case Study on Maggi
A good marketer is never tired of innovation and is never bored about his brands .
That quality is visible in Maggi's relentless pursuit to make its brand's position permanent in the Indian consumer's dining table.
2007 saw another innovation from this super brand in the form of Rice Noodle. The rice noodle comes in three flavours : Lemon Masala, Shahi pulao and Chilly Chow.
The brand has given one more reason for Mothers to give Noodles to their children. The new products are in tune with the Nestle's vision of moving into healthy foods.
This innovation will go a long way in reinforcing the brand equity of Maggi.
Currently ads are running in all major channel for Rice Noodles. Although the ads are Hindi skewed, I am sure no one is complaining.
The Maggi Brand in India: Brand Extension and Repositioning
lNestlé India Ltd. (NIL), the Indian subsidiary of the global FMCG major, Nestlé SA, introduced the Maggi brand in India in 1982, with its launch of Maggi 2 Minute Noodles, an instant noodles product.
With the launch of Maggi noodles, NIL created an entirely new food category - instant noodles - in the Indian packaged food market. Because of its first-mover advantage, NIL successfully managed to retain its leadership in the instant noodles category even until the early 2000ss
Over the years, NIL extended the Maggi brand to a variety of culinary products like soups, sauces and ketchups, and cooking aids among others. However, these product extensions were not as successful as the instant noodles. In 2005, NIL started offering a range of new 'healthy' products under the Maggi brand, in a bid to attract health-conscious consumers.
This case looks at the various phases in the product life cycle of Maggi noodles in India. It talks about the various measures taken by NIL to keep the Maggi brand fresh in the minds of Indian consumers.
The case also talks about the various extensions of the Maggi brand and tries to analyze why only the sauces and ketchups category, among all the other product extensions, managed to succeed.
It further discusses the measures taken by NIL to reposition Maggi as a 'health product'. The case ends with a discussion whether NIL would be successful in sustaining this new image for Maggi in the market.
Some phrases that will best explain maggi products:
What Xerox is to photocopier and Colgate to toothpaste, Maggi is to noodles in India.1
- The Economic Times, a prominent newspaper in India, in 2003.
"Maggi is the leader in the Instant Noodles category because it is constantly improving its understanding of the consumer to give them excellent and tasty products that provide nutrition, health, and wellness.
- Martial Rolland, chairman and managing director, Nestlé India Ltd., in 2006.
"Maggi has managed to enter Indian homes to change the traditional food habits of Indian children on their promise of convenience. This brand has understood the psychology of Indian mothers and positioned itself for mother-child indulgence.
- Business Week, a prominent business magazine, in 2006.
A good marketer is never tired of innovation and is never bored about his brands .
That quality is visible in Maggi's relentless pursuit to make its brand's position permanent in the Indian consumer's dining table.
2007 saw another innovation from this super brand in the form of Rice Noodle. The rice noodle comes in three flavours : Lemon Masala, Shahi pulao and Chilly Chow.
The brand has given one more reason for Mothers to give Noodles to their children. The new products are in tune with the Nestle's vision of moving into healthy foods.
This innovation will go a long way in reinforcing the brand equity of Maggi.
Currently ads are running in all major channel for Rice Noodles. Although the ads are Hindi skewed, I am sure no one is complaining.
The Maggi Brand in India: Brand Extension and Repositioning
lNestlé India Ltd. (NIL), the Indian subsidiary of the global FMCG major, Nestlé SA, introduced the Maggi brand in India in 1982, with its launch of Maggi 2 Minute Noodles, an instant noodles product.
With the launch of Maggi noodles, NIL created an entirely new food category - instant noodles - in the Indian packaged food market. Because of its first-mover advantage, NIL successfully managed to retain its leadership in the instant noodles category even until the early 2000ss
Over the years, NIL extended the Maggi brand to a variety of culinary products like soups, sauces and ketchups, and cooking aids among others. However, these product extensions were not as successful as the instant noodles. In 2005, NIL started offering a range of new 'healthy' products under the Maggi brand, in a bid to attract health-conscious consumers.
This case looks at the various phases in the product life cycle of Maggi noodles in India. It talks about the various measures taken by NIL to keep the Maggi brand fresh in the minds of Indian consumers.
The case also talks about the various extensions of the Maggi brand and tries to analyze why only the sauces and ketchups category, among all the other product extensions, managed to succeed.
It further discusses the measures taken by NIL to reposition Maggi as a 'health product'. The case ends with a discussion whether NIL would be successful in sustaining this new image for Maggi in the market.
Some phrases that will best explain maggi products:
What Xerox is to photocopier and Colgate to toothpaste, Maggi is to noodles in India.1
- The Economic Times, a prominent newspaper in India, in 2003.
"Maggi is the leader in the Instant Noodles category because it is constantly improving its understanding of the consumer to give them excellent and tasty products that provide nutrition, health, and wellness.
- Martial Rolland, chairman and managing director, Nestlé India Ltd., in 2006.
"Maggi has managed to enter Indian homes to change the traditional food habits of Indian children on their promise of convenience. This brand has understood the psychology of Indian mothers and positioned itself for mother-child indulgence.
- Business Week, a prominent business magazine, in 2006.