A SUMMER TRAINING REPORT ON “To work out a Model for Market Penetration of Amul Ice Cream in East Delhi Markets.” Submitted By:- Manoj Kumar Singh 9910845011 [email protected]
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ASUMMER TRAINING
REPORTON
“To work out a Model for Market Penetration of Amul Ice Cream in East
Delhi Markets.”
Submitted By:-Manoj Kumar [email protected]
FORTUNE INSTITUTE OF INTERNATIONAL BUSINESS
CONTENTS
Acknowledgement 02
Executive Summary 03
Introduction
o Project Objective 05
o Description of Problems 06
o Industry Overview 07
o Amul 09
o GCMMF Ltd. 10
o Corporate Profile 14
Conceptual Framework 22
Marketing Penetration 29
Methodology 32
Analysis 36
Conclusion 47
Recommendation 48
Bibliography 49
Appendix
o Questionnaires 50
o List of Reliance Fresh Stores in East Delhi 55
o List of visited Restaurants, caterers, etc. 56
1
Acknowledgement
It gives me immense pleasure to express my deepest gratitude towards Mr. Anuppam
Bhaskar, Dr. A. S. Rao and other faculty members for providing me with the opportunity to
undertake this project, which helped me to learn so much.
I would also like to express my sincere thanks to Mr. Jatinder Khurana, GCMMF Ltd., who
has helped me on the project work with the necessary inputs. His constant support has been
the key to my achievements on the projects.
I would also like to express my gratitude for Mr. Shakti Nath Sharma, for providing support
in completion of the project under his guidance.
I would also like to thanks my parents, fellow colleagues and friends for helping out in
timely completion of the project report and for providing for their moral support, suggestions
and encouragement.
2
Executive Summary
India is the world's second largest producer of food next to China, and has the potential of
being the biggest with the food and agricultural sector. India is one of the world’s major food
producers but accounts for less than 1.5 per cent of international food trade. The Indian food
market is estimated at over US$ 182 billion, and accounts for about two thirds of the total
Indian retail market and it is likely to grow from around US$ 70 billion in 2008 to US$ 150
billion by 2025. According to Dairy India 2007 estimates, the current size of the Indian dairy
sector is US$ 62.67 billion and has been growing at a rate of 5 per cent a year. The dairy
exports in 2007–08 rose to US$ 210.5 million against US$ 113.57 last fiscal, whereas the
domestic dairy sector is slated to cross US$ 108 billion in revenues by 2011.
Amul (Anand Milk Union Limited), formed in 1946, is a dairy cooperative movement
in India. It is a brand name managed by an apex cooperative organization. The Amul Pattern
has established itself as a uniquely appropriate model for rural development. Amul has
spurred the White Revolution of India, which has made India the largest producer of milk and
milk products in the world. It is also the world's biggest vegetarian cheese brand.
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food
products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat
which aims to provide remunerative returns to the farmers and also serve the interest of
consumers by providing quality products which are good value for money.
In order to get Lion’s Share for Amul Ice-Cream in East Delhi Area, a marketing
strategy was made which was implemented in three phases. In the first phase, all the Reliance
Fresh Stores in East Delhi were contacted for the sale of Amul ice-cream. In the second
phase, the main focus was retail penetration by opening new outlets for Amul ice-cream
through HADF Scheme. In the third phase, a survey has to be conducted in East Delhi area in
which restaurants, banquet halls, caterers, ice-cream parlours and juice corners were
contacted and persuaded to use Amul ice-cream. A survey was also conducted for the
consumers to know the feedback of Amul ice-cream and to know the areas where Amul
needed to work out.
3
In Reliance Fresh stores, the sale of Amul ice-cream was very good. The only issue
was the scheme of Kwality Walls which was giving a little competition to Amul. The scheme
of Kwality Walls was that on purchase on ice-cream worth Rs.50, it has assured gift with
minimum value of Rs. 5. Due to this Amul faced competition in cups and cones whereas in
bricks, no other brand was able to compete with Amul as it provided good quality at
affordable prices to the consumers.
Retail penetration for Amul ice-cream was little tough job. Six new retail outlets were
opened in this phase. Opening new outlet was difficult because of the reason that its
competitors were offering deep freezer either on security or on installments and Amul has
much more investment for deep freezer. The advantage of Amul in this was that it was
providing free ice-cream with the deep freezer worth Rs. 4000 and Rs. 5000, depending on
the size of the freezer and along with that it was also giving discount on deep freezer from
market price. This scheme was known as HADF Scheme.
Survey of restaurants, banquet halls, caterers, ice-cream parlours and juice corners
was done in the third phase. In this, all these institutions were met in order to persuade them
to use Amul ice-cream. More than 200 institutions were contacted in this survey. The jice
corners were found to be the least interested in this due to the reason that they were using
local brands of ice-cream which were much cheaper than Amul ice-cream and they were not
willing to use costly ice-cream. But some of the juice corners also showed interest in proving
good quality to the consumers and agreed to use Amul.
The facts which came out from the survey was that Amul has some problem in the
distribution network, while their competitor Mother Dairy was best in distribution. Along
with that many retailers has complaints about the packing of the ice-cream. They said
everything on Amul is very good except packing. There was little dissatisfaction because of
packing in the consumers as well.
The recommendations to Amul included having more tie-ups with retail stores like
Reliance Fresh to reach to more and more consumers. They can increase their market
penetration in very short time if they follow their competitor’s strategy of providing deep
freezer either on security or on installments. They should improve their distribution channel
and they should also focus on the packing of the products.
4
OBJECTIVES Of The PROJECT
To work out a model for the retail penetration of the Amul Ice-Cream.
To analyse the strengths and weakness of Amul Ice-Cream with the
competitors.
To give recommendations to Amul Ice-Cream in order to improve their quality
and to increase satisfaction amoung retailers and consumers.
5
Description of Problem
Retail stores like Reliance Fresh provides a good scope for other companies to sell
their products. Companies can reach to a large population with the help of these
stores. Amul was selling their ice cream around one year back through Reliance Fresh
Stores but due to few disagreements on some issues, both the parties decided to back
out and the sale of Amul Ice Cream in Reliance Fresh Stores was stopped. Now, in
order to increase their sales, Amul wanted to sell their ice cream through Reliance
Fresh Stores.
Retail penetration is very important for FMCG organisations. It is the only way to
reach to more and more people and to make their product available to the consumers.
If FMCG are not provided easily to the consumer, then there are a lot of chances that
a consumer may purchase the same product of other company. Therefore, in order to
get lion’s share in the market, retial penetration is very important for Amul Ice Cream.
For this, they made a special scheme named as HADF Scheme.
In restaurants, there is always a high demand for ice cream and in East Delhi there
were only few restaurants who take ice cream from Amul. Therefore, it was very
important for Amul to try to capture as many restaurants as possible. In the same way,
Banquet Halls, Caterers and Juice Corners also generate high demand for ice cream
and Amul wanted to increase their sale in this segment.
6
Industry Overview
Food Industry
India is the world's second largest producer of food next to China, and has the
potential of being the biggest with the food and agricultural sector. The total food production
in India is likely to double in the next ten years and there is an opportunity for large
investments in food and food processing technologies, skills and equipment, especially in
areas of Canning, Dairy and Food Processing, Specialty Processing, Packaging, Frozen
Food/Refrigeration and Thermo Processing. Fruits & Vegetables, Fisheries, Milk & Milk
Products, Meat & Poultry, Packaged/Convenience Foods, Alcoholic Beverages & Soft Drinks
and Grains are important sub-sectors of the food processing industry. Health food and health
food supplements is another rapidly rising segment of this industry which is gaining vast
popularity amongst the health conscious.
India is one of the world’s major food producers but accounts for less than 1.5 per
cent of international food trade. This indicates vast scope for both investors and exporters.
Food exports in 1998 stood at US $5.8 billion whereas the world total was US $438 billion.
The Indian food industries sales turnover is Rs 140,000 crore (1 crore = 10 million) annually
as at the start of year 2000. The industry has the highest number of plants approved by the US
Food and Drug Administration (FDA) outside the USA.
India's food processing sector covers fruit and vegetables; meat and poultry; milk and
milk products, alcoholic beverages, fisheries, plantation, grain processing and other consumer
product groups like confectionery, chocolates and cocoa products, Soya-based products,
mineral water, high protein foods etc. We cover an exhaustive database of an array of
suppliers, manufacturers, exporters and importers widely dealing in sectors like the -Food
Industry, Dairy processing, Indian beverage industry etc. We also cover sectors like dairy
plants, canning, bottling plants, packaging industries, process machinery etc.
Market Size
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The Indian food market is estimated at over US$ 182 billion, and accounts for about two
thirds of the total Indian retail market. Further, according to consultancy firm McKinsey &
Co, the retail food sector in India is likely to grow from around US$ 70 billion in 2008 to
US$ 150 billion by 2025, accounting for a large chunk of the world food industry, which
would grow to US$ 400 billion from US$ 175 billion by 2025.
Dairy Products
Dairy products are generally defined as foodstuffs produced from milk. They are
usually high-energy-yielding food products. A production plant for such processing is called
a dairy or a dairy factory. Raw milk for processing generally comes from cows, but
occasionally from other mammals such as goats, sheep, water buffalo, yaks, or horses. Dairy
products are commonly found in European, Middle Eastern and Indian cuisine, whereas they
are almost unknown in East Asian cuisine.
According to Dairy India 2007 estimates, the current size of the Indian dairy sector is
US$ 62.67 billion and has been growing at a rate of 5 per cent a year. The dairy exports in
2007–08 rose to US$ 210.5 million against US$ 113.57 last fiscal, whereas the domestic
dairy sector is slated to cross US$ 108 billion in revenues by 2011.
8
AMUL
9
Amul (Anand Milk Union Limited), formed in 1946, is a dairy cooperative movement
in India. It is a brand name managed by an apex cooperative organisation, Gujarat Co-
operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some
2.6 million milk producers in Gujarat, India. It is based in Anand town of Gujarat and has
been a sterling example of a co-operative organization's success in the long term. The Amul
Pattern has established itself as a uniquely appropriate model for rural development. Amul
has spurred the White Revolution of India, which has made India the largest producer of milk
and milk products in the world. It is also the world's biggest vegetarian cheese brand.
In the year 1946 the first milk union was established. This union was started with 250
liters of milk per day. In the year 1955 AMUL was established. In the year 1946 the union
was known as KAIRA DISTRICT CO-OPERATIVE MILK PRODUCERS’ UNION. This
union selected the brand name AMUL in 1955. It is a brand name managed by an apex
cooperative organisation, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF),
which today is jointly owned by some 2.6 million milk producers in Gujarat, India. It is based
in Anand town of Gujarat and has been a sterling example of a co-operative organization's
success in the long term. The Amul Pattern has established itself as a uniquely appropriate
model for rural development. Amul has spurred the White Revolution of India, which has
made India the largest producer of milk and milk products in the world. It is also the world's
biggest vegetarian cheese brand.
The brand name Amul means “AMULYA”. This word derived form the Sanskrit
word “AMULYA” which means “PRICELESS”. A quality control expert in Anand had
suggested the brand name “AMUL”. Amul products have been in use in millions of homes
since 1946. Amul Butter, Amul Milk Powder, Amul Ghee, Amulspray, Amul Cheese, Amul
Chocolates, Amul Shrikhand, Amul Ice cream, Nutramul, Amul Milk and Amulya have made
Amul a leading food brand in India. (The total sale is Rs. 6 billion in 2005). Today Amul is a
symbol of many things like of the high-quality products sold at reasonable prices, of the
genesis of a vast co-operative network, of the triumph of indigenous technology, of the
marketing savvy of a farmers' organization. And have a proven model for dairy development
(Generally known as “ANAND PATTERN”).
10
Gujarat Cooperative Milk Marketing Federation Limited
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food
products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat
which aims to provide remunerative returns to the farmers and also serve the interest of
consumers by providing quality products which are good value for money.
Amul's product range includes milk powders, milk, butter, ghee, cheese, curd,
chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns, basundi, Nutramul brand and
others. In January 2006, Amul plans to launch India's first sports drink Stamina, which will
be competing with Coca Cola's Powerade and PepsiCo's Gatorade.
Amul is the largest food brand in India and world's Largest Pouched Milk Brand with
an annual turnover of US $1050 million (2006-07). Currently Amul has 2.6 million producer
members with milk collection average of 10.16 million litres per day. Besides India, Amul
has entered overseas markets such as Mauritius, UAE, USA, Bangladesh, Australia, China,
Singapore, Hong Kong and a few South African countries. Its bid to enter Japanese market in
1994 had not succeeded, but now it has fresh plans of flooding the Japanese markets .Other
potential markets being considered include Sri Lanka.
Dr Verghese Kurien, former chairman of the GCMMF, is recognised as the man
behind the success of Amul. On 10 Aug 2006 Parthi Bhatol, chairman of the Banaskantha
Union, was elected chairman of GCMMF.
ACHIEVEMENT
Asia’s largest dairy co-operative was created way back in1946 to make the milk producer
self-reliant and conduct milk- business with pride. Amul has always been the trend setter in
bringing and adapting the most modern technology to door steps to rural farmers.
Amul created history in following areas:
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i. First self motivated and autonomous farmers’ organization comprising of more than
5000000 marginal milk producers of Kaira District.
ii. Created Dairy co-operatives at village level functioning with milk collection centres
owned by them.
iii. Computerized milk collection system with electronic scale and computerized
accounting system.
iv. The first and only organization in world to get ISO 9000 standard for its farmers co-
operatives.
v. First to produce milk from powder from surplus milk.
Amul is the live example of how co-operation amongst the poor marginal farmers can
provide means for the socio-economic development of the under privileged marginal farmers.
GCMMF: An Overview
Members: 13 district cooperative milk producers’ Union
No. of Producer Members: 2.79 million
No. of Village Societies: 13,328
Total Milk handling capacity: 11.2 million litres per day
Milk collection (Total - 2008-09): 3.05 billion litres
Milk collection (Daily Average 2008-09):
8.04 million litres
Milk Drying Capacity: 626 metric Tons per day
Cattle feed manufacturing Capacity:
3500 Mts per day
Sales Turnover
Year Rs. (Million) US $ (in million)
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2004 – 2005 29225 672
2005 – 2006 37736 850
2006 – 2007 42778 1050
2007 – 2008 52554 1325
2008 - 2009 67113 1504
Amul in Abroad
Amul is going places. After having established its presence in China, Mauritius and Hong
Kong, Gujarat Cooperative Milk Marketing Federation (GCMMF), India’s largest milk
cooperative, is waiting to flood the Japanese market.
Then, GCMMF is also looking at Sri Lanka as one of its next export destinations. Amul
products are already available on shelves across several countries, including the US, China,
Australia, West Asian countries and Africa.
GCMMF recorded a turnover of Rs 2,922 crore last fiscal. Its products include pouch milk,
ultra heat treated (UHT) milk, ice-cream, butter, cheese and buttermilk.
PEOPLE POWER : AMUL'S SECRET OF SUCCESS
The system succeeded mainly because it provides an assured market at remunerative prices
for producers' milk besides acting as a channel to market the production enhancement
package. What's more, it does not disturb the agro-system of the farmers. It also enables the
consumer an access to high quality milk and milk products. Contrary to the traditional
system, when the profit of the business was cornered by the middlemen, the system ensured
that the profit goes to the participants for their socio-economic upliftment and common good.
Looking back on the path traversed by Amul, the following features make it a pattern and
model for emulation elsewhere.
Amul has been able to:
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Produce an appropriate blend of the policy makers farmers board of management and
the professionals: each group appreciating its rotes and limitations,
Bring at the command of the rural milk producers the best of the technology and
harness its fruit for betterment.
Provide a support system to the milk producers without disturbing their agro-
economic systems,
Plough back the profits, by prudent use of men, material and machines, in the rural
sector for the common good and betterment of the member producers and
Even though, growing with time and on scale, it has remained with the smallest
producer members. In that sense. Amul is an example par excellence, of an
intervention for rural change.
The Union looks after policy formulation, processing and marketing of milk, provision of
technical inputs to enhance milk yield of animals, the artificial insemination service,
veterinary care, better feeds and the like - all through the village societies. Basically the union
and cooperation of people brought Amul into fame i.e. AMUL (ANAND MILK UNION
LIMITED), a name which suggest THE TASTE OF INDIA. Amul sells 35 million litres of
ice-cream valued at more than Rs 200 crore out of a total branded ice-cream market of 100
million litres worth Rs 600 crore. The Amul ice cream business is currently growing at the
rate of more than 20 percent.
CORPORATE PROFILE
14
50 years ago inspired by Sardar Vallabh Bhai Patel, Gujarat’s dairy farmers
oppressed by a colonial Government and exploited by milk contractors and traders,
dared to dream. They believed their future and our nation’s future required them to
control the resources they created through their toil, sweat and tears. In 1996 that
dream was a reality. The two societies and 200 liters have become a movement.
Today, as our nation’s co-operative dairy industry celebrates its first 50 years, we
laud those who inspired and built this movement and resolve not to rest until every
Indian farmer has a decant life and every Indian consumer has access to milk and
dairy products, the equal of the best in the world.
The success of Amul saga that began as a producer’s struggle to command
the resources they produced, by ensuring equitable returns and liberating farmers
from dependence of middlemen, has transformed India by triggering the White
Revolution. The heart of success of the White Revolution rests in single word,
“Trust”, which continues to be the foundation for the Amul brand. The producers
trust in their co-operative, the co-operative’s trust in their union and the union’s trust
in their federation, the marketers trust in them, and the most important the
consumers trust in the Amul brand, a symbol of consistent value for money. All this
would not have been possible, had it not been for the selfless dedication and greater
entrepreneurial spirit of the farmer members.
If today Amul is seen as an innovative organization, it is because a great
many people in a great many place have toiled hard to make this possible. Evolution
at Amul is like that. It gives us so much yet but takes so much little! It engenders faith
in our abilities without ever demanding it. It tells us that if we resolve, we can. What it
does not tell us, in the struggle involved, the painstaking process that must
necessarily be gone through.
The steps that necessarily be traversed one at a time. The ingredients do not
necessarily make the product! It is engendering the process that makes it possible.
And it is the people that make it possible. This is the story of our new products and
the story behind it.
Amul Ice Cream History
15
Amul Ice Cream was launched on 10th March, 1996 in Gujarat. The portfolio consisted
of impulse products like sticks, cones, cups as well as take home packs and
institutional/catering packs. Amul ice cream was launched on the platform of ‘Real Milk.
Real Ice Cream’ given that it is a milk company and the wholesomeness of its products gives
it a competitive advantage.
In 1997, Amul ice creams entered Mumbai followed by Chennai in 1998 and Kolkata
and Delhi in 2002. Nationally it was rolled out across the country in 1999.
It has combated competition like Walls, Mother Dairy and achieved the No 1 position in the
country. This position was achieved in 2001 and it has continued to remain at the top.
Today the market share of Amul ice cream is 38% share against the 9% market share of HLL,
thus making it 4 times larger than its closest competitor.
Not only has it grown at a phenomenal rate but has added a vast variety of flavours to its ever
growing range. Currently it offers a selection of 220 products. Amul has always brought
newness in its products and the same applies for ice creams.
In January 2007, Amul introduced SUGAR FREE & ProLife Probiotic Wellness Ice
Cream, which was a first in India. This range of SUGAR FREE, LOW FAT Diabetic
Delight & ProLife Probiotic Wellness Ice Cream is created for the health conscious.
Amul’s entry into ice creams is regarded as successful due to the large market share it was
able to capture within a short period of time – due to price differential, quality of products
and of course the brand name.
The Entry of Amul into Ice Cream
For any player to enter this market three things are critical:-
Decentralized Manufacturing Facilities Efficient Cold Chain
Growing Market
Present Status of Amul Ice Cream
16
In a short span of 6 years Amul Ice Cream has become the No.1 ice cream
brand in the country. It is now the only national brand and all other ice cream
brands are regional.
Amul Ice Cream has achieved 38% share against 9% market share of HLL
making it 4 times larger than its closest competitor.
Conceptual Framework
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Competitive Forces
Michael Porter has identified five forces that determine intrinsic long-run attractiveness of a
market or market-segment : industry competitors, potential entrants, substitutes, buyers, and
suppliers.
1. Threat of intense segment rivalry.
A segment is unattractive if it already contains numerous, strong or aggressive competitors.
It’s even more unattractive if it’s stable or declining, if plant capacity must be added in large
increments, if fixed costs or exit barriers are high, or if competitors have high stakes in
staying in the segment.
2. Threat of new entrants.
The most attractive segment is one in which entry barriers are high and exit barriers are low.
When both entry and exit barriers are high, profit potential is high, but firms face more risk
because poorer-performing firms stay in and fight it out.
3. Threat of substitute products.
A segment is unattractive when there are actual or potential substitutes for the product.
Substitutes place a limit on prices and on profits.
4. Threat of buyers’ growing bargaining power.
A segment is unattractive if buyers possess strong or growing bargaining power. Buyers’
bargaining power grows when they become more concentrated or organized, when the
product represents a significant fraction of buyers’ cost, when the product is undifferentiated,
when buyers’ switching costs are low, when buyers’ are price sensitive because of profits or
when they can integrate upstream.
5. Threat of suppliers’ growing bargaining power.
A segment is unattractive if the company’s suppliers are able to raise prices or reduce
quantity supplied. Suppliers tend to be powerful when they are concentrated or organised,
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when there are few substitutes, when the supplied product is an important input, when the
costs of switching suppliers are high, and when suppliers can integrate downstream.
Identifying Competitors
We can examine competition from both an industry and a market point of view. An industry
is a group of firms that offer a product or class of products that are close substitutes for one
another. Using the market approach, we define competitors as companies that satisfy the
same customer need.
Analysing Competitors
Once a company identifies its primary competitors, it must ascertain their strategies,
objectives, strengths, and weaknesses.
Strategies
A group of firms following same strategy in a given target market is a strategic group.
Objectives
Once a company has identified its main competitors and their strategies, it must ask; What
each competitor seeking in the marketplace? What drives each competitor’s behaviour? Many
factors shape a competitors objectives, including size, history, current management, and
financial situation. If the competitor is a division of a larger company, it’s important to know
whether the parent company is running it for growth, profits, or milking it.
Strengths and Weaknesses
A company need to gather information about each competitor’s strengths and weaknesses. In
general, a company should monitor three variables when analysing competitors:-
1. Share of Market – The competitor’s share of the target market.
2. Share of Mind – The percentage of customers who named the competitor in responding to
the statement, “Name the first company that comes into mind in this industry.”
3. Share of Heart – The percentage of customers who named the competitor in responding to
the statement, “Name the company from which you would prefer to buy a product.”
Companies that make steady gains in mind share and heart share will inevitably make gains
in market share and profitability.
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Principles of Personal Selling
Personal selling in an ancient art. Effective salesperson today however has more than instinct;
they are treated in methods of analysis and customer management. Companies now spend
hundreds of millions of dollars each year to train salesperson and transform them from
passive order takers into active order getters. Reps are taught SPIN method to build long-term
relationships with questions such as:
1. Situation Questions – These ask about facts or explore the buyer’s present situation.
For example, “What system are you using to invoice your customers?”
2. Problem Questions – These deal with problems, difficulties, and dissatisfaction the
buyer is experiencing. For example, “What parts of the system create errors?”
3. Implication Questions – These ask about the consequences or effects of a buyer’s
problems, difficulties, or dissatisfactions. For example, “How does this problem affect
your people’s productivity?”
4. Need-Payoff Questions – These ask about the value or usefulness of a proposed
solution. For example, “How much would you save if our company could help reduce
the errors by 80%.
Most sales training programs agree on the major steps involved in any effective sales process.
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Prospecting and qualifyingProspecting and qualifying
ApproachApproach
Presentation and demonstrationPresentation and demonstration
PreapproachPreapproach
Follow-up and maintenanceFollow-up and maintenance
Overcoming objectionsOvercoming objections
ClosingClosing
The Six Steps
Prospecting and Qualifying
The first step in selling is to identify and qualify prospects. More companies are taking
responsibility for finding and qualifying leads so sales-people can use their expensive time
doing what they can do best: selling. Companies qualify the leads by contacting them by mail
or phone to asses their level of interest and financial capacity. “Hot” prospects are turned
over to the field sales force and “warm” prospects to the telemarketing unit for follow-up.
Even then, it takes about four calls on a prospect to consummate a business transaction.
Preapproach
The salesperson need to learn as much as possible about the prospect company (what it needs,
who is involved in the purchase decision) and it buyers (personal characteristics and buying
styles). The rep should set call objectives: to qualify the prospect, gather information, make
an immediate sale. Another task is to choose the best contact approach, whether a personal
visit, a phone call, or a letter. Finally, the salesperson should plan an overall strategy for the
account.
Presentation and Demonstration
The salesperson tells the product “story” to the buyer, using a features, advantages, benefits,
and value approach (FAVB). Features describe physical characteristics of a market offering,
such as chip processing speeds or memory capacity. Advantages describe why the features
provide an advantage to the customer. Benefits describe the economic, technical, service, and
social benefits delivered by the offering. Value describes the offering’s worth. Salesperson
often spend too much time on product features and not enough time stressing benefits and
value.
Overcoming Objections
Customers typically pose objections. To handle these objections, the salesperson maintains a
positive approach, asks the buyer to clarify the objection, questions in such a way that the
buyer answers his own objection, denies the validity of the objection, or turns it into a reason
for buying. Although the price is the most frequently negotiated issue, others include contract
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completion time; quality of goods and services offered; purchase volume; responsibility for
financing, risk taking, promotion, and title; and product safety.
Closing
Closing signs for the buyer include physical actions, statements or comments, and questions.
Reps can ask for the order, recapitulate the points of agreement, offer to help write up the
order, ask whether the buyer wants A or B, get the buyer to make minor choices such as color
or size, or indicate what the buyer will lose by not placing the order now. The salesperson
might offer specific inducements to close, such as special price, an extra quantity or a token
gift.
Follow-Up and Maintenance
Follow-up and maintenance are necessary to ensure customer satisfaction and repeat
business. Immediately after closing, the salesperson should cement any necessary details
about delivery time, purchase terms, and other matters important to the customer. The
salesperson should schedule a follow-up call after delivery to ensure proper installation,
instruction, and servicing and to detect any problems, assure the buyer of the salesperson’s
interest, and reduce any cognitive dissonance. The salesperson should develop a maintenance
and growth plan for the account.
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Competitor Analysis
Mother Dairy
Mother Dairy markets & sells dairy products under the Mother Dairy brand (like Liquid
Milk, Dahi, Ice creams, Dairy Whitener, Cheese and Butter), Dhara range of edible oils and
the Safal range of fresh fruits & vegetables, frozen vegetables and fruit juices at a national
level through its sales and distribution networks for marketing food items. While Mother
Dairy butter was targeted at kids, getting youth in the fold was yet another task at hand. In
Chillz ice creams, Mother Dairy saw the perfect recipe for attracting youth. “We were given a
single line brief that the experience of having an ice-cream should be that of self
gratification,” informs Prasad Raghavan, creative director, Saatchi & Saatchi Advertising.
From self-gratification came the words Khud khushi. They became the slug line for
the Chillz ice cream commercial. The term Khud khushi is pun intended. Khud khushi sounds
very similar to Khudkushi, which means suicide. Khud khushi literally means self happiness
and thus by extension, self gratification.
Well, in spite of the pun, Khud khushi does sound a little weird. “That is exactly the
idea. Since we are targeting the youth, we had to come up with something that was edgy and
smacked of irreverence,” explains Narasimha.
The concept of youthful cheekiness comes in full view with the cinema-spot. The ad
opens on a middle-aged woman gleefully watching TV. Something of interest to her
daughter, in the programme, comes up and the mother begins to holler her daughter’s name.
When her calls are met with silence, she decides to check on her daughter. Her entry in the
room and her subsequent search for her daughter is played out like a suspense-drama
sequence with accompaniments such as her gaze falls on a piece of paper kept on study table.
23
It is a letter written by her daughter. The letter reads, “Mummy mein khud khushi kar ne ja
rahi hun.”
Much to our surprise, the tense expression on the mother’s face breaks into a smile.
The visual then cuts to the daughter, merrily enjoying ice creams with her friends. That is
when the full import of Khud khushi becomes clear.
Creating excitement in the ice-cream market is driven by a two-fold objective. First,
to achieve national exposure. Mother Dairy hopes to makes its products available across
north India by the end of this year, and become an all India brand in just another year. The
second is stiff competition. The Rs.750 crore ice-cream market is pegged to grow at 10-15
per cent annually, and both old and young brands (such as Cream Bell in north India) are
getting aggressive in the market place.
For Mother Dairy, which holds a 65 per cent market share for ice-creams in Delhi,
holding on to its home turf should not be a problem, but to become a national player, it has to
stack up to competition against biggies such as Amul, Kwality Walls and Vadilal. And, that is
surely going to be a contest to watch out for.
Kwality Walls
This is one of the rare occasions where I have to disagree with the first line of the
question. HLL is certainly not confused about its ice-cream strategy. Its goal is market
leadership in terms of money value. A heterogeneous market, such as ice-cream, can only be
measured by the money spent on the category and not by volume or weight.
Unilever, the major shareholder in HLL, is the world’s largest ice-cream company
selling in more than 80 countries (could be more, by now), mainly under the brand name
24
Walls. It also purchased recently a premium brand, Ben & Jerry, which is nearly an icon in
the US. This ice-cream is made only from natural material in a variety of unique flavours and
is extremely popular in the US.
HLL is the largest seller of ice-creams in India with a market share of over 50 per
cent. However, the market is small, particularly, compared to its potential as the per capita
consumption of ice-cream in India is even lesser than Pakistan and Sri Lanka. Hence, on the
one hand, HLL is playing the role of creating the market while ensuring it does not happen
only in terms of new customers but also customers upgraded to better quality ice-cream and
ice-cream specialties which add to both top line and bottom line.
Without having a direct line into the HLL ice-cream strategy council, it is not really
possible to enunciate their strategy. However, what I described above is a two- pronged
strategy, often adopted by market leaders in a market with high potential for growth - the two
prongs being a large base of low-priced brands offering excellent value and a small set of
premium products which are different from other market offerings, being high end quality
and representing the most suitable brands for the top end of the market.
There is no doubt that there is a significant amount of competition, particularly from
well-managed Government or cooperative dairies such as Amul and Mother Dairy.
Incidentally, this is the first time that both Amul and the local dairy are in the same market.
This is because, currently, ice-cream consumption is limited to the largest markets in the
country and Delhi is the very largest. I believe competition is good as it allows consumers to
exercise choice. Hence, for the Delhi consumers to have the choice between the ice-cream
brands from the Three largest ice-cream manufacturers in the country will be excellent and
the winner, without doubt, of this move will be the consumer more than any single brand.
I do not believe that HLL, a company I know well, will be driven out of the ice-
cream market. Ice-cream is the major Unilever category, Walls is a major Unilever brand and
25
India is a major Unilever country. Moreover, for a brand that owns half the market by value,
any talk of exiting the brand is premature if not downright foolish.
What will happen? It is difficult to say. The major problem, as we all know, is in
developing a supply chain for ice-cream across the country. This is time-consuming and
expensive but HLL has already started a pioneering task to market ice-cream to the next level
of towns. In addition, in the larger market they have developed locally and are also importing
ice-cream specialities, which can and do differentiate the brand from others. For example, no
other ice-cream in the world has the unique and special brand image of the Viennetta, the ice-
cream, which serves as a pudding, even in a fancy banquet.
HLL is disappointed with its performance to date in so far as profits are concerned. In
fact, the latest balance sheet which shows profit results by the business group indicates a loss
for this category. But new businesses do need nurturing and Kwality Walls is no exception.
The business needs a strong supply chain, cost control, outstanding products in every
category and lots of innovation and determination. These are the very areas in which HLL is
particularly strong; hence I am confident that it will do well in this category.
Vadilal
EVEN as the Rs 80-crore Vadilal Industries Ltd (VIL) sets out to consolidate the
operations of its flagship ice-cream division, the Ahmedabad-based company is taking it cool
on making fresh investments in regions beyond its strongholds. This comes at a time when
the ice-cream market is seeing heightened activity at national and regional levels with the
onset of summer.
Deep-pocket companies such as Hindustan Lever Ltd are battling it out in the ice-
cream market with dairy-majors such as the Gujarat Co-operative Milk Marketing Federation
(better known through the Amul brand) and Mother Dairy. Food MNC Nestle is reported to
be waiting in the wings.
26
Mr Rajesh Gandhi, Managing Director, VIL, undaunted by the aggressive promotions
of competitors, told Business Line that the company was looking at maximizing its sales and
returns from investments made in the past. However, he denied that his company had been in
talks with Nestle or any other multinational for a venture in the ice-cream segment.
“We will be investing about Rs 5 crore in additional equipment and cold storage
facilities, but the company is not looking to make aggressive investments in the segment in
new regions,” he said. Besides the Western region, Vadilal ice-creams have a presence in
Delhi, Chandigarh, and Punjab. The company is also present in the eastern market, he said.
Meanwhile, the company is looking for a strategic investor for its Rs 30-crore processed
foods division and is planning to appoint Ernst & Young to scout for a suitable partner. The
deal was expected to be firmed up in about six months. A decision on whether the division
would be spun off into a different company would be taken later, he said. The company
exports frozen fruits and vegetables to markets in the UK and Europe.
VIL is also planning to reinforce its ‘ready-to-serve’ category with more cuisines. Its
existing portfolio comprises Gujarati and Punjabi cuisines.
Cream Bell
For a new entrant in a competitive and crowded category such as ice creams, simply
getting noticed can prove to be quite a challenge. And Cream Bell - owned by Universal
Dairy Products Ltd (UDPL) - which was launched in Delhi last year, is clearly faced with the
uphill task of getting consumers to recall the brand. This is why the primary objective of
Cream Bell’s advertising is to break category clutter in as distinct a way as possible. To that
end, the new communication for the ice cream brand has taken a route that is quite different
from existing category advertising.
Instead of focusing on the sensory appeal of the product (a la Vadilal) or on
‘attitudinal characteristics’ (the youthful romance of a Kwality Walls Cornetto, the audacity
27
of a Feast or the bonhomie of an Amul or a Kwality Walls Sundae), Cream Bell advertising is
pitched at ‘the child within’ - in a cheeky sort of way. Reminiscent of the famous Sil Jam
commercials from the late eighties, the Cream Bell campaign comprises two television
commercials created by Contract Advertising, Delhi.
The first film opens on a meeting in progress in a boardroom. As executives busily
scribble notes, a lady walks in with ice creams as refreshments. At the sight of the ice creams,
the visibly bored CEO is suddenly overcome with childlike excitement. In moments, he
magically transforms into a child, and true to form, he slips under the conference table and
starts crawling towards the tray full of ice creams. When he gets to the tray, he returns to his
adult form…which doesn’t come in the way of him enjoying the ice creams with childlike
abandon. ‘Badey badon ki ghanti baja de,’ the voiceover surmises. The second film is about a
matronly schoolteacher who undergoes a similar adult-to-child transformation.
Positioning Cream Bell along these lines was dictated by the brief and a modest budget.
“Having tasted success in the smaller markets of north India in the very first year of its
launch, the brand was ready to take on the big players on their terms, and on their ground -
the Delhi market,” reveals Uddalak Gupta, creative director, Contract Advertising. “The brief
was to give the brand a distinct and appealing positioning to help it get a strong foothold in
the most aggressive ice cream market. And the creative challenge was to do it without
blowing up budgets as large as Levers’ Kwality Walls or those of Amul.”
Cream Bell was launched in Delhi in September 2003, and the ice cream market in the
city - pegged at approximately Rs 125 crore, growing annually at 15 to 20 per cent - is
somewhat sluggish. Naturally, the need of the hour was an insight that could help establish
strong brand recall. “Unlike any other consumable, ice cream is loved by everyone - from a
six-month-old to a 106-year-old,” says Gupta. “And it’s a product that uniquely brings out a
very childlike behaviour even in adults. We lick the cover before throwing it away, we slurp
28
the drooling orange bar, we take bites off one another’s ice creams, we indulge, we enjoy. In
essence, for those moments, we are all like children. Surprisingly, no brand so far had zeroed
in on what is essentially a category insight. The opportunity, hence, was to take over this
positioning.”
Market Penetration
29
In order to get Loin’s Share in East Delhi Market, three plans were made and executed:-
1. To start sale of Amul Ice-Cream in Reliance Fresh Stores.
2. To persuade restaurants, banquet halls, caterers, ice-cream parlours and juice corners
to use Amul Ice-Cream.
3. To open new outlets by Profit Plus Offer.
Reliance Fresh Stores
There are 34 Reliance Fresh Stores in East Delhi. Around one year back, Amul was selling
their ice-cream through these sores but due to disagreements on few issues, both parties
backed out and the sale of Amul Ice-Cream in Reliance Fresh Stores was stopped. Now Amul
wanted to increase their sale therefore they again contacted Reliance Fresh and after
negotiations they got a purchase order from Reliance Fresh. Therefore, all the stores on East
Delhi were divided according to the area and a day was planned for the visit to that area.
The task was to visit all the stores in East Delhi. Then at each store, I have to meet the store
manager to know the demand of ice-cream in that particular store and to convince him/her
that Amul will get a good sale in his/her store to get order from that particular store. If there
was any order, then the task was to inform the salesman of the distributor of that particular
area. So that he can take the order from that store and the ice-cream could be delivered to that
store on time.
In the first week, around 25 stores gave order of ice-cream to Amul and the remaining gave
their in the second week. The problem with remaining was that they do not have space in
their deep freezer. The response of Amul ice-cream was very good in all the stores except
few one’s where there was very less sale of ice-cream.
In Reliance Fresh Stores, Amul got competition from only one, that was, Kwality Walls due
to its scheme of assured gift on purchase of ice-cream worth Rs.50. Due to this, Amul was
not able to sell much of its cones and cups but bricks of Amul were sold in highest numbers.
30
The movement of bricks was so good that many times it happened that the Amul ice-cream
was out of stock on the same day on which the ice-cream was delivered.
Survey
Restaurants, Banquet Halls, Caterers, Ice-Cream Parlours and Juice Corners generate a lot of
demand of ice-cream. Therefore, it was planned to carry out a survey in East Delhi in all
these institutions to know which ice-cream they are using. Along with the survey, the task
was to convince them to use Amul ice-cream. For this, a list of all areas in East Delhi was
made and for each area, according to the size, days were fixed for the visit. Then the task was
to meet these people and persuade them to use Amul ice-cream. In this survey more then 200
institutions were visited. Many of them gave a positive response and some of them were
already have business tie-ups with other companies.
Profit Plus Offer
Profit Plus Offer is a special scheme given to the retailers. Under this scheme, a retailer can
purchase Deep Freezer for selling Amul Ice Cream at heavy discounts from market price.
There suppliers of deep freezer are Western, Voltas, Haier and Carrier and the freezers are
available in the size of 300, 400 and 500 litres. Along with the discount on the deep freezer
Amul also gives free ice cream to those retailers who purchase deep freezer from them. On
300 litre deep freezer, Amul gives free ice cream worth Rs. 4000 and on 400 and 500 litre
deep freezer Amul gives free ice cream worth Rs. 5000. Retailers get six coupons for getting
free MRP ice cream.
To make aware retailers about the profit plus scheme and in order to increase the
retail outlets of Amul ice cream, my work was to contact retailers and confectioners located
in different areas. The work was to inform retailers about the “Profit Plus Offer” and to
persuade them to sell Amul ice cream from their store. Around 100 stores were visited out of
which 6 stores have purchased deep freezer and started selling Amul Ice Cream. There was
good response by retailers but the scheme of Kwality Walls which was offering retailers deep
freezer on a security on Rs. 5000 was little distracting the retailers from purchasing freezer
31
from Amul. Small retailers do not wish to invest much that’s why they were more interested
either on security or on installments.
METHODOLOGY
32
Research is very first step for conducting a research. It includes survey, interview &
analysis of the problem in a planned & systematic way.
A survey was conducted extensively throughout the different catering markets of
Delhi about the share of Amul ice-creams in the total ice-cream market.
A. Data Collection
1. Source of data collection.2. Methods of data collection.
B. Data Analysis
1. Sampling2. Sample Size.
The above mentioned points of methodology are precisely discussed as below in
the following points:
A. Data Collection
The collection of data is a core part of every activities relating to marketing
decisions. The information derived from such data are closely analysed. interpreted
and a conclusion has been arrived on which other decisions are totally depends.
There are various sources from where datas can be collected any there also
most appropriate methods in the application of which we can collect the datas. In the
application of sources and methods the reliabilty and accuracy must be well judged
prior to collection. The whole study has been worked out depending on the datas
availed from.
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1. Sources of Data Collection
The main sources of data were distributors, caterers and consumers. From these
persons primary data was collected and further helped in analysis.
Secondary source of data was the internet websites related to Amul and its
competitors.
2. Methods of data collection
The research was conducted basically in western, south and central Delhi regions.
From the total no. of 50 existing caterers was considered a reasonable sample of
that region. The units were selected randomly from the available source of
information. The datas were collected through personal interviews with the caterers,
distributors and consumers. Well drafted questionnaires were prepared for this
purpose.
Sampling Method:
In this project study, the method adopted for the sampling purpose is the most
common method of sampling:
Random Method of Sampling:
In this method, we select our sample units by picking them from the population
randomly. So when applied to my project, it means that we just walk out in different
market of Delhi, shopping complexes for required no. of respondents. But minimize
the biasing effect, respondents were chosen from different markets & shopping
complexes in west, south and central parts of Delhi.
Sample Size:
Sample size for sample of different caterers, distributors and consumers are taken in
such a way so that they can truly represent the whole structure of population. If the
34
sample is too small, it can’t represent the population & outcome will be far from
reality. Large samples provide good result, but if the samples is too large, it become
difficult to handle & also expensive. In this project sample size of 50 caterers, 100
consumers and 3 distributors were taken.
FIELD WORK:
The field work was an unmemorable practical experience. Even though the work was
tedious it was really challenging. Many of the caterers gave good response. The total
no. of caterers received by the field work was 50. The difficulties during field work
was that there were many caterers who have no time for response, they were busy
with there work. Some were not interested. And some were afraid to disclose details.
Sometimes some amount of convincing was needed to take out the details from
them.
The questions which where asked to retailers where pre-planned and tactful in order
to fulfill our need. For this Probing, a motivational technique was used while asking
questions to induce the respondents to enlarge on, clarify, or explain their answers
on specific matter.
The answers & comments were recorded and were reported to the organization from
time to time.
But overall it was a great experience as a management student. The target were met
and it was a great learning experience. It really provided good lessons for the future.
Thus, as a whole the fieldwork was an intellect enhancing experience.
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LIMITATIONS OF THE STUDY
The caterers are scattered all over East Delhi, and they can’t be found in commercial complexes or their outlets were located in the interior parts of the localities. It was rather difficult to reach them.
Some of the caterers were very busy and sometimes reluctant in providing
information, so I had to put some extra efforts to obtain answers from them. I had to interview almost all of them in Hindi, except a few who could
understand English. Some caterers had never tried Amul ice-creams, so it became rather difficult
for them to rate Amul ice-creams. Thus a full-flexed response could not be obtained regarding this particular query.
Due to scorching heat sometimes I had difficulty covering more than 5
caterers in a day. Due to limitation of time and money, opinions of caterers and consumers in all
the parts of Delhi could not be gathered.
36
Analysis
Mother dairy captures approx. 50% of the catering market, whereas Amul is the
second best competitor with approx. 26% of the market share. It shows that Amul
has a huge potential to grow and beat its competitors in this market segment.The
other competitors like Kwality Walls, Vadilal and Creambell are far behind in the
market share in the catering segment. The local brands capture almost 9% of the
market, Amul can introduce some low price Ice-creams in the vanilla, chocolate and
other party packs along with high priced ones and increase its market share.
37
Mostly there are caterers who have been in the catering business for more than 8yrs.
They a huge list of loyal clients with them. Amul needs to win over these caterers by
offering them schemes and incentives. These caterers can prove to be catalysts in
gaining huge share of the catering market by Amul Ice-creams.
38
The major factors which the caterers keep in mind before deciding on which brand of
ice-cream to include in the catering list are the quality, service, price, taste and
client’s demand respectively. Amul should focus on these factors and try to improve
its quality. It should give timely service to the caterers. It should maintain its price at
the present level. The Vanilla taste of Mother Dairy brand is considered the best, so
Amul should also try to improve its ice-cream’s taste. As far as client’s demand goes,
more advertisements of Amul ice-creams should be given. Amul Ice-creams should
be made available in every nook and corner of the city, so that the people get a
chance to taste it and change their preference of ice-cream brand.
39
Most of the caterers preferred to keep one brand of ice-cream. The major reasons
for this being the client’s demand, reasonable price, quality and service. So Amul
in order to capture the major chunk of the market should work towards improving in
these directions.
40
The client’s varied demand is the most important reason for the caterers to go for
more than one brand of ice-cream. The company should again try to give incentives
to the caterers, so that the caterers are encouraged to serve Amul Ice-creams or
recommend it to their clients.
Mother Dairy is the most preferred brand for catering. The major contributory factors
for making it number 1 are that it is easily available, its taste is good, better quality
even if its rates are higher and also because Amul distributors never approached
them. Amul needs to work seriously towards improving these factors.
41
The customer’s choice is the most dominating factor (41%). Caterer’s choice just
follows after that (37%). In 22% cases both have 50-50 say in the matter. This shows
that the caterers can be won over by offering them certain schemes. This will be very
beneficial for Amul as it can have a greater share of the catering market. The
customers can be won over through major advertisement campaigns.
The taste of Mother Dairy is only little better than Amul (as vanilla is the best flavor in
Mother Dairy Ice-creams). So, in order to beat its competitor, Amul should put in
major efforts to improve the taste of its ice-creams (specially vanilla flavor).
42
As far as the quality of Mother Dairy goes, it is better than Amul in the caterers’
opinion. Amul’s quality has been seen to be deteriorating. Amul should try to improve
and then maintain its quality. Constant vigilance should be kept on the Distributors,
as there is complain of some instances of duplicate ice-creams being sold in the
Amul cartons.
Amul Ice-creams are much more reasonable, specially because of its 5litre pack,
which comes for a price in which Mother Dairy offers 4 litre for the same price. Amul
should try to maintain this price level.
43
Amul offers better schemes in comparison its rival brand Mother Dairy. But it should
try to offer more schemes in order to leave Mother Dairy far behind in this area.
Amul Ice-creams should be made readily available in every nook and corner of the
city. The Amul distributors should give delivery even late in the night, as in many
cases there is shortage of ice-creams during the party in the middle of the night also.
44
As far as packaging of Amul Ice-creams goes, it is just equivalent to its rival brand,
mother dairy. Amul can make some efforts to make it leak-proof, so that more
caterers can be drawn to purchase Amul Ice-creams.
Amul Ice-cream’s presentation is much more attractive and eye-catching in
comparison to Mother Dairy’s. Amul should maintain this thing in future also.
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FINDINGS
Amul Ice-cream offers a great variety to consumers than other brands.
Its rates are very attractive.
The restaurants and banquet halls visited showed very good interest.
Juice corners were least interested in Amul ice-cream due to the higher prices
then local brands. They save a good amount of money if they use local
brands like Rupa and National.
The caterers have issue of delivery charges which was being charged by
distributors to them if they ask delivery of ice-cream at the party venue. But
the distributors argued with them that delivery is only free at their outlet and
not at the party venue.
Most of the caterers said that Amul charged more than market rate of their
cutters.
Kwality Walls was used in most of the restaurants.
In Reliance Fresh Stores, bricks were sold the most.
Vanilla 2 litre pack has the most demand in the market.
Buy 1 Get 1 Free offer on some bricks was very successful.
Many times, few products of Amul’s ice-cream were out of stock.
Pineapple flavour of Amul ice-cream was not much liked by the consumers.
46
Small Chocobar and orange candy are the favorites of the children.
Distributors of Amul Ice-creams don’t approach to the caterers.
There are very less number of Amul Push Carts in East Delhi.
Caterers were not aware of the schemes offered by the company.
There is less awareness about the sugar free & ProLife Probiiotic Welness Ice
Cream.
Small retailers have more interest in deep freezer on security or on
installments.
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CONCLUSION
As we know that Amul is very big organization and market leader in dairy products. It has
maximum market share in Milk, Butter and Cheese, which are its main/core products. As we
know Amul is a co-operative organisaion but ice cream industry is a profitable industry we
can’t ignore it. With the help of research, company can find out its week points in their
products and can increase its market share through rectify mistakes. People have believed in
Amul’s product and they will accept ice cream also if effective actions were taken.
Amul Ice Cream has a great variety to offer to consumers. The quality of ice cream is very
good. It is behind Mother Dairy in total sale of ice cream in Delhi but it is increasing its
consumer and retail base. Amul is offering the highest margin i.e. 17.5% to the retailers due
to which it is able to attract more and more retailers. The only issue of concern with retailers
is the availability of few products which many times get out of stock. The retailers are very
much satisfied with the quality and price of the ice cream.
The survey resulted into following conclusions:
Amul must come up with new promotional activities.
Quality is the dominating aspect which influences consumer to purchase Amul
product, but prompt availability of other ice cream brands and aggressive promotional
activities by others influences the consumer towards them and also leads to increase
sales.
In comparison to Amul Prolife Sugar free ice cream, the other players such as Kwality
Walls, Mother Dairy, and Vadilal provide a better availability and give competition to
the hilt.
People are mostly satisfied with the overall quality of Amul ice cream, but for the
existence in the local market Amul must use aggressive selling techniques.
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RECOMMENDATIONS
In order to increase their sale, Amul need to have tie-up with other major retail
stores like More, Sabka Bazar, 6Ten, etc. This will help Amul in increasing
their brand awareness along with the increase in sales. Along with that, Amul
can reach to a large population by this.
Salesman of Amul ice cream should have regular visits to the retailers, outlets
as well as caterers. This will help Amul in increasing their brand loyalty and
along with that Amul can get proper feedback.
Amul should identify those products which have great demand in market so
that they are able to meet the demand properly.
Schemes should be directly given and conveyed to the caterers, so that they
can achieve a set target and Amul ice-creams will definitely gain preferance
over other ice-creams in this way.
Deep freezers should be made available to the retailers on installments as
well on security like its competitors are doing.
Amul should deliver ice cream at the party venue without charging anything
extra. This would build a strong relationship with caterers.
Amul should introduce new flavours time to time to attract new consumers as
well it will also help in retaining the old one.
Amul should take back any leftover bricks, which are not utilized during the
party and refund the money to the caterers.
Amul should try to increase their push carts in East Delhi and they should try
to make those push carts available in day time as well in front of schools as
school children will like to have after the school hours.
Amul should also try to open new outlets at college canteens as students
coming to college will love to have ice cream at breaks and at lunch.
Amul should give local advertisements apart from the advertisements given at
the national level. Local advertisement must mention the exclusive Amul
shops of the city.
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BIBLIOGRAPHY
Marketing Management - Kotler and Keller
Business Research Methods - William G. Zikmund
www.amul.com
www.wikipedia.org
http://www.chillibreeze.com/articles_various/fmcg-in-india.asp
http://www.ibef.org/industry/foodindustry.aspx
http://www.indianfoodindustry.net/
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Appendix
Questionnaire (Caterer)
NAME OF CATERER:
OUTLET NAME:
ADDRESS:
CONTACT NUMBER:
1. Which brands of ice-cream do you do catering for?
a) Mother Dairy b) Amul c) Kwality Walls d) Cream bell e) vadilal f) others 2. How long have you been in the business of catering and serving ice- creams on your menu?
a) Less than 1 yr. b) 1- 3 yrs. c) 3-8 yrs. d) More than 8 yrs.
3. As a caterer, what are the five reasons do you suggest for selecting a brand of Ice-cream to sell?
a) b) c)
d) e)
4. Do you prefer to sell one brand or more than one brand?
One brand more than one brand
Reasons: a) b) c) d)
5. What are the reasonable margin or other requirements a brand should carry for you to include in your catering list?
Reasons: a) b)
c) d)
6. Which brand do you prefer to cater the most?
a) Mother Dairy b) Amul c) Kwality Walls d) Cream bell e) others
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7. Do you prefer Amul Ice-cream? (Rate 1- 4). (1-Excellent / 2- Good / 3- Fair / 4- Poor).
8. Are you satisfied with the schemes of Amul Ice-cream?
Yes No
If no, specify the reason:
9). Whose choice is predominant in including a particular flavor in the menu? (you or the customer).
10). On which basis customer prefers a Brand? (Rate 1- 4). (1- Excellent / 2-good /3-fair / 4- poor).
Reason:
Brand NameProfit MarginSchemesService
Mother Dairy
Amul Kwality Walls
Cream bell
Vadilal Others
TasteQualityPriceSchemeAvailability
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11). Rate the Company according to following features? (1-Excellent / 2-Good / 3- Fair / 4- Poor).
Mother Dairy
Amul
Kwality Walls
Cream bell
Vadilal Others
PackagingPresentationAdvertisementTasteDemandService
12. Any suggestions?
13. According to you what Amul Ice-cream should do to become number 1 in Delhi?
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Questionnaire (Consumer)
Name:
Age:
Occupation:
Contact Information:
1). Do you regularly eat ice-cream?
a) Yes b) No
2). When do you love eating ice-creams?
a) Summers only b) Winters c) Any season 3). How often do you try? a) Daily b) Twice a week c) Once a week d) Occasionally
4). Where do you frequently go to eat ice-creams?
a) Small vendors and hawkers b) Ice-cream parlors c) Restaurants
5). Which brand do you prefer?
a) Mother Dairy b) Amul c) Kwality Walls d) Vadilal
e) Cream bell e) Others (specify) _____________
6). Why do you prefer that brand?
7). In which form do you enjoy it?
a) Cones b) Cups c) Sundaes d) Bricks e) Stick f) Specific _______________ 8). Have you tried Amul Ice-cream? a) Yes b) No
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9). If yes, how do you rate these? ( 1- Poor , 2- Fair , 3- Good , 4- Excellent )
10). According to you, what are Amul strengths? (tick whichever is applicable).
a) Brand name b) Easy availability c) Pricing d) Taste e) Marketing
f) Good advertisement
11). What are the weaknesses of Amul Ice-creams?
a) Poor availability b) Taste c) Price d) Advertisement e) Product range f) Any other ______________
12). Which flavor do you like most?
a) Vanilla b) Chocolate c) Strawberry d) Butterscotch e) Specify
13). Are you willing to try new flavors? If yes, please suggest.
a). Yes b)No __________________________________________
14). Which factor influences you most when you try ice-creams?
a). T.V.Ads b) Newspaper Ads. c) Friends d) Hoardings e) Parents
f) Ice-cream vendors and restaurants.
15). Any suggestions to make Amul Ice-creams number 1 in Delhi.
Mother Dairy
Amul Kwality Walls
Cream bell
Vadilal Others
TasteQualityPriceSchemeAvailability
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Appendix
List of Reliance Fresh Stores in East Delhi
S. No. Store Name Address
1 Maujpur Ghonda A -151, Mainm Road, Maujpur, Delhi
2 Unity Mall, Welcome Welcome Metro Station, Ground Floor, Delhi
3 Ganga ViharG.F. D-249, Ganga Vihar, Gokulpuri Main Road, Delhi
4 North Ghonda K-14/1, Gali No. 16, North Ghonda, Delhi
5 Kartar Nagar J-33, Main Road, Kartar Nagar, Delhi
6 Maujpur Jaffarabed12A/52F, Jamalu Ka Bagh, Main Maujpur Road, Delhi
7 Brahmpuri C-216, Gali No. 7, Main Road, Brahmpuri, Delhi
8 BhajanpuraB-2/654/21, Main Wazirabad Road, Bhajanpura, Delhi
9 Krishna Nagar Ground Floor, P. N. F-2/12, Krishna Nagar, Delhi
10 Gandhi Nagar Ground Floor, P. N. 9/6087, Gandhi Nagar, Delhi
11 Radheypuri A-3/31/1, Radheypuri Extn No 2, Delhi
12 Shastri Park P No. 85/1, Shastri Park, Chander Ngara, Delhi
13 Jheel Khurenja GF, Property No. 666/10, Jheel Khurenja, Delhi
14 Jittar Nagar F 22, Parwana Road, Jagat Puri, New Delhi
15 Lala Quarter Plot No. K 79A, Chachi Building, Lal Quarter, Delhi
16 Raghubarpura 2016, Rajgarh Extn, Raghubarpura Road, Delhi
17 Laxmi Nagar L-142, Laxmi Nagar Market, Delhi
18 Dilshad Garden E-9,10, Dilshad Colony, Delhi
19 Vishwas Nagar 519/1A, Vishwas Nagar, Delhi
20 Jhilmil Colony C-210, Jhilmil Colony
21 Bholanath Nagar 484/6A, Bhola Nath Nagar, Delhi
22 SeemapuriCommercial Property, E Block, New Seemapuri, Delhi
23 Kabir Nagar A-18, Kabir Nagar, 100 Futa Road, Delhi
24 Nathu Colony A-1/1, Nathu Colony, Delhi
25West Rohtash Nagar 1/7224, West Rohtash Nagar, Delhi
26 Mandoli Main Road P No. 1/2358, Main Mandoli Road, Delhi
27 Navin Shahdra P No. 25, Raj Block, Navin Shahdra, Delhi
28 ShakarPur WA 84, Shakarpur, Delhi
56
29 Madhuban Road 31 & 32A, Dayanand Block, Madhuban Road, Delhi
30 Pandav Nagar 107, 108, Pandav Nagar, Delhi
31 Acharya Niketan D-1/3, Acharya Niketan, Mayur Vihar 1, Delhi
32 Khichripur East East Vinod Nagar, Main Khichripur Road, Delhi
33 Hassanpur 53, Hasanpur Village, Delhi
34 Preet Vihar C-53, Preet Vihar, Main Vikas Marg, Delhi
List Of Visited Institutions
S.NO. NAME OF OUTLET ADDERESS
1 Chaupal Res. & Bar F-311/12, Krishna Nagar
2 Super Res. & Confectionary 251/3, Krishna Nagar
3 Super rRes. & Confectionary Plot No. 2, Lal Quarter, Krishna Nagar
4 Giani Ice Cream Parlour B-2/1, Krishna Nagar
5 Vinayak Enterprises B-11/1, Krishna nagar
6 Jaiswal Store E-6/11, Krishna Nagar
7 Walls E-10, Krishna Nagar
8 Mahavir General Store 624/7A, Vishwas Nagar
9 Sachdeva Stall Opp. Shastri Gali, Jwala Nagar
10 Manoj General Store 496/1, Vishwas Nagar
11 Poonam Store 3605, Vishwas Nagar
12 Ice Spice 26/20, Vishwas Nagar
13 City Palace 447, Jheel Chowk
14 Royal Banquet 162/22, Jheel Chowk
15 Amar Palace 512, Jheel Khurenja
16 Goind Banquet 512, Jheel Khurenja
17 Aap Ka Swadist Main Road, Maujpur
18 Sachdeva Marriage Home D 32, Bhajanpura
19 Singh Is King C-56, Thana Road, Bhajan Pura
20 Raja Banquet Hall Main Wazirabad Road, Bhajanpura
21 Shivam Marriage Home F-396, Khajorikhor, Main Wajirabad Road
22 Milan Marriage vajirabad main roMain Wazirabad Roadad
23 New Shivam Restaurant Main Wazirabad Road, Bhajanpura
24 Mayur Banquet Hall Main Road, Yamuna Vihar
25 Dharamveer Banquet Hall B Block, Yamuna Vihar
26 The Pastry Shop Krishna Nagar
27 Quality Pastry Shop 5/125, Vishwas Nagar
28 Laajwab Banquets G-78, Preet Vihar
29 Jhankar Banquets Vikas Marg, Preet Vihar
30 PSK Hall Vikas Marg, Preet Vihar
31 Subhlagan Banquet E 363, Nirman Vihar
32 Maharaja Banquet Hall B 21, Laxmi Nagar
33 Saubhagya Banquet C 65, Preet Vihar
34 The Juice Café In front of V3S Mall
35 Delhi Juice Corner In front of V3S Mall
36 Subham Eating Corner Behind Laxmi Nagar Bus Stand
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37 Hot N Cool Laxmi Nagar
38 Bhola Juice Bhandar Radha Krishna Mandir Chauk, Dilshad Garden
39 Balaji Juice Centre Dilshad Garden
40 Govind Dhaba Dilshad Garden
41 Paradise Restaurant I-14A, Dilshad Garden
42 Pummy Restaurant 397, J&K Pocket, Dilshad Garden
43 Pummy Sweets Corner J&K Pocket, Dilshad Garden
44 Rasoi Restaurant DDA Market, Dilshad Garden
45 Kapil Juice Corner DDA Market, Dilshad Garden
46 Shejar Restaurant 400-A, J&K Pocket, Dilshad Garden
47 PVR Restaurant 397, J&K Pocket, Dilshad Garden
48 Royale Point DDA Market, Dilshad Garden
49 Vineet Conf. J - 51, Dilshad Garden
50 Shiv Juice Corner Dilshad Garden
51 Bitoo Juice and Shakes Dilshad Garden
52 Soni Juice Corner Dilshad Garden
53 Fresh Fruit Juice Dilshad Garden
54 Juice and Shakes Dilshad Garden
55 Lucky Palace Bholanath Nagar
56 Hungry Point 29/B, Bholanath Nagar
57 Fruit Juice Geeta Bhawan Chauk, Bholanath Nagar
58 Khera's Banquet Hall 178/6B/5, Bholanath Nagar
59 Kamla Devi Bholanath Nagar
60 Hansh Fresh Juice 1/50, Gali No. 5, Vishwas Nagar
61 Kamal Catterers Vishwas Nagar
62 Fresh Juice 16, Krishna Market, Jhilmil Colony
63 Prince Catterers Jhilmil Colony
64 Lovely Sweets Jhilmil Colony
65 Param House Juice Corner Jhilmil Colony
66 Spicy Roots C 42, Jhilmil Colony
67 Sunny Fruit Juice D Block, Jhilmil Colony
68 Cool Corner Shahdra
69 Chhabra Juice Corner Shahdra
70 Ice Cream Parlour Shahdra
71 Happy Shakes & Ice Cream Shahdra
72 Sai Juice Corner Shahdra
73 Panwar Restaurant Shahdra
74 Dev Palace 643, B-1, Lodhi Road, Shahdra
75 Janta ating corner Shahdra
76 Aayam Banquet Hall Shahdra
77 Govindam Banquets Loni Road, Shahdra
78 Shiva Juice Corner Loni Road, Shahdra
79 Prakash Fast Food & Res. Loni Road, Shahdra
80 Purohit Juice Corner Shahdra
81 Regard Restaurant Shahdra
82 Kube Restaurant D-63, Chander Chawk, Gali No. 8, Shahdra
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83 Mezbaan Zaika Seelampur
84 Friends Restaurant Seelampur
85 Little Hearts Restaurant Seelampur
86 Satish Juice Corner Seelampur
87 Aggarwal Tent House Seelampur
88 Fresh Juice Corner Seelampur
89 Gupta Catterers S-58, Main Road, Brahmpuri
90 Quality Tent House R-6/5, Main Road, Brahmouri
91 Aggarwal Tent House D-21, Main Brahmpuri Road
92 Satyanarayan Caterers Main Brahmpuri Road
93 Aakashdeep Restaurant Kabir Nagar
94 Kaif Restaurant Kabirpur
95 Shan-e-Delhi Brijpuri, Yamuna Vihar
96 Mix Fruit Juice Opp. Sarnodya Vidyalaya, Yamuna Vihar
97 Arjun Juice Corner C-7/4, Yamuna Vihar
98 Mehfil Restaurant C-2/342, Yamuna Vihar
99 New Madras Café C-8/255, Yamuna Vihar
100 Shree Rampal Dharmshala Bhagrathi Vihar-2, Mustafabad
101 Shri Balaji Tent House Mustafabad
102 Delhi Tent House & Cattering Karawal Nagar
103 UTtrancjhal Catterers Karawal Nagar
104 Radheshyam Tent House Karawal Nagar
105 Mahesh Tent House New Chauhanpur, Matawali Gali, Karawal Nagar
106 Dashmesh Palace Main Wazirabad Road, Bhajanpura
107 Vatika Restaurant C-7/7, Yamuna Vihar
108 Wimpy Restaurant V-1, Vijay Park, Main Yamuna Vihar Road
109 Himalaya Sagar Yamuna Vihar Road
110 Prabhu Tent House Karawal Nagar
111 Harish Catters Mayur Vihar, Phase 1
112 Ablesh Tent House trilok puri, mayur vihar-1
113 Neelkanth Tent House Trilok Puri, Mayur Vihar 1
114 Kumar Tent House Trilok Puri, Mayur Vihar, Phase 1
115 Bhola Catters Trilok Puri, Mayur Vihar 1
116 Delux Tent House & Catters Kalyan Puri, Mayur Vihar 1
117 Vicky Tent House Kalyan Puri, Mayur Vihar 1
118 J K Tent House Kalyan Puri, Mayur Vihar 1
119 Pakeeza Restaurant Mayur Vihar, Phase 1
120 Royal Juice Roint Mayur Vihar, Phase 1
121 Star Restaurant & Caterer Mayur Vihar, Phase 1
122 Mirchi Tent House Himmat Puri, Mayur Vihar 1
123 Paras Tent House Mayur Vihar, Phase 1
124 Fancy Tent House Himmat Puri, Mayur Vihar 1
125 Ram Juice Centre Opp. Mayur Vihar 1 Bus Stand
126 Darbar Restaurant Mayur Vihar, Phase 1
127 Shivam Tent House Trilok Puri, Mayur Vihar 1
128 Bhola Tent House Trilok Puri, Mayur Vihar 1
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129 P. S. Tent House Trilok Puri, Mayur Vihar 1
130 Saini Tent House Kalyan Puri, Mayur Vihar 1
131 Popular Restaurant 491, 21 Block, Trilokpuri
132 Samllers Restaurent Mayur Vihar, Phase 1
133 Prime Juice Corner Mayur Vihar, Phase 1
134 Digambar Tent House Karawal Nagar
135 Laxmi Tent House D-1/253, New Kondli, Mayur Vihar-3
136 Shri Balaji Tent R-64, East Vinod Nagar, Mayur Vihar-2
137 Indian Summer Restaurant D-1/304, New Kondli, Mayur Vihar-3
138 Sweet & Spices G-1, Sagar Galaxy, Pocket-B, Mayur Vihar -2
139 New Punjabi Tandoor Main Market, Mayur Vihar - 3
140 Raju Juice Corner DDA Market, Mayur Vihar 3
141 Puja Juice Corner DDA Market, Mayur Vihar 3
142 Kailash Juice Corner Near B-1, Opp. Group-5, Pocket A-2, M.V-3
143 Salim Juice Corner Main Market, Mayur Vihar - 3
144 Wasim Bhai Juice Corner GR-4, Pocket A-2, Mayur Vihar-3
145 Fresh Juice Corner Mayur Vihar, Phase - 3
146 Pradeep Tent House R-7, Gautam Marg, East Vinod Nagar, Phase-2
147 Chatak Chat Res. Main Market, Mayur Vihar - 3
148 Juice N Shakes Main Market, Mayur Vihar , Phase 2
149 Loknath Tent House Sarpanch Appt., Vasundhra
150 Gulshan Tent House Samrat Appt. Market
151 R. K. Tent House Ajit Singh Complex, Vasundhra
152 Shri Hari Juice Corner Ajit Singh Complex, Vasundhra
153 New Delhi Juice Corner DDA Market, Vasundhra
154 Shri Ganesh Tent House DDA Market, Vasundhra
155 Balaji Juice Corner C Block Extension, New Ashok Nagar
156 Shyam Tent House Samachar Appt., Mayur Vihar 1
157 New Vikas Tent House Shop No 7, Opp. Upkar Appt., Mayur Vihar 1
158 Amul G Juice & Shakes Opp. ASN School, Samachar Appt. Market
159 Indian Summer Res. B-14, Pratap Nagar, Beside Acharya Niketan
160 Shiv Juice Corner 37, Pratap Nagar, Mayur Vihar 1
161 Malik Juice Corner Pratap Nagar, Mayur Vihar 1
162 New Saurya Tent House C-30/2, Acharya Niketan, Mayur Vihar 1
163 Lucky Fruit Juice D-40, Acharya Niketan, Mayur Vihar 1
164 Tulsi Juice Bhandar Near Kukreja Nursing Home, Shashi Garden
165 Chopra Tent House C-46, Shasi Garden, Mayur Vihar 1
166 Fruit Punch B-2, Acharya Niketan, Mayur Vihar 1
167 Neelgiri Restaurent P-19/20, Pandav Nagar
168 Suman Tent House Shop No. E-95, Pandav Nagar
169 Gupta Tent & Light House Shop 91/1, Main Bazar, Pandav Nagar
170 Ablesh Tent House C-19/9, Nehru Market, Kalyanpuri
171 Chander Tent House C-19/11, Nehru Market, Kalyanpuri
172 Rakesh Tent House C-19/13, Nehru Market, Kalyanpuri
173 Janta Tent House C-19/15, Nehru Market, Kalyan Puri
174 Ebrahim Tent House Kalyan Puri, Mayur Vihar 1
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175 Shanti Tent House 13/70, Kalyanpuri
176 Mahalaxmi Tent House Gharoli Road, Kondli
177 Siddharth Tent House Old Kondli, Mayur Vihar 1
178 Gaud Tent House A-824, Gharouli Dairy Park
179 J. K. Tent House 102-A, DDA Flats, Gazipur Dairy Farm
180 Jyoti Tent House 8/B-223, Kondli
181 Krishna Tent House B-228, Harijan Basti, Kondli
182 Maa Tent House 64-B, Pocket B-7, MV III
183 Mayur Tent House C-3/76, New Kondli
184 T K Tent House B-1/20, Rajneer Colony
185 Palival Tent House c-5/100, New Kondli
186 Uttranchal Tent House 135-B, Pocket A-2, LIG Flats, MV III
187 Vijaya Tent House B-274, Rajveer Colony
188 Ram Tent House b-70/20, Gahrauli Road, Sabji Mandi
189 Kapoor Tent House Shop No.25, Vasundhra Enclave
190 Satguru Tent House A-353, Gahrauli Dairy Farm
191 Aakash Tent House Gali No. 5, Shashi Garden
192 Hari Tent House C-270, Aacharya Niketan, M.V-1
193 Babu Confectioners Shop No. 5/375-B, Subhas Market, Trilokpuri
194 Bikaner Sweets 3/30, Subhas Market, Trilokpuri
195 Aggarwal Sweet India Shubhash Market, Trilok Puri
196 Kashyap Store Shubhash Market, Trilok Puri
197 Gupta Sweet Palace 17/2, Kalyanpuri
198 Vishal Sweet Corner 13/80, Jalebi Chowk, Kalyanpuri
199 Bhandary Confectionary 18/1, Kalyanpuri, Near Ambedkar Park
200 Ankit Provisional Store Near Ambedkar Park, Kalyan Puri
201 Binita Store Old Kondli, Mayur Vihar 1
202 Shri Balaji General Store Shop No. 10, Janta Market, Dallupura
203 Vasundhra Store Shop No. 20, Near Samachar Appt.
204 Prime Store DDA market, Vasant Enclave
205 Taj Sweets DDA market, Vasant Enclave
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