***Source: Jessica Walsh***
"Mango fruity, fresh and juicy"- catch yourself humming that tune or silently mouthing the words? Either way, Frooti has managed to worm its way into our hearts. Who hasn't begged for that last sip of a Frooti, strategically placed an empty bottle in the fridge hoping for a refill or pleaded the neighbourhood shopkeeper for a "10 wali Frooti"? From sharing secrets to cooling down after a game, Frooti is the taste of your childhood captured in a bottle.
Frooti is more than just a mango drink; it's a part of our childhood. From birthday bashes to scorching summer days, its bubbly mango magic always hits the spot. It's a nostalgia, a reminder of carefree days and simple joys.
Fast forward to today, and Frooti is still a national obsession. But how did a simple mango drink turned into a Rs 4000 crore empire? Did they really just squeeze a mango and watch billions roll in? Let's peel back the layers and uncover the secrets behind Frooti's incredible
Frooti, the iconic mango drink, is one of India's most beloved beverages. It has become a staple in households across the country, known for its unique flavor and playful branding. But how did Frooti evolve from a simple mango drink to a Rs 4000 crore brand? This case study delves into the strategic decisions and innovative approaches that transformed Frooti into a market leader.
Frooti is a product of Parle Agro Limited, a company that is often confused with the makers of Parle-G biscuits or Bisleri water. However, these three entities are separate businesses owned by different members of the Chauhan family. Founded in 1929 by Mohanlal Chauhan, the Parle Group embarked on its journey as a modest bakery in Vile Parle, Mumbai. Over the decades, the company expanded its horizons, venturing into diverse food and beverage segments.
In 1939, Parle achieved a significant breakthrough with the launch of Parle Gluco biscuits and Monaco, which were initially supplied to the British Army. After India gained independence in 1947, Parle embraced the Swadeshi movement, leading to widespread adoption of its products. This laid the foundation for Parle to become a global brand.
In 1977, the Indian government banned multinational companies like IBM and Coca- Cola, which in turn opened up the soft drink market to Indian manufacturers. This led to the creation of popular drinks like Limca and Thums Up by Parle.
Among the five Chauhan brothers, Jayantilal Chauhan, the youngest, wanted to establish his own venture which lead to the birth of Parle Agro Limited. Meanwhile, another brother, Ramesh Chauhan, took charge of Bisleri. Thus, the Parle Group branched into three distinct companies: