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“To work out a Model for Market Penetration of Amul Ice Cream in East Delhi Markets.”
Submitted By:Manoj Kumar Singh 9910845011 email@example.com
Acknowledgement Executive Summary Introduction o Project Objective o Description of Problems o Industry Overview o Amul o GCMMF Ltd. o Corporate Profile Conceptual Framework Marketing Penetration Methodology Analysis Conclusion Recommendation Bibliography Appendix o Questionnaires o List of Reliance Fresh Stores in East Delhi o List of visited Restaurants, caterers, etc. 55 56 50 05 06 07 09 10 14 22 29 32 36 47 48 49 02 03
It gives me immense pleasure to express my deepest gratitude towards Mr. Anuppam Bhaskar, Dr. A. S. Rao and other faculty members for providing me with the opportunity to undertake this project, which helped me to learn so much. I would also like to express my sincere thanks to Mr. Jatinder Khurana, GCMMF Ltd., who has helped me on the project work with the necessary inputs. His constant support has been the key to my achievements on the projects. I would also like to express my gratitude for Mr. Shakti Nath Sharma, for providing support in completion of the project under his guidance. I would also like to thanks my parents, fellow colleagues and friends for helping out in timely completion of the project report and for providing for their moral support, suggestions and encouragement.
India is the world's second largest producer of food next to China, and has the potential of being the biggest with the food and agricultural sector. India is one of the world’s major food producers but accounts for less than 1.5 per cent of international food trade. The Indian food market is estimated at over US$ 182 billion, and accounts for about two thirds of the total Indian retail market and it is likely to grow from around US$ 70 billion in 2008 to US$ 150 billion by 2025. According to Dairy India 2007 estimates, the current size of the Indian dairy sector is US$ 62.67 billion and has been growing at a rate of 5 per cent a year. The dairy exports in 2007–08 rose to US$ 210.5 million against US$ 113.57 last fiscal, whereas the domestic dairy sector is slated to cross US$ 108 billion in revenues by 2011. Amul (Anand Milk Union Limited), formed in 1946, is a dairy cooperative movement in India. It is a brand name managed by an apex cooperative organization. The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has spurred the White Revolution of India, which has made India the largest producer of milk and milk products in the world. It is also the world's biggest vegetarian cheese brand. Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing quality products which are good value for money. In order to get Lion’s Share for Amul Ice-Cream in East Delhi Area, a marketing strategy was made which was implemented in three phases. In the first phase, all the Reliance Fresh Stores in East Delhi were contacted for the sale of Amul ice-cream. In the second phase, the main focus was retail penetration by opening new outlets for Amul ice-cream through HADF Scheme. In the third phase, a survey has to be conducted in East Delhi area in which restaurants, banquet halls, caterers, ice-cream parlours and juice corners were contacted and persuaded to use Amul ice-cream. A survey was also conducted for the consumers to know the feedback of Amul ice-cream and to know the areas where Amul needed to work out.
In Reliance Fresh stores, the sale of Amul ice-cream was very good. The only issue was the scheme of Kwality Walls which was giving a little competition to Amul. The scheme of Kwality Walls was that on purchase on ice-cream worth Rs.50, it has assured gift with minimum value of Rs. 5. Due to this Amul faced competition in cups and cones whereas in bricks, no other brand was able to compete with Amul as it provided good quality at affordable prices to the consumers. Retail penetration for Amul ice-cream was little tough job. Six new retail outlets were opened in this phase. Opening new outlet was difficult because of the reason that its competitors were offering deep freezer either on security or on installments and Amul has much more investment for deep freezer. The advantage of Amul in this was that it was providing free ice-cream with the deep freezer worth Rs. 4000 and Rs. 5000, depending on the size of the freezer and along with that it was also giving discount on deep freezer from market price. This scheme was known as HADF Scheme. Survey of restaurants, banquet halls, caterers, ice-cream parlours and juice corners was done in the third phase. In this, all these institutions were met in order to persuade them to use Amul ice-cream. More than 200 institutions were contacted in this survey. The jice corners were found to be the least interested in this due to the reason that they were using local brands of ice-cream which were much cheaper than Amul ice-cream and they were not willing to use costly ice-cream. But some of the juice corners also showed interest in proving good quality to the consumers and agreed to use Amul. The facts which came out from the survey was that Amul has some problem in the distribution network, while their competitor Mother Dairy was best in distribution. Along with that many retailers has complaints about the packing of the ice-cream. They said everything on Amul is very good except packing. There was little dissatisfaction because of packing in the consumers as well. The recommendations to Amul included having more tie-ups with retail stores like Reliance Fresh to reach to more and more consumers. They can increase their market penetration in very short time if they follow their competitor’s strategy of providing deep freezer either on security or on installments. They should improve their distribution channel and they should also focus on the packing of the products.
OBJECTIVES Of The PROJECT
To work out a model for the retail penetration of the Amul Ice-Cream. To analyse the strengths and weakness of Amul Ice-Cream with the competitors. To give recommendations to Amul Ice-Cream in order to improve their quality and to increase satisfaction amoung retailers and consumers.
Description of Problem
Retail stores like Reliance Fresh provides a good scope for other companies to sell their products. Companies can reach to a large population with the help of these stores. Amul was selling their ice cream around one year back through Reliance Fresh Stores but due to few disagreements on some issues, both the parties decided to back out and the sale of Amul Ice Cream in Reliance Fresh Stores was stopped. Now, in order to increase their sales, Amul wanted to sell their ice cream through Reliance Fresh Stores. Retail penetration is very important for FMCG organisations. It is the only way to reach to more and more people and to make their product available to the consumers. If FMCG are not provided easily to the consumer, then there are a lot of chances that a consumer may purchase the same product of other company. Therefore, in order to get lion’s share in the market, retial penetration is very important for Amul Ice Cream. For this, they made a special scheme named as HADF Scheme. In restaurants, there is always a high demand for ice cream and in East Delhi there were only few restaurants who take ice cream from Amul. Therefore, it was very important for Amul to try to capture as many restaurants as possible. In the same way, Banquet Halls, Caterers and Juice Corners also generate high demand for ice cream and Amul wanted to increase their sale in this segment.
India is the world's second largest producer of food next to China, and has the potential of being the biggest with the food and agricultural sector. The total food production in India is likely to double in the next ten years and there is an opportunity for large investments in food and food processing technologies, skills and equipment, especially in areas of Canning, Dairy and Food Processing, Specialty Processing, Packaging, Frozen Food/Refrigeration and Thermo Processing. Fruits & Vegetables, Fisheries, Milk & Milk Products, Meat & Poultry, Packaged/Convenience Foods, Alcoholic Beverages & Soft Drinks and Grains are important sub-sectors of the food processing industry. Health food and health food supplements is another rapidly rising segment of this industry which is gaining vast popularity amongst the health conscious. India is one of the world’s major food producers but accounts for less than 1.5 per cent of international food trade. This indicates vast scope for both investors and exporters. Food exports in 1998 stood at US $5.8 billion whereas the world total was US $438 billion. The Indian food industries sales turnover is Rs 140,000 crore (1 crore = 10 million) annually as at the start of year 2000. The industry has the highest number of plants approved by the US Food and Drug Administration (FDA) outside the USA. India's food processing sector covers fruit and vegetables; meat and poultry; milk and milk products, alcoholic beverages, fisheries, plantation, grain processing and other consumer product groups like confectionery, chocolates and cocoa products, Soya-based products, mineral water, high protein foods etc. We cover an exhaustive database of an array of suppliers, manufacturers, exporters and importers widely dealing in sectors like the -Food Industry, Dairy processing, Indian beverage industry etc. We also cover sectors like dairy plants, canning, bottling plants, packaging industries, process machinery etc.
Market Size The Indian food market is estimated at over US$ 182 billion, and accounts for about two thirds of the total Indian retail market. Further, according to consultancy firm McKinsey & 8
Co, the retail food sector in India is likely to grow from around US$ 70 billion in 2008 to US$ 150 billion by 2025, accounting for a large chunk of the world food industry, which would grow to US$ 400 billion from US$ 175 billion by 2025.
Dairy products are generally defined as foodstuffs produced from milk. They are usually high-energy-yielding food products. A production plant for such processing is called a dairy or a dairy factory. Raw milk for processing generally comes from cows, but occasionally from other mammals such as goats, sheep, water buffalo, yaks, or horses. Dairy products are commonly found in European, Middle Eastern and Indian cuisine, whereas they are almost unknown in East Asian cuisine. According to Dairy India 2007 estimates, the current size of the Indian dairy sector is US$ 62.67 billion and has been growing at a rate of 5 per cent a year. The dairy exports in 2007–08 rose to US$ 210.5 million against US$ 113.57 last fiscal, whereas the domestic dairy sector is slated to cross US$ 108 billion in revenues by 2011.
Amul (Anand Milk Union Limited), formed in 1946, is a dairy cooperative movement in India. It is a brand name managed by an apex cooperative organisation, Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.6 million milk producers in Gujarat, India. It is based in Anand town of Gujarat and has been a sterling example of a co-operative organization's success in the long term. The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has spurred the White Revolution of India, which has made India the largest producer of milk and milk products in the world. It is also the world's biggest vegetarian cheese brand. In the year 1946 the first milk union was established. This union was started with 250 liters of milk per day. In the year 1955 AMUL was established. In the year 1946 the union was known as KAIRA DISTRICT CO-OPERATIVE MILK PRODUCERS’ UNION. This union selected the brand name AMUL in 1955. It is a brand name managed by an apex cooperative organisation, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.6 million milk producers in Gujarat, India. It is based in Anand town of Gujarat and has been a sterling example of a co-operative organization's success in the long term. The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has spurred the White Revolution of India, which has made India the largest producer of milk and milk products in the world. It is also the world's biggest vegetarian cheese brand. The brand name Amul means “AMULYA”. This word derived form the Sanskrit word “AMULYA” which means “PRICELESS”. A quality control expert in Anand had suggested the brand name “AMUL”. Amul products have been in use in millions of homes since 1946. Amul Butter, Amul Milk Powder, Amul Ghee, Amulspray, Amul Cheese, Amul Chocolates, Amul Shrikhand, Amul Ice cream, Nutramul, Amul Milk and Amulya have made Amul a leading food brand in India. (The total sale is Rs. 6 billion in 2005). Today Amul is a symbol of many things like of the high-quality products sold at reasonable prices, of the genesis of a vast co-operative network, of the triumph of indigenous technology, of the marketing savvy of a farmers' organization. And have a proven model for dairy development (Generally known as “ANAND PATTERN”).
Gujarat Cooperative Milk Marketing Federation Limited
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing quality products which are good value for money. Amul's product range includes milk powders, milk, butter, ghee, cheese, curd, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns, basundi, Nutramul brand and others. In January 2006, Amul plans to launch India's first sports drink Stamina, which will be competing with Coca Cola's Powerade and PepsiCo's Gatorade. Amul is the largest food brand in India and world's Largest Pouched Milk Brand with an annual turnover of US $1050 million (2006-07). Currently Amul has 2.6 million producer members with milk collection average of 10.16 million litres per day. Besides India, Amul has entered overseas markets such as Mauritius, UAE, USA, Bangladesh, Australia, China, Singapore, Hong Kong and a few South African countries. Its bid to enter Japanese market in 1994 had not succeeded, but now it has fresh plans of flooding the Japanese markets .Other potential markets being considered include Sri Lanka. Dr Verghese Kurien, former chairman of the GCMMF, is recognised as the man behind the success of Amul. On 10 Aug 2006 Parthi Bhatol, chairman of the Banaskantha Union, was elected chairman of GCMMF.
ACHIEVEMENT Asia’s largest dairy co-operative was created way back in1946 to make the milk producer self-reliant and conduct milk- business with pride. Amul has always been the trend setter in bringing and adapting the most modern technology to door steps to rural farmers. Amul created history in following areas:
i. ii. iii. iv. v.
First self motivated and autonomous farmers’ organization comprising of more than 5000000 marginal milk producers of Kaira District. Created Dairy co-operatives at village level functioning with milk collection centres owned by them. Computerized milk collection system with electronic scale and computerized accounting system. The first and only organization in world to get ISO 9000 standard for its farmers cooperatives. First to produce milk from powder from surplus milk.
Amul is the live example of how co-operation amongst the poor marginal farmers can provide means for the socio-economic development of the under privileged marginal farmers. GCMMF: An Overview Members: No. of Producer Members: No. of Village Societies: Total Milk handling capacity: Milk collection (Total - 2008-09): Milk collection 2008-09): 13 district cooperative producers’ Union 2.79 million 13,328 11.2 million litres per day 3.05 billion litres milk
(Daily Average 8.04 million litres 626 metric Tons per day
Milk Drying Capacity: Cattle feed Capacity:
manufacturing 3500 Mts per day
Sales Turnover Year Rs. (Million) US $ (in million)
2004 – 2005 2005 – 2006 2006 – 2007 2007 – 2008 2008 - 2009
29225 37736 42778 52554 67113
672 850 1050 1325 1504
Amul in Abroad Amul is going places. After having established its presence in China, Mauritius and Hong Kong, Gujarat Cooperative Milk Marketing Federation (GCMMF), India’s largest milk cooperative, is waiting to flood the Japanese market. Then, GCMMF is also looking at Sri Lanka as one of its next export destinations. Amul products are already available on shelves across several countries, including the US, China, Australia, West Asian countries and Africa. GCMMF recorded a turnover of Rs 2,922 crore last fiscal. Its products include pouch milk, ultra heat treated (UHT) milk, ice-cream, butter, cheese and buttermilk.
PEOPLE POWER : AMUL'S SECRET OF SUCCESS
The system succeeded mainly because it provides an assured market at remunerative prices for producers' milk besides acting as a channel to market the production enhancement package. What's more, it does not disturb the agro-system of the farmers. It also enables the consumer an access to high quality milk and milk products. Contrary to the traditional system, when the profit of the business was cornered by the middlemen, the system ensured that the profit goes to the participants for their socio-economic upliftment and common good. Looking back on the path traversed by Amul, the following features make it a pattern and model for emulation elsewhere.
Amul has been able to:
Produce an appropriate blend of the policy makers farmers board of management and the professionals: each group appreciating its rotes and limitations, Bring at the command of the rural milk producers the best of the technology and harness its fruit for betterment. Provide a support system to the milk producers without disturbing their agroeconomic systems, Plough back the profits, by prudent use of men, material and machines, in the rural sector for the common good and betterment of the member producers and Even though, growing with time and on scale, it has remained with the smallest producer members. In that sense. Amul is an example par excellence, of an intervention for rural change. The Union looks after policy formulation, processing and marketing of milk, provision of technical inputs to enhance milk yield of animals, the artificial insemination service, veterinary care, better feeds and the like - all through the village societies. Basically the union and cooperation of people brought Amul into fame i.e. AMUL (ANAND MILK UNION LIMITED), a name which suggest THE TASTE OF INDIA. Amul sells 35 million litres of ice-cream valued at more than Rs 200 crore out of a total branded ice-cream market of 100 million litres worth Rs 600 crore. The Amul ice cream business is currently growing at the rate of more than 20 percent.
50 years ago inspired by Sardar Vallabh Bhai Patel, Gujarat’s dairy farmers oppressed by a colonial Government and exploited by milk contractors and traders, dared to dream. They believed their future and our nation’s future required them to control the resources they created through their toil, sweat and tears. In 1996 that dream was a reality. The two societies and 200 liters have become a movement. Today, as our nation’s co-operative dairy industry celebrates its first 50 years, we laud those who inspired and built this movement and resolve not to rest until every Indian farmer has a decant life and every Indian consumer has access to milk and dairy products, the equal of the best in the world. The success of Amul saga that began as a producer’s struggle to command the resources they produced, by ensuring equitable returns and liberating farmers from dependence of middlemen, has transformed India by triggering the White Revolution. The heart of success of the White Revolution rests in single word, “Trust”, which continues to be the foundation for the Amul brand. The producers trust in their co-operative, the co-operative’s trust in their union and the union’s trust in their federation, the marketers trust in them, and the most important the consumers trust in the Amul brand, a symbol of consistent value for money. All this would not have been possible, had it not been for the selfless dedication and greater entrepreneurial spirit of the farmer members. If today Amul is seen as an innovative organization, it is because a great many people in a great many place have toiled hard to make this possible. Evolution at Amul is like that. It gives us so much yet but takes so much little! It engenders faith in our abilities without ever demanding it. It tells us that if we resolve, we can. What it does not tell us, in the struggle involved, the painstaking process that must necessarily be gone through. The steps that necessarily be traversed one at a time. The ingredients do not necessarily make the product! It is engendering the process that makes it possible. And it is the people that make it possible. This is the story of our new products and the story behind it.
Amul Ice Cream History
Amul Ice Cream was launched on 10th March, 1996 in Gujarat. The portfolio consisted of impulse products like sticks, cones, cups as well as take home packs and institutional/catering packs. Amul ice cream was launched on the platform of ‘Real Milk. Real Ice Cream’ given that it is a milk company and the wholesomeness of its products gives it a competitive advantage. In 1997, Amul ice creams entered Mumbai followed by Chennai in 1998 and Kolkata and Delhi in 2002. Nationally it was rolled out across the country in 1999. It has combated competition like Walls, Mother Dairy and achieved the No 1 position in the country. This position was achieved in 2001 and it has continued to remain at the top. Today the market share of Amul ice cream is 38% share against the 9% market share of HLL, thus making it 4 times larger than its closest competitor. Not only has it grown at a phenomenal rate but has added a vast variety of flavours to its ever growing range. Currently it offers a selection of 220 products. Amul has always brought newness in its products and the same applies for ice creams. In January 2007, Amul introduced SUGAR FREE & ProLife Probiotic Wellness Ice Cream, which was a first in India. This range of SUGAR FREE, LOW FAT Diabetic Delight & ProLife Probiotic Wellness Ice Cream is created for the health conscious. Amul’s entry into ice creams is regarded as successful due to the large market share it was able to capture within a short period of time – due to price differential, quality of products and of course the brand name. The Entry of Amul into Ice Cream For any player to enter this market three things are critical:Decentralized Manufacturing Facilities Efficient Cold Chain Growing Market
Present Status of Amul Ice Cream
In a short span of 6 years Amul Ice Cream has become the No.1 ice cream brand in the country. It is now the only national brand and all other ice cream brands are regional.
Amul Ice Cream has achieved 38% share against 9% market share of HLL making it 4 times larger than its closest competitor.
Michael Porter has identified five forces that determine intrinsic long-run attractiveness of a market or market-segment : industry competitors, potential entrants, substitutes, buyers, and suppliers. 1. Threat of intense segment rivalry. A segment is unattractive if it already contains numerous, strong or aggressive competitors. It’s even more unattractive if it’s stable or declining, if plant capacity must be added in large increments, if fixed costs or exit barriers are high, or if competitors have high stakes in staying in the segment. 2. Threat of new entrants. The most attractive segment is one in which entry barriers are high and exit barriers are low. When both entry and exit barriers are high, profit potential is high, but firms face more risk because poorer-performing firms stay in and fight it out. 3. Threat of substitute products. A segment is unattractive when there are actual or potential substitutes for the product. Substitutes place a limit on prices and on profits. 4. Threat of buyers’ growing bargaining power. A segment is unattractive if buyers possess strong or growing bargaining power. Buyers’ bargaining power grows when they become more concentrated or organized, when the product represents a significant fraction of buyers’ cost, when the product is undifferentiated, when buyers’ switching costs are low, when buyers’ are price sensitive because of profits or when they can integrate upstream. 5. Threat of suppliers’ growing bargaining power. A segment is unattractive if the company’s suppliers are able to raise prices or reduce quantity supplied. Suppliers tend to be powerful when they are concentrated or organised, when there
are few substitutes, when the supplied product is an important input, when the costs of switching suppliers are high, and when suppliers can integrate downstream.
We can examine competition from both an industry and a market point of view. An industry is a group of firms that offer a product or class of products that are close substitutes for one another. Using the market approach, we define competitors as companies that satisfy the same customer need.
Once a company identifies its primary competitors, it must ascertain their strategies, objectives, strengths, and weaknesses. Strategies A group of firms following same strategy in a given target market is a strategic group. Objectives Once a company has identified its main competitors and their strategies, it must ask; What each competitor seeking in the marketplace? What drives each competitor’s behaviour? Many factors shape a competitors objectives, including size, history, current management, and financial situation. If the competitor is a division of a larger company, it’s important to know whether the parent company is running it for growth, profits, or milking it. Strengths and Weaknesses A company need to gather information about each competitor’s strengths and weaknesses. In general, a company should monitor three variables when analysing competitors:1. Share of Market – The competitor’s share of the target market. 2. Share of Mind – The percentage of customers who named the competitor in responding to the statement, “Name the first company that comes into mind in this industry.” 3. Share of Heart – The percentage of customers who named the competitor in responding to the statement, “Name the company from which you would prefer to buy a product.” Companies that make steady gains in mind share and heart share will inevitably make gains in market share and profitability.
Principles of Personal Selling
Personal selling in an ancient art. Effective salesperson today however has more than instinct; they are treated in methods of analysis and customer management. Companies now spend hundreds of millions of dollars each year to train salesperson and transform them from passive order takers into active order getters. Reps are taught SPIN method to build long-term relationships with questions such as: 1. Situation Questions – These ask about facts or explore the buyer’s present situation. For example, “What system are you using to invoice your customers?” 2. Problem Questions – These deal with problems, difficulties, and dissatisfaction the buyer is experiencing. For example, “What parts of the system create errors?” 3. Implication Questions – These ask about the consequences or effects of a buyer’s problems, difficulties, or dissatisfactions. For example, “How does this problem affect your people’s productivity?” 4. Need-Payoff Questions – These ask about the value or usefulness of a proposed solution. For example, “How much would you save if our company could help reduce the errors by 80%. Most sales training programs agree on the major steps involved in any effective sales process. Prospecting and qualifying
Presentation and demonstration
Follow-up and maintenance
The Six Steps
Prospecting and Qualifying The first step in selling is to identify and qualify prospects. More companies are taking responsibility for finding and qualifying leads so sales-people can use their expensive time doing what they can do best: selling. Companies qualify the leads by contacting them by mail or phone to asses their level of interest and financial capacity. “Hot” prospects are turned over to the field sales force and “warm” prospects to the telemarketing unit for follow-up. Even then, it takes about four calls on a prospect to consummate a business transaction. Preapproach The salesperson need to learn as much as possible about the prospect company (what it needs, who is involved in the purchase decision) and it buyers (personal characteristics and buying styles). The rep should set call objectives: to qualify the prospect, gather information, make an immediate sale. Another task is to choose the best contact approach, whether a personal visit, a phone call, or a letter. Finally, the salesperson should plan an overall strategy for the account. Presentation and Demonstration The salesperson tells the product “story” to the buyer, using a features, advantages, benefits, and value approach (FAVB). Features describe physical characteristics of a market offering, such as chip processing speeds or memory capacity. Advantages describe why the features provide an advantage to the customer. Benefits describe the economic, technical, service, and social benefits delivered by the offering. Value describes the offering’s worth. Salesperson often spend too much time on product features and not enough time stressing benefits and value. Overcoming Objections Customers typically pose objections. To handle these objections, the salesperson maintains a positive approach, asks the buyer to clarify the objection, questions in such a way that the buyer answers his own objection, denies the validity of the objection, or turns it into a reason for buying. Although the price is the most frequently negotiated issue, others include contract
completion time; quality of goods and services offered; purchase volume; responsibility for financing, risk taking, promotion, and title; and product safety. Closing Closing signs for the buyer include physical actions, statements or comments, and questions. Reps can ask for the order, recapitulate the points of agreement, offer to help write up the order, ask whether the buyer wants A or B, get the buyer to make minor choices such as color or size, or indicate what the buyer will lose by not placing the order now. The salesperson might offer specific inducements to close, such as special price, an extra quantity or a token gift. Follow-Up and Maintenance Follow-up and maintenance are necessary to ensure customer satisfaction and repeat business. Immediately after closing, the salesperson should cement any necessary details about delivery time, purchase terms, and other matters important to the customer. The salesperson should schedule a follow-up call after delivery to ensure proper installation, instruction, and servicing and to detect any problems, assure the buyer of the salesperson’s interest, and reduce any cognitive dissonance. The salesperson should develop a maintenance and growth plan for the account.
Mother Dairy markets & sells dairy products under the Mother Dairy brand (like Liquid Milk, Dahi, Ice creams, Dairy Whitener, Cheese and Butter), Dhara range of edible oils and the Safal range of fresh fruits & vegetables, frozen vegetables and fruit juices at a national level through its sales and distribution networks for marketing food items. While Mother Dairy butter was targeted at kids, getting youth in the fold was yet another task at hand. In Chillz ice creams, Mother Dairy saw the perfect recipe for attracting youth. “We were given a single line brief that the experience of having an ice-cream should be that of self gratification,” informs Prasad Raghavan, creative director, Saatchi & Saatchi Advertising. From self-gratification came the words Khud khushi. They became the slug line for the Chillz ice cream commercial. The term Khud khushi is pun intended. Khud khushi sounds very similar to Khudkushi, which means suicide. Khud khushi literally means self happiness and thus by extension, self gratification. Well, in spite of the pun, Khud khushi does sound a little weird. “That is exactly the idea. Since we are targeting the youth, we had to come up with something that was edgy and smacked of irreverence,” explains Narasimha. The concept of youthful cheekiness comes in full view with the cinema-spot. The ad opens on a middle-aged woman gleefully watching TV. Something of interest to her daughter, in the programme, comes up and the mother begins to holler her daughter’s name. When her calls are met with silence, she decides to check on her daughter. Her entry in the room and her subsequent search for her daughter is played out like a suspense-drama sequence with accompaniments such as her gaze falls on a piece of paper kept on study table. It is a letter written by her daughter. The letter reads, “Mummy mein khud khushi kar ne ja rahi hun.”
Much to our surprise, the tense expression on the mother’s face breaks into a smile. The visual then cuts to the daughter, merrily enjoying ice creams with her friends. That is when the full import of Khud khushi becomes clear. Creating excitement in the ice-cream market is driven by a two-fold objective. First, to achieve national exposure. Mother Dairy hopes to makes its products available across north India by the end of this year, and become an all India brand in just another year. The second is stiff competition. The Rs.750 crore ice-cream market is pegged to grow at 10-15 per cent annually, and both old and young brands (such as Cream Bell in north India) are getting aggressive in the market place. For Mother Dairy, which holds a 65 per cent market share for ice-creams in Delhi, holding on to its home turf should not be a problem, but to become a national player, it has to stack up to competition against biggies such as Amul, Kwality Walls and Vadilal. And, that is surely going to be a contest to watch out for.
This is one of the rare occasions where I have to disagree with the first line of the question. HLL is certainly not confused about its ice-cream strategy. Its goal is market leadership in terms of money value. A heterogeneous market, such as ice-cream, can only be measured by the money spent on the category and not by volume or weight. Unilever, the major shareholder in HLL, is the world’s largest ice-cream company selling in more than 80 countries (could be more, by now), mainly under the brand name Walls. It also purchased recently a premium brand, Ben & Jerry, which is nearly an icon in
the US. This ice-cream is made only from natural material in a variety of unique flavours and is extremely popular in the US. HLL is the largest seller of ice-creams in India with a market share of over 50 per cent. However, the market is small, particularly, compared to its potential as the per capita consumption of ice-cream in India is even lesser than Pakistan and Sri Lanka. Hence, on the one hand, HLL is playing the role of creating the market while ensuring it does not happen only in terms of new customers but also customers upgraded to better quality ice-cream and ice-cream specialties which add to both top line and bottom line. Without having a direct line into the HLL ice-cream strategy council, it is not really possible to enunciate their strategy. However, what I described above is a two- pronged strategy, often adopted by market leaders in a market with high potential for growth - the two prongs being a large base of low-priced brands offering excellent value and a small set of premium products which are different from other market offerings, being high end quality and representing the most suitable brands for the top end of the market. There is no doubt that there is a significant amount of competition, particularly from well-managed Government or cooperative dairies such as Amul and Mother Dairy. Incidentally, this is the first time that both Amul and the local dairy are in the same market. This is because, currently, ice-cream consumption is limited to the largest markets in the country and Delhi is the very largest. I believe competition is good as it allows consumers to exercise choice. Hence, for the Delhi consumers to have the choice between the ice-cream brands from the Three largest ice-cream manufacturers in the country will be excellent and the winner, without doubt, of this move will be the consumer more than any single brand. I do not believe that HLL, a company I know well, will be driven out of the ice- cream market. Ice-cream is the major Unilever category, Walls is a major Unilever brand and India
is a major Unilever country. Moreover, for a brand that owns half the market by value, any talk of exiting the brand is premature if not downright foolish. What will happen? It is difficult to say. The major problem, as we all know, is in developing a supply chain for ice-cream across the country. This is time-consuming and expensive but HLL has already started a pioneering task to market ice-cream to the next level of towns. In addition, in the larger market they have developed locally and are also importing ice-cream specialities, which can and do differentiate the brand from others. For example, no other ice-cream in the world has the unique and special brand image of the Viennetta, the icecream, which serves as a pudding, even in a fancy banquet. HLL is disappointed with its performance to date in so far as profits are concerned. In fact, the latest balance sheet which shows profit results by the business group indicates a loss for this category. But new businesses do need nurturing and Kwality Walls is no exception. The business needs a strong supply chain, cost control, outstanding products in every category and lots of innovation and determination. These are the very areas in which HLL is particularly strong; hence I am confident that it will do well in this category.
EVEN as the Rs 80-crore Vadilal Industries Ltd (VIL) sets out to consolidate the operations of its flagship ice-cream division, the Ahmedabad-based company is taking it cool on making fresh investments in regions beyond its strongholds. This comes at a time when the ice-cream market is seeing heightened activity at national and regional levels with the onset of summer. Deep-pocket companies such as Hindustan Lever Ltd are battling it out in the icecream market with dairy-majors such as the Gujarat Co-operative Milk Marketing Federation
(better known through the Amul brand) and Mother Dairy. Food MNC Nestle is reported to be waiting in the wings. Mr Rajesh Gandhi, Managing Director, VIL, undaunted by the aggressive promotions of competitors, told Business Line that the company was looking at maximizing its sales and returns from investments made in the past. However, he denied that his company had been in talks with Nestle or any other multinational for a venture in the ice-cream segment. “We will be investing about Rs 5 crore in additional equipment and cold storage facilities, but the company is not looking to make aggressive investments in the segment in new regions,” he said. Besides the Western region, Vadilal ice-creams have a presence in Delhi, Chandigarh, and Punjab. The company is also present in the eastern market, he said. Meanwhile, the company is looking for a strategic investor for its Rs 30-crore processed foods division and is planning to appoint Ernst & Young to scout for a suitable partner. The deal was expected to be firmed up in about six months. A decision on whether the division would be spun off into a different company would be taken later, he said. The company exports frozen fruits and vegetables to markets in the UK and Europe. VIL is also planning to reinforce its ‘ready-to-serve’ category with more cuisines. Its existing portfolio comprises Gujarati and Punjabi cuisines.
For a new entrant in a competitive and crowded category such as ice creams, simply getting noticed can prove to be quite a challenge. And Cream Bell - owned by Universal Dairy Products Ltd (UDPL) - which was launched in Delhi last year, is clearly faced with the uphill task of getting consumers to recall the brand. This is why the primary objective of Cream Bell’s advertising is to break category clutter in as distinct a way as possible. To that end, the new communication for the ice cream brand has taken a route that is quite different from existing category advertising.
Instead of focusing on the sensory appeal of the product (a la Vadilal) or on ‘attitudinal characteristics’ (the youthful romance of a Kwality Walls Cornetto, the audacity of a Feast or the bonhomie of an Amul or a Kwality Walls Sundae), Cream Bell advertising is pitched at ‘the child within’ - in a cheeky sort of way. Reminiscent of the famous Sil Jam commercials from the late eighties, the Cream Bell campaign comprises two television commercials created by Contract Advertising, Delhi. The first film opens on a meeting in progress in a boardroom. As executives busily scribble notes, a lady walks in with ice creams as refreshments. At the sight of the ice creams, the visibly bored CEO is suddenly overcome with childlike excitement. In moments, he magically transforms into a child, and true to form, he slips under the conference table and starts crawling towards the tray full of ice creams. When he gets to the tray, he returns to his adult form…which doesn’t come in the way of him enjoying the ice creams with childlike abandon. ‘Badey badon ki ghanti baja de,’ the voiceover surmises. The second film is about a matronly schoolteacher who undergoes a similar adult-to-child transformation.
Positioning Cream Bell along these lines was dictated by the brief and a modest budget. “Having tasted success in the smaller markets of north India in the very first year of its launch, the brand was ready to take on the big players on their terms, and on their ground the Delhi market,” reveals Uddalak Gupta, creative director, Contract Advertising. “The brief was to give the brand a distinct and appealing positioning to help it get a strong foothold in the most aggressive ice cream market. And the creative challenge was to do it without blowing up budgets as large as Levers’ Kwality Walls or those of Amul.” Cream Bell was launched in Delhi in September 2003, and the ice cream market in the city - pegged at approximately Rs 125 crore, growing annually at 15 to 20 per cent - is somewhat sluggish. Naturally, the need of the hour was an insight that could help establish strong brand recall. “Unlike any other consumable, ice cream is loved by everyone - from a
six-month-old to a 106-year-old,” says Gupta. “And it’s a product that uniquely brings out a very childlike behaviour even in adults. We lick the cover before throwing it away, we slurp the drooling orange bar, we take bites off one another’s ice creams, we indulge, we enjoy. In essence, for those moments, we are all like children. Surprisingly, no brand so far had zeroed in on what is essentially a category insight. The opportunity, hence, was to take over this positioning.”
In order to get Loin’s Share in East Delhi Market, three plans were made and executed:1. To start sale of Amul Ice-Cream in Reliance Fresh Stores. 2. To persuade restaurants, banquet halls, caterers, ice-cream parlours and juice corners to use Amul Ice-Cream. 3. To open new outlets by Profit Plus Offer.
Reliance Fresh Stores
There are 34 Reliance Fresh Stores in East Delhi. Around one year back, Amul was selling their ice-cream through these sores but due to disagreements on few issues, both parties backed out and the sale of Amul Ice-Cream in Reliance Fresh Stores was stopped. Now Amul wanted to increase their sale therefore they again contacted Reliance Fresh and after negotiations they got a purchase order from Reliance Fresh. Therefore, all the stores on East Delhi were divided according to the area and a day was planned for the visit to that area. The task was to visit all the stores in East Delhi. Then at each store, I have to meet the store manager to know the demand of ice-cream in that particular store and to convince him/her that Amul will get a good sale in his/her store to get order from that particular store. If there was any order, then the task was to inform the salesman of the distributor of that particular area. So that he can take the order from that store and the ice-cream could be delivered to that store on time. In the first week, around 25 stores gave order of ice-cream to Amul and the remaining gave their in the second week. The problem with remaining was that they do not have space in their deep freezer. The response of Amul ice-cream was very good in all the stores except few one’s where there was very less sale of ice-cream.
In Reliance Fresh Stores, Amul got competition from only one, that was, Kwality Walls due to its scheme of assured gift on purchase of ice-cream worth Rs.50. Due to this, Amul was not able to sell much of its cones and cups but bricks of Amul were sold in highest numbers. The movement of bricks was so good that many times it happened that the Amul ice-cream was out of stock on the same day on which the ice-cream was delivered.
Restaurants, Banquet Halls, Caterers, Ice-Cream Parlours and Juice Corners generate a lot of demand of ice-cream. Therefore, it was planned to carry out a survey in East Delhi in all these institutions to know which ice-cream they are using. Along with the survey, the task was to convince them to use Amul ice-cream. For this, a list of all areas in East Delhi was made and for each area, according to the size, days were fixed for the visit. Then the task was to meet these people and persuade them to use Amul ice-cream. In this survey more then 200 institutions were visited. Many of them gave a positive response and some of them were already have business tie-ups with other companies.
Profit Plus Offer
Profit Plus Offer is a special scheme given to the retailers. Under this scheme, a retailer can purchase Deep Freezer for selling Amul Ice Cream at heavy discounts from market price. There suppliers of deep freezer are Western, Voltas, Haier and Carrier and the freezers are available in the size of 300, 400 and 500 litres. Along with the discount on the deep freezer Amul also gives free ice cream to those retailers who purchase deep freezer from them. On 300 litre deep freezer, Amul gives free ice cream worth Rs. 4000 and on 400 and 500 litre deep freezer Amul gives free ice cream worth Rs. 5000. Retailers get six coupons for getting free MRP ice cream. To make aware retailers about the profit plus scheme and in order to increase the retail outlets of Amul ice cream, my work was to contact retailers and confectioners located in different areas. The work was to inform retailers about the “Profit Plus Offer” and to persuade them to sell Amul ice cream from their store. Around 100 stores were visited out of which 6
stores have purchased deep freezer and started selling Amul Ice Cream. There was good response by retailers but the scheme of Kwality Walls which was offering retailers deep freezer on a security on Rs. 5000 was little distracting the retailers from purchasing freezer from Amul. Small retailers do not wish to invest much that’s why they were more interested either on security or on installments.
Research is very first step for conducting a research. It includes survey, interview & analysis of the problem in a planned & systematic way. A survey was conducted extensively throughout the different catering markets of Delhi about the share of Amul ice-creams in the total ice-cream market. A. Data Collection
1. Source of data collection. 2. Methods of data collection. B. 1. 2. Data Analysis Sampling Sample Size.
The above mentioned points of methodology are precisely discussed as below in the following points: A. Data Collection
The collection of data is a core part of every activities relating to marketing decisions. The information derived from such data are closely analysed. interpreted and a conclusion has been arrived on which other decisions are totally depends. There are various sources from where datas can be collected any there also most appropriate methods in the application of which we can collect the datas. In the application of sources and methods the reliabilty and accuracy must be well judged prior to collection. The whole study has been worked out depending on the datas availed from.
1. Sources of Data Collection The main sources of data were distributors, caterers and consumers. From these persons primary data was collected and further helped in analysis. Secondary source of data was the internet websites related to Amul and its competitors. 2. Methods of data collection The research was conducted basically in western, south and central Delhi regions. From the total no. of 50 existing caterers was considered a reasonable sample of that region. The units were selected randomly from the available source of information. The datas were collected through personal interviews with the caterers, distributors and consumers. Well drafted questionnaires were prepared for this purpose. Sampling Method: In this project study, the method adopted for the sampling purpose is the most common method of sampling:
Random Method of Sampling:
In this method, we select our sample units by picking them from the population randomly. So when applied to my project, it means that we just walk out in different market of Delhi, shopping complexes for required no. of respondents. But minimize the biasing effect, respondents were chosen from different markets & shopping complexes in west, south and central parts of Delhi. Sample Size: Sample size for sample of different caterers, distributors and consumers are taken in such a way so that they can truly represent the whole structure of population. If the
sample is too small, it can’t represent the population & outcome will be far from reality. Large samples provide good result, but if the samples is too large, it become difficult to handle & also expensive. In this project sample size of 50 caterers, 100 consumers and 3 distributors were taken. FIELD WORK: The field work was an unmemorable practical experience. Even though the work was tedious it was really challenging. Many of the caterers gave good response. The total no. of caterers received by the field work was 50. The difficulties during field work was that there were many caterers who have no time for response, they were busy with there work. Some were not interested. And some were afraid to disclose details. Sometimes some amount of convincing was needed to take out the details from them. The questions which where asked to retailers where pre-planned and tactful in order to fulfill our need. For this Probing, a motivational technique was used while asking questions to induce the respondents to enlarge on, clarify, or explain their answers on specific matter. The answers & comments were recorded and were reported to the organization from time to time. But overall it was a great experience as a management student. The target were met and it was a great learning experience. It really provided good lessons for the future. Thus, as a whole the fieldwork was an intellect enhancing experience.
LIMITATIONS OF THE STUDY
• • • • • • • • • • •
The caterers are scattered all over East Delhi, and they can’t be found in commercial complexes or their outlets were located in the interior parts of the localities. It was rather difficult to reach them. Some of the caterers were very busy and sometimes reluctant in providing information, so I had to put some extra efforts to obtain answers from them. I had to interview almost all of them in Hindi, except a few who could understand English. Some caterers had never tried Amul ice-creams, so it became rather difficult for them to rate Amul ice-creams. Thus a full-flexed response could not be obtained regarding this particular query. Due to scorching heat sometimes I had difficulty covering more than 5 caterers in a day. Due to limitation of time and money, opinions of caterers and consumers in all the parts of Delhi could not be gathered.
Status of different Ice-cream brands in the catering segment
Mother Dairy Amul Kwality Walls Creambell Vadilal Others
Mother dairy captures approx. 50% of the catering market, whereas Amul is the second best competitor with approx. 26% of the market share. It shows that Amul has a huge potential to grow and beat its competitors in this market segment.The other competitors like Kwality Walls, Vadilal and Creambell are far behind in the market share in the catering segment. The local brands capture almost 9% of the market, Amul can introduce some low price Ice-creams in the vanilla, chocolate and other party packs along with high priced ones and increase its market share.
Caterers in the catering business for these number of years
50 40 30 20 10 0 Less than 1 year 1- 3 yrs 3- 8 yrs. More than 8 yrs
Mostly there are caterers who have been in the catering business for more than 8yrs. They a huge list of loyal clients with them. Amul needs to win over these caterers by offering them schemes and incentives. These caterers can prove to be catalysts in gaining huge share of the catering market by Amul Ice-creams.
Factors which influnce the decision of including a particular brand in the catering list by the caterers
Quality Brand Name Quantity Service Price Presentation and packaging Dealer's attitude/ relationship Creaminess schemes Client's demand Availibility Variety Supply Nearness to the Dealer Melting quality Hygenic Flavors
The major factors which the caterers keep in mind before deciding on which brand of ice-cream to include in the catering list are the quality, service, price, taste and client’s demand respectively. Amul should focus on these factors and try to improve its quality. It should give timely service to the caterers. It should maintain its price at the present level. The Vanilla taste of Mother Dairy brand is considered the best, so Amul should also try to improve its ice-cream’s taste. As far as client’s demand goes, more advertisements of Amul ice-creams should be given. Amul Ice-creams should be made available in every nook and corner of the city, so that the people get a chance to taste it and change their preference of ice-cream brand.
Reasons for prefering to cater one brand of Ice-cream only
Established brand name Quality Service Schemes Taste No complains No distributor for other brands Client's demand Reasonable price Client's acceptance Convenience
Long association with the brand Most of the caterers preferred to keep one brand of ice-cream. The major reasons for Awareness of the people So Amul this being the client’s demand, reasonable price, quality and service.about a in brand Availibility order to capture the major chunk of the market should work towards improving in these directions. nearness to the catering point Available at odd timings also manageble to stick to one brand
Reasons for prefering to cater more than one brand
Client's demand Variety Availibility Profit margin service
The client’s varied demand is the most important reason for the caterers to go for more than one brand of ice-cream. The company should again try to give incentives to the caterers, so that the caterers are encouraged to serve Amul Ice-creams or recommend it to their clients.
Most prefered brands for catering
Mother Dairy Amul Kwality Walls Creambell Vadilal Others
Mother Dairy is the most preferred brand for catering. The major contributory factors for making it number 1 are that it is easily available, its taste is good, better quality even if its rates are higher and also because Amul distributors never approached them. Amul needs to work seriously towards improving these factors.
Predominance in the decision making of including a particular brand on the menu of the party
Caterer Customer Both
The customer’s choice is the most dominating factor (41%). Caterer’s choice just follows after that (37%). In 22% cases both have 50-50 say in the matter. This shows that the caterers can be won over by offering them certain schemes. This will be very beneficial for Amul as it can have a greater share of the catering market. The customers can be won over through major advertisement campaigns.
Rating on the basis of taste
Mother Dairy Amul
The taste of Mother Dairy is only little better than Amul (as vanilla is the best flavor in Mother Dairy Ice-creams). So, in order to beat its competitor, Amul should put in major efforts to improve the taste of its ice-creams (specially vanilla flavor).
Rating on the basis of quality
Mother Dairy Amul
As far as the quality of Mother Dairy goes, it is better than Amul in the caterers’ opinion. Amul’s quality has been seen to be deteriorating. Amul should try to improve and then maintain its quality. Constant vigilance should be kept on the Distributors, as there is complain of some instances of duplicate ice-creams being sold in the Amul cartons.
rating on the basis of price
Mother Dairy Amul
Amul Ice-creams are much more reasonable, specially because of its 5litre pack, which comes for a price in which Mother Dairy offers 4 litre for the same price. Amul should try to maintain this price level.
Rating on the basis of schemes.
Mother Dairy Amul
Amul offers better schemes in comparison its rival brand Mother Dairy. But it should try to offer more schemes in order to leave Mother Dairy far behind in this area.
rating on the basis of availibility
Mother Dairy Amul
Amul Ice-creams should be made readily available in every nook and corner of the city. The Amul distributors should give delivery even late in the night, as in many cases there is shortage of ice-creams during the party in the middle of the night also.
Rating on the basis of packaging
Mother Dairy Amul
As far as packaging of Amul Ice-creams goes, it is just equivalent to its rival brand, mother dairy. Amul can make some efforts to make it leak-proof, so that more caterers can be drawn to purchase Amul Ice-creams.
Rating on the basis of presentation
Mother Dairy Amul
Amul Ice-cream’s presentation is much more attractive and eye-catching in comparison to Mother Dairy’s. Amul should maintain this thing in future also.
• • • •
Amul Ice-cream offers a great variety to consumers than other brands.
Its rates are very attractive.
The restaurants and banquet halls visited showed very good interest.
Juice corners were least interested in Amul ice-cream due to the higher prices then local brands. They save a good amount of money if they use local brands like Rupa and National.
The caterers have issue of delivery charges which was being charged by distributors to them if they ask delivery of ice-cream at the party venue. But the distributors argued with them that delivery is only free at their outlet and not at the party venue.
Most of the caterers said that Amul charged more than market rate of their cutters.
• • • • • •
Kwality Walls was used in most of the restaurants.
In Reliance Fresh Stores, bricks were sold the most.
Vanilla 2 litre pack has the most demand in the market.
Buy 1 Get 1 Free offer on some bricks was very successful.
Many times, few products of Amul’s ice-cream were out of stock.
Pineapple flavour of Amul ice-cream was not much liked by the consumers. 46
• • • • •
Small Chocobar and orange candy are the favorites of the children.
Distributors of Amul Ice-creams don’t approach to the caterers.
There are very less number of Amul Push Carts in East Delhi.
Caterers were not aware of the schemes offered by the company.
There is less awareness about the sugar free & ProLife Probiiotic Welness Ice Cream.
Small retailers have more interest in deep freezer on security or on installments.
As we know that Amul is very big organization and market leader in dairy products. It has maximum market share in Milk, Butter and Cheese, which are its main/core products. As we know Amul is a co-operative organisaion but ice cream industry is a profitable industry we can’t ignore it. With the help of research, company can find out its week points in their products and can increase its market share through rectify mistakes. People have believed in Amul’s product and they will accept ice cream also if effective actions were taken. Amul Ice Cream has a great variety to offer to consumers. The quality of ice cream is very good. It is behind Mother Dairy in total sale of ice cream in Delhi but it is increasing its consumer and retail base. Amul is offering the highest margin i.e. 17.5% to the retailers due to which it is able to attract more and more retailers. The only issue of concern with retailers is the availability of few products which many times get out of stock. The retailers are very much satisfied with the quality and price of the ice cream.
The survey resulted into following conclusions:
Amul must come up with new promotional activities. Quality is the dominating aspect which influences consumer to purchase Amul product, but prompt availability of other ice cream brands and aggressive promotional activities by others influences the consumer towards them and also leads to increase sales. In comparison to Amul Prolife Sugar free ice cream, the other players such as Kwality Walls, Mother Dairy, and Vadilal provide a better availability and give competition to the hilt. People are mostly satisfied with the overall quality of Amul ice cream, but for the existence in the local market Amul must use aggressive selling techniques.
• In order to increase their sale, Amul need to have tie-up with other major retail stores like More, Sabka Bazar, 6Ten, etc. This will help Amul in increasing their brand awareness along with the increase in sales. Along with that, Amul can reach to a large population by this. • Salesman of Amul ice cream should have regular visits to the retailers, outlets as well as caterers. This will help Amul in increasing their brand loyalty and along with that Amul can get proper feedback. • • Amul should identify those products which have great demand in market so that they are able to meet the demand properly. Schemes should be directly given and conveyed to the caterers, so that they can achieve a set target and Amul ice-creams will definitely gain preferance over other ice-creams in this way. • • • • • Deep freezers should be made available to the retailers on installments as well on security like its competitors are doing. Amul should deliver ice cream at the party venue without charging anything extra. This would build a strong relationship with caterers. Amul should introduce new flavours time to time to attract new consumers as well it will also help in retaining the old one. Amul should take back any leftover bricks, which are not utilized during the party and refund the money to the caterers. Amul should try to increase their push carts in East Delhi and they should try to make those push carts available in day time as well in front of schools as school children will like to have after the school hours. • • Amul should also try to open new outlets at college canteens as students coming to college will love to have ice cream at breaks and at lunch. Amul should give local advertisements apart from the advertisements given at the national level. Local advertisement must mention the exclusive Amul shops of the city.
Marketing Management - Kotler and Keller Business Research Methods - William G. Zikmund www.amul.com www.wikipedia.org http://www.chillibreeze.com/articles_various/fmcg-in-india.asp http://www.ibef.org/industry/foodindustry.aspx http://www.indianfoodindustry.net/
Appendix Questionnaire (Caterer)
NAME OF CATERER: OUTLET NAME: ADDRESS: CONTACT NUMBER: 1. Which brands of ice-cream do you do catering for? a) Mother Dairy b) Amul c) Kwality Walls d) Cream bell e) vadilal f) others 2. How long have you been in the business of catering and serving icecreams on your menu? a) Less than 1 yr. b) 1- 3 yrs. c) 3-8 yrs. d) More than 8 yrs.
3. As a caterer, what are the five reasons do you suggest for selecting a brand of Ice-cream to sell? a) d) b) e) c)
4. Do you prefer to sell one brand or more than one brand? One brand Reasons: a) c) more than one brand b) d)
5. What are the reasonable margin or other requirements a brand should carry for you to include in your catering list? Reasons: a) c) 6. Which brand do you prefer to cater the most? a) Mother Dairy b) Amul c) Kwality Walls d) Cream bell e) others 51 b) d)
7. Do you prefer Amul Ice-cream? (Rate 1- 4). (1-Excellent / 2- Good / 3- Fair / 4- Poor). Brand Name Profit Margin Schemes Service 8. Are you satisfied with the schemes of Amul Ice-cream? Yes No If no, specify the reason:
9). Whose choice is predominant in including a particular flavor in the menu? (you or the customer). 10). On which basis customer prefers a Brand? (Rate 1- 4). (1- Excellent / 2-good /3-fair / 4- poor). Mother Dairy Taste Quality Price Scheme Availability Amul Kwality Walls Cream bell Vadilal Others
11). Rate the Company according to following features? (1-Excellent / 2-Good / 3- Fair / 4- Poor).
Mother Dairy Packaging Presentation Advertisemen t Taste Demand Service
12. Any suggestions?
13. According to you what Amul Ice-cream should do to become number 1 in Delhi?
Name: Age: Occupation: Contact Information: 1). Do you regularly eat ice-cream? a) Yes b) No
2). When do you love eating ice-creams? a) Summers only b) Winters c) Any season 3). How often do you try? a) Daily b) Twice a week c) Once a week d) Occasionally
4). Where do you frequently go to eat ice-creams? a) Small vendors and hawkers b) Ice-cream parlors c) Restaurants 5). Which brand do you prefer? a) Mother Dairy e) Cream bell b) Amul c) Kwality Walls d) Vadilal
e) Others (specify) _____________
6). Why do you prefer that brand?
7). In which form do you enjoy it? a) Cones b) Cups c) Sundaes d) Bricks e) Stick
f) Specific _______________ 8). Have you tried Amul Ice-cream? a) Yes b) No
9). If yes, how do you rate these? ( 1- Poor , 2- Fair , 3- Good , 4- Excellent ) Mother Dairy Taste Quality Price Scheme Availability Amul Kwality Walls Cream bell Vadilal Others
10). According to you, what are Amul strengths? (tick whichever is applicable). a) Brand name b) Easy availability c) Pricing d) Taste f) Good advertisement 11). What are the weaknesses of Amul Ice-creams? a) Poor availability b) Taste c) Price d) Advertisement e) Product range e) Marketing
f) Any other ______________ 12). Which flavor do you like most? a) Vanilla e) Specify 13). Are you willing to try new flavors? If yes, please suggest. a). Yes b)No b) Chocolate c) Strawberry d) Butterscotch
__________________________________________ 14). Which factor influences you most when you try ice-creams? a). T.V.Ads b) Newspaper Ads. c) Friends d) Hoardings e) Parents f) Ice-cream vendors and restaurants. 55
15). Any suggestions to make Amul Ice-creams number 1 in Delhi.
Appendix List of Reliance Fresh Stores in East Delhi
S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Store Name Maujpur Ghonda Unity Mall, Welcome Ganga Vihar North Ghonda Kartar Nagar Maujpur Jaffarabed Brahmpuri Bhajanpura Krishna Nagar Gandhi Nagar Radheypuri Shastri Park Jheel Khurenja Jittar Nagar Lala Quarter Raghubarpura Laxmi Nagar Dilshad Garden Vishwas Nagar Jhilmil Colony Bholanath Nagar Seemapuri Kabir Nagar Nathu Colony West Rohtash Nagar Mandoli Main Road
Address A -151, Mainm Road, Maujpur, Delhi Welcome Metro Station, Ground Floor, Delhi G.F. D-249, Ganga Vihar, Gokulpuri Main Road, Delhi K-14/1, Gali No. 16, North Ghonda, Delhi J-33, Main Road, Kartar Nagar, Delhi 12A/52F, Jamalu Ka Bagh, Main Maujpur Road, Delhi C-216, Gali No. 7, Main Road, Brahmpuri, Delhi B-2/654/21, Main Wazirabad Road, Bhajanpura, Delhi Ground Floor, P. N. F-2/12, Krishna Nagar, Delhi Ground Floor, P. N. 9/6087, Gandhi Nagar, Delhi A-3/31/1, Radheypuri Extn No 2, Delhi P No. 85/1, Shastri Park, Chander Ngara, Delhi GF, Property No. 666/10, Jheel Khurenja, Delhi F 22, Parwana Road, Jagat Puri, New Delhi Plot No. K 79A, Chachi Building, Lal Quarter, Delhi 2016, Rajgarh Extn, Raghubarpura Road, Delhi L-142, Laxmi Nagar Market, Delhi E-9,10, Dilshad Colony, Delhi 519/1A, Vishwas Nagar, Delhi C-210, Jhilmil Colony 484/6A, Bhola Nath Nagar, Delhi Commercial Property, E Block, New Seemapuri, Delhi A-18, Kabir Nagar, 100 Futa Road, Delhi A-1/1, Nathu Colony, Delhi 1/7224, West Rohtash Nagar, Delhi P No. 1/2358, Main Mandoli Road, Delhi
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Navin Shahdra ShakarPur Madhuban Road Pandav Nagar Acharya Niketan Khichripur East Hassanpur Preet Vihar
P No. 25, Raj Block, Navin Shahdra, Delhi WA 84, Shakarpur, Delhi 31 & 32A, Dayanand Block, Madhuban Road, Delhi 107, 108, Pandav Nagar, Delhi D-1/3, Acharya Niketan, Mayur Vihar 1, Delhi East Vinod Nagar, Main Khichripur Road, Delhi 53, Hasanpur Village, Delhi C-53, Preet Vihar, Main Vikas Marg, Delhi
List Of Visited Institutions
S.NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 NAME OF OUTLET Chaupal Res. & Bar Super Res. & Confectionary Super rRes. & Confectionary Giani Ice Cream Parlour Vinayak Enterprises Jaiswal Store Walls Mahavir General Store Sachdeva Stall Manoj General Store Poonam Store Ice Spice City Palace Royal Banquet Amar Palace Goind Banquet Aap Ka Swadist Sachdeva Marriage Home Singh Is King Raja Banquet Hall Shivam Marriage Home Milan Marriage New Shivam Restaurant Mayur Banquet Hall Dharamveer Banquet Hall The Pastry Shop Quality Pastry Shop Laajwab Banquets Jhankar Banquets PSK Hall Subhlagan Banquet Maharaja Banquet Hall Saubhagya Banquet The Juice Café ADDERESS F-311/12, Krishna Nagar 251/3, Krishna Nagar Plot No. 2, Lal Quarter, Krishna Nagar B-2/1, Krishna Nagar B-11/1, Krishna nagar E-6/11, Krishna Nagar E-10, Krishna Nagar 624/7A, Vishwas Nagar Opp. Shastri Gali, Jwala Nagar 496/1, Vishwas Nagar 3605, Vishwas Nagar 26/20, Vishwas Nagar 447, Jheel Chowk 162/22, Jheel Chowk 512, Jheel Khurenja 512, Jheel Khurenja Main Road, Maujpur D 32, Bhajanpura C-56, Thana Road, Bhajan Pura Main Wazirabad Road, Bhajanpura F-396, Khajorikhor, Main Wajirabad Road vajirabad main roMain Wazirabad Roadad Main Wazirabad Road, Bhajanpura Main Road, Yamuna Vihar B Block, Yamuna Vihar Krishna Nagar 5/125, Vishwas Nagar G-78, Preet Vihar Vikas Marg, Preet Vihar Vikas Marg, Preet Vihar E 363, Nirman Vihar B 21, Laxmi Nagar C 65, Preet Vihar In front of V3S Mall
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Delhi Juice Corner Subham Eating Corner Hot N Cool Bhola Juice Bhandar Balaji Juice Centre Govind Dhaba Paradise Restaurant Pummy Restaurant Pummy Sweets Corner Rasoi Restaurant Kapil Juice Corner Shejar Restaurant PVR Restaurant Royale Point Vineet Conf. Shiv Juice Corner Bitoo Juice and Shakes Soni Juice Corner Fresh Fruit Juice Juice and Shakes Lucky Palace Hungry Point Fruit Juice Khera's Banquet Hall Kamla Devi Hansh Fresh Juice Kamal Catterers Fresh Juice Prince Catterers Lovely Sweets Param House Juice Corner Spicy Roots Sunny Fruit Juice Cool Corner Chhabra Juice Corner Ice Cream Parlour Happy Shakes & Ice Cream Sai Juice Corner Panwar Restaurant Dev Palace Janta ating corner Aayam Banquet Hall Govindam Banquets Shiva Juice Corner Prakash Fast Food & Res. Purohit Juice Corner
In front of V3S Mall Behind Laxmi Nagar Bus Stand Laxmi Nagar Radha Krishna Mandir Chauk, Dilshad Garden Dilshad Garden Dilshad Garden I-14A, Dilshad Garden 397, J&K Pocket, Dilshad Garden J&K Pocket, Dilshad Garden DDA Market, Dilshad Garden DDA Market, Dilshad Garden 400-A, J&K Pocket, Dilshad Garden 397, J&K Pocket, Dilshad Garden DDA Market, Dilshad Garden J - 51, Dilshad Garden Dilshad Garden Dilshad Garden Dilshad Garden Dilshad Garden Dilshad Garden Bholanath Nagar 29/B, Bholanath Nagar Geeta Bhawan Chauk, Bholanath Nagar 178/6B/5, Bholanath Nagar Bholanath Nagar 1/50, Gali No. 5, Vishwas Nagar Vishwas Nagar 16, Krishna Market, Jhilmil Colony Jhilmil Colony Jhilmil Colony Jhilmil Colony C 42, Jhilmil Colony D Block, Jhilmil Colony Shahdra Shahdra Shahdra Shahdra Shahdra Shahdra 643, B-1, Lodhi Road, Shahdra Shahdra Shahdra Loni Road, Shahdra Loni Road, Shahdra Loni Road, Shahdra Shahdra
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Regard Restaurant Kube Restaurant Mezbaan Zaika Friends Restaurant Little Hearts Restaurant Satish Juice Corner Aggarwal Tent House Fresh Juice Corner Gupta Catterers Quality Tent House Aggarwal Tent House Satyanarayan Caterers Aakashdeep Restaurant Kaif Restaurant Shan-e-Delhi Mix Fruit Juice Arjun Juice Corner Mehfil Restaurant New Madras Café Shree Rampal Dharmshala Shri Balaji Tent House Delhi Tent House & Cattering UTtrancjhal Catterers Radheshyam Tent House Mahesh Tent House Dashmesh Palace Vatika Restaurant Wimpy Restaurant Himalaya Sagar Prabhu Tent House Harish Catters Ablesh Tent House Neelkanth Tent House Kumar Tent House Bhola Catters Delux Tent House & Catters Vicky Tent House J K Tent House Pakeeza Restaurant Royal Juice Roint Star Restaurant & Caterer Mirchi Tent House Paras Tent House Fancy Tent House Ram Juice Centre Darbar Restaurant
Shahdra D-63, Chander Chawk, Gali No. 8, Shahdra Seelampur Seelampur Seelampur Seelampur Seelampur Seelampur S-58, Main Road, Brahmpuri R-6/5, Main Road, Brahmouri D-21, Main Brahmpuri Road Main Brahmpuri Road Kabir Nagar Kabirpur Brijpuri, Yamuna Vihar Opp. Sarnodya Vidyalaya, Yamuna Vihar C-7/4, Yamuna Vihar C-2/342, Yamuna Vihar C-8/255, Yamuna Vihar Bhagrathi Vihar-2, Mustafabad Mustafabad Karawal Nagar Karawal Nagar Karawal Nagar New Chauhanpur, Matawali Gali, Karawal Nagar Main Wazirabad Road, Bhajanpura C-7/7, Yamuna Vihar V-1, Vijay Park, Main Yamuna Vihar Road Yamuna Vihar Road Karawal Nagar Mayur Vihar, Phase 1 trilok puri, mayur vihar-1 Trilok Puri, Mayur Vihar 1 Trilok Puri, Mayur Vihar, Phase 1 Trilok Puri, Mayur Vihar 1 Kalyan Puri, Mayur Vihar 1 Kalyan Puri, Mayur Vihar 1 Kalyan Puri, Mayur Vihar 1 Mayur Vihar, Phase 1 Mayur Vihar, Phase 1 Mayur Vihar, Phase 1 Himmat Puri, Mayur Vihar 1 Mayur Vihar, Phase 1 Himmat Puri, Mayur Vihar 1 Opp. Mayur Vihar 1 Bus Stand Mayur Vihar, Phase 1
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Shivam Tent House Bhola Tent House P. S. Tent House Saini Tent House Popular Restaurant Samllers Restaurent Prime Juice Corner Digambar Tent House Laxmi Tent House Shri Balaji Tent Indian Summer Restaurant Sweet & Spices New Punjabi Tandoor Raju Juice Corner Puja Juice Corner Kailash Juice Corner Salim Juice Corner Wasim Bhai Juice Corner Fresh Juice Corner Pradeep Tent House Chatak Chat Res. Juice N Shakes Loknath Tent House Gulshan Tent House R. K. Tent House Shri Hari Juice Corner New Delhi Juice Corner Shri Ganesh Tent House Balaji Juice Corner Shyam Tent House New Vikas Tent House Amul G Juice & Shakes Indian Summer Res. Shiv Juice Corner Malik Juice Corner New Saurya Tent House Lucky Fruit Juice Tulsi Juice Bhandar Chopra Tent House Fruit Punch Neelgiri Restaurent Suman Tent House Gupta Tent & Light House Ablesh Tent House Chander Tent House Rakesh Tent House
Trilok Puri, Mayur Vihar 1 Trilok Puri, Mayur Vihar 1 Trilok Puri, Mayur Vihar 1 Kalyan Puri, Mayur Vihar 1 491, 21 Block, Trilokpuri Mayur Vihar, Phase 1 Mayur Vihar, Phase 1 Karawal Nagar D-1/253, New Kondli, Mayur Vihar-3 R-64, East Vinod Nagar, Mayur Vihar-2 D-1/304, New Kondli, Mayur Vihar-3 G-1, Sagar Galaxy, Pocket-B, Mayur Vihar -2 Main Market, Mayur Vihar - 3 DDA Market, Mayur Vihar 3 DDA Market, Mayur Vihar 3 Near B-1, Opp. Group-5, Pocket A-2, M.V-3 Main Market, Mayur Vihar - 3 GR-4, Pocket A-2, Mayur Vihar-3 Mayur Vihar, Phase - 3 R-7, Gautam Marg, East Vinod Nagar, Phase-2 Main Market, Mayur Vihar - 3 Main Market, Mayur Vihar , Phase 2 Sarpanch Appt., Vasundhra Samrat Appt. Market Ajit Singh Complex, Vasundhra Ajit Singh Complex, Vasundhra DDA Market, Vasundhra DDA Market, Vasundhra C Block Extension, New Ashok Nagar Samachar Appt., Mayur Vihar 1 Shop No 7, Opp. Upkar Appt., Mayur Vihar 1 Opp. ASN School, Samachar Appt. Market B-14, Pratap Nagar, Beside Acharya Niketan 37, Pratap Nagar, Mayur Vihar 1 Pratap Nagar, Mayur Vihar 1 C-30/2, Acharya Niketan, Mayur Vihar 1 D-40, Acharya Niketan, Mayur Vihar 1 Near Kukreja Nursing Home, Shashi Garden C-46, Shasi Garden, Mayur Vihar 1 B-2, Acharya Niketan, Mayur Vihar 1 P-19/20, Pandav Nagar Shop No. E-95, Pandav Nagar Shop 91/1, Main Bazar, Pandav Nagar C-19/9, Nehru Market, Kalyanpuri C-19/11, Nehru Market, Kalyanpuri C-19/13, Nehru Market, Kalyanpuri
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Janta Tent House Ebrahim Tent House Shanti Tent House Mahalaxmi Tent House Siddharth Tent House Gaud Tent House J. K. Tent House Jyoti Tent House Krishna Tent House Maa Tent House Mayur Tent House T K Tent House Palival Tent House Uttranchal Tent House Vijaya Tent House Ram Tent House Kapoor Tent House Satguru Tent House Aakash Tent House Hari Tent House Babu Confectioners Bikaner Sweets Aggarwal Sweet India Kashyap Store Gupta Sweet Palace Vishal Sweet Corner Bhandary Confectionary Ankit Provisional Store Binita Store Shri Balaji General Store Vasundhra Store Prime Store Taj Sweets
C-19/15, Nehru Market, Kalyan Puri Kalyan Puri, Mayur Vihar 1 13/70, Kalyanpuri Gharoli Road, Kondli Old Kondli, Mayur Vihar 1 A-824, Gharouli Dairy Park 102-A, DDA Flats, Gazipur Dairy Farm 8/B-223, Kondli B-228, Harijan Basti, Kondli 64-B, Pocket B-7, MV III C-3/76, New Kondli B-1/20, Rajneer Colony c-5/100, New Kondli 135-B, Pocket A-2, LIG Flats, MV III B-274, Rajveer Colony b-70/20, Gahrauli Road, Sabji Mandi Shop No.25, Vasundhra Enclave A-353, Gahrauli Dairy Farm Gali No. 5, Shashi Garden C-270, Aacharya Niketan, M.V-1 Shop No. 5/375-B, Subhas Market, Trilokpuri 3/30, Subhas Market, Trilokpuri Shubhash Market, Trilok Puri Shubhash Market, Trilok Puri 17/2, Kalyanpuri 13/80, Jalebi Chowk, Kalyanpuri 18/1, Kalyanpuri, Near Ambedkar Park Near Ambedkar Park, Kalyan Puri Old Kondli, Mayur Vihar 1 Shop No. 10, Janta Market, Dallupura Shop No. 20, Near Samachar Appt. DDA market, Vasant Enclave DDA market, Vasant Enclave
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