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A

Project Report
On
RECRUITMENT & SELECTION IN AMUL INDIA LTD.
Submitted To
UNIVERSITY OF RAJASTHAN JAI!UR
I" #$%ti$& 'u&'i&&me"t o' t(e $)$%d o' t(e de*%ee o' ++A ,+$-(e&o% o'
+u.i"e.. Admi"i.t%$tio"/
Se..io" 01223 4 1252
Submitted TO6 0 Submitted +760
M%.. Su%7$ R$.(mi R$)$t Aditi +e"i)$&
HOD, B.B.A. LORDS INTERNATIONAL ++A III7%.
Co&&e*e C(i8$"i A&)$% E"%o&&. No. 239::;<3

LORD=S INTERNATIONAL COLLE>E
CHI?ANI ,AL@AR/

!%e'$-e
Human Resource is considered to be the most valuable assets of any organization. The
performance, success or failure of the organization is greatly influenced by the uality of these
resources.Hence its customer places an unconditional trust in the company.
! have tried to e"plain in detail Re-%uitme"t & Se&e-tio" in Amu& I"di$ Limited in #elhi. The
strength of employee in #elhi office is about $%%%.! has also tried to recommend a fe&
modifications, &hich might help management to tac'le the various issue of dissatisfaction
among the group. The recruitment and selection is the major function of the human resources
department and recruitment process is the first step to&ards creating the competitive strength
and the strategic advantage for the organizations. Recruitments process involves a systematic
procedure from sourcing the candidates to arranging and conducting.
Recruitment refers to the process of finding possible candidates for a job or function,
underta'en by recruiters. !t may be underta'en by an employment agency or a member of staff
at the business or organization loo'ing for recruits. Advertising is commonly part of the
recruiting process, and can occur through several means( through ne&spapers, using
ne&spaper dedicated to job advertisement, through professional publication, using
advertisements placed in &indo&s, through a job center, through campus intervie&s, etc.
The most common &ay of measurement is the use of rating scales &here employees report
their reactions to their jobs. )uestions relate to rate of pay, &or' responsibilities, variety of
tas's, promotional opportunities the &or' itself and co*&or'ers
A-8"o)&ed*eme"t
! e"press my sincerest gratitude and than's to M%.. Su%7$ R$.(mi R$)$t ,H.O.D ++A
De#t./ for guiding me right form the inception till the successful completion of the project. !
sincerely ac'no&ledge him+her+them for e"tending their valuable guidance, support for
literature, critical revie&s of project and the report and above all the moral support he+she+they
had provided to me &ith all stages of this project.
! &ould also li'e to than' to M.. Ri-($ Su%t$&o faculty ,,A #epartment, for their help and
cooperation throughout our project.
! &ould also li'e to than's M%.D.?. +($t"$*$% at AMUL INDIA LIMITED, &ho helped me at
every step during my training period.
At last, ! &ould than' to all my family, friends and e"ecutives staff at HA-.//0 for ma'ing
valuable suggestions and giving me all sorts of help at the different stages for the preparation
of this report.
Aditi +e"i)$&
EAe-utiBe .umm$%7
AMUL means "priceless" in 0ans'rit. The brand name 1Amul,1 from the 0ans'rit 1Amoolya,1
&as suggested by a uality control e"pert in Anand. -ariants, all meaning 1priceless1, are
found in several !ndian languages. Amul products have been in use in millions of homes since
$234. Amul ,utter, Amul 5il' Po&der, Amul 6hee, Amulspray, Amul 7heese, Amul
7hocolates, Amul 0hri'hand, Amul !ce cream, 8utramul, Amul 5il' and Amulya have made
Amul a leading food brand in !ndia. 9Turnover( Rs. 4:.$$ billion in ;%%<*%2=. Today Amul is a
symbol of many things. Of high*uality products sold at reasonable prices. Of the genesis of a
vast co*operative net&or'. Of the triumph of indigenous technology. Of the mar'eting savvy of
a farmers> organisation. And of a proven model for dairy development.
5anagement of people is a tas' &e perform even in daily lives. ?ith the origin of organizations
in the society, this concept has gained importance. !t has led to the evolution of the concept of
HR5 or Human Resource 5anagement. The study emphasizes on adopting the theoretical
principles in practice to achieve employee satisfaction and productivity in the organization. !t
comprises the comprehensive analysis of the e"isting satisfaction levels of the employees and
the means to improve them further so as to have a satisfied and hence productive &or'force.
!n my project, ! found most of the respondents highly cooperative and enthusiastic about this
study but there &as a great amount of doubt in their minds regarding the outcome of the
survey. They did fear an adverse management reaction if they tal'ed something against it.
!REFACE I
AC?NO@LED>EMENT II
ECECUTIVE SUMMARY III
Co"te"t.
$. !ntroduction to the !ndustry
$;. !ntroduction to the Organization
;@. Overvie& Of 7ompany
@ @.$ ,ac'ground A 6ro&th
3 @.; 5ission A -alues
B3. Product !nformation
4B. Revie& Of Operation
: B.$ 0ales A #istribution 8et&or'
< B.; 7ompany !nformation
2 B.@ Three*Tier Amul 5odel
$% B.3 !mpact Of 5odel
$$4. !7T Application !n Amul
$; 4.$ Overvie&
$@ 4.; T)5 5odel
$3 4.@ -alue 7hain 0ystem
$B 4.3 Project 7onceptulization
$4:. Achievements Of Amul
$: :.$ Amul ,rand ,uilding
$< :.; .valuation Of !T !n Amul
$2<. 7hairmanC 0peech
;%2. Recruitment A 0election
;$ 2.$ 5eaning Of Recruitment
;; 2.; 0ources A Process
;@ 2.@ Dactors Affecting The Process
;3$%. Research 5ethodology
$%.$ Title of the 0tudy
$%.; Type of Research
$%.@ 0ample 0ize
$$.0?OT Analysis
$;. /imitation of 0tudy
$@. 7onclusion
$3. ,ibliography
I"t%odu-tio" to t(e I"du.t%7
The 6ujarat 7ooperative 5il' 5ar'eting Dederation /td, Anand 96755D= is the largest food
products mar'eting organisation of !ndia. !t is the ape" organization of the #airy 7ooperatives
of 6ujarat. This 0tate has been a pioneer in organizing dairy cooperatives and our success
has not only been emulated in !ndia but serves as a model for rest of the ?orld. Over the last
five and a half decades, #airy 7ooperatives in 6ujarat have created an economic net&or' that
lin's more than ;.< million village mil' producers &ith millions of consumers in !ndia and
abroad through a cooperative system that includes $@,$3$ -illage #airy 7ooperative 0ocieties
9-#70= at the village level, affiliated to $@ #istrict 7ooperative 5il' ProducersC Enions at the
#istrict level and 6755D at the 0tate level. These cooperatives collect on an average :.B
million litres of mil' per day from their producer members, more than :%F of &hom are small,
marginal farmers and landless labourers and include a sizeable population of tribal fol' and
people belonging to the scheduled castes.
The turnover of 6755D 9A5E/= during ;%%<*%2 &as Rs. 4:.$$ billion. !t mar'ets the
products, produced by the district mil' unions in @% dairy plants, under the reno&ned A5E/
brand name. The combined processing capacity of these plants is $$.4 million litres per day,
&ith four dairy plants having processing capacity in e"cess of $ million /itres per day. The
farmers of 6ujarat o&n the largest state of the art dairy plant in Asia G 5other #airy,
6andhinagar, 6ujarat * &hich can handle ;.B million litres of mil' per day and process $%%
5Ts of mil' po&der daily. #uring the last year, @.$ billion litres of mil' &as collected by
5ember Enions of 6755D. Huge capacities for mil' drying, product manufacture and cattle
feed manufacture have been installed. All its products are manufactured under the most
hygienic conditions. All dairy plants of the unions are !0O 2%%$*;%%%, !0O ;;%%% and HA77P
certified. 6755D 9A5E/=Cs Total )uality 5anagement ensures the uality of products right
from the starting point 9mil' producer= through the value chain until it reaches the consumer.
.ver since the movement &as launched fifty*five years ago, 6ujaratCs #airy 7ooperatives have
brought about a significant social and economic change to our rural people. The #airy
7ooperatives have helped in ending the e"ploitation of farmers and demonstrated that &hen
our rural producers benefit, the community and nation benefits as &ell.
I"t%odu-tio" to t(e O%*$"iD$tio"
Amu& ,A"$"d Mi&8 U"io" Limited/, formed in $234, is a dairy cooperative movement in !ndia.
!t is a brand name managed by an ape" cooperative organisation, 6ujarat 7o*operative 5il'
5ar'eting Dederation /td. 96755D=, &hich today is jointly o&ned by some ;.< million mil'
producers in 6ujarat, !ndia
A5E/ is based in Anand, 6ujarat and has been a sterling e"ample of a co*operative
organization>s success in the long term. !t is one of the best e"amples of co*operative
achievement in the developing economy. 1Anyone &ho has seen ... the dairy cooperatives in
the state of 6ujarat, especially the highly successful one 'no&n as A5E/, &ill naturally
&onder &hat combination of influences and incentives is needed to multiply such a model a
thousand times over in developing regions every&here.The Amu& !$tte%" has established
itself as a uniuely appropriate model for rural development. Amul has spurred the ?hite
Revolution of !ndia, &hich has made !ndia the largest producer of mil' and mil' products in the
&orld. !t is also the &orld>s biggest vegetarian cheese brand
.
Amul is the largest food brand in !ndia and &orld>s /argest Pouched 5il' ,rand &ith an annual
turnover of E0 H$%B% million 9;%%4*%:=. 7urrently Amul has ;.< million producer members &ith
mil' collection average of $%.$4 million litres per day. ,esides !ndia, Amul has entered
overseas mar'ets such as 5auritius, EA., E0A, ,angladesh, Australia, 7hina, 0ingapore,
Hong Iong and a fe& 0outh African countries. !ts bid to enter Japanese mar'et in $223 had
not succeeded, but no& it has fresh plans of flooding the Japanese mar'ets
KBL
. Other potential
mar'ets being considered include 0ri /an'a.
#r -erghese Iurien, former chairman of the 6755D, is recognised as the man behind the
success of Amul. On $% Aug ;%%4 Parthi ,hatol, chairman of the ,anas'antha Enion, &as
elected chairman of 6755D
.

OVERVIE@ OF AMUL INDIA LTD
COM!ANY +AC?>ROUND AND >RO@TH

GCMMF: An Overview
6ujarat 7ooperative 5il' 5ar'eting Dederation 96755D= is !ndia>s largest food products
mar'eting organisation. !t is a state level ape" body of mil' cooperatives in 6ujarat &hich aims
to provide remunerative returns to the farmers and also serve the interest of consumers by
providing uality products &hich are good value for money.
Membe%.6 $@ district cooperative mil' producers>
Enion
No. o' !%odu-e% Membe%.6 ;.:2 million
No. o' Vi&&$*e So-ietie.6 $@,@;<
Tot$& Mi&8 ($"d&i"* -$#$-it76 $$.;; million litres per day
Mi&8 -o&&e-tio" ,Tot$& 0 122E02:/6 @.%B billion litres
Mi&8 -o&&e-tio" ,D$i&7 ABe%$*e 122E0
2:/6
<.3 million litres
Mi&8 D%7i"* C$#$-it76 4;4 5ts. per day
C$tt&e'eed m$"u'$-tu%i"* C$#$-it76 @B%% 5ts per day
S$&e. Tu%"oBe% R. ,mi&&io"/ US F ,i" mi&&io"/
$223*2B $$$3% @BB
$22B*24 $@:2% 3%%
$224*2: $BB3% 3B%
$22:*2< $<<3% 3BB
$22<*22 ;;$2; 32@
$222*%% ;;$<B 32@
;%%%*%$ ;;B<< B%%
;%%$*%; ;@@4B B%%
;%%;*%@ ;:3B: B:B
;%%@*%3 ;<23$ 4$4
;%%3*%B ;2;;B 4:;
;%%B*%4 @::@4 <B%
;%%4*%: 3;::< $%B%
;%%:*%< B;BB3 $@;B
;%%<*%2 4:$$@ $B%3
Li.t o' !%odu-t. M$%8eted6
+%e$d.#%e$d.6
Amul ,utter
Amul /ite /o& Dat ,readspread
Amul 7oo'ing ,utter
C(ee.e R$"*e6
Amul Pasteurized Processed 7heddar 7heese
Amul Processed 7heese 0pread
Amul Pizza 95ozarella= 7heese
Amul 0hredded Pizza 7heese
Amul .mmental 7heese
Amul 6ouda 7heese
Amul 5alai Paneer 9cottage cheese=
Etterly #elicious Pizza
Mit($ee R$"*e ,Et("i- .)eet./6
Amul 0hri'hand 95ango, 0affron, Almond Pistachio, 7ardamom=
Amul Amra'hand
Amul 5ithaee 6ulabjamuns
Amul 5ithaee 6ulabjamun 5i"
Amul 5ithaee Iulfi 5i"
Avsar /adoos
UHT Mi&8 R$"*e6
Amul 0ha'ti @F fat 5il'
Amul Taaza $.BF fat 5il'
Amul 6old 3.BF fat 5il'
Amul /ite 0lim*n*Trim 5il' %F fat mil'
Amul 0ha'ti Toned 5il'
Amul Dresh 7ream
Amul 0no&cap 0ofty 5i"
!u%e >(ee6
Amul Pure 6hee
0agar Pure 6hee
Amul 7o& 6hee
I"'$"t Mi&8 R$"*e6
Amul !nfant 5il' Dormula $ 9%*4 months=
Amul !nfant 5il' Dormula ; 9 4 months above=
Amulspray !nfant 5il' Dood
Mi&8 !o)de%.6
Amul Dull 7ream 5il' Po&der
Amulya #airy ?hitener
0agar 0'immed 5il' Po&der
0agar Tea and 7offee ?hitener
S)eete"ed Co"de".ed Mi&86
Amul 5ithaimate 0&eetened 7ondensed 5il'
F%e.( Mi&86
Amul Taaza Toned 5il' @F fat
Amul 6old Dull 7ream 5il' 4F fat
Amul 0ha'ti 0tandardised 5il' 3.BF fat
Amul 0lim A Trim #ouble Toned 5il' $.BF fat
Amul 0aathi 0'immed 5il' %F fat
Amul 7o& 5il'
Cu%d !%odu-t.6
Mogi 0&eetened Dlavoured #ahi 9#essert=
Amul 5asti #ahi 9fresh curd=
Amul 5asti 0piced ,utter 5il'
Amul /assee
Amu& I-e-%e$m.6
Ro7$& T%e$t R$"*e 9,utterscotch, Rajbhog, 5alai Iulfi=
Nut0o0M$"i$ R$"*e 9Iaju #ra'sh, Iesar Pista Royale, Druit ,onanza, Roasted
Almond=
N$tu%eG. T%e$t 9Alphanso 5ango, Dresh /itchi, 0hahi Anjir, Dresh 0tra&berry, ,lac'
7urrant, 0antra 5antra, Dresh Pineapple=
Su"d$e R$"*e 95ango, ,lac' 7urrant, 0undae 5agic, #ouble 0undae=
A..o%ted T%e$t 97hocobar, #ollies, Drosti', !ce 7andies, Tricone, 7hococrunch,
5egabite, 7assatta=
Utte%&7 De&i-iou. 9-anila, 0tra&berry, 7hocolate, 7hocochips, 7a'e 5agic=
C(o-o&$te & Co"'e-tio"e%76
Amul 5il' 7hocolate
Amul Druit A 8ut 7hocolate
+%o)" +eBe%$*e6
8utramul 5alted 5il' Dood
Mi&8 D%i"86
Amul Iool Dlavoured 5il' 95ango, 0tra&berry, 0affron, 7ardamom, Rose, 7hocolate=
Amul Iool 7afe
Amul Iool Io'o
Amul Kool Millk Shaake (Mango, Strawberry, Badam, Banana)
Health Beverage:
Amul 0ha'ti ?hite 5il' Dood
MISSION1212
0i" decades ago, 0ardar Patel had envisioned that dairy cooperative movement could liberate
our farmers from economic oppression and lead them to prosperity. His dream &as carried
for&ard by far*sighted and visionary leaders li'e 0hri Tribhuvandas Patel and 0hri 5otibhai
7haudhary, &ho selflessly dedicated their entire lives to this noble cause. Through his
professional acumen and meticulous planning, as &ell as leadership s'illsN #r. -erghese
Iurien successfully translated this dream into reality. !n early $2B%Cs, &hen our cooperative
movement &as still in its infancy, #r. Iurien created the grand design for an ape" mar'eting
federation for dairy cooperatives of 6ujarat. After ;% years of persistent efforts, this
organization too' concrete shape in $2:@ and has today transformed into a E0H $.3 billion
dairy giant.
0ince the foundations of our organization are rooted in the process of systematic long*term
planning, &e have also attempted to emulate the same, in an effort to design our future
architecture. As &e ta'e confident strides to&ards a grand tomorro&, &e need a vision &hich
&ill force us to challenge ourselves and stretch our imagination. !n order to achieve uantum
and e"ponential gro&th, this vision must be bac'ed up by a concrete action plan, &hich is
grounded in reality. !n vie& of gro&th in business volumes and related comple"ities, it is
pertinent that &e have a clear vision for the ne"t $% years. This &ill enable all relevant
sta'eholders to align themselves to a common gro&th platform. !n line &ith objective, &e have
prepared a comprehensive roadmap to guide dairy cooperatives of 6ujarat to a glorious future,
in the year ;%;%.
This plan, appropriately titled O5ission ;%;%P, envisages that the dairy cooperatives of 6ujarat
&ill have a group turnover of Rs. ;:%%% crores by the year ;%;%. This &ill be a three*fold
increase over our current group turnover of appro". Rs. 24%% crores. ?ith further e"pansion of
cooperative net&or', increase in number and productivity of milch animalsN 5il' production in
our mil' shed area &ill increase to ;@$ la'h 'g per day 9;@.$ million 'g per day=, at an annual
gro&th rate of 3F. ?e &ill be strengthening our mil' procurement infrastructure by installing
,ul' 5il' 7hillers and Automatic 5il' 7ollection 0ystems in all our village cooperative
societies. This &ill enhance our mil' procurement capacity in such a &ay, that &e easily collect
as much as $2B la'h 'g per day 9$2.B million 'g per day= of mil' in the pea' flush season.
Through e"pansion of distribution net&or', creative mar'eting, consumer education and
product innovation, &e &ill leverage effectively on rising income levels and gro&ing affluence
among !ndian consumers. ?hile e"panding mar'ets for our e"isting products, &e &ill create
fresh avenues for gro&th by tapping the rising demand for ne& value*added products. 0pecial
emphasis &ill be given to strengthening our presence in the large mar'et for liuid mil', in
metropolitan cities. 0atellite dairies &ith combined processing and liuid mil' pac'aging
capacity of B% /IP# &ill be established in major metro mar'ets. Our objective is to ensure that
the ma"imum share of the consumerCs rupee goes bac' to the mil' producers.
!n vie& of the high demand and procurement projections, &e plan to double to processing
capacity of our dairy plants to ;%.: million 'g per day, by ;%;%. This &ould include multi*fold
capacity e"pansion for major product categories including mil' po&ders, !ce*cream, paneer,
cheese, ethnic s&eets, curd, ghee and other dairy products. 5il' drying capacity &ill also be
enhanced by ;%% 5Ts per day, to process additional mil' in the pea' season. Dor increasing
mil' production, it is vital to provide nutritious feed to milch animals. Dor this reason, &e plan to
e"pand our cattlefeed manufacturing capacity, more than four times to $;%%% 5Ts per day, by
;%;%. At current prices, total investments envisaged for creating all the reuired infrastructure
&ould be Rs. ;4%% crores 9Rs. ;4 billion= till the year ;%;%. ! am glad to inform you that the
plan ;%;% has been shared &ith all the member unions. !t has also been discussed in the
respective boards and necessary resolutions for investments have also been ta'en. This
detailed plan &ill serve as our comprehensive roadmap for the ne"t ten years and &ill ensure a
glorious future for our dairy cooperatives.
?e are &ell poised to lead the !ndian dairy cooperative sector to a position of eminence in our
national economy. Our efforts &ill ultimately serve to bolster the rural economy, &hich can then
create an effective shield to protect our nation from any future economic crises. ?e &ill
succeed in our endeavor &ith positive and continued support and encouragement from all the
government uarters, as has happened in the past. The very foundation of any cooperative
organization is a transparent and fair democratic electoral process ta'ing place at the
scheduled intervals for the cooperative structures to survive and faith of its member remain
intact, it is imperative that elections to various tiers of the cooperatives ta'e place on schedule.
VALUES
7ustomer #elight
A commitment to surpassing our
7ustomer e"pectations.
/eadership by ."ample
A commitment to set standards in our
business and transactions based on
mutual trust.
!ntegrity and Transparency
A commitment to be ethical, sincere and
open in our dealings.
Pursuit of ."cellence
A commitment to strive relentlessly,
to constantly improve ourselves, our
teams, our services and products so as
to become the best in class.
CO0O!ERATIVE DEVELO!MENT !RO>RAMME
#uring the last 8ine years, our 5ember Enions are implementing !nternal 7onsultant
#evelopment 9!7#= intervention for developing self leadership among member producers and
there by enabling them to manage their dairy business efficiently leading to their overall
development.
#uring the year, 5ember Enions continued to implement the module on -ision 5ission
0trategy 9-50= for primary mil' producer members A -illage #airy 7ooperatives. Dacilitated
by specially trained consultants, :@4 -illage #airy 7ooperative 0ocieties 9-#70= have
conducted their -ision 5ission 0trategy ?or'shops, prepared their 5ission 0tatements A
,usiness Plans for ne"t five years. Till today total 4%$; -#70 have prepared their mission
statement and ,usiness plan. 5ember unions are revie&ing this business plan every year
under -50 annual revisit programme and facilitate -#70 to prepare action plan for ne"t year
to propel the momentum gained through -50.
!n order to strengthen 'no&ledge and s'ill base of young girls and &omen of the villages about
mil' production managementN Dederation, &ith technical collaboration and resources of Anand
Agriculture Eniversity, has initiated O5ahila Pashupalan Talim Iarya'ramP for &omen resource
persons of the member unions and during the year, 3<4 &omen resource person have been
trained under this programme.
C&e$" Mi&8 !%odu-tio"
Dor strengthening infrastructure for uality and clean mil' production and to install ,ul' 5il'
7oolers at -#70, our member unions have submitted project proposals to #epartment of
Animal Husbandry, #airying A Disheries, 9#P 0ection=, 5inistry of Agriculture, 6overnment of
!ndia. Ender the project, 6overnment of !ndia has already sanctioned financial assistance of
more than Rs. ;< crore and our member unions have already received financial assistance of
morethanRs.$$.@4crore.
Fe%ti&it7 Im#%oBeme"t !%o*%$m
The ,oard of #irectors of Dederation, considering a long term vision for reducing infertile
animal from their mil'shed, decided to implement Dertility !mprovement Programme 9D!P= from
year ;%%:*%<. The D!P concept has an integrated design to overcome animal nutritional,
gynecological, and animal health related problems.
To implement D!P, mil' unions have deployed 33 D!P teams of veterinary consultants and they
are &or'ing in $24% villages. !n the first year they have registered :;2%3 and in second year
they have registered :%3@B O8on Pregnant 8ot 7alved .ven OnceP and O8on*pregnant #ryP
milch cattles and buffaloes under D!P, out of &hich B;;:; milch animals has become pregnant.
D!P is being monitored through &&&.amul.org.in. D!P has helped mil' producers to convert
their unproductive milch animals to productive one and also by adopting scientific animal
husbandry practices they are earning more at less cost.
Su.t$i"$b&e e-o&o*i-$& deBe&o#me"t
?ith a target of planting three trees per member, our member unions celebrated 4$st year of
!ndependence, $Bth August ;%%< in a uniue &ay and our members have planted B;.:3 la'h
sapling across ;$ districts of 6ujarat. #uring last t&o years, our members have planted more
than :$.4B la'h trees and demonstrated their commitment to&ards preserving and contributing
to improvement of the environment. Dor this activity, &e have received O6ood 6overnance
a&ardP from O0rishtiP during year ;%%: as &ell as ;%%<.
INFORMATION TECHNOLO>Y INTE>RATION
6755D has further advanced its !nformation Technology solutions by lin'ing all the 5il'
Plants of the member unions &ith its customized .RP 0ystem 9.!A0 A ?eb .!A0= to improve
the liuid mil' mar'eting operations. The Dederation has also enhanced the Dinancial 7ontrol
0ystem in .!A0. !t has also developed 0ales Performance 5onitoring 0ystem across various
levels.
Durther to smoothen business operations across the supply chain and strengthen the lin'ages
bet&een 6755D and its 5ember Enions, your Dederation has decided to implement common
.RP system for entire enterprise.
Mour Dederation has also developed OOnline 7attle Deed Ra& 5aterial Pricing+7ontract
!nformation 0haring 0ystemP to enable smooth collaboration bet&een member unions for
purchase of 7attle Deed ra& material.
6755D has further advanced the use of 6eographical !nformation systems by enhancing the
6!0 application and implementing 6!0 based 0ales Analytics solution across various offices. !t
has also developed a 6!0 based #ecision 0upport 0ystem 9#00= for the top management for
effective A geographically monitoring of the sales performance of ?#s, A#As, Retailers, and
Products etc.
!%odu-t. I"'o%m$tio"
AMUL means "priceless" in 0ans'rit. The brand name 1Amul,1 from the 0ans'rit 1Amoolya,1
&as suggested by a uality control e"pert in Anand. -ariants, all meaning 1priceless1, are
found in several !ndian languages. Amul products have been in use in millions of homes since
$234. Amul ,utter, Amul 5il' Po&der, Amul 6hee, Amulspray, Amul 7heese, Amul
7hocolates, Amul 0hri'hand, Amul !ce cream, 8utramul, Amul 5il' and Amulya have made
Amul a leading food brand in !ndia. 9Turnover( Rs. 4:.$$ billion in ;%%<*%2=. Today Amul is a
symbol of many things. Of high*uality products sold at reasonable prices. Of the genesis of a
vast co*operative net&or'. Of the triumph of indigenous technology. Of the mar'eting savvy of
a farmers> organisation. And of a proven model for dairy development.
+%e$d S#%e$d.
Amu& +utte%
Etterly ,utterly #elicious
Amu& Lite
/o& fat, lo& 7holesterol
,read 0pread
De&i-iou. T$b&e
M$%*$%i"e
The #elicious &ay to eat
healthy
Mi&8 D%i"8.
Amu& ?oo& Mi&&8 S($$8e Amu& ?oo&
Amu& ?oo& C$'e ?oo& ?o8o
A delight to 7hocolate
/overs. #elicious
7hocolate taste
Nut%$mu& E"e%*7 D%i"8
A drin' for Iids *
provides energy to suit
the needs of gro&ing
Iids
Amu& ?oo& C(o-o&$te
Mi&8
Amu& ?oo& F&$Bou%ed
+ott&ed Mi&8
Amu& ?oo& F&$Bou%ed
Tet%$ !$-8
Amu& M$.ti S#i-ed
+utte%mi&8
Amul introduces the ,est
Thirst )uenching #rin'
Amu& L$..ee
Amu& ?oo& T($"d$i
!o)de% Mi&8
Amu& S#%$7 I"'$"t Mi&8
Food
0till, 5other>s 5il' is ,est
for your baby
Amu& I".t$"t Fu&& C%e$m
Mi&8 !o)de%
A dairy in your home
S$*$% S8immed Mi&8
!o)de%
?hich is especially useful
for diet preparations or for
use by people on lo&
calorie and high protein
diet.
S$*$% Te$ Co''ee
@(ite"e%
Amu&7$ D$i%7 @(ite"e%
The Richest, Purest #airy
?hitener

F%e.( Mi&8
Amu& F%e.( Mi&8
This is the most hygienic
mil' available in the mar'et.
Pasteurised in state*of*the*
art processing plants and
pouch*pac'ed for
convenience.
Amu& >o&d Mi&8
Amu& T$$D$ Doub&e
To"ed Mi&8
Amu& Lite S&im $"d T%im
Mi&8
Amu& F%e.( C%e$m Amu& S($8ti To"ed Mi&8
Amu& C$&-iH Amu& +utte%mi&8
C(ee.e
Amu& !$.teu%i.ed
!%o-e..ed C(ee.e
$%%F -egetarian 7heese
made from microbial rennet
Amu& C(ee.e S#%e$d.
Tasty 7heese 0preads in @
great flavours..
Amu& Emme"t$& C(ee.e
The 6reat 0&iss 7heese
from Amul, has a s&eet*dry
flavour and hazelnut aroma
Amu& !iDD$ MoDD$%e&&$
C(ee.e
Pizza cheese...ma'es great
tasting pizzasQ
>oud$ C(ee.e

Fo% Coo8i"*
Amu& 9 S$*$% !u%e >(ee
5ade from fresh cream. Has
typical rich aroma and
granular te"ture. An ethnic
product made by dairies &ith
decades of e"perience.
Coo8i"* +utte%
Amu& M$&$i !$"ee%
Ready to coo' paneer to
ma'e your favourite recipesQ
Utte%&7 De&i-iou. !iDD$
Mit($i M$te
0&eetened 7ondensed 5il' *
Dree flo&ing and smooth
te"ture. ?hite to creamy
color &ith a pleasant taste.
M$.ti D$(i
!%o0bioti- D$(i
De..e%t.
Amu& I-e C%e$m.
Premium !ce 7ream made in
various varieties and flavours
&ith dry fruits and nuts.
Amu& S(%i8($"d
A delicious treat, anytime.
Amu& Mit($ee >u&$b
J$mu".
Pure Ihoya 6ulab
Jamums...best served piping
hot.
Amu& C(o-o&$te.
The perfect gift for someone
you love.
Amu& +$.u"di

T(e +i%t( o' Amu& $"d deBe&o#me"t o' I"di$=. D$i%7 Coo#e%$tiBe MoBeme"t
The birth of Amul at Anand provided the impetus to the cooperative dairy movement in the
country. The Iaira #istrict 7ooperative 5il' ProducersC Enion /imited &as registered on
#ecember $3, $234 as a response to e"ploitation of marginal mil' producers by traders or
agents of e"isting dairies in the small to&n named Anand 9in Iaira #istrict of 6ujarat=. 5il'
Producers had to travel long distances to deliver mil' to the only dairy, the Polson #airy in
Anand. Often mil' &ent sour as producers had to physically carry the mil' in individual
containers, especially in the summer season. These agents arbitrarily decided the prices
depending on the production and the season. 5il' is a commodity that has to be collected
t&ice a day from each co&+buffalo. !n &inter, the producer &as either left &ith surplus + unsold
mil' or had to sell it at very lo& prices. 5oreover, the government at that time had given
monopoly rights to Polson #airy 9around that time Polson &as the most &ell 'no&n butter
brand in the country= to collect mil' from Anand and supply it to ,ombay city in turn. !ndia
ran'ed no&here amongst mil' producing countries in the &orld in $234.
Angered by the unfair and manipulative trade practices, the farmers of Iaira #istrict
approached 0ardar -allabhbhai Patel 9&ho later became the first #eputy Prime 5inister and
Home 5inister of free !ndia= under the leadership of the local farmer leader Tribhuvandas
Patel. 0ardar Patel advised the farmers to form a 7ooperative and supply mil' directly to the
,ombay 5il' 0cheme instead of selling it to Polson 9&ho did the same but gave lo& prices to
the producers=. He sent 5orarji #esai 9&ho later became Prime 5inister of !ndia= to organize
the farmers. !n $234, the farmers of the area &ent on a mil' stri'e refusing to be further
oppressed. Thus the Iaira #istrict 7ooperative &as established to collect and process mil' in
the #istrict of Iaira in $234. 5il' collection &as also decentralized, as most producers &ere
marginal farmers &ho &ere in a position to deliver $*; litres of mil' per day. -illage level
cooperatives &ere established to organize the marginal mil' producers in each of these
villages.
The 7ooperative &as further developed A managed by #r. - Iurien along &ith 0hri H 5
#alaya. The first modern dairy of the Iaira Enion &as established at Anand 9&hich popularly
came to be 'no&n as A5E/ dairy after its brand name=. !ndigenous RA# and technology
development at the 7ooperative had led to the successful production of s'immed mil' po&der
from buffalo mil' G the first time on a commercial scale any&here in the &orld. The foundations
of a modern dairy industry in !ndia &ere thus laid since !ndia had one of the largest buffalo
populations in the &orld.
The success of the dairy co*operative movement spread rapidly in 6ujarat. ?ithin a short span
five other district unions G 5ehsana, ,anas'antha, ,aroda, 0abar'antha and 0urat &ere
organized. !n order to combine forces and e"pand the mar'et &hile saving on advertising and
avoid a situation &here mil' cooperatives &ould compete against each other it &as decided to
set up an ape" mar'eting body of dairy cooperative unions in 6ujarat. Thus, in $2:@, the
6ujarat 7o*operative 5il' 5ar'eting Dederation &as established. The Iaira #istrict 7o*
operative 5il' ProducersC Enion /td. &hich had established the brand name A5E/ in $2BB
decided to hand over the brand name to 6755D 9A5E/=. ?ith the creation of 6755D
9A5E/=, &e managed to eliminate competition bet&een 6ujaratCs cooperatives &hile
competing &ith the private sector as a combined stronger force. 6755D 9A5E/= has ensured
remunerative returns to the farmers &hile providing consumers &ith products under the brand
name A5E/.
This &as possible due to the leadership of the founder 7hairman of A5E/, Tribhuvandas Patel
and the vision of the father of the ?hite Revolution, #r. -erghese Iurien &ho &or'ed as a
professional manager at A5E/.
#r. -erghese Iurien, the ?orld Dood Prize and the 5agsaysay A&ard &inner, is the architect
of !ndiaCs ?hite Revolution, &hich helped !ndia emerge as the largest mil' producer in the
&orld.
!mpressed &ith the development of dairy cooperatives in Iaira #istrict A its success, 0hri /al
,ahadur 0hastri, the then Prime 5inister of !ndia during his visit to Anand in $243, as'ed #r. -
Iurien to replicate the Anand type dairy cooperatives all over !ndia. Thus, the 8ational #airy
#eveloped ,oard &as formed and Operation Dlood Programme &as launched for replication of
the Amul 5odel all over !ndia.
Operation Dlood, the &orldCs largest dairy development programme, is based on the
e"perience gained from the RAmul 5odelC dairy cooperatives. The facilities at all levels are
entirely farmer*o&ned. The cooperatives are able to build mar'ets, supply inputs and create
value*added processing. Thus, Amul 5odel cooperatives seem to be the most appropriate
organizational force for promoting agricultural development using modern technologies and
professional management and thereby generating employment for the rural masses and
eradicating poverty in these undeveloped areas. !ndia has already demonstrated the
superiority of this approach.
R.-!.? OD OP.RAT!O80
MIL? !ROCUREMENT
Total mil' procurement by our member unions during the year ;%%<*%2 averaged <:.$2 la'h
'ilograms 9 <.: million 'g= per day, representing a uantum gro&th of $3.<: per cent over
:B.2% la'h 'ilograms 9 :.4 million 'g= per day achieved during ;%%:*%<. This high gro&th of
$3.<: per cent in mil' procurement has been achieved, after an impressive gro&th of $;.2 per
cent, last year. The highest procurement as usual, &as recorded during January ;%%2 at
$$3.;3 la'h 'ilograms 9$$.$3 million 'g= per day. ?e have also successfully demonstrated our
ability to process almost $$ million litres of mil' per day.
SALES
#uring the year, sales of our Dederation registered a uantum gro&th of ;:.: per cent to reach
Rs.4:$$.@$ crores 9 Rs.4:.$$ billion=. /ast year, our turnover &as Rs. B;BB.3$ crores 9Rs.
B;.BB billion=. This is an e"tremely impressive gro&th, &hen vie&ed from the perspective of
;;.2 per cent gro&th that &e had achieved in ;%%:*%<.
! am also pleased to note that our Dederation has done remar'ably &ell in most of the value
added consumer pac's. 0ales of Amul 5il' in pouches have gro&n by 33F in value terms.
EHT mil' has also sho&n an impressive gro&th of ;4F. Our sales in Amul Processed 7heese
have sho&n consistent and very impressive gro&th of ;BF. Amul !ce*cream has sho&n an
impressive gro&th of $4 per cent in value terms over the last year. At the same time &e have
remained 8o. $ !ce*cream brand in !ndia leaving a &ide gap &ith the nearest competitor. !n the
!nfant 5il' Dood category, our brand Amulspray registered a gro&th of ;%F. !n the dairy
&hitener segment, Amulya recorded a gro&th of almost $;F. ?e managed to achieve $: per
cent value gro&th in ,utter, despite intense competition in this category. !n our effort to ensure
that all sections of our society are able to afford Amul ,utter, &e have given special emphasis
to lo& unit value pac's.
RETAILIN>
The concept of Amul parlors initiated in ;%%; has come a long &ay and has today, evolved into
the most visible face of brand Amul. The net&or' of more than 3%%% parlors in almost all major
to&ns of the country bears testimony to the fact that the model is hugely scalable and
inherently sustainable. This retailing initiative has not only enabled us to interface directly &ith
consumer, it has also helped us in our endeavor to reduce middle*men from the supply chain.
The addition of more than ;%%% parlors during the current year is largely attributed to our
channel partners i.e. our &holesale distributors &ho have embraced the concept by starting
their o&n parlors and also motivated franchises to create parlors for meaningful employment.
The relentless focus on e"pansion of Amul parlors is no& paying us rich dividends. The
retailing business alone fetched us a sales turnover of more than Rs.;%% 7rores during the
current year. 5oreover, these parlors also provide us &ith an effective platform to introduce all
the innovative products that &e launch, every year.
?e have also made giant strides for&ard in reaching out to millions of rail&ay commuters by
setting up more than B% Amul stalls across major rail&ay stations of the country. The !ndian
Rail&ays have also recognized our efforts and &ith active support from !R7T7, &e plan to set
up another @%% rail&ay parlors during the coming year.
!ce*cream scooping parlors, the latest addition to the retailing revolution are yet another
bloc'buster from the house of Amul. ?e e"pect to add ;%% more parlors in the coming year.
Ta'ing cue from the success of our parlors, commitment from our sales team and all our
channel partners dealing in mil', ice*cream and dairy productsN &e plan to ta'e the total tally of
Amul parlors to $%%%% by adding 4%%% parlors during the coming financial year.
EC!ORT
#espite unfavorable conditions in international dairy mar'et, our e"port business reached
Rs.$@@ crores against Rs.$;B crore last year. ?e have further consolidated our gro&th in
consumer products including Paneer, ,utter, 7heese, EHT 5il' etc. This is e"tremely
encouraging and indicates the high trust that our customers place in Amul ,rand. ?e have not
been able to e"port 5il' Po&der in bul' pac'ing in larger uantity due to fall of &orld mar'et
prices by nearly B%F as compared to previous year.
#!0TR!,ET!O8 8.T?ORI
Over a period of time &e have built uniue capabilities of distributing Ambient, 7hilled, Drozen
and Dresh products simultaneously through our versatile distribution high&ays. Today, @B%%
#istributors for -alue added mil' products, $<%% #istributors for Dresh 5il', ensure that Amul
Products are available to all segments of consumers in !ndia through more than ; 5illion
outlets.
To enhance further efficiency in distribution, t&o 'ey initiatives have been ta'en during the
year. Dirstly, &e e"panded competency based distribution by inducting about @%% #istributors
having e"pertise in servicing specific mar'et segments and secondly, &e are poised to divide
the value added product lines amongst three sets of #istributors to cater to the same mar'et.
This is going to give us more and more competitive advantage.
!n Dederation, our distributor is considered to be the real 5ar'eting 5anager. To update them
&ith modern mar'eting concept a &or'shop on 5ar'eting and 0ales 5anagement is being
conducted in collaboration &ith a premier business school. 0o far, $$%% #istributors have been
benefited from this &or'shop.
0/#P 90elf /eadership #evelopment Programme= for #istributor is another major initiative
ta'en during the year primarily &ith objective of training them to implement T)5 at their and at
the retailer level. This &ill ultimately serve to bring all 0ta'e holders under common platform in
0trategic Planning Process of the Organization and to develop 0elf /eadership amongst each
individual #istributor.
Our Amul Matra Programmes ensure that our every ne& distributor and other business
partners visit Anand to get an e"posure to our co*operative structure, our culture as &ell as our
operational systems and processes. The initiative continued this year as &ell and so far, about
:3%% #istributors and other business associates have visited Anand on Amul Matra.
?hole 0ale #epots, Retailers, #irect consumer ,ase
De#ot. De#ot.
Io"e. Io"e.
5ember
#airies
0upplier Transport
Retail ,;,
,;7
Portal
.RP
#!0I
.!A0
6!0
!nternet
SCM
HO
e*e"perience of Amul
directly interact and give their feedbac' using product names, &hich &ill be
ans&ered by the respective product manager &ill ma'e customer happy.
/ocal participation( 0ystems and Actual Achievement
?ithout the local support 6755D may not achieve the 'ind of results, &hich it is
achieving today. The cooperative movement in !ndia especially at 6ujarat gave birth
to the village cooperatives. These village cooperatives started operating before the
freedom has come to !ndia. .ven today the commitment level of the villagers doesnCt
seem to be tainted. 6755D/ is trying to increase the confidence levels of the
farmers on the cooperative setting. The philosophy of 6755D/ G ?eCre &or'ing for
the farmers G is embibed in every employee of it. Dor years the 6755D philosophy
remained same &here as the approach 'ept on changing according to times.
The major portion of the villagers those &ho deposit mil' in cooperatives are
illiterates. 5a'ing them feeling the need for systems is uite a difficult tas' and
ma'ing them to manage the systems for the operations of mil' chilling centers is
much more difficult. 6755D made it possible by incubating the Total )uality
approach to the village cooperatives. !t 'ept alive the desire to e"cel feelings of
farmers. 6755D is no& able to manage the highest supply of mil' in optimized &ay.
The maintenance of the supplier and distributor net&or' is crucial especially in the
case &hen the company has a perishable product in its portfolio. ?ith the
involvement of high*speed net&or's in place 6755D is capitalizing on this. ,ut all
&ithout the support of the beneficiary here in case the farmer of 6ujaratN it is
impossible for any organization to climb up in the mar'et. 6755D mentors the
farmers to&ards effective output delivery. The farmer follo&s the guidelines provided
by 6755D and gives them the uality supply. Dinally 6755D is able to manage this
all 'inds of comple" tas's because of systems in place and more than that the
people participation. !nstances sho& us the empo&erment levels of member unions
of 6755D. The ,anas dairy G Palampur is situated in north 6ujarat, &hich is an
underdeveloped region of 6ujarat. 5any parts of the district are yet to be covered by
the communication media. Enfortunately no one had ta'en initiatives to build right
communication infrastructure as on date. Ender this scenario, ,anas dairy
implemented a project in the rural area called O7hiraag ,anas !nternet 0e&aP in local
language G 6ujarati. This project of ,anas dairy provides the !nternet access to the
rural in their language by using &ireless technologies. They propose to provide
e*e"perience of Amul
services li'e .*5ail, Job &or's, .ntertainment, Off*/ine education and basic
computer education for the village children. This education is related to animal
husbandry, &atershed management, health A 0anitation, medical assistance and
information related to various government schemes and procedures. These very
efforts &ill ma'e this A57E0 centers a communication point to the e"ternal &orld.
There are already some tie*ups made &ith the government authorities for the
government procedures. This reduces the time spent at the government offices
drasticallyN moreover it attracts the village cro&d to ta'e part in cooperative
activities. The implementation is also trying top rope in some private sector
companies to provide the farmer reliable information.
7ritical 0uccess Dactors( 5anagement Practices and /earning at 6755D/
6755D/Cs management practices and the strong commitment of 6ujarat farmers to
the 6755D/ are t&o basic reasons of 6755D/Cs success in implementing !T.
Though initially Amul has faced certain basic problems such as user acceptancy. ?ith
strong commitment to&ards change, 6755D &as able to overcome all of the
problems and successfully marched into ne& era.
Here are the reasons for AmulCs success. -arious reasons account for this scenario.
0ome of them are very critical for the success of this model in 6ujarat and the !T
!nitiatives implemented by 6755D(
STTthe 0trong and 7ommitted 6ujarat Darmer to&ards cooperative movement
STTthe Total )uality 5anagement initiatives of 6755D/
STTthe strong &or' culture of 6755D/
STTdynamic leadership and die*hard follo&ers
STTlocal administration
STTe"tensive training
STTuser G friendly hard&are and soft&are technology and
STTthe effective communication channels employed by 6ujarat 7ooperative 5il'
5ar'eting Dederation /td to educate the farmer
The ever Rraring to goC attitude of 6755D/ made it to pass on the benefits that it
secured over a time, do&n the line to the mil' producer &ith specific cautions .

>CMMF Tod$7
6755D is !ndia>s largest food products mar'eting organisation. !t is a state level ape" body of
mil' cooperatives in 6ujarat, &hich aims to provide remunerative returns to the farmers and
also serve the interest of consumers by providing uality products, &hich are good value for
money. 6755D mar'ets and manages the Amul brand. Drom mid*$22%s Amul has entered
areas not related directly to its core business. !ts entry into ice cream &as regarded as
successful due to the large mar'et share it &as able to capture &ithin a short period of time *
primarily due to the price differential and the brand name. !t also entered the Pizza business,
&here the base and the recipes &ere made available to restaurant o&ners &ho could price it
as lo& as @% rupees per pizza &hen the other players &ere charging up&ards of $%% rupees.
Com#$"7 i"'o
The 6ujarat 7ooperative 5il' 5ar'eting Dederation /td, Anand 96755D= is the largest food
products mar'eting organisation of !ndia. !t is the ape" organization of the #airy 7ooperatives
of 6ujarat. This 0tate has been a pioneer in organizing dairy cooperatives and our success
has not only been emulated in !ndia but serves as a model for rest of the ?orld. Over the last
five and a half decades, #airy 7ooperatives in 6ujarat have created an economic net&or' that
lin's more than ;.< million village mil' producers &ith millions of consumers in !ndia and
abroad through a cooperative system that includes $@,$3$ -illage #airy 7ooperative 0ocieties
9-#70= at the village level, affiliated to $@ #istrict 7ooperative 5il' ProducersC Enions at the
#istrict level and 6755D at the 0tate level. These cooperatives collect on an average :.B
million litres of mil' per day from their producer members, more than :%F of &hom are small,
marginal farmers and landless labourers and include a sizeable population of tribal fol' and
people belonging to the scheduled castes.
The turnover of 6755D 9A5E/= during ;%%<*%2 &as Rs. 4:.$$ billion. !t mar'ets the
products, produced by the district mil' unions in @% dairy plants, under the reno&ned A5E/
brand name. The combined processing capacity of these plants is $$.4 million litres per day,
&ith four dairy plants having processing capacity in e"cess of $ million /itres per day. The
farmers of 6ujarat o&n the largest state of the art dairy plant in Asia G 5other #airy,
6andhinagar, 6ujarat * &hich can handle ;.B million litres of mil' per day and process $%%
5Ts of mil' po&der daily. #uring the last year, @.$ billion litres of mil' &as collected by
5ember Enions of 6755D. Huge capacities for mil' drying, product manufacture and cattle
feed manufacture have been installed. All its products are manufactured under the most
hygienic conditions. All dairy plants of the unions are !0O 2%%$*;%%%, !0O ;;%%% and HA77P
certified. 6755D 9A5E/=Cs Total )uality 5anagement ensures the uality of products right
from the starting point 9mil' producer= through the value chain until it reaches the consumer.
.ver since the movement &as launched fifty*five years ago, 6ujaratCs #airy 7ooperatives have
brought about a significant social and economic change to our rural people. The #airy
7ooperatives have helped in ending the e"ploitation of farmers and demonstrated that &hen
our rural producers benefit, the community and nation benefits as &ell.
The 6ujarat 7ooperative 5il' 5ar'eting Dederation /td. cannot be vie&ed simply as a
business enterprise. !t is an institution created by the mil' producers themselves to primarily
safeguard their interest economically, socially as &ell as democratically. ,usiness houses
create profit in order to distribute it to the shareholders. !n the case of 6755D the surplus is
ploughed bac' to farmers through the #istrict Enions as &ell as the village societies. This
circulation of capital &ith value addition &ithin the structure not only benefits the final
beneficiary G the farmer G but eventually contributes to the development of the village
community. This is the most significant contribution the Amul 5odel cooperatives, of &hich, the
Dederation is the ape" body, has made in building the 8ation.
T(e T(%ee0tie% JAmu& Mode&J
The Amul 5odel is a three*tier cooperative structure. This structure consists of a #airy
7ooperative 0ociety at the village level affiliated to a 5il' Enion at the #istrict level &hich in
turn is further federated into a 5il' Dederation at the 0tate level. The above three*tier structure
&as set*up in order to delegate the various functions, mil' collection is done at the -illage
#airy 0ociety, 5il' Procurement A Processing at the #istrict 5il' Enion and 5il' A 5il'
Products 5ar'eting at the 0tate 5il' Dederation. This helps in eliminayting not only internal
competition but also ensuring that economies of scale is achieved. As the above structure &as
first evolved at Amul in 6ujarat and thereafter replicated all over the country under the
Operation Dlood Programme, it is 'no&n as the RAmul 5odelC or RAnand PatternC of #airy
7ooperatives.
Responsible for 5ar'eting of 5il' A 5il' Products Responsible for Procurement A Processing
of 5il' Responsible for 7ollection of 5il' Responsible for 5il' Production
-illage #airy 7ooperative 0ociety 9-#70= The mil' producers of a village, having surplus mil'
after o&n consumption, come together and form a -illage #airy 7ooperative 0ociety 9-#70=.
The -illage #airy 7ooperative is the primary society under the three*tier structure. !t has
membership of mil' producers of the village and is governed by an elected 5anagement
7ommittee consisting of 2 to $; elected representatives of the mil' producers based on the
principle of one member, one vote. The village society further appoints a 0ecretary 9a paid
employee and member secretary of the 5anagement 7ommittee= for management of the day*
to*day functions. !t also employs various people for assisting the 0ecretary in accomplishing
his + her daily duties. The main functions of the -#70 are as follo&s(
7ollection of surplus mil' from the mil' producers of the village A payment based on
uality A uantity
Providing support services to the members li'e -eterinary Dirst Aid, Artificial
!nsemination services, cattle*feed sales, mineral mi"ture sales, fodder A fodder seed
sales, conducting training on Animal Husbandry A #airying, etc.
0elling liuid mil' for local consumers of the village
0upplying mil' to the #istrict 5il' Enion
Thus, the -#70 in an independent entity managed locally by the mil' producers and assisted
by the #istrict 5il' Enion.
#istrict 7ooperative 5il' ProducersC Enion 95il' Enion= The -illage 0ocieties of a #istrict
9ranging from :B to $4B@ per 5il' Enion in 6ujarat= having surplus mil' after local sales come
together and form a #istrict 5il' Enion. The 5il' Enion is the second tier under the three*tier
structure. !t has membership of -illage #airy 0ocieties of the #istrict and is governed by a
,oard of #irectors consisting of 2 to $< elected representatives of the -illage 0ocieties. The
5il' Enion further appoints a professional 5anaging #irector 9paid employee and member
secretary of the ,oard= for management of the day*to*day functions. !t also employs various
people for assisting the 5anaging #irector in accomplishing his + her daily duties. The main
functions of the 5il' Enion are as follo&s(
Procurement of mil' from the -illage #airy 0ocieties of the #istrict
Arranging transportation of ra& mil' from the -#70 to the 5il' Enion.
Providing input services to the producers li'e -eterinary 7are, Artificial !nsemination
services, cattle*feed sales, mineral mi"ture sales, fodder A fodder seed sales, etc.
7onducting training on 7ooperative #evelopment, Animal Husbandry A #airying for mil'
producers and conducting specialised s'ill development A /eadership #evelopment
training for -#70 staff A 5anagement 7ommittee members.
Providing management support to the -#70 along &ith regular supervision of its
activities.
.stablish 7hilling 7entres A #airy Plants for processing the mil' received from the
villages.
0elling liuid mil' A mil' products &ithin the #istrict
Process mil' into various mil' A mil' products as per the reuirement of 0tate 5ar'eting
Dederation.
#ecide on the prices of mil' to be paid to mil' producers as &ell on the prices of support
services provided to members.
@.@ 0tate 7ooperative 5il' Dederation 9Dederation= The 5il' Enions of a 0tate are federated
into a 0tate 7ooperative 5il' Dederation. The Dederation is the ape" tier under the three*tier
structure. !t has membership of all the cooperative 5il' Enions of the 0tate and is governed by
a ,oard of #irectors consisting of one elected representative of each 5il' Enion. The 0tate
Dederation further appoints a 5anaging #irector 9paid employee and member secretary of the
,oard= for management of the day*to*day functions. !t also employs various people for
assisting the 5anaging #irector in accomplishing his daily duties. The main functions of the
Dederation are as follo&s(
5ar'eting of mil' A mil' products processed + manufactured by 5il' Enions.
.stablish distribution net&or' for mar'eting of mil' A mil' products.
Arranging transportation of mil' A mil' products from the 5il' Enions to the mar'et.
7reating A maintaining a brand for mar'eting of mil' A mil' products 9brand building=.
Providing support services to the 5il' Enions A members li'e Technical !nputs,
management support A advisory services.
Pooling surplus mil' from the 5il' Enions and supplying it to deficit 5il' Enions.
.stablish feeder*balancing #airy Plants for processing the surplus mil' of the 5il'
Enions.
Arranging for common purchase of ra& materials used in manufacture + pac'aging of
mil' products.
#ecide on the prices of mil' A mil' products to be paid to 5il' Enions.
#ecide on the products to be manufactured at various 5il' Enions 9product*mi"= and
capacity reuired for the same.
7onduct long*term 5il' Production, Procurement A Processing as &ell as 5ar'eting
Planning.
Arranging Dinance for the 5il' Enions and providing them technical 'no&*ho&.
#esigning A Providing training on 7ooperative #evelopment, Technical A 5ar'eting
functions.
7onflict Resolution A 'eeping the entire structure intact.
?e move to the year ;%%<. The dairy industry in !ndia and particularly in the 0tate of 6ujarat
loo's very different. !ndia for one has emerged as the largest mil' producing country in the
?orld. 6ujarat has emerged as the most successful 0tate in terms of mil' and mil' product
production through its cooperative dairy movement. The Iaira #istrict 7ooperative 5il'
ProducersC Enion /imited, Anand has become the focal point of dairy development in the entire
region and A5E/ has emerged as one of the most recognized brands in !ndia, ahead of many
international brands.
Today, &e have around $:4 cooperative dairy Enions formed by $,;B,%%% dairy cooperative
societies having a total membership of around $@ million farmers on the same pattern, &ho are
processing and mar'eting mil' and mil' products profitably, be it Amul in 6ujarat or -er'a in
Punjab, -ijaya in Andhra Pradesh or a 8andini in Iarnata'a. This entire process has created
more than $2% dairy processing plants spread all over !ndia &ith large investments by these
farmersC institutions. These cooperatives today collect appro"imately ;@ million 'gs. of mil' per
day and pay an aggregate amount of more than Rs.$;B billion to the mil' producers in a year.
Im#$-t o' t(e JAmu& Mode&J
The effects of Operation Dlood Programme are more appraised by the ?orld ,an' in its recent
evaluation report. !t has been proved that an investment of Rs. ;% billion over ;% years under
Operation Dlood Programme in :%s A <%s has contributed in increase of !ndiaCs mil' production
by 3% 5illion 5etric Tonne 955T= i.e. from about ;% 55T in pre* Operation Dlood period to
more than 4% 55T at the end of Operation flood Programme. Thus, an incremental return of
Rs. 3%% billion annually have been generated by an investment of Rs. ;% billion over a period
of ;% years. This has been the most beneficial project funded by the ?orld ,an' any&here in
the ?orld. One can continue to see the effect of these efforts as !ndiaCs mil' production
continues to increase and no& stands at 2% 55T. #espite this four*fold increase in mil'
production, there has not been drop in the prices of mil' during the period and has continued
to gro&.
#ue to this movement, the countryCs mil' production tripled bet&een the years $2:$ to $224.
0imilarly, the per capita mil' consumption doubled from $$$ gms per day in $2:@ to ;;; gms
per day in ;%%%. Thus, these cooperatives have not just been instrumental in economic
development of the rural society of !ndia but it also has provided vital ingredient for improving
health A nutritional reuirement of the !ndian society. -ery fe& industries of !ndia have such
parallels of development encompassing such a large population.
These dairy cooperatives have been responsible in uplifting the social A economic status of
the &omen fol' in particular as &omen are basically involved in dairying &hile the men are
busy &ith their agriculture. This has also provided a definite source of income to the &omen
leading to their economic emancipation.
The three*tier RAmul 5odelC has been instrumental in bringing about the ?hite Revolution in
the country. As per the assessment report of the ?orld ,an' on the !mpact of #airy
#evelopment in !ndia, the RAnand PatternC has demonstrated the follo&ing benefits(
The role of dairying in poverty reduction
The fact that rural development involves more than agricultural production
The value of national Ro&nershipC in development
The beneficial effects of higher incomes in relieving the &orst aspects of poverty
The capacity of dairying to create jobs
The capacity of dairying to benefit the poor at lo& cost
The importance of commercial approach to development
The capacity of single*commodity projects to have multi*dimensional impacts
The importance of getting government out of commercial enterprises
The importance of mar'et failure in agriculture
The po&er A problems of participatory organisations
The importance of policy

ICT $##&i-$tio" i" $ d$i%7 i"du.t%76
The e*e"perience of Amul
+. +o)o"de% + R R$*(u !%$.$d and A"u# ?ot&$
Ab.t%$-t
The use of !nformation 7ommunication Technologies 9!7T= in rural areas of 6ujarat
by 6755D/ has made the operation of the dairy industry different. ?hile it has
al&ays been argued that investments related to !7T made in rural !ndia are not
effective, the case of Amul proves that, &here there is a &ill there is a &ay. Amul
has become rural !ndiaCs flag bearer in the !T revolution. This paper analyses the use
of !7T in the dairy industry by the 6ujarat 7ooperative 5il' 5ar'eting Dederation
/td. The system ma'es it easy for the farmers to get the cash payment as soon as
the mil' is delivered. The Amul e"perience indicates that if properly designed and
implemented, the rural poor can benefit from !7T platforms. 7ustomization of !T
platforms for use in rural communities is emerging as a major opportunity for
change.
?e7)o%d.
!nformation communication technologies, 7ooperative movement, -illage #airy
industry, Amul, #airy !nformation 0ystem
+io*%$#(i-$& Note.
D%. +. +o)o"de% is #ean for Tata 5anagement Training 7entre, Pune. His contact
address is( #ean, Tata 5anagement Training 7entre, 8o.$, 5angaldas Road,
PE8. G 3$$ %%$, !ndia, Tel( 2$*;%*4$;%$3$, Da"( %%2$*;%*4$; ;@@<, .*5ail(
bo&onderUtata.com
+ R R$*(u !%$.$d is a Project Associate Administrative 0taff 7ollege of !ndia, ,ella
-ista, Hyderabad G B%% %<;, !ndia. .*mail( raghu3sangeethUhotmail.com
A"u# ?ot&$ is a Project Associate, Administrative 0taff 7ollege of !ndia, ,ella -ista,
Hyderabad G B%% %<;, !ndia.
e*e"perience of Amul
There is nothing more difficult to carry out, neither more doubtful of success, nor more
dangerous to handle than to initiate a new order of things
* Machiavelli
OBe%Bie)
6ujarat 7o*Operative 5il' 5ar'eting Dederation /td. is an Ape" 7o*Operative
OrganizationK$L. !t is respected for its credentials even after B4 years after its
inception. The 7o*Operative movement started &ith t&o villages and ;3: litres of
mil' in $234. !t has become a rupees one billion*business no&. The success of Amul
e"plains the reasons for this remar'able gro&th. Dollo&ing the strategic advice from
the freedom fighters li'e 0ardar -allabhai and 5orarji #esai, the 7o*Operative
movement started &ith the slogan ORemove middlemenP in 6ujarat by the village
masses. The collective farmers succeeded in ma'ing the ,ritish government accept
the concept of 7o*Operative societies. The Iaira #istrict 7o*Operative 5il' Producers
union /td., Anand &as born on #ec $3, $234.
The Anand Pattern
The first lesson in mil' mar'eting &as learnt &hen an assured outlet for mil' in
,ombay stimulated increased mil' collection in the villages of Iaira #istrict. 5ore
and more farmers joined hands in all the villages to successfully negotiate the
increased demand for the mil'. The ,ombay mil' scheme did not accept all the mil'
that is procured by the 7o*operative society. 0etting up of a dairy processing unit
&as a &ay to solve the problem. There &as a need felt for the #airy plant to process
and utilize the mil' supplied by the society and as a result the dairy &as setup in
$22B.
St$te M$%8eti"* Fede%$tio"
All Dairies in State
Vi&&$*e Co0o#e%$tiBe So-iet7
All Villages in a District
Di.t%i-t Mi&8 !%o-e..i"*
U"io" Every District in the
State
e*e"perience of Amul
The Anand Pattern - New
The Anand pattern of #airy 7o*Operative includes the #airy 7o*Operative societies at
village level and a processing unit called OEnionP at district level.
!nspired by this pattern, similar mil' unions &ere started in other districts too. To
mar'et the products of the mil' unions, 6755D &as formed in $2:@. 6755D is the
sole mar'eter for all the range of Amul products. Originally they &ere only mil'
po&der and butter. /ater it is e"panded drastically to cover products such as G ice
creams, pizza, ghee, cheese, chocolates, shri'hand, paneer and so on. These made
Amul the leading food brand in !ndia.
Mi&8 !%odu-e%.
A&& mi&8 #%odu-e%. i" $ Bi&&$*e
;.; million in 6ujarat
10. million in !ndia
Vi&&$*e Coo#e%$tiBe So-iet7
A&& Vi&&$*e. i" $ Di.t%i-t
$%,4:B villages in 6ujarat
"0,000 villages in !ndia
Di.t%i-t D$i%7
EBe%7 Di.t%i-t i" t(e St$te
$; #istrict Enions in 6ujarat
1"0 #nions all over !ndia
St$te M$%8eti"* Fede%$tio" 6
A&& D$i%ie. i" $ St$te
6755D in 6ujarat1$ %tate &ederations in !ndia
The new Anand Pattern - New
T&o leading figures of the !ndian dairy industry G Tribhuvandas Patel and #r. -.
Iurein made 7o*Operative movement to succeed. The only reason for the success of
6755D as #r. -. Iurein stated( O#etermination, #edication, #iscipline are forming
the driving forces of the AmulP The 6755D consists of $; affiliated member #airies +
#istrict mil' unions and it has its o&n manufacturing unit called 5other #airy at
6andhinagar &ith the largest net&or' in food industry supported by mar'eting and
distribution of liuid mil' and a variety of products under the brands G Amul and
0agar. !t is also the sole selling agent for the 8ational #airy #evelopment ,oardCs
98##,= edible oil G R#HARAC. 6755D also coordinates &ith the manufacturing dairy
units for production planning and mil' procurement and handles the distribution of
mil' from surplus union to the deficit areas.
e*e"perience of Amul
According to 5r. , 5 -yas, 5anaging #irector 6755D( O?eCre in bet&een the t&o
e"tremes G the customer and the farmer. ,oth e"pect the ma"imum inta'e. !n one
&ay, the customer &ants to have the best product available at the lo&er price. On
the other, farmer e"pects the ma"imum amount for his mil'. To sustain in the
business &e have to ma'e sure that &e give them &hat they &antP. As all these
reuire a tight integration in the supply and value chain activities, 6755D is able to
e"cel it by educating the farmer and providing him the necessary guidance on one
end and on the other end approaching the consumer &ith the best product and
understanding the !ndian consumer better. The information technology and total
uality management came together to help the 6755D to gain control on the
procurement, processing and distribution functions.
The TQM Model - GMM!
O!nformation Technology is our thrust area from our inception that is because &e are
mar'eting the perishable goods. There is every chance that &e may collapse in
bet&een if &e donCt understand the mar'et realities and the village farmers. There
should be a ;3": hrs information flo& in bet&een us and the remaining nodes of our
supply chainP, according to 5r. Rathod, #ivisional 5anager.
The need for coordinating a highly distributed system &as clearly understood. 7lose
coordination has been the main feature of the value chain, sho&n in Fi*.K. They
&ere &ell prepared for the systems revolution. 6755D is one amongst the first fe&
!ndian companies to start a &eb site and opting for the #omain O.coopP &ill prove the
VISION
MISSION
STRATE>Y
T@E
TEI TLC
Co"ti"uou.
Im#%oBeme"t
HR
e*e"perience of Amul
fact that they are &ell ahead of the time. The !T related initiatives that 6755D
undertoo' include G an .RP initiative to integrate the mar'et related activities. ?.,
initiatives made the consumer &ell a&are of Amul. ROnline 0toresC and RPortal
activitiesC li'e emailing, greetings gave the consumer a better picture of Amul.
A57E0, the Automatic 5il' 7ollection Enit 0ystems are empo&ering the farmers by
employing !T at village co*operative societies. !T increases the transparency levels in
the system and builds the trust among the farmers. 5a'ing the system automatic
could remove the man in the loop. The use of !T platforms reduces the potential for
discretionary decisions.
The GMM!" Val#e hain
6755D, being a pioneer in the dairy industry become the industry standard. The
Total )uality 5anagement and !nformation Technology initiatives ensured the
ma"imum shelves in the retail stores as &ell as in customer minds.
6755D/ is in a state &here it is gro&ing rapidly and it is one amongst the most
respected !ndian companies in ;%%@. !t is because of the values and systems that
are in place. As a 7hinese proverb says, OAs long as the trun' is firm, &orry not
about the branches s&inging to the &ind.P 6755D/ is trying to strengthen its rural
base G The -illage 7ooperatives G to ensure the lead in the dairy business.
;.; million
numbers
Darmers
-illage
7ooperative
0ocieties
5ember
unions 675HD/ #istribution Retailers
Production of
5il'
5il' 7ollection 5il' Processing 5ar'eting #istribution Retailing
$%,4:B
7ooperative
societies
$; units
$%%%% emp :%% .5P @%%%
B%%,%%%
e*e"perience of Amul
Numbe% o' Vi&&$*e So-ietie. Tot$&6 52E<1
%
;%%
3%%
4%%
<%%
$%%%
$;%%
$3%%
$4%%
$<%%
Ahmedabad
Iaira
,aroda
,haruch
6andhinagar
Panchmahal
0abar'antha
5ehsana
,anas'antha
Raj'ot
0urat
-alsad
U"io".
Numbe% o' Vi&&$*e So-ietie.
N#$%er o& village societies in G#'arat
OBe%Bie) o' t(e ICT !&$t'o%m
5il' production is important to !ndia, as mil' is one of the main sources of proteins
and calcium for a largely vegetarian population. #airying provides a livelihood for
millions of !ndian farmers and additional income for a large number of rural families
as &ell as means for &omen to participate in the economic activity in rural areas.
!ndia became the largest producer of mil' in $222 primarily due to the efforts of the
co*operative movement initiated by the 8ational #airy #evelopment ,oard 98##,=.
I"di$" D$i%7 I"du.t%7 4 Mi&8 #%odu-tio" i" I"di$
The movement, &hich started at Amul #airy in 6ujarat, is no& replicated in :%,%%%
villages in about ;%% districts of !ndia. Dollo&ing the repeal of the R)uantitative
RestrictionsC on food products by the 6overnment of !ndia under the ?TO
agreement, the !ndian industry faces a challenge, the co*operative diary sector has
to further improve the production, collection, processing and mar'eting of mil' and
mil' products. The 8ational #airy #evelopment ,oard has dra&n up a program to
double mil' collection in the ne"t si" years. This sharp increase reuires an e"tensive
educational program that should reach millions of farmers and dairy &or'ers. This
case sho&s ho& the education can be delivered via rural !nternet Iios's created for
the dairy sector.
The dairy sector already uses computers in 3%%% rural locations for processing mil'
buying+selling transactions in a transparent manner and e"poses B%%,%%% people
daily to the benefits of !T. The project has been developed through e"tensive
collaboration &ith the co*operative dairy unions of 6ujarat.
Daily collection o& Mil(
The 6755D G Amul has ta'en the initiative of installing the A57E0 G Automatic 5il'
7ollection Enit 0ystems at village societies to enhance the transparency of
transaction bet&een the farmer and the 7o*Operative 0ociety. These systems not
only ensured the transparency but also gave 7o*Operative societies a uniue
advantage by reducing the processing time to $% percent of &hat it used to be prior
to this. 6755D indeed got the entire supplier information through the systems
integration. The information related to members, fat content, volume of the mil'
procured and the amount payable to the member are accessible to the 7o*Operative
0ociety in the form of a database. There are $%:BB village co*operatives in 6ujarat
that are no& able to collect 4.$ million litres of mil' from ; million members. Than's
to the use of !T, both transparency and trust have been enhanced..
$%%%%%
;%%%%%
@%%%%%
3%%%%%
B%%%%%
4%%%%%
Ahmedabad
Iaira
,aroda
,haruch
6andhinagar
Panchmahal
0abar'antha
5ehsana
,anas'antha
Raj'ot
0urat
-alsad
U"io"
Numbe% O' !%odu-e% Membe%.
Producer 5embers
N#$%er o& Prod#cer Me$%ers Total) *+**,+-./
The success of A57E0 prompted the 6755D to aggressively go on using !nformation
Technology to capture the end*to*end data. 6755D planned to cover all aspects of
the value chain. These plans supports integration of the value chain activities
destined to&ards the O,etter 5anagement PracticesP. These efforts of 6755D
triggered the changes in the -illagesN farmers 'ept themselves open for the changes.
One of the 7o*Operative unions O,anas dairyP started &ith educating the rural about
the cattle, cleanliness and so on because of the systems that are already in place at
A57E0. The #airy !nformation and 0ervices Iios' 9#!0I= is another initiative that is
started &ith the help of !!5 9A= by 6755D/. There are many more in the pipeline of
6755D/ !T !nitiatives. -arious things li'e .nterprise &ide !ntegrated Application
0ystems 9.!A0= to integrate the #istribution side of the 0upply chain, #!0I G to
upgrade the application at the 5il' 7ollection 7enters and to connect them to the
!nternet to access a specialized dairy portal &ith content delivered in the local
language have already started giving the fruits to the rural poor, &hich has
persuaded the rural fol's to actively participate in !T Revolution of the dairy industry.
e*e"perience of Amul
O%i*i" o' t(e #%oMe-t ide$
The term R#igital #ivideC has al&ays fascinated the !ndian !T !ndustry. ,oth the
government and the private social organizations from the private sectors have
launched various schemes to ta'e O!T to the massesP. !t has al&ays been argued
that !ndiaCs rural populations G accounts for :% percent of the total population G can
be boosted by the !T innovations. Amul has been one of the first organizations to use
!T enabled transactions.
6755D has embar'ed on information technology as a thrust area for gaining a
competitive edge in its global business operations in $223, &ith a vie& of handling
the rapid gro&th and data volumes that needed to be effectively managed. 6755D
has studied its structure and operations and prevailing developments in the
!nformation technology front. That gave birth to the !nformation 0ystems Plan( A
step*by*step planning document for 6755D. The main concern &as to ma'e the
!nformation strategy as an integral part of the business strategy through the end*toend
total uality management.
Accordingly, a system for improving the mil' procurement system &as conceived,
5r. ,. 5. -yas, 675D gave the lead for the initiative. All the current systems &ere
redesigned and reorganized as per the need and all activities &ere focused to&ards
capturing the important data that is vital for decision*ma'ing. 0tarting from day one
the implementation of !nformation 0ystem Plan &ent in a big &ay. The
implementation of A57E0 gave 6755D enough e"perience for the deeper the
e"ploitation of !T.
OAmul is not a food company, it is an !T company in the food businessP, according to
5r.,.5. -yas, as 6755D implemented !T in all its operations progressively. !t
benefited from the use of !T as its operations are distributed across the country.
Ide$ I"iti$tio"
The initial success of 6755D gave confidence to e"periment &ith ne&er initiatives.
The idea initiation is coupled &ith lot of other initiatives that 6755D has ta'en to
reorganize themselves in the mar'et. -arious activities li'e total uality management
do have their role of getting !T to the rural front. The T)5 drive in 6755D triggered
lot of innovative plans to improve the entitlements of various sta'eholders.
one started thin'ing for the collective &ell being of the organization. The &or'shops,
counseling meets, a&areness programs and RHoshin IanriC meetings turned out to
get the uality feedbac' from the participants. The stress on ma'ing things better
from day to day has been forced by the Iaizen model of incremental improvement.
To get the rural masses &ith in the T)5 boundaries a program such as R!nternal
7onsultant #evelopmentC &as implemented.
At the grass roots level, it is essential to ensure that the implementation is fla&less.
6755D employed the same approach that &as used to ma'e the distribution chain
effective. This approach helped in developing the reuired internal competencies to
transform the village society into a technology user community.
R#!0IC model has built upon the e"isting application by e"panding the database of
the mil' societies to include a complete history of mil' cattle o&ned by the member
farmers. The details such as the breed and a history of diseases, inoculation, and
artificial insemination are maintained in the system. The data history on mil'
production by individual farmer is also available in the database at the collection
centers. This model is designed by !!5*A.
OThe test of an organization is not its genius but its capacity to ma'e common
people achieve uncommon performancesP as per 5r 7haudhary of 6755D. This is
idea behind the A57E0, #!0I as &ell as the other programs &ere being the initiated
by 6755D successfully and ma'ing the ma"imum &hat they are intended to be.
!%oMe-t Co"-e#tu$&iD$tio"
The 6755D business involves daily collection of mil' at ;B supply centers at 6ujaratN
the production of butter, cheese, ice cream, baby food and mil' po&derN the
mar'eting of these products through B% sales offices through out !ndiaN and
distribution through a net&or' of 3%%% stoc'ists &ho, in turn, supply of B%%,%%%
retail outlets.
8ot&ithstanding the traditional nature of its business, the management decided to
adopt O !nformation technology integrationP as a strategic thrust in $22B. The
objective &as to create ne& efficiencies in all aspects of the business, to enhance
competitiveness, and to e"tend the mar'et reach.
e*e"perience of Amul
0ince that time, all of 4B% staff has received computer and e*commerce training.
.competencies
have been established at the supply and distribution ends of AmulCs
business value chain. On the supply side, A57E0 is recording uality and uantity of
mil' being collected and #!0I is in its inception stage. 7yber stores that 6755D
operates are visited by atleast <%% to $%%% people every day.
This has been achieved &ithin B years despite &ea' information technology
infrastructure, and a high Otouch and feelP consumer culture. O!f you &ant to become
e*competent, it is not enough to focus on your o&n company. Mou need to bring the
&hole business value chain. This means creating a shared visionP says ,5 -yas. As
everyone 'no&s 6755D relies on the fact that their supply base is too strong to
support them all the &ay. The mil' is such a perishable item 6755D needs to
maintain the uantities &ithout any &astage. OAs mil' is a highly perishable
commodity, the A57E0 initiative is vital for our operations. #ue to this automation
&e are in a position to collect si" million &it%e. of mil' per day from around t&o
million members. 5ore importantly, this initiative has increased the trust and
transparency among the rural peopleP, according to 5r.0.Hegde, 7hief !nformation
Officer, 6755D.
T(e $il( collection in 0#pees $illions- Navali Village o-1perative Society
The process of collecting the mil' before A57E0 &as used to be the manual process.
The comple"ity of the operations of village cooperatives increased over the years.
-illage cooperatives started loo'ing for improving the efficiency of their operations.
6755D invited B to 4 soft&are companies to e"plore the possibility of automating
the process of estimating the fat content in the mil', so as to reduce the delays and
to eliminate the &aiting time in the ueries.
O?e identified the comple"ity of the operations that the societies are in. 5ore over
day*to*day the farmer &ill be ve"ed up &ith the traditional setup because of human
mista'es in calculations and may start doubting the system itself. That made us to
loo' into the problem seriously. To get the best deal to the cooperatives &e
employed some soft&are companies to automate the &hole processP. As 5r. Rathod
rightly pointed out the soft&are companies too' this assignment as a challenge,
moreover the &hole business idea itself is promising to them. 0o the companies
started providing competitive soft&are applications to the societies. Offers li'e
training, price discounts increased there after to the village societies.
,ut these entire initiatives have not come &ithout challenges. Dor instance, 6755D
had to give the systems at free of cost for A57E0 to some cooperative villages to
convince the cynical farmers about the benefits of !nformation Technology. These
efforts of 6755D paid off and the villagers recognized the importance of A57E0.
T(i"*. $%e N-($"*ed=
The time that is being ta'en to collect the mil' in a society ranges from B to 4 hrs
averaging at about B minutes per member after installing A57E0. There is a
comparative reduction of more than :BF of time thatCs spent on each deal. .ach
farmer is getting paid for his mil' deposited in societyCs counter in another counter
immediately on a real time basis. 8o& villagers &ere able to send their emails from
A57E0 to any&here in the &orld and #!0I is e"pected to arrive at the village
cooperatives this year enabling the villagers to learn from the net and connecting
&ith enterprise systems of 6755DK;L.
The #!0I project conceptualized by !!5GA &ill have the interconnectivity to a dairy
portal at a district levels, that serves the information for village cooperative society
members. The application soft&are provide to cooperatives &ill include(
ST#ata analysis and decision support to help rural mil' collection society in
improving its performance.
ST#ata analysis to improve productivity the yield from cattle.
STDarmers &ith facilities to place orders for goods and service offered by different
agencies in the dairying sector and collaborates on subjects of interest.
The services to be offered at this center are(
ST!nformation service related to dairying
STAccess to multimedia database on innovations captured by 0R!0HT! 986O
&or'ing !!5A= from all the villages over 6ujarat.
ST7ommunication facilities such as e*mail, fa", net phone
ST,an'ing centers for payment for the farmers by using the mil' cards &hich
are already in place
STThe e*governance and e*procurement
ST.ffective medium of communication to the 6ujarat rural
The basic reuirements of #!0I are already met by the village cooperatives. There
might be an upgrade reuired for the soft&are and hard&are in place and an
!nternet connection &ould be reuired. Dor the portal at the unions, a small server
and a leased line &ould be needed. The union portal can be implemented at a central
location at one of the 8##, servers. Projects such as decision support systems and
e*e"perience of Amul
.
T(e >CMMFL B$&ue -($i" 4 E 0E"$b&ed
!%oMe-t Co0O%di"$tio"
The project &as basically been implemented at the procurement end of the value
chain of 6755D i.e. the supply side. ,eing the largest cooperative in !ndia A5E/
enjoys a vast supplier range. Darmers of 6ujarat are today much happier than any
other cluster of farmers. They proudly claim that they are &ith the society. The
farmerCs commitment never &ent do&n even after B% years of cooperative
movement. .ach activity that is ta'en up by the society are still given prominence in
the villages. 6755D never let this confidence go do&n. !t has provided state of the
art facilities and it empo&ered them to ta'e up ne& initiatives.
?hen first 6755D thought about the comple"ity of the operations of village societies
they met the village societies and discussed &ith them about the problem. ?hen
6755D announced the implementation of A57E0, village societies too' over the
responsibilities from their mentor. The A57E0 changed the operations of village
societies, by reducing the response time. The society officials have to face some teething
problems in the beginning. 8o& it has become a usual practice. 8o& they are
arranging !nternet sessions in village societies. As there is no hard&are cost that is
;.; million
numbers
Darmers
-illage
7ooperative
0ocieties
5ember
unions 675HD/ #istribution Retailers
Production of
5il'
5il' 7ollection 5il' Processing 5ar'eting #istribution Retailing
$%,4:B
7ooperative
societies
$; units
$%%%% cmpl :%% .5P @%%%
B%%,%%%
.!A0
A57E0, #!0I @%%% 0creens $%%% 0creens V$; -0AT BBB 0creens V : -0AT ;B%% 0creens
Retail Portal
e*e"perience of Amul
reuired to be met, the projects such as interconnecting the societies &ith the supply
chain net&or' of 6755D and the others are under implementation.
T(e .u#e%io% e"d o' B$&ue -($i" o' >CMMF.
The project &as being coordinated by the 6755D and the village cooperative society
in &hich the A57E0 is being implemented. 6755D is playing a major role by
mentoring the societies and providing the guidance that is reuired for the effective
management of the systems. The village society &ill be responsible for the operation
of the system. 0tarting from the purchase of the hard&are to soft&are installation
and the service aspects are properly managed by the village cooperative society
officials. These societies have the right to select the service provider. 6755D limited
itself as a facilitator by empo&ering the village cooperative societies. This
empo&erment model facilitated the rapid diffusion of !T. The village cooperatives
learnt uic'ly &ith the support of the soft&are companies that are providing them
the soft&are, hard&are services. These companies also played a major role in
enhancing the acceptance of the innovative !7T platform.
After automating the mil' collection process, it is the turn of #!0I to provide the
rural population of 6ujarat, the reuired guidance and education. The #!0I is in its
inception stage. !t is being pilot tested in the village cooperatives of 6ujarat state.
This is being implemented in OEttarsandaP 5il' 0ociety, &hich is an ideal cooperative
for testing. The society has ;;%% members and collects H@B% &orth mil' per day. !t
has applied for !0O2%%; uality certification as part of the T)5 movement. The
reuired assistance and support for the pilot test is given by the 6755D to
encourage the village cooperative to participate in the !T revolution. !!5*A is training
the rural communities to handle the systems effectively. !!5A is involving small
private sector companies to ta'e the #!0I project to a large number of rural places.
5il' 0upply #ata
Production #ata
5il' 0upply
#ata of 5embers
-illage 7o*Operative
0ociety
5il' Enion 6755D
Eninterrupted !nformation Dlo&
e*e"perience of Amul
!%oMe-t EB$&u$tio" S7.tem.
?ithout effective evaluation, a project implementation is never finished. !t might be
inline or inbuilt &ith the system or e"ternal to the system. The project evaluation
system compares the actual implementation details &ith those projected sho&ing us
the rate of return from the project. This can help in many &ays G for creating further
course of action, proper controlling measures design, and replicability assessment.
!n this project there is no evaluation system in place. One of the &ays in &hich the
project authorities are evaluating the project is through a feedbac'. As the village
cooperatives do have their o&n meetings and discussions regularly, the feedbac'
mechanism is strongly enforced into the functioning of the village cooperatives. OThe Iaizen
approachP, follo&ed by 6755D as a part of T)5 measures is been
used by the village cooperatives in order to tac'le the uality measurement issues
and solve them.
Numbe% O' AMCUS 0 O#e%$tio"$&
%
B%%
$%%%
$B%%
;%%%
;B%%
@%%%
@B%%
3%%%
3B%%
B%%%
$22$ $224 ;%%$
Ye$%
Numbe% o' AMCUS ,!C 0 +$.ed/ 0 @it( t(e t%eme"dou. *%o)t( %$te
5ost of the village co*operatives have installed uality management systems and
one of the co*operative &as nominated !0O certificate. The former Prime 5inister of
!ndia G 5r. /albahadur 0hastri, &as e"amined the systems that the villagers are
using. He also insisted on the replication of the systems that are in place at Anand.
S$ti.'$-tio" LeBe&. o' Vi&&$*e%. 4 AMCUS
S$ti.'$-tio" &eBe&. o' Vi&&$*e%.
%F
;%F
3%F
4%F
<%F
$%%F
$;%F
$22@ $22< ;%%@
0atisfactory Percentages
One of the critical factors that contributed to the success of the project has been
participation of the beneficiaries and the systematic communication. The village
farmers assembling at a pre*specified location in the village &ill discuss &ith the
secretaries of the cooperative societies and tell them the problem areas. The
secretary of the society &ill ensure that action &ill be ta'en. 5oreover the village
members &ill elect the village cooperative boards. !t is purely a democratic setup,
&hich empo&ers the people.
All the e"ternal assessment proved that the A57E0 systems &ere effective. The
model is getting replicated in other states. As the user feedbac' has been positive
and 6755D and village cooperatives are replicating this in other locations. The
Deedbac' system is giving them the right inputs for the improvement of the
7ooperative societies. The T)5 measures G Iaizen and uality circles are enabling
the villagers to push for&ard their ideas to the officials and the higher authorities are
trying to resolve the issues &hen they came up. The !0O certifications are continuing
at the district unions of 6755DN they are no& moving to villages.
The T)5 initiative that is passed to the village cooperatives by 6755D transformed
them in a major &ay. 0ome of the observations after T)5 training to the villagers(
STTThe approach, the enclosure and the ambience of the societies have undergone a
face*lift.
STT8e& methods and items &ere distributed to avoid &astage
STTThere is an improvement in the uality of mil' in terms of acidity and sour mil'.
0abar 5il' EnionCs records sho&s a reduction of ;.%F to %.BF in the amount of
sour mil'+curd received from the union.
STTAll union dairies have e"perienced improved microbiological uality of incoming
ra& mil' in the form of higher O5ethylene ,lue ReductionP 95,R= time. This &ill
give better shelf life for the mil' and mil' products.
STTPrograms li'e G Red Tag #ay Gfor cleaning the 5il' 7ollection centers and
House'eeping &ere encouraged. And there are many moreW
Te-("i-$& !e%'o%m$"-e
The application of !nformation 7ommunication Technology systems 9!7T= for mil'
collection has been &or'ing &ithout any major fla& in ;B%% collection centres. The
use of !7T helped both 6755D/ and the farmers. !n the case of farmers it reduced
the delay in getting the money. Rather, it made the operation real time oriented.
This improved the cash availability thereby reduced the need for ta'ing loans.
?hereas, 6755D/ also benefited. The operations &ere simplified. The possibilities of
errors in estimations &ere done a&ay &ith. The farmers &ere also happy &ith the
operation of the system. The best aspect of the system is the elimination of the
&aiting system.
T%$i"i"* $"d S8i&& .et deBe&o#me"t
Training and s'ill development are elements that can ma'e an activity sustainable.
The 0ervice companies that are providing the A57E0 services to the village
cooperatives are providing the training for the users of the system. The users are
&ell a&are of the reports to be produced and tas's to be accomplished. The users of
the system are no& able to prepare the ,alance sheet and Profit and /oss accounts
through the system i.e. provided by the service companies. The 6755D in fact
created an environment conductive to technology diffusion. 6755D encouraged five
to si" companies to develop the soft&are for the mil' chilling centers. 6755D used
computerized mil' procurement system as a platform to bring together a number of
interest groups. The platform acted a 'no&ledge integrator and also a platform to
sharing 'no&ledge. All the service companies are staying competitive in order to
sustain &ith the business. The villagers are also ta'ing measures to select the
systems. The soft&are facilitates net&or'ing, financial reporting and !nternet
connectivity. These soft&are pac'ages are classified as #O0 based and ?indo&s
based, according to the platform that the village cooperative select as its operating
system for the personal computers. There are around 3%%% P7 based systems
operating in the village cooperatives. .ntrepreneurial development and generating
the uality employment are t&o spillover benefits of !7T platform.
All the village cooperatives are involving t&o to three operators &ho are e"tensively
trained by the service provider companies. ,asically the educated unemployed youth
are getting ne& opportunities through this platform. The secretary of the village
cooperative is empo&ered by the villagers to ta'e the necessary action for the
improvement of the societies.
T(e be"e'it. o' t(e AMCUS .7.tem
The rural people are getting benefited much by the !T initiatives, started by 6755D.
The benefits of various projects such as #!0I are yet to be realized. The follo&ing
are the demonstrated benefits of the !7T platform.
STTtime reduction
STTreduction of pilferage
STTreduced human errors
STTon the spot payments for farmers
STT&astage is reduced
STTtransparency of operation
STToperational integration
The benefits e"perienced by the farmers are uantified in the T$b&e 5.
T$b&e 5 6 E.tim$ted e-o"omi-$& be"e'it. 'o% AMCUS u.e%.
De.-%i#tio"
,!e% Ye$%/
E.tim$ted
Amou"t ,RS/
A..um#tio".
!nterest R0 $$
1. !nterest 'ate ( 10)
*. +om,ound !nterest
-. .ays for ,rocessing - $
5anual errors R0 B
1. Per a man day number of mista/es
on an average - 10 to 1- each
costing 1.-0 '% 1avg.2
*. %am,le %ociety %i3e 1000
0ample 5il' 7ost R0 ;:B
1. Per sam,le mil/ collected ( 40ml
*. %am,le %ociety %i3e 1000
-. %am,le ta/en is not reimbursed
5il' ?astage 7ost R0 ;%%
1. Mil/ that5s wasted due to carriage
and measurements
7omple"ity costs R0 @4 !nclusive of %taff cost
Tot$& Co.t. RS <13 2Appro3i$ately4445
As per the 6755D average mil' collection of Rs. 3B;.<% million litres, 9Average= the
above said cost &ill raise up for ;.; million farmers. The A57E0 benefits the farmer
community by saving Rs. $$B2.3 millions per year. The benefits that are accounted
above donCt include the 'no&ledge and s'ill development, uality improvement and
the remaining subjective parameters. The A57E0 implemented in ;B%% villages
might benefit the farmers &hen the #!0I becomes operational, because of providing
the farmers right and reuired education. #5 -yas says, OProviding farmers the
education to understand the better &ays of managing the cattle &ill duly reduce the
belo& poverty line numbersP.
O%*$"iD$tio"$& A-(ieBeme"t.
6755D/, 6ujarat 7o*Operative 5il' 5ar'eting /imited is being driven by the vision
of the thousands of 6ujarat Darmers. This specific organization has a purpose for its
e"istence. 6755D/ better described as the one cooperative organization &or'ing for
the &ell*being of millions of farmers. The commitment of 6755D to the village
farmers and vice versa is tremendous. 6755D changed the operations loo'ing into
the needs of the farmers. Today 6755D is ahead of all its competitors meeting the
e"pectations of their suppliers and the customers. Amul &ith its brand name G RThe
Taste of !ndiaC has become the biggest food brand in !ndia.
T(e >CMMF TLM Im#&eme"t$tio"
$223 $22B $224 $224
T)5
Proposal
Training
Program /aunches
Training
Hoshin Ianri
$22:
The successful utilization of !T to bridge the #igital divide has aptly been described
by #r. 5. -. Iurien, 7hairman, 6755D, O7omputers &ere not created for poverty
reduction hence it is futile to e"cept that the &orld &ill be a better place if &e all had
access to computers and internet but information is po&er and its stands to reason
that if this po&er is shared euitably all &ill benefitP. The scale of operations of Amul
are very large and comple" because of the huge supplier base the 6ujarat -illage cooperative
society members. Amul ma'es about $% millions payment daily amounting
to transactions &orth Rs.$:% million in cash. 5ore than B%% truc's move the mil'
from villages to ;%% dairy processing plants t&ice a day. The !T initiatives of Amul
started in $223 !T became the major thrust area of 6755D as it can facilitate
improvements in operational efficiency. 0ince then 6755D is marching in a big &ay
starting from A57E0 to todayCs #!0I.
The !T !nitiatives of 6755D/
E"te%#%i.e @ide S7.tem.6 EIAS $"d >IS
The main benefit of !7T has the po&er of integration and amenability to centralized
monitoring. All the units are net&or'ed. 6755D has connected its Xonal Offices,
6u&ahati Regional Office as &ell as 5ember #airies, 5il' Enions and its o&n Enit*
5other #airy through -0AT for seamless e"change of OOnlineP information. All 0ales
Offices, 7AD points A ?holesale distributors of 6755D have been connected through
T7P+!P !nternet 5ail Account for e"change of information.
!n addition to the above, 6755D is using 6eographical !nformation 0ystem 96!0= at
its Head Office and 'ey 5ar'eting Offices. Esing the All !ndia 5ap in 6!0. They are in
position to plot zone+depot boundary as &ell as pointer for zone, depot A distributor
locations, &hich are superimposed by product*&ise sales data. The same is being
used for sales A distribution planning and revie&. 5oreover, 6!0 is being used for
business planning activity at mil' centres and it covers animal census data. This has
helped them to 'no& average mil' production and productivity of co&s and buffaloes
in 6ujarat and trac' the animals and trend analysis etc.
$224 $22: $22< $222
A57E0
!nternet and ?eb
Related
#!0I
?eb integration
;%%% ;%%$ ;%%;
.!A0
St%u-tu%e o' t(e I"'o%m$tio" S7.tem.
5oreover, the .!A0 0oft&are is platform independent and it can &or' on any
Operating 0ystem 9O0= including /inu". Esing the share&are soft&are platforms
systematically, the !T cost &as controlled to a great e"tent. 6755D is also in the
process of &eb enabling the selected process of .!A0 so as to capture the 'ey
information at source and use the same through out the enterprise of on*line vie& A
decision ma'ing, &hich includes Transporters, 5embers manufacturing units, Oil
pac'ing stations, suppliers, depots and 7ADs, Dield force etc. This &ill optimize
further the /ogistic 0upply chain activities of 6755D to a great e"tent. 5oreover,
6755D is one among the first !ndian corporate on the ?eb since $224 and &e have
put Amul 7yber store as a first step to&ards e*commerce activity in !ndia. This has
helped us to interact directly &ith the consumers and delighting them &ith our values
added services. 6755D has lin'ed under &&&.amul.com as a part of our amulb;b
initiative. Today AmulCs 7yber 0tore offers its services in more than $;% cities. !n
order to attract more customers, 6755D launched amulgreetings.com and
amul'ids.com to e"tend the brand identity to 'ids and teenagers &ho are increasing
its target mar'et for its ice creams and chocolates. ,y attempting to identify itself
&ith every segment, 6755D ensure that the brand &as on top*of*the*mind of
customers. The recipe section in amul.com site has also helping 6755D to
strengthen their position as RThe Taste of !ndiaC. ,y allo&ing the customers to
BOARD MEMBERS
Shri Ramsinh Prabhatsinh
Parmar
Chairman
Shri Rajendrasinh Dhirsinh
Parmar
Vice-Chairman
Shri Dhirubhai Amarsinh Zala Director
Smt. Mansinh oh!abhai
Chauhan
Director
Shri Ma"anbhai #o$albhai
Zala
Director
Shri Shi%abhai Mahijibhai
Parmar
Director
Shri Pra%insinh &ulsinh
Solan$i
Director
Shri Chandubhai Madhubhai
Parmar
Director
Shri Bhaijibhai Amarsinh Zala Director
Shri Bi'inbhai Manishan$ar
(oshi
Director
Smt. Sara!uben Bharatbhai
Patel
Director
Shri Ranjitbhai antibhai
Patel
Director
Shri B. M. V!as Mana"in" Director
#.C.M.M.&
Shri Dee'a$ Dalal District Re"istrar
Shri Rahul umar Mana"in" Director


A-(ieBeme"t. o' t(e JAmu& MoBeme"tJ
$. The phenomenal gro&th of mil' production in !ndia G from ;% million 5T to $%% million
5T in a span of just 3% years * has been made possible only because of the dairy
cooperative movement. This has propelled !ndia to emerge as the largest mil'
producing country in the ?orld today.
;. The dairy cooperative movement has also encouraged !ndian dairy farmers to 'eep
more animals, &hich has resulted in the B%% million cattle A buffalo population in the
country * the largest in the ?orld.
@. The dairy cooperative movement has garnered a large base of mil' producers, &ith their
membership today boasting of more than $@ million member families.
3. The dairy cooperative movement has spread across the length and breadth of the
country, covering more than $;B,%%% villages of $<% #istricts in ;; 0tates.
B. The dairy cooperatives have been able to maintain democratic structure at least at the
grass*root level &ith the management committee of the village level unit elected from
among the members in majority of the villages.
4. The dairy cooperatives have also been instrumental in bridging the social divide of
caste, creed, race, religion A language at the villages, by offering open and voluntary
membership.
:. The dairy cooperatives have been successfully propagating the concepts of scientific
animal husbandry A efficiency of operations, &hich has resulted in lo& cost of
production A processing of mil'.
<. The movement has been successful because of a &ell*developed procurement system
A supportive federal structures at #istrict A 0tate levels.
2. #airy 7ooperatives have al&ays been proactive in building large processing capacities,
&hich has further propelled gro&th of mil' production.
$%. The dairy cooperatives are among those fe& institutions in !ndia, &hich still cherish a
strong 7ooperative identity, values and purpose. They still boast of idealism A good &ill
of members and employees.
$$. The dairy cooperatives have removed the poor farmers of !ndia from the shac'les of
agents A middlemen and provided an assured mar'et for their produce. As these are
the institutions run by farmers themselves, it has also resulted in fair returns to the
members for their produce
$;. #airy cooperatives have been able to create a mar'et perception of honesty A
transparency &ith their clean management
A-(ieBeme"t. o' >CMMF
;.< million mil' producer member families
$@,:B2 village societies
$@ #istrict Enions
<.B million liters of mil' procured per day
Rs. $B% million disbursed in cash daily
6755D is the largest cooperative business of small producers &ith an annual turnover
of Rs. B@ billion
The 6ovt. of !ndia has honoured us &ith the O,est of all categories Rajiv 6andhi
8ational )uality A&ardP.
/argest mil' handling capacity in Asia
/argest 7old 7hain 8et&or'
3< 0ales offices, @%%% ?holesale #istributors, B la'h retail outlets
."port to @: countries &orth Rs. $B% crores
?inner of AP.#A a&ard for nine consecutive years
Amu& +%$"d +ui&di"*6
6755D 9A5E/= has the largest distribution net&or' for any D576 company. !t has nearly B%
sales offices spread all over the country, more than @,%%% &holesale dealers and more than
B,%%,%%% retailers.
A5E/ is also the largest e"porter of dairy products in the country. A5E/ is available today in
over 3% countries of the &orld. A5E/ is e"porting a &ide variety of products &hich include
?hole and 0'immed 5il' Po&der, 7ottage 7heese 9Paneer=, EHT 5il', 7larified ,utter
96hee= and !ndigenous 0&eets. The major mar'ets are E0A, ?est !ndies, and countries in
Africa, the 6ulf Region, and K0AAR7L neighbours, 0ingapore, The Philippines, Thailand, Japan
and 7hina.
!n 0eptember ;%%:, Amul emerged as the leading !ndian brand according to a survey by
0ynovate to find out Asia>s top $%%% ,rands
.

!%odu-t.
Amul>s product range includes mil' po&ders, mil', butter, ghee, cheese, curd, chocolate, ice
cream, cream, shri'hand, paneer, gulab jamuns, flavoured mil', basundi, 8utramul brand and
others. !n January ;%%4, Amul plans to launch !ndia>s first sports drin' St$mi"$, &hich &ill be
competing &ith 7oca 7ola>s Powerade and Pepsi7o>s 6atorade
!n August ;%%:, Amul introduced Iool Io'o, a chocolate mil' brand e"tending its product
offering in the mil' products segment. Other Amul brands are Amul Iool, a lo& calorie thirst
uenching drin'N 5asti ,utter 5il'N Iool 7afe, ready to drin' coffee and !ndia>s first sports drin'
0tamina.
Amul>s sugar*free Pro*,iotic !ce*cream &on The !nternational #airy Dederation 5ar'eting
A&ard for ;%%:.
M$.-ot
0ince $24:
K<L
Amul products> mascot has been the very recognisable 1Amul baby1 9a chubby
butter girl usually dressed in pol'a dotted dress= sho&ing up on hoardings and product
&rappers &ith the eually recognisable tagline #tterly 7utterly .elicious Amul.The mascot &as
first used for Amul butter. ,ut in recent years in a second &ave of ad campaign for Amul
products, she has also been used for other product li'e ghee and mil'.
AdBe%ti.i"*
An Amul butter ad on Pa'istan>s Iargil ?ar fiasco. The image sho&s the 1Amul baby1 in
bet&een 6eorge Dernandes and Atal ,ehari -ajpayee.
!ts advertising has also started using tongue*in*chee' s'etches starring the Amul baby
commenting jovially on the latest ne&s or current events. The pun in her &ords has been
popular. Amul outdoor advertising uses billboards, &ith a humorous ta'e on current events and
is updated freuently. The Amul ads are one of the longest running ads based on a theme,
no& vying for the 6uinness records for being the longest running ad campaign ever &ith
0mo'ey ,ear. 0ylvester da 7unha &as the managing director of the advertising agency, A0P,
that created, in $24:, the campaign.
RiB$&.
The success of Amul resulted in similar organizations being setup by state governments
throughout !ndia, most of &hich had reasonable success. ."amples are 5ilma in Ierala,
-ijaya in Andhra Pradesh, Aavin in Tamil 8adu, I.5.D 98andini= in Iarnata'a, 0udha in ,ihar,
Omfed in Orissa, saras in Rajasthan, Parag in Ettar Pradesh, -er'a in Punjab, Aanchal in
uttaranchal, -ita in Haryana and others.
Kcitation neededL
Other co*operative rivals of Amul include 8ational #airy #evelopment ,oard 98##,= 9&ith its
Mother .airy and %ugam brands=. ?ith Amul entering the sports drin' mar'et, its rivals no&
include 7oca 7ola and Pepsi7o.
Kcitation neededL
I" #o#u&$% -u&tu%e
The establishment of Amul is also 'no&n as ?hite Revolution. The ?hite Revolution of !ndia
inspired the notable !ndian film*ma'er 0hyam ,enegal to base his film 5anthan 9$2:4= on it.
The film starred 0mita Patil, 6irish Iarnad, 8aseeruddin 0hah and Amrish Puri. The film itself
&as financed by over five la'h rural farmers in 6ujarat &ho contributed Rs ; each to the film>Y
budget. Epon its release, these same farmers &ent in truc'loads to &atch >their> film, ma'ing it
a commercial success. the film &as chosen for the $2:: 8ational Dilm A&ard for ,est Deature
Dilm in Hindi. The Amul success story is ta'en up as a case study in mar'eting in many
premier management institutes across the &orld.
The ?hite Revolution ushered an era of plenty from a measly amount of mil' production and
distribution. Aside from the great measurable success that this project &as, it also
demonstrated the po&er of 1collective might1. A small set of poor farmers of Iheda district in
6ujarat had the vision and foresight to act in a &ay that &as good for the society and not for
the self alone.
EBo&utio" o' IT $t Amu&
The implementations of !T7 systems in Amul too' place under the #ynamic
leadership of #r. , 5 -yas. He made sure that the problems are eliminated, &hile
implementing. Dreuent revie& helped. The encouragement by #r. Iurien 'ept all of
them highly motivated.
STThe mil' collection centers at villages co*operative societies, &ere first
automated
STThe enterprise &ide integration &as ta'en up ne"t.
STApplication and utilization of 6!0
STdata analysis soft&are utilization for mil' production estimation and
increasing productivity.
ST-0AT net&or' bet&een all the levels of distribution net&or' and 6755D.
ST?., initiatives*O.coopP domain name, to become the first five !ndian
companies that &ent for &eb and cyber stores.
e*e"perience of Amul
7hairman>s 0peech( @B
th
Annual General Body Meeting held on 5th June,
2009
5adam and 6entlemen,
.very nation aspires for happiness, peace and harmony for all its citizens. .conomic prosperity
&ith euitable distribution of gro&th is the 'ey to achieving these desirable objectives. The
current global economic meltdo&n has uite understandably led to disuiet, unrest A suffering,
across the &orld. !t is ironical that global over*e"uberance of ;%%:, transformed into a &orld*
&ide depression by ;%%< and this scenario has every chance of stretching right through ;%%2.
Only a year bac', soaring commodity prices riding on the bac' of raging energy*led inflation
&as threatening global food security. /op*sided priorities of developed countries in diverting
agricultural output from food to fuel had destabilized supply*demand balance, sending prices of
all commodities on an up&ard spiral. 0ince then, the transformation in global sentiments has
been uite dramatic, as e"uberance transformed into despair. Another demonstration of policy
mismanagement from these very same developed countries triggered an unprecedented
financial crisis, leading to the current &orld*&ide economic recession.
The crisis in E0 and other &estern countries is a natural conseuence of improper regulation
of financial mar'ets, &hich in turn led to speculative subprime lending. /arge scale debt
defaults and subseuent credit*crunch spar'ed off decline in demand. 6lobalization did the
rest as the crisis spilled over to other parts of the &orld, through integrated international trade
and financial systems. Panic buttons &ere finally pressed after the high profile collapse of
major ?all 0treet icons. .ven developing countries &ere not spared, as the crisis spread
through 'ey transmission channels such as massive reversal of private capital flo&s and
significant decline in trade volumes. A potent lesson for emerging economies is that some
degree of caution must be e"ercised &hile embracing globalization and liberalization. The
e"tent of impact on developing countries had a direct correlation &ith degree of integration &ith
global mar'ets, dependency on e"port demand and dependency on remittances from abroad.
This &orld*&ide economic turmoil is creating a human crisis of epic proportions. As al&ays, it is
the poorest and the most vulnerable, &ho are the hardest hit. #&indling incomes and loss of
employment is e"pected to push an addition 3% million people into poverty, this year. ?hile the
developed countries are intent on protecting the economic interests of their o&n &ealthy elite,
their very last concern is for the billion people around the &orld &ho do not have enough to eat
each day. Eltimately, the real burden of this economic crisis &ill end up being offloaded onto
the bac's of the &orldCs poor.
H $.; trillion !ndian economy, &hich is largely structured around its huge domestic mar'et, is
also e"periencing a relative slo&do&n. 6#P gro&th of :F in the last financial year is the
slo&est pace of gro&th that our economy has &itnessed since ;%%@. /imited dependency on
e"port demand has cushioned !ndia from the deep recession being e"perienced else&here
around the globe. 5a"imum impact of the economic meltdo&n has been on sectors &ith high
degree of e"posure to global economiesN such as information technology, financial services,
private sector ban's, stoc' mar'ets, airlines and hotel industry. ."port*oriented sectors have
suffered a major setbac' &ith the diamonds, te"tiles, leather, gems A je&elry, as &ell as
marine products among the &orst hit industries. ?ea'ening e"port demand has led to
production decline and large*scale job losses in e"port manufacturing sectors. !mpact on small
and medium enterprises has been particularly severe as demand slump has been
accompanied by liuidity and credit crunch, due to lo& confidence*level in the ban'ing sector.
Overheated sectors such as real estate, stoc' mar'ets and consumption credit, &hich &ere
riding a &ave of speculation, greed and un&arranted e"uberance, &ere the first to collapse. As
their bubble burst leading to erosion of &ealth and consumer confidence, collateral damage
also spilled over into other economic arenas. 5assive fund &ithdra&al by D!!s from !ndian
financial mar'ets has pushed !ndian retail investors into depths of despair. !T and financial
services industry, facing substantial loss of revenue, is not only do&nsizing but is also trimming
income levels of its &or'force. The underlying lesson for all of us is that speculative gro&th,
&hich is not based on solid foundation of ground reality, &ill definitely undergo sharp
corrections, sooner or later.
?hile some parts of urban !ndia are definitely &hining in the current scenario, it &ould be a
revelation to our policyma'ers that rural !ndia still continues to shine brightly. !n fact, in these
times of crises, our rural economy may &ell turn out to be the ultimate savior of urban
economyN rescuing our nation from the clutches of this economic slump. As job opportunities in
urban manufacturing sector evaporate, the process of reverse migration from cities to villages
has already begun. ,ac' in the village, best employment option for these displaced diamond or
te"tile &or'ers &ould be to buy one or more cattle and sell mil' to the local cooperative
society, thereby generating regular income for themselves and their families. #airy
cooperatives &ill therefore play a major role in alleviating the adverse impact of economic
slo&do&n in !ndia. #airy cooperatives have already generated employment for $@.3 million
households in rural !ndia, across $.@ la'h villages. They have further potential of generating
employment for millions of additional rural families, provided they continue to receive favorable
support from our policy*ma'ers. #rastic job cuts have already ta'en place in sectors li'e
te"tiles, gems, je&elry and leather, &hich employ millions of &omen &or'ers. On the other
hand, dairying presents the most attractive alternate employment opportunity for these &omen,
in caseN circumstances force them to migrate bac' to the villages, along &ith their families.
#airy cooperative movement has al&ays helped to provide a safety net to the most vulnerable
and marginalized sections of our population, &hich other&ise suffers the &orst conseuences
of any economic crises.
!f rural !ndia finds itself comfortably insulated from the global turbulence, it is because sectors
li'e dairying have appropriately diversified the rural economy, building strong safety
mechanisms into it. Enli'e bubble economies such as real*estate and stoc' mar'ets, dairy
cooperative sector has al&ays had its feet firmly planted on the ground. Right since our
inception, &e have had a very clear focus on fulfilling the huge demand &ithin domestic !ndian
mar'et. This focus has clearly paid rich dividends as our o&n cooperative organization
registered a business gro&th of ;<F, against the bac'drop of global recession. ?hile
safeguarding food security of our nation, in terms of mil' and dairy products, &e have also
contributed significantly to&ards shielding our rural economy from the adverse impact of this
economic slo&do&n. ,y effectively lin'ing rural producers to large urban mar'ets,
cooperatives have ensured a safe future for the dairy farmers of !ndia. 0ince mil' and mil'
products are basic staples for every !ndian household, their demand is not li'ely to be affected
by transient economic slumps. Our dairy cooperatives ensure that !ndian farmers get the
ma"imum share of consumerCs rupee, unli'e in the &estern &orld, &here farmers receive only
@%F of the consumerCs dollar. !f the central and state governments continue to provide
encouragement, support and a favorable policy environment to dairy cooperatives, this sector
can play a pivotal role in our national strategy to combat the current economic turmoil.
Revenue inflo& from dairying has contributed to&ards strengthening rural purchasing po&er,
thereby giving gro&th impetus to rural mar'ets. Erban business organizations of all size and
dimensions are no& turning their attention to&ards rural consumers, in an effort to beat the
economic slo&do&n. Higher disposable income among consumers in rural areas is leading to
smart buying at value*for*money prices. !n recent times, rural consumption has &itnessed ;%F
gro&th in D576 products, $BF in durables, @%F in telecom, in addition to high gro&th in
insurance and housing. !n a classical case of RrebalancingC, gro&th in o&n rural economy has
the potential of offsetting any slo&do&n in the urban economy. !n the current scenario, rural
!ndia is contributing most to the countryCs health in terms of employment, &ealth and
prosperity. ,y empo&ering rural !ndia, the urban community can live comfortably and
peacefully. !f our policy ma'ers continue their sustained support to rural organizations such as
dairy cooperatives, not only &ill !ndia emerge triumphant from the current crises, but &ill also
create an effective safety shield against future economic turbulence.
6lobal dairy industry has not escaped the adverse conseuences of this pandemic economic
turmoil. #airy trade has entered a slump phase amidst &ea'ening mar'et conditions. On
account of &orld*&ide recession and decrease in global demand, as &ell as enhanced
production, international prices of all dairy commodities have declined drastically. Drom a pea'
of E0H BB%% + 5Ts in ;%%:, prices of 0'immed 5il' Po&der have crashed to E0H $<%% + 5Ts.
0imilarly international price of ,utter*oil 96hee= has crashed from a pea' of E0H 4%%% + 5Ts to
E0H $<%% + 5Ts. #airy nations &ith high dependence on e"port mar'et have been hit the
hardest. .E has already re*introduced e"port subsidies and production incentives in form of
price support to dairy farmers. E0 government has also reactivated price support to dairy
industry. Accumulation of surplus inventory in E0 A .E is a strong indicator that dairy prices
may undergo further correction.
?ith their sharp focus on domestic !ndian mar'et, dairy cooperatives have successfully
insulated !ndian farmers from all the turbulence in global dairy trade. !n a systematic manner,
&e have built supply chain for liuid mil' and mil' products, connecting farmers in $.@ la'h
villages to consumers in urban to&ns. ?hile ensuring that our country becomes self*sufficient
in mil' production, &e have also unleashed a socio*economic revolution in rural !ndia. #airying
can be a critical component of any national effort to re*vitalize !ndian economy. Ho&ever, this
premise can be jeopardized as !ndian farmers no& face a real threat of subsidized imports
flooding our dairy mar'ets. !f this threat materializes, a vital pillar supporting our rural economy
may collapse, triggering further misery for our national economy. ?hen international prices of
0'immed 5il' Po&der surged up&ards in ;%%: to E0H BB%% + 5Ts, our government moved
s&iftly to ban e"ports of mil' po&der for si" months, in an effort to curb inflation. At that point in
time, our farmers &ere unable to reap any benefits from high global prices. 8o& that the
international mar'et has crashed, our farmers e"pect the government to act even more s&iftly
to prevent subsidized dairy imports from ruining our vital dairy economy.
Our dairy farmers are already reeling under impact of sharp escalation in cattle feed costs,
&hich has eroded the viability of dairying as an economic activity. ."port of oil ca'es to .urope
for biofuel use has risen dramatically in last one year, driving domestic prices as high as $%%F.
Oil ca'es and molasses are t&o vital ingredient used in the manufacture of cattle feed. Our
central government must put in place a uota system to regulate e"port of oil ca'es. This
measure &ill go a long &ay to&ards ensuring sustainability of our dairy sector. ?ith favorable
support and encouragement from our policy*ma'ers, dairy cooperatives &ill certainly play a
pivotal role in the national effort to overcome the current economic crises.
! no& present to you, our DederationCs Annual Report and the Audited Accounts for the year
;%%<*;%%2.



R.7RE!T5.8T A 0./.7T!O8
MEANIN> OF RECRUITMENT
Recruitment Home ZZ 5eaning of Recruitment

According to .#?!8 ,.D/!PPO, Orecruitment is the process of searching the candidate for
employment and stimulating them to apply for jobs in the organization.PRecruitment is the
activity that lin's the employers and the jobs see'ers. A fe& definitions of recruitment are(*
A process of finding and attracting capable applicants for are employment. The process
begins &hen ne& recruits are sought and ends &hen their applications are submitted. The
results are a pool of applications from &hich ne& employees are selected.
!t is the process to discover sources of manpo&er to meet the reuirement of staffing
schedule and to employee effective.
5easures for attracting that manpo&er in adeuate numbers to facilitate effective
selection of an efficient &or'ing force.
Recruitment of candidates is the function preceding the selection, &hich helps create a
pool of prospective employees for the organization so that the mgmt can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
e"pedite the selection process.
RECRUITMENT NEEDS ARE OF THREE TY!ES
!LANNED
!.e. the needs arising from changes in organization and retirement policy.
ANTICI!ATED
Anticipated needs are those moments in personal, &hich an organization can predict by
studying in internal and e"ternal environment.
UNEC!ECTED
Resignations, deaths, accidents, illness give rise to une"pected needs.
RECRUITEMENT HOME OO !u%#o.e & Im#o%t$"-e o' Re-%uitme"t
Attract and encourage more and more candidates to apply in the organization.
7reate a talent pool of candidates to enable the selection of best candidates for the
organization.
#etermine present and future reuirement of the organization in the conjunction &ith its
personnel planning and job analysis activities.
Recruitment is the process &hich lin's the employers &ith the employees.
!ncreases the pool of job candidates at minimum cost.
Help increases the success rate of selection process by decreases number of visible
under ualified or over ualified job applicants.
Help reduces the probability that job applicants once recruited and selected &ill live the
organization only after a short period of time.
5eet the organization legal and social obligation regarding the composition of its &or'
force.
,egin identifying and preparing potential job applicants &ho &ill be appropriates
candidates
!ncrease organization and individual. .ffectiveness of various recruiting techniues and
sources for all types of job applicants.

RECRUITMENT!ROCESSES
The recruitment and selection is the major function of the human resources department and
recruitment process is the first step to&ards creating the competitive strength and the strategic
advantage for the organizations. Recruitments process involves a systematic procedure from
sourcing the candidates to arranging and conducting. The intervie&s and reuires many
recourses and time. A general recruitment process is as follo&s(*
IDENTIFYIN> THE VACANCY
The recruitment process begins &ith the hum Recourses department receiving reuisition for
recruitment from any department of the company. These contain(*
Preparing the job description and person specification.
/ocating and developing the sources of reuired number and type of employees.
0hort*listing and identifying the prospective employees &ith reuired characteristics.
Arranging the intervie&s &ith the selected candidates.
7onducting the intervie&s and decision ma'ing.

$. !dentify vacancy
;. Prepares job description and person specification
@. Advertising the vacancy
3. 5anaging the response
B. 0hort Glisting
4. Arrange intervie&s
:.7onductingintervie&anddecisionma'ing


SOURCES OF RECRUITMENT
.very organization has the option of choosing the candidates for its recruitment processes
from t&o 'inds of sources( internal and e"ternal sources &ithin the organization itself 9li'e
transfer of employees from one department to other promotion= to fill a position are 'no&n as
the internal sources of recruitment. Recruitment candidates from all the other sources 9li'e
outsourcing agencies etc.=Are 'no&n as the e"ternal sources of recur


.[T.R8A/
PR.00 A#-.RT!05.8T
.#E7AT!O8A/ !80T!TET.0
P/A7.5.8T A6.87!.0
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INTERNAL SOURCES OF RECRUITMENT

5. T%$".'e%.6
The employees are transferred from one department to another according to their efficiency
and e"perience.
1. !%omotio"6
The employees are promoted benefits and greater responsibility based on efficiency and
e"perience
@. Others are upgrading and demotion of present employees according their performance
!8T.R8A/
TRA80D.R0
P.R5OT!O8
EP6RA#!86
#.5OT!O8
R.T!R.# .5P/OM.





3. Retired and retrenched employees may also be recruited once again in case of shortage of
ualified personal or increase in load of &or'. Recruitment such people save time and costs of
the organization as the people are already a&are of the organizational culture and the policy
andprocedure.



ECTERNAL SOURCES OF RECRUITMENT
$. PR.00 A#-.RT!0.5.8T(*
Advertisement of the vacancy in ne&s papers and journal are &idely used sources of
recruitment. The main advantage of this method is that it has the &ide reach.
;. .#E7AT!O8 !80T!TET.0(*
-arious management institutes, engineering college, etc. are good courses of recruiting &ell
ualified e"ecutives.
@. P/A7.5.8T A6.87!.0(*
0everal private consultancy firms perform recruitment functions on behalf of client companies
by charging a fee. These agencies are particularly suitable for recruitment of e"ecutives
and specialties it is also 'no&n as RPO 9recruitment process outsourcing=.
3. .5P/OM5.8T .[7HA86.0(*
6overnment establishes public employment e"changes throughout the country. These
e"changes provide job information to job see'ers and help employers in identifying suitable
candidate
B. /A,OER 7O8TRA7TOR0(
5anual &or'ers can be recruited through contractors &ho maintain close contracts &ith the
sources of such &or'ers. This source is used to recruit labor for constructions
4. E80O/!7!T.# APP/!7A8T0(*
5any job see'ers visit the office of &ell 'no&n companies on their o&n. 0uch callers are
consider nuisance to the daily &or' routine of the enterprise
:. .5P/OM. R.D.RRA/0(*
5any organizations have structure system &here current employees of the organization can
refer their friends and relatives for some position in their organization.
<. R.7RE!T5.8T AT DA7TORM 6AT.(*
Ens'illed &or'ers may be recruited at the factory gate these may be employed &henever a
permanent &or'er is absent.

FACTORS AFFECTIN> RECRUITMENT
The recruitment function of the organizations is affected and governed by a mi" of various
internal and e"ternal forces. The internal forces are those factors that can be controlled by the
organization. And the e"ternal factors are those factors &hich can not be controlled by the
organization the internal and e"ternal forces affecting recruitment function of an organization(*
DA7TOR0 ADD.7T!86 R.7RE!T5.8T
.[T.R8A/ DA7TOR0
0upply and demand
/abor mar'et
!mage+good&ill
Enemployment rate
7ompetitors
!8T.R8A/ DA7TOR0
recruitment policy
human resources planning
size of the firm
cost of recruitment


RECRUITMENT !OLICY OF A COM!ANY
!n todayCs rapidly changing recruitment, a &ell define recruitment policy is necessary for
organization to responded to responded human reuirement in time. Therefore, it is important
to have a clear and concise recruitment policy in place &hich can be e"ecuted effectively to
recruit the best talent pool for the selection of right candidate at the right place uic'ly.
7reating a suitable recruitment policy is the first step in the efficient hiring process. A clear and
concise recruitment policy helps ensure a sound recruitment process.
!t specifies the objectives of recruitment and provides a frame&or' for
implementation of recruitment programmed. !t may involve organizational system to be
developed for implementing programmers and procedures by filling up vacancies &ith best
ualified people.

COM!ONENTS OF THE RECRUITMENT !OLICY
The general recruitment policies and terms of the organization
Recruitment services of the consultants
Recruitment of temporary employees
Eniue recruitment situation
The selection process
The job descriptions
The terms and conditions of the employment


FACTOR AFFECTIVE RECRUITMENT !OLICY
o Organizational objectives
o The personal policies of the organization and its competitors
o The government policies on reservations
o Preferred sources of recruitment
o 8eed of the organization
o Recruitment cost and financial implicit

RECENT TRENDS IN RECRUITMENT
The follo&ing trends are(*
$. OUTSOURCIN>60
!n !ndia, the HR processes are being outsourced from more then a decade no&. A
company made dra& reuired personal from outsourcing firms. The out sourcing firms help the
organization by the initial screening of the candidates according to the needs of the
organization and creating a suitable pool of talent for the final selection by the organization.
Outsourcing firms develop their human resources pool by employing people for them ma'e
available personal to various companies as per their needs. !n turn, the outsourcing firms or
the intermediaries charge the organization for their services.

Advantages of outsourcing are(*
$. 7ompany need not plan for human resources much in advance.
;. -alue creation, operational fle"ibility and competitive advantage.
@. Turning and managements focus to strategic level process HR5.
3. 7ompany can save a lot of its resources and time

;. !OACHIN>9RAIDIN>60
O,uying talentOis the latest mantra being follo&ed by the originations today. Poaching means
employing a competent and e"periences personal ready &or'ing &ith another reputed
company in the same or different industryN the organization might be a competitor in the
industry. a company can attract talent from another firm by offering attractive pay pac'ages
and other terms and conditions, better than the current employer of the candidate. ,y it is seen
as an unethical practice and not openly tal'ed about.
@. E0RECRUIMENT60
5uch big organization used internet as a sources of recruitment. .*recruitment is the use of
technology to assist the recruitment process. They advertise job vacancy through ?orld ?ide
?eb.
The job see'ers and their applications or a curriculum vita that is 7.- through .*5A!/ using
the internet. Alternatively job see'ers place their 7.-Cs in ?orld ?ide ?eb, &hich can be
dra&n by prospective employees depending upon their recruitments
Advantages of recruitment are(*
$. /o& cost
;. 8o intermediates
@. Reduction in time for recruitments
3. Recruitment of right type of people
B. .fficiency of recruitment process
STE!S

These steps are is play a major role in the Recruitment A selection(*


$. Ino&ledge of &or'
;. #ependability
@. Organizing ability
3. Ability to communicate
B. !nitiative
4. #eveloping people
:. /eadership
<. Relations &ith others
2. Personality
$%. Judgment.
$$. !ntegrity.

AS >IVEN IN EM!LOYMENT FORM

APP/!7AT!O8 DOR .5P/OM5.8T

0.7T!O8 *$


Post applied for(****************************************************** PHOTO

8ame in full(*********************************************************

Address Dor correspondence(

Permanent Address(*

#O,(*

8ationality(

0.7T!O8*;

A!!OITMENT LETTER


!n the latter &e provide the date of joining, full basic salary, terms A condition of the
organization &hich follo& by the employee. Accepting letter &e getting by the employee. And
rules A regulation. Dollo&ing by employee.








DURIN> I II III LUARTER !ERFORMANCE A!!RISAL


!ERFORMANCEA!!RAISA FORM FOR !RO+ATIONERS9TRAINEES9REA!!OINTMENT

DOR TH. )TM P.R!O# .8#!86 O8\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\******Office


8A5. ( **************************************************************
#.0!68AT!O8 (****************************************************************
#.PART5.8T (*****************************************************************
PAM 07A/. ( ****************************************************************


,asic salary as .mployee 8o.************************************


On*******************( Rs.******************************************


This is important point follo& up in the PA(*


To be HA8#?R!TT8 only.
Please do not appraise any person &ho has &or'ed under you for less than @ months
,ase your judgments upon the entire period covered and not only upon isolated
incidents.
Appraise each factor independent ally, irrespective of the rating of other factors.



Please score out the factor that is not applicable to the employee.
5ar's to be allotted for different ratings are(

0EP.R!OR* @( 6OO#*;( DA!R*$( POOR*%(


!n the overall rating scale is(


0EP.R!OR* ;Bto@@( 6OO#*$:to;3( DA!R*2*$4( POOR*%%to%<(

)uarterly P.R should reach HO admin. At least ]days before the due date and si" monthly
and final P.R should reach at least before the $B to ;% days before due date.

!n case the countersigning officer differs &ith the assessment made by the appraising
officer in respect of any factor, he should indicate his assessment for that factor under
Rremar'C column against that factor, and also initial it &ithout correcting the rating given by the
appraising officer.
APPRA!0.R A APPRA!0.R TO 0!68 O8 ,OTH TH. PA6.0.


?e are performance appraisal through this point.



ANNUAL INCREMENT


?e increment process goes through by the HR department after the performance appraisal.
?e increment of annual salary income of the @@Fupto.after seeing the rating of the employee
5ARI.T!86 R.0.AR7H
5ar'eting research plays an important role in the process of mar'eting. 0tarting
&ith mar'et component of the total mar'eting tal's. !t helps the firm to acuire a better
understanding of the consumers, the competition and the mar'eting environment.
DEFINITION
O5ar'eting research is a systematic gathering, recording and analysis mar'eting problem to
facilitate decision ma'ing.P
* 7oundiff A 0till.
O5ar'eting research is a systematic problem analysis, model building and fact finding for the
purpose of important decision ma'ing and control in the mar'eting of goods and services.
* Phillip Iotler.
MAIN STE!S INVOLVED IN MAR?ETIN> RESEARCH
#efining the 5ar'eting Problem to be tac'led and identifying the mar'et research problem
involved in the tas'.
9$= #efine the problem and its objectives.
9;= !dentify the problem.
9@= #etermine the information needed.
93= #etermine the sources of information.
9B= #ecide research methods.
94= Tabulate, Analyze and interpret the data.
9:= Prepare research report.
9<= Dollo&*up the study.
,5/ De'i"e t(e #%ob&em $"d it. obMe-tiBe. 60 This includes an effective job in planning and
designing a research project that &ill provide the needed information. !t also includes the
establishment of a general frame&or' of major mar'eting elements such as the industry elements,
competitive elements, mar'eting elements and company elements.
,1/ Ide"ti'7 t(e #%ob&em 60 !dentifying the problem involves getting acuainted &ith the
company, its business, its products and mar'et environment, advertising by means of library
consultation and e"tensive intervie&ing of companyCs officials.
,;/ Dete%mi"i"* t(e .#e-i'i- I"'o%m$tio" "eeded 60 !n general the producer, the
manufacturer, the &holesaler and the retailer try to find out four things namely (*
9$= ?hat to sell
9;= ?hen to sell
9@= ?here to sell
93= Ho& to sell
,K/ Dete%mi"e t(e .ou%-e. o' i"'o%m$tio" 60
9a= !%im$%7 D$t$ 60 Primary datas are those &hich are gathered specially for the project at hand,
directly G e.g. through uestionnaires A intervie&s. Primary data sources include company
salesman, middleman, consumers, buyers, trade associationCs e"ecutives A other
businessman A even competitors.
9b= Se-o"d$%7 D$t$ 60 These are generally published sources, &hich have been collected
originally for some other purpose. 0ource are internal company records, government
publication, reports A publication, reports A journals, trade, professional and business
associations publications A reports.
De-ide Re.e$%-( met(od. 'o% -o&&e-ti"* d$t$ 60 !f it is
found that the secondary data cannot be of much use, collection of
primary data become necessary. Three &idely used methods of
gathering primary data are

A= 0urvey
,= Observation
7= ."perimentation
A/ Su%Be7 Met(od 60 !n this method, information gathered directly from individual
respondents, either through personal intervie&s or through mail uestionnaires or telephone
intervie&s.
+/ Ob.e%B$tio" Met(od 60 The research data are gathered through observing and
recording their actions in a mar'eting situation. This techniue is highly accurate. !t is rather an
e"pensive techniue.
C/ EA#e%ime"t$& Met(od 60 This method involves carrying out a small scale trial
solution to a problem, &hile at the same time, attempting to control all factors relevant to the
problem. The main assumption here is that the test conditions are essentially the same as
those that &ill be encountered later &hen conclusions derived from the e"periment are applied
to a broader mar'eting area.
D/ T(e !$"e& Re.e$%-( 60 !n this techniue the same group of respondents is
contacted for more then one occasionN and the information obtained to find out if there has
been any in their taste demand or they &ant any special uality, color, size, pac'ing in the
product.
$/ !%e#$%$tio" o' Pue.tio""$i%e
b/ !%e.etti"* o' Pue.tio""$i%e
c= Planning of the sample
,</ T$bu&$te A"$&7.i. $"d I"te%#%et t(e D$t$ 60
T(e %e#o%t mu.t *iBe9-o"t$i" t(e 'o&&o)i"* i"'o%m$tio"60
a= The title of research
b= The name of the organization for &hich it has been
7onducted
c= The objectives of research
d= The methodology used
e= Organization and the planning of the report
f= A table of contents along &ith charts and diagrams used in the reports
g= The main report containing the findings
h= 7onclusion arrived at end recommendations suggested
i= Appendices 9containing uestionnaire + forms used sample design, instructions.=
,Q/ Fo&&o)0u# t(e .tud7 60 The researchers, in the last stage, should follo& up this study to
find if his recommendation are being implemented and if not, &hy
R.0.AR7H #.0!68
6Advertising is a paid &or$ o& non-personal presentation and pro$otion o& ideas+ goods
or services %y an identi&ied sponsor47

5. RESEARCH !RO+LEM
!ncrease the a&areness level of AMUL CHOCOLATE.
0ee' the general perception of consumer to&ards AMUL CHOCOLATE.
To find the performance of AMUL CHOCOLATE vis*^*vis other ,rands.
To 'no& the consumer psyche and their behaviour to&ards AMUL
CHOCOLATE.
1. RESEARCH O+JECTIVES & %e&$ted .ub obMe-tiBe.
To 'no& the relationship of sales &ith the advertisement.
To 'no& a&areness of people to&ards Amu& -(o-o&$te..
To 'no& in &hich segment chocolates are mostly li'e+preferred.
To 'no& &hich advertisement tool is mostly preferred by people.
To 'no& the preference of Amu& -(o-o&$te. &ith comparison to
Other competitive brands.
To 'no& the factors &hich affects consumerCs buying behaviour
to purchase chocolates.
;. I"'o%m$tio" %ePui%eme"t
Dirst, ! had to 'no& about all the competitors present in the chocolate
segment 9Reputed and &ell established brands as &ell as /ocal brands=.
,efore going for the survey ! had to 'no& the comparative pac's and
prices of all the competitors e"isting in the mar'et.
0ince chocolate is a product that attracts children and youngsters hence ! had to trace
the mar'et and segment it, &hich mainly deals &ith people of various age groups.
As chocolate is different product, the main information needed is the various types of
chocolates available in the mar'et, their calorific value and various other facts. They can be
termed as (
As Amul chocolate advertisements are mainly done through hoardings but on television
the advertisement is being telecasted timely and on the proper time or not.
AMUL CHOCOLATE is made from 0ugar, 7ocoa ,utter, 5il' 0olids,
7hocolate mass.

Com#o.itio"6
5il' Dat ;F
0ugar BBF
Total Dat @;.@@F 95il' Dat V
7ocoa Dat=
7ocoa 0olids :.BF
5il' 0olids ;%F
3. 7hoice of research design G alternatives A choice
#espite the difficulty of establishing an entirely satisfactory classification system, it is helpful to
classify mar'eting research on the basis of the fundamental objectives of the research.
7onsideration of the different types, their applicability, their strengths, and their &ea'ness &ill
help the student to select the type best suited to a specific problem.
The t&o general types of research are(
EC!LORATORY RESEARCH
."ploratory research see's to discover ne& relationship, emphasis on discovery of ideas.
5ar'eting researches devote a significant portion of their &or' on e"ploratory studies &hen
very little is 'no&n about the problem being e"amined.
CONCLUSIVE RESEARCH
7onclusive studies attempts to determine the freuency &ith &hich something occurs or the
relationship bet&een t&o phenomenons. Esually conclusive studies assume certain under
underlying characteristics of the mar'et or have some precise statement of research
uestions+hypothesis.
<. RESEARCH INSTRUMENT USED 0 DETAILS & @HYR
!f one &ants to 'no& &hat type of dentifrice people use, &hat they thin' of, television
commercials, or &hy they buy particular brands of cars, the natural procedure is to as' them.
Thus, the uestionnaire method has come to be the more &idely used of the t&o data
collection method. 5any consumers are no& familiar &ith the telephone caller &ho greets
them &ith O?e are ma'ing a surveyP, and then proceeds to as' a series of uestions. 0ome
intervie&s are conducted in person, others by telephone, and others by mail. .ach of these
has its special advantages and disadvantages and limitations. The uestionnaire method in
general, ho&ever, has a number of pervasive advantages and disadvantages. #iscussion of
particular variations &ill be more meaningful if these characteristics of the general methods are
brought out first.
A uestionnaire consists of list of uestions to be as'ed from the respondents and the space
provided to record the ans&er + responses. )uestionnaire can be used for the personal
intervie&s, focus groups, mails and telephonic intervie&s. The choice among these
alternatives is largely determined by the type of information to be obtained and by the type of
respondents from &hom it is to be obtained.
The common factor in all varieties of the uestionnaire method is this reliance on verbal
responses to uestion, &ritten or oral.
)uestionnaire in the project consists of(
5ultiple choice uestions
#icthomus
MULTI!LE CHOICE LUESTIONS6
)uestions of this type offer the respondents an alternative to choose the right ans&er among
others. !t is faster, time saving and less biased. !t also simplifies the tabulating process.
O!EN END LUESTIONS6
!n this type respondents are free to ans&er in their o&n &ords and e"press the ideas they thin'
are relevant, such uestions are good as first uestions or opening uestions. They introduce
the subject and obtain general reaction.
DICTHOMUS6
These are the uestions &hich are ,oolean in nature. These ans&ers are straightfor&ard and
respondents have to ans&er them in a straight &ay. That means the ans&er can only be either
RMesP or R8oC.
Q. SAM!LIN> TECHNILUE USED & SAM!LE SIIE 0 @HYR
0ample design is a definite plan of obtaining some items from the &hole population. The
sample design used in this project is t&o state sampling i.e. 7luster and convenience. !n the
probability sampling methods, each items in the sample is chosen one at a time from a
complete list of universe elements. !n mar'eting research practice, it &ill sometimes be more
e"pedient to select clusters or groups of universe elements, rather than to choose sample
items individually.
0ampling methods in &hich universe elements are chosen in groups **** rather than
individually ** are called cluster*sampling methods. They are &idely used in the sampling of
human populations. ?hen no complete universe listing e"ists, a type of sampling is called area
sampling may be the only practically feasible form of probability sampling.
NONDIS>UISED STRUCTURED TECHNILUES
The non structured techniues for attitude measurement are primarily of value in e"ploratory
studies, &here the researcher is loo'ing for the salient attributes of given products and the
important factors surrounding purchase decisions as seen by the consumer. 0tructured
techniues can provide a more objective measurement system, one &hich is more comparable
to a scale or a yardstic'. The term scaling has been applied to the efforts to measure attitudes
objectively, and a number of useful scales have been developed.
SAM!LIN> METHODS
0ample design is a definite plan of obtaining some items from the &hole population. The
sample design used in this project is t&o state sampling i.e. cluster sampling and convenience
sampling. The &hole city &as divided into some geographical areas and ! have chosen
Mem"$*$% A.(%$m %o$d S$tte&ite +o#$& +ode8deB V$.t%$#u% N$B%$"*#u%$
U.m$"#u%$ M$"i"$*$% and N$%$7$"#u%$. The total .$m#&e .iDe &as 122.
CLUSTER SAM!LIN>
Here the &hole area is divided into some geographical area and a definite number of
consumers &ere to be surveyed.
CONVINIENCE SAM!LIN>
This type of sampling is chosen purely on the basis of convenience and according to
convenience.! visited >$%de" !$%8. Tem#&e Su#e%.to%e. T(e$t%e. and >7m"$.ium.
SAM!LIN>
$. 0ampling Techniue ( 8on probability sampling
9A non probability sampling techniue is
that in &hich each element in the
population does not have an eual
chance of getting selected=
;. 0ample Enit ( People &ho buy chocolates available
in retail outlets, superstores, etc
@. 0ample size ( ;%% respondents 9Age ranging
bet&een 5< yrs to Q< yrs=

3. 5ethod ( #irect intervie& through uestionnaire.
B. #ata analysis method ( 6raphical method.
4. Area of survey ( Ahmadabad #istrict.
:. Timing of survey ( 2.%% am to $;.@% pm and B.%% pm to
<.%% pm
FIELD @OR?0 METHOD USED FOR DATA COLLECTION

)uestionnaire &as prepared 'eeping the objective of research in mind.
)uestions &ere as'ed to respondents as regards to there &illingness to purchase
7hocolates.
The help of uestionnaires conducted direct intervie&s, in order to get accurate
information.
!n order to get correct information ! had to approach consumers ranging from 5< 7%. to
Q< 7%..
! visited as many respondents as ! can and as'ed them their real li'ings about any
chocolate and also got an idea, Ho) $ -(o-o&$te .(ou&d beR
!t is really a He%-u&e$" tas' to understand 7onsumer ,ehaviour, as the definition
suggest, 6ons#$er %ehavio#r is a physical activity as well as decision process
individ#al engaged in when eval#ating+ ac8#iring+ #sing and disposing goods and
services74
!n order to collect accurate information ! visited to >$%de" !$%8. Tem#&e
Su#e%.to%e. T(e$t%e. $"d >7m"$.ium, each and every uestion &as filled personally by
the respondents and chec'ed properly.
People &ere not &illing to ans&er, &hen they &ere contacted bet&een $.%% pm to B.%%
pm, the time &hen most of the people ta'e rest during the scorching heat.
6Advertising is a paid &or$ o& non-personal presentation and pro$otion o& ideas+ goods
or services %y an identi&ied sponsor47
!RIMARY TA+ULATION & INTER!RETATION
S5T @($t 8i"d o' C(o-o&$te do 7ou e$tR
+%$"ded :1 U
No" b%$"ded 2EU
?IND OF CHOCOLATE
:1U
EU
b%$"ded
"o"b%$"ded
INFERENCE
2;F respondents in the region of Ahmedabad consume ,randed 7hocolates, &hile <F still
consume non branded.
S1T @(o u.e. -(o-o&$te. i" 7ou% '$mi&7R
C(i&d%e" ;K U
Tee"$*e% ;; U
You"* 1Q U
O&d 23 U
CHOCOLATE USERS
%F %F %F %F
@3F
@@F
;4F
:F
C(i&d%e"
Tee"$*e%
You"*
O&d
INFERENCE
5ostly children A teenagers li'es chocolates in their families. 0o &e should give stress on
children A tenager segment to increase mar'et share. Moung people also using chocolates for
consuming A for giving as a gift.
S;T @($t 'o%m o' C(o-o&$te do 7ou &i8eR
Coo8ie. 5KU
+$% Q2U
@$'e% 12U
Ot(e% 2QU
Fo%m o' -(o-o&$te
5KU
Q2U
12U
QU
Coo8ie.
+$%
@$'e%
Ot(e%

INFERENCE
The above diagram suggest that the most preferred form is bar i.e. 4%F, follo&ed by &afer i.e.
;%F, 7oo'ies are all time favorites &ith
$3F &hile other forms are preferred to the e"tent of 4F.
SKT @(i-( Te&eBi.io" -($""e& 7ou &i8e to )$t-( mo.tR
0TAR $%%
X.. $B
0O8M @%
7ARTOO8 @%
Others ;B
T.V.CHANNEL !REFERENCE
5
2
2
5
<
;
2
;
2
1
<
2 12 K2 Q2 E2 522 512
St$%
Iee
So"7
C$%too"
Ot(e%.
INFERENCE
5ostly people li'e 0TAR channel. This channel is very popular among all the age group
people. 0O8M A 7ARTOO8 channels are also popular but not as 0TAR. !n other channels
sports and ne&s channels are preferred. 7ARTOO8 channel is specially preferred by children.
0o it &ill be more beneficial top give advertisements on 0TAR A 7ARTOO8 channels, it
covers all the age groups.
S<T I" bet)ee" )($t time 7ou &i8e to )$t-( te&eBi.io"R
Timings \\\\\\\\\\\\\
< to E #m ;; U
E to 55 #m ;3 U
L$te Ni*(t 52 U
Mo%"i"* 5< U
A'te%"oo" 2< U
TIMIN> !REFERENCE
@@F
@:F
$%F
$BF
BF
< to E#m
E to 55#m
L$te "i*(t
Mo%"i"*
A'te% "oo"
INFERENCE
Drom the survey it &as found that @:F of the respondents li'es to &atch T.-. after < pm to $$
pm. ,ecause 5ostly people belong to service class A females in the families got their &or' by
this time. At B to < pm @@F respondents in &hich especially children &atch cartoon channel A
etc. so it is good to advertise on preferred channels on these timings.

SQT +7 )(i-( medi$ 7ou #%e'e% to )$t-( $dBe%ti.eme"t.R
Television /- 9
Ho$%di"*. 53 U
Newspapers :; 9
M$*$Di"e. 2< U
Ot(e%. ,Me"tio"/ 2; U
MEDIA !REFERENCE TO @ATCH
ADVERTISEMENT
%F %F %F %F %F
4:F
$:F
<F
BF
@F
Te&eBi.io"
Ho$%di"*.
Ne).#$#e%.
Me*$Di"e.
Ot(e%.
INFERENCE
5ostly people li'e to &atch an advertisement through Television because most of them
belongs to service class. 7hildren are getting attracted through advertisement on television
and hoardings. 7ompany tries to give attractive advertisement through T.-. and hoardings
because advertisement through hoardings is less costly.

S3T @($t '$-to%. e''e-t. 7ou i" $ -(o-o&$te $dBe%ti.eme"tR
,rand ambassador 4%
Jingles @%
7omedy 3B
5usic 3%
Emotio". 12
Others 95ention= %B
EFFECTIVE FACTORS
%
$%
;%
@%
3%
B%
4%
:%
,
r
a
n
d

a
m
b
a
s
s
a
d
o
r
J
i
n
g
l
e
s
7
o
m
e
d
y
5
u
s
i
c
.
m
o
t
i
o
n
s
O
t
h
e
r
s
INFERENCE
EBe% T$.ted
:2U
52U
Ye.
No
6ood ,rand Ambassador generally effects peopleCs perception to&ards a product and create
an image in their mind. 5ostly people li'es to see celebrities li'e Amitabh ,acchan, 0achin
Tendul'ar, 5.0.#honi, 0aniya 5irza etc. as a ,rabd Ambassador in chocolate
advertisements.At the same time people li'e comedy, slo& music A specially children li'e
jingles in advertisements.
SET H$Be 7ou eBe% t$.ted Amu& C(o-o&$teR
Ye. :2 U
No 52 U
INFERENCE
The chart sho&s that 2%F respondents have tasted Amul 7hocolate, &hile still $%F have not
tried Amul 7hocolates.
Amul must use proper techniues in order to cater the needs of every common man.
S:T C$" 7ou %e-$&& AMUL C(o-o&$te $dBe%ti.eme"tR
Mes @; F
8o 4< F
AdBe%ti.i"* E''e-tiBe"e..
;1U
QEU
Ye.
No
INFERENCE
Here it &as observed that only @;F respondents in the city of Ahmedabad &ere able to recall
Amul 7hocolate advertisement. This sho&s ho& much Amul lags behind in promotional
activities and advertisement. Therefore Amul must use strong promotional activities and
advertisement in order to retain their potential consumers.
S52T @(i-( C(o-o&$te do 7ou &i8e mo.tR
Ne.t&e 1EU
C$dbu%7 <EU
Amu& 5;U
M$%8et .($%e
1EU
<EU
5;U
5U
Ne.t&e
C$dbu%7
Amu&
A"7 ot(e%
A"7 ot(e% 25U
INFERENCE
?e can clearly gauge from the pie chart that 7adbury being on the top slot &ith B<F mar'et
share dominates the chocolate mar'et, follo&ed by 8estle &ith ;<F share, &hereas Amul
have only $@F mar'et share and thus lags behind.
S55T @($t i. t(e '%ePue"-7 o' #u%-($.i"* C(o-o&$teR
D$i&7 53 U
@ee8&7 11 U
Dortnightly $@ F
Occasionally 3< F
INFERENCE
The freuency of chocolate differ a lot &here $:F respondents buy it daily, ;;F &ee'ly, $@F
fortnightly, and there is a Hugh chun' of people &ho buy chocolate occasionally.
S51T Ho) do 7ou .-$&e 7ou% C(o-o&$teR
F%ePue"-7 o' #u%-($.e
53U
11U
5;U
KEU
D$i&7
@ee8&7
Fo%t"i*(t&7
O--$.io"$&&7
ATTRI+UTE !OOR AVERA>E >OOD ECCELLENT
!RICE KEU 11U 1;U 23U
S@EETNESS 12U 5KU 12U KQU
!AC?A>IN> ;;U 5EU 51U ;3U
SOFTNESS 51U 5QU 1;U K:U
SCHEMES ;3U 5;U 53U ;;U
AVAILA+ILITY 51U 5<U 1;U <2U
07OP. OD TH. 0TE#M(
The scope of the study is e"tended to the assessment of personal demand and supply
through various methods of recruitment suitable by organisation. The study &ill help in
resolving the unnecessary issues raised by the &or'ers &hich reduce the production
efficiency generally by slo&ing do&n the production. !t &ill also help to find out the
area &here the management can ma'e ne& policies and implement those policies to
improve the relations bet&een &or'ers and management. This project is mainly for fair
practicing of management and &or'ers &ith each other in the company. This is
specifically for the company and can not be generalized because of customized
details. This report &ill help in Administration, including overall organization, supervision
and co*ordination of industrial personnel fulfillment policies and programmes. .mployee
counseling on all types of personnel problems*educational, vocational, health or behavior
problems can also be benefited from this report.
#ue to lac' of sufficient 'no&ledge, ! had to ma'e a number of assumptions for the
sa'e of a useful and reasonably accurate project in the field of overall relations
bet&een &or'ers and management. ?hile ! believe that all such assumption &ere
justice and have put in all techniues from &herever they &ere available some
assumptions and limitations remain to 'eep every thing honest. ! &ould li'e to list them
here(
ASSUM!TIONS6
5. The data collected is $%%F correct as no personnal prejudices are assumed to be
involved relating to the personal intervie&s and discussions.
1. The provided data by company is authentic and completely reliable.
;. Observations and !ntervie&s &ere ta'en to crosschec' the authenticity of the
secondary data.
K. The methods auired by system are authentic and reliable.
.
!n the concern of the issues that are freuently raised by the union the response from the &or'ers and
the staff is very good. ?age increases and payment of allo&ances are most common issues raised by
the &or'ers, but in the amul, the &ages and allo&ances are paid according to the settlement.
Overtime, changes in &or'ing time arrangements leave benefits dispute settlement procedures,
5anagement practices, Revise study of incentive scheme, 7anteen facility, Transportation facility are
also commonly raised issues by the &or'ers. These are most common because ma"imum &or'ers
most reuired benefits and facilities for them. ,esides these, &or'ing condition+environment, 7hange in
&or' practices, !ntroduction of ne& technology, #ismissal+disciplinary measures are the issues &hich
are raised by &or'ers rarely.
!AYMENT OF @A>ES6V
5. ?or'man is reuired to open a 0avings ,an' Account in the nearest ban' or at any other
place of posting from time to time and all payments that are due to him including the statutory
payments, namely, ?ages+Allo&ances, ,onus, etc. shall be deposited into his account. 8o
payment &hatsoever &ill be made directly to him at the factory. !n the case ofall statutory
payments, he &ill be reuired to sign in the statutory register9s= maintained for the purpose at
the factory as advised to him by the management. Dor any administrative reason, if the
amounts that are due and payable to him is not deposited into his account, he shall intimate
the same to the 7ompany &ithin a &ee'Cs time to ta'e immediate necessary action in the
matter.
1. ?ages &ill be paid monthly &ithin : days of the completion of the &age period.
;. ?here the services of a &or'man are terminated unless the &ages are paid to him on the
day of his termination, he shall present him in the factory to receive his &ages on the usual pay
day


0?OT A8A/M0!0





STREN>THS
The major strength
of the Amul is the different variety
of 5il's and a recognized ,RA8#
name.
The increasing
demand for these products
presents a great opportunity for
the Amul to increase and scale up
the production.

@EA?NESS
0carce Amul Outlets.
/ess 5argin given to the
Outlet o&ners to match the e"isting
competitors.
O!!ORTUNITIES
There is a scope of
business as there is a demand for
dairy products.
Amul should open
more outlets to get the ma"imum
advantage of the demand.
8eed to put more
stress in the face*to*face direct
mar'eting to reach to the
customers.
The increasing
demand for these products
presents a great opportunity for
the Amul to increase and scale up
the production.

THREATS
!ncreasing competition
from the other brands.
0trong supply chain
management by the competitors.
0trong mar'eting strategy
by competitors by offering the discount
coupons to consumers and providing
healthy commissions to the retailers.




/!5!TAT!O80(




/imited time available for intervie&ing the respondents. As a result of this it &as not
possible to gather full information about the respondents.


?hen ! intervie&ed children teenagers, sometimes they use to
give ans&ers under the influence of their parents or elders.


As summer training is going under summer season so sometimes
people are less interested in filling up uestionnaire.


0ometimes the problem &hich ! face is language problem for &hich ! have to ma'e
them understand.


8on*cooperative approach and rude behavior of the respondents.


!f the respondents ans&er does not falls bet&een amongst the options given then it &ill
turn up to be a biased ans&er.


Co"-&u.io"



! am studying the &hole process of Recruitment A selection at Amul. !n the organization
Recruitment A selection process same as a Human resource management but the some
specific condition given by the HR department in the Recruitment A selection. ! e"tremely feel
that in this organization Recruitment A selection process is maintain the specific standard .this
organization maintain the ,est suitable HR functions in the organization. ! hope that
Recruitment A selection process at this organization good &or' for the future. 8othing here the
change. !n Recruitment A selection. Performance appraisal system in this organization is also
good. !ncrement of the employee of @@Fupto of yearly income. ,ased on rating given by
performance appraisal officer.
This organization Recruitment A selection process is going on directly A indirectly
9consultancy= goes through. 8othing gives any advertising of the vacancy shortlisted
candidates by the consultancy.

Overall ! &ant to say Recruitment A selection process at this organization is so far and so
good. ,ut not available in the HR department in all regional offices. This suffering the some
little problem.
)E.0T!O88R!.
$.?HAT !0 TH. A88EA/ PROD!T OD A5E/ !8#!A P-T. /T#._
;.?HAT AR. TH. O,J.7T!-.0 OD A5E/_
@. ?HAT AR. TH. /!5!TAT!O80 OD TH. !8#E0TRM_
3..[P/A!8 TH. 07OP.0 OD TH. A5E/ !8#!A P-T. /T#._
B.#.07R!,. TH. 5ARI.T 0TRAT.6!.0 OD TH. !8#E0TRM_
4..[P/A!8 TH. DA7TOR .DD.7T!86 R.7RE!T5.8T PO/!7M_
3..[P/A!8 TH. #!DD.R.8T A7H.!-5.8T0 OD A5E/_
<.?HAT AR. TH. #!DD.R.8T PRO#E7T0 OD A5E/_
+ib&io*%$#(7
Re'e%e"-e.
1. The Amul 0tory * 6eneral 5anagement Revie&
;. Ale"ander Draser /aidla&. +oo,eratives and the Poor. A development study prepared for
the !nternational 7ooperative Alliance and the 7anadian !nternational #evelopment
Agency, $2::.
@. .conomic Times
3. Amul>s sales turnover
B. Amul hopes to flo& into Japanese mar'et
4. http(++&&&.synovate.com+ne&s+article+e"tra+;%%:%<;3+Asia>sF;%TopF;%$%%%F;%brands
F;%factF;%sheet.pdf
:. Amul ready to ta'e on Pepsi, 7o'e in sports drin' segment
<. The Amul 5ascot 0tory * Amul>s &ebsite
2. 8#T- movies N.T8.
$%. &&&.amul.com
$$. &&&.amuldairy.com