Now having three independent branches at Kolkata, Nagpur, Delhi respectively. Cause of popularity- Quality Products and hygiene. Local- Prabhuji, Mopleez, Bikaji, Rameswar. Potential- Lehar and Bikaji. Macro Forces- Demographic-The Nagpur entity has introduced a new range of vermicelli and macaroni with Italian machinery that is exported to some 25 countries in the Americas, the Gulf, Europe and Asia.
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It had come a long way since its relatively humble beginning in as a small time sweet shop in Bikaner, in the Rajasthan state of India. The group had presence not only in India but in several countries all over the world. The group also pioneered new ways of packaging namkeens. Its packaging techniques increased the shelf life of namkeens from less than a week to more than six months.
It was also one of the first companies in India to open a restaurant in New Delhi offering traditional Indian snack food items such as "panipuri," "chatpapri," and so on, which catered to the needs of hygiene conscious non-resident Indians and other foreign customers.
Frito Lay and Britannia Industries Ltd. Moreover, the group had to overcome internal problems as well. In , after a court verdict these units started operating as three different companies with clearly defined territories. This split had resulted in aggressive competition among themselves for a higher share of domestic and international markets.
The journey of Haldiram In , a large manufacturing unit was set up in Nagpur in the state of Maharashtra India. In , a retail outlet was set up in New Delhi.
The outlet became very popular not only among the Delhiites but also among tourists visiting Delhi. In , a manufacturing unit with a retail outlet attached to it was set up in the outskirts of Delhi.
In , a restaurant was opened in New Delhi. In , realizing the potential of namkeens, the company set up a manufacturing unit in Delhi exclusively for making namkeens. To add potato products to its existing product portfolio, machinery was imported from the US. The product range included namkeens, sweets, sharbats, bakery items, dairy products, papad and icecreams.
By specializing in the manufacturing of namkeens, the company seemed to have created a niche market. While the Nagpur unit manufactured 51 different varieties of namkeens, the Kolkata unit manufactured 37 and the Delhi unit The raw materials used to prepare namkeens were of best quality and were sourced from all over India. It launched products, which catered to the tastes of people belonging to specific regions.
The company also launched namkeens in five different packs with prices varying according to their weights. The prices also varied on the basis of the type of namkeens and the raw materials used to manufacture it. The cost of metallized packing also had an impact on the price, especially in the case of snack foods. The company revised the prices of its products upwards only when there was a steep increase in the raw material costs or additional taxes were imposed.
The Delhi and Nagpur units together catered to 0. At the retail outlet level, margins varied according to the weight of packs sold. The company tied up with indiatimes. Region-specific websites enabled people to send gifts to specified regions. Different varieties of posters were designed to appeal to the masses. Posters were designed for display on public transport vehicles such as buses, and hoardings, focused on individual products were developed.
Mailers were also sent to loyal customers and important corporate clients as a token of appreciation for their patronage. Since namkeens were impulse purchase items, attractive packaging in different colours influenced purchases. The company projected the shelf life of its products as its unique selling proposition.
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