Vous êtes sur la page 1sur 117

SUMMER TRAINING PROJECT REPORT

ON
CONSUMER PERCEPTION
AT
AMUL PRODUCT
Submitted in partial fulfillment of the requirement
For the award of degree
of
MASTER OF BUSINESS ADMINISTRATION
SESSION (2015-2017)
SUBMITTED To: Mrs. Archana Kumari
Name: Mohd Maaz Ansari
Class: MBA III Sem
University Roll No. 1521170017

RAKSHPAL BAHADUR MANAGEMENT INSTITUTE,


Greater Noida
(Affiliated to Uttar Pradesh Technical University, Lucknow)
PREFACE

Live project training is an Integral part of MBA Program. It helps the student to
understand the practical aspects of Marketing. As a part of my MBA Program at RBMI,
Greater Noida I was supposed to work with an Organization for a period of 6 to 8
weeks.

To understand the important aspects of Marketing, I chose GCMMF Ltd. for my


training, which is a hard-core marketing company for marketing dairy products.
GCMMF Ltd. is Indias largest food product marketing organization and markets
popular brands Amul.

My project aims to survey Consumer Perception of Amul Shakti & Masti Dahi. It is
not simply a questionnaire and Survey Report Writing.

I have provided different Market Area under the Distributors.

My work was to look after the whole Market Area and raise the sales of the product,
Amul Shakti & Masti Dahi.
DECLARATION

I, Am Mohd Maaz Ansari, student of MBA IIIrd Semester, studying at


Rakshpal Bahadur Management Institute, Greater Noida , hereby declare
that the summer training report on entity CONSUMER PERCEPTION
OF AMUL PRODUCT submitted to Uttar Pradesh Technical University,
Lucknow in partial fulfillment of Degree of Master of Business
Administration is the original work conducted by me.

The information and data given in the report is authentic to the best of my
knowledge.

This summer training report is not being submitted to any other University
for award of any other Degree, Diploma and Fellowship.

MOHD
MAAZ ANSARI
ACKNOWLEDGEMENT

This Project would have remained incomplete without mentioning some of the names as
a token of sincere thanks to those who had contributed a lot towards completion of the
project.

I express my sincere thanks to Mr. Vuvnesh Gaur (Senior Sales Executive, Ghaziabad
region) and Maneesh Saxena (Field Sales Officer, Ghaziabad) for allowing me to
accomplish my live project training at Gujarat Co-operative Milk Marketing Federation
(GCMMF) Ghaziabad.Without their guidance and field help, this Project would have
been difficult to achieve. I want to mention that the entire staff of GCMMF was
cooperative up to their Limitation.

The entire study of my project work still incomplete without the name of Mrs.
ARCHANA KUMARI My guide & faculty member, department of business
administration RBMI, Greater Noida for his valuable suggestion.

This acknowledgment would remain incomplete if I forget to express my gratitude to the


Distributors and all the Retailers. They have given me the real fieldwork Experience that
would help me in my upcoming professional life.

Without their cooperation, this valuable Project, which is in the benefit of the company,
would not have been possible.

Mohd Maaz Ansari


CONTENTS
EXECUTIVE SUMMARY 1
1 INTRODUCTION TO THE INDUSTRY 2-12
Industrial Back Ground
Brief detail of major players
2 INTRODUCTION TO THE COMPANY 13-32
Inception of the company
Nature of Business
Board of Directors
Organizational chart
Business Operations
Vision & Mission and its policy
Product profile
Market share
Competitors
Future prospect and Growth

3 INTRODUCTION TO PROBLEM 33-35


Title of Project
Statement of the Problem
Purpose of Study
Objective of Study
Scope of Study.
4 RESEARCH METHODOLOGY 36-39
Research Design
Data Collection Methods/Sources,
Research Tools, Sampling Method,
Field of Work, Hypothesis,
Method of Data Analysis,
Analytical Model

5
5 HUMAN RESOURCES MANAGEMENT 40-46

6 INFORMATION TECHNOLOGY 47-50

7 DATA INTERPRETATION AND ANALYSIS 51-87

Data Tabulation,
Pictorial Diagrams,
Data Analysis,
Hypothesis Testing ,
Futuristic/Trend
Analysis,
Differentiation Analysis,
SWOT Analysis

8 FINDINGS 88-89

9 LIMITATIONS 90-91

10 CONCLUTION 92-94
11 RECOMMENDATIONS 95-96

APPENDIX 97-103
Copies of questionnaires
Bibliography
Detail of Samples

6
EXECUTIVE SUMMERY

Doing this project, it was a great experience for me. The project is intended to provide

information about customer satisfaction on Amul. In India there have been a great successful

company both national as well as foreign company and it has been realize that company is

sustaining power to stay in the competitions. I choose the NCR region to conduct my survey and

to get lot of exposure and various opportunities to different kind of companies. This project has

been under to study taken to study of consumer perception of Amul products. . In the NCR

region survey has been held to take the response about the Amul. The survey is done by the

questionnaire method. I asked the question from the decided sample size and there are many

response are received.

Some customers are satisfied with the product.


There are most of the customer of Amul .
Amul product are very affordable for middle class family

and other age group.


To conduct the detail study of my research, I gathered the information

from customer. After getting the information, I analyses the information

and try to find out the problems and their solutions. In the

research methodology I have taken the primary data such

as questionnaire

After this SWOT analysis has done, all strength, weaknesses,

opportunities and threats are find out. All the information has to interpret

and analyses the data. Last but not least some recommendation are given

7
as well as some limitations are accused which had to face during the study

of the research

8
Industrial Back Ground

Over the last 25 years or so, the Indian dairy industry has progressed from a situation of
scarcity to that of plenty. Dairy farmers today are better informed about technologies of more
efficient milk production and their economics. Even the landless and marginal farmers now
own highly productive cows and buffaloes in many areas. Application of modern technology
and advanced management systems in milk processing and marketing have brought about a
marked change in the market place.
Consumers now have a wide range of choice of products and packages. The Operation Flood
(OF) program implemented by National Dairy Development Board (NDDB) played a key
role in bringing about this transformation.
The importance of program lies in its focus on small rural producers. Lucrative
Alternate employment opportunities are often not available in Indian villages making
dairying an attractive option for many villagers. Low capital intensity, short operating cycle
and steady returns make dairying a preferred activity among the marginal and small farmers
(those having less than two hectares of land) and even landless who depend for fodder on
common grazing and forest lands.
About 57 percent of rural households in India are marginal and small farmers in many milk
sheds. Nearly 70 million households hold a total of 98 million cows and buffaloes. A majority
of milk producers have 1 2 animals and account for some 70 percent of the milk
production. On an average, about 22.5 percent of the income of the rural households is
contributed by milk.
The ANAND Pattern Cooperative structure comprises village level dairy cooperative
societies (DCS), which promote district level union, which in turn promote state level
marketing federation.
Starting in 1970, NDDB replicated the ANAND Pattern cooperatives through the OF
program all over India.

9
INDUSTRY PROFILE

The dairy sector in the India has shown remarkable development in the past decade and India
has now become one of the largest producers of milk and value-added milk products in the
world. The dairy sector has developed through co-operatives in many parts of the State. During
2009-2010, the State had 80 milk processing plants with an aggregate processing capacity of
7.8 million liters per day. In addition to these processing plants, 123 Government and 33 co-
operatives milk chilling centers operate in the State.
With the increase in milk production. Maharashtra now regularly exports milk to neighboring
states. It has also initiate a free school feeding scheme, benefiting more than three million school
children from over 19,000 schools all over the State.

Indian dairy industry

Dairy is a place where handling of milk and milk products is done and technology refers to the
application of scientific knowledge for practical purposes.
More than 2,445 million people economically active in agriculture in the world, probably 2/3 or
even more 3/4 of them are wholly or partly dependent on livestock farming. India is endowed
with rich flora & Fauna & continues to be vital avenue for employment and income generation,
especially in rural areas. India which has 66% of economically active population, engaged in
agriculture, derives 31% of Gross Domestic Product GDP from agriculture. The share of
livestock product is estimated at 21% of total agricultural sector.

10
COMPANY PROFILE

The Amul story


In the 1940s, in the district of KAIRA in the State of Gujarat, India, a unique experiment was
conducted that became one of the most celebrated success stories of India. At that time, in
Gujarat, milk was obtained from farmers by private milk contractors and by a private
company, Polson's Dairy in ANAND, the headquarters of the district. The company had a
virtual stranglehold on the farmers, deciding the prices both of the procured as well as the
sold milk. The company arranged to collect, chill and supply milk to the Bombay Milk
Scheme, which supplied milk to the metropolis of Bombay, and to cities in Gujarat. Polson's
Dairy also extracted dairy products such as cheese and butter. Polson's Dairy exploited its
monopoly fully; the farmers were forced to accept very low prices for their products, and the
decisions of the company regarding the quality and even the quantity of the milk supplied by
the farmers were final.
In 1946, inspired by Sardar Vallabhbhai Patel, a local farmer, freedom fighter and social
worker, named Tribhuvandas Patel, organized the farmers into co-operatives, which would
procure milk from the farmers, process the milk and sell it in Bombay to customers including
the Bombay Milk Scheme. Purely by chance, in 1949, a mechanical engineer named
Verghese Kurien, who had just completed his studies in engineering in the USA, came to
India and was posted by the Government of India to a job at the Dairy Research Institute at
Anand. Settling down in Anand was hardly a part of his career plans; however, a meeting
with Tribhuvandas Patel changed his life and changed India's dairy industry.
What Mr. Patel requested of Dr Kurien was hardly to bring about such a revolution. All he
wanted was help in solving various problems with bringing into working order some of the
equipment just purchased by his co-operative, especially the chilling and pasteurizing
equipment. These items of equipment malfunctioned, leading to the rejection of large
quantities of milk by the Bombay Milk Scheme.
Dr. KURIEN'S involvement with the KAIRA District Co-operative Milk Producers' Union
Limited (KDCMPUL; the registered name of the co-operative) grew rapidly. Initially he
merely provided technical assistance in repairing, maintaining and ordering new equipment
but subsequently he became involved with the larger sociological issues involved in
organizing the farmers into co-operatives and running these co-operatives effectively. He

11
observed the exploitation of farmers by the private milk contractors and Polson's Dairy, and
noted how the co-operatives could transform the lives of the members.
The most important feature of these co-operatives is that they are run purely as farmers' co-
operatives, with all the major decisions being taken by the farmers themselves. The co-
operatives are not 'run' by a separate bureaucracy with vested interests of its own; the farmers
are truly in charge of their own decisions. Any farmer can become a member by committing
to supply a certain quantity of milk for a certain number of days in a year and shall continue
to be a member only if he keeps up this commitment. Each day, the farmers (or actually, in
most cases, their wives and daughters) bring their milk to the village collection canters where
quantity of milk is checked in full view of all and quality (milk fat content) is checked using a
simple device, again in full view of all. The farmers are paid in the evening for the milk they
supplied in the morning, and in the morning for the evening's milk. This prompt settlement in
cash is a great attraction to the farmers who are usually cash starved. Thanks to the above
system, there are no disputes regarding quantity or quality of the milk supplied by each
farmer.
It was soon realized that it was not enough to merely act as the collection and selling agents
for the farmers. A variety of support services were also required to enable the farmers
continue selling milk of adequate quality and to avoid disasters such as the death of their
cattle (for a family owning just one or two cattle and depending on its/their milk for their
income, death of a cow could indeed be a disaster). The farmers were progressively given
new services such as veterinary care for their cattle, supply of good quality cattle feed,
education on better feeding of cattle and facilities for artificial insemination of their cattle. All
these were strictly on payment basis; none of the services were free.
This experiment of organizing farmers into co-operatives was one of the most successful
interventions in India. A very loyal clientele was built up who experienced prosperity on a
scale they could not have dreamt of 10 years earlier. With good prices paid for their milk,
raising milk cattle could become a good supplementary source of revenue to many
households. The co-operatives were expanded to cover more and more areas of Gujarat and in
each area, a network of local village level co-operatives and district level co-operatives were
formed on a pattern similar to that at Anand (the so called Anand Pattern). In 1955,
KDCMPUL changed its name to Anand Milk Union Limited, which lent itself to a catchy
abbreviation, Amul, which meant priceless in Sanskrit. The word was also easy to pronounce,

12
easy to remember and carried a wholly positive connotation. It became the flagship brand
name for the entire dairy products made by this union.
In 1954, Amul built a plant to convert surplus milk produced in the cold seasons into milk
powder and butter. In 1958, a plant to manufacture cheese and one to produce baby food were
addedfor the first time in the world, these products were made from buffalo milk.
Subsequent years saw the addition of more plants to produce different products. Starting from
a daily procurement of 250 liters in 1946, Amul had become a milk giant with a large
procurement base and a product mix that had evolved by challenging the conventional
technology.
On his visit to Anand in 1965, the then Prime Minister of India, LAL BAHADUR SHASTRI,
was impressed by what he sawa system that procured, processed and delivered high quality
milk to distant markets cost efficiently. Shastri could also see the difference that the income
from milk had made to the standard of living of farmers in the area. What impressed him the
most was that Amul had done all this without government assistance, in marked contrast to a
number of governments sponsored dairy Program that were doing poorly in terms of
procuring and marketing good quality milk and boosting farmers' incomes. Shastri asked Dr
Kurien to replicate Anand success all over India.
A pattern similar to the Anand Pattern was to be built in other states of India. This was carried
out under a Program launched by the Government of India, entitled 'Operation Flood'. The
National Dairy Development Board (NDDB), a body formed by the Government of India
with this specific objective, coordinated the operation.

13
Gujarat Cooperative Milk Marketing Federation GCMMF: An Overview:

Gujarat Cooperative Milk Marketing Federation (GCMMF) is an Indias largest food product
marketing organization. It is a state level apex body of milk cooperatives in Gujarat, which
aims to provide remunerative returns to the farmers and also serve the interest of consumers
by
Providing quality products, which are good value for money.

Members: 13 district cooperative milk


producers' Union
No. of Producer Members: 2.6 million
No. of Village Societies: 12,792
Total Milk handling capacity: 10.16 million liters per day
Milk collection (Total - 2006-07): 2.38 billion liters
Milk collection (Daily Average 6.5 million liters
2006-07):
Milk Drying Capacity: 594 metric Tons per day
Cattle feed manufacturing 2640 Mts per day
Capacity:

14
15
Sales Turnover Rs (million) US $ (in million)
1994-95
11140 355

1995-96
13790 400

1996-97
15540 450

1997-98
18840 455

1998-99
22192 493

1999-00
22185 493

2000-01
22588 500

2001-02
23365 500

2002-03
27457 575

2003-04
28941 616

2004-05
29225 672

2005-06
37736 850

2006-07 42778 1050

2007-08 48522 1260

2008-09 54974 1430

60584 1615
2009-10

66311 1835
2010-11

72880 2022
2011-12

GCMMF Business Philosophy: -


To serve the interests of milk producers.
To provide quality products to consumers Value for money.

16
Industry Standing: -
Indias largest food products marketing organization with an annual turnover of over
2700 crores.
Markets popular brands AMUL and SAGAR.
Indias largest exporter of dairy products.
Indias largest Cold Chain Network.
14 Dairy Plants.
Milk handling capacity of 6 MLPD.
No.1 market shareholder in India for Butter, Cheese, Ice-cream, Dairy Whitener,
Condensed Milk, UHT Milk, and Baby Food.
Presently marketing pour liquid milk in five states namely, Gujarat, Maharashtra,
Chattisgarh, Rajasthan and Madhya Pradesh.
Export:-
Far the fifth consecutive year Amul has received the Government of Indias APEDA award,
as the Nations largest exporter of Dairy Products. During the year, Amul Butter, ShriKhand,
and Gulabjamuns were launched in the USA. Its Products also made a debut in New Zealand,
Singapore, Thailand and Iraq, during the year and received a very encouraging consumer
response.
Federations export turnover has also grown by 17% in terms of Volumes Consignment sales
of the year is 464.53 Crores.
Amul long life Milk has been very well accepted in the UAE and Singapore Market. In the
international Market Company has grown. At the rate of 34%, Company by open was house
induction to butter serve customers in the region.
Milk Procurement: -
Procurement by member Unions = 60.35 Lacs Kg/Day
Peak Procurement in a Single Day = 80.52 Lacs Kg/Day
(All time Record of Milk Procurement)
Sales: -
Growth in Sales 21.5 Percent increased
Reached to 3000.74 Crore
Sales to Defense Services = 38%
Sale of Amul Ice Cream = 33%

17
Brief detail of major players

MOTHER DAIRY
Strengths
Acquired by National Dairy Development Board (NDDB).
Market Position: - Presence in every small and big locality and Area.
Strengthening Point booth of MD all over Delhi. In most suitable location.
Existence in Delhi Market from the beginning of Polly Pack Market.
Trust of people on the name.
Presence of its Officers on making a phone call on the Helpline No.
Weaknesses
It is not pure but a mixture of powder. Taste is not natural.
Current Share is declining..
Opportunity: -
Diversification
Launch it in other dairy products: - ice cream, Butter, and Cheese etc.

Effort of Joint Venture with other state Milk Federation. Including Milma (Kerala) Vijaya
(Andhra Pradesh) has already signed agreement. Talk, are on with Verka (Punjab), Nandini
(Karnataka), Parag (Uttar Pradesh) and Saras (Rajasthan)
The NDDB Plan to enter the joint venture through its wholly owned subsidiary Mother
Dairy Foods and Vegetables Limited (MD FVL), BY Holding 51 Percent Stake.
Threat: -
Establish its Dairy Brands in the Western India. (High competition)
PARAS
Strengths: -
Margins Leadership
Good Supply Chain
Aggressive Marketing Plans
Continuous Offerings.

18
Weaknesses: -
Lost Brand Image
Quality is suspicious
Opportunity: -
Good Commend over Lower Income Segment.
Diversifying in other Dairy Products.
Emphasis on Export of Dairy Products.
Threats: -
Extremely competitive environment, difficult to sustain on High Margins.
AMUL
Strength: -
Brand Name
Come-up with really good quality.
Presence of the PSM in the Market.
Strong Financial Position.
Weaknesses: -
Less Expense on Marketing Budget.
Frequent Changes in Schemes and Offerings. It should sustain on for sometime to achieve
good results.
Opportunities: -
40 Lakhs LPD Delhi and NCR Market.
Threats: -
High competition.
MD Monopoly in the Lucknow Region.

19
20
INCEPTION OF THE COMPANY

Company Profile

In the 1940s, in the district of Kaira in the State of Gujarat, India, a unique experiment was
conducted that became one of the most celebrated success stories of India. At that time, in
Gujarat, milk was obtained from farmers by private milk contractors and by a private
company, Polson's Dairy in Anand, the headquarters of the district. The company had a
virtual stranglehold on the farmers, deciding the prices both of the procured as well as the
sold milk. The company arranged to collect, chill and supply milk to the Bombay Milk
Scheme, which supplied milk to the metropolis of Bombay, and to cities in Gujarat. Polson's
Dairy also extracted dairy products such as cheese and butter. Polson's Dairy exploited its
monopoly fully; the farmers were forced to accept very low prices for their products, and the
decisions of the company regarding the quality and even the quantity of the milk supplied by
the farmers were final.
In 1946, inspired by Sardar Vallabhbhai Patel, a local farmer, freedom fighter and social
worker, named Tribhuvandas Patel, organized the farmers into co-operatives, which would
procure milk from the farmers, process the milk and sell it in Bombay to customers including
the Bombay Milk Scheme. Purely by chance, in 1949, a mechanical engineer named
Verghese Kurien, who had just completed his studies in engineering in the USA, came to
India and was posted by the Government of India to a job at the Dairy Research Institute at
Anand. Settling down in Anand was hardly a part of his career plans; however, a meeting
with Tribhuvandas Patel changed his life and changed India's dairy industry.
What Mr Patel requested of Dr Kurien was hardly to bring about such a revolution. All he
wanted was help in solving various problems with bringing into working order some of the
equipment just purchased by his co-operative, especially the chilling and pasteurizing
equipment. These items of equipment malfunctioned, leading to the rejection of large
quantities of milk by the Bombay Milk Scheme.
Dr Kurien's involvement with the Kaira District Co-operative Milk Producers' Union Limited
(KDCMPUL; the registered name of the co-operative) grew rapidly. Initially he merely
provided technical assistance in repairing, maintaining and ordering new equipment but
subsequently he became involved with the larger sociological issues involved in organizing
the farmers into co-operatives and running these co-operatives effectively. He observed the

21
exploitation of farmers by the private milk contractors and Polson's Dairy, and noted how the
co-operatives could transform the lives of the members.
The most important feature of these co-operatives is that they are run purely as farmers' co-
operatives, with all the major decisions being taken by the farmers themselves. The co-
operatives are not 'run' by a separate bureaucracy with vested interests of its own; the farmers
are truly in charge of their own decisions. Any farmer can become a member by committing
to supply a certain quantity of milk for a certain number of days in a year and shall continue
to be a member only if he keeps up this commitment. Each day, the farmers (or actually, in
most cases, their wives and daughters) bring their milk to the village collection canters where
quantity of milk is checked in full view of all and quality (milk fat content) is checked using a
simple device, again in full view of all. The farmers are paid in the evening for the milk they
supplied in the morning, and in the morning for the evening's milk. This prompt settlement in
cash is a great attraction to the farmers who are usually cash starved. Thanks to the above
system, there are no disputes regarding quantity or quality of the milk supplied by each
farmer.
It was soon realized that it was not enough to merely act as the collection and selling agents
for the farmers. A variety of support services were also required to enable the farmers
continue selling milk of adequate quality and to avoid disasters such as the death of their
cattle (for a family owning just one or two cattle and depending on its/their milk for their
income, death of a cow could indeed be a disaster). The farmers were progressively given
new services such as veterinary care for their cattle, supply of good quality cattle feed,
education on better feeding of cattle and facilities for artificial insemination of their cattle. All
these were strictly on payment basis; none of the services were free.
This experiment of organizing farmers into co-operatives was one of the most successful
interventions in India. A very loyal clientele was built up who experienced prosperity on a
scale they could not have dreamt of 10 years earlier. With good prices paid for their milk,
raising milk cattle could become a good supplementary source of revenue to many
households. The co-operatives were expanded to cover more and more areas of Gujarat and in
each area, a network of local village level co-operatives and district level co-operatives were
formed on a pattern similar to that at Anand (the so called Anand Pattern). In 1955,
KDCMPUL changed its name to Anand Milk Union Limited, which lent itself to a catchy
abbreviation, Amul, which meant priceless in Sanskrit. The word was also easy to pronounce,

22
easy to remember and carried a wholly positive connotation. It became the flagship brand
name for the entire dairy products made by this union.
In 1954, Amul built a plant to convert surplus milk produced in the cold seasons into milk
powder and butter. In 1958, a plant to manufacture cheese and one to produce baby food were
addedfor the first time in the world, these products were made from buffalo milk.
Subsequent years saw the addition of more plants to produce different products. Starting from
a daily procurement of 250 liters in 1946, Amul had become a milk giant with a large
procurement base and a product mix that had evolved by challenging the conventional
technology.
On his visit to Anand in 1965, the then Prime Minister of India, Lal Bahadur Shastri, was
impressed by what he sawa system that procured, processed and delivered high quality
milk to distant markets cost efficiently. Shastri could also see the difference that the income
from milk had made to the standard of living of farmers in the area. What impressed him the
most was that Amul had done all this without government assistance, in marked contrast to a
number of governments sponsored dairy Program that were doing poorly in terms of
procuring and marketing good quality milk and boosting farmers' incomes. Shastri asked Dr
Kurien to replicate Anand's success all over India.
A pattern similar to the Anand Pattern was to be built in other states of India. This was carried
out under a Program launched by the Government of India, entitled 'Operation Flood'. The
National Dairy Development Board (NDDB), a body formed by the Government of India
with this specific objective, coordinated the operation.

23
Gujarat Cooperative Milk Marketing Federation GCMMF: An Overview: -

Gujarat Cooperative Milk Marketing Federation (GCMMF) is an Indias largest food product
marketing organization. It is a state level apex body of milk cooperatives in Gujarat, which
aims to provide remunerative returns to the farmers and also serve the interest of consumers
by providing quality products, which are good value for money.

Members: 13 district cooperative milk


producers' Union
No. of Producer Members: 2.6 million
No. of Village Societies: 12,792
Total Milk handling capacity: 10.16 million liters per day
Milk collection (Total - 2006-07): 2.38 billion liters
Milk collection (Daily Average 5.71 million liters
2006-07):
Milk Drying Capacity: 511 metric Tons per day
Cattle feed manufacturing 2640 Mts per day
Capacity:

GCMMF Business Philosophy: -


To serve the interests of milk producers.
To provide quality products to consumers Value for money.

24
Industry Standing: -

Indias largest food products marketing organization with an annual turnover of over
2700 crores.
Markets popular brands AMUL and SAGAR.
Indias largest exporter of dairy products.
Indias largest Cold Chain Network.
14 Dairy Plants.
Milk handling capacity of 6 MLPD.
No.1 market shareholder in India for Butter, Cheese, Ice-cream, Dairy Whitener,
Condensed Milk, UHT Milk, and Baby Food.
Presently marketing pour liquid milk in five states namely, Gujarat, Maharashtra,
Chattisgarh, Rajasthan and Madhya Pradesh.

Export

Far the fifth consecutive year Amul has received the Government of Indias APEDA award,
as the Nations largest exporter of Dairy Products. During the year, Amul Butter, ShriKhand,
and Gulabjamuns were launched in the USA. Its Products also made a debut in New Zealand,
Singapore, Thailand and Iraq, during the year and received a very encouraging consumer
response.
Federations export turnover has also grown by 17% in terms of Volumes The Consignment
sales of the year is 464.53 Crores.
Amul long life Milk has been very well accepted in the UAE and Singapore Market. In the
international Market Company has grown. At the rate of 34%, Company by open was house
induction to butter serve customers in the region.
Milk Procurement: -
Procurement by member Unions = 60.35 Lakhs Kg/Day
Peak Procurement in a Single Day = 80.52 Lakhs Kg/Day
(All time Record of Milk Procurement)

Sales: -

25
Growth in Sales 21.5 Percent increased
Reached to 3000.74 Crore
Sales to Defense Services = 38%
Sale of Amul Ice Cream = 35%
Amul Milk in Pouches = 10%
UHT Milk = 59%

Organizational chart

Organizational structure of GCMMF

MD

GM GM GM GM
(Mktg) (HRD.& Mktg.) (Finance) (Quality )

ZM ZM ZM ZM ZM
(north) (south) (central) (east) (west)

SALES

26
STRUCTURE OF THE ANAND PATTERN

THE ANAND PATTERN THE ANAND PATTERN TODAY

State marketing federation


All dairies in a state State marketing federation
All dairies in a state
GCMMF in Gujarat
22 state federation in India
District milk federation union
Every District in the state
District dairies
Village co-operative society Every district in the state
All Villages in a district 12-district union in Gujarat
180 unions all over in India

Village co-operative society


All Villages in a district
10,000 villages in Gujarat
80,000 villages in India

Milk producers
All milk producers in a village
2 million in Gujarat
10.1 million In India

27
VISION & MISSION AND ITS POLICY

Mission statement
We, at GCMMF, endeavor to satisfy the taste and nutritional requirement of the world,
through excellence in marketing trough our committed team.

Through co-operative network, we are committed to offering quality products that provide
best value for money.
PRODUCT PROFILE
Breadspreads:
Amul Butter
Amul Liter Low Fat Breadspread
Amul Cooking Butter
Cheese Range:
Amul Pasteurized Processed Cheddar Cheese
Amul Processed Cheese Spread
Amul Pizza (Mozarella) Cheese
Amul Shredded Pizza Cheese
Amul Emmental Cheese
Amul Gouda Cheese
Amul Malai Paneer (cottage cheese) Frozen and Tinned
Utterly Delicious Pizza
Mithaee Range (Ethnic sweets):
Amul Shrikhand (Mango, Saffron, Almond Pistachio, Cardamom)
Amul Amrakhand
Amul Mithaee Gulabjamuns
Amul Mithaee Gulabjamun Mix
Amul Mithaee Kulfi Mix
UHT Milk Range:
Amul Taaza 3% fat Milk
Amul Gold 4.5% fat Milk

28
Amul Slim-n-Trim 0% fat milk
Amul Chocolate Milk
Amul Fresh Cream
Amul Snowcap Softy Mix
Amul Taaza Double Toned Milk
Pure Ghee:
Amul Pure Ghee
Sagar Pure Ghee
Amul Cow Ghee
Infant Milk Range:
Amul Infant Milk Formula 1 (0-6 months)
Amul Infant Milk Formula 2 (6 months above)
Amulspray Infant Milk Food
Milk Powders:
Amul Full Cream Milk Powder
Amulya Dairy Whitener
Sagar Skimmed Milk Powder
Sagar Tea and Coffee Whitener
Sweetened Condensed Milk:
Amul Mithaimate Sweetened Condensed Milk
Fresh Milk:
Amul Taaza Toned Milk 3% fat
Amul Gold Full Cream Milk 6% fat
Amul Shakti Standardised Milk 3% fat
Amul Smart Double Toned Milk 1.5% fat
Curd Products:
Amul Masti Dahi (fresh curd)
Amul Butter Milk
Amul Lassee
Amul Icecreams:
Royal Treat Range (Rajbhog, Cappuchino, Chocochips, Butterscotch, Tutti Frutti)

29
Nut-o-Mania Range (Kaju Drakshi, Kesar Pista, Roasted Almond, Kesar Carnival,
Badshahi Badam Kulfi, Shista Pista Kulfi)
Utsav Range (Anjir, Roasted Almond)
Simply Delicious Range (Vanilla, Strawberry, Pineapple, Rose, Chocolate)
Nature's Treat (Alphanso Mango, Fresh Litchi, Anjir, Fresh Strawberry, Black Currant)
Sundae Range (Mango, Black Currant, Chocolate, Strawberry)
Millennium Icecream (Cheese with Almonds, Dates with Honey)
Milk Bars (Chocobar, Mango Dolly, Raspberry Dolly, Shahi Badam Kulfi, Shahi Pista
Kulfi, Mawa Malai Kulfi, Green Pista Kulfi)
Cool Candies (Orange, Mango)
Cassata
Trion Cones (Butterscotch, Chocolate)
Megabit Almond Cone
Frostlike - 3 layer chocolate Bar
Fundoo Range - exclusively for kids
Slim Scoop Fat Free Frozen Dessert (Vanilla, Banana, Mango, Pineapple)
Health:
Isabcool
Chocolate & Confectionery:
Amul Milk Chocolate
Amul Fruit & Nut Chocolate
Amul clairs
Brown Beverage:
Nutramul Malted Milk Food
Milk Drink:
Amul Shakti Flavored Milk
Ready to Serve Soups:
Masti Tomato Soup
Masti Hot & Sour Soup

30
MARKET SHARE

MARKETING FUNCTION AT GCMMF


The marketing function at GCMMF aims to understand the taste and nutritional recruitments
of the customer of the world and strive to satisfy these requirements with fruit products of the
best quality and at the most reasonable prices
The marketing functions comprises three primary functions managing the brand equity
The process consist of value for money consistency in quality and communication
Organization and brand values consumer feed back mechanism expanding market size and
market shares facilitating business growth through relevant diversification

STRUCTURE OF MARKETING DEPARTMENT

GM (Dairy line)

AGM (Marketing)

GROUP PRODUCT MANAGER

MANAGER (product movement)

EXECUTIVES AND ASSISTANTS


INCLUDING SYSTEM SUPPORT
PERSON

31
Market Share of Some Select Products of GCMMF in 2011-12:

No. Category Brand Name Market Share % Industry rank Competitor

1 Infant Milk food AMULSPRAY 65 #1 Nestle


2 Dairy Whitener AMULYA 60 #1 Nestle, Britannia
3 Whole Milk Powder AMUL WMP 80 #1 Nestle
4 Skim Milk Powder SAGAR SMP 50 #1
5 Butter AMUL BUTTER 80 #1 Nestle, Britannia
6 Breadspread AMUL LITE 80 #1 Nutralite
7 Cheese AMUL CHEESE 60 #1 Britannia
8 Cheese Spread AMUL CH SP 80 #1 Britannia
9 Mozarella Cheese PIZZA CH 70 #1 Britannia
10 Emmental Cheese EMMENTAL 80 #1 Imported
11 Fresh Milk AMUL (A bad) 60 #1 Britannia
12 UHT Milk AMUL TAAZA 60 #1 Nestle
13 Fresh Curd MASTI DAHI 75 #1 Nestle
14 Pure Ghee AMUL GHEE 25 #1 Nestle
15 Ice Cream ICECREAM 40 #1 HindustanLever, Vadilal
16 Condensed Milk MITHAI MATE 55 #1 Nestle
17 Ethnic Sweets SHRIKHAND 50 #1 Warana

Source: Personal Communication from BM Vyas, 2012.

32
ANNUAL MARKETING PLAN

The annual marketing plan lays down are marketing efforts for the next year. This crucial
planning is undertaken in November/December each year.
The contents of the marketing plan called the annual marketing plan dossier design by
product management group.

The table of contents has the following:

1. Market status of Amul brands v/s competitors brands.


a) Actual sales say for the year 2009-10, estimated sales for the year 2010-11 and
projected sales for 2011-12.
b) Market share for each category for the same period.
c) Barriers to sales growth and suggestions to overcome it.
d) Strategic moves of competitors and suggested counter measures.
2. Pack wise sales status of our brands
a) Actual pack wise sales for the year 2009-10 estimated sales for the year 2010-11 and
projected sales for 2011-12.
b) Pack wise % deviation of estimated current sales over actual past year sales.
c) Reasons for deviation in sales.
d) Projected pack wise sales for 2010-11 and its ratio.
3. Information for new product development
a) Manufacturer for the given new product, his production capacity and annual turnover.
b) Organized/unorganized market for the new product.
c) Annual turnover of the brand, its price to the distribution channel and map.
d) Projected sales for the first year, if the product is launched.
4. Depots suggestions, feedback and planning efforts.
a) Feedback on advertising, etc.
5. What the consumer has to say.
THE second part of the annual marketing planning exercise includes market planning for
the next five years rather than the customary one. This includes the following:
retailer planning
planning for individual product

33
product wise-annual promotional planning
consumer demographics to be included in the market planning

Competitors

No. Category Brand Name Competitor

1 Infant Milk food AMULSPRAY Nestle


2 Dairy Whitener AMULYA Nestl, Britannia
3 Whole Milk Powder AMUL WMP
4 Skim Milk Powder SAGAR SMP Nestle
5 Butter AMUL BUTTER Nestle, Britannia
6 Breadspread AMUL LITE Nutralite
7 Cheese AMUL CHEESE Britannia
8 Cheese Spread AMUL CH SP Britannia
9 Mozarella Cheese PIZZA CH Britannia
10 Emmental Cheese EMMENTAL Imported
11 Fresh Milk AMUL (A bad) Britannia
12 UHT Milk AMUL TAAZA Nestle
13 Fresh Curd MASTI DAHI Nestle
14 Pure Ghee AMUL GHEE Nestle
15 Ice Cream ICECREAM Hindustan Lever, Vadila
16 Condensed Milk MITHAI MATE Nestle
17 Ethnic Sweets SHRIKHAND Warana

Source: Personal Communication from BM Vyas, 2010

34
FUTURE PROSPECT AND GROWTH

Growth review of GCMMF (AMUL)

Even at the time of its formation, GCMMF had three major products in its portfolio: liquid
milk, butter and milk powder. Gradually, many new products were added to its range, largely
milk derivatives. In liquid milk alone, it sells full cream milk, semi-skim milk and skim milk;
these products are labeled and sold in readily identifiable pouches. By reducing the fat
content of milk, not only can GCMMF sell the fat derivatives (such as cream and butter) but
also the resultant skimmed milks can be made available at cheaper prices, so that poorer
people can also afford to drink milk. In the 1970s, Amul introduced its processed cheddar
cheese, a malt based beverage called Nutramul and chocolates. In 1983, cheese spread was
launched by GCMMF. In the same year, it also entered the sweet product market (milk based)
through the introduction of Amul shrikhand, a sweetish sour item produced from milk and
curd (a form of yoghurt). Amulya, a dairy whitener was introduced and it soon became the
market leader. In the 1990s, Amul introduced a variety of new products: a condensed milk
called Amul Mithaimate; Amul Liter, a low-fat, low cholesterol spread; and Amul ice cream.
After 1996, a still greater variety of products was introduced: pizza (mozzarella) cheese,
cheese slices, malai paneer (a form of cottage cheese) and gulab jamun (a primer for
processing by deep-frying to make a sweet called gulab jamun). In 1996, Amul launched its
Amul brand ice cream. India's ice cream market was estimated to be worth around Rs 8
billion in the year 2000 (about US$ 175.8 million). GCMMF launched its ice creams in
fourteen flavours in the city of Mumbai (Bombay) and Gujarat State. At launch, prices were
about 30% lower than the prevailing prices and GCMMF also emphasized that the ice cream
did not contain any gelatin. In less than a year, Amul ice cream commanded a market share of
about 55% in Gujarat and 30% in Mumbai; by the year 2000, its share in India as a whole had
reached 30%. In 1997, Amul achieved further success when it managed to get various co-
operatives in the country, trying to launch their own ice cream brands, to sell all their ice
creams under the Amul brand name. This enabled GCMMF to benefit from the capacity of
many of the more than 170 co-operative unions in the country, with a milk procurement of

35
more than 15 million liters/day, located close to the markets. By the year 2000, its product
range was truly expansive: three varieties of milk, flavored milk, buttermilk, four varieties of
milk powder, two varieties of butter, five varieties of cheese, two varieties of ghee (clarified
butter), chocolates, chocolate drinks, sweets, ice cream, edible oils and fruit and vegetable
based products. The latest additions to the range of brands marketed by GCMMF are Masti
Dahi (curd) and Amul Taaza (long-life milk). In the year 19992000, GCMMF had a total
turnover of Rs.22.2 billion (about US$ 550 million).

Change management at GCMMF

GCMMF = Gujarat Co-operative Milk Marketing Federation;


MUs = Member Unions; VCs = Village Co-operatives

.Figure 1. Scope of change management.

36
Table 1. Summary of change management initiatives implemented for the various links of the
chain.

Distributor GCMMF Member unions Villageco-


operatives
Vision mission Vision 2005 Vision mission workshop Housekeeping
workshop Introspection on values Identification of strategic Village self
Amul Yatra Identification of thrust areas leadership
Amul quality strategic thrust areas Strategy deployment development
circle Strategy Kaizen progamme
deployment(Hoshin Housekeeping Women's
Kanri) Kaizen Small group activities leadership
movement ISO and HACCP (hazard development
Housekeeping analysis critical control Progamme
Small group activity point) certification ISO certification
(SGA) International training
International training programme on change
programmes on change management
management Internal consultant
Transformational development
leadership
Internal consultant
development
ISOcertification

37
ENVIORNMENTAL SCANNING OF DAIRY PRODOCTS

Import Regulations:
There is no restriction on import of dairy products except Milk food for babies; Butter; Dairy
spreads; Melted butter; Processed cheese, not grated or powdered (not containing animal
rennet or animal fat). Restricted items means consumer goods not permitted to be imported
except against a license or in accordance with public notice issues in this behalf.
Custom Duties:
Total import duty on dairy products ranges from 44.04% to 72.64%.

SECRET OF AMULS SUCCESS

The secret of Amul was its success in combining the native wisdom of our farmers, and the
skills and knowledge of professional managers. By forging this partnership, Amul placed the
instruments of development into the hands of the people. This partnership implied a
relationship of mutual trust, faith and respect: the professional had to recognize that he had
the skills and knowledge, but the illiterate farmer had the wisdom passed onto him through
generations of tradition. On their part, the farmers had to appreciate that, to survive in local
and global market place surcharged with competition, an economic organization like a
cooperative must have committed professionals of the highest quality and integrity. The basic
structure of the Amul model is the milk producers' cooperative society at the village level.
Membership in these cooperatives is open to all who need the cooperative's services and who
are willing to accept the responsibilities of being a member. Decisions are taken on the basis
of one member exercising one vote. No privilege accrues to capital, and the economic
returns, whether profit or loss, are divided among the members in proportion to patronage.
All the milk cooperatives in a district form a Cooperative Milk ProducersUnion that
processes the milk into various milk and milk products. The unions in a State are federated in
to a Cooperative Milk Marketing Federation, which markets milk products of its member
unions. Thus, the core feature of Amul model, which later came to be known as Anand
Pattern Dairy Cooperatives, is farmer control on all three stages of procurement, processing
and marketing of milk and milk products. Farmers came from all parts of Gujarat to learn

38
from Amuls success. They went back to their own districts and started their own
cooperatives on Anand Pattern such as Mehasana, Surat, Valsad, Bharuch, Sabarkantha,
Banaskantha, Baroda, Ahmedabad, Panchamhals, and Rajkot. After years of struggle, the
cooperatives began to produce dramatic results. Gujarat Cooperative Milk Marketing
Federation (GCMMF) was established in 1973 to jointly market the products produced by the
dairy cooperative unions in Gujarat. Today GCMMF sells AMUL brand products not only in
India but also overseas. In 2002-03, the GCMMFs turnover was over Rs.2700 crores making
it the largest in the food industry. What started as a fledgling cooperative has now become a
multi crore dairy industry.

REAL CONSUMERS
Real consumer of the Amul products i.e. Cheese, butter, milk and all other milk products are
used directly by the consumers which include, the common people, restaurants, food
processing companies, bakeries etc.

PURCHASE METHOD
People get the Amul products through distributors which are having their wide network all
over India.

39
40
41
STATEMENT OF PROBLEM
The Amul products (Amul Shakti & Masti Dahi) sales was decreasing as comparison of previous
years .what are the main reason due to which this is happining.it may be due to the unsystematic
approach to the relevant customer or the change in the customers taste. I here by try to find out
the main reason.

OBJECTIVE OF STUDY

The main objective of the project was to find the consumer perception of AMUL SHAKTI &
MASTI DAHI in NCR market and retailer satisfaction. The other minor objective was as
follows:
To know the market share
To know the average sales
To know the retailer satisfaction

SCOPE OF STUDY

The study provides the knowledge of GCMMF Ltd.


The study helps to learn the work culture in and around the organization
The study helps a lot of know about the retailer interest
The study provides the first hand information regarding the retailer satisfaction

42
43
Research Design
Research design is the conceptual structure within which the research would take place the
presentation of such a design facilitates research to be efficient as possible yielding maximum
information
.
Types of research
We have used a descriptive type of research. It includes survey and fact-findings inquire of
different kinds. The major purpose of such research is description of the state of affairs, as it
exists at present.

Data Source:
There are two types of data. They are:
Primary data
Secondary data
Primary data are those, which are collected by direct interface with people and thus happen
to be original in character. Primary data will not only be relevant for research project but it is
also reliable, accurate and dependable.
Secondary data are those which have already been collected by someone else and which
have already been passed through statistical process.
For our research, data has been procured from both primary and secondary sources of which
retailers and consumers constituted the primary source whereas newspaper magazines and
websites constitute the secondary source.

44
RESEARCH PROCESS
There are two basic types of approaches to research. They are:
Quantitative
Qualitative
Quantitative approach involves the generation of data in quantitative form, which can be
subjected to rigorous quantitative analysis in a formal and rigid fashion. This approach can be
further sub classified into inferential, experimental and simulation approaches to research.
Qualitative approach to research is concerned with subjective assessment of attitudes,
opinions and behavior. Research in such a situation is a function of researchers insights and
impressions.

Research instruments
The various research instruments at the hands of the researcher are as follows:
Observation: under this the information is sought by way of investigators own direct
observation without asking the respondent
Interview: it involves presentation oral-verbal stimuli and reply in terms oral-verbal
responses. This method can be used through personal interviews.
Questionnaires: it consists of a number of questions printed or typed in a definite
order on a form or a set of forms. The respondents have to answer the questions themselves.

45
FOR OUR SURVEY WE USED QUESTIONNAIRES AND
PERSONAL INTERVIEWS.

Types of questionnaires
Questionnaires can be of two types:
1. Structured: it is one in which all questions are specified and comments are in
the respondents own words
2. Unstructured: it is one in which the answers to the questions can be framed in
respondents own words.

Sampling procedure
There are two main sampling procedures, they are:

1. Probability sampling
it is a sampling procedure which does not afford any basis for estimating the probability that
each item in the population has being included in the sample.
2. Non-probability sampling
it is one in which every item of the universe has an equal chance of inclusion in the sample. It
is further divided into random sampling and non-random sampling.
The sampling procedure followed was random sampling which ids a method which gives
each possible sample combination, an equal probability of being picked up and each item in
the entire population to have an equal chance of being included in the sample.

46
47
HR DEPARTMENT

The goal of the department is to integrate the individual employees in the culture of the
organization and provide him/her job satisfaction, job enrichment, quality of working life To
insure this we strive to attract and retain quality manpower by recruiting the best talent and
developing the required competencies, keeping in mind their rules and responsibilities. We
would continue to facilitates the quality movement in the organization

KEY ACTIVITIES

RECRUITMENT
Front line sales and staff recruitment, decentralized.
Recruitment guided by the organizational recruitment policies
Executives middle and senior management recruitments done centrally from corporate
head office
To provide flexibility to organization and meet manpower needs, we have entered into
secondary sales force outsourcing with motion a trial basis
Use of campus visit and multiple screening process to recruit competent talent

TRAINING AND COMPETENCY DEVELOPMENT


Induction training
External training
Competency development for sales force
Development center for senior managers for generic competency development

TQM training

MANPOWER PLANNING AND REDEPLOYMENT


Five year man power plan, reviewed annually through a manpower planning exercise
Redeployment and recruitment needs are identified

48
STRUCTURE OF BENEFIT PROGRAM AND EMPLOYEE RELATED
POLICIES
Policies for housing loan, vehicle and soft furnishing loan
Policy for lien well an employees can retain employment with GCMMF for a period of
one\two years while working in another organization in the sector or while going for
advance studies
Provision of official vehicles and health insurance for senior management etc.

OPERATIONAL HR ACTIVITIES
Operation issues like transfer letters promotions confirmation appointment
reappointments etc.
Implementation of ERP HRM module, personal records and service history of records
are available online

COMPENSATION MANAGEMENT
Compensation revision carried out in the year 2000
Implemented the first organizational performance linked incentive schemes in the year
2002-03
Performance incentive schemes is linked to organization performance in terms of sales
turnover growth over previous year
Incentive amount is graded based on sales growth and grade of employees to insure
differentiation between high performance depose and low performing ones
PERFORMANCE MANAGEMENT
begins with performance planning followed by media review and identification of
developmental needs and concludes with a year end evaluation and identification of
training needs
performance planning meeting begins with last year data as one of the inputs
vertical integration through hoshin kanri meeting

49
TOTAL QUALITY MANAGEMENT:

For the last five years, we at GCMMF, our twelve member dairies, their 10,000 village
cooperative societies and our 3,500 dealers have pursued excellence through "Total Quality
Management". This has radically improved our approach to change, essential in our rapidly
changing market environment. A unique feature of our TQM Approach is our process of
policy deployment known as Hoshin Kanri. This involves strategy formulation and
implementation, involving every member of the value chain. We are equally proud of the
"Amul Quality Circle" involving our dealers across the country that provides us a dynamic
forum for change management in markets.

KAIZEN
Kaizen is basically small improvements carried out by individuals in his or her day to
day work.
The purpose of Kaizen movement is to create a culture of continuous improvement in
the organization.
Kaizen are being done on:
Thrust areas,
System and processors
Communication
Co-ordination
Learning

Housekeeping, etc.

Kaizen: how did Amul started


Conducted train-the-trainer program
Trained all the employees on the concept of kaizen and its implementation
Launched kaizen across federation on 29th of may, 1995
Selected kaizen coordinators for each department

KAIZEN ACHIEVEMENT

50
Since may 95 we have done mainly 2,21,000 kaizens
Hundred percent participation by employees to the kaizen movement
Creating tension free atmosphere by removing pain areas through kaizen

Cascaded kaizen initiatives to member dairies, wholesale dairies and C&F contractors

HOSHIN KANRI

It is a process of policy deployment consisting of a set of coordinated processes that


accomplish the core objective of the business. It cerate a shares vision across the organization
such that every employee is able to find his/her role in strategic thrust areas.

PROCESS OF HOSHIN KANRI

it conduct two hoshin kanri meetings every year:


Corporate hoshin kanri meeting in Jan - Feb to deploy strategy.
Hoshin review meeting in aug-sep.
Participants include
Top and middle management executives i.e. MD, GMS, AGM, HOD, ZICS, ZAICS,
etc.
representatives from member unions, advertising agencies and WDs

THE AGENDA

it revisit values, vision ,mission,etc.


Direction setting by mds.
Discussion & review of process hoshin like;
Benchmarking for infrastructure.
Reengineering distribution processes.

51
WHOLESALE DISTRIBUTORS HOSHIN KANRI MEETING
AHMEDABAD

The Wholesale Distributors (WDs) Of Our Ahmedabad Depot Participating In The Wd


Hoshin Kanri (Vms) Meeting Held On 10th April, 2007. The Purpose Of This Meeting Was
To Discuss The Orginisation's Plan For The Current Financial Year And The Strategies To
Improve The Quality And Productivity Of The Distributors Operations.

52
WHOLESALE DISTRIBUTORS HOSHIN KANRI MEETING -
GHAZIABAD

The Wholesale Distributors (WDs) of our Delhi depot participating in the WD Hoshin Kanri
(VMS) meeting held on 10th June, 2007. The purpose of this meeting was to discuss the
Orginisation's plan for the current financial year and the strategies to improve the quality and
productivity of the Distributors operations

53
54
The 'E-Commerce' Road Ahead

People, today, talk of e-commerce as a tool of the future. The Internet, they say, will change
everything - the freedom of choice, the way markets function, the nature of work, the
meaning of leisure, the empowerment of Consumers. The Information Implosion rapidly
expands the choices available to the consumers. Past objectives will be shaped by future
solutions. The quickest, as also the best interaction, will take place in Cyberspace. All these
activities are geared towards matching and satisfying the perceived as well as latent needs of
consumers, through the effective use of information technology. In this Information-
Communication-Entertainment Age, the barriers between the business organization and
consumers, between manufacturers and end-users are all breaking down. This is what we
started some fifty years ago: eliminating the 'middlemen' thereby bringing the 'producer'
closer to the 'consumer'. Your Federation has been one of the first organizations in India to
embrace the e-revolution. And, with satisfying success, as well. Amul is India's first food
brand to have a dedicated website -- www.amul.com. Today, we operate India's first national
cyber store, functioning in some 120 cities, and an Amul Cyber store Gifting Service capable
of serving consumers in more than 220 of our cities, on specific occasions. This has been
made possible by our creating an IT network, which links our production, centers with sales
offices and dealers by VSAT and e-mail connectivity. Our website has brought us closer to
our customers, improving interactivity, brand salience and the shopping basket experience. In
fact, we at Amul are consciously targeting 'Generation@' like never before.
Notable firsts among AMUL web-achievements are:
March, 1996: Among the first Indian corporate on the net
September, 1998: Launch of Amul Cricket Rankings
March, 1999: Launch of Amul Cyber store in the US
June, 1999: Launch of Amul Cyber store - India
September, 1999: Launch of Amulmail.com
October, 1999: Launch of Amul Gift Hamper Service - India
Today, the company has what the net saviors refer to as the 'first mover advantage' in the net
business. Net Brands will matter. Net Brands will persevere. Net Brands will be a key and
growing niche. Net Brands will have an interactive personality. Net Brands will deliver
results. And, Net Brands will be savvy. Like their Marketers. How you do, what you do will
be the acid test of fulfillment of Consumer expectations. Of critical importance will be the

55
exercise of Logistics - that delivers not just the Brand but the Brand Promise, as well.
Channel Synergy will replace channel Conflict, as the web channel gets linked to
conventional channels. When E-tailing becomes supplementary to Re-tailing, by closing in on
one transaction - Selling. By offering the Consumer the benefit of becoming an E-Consumer'
and consequently, a 'M-Consumer'. The day is not far when every farmer, in each village
society, will walk in with his Smart Card. This movement of co-operatives from Co-ops to e-
Co-ops will make co-operatives that much stronger by bringing members together and closer
to customers like never before. Impressive as this may sound, we must never forget the basics
that have built AMUL: First, we work for farmers. Two, we believe in Co-operation and the
added benefits that come from being part of a team. Three, we can and must always be the
best in whatever we do. Four, we must back relentless innovation with the willingness to put
in good solid hard work. Five, we must recruit, support and retain people who will contribute
their best in whatever they do, no matter how small or how great the task might be. And
finally, we must always face adversity with courage, knowing that every challenge is really
an opportunity.
IT IN THE VILLAGES
Automated milk collection system put up in the village societies in which, the quality
of milk poured, the fast percentage of milk are automatically stored into a database and
payment is made on the basis of a computer generated receipt of milk.
AMCUS brought about the much needed trust and transparency in the system.
Same day payment and book keeping now easier.
Information travels from the village societies to the milk union in a floppy along with
the milk cans/vehicle
Future plans include direct connectivity between villages and the unions (internet sewa
project).
Geographically information system is used to track animal husbandry in the villages.
Availability of animal census data in gist mapped format.

INTEGRATED EEMRP SYSTEM


(Enterprise-wide integrated application system) integrates the operation of the head office,
zonal office, and the sales depot offices .It is based on ORACLE-D2K it has a flat file
technology to transfer data which provides low cost alternative to the requirement of
continuous connectivity for the data transfer.

56
It has the major following modules:
market planning
advertising and promotion
production, planning and control
asset management
distribution network planning
stock control
sales and sales accounting
export management
management accounting
financial accounting
budgetary control
quality control management
purchase
human recourses management
administration

B2B BUSINESS MODEL


This is used to integrate the operation of both the distributors and suppliers with the
customized ERP system. The organization consists of separate entities, which even those
sitting on diverse platform will come together to provide the best value to the customers. The
first step towards this is creation of this site called AMULB2B.COM. Which the distributors
can use to place the order for goods. Distributors can login and place an order on the web
itself for all the products.

57
58
FINANCIAL ANALYSIS

Sales Turnover Rs (million) US $ (in million)


1994-95 11140 355
1995-96 13790 400
1996-97 15540 450
1997-98 18840 455
1998-99 22192 493
1999-00 22185 493
2000-01 22588 500
2001-02 23365 500
2002-03 27457 575
2003-04 28941 616
2004-05 29225 672
2005-06 37736 850
2006-07 42778 1050
2007-08 48522 1260
2008-09 54974 1430
2009-10 60584 1615
2010-11 66311 1835
2011-12 72880 2022

COMPARISION OF NET PROFITS(IN LAC.)

Year amount

2009-10 875.97
2010-11 1135.34

ABOUT THE PRODUCT(AMUL SHAKTI)

THE INDIAN MILK FOOD SEGMENT

59
MILK DERIVATIVES MALT DERIVATIVE
(WHITES) (OR BROWN)
AMUL HORLICKS
SHAKTI BOURNVITA
COMPLAN
DELITE
MILO
BOOST

Amul enters white health-food-drink market with Shakti

THE Gujarat Cooperative Milk Marketing Federation (GCMMF) forays into the white
health-food-drink market with Amul Shakti, a white beverage. The Rs 1,400-crore health-
food-drink market is dominated by Smithkline Beecham Consumer Healthcare's brand
Horlicks and Viva; Heinz's Complan, Nestls Milo and Cadbury's Bournvita. The health food
drink segment comprises white and brown categories.

"We believe that the market for health food drinks is a whopping 60,000 tones, and
traditionally, the market for white beverages is much larger than for cocoa-based drinks.
Since GCMMF focuses on milk-based products, it is natural for the company to enter markets
like health food drinks," the General Manager-Marketing, Mr R.S. Sodhi, told Business Line.

GCMMF is eyeing 10 per cent volume share of the market within 90 days of launch and
becoming the market leader in this category within three years. The plans appear ambitious
since the white health food drink market, estimated to be at Rs 900 crore, is already saturated
and kids (the main target consumers) prefer brown beverages that contain cocoa. Also, the
health food drink industry, as a whole, appears to be facing a slowdown, with Nestle already
making it clear that it was "reviewing" the performance of Milo.

GCMMF, which is already a milk market leader, has identified as a thrust area developing
nourishment of the entire family through variants of milk foods on a continuous basis while
maximizing the returns on milk. What appears to have given GCMMF confidence in
capturing a large slice of the market within the first three months is that besides launching the
product at competitive prices, the company has taken care to retain industry averages when

60
deciding retailer and wholesaler margins at 9.5 per cent and 5 per cent respectively on the
landing price.

While the white drink finds a bigger market in South and East, the brown one makes its
presence felt in North and West. Horlicks, by far the market leader in the white health food
drink category, had to be relaunched last year with the new positioning as a drink for youth
against the earlier thrust on convalescents, and other brands in the white drinks category also
appear to be facing a tough market.

The Smithkline Beecham Consumer Healthcare spokesperson could not be reached for
comments.

Amul Shakti is being positioned as a milk food that has "real milk for real nourishment" and
GCMMF says it will provide the brand mass media support to create consumer awareness.

Amul Shakti, unlike other wheat and barley based drinks, is a unique combination of Milk
and natural goodness of Kesar (Saffron) & Almond. Amul Shakti, a complete food in a drink,
is ideally balanced for the nourishment and health of the entire family.

Amul Shakti contains more of Milk Protein and Milk Calcium which are easily digested and
assimilated in the body.

Milk enriched with Kesar (Saffron) and Almond is consumed everywhere in India, as the
therapeutic and nutritional values of Kesar (Saffron) and Almond are known to everyone.
Kesar (Saffron) acts on vitiating factors in the body like kapha, pitta and vata in different
ways and also acts as an anti-oxidant

Milk enriched with Kesar (Saffron) and Almond is consumed everywhere in India, as the
therapeutic and nutritional values of Kesar (Saffron) and Almond are known to everyone.
Kesar (Saffron) acts on vitiating factors in the body like kapha, pitta and vata in different
ways and also acts as an anti-oxidant.

According to Ayurveda and Unani schools of medicine, Kesar (Saffron) is used for curing
respiratory problems, to treat acne and skin diseases, for treatment of enlarged liver and
infection of urinary bladder and kidneys, for strengthening the heart and as a refrigerant for
the brain, for treating diabetic patients and as an anti-depressant and relaxant.

61
Almonds, seeds rich in protein and essential amino acids, are looked upon as nourishment,
and not merely as a treat. During the summers, a cool almond drink is considered as
sustaining as a meal. Mothers with school-going children make it a point to serve this drink to
them, as it is known to nourish the brain. Almonds are considered to be anti-oxidants and
good for skin care. It's useful in alleviating lungs and chest congestion. Daily intake of
Almonds can reduce coronary heart disease, protect against colon cancer, reduce cholesterol
levels, control diabetes and help in reducing weight.

Amul Shakti also contains essential Amino Acids, Vitamins, Minerals and Micronutrients
that are needed for building up internal immunity and maintaining good health. This unique
formulation of Amul Shakti also helps in maintaining intelligence and mental power.

Amul Shakti twice a day would meet the extra nourishment ideally required by studying
Children, Sportspersons, Busy Executives, Travelers, the Aged, Convalescents, the expecting
and lactating mothers.

The product is available in three flavors:

Kesar-Almond

Malt

Chocolate

And in the following packs:

Glass Jars - 500 gm & 200 gm

Refill Boxes - 500 gm & 200 gm

Pouches - 50 gm & 25 gm

And in the following prices:

500g Jar - Rs.110/-

500g Refill - Rs.100/-

62
200g Jar - Rs.50/-

200g Refill - Rs.45/-

50g Pouch - Rs.10/-

25g Pouch - Rs.5/-


CONSUMER SURVEY
2> Question: do you prefer health food drink for your child?
Preference
Respondent Percent Valid Percent
yes 400 100.0 100.0

100
80
60
40
20
0
Percent
+
Interpretation: The data has only been collected from those people who prefer health food
drink for their children. Hence the graph shows sent percent.

63
3> Question: In what season do you prefer health food drink?
Season
Frequency Percent Valid Percent
summer 16 4.0 4.0
winter 263 65.5 65.5
Spring 7 1.8 1.8
autumn 6 1.7 1.7
All 108 27.0 27.0

70 65.8
60
50
40
percentage 27
30
sumer winter spring autumn all
20
10 4 1.8 1.5 1
0
seasons

Interpretation: The graph interprets that 4% of people prefer health food drink in summers,
65.5% in winters, 1.8% in spring, 1.5% in autumn and 27% throughout the year. hence we
can say that most of the consumers prefer health food drink in the month of winter

64
4> Question: How many health food drinks are you aware of?
Awareness
Frequency Percent Valid Percent

Valid amul 81 20.2 20.2

others 319 79.8 79.8

Total 400 100.0 100.0

amul; 20%

amul others
others; 80%

Interpretation: The above graph shows that only 20% of consumers know about Amul
Shakti whereas large 80% go for other brands like Horlicks, Bournvita,Complan,Milo,Boost
etc.

65
5> Question: Would you like to prefer health food drink from Amul?
Amul drink
Frequency Percent Valid Percent
Valid Yes 290 72.5 72.5
No 110 27.5 27.5
o Total 400 100.0 100.0

80 72.5
70
60
50
40
percentage 27.5
30
20 yes no
10 1
0
1
preference

Interpretation: The graph shows that 72.5% of consumers would prefer a health food drink
from Amul whereas 27.5% would not prefer. This shows that people would just prefer due to
the brand name Amul.

66
6> Question: From where did you get the information about the product?
Information
Frequency Percent Valid Percent
Valid Television 362 90.5 90.5
Newspaper 18 4.5 4.5
Retailers 8 2.0 2.0
Others 12 3.0 3.0
Total 400 100.0 100.0

90.5
100
80
percentage 60
40
4.5 2 3
20
0
television new spaper retailors others
information about product

Interpretation: The graph shows that 90.5% consumers get the information about the
product from television, 4.5% from newspaper, 2% from retailers and 3% from others. This
clearly shows that the consumer is very much affected by television which is the most
powerful medium of reaching the consumers.

67
7> Question: Does Ads. Affects the purchase decision?
Advertisement
Frequency Percent Valid Percent
Valid Yes 371 92.7 92.7
No 29 7.3 7.3
Total 400 100.0 100.0

no; 7%

yes no

yes; 93%

Interpretation:
The graph shows that 93% of the consumer does get affected by the advertisements. This
shows that advertisements are the best way of creating awareness among the consumers
8> Question: Is the decision affected by the children?
Children
Frequency Percent Valid Percent
Valid yes 331 82.7 82.7
no 69 17.3 17.3
Total 400 100.0 100.0

68
82.7

percentage
17.3
yes no 1

1
child affect

Interpretation: The graph shows that 82.7% consumers say that the decision of buying
health food drink is affected by children whereas 17.3% say it is not.

69
9> Question: What do you look for any health
Ptiority
Frequency Percent Valid Percent
Valid Taste 101 25.3 25.3
Nutrition 24 6.0 6.0
Price 93 23.3 23.3
Package 11 2.8 2.8
Brand 171 42.6 42.6
Total 400 100.0 100.0

taste; 25%
brand; 43%
nutrition; 6%
tas te nutrition price package brand
package; 3% price; 23%

Interpretation: The graph shows that 25% consumers look for taste,6% look for nutritional
value,23% look for price,3% for packaging and 43% go for brand name. This interprets that
brand plays a vital role in selection of any health food drink.

10> Question: Are you aware of the contents of your health drink?
Contents
Frequency Percent Valid Percent
Valid Yes 226 56.5 56.5
No 174 43.5 43.5
Total 400 100.0 100.0

70
no; 44%

yes no

yes; 57%

Interpretation: The graph shows that 56% of consumers are aware of the contents of their
health food drink whereas 44% are not aware; hence this shows that consumers are smart
enough and know about the product which they are using whereas the other half are ignorant.
11> Question: Are you aware of any health drink containing Almond & Kesar?
Alternative
Frequency Percent Valid Percent
Valid yes 128 32.0 32.0

no 272 68.0 68.0

Total 400 100.0 100.0

no 68

awareness of health drink containing almond and kesar


yes 32

0 10 20 30 40 50 60 70 80
percentage

Interpretation: The graph shows that 68% of people are not aware of any health drink
containing almond and kesar whereas 32% know; hence there is still need to make consumers
aware of Amul.

12> Question: How often do you switch over to different health food drink?

71
Switching
Frequency Percent Valid Percent
Valid yes 201 50.3 50.3
no 199 49.7 49.7
Total 400 100.0 100.0

no; 50% yes; 50%

yes no

Interpretation: The graph shows that there is equal distribution i.e. consumers switching to
different brands highly depends upon their personal choice

13> Question: Occupation


Occupation
Frequency Percent Valid Percent

Valid Service 275 68.7 68.7

Business 83 20.8 20.8

Others 42 10.5 10.5

Total 400 100.0 100.0

72
80
70 68.7
60
50
40
percentage
30
20 20.8
10 10.5
0
service business others
occupation

INTERPRETATION: The graph shows that 68.7% of consumers belong to service class, 20.8%
belong to business class and 10.5% belong to others i.e. housewife others

14> Question: Age group


Age
Frequency Percent Valid Percent
Valid below 20 4 1.0 1.0
20-30 194 48.5 48.5
30-40 154 38.5 38.5
above 40 48 12.0 12.0
Total 400 100.0 100.0

above 40; 12% below 20; 1%

below 20 20-30 30-40 above 40

20-30; 49%

30-40; 39%

73
15> Question: Sex
Sex
Frequency Percent Valid Percent
Valid Male 189 47.3 47.3
Female 211 52.7 52.7
Total 400 100.0 100.0

male
male; 47%
fermale
fermale; 53%

16> Question: Marital Status


Marital status
Frequency Percent Valid Percent
Valid Married 352 88.0 88.0
Unmarried 48 12.0 12.0
Total 400 100.0 100.0

88

100
percentage 80 12
60
married unmaried
40
20
0
1
marital status

17> Question: Monthly income

74
Income
Frequency Percent Valid Percent Cumulative Percent
Valid 10000-20000 154 38.5 38.5 38.5
20000-30000 218 54.5 54.5 93.0
>30000 28 7.0 7.0 100.0
Total 400 100.0 100.0

>30000; 7%

10000-20000; 39%

20000-30000; 55%

AMUL SHAKTI: RETAILER SURVEY

2> Question: Which of the health drink are sold most?

75
max sales
Frequency Percent Valid Percent
Valid Amul Shakti 3 3.0 3.0
Horlicks 38 38.0 38.0
bourn vita 30 30.0 30.0
Milo 9 9.0 9.0
Complain 12 12.0 12.0
DELITE 2 2.0 2.0
Boost 6 6.0 6.0
Total 100 100.0 100.0

40 38

35
30
30
25
20
perce ntage
15 12
amul shakti horlic ks bournvita milo c omplan DELIT E boost
9
10 6
5 3 2 1
0
1
m axim um s ale s

Interpretation: The graph shows that horlicks has the highest selling of 38%,followed by
bourn vita with 30%,complan with 12%,milo with 9%,boost with 6%,amul Shakti with 3%
and delite with 2%.these figure clearly shows the poor sales of Amul Shakti .

76
3> Question: What do the consumer look for?
Preference
Frequency Percent Valid Percent
Valid Taste 16 16.0 16.0
Nutrition 1 1.0 1.0
Price 6 6.0 6.0
brand name 77 77.0 77.0
Total 100 100.0 100.0

100
77
80
60
percentage 40
20 16
1 6
0
taste nutrition price brand name
consumer preference

interpretation: The graph shows that according to the retailers 77% of consumers go for
brand name, 16% fat taste,6% for price and 1% for nutrition hence showing that consumers
are brand conscious(those brands which they have been using from times)
4> Question: Do the consumer look for any special offer?
Offers
Frequency Percent Valid Percent
Valid yes 83 83.0 83.0

no 17 17.0 17.0

Total 100 100.0 100.0

77
no; 17%

yes no

yes; 83%

Interpretation: The graph shows that 83% consumers look for special offers before buying
whereas only 17% do not go for any such offers.
5> Question: Does the sales margin plays the vital role?
Margin
Frequency Percent Valid Percent
Valid yes 67 67.0 67.0
no 33 33.0 33.0
Total 100 100.0 100.0

no; 33%

yes no

ye s; 67%

Interpretation: The graph shows that 67% retailers say that sales margin does play a vital
role whereas 33% does not agree with this.

78
6> Question: What quantity of Amul Shakti do you sell in a month?
Quantity
Frequency Percent Valid Percent
Valid none 96 96.0 96.0
1kg 3 3.0 3.0
2kg 1 1.0 1.0
Total 100 100.0 100.0

96
100
80
percentage 60
40
3 1
20
0
none 1kg 2kg
quantity sold

Interpretation: The graph shows that Amul Shakti has got very less demand as compared to
others.

79
SWOT ANALYSIS OF AMUL SHAKTI (Health Drink)

Strength
1. The biggest strength of the product is brand name of the company attached with the product.
2. The product is rich in its content and variety.
3. It is the first milk-based health drink.
4. Amul-Shakti is available in different packs, even in of 25g.

Weakness
1. Not properly distributed throughout the area.
2. The taste is not so good.
3. Proper advertisement of the product has not been done.
4. Awareness of the product is very less.
Opportunity
1. The company should highlight its USP of being milk-based health drink. As all other health
drink available in the market are malt-based.
2. Not only children and women, men &old age people should be targeted as a voluminous
market.
3. Should utilize its wide network and distribution channel.

Threats
1. Cut throat competition from other players like Horlicks, Complan, Milo, Boost and Bournvita.
2. Heavy advertisement and margin scale from other players.

ABOUT THE PRODUCT

AMUL MASTI DAHI is made from Pasteurized Toned Milk

Approximate Composition:

Fat 3.5%

80
SNF 8.5%

Special Features:

Only packed curd available in market, made in the hygienic way in modern processing plant.
Made with special culture to give a smooth, mild acidic taste and pleasant flavor consis

AMUL MASTI DAHI: CONSUMER SURVEY

Analysis of the survey done for Amul Masti Dahi


CONSUMER SURVEY

2> Question: what type of curd do you prefer?

Frequency Percent

Valid Branded 350 70


Homemade 150 30

homemade; 30%

Branded Branded; 70%


homemade

Interpretation: The above graph shows that 70% consumers prefer branded curd whereas
30% prefer homemade which gives us an impression that people are more inclined towards
branded products.

3> Question: which brand of curd do you consume most?

81
Frequency Percent
Valid Amul Masti 105 21
Nestle 178 36

Paras 57 11
Gopaljee 36 7
Mother dairy 124 25
Total 500 100.0

25% 21%

Amul masti nestle paras gopaljee Mother dairy


7%

11% 36%

Interpretation: the above graph shows that 21% consumers go for Amul Masti,
36%consume nestle, 11% go for paras, 7% go for gopaljee and 25% go for mother dairy. this
shows that Amul Masti has quite a good penetration but has to go a lot further.

4> Question: have you tried Amul Masti Dahi?

Frequency Percent
Valid Yes 224 45
No 276 55
Total 500 100.0

82
yes; 45%
yes no
no; 55%

Interpretation: the above graph shows that 45% consumers say that they have tried Amul
Masti whereas 55% say that they havent which proves that Amul Masti does appeal to the
consumers.

5> Question: how is Amul Masti Dahi different in comparison to others?

Frequency Percent
Valid Taste 134 27
Price 50 10

Quality 174 35
Packaging 65 13
Not much difference 77 15
Total 500 100

15%
27%

13%

Taste Price Quality Packaging Not much difference

10%

35%

Interpretation: the above graph shows that those who have tried Amul Masti out of that 27%
say that there is difference in taste,10% say it is in price,35% say it is in quality i.e in terms of
thickness, sourness or freshness etc. ,13% say it is in packaging whereas 15% say there is not
much difference
6> Question: From where did you get the information about the product?

83
Frequency Percent
valid Newspaper 18 4
Retailers 206 40
Radio(FM) 88 18
Others 188 38
Total 500 100.0

newspaper; 4%

others; 38%
retailors; 41%

Radio(FM); 18%

Interpretation: the above graph shows that 4% consumers said that they get the information
about the product from newspaper,40% say from retailer,18% say from radio i.e fm which is
the most important form of communication in Lucknow, and 38% say from other sources like
friends, relatives etc.

7> Question: Does advertisement affects the purchase decision of any branded curd?
Frequency Percent
Valid Yes 421 84
No 79 16
Total 500 100.0

84
no; 16%

yes no

yes; 84%

Interpretation: the above graph shows that 84% people say that advertisements does affect
the purchase decision while 16% does not agree with this
8> Question: does brand name plays a vital role in selecting any branded curd?
Frequency Percent
Valid Yes 394 79
No 106 21

Total 500 100.0

21%

yes no

79%

Interpretation: the above graph shows that 79% say that brand name does affect the
selection of any branded curd whereas 21% deny this.

85
9> Question: do you frequently switch over to different branded curds?

Frequency Percent

Valid Yes 261 52

No 239 48

Total 500 100.0

48%
yes no

52%

Interpretation: the above graph shows that 52% consumers do switch over to different
brands whereas 48% does not switch.
10> Question: Occupation
Occupation
Frequency Percent
Valid Service 305 61
Business 103 21
Others 92 18
Total 500 100.0

86
350
300 305
250
200
frequency
150
100 103 92
50
0
service business others
occupation

11> Question: Sex


Sex
Frequency Percent

Valid Male 211 42

Female 289 58

Total 500 100.0

male; 42%

fermale; 58%

12> Question: Marital Status


Marital status
Frequency Percent

Valid Married 413 83

Unmarried 87 17

87
Total 500 100.0

unmaried; 17%

married unmaried

married; 83%

AMUL MASTI DAHI : RETAILER SURVEY

2> Question: Which of the branded curd are sold most?


max sales
Frequency Percent
Valid Amul Masti Dahi 25 13
Nestle 53 26
Paras 41 21
Gopaljee 26 13
Mother dairy 55 27
Total 200 100

13%
28%

amul masti dahi nestle Paras 27%Gopaljee Mother dairy

13%
21%

88
Interpretation: the above graph shows that Amul has a very low sale of 13% in Lucknow
was compared to mother dairy and nestle having 27% and 26% respectively followed by
gopaljee and paras with 13% and 21% respectively

89
3> Question : What do the consumer look for in any branded curd?
Preference
Frequency Percent
Valid Taste 50 25
Quality 60 29
Price 21 11
brand name 38 19
Packaging 31 16
Total 200 packaging;

price;
16%
taste;
brand name; 19%
Quality;
25%

11% 30%
100.0

Interpretation: the above graph shows that the consumers are conscious about the quality of
the product having 29% followed by taste having 25%,brand name with 19%,packaging with
16% and finally price with 11%.

90
4> Question: Do the retailer look for any special offer?
Offers
Frequency Percent

Valid Yes 153 76.0

No 47 24.0

Total 200 100.0

80 76
70
60
50
40
percentage 24
30
20
10
0
yes no
special offers

Interpretation: the above graph shows that 76% of the retailers look for special offers
whereas 24% do not concentrate on this. they are generally concerned about the demand of
the product.

91
5> Question: Does the sales margin of any branded curd plays the vital role?
Margin
Frequency Percent
Valid Yes 117 58.0
No 83 42.0
Total 200 100.0

58
42
60
percentage 40
yes no 1
20

0
1
sales margin

Interpretation: the above graph shows that 58% retailers say that sales margin does affect
them while 42% deny this.

92
6> Question: is the supply regular?
Quantity
Frequency Percent
Valid Regular 43 22
Irregular 97 48
Frequently 60 30

Total 200 100.0

Regular; 22%
frequently; 30%

irregular; 49%

Interpretation: The above graph shows that 22% retailer say that the supply is regular, 30%
say it is frequent while a major 48% go with irregular

93
SWOT ANALYSIS OF AMUL MASTI DAHI (Comparative)

SUGGESTIONS:
As we have seen that Amul Masti Dahi has a market share of 75% as compared to its main
competitor nestle which has 30% share all over India, it clearly shows that in spite of having
a big market share all over the country it is not enjoying the same in the city of Lucknow
especially central Lucknow. These under given suggestions can be of great value for the
upliftment of the product:

Advertisements:
This is the most important factor that affects both the retailers as well as the consumers; Amul
has to take aggressive advertising centered specially at Lucknow market. The retailers have
clearly stated that they would first see the demand of the product coupled with advertising
support these only they would be interested in stocking Amul Dahi.
Replacement policy
Amul is already blamed for poor replacement policy; it has to give certain kind of
replacement policy to make its product more acceptable to the retailers.
Quality, taste and demand
Big retailers and consumers said that they would keep the product or consume the product
only when the product is fresh, of current stock, the taste is good and there is no sign of
sourness.

Proper distribution
Nestle and mother dairy has very sound distribution system. They give their retailers a lot of
monetary benefits through schemes, delivery on time. The retailer also takes care of the
product.
Schemes
The company should never ignore this part since this is the most important thing which
attracts the retailers and they are inclined towards keeping it and Amul is not concentrating

94
on this part, for e.g. they can provide the retailer schemes like giving extra packs with the
carat or giving 3 to 4% extra on the usual.
Special attention
This is being said by most of the retailers that Amul does not have any separate delivery vans
for distribution as in case of Nestle, Mother dairy, Paras or Gopaljee. It comes with the milk
van and there is no specific day for its delivery i.e the retailer does not have any idea when it
would come.

95
96
FINDINGS:

Advertisements:
This is the most important factor that affects both the retailers as well as the consumers; Amul
has to take aggressive advertising centered specially at market. The retailers have clearly
stated that they would first see the demand of the product coupled with advertising support
these only they would be interested in stocking Amul Dahi
Replacement policy
Amul is already has replacement policy; it has to give certain kind of replacement policy to
make its product more acceptable to the retailers.
Quality, taste and demand
Big retailers and consumers said that they would keep the product or consume the product
only when the product is fresh, of current stock, the taste is good and there is no sign of
sourness.
Taste is very good than other brands.
Schemes are being attached with the product with small packs and sample pack is
available.

97
98
LIMITATION

Compare the market potential of Lucknow; the sample size of 100 retailers in case of
AMUL SHAKTI & 200 in case of AMUL MASTI DAHI is relatively small.
This doesnt represent the true universe

A population census could not be done which perhaps would have given zero
Deviation error from the actual

Some of the retailers were hesitant in filling up the questionnaire

Few were not serious and hostile enough to fill up the questionnaire thus their
response may not represent the true picture

Some discrepancies are liable to occur due to random sampling adopted for the
study.

99
100
On complete analysis of the Questionnaire and the Feedback form, it is concluded that Amul
Shakti & Masti Dahi has good potential in the market but lack proper distribution and
marketing. Masti Dahi being so good in quality, due to improper distribution and ill handling
get perished and sells less especially in Ghaziabad & NCR region.The position of both the
product can be uplifted in the market implementing the above recommendations because a
good quality can beat anything.

Amul has a good Reputation and name because of Existence in the market for so many years
especially through the name of Amul Butter.

Amul Milk has an excellent taste. And its future path seems to be bright.

This is done through observation of the Different Area Distributors of Other Brands and by
knowing the per shop share of different brands like How much Health food drink and curds
is taken by one shop of different brands, i.e. Amul, Mother Dairy, Paras, Horlicks, Milo etc?

This is done through survey. It helps in understanding the market sales of the product which
we are assigned to.

Data of Different Brands, their MRP, their Schemes & offerings and their margins have been
collected.
This all helps in understanding the market current position.
Competitor marketing strategies
The nearest competitors of Amul Masti Dahi in the Market are Paras, Gopaljee on one side
and NDDBs Mother Dairy on the other side whereas in case of Amul Shakti Horlicks,
Bournvita, Milo is the nearest competitors.

Paras and Gopaljee are milk brands, which are lower in quality, but they are giving higher
margin to the retailers and lot of schemes to retailers.

101
A paras is successful in the smaller area lower income segment area. The person behind it is
that lower income consumer who is not brand conscious but price sensitive. Most of the
retailers are aware of this fact and for higher margins they get ready to sell these local brands
whereas a good society vendor could not afford to be cheap brand
Mother Dairy share is all most same as of Amul
A paras is also in a good grip because of extra margins and schemes.
Both are strong in small or lower income segment class
Those Areas where retailer is most conscious about margins.
NDDB is in joining the name of Mother dairy, which is in Lucknow from since 1965.
NDDBs greater strength area is its name and quality.

102
103
1. Heavy Advertisement of Amul Shakti is needed.
2. Some punch line or jingle should be attached so that the consumer can relate
associability.
3. Brand endorsement should be done to encourage the children to have Amul Shakti
like Sachin Tendulkar, Saina Nehwal or any other famous personality.
4. Some schemes or offer should be attached to attract the children like toy car,
posters, cartoons characters, sports cards etc.
5. Free sample should be distributed in schools etc.
6. Taste should be improved.
7. Packaging should be more attractive and colorful.
8. Advertisement should be done in magazine specially women or children oriented
magazines.
9. Replacement of old or damaged product should be done on time.
10. Publicity of the product in clinic, nursing home etc.

104
Copies of questionnaires
Bibliography
Detail of Samples

COPIES OF QUESTIONNAIRES

105
Questionnaire-I

Dear sir / madam,

We believe you are the representative for thousands of persons who use
AMUL SHAKTI in Ghaziabad & NCR region and since we are interested in knowing their
perception, we ask for your help. We hope your response together with our own assessment
will contribute towards the success of the survey. Your frankness will be of great value in this
regard.
Would you please, therefore answer the following questions?

Thanking you

Yours truly

106
AMUL SHAKTI

Questionnaire: Consumer Perception.

Note: Please tick mark () in the square where necessary.


1) Name:

2) Do you prefer health drinks for your child?

Yes No

3) In what season do you prefer health food drink?


Summer winter spring

Autumn all

4) How many health drinks are you aware of ?

Amul Shakti others

5) Would you like to prefer health food drink from Amul?


Yes No

6) From where did you get the information about the product?

Advertisement Peers Retailers Friends

7) Do advertisements affect the purchase decision of any health drink?


Yes No

107
8) Is the decision affected by the children?

Yes No

9) What do you look for in any health drink?

Taste Nutrition Price Packaging

Wheat based Milk based

10) Are you aware of the contents of your health drink?

Yes No
11) Are you aware of any health drink containing Almond & Kesar?
Yes No

12) Do you often switch over to different health food drink?


Yes No

13) Occupation :
Service Business Others
14) Age group :
20-30 30-40 40-50 Above 50

15) Sex :
Male Female

16) Marital status :


Married Unmarried

108
17) Monthly Income (in rupees) :
10,000-15,000 15,000-25,000 More then 25,000

109
RETAILERS SURVEY

1) Name & address of the shop:

2) Which of the health drinks are sold most?

Amul Shakti Horlicks Born vita Milo

Complan Delite Boost

(Note: Rank from 1-7 according to sales)

3) What do the consumer look for in any health drink?

Taste Nutrition Price Packaging

4) Does the consumer look for any special offers?

Yes No

5) Does the sales margin of any health drink play a vital role of your part?

Yes No

6) What quantity of Amul Shakti do you sell in a month?

1kg 2kg none

110
MUL MASTI DAHI

Questionnaire: Consumer Perception.


Note: Please tick mark () in the square where necessary.
1) Name:
2) What type of curd do you prefer?
Branded Homemade
3) Which brand of curd do you consume most?
Amul Masti Dahi Nestle set Gopaljee
Paras Mother Dairy

4) Have you tried Amul Masti Dahi?


Yes No
5) How is Amul Masti Dahi different in comparison to others?
Taste Quality Price Packaging

Not much difference


10) From where did you get the information about the product?

Advertisement Peers Retailers Friends


11) Do advertisements affect the purchase decision of any branded curd?
Yes No
8) Does the brand name play a vital role in selecting any branded curd?
Yes No
9) Do you often switch over to different branded curds?
Yes No
10) Occupation :
Service Business Others
11) Age group :
20-30 30-40 40-50 Above 50
12) Sex :
Male Female

111
13) Marital status :
14) Married Unmarried

Retailers survey
1) Name & address of the shop:
2) Which of the health drinks are sold most?
Amul Masti Dahi Nestle set Gopaljee
Paras Mother Dairy
(Note: Rank from 1-5 according to sales)
3) What do the consumer look for in any branded curd?
Taste Quality Price
Packaging Brand name
4) Does the retailer look for any special offers?
Yes No
5) Dose the sales margin of any branded curd plays a vital role of your part.
Yes No
6) Is the supply regular?
Yes No

112
BIBLIOGRAPHY

Websites
www.amul.com
www.nddb.org
www.indiainfoline.com
www.businessline.com
www.amulb2b.com
www.motherdairy.com
www.easiaweek.com
www.quimpro.com
www.businessworldindia.com
www.googel.com

Magazines
4 Ps Brand Equity (Economic Times June 2010)

Journals/Magazine /books

BOOKS

Kothari, C. R., Research Methodology, New Delhi, VikashPpublishing House

Pvt.Ltd.1987.

L.M. , Prasad, Consumer perception Under Human Resource

NEWS PAPER -

113
Consumer perception about Amul Masti Dahi,times of india ,June, 2010

DETAIL OF SAMPLES

114
115
116
117