PROJECT ON

ComparativeAnalysisOf MangaldeepAgarbathi With His Competitors

In partial fulfillment for the business Project. Submitted by: Amol Sambhe Guided by: Shivaji Dhawad

DATTA MEGHE INSTITUTE OF MANAGEMENT STUDIES Session 2010-2011

ACKNOWLEDGEMENT

I take this opportunity to thank all those who were a great support behind this project and without their unconditional support this project on this paper would not have been completed. First of all I would like to thanks & indebted to Dr. Amishi Arora, Director, Datta Meghe Institute of Management Studies, Nagpur and Our faculty guide Mr. Shivaji Dhawad Sir, Datta Meghe Institute of Management Studies, Nagpur and without whose support and timely suggestion this report would not have been completed. Last but not the least I would like to thank all those who are not mentioned, but whose contribution has been instrumental towards completion of this project.

Amol Sambhe (MBA 3rd SEM)

CERTIFICATE

This is to certify that Amol Sudhakar Sambheare the bonafide student of theMaster of Business Administration (MBA) course,session 2010-2012, of the Datta Meghe Institute of Management Studies, Nagpur. The candidates have worked under the supervision of Mr. ShivajiDhawadEnd have satisfactorily conducted project work for not less than one academic session. The project submitted by them is their own work and is complete so as to warrant its presentation for examination. Their project work entitled Comparative Analysis Of Mangaldeep Agarbathi With His Compititor which is in partial fulfillment requirement for the above course.

Mr. Shivaji Dhawad (Project Guide)

Dr. Amishi Arora Director, DattaMeghe Institute Of Management Studies

DECLARATION

I hereby declare that with the acceptance of the suggestions and guidance received from our faculty guide, this project work titled Comparative AnalysisOf

MangaldeepAgarbathi With His Compititor

is our original work.

Date: Place: Nagpur

AmolSambhe (MBA3rd sem)

INDEX

Chapters 01 02 03 04 05 06 07

Contents Introduction Company Profile Objective Method Of Data Collection Observation, Interpretation and Analysis Conclusion Bibliography

INTRODUCTION:
Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. Competitors Analysis Some businesses think it is best to get on with their own plans and ignore the competition. Others become obsessed with tracking the actions of competitors (often using underhand or illegal methods). Many businesses are happy simply to track the competition, copying their moves and reacting to changes. Competitor analysis has several important roles in strategic planning: To help management understand their competitive advantages/disadvantages relative to competitors To generate understanding of competitors past, present (and most importantly) future strategies To provide an informed basis to develop strategies to achieve competitive advantage in the future To help forecast the returns that may be made from future investments (e.g. how will competitors respond to a new product or pricing strategy? Questions to ask What questions should be asked when undertaking competitor analysis? The following is a useful list to bear in mind: Who are our competitors? (see the section on identifying competitors further below) What threats do they pose? What are the objectives of our competitors? What strategies are our competitors pursuing and how successful are these strategies? What are the strengths and weaknesses of our competitors?

The sources of competitor information can be neatly grouped into three categories: Recorded data: taking feedback from retail & whole seals shops; Observable data: this has to be actively sought and often assembled from several sources. A good example is competitor pricing; Opportunistic data: to get hold of this kind of data requires a lot of planning and organization. Much of it is anecdotal, coming from discussions with suppliers, customers and, perhaps, previous management of competitors.

Points for Doing Competitive Analysis Buy stock in your competitors Talk to your competitors' customers. Use the Internet. Check public filings. Get to know local librarians. Assess the competition's goals. Be aware of the potential for new competition. Define the competitive landscape broadly.

Company Profile
ITC is one of India's foremost private sector companies with a market capitalization of nearly US $ 15 billion and a turnover of over US $ 4.65 billion. Rated among the World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, among India's Most Respected Companies by Business World and among India's Most Valuable Companies by Business Today, ITC ranks third in pre-tax profit among India's private sector corporations. ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel, Greeting Cards, 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 and Greeting Cards. 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'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 $ 2.4 billion in the last decade). The Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its

competitiveness by empowering Indian farmers through the power of the Internet. This transformational strategy, which has already become the subject matter of a case study at Harvard Business School, is expected to progressively create for ITC a huge rural distribution infrastructure, significantly enhancing the Company's marketing reach. ITC's wholly owned Information Technology subsidiary, ITC InfoTech India Limited, is aggressively pursuing emerging opportunities in providing end-to-end IT solutions, including e-enabled services and business process outsourcing. 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. ITC employs over 21,000 people at more than 60 locations across India. The Company continuously endeavors to enhance its wealth generating capabilities in a globalizing environment to consistently reward more than 4, 80,000 shareholders, fulfill the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. For the nation.For the Shareholder." As part of ITC's business strategy of creating multiple drivers of growth in the FMCG sector, the Company has commenced marketing agarbattis (incense sticks) sourced from small-scale and cottage units. This business leverages the core strengths of ITC in nation-wide distribution and marketing, brand building, supply chain management, manufacture of high quality paperboards and the creation of innovative packaging solutions to offer Indian consumers high quality agarbattis.

HISTORY OF ITC:
ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco Company of India Limited'. Its beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more ways than one. It was to mark the beginning of a long and eventful journey into India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land two years later, would go on to become one of Kolkata's most venerated landmarks. The Company's ownership progressively Indianised, and the name of the Company was changed to I.T.C. Limited in 1974. In recognition of the Company's multibusiness portfolio encompassing a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting Gifting & Stationery - 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 Division, 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. Since then ITC's

Hotels business has grown to occupy a position of leadership, with over 75 owned and managed properties spread across India. In 1979, ITC entered the Paperboardsbusiness 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. ITC's paperboards' technology, productivity, quality and manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh. It is directly involved in education, environmental protection and community development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range. In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture. Since inception, its shares have been held by ITC, British American Tobacco and various independent shareholders in Nepal. 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. The merged entity was named the Tribeni Tissues Division (TTD). 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 International Business Division (IBD) for export of agri-commodities. The Division is today one of India's largest exporters. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 9 states covering over 3.5 million farmers. ITC's first rural mall, christened 'ChoupalSaagar' was inaugurated in August 2004 at Sehore. The year 2006 witnessed the ramping up of the Company's rural retailing network with 17 'ChoupalSaagars' being operational in three states of Madhya Pradesh, Maharashtra and Uttar Pradesh.

In 2000, ITC's Packaging & Printing business launched a line of high quality greeting cards under the brand name 'Expressions'. In 2002, the product range was enlarged with the introduction of Gift wrappers, Autograph books and Slam books. In the same year, ITC also launched 'Expressions Matrubhasha', a vernacular range of greeting cards in eight languages and 'Expressions Paperkraft', a range of premium stationery products. In 2003, the company rolled out 'Classmate', a range of notebooks in the school stationery segment. ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its men's wear brand, John Players, in 2002. In December 2005, ITC introduced Essenza Di Wills, an exclusive line of prestige fragrance products, to select 'Wills Lifestyle' stores. In 2006, Wills Lifestyle became title partner of the country's most premier fashion event - Wills Lifestyle India Fashion Week - that has gained recognition from buyers and retailers as the single largest B-2-B platform for the Fashion Design industry. To mark the occasion, ITC launched a special 'Celebration Series', taking the event forward to consumers. 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. In a short span of 5 years, ITC Infotech has already crossed over US$ 60 million in revenues. It also has a joint venture with ClientLogic, a top five global Business Process Outsourcing(BPO) provider. 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 Aashirvaadatta(wheat flour). 2003 witnessed the introduction of Sunfeastas the Company entered the biscuits segment. ITC's entered the fast growing branded snacks category with Bingo!in 2007. In just six years, the Foods business has grown to a significant size with over 150 differentiated products under six distinctive brands, with an enviable distribution reach, a rapidly growing market share and a solid market standing.

In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire value chain found yet another expression in the Safety Matches initiative. ITC now markets popular safety matches brands like iKno, Mangaldeep, VaxLit, Deliteand Aim. 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.

ABOUT MANGALDEEP:

ITC has launched MangaldeepAgarbattis across a wide range of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Durbar, Tarangini, Anushri, Ananth and Mogra. Recently, a new fragrance Yantra has been launched which evokes the ambience of a temple. Mangaldeep is also available in 3-in-1 and 5-in-1 packs giving the consumer a choice of fragrances in a single pack. Mangaldeep is appropriately priced to appeal to a crosssection of consumers at various price segments. These agarbattis are available in innovative 'Fragrance-Locked' packaging. 'Fragrance locking' is a unique concept of packaging which retains the fragrance for a longer period and helps in "Completing the Purity of Prayer". The 'Mangaldeep' brand is fast emerging as the only national brand in an industry dominated by multiple local brands. Mangaldeep is also being exported to United States of America, United Arab Emirates, Bahrain, Nepal, Singapore, Malaysia, Oman and South Africa. With its participation in the business, ITC aims to enhance the competitiveness of the small and medium scale sectors through its complementary R&D based product development and strengths in trade marketing and distribution. Six of ITC's small scale manufacturers are the first in the country to receive the ISO 90002001certification for agarbatti making. ITC has also entered into an MOU with the Khadi& Village Industries Commission (KVIC) to source agarbattis from KVIC approved units, and to distribute agarbattis through the KhadiBhavan / KhadiBhandar outlets across the country. This collaborative venture is expected to result in employment generation, particularly in the semi-urban and rural areas. ITC is also supporting an 'Agarbatti Community Participation Programme' run by the VyaktiVikas Kendra, a non-profit organisation founded by the renowned spiritual guru Sri SriRavishankar and located near Bengaluru. Over 100 village women are gaining from the training that this organisation imparts in rolling agarbattis. ITC is also beginning to extend similar support to other NGOs in states like Bihar, Tripura and Tamil Nadu, who are also

setting up agarbatti units, training village women in rolling agarbattis and employing these women in these units.

Types Of Mangaldeep Agarbattis

As part of ITC's business strategy of creating multiple drivers of growth in the FMCG sector, the Company commenced marketing Agarbattis (Incense Sticks) sourced from small-scale and cottage units in 2003. This Business leverages the core strengths of ITC in nation-wide distribution and marketing, brand building, supply chain management, manufacture of high quality paperboards and the creation of innovative packaging solutions to offer Indian consumers high quality Agarbattis. With its participation in the business, ITC aims to enhance the competitiveness of the small and medium scale sectors through its complementary R&D based product development and strengths in trade marketing and distribution.

MangaldeepAgarbattis are available in a wide range of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Durbar, Anushri and Mogra. New launches include Fragrance of Temple, Champa and Tarangini in an attractive pouch format.

The pouch format of packaging is increasingly becoming popular. Mangaldeep has launched three variants Champa, Tarangini&Malligai in the pouch format catering to various market needs. The products have received encouraging response from consumers. Fragrance of Temple is a flagship sub brand in the Mangaldeep portfolio with Superior fragrance and high quality sticks in an industry-first canister pack. The canister pack also contains a metal agarbatti stand which has been highly appreciated by consumers.

MangaldeepDhoop, made with Natural Ingredients, is available in specific markets and is fast creating a key presence in North India. New launches include Sandal &Mogra variants as well as 3-in-1 offering in a single pack.

In line with ITC's Triple Bottom Line philosophy of contributing to the Nation's economic, environmental and social capital, Mangaldeepagarbattis are manufactured by small scale and cottage units, providing livelihood opportunities for more than 12,000 people. Six out of 17 MangaldeepAgarbatti manufacturing units are ISO 9000 certified. Mangaldeep ASHA (Assistance in Social Habilitation through Agarbattis) is an ITC initiative to improve the quality of raw agarbatti production and provide better value realization for women rollers. Under the project, ITC has extended support to NGOs in Bihar, Tripura and Tamil Nadu, to set up agarbatti units, training village women in rolling agarbattis and employing them in these units. In the latest initiative, ITC signed a MoU with the Orissa Government-run Orissa Rural Development and Marketing Society (ORMAS) for marketing raw incense sticks in the state - a move that is expected to provide employment opportunities to over 3000 rural women.

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 Companys stakeholders

To enhance the wealth generating capability of the enterprise in a globalising environment, delivering superior and sustainable stakeholder value

Core Values

ITC's Core Values are aimed at developing a customer-focused, high-performance organization which creates value for all its stakeholders: Trusteeship As professional managers, we are conscious that ITC has been given to us in "trust" by all our stakeholders. We will actualize 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.

The ITC Leadership

Flowing from the concept and principles of Corporate Governance adopted by the Company, leadership within ITC is exercised at three levels. The Board of Directors at the apex, as trustee of shareholders, carries the responsibility for strategic supervision of the Company. The strategic management of the Company rests with the Corporate Management Committee comprising the wholetime Directors and members drawn from senior management. The executive management of each business division is vested with the Divisional Management Committee (DMC), headed by the Chief Executive. Each DMC is responsible for and totally focused on the management of its assigned business. This three-tiered interlinked leadership process creates a wholesome balance between the need for focus and executive freedom, and the need for supervision and control.

Board of Directors

Audit Committee

Compensation Committee

Nominations Committee

Investor Service Committee

Sustainability Committee

Corporate Management Committee

Divisional/ Strategic Business Unit (SBU) Management Committees, each headed by a divisional/ SBU Chief Executive Business includes: FMCG, Hotels, Paperboards, Specialty Papers & Packaging, Agri Business and Information Technology

Corporate Functions, each headed by a HOD Corporate Functions include: Planning and Treasury, Accounting, Taxation, Risk Management, Legal, Secretarial, EHS, Human Resources, Corporate Communications, Corporate Affairs, Internal Audit and Research & Development

BORD OF DIRECTOR

CHAIRMAN

Y C Deveshwar

EXECUTIVE DIRECTORS

NakulAnand

P V Dhobale

K N Grant

NON-EXECUTIVE DIRECTORS

A Baijal S H Khan H G Powell BasudebSen

S Banerjee S B Mathur P B Ramanujam K Vaidyanath

AV Girija Kumar D K Mehrotra Anthony Ruys B Vijayaraghavan

Products of Competitors: Products

RangaRao& Sons Cycle 3x1, Rhythms, Sandalum, N.R., Woods Chandan, Lyrics, Spiritual Guide, Gulistan, Brindavan Sandal, Juhi, Padmini Products Padmini Incense, Pakeezah, PadminiDhoop. Parimal Bharat Vasi, Moments, Rainbow 7x1

Mandir Baikery Industries Shivaranjani , Manthan Gajanana Vaishnavi Flora, Mangaladevi, Harileela, Chafa Flora Perfumery Works Bell Agarbathi Works Amber Aromatics Asoka Trading Devika Flora, Vidarbha, Ashwamegha, Navaratna, Sublakshmi, Hawan Super Mogra, Super Sandal, Amber Flora, Ratnamala Bharat Darshan

B. V. Aswathiah& Bros. Nandi Mist, Joy, MadhuMallika, Nandi Flora, Sandal, Rose VardhanAgarbathi LevendorAgarbathi

BACK GROUND OF THE PROBLEM:

To bring Mangaldeep as a Market Leader, the sales have to be increased drastically, but there are certain problems that have to be faced, since the product is Agarbathi such problems exist they are: People lack brand loyalty when they purchase Agarbathi Buy whichever is available Lack of awareness about Mangaldeep Buy whenever schemes are introduced Shifting from Mangaldeep to Cycle or to other brands Shifting from cycle or other brands to Mangaldeep

MAIN OBJECTIVE:

TO MAKE ITC MANGALDEEP A MARKET LEADER

Objectives: What are the expectations of the consumers from our product Mangaldeep? In what way is cycle (3 in 1) better than Mangaldeep? Reasons behind the consumers choosing cycle 3 in 1 than Mangaldeep 5 in 1 Reasons behind consumers shifting from Mangaldeep 5 in 1 to cycle 3 in 1 Reasons behind consumers choosing Mangaldeep 5 in 1 for cycle 3 in 1 and also the to know why they have shifted from cycle 3 in 1 to Mangaldeep 5 in 1 To know what impact the consumers have on Mangaldeep 5 in 1, have reached the consumers effectively, how do they place the product?

LIMITATIONS OF THE PROJECT:

The market research has its own limitations, the field study is done in specific areas and the sample size may be small, to come to conclusions. 1) Study was restricted to Nagpur city only 2) Distributor NARAYAN AGENCIES area (west Nagpur) was study 3) Time limitation of the project as the promotional activity is still on

Some others drawbacks for mangaldeep ITC can be: 1. Lack of awareness about the brand 2. Lack of awareness about the advertisements 3. Lack of brand loyalty 4. Availability of substitutes

RESEARCH METHODS:
Exploratory Research: Exploratory research is one type of research design, which is done for this research which has its primary objective the provision of insights into and comprehension of the problem situation confronting the researcher. This research is done here as to define the problem more precisely , identify relevant course of action or gain additional insights before approach could be developed. The methods adopted under exploratory research are: 1. Observation and

2. In-depth interviewing technique Descriptive research: Descriptive research or statistical research provides data about the population or universe being studied. But it can only describe the "who, what, when, where and how" of a situation, not what caused it. Therefore, descriptive research is used when the objective is to provide a systematic description that is as factual and accurate as possible. It provides the number of times something occurs, or frequency, lends itself to statistical calculations such as determining the average number of occurrences or central tendencies. One of its major limitations is that it cannot help determine what causes a specific behavior, motivation or occurrence. In other words, it cannot establish a causal research relationship between variables. The methods adopted under descriptive research are: 1. Telephonic interviews 2. Consumer surveys

Consumer Surveys Facilitate Decision Making

The most successful companies in the world rely on consumer surveys to assess their particular market and the attitude of its consumers. Making assumptions about your market is simply not enough. Failing to have quantitative research to back up your marketing strategies can be costly. You must be able to present your product, service or brand in ways that will be acceptable to your target. That is why regularly conducting consumer surveys is critical to business success. Consumer surveys can tell you:

The demographics of your target audience, including: age, gender, income, marital status, educational level and leisure activities

Why people make certain purchasing decisions When and where people shop If people have a need for your product or service If there is an untapped market for your product or service Current awareness of your brand versus your competitors' People's buying habits

Understanding the market for Agarbathi

The size of market is quite big,. The major players are:

AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR SHANTI NIKETAN PARIMAL MANDIR PARIMAL LOCAL LOCAL 020 STICKS LOCAL LOCAL 100 STICKS

Sales unit in sticks 1,558.60 530.9 299.9 265.3 256.6 245.5 241.4 233.2 230.3

The market share value of the major players

MS Val (Sticks) Agarbatti 22.1 6.4 5.1 4.9 4.8 4.5 4.4 3.9

AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE LOCAL 020 STICKS B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR PARIMAL PARIMAL MANDIR SHANTI NIKETAN

The market share vol and value is shown below: AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE LOCAL LOCAL 020 STICKS B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR PARIMAL PARIMAL MANDIR SHANTI NIKETAN MS VOL (sticks) 23.6 8.1 4.6 4.2 3.9 3.6 3.6 3.6 MS VAL (in lakhs) 539.1 169.8 124.6 118.9 116.6 109.2 106 96.2

The price of the pack with the no of sticks is given below:

AGARBATTI N RANGA RAO & SONS CYCLE 3 IN 1 I T C MANGALDEEP N RANGA RAO & SONS CYCLE LOCAL LOCAL 020 STICKS B V ASWATHIAH & BROS NANDI PADMINI PRODS PADMINI PARIMAL MANDIR PARIMAL PARIMAL MANDIR SHANTI NIKETAN From the above data:

Sticks per pack 35 24 32 20 33 36 24 12

Price per pack 12 8 13 10 14 16 11 5

1) VISITING WITH RETAIL &WHOLSEAL OUTLET

OBSERVATIONS:
Agarbathi users prefer mild odor because, the users suffer from headache, asthma &vcing problems. Local brand aggarbathis are sold door to door at cheaper prices. People expect more no of schemes to be offered. 10 % of users dont even know what brand of agarbathi they use. 13% users feel that Mangaldeep has very strong fragrance.

HYPOTHESIS: The advertising of cycle Other brand does not affect the sales of Mangaldeep. Mangaldeep (5 in 1) fragrance is not as strong as cycle 3 in 1. Advertising does not have an impact on purchase intention forMangaldeep. Pricing of Mangaldeepdoes not affect its sales. Packaging of Mangaldeep has no impact on its sales. Consumers of Mangaldeep never shift to cycle 3 in 1 . Mangaldeep 5 in 1 consumers are more satisfied with the product than the consumers of cycle 3 in 1. Product awareness is low for Mangaldeep than his competitor product. Brand name does not have an impact on sales of Mangaldeep.

1 )MARKET SHARE OF LOOSE & PACK (IN %)

LOOSE PACK

62 % 48 %

2) COMPITITOR BRAND IN Rs.10 (IN %)

ZED

RECOMMENDATIONS & SUGGESTIONS 1) Regular promotional schemes should be operated to increase the placement and off take of the product from retail counter 2) Regular visit distributor sales person accompanied by supervisor 3) Training program should be arranged for sales person to enhance there selling skills 4) Inventory level should be maintain during promotion. 5) Lack of awareness is a major problem which stops us to take a lead, so I would suggest that intensive advertising promotion should be made i.e. Attack the leader by increasing expenditures on advertising and promotion It makes sense only when the add is far superior that the competitors 6) Advertising can be done in all mediums like TV, Radio, and Magazines. .etc .On the whole effective advertising in the media is necessary. The advertisement should develop a purchase intension in the minds of the viewers

BIBLIOGRAPHY
BOOKS Marketing management - Philip Kotlar Marketing management T N Chhabra

WEB SITES www.google.com www.itcportal.com www.wikipedia.com www.indiatimes.com