PROBLEM STATEMENT Edible oils constitute an important component of food expenditure in Indian households.

Historically, India has been a major importer of edible oils with almost 30-40% of its requirements being imported till 1980s. In 1986, the Government of India established the Technology Mission on Oilseeds and Pulses (TMOP) in order to enhance the production of oilseeds in the country. Consequently, there was a significant increase in oilseeds area, production, and yields until the late-1990s. However, in order to fulfill its obligations towards various international trade agreements and also meet the increasing demand-supply deficits, India began to reduce import restrictions on edible oils in the late 1990s; and it was gradually brought under Open General License. This led to a significant slump in the domestic oil seeds market, as edible oil prices fell sharply in line with the low international prices prevailing at that time. Subsequently, the duty structure was modified so as to maintain a duty differential between crude and refined varieties in order to protect the domestic industry. Nevertheless, due to high import dependence, domestic edible oil prices remain highly correlated to international edible oil price movement, and this has resulted in volatility in the key credit metrics of rated edible oil companies. This situation will reduce the amount of import from India when they start to implement the plantation of palm oil in India and this will affect the revenue from country that export their palm oil like Malaysia and Indonesia. In order to overcome this situation, IOI Corporation plan to penetrate India market by joint venture with one of the Indian company that produce palm oil in India.

OBJECTIVES   

To penetrate market share in India by 3 percent in next three years To enhance profit contribution for IOI Group especially in International market To expand the business in India market due to large consumption in India.

Resource Based Manufacturing for IOI Corporation This business segment is essentially the downstream of IOI palm value chain - that can be further differentiated into 3 major categories: (1) refinery, (2) oleo-chemicals, and (3) specialty fats. Crude palm and palm kernel oils from our upstream mills are channeled to our refineries located at origin and at destination, where the refined oils are then sold externally and/or channeled internally for further value-add processing in our oleo-chemicals and specialty fats manufacturing facilities spread out in four major continents serving customers in more than 65 countries globally.

Linking these manufacturing operations would be our Supply Chain Support - covering global sales and marketing, import & export activities, logistic planning and procurement, price risk and foreign exchange risk management - to form an integrated global palm value chain, which offers the following strategic advantages:     optimal turnaround time ensuring freshness of our products to customers enable quality control of our products along the value chain accords a high degree of traceability on our end products provides a degree of natural hedge against upstream commodity price cycles

RESOURCE-BASED MANUFACTURING GLOBAL PRESENCE LOCAL PRESENCE .

      ISO 9001 : 2000 (SIRIM) OHSAS 18001 : 1999 (SIRIM) HACCP (LLOYD) KOSHER HALAL GMP .8 million MT per year located domestically at source and abroad.REFINERY IOI have four large scale palm oil refineries with combined refining capacity of 3. Besides drawing upon competitiveness in process and energy efficiencies. IOI refineries are modern physical refining plants integrated with fractionation facilities. we also have the following accreditations. odour. and nonglycosides like free fatty acids and gums to produce Refined Bleached Deodorized Palm Oil and Palm Kernel Oil. The refining process converts crude oil to edible quality oil by removing impurities.which could then be subjected to first stage fractionation to produce Olein and Stearine fractions.

Loders Croklaan. 1989 The refinery unit of Monarch Fine Foods in Toronto became a part of Loders Croklaan. Construction is scheduled to begin in the second half of 2004 with plans for completion 12 months later. Unilever acquired Durkee Industrial Foods to create Van Den Bergh foods. . which cost about EUR 40 million (RM180 million).MILESTONES OF REFINERY IN IOI CORPORATION 1916 A refinery was installed. 1987 The Refinery Modernisation Project (RMP) was completed. 1998 Loders Croklaan was presented with "Zaanse Ondernemerspijs". Loder Croklaan commenced construction of Europe's largest palm oil refinery and fractionation plant in Rotterdam. an award by the chamber of commerce. The former refinery unit of Van den Bergh Foods in Channahon-USA came under supervision of Loders Croklaan 2004 Loders Croklaan announced building Europe's largest palm oil processing plant in Rotterdam. Loders Croklaan has consolidated its position in the growing palm ingredients market by buying Malaysian palm oil specialties company Soctek. with a headquarter in the Netherlands. The two companies began operating under a common name. 1985 A complete rebuilding of the refinery was planned.

2005 Prime Minister of Malaysia. First crude palm oil tanker arrived at Loders Croklaan's new palm oil refinery and delivered the first 10. YAB Datuk Seri Abdullah Ahmad Badawi unveiled the topmost point of Europe's biggest palm oil refinery in Rotterdam during his official visit to the Netherlands/Germany.000 tonnes of crude palm oil (Sept). A major fire has struck the vegetable oil and fats production and refinery site of ArmaFoods and Loders Crorklaan in Ciaro. . The first 25 tons of fully refined palm oil have been delivered from Loders Croklaan's palm oil refinery in Rotterdam (Oct). Loders Croklaan North America opens new oil processing factory in Channahan (Nov). Egypt (June).

1 The Indian edible oils market continues to be underpenetrated and given the positive macro and demographic fundamentals it has a favorable demand growth outlook over the medium-to-long term. Given the high price consciousness and varied taste preferences of Indian consumers. The rising competitiveness of India‟s manufacturing companies is reflected in the country‟s ranking as second in the world in terms of competitiveness as per the 2010 Global Manufacturing Competiveness Index (GMCI) prepared by the US Council on Competitiveness and Deloitte. In terms of volumes. the current per capita consumption levels of India (at 13. The demand for edible oils in India has shown a steady growth at 4. Brazil and Japan. edible oil imports were observed to be the lowest in the last three years in view of improvement in domestic oilseed production. The government‟s National Manufacturing Competitiveness Council (NMCC) envisages increasing the share of manufacturing to 25% of GDP by 2025. soybean oil and mustard oil are the three largest consumed edible oils in India. There has been a significant gap between demand and supply of edible oil because of limited availability of oil seeds and shifting of acreage to other crops in the domestic market. automotive. The growth has been driven by improvement in per capita consumption.OVERVIEW INDIA MARKET Manufacturing sector accounts for nearly 16% of India‟s Gross Domestic Product (GDP). Going forward. palm oil. 16% and 14% in total oil consumption in 2010. India is ahead of major developed and emerging economies such as the US. However. In 2010.3 Kg/year for 2009-10) are lower than global averages (24 kg/year). This index factors in market dynamics and policy issues that influence the sector. oil and gas. India‟s manufacturing sector consists of a number of industries which are engineering goods. . which account for almost 45-50% of the total oil consumption. and textiles that together make up roughly 50% of the sector. ICRA expects these three oils to continue to account for the bulk of edible oil consumption in the country. which in turn is attributable to rising income levels and living standards.01 (out of 10) in the next five years from the year 2010. the nation‟s competitiveness would increase further with its index score set to improve to 9. This gap has been met through imports. South Korea. with respective shares of 46%. chemicals.43% over the period from 2001 to 2011.

2009).8 million MT per year located domestically at source and abroad. odour.SWOT ANALYSIS STRENGTHS IOI have four large scale palm oil refineries One of the Most Efficient Palm Oil Producers High Cash Pile WEAKNESSES Financial Vulnerability SWOT OPPORTUNITIES Expand in new market such as India Strong Palm Oil Consumption Growth in India Consumers shift towards cheaper oils palm oil THREATS Dampening Economic Outlook Politic and government policy STRENGTH a. IOI . IOI have four large scale palm oil refineries IOI have four large scale palm oil refineries with combined refining capacity of 3. This strength stems from IOI’s belief that the most efficient business model can be a very effective environmental model. with yield per hectare of much higher than its rivals in the year 2008– 28. IOI’s refineries are modern physical refining plants integrated with fractionation facilities. One of the Most Efficient Palm Oil Producers IOI is one of the most efficient palm oil producers.5 (Oh.7 and Boustead’s 17.which could then be subjected to first stage fractionation to produce Olein and Stearine fractions. Based on this model. and non-glycerides like free fatty acids and gums to produce Refined Bleached Deodorized Palm Oil and Palm Kernel Oil. The refining process converts crude oil to edible quality oil by removing impurities.54 per mature hectare (tonne) compared to Sime Darby’s 21. b.

28 June 2008). . High Cash Pile As at end of 2008. The efficient use of land translates into lower fertilizer. it is subject to foreign exchange risk. it still faces financial vulnerability due to the highly unpredictable nature of business. In the last quarter of 2008. High liquidity provides IOI the opportunity to progressively expand plantation acreage.strategizes to maximize outputs from their plantations and factories while minimizing the inputs required using an efficient and effective plantation management program. As it operates in many countries of the world and trades globally. existing oil palm plantations and distressed planters. As interest rate is also on the downtrend. c. This expansion could be done by acquiring green fields. IOI has amassed a high cash pile amounting to RM1. credit risk. as well as liquidity and cash flow risk. IOI could capitalize on the situation to look for leverage in its acquisition activities. IOI has had a few bad experiences in its financial dealings. Given the current global economic situation. pesticide and energy usage as well as benefits for the environment. price fluctuation risk. IOI’s financial profile is not likely to improve in the foreseeable future as the global economic woes will continue to pressure the property market and palm oil prices.42billion (source: The Star. Aside from that it also faces risks such as interest rate risk. Although IOI operates within an established risk management framework with clearly defined guidelines with are approved by the board. WEAKNESS Financial Vulnerability One of the few weaknesses of IOI is its financial vulnerability. reflecting its weakness in handling financial matters.

4 per cent from 15. Brazil and Japan.01 (out of 10) in the next five years from the 2010. its share in the economy has marginally increased during this time – to 15. growth in the manufacturing sector was marginally higher at around 8. the nation’s competitiveness would increase further with its index score set to improve to 9.5 per cent over the same period. The rising competitiveness of India’s manufacturing companies is reflected in the country’s ranking as second in the world in terms of competitiveness as per the 2010 Global Manufacturing Competitiveness Index5 (GMCI) prepared by the US Council on Competitiveness and Deloitte. India is ahead of major developed and emerging economies such as the US. Expand in new market such as India Manufacturing holds a key position in the Indian economy. . Consequently. Going forward.OPPORTUNITY a. while real GDP expanded at a CAGR of 8. This index factors in market dynamics and policy issues that influence the sector.3 per cent. South Korea. For example.0 per cent of India’s labor force. accounting for nearly 16 per cent of real GDP in FY12 and employing about 12. Growth in the sector has been matching the strong pace in overall GDP growth over the past few years.4 per cent over FY05-FY12.

The branded segment is growing at 20% annually with sunflowers and soy oils leading the market. The strong growth of soy and palm oil consumption reflects Indian consumers’ sensitivity to prices. 16% and 14% in total oil consumption in 2010. soy and rapeseed (mustard) together account for 73% of edible oil consumption in India.1 The Indian edible oils market continues to be underpenetrated and given the positive macro and demographic fundamentals it has a favorable demand growth outlook over the medium-to-long term.3 Kg/year for 2009-10) are lower than global averages (24 kg/year). has provided an opportunity to sell branded packs especially in the urban markets. with respective shares of 46%. However. due to increased access to imports. Palm. Palm oil. c. Market share of soy & palm oils have gained significantly over the years. ICRA expects these three oils to continue to account for the bulk of edible oil consumption in the country. impacts the price movement of other oils. Strong Palm Oil Consumption Growth in India The demand for edible oils in India has shown a steady growth at a CAGR of 4. with palm oil accounting for 44% of total consumption. The growth has been driven by improvement in per capita consumption.43% over the period from 2001 to 2011. In terms of volumes. the current per capita consumption levels of India (at 13. Given the high price consciousness and varied taste preferences of Indian consumers. Non-packaged oils are estimated to account for nearly 50% of consumption in both urban and rural markets. the development of the retail sector in India.b. being the cheapest oil. Consumers shift towards cheaper oils The domestic prices of various edible oils are largely correlated. . backed by rising income levels. which in turn is attributable to rising income levels and living standards. However. soya bean oil and mustard oil are the three largest consumed edible oils in India. palm oil.

and many types of other permission like employment law. Political pressures in ruling government and vote bank problems. sooner or later. is bound to have a negative impact on IOI. .5 million tonnes of crude palm oil (CPO). Essential Commodities Act 1955. monopolies commission. Politics and government policy It comprises political stability and the policies of the government. Ideological inclination of political parties. In India take many type of permission to the state government or central government. b. Examples of such legislation specifically aimed at business operations include the Trade mark Act 1969. copyright permission. Legal changes can affect a firm's costs and demand. an increase in the minimum wage and greater requirements for firms to recycle are examples of relatively recent laws that affect an organization’s actions. These are the major factors those affect on political environment:These are related to the legal environment in which firms operate. influence of party forums etc. In India many political factors those effect in business environment. Bangalore established itself as the most important IT centre of India mainly because of political support. This situation could lead to a deferment of palm oil shipments and renegotiation of import deals especially with India and China. EU and international laws. This consists of legislation that is passed by the parliament and state legislatures. health and safety regulations. trade and product restrictions. The Star (22 Nov. Standards of Weights and Measures Act 1969 and Consumer Protection Act 196. 2008) quoted a source in the oil palm industry which states that defaults on Malaysian and Indonesian palm oil contracts are estimated to involve 1.THREAT a. The introduction of discrimination and disability discrimination legislation. For example. This threat to the oil palm industry. personal interest on politicians. create political environment. Dampening Economic Outlook The dampening economic outlook has negative impacts for the oil palm industry as demand in some regions plunges. In recent years in the India There have been many significant legal changes that have affected firms' behavior. In India many type of act like license permission.

Although there are about 17 types of edible oils and fats traded globally. contributing to 9. rapeseed. soybean oil. But groundnut being primarily a Kharif (monsoon) crop is vulnerable to vagaries of monsoon and also speculative activities. sesame seed. and so on. is going for US$300 less than soya oil. The major edible oils produced in India are groundnut.4 million hectares of land. Soya. It produces the largest number of commercial varieties of oil seeds over nearly 28. cottonseed. Soya oil contributes about 10% of total vegetable oils produced in the country. canola oil. India is one of the world's leading producers of oil seeds and oil. according to Credit Suisse. castor seed. palm oil remain the cheapest. Soybean is the third largest oilseed crop in India next to Groundnut & Mustard and accounts for 25% of the total oilseeds produced in the country in a year. pumpkin seed oil. next only to China. and safflower.PORTER FIVE FORCES IOI INTERNATIONAL Threat of substitute products or services There are a lot of substitute products in the market such as olive oil. sunflower. .3% of world oilseed production. sunflower oil. corn oil. India is the world‟s second largest producer of groundnut.

so bargaining power of suppliers is low in India. the potential for it to do so place pressure on prices. Their presence may force prices down and put pressure on profits. it still ranks well below the world average of around 24 kg (per capita figures including consumption of bio-energy).5 . Thus. since high prices and profit margins will encourage entry by new competitors. However. New entrants bring a desire to gain market share and often have significant resources. 5% share of edible oil production and 13. India plays an important role in the global edible oil market. In India there are lots of companies that involve in oil industry but there are still produce limited amount of oil that needs by the consumers. 10. India is the third largest consumer of edible oils (after China and the EU-27 countries). they have to import some of the edible oil especially palm oil from others country like Malaysia and Indonesia. Even if a firm has not yet entered an industry. As per USDA estimates.2 million tonnes for Oil Year (OY) 2010-11.Bargaining power of supplier Oil industry has small sub-suppliers from various industries. Threat of Entry The threat of new entry is the possibility of new firms that will enter the industry. accounting for approx. High bargain power of buyers The demand for edible oils in India has shown a compounded growth of 4.2 kg in the late 1990s to current levels of ~13. barriers to entry can be a key determinant of industry profitability. Refer Charts 1 and 2 for trend in domestic demand and per capita consumption of edible oils in India.14 kg.5% over the last 10 years and is estimated at 16. India‟s annual per capita consumption has shown a steadily increasing trend from 4 kg in the 1970s to 10.6% share of world edible oil imports for OY 2009-10. and will account for 11% of global edible oil demand and 16% of global imports in OY 2011/12F. thereby signifying the high growth potential of the industry. .2% share of consumption. So in order to fulfill the demand of edible oil in India. This will give opportunity to IOI to make business in India by joint venture with one of the company in India that is producing the palm oil in order to expand their business in India. 7% share of oilseed production.

In addition. excess cash. Rivalry between competitors Rivalry among competitors is often the strongest of the five competitive forces. If competition is intense. the production process is easily learned. in India there are limited numbers of companies involve in this industry because they are limited of resources in palm oil. If the competitive force is weak. . such as lowering prices or forming partnerships. These barriers are able to protect the companies that are already in business by being a hurdle to those trying to enter the market. but can vary widely among industries. access to inputs is easy. the products provided are not unique. a new competitor may inspire established companies to react with tactics to deter entry. The threat of new entrants is greatest when processes are not protected by regulations or patents. provide fewer products for the price. Foreign and private companies start to enter their market and want to penetrate the market. and prices may fall below break-even levels. are committed to the industry or the industry has slow growth. it may be necessary to enhance product offerings to keep customers. The chance of reaction is high in markets where firms have a history of retaliation. companies may be able to raise prices.Barriers to entry are the costs and legal requirements needed to enter a market. and earn more profits. start-up costs are low for new businesses entering the industry. customers have little brand loyalty. access to customers is easy as well as economies of scale are minimal. In India there are rules and regulation that foreign companies have to follow in order to enter the market in India. However. switching costs are low.

Palm oil contributes to around 48% of the total edible oils that are imported in the country. and losses. More than 95 per cent of India‟s palm oil imports are from Indonesia and Malaysia.2% share in the world‟s total production. The parties in the Joint Venture share in the management. followed by China and the EU. So. Bhd. The Annual turnover of India was over US$ 4 Billion in Final year of 2011. The country‟s imports of palm oil reach up to 3.8 million tons of palm oil and 1.2 million tons of soy bean oil based on the Government of India by the year 2011. according to a joint venture agreement (contract). as April to .7 million tons that is same as the consumption figure. India imports about 3. Then. World demand and supply fluctuations of the competitive edible oils Domestic demand and supply fluctuations of other oils and oilseeds especially during Seasonal cycles. Bhd. Malaysia is the largest palm oil producer in the world accounting for 50 percent of global production of which 85 per cent is exported. Why choose India Market? India is the fourth largest edible oil economy in the world and more than half of the nation‟s total edible oil requirements of around 10 million tons of imports). limited liability company. IOI Group through their subsidiary. The nation has become the world‟s largest importer of palm oil. The individual entities retain their individuality and they operate under a joint venture agreement. profits. in term of the Oleochemical process. or partnership. India produces around 70000 tons of palm oil annually which stands at approximately 0. Joint venture creates a separate corporation.Strategy Joint Venture (JV) is a cooperative enterprises entered into by two or more business entity. Pan Century Oleochemicals Sdn. makes a Joint Venture agreement with FPG Oleochemicals Sdn.

IOI Edible Oils Sdn Bhd has made a Joint Venture Agreement between Gokul Refoils and Solvent Limited (GRSL). China. Mustard oil. Sunflower oil. manufacturing of Oleochemicals and specialty oils and fats. It is an ISO 22000:2005 certified company with a wide customer base spread globally. dealing in edible oils such as Palm oil (Palmolein). Singapore. Vijaywada (Andhra Pradesh). Vanaspati and Industrial oils such as Castor Oil.December is the peak production period. Haldia (West Bengal). Malaysia and Vietnam. Mumbai (Maharashtra). IOI Edible Oils Sdn Bhd is a leading integrated palm oil player and core business of is integrated oil palm plantation business with activities comprising of downstream resource based manufacturing. GRSL has extensive marketing and distribution network helps it to reach the customers in 20 states in India. The other important was the import policies of the importing nations that less bureaucracy that made the company attract to expand in India. Soya bean oil. Crude palm oil markets in India are Kandla (Gujarat). Gokul Refoils and Solvent Limited (GRSL) Gokul Refoils and Solvent Limited (GRSL) is one of the leading FMCG Companies of India with international presence. South Korea. GRSL‟s industrial product has established a loyal customer base in various countries across continents. Indonesia. So. The company supplies products to United States. Groundnut oil. IOI Edible Oils Sdn Bhd IOI Edible Oils Sdn Bhd is a subsidiary of IOI Corporation Berhad (IOI Group) which is the largest plantation company listed on Bursa Malaysia Securities Berhad. which includes refinery. Kakinada (Andhra Pradesh). European Union. Cottonseed oil. and Indore (Madhya Pradesh). Today. . Chennai (Tamil Nadu). IOI Group through its subsidiaries.

Their proximity to ports and connectivity with major rail and road networks not only ensures uninterrupted supply of raw materials with cost effectiveness but also facilitates extensive distribution of our production domestic and international markets at optimal supply chain cost.The Company owns four production plants equipped with latest equipment and technology in the states of Gujarat and West Bengal in India. This ensures consistent inflow of high quality agro produce which helps GRSL deliver quality products to consumers. GRSL has maintained optimum levels of capacity utilization despite the constant increase in production capacities over the years. It has in-house provisions to assist farmers in farming unsurpassed agro products by giving appropriate and timely advices. GRSL‟s biggest asset has always been its technically qualified and dedicated work force always striving to uplift the company‟s brand Image. GRSL with its effective business strategy kept establishing the production units consecutively with state-of-the-art complex machineries maintaining the growth structure in the posterior years. annual capacity of 975000 MT in refining and 675000 MT in solvent extraction. GRSL have annual capacity of approx 300000 MT in seed crushing. The quality products are packed in moisture free cabins for a long lasting freshness. Gokul Refoils & Solvent Limited has a sound evolution history of consistent growth and . The packaging unit and its unique processes of packaging ensure pure and quality edible oils to the end consumers. The highly integrated nature and strategic location of its manufacturing units provides the company a significant advantage over the unorganized players apart from effectively competing with the organized players. The robust technical knowledge with strong ethics of employees creates a strong base for the company.

2) „Oil Man of the year‟ award from GLOBOIL India in the Year 2005 to Mr. Kanubhai Thakkar – MD. Balwant Sinh Rajput and Mr. Moreover. In the early 90‟s. Castor Oil and its Value added Products. 4) Central Organization for oil and industry trade in the year 2005 for supporting All India Seminar on Rabi Oilseeds Crops.achievements. GRSL 3) The Solvent Extractors Association of India for being the Platinum Sponsor at 4th International Seminar on Castor Seed. There was the variety of awards that owned by the company such as: Awards 1) SEA Award in the year 2006-2007 & 2004-05 for Highest Exporter of Rapeseed Extraction. They ambitiously launched the company with a strong aspiration to transform it into a FMCG multinational conglomerate. The inception took place way back in the year 1992 with full vigor and valor by two powerful men. they nurtured GRSL with their years of hard work. an unpromising factor in the growth of the company. The duo made serious efforts to know the nuances of the business and strategically upheld the company to this day. It was a dream-come-true for them when GRSL turned into a listed company in the 2008. was eradicated with the help of huge complex machineries. Mr. dedication and domain Knowledge and accomplished the market status that they aspired for. . when Information Technology was in its infancy and when developing a new business was a convoluted job. to this position in the Edible oil Market. age old unconstructive belief on new methods of extraction of oils. Kanubhai Thakkar.

The production standards are taken utmost care even right from the initial stage to the final stage. Packing Crushing. Interesterification. The four plants namely at Sidhpur. Solvent. Refinery. Solvent. Gandhidham. Surat and Haldia operate in conjunction to give the optimum yield. Plant Manufacturing Process Plant Sidhpur site Gandhidham site Manufacturing Process Crushing. Fractionation.5) Central Organization for oil and industry trade in the year 2008 for supporting All India Seminar on Kharif 6) Award from Gujarat Edible Oil Traders Association during 27th All India RABI Seminar 7) Malaysian Palm Oil promotion Council in the year 2005 for promoting the Palm oil in India GRSL has manufacturing facilities to produce edible oils from four main production plants based in India. Fractionation. Packing Award from Traders Association . Hydrogenation. The Oils refined and processed are packed in controlled atmospheric conditions to keep the freshness intact and enables it reach customers in a stable state authorized for edible standards.Packing Surat site Haldiya site Refinery. Refinery. Packing Refinery.

oils are treated in state of art ultra modern fully automatic plants into various intensified steps. This results in a large reduction of free fatty acids through their conversion into water-soluble soaps. proteinaceous. Mustard Oil. these oils have become an integral part as a cooking medium in all the cuisines. any natural or manmade ingredient is infused with good and bad elements that are to be taken care in right level and right time. The company‟s robust distribution chain and the market strategy has allowed it to penetrate into every house hold of India and it further aims to penetrate into the international market. To get rid of unwanted ingredients and make it fit for human consumption. and mucilaginous substances. the Company has created . However. The two brands Gokul and Zaika encompass healthy cooking oil ranges full of flavor and quality. Needless to say. After alkali refining. Extensive market research on consumer taste preferences and consumer friendly packages are the origin of our consumer brands. the most important and widespread method of refining is the treatment of the fat or oil with an alkali solution. health camps to promotions informing consumers of the health benefits of its products. the fat or oil is water-washed to remove residual soap. Ground Nut Oil. Oils too come with both the elements. Sunflower Oil. Soya Bean Oil. From Television commercials. They enhance the taste due to which the overall experience of the meal becomes memorable forever. GRSL produces a range of refined cooking oils – Palm Oil. The process of refining (sometimes referred to as "alkali refining") generally is performed on vegetable oils to reduce the free fatty acid content and to remove other gross impurities such as phosphatides.Production Process Oils are one of the main ingredients of the worlds mostly cooked recipes. By far. Cotton Seed Oil and Vanaspati Ghee catering to different categories of customers.

The backdrop of the consumer preference and support has pushed the brand to the top five positions in the country. Zaika Vanaspati is yet another product of GRSL with strong and reputed brand image and has been one of the preferred Vanaspati around the country. It is distributed to various depots and C&F Agents spread all across the country who make Gokul brand a grand success. . Refined oils and Vanaspati. Zaika Brand is the mass brand of the company. Zaika Vanaspati is distributed to various depots and C&F Agents spread all across the country. It has been applauded for its purity. It is known for its purity. freshness and its superior quality by the loyal customers. consistency and smell that it exudes.strong brand recall and loyalty among every household. The Products available under Gokul brand are Mustard oil. Brand Gokul Brand is a premium edible oil brand very well known in the country since GRSL‟s inception.

Bhd. their proximity to ports and connectivity with major rail and road networks that will ensures that the problem such as interrupted supply of raw materials will prevent and they also will able to operate with cost effectiveness. GRSL has maintained optimum levels of capacity utilization despite the constant increase in production capacities over the years. Next. brand loyalty. Has make Joint Venture with Gokul Refoils and Solvent Limited (GRSL) because of their reputation as ISO 22000:2005 certified company and their potential having a wide customer base spread globally. GRSL‟s industrial products has established a loyal customer base in various countries across continents. the IOI Oleochemical can share the knowledge. annual capacity of 975000 MT in refining and 675000 MT in solvent extraction. The highly integrated nature and strategic location of its manufacturing units provides the company a significant advantage over the unorganized players apart from effectively competing with the organized players. skill and expertise of human capital between two companies. GRSL Company also has the highly technically qualified and dedicated work force always striving to uplift the company‟s brand Image. They also can fully utilize the advantages of GRSL such as the market share of the customers. It will lead to facilitate extensive distribution of the production for domestic and international markets at optimal supply chain cost. Based on GRSL capability. the company has four production plants equipped with latest equipment and technology in the states of Gujarat and West Bengal in India. due to the market share . Other that. GRSL have annual capacity of approx 300000 MT in seed crushing. The GRSL effective business strategy kept establishing the production units consecutively with state-of-the-art complex machineries that maintaining the growth structure in the years. Lastly. GRSL also have the extensive marketing and distribution network helps it to reach the customers in 20 states in India. and facility.Why JV IOI Edible Oils Sdn. So.

GRSL Company is engaged in commodity business in south Asia pacific region. . China and Vietnam. Indonesia. It focuses on small Markets in Malaysia. South Korea.context. Philippines.

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