Project Report

On
ANALYSIS OF CUSTOMER BEHAVIOUR OF VARIOUS
STOCK KEEPING UNITS IN AMUL BEVARGE
PRODUCTS

For the partial fulfillment of the requirement of

MASTER OF BUSINESS ADMINISTRATION
Affiliated to UPTU
(2012-2014)

Under The Guidance of: Submitted by

Prof. Mr. Pankaj Kumar Md. Tauhid Raza

MD. TAUHID RAZA

Roll No. 1268470050

GNIT Management School

6-C, Knowledge Park-II, Greater Noida
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 GNIT Management School
6-C, Knowledge Park-II, Greater Noida

To Whom It May Concern

This is to certify that Md. Tauhid Raza student of

MBA course (2012-14) at GNIT Management School with
dual specialization in Marketing & Finance has satisfactorily
completed the Research project on “ANALYSIS OF
CUSTOMER BEHAVIOUR OF VARIOUS STOCK
KEEPING UNITS IN AMUL BEVARGE PRODUCTS”.
This study is done under the guidance of the undersigned by
partial fulfillment for the award of MBA. I wish her all the
best for bright future ahead.

Supervisor Director

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 TABLE OF CONTENT

S.NO PARTICULARS PG.NO

1. STUDENT’S DECLARATION 04-05

2. ACKNOWLEDGEMENT 06-07

3. PREFACE 08-09

4. Introduction 10-11

5. ABOUT THE TOPIC 12-31

6. OBJECTIVE OF THE STUDY 32-34

7. SIGNIFICANCE OF THE STUDY 35-37

8. Industry Profile 38-51

9. Company Profile 52-66

10. DATA ANALYSIS & FINDINGS 67-78

11. CONCLUSION 79-80

12. SWOT ANALYSIS 81-84

13. SUGGESTIONS 85-88

14. LIMITATIONS 89-90

15. QUESTIONNAIRES 91-103

16. BIBLIOGRAPHY 104-106

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 STUDENT’S
DECLARATION

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 STUDENT’S DECLARATION

I hereby certify that the survey, data

collection and analysis work related to Research Project
Report on "ANALYSIS OF CUSTOMER BEHAVIOUR OF
VARIOUS STOCK KEEPING UNITS IN AMUL
BEVARGE PRODUCTS" has been carried out exclusive on
my own efforts under the guidance of the
Sr. Sales Executive Mr. Khalid Gaur of Gujrat Co-operative
Milk Marketing Federation Ltd., and report preparation
under the guidance Prof. Mr. PANKAJ KUMAR, Faculty
Guide, GNIT Management School, Greater Noida.

Date:
Place: (MD. TAUHID RAZA)

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 ACKNOWLEDGEMENT

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 ACKNOWLEDGEMENT
Any project report is not
outcome of single person. It is teamwork by getting support
and guidance from the seniors and other persons from the
organization and I take this opportunity to thanks all those
persons who have continuously guided me throughout my
project.

I express my profound
sense of gratitude to Prof. Mr. Pankaj Kumar,
Faculty Guide, GNIT Management School, Greater Noida,
who provided me such type of opportunities for getting
interacted to all the practical aspects of the marketing in
such type of big Organization.

I am also thankful to faculty

members of my institute GNIT Management School,
Greater Noida, who share their experiences which make me
aware of different situations and aspects during my project
and gave their valuable time.

Finally, I am indebted to
my family members, seniors and friends who extended to
help me in every aspect.

Date:
Place: (MD. TAUHID RAZA)

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PREFACE

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 PREFACE
This project report attempts
to bring under one cover the entire hard work and
dedication put in by me in the completion of the project
work on ANALYSIS OF CUSTOMER BEHAVIOUR OF
VARIOUS STOCK KEEPING UNITS IN AMUL
BEVARGE PRODUCTS in Amul Pvt. Ltd.

I have expressed my experiences in my own simple way. I

hope who goes through it will find it interesting and worth
reading. All constructive feedback is cordially invited.

In today’s fast changing

competitive world, marketing research has gain immense
importance for formulating its strategies. Every
organization needs up to date information about what their
customers want. This help to know exactly what their
customer want and the organization can work accordingly.

Traditionally, four
critical resources of an organization were men, money,
material and machine. The fifth critical resource, which is
today globally acknowledged, is information.
In modern management thoughts where “Consumer is
King”, the need to gather information about the consumer is
gaining importance.

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 INTODUCTION

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 INTODUCTION
The basic strength of the Indian economy is agriculture
on which seventy percent of the population depends for their
livelihood. And a part of it is the Indian dairy industry.

INDIAN DAIRY INDUSTRY IN 1940s

Inferior quality of locally marketed milk.

Heavy dependence on imports.
Unorganized production and processing.
The rich dairying heritage being eroded.

FORMATION OF NATIONAL DAIRY DEVELOPMENT

BOARD

The National Dairy Development Board was created to

promote, finance and support producer-owned and
controlled organizations. NDDB's programmed and
activities seek to strengthen farmer cooperatives and
support national policies that are favorable to the growth of
such institutions.  Fundamental to NDDB's efforts are
cooperative principles and the Anand Pattern of
Cooperation.

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 ABOUT THE TOPIC

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ABOUT THE TOPIC

The Amul Kool Company exists to

benefit and refresh everyone it touches, Founded in 1962, it is the

world’s leading manufacturer, marketer, and distributor of Amul

beverage concentrates..

This topic entertains the general field of

dealer survey in a manner expanding upon more general treatises.

Whereas the field has been studied from many perspectives, the most

common appearing in the areas of satisfaction survey measurement

take the form of “how to form scales and summarize results,” and

those on it remains that little in-depth analysis has been performed

on conceptually-based managerially actionable strategies within the

satisfaction response.

Unfortunately, these early perspectives have not

significantly advanced the progress of Satisfaction work for some

time and it wasn’t until many and diverse perspectives were

integrated, elaborated, and extended that others began the study of

conceptual satisfaction in Earnest. Here, the underlying mechanisms

of how consumers construct, consciously or sub consciously, their

satisfaction conclusions are explored so that a grander strategy of

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fostering in greater detail and elaboration, including discussion of

topics not covered here, should consult the original work.

Measurement Issues: Satisfaction Scales

Having defined and delineated

survey and related concepts, discussion proceeds to measurement

more generally. This section will be necessarily brief because many

reference sources are available and because measurement in general

has been studied for some time. This section will also serve the

purpose of a recapitulation of past research and as a prelude to the

final section where measures are suggest based on the conceptual

framework used here.

At this point, it will be helpful if the reader appreciates that, like

attitude, satisfaction is a hybrid concept composed of both an

affective component (pleasure) and a cognitive component (e.g.,

extent of need fulfillment) as in the previous definition – but after the

purchase and use situation (i.e., after disconfirmation has been

experienced). Thus, it is assumed that, when a Consumer affirms that

“I am satisfied (dissatisfied),” both of these components are inherent

in the reply. This understanding is useful if one wishes to expand a

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satisfaction scale with the use of Affect-related or cognition-related

“cousins.”

Discussion begins with simple verbal (qualitative) statements of the

form elicited when Respondents are interviewed about their

satisfaction or dissatisfaction with a product or service Episode.

Using a phone interview as an example, the respondent would be

read the five Categories of:

(1) Very satisfied,

(2) Satisfied,

(3) Neither satisfied nor dissatisfied,

(4) Dissatisfied, And

(5) Very dissatisfied, and asked to select one.

This question would usually be asked once per attribute product, etc.

up to the point of respondent fatigue, a critical factor in phone

surveys.

For this reason, many prefer printed questionnaires which can be

completed at the respondent’s leisure.

Whether measuring satisfaction with attributes or products, single

item scales of this nature, while appearing to give discrete,

unambiguous answers, has no inherent reliability unless they are

read ministered – an impracticality. Validity is also suspect if one

were to test a single, five-point satisfaction response against many

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other factors thought to influence satisfaction. In the case of a

negatively skewed distribution of satisfaction scores – the typical

Case with the bulk of data in the satisfied region – the variance in

this variable would be very Restrictive and validation would be

compromised.

At a level more reliable than that that of

one-item scales, multi-item scales can be formed that include a

satisfied/dissatisfied “anchor” along with items tapping related

concepts.

For Example, the researcher could include feelings

(pleasant/unpleasant), stronger emotions

(anger/delight), attitude-based (like/dislike), and cognitive (high/low

performance) descriptors.

This method is frequently performed, but the scale produced

(frequently through addition or weighted combination) is now one of

a mixed nature. If carefully constructed, however, with the use of

close relatives of satisfaction, the reliability will be very good.

Validity is also considerably improved because each item in the

multi-item scale adds to the available variance for testing.

At a still higher level, the companion descriptors can be composed of

items reflecting conceptually-based antecedents and consequences of

satisfaction. This will require an understanding of the causal basis

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(i.e., expectancy disconfirmation in the present case) for making

satisfaction judgments, the content of the remaining sections of this

chapter. An example will be provided later after all concepts have

been discussed.

Measurement Issues: Scaling

For predictive purposes, a minimum of three

scale points is recommended, particularly for phone surveys. As the

number of points becomes large, exceeding ten for example,

problems of interpretation are introduced. One reason is that

consumers tend to use sub-intervals of very long scales, such as

restricting responses to an interval of five points on a ten-point scale.

Thus, one respondent's "7" may be another's "9" for the same

perceived performance level. In effect, these consumers are

interpreting the scale's meaning in a manner not known to the

researcher.

An exception is the “chances in scale. Company

exists to benefits and refreshes everyone it touches. The basic

proposition of our business is simple, solid and timeless when we

bring refreshment, value, joy and fun to our stakeholders then we

successfully nurture and protect our brand , particularly coca-cola .

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That is the key to fulfilling our ultimate obligation to provide

consistently attractive to the owner so four business.

Temporal Survey Issues

A last issue in performance measurement vis-à-

vis satisfaction is the issue of whether the satisfaction measure(s)

should precede or follow attributes performance measurement. This

issue becomes very critical because the logic of the survey comes into

play. If satisfaction measurement comes first, a general halo effect

may occur whereby attribute performance is seen to conform to the

overall judgment. If performance measures precede satisfaction, then

satisfaction may be colored by the first few (primacy) attributes or

the last few (regency) Attributes.

One solution is to randomly split the surveys

into those with satisfaction first, then second. Logic issues can then be

measured and resolved. Note that this does not solve the

primacy/regency effects in the attribute list. Randomization of the list

will partially address this. However, this author’s experience is that

randomization promotes greater correlations (Multi nonlinearity) in

the attribute list. There are problems here that defy solution.

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Expectations Defined

Generally, an expectation is an anticipation of future

consequences based on prior experience and other many and varied

sources of information. Expectations can also be described as a

comparative referent for performance. The reason is that

performance alone is an unreferenced concept. Meaning is attached

only when performance can be compared to some standard. In an

elementary sense, the adjectives "good" and "bad" suggest the

operation of a” goodness" standard, although they provide little

diagnostic value to management as the terms have highly variable

meaning across consumers. Diagnostic is increased as the standard

becomes less ambiguous and more objective to the point that it can be

measured.

In fact, any number of referents can be

used in later satisfaction assessments, but all become channeled into

expectations when the product or service is purchased. The concept

of needs, discussed previously, is one of the many referents available

to consumers. These same consumers, however, will pursue only

those products which they expect to fulfill their needs.

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Thus, the expectation and not the need is what the consumer brings

into the purchase. Often times the expectation and need will overlap

exactly, becoming interchangeable.

Multiple Expectation Referents (Standards)

Frequently, consumers express different

variations of what they would prefer a product deliver. At one level,
they may have an ideal perception of a product offering, something
they wish they could receive in a perfect world. Others or the same
consumer at a different time expect only what they believe the firm’s
product can or will deliver. Researchers have referred to these two
different perceptions as ideal and predicted expectations or,
alternatively, as should and will or desired and likely outcomes. By
measuring both of these expectation levels, the firm will be in a better
position to understand how their offering compares to what
consumers really want and how their offering stacks up against those
of their competitors. If both ideal and predictive expectations are
actively processed, the researcher may have to allow for the
measurement of multiple levels.
A number of research investigations have
established that consumers do indeed recognize and use multiple
levels of expectations or standards. Among the most common of these
are studies investigating the influence of normative (should) and
predicted (will) expectations, or alternatively, ideal and expected
referents. The results of all studies tend to be similar. When the ideal
or should level of expectations was the referent, satisfaction was
lower than when actual expected or predicted expectations were
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used. This implies rather convincingly that high expectations can
frustrate satisfaction attainment. Moreover, these studies generally
conclude that consumers do entertain multiple standards and that
inclusion of more than just the predicted level may improve a
model's ability to understand satisfaction. Researchers are
encouraged to measure both if the study design permits as the
expectation measure must be taken twice.

Expectations: Examples of Measures

The measurement of expectations essentially

asks consumers to place likelihood estimates on specific occurrences

of product or service performances in the future. Consumers may

also be asked to place likelihood estimates on events which have

already occurred (to be discussed), a practice necessitated in many

customer environments, such as emergency rooms, where the identity

of clientele cannot be known a priori. Discussion centers, first, on the

measurement of actual predictive expectations, those which are

estimated before the occurrence of an event. In this sense, these

expectations are proactive, or proactively obtained by the researcher.

Predictive (Proactive) Expectations

In most consumption situations, consumers

will hold valence expectations – for the basis of purchase and

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acquisition is to obtain products with pleasant consequences and to

avoid those with potentially unpleasant outcomes. Thus, “high”

expectations reflect the possibility that desirable events will occur

and/or that undesirable events will not occur, while “low”

expectations suggest that desirable events will not occur and/or that

undesirable events will occur.

Note that valence is clearly indicated in

these statements, phrased as desirability’s or undesirability’s. In

practice, the valence component of the expectation generally will be

implied in the wording of the expectation item on a survey. For

example, one might refer to "good" gas mileage or use words with a

positive or negative connotation such as "praise from friends,

“courteous servers," or "delays on takeoff." In working with

expectations in this manner, it is assumed that the performance

referent is also phrased in properly valences fashion. In measuring

expectations before purchase or patronization, one must be careful to

ensure that the consumer sample has some basis for forming an

expectation set. Consumers probably do go into many purchases

without complete expectation knowledge, but it would be rare for

consumers not to have any awareness of the product at all. At the

minimum, the brand and price will be known to the consumer and

some individuals will use these to infer the remaining performance

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characteristics. Because of the possibility that some elements of the

expectation set will not be known to all consumers, however,

researchers should include a "don't know" category in the

expectation section of the survey.

The types of expectation measures

available to the researcher are straightforward. A number of

variations are shown here, including the familiar Liker version in

agree-disagree format

If I complain, I will get a response: 0 1 2 3 4 5 6 7 8 9 10 (times in 10

tries)

Brand X has (possesses) feature Y: Unlikely ______________ Likely

Brand X will satisfy my needs: Disagree _____ Neither _____ Agree

There is no evidence that any one measure is better than another.

Rather, the context of the investigation should dictate the question

format. For example, a "chances in 10" scale is better used when the

consumer has had a chance to sample the product over multiple

purchases household staple and a familiar restaurant both qualify as

examples. In contrast, a likelihood format could be used for a first-

time purchase as could the agree-disagree scale.

Note that no example of "raw"

product performance has been suggested, as in "The coke will

average 35 miles per gallon." There are two problems with the use of

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such measures. First,"35 miles per gallon" is a point estimate and,

for any one consumer, expected performance could be above or

below this level. Second, it is not known whether this is a good or

poor level of performance in the consumer's mind. As noted,

consumer research requires that the expectation have a connotation

of valence so that the "pull or push" of the expectation for purchase

can be gauged. The first problem might be mitigated if the item were

reworded to say "at least 35 miles per gallon," but, again, it is not

known if all consumers use this cutoff to determine acceptable versus

unacceptable performance. Perhaps the best way of handling this

situation is to phrase the question in terms of "good" or "high"

mileage and permit the consumer to use an internal standard of what

good mileage is.

Expectations after the Fact: Retrospective Expectations

Very frequently in satisfaction studies, the

researcher cannot identify purchasers before consumption and is

therefore constrained to measure expectations at the same time that

the levels of performance and satisfaction are assessed. In this event,

the expectation section of the survey should appear before any other

material, especially satisfaction. The wording of the question would

conform to the following general format: "Referring back to the time

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you first purchased the product (engaged the service), what were

your expectations at that point?" The subsequent list of attribute

expectations would then be worded in the following tense: "At the

time I purchased the car, I believed that it would give me good gas

mileage."

Although these are not predictive

expectations and raise some fairly important issues, three reasons

account for the majority of cases when the researcher is forced to

rely on expectations ex post. The first is simply neglect; the

researcher was not aware of or saw no need for expectation

measurement prior to purchase and usage, and was content to make

interpretations from the performance ratings alone. A second reason

is that some firms may not wish to suggest possible product

experience to consumers before usage. An example of this is the

probability of breakdown and repair, or of complaining outcomes.

The third reason is due to

necessity; most firms cannot predict and do not have access to their

customers before they purchase the product. Virtually all tangibles

sold at retail fit this description. Producers first learn who their

buyers are if and when warranty cards are returned.

Services provide greater latitude because the consumer

can be intercepted before the service episode. However, it is still true

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that the consumer, in most cases, has made an earlier decision to

patronize the service and this decision may affect expectation

measurement in subtle ways. In both cases the researcher must rely

on the ability of the consumer to reflect back on what he/she thought

the product/service would deliver. A number of problems now

become evident. The most troubling is that the consumer will have

already experienced the products performance. In this case, what the

consumer has experienced and what he/she recalls will be

confounded. Most probably, the recalled expectations will be biased

toward the experienced Performance. One explanation for this

finding is that consumers with ill-defined expectations, perhaps

because they are unfamiliar with the product or service category, will

construct "data driven or bottom-up strategies for responding to

expectations ex post. This may be especially true if the consumer feels

that ill-formed expectations reflect poorly on his/her judgment or

decision-making skills, or if the survey appears to assume that

consumers are "supposed to have expectations. Nonetheless, if

proactive measurement can not or has not been taken, the researcher

will still be better served than if no expectation data had been

collected at all.

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Disconfirmation and Its Measurement

When consumers compare

performance to their expectations, the response of disconfirmation,

more specifically disconfirmation of pre-performance standards,

results. Because the early work in consumer satisfaction was

conducted with predictive expectations as a standard, the phrase

disconfirmation of expectations or "expectancy disconfirmation" has

come to apply to this concept. Many standards consumers bring to

the consumption experience can be disconfirmed, so an alternative

phrase to describe the discrepancy from a standard could be simply

"disconfirmation." In this section, the phrases "expectancy

disconfirmation" and “disconfirmation" will be used

interchangeably.

Objective versus Subjective Disconfirmation

Early attempts to measure

disconfirmation used a discrepancy or “gap” approach. That is,

separate survey sections were used to capture, first, attribute

expectations and, later, attribute performance perceptions. Then the

performance scores were subtracted from their respective

expectation scores and these “gaps” were added. The logic is direct.

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When attribute performance was higher than its respective

expectation, the gap is positive and is considered favorable. Similarly

when expectations were higher, the gap was negative and

unfavorable. Satisfaction should increase as the positivist of the gap

score increased and should decrease (contributing to dissatisfaction)

with the negativity of the gap score.

A reasonable question at this point is: Why is a

subjective interpretation needed if the gap calculation is available to

the consumer and, thus, to the researcher? A first answer is that the

“true” expectation level, the “true” performance level, and the

consumer's calculation (and even its accuracy) are typically not

available to the researcher. In fact, many product and service

attributes are not subject to this type of evaluation at all. How, for

example, do consumers?

Quantify the comfort level of the car's seating, or of the richness of

the upholstery? If the consumer cannot quantify or scale expectations

and performance, then disconfirmation can only exist at the

subjective level.

A second answer to this question is

because only the consumer can attach the proper amount of valence

(goodness/badness) to the difference he/she assumes. This valence,

then, determines how much better or worse performance is perceived

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to be; the consumer then scales the amount of perceived positive or

negative disconfirmation on the "better-than/worse-than "scale.

Now, assume that the consumer omits one of the numeric steps in two

different ways. First, what if consumers are less than diligent and fail

to maintain the proper records for calculating gas mileage, a step

which requires a log of distance traveled and a measure of the

volume of gasoline used? Can the consumer still respond to the

subjective disconfirmation query? Most certainly, as long as a

perception of "better/same/worse than" is sensed. This sense" has

been shown to exist in many studies and can exist for purchases

having no objective performance dimensions at all (e.g., art,

insurance in the absence of claims, nutritional supplements). In a

second example, what if the researcher was able and willing to collect

only expectation and performance data and form gap scores? Could

assumptions be made regarding the likely satisfaction of the

respondents? Perhaps, but not necessarily. The researcher would

beadle to calculate objective differences between these values.

Unfortunately, this difference exists only as a managerial calculation

and may not be as accurate as the consumer would necessarily find it.

Three reasons for this disparity exist.

The first is lack of precision

in the gap calculations. Gap scores are difference scores, which are

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known to be notoriously unreliable. The reason is that the inevitable

measurement error in each of the gap components is compounded

when the two are combined. While it is true that even the subjective

score contains measurement error, it is not compounded as it is not

used in a calculation. A second reason why a difference score may not

reflect a consumer-generated subjective score is that the consumer

may implicitly weight either expectations or performance more

highly than the other. For example, expectations may be only vaguely

recalled because of the time interval between purchase and usage.

Unequal weightings could also arise because of differences between

consumers who place greater weight on expectations versus those

who place greater weight on performance in making their judgment.

Quality – every time. Our promise to deliver that quality

is the most important promise we make. and it involves a world-

wide , yet distinctively local , network of bottling partner , supplier ,

distributor and retailers whose success is paramount to our own.

Our investment in local communities in over 200 countries totals

billions of dollars in jobs, facilities, marketing, the purchase of local

good and services, and local business partnership. Always and every

where, we pursue continuous innovation in the products we offer the

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processes we use to make them, the package we develop and the way

we bring them to market.

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 OBJECTIVE OF THE STUDY

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 OBJECTIVE OF THE STUDY

The objective of the study was to find out the consumer

preference, availability of the products, competitor’s activity,

consumption pattern channel behavior of various SKUs and the

market share of Amul Kool and Its competitors.

1 To make a detailed study of packaged drinking Amul Kool

in terms of its existing market size, future market potential,
major geographical markets and important customer
segment.
2 To analyze the major competitors in this product, their
respective product attributes, brand positioning and market
strategies.
3 To study each of the major customer segment viz.
institutions such as hotels, restaurants etc.), retail outlets and
the final consumers.
4. To study the market share of packaged drinking coke in:
 Retail market
 Hotels
 Consumers.

5. To determine the brand awareness and brand preference of

the different segment and to analyze the various segment
preference for the packaging medium, bottle size and price of
packaged drinking cola.

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 6. To determine the feedback on product provided by any other

company.

7. Analysis Of Marketing Strategies Of Companies with special

emphasis to Amul Kool.

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SIGNIFICANCE OF THE STUDY

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 SIGNIFICANCE OF THE STUDY

The important reasons which benefit us while doing the Dealer

survey are as follows:

 A system of survey helps us to evaluate the company well and

suggest the best suitable methods to be followed by the
company.

 Performance rating helps us to judge about corrections

required in the organization.

 The better future prospects can be done according to the

present performance.

 The performance appraisal provides the base for making up

and formulation of policy followed by the organization.

 Dealer survey is used to evaluate the effectiveness and

efficiency in the work preformed.

 Systematic survey helps to sought out the grievances well and

maintain the record for the past and the future improvements
made by the company.

 It helps to allocate the best possible utilization of the scarce

resource.

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  It helps the company to fetch out the opportunities and take the
responsibilities.

 Through the critical appraisal of the performance it helps the

organization to find out the loop hole and help them to work
upon it.

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 Industry Profile

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Industry Profile
Amul Kool beverage product for the major
share of processed liquid milk marketed in the country. Milk is
processed and marketed by 170 Milk Producers' Cooperative Unions,
which federate into 15 State Cooperative Milk Marketing
Federations. Liquid milk it accounts for 90 per cent of the revenue of
cooperatives. The MNCs and private players, which were earlier only
into milk products, are now seriously getting into the liquid milk
sector. They realize that money is in liquid milk. Whoever has access
to cheap milk eventually wins the battle in the products business.
You can go and buy standard marketing, brand building expertise.

The challenge for cooperatives is not to be competitive to

export but to be competitive to expand their market (for liquid milk)
which has a limited purchasing power. Those that are buying milk
today are not going to be buying much more. Cooperatives have to
bring the price down for those who cannot afford it. And only if they
do it will it ensure that imports don’t come in. The real challenge is
how to bring prices down, how to reduce costs at the village level, in
areas like transportation. Every paisa now counts.

At the heart of the Indian

dairy revolution stands the Indian farmer with two to five animals
who produces some of the cheapest milk in the world by feeding his
animals’ mostly agricultural waste like straw. If he expands his
operations and herd and starts buying costly feed he will lose his
competitiveness. So how will milk production rise without raising
costs? By taking the cooperative dairy revolution to where it is still
weak, the east and north-east of the country. This will help fight

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poverty there, raise their own purchasing power for milk and keep
feeding the dairy sector with a rising supply of liquid milk at the
globally competitive Indian costs for another ten years. If you wish to
run your business professionally and competitively you have to first
benchmark your costs and stabilized quality at a very high level.
That’s the tough part. Then you hire a brand consultant, evolve a
brand strategy and get marketing experts to run the promotions and
do the selling. The key elements are an expanding supply of cheap
milk and attention to quality.

The Dairy Board's programmers and

activities seek to strengthen the functioning of Dairy Cooperatives, as
producer-owned and controlled organizations. NDDB supports the
development of dairy cooperatives by providing them financial
assistance and technical expertise, ensuring a better future for
India's farmers.

Over the years, brands created by cooperatives have become

synonymous with quality and value. Brands like Amul (GCMMF),
Vijaya (AP), Verka (Punjab), Saras (Rajasthan). Nandini
(Karnataka), Milma (Kerala) and Gokul (Kolhapur) are among those
that have earned customer confidence.

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Some of the major Dairy Cooperative Federations include:
Andhra Pradesh Dairy Development Cooperative Federation Ltd (APDDCF)
Bihar State Cooperative Milk Producers’ Federation Ltd (COMPFED)
Gujarat Cooperative Milk Marketing Federation Ltd (GCMMF)
Haryana Dairy Development Cooperative Federation Ltd. (HDDCF)
Himachal Pradesh State Cooperative Milk Producers’ Federation Ltd
(HPSCMPF)
Karnataka Cooperative Milk Producers’ Federation Ltd (KMF)
Kerala State Cooperative Milk Marketing Federation Ltd (KCMMF)
Madhya Pradesh State Cooperative Dairy Federation Ltd (MPCDF)

Maharashtra Rajya Sahakari Maryadit Dugdh Mahasangh (Mahasangh)

Orissa State Cooperative Milk Producers’ Federation Ltd (OMFED)

Pradeshik Cooperative Dairy Federation Ltd (UP) (PCDF)
Punjab State Cooperative Milk Producers’ Federation Ltd (MILKFED)
Rajasthan Cooperative Dairy Federation Ltd (RCDF)
Tamilnadu Cooperative Milk Producers’ Federation Ltd (TCMPF)
West Bengal Cooperative Milk Producers’ Federation Ltd. (WBCMPF)

Page | 41
THE BIRTH OF AMUL

Linked to the freedom movement of India.

Founded in 1946 to stop the exploitation of milk producers at the

hands of middlemen.

Inspiration of pre-eminent National leaders.

A Co-operative movement–member control on milk production,

processing and marketing.

A humble beginning with two village societies and 247 litters of milk.

THE GROWTH OF AMUL

Co-operative movement spread like wild fire in the state.

Rapid increase in milk procurement.

Identification of Bombay liquid market.

Investing in manufacturing plants that produce milk powder, butter,

cheese and condensed milk.

Launch of “Amul” as a brand.

Creation of a comprehensive model.

Milk production enhancement programs.

Member education and involvement.

Democratic setup at grass root level.

Page | 42
Animal health and veterinary services.

Cattle feed manufacturing and marketing.

Flavored Milk processing through latest technology.

Mobilization of financial recourses.

Creation of a nation-wide marketing network.

Emphasis on brand building.

Ultimate aim is to satisfy its customer through its taste.

FORMATION OF GUJARAT COOPERATIVE MILK

MARKETING FEDERATION LTD [GCMMF]

Formed 1973

No. of Cooperative Unions 12

No. of Dairy plants 19

Capacity 6,595 Thousand Litters per Day

It is Apex Marketing Federation of 12 District Milk Unions in

Gujarat to operate own marketing and distribution networks pan

India and abroad.

Page | 43
Milk Product Range:

Infant Milk Food

Instant Milk

Ice-cream

Skim Milk Powder

Ghee

Dairy Whitener

Paneer

Sweetened Condensed Milk

Malai Peda

Gulabjamun

Shrikhand

Flavored milk (Amul Kool)

Pizza Cheese

Butter    

Page | 44
 BRAND: AMUL

PRDUCT: AMUL KOOL

COMPETITORS OF AMUL:
PARAS (VED RAM & SONS)

MADHUSUDAN

MOTHER DAIRY

AMRIT FOOD

GOPALJEE (G.K.DAIRY)

UMANG (J.K.DAIRY)

PARAM

RAMLAL

MADHUBAN

Page | 45
COMPETITORS OF AMUL KOOL:-
GAGAN FLAVOURED MILK, THE PRODUCT OF

AMRIT FOOD (A DIVISION OF AMRIT VANASPATI CO.LTD.)

NESTLE PACKEDGED FLAVOURED MILK

WHAT IS AMUL KOOL?

Amul Kool is a high value food. It supplies body building

Proteins, bone forming Calcium, and health giving Vitamins and
furnishes energy giving Carbohydrates, Natural identical flavors
giving a natural taste and Milk Fat in an easily digestible and
assailable for Health.

DIFFERENCE BETWEEN AMUL KOOL AND GAGAN

Constituents AMUL KOOL GAGAN

ENERGY 184 Cal. 180 Cal.
COLOUR & FLAVOUR NATURAL IDENTICAL SYNTHETIC FOOD
FLAVOUR COLOURS & ADDED
FLAVOURS
MILK USED TOND MILK DOUBLE TOND MILK

Page | 46
TYPES OF MILK USED:
Variation in different types of milk is due to the difference
in their Fat and SNF content.

TYPE OF MILK FAT % SNF %

DOUBLE TOND MILK 1.5 9.0

TOND MILK 3.0 8.5

Amul "Utterly Delicious" Parlours

Page | 47
Amul has recently entered into direct retailing through "Amul
Utterly Delicious" parlors created in major cities Ahmedabad,
Bangalore, Baroda, Delhi, Mumbai, Hyderabad and Surat. Amul has
plans to create a large chain of such outlets to be managed by
franchisees throughout the country. We have created Amul Parlors
at some prominent locations in the country, which are run by the
company or its wholesale dealers:

 Infosys Technologies in, Mystore.

 Wipro campus in Bangalore
 Surat Municipal Corporation
 Gujarat State Road Transport Corporation

AMUL IN DELHI:
Delhi National Capital Region (NCR), among the biggest milk
markets in the country, is dominated by Mother Dairy currently.
Amul and NDDB's non-compete agreement has prevented the former
from launching its liquid milk in the Delhi market till 2003.

With the non-compete agreement having run out this year,

Amul fresh milk was launched in Delhi last month in two variants —
full cream and toned — priced at par with that of Mother Dairy at
Rs. 18 and Rs. 14 per litters, respectively. Amul is bringing its milk
into Delhi through one of its district co-operative unions, the
Gujarat-based Mehsana Union. The milk will be packed at Kwality
Dairy in Ballabgarh, leased out to Amul for this purpose. Amul will
use the same distribution network as butter and cheese to retail Amul
Milk in Delhi. According to Mr. R.S. Sodhi, Amul’s marketing head;
Amul will not use skimmed milk powder in its milk.

Page | 48
 Amul, to its delight, has seen the demand for its milk going up
by leaps and bounds in the city and is now planning to enter into
alliances with dairies located around Delhi such as Indian Potash and
Modern Dairy to cater to the demand.

GCMMF officials say the company's milk capacity has already

touched 80,000 litters per day (LPD) and have plans to take it to 3
LPD. Amul is now selling through 2,500 retail outlets and will
increase this to 7,500 apart from covering outlets which are selling
Amul butter.

http://www.domain-
b.com/scripts/recommend/recommend.aspThe Delhi market
comprises 40 lac litters currently and is dominated by Mother Dairy,
which sells 10 lac LPD. The other organized sector players are Paras
Dairy, which sells 3 lac LPD, state-owned Delhi Milk Scheme (2.5 lac
LPD), Gopaljee (1-1.5 lac LPD) and Britannia 30-40,000 LPD.

In just a fortnight, Amul milk has taken the Indian capital by

storm, rapidly eating into the market share of long time players like
Mother Diary and Paras. Who cares if it was rivalry or business
strategy that made the Gujarat Cooperative Milk Marketing
Federation (GCMMF) enter the capital with Amul milk to take on
state-owned Mother Dairy in its home turf? From the response, Delhi
its seem to be lapping up Amul’s pouches of full cream and toned
milk in unimagined quantities.

In just two weeks of entering the market, Amul is beginning

threaten the virtual monopoly of Mother Dairy and Paras. “We did
not expect to reach 70,000 litters daily supply in little over two
weeks,” said R.S. Khanna, a GCMMF official here.

Page | 49
 “We had expected to go up gradually and had made
arrangements for pasteurisation and packaging of just 60,000 litters
per day at Quality Dairy’s unit in Faridabad, which we have leased,”
Khanna said. But in less than one week, Amul notched the mark of
50,000 litters per day. GCMMF is bringing milk to Delhi through one
of its district co-operative unions, located at Mehsana, around 700
km from the capital.

The fresh milk is transported through insulated containers of

between 12,000 to 20,000 litters capacity at two degree centigrade.
After the 24 to 30 hours journey by road, the milk is processed and
packaged at Mehsana before being distributed in the Indian capital.
“The packaged milk is being sold through 2,500 retail outlets, which
we hope to raise to 7,500 as we soon as we are able increase the
supplies to 100,000 litters. Currently we are working at more than
full capacity at Quality Dairy to meet demands,” said Khanna.

“In two months our target is to raise supplies to 200,000 litters

per day,” he added. The official admitted that the idea of entering the
Delhi market had originated in August when the state and central
governments approached the GCMMF to help tide over an acute
milk shortage. “Having helped to bridge the demand supply gap, we
decided to come in with fresh milk supply, which does not contain
any milk powder and is creamier and of richer quality compared to
most other milk supplied in the city because it has more fat and solid
non-fats like protein and minerals,” said Khanna. At over five
million litters a day, Delhi is one of the biggest markets for milk in
the country. Of the supplies from the organized sector, Mother Dairy
has been the undisputed leader with 1.8 million litter’s daily sales
through package and vending machines. The other big names are

Page | 50
Paras, Param, Gopaljee and Umang. Now Amul milk has arrived to
eat into the share of other players in the market on the strength of its
quality and brand equity.

AMUL KOOL IN DELHI AND NCR:

Cool so that at the beginning of the year the

selling of the Amul Kool was not as expected .But from the beginning
of the year 2005 it is well known product in the AMUL KOOL was
launched in Delhi and NCR 2004.That year was the birth of the Amul
market and giving a tuff competition to the old brand flavored milk
manufacturer GAGAN. Now a days a cut thought competition is
between AMUL KOOL and GAGAN.

Delhi - Defense Bakery

Dilip Kumar (Owner)

Address:
34, Defense Colony Market, N D -24,
New Delhi, 110 020
Tel: 4625199
A - Class outlet for cheese, cakes and
wide range of other daily need product.

Est. in 1962

Page | 51
 Company Profile

Company Profile
Page | 52
 AMUL - THE TASTE OF INDIA
(Gujarat Cooperative Milk Marketing Federation) is India's largest
beverage products marketing organization. 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.

Members: 13 district cooperative milk

producers' Union

No. of Producer Members: 2.6 million

No. of Village Societies: 12,792
Total Milk handling capacity: 10.16 million litters per day
Milk collection (Total - 2003-04): 1.81 billion litters

Milk collection (Total-2006-07) 2.38 billion litters

Milk collection (Daily Average 2006- 6.5 million litters
07):

Milk Drying Capacity: 594 metric Tons per day

Cattle feed manufacturing Capacity: 2640 Mts per day

. Rs (million) US $ (in million)

1996-97 11140 355
1997-98 13790 400
1998-99 15540 450
1999-00 18840 455

Page | 53
2000-01 22192 493
2001-02 22185 493
2002-03 22588 500
2003-04 23365 500
2004-05 27457 575
2005-06 28941 616
2006-07 29225 672
2007-08 37736 850
2008-09 42778 1050

AMUL KOOL :
‘Nature’s finest flavored milk is here’

GCMMF launched Amul Kool in Delhi and NCR in 2004 to cater the
demand of consumers and to fill in the gap between demand and
supply. It reaches consumers within hours of it being packed at the
right temperature to ensure that it retains all its natural goodness.

Treasure of Natural Goodness

Amul Kool is highly nutritious and contains
proteins, minerals, carbohydrates and vitamins i.e. SNF as it is
commonly called. Amul Kool also contains natural fat and natural
SNF as it is from natural source and does not contain milk powder.

Quality Standards
Amul Kool strictly conforms to quality
standards of Prevention of Foods & Adulteration Act (PFA). This
means when one buy Amul Kool he/she is sure to get:

Nature’s perfect food for the health of your family

 Milk which has longer because of its superior bacteriological

quality and the state of the art processing technology.

Page | 54
  The right quantity as mentioned on the packs

 Consistent quality and ample quantity throughout the year

even during festive and lean session.

 The accurate taste which is mentioned on the bottle or pack.

 And he or she does not fear of cheating in price because it is the

brand on which you can confident for best quality at the lower
price.

Page | 55
 Ramkrishna Bajaj National Quality Award-2003
The Gujarat Co-operative Milk Marketing Federation Ltd. has
emerged as the top scorer in the service category of the prestigious
IMC Ramkrishna Bajaj National Quality Award - 2003. The
Certificate of Merit was presented at a glittering ceremony held at
Mumbai on March 11 by the Governor of the Reserve Bank of India,
Dr. Y. V. Reddy.

According to Shri B. M. Vyas, Managing Director,

GCMMF, this recognition has once again reiterated GCMMF's
commitment to quality and excellence. The biggest strength of
GCMMF is the trust it has created in the minds of consumers
regarding the quality of its products. GCMMF and its brand Amul
stand for guaranteed purity for whatever products it produces, he
added.

GCMMF has bagged this award for

adopting noteworthy quality management practices for logistics
and procurement. Over the years, it has established an efficient
supply chain that penetrates even the remotest corners of the
country. The information systems of the Federation are
comprehensive and include details on product quality, delivery
performance, supplier quality, disaster recovery and all essential
commercial areas, the citation reads.

The Ramakrishna Bajaj National Quality

Award is based on framework and principles almost similar to the
Malcolm Baldrige Award that is given by the President of the United
States to businesses - manufacturing and service, small and large -
and to education and healthcare organizations that apply and are

Page | 56
judged to be outstanding in seven areas: leadership, strategic
planning, customer and market focus, information and analysis,
human resource focus, process management, and business results.

Mr. B M Vyas receives the Qimpro Gold Standard Award

Qimpro Platinum Standard, the highest individual honour, has in
recent years been awarded to Chandra Mohan, Aditya Birla, Deepak
Parekh, F C Kohli, Dr J J Irani, Azim Premji, and Kumar
Mangalam Birla. Qimpro Awards are recognized by the ASQ and the
Institute of Quality Assurance, UK

Page | 57
 KOOL
Brand FAT ENERGY QUANTITY MRP per litre

Amul Kool 9.7% 184 cal. 200ml. Rs. 10/-

Gagan 8.9% 180cal. 200ml. Rs. 10/-

NESTLE ----------- 200cal. 200ml. Rs.15/-

Page | 58
 List of Products Marketed:

Bread spreads:
 Amul Butter

 Amul Lite Low Fat Breadspread

 Amul Cooking Butter

Cheese Range:
 Amul Pasteurized Processed Cheddar Cheese

 Amul Processed Cheese Spread

 Amul Pizza (Mozarella) Cheese

 Amul Shredded Pizza Cheese

 Amul Emmental Cheese

 Amul Gouda Cheese

 Amul Malai Paneer (cottage cheese) Frozen and Tinned

 Utterly Delicious Pizza

Mithaee Range (Ethnic sweets):

 Amul Shrikhand (Mango, Saffron, Almond Pistachio,
Cardamom)

 Amul Amrakhand

 Amul Mithaee Gulabjamuns

 Amul Mithaee Gulabjamun Mix

Page | 59
  Amul Mithaee Kulfi Mix

 Avsar Ladoos

UHT Milk Range:

 Amul Taaza1.5% fat Milk

 Amul Shakti 3% fat milk

 Amul Gold 4.5% fat Milk

 Amul Slim-n-Trim 0% fat milk

 Amul Shakti Toned Milk

 Amul Chocolate Milk

 Amul Fresh Cream

 Amul Snowcap Softy Mix

 Amul Taaza Double Toned Milk

Pure Ghee:
 Amul Pure Ghee

 Sagar Pure Ghee

 Amul Cow Ghee

Infant Milk Range:

 Amul Infant Milk Formula 1 (0-6 months)

 Amul Infant Milk Formula 2 ( 6 months above)

Page | 60
  Amulspray Infant Milk Food

Milk Powders:
 Amul Full Cream Milk Powder

 Amulya Dairy Whitener

 Sagar Skimmed Milk Powder

 Sagar Tea and Coffee Whitener

Sweetened Condensed Milk:

 Amul Mithaimate Sweetened Condensed Milk

Fresh Milk:
 Amul Taaza Toned Milk 3% fat

 Amul Gold Full Cream Milk 6% fat

 Amul Shakti Standardised Milk 3% fat

 Amul Smart Double Toned Milk 1.5% fat

Curd Products:
 Amul Masti Dahi (fresh curd)

 Amul Butter Milk

 Amul Masti Spiced Butter Milk

 Amul Lassee

Page | 61
Amul Ice creams:
 Royal Treat Range (Rajbhog, Cappuchino, Chocochips,
Butterscotch, Tutti Frutti)

 Nut-o-Mania Range (Kaju Drakshi, Kesar Pista, Roasted

Almond, Kesar Carnival, Badshahi Badam Kulfi, Shista Pista
Kulfi)

 Utsav Range (Anjir, Roasted Almond)

 Simply Delicious Range (Vanilla, Strawberry, Pineapple, Rose,

Chocolate)

 Nature's Treat (Alphanso Mango, Fresh Litchi, Anjir, Fresh

Strawberry, Black Currant)

 Sundae Range (Mango, Black Currant, Chocolate, Strawberry)

 Millennium Icecream (Cheese with Almonds, Dates with

Honey)

 Milk Bars (Chocobar, Mango Dolly, Raspberry Dolly, Shahi

Badam Kulfi, Shahi Pista Kulfi, Mawa Malai Kulfi, Green
Pista Kulfi)

 Cool Candies (Orange, Mango)

 Cassatta

 Tricone Cones (Butterscotch, Chocolate)

 Megabite Almond Cone

 Frostik - 3 layer chocolate Bar

Page | 62
  Fundoo Range - exclusively for kids

 SlimScoop Fat Free Frozen Dessert (Vanilla, Banana, Mango,

Pineapple)

 Health : Isabcool

Chocolate & Confectionery:

 Amul Milk Chocolate

 Amul Fruit & Nut Chocolate

 Amul Eclairs

Brown Beverage:
 Nutramul Malted Milk Food

Ready to Serve Soups:

 Masti Tomato Soup

 Masti Hot & Sour Soup

GCMMF – BUSINESS PHILOSOPHY

 To serve the interests of milk producers.

 To provide quality products to consumers – value for money.

INDUSTRY STANDING

Page | 63
  India’s largest food products marketing organisation with an
annual turnover of over Rs. 2700 crores.

 Market’s popular brands Amul and Sagar.

 India’s largest exporter of dairy products.

 India’s largest “cold chain” network.

 No.1 market share holder in India for Butter, Cheese, Ice-

cream, Dairy Whitener, Condensed Milk, UHT Milk, and Baby
Food.

 Presently marketing pouch liquid milk in five states namely,

Gujrat, Maharashtra, Chattisgarh, Rajasthan, Delhi and
Madhya Pradesh.

OUR VALUES
 Customer Orientation.

 Commitment to Producers.

 Belongingness.

 Co-operation.

 Pride in Organisation.

 Employee Satisfaction.

 Integrity.

 Excellence.

 Leadership.

 Quality.

 Innovation.

Page | 64
  Growth Orientation – New Products.

MISSION STATEMENT
We, at GCMMF, endeavor to satisfy the taste and nutritional
requirements of the world, through excellence in marketing through
our committed team. Trough co-operative network, we are
committed to offering quality products that provide best value for
money.

GCMMF – JOURNEY
GCMMF will be an outstanding marketing organization with
specialization in marketing of food and dairy products, both fresh
and long life, with customer focus and information technology
integration. The network would consist of over 100 sales offices, 7500
stockiest covering at least every taluka headquarter town, servicing
nearly n1 million retail outlets with a sales turnover of Rs.10,000
crores (100 Billion), and serving several cooperatives.

GCMMF shall also create markets for its products in the neighboring
countries.

Page | 65
 Welcome to 'Kanan Dairy' for
information on your favorite Amul
Products. We bring you fresh
products throughout the year
through more than 1000 ethnic
grocery stores around USA.

Page | 66
 Data analysis & FINDINGS

Page | 67
DATA ANALYSIS & FINDINGS

1. Which Flavored milk do you buy?

A. Branded : 330

B. Loose : 130

C. Both : 40

BRAND NO. OF CONSUMERS

AMUL KOOL 150
GAGAN 180

ANALYSIS
 The area covered Delhi & NCR is in the vicinity of New Delhi,
the capital of India; branded things and even fresh milk is in
great demand among literate consumers.
 People are conscious of hygienic products and people of Rs.
10000+ income group have a general inclination for branded
packaged Flavoured milk because it is believed that loose milk
is generally not safe to consume.
 We found that 66% of our respondents use branded milk and
26% people use loose milk.

Page | 68
  Moreover 8% of respondents have indicated that they use both
branded and loose milk.

2. Do you know that Amul has launched its flavored milk in bottle
& tetra pack?
Yes : 325

No : 175

If yes have you tried Amul –Yes : 178(out of 325)

ANALYSIS

We found that people are aware of Amul’s flavored milk and Amul
has good reputation among the consumers.

GCMMF Ltd. is considered to be one of the best companies in the

dairy products category in FMCG sector.

When GCMMF Ltd declared that it is going to launch flavored milk

in Delhi the consumers accepted it in leaps and bound.

People perceive Amul as the triumph of indigenous technology.

People perceive Amul’s dairy product as Nature’s perfect food for

the health of their family.

3. How do you come to know about Amul Kool?

A. T.V. : 125

Page | 69
 B. BANNERS : 115

C. Radio : 25

D. NEWSPAPER : 75

E. Friends : 115

F. P.O.P. : 45

ANALYSIS
It is very important for a company to know that medium of
promotion is most effective on the consumers and which is
reachable to the consumers. Regarding this 15% people says that
they came to know about Amul Kool through newspaper. Those who
got the information from Banners 23%, radio 5%, t.v.25% , friends
23%, pop 9% .Advertisement has emerged as the best way to reach
way to reach into the customer mind. Means in today era
advertisement plays important role in building image. The collected
by us is also says that advertisement is big factor for spreading the
awareness of consumers. The outcome is that a good spending in
advertisement generally pays in the long run.

4. What first come to your mind about Amul Kool?

A good brand.

Good in taste.

A leading brand in the Indian market.

Reliability.

Purity.

Trustworthiness.

Page | 70
 Value for money.

Good for health and health conscious people.

Powder based milk.

Real taste and mazaa.

It is an old time-tested brand on which one can rely.

Must be very good because its other products are excellent and AMUL has its
own identity.

5. What all flavours of Amul Kool do you know?

ELAICHI : 93

ROSE : 42

OTHER : 15

Throughout the survey it was found that people who consume

flavored milk are more aware of flavors. 93 people out of 150 or 62%
of respondents were aware of leachy and 42 people or 29% of
respondents were aware of rose.

Page | 71
 15 respondents (9%) said that are using other flavors. Many
consumers also purchased various kind of flavors according to the
requirements.

6. Please give the 1st rank to the following brand as per your choice?
Amul : 170

Gagan : 185

Nestle : 105

other : 40

Amul I : 65

Mother Dairy I : 71

Paras I : 41

E. Parag I : 15

C.C. Amul second : 56.

Only rank cannot help to winning the market.

While in winning the market a Company needs to have good quality
as well as availability and the right price supported by proper
advertisement support and since Amul is fulfilling these
requirements it is the best in dairy products since 1946. That’s why
after launch of flavored milk in the short period of time Amul is
rising progressively to become the market leader in the area covered

Page | 72
 those who tried Amul Kool once they became the permanent
customer of Amul Kool. 34% or 170 consumer says that Amul Kool
is number 1 and there is good amount who says that Amul Kool is
number2 brand {140}. But till the survey Gagan has the highest
percentage 37% and Nestle is at third place.

7. Please tell if you have switched from one brand to another?

From Switch No. of Reason

over to respondents

Gagan Amul 45 Gagan quality was declining so

tried Amul & liked it.Amul Kool
has good taste.

Amul Gagan 42 Easy availability.

Flavored milk is daily consumable commodity and considered to be a

nutritious diet. So whenever customer found any unacceptable
degradation in quality as well as adulteration they switch over to
another brand.

An interesting point which we found during our survey is

that now people are not stable on any particular brand. If they do not
find good quality in there flavored milk they can for another brand
where they find good quality and which is easily available.

Page | 73
 Because of it quite a no. of consumers of
brands such as Gagan and Local flavored milk has switched over to
Amul Kool because Amul is providing good quality, easily available,
good taste purity than their rivals. Moreover Amul does not use
synthetic milk as well as harmful chemicals in its flavored milk.

8. What do you look while buying flavored milk? (I, II, III, IV, V )
What factors do you consider before purchasing your brand?

Availability : 160

Quality : 130

Taste : 95

Price : 60

Purity : 55

We found that in the success of flavored milk in market, availability

and quality plays an important role. Other factors like taste, price,
purity are although less significant. In the study 32% of the
respondents said that for them availability is the most important
factor. They go to the confectionary store or dairy shop of their
colony and if the product is not available how can they buy.
26% of the respondents said that for them, quality is the main
concern. Those who preferred taste, price and purity were 19%,
12%, 11% respectively. Consumers go the confectionery shop which

Page | 74
 is nearest to their doorsteps so they generally compromise with that
one.

9. Who influences your buying decision?

Family : 200

Brand Name : 100

Advertisement : 100

Retailer : 50

Others : 50

When we ask to the consumer about their buying decision those who
said that their decision of purchase for a particular brand of milk is
influenced by members in the family were 40% and 20% said that
they are influenced by brand name.

Similarly 20% of our respondents said they were motivated by

advertisement and the claims made by companies.

Retailers influenced 10% and others factors 10%.

Regarding family we found that usually mothers and wives usually

decide which brand to purchase according to their affinity for a
particular taste.

10. Where do you buy Flavored milk?

A. Confectionary : 170

B. Home delivery : 140

C. Booths : 100

D. Dairy shops : 90

Page | 75
 Confectionary stores usually keep a no. of other daily use eatables
and commodities and consumers think it to be very convenient to
purchase their daily bread as well as their brand of flavored milk
and 34% of our respondents said that they buy flavored milk from
their colony or town confectionary stores.

In the urban areas of Delhi & NCR a no. of vendors give home
delivery of flavored milk and other products therefore the people
who didn’t have time usually preferred home delivery.

11. Whether Amul Kool is available whenever you go to your shop?

Yes ‫ڤ‬ No □

Yes : 78

Can’t say : 25

In that part we tried to know about availability of Amul Kool and

there was surprising answer. Amul kool has covered the area in the
short span of 10-12 months.

78%people say that they find the Amul Kool available from where
purchases the milk which means Amul distribution is good.

But much work is yet to be done to penetrate even deeper into the
market and making new customers.

12. How much milk do you buy at one time?

1 bottle : 36

Page | 76
 2 bottles : 30

More than 2 bottles : 21

1 tetra pack : 34

More than 1 : 29

The quantity of Amul kool consumed generally depended on the size

of a family and the frequency of intake and the various types of
usage. Students who lived in hostels and private flats used Amul Kool
regularly for energy.

12. When do you buy Amul Kool ?

Afternoon : 225

Evening : 185

Both : 90

We found that 45% of our respondents went to purchase Amul Kool

in afternoon and 37% people went in evening. 18% went both in
afternoon and evening. We found that most people preferred going to
their milk or confectionary shop in the afternoon for drinking kool
and also the home delivery vendors mostly gave their services in the
afternoon.

14. What should be the feature in the winning brand

according to you?
Easy availability near your home.

Quality.

Scheme for consumers.

Page | 77
Reasonable spending on promotion for creating brand awareness.

Should be in good in taste.

Should never compromise in quality.

Efficient distribution.

brand fulfilling the needs of the 3c’s-challenges, competition and

consumers.

making arrangement for home delivery to cater to the needs of the

consumers who have scarcity of time

An effective brand ambassador.

Packaging of international standard.

Longer shelf life.

Excellent brand equity.

15. Any other suggestion for Amul milk?

Increase publicity because awareness is low.

Open retail outlet should be open like other seller.

Always pay attention to quality to avoid any controversy like that of

CADBURY.

Add more vitamins to Amul Kool and make ads to propagate this
message.

Should keep regular check on taste because it is a key factor in

molding the buyer’s decision behavior.

Reduce price and increase retailers margin to boost sales and give
benefit to both the customers as well as retailers.

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make more attractive packs.

CONCLUSION
Page | 79
CONCLUSION
Md. Tauhid Raza has observed that
company’s first task is “to create customers”. Earlier GAGAN was
the pioneer of the market. At present condition, we cannot say
GAGAN is the unchallengeable market leader, and fully successful to
create customers. Other unorganized sector have made their
potentially widely. They are able to position successfully in the
current by attracting potential.

Customers form an expectation of value and act on it.

A buyer’s delight is the function of the products perceived
performance and the customers’ expectation.

Recognizing that high satisfaction leads to high customer

loyalty quality value and service are totality of features and
characteristics of a product that bear on its ability to satisfy stated or

Page | 80
implied needs. Total quality is the key to value creation and
customers delight.

Hence GCMMF LTD. should take necessary

action to continue bringing quality product. First, it should
participate in formulating strategies and policies designed to help the
company win through total quality excellence. Second, they must
deliver marketing quality along side production quality and value.
Each marketing activity marketing research, advertising, customer
service and so on must be performed to high standards.

SWOT ANALYSIS

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SWOT ANALYSIS
Strength
 Amul has well built image of excellence and innovation
supported of triumph of Indian dairy technology.
 It has well logistic and channel network.
 Well trained and educated marketing staff.
 Quality of milk is good and it doesn’t use powder in making
milk.
 It ensures that only cow and buffalo milk is used by collecting
milk from milk cooperatives of Gujrat.
 Demand is absolutely optimistic.
 Abundant availability of raw material.

Weakness
 Retailers say they are not satisfied by trade schemes.

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  Equal importance is not given by distributors to all retailers
and confectionary stores. They neglect some retailers.
 All is not well with distribution in Delhi & NCR.
 With so many companies in this industry, competition is
becoming tougher day by day. But then competition has to be
faced as a ground reality. The market is large enough for many
to carve out their niche.
 Amul is not able to replace its expired items but the competitors
are doing so.

Opportunities

“Failure is never final, and success never ending.” Dr. Kurien bears
out this statement perfectly. He entered the industry when there ere
only threats. He met failure head-on, and now he clearly is an
example of ‘never ending success’! If dairy entrepreneurs are looking
for opportunities in India, the following areas must be tapped:
 Value Addition: There is a phenomenal scope for innovations
in product development, packaging and presentation. Steps
can be taken to introduce Amul Kool with addition of essential
extra elements for health conscious people.
 By increasing the margin to the retailer Amul Kool can reach
to the more retailers as well as consumers.
 By solving the replacement problem it can maximize the
attention of retailers about selling the product.

Page | 83
Threats
 Entry of MNC’s is a serious threat to Amul Kool and other
Indian companies.
 Modifying the distribution channels is a challenge for Amul
Kool.
To acess in the tribal area and grow the demand in this area is
also a threat for the Amul.

The Indian dairy industry, following its deli censing, has been
attracting a large of entrepreneurs. Their success in dairy depends on
factors such as efficient yet economical procurement network,
hygienic and cost-effective processing facilities and innovativeness in
the market place. All the needs to be done is: to innovate, convert
products into commercially exploitable ideas. All the time keep
reminding yourself: Benjamin Franklin discovered electricity, but it
was the man who invented the meter that really made the money!

Page | 84
SUGGESTIONS
Page | 85
SUGGESTIONS
I have found that the market share of Amul
Kool is not as well as other competitors. Due to some ignorance it is
not doing well as it should be in the current market scenario.

It should adopt some trend which I have feel in the market which can
increase the sale of Amul as well as Amul Kool, are as follows:-

1. at first, it should modify it distribution channels which are not

doing as it should be.

Current distribution channels structure in Delhi & NCR:

IT SHOULD BE IN THIS STRUCTURE

 Advertisement & sales promotion should be conducted by the

company so that the consumers can be more attentive to the
product. If it is possible than sales can be increased.

Page | 86
  The area of distributor should be defined clearly so that they
can work in their area with more potential.

 The salesman should be qualified and very much responsible

for their work because if they cannot have attractive
personality how can they convince about the features of the
products effectively and efficiently.

 Amul should allot some more distributors because the

market has more potential but due to lack of distribution
facility some retailers are not satisfied by the supply of the
product.

 The company should make direct communication with the

retailers so that retailers can give the feedback to the
company about the market position to the company. And on
the basis of that company can take the effective decision in
time.

 It should conduct the regular survey of the particular

product so that they can know the taste and desires of the
consumers and the strategy of the competitors.

 The company should cover the retailers who are far from the
main road or market place, now a it is not covered by the

Page | 87
 salesman or the staffs. It can grow up the market share,
because the competitors cover it very well.

 The company should give the credit facility to the retailers so

that the small retailers can easily get the product. And they
can pay without stress. the competitors are providing this
facility

 If it is possible to replace the products which is of no use the

co. should replace it easily. The competitors are ahead of
Amul about providing this facility.

 The company should give advertisement on radio, as well as

in newspapers regularly as reminder for the consumers.

 The company should organize AMUL DAY to educate the

potential customers as well as retailers.

Page | 88
 LIMITATIONS
Page | 89
LIMITATIONS
Every research is conducted under some
foundations and this research is not an exception. Limitations of this
project are Amul Beverage Product.

The sample sizes of 500 consumers are too

small to project the opinion of consumer regarding a particular
brand and also degree of success of a particular brand.

There might have been tendencies

among the respondents to amplify or filter their responses under the
testing conditions.

Since the study involved sampling

method, ‘Drop in’ or ‘Go through’ error might have crept in.
Page | 90
 Since the results have
been drawn on the basis of the information provided by the
respondents, chances of error might have crept in.

QUESTIONNAIRES
Page | 91
 QUESTIONNAIRES

1. Which Flavored milk do you buy?

A. Branded : 330
B. Loose : 130
C. Both : 40

BRAND NO. OF CONSUMERS

AMUL KOOL 150
GAGAN 180

2. Do you know that Amul has launched its flavored milk in bottle
& tetra pack?
Yes : 325

No : 175

Page | 92
 If yes have you tried Amul –Yes : 178(out of 325)

3. How do you come to know about Amul Kool?

A. T.V. : 125
B. BANNERS : 115
C. Radio : 25
D. NEWSPAPER : 75
E. Friends : 115
F. P.O.P. : 45

4. What first come to your mind about Amul Kool?

A good brand.
Good in taste.
A leading brand in the Indian market.
Reliability.
Purity.
Trustworthiness.
Value for money.
Good for health and health conscious people.
Powder based milk.
Real taste and mazaa.
It is an old time-tested brand on which one can rely.
Must be very good because its other products are excellent and AMUL has its
own identity.

5. What all flavors of Amul Kool do you know?

Page | 93
 ELAICHI : 93
ROSE : 42
OTHER : 15

6. Please give the 1st rank to the following brand as per your choice?
Amul : 170
Gagan : 185
Nestle : 105
other : 40

Amul I : 65
Mother Dairy I : 71
Paras I : 41
E. Parag I : 15

7. Please tell if you have switched from one brand to another?

From Switch No. of Reason

over to respondents

Page | 94
 Gagan Amul 45 Gagan quality was declining so
tried Amul & liked it. Amul Kool
has good taste.
Amul Gagan 42 Easy availability.

8. What do you look while buying flavored milk? (I, II, III, IV, V )
What factors do you consider before purchasing your brand?

Availability : 160
Quality : 130
Taste : 95
Price : 60
Purity : 55

9. Who influences your buying decision?

Family : 200
Brand Name : 100
Advertisement : 100
Retailer : 50
Others : 50

10. Where do you buy flavored milk?

Page | 95
 A. Confectionary : 170
B. Home delivery : 140
C. Booths : 100
D. Dairy shops : 90

11. Whether Amul Kool is available whenever you go to your shop?

Yes ‫ڤ‬ No □

Yes : 78
Can’t say : 25
12. How much milk do you buy at one time?
1 bottle : 36
2 bottles : 30
More than 2 bottles : 21
1 tetra pack : 34
More than 1 : 29

13. When do you buy Amul Kool ?

Afternoon : 225
Evening : 185
Both : 90

14. What should be the feature in the winning brand according to

you?

Easy availability near your home.

Quality.

Page | 96
 Scheme for consumers.
Reasonable spending on promotion for creating brand awareness.
Should be in good in taste.
Should never compromise in quality.
Efficient distribution.
brand fulfilling the needs of the 3c’s-challenges, competition and
consumers.
making arrangement for home delivery to cater to the needs of the
consumers who have scarcity of time
An effective brand ambassador.
Packaging of international standard.
Longer shelf life.
Excellent brand equity.
15. Any other suggestion for Amul milk?

Increase publicity because awareness is low.

Open retail outlet should be open like other seller.
Always pay attention to quality to avoid any controversy like that of
CADBURY.
Add more vitamins to Amul Kool and make ads to propagate this message.
Should keep regular check on taste because it is a key factor in molding the
buyer’s decision behavior.
Reduce price and increase retailers margin to boost sales and give benefit to
both the customers as well as retailers.
make more attractive packs.

16. For how long you are in this business?

0 – 5 yrs : 22 retailers
6 – 10 yrs : 60
11 – 15 yrs : 70

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16 – 20 yrs : 34
21 and more : 14

17. Which brands you are selling?

Amul Mother Dairy
Paras Gopaljee ‫ڤ‬
Others ………………………………………………………………………….
Amul Kool Yes – 84
No – 116

18. If selling Amul, since how long you are selling Amul
Kool?

Almost all the retailers who kept Amul Kool were keeping it since its launch.
They were satisfied with the growing demand of Amul Kool and said it
showed a fair retention power among consumers. Quite a good no. of
consumers tried Amul Kool and became loyal to Amul Kool.

19. Give average daily sales and distribution (1.Very good 2.Good
3.Fair) of these brands?
Amul………………..
Amrit food …………
Gopal ji …………….
Nestle ……………….
Other………………..

Page | 98
 20. Does consumer approach you to keep Amul Kool?
Yes
No

Yes : 24
No : 76

Page | 99
 21. Are consumers switching over to Amul Kool ?
Yes
No

Yes : 94
No : 106

22. How is the response from the consumer? Give scaling for Amul
Kool.
1……....2……...3….….4….…..5
Excellent to Poor
Note: only 90 retailers gave answer to this question.

Excellent : 05
V. Good : 19
Good : 27
Fair : 25
Poor : 14

23. How is demand of Amul Kool?

Excellent □
V. Good □
Good □
Fair □
Poor □

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 If poor reasons for low demand Amul milk……

24. Which brand do you usually push to the consumer in case he

does not demand any specific brand and why?………………………

A. Brand which has highest margin : 82

B. Old Stock : 22
C. Not specific : 96

25. If not selling Amul Kool, then will you like to keep them?
Yes : 92
No : 108

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26. What all you look while keeping Amul Kool on your shop please
rank? (I, II, III, IV, V)

A. Margin : 68
B. Service : 40
C. Behavior of sales man : 08
D. Brand Name : 06
E. Trade scheme : 06
F. Consumer Demand : 72

Page | 102
27. Any suggestions?
Increase margin and credit period.
Provide signboards and freezers.
Ensure punctuality in service of distributors.
GCMMF Ltd. should increase ad spending in electronic and print media to
back up sales.
Policy for the retailers should be flexible, and there should be provision for
return of unsold milk.
Trade scheme for traders should be launched at regular interval of time.
GCMMF Ltd. should also investigate into the working of distributors.
Provision for maintenance of freezers at the cost of GCMMF Ltd. and
mechanic when it needs repair.
Trade scheme for retailers should be not be discontinued.
For success distribution should be good supported by regular ads and good
margin to shopkeeper.
Ensure longer shelf life if possible without making any compromise with
quality and don’t use harmful chemicals

Page | 103
 BIBLIOGRAPHY

Page | 104
BIBLIOGRAPHY

MAGAZINES:
Business Today (7th Aug 2013)
Business World (12th July 2013)

NEWSPAPER:
Economic Times (25th Aug 2013)
Business Standard (30th July 2013)
The Financial Express (12th Aug 2013)

BOOKS: WRITER EDITION PAGE

Research Methodology C.R. Kothari 2001 440
Marketing Research Ramanuj Majumdar 1998 320

Page | 105
Consumer Behaviour Gupta and Pal 2005 242
Marketing Management Philip Kotler 2003 115
Marketing Management Ramaswamy 2010 58

WEBSITES:
www.amul.com
www.parasdairy.com
www.motherdairy.com
www.nddb.org
www.economictimes.com
www.sify.com/finance
www.business-standard.com
www.rediff.com/money
www.indiainfoquest.com
www.ask.com
www.domain-b.com

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