A

PROJECT REPORT
ON
“A Study of Impact of Marketing Strategy on Consumer
of Amul Products in Raipur”

SUBMITTED TO
Pt. Ravishankar Shukla University, Raipur (C.G.)
In partial fulfillment for the degree course of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

FOR THE ACADEMIC SESSION

2019-20

Guided by: Submitted by:

Mr. Mallik Arjun Nisha Soni
Asst. Professor BBA VI Sem
Department of Management Roll No:0001765778
MAIC, RAIPUR

Department of Management
MAHARAJA AGRASEN INTERNATIONAL COLLEGE
Samta colony, Raipur (C.G.)

1
 A
PROJECT REPORT
ON
“A Study of Impact of Marketing Strategy on Consumer
of Amul Products in Raipur”

SUBMITTED TO
Pt. Ravishankar Shukla University, Raipur (C.G.)
In partial fulfillment for the degree course of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

FOR THE ACADEMIC SESSION

2019-20

Approved by: Submitted by:

Mrs. Ruchi Sachan Nisha Soni
Head of department BBA VI Sem
Department of Management Roll No:0001765778
MAIC, RAIPUR

Department of Management
MAHARAJA AGRASEN INTERNATIONAL COLLEGE
Samta colony, Raipur (C.G.)

2
 CERTIFICATE

This is to certify that Ms. Nisha Soni a bonafide student of Maharaja Agrasen
International College, Raipur (C.G.) studying in B.B.A VI Semester has successfully
completed his project entitled “A Study of Impact of Marketing Strategy on Consumer
of Amul Products in Raipur.”

I wish him/her all success in every endeavor of life.

Ms. Ruchi Sachan Dr. Jyoti Janswamy

HOD I/C Principal
Maharaja Agrasen International College Maharaja Agrasen International
College

3
 CERTIFICATE

This is to certify that the Project Work entitled “A Study of Impact of Marketing
Strategy on Consumer of Amul Products in Raipur.” submitted by Ms. Nisha Soni for
the partial fulfillment of Degree of Bachelor of Business Administration from Pt.
Ravishankar Shukla University, Raipur (C.G.) is an authentic work performed by the
Student.

This work has been submitted for the sole purpose of academic interest.

Internal Examiner/Guide External Examiner

4
 DECLARATION

Ms. Nisha Soni hereby declare that this report is the record of authentic work carried
out by me during the academic year 2019-2020 in “A Study of Impact of Marketing
Strategy on Consumer of Amul Products in Raipur.”

(Signature of student)
Ms. Nisha Soni

5
 ACKNOWLEDGMENT

I have taken efforts in this project. However, it would not have been possible
without the kind support and help of many individuals and organizations. I would
like to extend my sincere thanks to all of them.

I am highly indebted to Mr. Mallik Arjun, Professor of Management Department,

Maharaja Agrasen International College for his guidance and constant
supervision as well as for providing necessary information regarding the project
& also for his support in completing the project.

I would like to express my gratitude towards Mrs. Ruchi Sachan, HOD of

Management department, Maharaja Agrasen International College for her kind
co-operation and encouragement which help me in completion of this project.

My thanks and appreciations also go to my friends in developing the project and

people who have willingly helped me out with their abilities.

6
 INDEX

CHAPTER PARTICULARS PAGE NO.

S
1. INTRODUCTION 8-15
2. COMPANY PROFILE 16-47
3. RESEARCH METHODOLOGY 48-51
4. ANALYSIS OF DATA 52-68
5. FINDINGS 69-70
6. CONCLUSION, LIMITATION AND 71-73
SUGGESTIONS
7. APPENDICES 74-77
 QUESTIONNAIRE
 BIBLOGRAPHY

7
CHAPTER – 1
INTRODUCTION

8
Introduction
Marketing strategy is a process that can allow an organization to concentrate its resources on
the optimal opportunities with the goals of increasing a sustainable competitive advantage.
Marketing strategy includes all basic and long – term activities in the field of marketing that
deal with the analysis of the strategic initial situation of a company and the formulation,
evaluation and selection of market – oriented strategies and therefore contribute to the goals
of the company and its marketing objectives.

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. Commonly, marketing strategies are developed as multi-year plans, with
a tactical plan detailing specification to be accomplished in the current year. Time horizons
covered by the marketing plan vary by company, by industry, and by nation, however, time
horizons are becoming shorter as the speed of change in the environment increases.
Marketing strategies are dynamic and interactive. They are partially planned and unplanned.

Marketing strategy involves careful scanning of the internal and external environments.
Internal environmental factors include the marketing mix, plus performance analysis and
strategic constraints. External environmental factors include customer analysis, competitor’s
analysis, target market analysis, as well as evaluation of any elements of the technological,
economic, cultural or political/legal environment likely to impact success. A key component
of marketing strategy is often to keep marketing in line with a company’s overarching
mission statement.

Once a thorough environment scan is complete, a strategic plan can be constructed to identify
business alternatives, establish challenging goals, determine the optimal marketing mix to
attain these goals, and detail implementation. A final step in developing a marketing strategy
is to create a plan to monitor progress and a set of contingencies if problems arise in the
implementation of the plan.

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 Fig. 1.1 Marketing Strategy

The benefits of a planned marketing strategy are numerous. Business owners often rely solely
on their intuition to make business decisions. While this informal knowledge is important in
the decision-making process, it may not provide you with all the facts you need to achieve
marketing results. A marketing strategy will help you in defining business goals and develop
activities to achieve them.

Definition
An organization’s strategy that combines all of its marketing goals into one comprehensive
plan. A good marketing strategy should be drawn from market research and focus on the right
product mix in order to achieve the maximum profit potential and sustain the business. The
marketing strategy is the foundation of a marketing plan.

10
Characteristics/Features of strategic decision

 Strategic decisions have major resource propositions for an organizatio n. These

decisions may be concerned with possessing new resources, organizing others or
reallocating others.
 Strategic decisions deal with harmonizing organizational resource capabilities with
the threats and opportunities.
 Strategic decisions deal with the range of organizational activities. It is all about what
they want the organization to be like and to be about.
 Strategic decisions involve a change of major kind since an organization operates in
ever-changing environment.
 Strategic decisions are complex in nature.
 Strategic decisions are at the top most level, are uncertain as they deal with the future,
and involve a lot of risk.
 Strategic decisions are different from administrative and operational decisions.
Administrative decisions are routine decisions which help or rather facilitate strategic
decisions or operational decisions. Operational decisions are technical decisions
which help execution of strategic decisions. To reduce cost is a strategic decision
which is achieved through operational decision of reducing the number of employees
and how we carry out these reductions will be administrative decisions.

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Scope of Marketing Strategy
A market strategy under which a company may either choose to segment the market or to
pursue a single-market strategy. Market-scope strategy thus specifically amounts to
identification of the bases for forming market segments or establishing criteria for
segmentation, and choosing to serve a single market, several distinct markets, or the entire
market.

(1) Single-market strategy: - A variety of reasons may lead a company to concentrate

its efforts on a single segment. For example, a small company, in order to avoid
confrontation with large competitors' may find a unique niche in the market and devote its
energies to serving this market.

A single-market strategy often affects profitability in a positive manner. Due to concentrated

effort in a market, particularly when competition is meager, it is feasible to keep costs down
while prices are kept high, and thus earn substantially higher profits. Although the growth
objective may not be achieved when this strategy is followed, a company may be able to
increase its market share if the chosen segment is large enough vis-a-vis the overall market.

(2) Multi-market Strategy: - Instead of limiting business to one segment, a company

may opt to serve several distinct segments. To successfully implement the multi-market
strategy, it is necessary to choose those segments with which the company feels most
comfortable and in which the company is able to avoid confronting companies serving the
entire market.

The multi-market strategy can be executed in one of two ways: either by selling different
products in different segments, or by distributing the same product in a number of segments.

(3) Total-market strategy: -A company using the total-market strategy serves the entire
spectrum of the market by selling different products directed toward different segments in
the market. The strategy evolves over a great number of years of operations. Initially a
company may start with a single product to serve the market. As the market grows and
gets into different segments, leading competitors may attempt to compete in all the
segments. This may be done by employing different combinations of product, price,
promotion, and distribution strategies. These dominant companies may also attempt to
enter new segments as they emerge. As a matter of fact, the leading companies may
themselves create new segments and try to control them at the outset.

12
The total-market strategy is highly risky. For this reason, only a very small number of
companies in an industry may follow this strategy. It requires a top management commitment
to embracing the entire market. Additionally, a company needs an ample amount of resources
to implement this strategy. Finally, only companies in a strong financial position may find
this strategy attractive. As a matter of fact, a deteriorating financial position may force a
company to move backward from across-the-board market strategy.

The total-market strategy can be highly rewarding in terms of achieving growth and market
share. It may or may not lead to increased profitability.

Types of Marketing Strategies

1. Social Marketing

It refers to the design, implementation and control of programs to increase the acceptability of
a social cause or practice among people e.g. No Smoking campaign in Delhi University,
publicity campaign for casting vote.

2. Direct Marketing

Marketing through various advertising media that interact directly with consumers, generally
calling for the consumer to make a direct response, e.g. Catalogue Selling, Mail-order, Tele
calling and TV shopping.

3. Place Marketing

Place marketing involves activities undertaken to create, maintain, or change attitudes and
behavior towards particular places e.g. Tourism marketing.

4. Differential Marketing

A market-coverage strategy in which a firm decides to target different markets through

different strategies or offers e.g. Hindustan Unilever offers different types and qualities soaps
for different markets and customers.

13
Process of Marketing Strategy

Fig. Process of Marketing Strategy

Elements of marketing strategy

A good strategic marketing plan has four elements that make it successful. These include:

1. Goal(s): - You should have one or two goals which enable your facility to reach its
revenue and profitability objectives. Typically, my clients use budgeted overall census and/or
skilled census as their goal. A number like budgeted census meets the criteria for goal;
meeting budgeted census should, theoretically, enable the facility achieve its revenue and
profitability objectives. It’s also a number that is measurable and specific.

2. Objectives: -These are measurable and specific milestones that, when reached, mean
you should have achieved your goal. The most common objectives I see used in marketing
plans are admissions, discharges, conversion rates and referrals. There is a simple test to
determine if an objective is a good one: If the facility reaches its goal but doesn’t reach its

14
objectives, then the objectives are not the right ones. If the facility reaches its objectives, but
doesn’t reach its goal, then the objectives are bad.

3. Strategies: - Here are your general descriptions of how the facility will reach its
objectives. Each facility should have different strategies based on their unique situations. The
most common strategies employed include: increasing referrals from existing referral sources,
developing new referral sources, maximizing conversion ratios through improving the
admissions process, and increasing referrals through community-based marketing tactics.

4. Tactics. Or “action steps”: - which are the specific individual activities your staff
will engage to realize your strategies. What makes the marketing plan work is that your
tactics are structured with three elements: the task, the individual on the team who’s
responsible for completing the task and the timeframe for getting the task completed.
Structured in this way, you can hold your team accountable to the action items and executing
the marketing plan.

15
 CHAPTER – 2
COMPANY PROFILE

Company Profile of Amul

16
Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India. The word
Amul is derived from the Sanskrit word Amulya, meaning invaluable. The co-operative is
also sometimes referred to by the unofficial backronym: Anand Milk Union Limited.

Formed in 1946, it is a brand managed by a cooperative body, the Gujarat Co-operative Milk
Marketing Federation Ltd. (GCMMF), which today is jointly owned by 3.03 million milk
producers in Gujarat.

Amul spurred India's White Revolution, which made the country the world's largest producer
of milk and milk products. In the process Amul became the largest food brand in India and
has also ventured into markets overseas.

Dr Verghese Kurien, founder-chairman of the GCMMF for more than 30 years (1973-2006),
is credited with the success of Amul.

Fig. 2.1 Dr. V. Kurien (History of Amul)

The Kaira District Co-operative Milk Producers' Union Ltd. was registered on December 1,
1946 as a response to the exploitation of marginal milk producers by traders or agents of the
only existing dairy, the brand dairy, in the small town of Anand (in Kaira District of Gujarat).
Milk Producers had to travel long distances to deliver milk, which often went sour in
summer, to Polson. The prices of buffalo and cow milk were arbitrarily determined.

17
Moreover, the government at that time had given monopoly rights to Polson to collect milk
from Anand and supply it to Bombay city.

It all began when milk became a symbol of protest founded in 1946 to stop the exploitation
by middlemen inspired by the freedom movement.
The seeds of this unusual saga were sown more than 65 years back in Anand, a small town in
the state of Gujarat in western India. The exploitative trade practices followed by the local
trade cartel triggered off the cooperative movement. Angered by unfair and manipulative
practices followed by the trade, the farmers of the district approached the great Indian patriot
Sardar Vallabh bhai Patel for a solution. He advised them to get rid of middlemen and form
their own co-operative, which would have procurement, processing and marketing under their
control.

In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the
cartel. Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai
and Tribhuvandas Patel, they formed their own cooperative in 1946.

This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just
two village dairy co-operative societies and 247 litre of milk and is today better known as
Amul Dairy. Amul grew from strength to strength thanks to the inspired leadership of
Tribhuvandas Patel, the founder Chairman and the committed professionalism of Dr
Verghese Kurien, who was entrusted the task of running the dairy from 1950.

The then Prime Minister of India, Lal Bahadur Shastri decided that the same approach should
become the basis of a National Dairy Development policy. He understood that the success of
Amul could be attributed to four important factors. The farmers owned the dairy, their elected
representatives managed the village societies and the district union, A they employed
professionals to operate the dairy and manage its business. Most importantly, the
cooperatives were sensitive to the needs of farmers and responsive to their demands.

At his instance in 1965 the National Dairy Development Board was set up with the basic
objective of replicating the Amul model. Dr. Kurien was chosen to head the institution as its
Chairman and asked to replicate this model throughout the country.

18
Organization
Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), is India's largest food
product marketing organization with annual turnover (2011-12) US$ 2.5 billion. Its daily
milk procurement is approx. 13 million lit (peak period) per day from 16,117 village milk
cooperative societies, 17 member unions covering 24 districts, and 3.18 million milk
producer members.
It is the Apex organization of the Dairy Cooperatives of Gujarat, popularly known as
'AMUL', 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. Its
success has not only been emulated in India but serves as a model for rest of the World. It is
exclusive marketing organization of 'Amul' and 'Sagar' branded products. It operates through
47 Sales Offices and has a dealer network of 5000 dealers and 10 lakh retailers, one of the
largest such networks in India. Its product range comprises milk, milk powder, health
beverages, ghee, butter, cheese, Pizza cheese, Ice-cream, Paneer, chocolates, and traditional
Indian sweets, etc.

Fig. 2.2 Organization of Amul

GCMMF is India's largest exporter of Dairy Products. It has been accorded a "Trading
House" status. Many of our products are available in USA, Gulf Countries, Singapore, The
Philippines, Japan, China and Australia. GCMMF has received the APEDA Award from
Government of India for Excellence in Dairy Product Exports for the last 13 years. For the
year 2009-10, GCMMF has been awarded "Golden Trophy' for its outstanding export
performance and contribution in dairy products sector by APEDA.

19
 For its consistent adherence to quality, customer focus and dependability, GCMMF has
received numerous awards and accolades over the years. It received the Rajiv Gandhi
National Quality Award in1999 in Best of All Category. In 2002 GCMMF bagged India's
Most Respected Company Award instituted by Business World. In 2003, it was awarded the
IMC Ramakrishna Bajaj National Quality Award - 2003 for adopting noteworthy quality
management practices for logistics and procurement. GCMMF is the first and only Indian
organization to win topmost International Dairy Federation Marketing Award for probiotic
ice cream launch in 2007.
The Amul brand is not only a product, but also a movement. It is in one way, the
representation of the economic freedom of farmers. It has given farmers the courage to
dream. To hope. To live.

GCMMF - An Overview
Year of Establishment 1973
Members 18 District Cooperative Milk Producers'
Unions

No. of Producer Members 3.6 Million

No. of Village Societies 18,600
Total Milk handling capacity per day 35 Million litres per day
Milk collection (Daily Average 201-20) 23 Million litres per day
Cattle feed manufacturing Capacity 9200 Mts. per day
Sales Turnover -(2019-20) Rs. 38,550 Crores (US $5.1 Billion)
Milk Drying Capacity 150 Mts per day
Whey Drying Capacity 60 Mts per day
CRISIL Rating for GCMMF
Table 2.3 An overview of Amul Company

Sales Turnover Rs (Million) US $ (in million)

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2004-05 6000 138

2005-06 7090 160

2006-07 8220 202

2007-08 10770 272

2008-09 13780 310

2009-10 16950 360

2010-11 21110 469

2011-12 24660 528

2012-13 28500 528

2013-14 34410 574

2014-15 41420 681

2015-16 48250 736

2016-17 57000 900

2017-18 62560 963

2018-19 69660 1009

Table. 2.4 Sales Turnover of Amul Products

Member Unions of Amul

1. Kaira District Cooperative Milk Producers' Union Ltd., Anand

2. Mehsana District Cooperative Milk Producers' Union Ltd, Mehsana

3. Sabarkantha District Cooperative Milk Producers' Union Ltd., Himatnagar

4. Banaskantha District Cooperative Milk Producers' Union Ltd., Palanpur

5. Surat District Cooperative Milk Producers' Union Ltd., Surat

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6. Baroda District Cooperative Milk Producers' Union Ltd., Vadodara

7. Panchmahal District Cooperative Milk Producers' Union Ltd., Godhra

8. Valsad District Cooperative Milk Producers' Union Ltd., Valsad

9. Bharuch District Cooperative Milk Producers' Union Ltd., Bharuch

10. Ahmedabad District Cooperative Milk Producers' Union Ltd., Ahmedabad

11. Rajkot District Cooperative Milk Producers' Union Ltd., Rajkot

12. Gandhinagar District Cooperative Milk Producers' Union Ltd., Gandhinagar

13. Surendranagar District Cooperative Milk Producers' Union Ltd., Surendranagar

14. Amreli District Cooperative Milk Producers Union Ltd., Amreli

15. Bhavnagar District Cooperative Milk Producers Union Ltd., Bhavnagar

16. Kutch District Cooperative Milk Producers' Union Ltd., Anjar

Impact of the "Amul Model"

The effects of Operation Flood Programme are more appraised by the World Bank in its
recent evaluation report. It has been proved that an investment of Rs. 20 billion over 20 years
under Operation Flood Programme in 70s & 80s has contributed an increase of India’s milk
production by 40 Million Metric Tonne (MMT) i.e. from about 20 MMT in pre- Operation
Flood period to more than 60 MMT at the end of Operation flood Programme. Thus, an
incremental return of Rs. 400 billion annually have been generated by an investment of Rs.
20 billion over a period of 20 years. This has been the most beneficial project funded by the
World Bank anywhere in the World. One can continue to see the effect of these efforts as

22
India’s milk production continues to increase and now stands at 90 MMT. Despite this
fourfold increase in milk production, there has not been drop in the prices of milk during the
period and has continued to grow.

Due to this movement, the country’s milk production tripled between the years 1971 to 1996.
Similarly, the per capita milk consumption doubled from 111 gms per day in 1973 to 222 gms
per day in 2000. Thus, these cooperatives have not just been instrumental in economic
development of the rural society of India but it also has provided vital ingredient for
improving health & nutritional requirement of the Indian society. Very few industries of India
have such parallels of development encompassing such a large population.

These dairy cooperatives have been responsible in uplifting the social & economic status of
the women folk in particular as women are basically involved in dairying while the men are
busy with their agriculture. This has also provided a definite source of income to the women
leading to their economic emancipation.

The three-tier „Amul Model‟ has been instrumental in bringing about the White Revolution
in the country. As per the assessment report of the World Bank on the Impact of Dairy
Development in India, the „Anand Pattern‟ has demonstrated the following benefits:

• The role of dairying in poverty reduction.

• The fact that rural development involves more than agricultural production.
• The value of national „ownership‟ in development.
• The beneficial effects of higher incomes in relieving the worst aspects of poverty.
• The capacity of dairying to create jobs.
• The capacity of dairying to benefit the poor at low cost.
• The importance of commercial approach to development.
• The capacity of single-commodity projects to have multi-dimensional impacts.
• The importance of getting government out of commercial enterprises.
• The importance of market failure in agriculture.
• The power & problems of participatory organizations.
• The importance of policy.

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Amul Brand Building
GCMMF (AMUL) has the largest distribution network for any FMCG company. It has nearly 50
sales offices spread all over the country, more than 3,000 wholesale dealers and more than
5,00,000 retailers.

AMUL is also the largest exporter of dairy products in the country. AMUL is available today
in over 40 countries of the world. AMUL is exporting a wide variety of products which
include Whole and Skimmed Milk Powder, Cottage Cheese (Paneer), UHT Milk, Clarified
Butter (Ghee) and Indigenous Sweets. The major markets are USA, West Indies, and
countries in Africa, the Gulf Region, and [SAARC] SAARC neighbours, Singapore, The
Philippines, Thailand, Japan and China.

In September 2007, Amul emerged as the leading Indian brand according to a survey by
Synovate to find out Asia's top 1000 Brands.

In 2011, Amul was named the Most Trusted brand in the Food and Beverages sector in The
Brand Trust Report, published by Trust Research Advisory.

Developing demand of Amul:

At the time Amul was formed, consumers had limited purchasing power, and modest
consumption levels of milk and other dairy products. Thus, Amul adopted a low-cost price
strategy to make its products affordable and attractive to consumers by guaranteeing them
value for money.

Higher value products of Amul:

Beginning with liquid milk, GCMMF enhanced the product mix through the progressive
addition of higher value products while maintaining the desired growth in existing products.

Despite competition in the high value dairy product segments from firms such as Hindustan
Lever, Nestle and Britannia GCMMF ensures that the product mix and the sequence in which
Amul introduces its products is consistent with the core philosophy of providing milk at a
basic, affordable price.

24
The distribution network:
Amul products are available in over 500,000 retail outlets across India through its network of
over 3,500 distributors. There are 47 depots with dry and cold warehouses to buffer inventory
of the entire range of products.

GCMMF transacts on an advance demand draft basis from its wholesale dealers instead of the
cheque system adopted by other major FMCG companies. This practice is consistent with
GCMMF's philosophy of maintaining cash transactions throughout the supply chain and it
also minimizes dumping.

Wholesale dealers carry inventory that is just adequate to take care of the transit time from
the branch warehouse to their premises. This just-in-time inventory strategy improves dealers'
return on investment (ROI). All GCMMF branches engage in route scheduling and have
dedicated vehicle operations.

Umbrella brand:
The network follows an umbrella branding strategy. Amul is the common brand for most
product categories produced by various unions: liquid milk, milk powders, butter, ghee,
cheese, cocoa products, sweets, ice-cream and condensed milk.

Amul's sub-brands include variants such as Amulspray, Amulspree, Amulya and Nutramul.
The edible oil products are grouped around Dhara and Lokdhara, mineral water is sold under
the JalDhara brand while fruit drinks bear the Safal name.

Managing the supply chain of Amul

Even though the cooperative was formed to bring together farmers, it was recognized that
professional managers and technocrats would be required to manage the network effectively
and make it commercially viable.

25
Coordination
Given the large number of organizations and entities in the supply chain and decentralized
responsibility for various activities, effective coordination is critical for efficiency and cost
control. GCMMF and the unions play a major role in this process and jointly achieve the
desired degree of control.

Buy-in from the unions is assured as the plans are approved by GCMMF's board. The board
is drawn from the heads of all the unions, and the boards of the unions comprise of farmers
elected through village societies, thereby creating a situation of interlocking control.

The federation handles the distribution of end products and coordination with retailers and the
dealers. The unions coordinate the supply side activities.

These include monitoring milk collection contractors, the supply of animal feed and other
supplies, provision of veterinary services, and educational activities.

From the beginning, it was recognized that the unions' core activity lay in milk processing
and the production of dairy products. Accordingly, marketing efforts (including brand
development) were assumed by GCMMF. All other activities were entrusted to third parties.
These include logistics of milk collection, distribution of dairy products, sale of products
through dealers and retail stores, provision of animal feed, and veterinary services.

It is worth noting that a number of these third parties are not in the organized sector, and
many are not professionally managed with little regard for quality and service.

This is a particularly critical issue in the logistics and transport of a perishable commodity
where there are already weaknesses in the basic infrastructure.

Establishing best practices

A key source of competitive advantage has been the enterprise's ability to continuously
implement best practices across all elements of the network: the federation, the unions, the
village societies and the distribution channel.

In developing these practices, the federation and the unions have adapted successful models
from around the world. It could be the implementation of small group activities or quality

26
circles at the federation. Or a TQM program at the unions. Or housekeeping and good
accounting practices at the village society level.

More important, the network has been able to regularly roll out improvement programs across
to a large number of members and the implementation rate is consistently high.

For example, every Friday, without fail, between 10.00 a.m. and 11.00 a.m., all employees of
GCMMF meet at the closest office, be it a department or a branch or a depot to discuss their
various quality concerns.

Each meeting has its pre-set format in terms of Purpose, Agenda and Limit (PAL) with a
process check at the end to record how the meeting was conducted. Similar processes are in
place at the village societies, the unions and even at the wholesaler and C&F agent levels as
well.

Examples of benefits from recent initiatives include reduction in transportation time from the
depots to the wholesale dealers, improvement in ROI of wholesale dealers, implementation of
Zero Stock Out through improved availability of products at depots and also the
implementation of Just-in-Time in finance to reduce the float.

Kaizens at the unions have helped improve the quality of milk in terms of acidity and sour
milk. (Undertaken by multi-disciplined teams, Kaizens are highly focused projects, reliant on
a structured approach based on data gathering and analysis.) For example, Sabar Union's
records show a reduction from 2.0% to 0.5% in the amount of sour milk/curd received at the
union.

The most impressive aspect of this large-scale roll out is that improvement processes are
turning the village societies into individual improvement centers.

Technology and e-initiatives

GCMMF's technology strategy is characterized by four distinct components: new products,
process technology, and complementary assets to enhance milk production and e-commerce.

Few dairies of the world have the wide variety of products produced by the GCMMF
network. Village societies are encouraged through subsidies to install chilling units.
Automation in processing and packaging areas is common, as is HACCP certification.

27
Amulactively pursues developments in embryo transfer and cattle breeding in order to
improve cattle quality and increases in milk yields.

GCMMF was one of the first FMCG (fast-moving consumer goods) firms in India to employ
Internet technologies to implement B2C commerce.

Today customers can order a variety of products through the Internet and be assured of timely
delivery with cash payment upon receipt.

Another e-initiative underway is to provide farmers access to information relating to markets,

technology and best practices in the dairy industry through net enabled kiosks in the villages.

GCMMF has also implemented a Geographical Information System (GIS) at both ends of the
supply chain, i.e. milk collection as well as the marketing process.

Farmers now have better access to information on the output as well as support services while
providing a better planning tool to marketing personnel.

Amul girl:
Amul girl refers to the advertising mascot used by Amul, an Indian dairy brand. The Amul
girl is a hand-drawn cartoon of a young, chubby Indian girl dressed in a polka dotted frock
with blue hair and a half pony tied up. The Amul girl advertising have often been described
as one of the best Indian Advertising concepts because of their humor.

28
 Fig. The Amul Baby

The Amul girl was created as a response to Amul's rival brand Polson's butter-girl. The idea
was conceived in 1967 once ASP (Advertising, Sales and Promotion) clinched the brand
portfolio from the previous agency FCB Ulka.

Development of Amul Baby:

In 1966, Amul decided to give their account to the Advertising agency called Advertising and
Sales Promotion (ASP) to work on their ad campaign. Sylvester da Cunha, then the managing
director of the agency and Eustace Fernandez, art director decided to create something that
would grab the attention of every housewife in the country. Dr. Verghese Kurien, then
chairman of the Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF) suggested a
mischievous little girl as a mascot with two requirements. It had to be easy to draw and
memorable as most of the advertising would be outdoor media which required hand painting
in those days and the hoardings had to be changed frequently.

Eustace Fernandes:
Eustace S. Fernandes, creator of the Amul moppet and a director on the board of Radeus
Advertising, which created the iconic Amul advertising.

29
 Fig. Eustace S. Fernandes

Advertising of Amul
An Amul butter ad on Pakistan's Kargil War fiasco. The image shows the "Amul baby" in
between George Fernandes and Atal Bihari Vajpayee.

In 1966, Amul hired Sylvester da Cunha, then managing director of the advertising agency
AS to design a new ad campaign for Amul Butter. Da Cunha designed an ad campaign as
series of hoardings with topical ads, relating to day-to-day issues. The campaign was widely
popular and earned a Guinness world record for the longest running ad campaign in the
world. Since the 1980s, cartoon artist Bharat Dabholkar has been involved with sketching the
Amul ads, who rejected the trend of using celebrities in advertisement campaigns. Dabholkar
credited chairman Varghese Kurien with creating a free atmosphere that fostered the
development of the ads.

Despite encountering political pressure on several occasions, da Cunha's agency has made it a
policy of not backing down. Some of the more controversial Amul ads include one
commenting on Naxalite uprising in West Bengal, on the Indian Airlines employees strike,
and the one depicting the Amul butter girl wearing a Gandhi cap.

In popular culture

The establishment of Amul is also known as White Revolution. The White Revolution of
India inspired the notable Indian film-maker ShyamBenegal to base his film Manthan (1976)

30
on it. The film starred SmitaPatil, GirishKarnad, Naseeruddin Shah and AmrishPuri. The film
itself was financed by over five lakh rural farmers in Gujarat who contributed Rs 2 each to
the film's budget. Upon its release, these same farmers went in truckloads to watch 'their'
film, making it a commercial success., the film was chosen for the 1977 National Film Award
for Best Feature Film in Hindi. The Amul success story is taken up as a case study in
marketing in many premier management institutes across the world.

The White Revolution ushered an era of plenty from a measly amount of milk production and
distribution. Aside from the great measurable success that this project was, it also
demonstrated the power of "collective might". A small set of poor farmers of Kheda district
in Gujarat had the vision and foresight to act in a way that was good for the society and not
for the self alone.

Amul products:
AMUL means "priceless" in Sanskrit. The brand name "Amul," from the Sanskrit "Amulya,"
was suggested by a quality control expert in Anand. Variants, all meaning "priceless", are
found in several Indian languages. 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. (Turnover: Rs. 80.05 billion in 2009-10). Today Amul is
a symbol of many things. Of 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 of a proven model for dairy development.

The vast and ever-growing range of 'tasteful' Amul delectable!

31
32
Amul Parlours

 Amul Parlours

 Amul Scooping Parlours

 Amul Café

 Amul Railway parlours

 Amul Kiosks, etc.

Business Mission of Amul

As we take strides towards our future, we need a mission which create an objective for our
organization so that we can direct our efforts in order to achieve organizational growth, this
mission must be backed up by a set of action plans which may help us in achieving our
objectives in a best possible manner Amul has prepared a comprehensive roadmap in order to
guide that the dairy cooperatives of Gujarat to have a group turnover of Rs. 27000 crores by
the year 2020. The company is planning on its expansion and through expansion the company
will create fresh avenues for growth by catering to the rising demand for new products, this
would include increasing the capacity for major product categories including milk powders,
Ice-cream, paneer, cheese, curd, ghee and other dairy products. Milk drying capacity will also
be enhanced. in order to strengthen the presence of company in the large market, for liquid
milk Special emphasis will be given to metropolitan cities. The company is planning to
double its processing capacity of its plants to 20.7 million kg per day. The basic raw material
of Amul products is milk and for increasing milk production nutritious feed should be
provided to animals. For this very purpose the company is planning to expand its cattle feed
manufacturing capacity by 2020. Amul's achievement of its mission will not only be
beneficial for the organization but it will be helpful for the development of economy as a
whole.

33
Marketing Objectives of Amul
As a company the marketing objective of Amul is to provide quality products to the
customers that satisfies their requirements. The company is manufacturing only those
products which are not hazardous for the human consumption. In food items Amul is
providing nutritious and good quality food to its customers at affordable prices, which is one
of the main reasons of its quality image in the mind of consumer. With the introduction of
noodles to our product range we are providing a healthier product for our customers in shape
of noodles with varied tastes and flavors.

Regarding our sales objective we have set aggressive yet achievable objectives for the first,
second and continuing years of the launch of our product.

 First year objective (Jan 2010 to dec 2010)

We want to achieve sales for 40% of our existing capacity gaining at least 20% of market. It
will be backed by strong advertisement and sales promotion as at least 20% of customers of
the total market share may not be loyal towards a certain brand of noodles

 Second a continuing year objective (JAN 2011 TO DEC 2011)

We want to achieve at least 10% growth in sales on quarterly basis.

Marketing Plan of Amul

Organizations use marketing plans for several purposes, which are connected with creation
and retention of a customer. Several purposes for which marketing plans are used are:

• Finding out the market for the products.

• Tastes and preferences in terms of customer likings.
• Competitors their strengths and weaknesses.
• Outlining a plan for getting and retaining customers.
• Recognizing and predicting change.

The main feature of a good marketing plan is:

• To know the customer.

• What he likes and what he doesn't like.
• What he expects out of a product.
• Know your competition, related products, strengths and weaknesses.

34
Determining these factors can help you understand the strengths and weaknesses of your
competitor, needs wants and desires of a customer and changes in the market. A marketing
plan should be able to cover all of the above features so as to be successful in terms of
achievement of objective of the brand.

In order to make a successful marketing plan it should follow the following steps: -

 Remember the four P's of marketing. To obtain your goal, your plan should consider
product, price, place and promotion.
 Describe your target market. This can be done in many ways including segmenting on
the basis of: age, gender, career, income level or where customers live.
 Recognize your competition. This can be done through market research data, product
demand, determining strengths and weaknesses of competitors.
 Define your product, and try describing it from a customer's point of view. Successful
marketers know or have some idea of what their customers want or expect from them,
companies working on the needs of the customers and marketing products keeping in
view customer values usually experience a rapid increase in sales.

 Make a marketing budget for your plan. This is one of the necessary steps in market
plan as companies become prepared for what they have to spend on advertisements as
it includes money needed for advertising and promotions, materials and a list of media
use, as a practical marketing plan needs money.
 Create a pricing strategy. A company should also develop a pricing strategy, by doing
this, you can get a complete knowledge of how to price your product, whether it is in
line with competitors price and how you can bring the prices in line. To be successful,
you should have a well-planned strategy, establish your policies, and always check
prices and operating costs in order to maximize profits.

 Make an efficient promotional strategy. An efficient promotional strategy can be

helpful for the cause of the organization which can lead to increased sales like
advertisements in magazines, TV, radio, etc. your strategy should use different outlets
to advertise and continue using the ones that work in order to reap high benefits.

Competitors
As this marketing plan has been prepared for the launch of noodles by Amul, it is better to
consider the competition the competition in this very segment. In India the market leader for

35
noodles is Maggi, Maggi has been familiar to every individual in India for more than 25
years. Maggi as a brand came up in 1983, this brand has been able to create a market for itself
as when it was launched it was a new product for Indians. Maggi made noodle a household
product by generating its requirement in the masses in India. To lay an emphasis on its silver
jubilee, Maggi is running an advertisement campaign "Me & Meri Maggi". The new
campaign is designed to be interactive with the brand, inviting its consumers to share
interesting stories Maggi which have a linking in their life.

Maggi became a successful product because it understood the needs, wants and desires of the
consumers. Maggi slowly attached itself to Indian consumer's needs without disruption of his
other food habits. Maggi took into consideration preferences of the consumes, as when
consumers wanted healthy food, Maggi launched Atta Noodle. Maggi over these years have
made lot of mistakes due to its experiments which it has been time and again trying to make
with its products. Although there are other competitors for noodles in India like Top Ramen
and Ching's veg noodles but they are having a limited market share in the Indian market

Target market identification and strategy

In a market different consumer have varying needs and wants, every person may not like the
same food due to their varying tastes and preferences, therefore marketers start dividing the
markets into various segments. They identify the features of various consumers who may
require the same products and services by checking their utility for the product, like if a
marketer starts marketing of newspaper to illiterate, cigarette to non-smokers etc., the seller’s
products will not satisfy any need of consumer and hence the consumer will not purchase the
product. Thus, a marketer should properly segment the market on the basis of needs and
requirements of the consumer in order to determine his target market.

In case of noodles we will segment the markets on the basis of "age" which would determine
the target market for our company. We have further fragmented our target market on the basis
of tastes of people, some of the prospective customers may like sweet dishes where as some
among the people in our target market may like salty dishes whereas there are others who
prefer classic noodles with masala. Therefore, in order to cater to all the fragmented markets,
we are coming up with products for all of them in order to have maximum share of the
market. In India potential consumers who consume noodles are the people who are of the age
group of 3-20 years, and we would target the consumers from the same segment by framing
our promotions and advertisement campaigns to attract people from the market segment based

36
on the mentioned age group, by doing this we would be able to focus on the large chunk of
people who consume noodles in large quantities and can be our prospective customers. This
can only be achieved by creating awareness about the product through promotions and
advertisements which composes the marketing mix of our company.

Awards Won by Amul

 THE AMUL VIDYA BHUSHAN AWARD

 Green Globe Award
 GCMMF receives Srishti's G-Cube Award – 2010
 ET-Corporate Citizen Award of the Year 2010-11 to GCMMF
 NGO Lifetime Achievement Awards for Dr. Kurien
 Amul Bags International Dairy Federation Award
 AMUL Bags International Dairy Federation Award and Srishti G-Cube Award for
Good Green Governance – 2009
 Amul Pro-Biotic Ice-cream Gets No. 1 Award at World Dairy Summit
 Ramkrishna Bajaj National Quality Award-2003
 AMUL - THE TASTE OF INDIA (GCMMF) RECEIVES INTERNATIONAL CIO
100 AWARDS FOR RESOURCEFULNESS
 Rajiv Gandhi National Quality Award – 1999
 AmulVidyaBhushan Award (STD 12)
 AmulVidya Shree Award (STD 10)

Achievements of Amul

 This effort to provide green cover to the earth was also acknowledged when the state
level apex body of Gujarat Dairy Cooperatives - GCMMF received four successive
prestigious "SRISHTI's G-Cube Award"-2007, 2008, 2009 and 2010 for Good Green
Governance in the "Service Category".

 Further, "Amul Green" movement has also been awarded by International Dairy
Federation for best environment initiative in the "sustainability category" during the

37
 4th Global Dairy Conference held at Salzburg Congress Center, Austria on 28th April,
2010.

 It has been estimated that when one tree is cut, in monetary terms there is loss or Rs.
33 lakhs (Oxygen worth of Rs. 5.3 lakhs, Land Fertility of Rs. 6.4 lakhs, Rs. 10.5 lakh
for reduction of pollution of atmosphere and Rs. 5.3 lakh towards Flowers / Fruits and
habitation to birds - animals). But the benefits that accrue to mankind when a tree is
planted cannot be measured in money and is priceless.

 The producer members of GCMMF have really set an example for all the
cooperatives and other institutions to turn India green in the era of Global warming
and environmental crisis.

 When 3 million dairy farmers of Gujarat have planted more than 311.98 lakh trees in
just five years and are planning to plant more trees every year, they are doing an
invaluable - truly Amul - service to the society.

 In an era of global warming, Amul is contributing its share in making Gujarat lush
green. In this way, the milk producers of Gujarat are ushering in a silent revolution of
greening Gujarat.

Head Office:

Gujarat Cooperative Milk Marketing Federation Ltd.

Amul Dairy Road,
P B No.10, Anand - 388 001, Gujarat,
India.

38
 Fig. Head Office of Amul

Quality Movements And Quality Policies Of Amul

We - The motivated and devoted work-force of AMUL- are committed to produce
wholesome and safe foods of excellent quality to remain market leader through deployment
of quality management systems, state-of-art-technology, innovation and eco-friendly
operations to achieve delightment of customers and betterment of milk producers.

FOOD SAFETY POLICY

We at AMUL, are committed to produce safe and wholesome food to continually remain as
the market leader by providing food products delighting customer expectations and bestow
safety. We strive to achieve this by:

• Improving raw milk quality;

• Applying innovative technology for manufacturing food products;
• Employing quality and food safety management practices to manufacture food
products in an eco-friendly environment;
• Meeting applicable statutory and regulatory requirements;
• Effectively communicate and constantly improve professional skills of employees
emphasizing continuous improvement of quality and food safety issues.

Amul has implemented the Quality Management System of international standard to offer
invaluable products to national and international customers. Its plants are certified for ISO
22000:2005 for excellence in food safety management system.

39
ISO Accreditation of Primary Dairy Co-operative Societies:

Amul’s primary village cooperative societies are the first grass root level organizations in the
rural sector to achieve ISO 9001: 2000 certification in India, perhaps in the world. This has
been possible because of Amul’s continued commitment to offer consumers excellent
products from the house of Amul.

Fig.

The focus on health and hygiene, housekeeping, village chilling units, management of village
co-operative societies, rapid transportation of raw milk to dairy plant, accelerated milk
handling at the dairy reception dock has retained the freshness of milk being received at dairy
plant. To sustain and rebuild on this effort, training programmes are organized for all the
stakeholder groups involved in the milk procurement chain namely, milk producers, village
society personnel and dairy plant personnel. Laboratories are equipped with state-of-the-art
equipment’s and well-trained professionals.

Hygienic & Clean Milk Production Drive:

The primary village dairy co-operative societies operate every morning and evening for the
village farmers. Milk delivered by a producer is measured and a sample is drawn for a
quality-testing. Each centre is equipped with an electronic milko-tester for testing quality of
milk, automatic weighing machine for weighing of milk with data processing facilities. The
entire operation is electronically captured with member-id. Various training programmes,
especially on quality management system, good management practises in animal husbandry
are imparted on continuous basis to member producers, dairy co-operative personnel and
personnel at dairy plants.

40
Fig. Hygienic & Clean Milk Production Drive

Bulk Milk Chillers:

As a part of Amul’s quality movement Bulk Milk Chillers are introduced at primary village
co-operative society level. This system has drastically improved the microbiological quality
of milk, therefore better return to farmers and good quality of products to consumers. Special
trainings are imparted to dairy co-operative personnel for better management of Bulk Milk
Chillers.

Road Milk Tankers:

The chilled milk of the co-operative societies are transported to Amul Dairy Plant through
road milk tankers once in a day. These milk tankers are insulated to safeguard the quality of
milk. A tanker carries three to four societies‟ milk together which helps in achieving
economy in transportation of milk. These tankers are thoroughly cleaned at every unloading
of milk at Dairy Plant and certified for its hygiene for transportation of milk by QC
personnel. This system has almost wiped out any possibility of spoilage to milk. Chilling
milk at grass root level and transportation of the same in road milk tankers have reduced
microbial load in raw milk which in turn has reduced processing costs in terms of energy,
thereby better return to farmer producers.

Geo-remote sensing-based vehicle tracking system has been put in use for efficient handling
of Road Milk Tankers carrying milk to Dairy Plant.

Amul Research and Development Association is a centre of excellence in the field of research
and development of cattle breeding and animal health care. This Centre is recognized as a
Scientific & Industrial Research Organization by the Department of Scientific & Industrial
Research, Ministry of Science & Technology, Government of India. It provides quality semen
for artificial insemination program; impart training to inseminators, prevention and control of
diseases.

41
Animal Disease Diagnostic Laboratory:

The mobile and immobile laboratories have contributed to clean milk production drive in
routine and emergencies especially in cases of plant or chemical poisoning and diseases
claiming sudden death of animals; prompt and accurate diagnosis of the disease to keep the
livestock in sound health, taking adequate preventive measures to avert major outbreak of
diseases by diagnosing the disease at an early stage; planning for appropriate feeding strategy
with the help of complete analysis of metabolic profile of the animal; improving infertility by
timely remedial measures; timely detection of sub clinical cases of mastitis and control the
incidences; assessing efficacy of vaccination could be determined by detection vaccination
titers.

Animal Nutrition:

Amul’s focus on balanced cattle feed supplies to its dairy farmers has helped in better
productivity and cattle’s free from problems associated with malnutrition. This has been
possible due to its state-of-art cattle feed plant which produces more than 1100 Tons of cattle
feed daily. It has future plan to expand its present manufacturing capacity. Amul also helps in
development of green fodder.

Introduction of New Analytical Methods:

The BactoScan™ method - The BactoScan™ FC is designed for fully-automatic, rapid and
reliable determination of the hygienic quality of raw milk. This is done by counting the total
number of Individual BactoScan Counts (IBC) in a milk sample (flowcytometry). The results
are used for screening hygiene status at the farm level. This is also used to monitor incoming
raw milk to avoid contamination. In order to avoid interference from other particles, such as
fat globules, protein micelles and somatic cells, the sample is subjected to chemical treatment
in order to destroy these particles and also to break up the clusters of bacteria. Introduction of
BactoScan has shown drastic improvement in hygienic milk quality. This has improved
further the returns to the hands of dairy farmers.

Quality of life:

42
Assured market for their milk and daily income round the year from milk has improved the
quality of life of farmers. The role of village dairy co-operative societies in the overall
development of the villages have brought better social infrastructures in the villages such as
roads, communication system, schools, health centers, water facilities, banks etc.

Plantation of Trees by Amul

Amul Coops plant more than 311.98 lakhs trees.

Milk Producer members of Gujarat Dairy Cooperatives- better known as AMUL have been
celebrating the nation's Independence Day in a novel manner by planting lakhs of saplings
across Gujarat and have taken up an ambitious plan to save the environment by planting trees,
making India green and thereby reducing the effects of global warming. The milk producers
of Gujarat Dairy Cooperatives are conducting mass tree plantation drive every year on
Independence Day for last five years. In last five years (2007 to 2011) the milk producers
have planted around 311.98 lakhs trees). The most striking feature of these entire
programmes was that it has been initiated by milk producer members of the dairy
cooperatives. The unique fact about the programme was that the milk producer members took
up the oath to protect tree saplings till it survives and grows into tree.

Over the years, due to intensive agriculture and dairying various natural resources are getting
consumed at faster pace in Gujarat state of India. The state level apex body of dairy farmers
in Gujarat gave a serious thought in this direction and discovered a novel idea for giving back
to nature. The idea was "one member one tree" plantation on our 60th Independence Day -
15th August 2007.To put this idea in to the practice a design team constituting of
representatives of member unions were formed. The team accepted the idea by heart and
immediately decided to spread it among farmer members of village dairy cooperative
societies. Then the idea was communicated to farmer members and they all welcomed it and
enthusiastically agreed to implement the idea.

For smooth implementation of the idea, the design team chalked out the road map for various
activities. Execution teams were formed at district union level to give final shape and put the
plan in action. Village level coordinators were identified and they were trained to streamline

43
activity of tree plantation. Various awareness materials were prepared. Through various
communication media farmer members were made aware of benefits of tree plantation and
tree plantation activity schedule.

The entire plantation activity was coordinated at all the three tiers of Anand pattern - at
village, district and state level dairy cooperatives. On 15th August, 2007, after the flag
hoisting ceremony, each member took an oath to plant saplings and ensure that they grew in
to trees. Then individually they planted sapling on their own at their identified locations like
their farm, near their home, on Farm bunds, etc. They have taken necessary care to ensure
that this sapling survives and they also reported regarding the survival to village level
coordinator and district milk unions after five months. In this way, 18.9 lakh trees were
planted on 15th August 2007. This was just the beginning. Henceforth, the Village Dairy
Cooperative Societies of Gujarat as a mark of respect for our nation decided to conduct such
event on every Independence Day and accepted 15th August (Independence Day) as a "Green
Revolution Day by Afforestation to Protect Mother Earth from Pollution, Climate change and
Global Warming"

But all this required immaculate planning and execution. An action plan of tree plantation
programme was drawn up months back in advance. After the identification of the chief
coordinator for each district milk union, the organization of a task force for the programme
was put in place. Roles and responsibilities were assigned to each member and area of
operation allocated. After preparing the overall action plan, each union issued a circular to the
Dairy Cooperative Societies regarding the programme and arranged meetings with the
societies covered. At the village level, coordinators were identified in respect of the villages
to be covered and the number of saplings required. Along with logistical arrangements direct
contact was established with different agencies for receipt of saplings. Pointwise
methodology for implementation of tree plantation programme on such a mass scale is as
following:
Point wise methodology execution is are as follows:

• Member Unions were informed about the programme and channels of procurement of
saplings, almost six months before to scheduled date of programme.
• Continuous follow up were taken from the member unions about the status of
activities planned for the programme.

44
 • A meeting on tree plantation programme was held at GCMMF Ltd., Anand almost a
month ago in which status of action plan was each Member Union was discussed at
length.
• Milk Unions identified the coordinator for the programme and organized a task force
for the successful implementation of the programme. The coordinator at Milk Union
level chalked out overall action plan for the programme and assigned roles and
responsibilities and area of operation to each member of task force.
• Milk Unions (MUs) issued circular to their respective VDCSs (Village Dairy
Cooperative Societies) mentioning the entire activity and procedure planned for the
celebration of the programme. In circular details for milk producer members to make
necessary preparations like deciding the place, digging the pit, taking care of saplings
etc. well in advance were also provided. The circular was placed on notice board of
VDCSs.
• MUs task force members contacted & communicated about the concept to VDCS and
identified the village level coordinator and assigned them roles and responsibilities.
• MUs Coordinator properly explored and communicated the saplings acquiring
sources/nursery details to VDCSs. They also ensured that saplings reach the VDCSs
before 3 days.
• A press note was prepared by the coordinator of the programme at MU level and
which were given in the newspapers on a day before tree plantation to boost morale of
producer members and mentally prepare them for the execution of programme on next
day.
• At time of handing over the saplings to members from VDCS, the producer members
took oath to protect the saplings and accepted the responsibility for successfully
growing the sapling into tree.
On 15th August, after the milk collection process, at a pre decided time sirens at VDCSs were
sounded or other means like beating Thali/utensil, loudspeaker etc. were used to facilitate the
gathering producer members in time at pre decided place in the village for celebration of
Independence Day in VDCS premises, common plot, school etc. After flag hoisting
ceremony, the tree plantation activity was executed by the producer members.

In many villages the milk producer members planted the trees after performing the Puja
(worship) of saplings before planting them.

45
 To add fervor and enthusiasm in the programme at many places the Chairman, Managing
Director and Board of Directors of Member Unions participated in the programme.

Next day after the programme on a post programme press note was prepared giving details of
the programme celebrations along with photographs. Similar such notes were published in
house magazines/ newsletters.

After the completion of the programme the MU's were asked to submit the report on tree
plantation activity.
MUs conducted survey after 5 months to find out the survival rate of sapling under the
programme.

First tree plantation programme (15th August, 2007) was carried out on "one member, One
tree" basis. Second tree plantation programme (15th August, 2008) in which around 52.74
lakhs tree were planted was conducted on "one member three tree" basis.

In year 2009 and in year 2010, in mass tree plantation programme around 84.24 and 83.5
lakhs tree saplings were planted respectively. The programme was conducted on "One
member, five tree" basis. Further, this year 2011 around 72.6 lakhs trees were planted, the
programme was carried out as per the same process and procedures followed in last year.

Hence, in last five years, milk producers of GCMMF planted around 311.98 lakhs tree
saplings in 21 districts of Gujarat. By doing so, milk producers of Gujarat Dairy Cooperatives
have shown their concern, awareness and commitment for betterment of environment. Year
wise details of tree plantation and survival of tree saplings planted is as under.
According to statistics of Forest Survey of India considering on an average 30-40 cm diameter of
these trees, 106 trees would provide one hectare of green tree cover. Considering 47% survivability
of planted trees (based on post plantation survey data, around 148.12 lakhs out of 311.98 lakhs tree
planted survived during last five years), when they fully grow up, would provide additional 1,39,735
ha. of green cover which is additional 6.41 percent forest cover of Gujarat State of India.

46
47
 CHAPTER – 3

RESEARCH METHODOLOGY

RESEARCH STUDY:

The present study is about the employee satisfaction. This chapter deals with the significance
or need for the study, objectives, methodology and limitations of the study. This chapter helps
to know the research design.

Need of the study:

48
Employee satisfaction has a major influence on human performance through its impact on
individual motivation and job satisfaction. Individuals in the organization have certain
exceptions and fulfillment of these exceptions depends upon their perception as to how the
employee satisfaction suites to the satisfaction of their needs. Employee satisfaction provides
a type of work environment in which individuals feels satisfied or dissatisfied. The
questionnaire assesses the employee’s management to identify strong and weak dimensions in
order to plan and impelled actions to improve the functioning of the weaker dimensions.
The survey focuses on employee satisfaction or dissatisfaction.

Research Methodology:

Type of Research:

The research conducted is descriptive and analytical. As each and every concept about
employee satisfaction has been described it is descriptive and it is analytical because it is
trying to know the level of satisfaction to analyze it and give suggestions and conclusion.

Sampling Technique:

The sampling technique adopted is random sampling that is few employees are selected
randomly and were interviewed to understand issues specific to the organization. This process
is known as “discovery phase” is part of our standard methodology. Feedback from these
interviews are incorporated in the questionnaire. The method of sampling adopted is random
sampling.

Sample size:

The sample size selected for the study was 30 employees and the response was obtained from
all the 50 employees.

Sample description:

The sample size selected for the study was 30 employees comprising both from management
and non-management. The respondents age group was between 20 to 45 and service period
ranging from 2 to 3 years.

49
Statically Tools used:

The study was conducted by personal interview with the employees. The questionnaire was
distributed among the employees of the company.

The instrumentation technique used in this project was:

1. Structured questionnaire

2. Personal interaction

3. Observation

Sources of Data:

Primary data:

Primary data was collected from employees of the company. To collect primary data
structured and instructed questionnaires were administered to the employees to suit the
objectives of the study. Primary data was collected as fallows

 Questionnaire

 Personal interview

 Observation

Secondary data:

 Study of the existing system through company records

 Discussion with the human resource manager and employees

 studying company’s human resource manuals and HR policies

 company websites

 Reference books

50
Limitations of the Study:

1. Due to the time constraint the sample size was limited to 50.

2. The field study is restricted to the policies adopted by the organization.

Plan of analysis:

1. Collection of primary and secondary data secondary data from the sample size and
media respectively.

2. The data was processed, so that they can be suitably represented.

3. Tabulation and graphs of the various data were made.

4. The conclusions were drawn based on the interpretation made.

51
 CHAPTER – 4
ANALYSIS OF DATA

52
Question 1
Which brand dairy products do you purchase?

a) Amul b) Britannia c) Sanchi

d) Mothers dairy e) Others

Parameter Which Brand Percentage

Amul 43 86
Britannia 03 06
Sanchi 02 04
Mothers Diary 01 02
Others 01 02
Total 50 100

Brand
4% 2% 2%

6%

Amul
Britannia
Sanchi
Mothers Dairy
86%
Others

Interpretation: From the survey conducted it was concluded that most of the people
like Amul brand.

53
Question 2
Which dairy product of Amul do you purchase very often?

a) Milk b) Butter c) Ghee d) Cheese

e) Milk Powder f) Ice Cream g) Others

Parameters Which dairy product of Amul Percentage
Milk 17 34
Butter 12 24
Ghee 04 08
Cheese 03 06
Milk Powder 05 10
Ice Cream 08 16
Others 01 02
Total 50 100
Which Dairy Product Of Amul
2%
6%
8%
34% Milk
10% Butter
Ice Cream

16% Milk Powder

Ghee
24% Cheese
Others

Interpretation: From the survey conducted it was concluded that among all the products
of Amul, Amul milk and Amul butter are mostly purchased by the people

Question 3
From where do you purchase Amul Products?

a) Dealer b) Retailer c) Others

54
 Parameters From where do you Percentage
purchase

Dealer 07 14
Retailer 35 70
Others 08 16
Total 50 100

From where do you purchase Amul Products

16% 14%

Dealer
70%
Retailer
Others

Interpretation: From the survey conducted it was concluded that most of the people
purchase amul product from its retailer.

Question 4
For whom do you purchase Amul Products?

a) Self use b) Selling purpose c) To make other products

55
 Parameters For whom do you Percentage
purchase

Self-use 45 90
Selling purpose 01 02
To make other products 04 08
Total 50 100

For whom do you purchase

2%
8%

Self use
Selling purpose
To make other products
90%

Interpretation: From the survey conducted it is clear that people purchase amul product
for their personal use.

56
Question 5
Are the Amul dairy products easily available in your city?

a) Yes b) No

Parameters Are these easily available Percentage

Yes 47 94
No 03 06
Total 50 100

Are these easily available

6%

Yes
No

94%

Interpretation: From the survey conducted it was concluded that Amul dairy products
are easily available.

Question 6
Do you get the variety in Amul ice creams?

a) Yes b) No

57
 Parameter Variety in Amul Ice Percentage
Creams
Yes 38 76
No 12 24
Total 50 100

Variety in Amul Ice Creams

24%

Yes
No
76%

Interpretation: From the survey conducted it was concluded that variety of Amul ice
cream are available in the market.

Question 7
Are you satisfied with the price of Amul ice cream as compare to other brands of ice cream?

a) Satisfied b) Highly satisfied c) Dissatisfied d) Highly dissatisfied

Parameter Satisfied with the price Percentage

Satisfied 37 74
Highly Satisfied 05 10

58
 Dissatisfied 06 12
Highly Dissatisfied 02 04
Total 50 100

Satisfied with the price

3%
12%

10%
Satisfied
Highly Satisfied

74% Dissatisfied
Highly Dissatisfied

Interpretation: From the survey conducted it was concluded that people are satisfied with
the price of Amul ice creams.

Question 8
Are you satisfied with the price of Amul ghee according to its quantity?

a) Satisfied b) Highly Satisfied c) Dissatisfied d) Highly Dissatisfied

Parameter Satisfied with the Price Percentage

Satisfied 37 74
Highly Satisfied 04 08
Dissatisfied 07 14
Highly Dissatisfied 02 04
Total 50 100

59
 Satisfied with the price

4%
14%

8%
Satisfied
Highly Satisfied

75% Dissatisfied
Highly Dissatisfied

Interpretation: From the survey conducted it was concluded that people are satisfied with
the price of Amul ghee according to its price.

Question 9
Do you get the Amul cheese in desired quantity?

a) Yes b) No

Parameter Get Amul Cheese in desired Percentage

quantity

Yes 37 74
No 13 26
Total 50 100

60
 Get Amul cheese in desired quantity

26%

Yes
No
74%

Interpretation: From the survey conducted it was concluded that people get desired
quantity in Amul cheese.

Question 10
Are you satisfied with the quality of Amul Dairy Products?

a) Satisfied b) Highly Satisfied c) Dissatisfied d) Highly Dissatisfied

Parameter Satisfied with the Quality Percentage

Satisfied 36 72
Highly Satisfied 11 22
Dissatisfied 02 04
Highly Dissatisfied 01 02
Total 50 100

61
 Satisfied with the quality
4% 2%

22%

Satisfied
Highly Satisfied

72% Dissatisfied
Highly Dissatisfied

Interpretation: From the survey conducted it was concluded that people are satisfied with
the quality of Amul dairy products.

Question 11
Which age group of people likes Amul milk powder the most?

a) 0-5 years b) 5-15 years c) 15-25 years d) 25 and above

Parameter Which age group likes Percentage

0-5 years 08 16
5-15 years 19 38
15-25 years 18 36
25 and above 05 10
Total 50 100

62
 Which age group likes

8% 17%

0-5 years
37%
5-15 years
38% 15-25 years
25 and above

Interpretation: From the survey conducted it was concluded that 5-15 years of age group
and 15-25 years of age group likes Amul milk powder the most.

63
Question – 12
Are you satisfied with the packing of Amul dairy products?

a) Satisfied b) Highly Satisfied c) Dissatisfied d) Highly Dissatisfied

Parameter Satisfied with the Packing Percentage

Satisfied 32 64
Highly Satisfied 15 30
Dissatisfied 02 04
Highly Dissatisfied 01 02
Total 50 100

Satisfied with the Packing

4% 2%

30%
Satisfied
Highly Satisfied
64%
Dissatisfied
Highly Dissatisfied

Interpretation: From the survey conducted it was concluded that most of the people
are satisfied with the packing of Amul dairy products.

Question 13
Does Amul’s advertisement influence your buying decision?

a) Yes b) No

64
 Parameter Advertisement influence Percentage
your decision

Yes 28 56
No 13 26
Don’t know 09 18
Total 50 100

Advertisement influence your decision

18%

Yes
56%
26% No
don’t know

Interpretation:
From the survey conducted it was concluded that advertisement of Amul‟s influence there
buying decision.

Question 14
Do you complain if you find any defect in Amul dairy products?

a) Yes b) No

Parameter Complain if you find any Percentage

defect

65
 Yes 32 64
No 18 36
Total 50 100

Complain if you find any Defect

36%

Yes
64% No

Interpretation:
From the survey conducted it was concluded that even if they find any defect in Amul dairy
products.

Question 15
If yes, where do you go for complain?

a) Shops b) Dealers c) Company

Parameter Where do you go for Percentage

complain

Shops 32 64
Dealers 09 18
Company 09 18
Total 50 100

66
 Complain if you find any Defect

18%

Shops
Dealers
18%
Company
64%

Interpretation:
From the survey conducted it was concluded that people go to shops for complain.

Question 16
If another brand of the same products appears in the market, will you prefer to stop buying
this brand and buy the new brand?
a) No, not at all b) I may consider

c) No, I shall not d) Can’t say

Parameter Will you prefer new Percentage

brand

No, not at all 26 26

I may consider 28 28
No, I shall not 19 19
Can’t say 32 32
Total 100 100

67
 Will you prefer new brand?

32% 26%

No, not at all

I may consider
No, I shall not
19% 28%
Can't say

Interpretation: From the survey conducted it was concluded that people are loyal to

Amul

68
 CHAPTER-5

FINDINGS

FINDINGS

69
 It is finding in the survey that females are the main decision maker in the milk. As per the
data, 65% of females35% of male makes purchase decision.
 Based on the occupation of the customer, it is formed in the survey that 65 % are the
house wives and 35% are from various occupation such as a businessman, employees etc.
for the amul milk
 Income less than 5000 to 10000 are more attracted to Amul milk. As per the data, 79% of
the respondent’s income is under this group
 The main purchasing factors for the Amul Milk are quality and brand image. The data
reveals that 42% influences on Quality and 32% influences for the brand
 88% of the total respondents are using product since from a long time. The majority of the
respondent Amul milk & milk product from more than 5 years
 From the survey conducted it was concluded that maximum people are highly satisfied
with the quality of Amul dairy products.
 A good number of people are satisfied with the packaging of Amul dairy products.
 Regarding any complains, consumers mostly prefer to complain to the shops.

70
 CHAPTER – 6

CONCLUSION, LIMITATIONS

AND SUGGESTIONS

71
LIMITATION

1. Lack of proper training.

2. 15 days are not enough for collecting the data.

3. Some employees in that organization may not be co-operative.

4. They may provide manipulated data.

5. We may not get the proper detailing of the organization.

6. The market of AMUL is spread throughout the country, but the study is limited to
Raipur Town.

7. It is not possible to extract the exact facts due to biasness of consumer and retailer.

CONCLUSION
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 organization but chocolate industry is a profitable industry we
can’t ignore it. With the help of research, company can find out its week points in chocolate
product and can increase its market share through rectify mistakes. People have believed in
Amul’s product and they will accept its chocolates also if effective actions were taken. The
survey resulted into following conclusions:

 Amul must come up with new promotional activities such that people become aware
about Amul Chocolates like Chocozoo, Bindaaz, and Fundoo.
 Quality is the dominating aspect which influences consumer to purchase Amul
product, but prompt availability of other chocolate brands and aggressive promotional
activities by others influences the consumer towards them and also leads to increase
sales.

72
  In comparison to Amul Chocolate, the other players such as Cadbury, Nestle, are
provide a better availability and give competition to the hilt.
 People are mostly satisfied with the overall quality of Amul Chocolate, but for the
existence in the local market Amul must use aggressive selling techniques.

SUGGESTIONS
 It is suggested that to regularly take feedback from the consumers.

 To maintain demand, it is advised to use marketing strategies as much as possible.

 Regular improvement in products is necessary to secure future possibility of

decrease in demand.

 To analyse the competitors marketing strategies so as to improvise own policies.

73
APPENDICES

 BIBLOGRAPHY
 QUESTIONNAIRE

74
Bibliography

 Marketing Strategy – Manuel Hand Lechner

 Marketing Strategy – Paul Fifield

 Marketing Strategy: The Challenge of the External Environment – David Mercer

Webliography

 http://managementguide.com
 http://managementparadise.com/marketing_strategy

QUESTIONAIRE
Dear Sir,

I Nisha Soni student of MAIC BBA 6thSem is conducting survey on the topic “A Study of
Impact of Marketing Strategy on Consumer of Amul Products in Raipur”. I need your
help in conducting the research. I assure you that all the information provided by you will be
kept confidential.

Name - …………………………………………

Address - …………………………………………

Age - …………………………………………

Occupation - …………………………………………

Contact No. - …………………………………………

75
1.Which brand dairy products do you purchase?

a) Amul b) Britannia c) Sanchi

d) Mothers dairy e) Others

2.Which dairy product of Amul do you purchase very often?

a) Milk b) Butter c) Ghee d) Cheese

e) Milk Powder f) Ice Cream g) Others

3. From where do you purchase Amul Products?

a) Dealer b) Retailer c) Others

4. For whom do you purchase Amul Products?

c) To make other
a) Self use b) Selling purpose products
5. Are the Amul dairy products easily available in your city?

a) Yes b) No

6. Do you get the variety in Amul ice creams?

a) Yes b) No

7. Are you satisfied with the price of Amul ice cream as compare to other brands of ice
cream?

a) Satisfied b) Highly satisfied c) Dissatisfied

d) Highly dissatisfied

8. Are you satisfied with the price of Amul ghee according to its quantity?

a) Satisfied b) Highly Satisfied c) Dissatisfied d)

Highly Dissatisfied

9. Do you get the Amul cheese in desired quantity?

76
 a) Yes b) No

10. Are you satisfied with the quality of Amul Dairy Products?

a) Satisfied b) Highly Satisfied c) Dissatisfied

d) Highly Dissatisfied

11. Which age group of people likes Amul milk powder the most?

a) 0-5 years b) 5-15 years c) 15-25 years d) 25 and above

12. Are you satisfied with the packing of Amul dairy products?

a) Satisfied b) Highly Satisfied c) Dissatisfied

d) Highly Dissatisfied

13. Does Amul Butter’s advertisement influence your buying decision?

a) Yes b) No

14. Do you complain if you find any defect in Amul dairy products?

a) Yes b) No

15. If yes, where do you go for complain?

a) Shops b) Dealers c) Company

16. If another brand of the same products appears in the market, will you prefer to stop
buying this brand and buy the new brand?

a) No, not at all b) I may consider c) No, I shall not d) Can’t say

77