and 2017, investments were done to build new plants and improve existing ones. Most of the
factories were set up at strategic locations in rural areas where the demand was higher than in
urban areas. The company was able to achieve economies of scale by strategically buying high
volumes of raw material to cut costs and carefully creating value for every rupee that was spent.
It also built strong infrastructural capabilities to support growth.

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From seven manufacturing facilities, Parle Agro expanded to 74 manufacturing units pan-India.
Of these, four were owned by franchisees. The company created a huge chain of back-end
capability with state-of-the-art technology which enhanced production capabilities and
supported the front-end. The heavy investments in 19 advanced machine set-ups with raw
material and minimal product wastages up to 0.01% helped the company to manufacture over
36,000 bottles (PET); 26,500 packs (Tetra Pak) and 52,000 preforms per machine per hour in early
2019. This was an increase from 12,000 bottles (PET); 24,000 packs (Tetra Pak) and 27,000 preforms
per hour in 2015. High speed machinery was installed across existing plants to increase their
capacity. Latest additions were made to the machinery with advanced technology and robotics.

There was an increase in manufacturing and distribution infrastructure and capabilities between
2012 and 2017. Beginning 2016, every second year the company planned to invest between INR
1.50 to 2 billion in building a manufacturing unit. Franchisees had increased by 141% and sales
offices by 216%. From its two plants in Sitarganj and Varanasi, 17 the company was able to fill over
95 trucks with their products on a daily basis.

The Decision

Reflecting on what Parle Agro had achieved so far, Chauhan stated, “The organisation that we
are, the brand that we are, has phenomenally transformed from 2003 to now,” and added, “It’s
become a future-ready company, a company that’s taking on some of its most powerful
competitors with equal strength and force, and making big strides in the Indian market, not just
in growing our brands, but in growing the category itself. We’ve been leading the category
growth over the past few years." xxxiv As of 2019, the company had over 4,500 employees, 76 state-
of-the-art manufacturing facilities, over 5,000 channel partners and a network of 1.8 million
outlets. But was this sufficient for them to achieve the target they had set in 2017, Chauhan
wondered.

Three years short of achieving the target, Chauhan, in consultation with her senior leadership
team, once again carefully reviewed the decision taken in 2017 — should the status quo be
maintained or modified? The decision, she knew, would hinge on the evolving industry
conditions, changing consumer preferences, mushrooming local and regional players and large
competitors who were trying to change the rules of the game. Whatever be the extraneous factors,
for Chauhan to meet the target, sales would need to be enhanced which could be through product
development, market development, market penetration, or diversification.

The board was set for the next move to be played. What would be the advice of the senior
leadership team to Chauhan?

17Parle Agro was preparing to set up plants in Madhya Pradesh (Gwalior) and Andhra Pradesh (Vijayawada) in 2020

and had been looking for land in central UP and Gujarat to do the same.

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EXHIBITS

Exhibit 1: Segmentation of the Beverage Market

Source: Company Data

Exhibit 2: Non-Carbonated Still Drinks

Types: Juices, Nectars and Fruit Flavoured Still Drinks

Juices: Fruit content is 100 per cent

Nectars: Fruit content is between 25% and 99%
Fruit Flavoured Still Drinks: Fruit content is less than 25 percent

Source: Company Data

Exhibit 3: Current and Projected Market for Beverages

2019 2024
Carbonated drinks 29.81 14.53
Non-Carbonated drinks 70.19 85.47
Source: Euromonitor, 2019

Exhibit 4: Competitors: Percentage of Market share (2014-2019)

Company Name 2014 2015 2016 2017 2018 2019

Coca-Cola Co, The 30.9 29.5 27.0 25.7 25.2 24.5
PepsiCo Inc 17.9 17.0 16.1 15.5 15.6 15.6
Parle Bisleri Ltd 5.0 5.0 5.1 5.7 6.1 6.4
Parle Agro Pvt Ltd 3.4 3.4 3.1 3.0 2.8 2.7
Dabur India Ltd 1.2 1.2 1.1 1.1 1.1 1.1
Source: Euromonitor, 2019

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Exhibit 5: Investment in plant and machinery and advertisement expenses (INR Ten Millions)

Particulars 2019 2018 2017 2016

Administrative expenses 285.31 245.48 277.21 200.97
Raw materials and consumables used 1,004 845.54 779.82 627.67
Wages and salaries 209.57 188.77 156.01 140.75
Advertising costs 218.73 166.18 147.08 96.14
Other costs by nature 110.81 103.48 77.37 107.81
Total Expenses (excluding depreciation, interest 1,828.01 1,549.45 1,437.49 1,173.34
and tax)

Advertising costs 218.73 166.18 147.08 96.14

% of advertisement to total cost 12% 11% 10% 8%

Increase in advertisement cost vis-à-vis previous 32% 13% 53% 0%
year

Property, plant and equipment 565.66 358.81 345.99 240.56

Construction in progress (CIP) 212.92 223.65 127.23 5.65
Total fixed assets 778.58 582.46 473.22 246.21
Increase in assets vis-à-vis previous year 34% 23% 92% 0%
Increase in CIP vis-à-vis previous year -5% 76% 2152% 0%

Net cash flow from (used in) investing activities 393.3 281.19 430 0
Increase in cash used in investing activities vis-à- 40% -35% 0% 0%
vis previous year

Source: EMI (2019). The numbers in the above table have been procured from an external source for discussion
purpose. The author does not confirm the validity/accurateness of the same.

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End Notes

iINR 71.20 = USD 1 as on February 1, 2019 (https://in.finance.yahoo.com/).

iiMajumdar, S. (2019, November 18). How Parlé Agro is doubling the fizz. Fortune India.
https://www.fortuneindia.com/people/nadia-chauhan-doubling-the-fizz/103775.
iii Sra, G. (2012, January 23). The Next Level: Nadia Chauhan. India Today.

https://www.indiatoday.in/magazine/supplement/story/20120123-nadia-chauhan-parle-agro-advertising-agency-
frooti-756956-2012-01-12
iv Nair, S. (2015, August 3). Dad’s the boss, it’s great to be partners: Parle Agro’s Nadia Chauhan Kurup. Firstpost.

https://www.firstpost.com/business/dads-the-boss-its-great-to-be-partners-parles-nadia-chauhan-kurup-
2373302.html
v The CEO Magazine. (2019, March 24). The taste of success: Nadia Chauhan.

https://www.theceomagazine.com/executive-interviews/food-beverage/nadia-chauhan-2/
vi Parle Agro. (n.d.). PARLE AGRO | People. https://www.parleagro.com/people
vii Sra, G. (2012, January 23). The Next Level: Nadia Chauhan. India Today.

https://www.indiatoday.in/magazine/supplement/story/20120123-nadia-chauhan-parle-agro-advertising-agency-
frooti-756956-2012-01-12
viiiIbid.
ix Meghani, V. (2018, September 24). Nadia Chauhan: A Fruity Punch. Forbes India.

https://www.forbesindia.com/article/tycoons-of-tomorrow/nadia-chauhan-a-fruity-punch/51351/1
xPal, S. (2020, July 11). The Parle-G Story: How Swadeshi Movement Gave India Its Beloved Biscuit. The Better India.

https://www.thebetterindia.com/118788/parle-g-story-mumbai-chauhan-glucose-biscuit-swadeshi-movement-
india/
xiY. (2015, May 13). Mohanlal Chauhan. Yo! Success. https://www.yosuccess.com/success-stories/mohanlal-

chauhan/
xiiAgarwal, S. (2012, November 28). We don’t want to sell Parle: Chauhan. Mint.

https://www.livemint.com/Companies/FpI6ffZl0FOQ44sXeCvYpK/We-dont-want-to-sell-Parle-Chauhan.html
xiiiMohanlal Chauhan. (2015, May 13) Yo! Success. Retrieved July 20, 2020 from https://www.yosuccess.com/success-

stories/mohanlal-chauhan/
xivParle Products. (n.d.). Parle’s Legacy. https://www.parleproducts.com/about#legacy
xvParle Agro. (n.d.). PARLE AGRO | People. https://www.parleagro.com/people
xviThe Financial Express. (2002, June 29). Parle Agro: Packing An Aggressive Punch.

https://www.financialexpress.com/archive/parle-agro-packing-an-aggressive-punch/50639/
xviiIbid.
xviiiEuromonitor International (2019). Passport: Parle Agro Pvt. Ltd. in Soft Drinks (India). Delhi: Euromonitor
xixFranson, D Beverage Industry (Chapter, 65) Encyclopaedia of Occupational Health and safety.

http://www.ilocis.org/documents/chpt65e.htm
xx Ibid.
xxiMCG. (2019). Snapshot: Non-alcoholic ready to drink beverage market in India. Chennai: Madras Consultancy Group.
xxii Ibid.
xxiii Euromonitor International (2019). Passport: Parle Agro Pvt. Ltd. in Soft Drinks (India). Delhi: Euromonitor
xxiv Ibid.
xxvIbid
xxviIbid.
xxviiIbid.
xxviii Shashidhar, A. & Banerji, S. (2017, June 4). How Colas lost their mojo: Amid downturn, Coca-Cola, Pepsi face

challenge from local companies. Business Today. https://www.businesstoday.in/magazine/cover-story/cola-

dilemma/story/252238.html
xxixIbid.
xxxEuromonitor International (2019). Passport: Parle Agro Pvt. Ltd. in Soft Drinks (India). Delhi: Euromonitor
xxxiGupta, S. (2018, January 27). Parle Agro looks to expand in south India. Mint.

https://www.livemint.com/Companies/nacUls1IFvdYy1DPWqwcRM/Parle-Agro-looks-to-expand-in-south-
India.html

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18 of 18 A00347

xxxiiMeghani, V. (2019, November 27). FILA Gen-next Entrepreneur Of The Year: Nadia Chauhan Of Parle Agro.

Forbes India. https://www.forbesindia.com/article/leadership-awards-2019/fila-gennext-entrepreneur-of-the-year-

nadia-chauhan-of-parle-agro/56303/1
xxxiiiMajumdar, S. (2019b, November 18). How Parlé Agro is doubling the fizz. Fortune India.

https://www.fortuneindia.com/people/nadia-chauhan-doubling-the-
fizz/103775#:%7E:text=Nadia%20Chauhan%2C%20the%2033%2Dyear,turnover%20by%202022%2C%20and%20more
xxxivThe CEO Magazine. (2019, March 24). The taste of success: Nadia Chauhan. from

https://www.theceomagazine.com/executive-interviews/food-beverage/nadia-chauhan-2/

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