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SAMARTH PUNDIR

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DAIRY INDUSTRY

Dairy activities have traditionally been integral to India’s rural economy. The country is the
world’s largest producer of dairy products and also their largest consumer. Almost its entire
produce is consumed in the domestic market and the country is neither an importer nor an
exporter, except in a marginal sense.

Despite being the world’s largest producer, the dairy sector is by and large in the primitive stage
of development and modernization. Though India may boast of a 200 million cattle population,
the average output of an Indian cow is only one seventh of its American counterpart. Indian
breeds of cows are considered inferior in terms of productivity. Moreover, the sector is plagued
with various other impediments like shortage of fodder, its poor quality, dismal transportation
facilities and a poorly developed cold chain infrastructure. As a result, the supply side lacks in
elasticity that is expected of it.

On the demand side, the situation is buoyant. With the sustained growth of the Indian economy
and a consequent rise in the purchasing power during the last two decades, more and more people
today are able to afford milk and various other dairy products. This trend is expected to continue
with the sector experiencing a robust growth in demand in the short and medium run. If the
impediments in the way of growth and development are left unaddressed, India is likely to face a
serious supply – demand mismatch and it may gradually turn into a substantial importer of milk
and milk products.

Fortunately, the government and other stakeholders seem to be alive to the situation and efforts to
increase milk production have been intensified. Transformations in the sector are being induced
by factors like newfound interest on the part of the organized sector, new markets, easy credit
facilities, dairy friendly policies by the government, etc. Dairy farming is now evolving from just
an agrarian way of life to a professionally managed industry – the Indian dairy industry. With
these positive signals, there is hope that the sector may eventually march towards another white
revolution.

IMARC Group, one of the world’s leading research and advisory firms, has come up with its new
report entitled “Dairy Industry in India: Market Size, Growth, Prices, Segments, Cooperatives,
Private Dairies, Procurement and Distribution”, which is the fourth edition of our highly
acclaimed publication. The study is an outcome of an intensive research of the Indian dairy
industry that draws upon a comprehensive analysis of every major dairy segment in India.

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The study, which is based both on desk research and four waves of qualitative primary research,
has delved deeply into the following aspects of the Indian dairy market

Rising consumption coupled with better margins in the value added dairy products (VADPs) are
driving the dairy players to get into the growth and higher profitable trajectory. Change in
demographics and rapid urbanization have resulted into manifold surge in the demand for
VADPs.

Milk products such as curd which were largely home products are currently available under various
brands. Due to convenience, health benefits and increased consumerism, milk derivatives like
buttermilk, low fat yogurt and flavored milk are nowadays part of regular consumption.

For decades, dairy players in India have been engaged in the liquid milk processing activity only.
Backed by operation White Flood in 1970s, the milk industry in India witnessed the first wave of
development in the milk production which gave India its status of the largest milk producer in the
world.
This was spearheaded by the ‘Co-operatives model’ which was supported by the GoI. Ownership
being with the farmers instilled trust among the member milk producers in the cooperative model,
which also ensured transparent returns. In addition, cooperatives also provided various

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services like cattle vaccination, cattle insurance, artificial insemination, installation of coolers at
village level etc to improve productivity.

Further, there was minimal involvement of private players in the industry as approximately 80%
of the retail price of the liquid milk went back to the farmers leading to low operating margins (4-
5%). This was despite the consistent upsurge in the retail prices of the liquid milk. Consequently,
the dairy companies were left with insufficient internal funds to plough back into the operations
for adoption of modern technologies or development of milk variants.

Consumer preference towards VADPs is taking forward the dairy sector. Besides brown-field/
green-field expansion, global dairy companies too are venturing into milk derivatives business in
this part of the world. The most recent one is the 100% acquisition of Tirumala Milk Products Pvt
Ltd by Groupe Lactalis SA, France, one of the largest dairy players in the world. Another French
dairy major Danone has also increased its presence in the Indian dairy sector with slew of product
launches such as flavored curd, yoghurt etc.

Other investments include Nestle India’s acquisition of 26% stake in Indocon Agro and Allied
Activities Pvt

Ltd and Hatsun Agro Products Ltd acquiring 100% stake in Jyothi Dairy Pvt Ltd.

Companies such as Parag Milk Foods Pvt Ltd, Prabhat Dairy Pvt Ltd have augmented their
capacities in the recent past to meet the increased demand of milk products.

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AMUL HISTORY

Over six decades ago the life of a farmer in Kaira was very much like that of farmers anywhere
else in India. There income was derived almost entirely from seasonal crops. Many poor farmers
faced starvation during off-seasons. Their income from milch buffaloes was undependable. The
milk marketing system was controlled by contractors and middlemen. As milk is perishable,
farmers were compelled to sell their milk for whatever they were offered. Often they had to sell
cream and ghee at a throwaway price.

After preliminary trials, the Government of Bombay entered into an agreement with Polsons
Limited to supply milk from Anand to Bombay on a regular basis. The arrangement was highly
satisfactory to all concerned – except the farmers. The Government found it profitable; Polsons
kept a good margin. Milk contractors took the biggest cut. No one had taken the trouble to fix the
price of milk to be paid to the producers. Thus under the Bombay Milk Scheme the farmers of
Kaira District were no better off ever before. They were still at the mercy of milk contractors.
They had to sell their milk at a price the contractors fixed. The discontent of the farmers grew.

They went in deputation to Sardar Patel, who had advocated farmers’ co-operatives as early as
1942.

This marked the beginning of the Kaira District Co-operative Milk Producers’ Union Limited,

Anand. It was formally registered on December 14, 1946. Its objective was to provide proper
marketing facilities for the milk producers of the district. The Union began pasteurizing milk in
June 1948, for the Bombay Milk Scheme – just a handful of farmers in two village co-operative
societies producing about 250 liters a day.

The Union looks after policy formulation, processing and marketing of milk, provision of
technical inputs to enhance milk yield of animals, the artificial insemination service, veterinary
care, better feeds and the like - all through the village societies. Basically the union and
cooperation of people brought Amul into fame i.e. AMUL (ANAND MILK UNION LIMITED),
a name which suggest THE TASTE OF INDIA. Amul (Anand milk union ltd.) is based on four
hands, which are coordinated with each other. The actual meaning of this symbol is co-ordination
of four hands of different people by whom this union is at the top position in Asia.

First hand is of farmers, without whom the organization would not have existed.

Second hand is of processors, who process the row material (milk) into finished goods.
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Third hand is of marketer, without whom the product would have not reached the customers.

Fourth hand is of customers, without whom the products would have not carried on.

An assured market proved a great incentive to the milk producers in the district. By the end of
1948, 432 farmers had joined village societies, and the quantity of milk handled by the Union had
increased to 5000 liters a day. In the early stages, rapid growth brought in its wake serious
problems. Their solution provided the stimulus for further growth. For example, as the co-
operative movement spread in the district, it was found that the Bombay Milk Scheme could not
absorb the extra milk collected by the Union in winter, when buffaloes yielded an average of 2.5
times their summer yield. Thus by 1953, the farmer-members had no regular market for the extra
milk produced in winter. They were again forced to sell a large surplus at low rate to middlemen.

The only remedy was to set up a plant to process the extra milk into products like butter and milk
powder. The logic of this step was readily accepted by the Government of Bombay and the
Government of India, except for a few doubting Thomases. The government of India helped the
Union to get financial help from UNICEF and assistance from the Government of New Zealand
under the Colombo Plan. Technical aid was provided by F.A.O. A Rs.50 – lakh factory to process
milk powder and butter was blueprinted. Its foundation stone was laid by the then President of
India the late Dr. Rajendra Prasad on November 15, 1954. The project was completed by October
31, 1955, on which day the late Pandit Jawaharlal Nehru, the then Prime Minister of India,
declared it open. The new dairy provided a further fillip to the co-operative movement among
milk producers. The union was thus enabled to organize more village co-operative societies and
to handle more and more milk each year. This event also brought a breakthrough in dairy
technology as the products were made processing buffalo milk for the first time in the world.
Kaira Union introduced the brand “Amul” for marketing its product range. The word “Amul” is
derived from Sanskrit word ‘Amulya’ which means ‘priceless’ or precious’.

In the subsequent years Amul made cheese and baby food on a large commercial scale again
processing buffalo milk creating a history in the world.

1964 was the turning point in the history of dairy development programme in India. Late Shri Lal
Bahadur Shastri, the then Prime Minister of India who visited Anand on 31s October for
inauguration of Amul’s Cattle Feed Plant, having spent a night with farmers of Kaira and
experiencing the success wished and expressed to Mr Kurien, then the General Manager of Amul
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that replicating Amul model throughout our country will bring a great change in the socio-
economic conditions of the people. In order to bring this dream into reality, 1965 The National

Dairy Development Board (NDDB) was established at Anand and by 1969-70 NDDB came out
with the dairy development programme for India popularly known as “Operation Flood” or
“White Revolution”. The Operation Flood programme, even today, stands to be the largest dairy
development programme ever drawn in the world. This saw Amul as model and this model is
often referred in the history of White Revolution as “Anand Pattern”. Replication of “Anand
Pattern” has helped India to emerge as the largest milk producing nation in the world

WORKING OF AMUL

The Kaira District Co-operative Milk Producers’ Union (Amul) is headquartered at Anand.

Planners, economists, administrators, dairymen, journalists have been visiting Anand to study the
ingredients of its success.

The Anand Pattern is essentially an economic organizational pattern to benefit small producers
who join hands forming an integrated approach in order to economy of a large scale business. The
whole operation is professionally managed so that the individual producers have the freedom to
decide their own policies. The adoption of modern production and marketing techniques helps in
providing those services that small producers individually can neither afford nor manage.

It has succeeded largely because Anand Model involves people in their own development and
because their interests are safe in their own hands. Under Operation Flood the entire institutional
infrastructure set up at the village level, the district level and the state level is owned and operated
by the farmers themselves. The Anand Model co-operatives have progressively eliminated
middlemen, bringing the producers in direct contact with consumers.

The Anand Pattern succeeded because it gave a fair price to the farmer and high - quality milk
and milk products to the consumer. What would have been middlemen’s profits in the earlier
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system got absorbed into development projects for primary producer or lower cost for the
consumer. In short, the Anand Pattern meant the utilization of resources in the most profitable
manner at grass-root level.

The Three Tier Structure: Primary Village Co-operative Society

The First Tier - Primary village Co-operative Society: An Anand Pattern village dairy cooperative
society (DCS) is formed by milk producers. Any producer can become a DCS member by buying
a share and committing to sell milk only to the society. Each DCS has a milk collection centre
where members take milk every day. Each member's milk is tested for quality with payments
based on the percentage of fat and SNF. At the end of each year, a portion of the DCS profits is
used to pay each member a patronage bonus based on the quantity of milk poured. This also acts
as a vital link for various productivity enhancement and development programmes of farmers
programmes.

District Union The 2nd Tier – District Union: District Union:

A District Cooperative Milk Producers' Union is owned by dairy cooperative societies. It is a


Union of primary village co-operative societies within a district. The Union buys all the societies'
milk, then processes and markets fluid milk and products. Union also provides a range of inputs
and services to village co-operative societies and their members: feed, veterinary care, artificial
insemination to sustain the growth of milk production and the cooperatives' business. Union staff
train and provide consulting services to support village co-operative society leaders and staff.

The State Federation – 3rd Tier The State Federation:

The cooperative milk producers' unions in a state form a State Federation which is an apex
marketing body responsible for marketing of milk and milk products of member unions. The
Federation also plays a role in the overall development of the district unions federated to it.
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Maximizing farmer profit and productivity through cooperative effort is the hallmark of the
Anand Pattern.

Social impact

The spread of the co-operative movement in the villages is contributing to social changes. Some
of the changes are:

The democratic process – election of the village society’s office-bearers – is breaking down social
and economic divisions. The society is being perceived as a means of livelihood – unlike, say, a
panchayat. The feeling, therefore, is that it ought to be managed by those who are likely to run it
most efficiently – not necessarily by the entrenched elite.

District Union The 2nd Tier – District Union: District Union:

Caste barriers are slowly breaking down in equalizing queues before the milk collection centre. In
the traditional societies untouchables could not have even dreamt of selling milk for common
consumption. This social barrier has been removed by the milk co-operatives.

Modern concepts like organization, technology, and social concern are entering the rural areas. In
their search for solutions in other compartments of life, farmers often used the expression,

“something like the dairy “or “similar to what the dairy does.”

Education in a non-school sense is also spreading. Veterinary care, the supply of balanced cattle
feed, and artificial insemination centers are contributing to health education, nutrition education
and sex education.

There is a change in the status of women. Generally income from milk is considered to be earned
by them. Men concede that those women should have a say in how this money is to be spent.

Hope has kindled in landless labourers without employment that they do not have to migrate to
cities in search of an income. Milk co-operative societies have created white-collar jobs too.
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Amul continues to inspire one and all interested not only in dairying but also in other areas,
people involved in the rural development and sustaining livelihood through massive employment
generation.

Amul Secret of Success

The system succeeded mainly because it provides an assured market at remunerative prices for
producers' milk besides acting as a channel to market the production enhancement package.
What's more, it does not disturb the agro-system of the farmers. It also enables the consumer an
access to high quality milk and milk products. Contrary to the traditional system, when the profit
of the business was cornered by the middlemen, the system ensured that the profit goes to the
participants for their socio-economic upliftment and common good. Looking back on the path
traversed by Amul, the following features make it a pattern and model for emulation elsewhere.

Amul has been able to:

Produce an appropriate blend of the policy maker’s farmers board of management and the
professionals: each group appreciating its rotes and limitations.

Bring at the command of the rural milk producers the best of the technology and harness its fruit
for betterment.

Provide a support system to the milk producers without disturbing their agro-economic systems.

Plough back the profits, by prudent use of men, material and machines, in the rural sector for the
common good and betterment of the member producers.

Even though, growing with time and on scale, it has remained with the smallest producer
members. In that sense, Amul is an example par excellence, of an intervention for rural change.

Retailers were selling different brands. Because they were able to receive more margin from non
popularized brand that they could not from well known brands.

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• All retailers get Amul milk from company selected distributors

LEADERSHIP IN THE MAKING OF AMUL

SARDAR VALLABHAI PATEL 1875-1950

When farmers were at the mercy of milk contractors in Kheda they turned to Sardar for a
solution. Sardar Patel, who had advocated farmers’ co-operatives as early as 1942, reiterated his
advice that they should market their milk through a cooperative society of their own. This co-
operative should have its own pasteurization plant. His advice was that the farmers should
demand permission to set up such a co-operative. If their demand was rejected, they should refuse
to sell their milk to middlemen. Sardar Patel pointed out that in undertaking such a strike there
should be some losses to them as they would not be able to sell their milk for some time. If they
were prepared to put up with the loss, he was prepared to lead them.

The farmers’ deputation readily accepted his proposal. Sardar then sent his trusted deputy, Mr.

Morarjibhai Desai, to Kaira District to organize milk cooperative – and a milk strike if need be.
Mr. Desai held a meeting in Samarkha village on January4, 1946. It was resolved that milk
producers’ co-operative societies should organize in each village of Kaira District to collect milk
from their member-farmers. All the milk societies would federate into a Union which would own
milk processing facilities.

The Government should undertake to buy milk from the Union. If this wasn’t done, the farmers
would refuse to sell milk to any milk contractor in Kaira District. The Bombay Government
turned down the demand. The Farmers called a “milk strike” After 15 days the milk
commissioner of Bombay, an Englishman, and his deputy visited Anand, Assessed the situation
and accepted the farmers’ demand. This marked the beginning of Kaira District Co-operative
Milk Producers’ Union Limited (later on popularly known as Amul). His strong leadership in the
Bardoli (in Gujarat) struggle gave him the name “Sardar of Bardoli” and later just Sardar.

Sardar’s most immediate concern was consolidation of the Indian princely states into the Union
of India, which was accomplished bloodlessly except in the case of Hyderabad (Operation Polo)
where he sent the army. His contribution to the unification of India made him known as the “Iron
man of India”. He was the First Deputy Prime Minister and Home Minister of India. A man with
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great vision, freedom fighter and a Gandhian was recipient of innumerable awards in his life. He
was also recipient of Bharat Ratna, the highest civilian award of the Nation.

TRIBHUVANDAS K PATEL 1903-1994

Shri Tribhuvandas Patel successfully led farmers against the unfair trade practices of traders of
Polson and Polson Dairy and established Kaira District Co-operative Milk Producers’ Union

Limited on 14th December 1946 which is today known as “Amul”.

Honesty of purpose and sincerity of his efforts at social service earned him respect of the masses.
Tribhuvandas Patel developed the institution which Sardar had made him responsible for. The
basic approach adopted by Shri Tribhuvandas Patel was first to establish milk co-operatives in the
villages. These co-operatives were literally the “base” of the entire venture.

He insisted that each village co-operative should be open to all milk producers in the village
regardless of caste, creed or community. He placed equal emphasis on the principle of ‘one man
one vote’ regardless of each member’s social and economic status. He never looked back since
then and gave the dairy cooperative movement world recognition with the assistance of Dr.

Verghese Kurien, better known as “Father of White Revolution” in India.

During his life time he held various positions and received innumerable recognitions and awards
for his outstanding leadership and social service. Some of these awards are Ramon Magsaysay
Award from Philippines 1963 a recognition towards his Community Leadership, Padma Bhushan
from Government of India 1964 towards Social Service.

DR. VERGHESE KURIEN 1921-2012

Architect of “Operation Flood”, the largest dairy development programme in the world, Dr.

Verghese Kurien has enabled India to become the largest milk producer in the World. A man with
a rare vision, Dr. Kurien has devoted a lifetime to realizing his dream – empowering the
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farmers of India. He is also known as “Father of White Revolution” or “Dudhwala of India”After
some specialized training at the Imperial Institute of Animal Husbandry & Dairying, Bangalore,
he left for the United States where he completed his Masters degree in Mechanical Engineering
with Dairy Engineering as a minor subject from the Michigan State University in 1948. Upon his
return to India, Dr. Kurien was assigned to a Government Creamery located at Anand in Gujarat
to serve his bond period.

He arrived in Anand on Friday, the 13th May 1949. His only intention at that time was to obtain a
release from his bond and get out of Anand as quickly as possible. At the end of 1949, when he
got relieving order from his job from the Government Creamery, he was all set and eager to pack
off to Mumbai. Shri Tribhuvandas Patel, the then Chairman of Kaira District Co-operative Milk
Producers Union (popularly known as Amul),A freedom fighter and an associate of Sardar
Vallabhbhai Patel with whom Kurien had developed a friendship requested him to stay on in
Anand for some more time and help him put his co-operative dairy’s equipment together. Kurien
decided to stay back for a few more days, stayed then forever and the rest that happened is now
history.

He initially thought that he was only helping a friend to set up a small dairy. But slowly he
imbibed the spirit behind the dairy and the co-operative society that his Guru Tribhuvandas Patel
has started. From the engineer he groomed into a General Manager and from an excellent
executive he blossomed into a fighter, a fighter for the cause of poor farmers.

The co-operative movement he helped to create has become a model not only for India but also
for other developing countries and international agencies concerned with dairy development. In
the late 60s, Dr. Kurien drew up a project called Operation Flood, meant to create a flood of milk
in India’s villages with funds mobilized from foreign food donations. Producers’ co-operatives
were the central plank of the project that sought to link dairy development with milk marketing.

Through an investment of Rs. 1700 crores spread across 25 years, Operation Flood helped to raise
India’s milk production in value terms to Rs. 55000 crores per annum an output ratio unmatched
by any other development programme in the world. Operation Flood has emerged as

India’s largest rural employment programme and unleashed the larger dimension of dairy
development institutional, techno-economic, industrial and socialHis work has received
tremendous national and international recognition. The Govt. of India conferred on him the

“Padma Vibhushan”, the highest honour in the land next only to Bharat Ratna. He is the recipient
of the World Food Price, the Ramon Magsaysay Award for Community Leadership, the Carnegie
– Wateler World Peace Prize and the International Person of the Year from the U.S.
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apart from innumerable awards and recognition from across the world. Awards are important
points of recognition during one’s lifetime, but his work has touched the lives of millions of
Indians every day, every morning and evening. Dr. Kurien is the undisputed ‘Dudhwalla’ of

India.

According to the National Council of Applied Economic Research (NCAER), in Operation Flood
areas, more than 75 per cent of rural milch animal households belong to the category of small and
marginal farmers (holding less than 2 hectares of land) and the landless. Also, nearly 70 per cent
of the membership of village dairy cooperatives comprises milk producers from rural households
owning either one or two milch animals.

Dr. Kurien’s innovative mind and leadership has been harnessed not only in dairy development,
but also in other spheres. Following the White Revolution, the Government brought other primary
commodities like edible oils, fruits and vegetables under his care. The cooperative umbrella was
extended to the growing of trees and even to salt farming.

Launched in 1979, the Oilseeds Grower’s Cooperative Project established a direct link between
the producers and consumers of oil thus reducing the role of oil traders and oil exchanges. The
important objectives of this project were to stabilize oil prices, provide an incentive to the oilseed
grower to raise production and reduce India’s dependence on oil imports. Dr. Kurien
revolutionized the edible oil business by introducing ‘Dhara’.

At the request of the Govt. of India, in the mid-80s he set up a pilot project for procurement and
marketing of fruits and vegetables in Delhi. The project aimed to provide a direct link between
fruit and vegetable growers in a number of states and consumers in Delhi. Dr. Kurien is a man of
vision. He began building dairies, and ended up as an institution builder.

The need to attract, train and motivate India’s youth to work for the nation’s farmers, Dr. Kurien
established the Institute of Rural Management (IRMA) at Anand in 1979. IRMA was initially set
up to provide management training and research support to the cooperatives being established all
over the country. Over the years, this has been expanded to cover more sectors like oilseeds, fruit,
vegetables, forestry, etc.
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MOTHER DAIRY & NESTLE

THESE ARE THE TWO BIG COMPITITOR OF AMUL IN EACH SECTOR

India has the largest and fastest milk and milk products market in the world. If the growth of this
sector is extrapolated, it is observed that in the next ten years production will increase to about
three times today’s numbers. India produces milk with the lowest cost at around 40 cents per litre.
Amul, Nestle, Britannia, Mother Dairy are some of the major companies that produce milk and
milk products in India. However, factors such as lack of adequate amount of fodder and
unavailability of veterinary doctors have reduced the yield of milk per animal. This article
compares India’s three popular dairy organizations Amul , Nestle and Mother Dairy.

ORGANISATION

Nestle S.A. (Switzerland) runs its subsidiary in India with the name Nestle India. It has setup
seven factories throughout the country. Apart from India, Nestle S.A. operates in eighty five other
countries. Nestle originated in 1905 and is named after Henri Nestle. It grew rapidly during World
War I.

Amul is based in Gujarat. It’s basically Gujarat co-operative milk marketing federation
(GCMMF). It has won various national awards which includes the Rajiv Gandhi National Quality
Award and the Ramakrishna National Quality Award.

Mother Dairy is owned by National Dairy Development Board of India (NDDB). It was
established in 1974 and is an ISO certified organization.

PRODUCTS

Nestle offers its products in four categories viz. Milk products and nutrition, prepared dishes and
cooking aids, beverages, and chocolates and confectionery products. Milkmaid, Nescafe, Maggie,
everyday, Polo, Kit-Kat are some of its very famous brands. It has a total of six thousand brands.
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Amul delivers milk, butter, ghee, ice creams, cheese and so on. Its turnover was 67.11 billion
Indian Rupees in 2008-09. It has over 50 products on the Indian market.

Mother Dairy, on the other hand, in addition to its milk products, offers the Dhaara - range of
edible oils and Safal – range of fresh fruit juices. It has around two hundred thousand outlets
across the India.

PRODUCTION AND EARNINGS

In 2009, Nestle recorded a net profit of CHF 10.43 billion. A major portion of this came from
Europe and America, with 16% coming from Asia.

Mother Dairy markets around 2.8 million litres of milk everyday with a market share of 66%
percent in the branded sector. It has its main market in Delhi, Hyderabad, Saurashtra and
Mumbai.

Amul has milk handling capacity of 11.2 million litres per day and recorded a sales turnover of
$1,504 million (US) in 2008-09.

SUMMARY

Amul

Gujarat co-operative milk marketing federation (GCMMF) owns Amul.

Rajiv Gandhi National Quality Award and Ramakrishna National Quality Award winner.

Amul delivers milk, butter, ghee, ice creams, cheese etc. and has over 50 products.

Amul has milk handling capacity of 11.2 million litres per day.

Nestle

Nestle S.A. (Switzerland) runs its subsidiary in India with the name Nestle India.
It has a total of six thousand brands.

In 2009 Nestle recorded a net profit of CHF 10.43 billion, 16% of which was from Asia.

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Mother Dairy

Mother dairy is owned by National Dairy Development Board of India (NDDB).

It was established in 1974 and is an ISO certified organisation.

Also offers Dhaara - range of edible oils and Safal – range of fresh fruit juices.

Mother dairy markets around 2.8 million litres of milk everyday


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RESEARCH METHODOLOGY

The research has been done is such a manner that the review contains specifications, collation of
collected data, analysis and interpretation of results and logical presentation of information. The
research methods include sourcing knowledge from both formal and informal channels. Several
journals, social blogs, review articles and research papers on the selected topic have been studied
in depth to complete this report.

PURPOSE OF THE STUDY

Understanding the company’s overall functioning; with special focus on its marketing strategies.

To know the facilities provided by the Company to its Customers.

To know the Strategies adopted by AMUL to establish itself in the DAIRY market and battle with
competitors like MOTHER DAIRY VERIKA etc.

OBJECTIVES OF STUDY

To study the company’s marketing mix and market segmentation.

To get the better view of Various Marketing Strategies adopted by AMUL to reposition itself in
the Dairy market.

To make comparative analysis among its advertising and sales turnover.

Research Methodology

It is a way to systematically solve the research problem. It may be understood as a science of


studying how research is done scientifically. In it we study the various steps that are generally
adopted by a researcher in studying his problem along with the logic behind them.

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It is necessary for the researcher to know not only the research methods or techniques but also the
methodolog

RESEARCH DESIGN

My research design is Descriptive in nature.

Descriptive research, also known as statistical research, describes data and characteristics about
e.g.: how/when/why the characteristics occurred, which is done under analytic research

Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, Descriptive research cannot be used to create a causal relationship,
where one variable affects another

The description is used for frequencies, averages and other statistical calculations. Often the best
approach, prior to writing descriptive research, is to conduct a survey investigation.

SOURCE OF INFORMATION

The data can be collected from Secondary Sources. I have collected most of the data for this
project on AMUL from the secondary sources

Websites,

Books

Magazines.

SECONDARY DATA
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Secondary data is the data that have been already collected by and reality available from other
sources. Such data are cheaper and more quickly obtainable than primary data and also may be
available when primary data cannot be obtained at all.

SOURCES OF DATA COLLECTION

Website

Books

Magazines

News

LIMITATIONS OF STUDY

The data of the research was secondary in nature and access to primary data was not to be
employed.

There was also a time constraint as much more time was required in order to research more
deeply about the topic.

Any error in the secondary sources would have got replicated in the project report also.
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MARKET SEGMENT

Market segment is a very important function for the market department of the GCMMF, because
the market consists of buyers different in many ways. They are different in their wants resources,
locating buying practices. Because buyers have unique needs and wants, each buyer is
potentially separate market.

GEOGRAPHIC SEGMENTATION

Under these variables, GCMMF has divided market into different geographic units such as
region, states, cities etc. GCMMF sells its products by geographic segment action like in the
north where production of milk is very high the sale of Amul’s product is not much. But in the
western region it is high. GCMMF identifies this kind of variables and deals with it.

Amul Also Segments The Market On The Bases Of The Industry

BUTTER
CHEESE
GHEE
MILK BAKERS
RESTAURENT CONFECTION
EARY
COFFEE SHOPS DEMOGRAPHI
C
SEGMENTATIO PIZZA
TEA CHAINS OUTLETS
N
ICE CREAM MANUFACTURES SNACKS
OUTLETS
products middle
Under this variable GCMMF like and SAMARTH PUNDIR
has divided market into several butter, higher PAGE NO.
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segments such as age, gender, ghee, middle BBA: 3 SEMESTER
family, size, income, occupation ice- class.
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etc. For each group GCMMF cream
marketing strategy is different. etc. it
In milk Amul targets all the targets to
class where as in the other the
KIDS

Amul chocolate

Amul Drinks

Cheese

Milk

Ice cream

Sweet

YOUTH

Milk

Pizza

Drinks

Sweets

Skimmed Milk

Tea

Coffee

Curd products

WOMEN

Amul calci+

GCMMF has an excellent distribution. It is its distribution channel, which has made it so popular.
GCMMF’s products like milk and milk products are perishable. It becomes that much important
for them to have a good distribution.
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TARGETING

Amul in the starting has targeted only some segments so to caputer the monoploy in the market
after the Fall Down of POLSON. In the dairy Industry in India Polson has got the first market and
due to its monopoly it has captured the large masses, but after the support of Sadar Patel Amul
has build up its image and started targeting the small group but in todays era Amul is the leading
company in the Dairy Indusrty with the market share of 41%.

Amul has a product specilization and serves for every class of people from lower income to high
income group of people. It has different product at different prices ranging from low rates to high
rates.

It has now targeted the large masses.


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POSITIONING

Placing a product in that part of the market where it will receive a favorable reception compared
to competing products.
A mass market player, no premium offerings

USP – Quality with affordability

Up against niche players – value addition to customers

Sheer size and scale of operation


New offerings for health conscious and vibrant India –

BRAND POSITIONING STATEMENT

"The taste of India"- It has created a value for evryone in the value chain, be it a customer or the
supply chain.

The Taste of India – these four words are more than what the common man may think of these –
a mere slogan. Advertising people call this corporate positioning. But jargon apart these four
words lend meaning to Amul's never ending crusade; they reinforce Amul's commitment of taking
quality food products right down to the rural man, products, the common man otherwise would
have never afforded. It was Amul that first made chocolate affordable to the 'aam admi', then
followed the same with Ice Cream, pizza and a gamut of value added products. But Amul's
networking, pricing and more so commitment to reach every part of India has made this possible.
Shri Kanon Krishna truly understood what Amul stood or and therefore aptly believed that "The
Taste of India" said it all.

Butter Girl- The moppet who put Amul on India's breakfast table 50 years after it was first
launched, Amul's sale figures have jumped from 1000 tonnes a year in 1966 to over 25,000
tonnes a year in 1997. No other brand comes even close to it. All because a thumb-sized girl

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climbed on to the hoardings and put a spell on the masses."People loved it. It was our favourite
topic of discussion for the people every time it was a new hoarding with new message or story.

Call her the Friday to Friday star. Round eyed, chubby cheeked, winking at you, from
strategically placed hoardings at many traffic lights.

It all began in 1966 when Sylvester daCunha, then the managing director of the advertising
agency, ASP, clinched the account for Amul butter. The butter, which had been launched in 1945,
had a staid, boring image, primarily because the earlier advertising agency which was in charge
of the account preferred to stick to routine, corporate ads.

For the first one year the ads made statements of some kind or the other but they had not yet
acquired the topical tone. In 1967, Sylvester decided that giving the ads a solid concept would
give them extra mileage, more dum, so to say. In 1969, when the city first saw the beginning of
the Hare Rama Hare Krishna movement, Sylvester daCunha, Mohammad Khan and Usha
Bandarkar, then the creative team working on the Amul account came up with a clincher --

'Hurry Amul, Hurry Hurry'. Bombay reacted to the ad with a fervour that was almost as
devout as the Iskon fever.

That was the first of the many topical ads that were in the offing. From then on Amul began
playing the role of a social observer. Over the years the campaign acquired that all important
Amul touch.

These two ideas have placed the Amul in the mind of the people all over the boundaries in the
country. thus this has not only lead to positioning of the brand but have also increased the sale of
the company and is the first company whose sale have hiked so much just because of these slogan
and butter girl advertising.
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EMOTIONAL COMPONENTS

Through the campaigns like ______ and "Taste of india"

AMUL THE TASTE OF INDIA

FUNCTINAL ATTRIBUTES

Unique functional attributes of Amul are-

Value for money : The best Quality Butter (dairy product) at the reasonable price

Product Availability : It has huge supply chain and distribution networks across India and has
strong link back to the sourcing farmers
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MARKETING MIX

• DAIRY
• URBAN
PRODUCT
&RURAL
• COOKING
INTERNATI
PRODUCT

MARKET
PRODUCT
PLACE

PRICE
PROMOTI

ON

• LOW

ADVERTISMEN

AFFORDABLE
PRICE

• SPONSORSHIP

• TV SERIAL

HOST

PRODUCTS

DAIRY PRODUCTS

COOKING PRODUCTS

PLACE

RURAL AND URBAN MARKET

INTERNATIONAL MARKET

PRICE

LOW PRICING STRATEGY

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PROMOTION

ADVERTISEMENT
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AMUL PRODUCTS

BREADSPREADS

Amul Butter

Amul Lite Low Fat Breadspread

Amul Cooking Butter

Delicious Margarine.

PURE GHEE

Amul Pure Ghee

Amul Cow Ghee

Milk PowdersEdit

Amul Full Cream Milk Powder

Amulya Dairy Whitener

Sagar Skimmed Milk Powder

Sagar Tea and Coffee Whitener

Sweetened Condensed MilkEdit

Amul Mithaimate

SWEETS

Amul Shrikhand & Amrakhand

Amul Mithaee Khoya Gulabjamaun

Amul Basundi keshar

FRESH MILK
Amul Taaza Toned Milk 3% fat

Amul Gold Full Cream Milk 6% fat

Amul Shakti Standardised Milk 4.5% fat

Amul Slim & Trim Double Toned Milk 1.5% fat

Amul Saathi Skimmed Milk 0% fat

Amul Cow Milk

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CURD PRODUCTS

Yog Sweetened Flavoured Dahi (Dessert)

Amul Masti Dahi (fresh curd)

Amul Lite Dahi

Amul Prolife probiotic Dahi

Amul Masti Spiced Butter Milk

Amul Lassee

Amul Lassee Mango

AMUL ICECREAMS

Vanilla Royale

Royal Treat Range (Butterscotch, Rajbhog, Malai Kulfi)

Nut-o-Mania Range (Kaju Draksh, Kesar Pista Royale, Fruit Bonanza, Roasted Almond)

Nature's Treat (Alphanso Mango, Fresh Litchi, Shahi Anjir, Fresh Strawberry, Black Currant,
Santra Mantra, Fresh Pineapple)

Sundae Range (Mango, Black Currant, Sundae Magic, Double Sundae)

Assorted Treat (Chocobar, Dollies, Frostik, Ice Candies, Tricone, Chococrunch, Megabite,
Cassatta)

Utterly Delicious (Vanila, Strawberry, Chocolate, Chocochips, Cake Magic)

Amul SUGAR FREE Frozen Foods (Milk Based Sweet)

Amul ProLife Probiotic Ice cream

kulfi

Cream Rich- Choco Almond

CHOCOLATE & CONFECTIONERY


chco mini

Amul Milk Chocolate

Amul Fruit & Nut Chocolate

Amul Bindazz

Amul Rejoice

Choco Almond

Dark chocolate

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chocozoo

Brown BeverageEdit

Nutramul Malted Milk Food

MILK DRINK

Amul Kool Flavoured Milk (Mango, Strawberry, Saffron, Cardamom, Rose, Chocolate,
Butterscotch)

Amul Kool Cafe

Amul Kool Koko

Amul stamina

HEALTH BEVERAGE

Amul Shakti White Milk Food

EXPORT PRODUCTS

Consumer Packs

Amul UHT Milk (Long Life)


Amul Gold Extra Cream Milk
Amul Taaza Full Cream Milk
Amul Slim and Trim Milk

Amul Pure Ghee

Amul Mithaee Gulabjamun


Nutramul Brown Beverage
Amul Fresh Cream
Amul Kool Beverages
Flavoured Milk
o Butter Milk
Lassee

Amulspray
Amul Butter

Amul Shrikhand
Amul Cheese
Amul Malai Paneer
Amul Ice Cream

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Bulk Packs

Amul Skimmed Milk Powder


Amul Full Cream Milk Powder

Many of our products are now available in in different countries. (Please click on the below
mentioned countries in the map to contact the distributors of our products)

Source: http://www.amul.com/m/exportsX
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PLACE

Place refers to marketing activities that make products available to consumers at the right time in
a convenient location. It is the process of moving products from the producer to the consumer,
which may involve several steps and the participation of multiple. AMUL has developed
federation and AMUL parlors located in several part of country. The GCMMF handles the works
relating to managing of stocks and distributors in country. Thus GCMMF look after
thedisbursement of product to the various marketing channels.

Amul has spread its network all over India, from the remotest village to a metro city and later to
the overseas market. The network “Amul Model” is based on a structure called ‘Three-tier Co-
operative’. Under this, the dairy co-operative society that is at the village level is affiliated to the
society at district level and this in turn to the state level federation. The collection of milk is the
responsibility of village society, the procurement and the stage of processing of the district union
and the marketing of products like butter is the work of state federation.

Presently Amul has one hundred and seventy six unions of dairy that includes 1,25,000 societies
of co-operatives with a membership of farmers that are near to thirteen million. The company has
processing plants that number more than one hundred and ninety. The network for distribution
includes more than fifty sales offices, five thousand wholesalers, seven lakh retailers that are
spread in every nook and corner of the country. Amul is one of the leading brands of India that
has successful networks in more than forty countries across the globe such as West Indies, USA,
Singapore, SAARC Countries, Australia and Mauritius.

Amul has justified its undisputed leadership in foods business by creating 6000 Amul preferred
outlets in a record time which exclusively sell wide range of Amul products. This has been
possible due to strong brand equity and immense consumer support. We are now having
ambitious plans of creating 10,000 Amul parlours by 2012.

Amul Parlours are successfully operating in more than 1400 towns at high streets, residential
areas, Railway Stations, Bus Stations, Educational Institutions and a whole lot of Centres of
Excellence

Indian dairy cooperative, Amul goes for major expansion with its sight set on adding 1500 more
parlours by 2014-15. Known countrywide with its popular slogan The Taste of India, the brand
currently has 7428 franchise units ever since it entered the franchise arena in 2001. Under its
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franchise formats, the brand has Amul Preferred Outlets, Amul Railway Parlour, Amul kiosk and
Amul ice-cream scooping parlour.

RS Sodhi, Managing Director, GCMMF Ltd, Amul says: “Soon, we plan to add 1500 more
parlours, taking the count to 9000. Franchising route has the biggest advantage of bringing
entrepreneurs on board. Amul has lowest entry barriers which have helped to create 7000
franchise stores in less than a decade and it makes it arguably the largest franchisor in any
franchising format. Amul Preferred Outlets are successfully operating at neighbourhood places,
market places, high streets, railway stations, air-ports, bus-stops, shopping malls, educational
institutions, hospitals, government buildings, amusement parks, hill-stations, pilgrimage spots
and tourist spots.X

With the success which the brand has achieved in Amul Preferred Outlet format, now it looks to
consolidate the same by entering into the smallest of the towns and villages across the length and
breadth of the country.

The brand not only looks forward to add more stores but also sets its eyes on increasing its
offerings from these stores. The brand has been generating a sales turnover of Rs 650 crore
through its exclusive retail formats alone which has grown three folds in the last five years. Amul
also eyes at huge untapped opportunity into value added retailing in the formats of ice-cream
scooping parlours and Café Amul (Casual Dining Restaurant
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PRICING

It is the value, usually in monetary terms that sellers ask for in exchange for the products they are
offering. Pricing and product image are closely related. Customers will pay a higher price for well
– known, well –regarded products, partly because of the image created through advertising and
other promotions. This includes list price, discount, allowance, and credit terms. The prices of
products of AMUL are also decided by the GCMMF. The GCMMF conducts the market survey to
check the validity and feasibility of prices in the market and accordingly decides the prices of
AMUL products. However, the price is inclusive of several elements like

Cost of milk

Labour cost.

Processing cost.

Packaging cost.

Advertising cost.

Transportation cost.
Sales promotion costs.

Taxes etc

.The GCMMF considers all these cost aspects and set them up in pricing structure to decide the
selling price of milk and milk products

Despite competition in high value dairy product segments from firm such as Hindustan Unilever
Britannia & Nestle it ensure that the product mix and the sequence in which Amul introduces it

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product is consistent with the core philosophy that providing butter, at the affordable price to
attract the consumer at the large masses.

At the time Amul as formed consumer had limited purchasing power, and thus Amul adopted the
low-cost price strategy make it product affordable & attractive to

consumer.

MILK PRICE

60

50

40

30

MILK PRICE
20

10

2009
2010
2011
2012
2013
2014
2015

Amul Gold will cost Rs 48, where as Amul Shakti, Amul Taaza and Amul Slim and Tream will
cost Rs 44, Rs 36 and Rs 34, respectively.

The price of Amul tea special has been increased from Rs 42 to Rs 44

The price of Amul Slim n Trim milk which is available in 500 ml and lower volume pouches has
been increased to Rs 17 per half litre.

The Gujarat based dairy firm underlined that for every rupee taken from customers, almost 80
paise is paid back to the dairy farmers who, it said, are the actual owners

AMUL alone is capturing the 41% Dairy market in India.

That’s because of its low price that make up the 21% and its taste 18%.

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Sale TurnOver
25000

20000

15000

Sale TurnOver
10000

5000

0 2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015


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PROMOTION

In 1994 Shri Kanon Krishna of Advertising and Sales Promotion (ASP) Advertising Agency,

Mumbai once asked Federation Officer “Why should Amul hire us when there are 525 other
advertising agencies around in India?” “It is”, he replied his own question, “because we go the
extra mile”, He went on to explain that in search of a corporate slogan and logo for Amul he had
to bring in “taste” and the “diverse” nature of our country. To catch a glimpse of this or a slice of
India as it were, he used to go to Matunga in Mumbai, which had denizens from many states, on
Sundays

The Taste of India – these four words are more than what the common man may think of these –
a mere slogan. Advertising people call this corporate positioning. But jargon apart these four
words lend meaning to Amul's never ending crusade; they reinforce Amul's commitment of taking
quality food products right down to the rural man, products, the common man otherwise would
have never afforded. It was Amul that first made chocolate affordable to the 'aam admi', then
followed the same with Ice Cream, pizza and a gamut of value added products. But Amul's
networking, pricing and more so commitment to reach every part of India has made this possible.
Shri Kanon Krishna truly understood what Amul stood or and therefore aptly believed that "The
Taste of India" said it all.

BUTTER GIRL

The moppet who put Amul on India's breakfast table 50 years after it was first launched, Amul's
sale figures have jumped from 1000 tonnes a year in 1966 to over 25,000 tonnes a year in 1997.
No other brand comes even close to it. All because a thumb-sized girl climbed on to the hoardings
and put a spell on the masses."People loved it. It was our favourite topic of discussion

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for the people every time it was a new hoarding with new message or story. Call her the Friday to
Friday star. Round eyed, chubby cheeked, winking at you, from strategically placed hoardings at
many traffic lights. She is the Amul moppet everyone loves to love (including prickly votaries of
the Shiv Sena and BJP and white

bow, holding out her favourite packet of butter.

CONTROVERSIES

In 2001, Amul ran an ad campaign criticizing the Indian Airlines strike, whereupon Indian
Airlines threatened to stop offering Amul Butter on their flights unless the ads were pulled.
Another ad during the Ganapati festival which said, Ganpati Bappa More Ghya (Ganpati Bappa
take more). The Shiv Sena party said that if the ad wasn't removed, they would come and destroy
Amul's office. In July 2011, an ad criticizing Suresh Kalmadi led to trouble in Pune, while an ad
poking fun at Mamata Banerjee in December 2011 led to problems in Kolkata. Subsequently,
another ad with Banerjee was released all over India except in Kolkata in March 2012.

In 2011, they came up with ‘Maine kyaa khaya' (What did I eat?) for Suresh Kalmadi during the
Commonwealth Games scam, they ran into trouble. “He was found guilty, he was in jail, his party
had abandoned him. But party workers in Pune actually pulled down the hoarding,” recalls a
bewildered da Cunha.

There have been some laughable protests as well. When they wrote ‘Satyam Sharam
Scandalum!' for Satyam Computer Services's disgraced Chairman Ramalinga Raju, he says,

“We got a formal letter from the Satyam Board threatening us with dire consequences: all their
employees would stop eating Amul butter
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AMUL SPONSOR TV SHOWS FOR ITS PROMOTION SUCH AS

AMUL PRESENTS AMUL VOICE OF INDIA MUMMY KESUPERSTARS ON STAR

Amul Voice of India Mummy Ke Superstars is an Indian television talent show for child singers
on the Star Pluschannel. A feature of the show is that all of the contestant accompanied by their
mothers.

AMUL PRESENTS FOOD FOOD MAHA CHALLENGE

Master Chef Sanjeev Kapoor and Bollywood diva Madhuri Dixit Nene get ready to cheer along
with their teams for India‘s biggest culinary reality show, Amul Food Food Maha challenge.

AMUL PRESENTS MUSIC KA MAHA MUQABALA

Music Ka Maha Muqqabla was a reality show on STAR Plus, which first aired on December 19,
2009.It aimed to bring a new format to music reality shows in India, which is based on teams
rather than individuals
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COORPORATE SOCIAL RESPONSIBILITIES

AMUL GREEN MOVEMENT

Alarmed by the climate change and global warming and their understanding of that dairy farming
like agriculture is dependent on nature, they took an oath on 15th August, 2007, after the flag
hoisting ceremony, to plant a sapling and ensure that it grew into a tree. Then individually they
planted sapling on their own at their identified locations like their farm, near their home, on farm
bunds, etc. This marked the beginning of a silent new revolution to bring a green carpet on
Gujarat and India.

In the year 2007, 21,000 saplings were planted by the farmers in Kaira of which 10,000 plants
have survived. In the following year 2008, they planted more than 5,05,000 saplings of which
1,79,000 have survived. In 2009, third year of their movement, more than 13,51,000 saplings
have been planted. Farmers have also created nurseries to produce saplings and almost 45 such
nurseries have been created as of date. For better coordination and sustainable success, Teams
have been formed at various levels.

Inspired by this movement, whole dairy cooperative farmers of Gujarat under Gujarat Co-
operative Milk Marketing Federation Limited (GCMMF) have so far planted 312 lakh saplings.
According to statistics of Forest Survey of India considering on an average 30-40 cm diameter of
these trees, 106 trees would provide one hectare of green tree cover. Considering 47%
survivability of planted trees (based on post plantation survey data, around 148.12 lakhs out of
311.98 lakhs tree planted survived during the last five years), when they fully grow up, would
provide additional 1,39,735 ha. of green cover which is additional 6.41% forest cover of Gujarat
State of India. In last five years, milk producers of GCMMF planted around 312 lakhs tree
saplings. By doing so, milk producers of Gujarat Dairy Cooperatives have shown their concern,
awareness and commitment for betterment of environment.

It has been estimated that when one tree is cut, in monetary terms there is loss or Rs. 33 lakhs
(Oxygen worth of Rs. 5.3 lakhs, Land Fertility of Rs. 6.4 lakhs, Rs. 10.5 lakh for reduction of
pollution of atmosphere and Rs. 5.3 lakh towards Flowers / Fruits and habitation to birds -
animals). But the benefits that accrue to mankind when a tree is planted cannot be measured in
money and is priceless.

When dairy farmers of Gujarat have planted more than 312 lakh trees in just five years and are
planning to plant more trees every year, they are doing an invaluable service to the society as the

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brand “Amul” means price less… priceless service to mankind. In an era of global warming,

Amul is contributing its share in making Gujarat lush green. In this way, the milk producers of
Gujarat are ushering in a silent revolution of greening Gujarat.

A SAPLING, OFTEN, RESULTS IN A TREE. A CRORE SAPLINGS, HOWEVER, RESULT IN


GLOBAL RECOGNITION. "Amul Green" movement wins the International Dairy Federation's
award for the best environment initiative in the "sustainability category" during the 4th Global
Dairy Conference held at Salzburg Congress Centre, Austria on 28th April, 2010.

AMUL SCHOLAR

Amul Scholarships: To encourage outstanding children of farmers in pursuing higher studies


Amul introduced scholarship schemes in 1992. The children are given scholarships for pursing
Diploma, Graduation, Post-Graduation and Doctorate. Every year the outstanding children are
identified from the villages and scholarships are provided to fulfill their dream of achieving
academic excellence. This effort has motivated greatly children to excel in their studies and
spread education in rural areas.

Amul Scholar Felicitation Programme: Annually Amul felicitate outstanding children of


employees who have secured highest marks in 10th, 12th standards and Gold Medalist in
graduation. Amul Scholars’ Felicitation Programme was initiated in 2004 and has facilitated
many outstanding students of Amul family.

Amul Vidya Shree & Vidya Bhushan: Amul’s vision is to see an educated, talented and strong
youth in a developed India of the future and thereby contribute towards nation building. We at
Amul believe that the sound education of its youth is the foundation of every state. Hence it is the
most basic constituent for a developing nation like ours. Towards this philosophy, Amul
Vidyashree & Vidyabhushan Awards have been instituted to recognize the brilliance of the
students across India as well as the quality of education & guidance imparted by the schools they
study in. The inception of these awards dates back to 2004-05.
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The Awards recognize the academic brilliance of Class 10th and 12th top merit rankers across
India and the quality of education and guidance imparted by the schools they study in and thereby
encourage the spirit of enlightenment among today’s youth. In the first year of the Award
Foundation, Amul honored 500 students in Gujarat and other parts of India. In the second year it
acknowledged further 2267 students across schools in India. Moving ahead (2006-07)

Amul instituted Amul Vidya Bhushan” awards to recognize the toppers of Std 12th examination
also. The pan India details on these Awards are available in the following links.

It is India’s first of its kind award that recognizes and rewards brilliant minds of India. By
winning this award, not only the student gets recognized, but it also help the schools to enhance
their image as an academy that imparts quality education, worth emulating by others.

AMUL RURAL SANITATION

Amul Dairy has launched a novel scheme for total rural sanitation and set a target for itself
whereby not a single milk producer will attend to nature’s call in the open. The Dairy with the
support of District Rural Development Agency (DRDA) will provide interest free loans to its
milk producers in Anand and Kheda districts to set up ‘pucca’ toilet blocks, which will not only
help women milk producers avoid embarrassment but will also ensure hygiene.

‘In five years’ time, dairy wishes to achieve the target of providing 100 per cent toilet facilities in
all villages where Amul has a milk society.

The mission is not just about bringing a cultural change by imbibing good habits among milk
producers but also targeted towards encouraging hygienic practices in the milk supply chain.

Amul has prepared a model low-cost toilet block that costs Rs.11,500 per unit. While DRDA will
support this initiative through subsidy ranging between Rs.4500 and Rs.4600 for BPL/APL
families, Amul will provide its members an interest free loan worth Rs.4300 returnable in four
years’ time. A member can pay up this loan by getting Rs.100 per month deducted from his/her
bill.Amul Dairy has launched a novel scheme for total rural sanitation and set a target for itself
whereby not a single milk producer will attend to nature’s call in the open. The Dairy with the
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support of District Rural Development Agency (DRDA) will provide interest free loans to its
milk producers in Anand and Kheda districts to set up ‘pucca’ toilet blocks, which will not only
help women milk producers avoid embarrassment but will also ensure hygiene.

‘In five years’ time, dairy wishes to achieve the target of providing 100 per cent toilet facilities in
all villages where Amul has a milk society.

The mission is not just about bringing a cultural change by imbibing good habits among milk
producers but also targeted towards encouraging hygienic practices in the milk supply chain.

Amul has prepared a model low-cost toilet block that costs Rs.11,500 per unit. While DRDA will
support this initiative through subsidy ranging between Rs.4500 and Rs.4600 for BPL/APL
families, Amul will provide its members an interest free loan worth Rs.4300 returnable in four
years’ time. A member can pay up this loan by getting Rs.100 per month deducted from his/her
bill
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SWOT ANALYSIS

STRENGTHS IN THE SWOT ANALYSIS OF AMUL

Very high market share in ice cream – Amul has the top market share in ice cream segment
which further helps it push other products into the market.

Excellent brand equity – amul is a beloved brand over the years and the contribution of amul girl
and her outdoor ads should specifically be mentioned here.

Excellent quality management – even though amul has such a wide and large distribution
network, hardly any quality complaints come for amul.

Strong distribution network – This is one company which is strong in urban as well as rural
distribution. You will find amul present even in small towns and villages.

Good product portfolio – Amul had a deep product portfolio when compared to any fmcg
company. It has many different variety of milk milk based food items like cheese, butter, milk,
buttermilk, lassi and many others. In ice creams too, amul has a large variety of flavours

Strong Supply chain – Vendors love Amul and amul is known for the white revolution in India.

Rural presence – Strong rural presence of Amul is its plus point. It is mentioned here separately
because this rural presence gives amul a strong competitive advantage.

WEAKNESSES IN THE SWOT ANALYSIS OF AMUL

Cost of Operations – Amul’s operation is huge. And so is the cost. Plus the sector is such that
maintaining margins becomes difficult day by day. Thus, to face international players, Amul
needs to maintain the operations in the same manner it is carrying out today. It is not a weakness
but rather a constant challenge for Amul. In fact, during summers, the brand faces severe shortage
of supply.

Chocolates – Amuls expansion to chocolate has failed and hardly any product of Amul
chocolates is selling in the market. Amul needs further products to expand its product line and
increase bottom line.

OPPORTUNITIES IN THE SWOT ANALYSIS OF AMUL

Export – Amul can export its product to other countries thereby increasing its turnover and
margins exponentially.
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 Concentrate more on chocolate market – Amul has a no advertisement policy which creates a
problem for its foray into additional products. Amul should in fact have separate SBU’s and
concentrate more on increasing its product line through chocolates or other such products.

THREATS IN THE SWOT ANALYSIS OF AMUL

Increasing competition in Ice cream segment – Many players, local and international, are entering
the ice cream market thereby taking away share of wallet from Amul. Kwality walls, Naturals,
London dairy, Havmor, Arun ice cream, Vadilal, Ramani, are some of the few brands who are
directly in competition with Amul.
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PESTLE ANALYSIS

This is a macro environmental framework used to understand the impact of the external factors on
the organization and is used as strategic analytical technique. PEST stands for "Political,

Economic, Social, and Technological” factors.

Francis Aguilar is referred to as the originator of this tool. He talked about ETPS – Economic,
Technological, Political, and Social– as the four important factors for Scanning the Business
Environment. Later Legal and Environmental factors were also added by some analysts and thus
evolved the term PESTLE Analysis.

PEST ANALYSIS OF AMUL

P-political

Since the budget range is decontrolled, no political effects are envisaged.

E-economical

Increasing per capita income resulting in higher disposable income2) Growing middle class/urban
population ± increase in demand.3) Low cost of production ± better penetration.

S-social

Per capita consumption expected to increase ± fashion.2) Increasing gifts culture ± increased in
demand.

Lower cholesterol than ³Mithais´ (sweet meat) ± substitute demand

T-technology

Will have to reinforce technology to international levels once India is a ³free´ economy
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Michael Porter’s Five-Force Analysis

According to Porter (1980) a firm must be analyzed in relation to its industry. Factors outside the
industry tend to influence all the industry’s firms in the same way and are thus not as important to
study.

To a large extent, industry structure governs the strategies open to the firms. The profitability and
attractiveness of an industry is dependent of the level of competition. Competition in an industry
originates from industry structure and goes well beyond the behavior of individual competitors.

According to Porter, each industry has a potential profitability and the profitability for the firms is
dependent on the competitive forces in the industry. Porter identifies five competitive forces that
derive from the ambition to obtain as large share of the profitability as possible. The five forces
are the foundation of the five-force model.

Porter’s Five-Force Model IN AMUL

The major competitors of the Amul dairy include:

Milk

Mother Dairy

Verika

Uttam

Shreshtha

Ice Crean
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Vadilal

Havmor

Kwality Walls

MaxLoca

Ghee

Gayatri

Nestle

Verika

Milk Powder

Nestle

Easy Day

Chocolate

Nestle

Cadbury

The success of the national and local competitor’s brands includes effective distribution system,
advertising, good pricing policy etc. The factors ascribed by porter are:

Threats of new entrants

Bargaining power of suppliers

Bargaining power of buyers

Rivalry among competitors


Threats from substitute

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Threats of New Entrants

Economies of Scale:

GCMMF enjoys economies of scale, which is difficult to match by any other competitor. It is
because of this reason that no regional competitor has grown to a national level.

Cost and Resource advantages:

Amul dairy is co-operative society. That means “cooperation among competitive” is the
fundamental principle. Amul dairy is managed under the norms of GCMMF and market the

products under the brand name ‘Amul’, which has a very good reputation at domestic and
international level. Here, the raw material procurement is very difficult for the new entrants.
Consequently Capital requirement Is also high. Still new entrants are emerging such as domestic
and international players. So the threats of new entrants are moderate.

Brand Preferences and Consumer Loyalty:

There is an immense level of Brand Preference of Amul in the minds of the people. The level of
preference specifically in the liquid milk sector is that they would go too there retailer if the
retailer does not have milk.

Access to Distribution Channels:

The distribution channel of GCMMF is a very planned and perfect one. For any new entrant to
enter it would be a very difficult task. For GCMMF the result is years of hard work and its
investment in its employees as well as at different levels in the distribution network.

Inability to match the technology and specialized know-how of firms already in the industry:
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The technology used by Amul is imported from Denmark. It is a state of art technology. To get
this technology in India, a firm would require a huge amount of resources.

Capital Requirements:

The total investment required in the industry is huge and is a decision worth considering even for
MNC’s. The investment decisions cover the processing costs as well as the marketing costs. To
compete with the brand Amul in India is difficult as Amul is synonymous to Quality

Bargaining Power Of Supplier

The objective of Amul dairy is not profiting. As it is a part of co-operative society, it runs for the
benefit of farmers those are the suppliers of milk and users of milk products. According the
concept of the cooperative society supplier has bargaining power to have a good return on his or
her supply. However, supplier has limited rights to bargain with the cooperative society because it
is made and run for the sake of mass and not for individual benefit. But it is made sure that the
supplier gets his fair share of return.

There is appropriate bargaining power of the supplier. In olden days there were not any kind of
cooperative societies as the farmer was exploited. But, nowadays the farmer’s rights are protected
under the cooperative rules and regulations, which ultimately results in moderate power of
bargaining from the supplier.

Bargaining Power Of Buyers

Cost of switching to competitor brands:

The switching of brands is seen very much in products such as ice cream, curd, milk powders,
milk additives etc. but it can be seen comparatively less in liquid milk category. Even if the
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buyers shift to the other brands of milk, the value that they get is less than they would get from
consuming Amul.

Large no. of buyers:

Milk is a necessity product and hence is a mass product. It has a considerable share of the rupee
spent by any Indian. Moreover the buyers are spread evenly over the country and do not have any
bargaining power Rivalry among competitors

Demand for the product:

The demand of the products of GCMMF is increasing at a very healthy rate. To stand against the
rivalry GCMMF is coming with a wide range of products.

Nature of Competitors:

In different business category GCMMF faces competition from different players. In the Milk
powder category it face scompetition from Cadbury & Nestle, in the chocolate category also I
faces competition from Cadbury & Nestle. While in the ice cream market it faces competition
from Kwality Walls Max and Havmor. In butter and chesses it faces competition from Britannia.
Moreover in almost all categories there is presence of local retailers and processors and milk
vendors. Rivalry intensifies as each of the competitors has different lines and this would in turn
depend on the importance the line holds for the competitor.

Mergers and Acquisitions:

As such in the industry there are no mergers or acquisitions. However if any MNC wishes to enter
through this route then the competition might be severe. Threats of Substitute

Availability of attractive priced substitutes:

Different substitutes area available for different category of products. There is ample availability
of low priced substitutes from local vendors and retailers. This is a front where GCMMF is still
finding hard to combat.

Satisfaction level of substitutes:


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Customers do consider these products as equal on quality if not better then the products of
GCMMF. Hence the rate of customers switching to the substitutes is very high. Moreover the
buyers also can switch to the customers easily without any hurdles.

Not immediate substitutes:

Distant substitutes are present in many of the categories of business of GCMMF. For example in
the Masti Buttermilk category it faces competition from cold drinks and ice cream. These 5 forces
interact among themselves at different degrees over a period of time. Moreover it will get intense
or loosen up depending upon the moves of its competitors, buyers, suppliers, etc. However
GCMMF has been able to outperform on almost all fronts excluding a few lines of business
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AWARDS AND ACHIVEMENTS

 GCMMF received Bronze Trophy at the Indian Marketing Awards – 2014 o GCMMF – Finalist
in World Beverage Innovation Awards – 2014 o GCMMF received APEDA Awards for 16 years
continuously

o Amul wins World Dairy Innovation Awards - 2014

o Amul receives Srishti Good Green Governance award for the year 2013

GCMMF Receives Prestigious CNN-IBN Innovating for a Better Tomorrow Award

o Amul wins AIMA High Performance Brand Award-2013 for brand Amul

Shri R S Sodhi, MD-GCMMF, receives prestigious QIMPRO GOLD STANDARD Quality


Award 2013

GCMMF wins the SAP Award for Customer Excellence (SAPACE) 2013 under the category of
"Best Run Award in Finance"

o ET-Corporate Citizen Award of the Year 2010-11 to GCMMF o Amul receives Green Globe
Foundation Award

o Dr. V.Kurien honoured with Life Time Achievement Award o GCMMF receives Srishti's G-
Cube Award - 2010

o Amul Bags International Dairy Federation Award

o Amul Bags Srishti G-cube Award For Good Green Governance - 2009 o Amul Pro-Biotic
Ice-cream Gets No. 1 Award At World Dairy Summit o Ramkrishna Bajaj National Quality
Award - 2003

o Qimpro Gold Standard Award - 2003

o Amul - The Taste Of India (GCMMF) Receives International CIO 100 Award For
Resourcefulness

o Rajiv Gandhi National Quality Award – 1999


National Productivity Council Productivity Awards 1985-86.

Presented for Best Productivity Performance in Dairy Development and Production in Co-operative
sector by Shri G.S. Dhillion, Union Minister of Agriculture to Amul Dairy, Kaira

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District Co-operative Milk Producers Union Limited, Anand (Gujarat) New Delhi 22nd April,
1987.

National Productivity Council Productivity Awards 1986-87.

Sponsored by Ministry of Agriculture Presented for Best Productivity Performance in Dairy


Development - Product Plants by Shri R. Venkataraman, President of India to Amul Dairy, Kaira
District Co-operative Milk Producers Union Limited, Anand (Gujarat) New Delhi, 14th january,
1988.

National Productivity Council Productivity Awards 1987-88.

Sponsored by Ministry of Agriculture Presented for Best Productivity Performance in Dairy


Development - Product Plants by Shri Bhajan Lal, Union Minister of Agriculture to Amul Dairy,
Kaira District Co-operative Milk Producers Union Limited, Anand (Gujarat) New Delhi, 31st
Mar 1989.

Indian Merchants' Chamber Bombay 1988 Award

For Outstanding Performance in the field of R&D of Food Processing Industries Based on
Agricultural Products awarded to Kaira District Co-operative Milk Producers Union Limited,
Anand (Shri Mathurdas Vissanji Endowment) 1988.

National Productivity Council Productivity Awards 1991-92.

Sponsored by Ministry of Agriculture Presented for Second Best Productivity Performance in


Dairy Development & Production in Co-operative Sector (Product Plant) by Dr. Balram Jakhar,
Union Minister of Agriculture to Kaira District Co-operative Milk Producers Union Ltd., Anand
(Gujarat) New Delhi, 19th oct 1993.
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RECOMMENDATION

In order to maintain and increase the sales in the METRO city, the following recommendations
regarding Amul; particularly regarding advertisement, distribution, promotional policies, etc, are
hereby suggested:

First and foremost Amul should take proper action in order to improve service, because although
being on a top slot in Butter and milk supplies it does not get the sales in chocolate, which it
should get.

Company should use brand ambassador which attracts each age segment i.e. Saniya Mirza,
Shaktimaan, Amitabh Bacchan, Superman, Krrish, Jadoo etc.

Amul should give local advertisements apart from the advertisements given at thenational level.
Local advertisement must mention the exclusive Amul shops of thecity.

Try and change the perception of the people through word of mouth about Amulin
advertisements, because they are the best source to reach Children and families.

Though Amul chocolate advertisements are rarely shown on television yet manypeople could
recall it as per the data of research. It shows that there is only needto give advertisement only to
rememorize customers. Because Amul is verystrong brand name.
Company should launch chocolate in new attractive packing to change image of Amul chocolate
in consumers mind.

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Company should introduce Product promotion schemes like free weight, pranky,tattoo, contest,
free gifts etc.

Advertisement can be done with the help of animations that attracts children and teenagers
because chocolates are consumed largely in this segment.
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CONCLUSION

The company started in 1946 with the great leadership of people like Sadar Patel, Tribhuvandas
K.Patel and DR.kurien has emerged to be a giant in the field of Dairy products. Working under
the Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), is India's largest food
product marketing organisation with annual turnover (2014-15) US$ 3.4 billion.

It is the Apex organisation of the Dairy Cooperatives of Gujarat, popularly known as 'AMUL',
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. Its success has not
only been emulated in India but serves as a model for rest of the World. It is exclusive marketing
organisation of 'Amul' and 'Sagar' branded products.

It operates through 56 Sales Offices and has a dealer network of 10000 dealers and 10 lakh
retailers, one of the largest such networks in India. Its product range comprises milk, milk
powder, health beverages, ghee, butter, cheese, Pizza cheese, Ice-cream, Paneer, chocolates, and
traditional Indian sweets, etc

st
Amul have captured the strong market in india with the market share of 41% and stand 1 in the
rd
milk and butter production and sales stand 3 in the position of Ice Cream sector. Thus Amul
have increased its sale after starting its promotion with the slogan “TASTE OF INDIA” and
introducing the “AMUL BUTTER GIRL” with its advertisement and marketing Amul is the
largest selling brand in the Dairy Industry in the country.
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REFERENCES

http://www.amuldairy.com/index.php/white-revolution X

http://www.fao.org/wairdocs/lead/x6170e/x6170e30.htm#TopOfPage X

http://www.thehindu.com/books/the-story-of-white-revolution/article2025625.ece X

http://www.drkurien.com/white_revolution X

http://food.ndtv.com/reviews/amul-nestle-mother-dairy-tru-danone-which-milk-tastes- the-best-767639 X

http://www.marketing91.com/marketing-mix-of-amul/ X

http://coop.wikia.com/wiki/List_of_Amul_products X

http://www.dudhsagardairy.coop/health-nutrition/products/ X

http://www.amuldairy.com/index.php/csr-initiatives/tree-plantation X

http://www.amuldairy.com/index.php/csr-initiatives/amul-scholar X

http://www.mbaskool.com/brandguide/food-and-beverages/3349-amul.html X

ttp://parsikhabar.net/food/the-story-of-polson-butter/712/ X

http://www.bihardays.com/polson-amul-butter-battle-travelled-all-patna/ X

http://www.instantshift.com/2009/01/29/20-corporate-brand-logo-evolution/ X

http://www.amuldairy.com/index.php/about-us/history X

http://www.amul.com/files/pdf/GCMMF_Press_Release_for_Annual_General_Meeting_
on_14th_May_2015_English_Final.pdf X

http://www.amuldairy.com/index.php/the-organization/butter-girl X

http://www.projecttopics.info/Marketing/Market-Analysis-and-Sales-Development-of- Amul-Milk.php X

http://www.projecttopics.info/Marketing/Market-Analysis-and-Sales-Development-of- Amul-Milk.php X
http://www.marketing91.com/marketing-strategy-amul/ X
https://www.scribd.com/doc/36798758/project-report-on-marketing-of-Amul X

https://www.scribd.com/doc/87424723/16/AMUL-MARKETING-MIX X

http://www.imarcgroup.com/dairy-industry-in-india

http://indiamicrofinance.com/indian-dairy-industry-report-2014-pdf.html

http://www.scribd.com/doc/34006328/Amul-Integrated-Marketing-Communication X

http://www.scribd.com/doc/85709665/AMUL-STP-n-SWOT X

http://www.scribd.com/doc/58600279/Amul-Market-Segmentation#scribd X

http://www.amuldairy.com/index.php/white-revolution X

http://www.fao.org/wairdocs/lead/x6170e/x6170e30.htm#TopOfPage X

http://www.thehindu.com/books/the-story-of-white-revolution/article2025625.ece X

http://www.drkurien.com/white_revolution X

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http://food.ndtv.com/reviews/amul-nestle-mother-dairy-tru-danone-which- milk-tastes-the-best-767639 X
http://www.marketing91.com/marketing-mix-of-amul/ X

BOOKS REFERED:

Kotler Philip(YEAR), Marketing Management, 14th e ,

Kotler Philip, Marketing Mangement,11th e,


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