7 Powerful Strategies of Most Popular Brand Parle-G Biscuit

7 Powerful Strategies of Most popular Brand Parle-G Biscuit  The world’s most saleable biscuit-Parle-G hasn’t increased its price for ...

7 Powerful Strategies of Most popular Brand Parle-G Biscuit 

The world’s most saleable biscuit-Parle-G hasn’t increased its price for 25 years. because, one time parle-raised the price by 50p and right that time, sale dropped down so badly and lakhs of people started protesting, as if it was petrol price in 2013, its turnover was 5000 crore and in 2017-18, its turnover is more than 8000 crores so when it's not even increasing their price, and the company is also growing then what is the strategy that company is doing extraordinary work.  

7 Powerful Strategies of Most popular Brand Parle-G Biscuit 

Today, I'm presenting in front of you, the world's biggest brand, an incredible story of Parle-G the strategy behind it the secret of its leadership What are their future strategies? and how can you implement these factors in your business? then get ready for the most enjoyable case-study. 

Strategy No 1: 

Low-profit margin. Parle-G decided that since this is their driver product. due to this product, we reach the remotest of places in the country. then we'll treat this as driver product. we'll keep low margins in these So that every family can purchase Parle-G And because of it's cost and value for money Parle-G stays in everyone's taste and their mind. The first point, that Parle-G has accepted that we will keep a low-profit margin in this product but, how will they earn money? you will be surprised to know this but crack-jack, Monaco, hide & seek are all the products of Parle of urban customers and the low profit in this driver product. that profit balances out to the other brands.  

Strategy No 2:

The most important point will Parle-G brings money from his own house when the raw material is expensive everywhere. so, what magic trick does Parle-G have? so, right now I'm holding this Parle-G packet of 5rs. people used to say, that initially in 5rs. it was 100gm, then 90gm, 80gm used to come like that. and now also, when I'm reading this packet it is reduced to 65gm and the fun part is, it is also written 55gm+10gm extra it means, actually this is of 55gm, you're given extra 10gm because they know, the price should not be increased as it is already registered in people's mind so can you also apply this policy in your business. as it is neither wrong nor cheating because the weight is already printed if you're selling price-sensitive products and if it is putting pressure on profit margin then you can also play around with quantity and weight there is no problem if your consumer is price sensitive. 

Strategy No 3:

Buying intelligence friends, the business mind says that the money you saved from buying raw material is your net profit, and friends, Parle-G purchased their raw materials in such organized, meticulous way from direct sources that may be the cost of their raw material is believed to be the most reasonable in India, and from this buying intelligence of saving of cost they have managed to keep the price, stable that is offered to the consumer. 

Strategy No 4:

Operational efficiency it is been said, that the production line of Parle-G is so efficient that there is nil or negligent scope for wastage. the data shows that when they produce 115 ton of biscuits then there is also 1% of wastage and this operational efficiency is not only at wastage reduction level But KRA's & amp; KPI's are also very well-defined at employee productivity level that not even one employee can do inefficient work, not even one can waste man-hour. 

Strategy No 5:

Low-cost packaging when they saw that the public is price sensitive then they didn't waste resources at double packaging. they remove the wax papers and did a simple packaging of plastic and if you observe it is simple plastic packaging and if I tear the packet, there is no another layer, there are direct biscuits. and the fun part, that the biscuits in their family pack they don't even have a wrapper they are directly packed in plastic Polythene because they know when the consumer is so much fixated on price then don’t care about anything else. they didn’t even change the cover girl because they wanted to keep their cost stable their single winning factor besides quality, and taste and their major defining factor is their price, price, and price. 

Strategy No 6:

Strategic location of factories they used. their brilliancy in establishing factories in Mumbai in Karnataka, Rajasthan, Haryana from whichever place a big part of distribution can be covered either they build their factories or the outsourcing ones, from which the cost of logistics can be saved the cost of warehousing, can be saved the miscellaneous. so that the supply of the product is quick. so that there is more inventory and fund rotation in a year What a beauty! At last, 

Strategy No 7:

Multiple price variants they know very well, that there is an uneven number of family members in Indian families. there is a nuclear family where only a couple lives. then there is a family of four there are also two brothers living together with their respective families and even bigger joint families. so, they introduced packets ranging from 2rs to 50rs earlier, at some point they even sell biscuits in tins. so, friends, they make sure through multiple variants, that there is not loss of even one customer. the customer is buying either small or large packets buy they should not feel that it is increasing burden on their pockets.  

Before I tell you the future strategy of Parle-G let us go back to history for a moment, Shri Mohan Lal Ji Dayal came to Mumbai from surat in 1880 in 1929, he built a factory along with his 12 other family members there is an interesting story that in the rush of setting up of factory, he forgot to think for its name because his factory was in Mumbai's Parle area, currently called vile Parle he named his product. after the same name, or one can say it got named by itself and you'll be surprised that despite keeping other brands but a villager coming from remotest of places in India will ask for Parle-G, he doesn't care about other brands, his favorite is Parle-G.  

A company earning this respect what is its future strategy? this amount of dependency is a huge risk for a single product of Parle-G. They understood this very well, and that's why they maintained Parle-G as a driver product while bringing. Out new products that the young generation likes them that it satisfies the customers with new taste which can say that the company is innovative there are many brands like Krack-jack, Monaco, 20-20, hide & seek which you must not be knowing are all brands of Parle-G so, Parle-G increased their timeline to 8487 crores there is a huge contribution of these products. 

The next question is, considering one product is sorted what will happen if the whole biscuit company comes at any risk what if people have reduced the consumption of biscuits or there is a substitute of biscuit in the market Parle-G was very much aware of this risks because they wanted complete control over tea market, they introduced Parle Rusk. There is another risk, what if people reduced their consumption of tea & amp; coffee there can also be another shift or change in the market then Parle products stepped into the world of chocolates, and reduced their dependency on biscuits & amp; rusks.

They introduce their chocolates like mango bite, Parle melody- extremely popular brands now, what odes business sense says? initially, the dependency was on Parle-G, then they shifted that on other biscuits now, to reduce the dependency on all the biscuits, then introduce Parle rusk and to reduce the dependency even on Parle rusk, they brought in chocolates so, did they stopped here? NO! once again, they introduce- fresh harvest pulses. Like sugar pulse and many more and in no time Parle-G got success in this too now, you can see the wide range of brands in Parle-G. And this case study teaches us a pleasant way to do business. That's how can the pricing of a product be controlled and can do business through turnover, and compensation can be made by adopting a middle path by slightly shifting the margin product. 

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