A SUMMER INTERNSHIP PROJECT ON

“SALES AND DISTRIBUTION DEVELOPMENT OF AMUL IN FRESH

DAIRY PRODUCTS”
UNDERTAKEN AT

AMUL GCMMF.Ltd

SUBMITTED TO

INDIRA COLLEGE OF ENGINEERING AND

MANAGEMENT
BY

CHETAN WAYAL

(MBA BATCH 2021-2023)

UNDER THE GUIDANCE OF

Mrs. KIRAN RAO

INDIRA COLLEGE OF ENGINEERING AND

MANAGEMENT PUNE

1
 COLLEGE CERTIFICATE

This is to certify that the summer internship report titled. This is to certify that the summer
internship report titled. “SALES AND DISTRIBUTION DEVELOPMENT OF AMUL IN
FRESH DAIRY PRODUCTS” is a record of project done by “CHETAN WAYAL” under
my guidance and that it has not previously formed the basis for the award of any degree,
fellowship, or associateship to him. While completing this assignment, we found him sincere
and hardworking. We wish him all success in his future endeavour.

Dr. Archana Salve Mrs. Kiran Rao

HOD SIP Mentor

Indira College of Enginnering and Indira College of Engineering and

Management Management

2
 ACKNOWLEDGEMENT

The project titled “SALES AND DISTRIBUTION DEVELOPMENT OF AMUL IN

FRESH DAIRY PRODUCTS (Amul GCMMF.Ltd)” which is part of the summer internship
program of the MBA course has been successfully completed. I take this opportunity to thank
all the people involved directly or indirectly in making this project a success. Firstly, I would
like to thank my external project guide Ashutosh Raut (senior territory sales executive) at
Amul GCMMF.Ltd for giving me an opportunity to showcase my skills and talent. I am very
thankful to the HOD Dr Archana Salve who has been guiding lighthouse for me. I would also
like to thank my internal project guide Mrs Kiran Rao for her timely & valuable guidance
throughout the project. Their constant motivation accelerated my performance and helped me
produce great results. Thank you once again to one and all.

CHETAN WAYAL

3
 INDEX

S. No. Contents Page No.

1. INTRODUCTION AND RATIONALE OF 8

THE STUDY

2. INDUSTRY/ SECTOR PROFILE 10

3 COMPANY PROFILE 19

4 THEORETICAL FRAMEWORK 30

5 OBJECTIVES AND SCOPE OF PROJECT 36

6 ACTION PLAN 38

7 ANALYSIS AND FINDINGS 40

8 CONCLUSIONS & SUGGESTIONS 48

9 KEY LEARNINGS 50

10 BIBLIOGRAPHY/ REFERENCES 51

4
 Executive Summary

This is an attempt to know how the theories can be applied to practical situation. As a student
of MBA, it is a part of study for everyone to undergo summer internship project at some good
institute or organization. So, for this purpose, I got opportunity of summer training at “AMUL
GCMMF.Ltd”

(i) Title of the project:

SALES AND DISTRIBUTION DEVELOPMENT OF AMUL IN FRESH DAIRY

PRODUCTS (Amul GCMMF.Ltd)

(ii) Name of the Company: AMUL GCMMF.Ltd

(iii) Place of the Company: Pune

(iv)Duration: 20/07/2022 – 25/09/22.

(v) Introduction: : Amul is an Indian dairy state government cooperative society, based
at Anand in Gujarat. Formed in 1946, it is a cooperative brand managed by the Gujarat
Cooperative Milk Marketing Federation Ltd. (GCMMF), which today is jointly controlled by
36 lakh milk producers in Gujarat, and the apex body of 13 district milk unions, spread across
13,000 villages of Gujarat. Amul spurred India's White Revolution, which made the country
the world's largest producer of milk and milk products. word AMUL stands for Anand Milk
Union Limited.

Tribhuvandas Kishibhai Patel under the guidance of Sardar Vallabhbhai Patel became the
founding chairman of the organization and led it until his retirement in the 70s. He hired
Verghese Kurien in 1949 and convinced him to stay and help with the mission. Under

5
the chairmanship of Tribhuvandas, Kurien was initially the general manager and helped guide
the technical and marketing efforts of Amul. Kurien was the chairman of Amul briefly after
Tribhuvandas Kishibhai Patel died in 1994. Kurien, founder-chairman of the GCMMF for more
than 30 years (1973–2006), is credited with the success of Amul's marketing.

MISSION: We at GCMMF (Gujarat Co-operative milk Marketing Federation) endeavour to

satisfy the taste and nutritional requirements of the customers of the world, through excellence
in marketing by our committed team. Through co-operative networking, we are committed to
offering quality products that provide best value for money.”

VISION: Amul’s vision is to provide more and more satisfaction to the 36 lakh farmers,
employees, and distributers.

(vi) Importance of the project:

 As we all know dairy products as in milk comes under essential products in

humans’ life cycle
 Selling of milk products and managing distribution of the supply chain is what
I got to learn in this project where how milk can be categorised by different
segment requirements.
 Creating awareness and desire in consumers mind for A2 buffalo milk.
 Every aspirant marketer needs to have some basic sales skills which are required
to get sales.

(vii) Objectives:

 To understand and promote retail expansion.

 To Create awareness and promotion for targeted products.
 To maximise the sales growth of A2 Milk.

6
Achievements:
 Got sale of Amul’s newly launched lassi flavours in quantity of 4 crates
 Sold 32 litres of milk in a week four through merchandizing and personal selling.

Learnings from the projects:

 I have improved my convincing skills.
 Consumer(retailers) buying behaviour.
 I have improved my presentation skills.

Research Methodology:
This project study is based on primary research. This project involves market research and
in-depth analysis of various information gathered and have been done to arrive at the
finding and conclusion. The project is properly designed to meet set of the objective.

Source of Data:
In preparing the project, the information collected from the following sources.

Primary Data:
The source of the data for this project was collected through previous weekly report and
yearly report and the distributors dealing rate prices and some brochure.

Sampling Design:
Sampling unit: Shiv Amrit Doodh Agency-LM

Sampling size: ½ litres of A2 milk pouches, 200ml tetra lassi packs , 250ml buttermilk
pouches, Amul premium dahi pack.

7
 CHAPTER I

INTRODUCTION AND RATIONALE OF THE STUDY

8
1.1 Introduction to the title:
When it comes to traditional FMCG distribution, the company sells to the distributor, who
then sells to the retailer. However, due to these Internet businesses, the traditional distribution
paradigm is increasingly vulnerable to change. While offline is still very dominant. Online is
making its impact felt! Amul as a Cooperative organization our biggest strength is offline
relationship and to help 36 lakh farmers by selling milk products. but sometimes the
promotion and awareness has been lacking. So, what we need is “Personal Touch + Digital
Touch”.

In this initiative, we will use team selling strategy to implement and build offline relationship
with Distributors, Suppliers, Sub-suppliers, and retailers to streamline the process of ordering
and delivering items, and we will safeguard the safety of Kirana shops and general store
retailers who provided last-mile availability of essential products to consumers. Additionally,
the project will assist in educating and upskilling retailers on best practices in retail
management and the use of the digital ecosystem, as well as providing them with digital
solutions developed/curated specifically by the company to aid in their growth and
sustainability in the coming years. Also, through Amul AMD app mapping the retail stores on
the cloud to get the exact locations of retail stores and their contacts with Amul.Ltd added
various features.

1.2 Significance of the project:

Marketing and promotional strategies are closely tied together. Marketing includes all aspects
of developing, promoting, and selling products or services to customers. Promoting is a key
element in communicating the benefits of products once they are researched and developed.
Effective marketing and promotion strategies drive the long-term success, customer
development and profitability for companies.

Promotions is essentially the alarm that you sound to let customers know you exist and why
they should care. Without the use of promotions, your fabulous products and services can't
garner the interest of preoccupied and on-the-move customers. Initially, advertising, public
relations, social media, personal selling, and other forms of communication are used to create
awareness about brands and products. Subsequent goals include gaining marketing share,
getting customers to buy and growing revenue. The media you select and the messages you
formulate are keys in building effective promotional strategies that achieve these
communication goals.

9
 CHAPTER II

INDUSTRY/ SECTOR PROFILE

10
2.1 Overview of the industry/ sector:
The fast-moving consumer goods (FMCG) sector is the 4th largest sector in the Indian
economy with Household and Personal Care accounting for 50 percent of FMCG sales in
India. Growing awareness, easier access, and changing lifestyles have been the key growth
drivers for the sector. India is the world leader in milk production with total volume of 115
million tons. Driven by steady population growth and rising income, milk consumption
continues to rise in India. Dairy market is currently growing at an annual growth rate of
around 7 per cent in volume terms. The market size of Indian dairy industry stands at around
US$ 45 billion. The urban segment (accounts for a revenue share of around 55 percent) is the
largest contributor to the overall revenue generated by the FMCG sector in India However, in
the last few years, the FMCG market has grown at a faster pace in rural India compared with
urban India. Semiurban and rural segments are growing at a rapid pace and FMCG products
account for 50 percent of total rural spending. The top FMCG companies in India are HUL
(Hindustan Unilever Limited), Colgate - Palmolive, ITC Limited, Nestle, Parle agro, P&G,
and Godrej, etc.

2.2 Contribution of the sector towards GDP:

India is the most attractive FMCG market in the world. FMCG market matured in India over
the years but still it is highly fragmented. There are around 12-15 million outlets in the
country making it a US$ 327 billion market. In past 5 years FMCG market witnessed a
growth of 21.4% from 2010 to 2014, which is higher than Indian GDP growth.

Growing youth segment and working women population, rising incomes and rising
purchasing power, higher brand consciousness, changing consumer preference, growing
urbanization, increase in number of upper middle class and rising internet penetration are the
biggest drivers in the growth of FMCG industry of India. Also, rapid real estate infrastructure
development, easy access to credit, increased efficiency due to development in supply chain
and growing interest of investors are also helping FMCG sector to grow in India.

FMCG Industry in India unlike other emerging economy is still very traditional in nature and
is largely controlled by Cooperatives and Independent FMCG companies. Street markets play
an important role in the FMCG industry of India as most of the population does their
shopping here. Before the liberalization and globalization in 1991, western apparel, foods etc.
were not available in the Indian market and the brand awareness and recall among the local
population was negligible but after 1991 the awareness has steadily increased. This has
allowed international brands to flourish.

Apart from normal brick and mortar stores e-commerce is the next big sector in India and is
poised for a boom. India has all the necessary conditions like moderate per capita GDP, rising
internet connections, large number of engineering graduates etc. which are required for the
success of Ecommerce. Currently the E-commerce Market is worth more than billions of
dollars but that is just the tip of the iceberg. The retail industry of India is hugely untapped,

11
and investors can massively return when they decide to enter India’s retail sector. The Retail
Market in India is expected to grow at a CAGR of XX.XX% till 2022.

2.2 Trend of Industry performance for last three years:

Coupled with lucrative government policies, over the years, India’s FMCG sector has
witnessed developments on several fronts which has shaped its growth. Here are some current
trends in FMCG industry in India, which act as a stimulus for foreign organizations willing to
set foot in the Indian market. Business consulting companies in India will take one’s market
entry plan in the FMCS sector further up a notch.

• Urban and Rural Trends

Currently, India’s FMCG sector is categorized into the demographics of urban and rural
segments. The urban areas have always led the growth of FMCG revenues in India. However,
semi-urban and rural consumption has recently witnessed a significant rise such that the rural
FMCG market is estimated to grow up to 220 billion USD by 2025. Furthermore, with 12.2%
of the total population living in villages, rural demands for consumer goods cannot be
neglected. In fact, some of the top FMCG companies, like Dabur, Hindustan Unilever, etc.,
generate about 35 to 45% of their domestic revenue from Indian rural markets. Foreign firms
looking for business expansion in India in the FMCG sector, therefore, need to adequately
capture the rural consumer needs with a thorough market analysis and research. One must
also be aware of all the current trends in the FMCG industry in India. To this end,
comprehensive support from business consulting companies in India becomes imperative to
achieve a customized market study and understand the precise addressable markets.

• Increased Digitization
Post the COVID-19 crisis, digitization has been an emerging FMCG trend in 2021 India
which has shaped the future of retailing consumer goods. Almost all FMCG brands partnered
with major ecommerce websites, like Flipkart, Groffers, Bigbasket, etc., to deliver products
to consumers. Here too, India’s rural market outperformed the urban consumer demand and
witnessed a 10.6% growth in Q3 2020. In fact, according to a senior executive at Jyothy
Labs, the sales share of e-commerce in the FMCG sector is expected to increase from 2-3%
before COVID to 4.5% post-COVID.

Post the COVID-19 crisis, digitization has been an emerging FMCG trend in 2021 India
which has shaped the future of retailing consumer goods. Almost all FMCG brands partnered
with major ecommerce websites, like Flipkart, Groffers, Big basket, etc., to deliver products
to consumers. Here too, India’s rural market outperformed the urban consumer demand and

12
witnessed a 10.6% growth in Q3 2020. In fact, according to a senior executive at Jyothy
Labs, the sales share of e-commerce in the FMCG sector is expected to increase from 2-3%
before COVID to 4.5% post-COVID. Having learnt the benefits, most FMCG companies are
now expected to maintain their digital presence through e-commerce channels. Hence,
foreign companies trying to undertake a business expansion in India now also need to invest
in tech tools, create new apps that will facilitate online shopping, online product launch, and
smooth online payments and transactions, etc. The importance of the current trends in FMCG
industry in India and business consulting companies in India has, therefore, become even
more indispensable. It is essential to acquire skilled personnel for marketing and promotional
activities and in areas like a product launch and PR management.

• Growth in Food & Beverage and Health & Wellness Categories

The food and beverage segment is one of the largest contributors to the FMCG sector in India
and accounts for almost 30% of the total household spending in the country. A rise in average
income level, increase in the disposable income of middle-income groups, increasing
urbanization, and change in consumer preferences for hygienic products have driven the
growth of this sector. While the per-capita food consumption has been emerging in the rural
sector, the urban market has witnessed increased demands for instant meals category; Ready
to Cook (RTC), Ready to Eat (RTE) are shaping current consumer preferences as well.
Further, the changed consumer behaviour towards hygiene and health post the COVID crisis
has also increased the demands for sanitizers, hand wash, disinfectants, wipes, and home
cleaning products, thereby setting a new trend in the FMCG sector.

13
2.4 MAJOR PLAYERS IN THE INDUSTRY:

1) Hindustan Unilever Limited:

HUL was set up in 1931 as Hindustan Vanaspati Manufacturing Co., furthermore, following
a consolidation of constituent groups in 1956, it was renamed Hindustan Lever Limited. The
organization was renamed in June 2007 as Hindustan Unilever Limited. Consumer Goods
Company headquartered in Mumbai of Unilever is a subsidiary of Unilever, a British
organization. Its products include foods, beverages, cleaning agents, personal care products,
water purifiers, and other fast-moving consumer goods.

HUL has served more than 2 billion clients for more than 87 years. HUL has more than 35
brands across 20 categories, for example, soaps, detergent, skincare, cosmetics, tea,
toothpaste. The brand includes famous names like Surf, Excel, Dove, Lux, Lifebuoy, Clinic
Plus, Wheel, Sunsilk, Knorr, Axe, etc. In December 2018, HUL announced its acquisition of
GlaxoSmithKline’s India business for $3.8 billion in an all-equity merger deal with a 1:4.39
ratio. In April 2020, HUL finished its merger with GlaxoSmithKline Consumer Healthcare
(GSKCH India) after completing all legal procedures.

14
 2) Nestlé:

Nestlé India Limited is the Indian subsidiary of Nestlé which is a Swiss global organization.
The organization is headquartered in Gurgaon, Haryana. The organization’s products
incorporate food, beverages, chocolate, and confectioneries. The organization was
incorporated on March 28, 1959, and was promoted by Nestle Alimentana S.A. through a
subsidiary, Nestle Holdings Ltd. As of 2020, the parent organization Nestlé owns 62.76% of
Nestlé India. The organization has 8 production facilities in different areas across India.

Nestle India Ltd, one of the biggest players in the FMCG fragment, has a presence in milk
and milk & nutrition, beverages, prepared dishes & cooking aids & & chocolate &
confectionery segments. The food business incorporates product groups, for example, milk
products and nutrition, beverages, prepared dishes and cooking aids, chocolates, and
confectionery. Nestle India manufactures products under brand names, such as Nescafe,
Maggi, Milky bar, Milo, Kit Kat, Bar-One, Milkmaid, and Nestea. The annual revenue of the
company is s. 12,615.78 crores (as of 2019).

15
 3) Britannia Industries:

Britannia Industries is one of India’s leading food organizations with a long-term inheritance
and annual revenues in the abundance of Rs. 9000 Cr. Britannia is among the most trusted
food brands and 10 fabricates India’s number one brands like Good Day, Tiger, NutriChoice,
Milk Bikis and Marie Gold which are commonly recognized names in India. Britannia’s
product portfolio incorporates Biscuits, Bread, Cakes, Rusk, and Dairy items including
Cheese, Beverages, Milk, and Yogurt. It is a brand which numerous generations of Indians
have grown up with and are cherished in India and the world over.

It was set up in 1892 in Kolkata with an initial investment of just Rs. 295. Their products are
available in more than 5 million retail outlets. Over half of Indian family units are glad clients
of their numerous ranges of food products. The FMCG is known as the initial Zero Trans Fat
Business in the nation. They have a broad dissemination network in India and 60 different
nations. The annual revenue of the company is Rs. 10,672.97 crores.

16
4. Gokul

Kolhapur Zilla Sahakari Dudh Utpadak Sangh Ltd. well known with its popular
brand ‘Gokul’s an Operation Flood cooperative dairy project established on 16th March
1963. Since then, achieved many landmarks in Milk Procurement, Extension, Animal Health,
Breeding, Milk Processing, Product making and Marketing. At present Gokul has modern 17
Lakh Litters/day capacity dairy plant, satellite dairy at udgaon, tal shirol and 4 owned chilling
centres having 7 Lakh Litters/day milk handling capacity with modern Packing Unit at Navi
Mumbai.

For milk production enhancement in milk shed we have presently 46 Mobile veterinary
routes, 406 Cluster A. I. Centres, A state of the art new 450 MT/day capacity Cattle Feed
Plant with popular ‘Mahalaxmi’ brand is operational at Kagal-Hatkanangale Five Star
MIDC. The old cattle feed plant with 200 MT/day capacity plant is simultaneously
operational. With the assistance of NDDB Gokul started Total Milk Ration (TMR) project of
50 MT/Day capacity. The TMR plant was operational from 07 December 2018.

Gokul has achieved this quantitative growth without compromising on the quality of its
products. This very passion for the highest quality standards has helped Gokul secure this
kind of quantitative growth and to establish itself as a brand in a highly competitive market.
Millions of our consumers trust our quality since 60 years. We take utmost care to provide
our consumers highest quality of milk and milk products. Our entire processes and production
lines run in a very hygienic, healthy environment and are completely free from any human
touch. This urge for the highest quality is visible at every step in our process and production
line and it begins right from the doorsteps of our producer. Our milk producers, employees,
transporters, distributors and retailers together strive for the best of the quality and work
relentlessly to cultivate a “Quality Culture” of the best kind.

17
5. Mother Dairy:

Mother Dairy is a wholly owned subsidiary of the National Dairy Development Board which
is a statutory body under the ownership of Ministry of Fisheries, Animal Husbandry and
Dairying of the Government of India that manufactures, markets and sells milk, dairy
products, edible oil and fruits & vegetables. Mother Dairy was founded in 1974, as
a subsidiary of the National Dairy Development Board (NDDB).

The company sells milk products under the "Mother Dairy" brand, and is a leading milk
supplier in Delhi-NCR, and sells around 30 lakh litres of milk per day in this region. [4] It is
also currently the only dairy company to offer other products in diverse fields like fruits,
vegetables, edible oils, milk and dairy products and packaged sweets in addition to milk.[3]
Safal is the fruit and vegetable arm of Mother Dairy. It operates many fruit and vegetable
stores in the NCR, and has a significant presence in Bengaluru. Safal also has a plant in
Bengaluru, which produces around 23,000 MT of aseptic fruit pulp and concentrates
annually.
It supplies to food processing companies such as Coca-Cola, Pepsi, Unilever, Nestle, etc.
Safal also has a presence across 40 countries viz., USA, Europe, Russia, Middle East, Asia
and Africa and exports Fresh Fruits & Vegetables (Grapes, Banana, Gherkin, Onion, etc.),
Fruit Pulp & Concentrate, Frozen Fruits & Vegetables, etc. ] It also added some limited sweets
in its portfolio and had been expanding it gradually.

18
CHAPTER III: COMPANY PROFILE

19
Year of establishment 1973
Members 18 district cooperative milk producers’
union
No of producer members 3.64 million
No. of village societies 18600
Total milk handling capacity per day 41 million litters per day

Milk collection (daily average 2021-22) 26.3 million per day

Sales turnover – (2021-22) Rs.46,481 Crore

Sales turnover RS (million)

2014-15 207330
2015-16 229720
2016-17 270850
2017-18 292250
2018-19 331500
2019-20 385500
2020-21 392480
2021-22 464810

Rewards and recognitions

Awards and Achievements

 GCMMF received Bronze Trophy at the Indian Marketing Awards – 2014
 GCMMF – Finalist in World Beverage Innovation Awards - 2014
 GCMMF received APEDA Awards for 16 years continuously
 Amul wins World Dairy Innovation Awards - 2014
 Amul receives Srishti Good Green Governance award for the year 2013
 GCMMF Receives Prestigious CNN-IBN Innovating for a Better Tomorrow Award
 Amul wins AIMA High Performance Brand Award-2013 for brand Amul
 Shri R S Sodhi, MD-GCMMF, receives prestigious QIMPRO GOLD STANDARD
Quality Award 2013
 GCMMF wins the SAP Award for Customer Excellence (SAPACE) 2013 under the
category of "Best Run Award in Finance"
 ET-Corporate Citizen Award of the Year 2010-11 to GCMMF
 Amul receives Green Globe Foundation Award
 Dr. V. Kurien honoured with Lifetime Achievement Award
 GCMMF receives Srishti's G-Cube Award - 2010
 Amul Bags International Dairy Federation Award
 Amul Bags 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
 Qimpro Gold Standard Award - 2003

20
  Amul - The Taste of India (GCMMF) Receives International CIO 100 Award For
Resourcefulness
 Rajiv Gandhi National Quality Award - 1999

3.1 Mission, Vision & Values of the company:

MISSION: We at GCMMF (Gujarat Co-operative milk Marketing Federation) endeavour to

satisfy the taste and nutritional requirements of the customers of the world, through excellence
in marketing by our committed team. Through co-operative networking, we are committed to
offering quality products that provide best value for money.”

VISION: Amul’s vision is to provide more and more satisfaction to the 36 lakh farmers,
employees, and distributers.

SWOT ANALYSIS:

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❖ STRENGTHS: -
1. Investment in Technology:

Amul has experienced exponential growth in the last few decades. The company is
continually investing in adaptive and revolutionary technologies within the dairy industry.
The company is targeting a turnover of Rs. 50,000 crore in the fiscal year 2020.

2. Production Capacity:

Amul is one of the largest manufacturers of milk and dairy products in the world. The
company is managed by the Gujarat Co-operative Milk Marketing Federation Limited, which
is a dairy producers cooperative which supplies the company with almost 18 million litres of
milk daily.

3. Market Share:

Amul has transformed itself into the market leader of milk and dairy products in the country.
For instance, Amul has a market share of 33 per cent in the organised ice cream industry. The
ice cream market is expected to grow by 30 per cent.
Amul has expanded its ice cream product and business portfolio by opening standalone Amul
ice cream stores all over the country. Furthermore, the flavoured milk industry in India is also
expected to grow by 20 per cent, and once again, Amul is a market leader in flavoured milk
in India.

4. Strong Brand Value:

Amul is one of the most recognizable and valuable brands in India. The Amul girl, the
company’s mascot which features on its advertisements is one of the oldest and most iconic
brand mascots which Amul uses even today.
None of the milk or dairy products brands in India has come close to the public image or brand
value which Amul enjoys in the Indian market.

5. Quality:

22
One of the primary reasons for Amul being one of the most trusted brands in
Indian and having a strong and loyal consumer base is its quality. Amul has never
faced any significant issues pertaining to its quality within the Indian market. The
company has also maintained transparency concerning its quality control
practices.
Amul maintains excellent relationships with the health department and
government agencies. Validation from these authorities further develops trust
within the minds of the consumers about the quality of Amul’s products.

5. Large Consumer Base:

The company has a large consumer base which spreads across the urban and rural regions of
the country. This wide-reaching consumer base has allowed the company to maintain distinct
leverage over its competitors.

❖ WEAKNESS: -
1.High Operational Cost:

1. Amul has a high operational cost due to its massive size and complex structure. This
can become problematic for the company if the company experiences fall in demand.
2. The company also heavily depends on the dairy unions and communities for its supply
of milk. As the needs of the dairy community are changing with them demanding higher
prices for their produce.
3. These issues can add up to the operational cost of the company and lower its profit
margins.

2. Lack of Success in Certain Areas of Portfolio Expansion:

Amul has expanded its product portfolio to add products such as butter, ghee, buttermilk,
flavoured milk, ice cream, chocolates, cheese, creams, sweets and more.

23
However, not every product of Amul within its portfolio has tasted the same amount of success.
For instance, Amul’s chocolates have not been able to replicate the success of its ice cream
brands. Amul chocolates have a tiny market share in the chocolates, sweets and confectionery
market in India.

3. Frequent Legal Issues:

The company has faced legal issues in the recent past wherein Amul chose to advertise its
products while disparaging the brand and products of its rivals. This led to Hindustan Unilever
filing a lawsuit against Amul in the Bombay High Court.
In 2017, The Bombay High Court passed a verdict in favour of Hindustan Unilever. This caused
the company a lot of embarrassment and has also contributed to tarnishing the public image of
the company.

❖ OPPORTUNITIES: -

1. High per capita Milk consumption:

India is a high milk consuming nation with milk and dairy products being an essential
component of the Indian diet. According to research, Indians consume almost 100 litres
of milk per annum.
India has a billion plus population which is only increasing. This growth in population and
high milk consumption opens opportunities for Amul to expand its production capacities
and acquire new consumers.

2. International Expansion:

Amul can serve global markets. The brand can expand into overseas markets such as the
Middle East and the Asian markets by aggressively targeting Indian expats living in these
countries. Amul can organically broaden its international presence and consumer base.

3. Expansion of Product Portfolio:

24
Amul can invest in research and development or adopt a mergers and acquisition strategy to
expand its product line. Amul has an extensive distribution network which can be used to sell
its new products into the market, and the substantial brand value and trust of the consumers
will also enable easier acceptance from the consumers.

❖ THREATS:

1. Increasing Competition: Amul is facing increasing competition in milk and dairy

products sector from brands such as Mother Dairy, Aavin, Kwality Ltd, Nadini Dairy, HUL
and other local players. Amul is also facing increasing competition within the ice cream
sector from Kwality Walls, Baskin Robins, Havmor, London Dairy and other domestic
brands.

2. Growing trend of Veganism in India: Many people in India are turning towards
veganism, which implies that these people do not consume dairy or dairy products. This can
impact the demand for Amul’s milk and dairy products if the popularity of veganism
increases and spreads across different parts of the country.

3.4 Marketing Mix:

1. Product:

Amul is a major dairy products brand with a broad product line that includes a wide range of
dairy products. Amul’s cash cows are cheese and ice cream, which have the greatest market
share in their respective product categories. Amul ice cream stands as one of India’s top ten
ice cream brands.

There are various brands selling dairy products, but none meet up with Amul’s wide range.
The product tree of Amul has the following varieties – milk, cheese, paneer, yoghurt, milk
flavoured beverages, milk powders, ghee, butter and mithai mates. Anything dairy can be
found with an Amul stamp.

Recently, they began selling chocolates and lactose-free milk and ice-creams. Amul keeps
investing in research and development, hence, strives to bring different products to their
customers.

2. Price:

The pricing strategies of Amul includes a combination of competitive and low-cost pricing.
Amul began with the vision to provide the best quality dairy products at affordable prices.
The pricing of different products is considered by different factors such as the price of raw
material, labour cost, farmer’s profit, transportation cost and storage costs.

25
Amul is pursuing a low-cost strategy for products commonly used like milk, ghee, butter and
so on, where they offer these products at a lower price than their competitors. For products
like Amul spray, Prolite, condensed milk and more the company adheres to a competitive
pricing strategy, where the price of these products is like their competitors.

3. Place:
Amul establishes its image by outpacing the quality of other brands and are readily available
to entire demographics in urban or rural areas. They target children, adults, and businesses
under the umbrella of their product.

In Amul, distribution takes place through two main methods: -

 Procurement channel – Farmers provide milk to cooperatives, which is gathered in

bulk and transported to the processing plant. That milk is made to produce the final
goods at the production plant.

 Distribution channel – In charge of getting the finished product to the end-users.

Carrying and forwarding agencies, distributors, dealers, and retailers are all part of the
distribution chain.

There indeed is a lot of transportation that lead to the final product distribution; however,
Amul doesn’t fail to deliver their products to every corner of India.

4. Promotion:

Amul establishes its image by outpacing the quality of other brands and are readily available
to entire demographics in urban or rural areas. They target children, adults and businesses
under the umbrella of their product.

In Amul, distribution takes place through two main methods: -

1. Procurement channel – Farmers provide milk to cooperatives, which is gathered in

bulk and transported to the processing plant. That milk is made to produce the final
goods at the production plant.

1. Distribution channel – In charge of getting the finished product to the end-users.

Carrying and forwarding agencies, distributors, dealers, and retailers are all part of the
distribution chain.

There indeed is a lot of transportation that lead to the final product distribution; however,
Amul doesn’t fail to deliver their products to every corner of India.

26
  PORTER’S FIVE FORCE ANALYSIS

Threat Of New
Entrants
MEDIUM

Bargaining Bargaining
Competitive
Power Of Power Of
Suppliers Rivalry Customers
LOW MEDIUM HIGH

Threat of
Substitutes
HIGH

Competitive rivalry:
Amul Butter enjoys a significant market share. It has market share of 79.1% in the
domestic market of size $459 million. So as such, the competition current is not
threatening the position of Amul in the butter industry. But when it comes to low fat
butter, Amul is in a battle. Zydus Wellness’ Nutra lite is gaining market share in the low
fat, low cholesterol butter category, a category where Amul has not been able to establish
itself yet. It has two products in this category, Amul Delicious and Amul Lite.

Threat of substitutes:

27
Threat of substitutes is high. There is increasing awareness about the potential
health concerns around consumption of certain dairy products, especially butter. The fact
that Amul’s own low fat, low cholesterol butter variants have not been able to gain
significant market share leaves the door open for other companies to take
advantage of this potential weakness. Also, margarine, cheese spreads, and jams are
being used instead of butter as table spreads and the options in the market are plenty.

Threat of new entrants: -

Threat of new entrants is medium. The barriers to entry are low and as such, there isa
probability that some big player might want to enter the market. The significant market
share that Amul holds means its position is quite secure. The established distribution
network is an advantage for Amul. The biggest plus for Amul’s the supplier bases it enjoys.
It has a strong connection with rural milk producers

Bargaining Power of Buyers: -

There is high bargaining power of the purchasers due to excellent competition. Switching
expense is rather low for the customers as many companies’ sale a variety of comparable
items. This appears to be an excellent risk for any company. Hence, Amul Dairy makes
certain to keep its customers pleased. This has led Amul Dairy to be one of the devoted
businesses in eyes of its purchasers.

Bargaining Power of Suppliers: -

In the food and drink industry, Amul Dairy owes the biggest share of market requiring higher
number of supply chains. In response, Amul Dairy has also been worried for its providers as
it believes in long-lasting relations.

Corporate Social Responsibility, The Amul Way

Corporate social responsibility (CSR) has been defined as the -commitment of business to
contribute to sustainable economic development working with employees, their families, the
local community, and society at large to improve their quality of life, in ways that are both
good for business and good for development. I To meet with the CSR it is expected that a
business in its entire procurement- production-processing-marketing chain should focus on
human development involving the producer, the worker, the supplier, the consumer, the civil
society, and the environment. Indeed, a very tough task. Most businesses would certainly
flounder in not being able to achieve at least one or many of those expectations. But AMUL
has shown the way.
18

28
CSR – Sensitive Organisational Structure

AMUL is a three-tier co-operative organisation. The first tier is the co-operative society at the
village, of which; milk producers are voluntary members, managing the co- operative through
a democratically elected 9-member managing committee, and doing business by purchasing
milk from members and selling it to the district level co- operative. There are more than 11,000
co-operatives in villages of Gujarat. The second tier is the district co-operative that processes
milk into milk products, markets locally and sells surplus to the state co-operative for national
and international marketing. There are 12 district co-operatives each being managed by a 15-
member board elected by the college comprising the nominated representatives or chairmen of
the village co-operatives. Third tier is the state level co- operative - the Gujarat Co-operative
Milk Marketing Federation (GCMMF) responsible for national and international marketing of
milk and milk products produced and sold to it. The GCMMF is managed by the board
democratically elected by and from amongst the chairmen of the district co-operatives. The
entire three-tier structure with the GCMMF at its apex, is a unique institution because it
encompasses the entire chain from production of raw material to reaching the consumer with
the end product. Every function involves human intervention:
23.60 lakh primary milk producers; 35,000 rural workmen in more

than 11,400 village societies; 12,000 workers in 15 dairy plants; 750 marketing professionals;
10,500 salesmen in distribution network and 600.000 salesmen in retail network.

Accumulation of human capital is sine qua non for the development and growth of any
enterprise or economy. The GCMMF is sensitive towards CSR. It believes that technology and
capital are replicable inputs but not the human capital. Since men are the basis for achieving
the CSR, the GCMMF lays emp-hasis on their development into competent, courteous,
credible, reliable, responsive communicators and performers’

CSR- Sensitive Business Philosophy: - The first step towards discharging the CSR is
the business philosophy of the GCMMF. It is two-fold: one, to serve the interests of milk
producers and second, to provide quality products to consumers as value for money. Evolution
of an organisational system has ensured that the corporate social responsibility towards the
primary milk producers, village and the ecological balance is fulfilled. The milk producers are
paid for their milk in accordance with market forces and realisation of value for their produce.
Invariably the price paid to the member-producers in Gujarat is higher by 15 per cent than the
national average.

29
Amul Relief Trust: -

A devastating earthquake (Richter scale - 7.9) hit Gujarat on 26th January 2001. The epicentre
of the quake was in Kutch district. It caused death of thousands of people, tens of thousands
were injured, hundreds of thousands were rendered homeless, and damage of billions of Rupees
was done.

GCMMF formed a specific organization named "Amul Relief Trust" (ART) under the

Chairmanship of Dr.V. Kurien in 2001 with a donation of Rs. 50 million for reconstruction of
the school buildings damaged in the 2001 earthquake in the Kutch area.

The Trust reconstructed 6 schools damaged by the above earthquake at a cost of Rs.41.1
millions in Kutch area. Four of these schools started re-functioning from the last two academic
sessions and the other two schools from the current session.

 A school reconstructed by Amul Relief Trust in the earthquake affected Ratadia

Village in Mundra Taluka of Gujarat

 A school reconstructed by Amul Relief Trust in the earthquake affected Nana Asalia
Village in Mundra Taluka of Gujarat.

 A school reconstructed by Amul Relief Trust in the earthquake affected Nana Moti
bhadai Village in Mandavi Taluka of Gujarat

Tree Plantation: -

AMUL took an oath on 15th August 2007, after the flag hoisting ceremony, to plant a sapling
and ensure that it grew into a tree. Farmers have also created nurseries to produce saplingsand
almost 45 such nurseries have been created as of date.

Whole dairy cooperative farmers of Gujarat under GCMMF have so far planted 312 lakh
saplings. Considering 47% survivability (based on post plantation survey data), when the
saplings fully grow up, would provide additional 1,39,735 ha. of green cover which is
additional 6.41% forest cover for Gujarat.

30
 CHAPTER: IV

THEOROTICAL BACKGROUND

31
New items are portrayed by diminished timeframe of realistic usability since they are a great
development vehicle for a ton of microorganisms. Hence, the microbial decay causing huge
food supply misfortunes has turned into a colossal monetary and moral issue around the
world. The antimicrobial bundling is offering a suitable answer for tackle this financial and
security issue by expanding the timeframe of realistic usability and working on the quality
and wellbeing of new items. The objective of this study was to examine the impacts of a food
contact surface of polyethylene terephthalate (PET) functionalized with the recently
portrayed antimicrobial peptide mitochondrial-designated peptide 1 (MTP1), in lessening the
microbial populace connected with deterioration and in giving the timeframe of realistic
usability dependability of various kinds of new food sources, for example, ricotta cheddar
and bison meat. Altered polymers were described concerning the system of plasma-enactment
by water contact point estimations and Fourier change infrared spectroscopy estimations in
constricted absolute reflection mode (ATR-FTIR). Results showed that the MTP1-PETs gave
areas of strength for an impact to deterioration microorganisms with no cytotoxicity on a
human colon disease cell line. At long last, the actuated polymers uncovered high-capacity
dependability and great reusability. This study gave important data to foster elective
antimicrobial bundling for upgrading and expanding the microbial quality and wellbeing of
short-lived food varieties during capacity.

Short timeframe of realistic usability of new food sources addresses one of the fundamental
constraints for the commercialization of this class of items, mostly because of their high
satisfied in supplements and shallow dampness which prompts the quick development of
waste and pathogenic microorganisms Without a doubt, it is notable that microbial
development on the outer layer of an item is many times liable for the bothersome changes in
flavour, smell, and other organoleptic qualities of new food varieties, which bring down their
quality and abbreviate their business life Albeit the specific figure of the absolute monetary
misfortune because of food decay is scarcely to assess, obviously it is a gigantic monetary
weight (Blackburn, 2006) representing 1.3 billion tons each year by FAO Hence, even a
decrease in food misuse of 20-25% could save somewhere in the range of $120 and $300
billion every year as per a new report by the UK Waste and Resources Action Program
(WRAP). As a safeguarding strategy, the refrigeration is important to keep up with the
microbial nature of new items, however it doesn't ensure without anyone else a long
timeframe of realistic usability, which on account of certain food sources adds up to a time
span of around 4-5 days. Subsequently, interest for safe new items presents significant
difficulties to the food business to foster creative techniques for further developing the
conservation cycle and drawing out the capacity time keeping up with both the normal
appearance and wellbeing of food varieties by decreasing or wiping out deterioration
microorganisms. A critical help in this field gets from the utilization of bundles, which not
just go about as a boundary against dampness, water fume, and gases, yet they may likewise
act as a transporter of dynamic substances in the "dynamic bundling," consequently
expanding the timeframe of realistic usability and guaranteeing the security or potentially
nature of food items Dynamic bundling is the most significant inventive thought applied for
purchaser fulfilment. It very well may be characterized as a method of bundling in which
item, bundle, and the climate connect in a positive method for broadening timeframe of

32
realistic usability of items or potentially to upgrade security or tangible properties while
keeping up with the nature of the food varieties Among the dynamic bundling innovations,
antimicrobial bundling is viewed as one of the most encouraging. These frameworks depend
on the immobilization of antimicrobial specialists on the outer layer of polymers, whose
utilization has firmly expanded because of their enormous assortment and the various
arrangements accessible, which make conceivable to embrace the most helpful bundling
arrangements, zeroing in on the necessities of every item. One of the most widely recognized
help that has found expanding applications inside the bundling field is the polyethylene
terephthalate (PET), a straightforward long-chain polymer, whose substance idleness and
actual properties have made it especially reasonable for various food applications.
Notwithstanding, the synthetic latency of PET makes important to actuate and functionalize
its surface with explicit medicines as the cool plasma prior to continuing with the ensuing
immobilization of bioactive mixtures, for example, natural oils, plant separates, bacteriocins.
A few antimicrobial bundles utilize immobilized antimicrobial peptides (AMP) to stifle the
development of microorganisms AMPs are essential for the intrinsic resistant arrangement of
every multicellular and incorporate a synthetically and fundamentally heterogeneous family,
whose individuals have been segregated from a wide assortment of creatures, plants,
microscopic organisms, growths, and infections By and by, three primary qualities that are
shared by practically undeniably known AMPs, can be recognized: little size, exceptionally
cationic person, and propensity to take on amphipathic structures These physicochemical
properties make AMPs ready to communicate with the adversely charged microbial films.
Nonetheless, to act as viable covering specialists, the AMPs should meet a few requirements,
which incorporate the maintenance of wide range antimicrobial movement once bound to
bundling materials. As many normally happening peptides miss the mark on capacity to hold
these properties, there is a need to foster new and more successful AMPs, with the mean to
build security and timeframe of realistic usability of food items. As of late, beginning from
the human source succession of CPT-1a another AMP, named mitochondrial-designated
peptide 1 (MTP1), was planned as currently expressed in Palmieri et al. (2016) and portrayed.
In particular, the 15-mer peptide was uncovered to be profoundly steady in a wide scope of
pH (2-10) and temperature (15-90°C) for delayed brooding times. Additionally, MTP1
accepted α-helix/β-sheet structures in imitated cell film arrangements, as uncovered by CD
examinations. At last, the compound displayed huge bactericidal movement against Listeria
monocytogenes, one of the most significant foodborne microorganisms.

The point of the current review was to foster another class of bundling materials,
functionalized with the bactericidal peptide MTP1 and to assess both the handiness and
adequacy of the previously mentioned dynamic coatings on the microbial quality and security
of new short-lived items and the expected augmentation of their time span of usability
Bundling is an essential vehicle to convey items to purchasers. The meaning of
bundlingsaysthat it is a co-ordinated procedure for encasing food to shield it from altering or
taintingfrom physical, synthetic and natural sources. Presently a day’s buyer requires food
that are new, somewhat protected, helpful and prepared to serve. Percapita utilization of

33
bundling material in India is 4.3kg/individual/annum despite everything to be expanded.
Considering changing shopper ways of life, enormous retail gatherings and food
administration ventures have presented profoundly serious blend of showcasing&
Exchanging procedures which relies upon quality of bundling material and innovation
utilized (Brody et al., 2008). Different procedures of bundling innovation for food have
created throughout the long term. New ideas of dynamic bundling, canny bundling and
nanotechnology offer imaginative arrangements which play a significant job for improving or
observing food quality& Security and broadening time span of usability Main impetuses for
advancement in food bundling innovation Notwithstanding awesome of hindrances, handling
innovations furthermore, controls, food sources are helpless to biochemical furthermore,
different types of decay and in this manner there is need for fitting bundling innovation.
Advancement in food bundling material and bundling innovation is represented by expansion
in customer interest for negligibly handled food varieties, change in retail and circulation
rehearses, new buyer item coordinated factors, new appropriation patterns(For example, web
shopping), programmed dealing with frameworks at dispersion focuses (milk ATMs) and
tough necessities in regard to customer wellbeing furthermore, wellbeing These lead to
improvement of more current bundling advancements like adjusted climatic bundling,
dynamic bundling, savvy bundling and as of late nano packaging. Controlled and altered air
bundling Altered air bundling (MAP) is the substitution of air in a load with a solitary gas or
combination of gases though controlled air capacity alludes to the consistent checking and
change of gas levels inside gas tight stores or compartments. It gives an ideal environment for
expanding the capacity length and nature of food. The MAP procedure has demonstrated to
be valuable in drawing out the time span of usability of cheddar tests as far as
microbiological and sensorial viewpoints. Time span of usability of prepared to-serve pizza
expanded If 45 days by MAP, contrasted with ordinary air pack (15 days) Most of controlled
environment capacity procedures are reasonable for mass capacity, however normally not so
much for retail units Dynamic bundling Dynamic bundling is an inventive bundling
innovation that integrate specific added substances into bundling film or inside bundling
compartments by which bundle, item, and climate collaborate to drag out time span of
usability or improve wellbeing or tangible properties as well as keep up with the quality of
the food item Ahvenainen (2003) has given an expansive order of dynamic bundling
strategies.

34
 CHAPTER: V

OBJECTIVES AND SCOPE OF OBJECTIVES

35
Amul industry in India in the organized sector produces around 70% of the total production,
the balance 30% being contributed by the others milk brands.

During the last seven years, Amul’s milk procurement prices to its farmer-members more
than doubled from Rs. 24.30 per litter for buffalo milk (Rs. 337 per kg fat) in 2009-10 to Rs.
49 per litter (Rs. 680 per kg fat) in 2016-17. Since the cooperative’s total milk procurement
also doubled during this period, from 90.9 lakh litters per day to 176.5 lakh litters per day,
this effectively increased the income of its dairy farmers, four-fold in the last seven years.

Amul is currently procuring around 150 lakh litters of milk daily from around 35 lakh milk
producer members from over 18,500 villages.

This project is focused on the three main factors of a company:

1. To understand and promote retail expansion.

2. To Create awareness and promotion for targeted products.
3. To maximise the sales growth of A2 Milk.

I have done the first part of the project based on some parameters which are very effective to
find out the problems of Amul pouch milk in the retail market and distributors market. Those
parameters and the importance of the parameters are: -

 Preference for incentives: Amul does not have its own point and cash or schemes system as
their incentives. Some of the shopkeepers want scheme and some of them want extra pouch
packets in every caret. This problem has to be recovered to maintain a healthy relation with the
shopkeepers. 

 Delivery: A survey was conducted to understand the delivery related problems in retail and
multivendor market. It is very important problem, and it has to be recovered very fast because
if delivery of the ordered products are not placed within time then availability of the product
goes down which results decrease of, to off take and market share.

 The segment of pouch milk which consists of high rate of customer demand but low rate of
delivery system: A Survey was conducted in retail market to understand that which segment of
pouch milk has higher demand but lower availability.

36
CHAPTER: VI

ACTION PLAN

37
(viii) Action Plan:

Week 1: Understanding the market by going with the supplier in the market & how many
litres of milk is been distributed by distributor to the given territory.

Week 2: Collecting the data and analysing it in the market condition to get to know about
how much quantity of milk and milk products each retailer requires.

Week 3: Went to the Amul’s plant which is in khed (pune) to know how packaging of
products and distribution happens along with it went in the market to get the details from
each retailer and their requirements for Amul products.

Week 4: Going into the market to pitch to the retailers for A2 Milk and making promotion for
some other milk products also.

Week 5: Amul’s fresh lassi and some other premium dahi products were assigned to us to get
sold by reaching into the market/retailers.

Week 6: We used to put stalls outside the local retail shops to merchandise the A2 milk.

Week 7: Did the same activity as we did in the week six to promote A2 Buffalo milk.

Week 8: Entire team was on field for market mapping and research.

38
CHAPTER VII: ANALYSIS AND FINDINGS
Date: Name Of AMD: - Shiv Amrit Doodh Agency-LM
20th
June Location- Kakde Park, Chinchwad Gaon, Kaspate wasti, Chinchwad
to Walekarwadi, Nigdi Pradhikaran.
25th
June

Sr. no Contact AMUL Other

Retailers Name Address
Number Sales Sales
1 SS Store 8805656401 Kakde Park 2 8
2 Akshay Store Kakde Park 3 12
3 Moraya Generals Kakde Park 2 16
4 Sai Provision 9172822716 Kakde Park 4 11
5 Hindu Rashtra 9511661515 Kakde Park 3 25
6 Ghule Store Kakde Park 2 10
7 Krushna Supermarket 9021243372 Kakde Park 6 19
8 Tulsi Supermarket 9049486190 Kakde Park 8 20
9 Shri Dutt Store Kakde Park 6 12
10 Raj Supermarket 9545290288 Kakde Park 30 10
11 Ronak Supermarket 963785355 Kakde Park 12 19
12 Royal Store 8007310381 Kakde Park 5 30
13 Mahendra 23
10
Supermarket Kakde Park
14 Vaishnavi Market Kakde Park 5 31
15 Kendrai General Store Chinchwad Gaon 2 14
16 Akshada Store Chinchwad Gaon 3 19
17 Mateshwari Market Chinchwad Gaon 10 20
18 Hari Om Supermarket Chinchwad Gaon 6 16
19 Krushna Supermarket Chinchwad Gaon 15 20
20 Om Supermarket Chinchwad Gaon 26
21 Puja Supermarket Chinchwad Gaon 5 22
22 Durga Maa 15
Supermarket Chinchwad Gaon 15
23 Sada Bahar Bakery Chinchwad Gaon 7 13
24 Dipak Super Shopee 9762392032 Kaspate Wasti 10 20
25 Market Point 9922633185 Kaspate Wasti 24 16
26 Green Market 7410188760 Kaspate Wasti 12 13
27 Radha Krushna Dairy 9011033291 Kaspate Wasti 12 18
28 Rekha Supermarket 9922279865 Kaspate Wasti 10 15
29 Hariom Supermarket Kaspate Wasti 12 20
30 Corner Genaral Store 9922054133 Kaspate Wasti 15 16
31 Balaji Traders 7559433185 Kaspate Wasti 5 15
32 Naresh Sweet 9359123649 Kaspate Wasti 12 30
33 Chinchwad 30
Dhanlakshmi Sweets
7020640471 Walekarwadi 12
34 Chinchwad 24
Mataji Supermarket
Walekarwadi 9
35 Mrunmayee Chinchwad 30
Supermarket Walekarwadi 10
 36 Chinchwad 20
Kailas Misal Walekarwadi 8
37 Chinchwad 18
Hanuman Traders Walekarwadi 12
38 Govind 9325042028 Nigdi Pradhikaran 2 25
39 Mataji Supermarket 9890962217 Nigdi Pradhikaran 24 30
40 Bhavani Suprmarket 9096959199 Nigdi Pradhikaran 15 20
41 Shri Lakshmi Traders 9766501468 Nigdi Pradhikaran 5 16
42 Swarali Supermarket 8408002424 Nigdi Pradhikaran 30 19
43 National Market 9860594806 Nigdi Pradhikaran 15 20
44 New Satyam Bakery 9527023143 Nigdi Pradhikaran 24 15
45 Ravi Store Nigdi Pradhikaran 4 23
46 Riddhi Enterprises Nigdi Pradhikaran 12 22
47 Platinum Market Nigdi Pradhikaran 12 21
48 Anji Mart 7021564439 Nigdi Pradhikaran 25 20

 DATA ANALYSIS

“DATA ANALYSIS “SALES AND DISTRIBUTION DEVELOPMENT

OF AMUL’S DAILY FRESH PRODUCTS”

 It all began when milk became a symbol of protest

 Founded in 1946 to stop the exploitation by middlemen

 Inspired by the freedom movement

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 Tribhuvan Das Patel, they formed their own cooperative in 1946.
The analysis and interpretation of the data involves the analysing of collected data and
interpreting it with pictorial presentation such as bar charts and pie charts.

1. Preference of Retailers to milk brand.

Brands Respondent
Amul 10
Mother dairy 03
Gokul 15
chitale 02
katraj 03

Respondents
16
14
15
12
10
10

Amul Mother dairy Gokul chitale katraj

2. Do you stock Amul milk?

Response No. of Respondent % Of respondent
YES 30 90%
NO 3 10%

% of respondent

10%
YES
NO

90%

43
3. Do you get sufficient stock of Amul milk?
Response No. of Responded % of Responded
Yes 19 57.5 %
No 14 42.4 %

% of Respondent

42%

58%

Yes No

4. Why don’t you stock Amul milk?

Response No. of Responded % Of Responded

Absence of packing date 3 9.09 %

Low margin. 19 57.5 %
No replacement for leakage 9 27.2 %
Low distribution 2 6.06 %

% Of Responded
6% 9%

27%

58%

Absence of packing date Low margin.

No replacement for leakage Low distribution
44
5. Preference of Retailers to milk brand.
A. Amul Taaza
B. Amul Slim n Trim
C. Amul Gold
D. Amul A2

Response No. of Responded % Of Responded

Amul Taaza 20 60.06%
Amul Slim n Trim 2 6.06%
Amul Gold 8 24.2%
Amul A2 3 9.09%

% of respondent

9% Amul Taaza

24% Amul Slim n Trim

61% Amul Gold

6% Amul A2

6. Number of consumers buying Amul products due to Price, Brand name,

Taste, Purity, and Quality.
A. Price

B. Brand name

C. Taste

D. Purity

45
 Chart Title

4.5

3.5

2.5

1.5

0.5

Price Brand name Taste Purity

7. What is the frequency of purchase of Amul A2 milk?

Frequency of purchase Percentage

Daily 30%
Twice a week 38.2%
Weekly 20%
Occasionally 11.8%

Sales

Ocassionally
12%
Daily
30%
weekly
20%

Twice a week
38%

Daily Twice a week weekly Ocassionally

46
CHAPTER: VIII

CONCLUSION

47
CONCLUSION:

Amul means different things to different people.

To a milk producer – A life enriching experience to a consumer – Assurance of having

wholesome milk to a mother – A reliable source of nourishment for her child to the country –
Rural development and self-reliance

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 & Ice-Cream which are its main/core
products. But in case of local market like Pune the Amul milk is not a popular product as
compared to other Amul Products. With the help of research, company can find out its week
points in Milk product and can increase its market share through rectify mistakes. People
have believed in Amul’s product, and they will accept it 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 Milk like Amul Tazza & Gold.

 Quality is the dominating aspect which influences consumer to purchase Amul

product, but prompt availability of other Milk brands and aggressive promotional
activities by others influences the consumer towards them and also leads to increase
sales.

 In comparison to Amul Milk, the other players such as Gokul, Mother Dairy, and
Metro and some others milk provide a better availability and give competition to the
hilt.

 People are mostly satisfied with the overall quality of Amul Milk, but for the
existence in the local market Amul must use aggressive selling techniques.

48
 RECOMMENDATIONS AND SUGGESTIONS:
 Give the credit purchase facility to their regular retailers.
 250 ml milk pouch should make available to retailers for selling,
because lower income family has intention to buy small pouch milk.
 There is need to create a common platform for all the retailers so thattheir
complains should be solved.
 As quick as possible try to settle the various claims and problems of the retailers.
 Provide good schemes and offer to the retailer. Some scrutiny should be
followed to check the scheme get being communicated properly by distributors
or sales
 Supply should be regular to all the outlets including those that lie in the pocket
roads and not just in the outlets which lie on the easily accessible routes.
 It has been found that there is no awareness among the retailers regarding the
newly launched products of Amul such as A2 buffalo milk and itsvariants. So,
it is advisable to the company to conduct various awareness programs like
distributing of pamphlets outside the retail shops and more advertisement
through the media.
 Company should take care of retailers by solving their problems and should call back or
timely visit should be given to retail outlets by appointing separate company
representative

Limitations: -
This report had to work under several constraints and limitations. Some of the key limitations
are:

 The survey is limited only for one distributor.

 Time period of the project was 8 weeks, which may not be enough to understand the
whole
Market.

 Convenient sampling was used as the mode of conducting the research.

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  The psychology and temperament of a respondent play a significant role. Some
respondents are more sensitive as against others who are more tolerant. A change in
the composition of the respondents can affect the answers adversely or favourably.

 Respondents may not have been true in answering various questions and may be
biased to certain other questions.

 Out of the whole research and analysis, only three major brands could be highlighted,
leaving aside the other non-popular brands.

 The questionnaire mostly contained multiple choice questions; therefore, many

respondents did not give a proper thought before up the questions, and some even
ticked things, which were not applicable. Therefore, all this increased the bias.

 The sample size of Retailers / Wholesalers was very small and therefore response
from them does not reflect the exact view because they may to biased.

Key learnings
 I have learnt how organisation work as per the hierarchy.
 How to pitch Infront of retailers and end consumers.
 Managerial skills for inventory management.
 How SKU’s work .
 Need of a supply chain management to run a smooth business.
 Promotional activity does matters to capture the market.
 Got to know how decoy pricing strategies works.
 Improved negotiation and convincing skills.

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BIBLIOGRAPHY

 http://economictimes.indiatimes.com/topic/amul

 https://www.nddb.coop/

 www.amul.com

 www.wikipedia.com

 http://www.firstpost.com/tag/amul

 https://www.financialexpress.com/archive/corporate-social-responsibility-the-amul-
way/112172/#:~:text=Every%20function%20involves%20human%20intervention,sal
%2Desmen%20in%20retail%20network.

 https://casemarathon.com/darden/amul-dairy/porters-analysis.php

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