Executive Summary

Hindustan Field Services Pvt. Ltd is a joint venture of Hindustan Unilever Ltd. and Global Smollan Holding, and has been incorporated in January 2008. HFS manages the ³in store execution and field services´ for Hindustan Unilever using high leveraging people capability. The company is also involved in Brand Activation in select product lines across the country. It is rightly said that ³success is the result of a good plan well executed´. For a retailer, plans are mostly formulated at corporate headquarter and executed in their stores. This is an internship report regarding modern trade in store execution of products under Knorr Brand of Hindustan Unilever Ltd. The Company is doing promotions in modern trade where they have selected 52 stores in Mumbai. The main objective of this project is to improve shelf visibility in store and efficiency of supervisors and in store promoters, to enable promoters to win at point-of-purchase in a store, which includes merchandising, brand activation by proper display, maintaining the required level of stocks in different categories in stores etc. The project report is very well focused on recommendations for effective offers, promotions and execution in store.




Chapter 1: Introduction

About Hindustan Field Services Pvt. Ltd.

Hindustan Field Services Pvt. Ltd is a joint venture of Hindustan Unilever Ltd. and Global Smollan Holding, and has been incorporated in January 2008. HFS manages the ³in store execution and field services´ for Hindustan Unilever using high leveraging people capability. The company is also involved in Brand Activation in select product lines across the country. Services to various HUL channel by HFS:  FMCG Channel (To all Modern trade outlets and Selected General Trade Stores)  Beauty Advisory Channel (Ponds and Lakme) across Modern Trade and General Trade Stores.  Foods In-Store Brand Activation (To Selected Modern Trade Outlets)  Retail Information System (Field & Back end Audit)

HFS strategy for winning in this growing retail market is to win at point-ofpurchase with our shoppers & by delivering best-in-class service to our Modern Trade customers. This JV will bring in world class execution excellence in the market and build the right capabilities to deliver the company¶s marketing strategy in Modern Trade´.




About Hindustan Unilever Ltd.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians. HUL¶s mission is to ³add vitality to life´ through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. HUL is a subsidiary of Unilever, one of the world¶s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe, Unilever has about 52% shareholding in HUL. Hindustan Unilever was recently rated among the top four companies globally in the list of ³Global Top Companies for Leaders´ by a study sponsored by Hewitt Associates, in partnership with Fortune magazine and the RBL Group. The company was ranked number one in the Asia-Pacific region and in India. HUL is also one of the country's largest exporters; it has been recognized as a Golden Super Star Trading House by the Government of India. The mission that inspires HUL's more than 15,000 employees, including over 1,400 managers, is to ³add vitality to life". The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds about 52 % of the equity. HUL¶s brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Sunsilk, Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls - are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured in over 35 factories, several of them in backward areas of the country. The operations involve over 2,000 suppliers and associates. Now HUL reaches 50,000 villages through 6,000 stockist, apart from 3.5 lakh direct selling agents and distributes products to a staggering 6.5 million retail outlets, including direct reach to over 1 million.




Our vision
Unilever products touch the lives of over 2 billion people every day ± whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

A clear direction
The four pillars of our vision set out the long term direction for the company ± where we want to go and how we are going to get there:
y y y y

We work to create a better future every day We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. We will inspire people to take small everyday actions that can add up to a big difference for the world. We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact. We've always believed in the power of our brands to improve the quality of people¶s lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.




About Smollan Holding

The Smollan Group is a diversified marketing services company, focused on providing visibility, mobility and intelligence for a vast spectrum of well-loved brands. Founded in 1931 by rugby Springbok Fred SmollanWith our unrivalled industry experience, exceptional human platform and sophisticated systems, the Smollan Group has a legacy of providing consistent excellence in operational execution. Smollan group operates in South Africa, China, Malaysia and is setting up operations in Australia and U.K. Smollan Core Service:     Route to Market Brand Activation Market Intelligence People Solutions

Smollan Support Services:  Call Centre  Mobile Technology




The Knorr range of soups is available in a number of tasty and exciting varieties. Sweet Corn Chicken and Hot n Sour and the Indian range with flavors like Tomato Makhni and Corn Mast Masala Knorr Ready to Cook helps the consumer make her family's favorite dishes at home and helps her get restaurant like taste at home itself. a unique product in the instant noodles category. tasty and healthy: It is not wrong to say that the category of soups was launched by Knorr in India. Mixed Vegetable Chicken Delight and Tomato Twisty Pasta. It is loved by the kids and provides mothers a tasty healthy Chetana¶s Page 6 . Knorr Soupy Noodles. the Classic range of soups with flavors like Thick Tomato. for the first time in India brings together the fun of noodles with the health and goodness of soups. There is a flavor to literally suit every taste palate. nutritious. It comes in the Indian Ready to Cook range and Chinese Ready to Cook range The Knorr portfolio has now expanded with yet another launch.About Knorr Brand Knorr helps families make meal times special. the Oriental range with flavors like Sweet Corn Vegetable. the launch of the Knorr Soupy Noodles range.

a powerful search engine that helps you churn out any recipe need with ingredients within your reach or ideas for resourceful and tasteful use of left over¶s in the fridge. Tomato Chatpata and Chinese chow.whether it is through the launch of books like Soups and More. The brand has also played a key role in helping the Indian housewife in more ways than one. It is currently available in three variants: Mast Masala. soup demonstrations and sampling or through its website www. completely preservative free and low on sodium and cholesterol content. www.CookitUp. wholesome and delicious food options. Knorr as a brand has always set out to empower homemakers and enable them to make healthy.in is a one stop shop for every single cooking need and a recipe site to discover and befriend for life! Whether it is authentic recipes for every occasion.in. Chetana¶s Page 7 . through on ground events. It comes with 100% real vegetables and carries the µHealthy Choice' Stamp.afternoon snacking option for their children.CookitUp. All Knorr products are healthy.

Objectives of the study: y Improving Shelf Visibility by asking merchandisers to be punctual. Problems with any staff member. y Solving the problems of food ambassadors in store if field marketers are not able to solve. sales. y Increasing productivity of promoters by motivating and encouraging them to give their best. etc. Problems like promoter are not getting enough space on shelf. closing stock and conversion of sales. or she is not getting permission to walk on the floor. y Develop parameters for increasing capability or improving the efficiency of food ambassadors. by asking them to hit the target and by providing them incentives according to their performance. y Improving the efficiency of Field Marketers by encouraging them to visit more number of stores per day. y Making sure that promoters are doing well or not by asking their total contacts and conversion of sales from field marketers. y Capture right data from Field Marketers by educating them about some concepts like opening stock. Problems with other promotions. y To manage Off-takes of Promoters. Chetana¶s Page 8 . to maintain assigned shelves effectively and by making it sure that stocks are delivered at right time and at right place. even stocks are there in warehouse but not in shelf. floaters and field marketers in such a way that any store will not be ideal for promotion on any day.

Prime Mall.e. unavailability of stocks in store.  Some stores of More 4 U and Food Bazaar have very low customer footwalls.  Promotional item i.Food Bazaar.  Promoters have only one uniform. many customers have complained that cap was not getting fit on container.  Sometimes Promoters has not informed to supervisor that they are taking leave. Malad and Limitations of HFS:  Many promoters did not received there uniform and ID cards at right time. Limitations of Promoter:  Promoters were not having knowledge about product. Chetana¶s Page 9 . Like: . Promoters are not able to approach customers and it will not be possible for HFS to achieve effective execution. Unless and until HUL distributors are not able to deliver stocks at right time. Container was not good.e.  Promoters were not having knowledge about conversions. Evershine Mall.  Promoters were not carrying products on their hand at the time of promotion.  Any variant in Ready to Cook and Soupy Noodles is not available for Jain religions. Santacruz and Food Bazaar. i. and they did lots of mistakes on Food ambassador book.  Initially Promoters were not giving their best on approaching customers.Limitations Limitations of HUL:  The first and the main limitation is distribution. so they are not able to wear when they use to give there uniform for washing.

 Supervisors were not checking promoter¶s data whether it is right or wrong. even some times they also said that you need us. by this they have made lots of mistakes on entering data.Limitations of Supervisors:  Supervisors were not having knowledge of conversions.  The study does not cover all the clients i. Chetana¶s Page 10 .e.  Sometimes supervisors impatiently said to promoters that if you want to work then work. we don¶t need you. all stores in Mumbai. we don¶t care. as it is a very vast region.  The project is executed on only Metro cities. Limitations of Project:  The study is limited to only big retailer¶s outlets and not all other small departmental stores running in city.

opportunities. it includes the background of FMCG industry. promotions and distribution & suggestions to HFS for promoters and supervisors. Ltd. modern trade in India. Chapter 5: Bibliography This chapter includes the secondary sources used in the report. Page Chetana¶s 11 . The chapter is very well focused on suggestions to HUL for offers. Chapter 3: Methodology and Data Analysis This chapter includes about methodology used by researcher and data analysis done by researcher. Chapter 2: Literature Review This chapter is very well focused on industry where trainee has worked. Chapter 4: Conclusion This chapter includes conclusion and general findings of researcher. (Joint Venture of Hindustan Unilever Ltd & with Smollan Group) and it also includes the background of HUL and Smollan Group with the knorr brand introduction. The chapter also includes the objectives and limitations of project. impact of modern trade in FMCG and how HUL has started promotions in modern trade. where trainee has spent his valuable 8 weeks on field. Apart from suggestion.Structure of Report Chapter 1: Introduction The chapter includes the background of Hindustan Field Services Pvt. Appendix This chapter includes the questionnaire and list of stores visited. a plan is also included for promotion of Knorr soupy noodles. about in-store execution.

This sector continues to remain highly fragmented. this industry is also marked by a robust distribution network coupled with increasing influx of MNCs across the entire value chain.000 crores) by 2018. Following are the segment-wise product details along with the major players:- Chetana¶s Page 12 . it is estimated at US$ 25 billion (Rs 120. The price sensitive popular or mass segment consists of consumers belonging mainly to the semi-urban or rural areas who are not particularly brand conscious. including the last 12 months of economic slowdown. Products sold in the popular segment have considerably lower prices than their premium counterparts. which are dominated by a handful of large players.Technopak report on the FMCF sector.000 crores) says FICCI. In the last two or three years. This sector is also buoyed by intense competition. personal care. household care and food & beverages. India FMCG sector is fragmented and a substantial part of the market comprises unbranded and unpackaged products. slick packaging and strong distribution networks. it has overcome a slump to grow between 12% to 15%. The premium segment caters mostly to the higher/upper middle class which is not as price sensitive apart from being brand conscious. Unlike developed markets. The FMCG segment can be classified under the premium segment and popular segment.000 crores) by 2013 and US$ 74 billion (Rs 355. heavy advertising. The Indian FMCG industry is largely classified as organized and unorganized. Industry Classification: The FMCG industry is volume driven and is characterized by low margins.Chapter 2: Literature Review FMCG Industry The Fast Moving Consumer Goods (FMCG) industry in India is one of the largest sectors in the country. The sector consists of consumer non-durable products which broadly consists. Besides competition. and is expected to grow at a current annual growth rate of around 12% over the next few years to reach the size of US$ 43 billion (Rs 206. The products are branded and backed by marketing. This sector has grown consistently over the last three to four years.

Godrej Consumer Products. Budweiser. Radico. United Breweries. HUL. Chetana¶s Page 13 . etc. P&G. personal wash (soaps). Paper Products. ITC. Fem Care. Britania. Ready to Eat Packaged Food. Ready to Cook Packaged Food. insecticides and mosquito repellents. Nestle. Carlsberg. Khaitan. Soft Drinks. metal polish and furniture polish Oral Care. Foods: Staples. Personal Care Colgate-Pamolive. Cereals. Bottled Water. Skin Care. Cadbury India. Liquor. Beverages: Health Beverages. Chocolates. Female Hygiene Products. ITC. Ice cream. household cleaners (dish/utensil cleaners. Parle Agro. P&G. Bakery Products. Amul etc. Deodorants. floor cleaners. Dabur. Glaxosmithkline. Biscuits. Tea Coffee. etc. Emami. Perfumes. Branded Flour. Cakes) Snack Food. etc. Breads. Juice. Branded Sugar. Loreal. Hare Care. Cavin care etc. Godrej Consumer. Food & Beverages Bisleri. Pepsi Co. Haldiram. Parle. Marico. HUL. Dabur. Dabur. Toiletries. Branded Sugar. HUL. Kingfisher. air fresheners. Coca Cola. Nirma. Pepsi Co.Segment Products Major Players Household Care Fabric Wash (Laundry soaps and synthetic detergents). Dabur. United Spirits. ITC. Himalaya. etc. Reckitt & Colman.

Tobacco Cigarettes. CFL lights. Philips. Cigars and Pipes. Crompton & Greaves. etc ITC. etc. etc. Bulbs. Bajaj. Percentage 2% 10% Food and Beverages 15% Personal Care Tobacco 53% Household Care Lighting 20% Chetana¶s Page Source: 2009 FICCI-Technopak Report on FMCG Sector 14 Figure: . LED lightening etc. RJ Reynolds and Philip Morris. Lighting Tube lights.1 . Smokeless Tobacco. Lorillard. Surya. Havells. Halogens.

.Contribution of FMCG Sector: The FMCG sector in India has played a vital role in the growth and development of the country. from making efforts to reach out to maximum consumers through distribution of smaller pack sizes. Both direct and indirect that the sector has on the Indian economy FMCG Sector Growth Growth Rate 18% 16% 15% 14% 12% 10% 8% 6% 4% 2% 0% 2003 2004 2005 2006 2007 2008 2% 4% 10% 16% 15% Figure: . to developing innovative products to cater to regional or local tastes and needs of niche consumers there are many significant contributors.2 Chetana¶s Page 15 Source: 2009 FICCI-Technopak Report on FMCG Sector. innovations like single use sachets.

2. Brand loyalties or recommendations of reliable retailer/ dealer drive purchase decisions. luxury. Low Capital Intensity . The sector covers a wide gamut of products such as detergents. confectioneries. 5.Most product categories in FMCG require relatively minor investment in plan and machinery and other fixed assets. They meet the demands of the entire cross section of population. 4. 3. toothpaste. The products often cater to 3 very distinct but usually wanted for aspects necessity. food products. Major features that distinguish this sector from the others include the following: 1. Individual items are of small value (small SKU's) although all FMCG products put together account for a significant part of the consumer's budget. comfort. Modifications and improvements rarely change the basic process. toilet soaps. 2. beverages. Third-party Manufacturing . Benefits associated with third party manufacturing include (1) Chetana¶s Page 16 . powders. recommendation of the retailer or word of mouth. 3. Typical characteristics of FMCG products are: 1. He seldom ever looks at the technical specifications. a consumer buys these goods at least once a month.Basic technology for manufacturing is easily available.Manufacturing of products by third party vendors is quite common. Technology . Price and income elasticity of demand varies across products and consumers.Challenges For FMCG Industry: Structural Analysis of FMCG Industry Typically. Also. Also. and cigarettes. the business has low working capital intensity as bulk of sales from manufacturing take place on a cash basis. Brand switching is often induced by heavy advertisement. creams. The consumer spends little time on the purchase decision. as and when required. Limited inventory of these products (many of which are perishable) are kept by consumer and prefers to purchase them frequently. technology for most products has been fairly stable. Design and Manufacturing 1. Distinguishing features of Indian FMCG Business FMCG companies sell their products directly to consumers. shampoos.

Competition Significant Presence of Unorganized Sector .12% depending on the categories. This makes them more price competitive vis-à-vis the organized sector. 2. and (3) logistics .India is home to six million retail outlets. Chetana¶s Page 17 .000 villages. market research. Alternatives like wall paintings. Creating awareness and develop franchise for a new brand requires enormous initial expenditure on launch advertisements. 2.flexibility in production and inventory planning.sometimes its essential to get certain products manufactured near the market. advertisement expenditure varies from 5 . theatres. Critical factors for success are the ability to build. video vehicles. and maintain a robust distribution network. Super markets virtually do not exist in India.New products require a large front-ended investment in product development.160 towns and four million in 627. Limited Mass Media Options . High Initial Launch Cost . including 2 million in 5. Huge Distribution Network . Launch costs are as high as 50-100% of revenue in the first year. 2. Basic technology for most products is fairly simple and easily available. It also makes new product launches difficult since retailers are reluctant to allocate resources and time to slow moving products. special packaging and consumer promotions become an expensive but required activity associated with a successful FMCG. 3. free samples and product promotions. develop. TV reaches 67% of urban consumers and 35% of rural consumers. This makes logistics particularly for new players extremely difficult. (2) flexibility in controlling labor costs. Major features of the marketing function include the following: 1.The challenge associated with the launch and/or brand-building initiatives is that few no mass media options. 3.Factors that enable small. The small-scale sector in India enjoys exemption/ lower rates of excise duty. For established brands. unorganized players with local presence to flourish include the following: 1. test marketing and launch. Marketing and Distribution Marketing function is sacrosanct in case of FMCG companies. sales tax etc.

through Value Chain De-Verticalisation 2. Excellence in operations . channel-conflict. Likewise. These are: 1. family management. A highly scattered market and poor transport infrastructure limits the ability of MNCs and national players to reach out to remote rural areas and small towns. One thing in common between this two would always be the risk of uncertainty involved is very high. focused product lines and minimal expenditure on marketing. Brand managers to Business managers 1. Excellence in operations . optimizing operations (supply chain) and if not the last. According to a McKinsey report based on problems and opportunities relating to operational excellence.3.Value Chain De-Verticalization Excellence in Operations remains an illusion for most FMCG companies. rural marketing. Any draft on these topics would certainly always involve issues like distributions. Entry barriers are high due the nightmare logistics associated with distributing a FMCG and the limited mass media options available to build a brand. 4. Blue-print for the Future To offer a blue-print for an industry which is one of the most dynamic and demanding is like scheduling events in my life for the days to come. 5. the study comes out with the following findings: - Chetana¶s Page 18 . Distributions 4. Lower overheads due to limited geography. the intensity of competition from branded and unbranded goods and the power of retailers make the FMCG a structurally unattractive industry in which to enter and difficult industry in which to remain a competitive player. Rural marketing 3. Low brand awareness enables local players to market their spurious lookalike brands. This blueprint will delve 4 basic concepts and why it could be of major reckoning in the future. This will be remaining as long as they stay confined within the organizational structures and mindsets associated with today's vertically integrated business model. A general assessment of this would lead to the conclusion that FMCG is not a Structurally Attractive Industry to Enter.

a third party manufacturer or a joint venture with other FMCG companies. These problems are not new. Typically this will involve selling the existing Operations assets and activities. the supply company of its will now be in a position to address the above-mentioned operational issues. High potential generalists often find FMCG Operations too internally focused and too technical. senior Operations experts are often attracted to other industries such as electronics. and process R&D. At the other end of the scale. De-verticalisation Multinational FMCG companies that are able to achieve organizational separation . primary distribution. Most of the top quartile talent is siphoned for handling marketing or finance functions. How will it create value? Page From the perspective of the FMCG Company.where Operations is both more highly regarded and more highly rewarded. to a financial buyer. A strongly Chetana¶s 19 . manufacturing. that the commitment to drive radical change may not be as strong in Operations as it is in the other two business processes. Organization structure of many MNC's makes it's tough to optimize decisionmaking or to spread best practices across units or countries.the combination of organizational separation and value chain de-verticalisation. Operations functions are short of management talent. It is hardly surprising. It suggests that Operations issues get a lot less than 20% of the Executive Committee's agenda time. Operations issues get neglected from top-management two main business processes of customer management and consumer management.1. 3. To compound the problem. only around 10% of top executives in FMCG companies have direct personal experience in Operations. including procurement. automotive or engineering . What is new is that a potential solution . 2. this leaves an 'asset light' FMCG company and an 'asset heavy' supply company.and functionally organized national companies This effectively means outsourcing your supply chain activities to a third party. In essence. Around 10% of FMCG companies have a global Operations director with full responsibility for both operational improvement and strategic resource allocation. therefore.

From the financial perspective this would also help the FMCG Company get a quantum leap in return on capital employed. All waiting to be tapped by FMCGs.incentivised management team often directly accountable to the capital markets will be better able to attract and motivate talented operations managers. 2. Marico Industries. Not surprising that the Indian FMCG sector is busy putting in place a parallel rural marketing strategy. focus 100% of its attention on Operations issues and build operational skills. taxexemption on rural income too has been responsible for this enhanced rural purchasing power. True. That should be music to FMCGs who have already hit saturation points in urban India. Rural marketing Rural marketing has become the latest marketing mantra of most FMCG majors. Not just rural population is numerically large. One major limitation here is this: most FMCG players just do not have the Chetana¶s 20 . rural India is vast with unlimited opportunities. And operational excellence will translate directly into bottom-line impact.the main engines of growth while sharing in progressive Operations cost improvements through either an equity stake or 'open book' supply contracts. Colgate-Palmolive and Britannia Industries are only a few of the FMCG majors who have been gung-ho about rural marketing. Food grain production touched 200 million tons during fiscal 1999 against 176 million tons logged during fiscal 1991. it is growing richer by the day. Hindustan Lever. Not just improved crop yields. Consider this statistics from a National Council of Applied Research (NCAER) survey: lower income group is expected to shrink from over 60 percent (1996) to 20 per cent by 2007 and the higher income group is expected to rise by more than 100 per cent. Among the FMCG majors. but the path is paved with thorns. Thus de-verticalisation allows the management of the FMCG company to focus entirely on customer and consumer management . 70% of the nation's population that means rural India can bring in the much-needed volumes and help FMCG companies to log in volume-driven growth. Value-volume trade-off Page Rural marketing could open the doors of paradise.

Gone are the days when brands could be made to gallop with a big budget media plan. Few ways to reduce pain involved in this link:Reducing supply chain costs by reducing intermediaries .Organised retail chains have set up systems for inventory management and quick servicing. Integrating operations with your distributors and channel partners is a Herculean task. One result-oriented marketing strategy here is this: offer value-additions to existing lines to lure the urban consumer and alongside offer the rural consumer wide-ranging choices within a single product category in a bid to generate high volumes. 3. That is why most FMCG players are expected to concentrate both on rural and urban marketing: focus on urban markets for value and focus on rural markets for volumes. This has been a result of both SKU's (sachets) and hardware (mini dispensers) being specifically designed to facilitate entry to these outlets and increase consumer interface. Consumers who have become demanding yet inscrutable in terms of attitudes. 4. Distribution One of the age-old problems that FMCG has been facing not only in India but globally is that of distribution. thereby offering the opportunity for a company/supplier to reduce distribution cost by reducing intermediaries such as wholesalers/distributors and supplying directly to the warehouse of retail chain.critical size for going all out for rural marketing. Chetana¶s Page 21 . a generous dose of below-the-line and above-the-line activities and constant promotions and schemes in the market.The relative share of grocers to FMCG sales has dropped from over 50% in the early 90's to 35% in the late 90's. Increasing sales by driving channel width . outlook. moods and behaviour have rendered conventional Brand Management tools obsolete. Brand Managers to Business Managers Tough market situations and a more aware and savvier demanding consumer have necessitated that yesterday's Brand Managers be transformed into Business Managers who understand consumers and can innovate and be flexible to move with the consumer. On the other hand the contribution of chemist outlets and paan outlets has been increasing.

This makes it all the more important for Brand Managers to develop strong consumer insights and constantly innovate. brand extensions and new marketing initiatives across companies indicate that only the fittest ideas survive "Only the Paranoid Survive ". which open up wide new opportunities for the brand. Its no denying that the FMCG space will be for time to come. b) Leverage all that one knows and understands from available sources. Developing strong consumer insight basically requires one to a) Align oneself to the challenge. c) Immerse oneself in the consumer's life space. remain a glamorous sector. These opportunities are hidden in seemingly insignificant behavioural patterns. Chetana¶s Page 22 . A spate of new product launches. The above four are by no means an exhaustive list of new and radical approaches which organization are re-inventing or discovering. This requires immersing oneself in the consumer's life space and understanding her to open up new opportunities. the famous line by Andy Grove seems relevant to this space. in terms of correctly identifying the key issues and objectives. new schemes. e) Executing it in a format that solves the challenge he started with. but also be testimony to new innovations and excellence through-out the value-chain. d) Connect this insight to a usable platform/ idea.

determining how many stores to have and where they are located and creating the physical design of stores and planograms that specify the location of all products within each store. Selling profitably depends on:  Products being in stock/on the shelf  Knowledge store associates who can help customer pick the right product  Point-of-sale (POS) system with the right pricing/promotion information Customer Satisfaction can be ensured by:  Providing products that meet customer¶s needs and wants  Fast checkouts  Stores associates being at the right place at the right time Page Chetana¶s 23 . plans are mostly formulated at corporate headquarter and executed in their stores. Corporate planning functions include choosing the assortment of products to carry in each store at each point in time. While there are several tools and enablers available. the key to ensure execution excellence is to take a holistic approach. setting staffing levels. back office and supplier collaboration process leading to enhanced customer shopping experience. Successful store execution involves selling profitably and satisfying customers. setting store inventory levels and product prices. Building Blocks of in store execution: Good in store execution relies on how well corporate strategies are executed by employees to sell profitably and to be motivated to provide high level of customer satisfaction. Retailer¶s in-store execution efforts and investments have traditionally been piece meal and disorganized.About In-store Execution It is sometimes said that success is the result of a good plan well executed. while keeping store associates motivated to accomplish the first two objectives. In other words. For a retailer. store execution can be improved through more efficient store. However.

com/offerings/industries/retail/white-papers/documents/successful-storeexecution.3 Tools/Enablers for store execution excellence Please refer ± Chetana¶s Page 24 http://www.infosys. Figure: . schedules and appropriate benefits.pdf .Sales associates can be motivated by:  Providing the right tools and job training  Empowering them to make decisions  Providing them some control over their work through flexibility working hours.

000 crores) by 2018. the new well-travelled. with anticipated US$ 30 billion (Rs.000 crores) in fresh investments over the next five to seven years. All these factors are rapidly changing the needs and aspirations of consumers. with the time for professional commitments and regular chores getting limited. was expected to grow at 9. Enhanced media penetration and greater connectivity also are making consumers more knowledgeable and discerning. In its official estimate for the current fiscal ending in March. modern retail will show an impressive current annual growth rate of more than 30%. 144. The booming young adult population with unprecedented levels of disposable income is more conscious of the latest trends and fashion. the government said that the economy. the characteristic of which is having everything under one roof and with a great array of products displayed in an uncluttered fashion where the touch and feel factor prevails. Hence. with the highest score of 131 in the last leg of the survey.Modern Trade: Modern trade. It is projected to grow to US$ 73 billion (Rs. Chetana¶s Page 25 Please refer .2 per cent. India once again topped the world in the ACNielsen Consumer Confidence Index for the third time in a row since the index was established in early 2005. However. Modern format retail is witnessing phenomenal growth. knowledgeable Indian consumer and a youth-driven culture. 350. 86. is providing an environment to access products driven by convenience and fashion. the ³convenience´ factor has a major influence on purchase decisions. Schedules are also getting tighter.The Marketing Whitebook 2010-2011. conducted in November 2006. Strong economic growth has brought with it new sets of Indian consumers. modern retail is 5% of overall retail. .000 crores) by 2013 and US$ 170 billion (816. At the current size of US$ 18 billion (Rs.000 crores). Asia's fourth-largest. driven by the impact of increasing urbanization.

It accounts for 4 per cent of urban FMCG sales but for the top 15 metros it is about 9. They are brand-conscious and aware of what their counterparts in the West are wearing and buying. Impact on FMCG: Looking at the kind of consumer patronage a modern trade format store has in terms of an urban population growing rich.8 million retail stores. are investing aggressively to capture the minds of today's and tomorrow's generations. hair care. Chetana¶s Page 26 . but most of those are traditional ones. supermarkets and specialty stores.3 per cent). fabric care (23 per cent) and categories related to grooming. fragrances (26 per cent) and skin/body care (23 per cent) that have recorded considerable growth from urban modern format stores. Manufacturers. processed food products (23 per cent). These consumers represent the target for manufacturers and retailers. in the home and personal care segments it is household cleaning products (38. viz. An increasing number of working women and nuclear families are some reasons behind the growth in the food categories. Modern trade in India is witnessing tremendous growth. or. there are a few segments in the FMCG range of products that have experienced good growth from the modern trade format. which only recently started making way for hypermarkets. for that matter. and fragrances. especially in Tier I cities. because modern trade started there a little earlier. products like household cleaners are witnessing growth.Modern Trade in India: Modern Trade is an old saga in India with about 7. impulse food products (32 per cent) and packaged grocery (38 per cent) are the segments that have witnessed immense growth from urban Indian modern stores. and has the money to spend on lifestyle.430 modern trade stores in India now. In the food segment. There are more than 3. Packaged grocery is a very convenient product for people who are busy and hence we see it doing so well. who want to capture a share of the booming consumer markets in India.1 per cent). on their part. Again the young adult population of India is ambitious and hard-working.7 per cent of the total FMCG sales. Similarly. No wonder products related to grooming like like skin care. For South Indian metros it touches about 16 per cent. hair care (28.

in India too. in hair care. people now are willing to experiment with specific products meant for cleaning glasses. Please refer . floors. Modern trade and home and personal care products (H&PC): As far as H&PC is concerned. etc. Indians have an old fascination for home-cooked food. among the processed food segments. especially when it comes to lunch and dinner. from modern trade it has witnessed a growth rate of about 23 per cent. However.htm Page Chetana¶s 27 . the breakfast cereals category is exhibiting a stupendous 40 per cent growth rate.With more modern format stores setting up shop in the country we are also witnessing an expansion in these segments in terms of availability of innovative packaging sizes. Like other Asia-Pacific markets. With the overall economy doing well and basic necessities mostly taken care of. With the changed lifestyle. beverages (24 per cent) and ketchup and sauce (29 per cent). it is hair conditioners (43 per cent) and hair oil (35 per cent).rediff. which is at par with the overall growth. Modern trade brings with it a great shopping experience.http://www. making selection far easier. with good product displays. when there was one product used for all household cleaning. Unlike in the past. the trend is changing and people have started showing interest in ready-to-cook foods.com/money/2007/mar/26retail. Under household cleaners it is floor cleaners (88 per cent) and toilet cleaners (37 per cent) that are growing well. Chocolates (28 per cent) and namkeens (37 per cent) are two major categories of impulse food products showing good growth. vermicelli & noodles (28 per cent).3 per cent. at 51. it is skin creams (35 per cent) that are driving the H&PC sales in modern stores. along with packaged rice (92 per cent) in the packaged grocery segment. even today a majority of these consumers are willing to restrict the experiment to packaged foods and accompaniments meant for breakfast and snack time. utensils. and for the skin care segment. product innovation and overall ranges. Modern trade and food as a category: Food accounts for about 48 per cent of FMCG sales in the country and for modern trade the number is even higher. people are now more keen to look and feel good and are ready to devote time and money on that. Other growing categories are biscuits (26 per cent).

As per Techopak estimates the penetration of FMCG in organized retail will consistently grow from current 6% to 15% by 2013 and further increase to 25% by 2018. Chetana¶s Page 28 . due to growing affluence of consumer and an increasing shift towards packaged and branded goods.Increasing FMCG Share in Modern Retail: What is of more interest to FMCG marketers. around 1/4th of the FMCG size would be corralled by modern retail. But this is no way undermines the potential of traditional formats simply because the larger share is still estimated to be retained by traditional formats. is to understand what percentage of total FMCG sales are expect to come from modern as opposed to traditional retail. however. The value of total sales would increase in both traditional and modern sales. This represent a very significant influence of modern retail over the FMCG sector. at least in the next few years apart from the sheer industry size which would be much larger translating into larger shares for both traditional and modern retail. However. particularly if one keeps in mind that the bulk of modern retail would be in urban areas where they could control a much larger percentage of FMCG sales.

Chetana¶s Page 29 .4 Source: 2009 FICCI-Technopak Report on FMCG Sector.Share 2008 6% Traditional Trade Modern Retail 94% 25% Share 2018 Traditional Trade 75% Modern Retail Share 2013 15% Traditional Trade Modern Retail 85% Figure: . Please refer .The Marketing Whitebook 2010-2011.

Further. "Modern trade in India is growing and evolving very rapidly and our strategy for winning in this growing retail market is to win at point-of-purchase with our shoppers and by delivering best-in-class service to our modern trade customers. which help in consumer connect. ³Modern retail format allows that space for on-ground or in-store promotion and other initiatives.com/india/news/fmcg-firms-pull-out-allstops-to-woomodern-trade/340236/ HUL in Modern trade in-store execution FMCG major Hindustan Unilever Limited (HUL) set up a joint venture with Smollan Holdings of South Africa to build long-term capabilities and bring 'instore' execution focus for servicing modern trade customers.´ Please refer .business-standard. ³It is easier to push premium products through modern retail as against the regular kirana store." Chetana¶s Page 30 . The operations will begin with the existing modern trade in-store execution team of HUL moving into HFS. it added. The joint venture Hindustan Field Services Private Limited (HFS) will work exclusively on behalf of HUL in modern trade channel only.http://www. ³It is easier for a company to introduce a new product through a large retail chain having national presence. it allows the company to collect consumer insights and data to measure its success´. It can give the initial visibility support that can translate into sales´ In a fragmented retail environment as in India.FMCG in store execution: FMCG companies find it easier to manage sales at the point-of-purchase because of effective inventory management systems that characterize the modern format. it is important for FMCG companies to focus on point-of-purchase and get consumer insights to evolve a retail approach.

It remains a small brand in the company¶s portfolio. in-store execution. the company sharpened focus on the mass brands with Brooke Bond Sehatmand and rolled out Knorr Soupy Noodles. category expertise. Modern biscuits and malted beverage Amaze. Modern trade also allows more space and provides an established route to launch new products.indiareport. During this quarter. he added.com/India-usa-uk-news/latest-news/37648/Business/4/20/4 The company conducted a customer preference study as part of its strategy to strengthen sales in the organized retail channel and is enhancing its customercentric capabilities such as supply chain management. focused on shelf filling. driven mainly by volumes.The JV will bring in world class execution excellence in the market and build the right capabilities to deliver the company's marketing strategy in modern trade.http://www.cms Chetana¶s Page 31 . and joint business planning. ³HUL has not focused much on Annapurna.com/news/news-by-industry/cons-products/fmcg/HULmay-relaunch-Annapurna-brand-with-new-packaging/articleshow/6112268. The company undertook consumer awareness initiatives for on-ground activation of the brand leading to better visibility and sales. logistics for merchandising materials and in-store execution.9%. It has leading edge capabilities in servicing modern trade. Please refer .indiatimes. Please refer . HUL¶s foods business grew 17.http://economictimes. In the fourth quarter of FY2010. other foods brands that have not worked out for HUL are Max confectionery. Apart from Annapurna. Analysts tracking the sector say that HUL¶s focus on foods has been mainly on Knorr and Kissan.´ says Anand Shah of Angel Broking. Smollan Holdings is one of the leading 'in-store execution and field services' companies internationally.

35 Rs. 35 Rs. Suhana is also doing promotions from 4 PM to 8 PM in NMT/small stores. ITC is doing promotions with the help of two promoters on Saturday and Sunday and within sometimes ITC is going to keep permanent promoters in stores. 38 Rs. 36 Rs. Chetana¶s Page 32 . 30 Rs. and other brands stocks are also available in stores. 35 Rs. 30 Rs.Competitors Major Players of Ready to Cook: Players Knorr (HUL) Quantity 51 gram Price 35 Rs. 35 Rs. 36 Rs. 25 Rs. 36 Rs. 25 Rs. 35 Rs. Offers Buy 1 Get 1 container Buy 1 packet get 1 packet No offer Promotion in-store Every day Only Saturday and Sunday No Kitchens of india 100 gram (ITC) Parampara 80 gram 50 gram 30 gram 50 gram 70 gram Pav Bhaji 50 gram 100 gram 80 gram chicken variants 62 gram 51 gram 52 gram 50 gram Rasoi Magic No offer No Mothers Recipe Ching¶s No offer No No offer No Suhana No offer In small stores Interpretations & Analysis: I observed that other Brands in Ready to Cook have many variants in comparison Knorr Brand.

and we know that Maggie is the market leader in Noodles category. so HUL should continue Soupy Noodles promotions for one more month. so HUL should launch big size packets of Soupy Noodles. Chetana¶s Page 33 . and other brands have different size packets in store.Major Players of Noodles: Players Knorr Soupy Noodles (HUL) Maggie (Nestle) Quantity in grams 60 gram 360 gram 90 gram Price 10 Rs and 15 Rs 10 Rs 9 Rs 18 Rs 35 Rs 20 Rs 26 Rs 48 Rs 15 Rs 59 Rs 15 Rs 39 Rs Offer Buy 2 packets & get sketch (4)pen packet Buy 1 Big packet & get 1 small packet No In store Promotions Everyday Not Fix Top Ramen Tasty Treat Smith & Jones Chings Horlicks Foodle 80 gram 160 gram 320 gram 180 gram 200 gram 300 gram 75 gram 300 gram 80 gram 380 gram No No No No Buy 1 big packet & get 1 small packet No Not Fix No Not Fix Interpretation: I observed that customers use to compare quantity and price of Maggie and Soupy Noodles. and Soupy Noodles is providing 60 grams in 10 Rs and 15 Rs . where Maggie is providing 90 grams in 10 Rs.

Bhayander.Exploratory Research The Research work is exploratory in nature as it is intended to gather preliminary data to shed light on the real nature of the problem & suggest possible recommendations. Research Periods: . The exploratory methodology can be conducted using both qualitative and quantitative techniques but mostly qualitative techniques are used Research Instrument: .³Observation´ An observation is a research technique used to gather information from a sample of respondent by employing a questionnaire.8 Weeks Data Collection: Primary data: Observation Survey Secondary data: Websites. normally surveys are carried out to obtain primary data. Harbour Line & South Mumbai). Central Line. Thane (Navi Mumbai. Kalyan.Chapter 3: Methodology & Data Analysis Methodology Research Design: . Books & Newspapers Area: Mumbai (Western Line. Vasai & Ambarnath) Chetana¶s Page 34 .

central line.Data Analysis Footfalls 400 To 700 701 To 1000 Above 1001 Number of Stores 21 11 21 Stores Footfalls of Customers 21 11 21 400 to 700 701 to 1000 Above 1001 Figure: . Thane & Kalyan district where I have segmented every stores according to number of footfalls.5 Interpretation: HUL have selected 53 stores in Mumbai including South Mumbai. Harbur line. Navi Mumbai. Chetana¶s Page 35 .

Brands Knorr Rasoi Magic Kitchen¶s of India Mother¶s Recipe Parampara %age 25% 20% 24% 21% 10% Sales 10% 25% 21% Knorr Rasoi Magic Kitchen's of India Mother's Recipe 20% 24% Parampara Figure: .6 Page Chetana¶s 36 .

7 Chetana¶s Page 37 .Brands Percentage Maggie 58% Soupy Noodles 11% Top Ramen 10% Ching¶s 9% Smith & Jones 7% Tasty Treat 5% Sales 5% 7% Maggie 9% 10% 58% 11% Chings Soupy Noodles Top Ramen Smith & Jones Tasty Treat Figure: .

stocks were not available and 45% of total visit stocks were available. Chetana¶s Page 38 .Stock Availability Available Unavailable Percentage 55 45 Stock Availability 45% 55% Available Not Available Interpretation: The researcher went to 53 modern retail stores and many times in same stores. but he observe that 55% out of total visit. by which in-store promoter were not able to approach customers and customers were not having large number of choice to purchase the product.

Time Period Before Internship After Internship Contacts 24 52 Contacts After Internship 52 Contacts Before Internship 24 0 20 40 60 Interpretation: Earlier promoter was approaching only an average number of 24 customers per day. This is the main efforts of trainee. he have given during his internship. but after internship. now they are approaching 52 customers per day which means there is a 116% growth in approaching customers. Chetana¶s Page 39 .

But after internship now they are able to convince 28 out of 52 customers. If we analyze from only conversions point of view then it has been improved by 180%. 28 Conversions 10 10 20 30 40 50 Chetana¶s Page 40 . he have given during his internship. which mean her efficiency was 36%. This is also the main efforts of trainee. which mean her efficiency becomes 54%.Time Period Before Internship After Internship Conversions 10 28 Conversions After Internship Before Internship 0 Interpretation: Earlier promoters were able to convince only 10 out of 28 customers.

is doing very well in execution. where Maggie is providing 90 grams in 10 Rs.  Horlicks Foodle is doing very aggressive promotion in store.  Generally customers compare quantity and price of Maggie and Soupy Noodles. so customers have many choices to purchase any variant. Observations & General Findings:  Stocks are not available in more than half of the total stores.  Promoters say that we are not able to hit target just because of unavailability of stocks. Brands Soupy Noodles Maggie Qty 60 grams 90 gram Price 10 & 15 Rs. For a retailer.  Parampara and Kitchens of India Brands have many variants on Ready to Cook in compare to Knorr brand. and Soupy Noodles is providing 60 grams in 10 Rs and 15 Rs. plans are mostly formulated at corporate headquarter and executed in their stores. but the only things lacks is delivering stocks in store which should be improved as soon as possible. Chetana¶s Page 41 .Chapter 4: Conclusion Conclusion: It is concluded. Hindustan Field Services Pvt. Ltd. 10 Rs. that ³Success is the result of a good plan well executed´. The strategy of influencing the mindset of consumers and persuading them at the Point-of-Purchase in modern trade will be helpful for effective activation and improving the sales.  Competitors stocks are available in store.

specially ITC offer ³Buy 1 get 1´. This offer will definitely improve the sales from above advantages. they said that this small sketch pens will not work too much. Offer for Soupy Noodles: ³Buy two Soupy noodles get one Wrist Band free´: . Knorr should have written on Wrist band. Helpful in promoting both the products ³ready to cook and soups´. because generally we are consuming soup before lunch and dinner. b. Advantages of this offer are follows: a. I observed that customers don¶t like this offer.As per my experience. Helpful in defeating other brands offer.HUL should position this offer in the minds of customer by this tagline ³Pehle Soup Phir Pet Puja´. Helpful to sell ready to cook products to those customers who purchasing Knorr soup and vice-versa. so this positioning will definitely help to improve the sales of not only Knorr Ready To Cook but Knorr Soup also. c. d. Generally children¶s like to wear wrist band on their hands.Suggestions Suggestions to HUL for offers: Offer for Ready to Cook: Buy one RTC get One Soup free: . Wrist band should be like this: - Chetana¶s Page 42 .

This offer will definitely attract children¶s to consume soupy noodle.  HUL may also increase their variants in ready to cook. specially on non vegetarian variant. as many customers have said that our children¶s don¶t prefer soup with noodles.e. Chetana¶s Page 43 Opportunities:  Under Knorr brand HUL may also enter on chutanies like ginger and garlic pastes.  In future HUL have an opportunity to launch a normal noodle without soup. . and the brand name Knorr written in wrist band will be unforgettable for every children. Punjabi Chicken Kurry  HUL also have an opportunity to launch jain variant on Ready to Cook and Soupy Noodle. as knorr have only one non vegetarian variant i.

for minimizing the problems of delivery and to make it possible following parameters are suggested: a. Especially stocks should be available on Saturday. because generally customer footwalls are high on these days. Chetana¶s Page 44 .  Opportunities to launch atta. Data of ³openings and sale´ which is collected by supervisors should be sent every day to distributors. HUL should study the average sales per day in every store. Sunday and Wednesday in every store. b. which will be helpful in fixing delivering dates. c. HUL should launch big size packets of Soupy Noodles in market. hakka and non vegetarian noodles under knorr. because sometimes stocks are available in warehouse and promoters are not well informed about stocks.  Opportunity of selling soupy noodles in Kirana Stores. Distributions:  HUL should deliver stocks at right time in every stores.. d. not on only metro cities but other cities and districts also. Distributor should study that data and if there is shortage in stocks in any store then HUL should call to M-TAS or merchandiser of that store for confirmation.

Spencers and some other big stores. as many competitors like Chings.Promotions:  HUL should use Drop down and posters in stores.  HUL should also use Pole for pylon promotions in some stores like Hypercity. Smith & Jones and Horlicks are using other promotional tools. Chetana¶s Page 45 .

 HUL should use some stickers to stick in shelves. Chetana¶s Page 46 . HUL should also use floor stickers for promotions in stores.

if they allow.Plan for Promotion of Soupy Noodles Every company is thinking that mummy is the only decision maker for purchasing products for children¶s but in this era. if any children don¶t like that product or if a children is not ready to eat because of interest and taste then mummy will not purchase that brand again. etc. Every company are interested on giving TVC on television channels and promoting their brands in store. and if any child is asking for something from mummy then mummy will definitely purchase if product is of good brand.  Giving demo to students in canteen with attractive offers. like wrist band. Chetana¶s Page 47 . but this plan is a Blue Ocean plan. where any company has never thought about promoting their products in school. attractive scales. where children's will be able to participate. Balloons. Now we will discuss how HUL should promote Soupy Noodles in schools:  Conducting activities in school.  Presenting the product in class or auditorium on animated cartoon videos.

This promotion will help us to approach more number of target group at a time and it will also helpful to aware more number of people. what I want is ³To bring soupy noodles in the menu of every canteen in schools´.Generally children¶s are getting excited from these kinds of activities and they will definitely tell to mummy and their friends. Best way to approach maximum number of our Target Group i.e. I know it is very difficult to do promotion in schools but with the help of healthy campaign we can definitely do this promotion. Children's. Children¶s will ask mummy to purchase. Benefits of this Promotion:       It¶s a blue ocean space. . Chetana¶s Page 48 Not only this much. Very easy to influence Childs mindset. HUL should position soupy noodle as a very healthy noodle in the minds of every child and family as well. Word of Mouth (WOM) will take place. Children¶s will get excited.

and if any promoter found with empty hands by field manager without any valid reason then field manager should make a note on promoters book that this promoter is not carrying product on her hand. Chetana¶s Page 49 .  Hindustan field Services Pvt. Ltd should make it compulsion that every promoters and floaters are supposed to carry product and promotional offer on their hand in store. Should allow the working time from 12 PM to 9 PM to those promoters who are ready to work. This time is beneficial for execution because if we compare the customer footwalls from 11 AM to 12 PM and 8 PM to 9 PM. This compulsion will definitely create a fear in the mind of promoters and they will give their best in promotion and finally efficiency of promoters will get improved. Ltd. because many promoters are married and this working time is not comfortable for them as they have to prepare Tiffin for their child and they also have to leave child at schools. then 8 PM to 9 PM time is much better. and after doing these all duties they are getting late to reach in store.Suggestions to HFS For Promoters:  Hindustan field Services Pvt.

because many times promoters are making wrong entries on customer service desk. Comparison of little book and cell phone: - Chetana¶s Page 1. and on the other hand sending collected data from cybercafé is also very expensive for HFS. Ltd. supervisor should also confirm the timings from merchandiser.  Hindustan Field Services Pvt. every supervisor should check the time from customer service desk when promoter entered in store. because it is very difficult for supervisors to do entries in cell phone and many times software creates problem in making entries. this does not have too much difference. floor head and from other staff members. supervisor should observe promoter for 10 to 15 minutes that whether she is approaching to customers or not. Daily Expenses on sending mail is minimum 30Rs it means monthly expense is 900 Rs. Should provide little book to every supervisors rather than touch screen cell phone.For Supervisors:  Before entering in store. 2. price of little book is around 15000 Rs. If we compare little book with cell phone by price than. And price of cell phone is around 10000 Rs. But if we provide little book with 50 .  Before collecting data from promoter.

Even I asked to supervisors about little books. 5. 8. This will definitely save time of supervisors and then Hindustan Field Services Pvt. which is very reasonable.3. By little book supervisor will be able to send any kind of reports and they will also be able to stay in touch. they need internet connection for just 5 minutes to send a mail. 7. But Hindustan field services Pvt. They don¶t have to wait on cybercafé if we provide lithe books to them. it means that they need laptop to work they don¶t need internet connection for 1 and a half hour. Ltd. 6. Problems of software will be minimized. So from the above advantages of little book it is suggested that HFS should provide little book in place of cell phones. they said that we will be very happy and every problem can be minimized and it will be very convenient for us to do all entries at home. Supervisors are using cybercafé for one and a half hour. Should ensure that they are using internet connection for right purpose at right time. May ask them to visit 5 stores per day. normal internet connection than monthly charges will be only 400 Rs. 4. Chetana¶s Page 51 . Convenient for every supervisor to work at home. They will not be dependent on cybercafé. Ltd. but actually they are just working on excel sheets.

Chapter 5: Bibliography Reference Books 1. Execution.upenn.coolavenues.com/mba-journal/marketing/challenges-indianfmcg-sector-designing-blueprint-future 9. 287.co. Pg: 509. Philip Kotler. 6.google. 7.smollan. http://websitespromotiondirectory. 8. http://knowledge. http://support. ³Marketing Management´. C. The Marketing Whitebook 2010-2011.htm 12.articlebase.com 15. 13th ed.com Chetana¶s Page 52 .com/money/2007/mar/26retail. 4. www.eznettools. www.R Kothari. 2.management-hub.hul. www.pdf 11.net/Promotion/ 14. 2009).com/ 13. http://www.edu/papers/1336. ³Research Methodology´. Pg: 96. Larry Bossidy and Ram Charan. Abraham Koshy.wharton. Mithileshwar Jha.rediff.in/images?hl=en&source=imghp&biw=1366&bih=59 7&q=promotions+in+store&gbv=2&aq=f&aqi=g10&aql=&oq=&gs_rfai= 10. Websites 5.(Pearson Education.knowthis. 2nd ed.co.in http://www.com http://www. 3.za/ www. http://www. Kevin Lane Keller.co. (New Age International Publishers).

indiatimes.com/india/news/fmcgmodern-stores/278759/ 17.cms Chetana¶s Page 53 .business.cfm 20.Newspapers 16.business-standard. http://economictimes. http://www. http://www.ie/alternatives2/e_article000120781. http://www.business-standard. http://newsweaver.com/india/news/fmcg-firms-pull-out-allstopsto-woo-modern-trade/340236/ 18.com/news/news-by-industry/consproducts/fmcg/HUL-may-relaunch-Annapurna-brand-with-newpackaging/articleshow/6112268.com/directory/advertising_and_marketing/sales/sales_p romotions/in-store_promotions/ 19.

Magnet Mall Bhandup (west).No. Vashi Prashant 5 Food Bazaar NEAR UTSAV Chowk. Near Hiranandani bridge. City centre. Little World Mall. Diamond Garden. Near VASHI station Prashant 7 More for U Ground Floor.Stores Visited S. Ghatkopar(W) Supervisor Prashant Food Bazaar Ground Floor. Chembur Prashant 2 METRO Cash & Carry Ground Floor. Powai Near Raheja Vihar Prashant 4 Food Bazaar Sector-19DPalm Beach Road. RAGHULILA Mall. Kharghar Prashant 6 Big Bazaar 2nd Floor. Kharghar Hiranadani Complex. Near Mangatram Petrol Pump Prashant 3 More for U Chandivali. Kharghar Prashant 8 Chetana¶s Page 54 . Near. K-Star Mall. Name Of Outlet 1 Big Bazaar Address R-City mall.

Karnik road.56-58Yashwant Arcade. Sector. Near Railway.More for U Shop No. APNA BAZAR SEAWOOD Prashant 13 DAILY BAZAR (KHARGHAR) SHOP NO. Millanium Park. Hiranandani Garden. PLOT NO. Kalyan (w) Suresh Suresh Suresh 16 17 More for U Patel Low Price Chetana¶s Page 18 55 . KoparKhairane More for U Prashant 10 A. 1.MANI & SONS VEGETABLES & FRUITS PVT LTD Parekh Bldg. sector 13.P. Vashi Hypercity Prashant 15 Food Bazaar 2nd Floor. Sector. Seawood. Pawai HAIKO SUPER MARKET Prashant 12 Ground Floor. EVEREST Building. Mulund (W) Jaykul Arcade. Vishnu Securities & Finance Pvt. .6. Near Mulund Check naka. SECTOR-25. TIARA SHOPPING MALL KHARGHAR Prashant 14 Inorbit Mall.184.14. Near Vashi Station. Chembur (East) Prashant 11 Haiko Mall. R-MALL. Opposite Sadhu Vaswani School. Near Bus Depot. 4 5 6 Platinum Park. Dombivali (W) SHOP NO.55. Central Avenue. Sanpada Prashant 9 Plot No. Ltd.

K. Infinity Mall Suresh 30 31 Hypercity Suresh Apna Bazaar Vilas 32 33 34 SARVODAYA SUPER MARKET Food Bazaar Vilas Vilas Chetana¶s Page 56 . Korum Mall. Samtanagar. Manpada Western Express Highway. Vaghbil road. Ulhasnagar Ground Floor. Raymonds. Malad (West) Dhake Colony J. Next to Cadbury Factory. Kailash complex. Narmada Build.P. Thane (W) Shiv Road. Lake Mall Thane ( W) SHOP NO. Thane (W) Suresh Suresh Star India Bazaar Suresh 21 Kalwa Super Market Suresh 22 Big Bazaar Suresh 23 Patel Low Price Suresh 24 APNA BHANDAR Suresh 25 GALA SUPER MKT Suresh 26 27 JAINAM FOOD BAZAR (AMBE) KALWA SUPER MKT PVT LTD (KHAREGAON) KALWA SUPER MKT PVT LTD (SAMTA NAGAR) Suresh Suresh 28 Suresh 29 RAMKRISHNA BAZAR Sonata Commercial Complex Milap Nagar MIDC. Vartak Nagar. Kalwa. Kalwa Naka. Gori Niwas. Thane W Thin College. Vijay Nagari annex.19 20 Big Bazaar More for U Netivali Metro Mall. kalyan (E) Godbandhar road. 6 Aman Talkies ROAD. OLD BELAPUR ROAD. Thane West Ground floor. Opposite. magiwada. Ambernath(East) Ground Floor. Kalwa (W) Kapur Bawdi. Dombivali (E) Near Kasarwadvali Police Station. Andheri (West) 356 Ranade Road Dadar(w) Lokandwala Andheri (w). Apartment. Kharegaon Naka G. Road.

Malad (West) Vinod Solanki 43 Food Bazaar Evershine Mall. Goregaon (East) Maxus mall. Irla. Prime Mall. Bhyander (West) Asmita House. Vile parle Near Seven Bungalows. Near Chincholi Bandar Signal. Naya nagar. opposite to Punjab National bank.Food Bazaar 3rd Floor. Malad (West). Mira road Opposite to Dindoshi Bus Depot Vinod Solanki 44 Big Bazaar Vinod Solanki Vinod Solanki Vinod Solanki 45 46 47 Food Bazaar Big Bazaar Asmita Super Market (SVS) Vinod Solanki 48 49 More for U Vinod Solanki Food Bazaar Vinod Solanki Chetana¶s Page 50 57 . Santacruz (W) Vilas 35 Big Bazaar Near Oshiwara Depot Link Road. Growells Mall. Milan Mall. Mumbai Central (West) Basement. Jivan nagar bus stop. Lower Parel (West) Vilas 38 Big Bazaar 2nd floor. Andheri (West) Vilas 36 37 Star India Bazaar Vilas Big Bazaar Phoenix Mall. City Centre. Kandiwali Hub Mall. Andheri (West) Vilas 39 40 Food Bazaar LOW PRICE GROCERIES "PRASHVA" Vilas Vilas 41 SHAH RATILAL RAMJI & CO Chincholi signal. Near Sarvodayika College. Malad (West) Vinod Solanki 42 Spencer's Hyper Inorbit Mall. Near HDFC Bank Miraroad Shanti park.

Thakur mall. Boisar Vinod Solanki Vinod Solanki Vinod Solanki Thank You Page Chetana¶s 58 . Malad (West) Dahisar check naka. Dahisar Near Boisar Station.51 52 53 Big Bazaar Star India Bazaar Food Bazaar Near Malad Station.

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