RESEARCH PROJECT ON -

“DABUR”

FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT

FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF: SUBMITTED BY:

MS. VEENA MEHTA GAURAV BHARTI
Asst. Prof. (HR) 18GSOB1010115

BACHELOR OF BUSINESS ADMINISTRATION

2018-2021

SCHOOL OF BUSINESS, GALGOTIAS UNIVERISTY

Certificate
This is to certify that the project report “RESEARCH PROJECT ON -

DABUR” has been prepared by Mr. GAURAV BHARTI under my

supervision and guidance. The project report is submitted towards the partial

fulfillment of 3 year, Full time Bachelor of Business Administration.

Name & Signature of Faculty

Date

Declaration

2
I, GAURAV BHARTI Roll No 18GSOB1010115, student of School of
Business, Galgotias University, Greater Noida, hereby declare that the
project report on “RESEARCH PROJECT ON -DABUR” is an
original and authenticated work done by me.
I further declare that it has not been submitted elsewhere by any other
person in any of the institutes for the award of any degree or diploma.

Name and Signature of the student

Date

Acknowledgement

3
I have been able to prepare my report successfully and I acknowledge a
special thanks to all those people without whose support it was
impossible to make the project report.

I would hereby take this opportunity to show my gratitude towards my

mentor for what I have learnt during my project. A good response,
feedback and co-operation given by whole staff helped out in gaining
knowledge and solving my queries.

The successful completion of this project could not have been possible
without the co-operation and support of my faculty guide.I feel immense
pleasure to thank MS. VEENA MEHTA for making available all
facilities in fulfilling the requirements for the research work.

GAURAV BHARTI

18GSOB1010115

4
 TABLE OF CONTENTS

SL.No SUBJECT PAGE NO.

1 PREFACE 2

2 INTRODUCTION TO THE TOPIC 8

3 COMPANY PROFILE 8

4 OBJECTIVE OF THE STUDY 56

7 RESEARCH METHODOLOGY 58

8 DATA ANALYSIS AND INTERPRETATION 68

9 FINDINGS 88

10 SWOT ANALYSIS 90

11 RECOMMENDATION & SUGGESTION 93

12 CONCLUSION 96

13 LIMITATIONS 99

14 BIBLIOGRAPHY 101

15 ANNEXURE 104

5
 EXECUTIVE SUMMARY

As customers tastes and preferences are changing, the market scenario is also changing from

time to time. Today’s market scenario is very different from that of the market scenario before

1990. There have been many factors responsible for the changing market scenario. It is the

customers changing tastes and preference which has bought in a change in the market. Income

level of the people has changed; life styles and social class of people have completely changed

now than that of olden days. There has been a shift in the market demand in today’s world.

Technology is one of the major factors which is responsible for this paradigm shift in the market.

Today’s generation people are no more dependent on old fashion of Juices and far off previous

taste. Today we can see a new era in market with the increasing local as well as branded many

Juice Companies. In today’s world juices is not any more tiresome work rather it’s a pleasant

outing phenomenon now.

My study is based on a survey done on customers perception and buying behavior of a Juice in

the Market and to find why day by day increasing the sale of different types of juices of different

brands. Juice Market is a new type of feeling pleasant which came in to existence in India since

1994. It is a type of market where various kinds of products are available of juice. My study will

find out the current status of juice market and determine where it stands in the current market.

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This market field survey will help me in knowing the present customers tastes and preferences. It

will help me in estimating the customer’s future needs and wants. As I am a marketing student it

will definitely help me a lot in my work.

INTRODUCTION OF THE COMPANY

DABUR

The company, Dabur India Limited, was started in 1884 by Dr. SK Burman as a small mail order

business for Ayurvedic medicines, ‘Pudin Hara’ was the first medicine to be mail ordered. Over

the years the company passed down amongst the descendents of Dr. SK Burman and remained a

closely held family business. This remained true till November 2, 1998. That day the 114 yr. old

Dabur India reinvested itself. Breaking over a century of tradition, executive

powers of running the company were handed over to an outsider appointed

as CEO Mr. Neenu Khanna.

Dabur at this particular instance is going through a period of transition. This

transformation is going to result in the emergence of the largest Indian fast

moving consumer goods Company. The company, which has always shown

a signs of a visionary had set its rights on becoming the country’s largest

homegrown FMCG Company. The company realized that to be the industry

leader, it needs to be the best in all areas and have to be benchmarked with the best industry

7
practices. As such the company appointed McKinsey and Co. In April, 1997 to look into the

health of the company and to come up with suggestions which will help turn Dabur into one of

the largest fast moving consumer goods company of the country. McKinsey & Co. has identified

the areas of improvement and suggested initiatives required in them.

The biggest Indian FMCG Company, Dabur India Ltd., is poised to become the true Indian

multinational. The company today is a multi-location enterprise employing a dedicated task force

of over 5000 people. Dabur has 12 manufacturing plants in India, Nepal and Egypt. Dabur also

has a manufacturing license in Middle East. It has a transnational network of 19 offices servicing

both sales and marketing offices have been set up in Dabur, New York, London, Moscow and its

products are now available in over fifty countries.

Besides this Dabur has collaborated with leaders in their fields to set up joint ventures in India.

The joint ventures with Agrolimen of Spain, General De Confiteria India Limited, manufacturer

confectioneries Dabur International Limited, the joint ventures with Bongrain of France

manufactures specialty cheese. Dabur has collaborated with Osem Israel to manufacturer bakery

specialties and other food products under the name of Excelcia Food Pvt. Ltd. Dabur Exports,

Dabur products have found appreciation across the globe, in a market that spans the

sevencontinents:

Middle East, East and West Europe, Russia and CIS, Central and South America, USA and

Canada, South East Asia (Japan, Malaysia, Singapore, Thailand), North Africa, Bangladesh &

Sri Lanka.

Dabur Overseas Offices: London, Moscow & Kathmandu. Dabur Representatives Overseas:

Dubai, Kenya Production Base Overseas: United Kingdom (Work in progress), Egypt, Nepal &

UAE (franchisee under technology transfer agreement).

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PRODUCT RANGE: Till a year and halfback Dabur had over 500 products covering around 10

categories in all. These were as below:

 Healthcare Products Division: Marketed a range of OTC Healthcare products based on

Ayurveda. These included Herbal immunomodulators; digestive, restoratives, anti-flatulence

and laxatives, tonics and mother and child care products. Some of its products had over 65%

market share in their respective categories.

 Family Products Division: Markets a range of beauty is a product, toiletries, herbal hair care

products and select goods. Hair oils, red tooth powder, honey and rosewater are market

leaders with nearly 70% market share in their respective categories.

 Ayurvedic specialties: Based on the ancient holistic system of healthcare. This had a range

of over 400 medicines. Ethically promoted these include classical Ayurvedic medicines as

well as products developed through in-house R&D.

 Foods Division: The of the youngest division of the company markets a range of services,

ethnic pastes and foods. Real fruit juices gave Indian consumer for the first time, fruit juices

with nothing-artificial non-preservative, no color and no flower added.

 Cosmetics: Marketed range of beauty therapies under the brand name Samara - Sanskrit for

“to meet”. This range of hair and skin care products is a fusion of chemical Indian Ayurvedic

recipes and contemporary cosmetology.

 Pharmaceutical Division: This division has a major presence in anti cancer products and

focuses on niche markets like anti-thrombolytic, anti migraine therapy and radio opaque rays.

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 The product line included a range of generic and branded formulations in wide-therapeutic

segments.

 Bulk Drugs & Chemicals: Dabur manufactured synthetic and semi synthetic bulk

pharmaceutical substances, bulk natural compounds and intermediaries. Isolation of pure

natural compounds and customs synthesis was focus areas.

 Natural Gums: This division manufactured and processed guar gums, gum kanaya,

tamarind-based gums and psyllium husk. the division produced a range of industrial and food

grade natural gums as per exacting customer specification.

 Ayurvedic Veterinary: This division dealt exclusively in Animal healthcare. Market safe

and non-toxic herbal veterinary products for poultry large and companion animals. These

products are manufactured according to traditional Ayurvedic formulation.

 Product for global markets: Dabur products are available in over 50 countries. These

include soaps and shampoos, shaving creams, cooking oils and other items. Company

personnel in London, Dubai and Kenya service the overseas markets. The products for global

markets are manufactured in Nepal, Dubai and Egypt.

The above mentioned product lines were there at Dabur till 1½ years back. On the

recommendation of McKinsey and Co., Dabur India Ltd., has decided to restructure its product

portfolio. Over the years, Dabur had added many new product, lines that gave the company a

very diverse portfolio. Although these new businesses have been profitable, some are unrelated

to the core competence - that of manufacturing herbal or Ayurvedic based medicines. The

company has decided to hive off such unrelated businesses to separate companies under the

Dabur group. This rationalization of product portfolio will make the company a true FMCG.

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Guided by the philosophy of “Doing Fewer things but doing them better”, the company plans to

concentrate on 12-15 major brands and add a few new products under these brands each year.

McKinsey also identified 5 pillars of strength

Product lines which will give maximum benefits to the company. As such the revised product

portfolio has 5 product lines. These include eight brands having market shares of over 65%.

Dabur’s products are positioned at the varied socio-economic cross section, thus providing

products for literally every Indian. The major areas of company’s business activity today

comprises the following:

A. Personal care products: This division accounts for 40 percent of Dabur’s total sales and is

the largest business in terms of turnover. Some previously marketed brands of this category

will be dropped and others will be added on. The turnover from the division is expected it

rise from the current RS. 350 crore to about RS. 430 crore next year growth in this division is

attributed to come largely from eight key brands. The major products lines and brands of this

division are :-

I. Hair care: - These include herbal, Ayurved based hair oil and shampoos, Some major brands

are Anmol coconut oil, Amla hair oil, Vatika hair oil and shampoo.

Dabur Amla Hair Oil - This grand old product of Dabur has a turnover in excess of RS. 100

crore (RS 1000 million).

Vatika Shampoo - Dabur introduced premium natural shampoo under the brand name

‘Vatika’ in 1997. Branded Vatika Henna cream conditioning shampoo, it provides natural

conditioning and nourishment without harmful chemicals. The shampoo has as its main

ingredients - Henna, Shikakai, Henna, and green almonds. The product is confluence of the

best of natural ingredients with modern day care.

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Vatika shampoo has received tremendous response since its launch and is all set to be one of the

leading brands in Dabur range of products.

II. Oral Care: Red tooth powder and the Binaca range, which Dabur acquired few years back.

III. Foods - including

 Dabur honey

 Sharbath - e Azam - a sweet rose flavored syrup.

 Gulabari - rose water

 kewra water

B. Healthcare products - This division accounts for 36% of the total turnover of Dabur

India Ltd. This business unit has some of the best known brands of Dabur. From all the

16 brands of this division, only 12 will be in the limelight; two new brands will be added

to the portfolio. This division is also the oldest division as Pudin Hara was one of the

three original formulations marketed by Dr. S.K. Burman, major product lines are

I. Mother & child care - this include

 Janam Gaunt

 All Tail

 Gripe Water

II. Digestives - Hingoli, Pudin Hara, Hajmola Tablets and Hajmola Candy.

Dabur is the largest digestive brand in India. Its Hajmola brand which has both plain and candy

variations as well as Pudin Hara and Hingoli have a strong Ayurvedic essence to them. The

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Hajmola candy has tamarind pulp, which stimulates the digestive glands to secrete more

digestive juices. Pudin Hara is claimedly a natural stomach remedy, free of side effects, while

Hingoli has added its asafetida blend to the after meal digestive market. Together, the three

brands hold a major chunk of the herbal digestive market of which Dabur has an overwhelming

chunk, thanks to its Ayurvedic competence.

III. Herbal Tonics - including Chyawanprash and Restora. While Restora brand helps in restoring

as well as building up the digestive system of the body, Dabur Chyawanprash is a herbal

tonic for general well being.

A herbal immunomodulator, Dabur Chyawanprash not only builds immunity against cold and

infections but also improves the blood supply to a person’s lungs thus providing beneficial for

smokes and asthmatic patients.

Dabur Chyawanprash is one of the leading brands in Dabur’s product portfolio. Introduced in

late sixties in tin packs, the brands has come a long way to be the market leader with market

share above 70%. Dabur Chyawanprash is available in two variants - Ashtavarg and special. It is

the third brand after Dabur Lal Dant Manjan and Dabur Amla hair oil to reach the coveted mark

of RS. 100 crores in terms of turnover in last financial year. The product is exported to more than

25 countries worldwide.

C- Ayurvedic Specialties: This is a 60 crore division which grew by 20 per cent last

year. This division includes ethically produced traditional Ayurvedic medicines sold ethically

through Ayurvedic practitioners. It has a range of over 400 generic and proprietary Ayurvedic

medicines in its portfolio. These product are divided in 16 categories.

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This year the strategy of Dabur, regarding this product range is to pick on 7 promising products

of its portfolio of 401, and focus on their growth. But this will be more of a test market lab. The

major product lines are:

Asav - Arishta

Ras Rasayana

Medicated Oils

Churnas

Proprietary Medicines

D. Foods & Cosmetic: This is the youngest business unit of Dabur. It handles a range of

ethnic Indian food products and a range of 33 skin care and Hair Care products sold

under the brand name Samara. Major product lines are

I. Real Fruit Juices.

II. Home made Ethnic cloaking pastes and sauces.

III. Capsico chilli sauces.

IV. Nutrasalt low sodium salt.

V. Samara beauty therapies which includes of skin nourishers and toners. Moisturizers and sun

protectors, cleansers, face masks hair oils and vitalizers, hair wash and cleansers.

Dabur’s Homemade brand of ethnic pastes (ginger, garlic, onion, & green chilli) which was

launched just last year has a turnover of 3.5 crore and has successfully made a place in today’s

urban homes. Dabur has identified this brand as one of the pillars for growth over the next

14
millennium. The brand, which was brought into the market after much research on the

psychographic profile of today’s urban women, has been well received by its target segment.

Dabur already has a well-etched out strategy for its foods division. Over the next three years,

Dabur will spend close to Rs. 60 crore in advertising in foods, besides and additional capital

investment of Rs. 20 crore. On the anvil: some more pastes and a range of other culinary

products.

E. Oncology: The last product line, which has been recognized, as the pillar of growth for

the company is that of oncological products. This business of Dabur has a huge future potential

in India and abroad.

Dabur is the only company in India to manufacture anti-cancer drugs, all a result of the efforts at

Dabur Research Foundation. This product line at present has a range of 10 products.

Major products are intanel (paelitanel) and Eotel (Docetanel) - both derived from Asian Yew

Tree. Dabur is the only second company in the world to manufacture these drugs. DRF

developed the unique Eco-friendly process for extraction of these drugs from leaves of the tree.

Besides the above 5 product lines, Dabur is also concentrating on few other businesses.

Dabur has diversified in confectioneries and foods in collaboration with leading international

companies. Dabur’s joint venture with Agrolimen of Spain is manufacturing Bubble gums under

the brand name of Boomer and candies by the name of Bonkers. Excelcia Foods Pvt. Ltd.,

Dabur’s joint venture with Osem of Israel has stated marketing cream filled crisps under the

brand name of Creamwich. Some new products are ready to be introduced in the market shortly.

Bongrain of France, one of the world’s biggest cheese companies, is the partner with Dabur for

another JV set up for manufacture and sale of specialty cheese and other dairy products.

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Major factories of Dabur are located at Shahibabad, Baddi (H.P)Maksi (KP), Daburgram (Bihar)

and Nasndrapur (Bengal). Besides this Dabur also has 3rd party manufacturing for some of its

products.

PEPSICO.

PepsiCo is the 18th largest American Company with its worldwide

operations in 190 countries. The company employees over half a

million persons and is possibly the largest employer.

PepsiCo has set up a fully integrated operation in India- manufacturing, research and

development, marketing, distribution, covering fruit/vegetable processing, exports, snack foods,

beverages and restaurants, including franchising of beverage territories for beverage business and

restaurants it has set up a holding company to further accelerate growth in the future through new

initiatives and joint ventures. PepsiCo started its operations in India in 1989 with the formation

of Pepsi Foods Limited.

All of Pepsi’s businesses are employment intensive. PepsiCo employs over 35000 persons

directly and indirectly in its beverage business and other operations. 28 bottling plants and new

projects are combing up in West Bengal, Karnataka, Rajasthan, Gujrat and Maharashtra. In May

1990, Pepsi was launched in Jaipur. Pepsi broke its advertising campaign “Are you ready for the

magic” featuring Remo fernandes and Juhi Chawla on 15th August 1990. Since then this magic

has won millions of Indian hearts . Starting from a Zero base, Pepsi, today, enjoys a leadership in

Cola category. The company’s beverage brands are Pepsi, Seven Up , Mirinda Lemon, Mirinda

Orange and Slice. It also has Dukes, lemonade, and Dukes Soda. The snack foods are Ruffles,

Cheetos and Lehar Namkeen. Pepsi services all retailers at least thrice a week and in summer,

16
very often, twice a day. The company along with the franchisees has 25 bottling plants spread all

over India, of which 12 plants are owned by PepsiCo.

PepsiCo is planning to invest another Rs. 500 crore in its Indian operation in the next two years.

Each year, Pepsi is likely to generate an additional employment of 5,000 persons in its business

alone.

PepsiCo is one the largest companies in the U.S. It figures amongst the largest 15 companies

worldwide according to the number of employees hired. Its has a U.S. Fortune rank of 50.The

company profits for 1997 were $2.14 billion on revenues of $20.92 billion and Pepsi is bottled in

nearly 190 countries.

PepsiCo is a world leader in the food chain business. It consists of many companies amongst

which the prominent once are Pepsi-Cola, Frito-Lay and Pepsi Food International. The group is

presently into two of the most profitable and profitable and growing industries namely,

beverages and snack foods. It has scores of big brands available in nearly 150 countries across

the globe. The group has established for itself once of the strongest brands in various segments

of its operations.

The beverages segment primarily markets its Pepsi, Diet Pepsi, Mountain Dew and other brands

worldwide and 7-UP outside the U.S. markets. These are positioned in close competition with

Coca-Cola Inc. of USA. A point which is worth a mention is that Coca-Cola gets 80% of its

profits for International operations while the same figure for PepsiCo stands at 6%. The segment

is also in the bottling plants and distribution facilities and also distributes the ready to drink tea

17
products of Lipton in North America. In a joint venture with orient spray juice products

PepsiCo also manufactures and distributes fruit juices.

The snack food division manufactures and distributes and markets chips and other snacks

worldwide. The international operations of this segment extends to the markets of Mexico, the

UK and Canada. Frito-Lay represents this segment of PepsiCo.

The restaurant segment earlier primarily consists of the operations of the worldwide Pizza Hut,

Taco Bell and KFC chains. PFS. Pepsi Co’s restaurant distribution operation, supplies company

owned and franchise restaurants in the U.S. The company ventured into restaurant business with

Taco Bell, KFC, Pizza Hut ended last year when they were spinned off from the company. A

packaged goods company comprised of Pepsi-Cola Company and Frito-Lay will continue to bear

the PepsiCo name. The move should enhance both corporations ability to prosper with their own

fully dedicated structure and management team.

It was an era of men and women in uniform serving their country overseas, answering great

challenges in distant lands. In keeping with the patriotic feelings of the era, Pepsi-Cola adopted a

new red, white and blue colour scheme for its bottles, and opened a USO Canteen in New York

City's Times Square, where more than a million families recorded messages for their young men

and women serving all over the world.

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After World War II, Pepsi-Cola turned its attention to new ideas that would capture the spirit of a

victorious America. The company moved its headquarters to Manhattan, and continued to

expand overseas, into Latin America, the Philippines and the Middle East. At home, the "Nickel,

Nickel" advertising theme was expanded to include "Why take less when Pepsi's best?"

The company also began experimenting with new bottle sizes, and for the first time began to

package Pepsi-Cola in cans.

For Pepsi-Cola, the '50s were personified by the company's new president, Alfred Steele, a man

of immense drive and vitality, who presided over an extended period of growth and expansion.

But the post-war marketplace was changing rapidly. A new retail phenomenon called

supermarkets was beginning to appear, and in combination with equally dramatic changes in the

economics of producing soft drinks, forced Pepsi to abandon its strategy of selling the soft drink

for half the price of its chief competitor. Soon, the long-running "Nickel, Nickel" advertising was

replaced with a claim more in keeping with the energetic post-war America, "More Bounce to

the Ounce with Pepsi."

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Throughout this period, Steele's constant travelling companion was his wife, known to America's

film fans as the glamorous movie star, Joan Crawford. Many believe that it was stylish and

sophisticated Ms. Crawford who moved the company away from its "value" theme of the '40s

into the more sophisticated campaigns of the '50s. Later, after Mr. Steele's death in 1959, she was

elected a member of the board of directors.

COMPETITOR OF DABUR

TROPICANA HISTORY

Anthony T. Rossi (1900–1993) was born in Italy on

the island of Sicily. He had the equivalent of a high

school education. He immigrated to the United States

when he was 21 years old and educated himself to the

point that he became an expert mathematician and

mechanical engineer. He drove a taxicab, was a

chauffeur for a railroad executive, and ran a small grocery store. His first involvement with the

Florida citrus industry was gift boxes sold by Macy's and Gimbel's department stores in New

York City, New York.

In 1947, Rossi settled in western Florida and thus began Tropicana. Tropicana's early distribution

of fresh orange juice mostly by way of hand-delivered juice jars to nearby homes. Demand grew,

20
especially in New York City where Rossi had an established reputation from his citrus fruit gift

boxes.

New pasteurization process: 1954

In 1954, he invented a pasteurization process to aseptically pack pure

chilled juice in glass bottles, allowing it to be shipped and stored without

refrigeration. He also devised a method of freezing pure whole citrus juice

in 20-gallon blocks for storage and shipping.

Shipping innovations: S.S. Tropicana, "Juice Train"

By 1957, a ship, S.S. Tropicana, was taking 1.5 million gallons of juice to

New York each week from new base at Cape Canaveral, Florida. About

ten years later, even more capacity was arranged with an innovative unit

railroad train.

In 1970, Tropicana orange juice was shipped in bulk via insulated boxcars in one weekly round-

trip from Florida to Kearny, New Jersey. By the following year, the company was operating two

60-car unit trains a week, each carrying around 1 million gallons of juice. On June 7, 1971 the

"Great White Juice Train" (the first unit train in the food industry, consisting of 150 100-ton

insulated boxcars fabricated in the Alexandria, Virginia shops of Fruit Growers Express)

commenced service over the 1,250-mile (2,012-kilometer) route. An additional 100 cars were

soon incorporated into the fleet, and small mechanical refrigeration units were installed to keep

temperatures constant on hot days. Tropicana saved $40 million in fuel costs alone during the

first ten years in operation.

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 Starting out on the Seaboard Coast Line (SCL) railroad south

of Tampa, Florida, the original used former Seaboard Air Line

Railroad (SAL) and Atlantic Coast Line Railroad (ACL)

tracks. It crossed over to the Richmond, Fredericksburg and

Potomac (RF&P) in Richmond, Virginia at pier 5 of the

famous concrete James River Bridge. At Potomac Yard in

Alexandria, Virginia, Penn Central Transportation (PC) took over and operated it under the

former Pennsylvania Railroad's railway electrification system wires with electric locomotives

most of the way to Kearny. Within a short time, additional weekly trips were required to meet

growing demand.

Corporate, shipping changes 1978-2004

Rossi sold Tropicana to Beatrice Foods in 1978, then also retired. He was inducted into the

Florida Agricultural Hall of Fame in 1987. Beatrice was broken up starting in 1986, when the

Tropicana operation was sold to Seagram's. In 1998, it was acquired by PepsiCo, which

combined it with the Dole brand for marketing purposes. It has become the world's leading

producer of branded fruit juices.

In 1976, Conrail (CR) took over from ill-fated Penn Central, with electrification discontinued in

1981. SCL became part of CSX Corporation in 1980, under which it was merged into first

Seaboard System Railroad and then CSX Transportation, which by 1991 also included RF&P. In

1997, a second Juice Train began serving Cincinnati, Ohio. When CSX acquired part of Conrail

in 1999, an all-CSX train began traveling to a new larger facility in Jersey City, New Jersey.

Rolling stock has also changed, including orange, white, and blue cars, some with innovative

22
refrigeration. Florida East Coast Railway (FEC) is now carrying Tropicana cars from a second

processing facility in eastern Florida. A reliable and economically viable transport mode, the

Juice Train(s) are also a powerful mode of advertising, running ten trips each week to Jersey City

and Cincinnati. Additional shipments with specially-equipped refrigerated cars now travel 3,000

miles by rail to California.

In the 21st century, the Tropicana-CSX Juice Trains have

been the focus of efficiency studies and have received

awards. They are considered good examples of how modern

rail transportation can compete successfully with trucking

and other modes to carry perishable products.

Citing the decreased productivity of Florida's orange crop

after recent hurricanes, Tropicana now uses Brazilian oranges in some of its juice.

Pepsi, under the Tropicana brand, makes the following fruit flavored soft drinks called Tropicana

Tw!ster Soda:

 Orange

 Grape

 Strawberry

 Citrus

 Lemon

23
Other Products

Tropicana also grows the following fruits:

 Oranges

 Grapefruits

 Cranberries

Tropicana also has Fruit Snacks, and in the United Kingdom makes smoothies.

Naming Rights

Tropicana holds sponsorship to Tropicana Field in St. Petersburg, Florida, the home to the

baseball team Tampa Bay Rays. The name of the Bradenton Juice baseball team of the South

Coast League is loosely related to Tropicana.

24
 MARKETING STRATEGIES CUSTOMER PERCEPTION IN
FRESH JUICE INDUSTRY

MARKET STRATEGY

A marketing strategy can serve as the foundation of a marketing plan. A marketing plan

contains a set of specific actions required to successfully implement a marketing strategy. For

example: "Use a low cost product to attract consumers. Once our organization, via our low cost

product, has established a relationship with consumers, our organization will sell additional,

higher-margin products and services that enhance the consumer's interaction with the low-cost

product or service."

A strategy consists of a well thought out series of tactics to make a marketing plan more

effective. Marketing strategies serve as the fundamental underpinning of marketing plans

designed to fill market needs and reach marketing objectives. Plans and objectives are generally

tested for measurable results.

A marketing strategy often integrates an organization's marketing goals, policies, and action

sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which

might include advertising, channel marketing, internet marketing, promotion and public relations

can be orchestrated. Many companies cascade a strategy throughout an organization, by creating

strategy tactics that then become strategy goals for the next level or group. Each one group is

expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it

is important to make each strategy goal measurable.

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Product marketing deals with the first of the "4P"'s of marketing, which are Product, Pricing,

Place, and Promotion. Product marketing, as opposed to product management, deals with more

outbound marketing tasks. For example, product management deals with the nuts and bolts of

product development within a firm, whereas product marketing deals with marketing the product

to prospects, customers, and others. Product marketing, as a job function within a firm, also

differs from other marketing jobs such as Marcom or marketing communications, online

marketing, advertising, marketing strategy, etc.

A Product Market is something that is referred to when pitching a new product to the general

public. The people you are trying to make your product appeal to is your consumer market. For

example: If you were pitching a new video game console game to the public, your consumer

market would probably be a younger/teenage market (depending on the type of game). Thus you

would carry out market research to find out how best to release the game. Likewise, a massage

chair would probably not appeal to younger children, so you would market your product to an

older generation.

PRODUCT PRICING

Pricing is one of the four p's of the marketing mix. The other three aspects are product,

promotion, and place. It is also a key variable in microeconomic price allocation theory. Price is

the only revenue generating element amongst the 4ps,the rest being cost centers. Pricing is the

manual or automatic process of applying prices to purchase and sales orders, based on factors

such as: a fixed amount, quantity break, promotion or sales campaign, specific vendor quote,

price prevailing on entry, shipment or invoice date, combination of multiple orders or lines, and

26
many others. Automated systems require more setup and maintenance but may prevent pricing

errors.

The effective price is the price the company receives after accounting for discounts, promotions,

and other incentives.

Price lining is the use of a limited number of prices for all your product offerings. This is a

tradition started in the old five and dime stores in which everything cost either 5 or 10 cents. Its

underlying rationale is that these amounts are seen as suitable price points for a whole range of

products by prospective customers. It has the advantage of ease of administering, but the

disadvantage of inflexibility, particularly in times of inflation or unstable prices.

A loss leader is a product that has a price set below the operating margin. This results in a loss to

the enterprise on that particular item, but this is done in the hope that it will draw customers into

the store and that some of those customers will buy other, higher margin items.

Promotional pricing refers to an instance where pricing is the key element of the marketing

mix.

The price/quality relationship refers to the perception by most consumers that a relatively high

price is a sign of good quality. The belief in this relationship is most important with complex

products that are hard to test, and experiential products that cannot be tested until used (such as

most services). The greater the uncertainty surrounding a product, the more consumers depend

on the price/quality hypothesis and the more of a premium they are prepared to pay. The classic

example of this is the pricing of the snack cake Twinkies, which were perceived as low quality

when the price was lowered. Note, however, that excessive reliance on the price/quantity

27
relationship by consumers may lead to the raising of prices on all products and services, even

those of low quality, which in turn causes the price/quality relationship to no longer apply.

Premium pricing (also called prestige pricing) is the strategy of consistently pricing at, or near,

the high end of the possible price range to help attract status-conscious consumers. A few

examples of companies which partake in premium pricing in the marketplace include Rolex and

Bentley. People will buy a premium priced product because:

1. They believe the high price is an indication of good quality;

2. They believe it to be a sign of self worth - "They are worth it" - It authenticates their

success and status - It is a signal to others that they are a member of an exclusive group;

3. They require flawless performance in this application - The cost of product malfunction

is too high to buy anything but the best - example : heart pacemaker.

The term pricing is commonly used to describe the practice of providing a "gold-plated" version

of a product at a premium price in order to make the next-lower priced option look more

reasonably priced; for example, encouraging customers to see business-class airline seats as good

value for money by offering an even higher priced first-class option. Similarly, third-class

railway carriages in Victorian England are said to have been built without windows, not so much

to punish third-class customers (for which there was no economic incentive), as to motivate

those who could afford second-class seats to pay for them instead of taking the cheaper option.

This is also known as a potential result of price discrimination.

The name derives from the Goldilocks story, in which Goldilocks chose neither the hottest nor

the coldest porridge, but instead the one that was "just right". More technically, this form of

28
pricing exploits the general cognitive bias of aversion to extremes. This practice is known

academically as "framing". By providing three options (i.e. small, medium, and large; first,

business, and coach classes) you can manipulate the consumer into choosing the middle choice

and thus, the middle choice should yield the most profit to the seller, since it is the most chosen

option.

Demand-based pricing is any pricing method that uses consumer demand - based on perceived

value - as the central element. These include : price skimming, price discrimination and yield

management, price points, psychological pricing, bundle pricing, penetration pricing, price

lining, value-based pricing, geo and premium pricing. Pricing factors are manufacturing

cost,market place,compitition,maket condition,Quality of product.

Multidimensional pricing is the pricing of a product or service using mutliple numbers. In this

practice, price no longer consists of a single monetary amount (e.g., sticker price of a car), but

rather consists of various dimensions (e.g., monthly payments, number of payments, and a

downpayment). Research has shown that this practice can significantly influence consumers'

ability to understand and process price information

29
PROMOTION

Promotion involves disseminating information about a product, product line, brand, or

company. It is one of the four key aspects of the marketing mix. (The other three elements are

product marketing, pricing, and distribution.)

Promotion is generally sub-divided into two parts:

 Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, Internet

and Mobile Phones) in which the advertiser pays an advertising agency to place the ad

 Below the line promotion: All other promotion. Much of this is intended to be subtle

enough that the consumer is unaware that promotion is taking place. E.g. sponsorship,

product placement, endorsements, sales promotion, merchandising, direct mail, personal

selling, public relations, trade shows

The specification of these four variables creates a promotional mix or promotional plan. A

promotional mix specifies how much attention to pay to each of the four subcategories, and how

much money to budget for each. A promotional plan can have a wide range of objectives,

including: sales increases, new product acceptance, creation of brand equity, positioning,

competitive retaliations, or creation of a corporate image.

 all service-relevant technical systems are up and running and attended by the operating

team

 the specified service benefits are comprehensively delivered to any authorized requesting

service consumer without any delay or friction.

30
The time data are specified in 24 h format per local working day and local time, referring to the

location of the intended service consumers.

6. Service Support Times specify the determined and agreed times of day when the usage and

consumption of the contracted services is supported by the service desk team for all identified,

registered and authorized service consumers within the service customer's organizational unit or

area. The service desk is the single point of contact for any service consumer inquiry regarding

the contracted and delivered services. During the defined service support times, the service desk

can be reached by phone, e-mail, web-based entries and/or fax, respectively. The time data are

specified in 24 h format per local working day and local time, referring to the location of the

intended service consumers.

7. Service Support Languages specifies the languages which are spoken by the service desk

team(s) to the service consumers calling them.

8. Service Fulfillment Target specifies the service provider's promise of effective and seamless

delivery of the defined benefits to any authorized service consumer requesting the service within

the defined service times. It is expressed as the promised minimum ratio of the counts of

successful individual service deliveries related to the counts of called indivdual service

deliveries. The effective service fulfillment ratio can be measured and calculated per single

service consumer or per consumer group and may be referred to different time periods (workday,

calenderweek, workmonth, etc.)

9. Maximum Impairment Duration per Incident specifies the allowable maximum elapsing

time [hh:mm] between

31
  the first occurrence of a service impairment, i.e. service quality degradation or service

delivery disruption, whilst the service consumer consumes and utilizes the delivered

service,

 and the full resumption and complete execution of the service delivery to the content of

the affected service consumer.

10. Service Delivering Duration specifies the promised and agreed maximum period of time for

effectively delivering all specified service consumer benefits to the requesting service consumer

at the defined service delivery point.

11. Service Delivery Unit specifies the basic portion for delivering the defined service consumer

benefits. The service delivery unit is the reference and mapping object for all cost for service

generation and delivery as well as for charging and billing the consumed service volume to the

service customer who has ordered the service delivery.

12. Service Delivering Price specifies the amount of money the service customer has to pay for

the consumption of distinct service volumes. Normally, the service delivering price comprises

two portions

 a fixed basic price portion for basic efforts and resources which provide accessibility and

usability of the service delivery functions, i.e. service access price

 a price portion covering the service consumption based on

o fixed flat rate price per authorized service consumer and delivery period without

regard on the consumed service volumes,

o staged prices depending on consumed service volumes,

32
 o fixed price per particularly consumed service delivering unit.

With better understanding of customer’s perceptions, companies can determine the actions

required to meet the customer’s needs. They can identify their own strengths and weaknesses,

where they stand in comparison to their competitors, chart out the path future progress and

improvement. Customer satisfaction measurement helps to promote an increased focus on

customer outcomes and stimulate improvements in the work practices and processes used within

the company. Customer expectations are the customer-defined attributes of your product or

service. We cannot create satisfaction just by meeting customer’s requirements fully because

these have to be met in any case. However falling short is certain to create dissatisfaction.

Major attributes of customer satisfaction can be summarized as:

 Product quality

 Product packaging

 Keeping delivery commitments

 Price

 Responsiveness and ability to resolve complaints and reject reports

 Overall communication, accessibility and attitudes

33
The buying process involves the following steps:

Problem
Recognition

Information search

Evaluation

Decision

Buy

Post Purchase
Dissonance

Dissatisfaction = Satisfaction =
Brand Rejection Brand Acceptance

“The fact that word of mouth sales are a big deal in this industry has also helped. Industry
players and market surveys reveal that 20-30 percent of sales are through word of mouth”.

34
Recommendation comes from satisfaction and satisfaction comes from fresh juice industry

Product Quality Service Quality

Relationship
Quality

It is impossible to set up any yardstick for relationship between a buyer and a seller. No two

organizations can have similar set of rules for maintaining relationship. Even if on a particular

occasion a situation prompted a particular behavior, it is not necessary that a similar behavior is

necessary on another occasion. The time, place and group of person might be the same but

behave in different way, though circumstances and situations might be identical.

A buyer is also a seller. A seller is also a buyer. Both could also be customers. To make the point

clear let us take the example of a trader who buys goods for resale or a buyer who buys goods

and then sells it after value addition. Therefore , you can not show same behaviour when you are

in the role of a buyer as then your priorities are different then when you are in the role of a seller.

35
Let us for some time consider our own behaviour in our own house with our family members.

Are we at all times act in similar manner in a given set of situation? Perhaps not! What are the

factors that motivate our behaviour?

It is my sincere opinion that our senses, mental state of mind and our capacity of physical

endurance to react to given situation play an important role in our behaviour as seller, buyer or

customer. At no two given time perhaps we are in alike condition. Our behaviour will therefore,

show different relationships. The relationship is product of our own emotions. We may be have

more or less in similar given condition if we can control our emotions. This is very difficult if

perhaps not impossible.

Looking purely from the viewpoint of a customer the relationship could be short time or long

time. It is Primarily dependent on the objective of the customer and the supplier or vendor.. A

customer will always wish for a long term relationship with the vendor. The vendor on the other

hand has his own values and objectives. The whole talk about customer satisfaction or customer

delight turn meaningless when all over the place we see customers not satisfied with the service

level provided by the vendors. Whether it is seller’s market or buyer’s market in India generally

the customer is taken for granted and his endurance is tested to breaking limit. We have live

examples of customer taken for a ride all around us. The voter is customer to the Government

elected by him. In return he is entitled for certain basic fulfillments of promises by the elected

members of the Government. This is the guarantee clause attached to the democratic system. But

where are we in customer satisfaction. What about a builder who has taken advance from persons

36
who booked the flats and then fails to provide the flats by scheduled dates? Or if he has provided

the flat then the work is not done as promised.

We talk of customer focused management. Who is the customer we are talking about? It is the

ultimate user of goods and services? It is an intermediate customer like trader or value adder? Or

it is the internal as also external customer? Perhaps we are referring to the ultimate customer.

Who so ever it may be, there is a foundation laid to build up or develop relationship on business

objectives. The business objectives are based on the return on the investment. Speaking as a

matter of fact no businessman will extend any facility without charging the price to remain

remunerative on the investment made. The talk about the customer focus is a mere slogan and a

jargon used by management pundits. To explain the point precisely let us see some of the

motives kept in mind to set objectives for customer satisfaction.

1. Personal Gains : 0ne of the parties for it’s hidden desire of some personal gain develops

relationship by showing friendship, nearness and some advantage. The personal gain is so

intense that the party pretend to be a well wisher of the other. In more than 60% cases innocent

people fall prey to the cunnings of one party and repent later. There are several cases in Indian

industry where for personal gains deals have been finalized both in public and private sectors.

Some have been termed as scams other as scandals. This does nor require any further

explanation.

2. Mutual Gains : The two parties In this situation joint together for mutual gain irrespective of

the fact that by their personal gains the organization they serve and the ultimate customer is

37
going to suffer. This involves a give and take policy. One is giving advantage to the other for

mutual gains at the cost of their organizational interest. Both are cheats and form an unholy

alliance. The organization should see through their game plan and take corrective action in time

lest loose the ultimate customers. Unfortunately such mutual gain programmes are on rise in

present day economic scene. Many a time dealership is awarded on consideration of mutual

gains. This is very common in large variety of consumer durable, projects floated for investments

in mutual funds, plantation programme etc. Where every day we read in newspapers that

customers are left with hardly any avenue for relief. The principal party and agents just disappear

in thin air. Very little legal remedy is available against such unholy alliances. Many eminent

personalities have formed such unholy alliances for mutual gains to attract simple customers.

3. Social Gains: Alliance formed for social gains are those where society at large is the gainer.

Nationalization of banks, petroleum companies, coal-mining industry are few examples of

alliances formed for social gain. The objective was to ensure proper and planned growth of core,

sector and save the customers and public at large from exploitation. The story is however,

different as desired objectives could not be reached due to formation of alliances in Government

and within organizations based on personal or mutual gains. Nowhere the focus is on customer.

Many of us have experienced rude and unbearable treatment at nationalized banks while drawing

our own money. We are drawing our money and not begging. I have seen a senior citizen at the

bank counter virtually begging for hours to get his pension cheque encashed. It is an ordeal to get

the bank draft made at the banks. However, this are easy if one enters into unholy alliance for

mutual and personal gains.

38
4. Organizational Gains : This is the area where we should have main thrust for long-term

benefit to customers. Customer focused management should be the only objective of every

organisation. It is at this place that buyer, seller and customer should form a strategic alliance

without taking advantage of one or the other. If they join hand and work for all round gain then

the result would be great. The theory of organizational gain in many western nations, Japan and

some other southeastern countries have already been recognized. These countries have long back

focused their business on customer satisfaction and customer delight. Unfortunately, in India

even alliance made with industrial giants and premier brand names of these countries could not

show the same results. The only reason that come to my mind is that we as Indian do not have a

sincere desire or managerial attitude towards customer focused business or trade. The Indian

entrepreneurs perhaps still not aware of market volatility and the foreign partners have studied

the Indian business mentality. Unfortunately, the economic planners and their mentor have not

seen the plight of ultimate customer both in the industrial or domestic consumables. There

remains a gap in programmes and implementation. This is again due to the relationship

developed for personal or mutual gains. It is for this reason that Indian economy is not able to

reach to a level where it should be after 51 years of independence and our rich heritage. None of

our programmes and policies are really customer oriented. It is therefore, right time that

management at least in Indian industry try and focus attention on the customers.

5. One Time Gains : There are situations where a relationship is made for one time gain. Both

the parties join together, fulfill the task expected from each and then depart with no obligation

what so ever on either side. All onetime contracts are example of such one time gain. Once the

39
deal is concluded the relationship is severed. But do we have such one time gain contracts?

6. Permanent Gains : Such alliances are made in business world for long time gain to both the

sides i.e., the buyer and seller. This is more or less lifetime alliance and therefore, permanent in

nature. The buyer or customer gets goods or services from a supplier for a life time use. The

seller on the other hand buildup a life time goodwill. This is based on zero defect principle. The

seller ensures that after sales service is provided to the customer for the life time utility of the

product, goods and services. The customer receives maximum return on his investment. A

satisfied customer is perhaps the best and least costly advertiser. A dissatisfied customer is

perhaps the worst enemy moving loose in the cruel world of business. Recommendation of a

delightful customer is having stronger unpack on prospective customers than any amount of

multimedia advertisements. A goodwill build upon satisfied customers will be more potent for

growth in sales than any sales promotion gimmicks adopted by any smart salesman. Several

examples of customer’s delight are available for goods and services. A customer makes sacrifice

and in return he expect that he is relieved of after purchase headaches and botherations. For the

sacrifices made the customer expects sound sleep in the night.

7. Promotional Gains : Such alliances are formed at the time of launching of a new products

and or a company. Glorious future is projected to lure the prospective customers. Alliance is

made between the launcher and brokerage agency or advertising agency. Both the partners to the

alliance are gainers. The customer may or may not be the gainer.

It is therefore, clear that objectively all relationships first of all have vested interest. When we

talk about the customer-focused management we implied to certain predetermined objectives as

40
narrated above. Organizational culture, the work environment and the perception of seller about

customer focus play a very important role in setting up the objective for customer satisfaction. In

the business world the relationship are not platonically constructed. There has to be some

motive! Holy or unholy.

BRAND PERSONALITY IN JUICE INDUSTRY

A brand is “a set of expectation and association evoked from a company or product. A brand is

how your key constituents- customers, employees, shareholders etc. experience what you do.”

Some brands are of such great importance to people, that we speak of them as a part of one’s life

and identity, being used to express one. Some would say that these brands have their own

personality, the brand personality, which can be defined as “the set of human characteristics

associated with a given brand”. Thus, it includes such characteristics as gender, age and

socioeconomic class, as well as such classic human personality is both distinctive and enduring.

Based on the premise that brand can have the personalities in much the same way as humans,

brand personality describe brands in terms of human characteristics. Brand personality is seen as

valuable factor in increasing brand engagement and brand attachment, in much the same way as

people relate and bid to other people. Much of the work in the area of brand personality is based

on translated theories of human personality and using similar measures of personality attributes

and factors. Brand personality refers to the set of human characteristics we associated with the

brand. A common way of determining this is to reply on the metaphor: “If the brand was a

41
person, what would he/she be like?” we then list and group the traits to describe the brand as, for

example: caring, approachable and trustworthy. However, there is a lot more we can do.

Because many people interact with brands as though they were other people, it is important to

understand what a brand personality consists of, and how its characteristics can be used to affect

the relationship between the brand and its user. Knowing and understanding the brand

personality gives a good insight into this relationship, and into peoples’ attitudes towards the

brand, and is also as important guide to communicating the brand.

VALUES AND CHARACTERISTICSS OF BRAND PERSONALITY

People’s personalities are determined largely through the value and beliefs they have, and other

personality characteristics they develop. An example of value or belief is honesty.

Many people believe in being honest in everything they do and say. An example of characteristic

is confidence. This is not a belief, but more of a behavior. There are, of course, many

value/beliefs and characteristic that a person may have, but there are some that are particularly

likeable. It is these likeable values and characteristics that people are inevitably attracted.

Examples of these include dependability, trustworthiness, honesty, reliability, friendliness,

caring, and fun-loving.

There are about two hundred words that describe personality characteristics, and these can be

used for putting personality into brands. To illustrate how people think in personality terms when

making judgments about brands, here are the results of consumer research into how people feel

42
about tow companies. When asked question: “if these companies are people, how would you

describe them?” their replies were:

DABUR PEPSI
Sophisticated Easy going
Arrogant Modest
Efficient Helpful
Self- centered Caring
Distant Approachable
Disinterested Interested

A further point of interest arising out of this research is that people tend to prefer brands that fit

their self-concept. Everyone has views about themselves and how they would like to be seen by

others. And they tend to like personalities that are similar to theirs, or to those whom they

admire. Thus, creating brands with personalities similar to those of a certain group of consumers

will be an effective strategy. The closer the brand personality is to the consumer personality (or

one which they admire or aspire to), the greater will be the willingness to buy the brand and

deeper the brand loyalty.

The Creation of Brand Personality for fresh juice industry

Brand personality traits are formed and influenced by any direct or indirect contact that the

consumer has with a brand. A brand, unlike a person, cannot think, feel or act. A brand has no

objective existence at all; it is simply a collection of perception on the mind of the consumer.

Consumers accept the marketing actions to humanize brands. One explanation fort this can be

found in the theories of animism, which suggest that there exists need by people to

anthropomorphize objects in order to facilitate interaction with the nonmaterial world.

Anthropomorphize occurs when human qualities are attributed to non human objects, e.g. brands.

43
Consumers easily assign personality quality to inanimate objects like brands in thinking about

the brands as if they are human characters.

 imaginary. The upscale personality of Mercedes and the sexy, sophisticated personality

of Calvin Klein are similarly influenced by user imaginary.

 Sponsorship – activities such as events sponsored by the brand will influence its

personality. Swatch, for example, reinforces its offbeat, youthful personality will targeted

sponsorships that have included the Freestyle Ski World Cup in Breckenridge, the first

International

 Age – how long a brand has been on the market can affect its personality. Thus new

entrants such as Apple, MCI, and Saturn tend to have younger brand personalities than

brand such as IBM, AT&T, and Chevrolets, and it as all too common far a major

dominate brand to see as strongly and old fashioned, a brand for older people.

 Symbol – a symbol can be powerful influence on brand personality because it can be

controlled and can have extremely strong associations. Apples bitten apple, the Marlboro

cowboy, the Michelin mans all helps to create and reinforce a personality for their brands.

 Enriching understanding

The brand personality metaphor can help a manager gain an in-depth understanding of

consumer perceptions and attitudes towards the brand. By asking people to describe a

44
 brand personality, feelings and relationship can be identified that often provide more

insight than is gained by asking about attribute perceptions.

 Contributing to a differentiating identity

Strategically, a brand personality, as a part of a core or extended identity, can serve as the

foundation for meaningful differentiations. Advertising agencies such as Young &

Rubicam and Ogilvy & Mather routinely include a brand personality statement as a part

of their brand positioning strategy.

 Guiding the communication effort

Tactically the brand personality concept and vocabulary communication the brand

identity which richness and texture to those who must implement the identity building

effort. Practical decisions need to be made about not only advertising but packaging,

promotions, which events to associate with, and the style of person interactions between

the customer and the brand.

 Crating brand equity

The brand personality creates brand equity. The self-expression model explains this. The

model says that for certain groups of customers; some brands become vehicles to express

a part of their self-identity. People express their own or idealized identity in a variety of

ways, such as a job choices, attitudes, options, activities and lifestyles. Brand that people

like, admire, discuss, buy and use also provide a vehicle for self-expression.

45
 OBJECTIVE OF THE STUDY

Our main objective of the study was to find out the buying behavior of the customers coming in

to Juice Industry in the Current market.

I had made some extensive objectives for my study which are as listed below.

1. To determine the current status of fresh Juices awareness.

2. To find out the customers response towards fresh Juices.

3. To study the brand awareness and satisfaction level of customers in different attributes of
Juices.

46
 RESEARCH METHODOLOGY

Methodology includes the overall research procedures, which are followed in the research study.

This includes Research design, the sampling procedures, and the data collection method and

analysis procedures. To broad methodologies can be used to answer any research question-

experimental research and non-experimental research. The major difference between the two

methodologies lies in the control of extraneous variables by the intervention of the investigator in

the experimental research.

RESEARCH DESIGN

A research design is defined, as the specification of methods and procedures for

acquiring the Information needed. It is a plant or organizing framework for doing the study and

collecting the data. Designing a research plan requires decisions all the data sources, research

approaches, Research instruments, sampling plan and contact methods.

Research design is mainly of following types: -

1. Exploratory research.

2. Descriptive studies

3. Casual studies

EXPLORATORY RESEARCH

The major purposes of exploratory studies are the identification of problems, the

more precise Formulation of problems and the formulations of new alternative courses of action.

47
The design of exploratory studies is characterized by a great amount of flexibility and ad-hoc

veracity.

DESCRIPTIVE STUDIES

Descriptive research in contrast to exploratory research is marked by the prior

formulation of specific research Questions. The investigator already knows a substantial

amount about the research problem. Perhaps as a Result of an exploratory study, before the

project is initiated. Descriptive research is also characterized by a Preplanned and structured

design.

CASUAL OR EXPERIMENTAL DESIGN

A casual design investigates the cause and effect relationships between two or more

variables. The hypothesis is tested and the experiment is done. There are following types of

casual designs:

I. After only design

II. Before after design

III. Before after with control group design

IV. Four groups, six studies design

V. After only with control group design.

VI. Consumer panel design

VII. Exposit facto design

48
STEPS IN SAMPLING PROCESS

Steps Description

1. Define population The population is define in terms of (a) element (b) Units (c) Extents (d)

Time.
2. Specify sampling The means of representing the element of the population e.g.. telephone

frame directory, Map.

3. Specify Sampling Unit for sampling which holds the sampling household elements e.g. city

block, household.
4. Specify sampling The method by which the sampling unit to be selected

method is described i.e. probability / non-probability.

5. Determine Sample The number of elements of the population to be sampled is chosen.

Size
6. Specify sampling The operational procedure for selection of sampling units are selected.

plan
7. Select the sample The office and field work necessary for the selection of the sample are

carried out.

SAMPLE SIZE:

 Appox. 40 respondents

 The respondents of various insurance companies.

 These 40 respondents are selected approximately equally for all the agents.

 The Age of respondents is approximately between 18-66 yrs.

 It is based on the convenient sampling.

 Reasons for selecting convenient sampling.

• Time constraint

• Resource constraint

49
 • Cost constraint

Limitations Of Research:

• The results through the questionnaire not always correct.

• Convenient sampling some time leads to the distortion in results.

• The sample size of 40 consumers not sufficient for exact results

Regional limitations

In conducting the market survey on fresh juice companies and I found regional limitations as our

research was limited to Noida region. Although I conducted telephonic interviews in different

states, but our statistics holds a greater percentage of Delhi and NCR region.

Sample size

The sample size taken for this market research was 100. But this sample size is too small to be a

true representative for population size. The data collected from this sample size cannot be

generalized for the population.

Target population

The target population for this market group was 18 and above. But while conducting the research

I found that the respondents were maximum in the age category of 18-66, which limited the

boundaries of our research.

50
Class limitation

The targeted population was in majority from the middle and high-income group, which affected

our inferences on the preference on the Internet. Thus adding biasness to the inferences.

51
 DATA ANALYSIS
SURVEY FOR DEALERS

1 How many brands having you currently?

17%
27%
Two
Three
22% Four
More than Four

34%

52
 2 Which is more demandable brand according to you in the current
market ?

29%
37%
TROPICANA
REAL JUICE
OTHERS

34%

53
3 Have you keep REAL JUICE?

47% Yes
53% No

54
4 Is this more profitable comparisons to others ?

44% Yes
56% No

55
5 Which brand is more marginable ?

27%
37%
TROPICANA
REAL
OTHERS

36%

56
6 Which brand having the large market share according to you?

31% 32% TROPICANA

REAL
OTHERS
37%

57
 FINDINGS

 Mostly the Dealers using REAL JUICE. Brand for selling .

 According to the Market Survey REAL JUICE having large market share comparison to

the others as Tropicana.

 But the customer know more things about REAL JUICE due to maximum advertisement

and more stability in the market as market strategy.

 TROPICANA having more monopoly in comparison to other brands such as REAL

JUICE etc.

 In comparison to other companies REAL JUICE holding big size of advertisement and on

other Medias.

 Mean while when I was surveying the customers demand more TROPICANA and REAL

JUICE Brand products due to customer’s demand as REAL Juice having large market

share in advertisement.

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 SWOT ANALYSIS

STRENGTH:

♫ Wide range of Juices.

♫ Brand recognition.

♫ Brand Standardized products.

♫ Capable of surviving in Long run.

♫ Products are familiar to consumer.

♫ Good efforts for Research & Development facilities.

♫ Result oriented products.

♫ Financially sound.

♫ Good Diversified Management.

♫ Nation-wide presence.

WEAKNESS:

♫ Presence of lower priced products makes market weaker in some areas.

♫ Nation wide same strategy.

♫ No endorser of brand.

♫ Pepsi company as a whole depended a lot over Market share.

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OPPORTUNITIES:

♫ The markets of rural areas are somewhat remains potentially untouched.

♫ Now the diversified strategies should be adopted, as it has been long in adhesives.

♫ No established competitor is the potential advantage.

♫ The niche of the market is the rural area and the plenty of opportunities are lying there.

THREATS:

♫ Due to Industrial policies and easy avail of finance the competition can become

tougher in coming years.

♫ Due to the presence of the low priced firms the competition is proving to be tougher.

♫ Aggressive advertising and promotional efforts of competitors are making a shift in

the market share of the company.

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 CONCLUSION

To conclude, the results show that the companies are playing on the peripheral cues to maintain

their Total Relationship Management and connect to the customers both present and potential.

The companies are operating in a highly aggressive and competitive global market place and this

climate has led to the emphasis on quality in all aspects. TQM focuses on integration and

coordination as well as the continuous improvement of all activities and processes. Total

Relationship Management (TRM) is a very recent marketing strategy and philosophy. It focuses

on and is concerned with all integrated internal and external activities within and between the

organizations. These two terms are integrated by the manufacturers by building good quality

products and building good relationship with dealers and enhancing service levels.

However, when studied from the point of view of a customer there seems to be no major

difference among the Juice brands in a segment as far as performance is concerned. The brand

perception is dependant mostly on the peripheral cues depending upon the nature and quality of

the service provided along with the pricing, maintenance, availability of spare parts and related

issues. It seems so! It seems as an undercurrent sentiment is flowing and the perception of the

customers is changing according to it. So this might be the reason that despite Verna faring so

high on the performance parameters still lags on the account of converted sales.

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The study shows that brand perception is something which starts building up before a Juices is

purchased and goes on with its use and is reflected in the recommendations the customer makes

to his acquaintances for the same products. Also, its seen that the customer might not be using

the Juices products still he holds the perceptions about it. Brand personality of tiles product is

enforced by the sellers in the mindsets of the customers and the customers react to it by forming

their perceptions about the tiles products and this reflects in the overall brand image of the

products. So brand image and brand personality complement each other and the brand perception

aids the building of brand image.

Dealers, as per the study findings, play a very important role in building up the brand

perception of the Juices products. Since dealers are the connecting link between the customers

and the manufacturers thus becoming the most important link in joining the company to its

customers as he is the person who will sell the product, will deliver it and will keep on providing

the after sales services to the customers as and when required.

So, it becomes necessary automatically to study dealer as a part of customers’ satisfaction

journey with the product called Juices range! Their proximity to the customers, the service

provided by them and the relationship maintained by them with the customers helps the Juices

companies to establish and reinstate the brand personality communicated by them to the

customers.

Finally the major point that emerges out of this detailed study is a caution for the tile Juices

companies. It says that there is no doubt that Indian Juices market may be growing with a double

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digit figure still the Juices companies have a long way to travel to convince their customers about

the brand personality of their Juices and how it suits the prospective buyers. Simply because it

simply is not a guarantee that how so ever good the customer might be holding the brand

perception and how so ever good the brand image may be it is not a guarantee that it will convert

into sale. Juices just like clothes and accessories suit the style and persona of a person and since

all products will become commodity someday the key to sell and excel in the market will lie with

a person who knows how to use the perceptions of the customers to its use and sell the tile Juices

products ‘coz ultimately only that products survives which sells!

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 LIMITATIONS

Although every effort has been in to collect the relevant information through the sources

available, still some relevant information could not be gathered.

 Busy Schedule of Concerned Executives: The concerned executives were having very busy

schedule because of which they were reluctant to give appointment.

 Time: The time duration could not provide ample opportunity to study every detail of the

company.

 Unawareness: Executives were unaware of many terms related to same while asking to

them.

 Confidential Information: As the company on account of confidential report has not

disclosed some figures. Moreover, in some cases separate accounts of division are not

separately maintained thereby, leading to restrictions in study.

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 BIBLIOGRAPHY

BOOKS

Kotler, Philip and Armstrong, Graw - Principles of Marketing, Pearson Education, New
Delhi 2007.

Kotler, Philip - Marketing Management: Analysis, Planning, Implementations and

Control, Pearson Education, New Delhi. 2003, 11th ed.

Sharma J K - Business Statistics (Pearson Education)

Beri - Marketing Research (Tata McGraw-Hill), 1993, 2nd ed.

DAILYS & JOURNALS

Business World
Business Today
The Economic Times

INTERNET

www.google.com

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 QUESTIONNAIRE
(Questionnaire for Dealers)

PERSONAL I NFORMATION:-

Name:- _ _ _ _ _ _ _ _ _
Address:- _ _ _ _ _ _ _ _ _
Ph:- _________ E-mail ID:- _ _ _ _ _ _ _ _
Gender:- _ _ _ _ _ _ _ _ _ Occupation:- _ _ _ _ _ _ _

1 How many brands have you currently?

(A) Two (B) Three
(C) Four (D) More than four

2 Which is more demandable brand according to you in the current

market ?
(A) TROPICANA (B) REAL JUICE
(C) OTHERS

3 Have you keep REAL JUICE?

(A) Yes (B) No

4 Is this more profitable comparisons to others ?

(A) Yes (B) No

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 5 Which brand is more marginable ?

(A) TROPICANA (B) REAL JUICE

(C) OTHERS

6 Which brand having the large market share according to you?

(A) TROPICANA (B) REAL JUICE

(C) OTHERS

7 On what basis you give purchase decision to the retailers:-

(A) Price (B) Quality
(C) Availability (D) Brand Image
(E) Others (Please specify)

8 What influence your sales decision?

(A) Advertisement (B) Sales Person
(C) Reference Group (D) Price

9 Which brand would you like to Sale mostly?

(A) TROPICANA (B) REAL JUICE
(C) OTHERS

10 How much the retailers intend to spend at a time?

(A) 5000-7500 (B) 7500-10000
(C) More than10000 (D) Don’t Know

11 How frequently times the retailers demand the REAL JUICE?

(A) 1-2 Times (B) 2-4 Times
(C) 4-6 Times (D) 6-8 Times

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12 Which branded companies having the larger Ad in the Current
market?

(A) TROPICANA (B) REAL JUICE

(C) OTHERS

Comments :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Sign :- _ _ _ _ _ _ _ _ _

Thanks for giving your precious time.

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 QUESTIONNAIRE
(Questionnaire for Customers)

Name :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Age :-

Sex:-
(A) Male

(B) Female

Place:- _ _ _ _ _ _ _ _ _ _ _ _ _ Sign:- _ _ _ _ _ _ _ _ _ _

1 Kindly tick the name of the brands which you generally use?

(A) TROPICANA (B) REAL JUICE

(C) OTHERS

2 What affects you purchase decision?

(A) Rely on Sales Executive

(B) Friend Circle
(C) Advertisement
(D) Word of Mouth

3 Have you heard about REAL JUICE?

(A) Yes
(B) No

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5. Are you using REAL JUICE?

(A) Yes
(B) No

6. Are you satisfied for this product?

(A) Yes
(B) No

7 How much did you like the products quality wise of REAL JUICE?

(A) Very good

(B) Average
(C) Good
(D) Poor

8. If you want to go on another brand then on which brand will you go?

(A) TROPICANA JUICE (B) OTHERS

Comments :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Sign :- _ _ _ _ _ _ _ _ _

Thanks for giving your precious time.

70