Parle g biscuit wiki1/20/2024 ![]() ![]() Like in the East, smaller companies sell their biscuits at a cheaper price than us. The competition comes from smaller players. We are the strongest here in Maharashtra, Gujarat and Uttar Pradesh, but not so strong in the South and East-we are a little bit (strong) in the North. We don’t want to go public.īut the market is getting competitive, with multinationals, domestic and regional companies all looking to grow. I don’t want to get into something which we can’t handle. As long as the boys want to run this business, we will be here. We have had many suitors, but are not interested. It wanted a controlling interest in our company, which we declined. was in talks with us for the last five years. Your uncle Jayantilal Chauhan’s descendants exited by selling to Coca-Cola. But when we resumed work, the demand for our product remained and we got back our market share. ![]() What was it like during the strike in the 1980s, when there was almost a complete shutdown? If we take a professional CEO (chief executive officer), what will we do? We like being hands-on. Most family-owned companies now have professionals who head them. Me and my two brothers are managing directors and the third-generation (members) are all executive directors. So we haven’t thought about succession planning. My other brother, Jeetendra, and a nephew, Amol, passed away in an air crash.Īt the moment, we are all getting along fine. My son and two nephews are executive directors in the company. He took the beverages business while we retained the biscuits and confectionary.Ĭan you tell us how many Chauhans are on the board of Parle Products?Īt Parle Products, Sharad, Raj (his brothers) and myself are all second-generation owners. In 1960, one of my uncles separated from us. Gold Spot was the more popular drink at that time. So we had to change the name after some time to Parle Cola. It objected that Gluco Cola and Coca-Cola would be confusing for the uneducated, illiterate people of India. Coca-Cola wasn’t present in the country then, but had registered its name here. We added a beverage in 1949 under the name Gluco Cola. Right from its inception, Coca-Cola had a problem with your cola brand. We still have a small workshop as we still design our machines. Hence, we started making our machines to bake biscuits, for packaging and moulding. Food companies did not fall in that category. Licences were only given to industries that were deemed essential. But it was wartime.Īt the time, we were not allowed to import machines. The packaging also was ingenious as we wrapped these in newspapers which were dipped in wax. We made biscuits out of barley for public consumption. We were not allowed to supply those in the open market. When we started manufacturing biscuits during World War II, all ingredients were in short supply and the government was giving us a specific amount of wheat flour to make biscuits for the military. What was it like to manufacture biscuits in those days? We introduced the biscuit just to fill the gap as the market evolved. Today, it’s the world’s largest selling single brand. Ever since, glucose (Parle G) biscuits have been selling in India. There used to be a biscuit brand called Glaxo that was being imported then, and we saw an opportunity to make glucose biscuits. When we started in 1929, there were no Indian biscuit companies except for Britannia (now Britannia Industries Ltd), which was owned by a British company. In a rare interview, Chauhan speaks of his long journey, the competition and his future plans. Ltd, run by cousin Prakash Chauhan and family), and confectionary Melody and Poppins, besides biscuits Monaco and Hide & Seek. Ltd), Frooti and Appy (owned by Parle Agro Pvt. ![]() Chauhan, the son of one of the company’s founders Kantilal Chauhan, has completed 50 years on the payroll of the family-run enterprise that is known for some of India’s most recognized brands such as Thums Up, Gold Spot (now owned by Coca-Cola India Pvt. That’s equivalent to the monthly sales of Parle G. The engineering graduate from the Massachusetts Institute of Technology points out that 15 billion Parle G biscuits stacked side-to-side (each biscuit measures 53mm), would be enough to cover the distance from the earth to the moon and back. The privately held company has been growing at around 20% a year for the last five years, and its revenue was around ₹ 50 lakh when Chauhan joined it as a 23-year-old. This would mean a 28% increase over last year in the revenue of the company that makes the world’s single largest selling biscuit, Parle G. Ltd, exudes energy and enthusiasm even as he forecasts that the revenue of his company will be approximately ₹ 10,000 crore in 2012-13. Mumbai: He may be 76 years old, but Vijay Chauhan, the reclusive chairman of Parle Products Pvt. ![]()
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