ORGANISATIONAL CULTURE

A single definition of organizational culture has proven to be very

elusive. No one definition of organizational culture has emerged in the
literature. One of the issues involving culture is that it is defined both in
terms of its causes and effect. For example, these are the two ways in which
cultures often defined.
1. Outcomes- Defining culture as a manifest pattern of behavior- Many
people use the term culture to describe patterns of cross individual
behavioral consistency For example, when people say that culture is
The way we do things around here, they are defining consistent
way is in which people perform tasks, solve problems, resolve
conflicts, treat customers, and treat employees.
2. Process- Defining culture as a set of mechanisms creating cross
individual bhehavioral consistency- In this case culture is defined as
the informal values, hnorms, and beliefs that control how individuals
and groups in an organization interact with each other and with people
outside the organization. Both of these approaches are relevant to
understanding culture. It is important to know on what types of
behavior culture has greatest impact (outcomes) and how culture
works to control the behavior of organizational members. We will

address these two questions later in the module.

Functions of organizational culture
1. Behavioral control
2. Encourages stability
3. Provides source of identity
Draw backs of culture
1. Barrier to change and improvement
2. Barrier to cross departmental and cross organizational cooperation
3. Barrier to mergers and acquisitions
What Types of Behavior Does Culture Control?
Using the outcome approach, cultures are described in terms of the
following variables:
Innovation versus Stability- The degree to which organizational
members are encouraged to be innovative, creative and to take risks.
Strategic versus Operational Focus- The degree to which the
members of the management team focus on the long term big picture
versus attention to detail.
Outcome versus Process Orientation- The degree to which
management focuses on outcomes, goals and results rather than on
techniques, processes, or methods used to achieve these results.

 Task Versus Social Focus- The relative emphasis on effect of

decisions on organizational members and relationships over task
accomplishment at all costs
Team versus Individual orientation- The degree to which work
activities are organized around teams rather than individuals
Customer Focus versus Cost Control- The degree to which
managers and employees are concerned about customer satisfaction
and Service rather than minimizing costs
Internal verses External Orientation- The degree to which the
organization focuses on and is adaptive to changes in its environment
Cultural Control Mechanisms
How does organizational culture control the behavior of organizational
members? If consistent behavioral patterns are the outcomes or products of a
culture, what is it that causes many people to act in a similar manner? There
are four basic ways in which a culture, or more accurately members of a
reference group representing a culture, creates high levels of cross individual
behavioral consistency. There are:
Social Norms
Social norms are the most basic and most obvious of cultural control
mechanisms. In its basic form, a social norm is simply a behavioral

expectation that people will act in a certain way in certain situations. Norms
(as opposed to rules) are enforced by other members of a reference group by
the use of social sanctions. Norms have been categorized by level.
A. Peripheral norms are general expectations that make
interactions easier and more pleasant. Because adherence
of these norms is not essential to the functioning of the
group, violation of these norms general results in mild
social sanctions.
B. Relevant norms encompass behaviors that are important
to group functioning. Violation of these norms often
results in non-inclusion in important group functions and
activities
Shared Values
As a cultural control mechanism the keyword in shared values is shared.
The issue is not whether or not a particular individual's behavior can best be
explained and/or predicted by his or her values, but rather how widely is that
value shared among organizational members, and more importantly, how
responsible was the organization/culture in developing that value within the
individual. What is a value? Any phenomenon that is some degree of worth
to the members of giving groups: The conception of the desirable that

establishes a general direction of action rather than a specific objective.

Values are the conscious, affective desires or wants of people that guide their
behavior

How are values formed/developed within individuals? We like to think

that our values are unique to us and an essential part of who we are. The
critical question here is, how much of our values are derived from our
reference group affiliation? We find that for most people, their values are
generally consistent with the values of the reference group in which they
were socialized. There are two kinds of values:

A. Instrumental values represent the means an individual

prefers for achieving important ends.
B. Terminal values are preferences concerning ends to be
achieved. When an individual can no long answer the
question of

These components of culture have a well defined linkage with each other
which binds a culture and makes change in any one of the components
difficult. However, change in any one of these components causes chain
reactions amongst others. Their interrelationship is presented
Culture is a very powerful force at the workplace, which is consciously and
deliberately cultivated and is passed on to the incoming employees. It
reflects the true nature and personality of an organisation.
There are various myths about organisational culture. Some of them are
presented here along with the counter arguments.
Organisational culture is same as organisational climate : In
management literature there is often ambiguity about the two concepts
organisational culture and organisational climate. As explained earlier,
organisational culture is a macro phenomenon which refers to the patterns of
beliefs, assumptions, values, and behaviours reflecting commonality in
people working together. However, organisational climate is a micro
phenomenon and reflects how employees in an organisation feel about the
characteristics and quality of culture like morale, goodwill, employee
relations, job satisfaction, commitmrnt at the organisational, department or
unit level. It refers to the psychological enviornment in which behaviour of
organisational members occurs. It is a relatively persistent set of perceptions

held by organisational members about the organisational culture. Another

viewpoint about climate is that various variables get subsumed under the
concept of climate, whereas has unique indicators like symbols, rites, myths,
and stories.

2. Culture is same as groupthink : Since culture refers to shared

assumptions and beliefs, it is likely to cause confusion. Groupthink refers
to group members hiding any differences in how they feel and think and
behave in a certain way. The phenomenon of groupthink is mostly used in
a face to face situation when dealing with small groups. Culture, on
the other hand, is a much larger phenomenon characterised by historical
myths, symbols, beliefs, and artifacts.
3. Culture is same as organisation : Culture is a result of sustained
interaction among people in organisations and exists commonly in
thoughts, feelings, and behaviour of people. Organisations on the other
hand, consist of a set of expectations and a system of reward and
punishment substained by rules, regulations, and norms of behaviour.
4. Culture is a social structure : Social structures in various collectives
exhibit tangible and specific ways in which people relate to one another
overtly. However, culture operates on a system of unseen, abstract, and
emotionally loaded forms which guide organisational members to deal
with their physical and social needs.
1.
2.
3.

4. NATURE OF ORGANISATIONAL CULTURE

5. The culture of an organisation may reflect in various forms adopted by
the organisation. The physical infrastructure Routine behaviour,
langauge, ceremonies Gender equality, equity in payment
6. Dominant values such as quality, efficiency and so on
7. Philosophy that guides the organisations policies towards it
employees and customers like customer first and customer is king, and
the manner in which employees deal with customers.
8. Individually none of these connote organisational culture, however,
together, they reflect organisational culture. Although organisational
culture has common properties, it is found that large organisations have a
dominant culture and a number of sub cultures. The core values shared
by the majority of the organisational members constitute the dominant
culture. Therefore, whenever one refers to the culture of an organisation
one actually talks about the dominant culture of an organisation one
actually talks about the dominant culture. Subcultures within an
organisation are a set of shared understandings among members of one
group/department/geographic operations. For example, the finance
department of an organisation may have a sub culture which is unique
to this department visavis other departments. This means that this

department will not only have the core values of the organisations
dominant culture but also some unique values. If an organisation does not
have a dominant culture and is comprised only of various sub cultures,
its effectiveness would be difficult to judge and there will be no
consistency of behaviour among departments. Hence, the aspect of
common or shared understanding is an essential component of
organisational culture. Also, organisational culture exists at various
levels.
9. LEVELS OF ORGANISATIONAL CULTURE
10.One comes across a number of elements in the organisation which
depict its culture. Organisational culture can be viewed at three levels
based on manifestations of the culture in tangible and intangible
forms.
1.

At Level One the organisational culture can be observed in the form of

physical objects, technology and other visible forms of behaviour like
ceremonies and rituals. Though the culture would be visible in various
forms, it would be only at the superficial level. For example, people may
interact with one another but what the underlying feelings are or whether
there is understanding among them would require probing.
11.

12.
2.

At Level Two there is greater awareness and internalisation of cultural

values. People in the organisation try solutions of a problem in ways which
have been tried and tested earlier. If the group is successful there will be
shared perception of that success, leading to cognitive changes turning
perception into values and beliefs.

3.

Level Three represents a process of conversion. When the group

repeatedly observes that the method that was tried earlier works most of the
time, it becomes the preferred solution and gets converted into underlying
assumptions or dominant value orientation. The conversion process has both
advantages. The advantages are that the dominant value orientation guides
behaviour, however at the same time it may influence objective and rational
thinking.
13.
14.

These three levels range on a scale of superficial to deeply

embedded. As cultural symbols get converted to shared assumptions,

they move from a superficial level to a real internationalised level
15.
16.
17.

18.
19.PATTERNS OF ORGANISATIONALS CULTURE
20.1 Types of Organizational Culture
21.Organisational culture can vary in a number of ways. It is these
variances that differentiate one organisation from the others. Some of
the bases of the differentiation are presented below :
1. Strong vs weak culture : Organisational culture can be labelled as
strong or weak based on sharedness of the core values among
organisational members and the degree of commitment the members have
to these core values. The higher the sharedness and commitment, the
stronger the culture increases the possibility of behaviour consistency
amongst its members, while a weak culture opens avenues for each one
of the members showing concerns unique to themselves.
2. Soft vs hard culture : Soft work culture can emerge in an organisation
where the organisation pursues multiple and conflicting goals. In a soft
culture the employees choose to pursue a few objectives which serve
personal or sectional interests. A typical example of soft culture can be
found in a number of public sector organisations in India where the
management feels constrained to take action against employees to
maintain high productivity. The culture is welfare oriented; people are

held accountable for their mistakes but are not rewarded for good
performance. Consequently, the employees consider work to be less
important than personal and social obligations. Sinha (1990) has
presented a case study of a public sector fertilizer company which was
established in an industrially backward rural area to promote employment
generation and industrial activity. Under pressure from local communities
and the government, the company succumbed to overstaffing, converting
mechanised operations into manual operations, payment of overtime, and
poor discipline. This resulted in huge financial losses (up to 60 percent of
the capital) to the company.
3. Formal vs informal culture : The work culture of an organisation, to a
large extent, is influenced by the formal components of organisational
culture. Roles, responsibilities, accountability, rules and regulations are
components of formal culture. They set the expectations that the
organisation has from every member and
22.
23.
24.
25.
26.

27.
28. TABLE 1: FORMAL COMPONENTS OF ORGANISATIONAL
CULTURE
30. Compone

32.

Effect on

29.
nt
31. Description
33. 34.
35.
37. 38. Mission/V 39. The milestones to be

Organisational
36. Culture

1 ision
41.

reached

40.
44.

2 42. Policies

43. Statements designed to be

47. guidelines to bahavioural

drafted

Could be unrealistic
Policies, if not

45. 46.
decision
49. 50.
51.
53. 54. Procedure 55. Methods of providing

48.
52.
56.

3 s
57. 58.
61. 62.
65.

specific
59. guidelines
63.

create
60. obstacles in smooth
64. functioning
68. Rules could be a

4 66. Rules
69. 70.
73.

67. Specific instructions for

71. performing a task
75. Organisation at young,

means or
72. an end in themselves
76. State of

5 74. State of
growing,
78. Organisati 79. maturing, or mature stage

properly can provide

leeway
Can facilitate or

organisational
80. development has

77.
onal
of
82. Developm

direct
84. impact on work

81.
ent
85.

culture

83. development

86.THE ORGANIZATION CULTURE OF PARLE G

87. ORIGIN OF THE ORGANIZATION
88.A cream colored yellow stripped wrapper with a cute baby photo
containing 10 12 biscuits with the companys name printed in Red and
you know these are Parle G biscuits. Times changed, variety of biscuits
did come and go but nothing has changed with these biscuits. Yes, the
size of their packing has definitely changed but for the consumers good as
these are money savers pack. The Parle name conjures up fond memories
across the length and breadth of the country. After all, since 1929 the
people of India have been growing up on Parle biscuits & sweets.
89. Initially a small factory was set up in the suburbs of Mumbai city, to
manufacture sweets and toffees. The year was 1929 and the market was
dominated by famous international brands that were imported freely.
Despite the odds and unequal competition, this company called Parle
Products, survived and succeeded, by adhering to high quality and
improvising from time to time.
90.

A decade later, in 1939, Parle Products began

manufacturing biscuits, in addition to sweets and toffees. Having already
established a reputation for quality, the Parle brand name grew in strength
with this diversification. Parle Glucose and Parle Monaco were the first
brand of biscuits to be introduced, which later went to become leading
names for great taste and quality.

91.For around 75 years, Parle have been manufacturing quality biscuits and
confectionery Products. Over the years Parle has grown to become a
multi million-dollar company with many of the products as market
leaders in their category. The recent introduction of Hide & Seek
chocolate chip biscuits is a product of innovation and caters to a new
taste, being Indias first ever chocolate-chip biscuits.
92.All Parle products are manufactured under most hygiene conditions.
Great care is exercised in the selection and quality control of raw material
and standards ensured at every stage of the manufacturing process.
93.Parle products have 4 manufacturing units for biscuits and
confectionaries at Mumbai, Haryana, Rajasthan and Karnataka. It also has
14 manufacturing units for confectionaries, on contract.
94.All these factories are located at strategic locations, so as to ensure a
constant output & easy distribution.
95.Today, Parle enjoy a 40% share of the total biscuits market and a 15%
share of the total confectionaries market, in India.
96. The marketing mix of Parle for this project has been studied from the
point to point view of Parle biscuits; mainly Parle-G and Parle Hide &
Seek.
97.
98.
99.

100.
101.

PARLE G THE EVOLUTION

102.

Has been a strong household name across India. The great taste,

high nutrition, and the international quality, makes Parle-g a winner. No

wonder, its the undisputed leader in the biscuit category for decades.
103.

It is consumed by people of all ages, from the rich to the poor,

living in cities & in villages. While some have it for breakfast, for others
it is a complete wholesome meal. For some its the best accompaniment
for chai, while for some its a way of getting charged whenever they are
low on energy. Because of this, Parle-G is the worlds largest selling
brand of biscuits.
104.

Launched in the year 1939, it was one of the first brands of Parle

products. It was called Parle Glucose Biscuits mainly to cute that it was a
glucose biscuit. It was manufactured at the Mumbai factory, Vile Parle
and sold in units of half and quarter pound packs.
105.

The incredible demand led Parle to introduce the brand in special

branded packs and in larger festive tin packs. By the year 1949, Parle
Glucose biscuits were available not just in Mumbai but also across the
state. It was also sold in parts of North India. The early 50s produced over
150 tones of biscuits produced in the Mumbai factory. Looking at the
success of Parle-G, a lot of other me-too brands were introduced in the
market and these brands had names that were similar to Parle Glucose

Biscuits so that if not by anything else, the consumer would err in picking
the brand. This forced Parle to change the name from Parle Glucose
Biscuits to Parle-G.
106.

Originally packed in the wax paper pack, today it is available in a

contemporary, premium BOPP pack with attractive side fins. The new
airtight pack helps to keep the biscuits fresh and tastier for a longer
period.
107.

Parle-G was the only biscuit brand that was always in short supply.

It was heading towards becoming an all-time great brand of biscuit. ParleG started being advertised in the 80s. It was advertised mainly through
press ads. The communication spoke about the basic benefits of energy
and nutrition. In 1989, Parle-G its released its Dadaji commercial, which
went on to become one of the most popular commercial for Parle-G. The
commercial was run for a period of 6 years.
108.

Parle-G grew bigger by the minute. Be it the packs sold, the areas

covered or the number of consumers. It became a part of the daily lives of

many Indians. It wasnt a biscuit any more. It had become an icon. The
next level of communication associated the brand with the positive values
of life Like honesty sharing and caring.
109.

In the year 1997, Parle-G sponsored the tele-serial of the Indian

superhero, Shaktimaan that went on to become a huge success. The

personality of the superhero matched the overall superb benefits of the

brand. Parle extended this association with Shaktimaan and gave away a
lot of merchandise of Shaktimaan, which was supported by POS and
press communication. The children just could not get enough of Parle-G
and Shaktimaan.
110.

In the year 2002, it was decided to bring the brand to the child who

is a major consumer. A national level promo Parle-G Mera Sapna Sach

Hoga was run for a period of 6 months. The promo was all about
fulfilling the dreams of children. There were over 5 lakhs responses and
of that, over 300 dreams were fulfilled.
111.

Dreams that were fulfilled ranged from trips to Disneyland at Paris

& Singapore; free ride on a chartered plane; 20 scholarships worth Rs

50,000; a special coaching etc
112.

The year 2002 will go down as a special year in Parle-Gs

advertising history. A year that saw the birth of G-Man a new

ambassador for Parle-G. Not just a hero but also a superhero that saves
the entire world, especially children from all the evil forces. A campaign
that is not just new to the audiences but one that involves a completely
new way of execution that is loved by children all over the worldAnimation.
113.

To make the brand much more interesting and exciting with

children, it was decided to launch a premium version of Parle-G called

Parle-G Magix in the year 2002. ParleG Magix is available in two tastes.

The year 2002 also witnessed the launch of Parle-G Milk Shakti, which
was the nourishing combination of milk and honey, especially launched
for the southern market.
114.
115.
116.
117.

Growth and development of the organization

118.

Over the years, Parle has grown to become a multi-million US

Dollar company. Today, Parle enjoys a 40% share of the total biscuit
market and a 15% share of the total confectionary market, in India. The
Parle Biscuit brands, such as, Parle-G, Monaco and Krackjack and
confectionery brands, such as, Melody, Poppins, Mango bite and Kismi,
enjoy a strong imagery and appeal amongst consumers. Then the Parle
representatives includes the production officer and the operations head
made students exposed to the production unit followed by the
manufacturing unit and packaging.
119.

The extensive distribution network, built over the years, is a major

strength for Parle Products. Parle biscuits & sweets are available to
consumers, even in the most remote places and in the smallest of villages
with a population of just 500. The Parle marketing philosophy
emphasizes catering to the masses. We constantly endeavor at designing
products that provide nutrition & fun to the common man.

120.

Most Parle offerings are in the low & mid-range price segments.

This is based on our cultivated understanding of the Indian consumer

psyche. The value-for-money positioning helps generate large sales
volumes for the products. However, Parle Products also manufactures a
variety of premium products for the up-market, urban consumers. And in
this way, caters a range of products to a variety of consumers. In nutshell,
the Parle name conjures up fond memories across the length and breadth
of the country.
121.

Present status of the organization

122.

2.3 Present status of the organization

123.

At present the organization consists of 520 people in Bangalore

who includes on roll employees, contracts and project trainees. The

illustration is given as below.
124.

125.

Employees in PARLE

126.

Num
332

S no
127.

128.

Employees on roll

ber
129.

1
130.

131.

Employees on contracts

132.

330

2
133.

134.

Temporary

135.

33

3
136.

137.

Total

138.

695

4
139.

140.

Functional Departments of the Organization

141.

Marketing Department

142.

Finance Department

143.

HR & Personnel Department

144.

Production Department

145.

Engineering Department

146.

Quality Department

147.

R & D Department

148.

Sales & Dispatch Department

149.

Organizational Structure and Organizational Chart

150.

151.

PRODUCTS AND SERVICE PROFILE OF THE

ORGANIZATION COMPETITORS
152.

The PARLE product range is a genuinhe treat for every snack

lover. The biscuit alone have such variety, catering to diverse paletters,
theres something for everyone. And the tantalizing array of sweetmeats
is just the cherry on top.
153.

PARLE Biscuits

154.

Parle biscuits are linked with factors of power and wisdom

providing nutrition and strength. Parle biscuits are indeed much more
than a tea-time snack, they are considered by many to be an important
part of their daily food. Parle can treat you with a basket of biscuits which
are not only satisfying but are also of good and reliable quality. Parle
biscuit cater to all tastes from kids to senior citizens. They have found
their way into the Indian hearts and home
155.

Taakat.

156.

Various people have various reasons to consume it, some consume

it for the value it offers while others consume it for sheer taste, For some
it is a meal substitute for others it is a tasty healthy nourishing snack.
Patronised by millions for all this qualities, it is much more than just a
biscuit brand. Little wonder than why is it the Largest selling Biscuit
brand in the World.

157.

Pack Sizes available:

158.

19 G, 44 G, 44 G, 66 G, 93.5 G, 231.5 G, 346.5 G, 400 G, 462 G,

159.

576.5 G, 935 G (Packed), 935 G (Loose)

160.

Krackjack crispy creams

161.

Krackjack Crispy Creams is a delicious combination of crispyness

of Krackjack and sweetness of cream biscuit. The classic sweet and salty
taste gets laced with a sweet & sour lime flavor in the cream sandwiched
between Krackjack biscuits. A mouth watering delicious combination!
162.

Packet Size

163.

90G

164.

Krackjack Cookies (new)

165.

Krackjack - The original sweet and salty biscuit is one of the most

loved biscuits in the country.

166.

Its not just a biscuit, its the taste of relationships captured in a

biscuit.
167.

A little sweet and a little salty crafted in such a delicate and

delicious balance, you can never get enough of it. Have it anytime you
like with anything you like.
168.

Packet Sizes available:

169.

75 G, 120 G, 240 G

170.

Monaco

171.

Share the company of great taste anytime, anywhere with Monaco.

A light crispy biscuit sprinkled with salt, Monaco adds a namkeen twist to
lifes ordinary moments.
172.

Pack Sizes available:

173.

75 G, 120 G, 240 G

174.

Milk Shakti

175.

From boy-next-door to Super Boy, no thats not the plot for the

next Hollywood blockbuster its the effect of Milk Shakti. The Shakti of
milk fortified with the goodness of honey, a zabardast combo that even
ace batsman Dhoni swears by. So get that cape out and head straight to
for a pack of Milk Shakti today.
176.

Packet Sizes available:

177.

75 G, 150 G

178.

Kreams

179.

Orange Tickle your senses with Parle Orange Kream The tangy

orange cream between two scrumptious biscuits makes for a real treat.
180.

Age no bar!

181.

Packet Sizes available:

182.

90 G, 180 G

183.

PARLE 20-20

184.

Parle presents 20-20 Cashew and butter cookies where every

cookie is baked to perfection to deliver the perfect taste and aroma. A

mouth-melting experience of premium cashews and rich butter in every

bite you take, Parles new 20-20 cookies promises a combination of
crunch and scrumptious delicacy.
185.

Packet Sizes available:

186.

75 G, 110 G, 225 G

187.

Parle Marie Melody

188.

Your favourite Marie biscuit, Parle Marie is now even more

exciting. Its lighter. Its crispier. And its tastier. Making it even more
appealing than before.
189.

So the next time youre hanging out with your buddies, just tear

open a pack of Parle Marie. And immerse yourself in an engaging

conversation and an even more engaging taste
190.

Packet Sizes available:

191.

88 G, 176 G, 347 G, 400 G

192.

Hide and Seek Milano

193.

The ingredients that go into making this prized cookie are a well-

guarded secret. What is the effect it has on those who eat it? A cookie
with a reputation for romance. Indulge in the sinful taste of Milano and
everything that follows it.
194.

Packet Sizes available:

195.

65G, 100 G, 135 G

196.

Digestive Marie

197.

Digestive Marie will change your daily dipping and sipping

routine; making it more enjoyable and much healthier.

198.

With five times more fibre than the regular Marie, you can actually

see the differences in Digestive Marie. With lower fat and calories than
other digestive biscuits, Digestive Marie helps you stay Active-Lite all
day.
199.

Yahi Marie, Sahi Marie!

200.

Packet Sizes available:

201.

25 G, 50 G, 100 G, 200 G

202.

PARLE Confectioneries

203.

Right from candies to toffees, the sweet 'n' treat category of the

Parle product range is a genuine treat for every snack lover. This category
can satisfy one's taste and at the same time create a desire for more. These
confectioneries are a sheer delight to the taste buds and have a universal
appeal. Parle Biscuits and confectioneries, continue to spread happiness
& joy among people of all ages.
204.

Melody

205.

Caramel meets chocolate to yield an outcome nothing less than

delectable. Parle Melody comes with an irresistible layer of caramel on

the outside and a delightful chocolate filling within. Pop it in your mouth
and relish the unique experience. It wont be too long before you find
yourself asking the age old question Melody itni chocolaty kyon hai?'

206.

Orange Candy

207.

Small. Oval. Orangee. Weve kept it simple with the Parle Orange

candy. And for over 50 years this deceptively simple candy has kept the
taste buds of the entire nation in a flurry. The first product to be launched
from the House of Parle and clearly, one thats been a hit ever since.
208.

Kaccha mango bite

209.

The glider got copied and became a jet plane. Western hits got

copied and became Anu Malik songs. The typewriter got copied and
became a keyboard. Similarly, we have managed to copy the tangy
flavour of raw mangoes in a candy which is a little sour, a little sweet and
certainly a little mischievous. We call it Kaccha Mango Bite. It truly is a
kacche aam ka copy
210.

Kismi TOFFEE

211.

Its everything that the Kismi Toffee Bar is, only smaller. Wrapped

in the distinct flavour of elaichi (cardamom) this toffee is sure to send

your sweet tooth on a joyride.
212.

PARLE Snacks

213.

Salty, crunchy, chatpata and crispy caters to the bunch of Parle

snacks. You can now treat your loved ones with this yummy lot. Parle
snacks are a complete delight to the taste buds and can create the desire
for more and more. These snacks will not only satisfy your tummy but
will also sustain a feel in your mouth to associate you with the bond of

Parle.
214.
215.

BITES CHEESLLINGS

216.

Like cheese? Then you'll just love the light crispy taste of Monaco

Bites Cheeslings. Tiny crispy squares dipped in cheese that'll instantly

melt in your mouth. Makes for a perfect snack anytime, anywhere.
217.

Pack sizes available:

218.

Cheesling - Jar - 175 G, 350

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GCheesling Tin - 3.75 Kg

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MUST BITTES (new)

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Try as you might, you just can't resist the temptation of Musst

Bites. A snack pack with a dangerously addictive taste, Musst Bites is the
latest addition from the House of Parle. Available in a range of flavours
like chatpata chaat, mast masala, tangy tomato and green spice, this snack
is sure to keep you munching all day.
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Pack sizes available:

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30 G, 60 G

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Competitors of PARLE

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BRITANNIA

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ITC

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PRIYA GOLD

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AMUL

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Market profile of the organization

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Its a brand that has held its price line at Rs 4 for 25 years now --

the price was last raised in 1994 by 25 paise. So, it's not for nothing that
Parle-G is the world's largest-selling biscuit by volumes. Parle is, of
course, not doing it for charity. Soaring input prices meant it opted for
reducing the weight of the biscuit than increasing the price -- first from
100 gm to 92.5 gm in January 2008, and then to 88 gm in January this
year -- in line with other biscuit-makers and FMCG players. It has 1600
crore turnover.
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Parle-G enjoys close to 70 per cent market share in the glucose

biscuit category and probably has the deepest reach. It reaches 2.5 million
outlets, including villages with a population of 500 people, on a par with
Unilever's Lifebuoy, ITC's cigarettes or mobile pre-paid cards. It reaches
2.5 million outlets, including villages with a population of 500 people, on
a par with Unilever's Lifebuoy, ITC's cigarettes or mobile pre-paid cards.
It's also one of the few FMCG brands in the country, whose customers
straddle across income segments. The brand is estimated to be worth over
Rs 2,000 crore (Rs 20 billion), and contributes more than 50 per cent of
the company's turnover (Parle Products is an unlisted company and its
executives are not comfortable disclosing exact numbers). Last fiscal,

Parle had sales of Rs 3,500 crore (Rs 35 billion).

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Competition has, of course, been trying to wean away customers

from Parle. Britannia relaunched its Glucose-D biscuit as Tiger in 1995

and boasts of 17-18 per cent share, while ITC's Sun feast glucose has
captured 8-9 per cent, according to industry sources. Even Levers had
forayed into this segment in 2003 and launched a glucose biscuit branded
as Modern, after it acquired the bakery business of Modern. There are
strong regional brands, including Priya Gold (west), Cremica (north) and
Anmol (east).

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