
Key business aspects of Parle Products include a mass-market focus, with their core strategy revolving around catering to the masses with affordable products. Parle-G, their flagship biscuit, is a prime example of this, being the world’s best-selling biscuit by volume. The company also boasts an extensive distribution network, reaching even the remotest villages in India, which provides a significant competitive advantage. Parle enjoys strong brand recall and trust among Indian consumers, built over decades of consistent quality and effective marketing. While primarily known for biscuits like Parle-G, Monaco, and Krackjack, Parle also has a significant presence in the confectionery market with popular brands like Melody, Mango Bite, and Poppins, and has also ventured into snacks, cakes, and other food categories, showcasing a diversified product portfolio. Historically, Parle has focused on cost-effective production and pricing strategies, making their products highly competitive through cost leadership. While maintaining its core offerings, Parle has also demonstrated adaptability and innovation by introducing new products and adapting its marketing strategies to evolving consumer preferences, as seen with brands like Hide & Seek and Milano. Finally, Parle’s large number of manufacturing facilities across India, both owned and through contract manufacturing, enable high production volumes.
In recent years, Parle has also been exploring opportunities for global expansion and has faced competition in certain categories. However, its strong brand equity, wide distribution, and understanding of the Indian market continue to be crucial pillars of its business success.
Latest News on Parle Products
Nadia Chauhan: The Visionary Behind Parle Agro’s Triumph, Transforming India’s Beverage Landscape with Frooti and Appy Fizz
Nadia Chauhan is the woman behind the success of Parle Agro, a leading beverage company in India. As the Chief Marketing Officer & Joint Managing Director, she has played a crucial role in transforming the company into a major player in the Indian beverage industry. Born in California and raised in Mumbai, Nadia joined her family business at the age of 17 and has been instrumental in disrupting the industry ever since.
Under her leadership, Parle Agro’s revenue has skyrocketed from Rs 300 crore to Rs 8,000 crore. She has been responsible for introducing innovative products such as Appy Fizz, which has become a huge success in the Indian market. Nadia has also been instrumental in rebranding Frooti, a mango drink that was introduced by her family in the 1980s. She changed its signature green packaging to a more vibrant yellow and revamped its advertising and product formulation to make it more appealing to a wider audience.
Nadia’s success can be attributed to her strategic vision, innovative approach, and ability to understand consumer preferences. She has consistently invested in research and development to stay ahead of the competition and has been able to adapt to changing market trends. Her partnership with her sister Schauna Chauhan has also been instrumental in the company’s success, with Schauna overseeing manufacturing, compliance, quality, finance, and technical functions, while Nadia focuses on strategy, sales and marketing, and R&D.
Today, Parle Agro is a Rs 5,000 crore company, and Nadia aims to take it to Rs 20,000 crore by 2030. Her journey is a powerful reminder that vision, persistence, and strategic innovation can turn a legacy into a global empire. Nadia Chauhan is a role model for aspiring entrepreneurs, especially women, and her success story is an inspiration to many.
The Chauhan family’s business story dates back to 1929 when Nadia’s great-grandfather, Mohanlal Chauhan, founded the Parle Group. The company began manufacturing beverages in 1959 and has since become a leading player in the Indian beverage industry. Parle Agro’s success is a testament to the company’s ability to adapt to changing market trends and its commitment to innovation and quality.
Nadia Chauhan’s achievements are a reflection of her hard work, dedication, and passion for business. She is a true leader and a pioneer in the Indian beverage industry, and her success story is an inspiration to many. As she continues to push boundaries and expand Parle Agro’s portfolio, one thing is certain – the company is poised for even greater success under her leadership.
Parle-G joins hands with Inspire Institute of Sport to fuel its wrestling champions initiative
The iconic Indian biscuit brand, Parle-G, has partnered with the Inspire Institute of Sport (IIS) to support the Wrestling Champions Programme, an initiative aimed at identifying and nurturing wrestling talent in India. The collaboration will provide world-class training support to over 150 wrestlers across two IIS campuses in Vijayanagar and Hisar. The partnership is expected to give a significant boost to the sport of wrestling in India, particularly in Haryana, a region with a rich history in the sport.
The partnership has already shown promise, with the two organizations hosting the Haryana Dangal Championship in Hisar earlier this year. The event was a first-of-its-kind wrestling tournament organized by IIS in the state and drew a strong local turnout. IIS’s first Olympic success came from a Haryanvi wrestler, Sakshi Malik, who won a historic Bronze in the 2016 Rio Games.
According to Manisha Malhotra, President of IIS, the partnership brings together two icons of Indian culture to build something meaningful. She emphasized that the focus on Haryana will strengthen grassroots engagement and enhance high-performance pathways for future Olympic champions. Mayank Shah, Vice President of Parle Products, shared that wrestling is a symbol of India’s grit and grassroots glory, and the partnership will support the next generation of champions.
The partnership will provide access to Asia’s only BASES Accredited Sports Science Laboratory, as well as technical support from United World Wrestling, the global governing body for wrestling. Parle-G also shot an announcement video at the IIS campus in Vijayanagara, which involved IIS coaches and athletes. The collaboration is part of a larger effort by IIS to bring private players into the fold and build sustainable, athlete-first programs. The partnership signals a growing interest among legacy Indian brands to invest in high-performance and grassroots sports.
Case Study of Bisleri: Analysis of Marketing Strategy, Distribution Channels, and Brand Development
Bisleri is a leading Indian brand in the packaged water category, owned by Parle Agro, founded by Ramesh Chauhan. The brand was introduced in the 1960s by an Italian doctor-businessman as a mineral water for the affluent. In 1969, Parle acquired Bisleri and began Indianizing the product, making it more accessible to the masses. Over the years, Bisleri has evolved its marketing mix, product strategy, pricing, and distribution to stay ahead of the competition.
Initially, Bisleri positioned itself as “pure water” for the elite, but later shifted to a mass product with aspirational hygiene value. The brand has used various taglines, including “Play it Safe,” “Har Pani Ki Bottle Bisleri Nahin,” and “Samajhdaar Jaante Hain,” to emphasize the importance of safe packaged water. Bisleri has also expanded its product offerings to include premium Himalayan mineral water, club soda, and fruit-based fizzy drinks.
The brand’s pricing strategy is mass-market approach, with affordable pricing starting at ₹10-₹20 for small packs. Larger packs are priced economically for daily home and office use. Bisleri has a strong distribution network, with a mix of in-house bottling and franchisee operations, ensuring quality control. The brand has used various channels, including heavy outdoor advertising, transit media, TV, and digital storytelling, to reach its target audience.
Bisleri faces challenges such as genericization of the brand, counterfeit and lookalike brands, low margins, and high logistics costs. To address these challenges, the brand has launched anti-counterfeit education campaigns, filed legal suits, and strengthened its back-end logistics and quality checks. Bisleri has also expanded its offerings to include flavored and mineral waters for premium consumers.
Today, Bisleri is estimated to have an annual revenue of ₹2,000-2,500 crore, controlling around 35% of India’s packaged water market. The brand has a presence in 25+ countries and is exploring an IPO and partial divestment. Key learnings from Bisleri’s journey include the importance of consistent brand reinforcement, distribution, and logistics in creating a powerful brand. The brand’s story is a testament to how a commodity can become a powerful brand with the right packaging, reach, and trust.
The notion that Indians are entirely prepared to adopt specialized health-focused food and beverage products is a misconception.
Nadia Chauhan, joint managing director and CMO of Parle Agro, discussed the company’s growth, global collaborations, and India’s appetite for health and wellness products in a conversation with Manifest. She highlighted the risk the company took by partnering with a boutique design house based in New York, &Walsh, which changed their approach to branding and strengthened their top-of-mind recall. Chauhan credited the collaboration for bringing a fresh perspective to their marketing efforts and leveraging technology and AI to bridge cultural nuances.
Chauhan emphasized the importance of using AI as an enabling tool to enhance marketing efforts, rather than replacing emotional storytelling. She noted that AI has helped Parle Agro speed up smaller initiatives and cut down on campaign development timelines. However, she also recalled a bold campaign idea that didn’t materialize, which involved creating an AI celebrity, due to the market not being mature enough at the time.
On the topic of talent retention, Chauhan stressed the importance of fostering a supportive culture where individuals feel valued and empowered to contribute. She highlighted the company’s decade-long relationship with agencies and brand ambassadors as a testament to their ability to retain talent. When asked about trend-setting versus trend-following, Chauhan was firm that Parle Agro simplifies their messaging and delivers joy through their communication and products, rather than following trends.
Looking ahead to the company’s five-year vision, Chauhan shared her ambition for Parle Agro to have a diverse product portfolio spanning fruit drinks, carbonated soft drinks, and dairy beverages. She underlined her goal for Smoodh to become a leading player in the dairy beverages category, with innovation at the heart of their expansion. Chauhan also debunked the myth that Indian consumers are fully ready to embrace specialized health-focused food and beverage products, noting that while interest in premium and sugar-free products is growing, the larger base remains price-sensitive and seeks value.
Overall, Chauhan’s conversation with Manifest provided insight into Parle Agro’s approach to marketing, innovation, and growth, as well as the company’s vision for the future. Her emphasis on simplicity, familiarity, and predictability in messaging, as well as her commitment to using AI as an enabling tool, highlights the company’s focus on delivering joy and value to their consumers.
Parle VP Announces Plans to Launch New Packs with Lower MRP or More Grammage by December
The recent Goods and Services Tax (GST) rate revisions have posed challenges for fast-moving consumer goods (FMCG) companies, according to Parle Products Vice President Mayank Shah. Shah acknowledged that the transition has been difficult, particularly with regards to packet size, grammages, and pricing. He noted that FMCG companies require a lead time of one to two months to implement changes in their products and packaging.
As a result, the initial phase of the transition will see lower Maximum Retail Prices (MRPs) on larger or higher MRP packets. However, smaller packets with lower MRPs, which account for approximately 60-70% of the market volume, will undergo changes gradually by the end of November or early December. Shah illustrated this point by citing examples of price reductions, such as a Rs 5 pack potentially being reduced to Rs 4.50 or a Rs 10 pack being lowered to Rs 9.
Shah also observed that almost all lower MRP packs are currently being sold at non-standard price points. He predicted that the impact of GST rate changes on competitiveness in the FMCG sector will become more apparent in about six months, when rates may be revised again. In the interim, companies will need to decide whether to pass on the benefits of lower GST rates to consumers, which will influence their competitive position.
The VP emphasized that the decision to pass on benefits will play a significant role in determining competitiveness, not only currently but also in the future. As the FMCG industry adapts to the new GST rates, companies will need to navigate the challenges of transitioning to new packaging and pricing while maintaining their competitive edge. By the end of November or start of December, consumers can expect to see new packs with higher weights or grammages and lower prices, reflecting the changes brought about by the GST rate revisions.
Recent Updates
Parle enhances its snack offerings by broadening the ‘Rik Rak’ wafer cream biscuit portfolio.
Parle Products, a leading Indian manufacturer of biscuits and confectionery, has launched three new flavors under its wafer cream biscuit brand, Parle Rik Rak. The brand, which has been popular in international markets for over a decade, is now available to Indian consumers. The launch strengthens Parle’s snacking portfolio, offering consumers more choices for indulgence.
The wafer cream biscuit category has been growing steadily, driven by its popularity among children and young snack enthusiasts. Parle Rik Rak combines a crispy wafer crunch with a rich cream filling, delivering a creamy, crunchy, and irresistible taste. The brand is available in three flavors: Coffee, Orange, and Chocolate, aiming to capture the imagination of kids and the young-at-heart with its fun and flavorful appeal.
According to Mayank Shah, Vice-President of Parle Products, the vision behind Rik Rak is to create a playful indulgence that sparks joy in every bite. The brand is designed to offer children and the young-at-heart an exciting break from the everyday, with its creamy layers and crunchy texture. Parle believes that Rik Rak’s fun personality and irresistible flavors will delight consumers and strengthen their bond with the brand, making it a snacking favorite across households.
The launch of Rik Rak is part of Parle’s commitment to delighting consumers with innovative products while staying true to its legacy of trust and quality. The company plans to leverage its strong distribution network to build awareness and drive trials across Tier 1 and Tier 2 markets. With a nationwide rollout planned, Parle is set to make Rik Rak a household name in India.
The launch of Parle Rik Rak is a significant development in the Indian snacking market, and the brand’s unique flavor profile and playful personality are likely to resonate with consumers. As Parle continues to innovate and expand its product portfolio, it is well-positioned to maintain its leadership position in the Indian biscuit and confectionery market. With its strong distribution network and commitment to quality, Parle is poised to make Rik Rak a success story in the Indian market.
Vinod Kunj from Thought Blurb discusses the latest Parle-G advertisement
Parle Products has launched a new campaign for its iconic brand, Parle-G, to celebrate the grandeur and cultural essence of Durga Puja. The campaign, created by Thought Blurb Communications, tells the story of Aaroti, a young photographer, and her interaction with a humble idol-maker in Kumartuli, the sculptors’ hub of Kolkata. Vinod Kunj, Founder and CCO of Thought Blurb Communications, spoke about the inspiration behind the campaign, which aimed to navigate the delicate balance between tradition and modernity.
Kunj explained that Kumartuli was chosen as the backdrop for the campaign because it is a legendary artists’ enclave in Kolkata, where spirituality and expression come together. The campaign’s big idea was to focus on celebration over commerce, with the brand wishing customers a happy Durga Puja rather than trying to sell them something. This approach was intentional, as the brand wanted to seem like a friend wishing another well, rather than a sales representative.
The campaign also intentionally juxtaposed youth and tradition through the protagonist, Aaroti, who represents a younger generation that is rooted in tradition. Kunj noted that this was a deliberate choice to challenge the conventional wisdom that young people are only interested in modernity. Instead, the campaign aimed to show that tradition and modernity can coexist and that the brand can be a part of this cultural narrative.
The campaign avoided surface-level storytelling by focusing on the emotional connection with the audience. Kunj said that the goal was to go beyond the greeting card stage and address the audience on a deeper level. The script was carefully crafted to convey the brand’s promise and to make the audience feel something, rather than just remembering a greeting card.
Kunj also spoke about the potential tension between emotional storytelling and brand visibility, but noted that the campaign was designed to wish the audience a happy Durga Puja, rather than to sell them something. He emphasized that emotion is something that nobody can escape, and that the goal of the campaign was to make the audience remember the brand and feel favorably towards it.
Regarding nostalgia and connecting with younger audiences, Kunj noted that nostalgia is not just the realm of the elderly, but can also be a powerful force for younger generations. He said that the need to be part of something larger than oneself is becoming increasingly important, and that brands can tap into this desire by creating emotional connections with their audiences.
Finally, Kunj offered some advice for young creatives, brand custodians, and filmmakers, saying that they should talk to people from different backgrounds and cultures to gain a deeper understanding of the world. He noted that there are many levels of culture in India that can surprise and bewilder, and that there are many discussions that people may not have heard that they need to be aware of. By doing so, creatives can create more nuanced and effective campaigns that resonate with their audiences.
FMCG companies warn of temporary challenges as they prepare for GST 2.0 implementation, here’s what you need to know about the potential short-term impact.
The Indian government’s decision to reduce the Goods and Services Tax (GST) rates on various fast-moving consumer goods (FMCG) products is expected to cause short-term disruptions in the industry. Companies such as Emami, Godrej Consumer Products, and Hindustan Unilever are waiting for implementation guidelines from the government to deal with their existing inventory. The new GST regime, which comes into effect on September 22, will have two slabs of 5% and 18%, replacing the current four slabs of 5, 12, 18, and 28%.
FMCG companies are seeking clarification on how to handle existing stocks with printed Maximum Retail Prices (MRPs) under the current tax regime. They want to know if they can sell these stocks with discounts even after the new GST regime comes into force. Emami Vice Chairman and Managing Director Harsha Vardhan Agarwal said that the industry is evaluating the situation and waiting for verification from the government. Godrej Consumer Managing Director and CEO Sudhir Sitapati said that consumers will start getting FMCG products at reduced prices only by early or mid-next month, as goods take time to reach markets with the new MRPs.
The reduction of tariff to 5% is expected to cause some short-term disruptions for the FMCG industry, as dealers and companies are sitting on stocks with high MRPs. Simply passing on the reduced tax to trade does not guarantee that it reaches consumers directly. It will take some time before new MRPs flow into the market. Parle Products Vice President Mayank Shah said that the FMCG industry is waiting for implementation guidelines and that different companies will have different challenges depending on their products and shelf life.
Some companies, such as V-Mart and Blue Star, have already announced their plans to extend the benefit of the reduced GST to consumers. V-Mart will provide a discount on the final bill of consumers, while Blue Star will extend the benefit from September 22. The company has already started work on MRP labels and other administrative procedures. Overall, the reduction of GST rates is expected to boost consumer spending, but the industry is facing short-term challenges in implementing the changes.
Indians Express Outrage Over Viral Video Showing Parle-G Biscuits Priced at $5 (Rs 390) at a US Walmart Store
A viral video on Instagram has shown the prices of Indian products in a Walmart store in Dallas, Texas, leaving many viewers amazed and sparking mixed reactions. The video, posted by an Indian expat named Rajat, takes viewers through the aisles of the store, pointing out popular Indian food products such as Royal brand lentils, Haldiram’s aloo bhujia, Parle biscuits, and a variety of spices and sauces.
According to Rajat, the prices of these products are around $4 each, with some items costing slightly more. For example, Parle’s Hide & Seek biscuits cost around $4.5. The video also shows a shelf filled with other Indian products, including Parle-G, Good Day, biryani masala, tandoori masala, and butter chicken sauce. Rajat explains that Walmart stocks these products to meet the needs of the large Indian customer base in Dallas.
The video has sparked a range of reactions, with some users expressing happiness at seeing familiar Indian products in an American supermarket. However, others were surprised by the high prices of these products compared to India. Some users pointed out that the prices are excessively high, with one user noting that a packet of Hide & Seek biscuits costs Rs 20 in India, but $4 (approximately Rs 320) in the US. Another user compared prices across borders, noting that the prices seem expensive compared to Canada.
Others have pointed out that imported items often cost more abroad due to shipping, customs, and demand. Despite the mixed reactions, the video has generated significant interest and discussion among users, with many people fascinated by the availability of Indian products in an American supermarket. The video has also raised questions about the pricing of imported goods and the impact of demand on prices in different countries. Overall, the video provides a glimpse into the global availability of Indian products and the varying prices that come with them.
AI transforms the Kumbh’s Mona Lisa into the face of famous brands like Parle-G and Coca-Cola in these viral images.
A viral photo from the Kumbh Mela, a major Hindu festival, has been making the rounds on social media. The image features a woman with a stern expression, reminiscent of the Mona Lisa. The photo has been Photoshopped and reimagined by AI as the face of various popular brands, including Parle-G, Coca-Cola, and others.
The AI-generated images show the woman’s face superimposed on the packaging of these brands, creating humorous and creative visuals. For example, the Parle-G biscuit packet features the woman’s face, replacing the usual illustration of a young girl. Similarly, the Coca-Cola logo has been replaced with the woman’s face, giving the brand a unique and hilarious twist.
The AI-generated images have been shared widely on social media, with many users praising the creativity and humor behind them. The images have also sparked a conversation about the use of AI in advertising and marketing, with some users wondering if this could be the future of branding.
The woman in the photo, who has become an unlikely internet sensation, has been dubbed the “Mona Lisa of Kumbh.” Her stern expression has been interpreted in various ways, with some seeing it as a sign of seriousness and others as a hint of humor.
The use of AI to reimagine the woman’s face as the logo of popular brands has raised interesting questions about the role of technology in advertising. While some see it as a creative and innovative way to engage with customers, others are concerned about the potential for AI to replace human creativity and originality.
Overall, the viral photo and the AI-generated images have brought a smile to the faces of many social media users. They have also sparked a conversation about the intersection of technology, advertising, and humor, and how these elements can come together to create something unique and memorable.
The images have been shared by various social media users, with many adding their own twist and humor to the original photo. The creativity and humor behind the images have made them a hit on social media, with many users sharing and tagging their friends.
The “Mona Lisa of Kumbh” has become an unlikely internet sensation, and her face has been used to reimagine various popular brands in a humorous and creative way. The use of AI to generate these images has raised interesting questions about the role of technology in advertising and marketing, and has sparked a conversation about the intersection of technology, humor, and creativity.
Ananya Panday and Lakshya star in a new advertisement for ETBrandEquity, showcasing the cookie’s ability to break the ice.
Parle Products, a leading Indian manufacturer of biscuits and confectionery, has launched a new campaign called “Catch up over Hide & Seek Caffé Mocha” featuring Bollywood stars Ananya Panday and Lakshya. The campaign is centered around Parle Platina Hide & Seek’s premium coffee variant, Caffé Mocha, which combines the rich aroma of real coffee with the indulgence of high-quality choco chips. This unique offering is designed to delight coffee enthusiasts and cookie fans alike.
The campaign aims to celebrate the joy of connections and create a cultural moment that resonates with Gen Z and millennial audiences. By associating with Ananya Panday and Lakshya, the brand seeks to elevate its imagery and strengthen its connection with younger generations. According to Mayank Shah, Vice President at Parle Products, “Hide & Seek has always stood for joy, fun, and unforgettable moments. With Caffé Mocha, we are raising the bar by blending two global favorites, coffee and choco chip cookies into a one-of-its-kind indulgence.”
The campaign’s ad film features Ananya Panday and Lakshya engaging in playful banter, showcasing how the cookie can break the ice and open up new connections. Both actors have expressed their excitement about representing the brand, with Panday stating that “coffee and cookies are my ultimate comfort combo, and Hide & Seek Caffé Mocha captures that perfectly!” Lakshya added that the campaign brings to life a playful and relatable connect that shows how sharing a coffee cookie can spark meaningful connections.
The “Catch up over Hide & Seek Caffé Mocha” campaign is designed to resonate with India’s growing coffee culture, inviting consumers to celebrate little joys and connections over every bite. With this campaign, Parle Products aims to strengthen Hide & Seek’s position as the most loved cookie brand in India and create a cultural moment that connects deeply with today’s generation. The campaign’s message is simple: grab a Hide & Seek Caffé Mocha cookie and catch up with friends and loved ones, making it a part of your own stories.
Parle-G’s latest Friendship Day campaign highlights the beautiful relationship between a mother and daughter.
This Friendship Day, Parle-G, a beloved Indian biscuit brand, has released a heartwarming film that pays tribute to the evolving relationship between mothers and daughters. The film is a call to appreciate the unsung friendships in our lives, specifically the bonds between family members that are often overlooked. The campaign encourages viewers to pause and reflect on the relationships that have been a constant presence in their lives, providing love, care, and support.
The film tells the story of a mother and daughter’s journey from a traditional, authoritarian relationship to a deeper, more empathetic friendship. As the daughter grows older, the mother evolves from a stern figure to a confidante, creating a lifelong bond between them. The film captures this emotional journey with simplicity and honesty, showcasing the transition from dependency to deep connection.
According to Mayank Shah, Vice President at Parle Products, the film honors not just friendships but also the deeper bonds of companionship with family members who have been a silent pillar of support throughout our lives. The brand has always celebrated core emotions, and this film is a natural extension of that.
The film’s creators, Thought Blurb Communications, aimed to reflect the generational shift in parenting, where parents are now more empathetic and willing to build trust with their children. Renu Somani, National Creative Director, shared her personal experience as a daughter and mother, highlighting the mutual growth and evolution of the mother-daughter relationship.
This Friendship Day, Parle-G invites everyone to celebrate the friendships that begin at home, in the kitchen, or at the dining table. The film is a reminder that the journey from a traditional mother-daughter relationship to a lifelong friendship is one of life’s most beautiful transitions. Like Parle-G, this bond is a lifelong connection that can bring joy and comfort to our lives. The film is a tribute to the power of relationships and the importance of nurturing and appreciating them.
Delhi High Court to Decide Fate of ‘Fizz’ in Bitter Battle Between Parle Agro and PepsiCo – MSN
The Delhi High Court is set to hear a battle between Parle Agro and PepsiCo over the use of the term “fizz” in their brand names. Parle Agro, the manufacturer of Frooti and Appy, has filed a lawsuit against PepsiCo, alleging that the latter’s use of the term “Fizz” in their brand name is infringing on Parle Agro’s trademark rights.
PepsiCo has recently launched a new beverage brand called “Fizz”, which Parle Agro claims is deceptively similar to their own brand name. Parle Agro argues that the use of the term “fizz” by PepsiCo is likely to cause confusion among consumers and dilute the distinctiveness of their own brand.
The lawsuit filed by Parle Agro seeks an injunction against PepsiCo, restraining them from using the term “fizz” in their brand name. Parle Agro also claims that PepsiCo’s actions are an attempt to take advantage of the reputation and goodwill that Parle Agro has built over the years.
PepsiCo, on the other hand, argues that the term “fizz” is a generic term that refers to the carbonation process used in beverages. They claim that their use of the term “fizz” is legitimate and does not infringe on Parle Agro’s trademark rights.
The Delhi High Court will hear the case and decide whether PepsiCo’s use of the term “fizz” is indeed an infringement on Parle Agro’s trademark rights. The court’s decision will have significant implications for the beverage industry, as it will set a precedent for the use of generic terms in brand names.
The battle between Parle Agro and PepsiCo is a classic case of trademark infringement, where two companies are fighting over the use of a similar term in their brand names. The outcome of the case will depend on the court’s interpretation of the trademark laws and the evidence presented by both parties.
In recent years, there have been several high-profile cases of trademark infringement in the beverage industry. The outcome of this case will be closely watched by industry observers, as it will have significant implications for the use of generic terms in brand names. The Delhi High Court’s decision will provide clarity on the issue and help to establish a clear precedent for the use of similar terms in the industry.
Delhi High Court to hear dispute between Parle Agro and PepsiCo over ‘fizz’ trademark in Bubbles case.
The Delhi High Court is set to hear a case between Parle Agro and PepsiCo over the use of the term “fizz” in their respective products. Parle Agro, the manufacturer of Appy Fizz, has filed a lawsuit against PepsiCo, alleging that the company’s use of the term “fizz” in their product, PepsiCo’s Fizz, constitutes trademark infringement.
Parle Agro claims that they have been using the Appy Fizz brand name since 2005 and have built a significant reputation and goodwill in the market. They argue that PepsiCo’s use of the term “fizz” is an attempt to ride on the coattails of their success and confuse consumers into thinking that the two products are related.
PepsiCo, on the other hand, argues that the term “fizz” is a descriptive term that refers to the carbonation process used in their product. They claim that they have not infringed on Parle Agro’s trademark and that their product is distinct and does not cause any confusion among consumers.
The case is significant as it raises questions about the use of descriptive terms in trademark law. While Parle Agro argues that the term “fizz” has become synonymous with their brand, PepsiCo claims that it is a generic term that can be used by anyone.
The Delhi High Court will have to consider several factors, including the likelihood of confusion among consumers, the distinctiveness of the Appy Fizz brand, and the intent of PepsiCo in using the term “fizz”. The court’s decision will have implications for the use of descriptive terms in trademark law and could set a precedent for future cases.
In recent years, there have been several high-profile trademark disputes in India, including cases involving multinational companies such as PepsiCo and Coca-Cola. The Indian courts have been grappling with the issue of trademark protection and the use of descriptive terms, and this case is likely to add to the ongoing debate.
The outcome of the case is uncertain, and it remains to be seen how the Delhi High Court will rule. However, one thing is clear: the battle over “fizz” is set to be a significant test of trademark law in India, and the decision will have far-reaching implications for companies operating in the country. The case is expected to be closely watched by intellectual property lawyers, companies, and consumers alike, as it will provide clarity on the use of descriptive terms in trademark law.
From Policy to Profit: Parle Agro’s Nadia Chauhan on the Business-Savvy CHRO – People Matters India
Nadia Chauhan, the Chief Marketing Officer and Joint Managing Director of Parle Agro, recently shared her insights on the role of a commercially astute CHRO (Chief Human Resources Officer) in driving business growth. According to Chauhan, a CHRO should not only be focused on policy and procedure but also have a deep understanding of the business and its commercial aspects.
Chauhan emphasized that a commercially astute CHRO is essential in today’s fast-paced business environment, where HR is no longer just about administrative tasks but about driving business outcomes. She highlighted the importance of HR leaders being able to speak the language of business and understand the financial implications of their decisions.
To achieve this, Chauhan suggested that CHROs should have a strong grasp of the company’s profit and loss (P&L) statement and be able to analyze data to inform their decisions. They should also be able to identify areas where HR can drive cost savings and revenue growth, and develop strategies to achieve these goals.
Chauhan also stressed the importance of CHROs being able to balance the needs of the business with the needs of its employees. She noted that a commercially astute CHRO should be able to develop HR initiatives that not only support business objectives but also enhance the employee experience and drive engagement.
In addition, Chauhan emphasized the need for CHROs to be agile and adaptable in a rapidly changing business environment. She suggested that they should be able to pivot quickly in response to changing market conditions and develop innovative solutions to stay ahead of the competition.
Overall, Chauhan’s insights highlight the evolving role of the CHRO in driving business growth and the importance of commercial acumen in HR leadership. By developing a deep understanding of the business and its commercial aspects, CHROs can drive business outcomes, enhance the employee experience, and contribute to the company’s bottom line.
As Chauhan noted, a commercially astute CHRO is no longer a nice-to-have but a must-have in today’s business environment. By prioritizing commercial acumen and business outcomes, HR leaders can elevate their role and contribute to the company’s success. Chauhan’s comments are a testament to the changing landscape of HR and the need for HR leaders to be strategic business partners who can drive growth and profitability.