Project Report

ON
SALES & DISTRIBUTION
OF
SHRI MAHILA GRIHA UDYOG (lijjat)
MAHINDRA PRAGYA MANDIR (WISDOM)
WOMEN'S INSTITUTE FOR STUDIES IN DEVELOPMENT ORIENTED
MANAGEMENT
SUBMITTED TO: SUBMITTED
BY:
Mr. Ranjan Upadhyay YASHIKA
SWAMI
Fac!"y #WISDOM$ MBA IIISEM
Bana%"ha!& Un&'(r%&"y ROLL NO.
)*++
Raja%"han BAT,H #B$

ACKNOWLEDGEMENT
Preparing a project report is always hardwork and I realized
the advantage of hard working.
I am grateful to Professor Siddharth Shashtri, Dean wisdom for
his co-operation.
It is a great pleasure for me to epress my deep sense of
gratitude and inde!tness to "r. #anjan $padhayay %&"S', for
helping and valua!le directions during all stages of Project .

(othing is perfect in this world and so is this report. Instead of
all the precautions and applying all the skills that I have, there
are some loopholes left.
)ut even after doing all this, my report remains incomplete if I
don*t thank my Parents and &riends for their enormous support
at each stage.
2
CONTENTS
SNO !ONTENTS
" INTRODU!TION
1.1 History of the organization
1.2 About the organization
1.3 Vision & mission
1.4 Core values
# PRODU!T PRO$I%E & DI'ISIONS O$ %I((AT
) SA%ES STRATEGY O$ %I((AT
* PRI!E STRATEGY O$ %I((AT
+ PROMOTION STRATEGY O$ %I((AT
,. DISTRIBUTION NETWOR- O$ %I((AT
.. SWOT ANA%YSIS
/. NEW INITIATI'E
0 !OMPETITORS O$ %I((AT
"1 -EY $A!TORS O$ SU!!ESS
3
"" RE!OMMENDATION
"# !ON!%USION
") BIB%IOGRAPHY
INTRODUCTION
History Of The Fir!
Shri "ahila +riha $dyog, the makers of the famous Shri "ahila
+riha $dyog ,ijjat Papad Papad, is an organisation, which
sym!olises the strength of a woman. -nly women can !ecome
the mem!ers of the organisation. .ll mem!ers are also the
owners of the organisation and are fondly referred to as
/sisters/. 0here is a central managing committee of 12
mem!ers to manage the affairs of the organisation. 0o aid the
management, there are also Sanchalikas to look after the day-
to-day affairs of the individual centers and also of that of the
$dyog as a whole. 0he organisation functions on the !asis of
consensus and each mem!er has /veto/ powers.
A"OUT THE ORGANISATION #LI$$AT%!
3ver since India ac4uired independence in 2567, the
democratic +overnment has tried to introduce measures to
empower women. -!taining some measures of economic self-
sufficiency and independence is a prere4uisite to advancement
of women at a social, cultural and political level. 0he silver
4
lining in the cloudy sky has !een the development of several
grass root level movements initiated !y women themselves,
especially those from the lower sections of society.
S8#I ".8I,. +#I8. $D9-+ ,I::.0 P.P.D popularly known as
,I::.0 is an entrepreneurial initiative resulting from one such
movement !y women. It is primarily a cottage industry, ur!an
!y its origin, which has eventually spread to the rural areas
and to the other cities and towns in several states of India.
,I::.0 or ,ijjat is an organization that has acted as a catalyst
in empowering poor ur!an women across India for last four
decades. . hum!le !eginning made !y a group of seven
women in 25;5. 0oday ,ijjat has more than 6<,<<< mem!ers
in =1 !ranches across 27 Indian states.
,ijjat was the !rain child of seven semi-literate +ujarati
housewives from )om!ay %now "um!ai'. 0he women lived in
,ohana (iwas, a group of five !uildings in +irgaum. 0hey
wanted to start a venture to create a sustaina!le livelihood
using the only skill they had i.e. cooking. 0he seven women
were :aswanti!en :amnadas Popat, Parvati!en #amdas
0hodani, $jam!en (arandas >undalia, )anu!en. (. 0anna,
,agu!en .mritlar +okani, :aya!en ?. ?ithalani, and one more
lady whose name is not known. @haganlal >aramsi Parekh,
popularly known as @hagan!apa, !ecame their guide. Initially,
the women were making two different 4ualities of papads, in
order to sell the inferior one at a cheaper rate. @hagan!apa
advised them to make a standard papad and asked them never
to compromise on 4uality. 8e
5
emphasized to them the importance of running it as a !usiness
enterprise and maintaining proper accounts.
,ijjat epanded as a cooperative system. Initially, even
younger girls could join, !ut later eighteen was fied as the
minimum age of entry. Aithin three months there were a!out
1; women making papads. Soon the women !ought some
e4uipment for the !usiness, like utensils, cup!oards, stoves,
etc. In the first year, the organization/s annual sales were #s.
=25=. 0he !roken papads were distri!uted among neigh!ours.
0he group got considera!le pu!licity through word of mouth
and articles in vernacular newspapers. 0his pu!licity helped it
increase its mem!ership. )y the second year of its formation,
2<< to 2;< women had joined the group, and !y the end of the
third year it had more than B<< mem!ers.
.fter tasting tremendous success with their papads, ,ijjat
!egan producing other products like khakhra %2576', masala
%257=', vadi, wheat atta, and !akery products %2575'. In
257<s, ,ijjat set up flour mills%257;', printing division %2577'
and polypropylene packing division %257C'. 0he group also
initiated some unsuccessful ventures such as cottage leather
%2575', matches %2575', and agar!attis %incense sticks'.
Since then ,ijjat !ranches have !een opened throughout India
at various places. @urrently, ,ijjat has !ranches in seventeen
Indian states -- .ndhra Pradesh, )ihar, Delhi, +ujarat,
8aryana, :harkhand, :ammu and >ashmir, >arnataka, >erala,
"adhya Pradesh, "aharashtra, -rissa, Punja!, #ajasthan,
0amil (adu, $ttar Pradesh, and Aest )engal. In 1<<1, ,ijjat
6
had a turnover of #s B !illion and eports worth #s.2<< million.
It employed 61,<<< people in =1 divisions all over the country.
0he =1nd !ranch !ecame operational at :ammu and >ashmir in
1<<1, enrolling over 2;< mem!ers.
The I&stit'tio& (i)) *)(*ys *&+ e,er -e .r*tef')
to /Pit**h*/ L*te Shri D*tt*&i-*0* #Shri P'rshott*
D*o+*r D*tt*&i% for his 1o&tri-'tio&s to(*r+s the
I&stit'tio& (ho sho(e+ the 1orre1t 0*th *&+ .'i+e+ the
I&stit'tio& ti)) his )*st -re*th2

!
Working network inside the company
Lijjat believes in the Gandhian philosophy of sarvodaya
and collective ownership. It accepts all its working
members as the owners and an equal partaker in both
profit and loss. Any woman irrespective of caste or
religion willing to work in any capacity could become a
member by signing a pledge of devotion to basic tenets
of the organi!ation. It is a commitment to earn
legitimate honest income through work on a
cooperative basis. Initially even younger girls could join
but later eighteen was fi"ed as the minimum age of
entry. #enouncing the trust$s membership was entirely
voluntary. %o one could be asked to leave unless she
has violated the tenets of the organi!ation. &en can only
be salaried employee and not members of the
organi!ation as since membership implied ownership.
'he central office at &umbai is responsible for
coordinating the activities of various branches. It
dispatches raw material to the branches and conducts
business with the various e"porters and suppliers. All
branches are required to send their accounts to it on a
regular basis. And the final auditing of the accounts is
done there. 'he office housed the accounts and the
advertisement departments. 'he running of the
organi!ation is entrusted to a managing committee of
twenty one members including the president the vice
president two secretaries and the two treasurers.
"
'he office bearers of the managing committee are
chosen from among the member sisters on the basis of
consensus once every three years thus acknowledging
their leadership qualities. Any member sister can write
her willingness to be a managing committee member
and to be selected by the due process. 'here is
decentrali!ation of authority in the day to day running of
the branches throughout India. (et in view of its
everyday increasing si!e it is made clear that all the
outstation branches and persons connected with the
trust must without fail take the approval of managing
committee of institution before committing to any new
project or product.
Of the -r*&1h!
1#
)anchalikas are in*charge of various branches and
divisions. 'hey are selected through consensus by the
member sisters from among themselves once every
three years are placed in charge of each of the branches
of the institution and its different divisions. 'he
sanchalikas can be transferred to different branches. 'o
manage its affairs each branch has a committee of
eleven member sisters again chosen by consensus.
'here are branch coordination committees and area
meetings of various branches in a region or a state. At
an all India level member sisters from all the branches
and divisions attended the annual general meetings.
'he responsibilities of every office bearer and member
sister are laid down in the constitution and are modified
with changing times and increasing growth of the
organisation. +ach branch is to act as a self
administering unit sharing its profits and losses among
its member sisters. 'hus they are all directly responsible
for the profitable functioning of their branch. In case of
mismanagement or loss due to negligence the
concerned sanchalikas or other member sisters would
be relieved of their membership. If the charges are
severe they would be relieved of the position that they
had mismanaged though they could continue to perform
other functions.
11
'he central office in &umbai previously coordinated the
activities of all the branches but with the increasing
number of outlying branches authority is decentrali!ed
in terms of routine work and sharing of profits at the
branch level. ,owever branches and sanchalikas still
need managing committee$s approval prior to
undertaking any new project or activity and they all
must follow the same set of instructions and have
similar accounting systems. In spite of equal
distribution of income among the member sisters with
the opening of more branches it is found that a few
branches dominated the administrative process. 'he
central office appealed to all members to participate in
the administrative process as a duty towards the
organi!ation and as a right.
12
LI--A'$) &A%AG+&+%'
3. St2 $yoti $2 N*i4 $ PRESIDENT
#. St2 Pr*ti-h* E2 S*(*&t 2 VICE5PRESIDENT
) St2 S'&*&+* R2 "e)&e4*r 3 SECRETAR6
* St2 S(*ti R2 P*r*+4*r $ SECRETAR6
+ St2 Priy*&4* G2 Re+4*r $ TREASURER
, St2 Sheet*) S2 Koy*&+e 2 TREASURER
A!HIE'EMENTS O$ %I((AT:
,ijjat has received an award from >hadi D ?illage
Industries @ommission as a E)est ?illage IndustryE for
the period 255C-2555 to 1<<<-1<<2.
In 1<<B ,ijjat has received the 3conomic 0imes .ward of
E)usinesswomen of the 9ear 1<<2-<1 for @orporate
3cellenceE.
13
In :anuary 1<<B ,ijjat has received the award for /)est
?illage Industries/ at the hands of 8on/!le Prime "inister
Shri .tal )ehari ?ajpayee at (ew Delhi.
It also received the P8D@@I )rand 34uity .ward 1<<;.
VISION AND MISSION OF LI$$AT!
E-ur vision and mission is to maimize employment
opportunities for women through activities connected with
village industries, while, at the same time, not sacrificing !asic
!usiness principles and 4uality consciousness. Ae are a full-
fledged commercial, self-reliant organization and not a
charita!le society. .ny such !enefits that occur are incidental
to our !usiness.E -----
Vi*)-e& M P*(*)e7 E8 Presi+e&t7 Sri M*hi)* Grih*
U+yo. Li99*t2
CORE VALUES OF LI$$AT!
Shri "ahila +riha $dyog ,ijjat Papad is synthesis of three
different core values or concepts, namelyF

#3% The 1o&1e0t of -'si&ess
14
0he institution has adopted the concept of !usiness from the
very !eginning. .ll its dealings are carried out on a sound,
pragmatic and commercial footing - Production of 4uality goods
and at reasona!le prices. It has never and nor will it in the
future, accept any charity, donation, gift or grant from any
4uarter. -n the contrary, the mem!er sisters donate
collectively for good causes from time to time according to
their capacity.
#:% The 1o&1e0t of f*i)y

0he institution along with all its mem!er sisters has adopted
the concept of mutual family affection, concern and trust. .ll
affairs of the institution are dealt in a manner similar to that of
a family carrying out its own daily household chores.
#;% The 1o&1e0t of De,otio&
&or the mem!er sisters, employees and well wishers, the
institution is never merely a place to earn one/s livelihood - It
is a place of worship to devote one/s energy not for his or her
own !enefits !ut for the !enefit of all. In this institution work is
worship. 0he institution is open for every!ody who has faith in
its !asis concepts.
15
PRODUCTS PROFILE < DIVISIONS OF
LI$$AT!
,ijjat/s manufactures several products, of which the papad is
the most famousF
P*0*+

&ive flavoursF lasan, moong, mirch, Punja!i and urad
#anges from 2B -2; #s
16
= A00*)*

M*s*)*


?arious flavoursF +aram masala, 0ea masala, Pav-)haji
masala,
Punja!i @hole "asala etc.
#anges from 26-12 #s.
= Kh*4hr*
1
= V*+i
0wo flavoursF chola Dmoong
#anges from 26-2; #s.
= Geh' Att* %Aheat flour'
Price B< #s for 2>g.

= "*4ery 0ro+'1ts
,ike !iscuite, nankhatai,
= Ch*0*ti
1!
= SASA Deter.e&t Po(+er
Price 1< #s for 7<< +m

= SASA Deter.e&t C*4e #Ti4i*%
Price ; #s for 2<< +m
= SASA GREEN Deter.e&t Po(+er

1"

= SASA Li>'i+ Deter.e&t
Li99*t h*s se,er*) +i,isio&s <
*&'f*1t'ri&. '&its
Shri "ahila +riha $dyog has diversified its various activities.
)esides it/s world famous papads, it also currently has G
H . &lour division at ?ashi %"um!ai' where flour is milled from
$dad Dal and "oong Dal.
H . "asala Division at cotton +reen%along with a Iuality
@ontrol ,a!oratory' at the same place where different
kinds of spice powders like 0urmeric, @hillies, @oriander and
ready mi masala and like +aram masala, 0ea masala, Pav-
2#
)haji masala, Punja!i @hole "asala etc. are prepared and
packed in consumer packs.

H . Printing Division also at the same place.
H ,ijjat .dvertising Services at +irgaum %"um!ai'.

H . >hakra Division at )uhari %Dist-?alod'.

H .n 3port division at Aadala.
H @hapati divisions at "um!ai.

H . Polypropylene set-up at >ashi-"ira #oad.

H . ?adi producing factory at ?alod.
H . )akery division at ?alod.
H . Detergent Powder and @akes manufacturing unit at
Dahisar
SALES STRATEG6 OF LI$$AT
Shri "ahila +riha $dyog ,ijjat Papad mainly focuses on word
of mouth which means what opinion people held a!out their
products. 0herefore they concentrate more on cost
effectiveness and 4uality of the product.
21
In case of 4uality,If a slight defect is identified in a day*s
production, then the entire production will !e destroyed. 0o
maintain standard and assured 4uality, the purchase of raw
materials is carried out !y a central authority. let us take
eample of lijjat papad.0he main raw material, $dad dal, is
!ought and processed in (ashik and ?ashi. 0his is then
transported to the "um!ai 8ead Iuarters and then
channelised to various centers across the country as per their
re4uirements. 8ence Iuality of the product is of utmost
importance
0hey also give articles in vernacular newspapers and
advertisement through electronic media. 0he etremely famous
J)unny ra!!it* campaign continues to !e aired on specific
regional channels
,ijjat.0heir annual epense on advertisements amounts to #s.
=< ,akhs, a mere <.1K of total turnover which is much less
then what their competitor spends on advertisement.
S*)es fi.'re of Li99*t
year amount%cr'
1<<1 1C2
22
1<<B 1C5
1<<6 15B
1<<; 155
1<<= B<7
1<<7 B2;
sales figure of lijjat
281
289
293
299
307
315
260
270
280
290
300
310
320
year
a
m
o
u
n
t

o
f

s
a
l
e
s
(
c
r
)
2002
2003
2004
2005
2006
2007
PRICE STRATEG6 OF LI$$AT
Shri "ahila +riha $dyog adopts a @ost Plus Pricing Strategy for
all their products. 0he ,ijjat products are targeted at the
23
middle and lower segments of society. 0hese segments are
highly price sensitive and hence this method of pricing allows
them to market their products etensively.
Ahile calculating the price the following epenses are taken
into considerationF
- @ost of #aw material
- #olling @harges
- Packaging @osts
- 0ransport
- Selling 3penses
- .dministrative epenses
. certain markup is then added to these costs to account for
the profits.

T6PE

PRICE #Rs%
PAPAD 13 to 15
DETERGENT POWDER .1145 2#
DETERGENT !A-E "1145 3
MASA%A 14 to 21
GAHU ATTA "64 3#
'ADI 14 to 15
PROMOTION STRATEG6 OF LI$$AT
24
In order to motivate the distri!utorF
0he distri!utors also need to !e motivated properly, so that
they in turn make a greater effort to sell large volumes of the
products to the retailers. 0argets are set 4uarterly for the
distri!utors. Should they eceed this targetL the distri!utor will
receive a further 2K discount.
0he distri!utors are given discount on !ulk purchasing of
goods.
0argets are set for selling of goods, if the sell a!ove then the
set target they are given surplus commition.
In order to motivate customerF

0he customer are also motivated !y various activities of
promotion.for eample, providing discount during special
occasion like diwali,free gift offer etc..part from it,lijjat has a
wide variety of products.
DISTRI"UTION NETWORK OF LI$$AT
25
26
,ijjat markets its products through a wide network of dealers
and distri!utors all across the country, and has never chosen to
sell or push its products directly through the vast network of its
offices and sister-mem!ers even during the initial years.
#ather, over the years, ,ijjat has developed cordial and
mutually !eneficial relationships with its dealers. Sisters
%employees' claim they !elieve in doing the !usiness wisely
and on sound !usiness ethics.
In +oesti1 *r4et, distri!utors pick up the 4uantity of
product they re4uire and pay cash on delivery !ecause we pay
our bens %mem!ers are called bens, or sisters' every day.
Since we have an estimate of the 4uantity each distri!utor
takes, we produce accordingly. 0his ensures that we neither
stock inventory nor pay heavily for storage. 0hese distri!utors
hand over the products to retailers for further selling to the
customer. Dealers are given a set commission of seven per
cent and retailers* earnings are fied !etween #s 1; and #s 1=
on the investment of #s 26 for 1<< grams and #s 2;< for 1.;
kilogram packs respectively.
In i&ter&*tio&*) *r4et, lijjat eport through "erchant
3porters. .ll eport sales are made on advance payment
!asis. 0he merchant eporters provide the cartons with the
delivery addresses printed on them. 0he goods are packed in
these and returned to the merchant eporters.
Ahen the goods are eported to countries where languages
other than 3nglish are used, then inserts are added in the
packets with all the details given in that local language. 0heir
eports alone account for #s 2< crore %#s 2<< million'.
2
They e80ort to!
= U&ite+ Ki&.+o
= U&ite+ St*tes of Aeri1*
= Mi++)e E*st
= Th*i)*&+
= Other E'ro0e*& Co'&tries
2!
SWOT ANAL6SIS
STRENGTHS
@-(SIS03(0 I$.,I09 -& 083 P#-D$@0
@-S0 3&&3@0I?3(3SS
AID3 DIS0#I)$0I-( (30A-#>
WEAKNESSES
,-A I(?3S0"3(0 -( .D?3#0IS3"3(0
,3SS 0#.I(3D A-#>3#S
,.@> -& "-D3#(IM.0I-( D 03@8(-,-+9
2"
OPPORTUNITIES
3S0.),IS8 (3A )#.(@83S
3NP-#0 )$SI(3SS
THREATS
.?.I,.)I,I09 -& &.>3 ,I::.0 P.P.D
&.@I(+ @-"P30I0I-( &#-" 3S0.),IS83D )#.(D
#3"-?., -& 3N3"P0I-( -& S.,3S 0.N &#-"
D303#+3(0.

3#
NEW INITIATIVES
PACKED LI$$AT CHAPATI
0he chapati division has si !ranches in "um!ai. 8ere, the
women come in to work at around seven in the morning and
make chapatis as they are prepared in homes. Packed ,ijjat
chapati, ftheir for #s five, are availa!le at retail shops in
"um!ai. 0hese centers also procure orders from hotels,
office canteens, etc. and the clientele in "um!ai includes
some !ig names from the hotel and catering industry. O.s
the pace of life increases, little time is availa!le to most
people in metros like "um!ai to cook their own food. 0here
are good prospects for women forming small groups and
catering to the local demand for homemade chapatti or
similar products,P says .shok )hagat, a leading social
worker engaged in tri!al welfare activities in the +umla
district of :harkhand.
AS PER CUSTOMER DEMAND INTRODUCTION OF
VARIET6 IN VARIOUS LI$$AT PRODUCTS
31
,ijjat serves its customers with a wide range of products.
&or
3ample papad is availa!le in five different flavours,vadi in
two
&lavour %chola D moong',similarly masala are also availa!le
in a
Aide variety like +aram masala, 0ea masala, Pav-)haji
masala,
Panja!i @hole "asala etc.

COMPETITORS OF LI$$AT
IN PAPAD MARKET
= )I>.(3#
= "D8
= S.>0I)8-+
)ut none seem to !e a!le to make any dent in ,ijjat*s share
of the industry as their core !usiness is not papad.
32
MARKET SHARE OF LI$$AT#PAPAD%
?@A
:A
LIJJAT
OTHERS
IN DETERGENT MARKET
FACES TOUGH COMPITITION &#-" 3S0.),IS83D
)#.(D ,I>3
= (I#".
= S$#& 3N3,
= #I( S$P3#A8I03 3@0.



IN MASALA MARKET
33
= "D8
= @8.(>I ".S.,.
MARKET SHARE OF LI$$AT
.s we know that lijjat has a wide range of products like papad,
detergent , masala, etc. !ut lijjat is known for its papad which
is availa!le in five different flavor in the market.
,ijjat competitor in papad market is )I>.(3#, "D8,
S8.>0I)8-+.
0hey have indirect distri!ution network.)ut as their core
!usiness is not papad making so they are not a!le to affect
lijjat market share in the market.so lijjat is a market leader In
papad production.
)ut when we talk a!out detergent market, lijjat share in
market is significantly low.its competitor includes 8$, products
like surf eel,
#I(, 0ID3 etc, (I#".,8.(>- etc.they are well known and
esta!lished !rands and give tough competition to lijjat*s
detergent.
0hese competitor too have indirect distri!ution network.the
strength of these !rand is their concern for advertisement.they
spend enough mony on advertisement that*s why mostly
people are aware of S$#& D S$#& and not a!out the fact that
S.S. is lijjat*s product.
34
,ijjat need to creat awareness among people a!out its
detergent powder which is only through advertisement.lijjat
should spend more on advertisement then what actually it
does.
,ijjat another major product is masala which is also availa!le in
various flavour.its competitor in masala market are "D8,
@8.(>I ".S.,., etc.lijjat has a fair share in masala market
!ut it can increase this !y creating awareness among pu!lic
a!out its masala.the only effective method of it is
advertisement.as its competitor spend much on advertisement
to woo customer.
,ijjat other product like .PP.,.", >8.>#.,?.DI etc. are also
well known the same reason of lack for advertisement concern
applied here to creat more customer demand.

KE6 FACTORS FOR SUCCESS OF
LI$$AT
Q 0he merging of ownership with mem!ership has encouraged
uniform and
sustained organizational growth.
35
Q 0he consistent 4uality of the product has !een a primary
factor in esta!lishing and
maintaining ,ijjat*s !rand image in the market for the last
four decades.
Q 0he Sarvodaya philosophy proved vital in forming ,ijjat*s
foundation.
Q ,ijjat has emerged as an innovative organization in which
women from any
religion, caste, or class can !ecome mem!ers. 0he pledge and
all-religion prayer
also encourage cooperative work among women, irrespective
of caste or religion.
Q 0ransparency in operations and a nonhierarchical structure
has helped in
esta!lishing organizational accounta!ility among mem!er
sisters.
Q ,ijjat encourages its mem!ers to give to others whatever
they can, instead of
epecting help from others. ,ijjat does not accept donations,
!ut gives donations,
which enhances mem!ers* self-esteem and pride in their own
organization.
Q @alling the mem!ers OsistersP creates an informal work
environment. &re4uent
meetings, open interaction, and consensual distri!ution of
tasks reduce the possi!ility of disputes resulting from
communication gaps and help work to go
smoothly.
Q ,ijjat provides economic opportunities through a domestic
activity. -nce involved
36
in this activity, the women ac4uire confidence and status as
they make money in a
respecta!le manner. 0he more enterprising, responsi!le, and
eperienced mem!er
sisters clim! the administrative ladder. ,ijjat eemplifies a
remarka!le way of
making leaders out of ordinary women.
RECOMMENDATIONS
3
I(@#3.S3 I(?3S0"3(0 I( .D?3#0ISI(+
08#-$+8 3,3@0#-(I@ "3DI. D P#I(0 "3DI.
,ijjat products faces competition from esta!lished !rands.
Ae feel one of the reasons for this pro!lem is lack of
advertising, as compared to the advertising eecuted !y
their competitors. ,ijjat spends only <.1K of their total
turnover e4ual to #s. =< lakhs on promotions. 0hey need to
increase their investment in advertising , which will create
greater awareness a!out their products and increase sales.
.D-P0 DI#3@0 S3,,I(+ .S I0 I(?-,?3S ,-A
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currently they don*t use direct selling to sell their products.
0hey rely mainly on word of mouth which has !een
successful for their papads !ut has not worked so well for
their other products like detergents. Ae feel they should
adopt direct selling as it involves low cost and it will
definitely widen their reach and create more awareness
a!out their products
0- 8I#3 .( .DDI0I-(., SP.@3 D$#I(+
"-(S--(
3!
0herefore in the monsoon when it rains it is difficult to dry
the papads outdoor. space is a constraint hence fewer
papads are produced during the monsoon season. 0his is
the reason that ,ijjat does not eport in monsoons. -ur
suggestion is to hire an additional space during monsoon in
a central position near the depots, with kerosene lamps
where the !haginis can come and dry their papads. 0his will
lead to higher production which can !e eported.
I(?3(0 (3A A.9S -& D#9I(+ P.P.D
0he rolled papads need to !e dried for a certain num!er of
hours. 0his entire process is done in the J!hagini*s*
homes.lijjat should invent new techni4ues of drying up
papad as it will lead to more production in less time with
cost effctiveness.
3NP-#0 )$SI(3SS
,ijjat currently eports through merchant eporters and
does not involve itself in direct eporting. Ae feel they can
save on the margin that the merchant eporters make, !y
appointing their own distri!utors in the main countries and
this will ena!le them to reduce cost and increase profit
margin.
3"
CONCLUSION
O-rganizations, like humans, if they are to command respect
and grow, must have a sense of honor and must fulfill their
promisesP---------------y M*h*t* G*&+hi
Li99*t, as a !rand name, signifies the importance of village
industry and women empowerment in India. . product of JShri
"ahila +riha $dyog ,ijjat Papad*, it was informally started in
25;5 when a group of seven women collected to produce
papad with a small amount of !orrowed money.
Aith focus on 4uality, product development and efficient
marketing, ,ijjat has !ecome a household name and has
emerged as a successful Indian !rand and a flourishing
!usiness.
,ijjat has commenda!ly converted the core cooking a!ility of
women into the profita!le venture. It is a movement as much
as an enterprise, considering the num!er of women it has
productively engaged, the social impact it has had and the
augmented incomes it has given to its mem!er sisters.
4#
0o conclude, it can !e said that ,ijjat is an attempt that truly
sym!olizes women strength.
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