GROUP MEMBER NAMES AND THEIR GRADES

NO NAME OF STUDENT GRADE

1 BASHAR JAMAL
2 BHASKAR POPLE
3 BINAYKUMAR GUPTA
4 BINODKUMAR YADAV
5 DIGVIJAY SHARMA
6 HARISHCHANDRA KUMAR
7 JAYKUMAR PILLAI
8 JIGNESH SHAH
9 MANISH TIWARI
10 MANISHANKAR PANDEY
 REFERENCES
• www.wikipedia.com
• www.itcportal.com
•http://www.sequoia-uk.com/Brochure.aspx?
Content=FMCGHistory
• http://www.theshopsumerinstitute.com/fileadmi
n/user_upload/downloads/Evolution_of_the_FMCG
_industry.pdf
• www.scribd.com

23
E-Choupal
ITC’s Agri Business Division, one of India’s largest exporters of
agricultural commodities, has conceived e-Choupal as a more efficient
supply chain aimed at delivering value to its customers around the world
on a sustainable basis.
The e-Choupal model has been specifically designed to tackle the
challenges posed by the unique features of Indian agriculture,
characterised by fragmented farms, weak infrastructure and the
involvement of numerous intermediaries, among others.
A market-led business model can enhance the competitiveness of Indian
agriculture and trigger a virtuous cycle of higher productivity, higher
incomes, enlarged capacity for farmer risk management, larger
investments and higher quality and productivity.
Further, a growth in rural incomes will also unleash the latent demand for
industrial goods so necessary for the continued growth of the Indian
economy. This will create another virtuous cycle propelling the economy
into a higher growth trajectory.

CONCLUSION
Envisioning a larger societal purpose has always been a hallmark of ITC.
The company sees no conflict between the twin goals of shareholder
value enhancement and societal value creation.
ITC has consciously chosen the path less travelled. A path that has led it
to create sustainable livelihoods for 5 million people. For ITC this is an
expression of a commitment beyond the market. Of a conviction that
country must come before corporation. Of a true pride in being Citizen
First.

22
 CORPORATE-SOCIAL -RESPONSIBILITY
Environment
• ITC has been ‘Carbon Positive’ three years in a row
(sequestering/storing twice the amount of CO2 than the Company
emits).
• ‘Water Positive’ six years in a row (creating three times more
Rainwater Harvesting potential than ITC's net consumption).
• Close to 100% solid waste recycling.
• All Environment, Health and Safety Management Systems in ITC
conform to the best international standards.

Social
• ITC's businesses generate livelihoods for over 5 million people.
• ITC's globally recognised e-Choupal initiative is the world's
largest rural digital infrastructure benefiting over 4 million farming
families.
• ITC's Social and Farm Forestry initiative has greened over
80,000 hectares creating an estimated 35 million person days of
employment among the disadvantaged.
• ITC's Watershed Development Initiative brings precious water to
nearly 35,000 hectares of drylands and moisture-stressed areas.
• ITC's Sustainable Community Development initiatives include
women empowerment, supplementary education, integrated animal
husbandry programmes.

Preserving National Heritage

As a socially responsible corporate citizen, ITC endeavours to create
value for the Indian society in multiple ways, one of them being
preservation of India's rich cultural heritage. ITC has made significant
contribution to the promotion of Indian classical music, theatre, art and
cuisine.

21
AWARDS & RECOGNITION
• ITC is the first Indian company and the second in the world to
win the prestigious Development Gateway Award. It won the
$100,000 Award for the year 2005 for its trailblazing ITC e-Choupal
initiative which has achieved the scale of a movement in rural India.

• ITC is the first Corporate to receive the Annual FICCI

Outstanding Vision Corporate Triple Impact Award in 2007 for its
invaluable contribution to the triple bottom line benchmarks of
building economic, social and natural capital for the nation.

• ITC has won the Golden Peacock Awards for 'Corporate

Social Responsibility (Asia)' in 2007.

• The Corporate Award for Social Responsibility 2008 from

The Energy and Resources Institute (TERI) in recognition of its
exemplary initiatives in implementing integrated watershed
development programmes across 7 states in India.

• The Best Corporate Social Responsibility Practice Award

2008 jointly instituted by the Bombay Stock Exchange, Times
Foundation and the NASSCOM Foundation.

• United Nations Industrial Development Organisation

(UNIDO) Award at the international conference on Sharing
Innovative Agribusiness Solutions 2008 at Cairo for ITC's exemplary
initiatives in agri business through the e-Choupal.

• The Business Today Award for the Best Managed Company in

recognition of its outstanding initiatives in the consumer products
segment.

20
S.W.O.T ANALYSIS
STRENGTHS
• Brand Name

• Distribution Network

• Diversified company trading in a number of business sectors including

cigarettes, hotels, paper, agriculture, packaged foods and confectionary,
branded apparel, personal care, greetings cards, Information Technology,
safety matches, incense sticks and stationery.

WEAKNESSES
• The Company is still dependant upon its tobacco revenues.

• As an FMCG Company,Trading in tobacco gives a negative outlook.

OPPORTUNITIES
• Rural market

• e-Choupal initiatives.

• Low Per capita consumption of personal care products.

THREATS
• Competition from both domestic & international corners

• Increasing tax on cigarettes.

19
MARKET SHARES

Based on the month end closing prices quoted on Bombay Stock Exchange
Note: Share prices adjusted to reflect sub-division & issue of bonus shares in
2005-06 .
Last 10 Years High, Low & Closing at BSE

Closing
Year High Low
(as on March 31st)
2001 64.13 32.67 54.29
2002 59.27 38.33 46.44
2003 48.33 37.00 41.97
2004 79.01 41.27 69.43
2005 94.46 48.80 89.58
2006 200.00 88.14 194.95
2007 212.70 140.15 150.40
2008 239.40 146.15 206.35
2009 232.40 232.40 232.40
2010 272.70 177.60 263.15

Note: Share price & Volume Adjusted to reflect Sub-division & Issue of
Bonus Shares in 2005-06.

18
MARKETING STRATEGIES
Rural marketing in India is still about a van campaign, a badly-made
commercial, a few painted walls and the occasional participation in
village haats and melas. But ITC changed that to some extent by its 'e-
Choupal' initiative & various women empowerment programs. The ITC
Marketing Strategies can be differentiated into 4 steps;
1) People Power :
Total commitment from top leadership, keeping in mind that rural
marketing is a long-term relationship, is imperative. Rural marketing
efforts need special mindsets, which many of the urban-oriented
management graduates who are at the helm of affairs at most
organisations do not possess. The best bet is to recruit students from
specialised institutes such as the Indian Institute of Rural Management,
or at least, management graduates who have studied the subject as an
elective.
2) Goals are good :
Define a goal such as is it a tactical effort to achieve increased sales
in specific areas during a specific time, or do you want to build a
strong equity for your brand in rural India?
3) Know your customers :
A good place to begin is studying the mindset of your customers, so
you can create a customised plan of action.
4) Ensure availability :
Mainstay of any FMCG is the availability of its products on optimum
level to the varied customers & it’s the same for ITC also.

17
 H.R. POLICIES
ITC Ltd focuses mainly on 4Ps – Product, Price, Place & Promotion.
ITC's Core Values are aimed at developing a customer-focused, high-
performance organisation which creates value for all its stakeholders.

These Core values are as follows;

Trusteeship : As professional managers, we are conscious that ITC has

been given to us in "trust" by all our stakeholders. We will actualise
stakeholder value and interest on a long term sustainable basis.

Customer Focus : We are always customer focused and will deliver what
the customer needs in terms of value, quality and satisfaction.

Respect For People : We are result oriented, setting high performance

standards for ourselves as individuals and teams.We will simultaneously
respect and value people and uphold humanness and human dignity.

We acknowledge that every individual brings different perspectives and

capabilities to the team and that a strong team is founded on a variety of
perspectives.We want individuals to dream, value differences, create and
experiment in pursuit of opportunities and achieve leadership through
teamwork.

Excellence : We do what is right, do it well and win. We will strive for

excellence in whatever we do.

Innovation : We will constantly pursue newer and better processes,

products, services and management practices.

Nation Orientation : We are aware of our responsibility to generate

economic value for the Nation. In pursuit of our goals, we will make no
compromise in complying with applicable laws and regulations at all
levels.

16
Gross Income includes Rs. 2226.33 Crores for the quarter ended 30th
June, 2010 being Excise Duties, and Taxes on Sales of Services.
(Corresponding previous quarter ended 30th June 2009 - Rs. 1983.31
Crores).
Gross Income includes Rs. 2016 Crores and Rs. 4064 Crores for the
quarter and half year ended 30th September, 2009 being Excise Duties
and other Local Taxes. (Corresponding previous quarter and half year
ended 30th September, 2008 - Rs. 1871 Crores and Rs. 3816 Crores
respectively).

THE ITC VISION & MISSION

Sustain ITC's position as one of

India's most valuable corporations
through world class performance,creating
growing value for the Indian economy
and the Company’s stakeholders.

To enhance the wealth generating

capability of the enterprise in a
globalising environment,
delivering superior and sustainable
stakeholder value.

15
CURRENT EVENTS
The company places computers with Internet access in rural farming
villages; the e-Choupals serve as both a social gathering place for
exchange of information (choupal means gathering place in Hindi) and
an e-commerce hub. The e-Choupal system has also catalyzed rural
transformation that is helping to alleviate rural isolation, create more
transparency for farmers, and improve their productivity and incomes.

ITC is also Revamping 'Kitchens of India' ready-to-eat Indian gourmet

dishes, & just now in September 2010 ITC has launched noodles
under its Sunfeast brand in Chennai, Coimbatore and
Kerala & going to bring in some new 'Celebration Series' in its Lifestyle
Retailing business, promoting the range of clotheswear.

FINANCIAL OVERVIEW

14
 COMPANY PROFILE
As one of India's most valuable and respected corporations, ITC is widely
perceived to be dedicatedly nation-oriented.

Chairman Y C Deveshwar calls this source of inspiration

"a commitment beyond the market".

In his own words: "ITC believes that

its aspiration to create enduring value for the nation provides the motive
force to sustain growing shareholder value. ITC practices this philosophy by
not only driving each of its businesses towards international
competitiveness but by also consciously contributing to enhancing the

competitiveness of the larger value chain of which it is a part."

ITC employs over 26,000 people at more than 60 locations across India.
The Company continuously endeavors to enhance its wealth generating
capabilities in a globalising environment to consistently reward more than
3,76,000 shareholders, fulfill the aspirations of its stakeholders and meet
societal expectations.

ITC is a board-managed professional company, committed to creating

enduring value for the shareholder and for the nation. It has a rich
organisational culture rooted in its core values of respect for people and
belief in empowerment. Its philosophy of all-round value creation is backed
by strong corporate governance policies and systems.
SECTOR PROFILE
ITC is one of India's foremost private sector companies with a market
capitalisation of over US $ 22 billion and a turnover of US $ 6 billion.
Having a diversified presence in Cigarettes, Hotels, Paperboards &
Specialty Papers, Packaging, Agri-Business, Packaged Foods &
Confectionery, Information Technology, Branded Apparel, Personal
Care, Stationery, Safety Matches and other FMCG products, ITC
currently ranks among India's `10 Most Valuable (Company) Brands',
in a study conducted by Brand Finance and published by the Economic
Times.
ITC's diversified status originates from its corporate strategy aimed at
creating multiple drivers of growth anchored on its time-tested core
competencies: unmatched distribution reach, superior brand-building
capabilities, effective supply chain management and acknowledged
service skills in hoteliering. Over time, the strategic forays into new
businesses are expected to garner a significant share of these emerging
high-growth markets in India. ITC's Agri-Business is one of India's
largest exporters of agricultural products. ITC is one of the country's
biggest foreign exchange earners (US $ 3.2 billion in the last decade).

ITC's wholly owned Information Technology subsidiary, ITC Infotech

India Ltd, provides IT services and solutions to leading global
customers. ITC's production facilities and hotels have won numerous
national and international awards for quality, productivity, safety and
environment management systems. ITC was the first company in India to
voluntarily seek a corporate governance rating.
 MAJOR FMCG PLAYERS INTERNATIONALLY
• GROUPE DANONE (FRANCE)
•NESTLE (SWITZERLAND)
• PROCTER & GAMBLE (U.S)
• RECKITT BENCKISER (U.K)
• UNILEVER (U.K)

MAJOR FMCG PLAYERS NATIONALLY

•AMUL
• BRITANNIA INDUSTRIES LTD
• DABUR INDIA LIMITED
• EMAMI LIMITED
• HINDUSTAN UNILEVER LIMITED

11
• ITC's foray into the marketing of Agarbattis (incense sticks) in 2003
marked the manifestation of its partnership with the cottage sector. ITC's
popular agarbattis brands include Spriha and Mangaldeep across a range
of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur,
Sambrani and Nagchampa.

• ITC introduced Essenza Di Wills, an exclusive range of fine

fragrances and bath & body care products for men and women in July
2005. The Company also launched the 'Superia' range of Soaps and
Shampoos in the mass-market segment at select markets in October 2007
and Vivel De Wills & Vivel range of soaps in February and Vivel range
of shampoos in June 2008.
• In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and
British joint venture. In August 2002, Surya Tobacco became a
subsidiary of ITC Limited and its name was changed to Surya Nepal
Private Limited (Surya Nepal).

• In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper

manufacturing company and a major supplier of tissue paper to the
cigarette industry. To harness strategic and operational synergies, TTD
was merged with the Bhadrachalam Paperboards Division to form the
Paperboards & Specialty Papers Division in November 2002.
• Also in 1990, leveraging its agri-sourcing competency, ITC set up the
Agri Business Division for export of agri-commodities. The Division is
today one of India's largest exporters.
• In 2000, ITC forayed into the Greeting, Gifting and Stationery
products business with the launch of Expressions range of greeting cards.
A line of premium range of notebooks under brand “Paperkraft” was
launched in 2002.
• ITC also entered the Lifestyle Retailing business with the Wills Sport
range of international quality relaxed wear for men and women in 2000.
ITC also initiated a foray into the popular segment with its men's wear
brand, John Players, in 2002.
• In 2000, ITC spun off its information technology business into a
wholly owned subsidiary, ITC Infotech India Limited, to more
aggressively pursue emerging opportunities in this area.
• ITC's foray into the Foods business is an outstanding example of
successfully blending multiple internal competencies to create a new
driver of business growth. It began in August 2001 with the introduction
of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In 2002, ITC
entered the confectionery and staples segments with the launch of the
brands mint-o and Candyman confectionery and Aashirvaad atta (wheat
flour). 2003 witnessed the introduction of Sunfeast as the Company
entered the biscuits segment. ITC's entered the fast growing branded
snacks category with Bingo! in 2007. In eight years, the Foods business
has grown to a significant size with over 200 differentiated products
under six distinctive brands, with an enviable distribution reach, a
rapidly growing market share and a solid market standing.
HISTORY & EVOLUTION
• ITC was incorporated on August 24, 1910 under the name Imperial
Tobacco Company of India Limited. As the Company's ownership
progressively Indianised, the name of the Company was changed from
Imperial Tobacco Company of India Limited to India Tobacco Company
Limited in 1970 and then to I.T.C. Limited in 1974. In recognition of the
Company's multi-business portfolio encompassing a wide range of
businesses - Cigarettes & Tobacco, Hotels, Information Technology,
Packaging, Paperboards & Specialty Papers, Agri-business, Foods,
Lifestyle Retailing, Education & Stationery and Personal Care - the full
stops in the Company's name were removed effective September 18,
2001. The Company now stands rechristened 'ITC Limited’.
• Though the first six decades of the Company's existence were
primarily devoted to the growth and consolidation of the Cigarettes and
Leaf Tobacco businesses, the Seventies witnessed the beginnings of a
corporate transformation that would usher in momentous changes in
the life of the Company.
• ITC's Packaging & Printing Business was set up in 1925 as a strategic
backward integration for ITC's Cigarettes business. It is today India's
most sophisticated packaging house.
• In 1975 the Company launched its Hotels business with the
acquisition of a hotel in Chennai which was rechristened 'ITC-
Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels
business was rooted in the concept of creating value for the nation. ITC
chose the hotels business for its potential to earn high levels of foreign
exchange, create tourism infrastructure and generate large scale direct
and indirect employment.
• In 1979, ITC entered the Paperboards business by promoting ITC
Bhadrachalam Paperboards Limited, which today has become the
market leader in India. Bhadrachalam Paperboards amalgamated with
the Company effective March 13, 2002 and became a Division of the
Company, Bhadrachalam Paperboards Division. In November 2002, this
division merged with the Company's Tribeni Tissues Division to form
the Paperboards & Specialty Papers Division.
INTRODUCTION
ITC Limited is an Indian conglomerate with a turnover of US $ 6 billion
and a market capitalisation of over US $ 22 Billion. The company has its
registered office in Kolkata. ITC has a diversified presence in Cigarettes,
Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business,
Packaged Foods & Confectionery, Information Technology, Branded
Apparel, Personal Care, Stationery, Safety Matches and other FMCG
products.

While ITC is an outstanding market leader in its traditional businesses of

Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly
gaining market share even in its nascent businesses of Packaged Foods &
Confectionery, Branded Apparel, Personal Care and Stationery.

ITC's aspiration to be an exemplar in sustainability practices is manifest in

its status as the only company in the world of its size and diversity to be
'carbon positive', 'water positive' and 'solid waste recycling positive.' In
addition, ITC's businesses have created sustainable livelihoods for more
than 5 million people, a majority of whom represent the poorest in rural
India.

7
and finally, the rise of ‘Anchor’ in oral care, which has become
synonymous with ‘cat’, which walks away with spoils when two monkeys
fight (HUL and Colgate).

• FUTURE OF FMCG IN INDIA

Undoubtedly, all this is good for the consumers, who can now choose a
variety of products, from a number of companies, at different price
points. But for the players who cater to the Indian consumer, the future
brings a lot more competition. In this environment, only the innovators
will survive. Focus will be the key to profitability (ala HUL). From an
investor’s point of view, Indian FMCG companies do offer long-term
growth opportunities given the low penetration and usage in most product
categories. To choose the best investment opportunities look at the
shapers (i.e. innovators) that have been constantly proactive to market
needs and have built strong, efficient and intelligent distribution channels.
Management vision to growth is the key, as consumers going forward are
likely to become even more sophisticated in their demand.

6
taken to rural India like chalk to cheese have seen their sales and profits
expanding. For example, currently 50% of all HUL sales come from rural
India, and consequently, it is one the biggest beneficiaries of this (see table
below).
CAGR growth in last 10 years…
Sales Net profit

Cadbury 16.6% 53.0%

Colgate 9.9% 4.2%
HUL 19.1% 33.5%

Marico 12.3% 25.7%

Nestle 16.4% 25.3%

P&G Hygiene 9.0% 19.9%

Reckitt & Benckiser 13.3% 2.7%

There are others, like Nestle, which have till date catered mostly to urban
India but have still seen good growth in the last decade. The company’s
focus in the last decade has largely been on value added products for the
upper strata of society. However, in the last couple of years, even these
companies have looked to reach consumers at the slightly lower end.

One of the biggest changes to hit the FMCG industry was the ‘sachet’ bug.
In the last 3 years, detergent companies, shampoo companies, hair oil
companies, biscuit companies, chocolate companies and a host of others,
have introduced products in smaller package sizes, at lower price points.
This is the single big innovation to reach new users and expand market
share for value added products in urban India, and for general FMCG
products like detergents, soaps and oral care in rural India. Another
interesting phenomenon to have hit the FMCG industry is the mushrooming
of regional companies, which are posing a threat to bigger FMCG
companies like HUL. For example, the rise of Jyothi Laboratories, which
has given sleepless nights to Reckitt Benckiser, the ‘Ghari’ detergent, that
has slowly but surely built itself to take on Nirma and HUL in detergents,

5
 Private consumption expenditure trends
CAGR Food, beverages, Personal
(%) tobacco care

FY81 11.0% 13.4%

FY91 11.7% 11.9%

FY01 11.9% 14.8%

*CAGR over a decade

MNC’s like HUL, which were sitting pretty till then, woke up to new
market realities and noticed the latent rural potential of India. The
government’s relaxation of norms also encouraged these companies to go
out for economies of scale in order to make FMCG products more
affordable. Consequently, today soaps and detergents have almost 90%
penetration in India.

Post liberalisation not only saw higher number of domestic choices, but
also imported products. The lowering of the trade barriers encouraged
MNC’s to come and invest in India to cater to 1billion Indian’s needs.
Rising standards of living urban areas coupled with the purchasing power
of rural India saw companies introduce everything from a low-end
detergent to a high-end sanitary napkin. Their strategy has become two-
pronged in the last decade. One, invest in expanding the distribution reach
far and wide across India to enable market expansion of FMCG products.
Secondly, upgrade existing consumers to value added premium products
and increase usage of existing product ranges.

So you could see all companies be it HUL, Godrej Consumer, Marico,

Henkel, Reckitt Benckiser and Colgate, trying to outdo each other in
getting to the rural consumer first. Each of them has seen a significant
expansion in the retail reach in mid-sized towns and villages. Some who
could not do it on their own, have piggy backed on other FMCG major’s
distribution network (P&G-Marico). Consequently, companies that have

4
 THE EVOLUTION OF INDIAN FMCG
MARKET

India has always been a country with a big chunk of world population,
be it the 1950’s or the twenty first century. In that sense, the FMCG
market potential has always been very big. However, from the 1950’s
to the 80’s investments in the FMCG industry were very limited due to
low purchasing power and the government’s favouring of the small-scale
sector. Hindustan Lever Limited (HLL) was probably the only MNC
company that stuck around and had its manufacturing base in India.

At the time, the focus of the organised players like HLL, now rechristened
HUL (Hindustan Unilever Lever) was largely urbane. There too, the
consumers had limited choices. However, Nirma’s entry changed the
whole Indian FMCG scene. The company focused on the ‘value for
money’ plank and made FMCG products like detergents very affordable
even to the lower strata of the society. Nirma became a great success story
and laid the roadmap for others to follow.

3
The Mass Market
Shopper

The main characteristic is the existence of 4 entities in the market:

CONSUMER SHOPPER

Manufacturer
Retailer

2
 F.M.C.G
• What is F.M.C.G ?
Fast Moving Consumer Goods (FMCG) are products that are sold quickly
at relatively low cost. Examples include non-durable goods such as soft
drinks, toiletries, grocery items etc. Though the absolute profit made on
FMCG products is relatively small, they generally sell in large quantities,
so the cumulative profit on such products can be large.

• Scope
The term FMCG refers to those retail goods that are generally replaced
or fully used up over a short period of days, weeks, or months, and within
one year. This contrasts with durable goods or major appliances such as
kitchen appliances, which are generally replaced over a period of several
years.

FMCGs have a short shelf life, either as a result of high consumer demand
or because the product deteriorates rapidly. Some FMCGs – such as meat,
fruits and vegetables, dairy products and baked goods – are highly
perishable. Other goods such as alcohol, toiletries, pre-packaged foods,
soft drinks and cleaning products have high turnover rates.

The following are the typical characteristics of FMCGs:

• From the consumers' perspective:

o Frequent purchase
o Low involvement (little or no effort to choose the item --
products with strong brand loyalty are exceptions to this rule)
o Low price
• From the marketers' angle:
o High volumes
o Low margins
o Extensive distribution networks
o High stock turnover

1
 INDEX
1) FMCG & ITS SCOPE ………………………………………….1
2) MASS MARKET VIEW ……………………………………….2
3) EVOLUTION OF INDIAN FMCG MARKET …………… 3-6
4) FUTURE OF FMCG IN INDIA………………………………. 6
5) ITC – INTRODUCTION ……………………………………….7
6) HISTORY & EVOLUTION ………………………………...8-10
7) MAJOR FMCG PLAYERS (INT) ………………….................11
8) MAJOR FMCG PLAYERS (NAT) ……………………………11
9) SECTOR PROFILE ………………………………….................12
10) COMPANY PROFILE ………………………………………...13
11) CURRENT EVENTS …………………………………………..14
12) FINANCIAL OVERVIEW ………………………...............14-15
13) ITC VISION & MISSION ……………………………………..15
14) H.R.POLICIES …………………………………………………16
15) MARKETING STRATEGIES …………………………………17
16) MARKET SHARES ………………………………….................18
17) S.W.O.T ANALYSIS ……………………………………………19
18) AWARDS & RECOGNITION …………………………………20
19) CORPORATE SOCIAL RESPONSIBILITY………………21-22
20) CONCLUSION …………………………………………………..22
21) REFERENCES …………………………………………………..23
 A PROJECT REPORT
OF

SUBMITTED BY :
GROUP A-2
FIRST SEMESTER M.M.M STUDENTS