Consumer Perception:

Consumer perception plays a crucial role in shaping the success of a brand in the competitive
market. In this section, we analyze the consumer perception of the “Chopstick Noodles” brand
based on the findings from our survey. We collected data from 85 participants from diverse
backgrounds in order to ensure representative sample.

Survey Results and Interpretations:

Brand Awareness:

The survey shows 70% of responders have familiarity with “Chopstick Noodles” Brand. In such
a highly competitive market, it is advantageous to be recognized by your target customers.
42.4% of the participants reported hearing about the brand through TV channels. This indicates
that the company's television commercials (TVCs) have achieved a certain level of success in
creating familiarity among consumers. Unfortunately, the contribution of social media in
creating brand familiarity appears to be relatively low.

Frequency of Noodles Consumption:

More than 70% of participants eat noodles regularly. It is evident that the majority of the
participants are frequent noodles consumers.

Noodles Preference:
When asked about their favorite noodles brand, "Maggi" emerged as the clear winner, followed
by "Mama Noodles" and "Mr. Noodles". This indicates that "Chopstick Noodles" has yet to
establish a significant presence in the hearts of consumers.

These factors influence consumers' decisions when purchasing noodles. It comes as no surprise
that superior taste is the primary consideration for noodle consumers. Following taste, factors
such as quality and price also hold significant importance in their decisions.
Among consumers who prefer other brands instead of “Chopstick”, 64.6% seem to put superior
taste to be the prime reason. Other 22% reported higher availability to be the reason. So, the
critical problem for “Chopstick Noodles” appears to be unable to compete with competitors in
terms of taste.

Effectiveness of Communication:

Although approximately half of the respondents agree that "Chopstick Noodles" has effectively
communicated its offerings, a significant 64.7% of them deny its persuasiveness in influencing to
change their purchasing decisions. It is necessary for the brand to introduce some elements that
would attract the customers to appear more persuasive to the consumers.
The Unique Selling Point (USP) of “Chopstick Noodles” has always been adding no “Tasting
Salt”, which is considered harmful to health. Remarkably, 82.4% of participants are aware of the
harmful effects of this additive.

Furthermore, 68.2% of respondents also think “Chopstick Noodles” is good for their health
because of not having tasting salt in them. This level of awareness presents a significant
opportunity for the brand to capitalize on and attract a larger consumer base, particularly by
appealing to the health concerns of consumers.

Introduction of New Flavour:

The participants exhibited a strong willingness to purchase and try out new flavors,
demonstrating their inclination to explore diverse options. This suggests a promising market
opportunity for the brand to meet consumer demand and expand product offerings by enriching
its product line.

Findings:
● TV commercials have contributed to brand familiarity, while social media impact is
relatively low.
● "Maggi" is the preferred noodles brand, indicating a need for "Chopstick Noodles" to
establish a stronger presence.
● Taste, quality, and price are significant factors influencing noodle purchase decisions.
● Competitor brands have an edge over Chopstick in terms of superior taste
● Half of the respondents believe that 'Chopstick’' effectively communicates its offerings,
but the majority are not persuaded to change their purchasing decisions.
● Consumers are well aware of the health hazards of Tasting Salt and consider ‘Chopstick;
a healthy choice
● Consumers exhibit a strong willingness to try new flavors, presenting a market
opportunity for the brand.
Managerial Point of View:
Management’s Percetion of Consumers:
When 'Chopstick Noodles' was established, their target consumer base primarily consisted of
children and young teenagers who relied heavily on noodles for their school meals. The
management recognized the influential role of mothers and children as the primary decision-
makers in the family, with fathers typically acting as financial supporters. To sell their new
product, the management capitalized on the lack of awareness regarding the hazardous effects of
'Tasting Salt' and tapped into people's health concerns. Initially, the brand communicated that
their noodles were 'monosodium glutamate' (MSG) free, but customers found the term difficult
to comprehend. Consequently, the term was changed to the more accessible 'Tasting Salt',
allowing 'Chopstick' to differentiate itself from competitors. Initially, the name 'Chopstick' did
not firmly register in people's minds. Through internal research, the management discovered the
two names that customers commonly used when searching for 'Chopstick Noodles':
1. ‘Maggi of Square’
2. Tasting Salt less Noodles

Marketing Research Procedure:

Management collect data for marketing research using two method.
a. Internal team of marketing researchers
b. Third party research agencies such as Nelson, Quantum

Pricing Strategy:
he pricing of noodles is subject to variation due to fluctuations in raw material costs. However,
all noodle brands agree upon a standard price when purchasing the noodle cake, which remains
consistent across companies. The differentiating factor among brands lies in the seasoning they
provide. While the products are sold to consumers at the same price, the pricing may vary when
selling to retailers. The management has kept their pricing strategy confidential.

Distribution Channel:
'Chopstick Noodles' does not face any distribution channel issues as they benefit from Square, an
established player in the local market, whose distribution network reaches even the most remote
corners of the country. This ensures that 'Chopstick Noodles' is well-prepared to handle any
sudden increase in the popularity of their product.

Biggest Opportunity and Biggest Challenge:

The booming economy and rising GDP in Bangladesh indicate increased employment rates, with
busy families seeking instant food solutions. Working mothers, particularly concerned about
their children's health, desire quick and healthy meal options. This emerging demand for instant
healthy noodles presents a significant opportunity for 'Chopstick Noodles'. However, this growth
also poses challenges, as the market attractiveness may attract new competitors seeking to
capitalize on the opportunity for profit. 'Chopstick Noodles' needs to stay vigilant and
competitive in the face of potential new entrants.

Future Plan:
Currently, the market leader in the noodles segment is 'Maggi', followed by 'Mr. Noodles', and
'Chopstick' ranks third. In their next 10-year plan, 'Chopstick' aims to elevate its position to
become the second-ranked brand in the market. As part of their strategy, they intend to shift their
focus from targeting only kids to catering to the entire family as a healthy instant meal solution.
Additionally, 'Chopstick' plans to introduce new flavors to enhance their product offering.
However, specific details regarding the new flavors are confidential at this time.

Child-mother. Decision maker/opinion leaders- mother/parent father- financial

tiffin of school going
Formulated without msg/ts seasoning
Celeb endorse- bipasha hayat, tisha
At beginning- unaware
Mkt study- 1. Square er maggi [fame of square] 2. Tasting salt chara noodles > before
registering the name chopstick in consumer mind
Previously- khichuri; now baccha- noodles only cakes sometimes (working mother instant
solution) (modern parents are health conscious)

20 minutes onwards- mkt activities q2 (Tell us something about the current marketing
activities of chopstick noodles.)

25 minutes- data collection process (internal team and research agency) q4 (How do you
stay up to date with industry trends and consumer preferences? What sources do you rely on for
market research?)

25.50- new flavor?? Q3 (Is chopstick planning on launching a new product/ flavor in the market in
near future? What are your thoughts about its current product line? Is there anything that you think is
missing or could be improved upon?)

29 -36 he interviewed us

36- pricing Q6 (What is your opinion on Chopstick’s pricing strategy? Do you think it is
competitive enough, or do you believe you should adjust its pricing to better align with market
trends?) (raw material price up down) customer same daam e kine, dokandar er jonno price
vary kore according to company regulations

38.30 distribution channel q7 (What are your thoughts on the distribution channels that you use
to get your products to market? Are there any gaps or opportunities you think you could
explore?) (sq food root level cover kore, national player square,

42- Opportunity/challenge q8 (opp- media exposure, spending capability high gdp high,
busier outside-finding instant solution) (chlng- new companies entering market seeing the
opp)
Market leaders: 1- maggi 2- mr noodles [10 years target- mkt 2nd player] not only kids- family
noodles solution