Final ice cream times september 2013 by Advance Info Media

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Pabrai’s natural iceCreambell to attain Rs cream has now plans to 500 crore sales by end open another 30 outlets across the country 2014: Devyani Food

J Corp group firm Devyani Food Industries is expecting its ice cream brand ‘Creambell’ to clock Rs 500 crore sales by the end of next year on the back of capacity enhancement and retail expansion. The company will increase its outlets to 45,000 from the current 37,000 by the end of 2014 while it draws up plans to to enter states like Tamil Nadu, Gujarat and Kerala. It is also mulling over setting up a new manufacturing plant in eastern India by 2015. “Our sales vision is to achieve a target of Rs 500 crore for Creambell by the end of December 2014,” Devyani Food Industries Chief Executive Officer Nitin Arora told. This will be done by following multipronged approach such as capacity enhancement, increasing the presence and availability of Creambell in the market and fine tuning the internal business processes, he added. The company, which is currently present in 19 states with around 37,000 retail outlets

across the country, aims to increase the number of outlets and foraying into new states. “From the present 37,000 outlets we are targeting 45,000 retail outlets by the end of 2014,” Arora said. The company will also be entering the states of Tamil Nadu, Gujarat and Kerala, Arora said, without giving

the time line. In view of the expansion, the company is also gearing up to enhance its production, which currently stands at 7.5 million litres during peak season month to 9 million litres. “During this year we plan to expand the capacity of our Kosi plant in Uttar Pradesh. Ours is a seasonal business but it is important to cater to peak demand seasons,” he added. When asked how the company plans to fund the expansion plans, Arora said: “It will be done by internal accruals. We have had a capex outlay of Rs 225 crore for a period between 2011-2014.” In the next round of capacity building the company also plans to open a new manufacturing facility in 2015 in one of the states in the eastern India and plans to invest nearly Rs 55 crore for this. “The new plant, that will be fourth for the company, can be in one of the four states -- Jharkhand, Bihar, West Bengal and Odisha,” he added.

RUSSIA:

Unilever opens Russian ice cream R&D centre

nilever has opened its first research and development centre in Russia for ice cream. The facility, located in the Tula region, will be used for the development of ice cream, Unilever said this week. Staff at the centre will develop new formulations and formats of ice cream, improvement of production technology, in addition to the selection of new raw materials and packaging. Unilever invested EUR4.5m (US$5.9m) in the centre in what it calls a “unique”

project for Russia. “Today, every fifth ruble spent by Russians on ice cream is accounted for by Inmarko products. Buyers appreciate our products for their excellent quality and natural recipe. This centre will allow us to significantly expand the range of products, and in the future to carry out [production] in the heart of Russia, the world innovator in the field of ice cream,” said Ozgur Kolyukfaki, head of Unilever’s ice cream and food products for Russia, Ukraine and Belarus.

olkatabased i c e cream brand, Pabrai’s Fresh and Naturelle from the stable of KN & Company, presently available through 20odd outlets in eight cities — Kolkata, Delhi, Bangalore, Hyderabad, Chennai, Sur-at, Jaipur and Siliguri has now plans to open another 30 outlets across the country by the end of the this financial year. The 28-year-old Kol-kata’s home-grown

ice cream company, which earlier had popular mass market ice cream brand, Tulika’s, is also plans to take its 100 per cent natural ice cream overseas. “We have been receiving franchise enquiries from countries like the US, Canada, UK (London), Australia, Indonesia, Sri Lanka, Singapore, Dubai and Kuwait. And we are actively considering them,” Kunal Pabrai, founderpartner, Pabrai’s Fresh and Naturelle, told

I ce Cream Times - September - 2013

AMUL

faces challenge at home ground

mul, the homegrown dairy brand from Gujarat, is fighting battles on all fronts as smaller players are picking on it category by category. Be it pouched milk, ice cream, ghee or flavoured milk, small brands are upping the ante against the FMCG giant that closed 2012-13 fiscal at $3.2 billion. Regional brand Havmor has built up a very strong case for itself in Amul’s home turf by capturing 35 per cent of the state’s Rs 600 crore ice cream market share. Cheese manufacturer Parag Milk Foods Pvt Ltd with its GO brand has already captured near 45 per cent of the Rs 100 crore cheese market of the state. Vadilal brand which launched flavoured milk ‘Power Sip’ under Vadilal’s Quick Treat brand is directly pitted against Amul’s Kool. Likewise, Flourish Pure Foods forayed the market with pouched milk which has been Amul’s strength since decades. Now, Pune-based Vaishno Devi Dairy has

recently entered the Gujarat market with cow ghee. GCMMF MD RS Sodhi says these smaller brands are no competition to the might of Amul. “In dairy industry, competition has to be measured with regard to milk processed.Amul handles 150 lakh litres of milk per day and none of the other players concerened, handle even 1 per cent of that. You can not survive by offering just one category and must use all ingredients of milk. Competition is welcome only if one has lots of categories to offer,” he asserts. A dent in its share notwithstanding, Amul has market observers still pitching for it. “Amul is the hallmark of quality and trust. It is a brand of a rural cooperative movement and is not just chasing huge profits. Amul does not face any threat, at least in the near future,” seconds Mahesh Manjawala of Triton Communications. Amul leads in the region with good products and through operational excellence. Over the years, it has developed a very strong transportation and logistics network that has enabled it to have a cost-effective model, adds PwC India’s Rachna Nath, leader - retail and consumer. “While the other dairy players are making a dent in its market share, the consumption base is also rising. Despite competition there is a market for all the players since the

market will continue to grow,” she notes. Smaller brands nevertheless, are agressively doing their bit category by category. Gujarat consumes about 20 per cent of the total ice cream in the country with Ahmedabad having the highest per capita consumption in the entire country. “Innovative 100 per cent milk-based ice creams available at some of the best retail locations have helped us grow,” says Ankit Chona, MD of Havmor. Likewise, Go Cheese made of 100 per cent cow milk’s has captured the local market. “With Indians shifting from buffalo milk to cow milk-based products, the market for cow milk ghee or cheese is very promising,” notes Nandkishor Attal, promoter of Shubhi brand of cow ghee. A wide basket of cheese products like shredded cheese, cheese wedges, cheese angles, creamy cheese spread, flavoured cheese spreads in addition to special products for children has helped Go Cheese capture the market, notes Devendra Shah, chairman of Parag. Manjawala adds: “There is a huge scope for dairy products to grow as the consumption of dairy products is ahead of supply. The marketing activity of other brands besides Amul, is helping the market to grow by educating the consumers and giving them wider choices.”

Farmers Purchase Former Unilever Ice Cream Plant-US (HAGERSTOWN)

ayor Dave Gysberts, members of City Council and Washington County Commissioners welcomed the new owners of the former Unilever Ice Cream Plant. Valley Pride, a dairy business of the Shenandoah Valley, announced its purchase of the former Unilever Ice Cream plant in Hagerstown. Owners say Hagerstown is a strategic location for dairy farmers to give costumers assurance of fresh dairy products. “A group of farmers that have gone together, 21 of us and purchased the plant, are going to hopefully take our product from the farm to the consumer,” said Randy Inman, Shenahdoah Family Farms. Valley Pride anticipates a variety of products that include ice creams, novelty ice cream bars and butter.

I ce Cream Times - September - 2013

Great British Institutions: the ice cream van

here are many reasons to love Eric Morecambe’s enduringly funny wisecrack, when he peeped through the bedroom curtains as a police car or ambulance whizzed by, siren blaring, and said: “He’s not going to sell much ice cream going at that speed, is he?” It’s a great comedy line: not only amusing, but clean, concise and inclusive. Everyone got the joke. Or at least, everyone British. And that, in a way, is one of the main reasons to love it, because it drew on what it means to live in this country, where the jingle of the ice-cream van is such a comforting sound. Moreover, it’s a sound we will soon hear more of, for the Government ruled earlier this month that ice-cream vans can play their jingles for up to 12 seconds at a time, as opposed to the current four seconds. Not since 1982 had there been a change to the splendidly titled “Code of Practice on Noise from Ice-Cream Van Chimes”,

and the more tolerant approach – which met fierce resistance from the Noise Abatement Society – offers the ice-cream van business a much needed shot in the arm. But the change comes too late for this summer’s rare heatwave, for it does not apply until the autumn. And while business has been good, a succession of poor recent summers has accelerated a downward trend. There are other factors behind the decline of the great British ice-cream van – of which there were some 30,000 in the halcyon Sixties, the vehicle’s heyday, but a mere 5,000 today. The most potent of these is the supermarket freezer. Parents who might once have sent their children out to buy a treat from Mister Softee, increasingly reach for the value-pack of Cornettos or Magnums, and this has dealt a devastating blow to what used to be the essence of the ice-cream van operator’s livelihood. For years, from late spring to early autumn and sometimes beyond, the sound of Greensleeves or Pop Goes the Weasel reverberated along the nation’s crescents, forcing those mums and dads who would rather their kids did not eat a 99 before teatime to rely on that egregious parental

fib – “no, darling, when the van plays music it means it has run out of ice cream”. Now, though, they have no need to resort to fibbing. Like the song of the mistle thrush, the chime of an ice-cream van is disappearing from suburban Britain. “Street work is dying a death,” says John Harkins, who runs two vans in Wemyss Bay, near Glasgow. “In years gone by, workingclass people didn’t have freezers. Now everyone has them, and we can’t compete with supermarket prices. So, we have to diversify. I offer lots of things unique to me, like a big variety of cones and sauces, and sundaes. Also, I’m doing more private hire. I did a hen party the other night. And I do weddings, with ribbons on the front of the van.” So enterprising is 31-year-old Harkins – “by the time other people copy me, I’ll have thought of a new idea,” he adds, spiritedly – that he is the reigning National Mobiler of the Year, as voted by the Ice-Cream Alliance, a trade association. “Mobiler” is industry jargon for a man, or woman, in a van. But mobility itself is these days mainly required for getting to and from a tried and tested site, in a park or on a promenade or beach. Or at one of Britain’s great cultural events. At the Glastonbury Festival the queues for the Mr Whippy vans exceeded those for the lavatories. So, there will always be room in a British summer for a mobiler. After all, the ice-cream revolution – wrought by Baskin-Robbins, HäagenDazs and Ben & Jerry’s, with flavours that would once have been considered outré but are now as familiar as strawberry – has rendered the 99 a little prosaic. On the other hand, there is nothing that fills 10 minutes of a warm summer’s afternoon quite as perfectly as a 99. When my three children were little, the 3pm amble over to the Kelly’s of Bodmin ice-

cream van at the entrance to Constantine Bay beach in Cornwall was as much a fixture of our annual summer holiday as huddling behind a windbreak. The grand panjandrum at Kelly’s of Bodmin is 64-year-old Philip Kelly, a fourthgeneration ice-cream mogul. The company was founded in the 1890s by his greatgrandfather, an Italian immigrant called Staffieri whose daughter married another Italian, named Calicchia. In the Thirties, Calicchia changed to Kelly. Without the Italian diaspora around the turn of the 20th century, Britain’s icecream industry – now worth over £1 billion annually – would not have got started. Or at least, would have begun much later. Signor Staffieri got around in a pony and cart, sold “penny licks” – glass bowls filled with ice cream which were licked out and then handed back to the vendor and refilled. In this hygiene-obsessed age it sounds horrific, and even then it alarmed whatever was the early 20th-century version of environmental health. Penny licks were banned, and the ice-cream cone, said to have originated at the 1904 World’s Fair in St Louis, Missouri, took over. By the late Twenties, Kelly’s grandfather was selling cones from the company’s first ice-cream van, a Morris Cowley. “We now have a fleet of 30 vans,” says Kelly. “And for a good site we pay anything between £1,000 and £25,000 per season.” The overheads are high, and the challenges many. Despite the extension from four seconds to 12, ice-cream van jingles remain unlawful before noon or after 7pm, and when the vehicle is stationary. “But they are part of our heritage,” adds Kelly, who claims to eat two litres of his own ice cream a week. Indeed they are, and long may they, and the ice creams they announce, remain so.

I ce Cream Times - September - 2013

Why Ice Cream Sounds Fat and Crackers Sound Skinny

y Dan Jurafsky, a professor of linguistics and, by courtesy, of computer science at Stanford University. Courtesy of the Stanford News Report. Do the names of some foods make them sound heavier or lighter than others? This seems unlikely; after all, as Shakespeare said in Romeo and Juliet: What’s in a name? That which we call a rose/ By any other name would smell as sweet. . . . Juliet is expressing the theory we call conventionalism: that a name for something is just an agreed-upon convention. The alternative view, that a name might naturally fit an object, that some names might naturally sound sweeter than others, is called naturalism. Although conventionalism is the norm in modern linguistics, Plato

argued for naturalism 2,500 years ago in the Cratylus,pointing out that sometimes sounds seem to carry meaning, a phenomenon we now call sound symbolism. Modern research has found support for Plato’s position by looking at the meanings associated with front vowels and back vowels. Front vowels are the ones in which the tongue is high up in the front of the mouth, like the vowels in teeny, thin or Chex. By contrast back vowels are made with the tongue lower in the back of the mouth, like the vowels in bold, coarse or large. In many languages, front vowels are used in words for small, thin, light things, and back vowels in words for big, fat, heavy things. It’s not always true, but it’s a tendency that you can see in the stressed vowels in words like little, teeny or itsy-bitsy (all front vowels) versus humongous or gargantuan (back vowels). Or in Spanish, chico (“small,” front vowel) versus gordo (“fat,” back vowel). Or French petit (front vowel) versus grand (back). One marketing study at Loyola College created pairs of made-up product names that were identical except for having front

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or back vowels and asked participants to answer: Which brand of laptop seems bigger, Detal or Dutal? Which brand of vacuum cleaner seems heavier, Keffi or Kuffi? Which brand of ketchup seems thicker, Nellen or Nullen? In each case, the product named with back vowels (Dutal, Kuffi, Nullen) was chosen as the larger, heavier, thicker product. Since ice cream is a product whose whole purpose is to be rich, creamy and heavy, it is not surprising that people seem to prefer ice creams that are named with back vowels. Researchers in an NYU study had participants read a press release describing a new ice cream about to be released. For half, the ice cream was called “Frish” (front vowel) while for the other half it was called “Frosh” (back vowel). Asked their opinions, the “Frosh” people rated this hypothetical ice cream as smoother, creamier and richer than the other participants rated “Frish,” and were more likely to say they would buy it. In a study for an upcoming book based on my freshman seminar The Language of Food, I checked to see whether commercial ice creams (like Häagen-Dazs and Ben & Jerry’s) make use of this association by using more back vowels in their names, and conversely whether thin, light foods like crackers would have more front vowels. I found more back vowels in ice cream names—Rocky Road, Jamoca Almond Fudge, Chocolate, Caramel, Cookie Dough, Coconut—and more front vowels in cracker names: Cheese Nips, Cheez-It, Wheat Thins, Pretzel thins, Ritz, Krispy, Triscuit, Chicken in a Biskit, Ritz bits.

So what’s going on? Why are front vowels associated with small, thin, light things, and back vowels with big, solid, heavy things? The most widely accepted theory, the Frequency Code, was developed by linguist John Ohala, one of my undergraduate professors at Berkeley. Ohala noticed that front vowels have higher-pitched resonances than back vowels. He suggested that because larger animals like lions make deep sounds while smaller animals like birds make highpitched sounds, animals and humans learned to associate lower pitch with bigger size. Researchers have extended this idea to show that fronting and high pitch are both especially associated with babies or children. In a study of more than 60 languages around the world I investigated such associations as the common use of front vowels in children’s names, like the y in pet names like Janey and Timmy. My linguistics colleague Penny Eckert shows that front vowels are associated with positive affect, and that preadolescent girls sometimes use vowel fronting to subtly imbue their speech with a feeling of sweetness or childhood innocence. Stanford linguistics student Kate Geenberg, MA ’10, found that speakers of American English move their vowels toward the front when using baby talk, and psychologist Anne Fernald shows that, across languages, baby talk tends to have high pitch. This baby code might even be related to the origins of human language. Early in the evolution of language, the iconic link between vowels and concepts might have helped speakers to communicate their ideas. Perhaps an early word created by some cave woman had high pitched i sounds that meant “baby,” or low pitched a sounds that meant “big.” Such iconicity may thus help us understand some of the crucial early bootstrapping of human language.

I ce Cream Times - September - 2013

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I ce Cream Times - September - 2013

China’s hot summer and its growing love of ice cream could be hurting KFC

t’s been so hot in China this summer, that you can actually fry an egg outside. Now, it appears the heat is getting to one of the country’s top fast food chains, KFC. This week, the chain’s parent company Yum Brands reported a 13% drop in same-store sales in China in July. That extends months of sales declines for the owner of KFC and Pizza Hut—and this time, the company couldn’t blame bird flu, as it did in the spring. So what was the culprit? Sweltering temperatures, says Shaun Rein, managing director of the China Market Research Group. “Because of the heat, people were looking for cold drinks and ice cream, so McDonald’s, Starbucks Corp, and Häagen-Dazs have been grabbing more share of the late afternoon and evening dining because they have better ice cream and drinks,” he told , which pointed out that KFC’s website in China largely promoted hot foods, while McDonald’s site pushed its McFlurry and shaved

ice beverages. Though KFC does sell ice cream in China, it doesn’t appear to have marketed it prominently over the summer. As we’ve reported, Yum makes almost half of its profits in China. The chain now faces challenges like the ascendance of local competition and a loss of the novelty it once enjoyed. It’s also still reeling from a scandal over chemicals used in its chickens. On top of that, in July Chinese state media reported that KFC’s ice cubes are 12 times dirtier than toilet water. Diners looking for cooling refreshing treats might very well have been turned off. Though ice cream was once considered a luxury dessert sold at upscale chains like Häagen-Dazs, over the past decade it has become mainstream enough that Chinese companies now market their own ice cream brands, like Inner Mongolia Yili Industrial Group’s Chocliz (video). But foreign companies also see an opening. Dairy Queen and Baskin Robbins have both made targeting China’s expanding middle class a centerpiece of their emerging market strategy. Another factor behind ice cream’s rising profile, according to research firm Euromonitor, is that impulse purchasing is on the rise. Ice cream is a relatively small splurge for Chinese earners from the working class and up.

First Sprinkles Ice Cream Parlor Opens in Texas

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fter five years of serving North Texans fluffy goodness from its kitchen, Sprinkles Cupcakes now adds an ice cream parlor to its name. Hundreds of people lined up for the grand opening of Sprinkles Ice Cream at Preston Center Plaza. “I always talk about Sprinkles,” said customer Ruth Tegene. “I come here all the time so I’m real excited.” The California-based company jumped into the ice cream business last year and have been quite successful at it. “There’s something for everyone here,” Candace Nelson, the founder of Sprinkles said. Using California diary, Sprinkles is taking tradition ice cream to the next level. Not only by having a large array of toppings, but giving some of the flavors a twist. “You know butter pecan, cherry vanilla, Captain Crunch—where we infuse the base of the ice cream with Captain Crunch cereal and we caramelize pieces of the cereal and add it to the mix,” Nelson said describing the flavors. Friday’s opening of Sprinkles Ice Cream parlor is the first in the state and their third in the country—which the company says made sense given that when the company first started shipping ice cream many of the orders came from North Texans. Jennifer Akin and her sons Jett and Jace drove from Plano to wait two hours for the ice cream and get some cupcakes from next door. Sprinkles Ice Cream will also sell cookies and brownies at the location.

I ce Cream Times - September - 2013

Why Berlin is paradise for ice cream lovers

t’s midsummer in Berlin and the sun is pouring down like butterscotch, or honey, or baked apple strudel. I’m as hot as the pavestones and my legs are melted

marzipan. Lucky for me, cool Eis is only a cone’s throw away. In Berlin, ice cream – or Eis (pronounced “ice”) – is an obsession. During the winter

months, Eis shops and their patrons hibernate like sleeping Berlin bears. Come spring, the shops open their doors and Berlin’s ravenous ice-cream appetite awakens. It seems as if every major thoroughfare and square has an Eis shop. Neighbourhoods such as trendy Prenzlauer Berg or Mitte have dozens (I counted no fewer than 25 shops within a two-kilometre radius in Prenzlauer Berg). During peak hours – immediately after school or when the sun burns hottest – it is not unusual to see long lineups outside the most popular Eis shops. Two months ago, businesses near the well-loved Kleine Eiszeit on Stargarder Strasse – where lineups often stretch down the street – demanded that theEis shop raise its prices in order to limit the queues and their impact on street commerce. Each Eis shop has a particular theme or charm to entice ice-cream consumers: a kaleidoscope of unique flavours (cinnamon, chili chocolate, black sesame, almond cardamom), natural ingredients (sweet woodruff or seabuckthorn), organic, lactosefree and vegan blends (pumpkin, rhubarb, lemon basil, raspberry ginger), traditional flavours (vanilla, chocolate and strawberry options), sun-shaded benches, customized waffle cones and hip shop-fronts. Almost every Eis shop makes its products on site; Hausgemacht, or homemade, is a mark of quality and invention. The ice-cream tradition in Germany goes back about 100 years. Italian ice-cream makers, who migrated to Germany in the early 20th century, brought with them treasured recipes and helped to establish a craving for cool Eis under a northern sun. The advent of cheap refrigeration technology after the Second World War led to a proliferation of ice cream vendors in what became West Germany. In communist East Germany, this spread was less pronounced. I asked two locals who had lived in East Berlin before the fall of the wall in 1989 about the Eis culture there. They told me that although East Berliners craved ice cream, only a handful of Eis shops existed. These shops tended

to prepare only one offering at a time, the favourite being Fuerst Pueckler Eis (a Neapolitan-like ice cream creation made with frozen cream, strawberries, chocolate and vanilla). It’s only in the 24 years since the city’s unification that the Eis craze has truly exploded here. Today, it is not unusual for Berliners to indulge their passion for ice cream several times a week. The shops are usually simple affairs, little more than charming storefronts with Eismaking apparatus and a service counter displaying the scrumptious offerings. Typically they lack interior tables or eating spaces, and their glass doors are open wide to the elements and to the churning street life. They are clearly portals, not parlours. So Eis consumption here is a public, visible and social activity. It is almost as much about appearances as it is about taste and flavour. Relaxing on a park bench or or sauntering down a Strasse with a cone or bowl (Becher) in hand is perhaps the ultimate expression of summer relaxation, an activity that evokes the Mediterranean pedigree of Eisitself. When the sun is shining in Berlin, forget about bratwurst and beer. Head to a funky ice-cream shop, and order a scoop (Kugel) or bowl of white chocolate red pepper, or peach lavender, or kiwi-gooseberry, or gorgeous vanilla. Stroll to that perfect spot under the broad limbs of a chestnut tree, close your eyes and sample icy bliss. You’ll understand why Berlin is, for young and old, truly an ice cream lover’s parad-Eis. BERLIN’S SIX BEST SHOPS • Kleine Eiszeit (Stargarderstrasse 7, Prenzlauer Berg, Berlin) • Rosa Canina (Hufelandstrasse 7, Prenzlauer Berg, Berlin) • Suesse Suende (Weinbergsweg 21, Mitte, Berlin) • Berliner Eismanufaktur (Oranienburgerstrasse 134, Mitte, Berlin) • Aldemir Eis (Falckensteinstrasse 7, Kreuzberg, Berlin)

Unilever opens €95m ice cream factory in Turkey

he consumer goods giant entered the Turkish ice cream market 23 years ago, and it claims that its ice creams now account for a 70% share of the market. The factory, based in Konya, in the country’s Central Anatolia region, has annual production capacity of 80m litres, with the option to expand to 200m litres. It will employ about 300 people, and produce brands including Cornetto, Max and Twister. Unilever chief supply chain officer Pier Luigi Sigismondi said: “Turkey is an important growth market for Unilever. …Konya has become our eighth manufacturing site in the country, as we continue to invest in growing our Turkish and regional business.” He added that there was significant potential to expand the factory due to increasing domestic ice cream consumption, as well as opportunities to grow exports. “We decided that Konya was the most suitable place for our investment for a number of reasons, such as access to raw materials, good infrastructure and logistics, the availability of qualified workers and lower earthquake risks, as well as and the good support of Konya’s local administration,” he said. The plant, which is Unilever’s first ever LEEDcertified ice cream factory, has been designed with sustainable practices in mind, reusing rain and surface water and recovering heat, and no hazardous waste will be sent to landfill from the site.

I ce Cream Times - September - 2013

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I ce Cream Times - September - 2013

belong to the print media, I am proud to be a part of that medium that awakens consciousness and generates awareness in all sectors. But nowadays reading a daily newspaper is just like reaching out to a basket full of bad and ghastly news - like falling of Indian economy, rupees drenching and dipping, America’s tantrum over Syria, Egypt restlessness, Nirbhaya’s case judgement, Muzzaffarnagar riots, Mumbai gang rape......endless dooms bottom less apprehension. Amid of this entire pitiable state of affairs, every citizen has to make their contribution towards their nation even though a meagre one to make a positive difference. Approaching to my way of input, I try to make small contribution to create awareness in people about out food processing and agri industry, showing out government help out and mishaps, industry aptness and business impudence. Not to beat around the bush I would like to invite all the delegates of Indian Ice-Cream Congress & Expo 2013 (IICE) at Ahmadabad. The event is 3rd in a row organized by Indian Ice-Cream Manufacturer Association (IICMA) with Aim Events a offshoot of Advance Info Media & Events, publishers of some leading magazines in the industry. IICE 2013 in Ahmadabad will be a great opportunity for the Gujarat’s ice-cream industry as Ahmadabad is considered the capital of ice-creams in India. Gujarat and Delhi together account for 30 per cent of the country’s Rs 3,000-crore ice cream market that is expected to double to the value of Rs 6,000 crore by 2014-15. Almost 35 per cent of the ice creams sold in the country are consumed in the western region with Ahmadabad being the main market, followed by 30 per cent in the north, 20 per cent in the south and 15 per cent in the eastern and central India. On this promising occasion, I have snatched the opportunity to initiate my dream supplement bimonthly – “Ice cream Times”. It has been my long time mission to bring about a magazine that would cover the whole ice cream industry’s business and consumer outlook, in puts and information to promote and augment the Indian ice cream sector. The Indian ice cream market is growing at the rate of 20-25% year-on-year and makes an attractive destination for international brands but the challenge, however, lies in right pricing and cracking the distribution code — something that Indian brands such as Mother Dairy, Vdilal, Lazza and Amul have been able to do well. What better time to bring out “Ice cream times”, when this industry is at its peak and simultaneously confronting controversies too. The Ice cream congress will be the platform for “Ice cream Times” launch – perfect timing I trust. IICE has invited speakers from all across the globe and has created a golden opportunity to meet icecream manufacturers not only from Gujarat but also from the other parts of the country. Blue Start India - leading cold chain solutions provider - is the chief sponsor at Ahmadabad. Apart from business, join us to also enjoy unique flavors of ice-creams and Ahmadabadi cuisine and entertainment.

Ice cream challenge scoops up recordsetting sundae: 1,249.9 feet at PGA Resort & Spa

Lisa Butler, of North Palm Beach, scoops with her kids Bobby, 9, and Mary Elynne, 6, as they try to break the record for the “World’s Longest Ice Cream Sundae” at PGA National Resort and Spa on August 18, 2013. The event was part of the Ice Cream Festival Weekend that included dinners, a concert, and kids activities around the resort. (Richard Graulich/The Palm Beach Post

ou scream I scream, they were all screaming Sunday when they broke the Guinness Book of World Records for the longest ice cream sundae at PGA National Resort & Spa. More than 1,000 people turned out to scoop ice cream and slather whipped cream into a series of gutters that snaked through the foyer and coiled around the British and PGA Grand Ballrooms for 1,250 feet. Guests lined up and shelled out $30 per family to pick up their kits — boxes that contained chocolate sauce, peanuts, a banana and a cup full of sprinkles. Also included, the tools: plastic scoopers, bowls and most important spoons, for cleanup, of course. A cool deal considering a portion of the money will support Alliance for Kids, an organization that brings the community together to help hospitalized children. “We provide children ‘life’ support,” said Jane Miller, president of the alliance and the child life manager for Palm Beach Children’s Hospital. “We normalize the environment for hospitalized children. We prepare them for painful procedures by managing distractions. We provide all of the fun stuff.” Attendees also received a number that corresponded to a location where their section of table-topped gutters awaited. There they stood, men, women and children, elbow to elbow, determination in their eyes, scoopers in hand and ice cream dribbling down their chins with one common goal — beat the record, 1,101 feet set in June at White Bear Lake, Minn. About 120 staff and volunteers, some from Palm Beach Children’s Hospital, stood as captains, each responsible for 100-foot sections, with 1½-gallon tubs of ice cream in front of them. Their job — enforcing the rules. “We’re making sure all ice cream balls touch,” said volunteer Stacy Laman of Palm Beach Gardens. “It has to touch without any spaces in between.” The ice cream also had to be topped with at least three different toppings to qualify as a sundae. To break a record, Guinness has an online “Challengers” process. Challengers must upload a video to their site. Depending on the type of event, measurements are taken by an independent party. The paperwork is filled out, signed, witnessed and mailed out. There are four key criteria.

It must be measurable such as the fastest, longest, tallest, shortest, largest, oldest. It must be based on a single variable. It must be verifiable — can you prove it, and it must be breakable, something that is open to being challenged. Ten-year old Sebastian Jazmin, brother, Marco, 12, and mom, Andrea, of Boynton Beach, were up for that challenge. Sebastian has his toppings strategically lined up, each in a separate cup. This day is in part for him. “I have ALS,” (Lou Gehrig’s disease).” Sebastian is a recipient of service from the Alliance. Staring down the line Andrea laughs, “This is lunch.” Sebastian disagrees. “No, this is just a snack. I still need lunch after this.” Somewhere in the middle Betty Brodie, 79, of Wellington, is beaming. She stumbled upon a table loaded with additional toppings — not your mama’s toppings. Decadent caramelized bacon, granola with cranberries, honey, wasabi peas and pumpkin seeds. Ingredients that would deem her creamy creation healthy, right? “This is an exciting thing to do with kids, elderly people,” said Betty. “It’s perfect. Ice cream brings them all together.” At 1:30 p.m. they did it. The official count by the surveyor was 1,249.9 feet — hat amounts to the length of four football fields and approximately 350 gallons of the cold stuff consisting of the standards; chocolate, vanilla and strawberry. The sweet smell of victory was just the cherry on top.

I ce Cream Times - September - 2013

Scoop ice cream’s creamier spell Scoops Ice creams have efficaciously attained a reputable brand name in circle such as Andhra Pradesh Karnarnatka and Maharashtra with a vision to expand in other parts of India. With innovative strategies such as “Near to customer” and “Dear to Dealers”Scoops has been able to market its products effectively, evident of their success is the partnership with south central railways, the Taj group of hotels and public places. Beverages & Food Processing Times, Editor, Firoz H Naqvi in an exclusive conversation with team members of Scoops Ice-Creams came to know about their ice cream products, marketing strategy and promotional activities. Excerpts from the conversation with, Mr. Sudhir Shah- Director of Scoop Ice-Cream, Viren Shah-one of the Promoters of the company, Hayat Marketing Manager and Franklin Joseph - Store Manager-Cream Stone. Mr Sudhir Shah, Scoop ice creams are one of the known brand in Hyderabad today, tell us the experiences of your journey so far? This was started by my father Mr. Madan Mundal and Mr. Govind Das – as the Haridawar group, both were the promoters of this ice cream. The scoop brands of icecream were introduced in 1990with a meagre capital of five lakh rupees and today in 2012 we are worth five crores. So in a span of 22 years we have achieved a substantial growth. The scoop brand was actually introduced as a strategy to introduce quality ice cream exclusively at their group hotels. The great popularity of this ice cream earned in the beginning craved the path of the ice creams remarkable success. As you started as a small scale in the starting, could tell us how many variants of ice creams did you have then and how many do you have now? When we entered the ice cream market in 1990 and faced a lot of difficulties because at that time there were many players in the market like dollops and Indian ice creams. But our good quality and immense marketing strategy lead us to sustainability and we became a reputable brand. As far as the varieties are concerned, even at that time we had a lot of varieties but today definitely the variants and types are much much more. We have the Scoops, the Temptation outlets and Cream Stone parlours, now. Scoop Ice Cream’s trendy and innovative brand “cream stone” is becoming all-time favourite and most desired in Hyderabad. What is this cream stone and how did you guys develop this concept and market it? Cream stone is a legendary ice cream that is custom made for people who simply love ice cream for its luscious creamy taste and scrumptious look. This brand of scoop got so much popularity that most of the parties are incomplete without this brand. And now leaving the boundaries of Hyderabad cream stone is being introduced in other cities like Bengaluru and Mumbai. We are busy in evolving the franchise models for cream stone and once it is fully ready this custom made ice cream will be introduced in other states.

Mr Sudhir, You have placed all of your 4 stores at a very premier location as to target the cream segment that look for fun and partying and extravaganza. So what are your future plan for further expansion and growth? We have located two more point that is expensively located in Hyderabad, and the rest depends upon the demand and supply. Also we are not only trying to target the premier league but also the middle class zone too. Lastly do you think that the ice cream parlour business is gaining popularity with time in India? Consumption of ice cream comparatively to other countries is very low in India. But with the help of lots of marketing, promotional activities, festivals and seminars, this problem is being solved. Also with higher income among the middle class and better awareness, today’s consumers have become very experimental and extravagant Mr. Viren Shah, as a promoter, how do you perceive this trend of family business expanding in other states? And are you people going to follow the outline same as the vadilal’s or the Haldiram’s? Presently we have three brands in Scoops , In which scoop is the mother brand and is literally for every Indian, then we have a chain of temptation parlours which target the upper and middle class family. Temptation outlets are the fusion of chaats and ice creams. While Cream stones located in a premium locales target the top clientele. So according to the market we target and put up the stores. Today we have about 4 cream stones outlets and 26 temptation stores across Andhra Pradesh. In fact we are putting more temptation parlours in several IT companies with free spaces provided by them. Our all three brands of Ice creams are unique, what one offers the other ones don’t. Like Cream Stone Ice cream is a rich one with high milk fat contents and very creamy. The entire ingredients used for cream stone market are upmarket ingredients. We are targeting the best and we are want to create our own niche and are against liquidifying our products

Mr. Hayat (who looks after the promotion and marketing) you have a tremendous experience in the ice cream industry, how do you view the trend of cream stone? We brought in cream stone as with a basic concept of freezing imagination. The beauty of this outlet is even when you chop the ice cream with various toppings or ingredients it will not melt’ rather it would be as smooth and scrumptious a fresh frozen ice cream. The concept is not just offering varieties of ice cream with different tastes but the presentation is also outstanding. Cream stone creations make live waffle cups in front of the customers and serves ice cream in it. This place is not only known for ice creams but for hospitality too. Cream Stone makes more than 100 flavors including fresh fruits, dry fruits and chocolate-based flavors. It also produces fat free and sugar free ice creams for the diet-conscious as well as diabetic people. Cream Stone Parlour believes in providing its customers not only quality ice-cream but also the right ambience to relax with a purpose of enriching the overall experience of enjoying ice cream. We at Scoop personally look at every bit of the marketing in this regard. Mr Hayat, you are also managing the supply chain management for your company, please elaborate how you are managing and handling a part which is such a taboo for the ice cream Industry? It is a very difficult task to manage the supply chain and take a good care of safety especially when we have to deliver at many stores, but we at Scoop don’t face many difficulties as we have a pre –planned system with proper staffing and well maintained frozen vehicle, vans and trucks. We in fact keep a sharp eye where food safety is concerned. Cream stone is now becoming a fashion scion as far as social gathering, wedding and various parties are concerned, what are the new plans do you have for this season and what response are you getting? Response has always been too good. People in Hyderabad know the types of product cream stone serves and this reflects with the fact it has branded its place as the main

dessert in most gathering in Hyderabad. And its parlours are always full and crowded, with energetic persons and youth. Mr Franklin Joseph (Manager Stores Cream Stone Parlours), cream stone has a beautiful ambience plus it remains full all the time, so as a manger how do manage all this and do you view cream stone to be the trend of today’s youth? We are growing very steadily and stunningly, and nearly all the Hyderabadipeople aregreat fans of cream stone ice creams. Cream stones staff looks after their customer at a very personal level taking care of all there need, not letting them wait for long, keeping a clean and hygienic environment and ensuring food safety. We have an extremely friendly and efficient staff hierarchy, which manages every aspect with full dedication and hospitality. So in today’s time the beautiful environment created by the restaurants or ice cream parlours, is to make the customer feel happy, fresh and cheerful. Exactly, and that is what we do, we look after them, talk to them and make sure they are entertained before their ice cream are served on their table. We have an eco and people friendly environment. What are the latest trend, flavour and taste at cream stone? We have different flavour, the best ones are the chocolate flavour, the nuts flavour, the kids flavour, and we have the sugar free ice cream and the fat free ice creams too. We believe in catering all the segments of people. We make our waffles in front of the customers which entices them very much and also we do all our mixes and blend of ice cream in front of the customers and believe meit is a mouth-watering experiences for them there by increasing the customers need to ask for more . We have many varieties in the sugar free and fat free segments too. And we have kept an open choice for customers to make their own ice-cream sundaes, by using their own recipes and blends. It is an open experience for them.

I ce Cream Times - September - 2013

DP Chocolates POTENTIALITY & CAPABILITY UP n GOING What are your strategic plans for the coming five years in the cocoa and chocolate business? Basically we make cocoa products; we process cocoa beans to make cocoa mass, cocoa butter and cocoa powder. We now want to improve our capabilities, our work, the quality standard and the market reach. Whereas in the case of the chocolate company we are still at a nascent stage and are new in the market and recently we have started working with MNC’S to get new experience so that we can slowly but efficiently capture the market. In the next two to three years we will be good enough to cover quite a large part of the chocolate market.

DP Chocolates is one of leading cocoa processing and chocolate manufacturing company base in Hyderabad. DP Chocolates commenced its operations at the end of March, 2010 with a capacity of 12,000 MT to meet the growing demand for industrial chocolate in India. The Company’s state-of-the-art facility is located adjacent to our cocoa products manufacturing facility at Baddi. The company supplies compounds and chocolates in slabs, chips, paste and dips. Our major customers are food MNC’S operating in India. We also sell our products to Ice cream, bakery, and hotel industries.

In a candid interview, Durga Prasad- Partner of DP Chocolates, told our editor Firoz H Naqvi about his company’s rendezvous with the cocoa and chocolate industry, the market and niche of being a up to standard company. How did you initiate this business of cocoa powder and cocoa products? It all got started in 2003 when I and my friend Ram Krishna acquired the Lotus Chocolate Company (listed in Mumbai stock exchange), surprising it may be to you but we did not know anything the chocolate business at that time, nor did we know how to make chocolates. Before acquisition Lotus chocolates never made any profits but after coming under our wing it has turned out to be profit making company. Cadbury played a major role in encouraging us to do this cocoa and chocolate business. In fact the first year we made itself we ended up making net profits. After four year in this business – Cadbury told us they needed cocoa bean processing and manufacturing unit base and with their support we made a base of unit at Baddi at Himachal Pradesh. We invested about 28 crore in setting up the cocoa processing plant unit there. 95 per cent of which was for Cadbury and the remaining 5 percent was for us. And for the last six years we have been working for Cadbury. The profits made from the Baddi processing unit was invested in setting up chocolate company in 2008. So now in Baddi we have

a huge facility of cocoa processing unit and chocolate producing company. Cocoa processing unit was exclusively for Cadbury while the chocolate company was for other MNC’S and we also sell our own products in the market, like to the biscuit maker, ice cream companies, hotels and chocolate makers. Could you enlighten your relationship with Cadbury-the journey, the affiliation and the understanding? It all started with Lotus chocolate company. Cadbury was already doing small businesses with it when we acquired the company, but they were planning to leave Lotus as their standard and quality were measuring up to the mark. When we came in a lot investment was made to make the company good and maximizing the standard of quality. They worked with us for three years and were very satisfied with our way of operation, business and modernization of plant. After 3 years association, they suggested in putting up the cocoa process unit in Baddi. It was our sheer hard work and dedication that made Cadbury extends our relationship to Baddi processing plant.

You have already created your niche in the Indian market, so do you plan to enter the export market too as your company participated in the gulf food recently? I worked in Dubai for a good 20 years and that is what made me go to the gulf food. Basically our standards are good enough to be acceptable but may we have to work a bit harder to enter the western market. Whereas at the gulf food I have seen and found that our product are not less than theirs so we can easily sell in African and Gulf market. The African cocoa production has always been counted amongst the best one in the world; do you think that in contrast, the Indian cocoa can make

its presences felt in the global market with so much high ended competition? In the last 3 years the scenario has changed a lot in India in regard to the chocolate production. The big Indian chocolate producers are making great products, creamy and smooth chocolates and the quality has increased immensely. I think Imports of chocolates will decrease gradually as our domestic chocolate companies are leveling their chocolate products to the quality of the imported chocolate. In the gulf market I have and compared the standard and Indian product are very good and highly acceptable. Well to answer your question that though the West African have best cocoa bean production, why do they import cocoa bean products from India? The truth is that though they have the cocoa bean, they do not have any manufacturing or processing unit or capabilities and thus they import good and cost effective cocoa product and chocolate products from India. What are your future plans are you going to expand and enhance your business further? Expansion is an ongoing thing with investment of money now and then. Also as the market increases, expansion and enhancement becomes a necessity.

I ce Cream Times - September - 2013

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I ce Cream Times - September - 2013

If Tech Companies Were Ice Cream Flavors

Croatian ice cream shop has a new hit flavor: Facebook. The site 24sata reports that one of the shop’s owners came up with the concept after observing that his 15-year-old daughter was obsessed with the social network. The ice cream looks and tastes pretty much how you’d expect: blue, syrupy, and saccharine. Customers can’t get enough. Tech-themed ice cream flavors aren’t entirely new. In 2010 the Cambridge, Mass. shop Toscanini’s served up dollops of “Internet” ice cream. It was vanilla mixed with nerds. The Facebook flavor sounds like a trademark smackdown waiting to happen,

but it got us thinking: What would other tech companies taste like if they were ice creams? Here’s what we came up with. Readers are invited to add their own suggestions in the comments. Yahoo: Bright purple, tastes like grape sherbet. Was all the rage until a bunch of better flavors came along. Instagram: Sepia-colored. Tastes like you’d imagine ice cream used to taste in the good old days. A popular choice, but at this point it borders on cliché. Netflix: Addictive. As soon as you finish one scoop, a recommendation pops up with another flavor you might enjoy.

Apple. Microsoft: Full of bugs, but everyone eats it anyway. Often served at corporate functions. Tumblr: An aesthetically pleasing cascade of different flavors, with naughty bits sprinkled in. Snapchat: Melts in your mouth. Google: Self-eating. AOL: Popular with oldsters, who still churn it by hand. Samsung: Virtually indistinguishable from

Apple, but slightly cheaper. Square: Only 2.75 percent butterfat. Twitter: A haphazard admixture of bitesized pellets. An M&M here, a sprinkle there, three peanuts, half an oreo... Tesla: Zero calories, and everyone agrees it’s the best ice cream ever made, handsdown. But it’s prohibitively expensive, and in cold weather it turns into a brick.

Making the comparison between frozen yogurt and ice cream

o, is frozen yogurt healthier than ice cream? It depends on your definition of healthy. Most frozen yogurts have fewer calories and less fat than most ice creams. A half cup of Hägen-Dazs vanilla ice cream, a so-called super premium brand, contains 250 calories and 17 grams of fat. The same amount of most nonfat frozen yogurts contain between 80 and 100 calories, and 0 grams of fat. Low-fat frozen yogurt, however, is comparable to low-fat ice cream: YoCream French vanilla frozen yogurt contains 100 calories and 3 grams of fat; Edy’s Slow Churned low-fat vanilla ice cream contains 100 calories and 3.5 grams of fat.) When it comes to sugar, however, look out. Most frozen yogurt contains as much, if not more, sugar than ice cream. Häagen-Dazs vanilla ice cream has 19 grams of sugar, Edy’s Grand ice cream has 13 grams. TCBY vanilla frozen yogurt contains 17 to 19 grams of sugar. All this nutritional information is based on a half-cup serving of frozen yogurt, a quantity that hardly measures up to what’s in most people’s cups. If you filled the smallest cup available, that would be more than a half-cup serving. It goes without saying that once you add the chopped Heath Bars, Gummi Bears, rainbow sprinkles and nuts, all healthful nutritional bets are off.

I ce Cream Times - September - 2013

HLM India Pvt. Ltd. Increased globalization and remote sourcing in the food industry have brought options and convenience closer to home for many consumers. Yet the boost in imports and exports of commodities has created new challenges for suppliers, shippers, and retailers. With the perishables industry constantly expanding, physical distances and shipping conditions are critical considerations in the supply chain. The cold chain, a vital segment of the supply chain, involves an extremely vulnerable and sensitive combination of processes that have a key impact on the condition of the final product. Especially in extreme cases of temperature, distance, and multi-modal transportation, any weak link in the cold chain could mean extensive damage to product, brand name, or supplier-retailer relationships. HLM recognized early on the importance of cold chain management and visibility. HLM is the third globally renowned name with its vision of delivering world-class transport solutions in the country. HLM India Pvt. Ltd. is mainly into reefer vans, reefer trailers and insulated panels industry with operations in Holland, Turkey and India. Almost 40 per cent of Indiaâ&#x20AC;&#x2122;s food and perishable goods produced is wasted due to inadequate cold chain infrastructure for storage and transportation. The Indian Government has recognized this and has announced several subsidies and promotion schemes for cold chain solutions for reefer trucks and trailers. The Indian reefer truck market is currently dominated by small, local and unorganized manufacturers with outdated technology. Though initially some customers had expressed fear and uncertainty over the strength and reliability of the GRP material used for building the reefer panels, HLM have made huge improvements on the product since it was first launched. We have also done a lot of value engineering on the product now the customers have begun calculating and are able to understand that our reefers offer lighter in weight, increased payload, reduce the vehicle weight, more internal space and can help carry additional volume in a very hygienic manner. Our OEM customers include Mahindra Trucks and Buses, Mahindra & Mahindra, MAN and Daimler Benz. While the growth of the reefer segment was initially driven by the transport of frozen foods such as ice creams and meat but the current trend indicates that the transport of fruits, vegetables and other daily foods is stimulating the segmentâ&#x20AC;&#x2122;s growth. HLM India seems to be in pole position to tap the huge market potential in the coming years.

I ce Cream Times - September - 2013

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I ce Cream Times - September - 2013

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I ce Cream Times - September - 2013

A DEEP TRAINING & CONSULTANCY Presentation

TRAINING – a tool for change !

n this competitive environment a company has many tools for productivity improvement like Kaizen, 5S, ISO, TQM, TPS etc. The problem is, how does one get people to know and understand these tools? This is feasible only through TRAINING ! Training is the only tool which can bring about improvements because the mprovements happen only after people have understood what is to be done. Company performance is affected by a number of factors. The larger the company, the greater the number of potential variables that can influence company performance. These include the level of competition in the market, the level of investment in new technology, the demand for the products and services of the company, the skills of the management team and so on. In practice, although training may influence the performance of the company, it is difficult to separate the impact of training from the impact of other variables. Whilst studies may find that it is the successful and more profitable companies that invest more in training, who is to say that it is the training that causes the success of the company rather than the profitability of the company that drives further investments in training ? Is training a determinant of company success or a result of it ? Industry training is essentially an investment in human capital, the economic benefits of which can be thought of as being shared between: • The individual trainee, through higher wages (a proxy for labour productivity) • The firm, through enhanced profitability (a proxy for capital productivity) • Society as a whole, through “externalities” (returns over and above the private returns to the individual trainee or firm who pays for the training). These benefits are difficult to measure. However, there is a weight of evidence from the literature relating to the positive wage effects of training. From the literature, we can infer that an industry training qualification is likely to increase the earnings of an

individual by between 5% and 20%. I do not know how many companies in India do really calculate the ROI (return on investment) in training ! Unfortunately, our industry has not given training the importance that it deserves. It is looked at more as an expense rather than an investment ! The benefits of training are rarely tangible in the shortterm, but manifest themselves over a period of time. And, the benefits go beyond mere competence building. THOUGH infrastructure, equipment, finances and materials are among the vital resources required for the existence and growth of any organisation, it is the human capital which is the most important. Operating in an open economy environment, having a competitive edge becomes imperative. Company strategies focus on gaining and sustaining the competitive edge. Often that translates into investments, efficiency of operations, deployment of resources, hard-sell, and so on. But, at some point of time it becomes apparent that competence of the staff is the key differentiator, and the focus shifts to competence development. And therein lies the dilemma.

Should the company find competent persons and then expect them to perform or should they look for appropriately qualified persons and put them through a competence development program. It’s the classic case of `fitting the job to the man’, versus `fitting the man to the job’. Experience will bear testimony to the fact that competence is not easily assessed when recruiting new personnel. Also, qualifications do not necessarily equate to high level of competence. Therefore, going the `competence development’ way would make more sense in the long-term. However, there could be a number of constraints: some purely physical. For example, No time/Can’t spare the people for training activity/Not enough budget for training etc. Other reasons are more notional: They’re doing okay as it is/We’ll train and then he will quit and join elsewhere/Can’t see the returns on investment in training, etc. It has been my experience that best of companies are not able to capitalise on training. This is because there is no periodicity defined. Despite there being training, a large amount of variation remains e.g. different batches of employees give different time/temp. combinations for CIP cleaning, people going to collect samples of milk are not able to give one procedure, there is no idea as regards developing a

V S INTERNATIONAL

sampling plan etc. Further, training need not be restricted to the job functions. There are several other areas such as soft skills, personality development and team-building, which are equally useful and should be explored. As we go higher up the hierarchy in the organisation, we find that the thinking process changes from `what-to-do’ and `how-to-do’ towards `why-to-do’. Internalisation of the company’s training policies and acceptance of training programmes as a means for selfdevelopment are quite dependent on the attitude of the employees. They are the ones to reap the direct benefits of training, which is passed onto the organisation. The growth of the individual and the organisation is in tandem — a potentially win-win situation. Learning is a continuous process and those who think that there is nothing more to know are as good as deadwood. To bring about an improvement, sustainability, consistency in productivity the only tool to enable it is TRAINING !!! Kailash Ashar, Principal Thought Leader Traiwner & Consultant, Cell: 09869402681

I ce Cream Times - September - 2013

World’s biggest ice cream van unveiled in Great Yarmouth

Can frozen yogurt and ice cream coexist?

I Amelia Enright with eight year old Leighton, and Charlotte, five, from Norfolk enjoy free ice creams.

Leighton, eight, from Norfolk enjoys a free ice cream from a giant ice cream van.

he world’s biggest ice cream van has been unveiled in Great Yarmouth. It’s part of a campaign by car maker Skoda. The van is over 20 feet long and weighs five and a half tonnes. It started in Norfolk but now is on a nationwide tour handing out out free ice creams to children wherever it goes.

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t is a question that has plagued many great thinkers for a number of years: does the rise of “healthy” frozen yogurts signal the death knell for the indulgent ice cream? Mintel Research’s latest report into the U.K.’s ice cream market said, “While sales of ice cream overall flounder, the frozen yogurt market – with its health halo – is booming, with sales having doubled between 2010 and 2013, albeit from a small base of less than one percent of the total market by value.” However, Kevin Havelock, president of refreshments at Unilever, argues that the “froyo craze” is beneficial for the ice cream market. • Sales of ice cream dropped between 2010 and 2013 • Sales of frozen yogurt doubled in the same time frame • Frozen yogurt appeals to a younger, health-conscious demographic “People are coming into ice cream that before, were a little concerned, they’re coming in via frozen yogurt,” Havelock said. “So for us, for example, Ben & Jerry’s - which is very big in frozen yogurt across the U.S. - we saw last year (that) 60 percent of the growth came through Greek yogurt, so it’s a really great addition to the market.” Indeed, Mintel’s report suggested that ice cream manufacturers in the U.K. should follow the U.S. Ben & Jerry’s model: “There is scope for manufacturers to tap into the Greek yogurt trend with frozen Greek yogurts, taking cues from the Ben & Jerry’s Greek Frozen Yogurt range in the U.S.” Mintel reports that the ice cream market grew 20 percent between 2007 and 2013 and is now worth £1.1 billion ($1.7 billion). However, this was fueled by inflation and there has been an 11 percent decline in volume sales over the period. The market saw the biggest annual decline

in 2012, with volume sales down five percent year on year. However, while the frozen yogurt market is relatively small compared to the ice cream sector, its popularity is on the rise, especially among a younger demographic. Rebecca McGuire, the founder of frozen yogurt chain Yog, which now has 12 stores in the U.K. and has a partnership with Odeon cinemas, sees a booming market, and has plans to expand into Spain and even the U.A.E. “Key to our success is the provenance, originality and quality of the product,” she told. “It’s fat free or low in fat. It’s very low in sugar. We have no artificial ingredients in the product.” When comparing one cup of vanilla ice cream with one cup of vanilla frozen yogurt, the former has 275 calories and 15 grams of fat, while the froyo contains 221 calories and 6 grams of fat. Havelock agrees that health is key to the frozen yogurt craze, but adds that luxury plays a part in this market. “People will pay for health,” Havelock said, adding, “We’re also seeing in all markets people are actually upgrading to the best that they can possibly get. For us, the fastest growth has actually been in the Magnum brand. Magnum is very much about indulgence.” With Yog looking to expand internationally, and Havelock aware of the potentials of the frozen yogurt arena, it does look like ice cream brands can maintain a dominance while also making steps to innovate in the frozen yogurt space, like Ben & Jerry’s in the U.S. The key, as always, is taste and the indulgence factor. “They’re not buying ice cream every day and when you want an occasional treat you want to really, really enjoy it, that’s so important, whether its Wall’s, Magnum or any of the frozen yogurt brands,” Havelock said.

I ce Cream Times - September - 2013

THE CONE COMPANY has set up a new facility for manufacturing of SUGAR (waffle) CONES

omemade Baker’s (India) Limited popularly known as THE CONE COMPANY has set up a new facility for manufacturing of SUGAR (waffle) CONES along with the state of art and technology based Ice Cream Sleeve Printing Press from NILPETER at 1270 Rai Industrial Area Sonepat close to Delhi. This facility is one of the latest in Cone Production in the country and has capacity to produce 70 million cone per annum and the facility comes at the time when Ice Cream manufacturers across India are eyeing on the growth witnessed by Cone segment among Impulse Packs. This new facility from Homemade in addition to their earlier existing Ice Cone producing facilities is HACCP certified. The company has a proven track record of servicing Ice Cream Industry for over a decade through its unmatchable quality of products and Services. Homemade is further adding another 50 million cones to its existing capacity in next 6 months and eyes at multiple products for the Ice Cream Industries over next two years,

Guar Gums suppliers in IndiaLucid Colloids

ucid Colloids Ltd. is a premier manufacturer of Guar Gums and hydrocolloids since 1958 based in India. They manufacture Guar Gum, modified Guar gum &, Guar Gum derivatives. We also market other gums like Xanthan, CMC, Carrageenan, Pectin, Locust Bean Gum, etc. They also manufacture blends of gums and emulsifiers for the Indian food industry (complete stabilizer systems). Recently introduced Sofeze® “all-in-one” blends for soft serve ice cream machines. Sofeze® is a dry powder pre-mix to be reconstituted in water or milk and used directly in soft ice cream machines & rapido™ “Blend-in-Cup” technology to serve a milkshake, frappe, smoothie, sorbet & lassi in 20 seconds. Lucid’s manufacturing facility is ISO 9001, ISO 22000, ISO 14001, OHSAS, Kosher and Halal Certified. Serving customers with the best quality of products and services, being innovative and proactive and committing the necessary resources to Research & Development are values that are enshrined in our Mission Statement and Quality Policy and Objectives. Lucid also has a joint venture with a Japanese Company (Taiyo Kagaku) called Taiyo Lucid where we manufacture water soluble dietary fiber from Guar (Brand: “Sunfiber”) and which is used as a nutraceutical product for fiber fortification.

Morde Foods India’s leading supplier of Chocolate products

stablished in 1983, we are at the core of Indian Cocoa & Chocolate food service market needs. With over 150 recipes in manufacture today, every second chocolate pastry or confection in India is created with Morde. We are proud of 30 years of humble food service existence and a deeply satisfying learning curve on the Cocoa & Chocolate needs. We offer wide range in Chocolates, Compounds, Chocolate Chips, Pastes, Dips, Decorations, Inclusions and Customized Products, says Mr Harshal Morde, Director.

Dukes Consumer Care Ltd. Plot.No:45, SEIE, Industrial Area, Kattedan, Hyderabad 500077. Mobil:09963970605 Land:040-24360900 Fax:040-24360902.

Barry Callebaut world’s leading manufacturer of cocoa and chocolate products

arry Callebaut is the world’s leading manufacturer of high-quality cocoa and chocolate products and represents about 6,000 employees in 27 countries, around 40 production facilities, sales of about CHF 6 billion, comprehensive competency in the art of making chocolate – from the cocoa bean to the finished chocolate products. They are the global leader in cocoa and chocolate innovations and provide a comprehensive range of services in the fields of product development, processing, training and marketing. Our company is actively engaged in initiatives and projects that contribute to a more sustainable cocoa supply chain The company has evolved from a supplier of industry and specialty chocolates for industrial and artisanal customers into a provider of integrated solutions, from the cocoa bean to the finished chocolate product, to the entire food industry. As the outsourcing partner of choice, Barry Callebaut has an estimated 40% share of sales volumes in the open market. Barry Callebaut offers more than 2,000 recipes to its customers, allowing it to cater to local taste preferences around the world. Barry Callebaut not only offers a wide choice of chocolates that are simply made for ice cream. There’s a lot more that becomes possible: tastes from hazelnut to strawberry and textures from soft to crunchy… Your ice cream preparations and Barry Callebaut are simply made for each other! And of course all Barry Callebaut products are of guaranteed superior quality, made with premium ingredients. Barry Callebaut is made to complement the unique skills of ice cream maker.

I ce Cream Times - September - 2013

EDITOR Firoz H Naqvi

CONSULTING EDITOR Basma Husain

MARKETING EXECUTIVE Brijesh Mathuria

PRODUCTION MANAGER Syed Shahnawaz

GENERAL MANAGER Gyanendra Trivedi

CIRCULATION MANAGER Seema Shaikh

Marketing & Circulation Office: 301-A, Diamond Kiran, Shrikant Dharve Marg, Naya Nagar Circle, Mira Rd (E), Mumbai-401107, T:+91-22-28555069, E:info@timesinfomedia.com, W:www.timesinfomedi.com Printed, Published By- Firoz Haider Naqvi, RNI no.-MHBIL05093/13/1/2007, Printed at Roller Act Press Services, C-163, Ground Floor, Naraina Industrial Area, Phase-1, New Delhi-110028, Reg Office: 103, Amar Jyot, Pooja Nagar, Mira Rd (E), Thane-401107, Delhi Office: F14/1, Shahin Baugh, Kalandi Kunj Rd, New Delhi-110025

“Ice Cream Times”