Summer Training Report

On
A STUDY OF MARKETING STRATEGIES
OF AMUL IN LUCKNOW

Submitted in partial fulfillment for the award of degree of

BACHLOUR OF BUSINESS ADMINISTRATION
(B.B.A.)
Session: 2021-22
Sufiyan Ahmad
Roll No. : 1900102108
Under the guidance of
Mr. Shadab Ahmad

Department of Commerce & Business Management

Faculty of Commerce & Management
INTEGRAL UNIVERSITY
DASAULI, KURSI ROAD, LUCKNOW
i
 DECLARATION
I Sufiyan Ahmad Roll No. : 1900102108 from BBA 3rd Year of the
department of Business Management, Integral University, Lucknow
hereby declare that the summer Training Report entitled "A STUDY OF
MARKETING STRATEGIES OF AMUL IN LUCKNOW” is an original
work and the same has not been submitted to any other institution for
the award of any other degree. A presentation of the Summer Training
Report was made on the same topic and the suggestions as approved by
the faculty were duly incorporated.

ii
 ACKNOWLEDGEMENT
Every work constitutes great deal of assistance and guidance from the
people concerned and this particular project is of no exception.
A project of the nature is surely a result of tremendous support,
guidance, encouragement and help. So here I have made some sincere
efforts to thank some of the eminent persons involved in making this
project because without their encouragement and support this report
would have been non-existent.
I wish to place on record my sincere gratitude to my project guide Mr.
Shadab Ahmad, Integral University, Lucknow. I thank him for
constructive help and encouragement throughout the project. Without
his support and guidance taking this would not have been possible.
Also, wish to acknowledge enthusiastic encouragement and support
extended to me by my family members.
I’m also thankful to my friends who provided me their constant support
and assistance.

iii
 EXCUTIVE SUMMARY

I respect to the allotted period, I have formed relationship with the organization as trainee

but informally it is a sacred place for me as it’s my first practical exposure to an

organization to know and get aware to an organizational real practical stressful

environment.

Although I am Student of MBA, Lucknow. It is a two year full time degree courses. So

far this training is scheduled for third semester syllabus a separate topic to be asked in

detail in viva-voice conducted by external So far I have completed 4 semester

examination. Thus study will provided me a better opportunity to survive in cut throat

competition with a prosperous existence. I have tried my best to gain out of well framed

circumstances & with the help of experienced personnel who helped me out so for

become possible to them. As being a very confidential functioning many things are there

which can’t be known but on the basis of gathered information and certain hints, the

project has been formed. It may have something missing but I have tried to present all

things what I have received. Although this report has been got checked by different

personnel but after that if there is some shortcomings I expect it to be rectified. So the

whole study bifurcated in different parts. Certain observations & suggestions also have

been stated which if possible to be reviewed.

iv
 TABLE OF CONTENT

S. No. Topics Page No.

Front page

Declaration

Acknowledgement

Excutive Summary

INTRODUCTION 1-32
OBJECTIVE OF THE STUDY 33-34
SCOPE OF & IMPORTANCE OF THE STUDY 35-36
COMPANY PROFILE 37-72
RESEARCH METHODOLOGY 73-77
DATA COLLECTION & DATA ANALYSIS 78-93
FINDINGS 94-96
LIMITATIONS 97-98
CONCLUSION 99-100
SUGGESTIONS & RECOMMENDATION 101-102
BIBLIOGRAPHY 103
QUESTIONNAIRE 104-110

v
INTRODUCTION

1
 INTRODUCTION

Marketing strategy

Marketing strategy is the goal of increasing sales and achieving a

sustainable competitive advantage. Marketing strategy includes all basic and long-term

activities in the field of marketing that deal with the analysis of the strategic initial

situation of a company and the formulation, evaluation and selection of market-oriented

strategies and therefore contribute to the goals of the company and its marketing

objectives.

Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of marketing plans designed

to fill market needs and reach marketing objectives. Plans and objectives are generally

tested for measurable results. Commonly, marketing strategies are developed as multi-

year plans, with a tactical plan detailing specific actions to be accomplished in the current

year. Time horizons covered by the marketing plan vary by company, by industry, and by

nation, however, time horizons are becoming shorter as the speed of change in the

environment increases. Marketing strategies are dynamic and interactive. They are

partially planned and partially unplanned. See strategy dynamics. Marketing strategy

needs to take a long-term view, and tools such as customer lifetime value models can be

very powerful in helping to simulate the effects of strategy on acquisition, revenue per

customer and churn rate.

Marketing strategy involves careful and precise scanning of the internal and external

environments. Internal environmental factors include the marketing mix and marketing

2
mix modeling, plus performance analysis and strategic constraints. External

environmental factors include customer analysis, competitor analysis, target

market analysis, as well as evaluation of any elements of the technological, economic,

cultural or political/legal environment likely to impact success. A key component of

marketing strategy is often to keep marketing in line with a company's

overarching mission statement.

Once a thorough environmental scan is complete, a strategic plan can be constructed to

identify business alternatives, establish challenging goals, determine the optimal

marketing mix to attain these goals, and detail implementation. A final step in developing

a marketing strategy is to create a plan to monitor progress and a set of contingencies if

problems arise in the implementation of the plan.

Marketing Mix Modeling is often used to help determine the optimal marketing budget

and how to allocate across the marketing mix to achieve these strategic goals. Moreover,

such models can help allocate spend across a portfolio of brands and manage brands to

create value.

Diversity of Strategies

Marketing strategies may differ depending on the unique situation of the individual

business. However, there are a number of ways of categorizing some generic strategies. A

brief description of the most common categorizing schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified

based on their market share or dominance of an industry. Typically there are four types of

market dominance strategies:

3
 Leader

Challenger

Follower

Nicher

According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the Concept to

the Development of a Conceptual Framework". Journal of Historical Research in

Marketing., there is a framework for marketing strategies.

Market introduction strategies

"At introduction, the marketing strategist has two principle strategies to choose from:

penetration or niche" (47).

Market growth strategies

"In the early growth stage, the marketing manager may choose from two additional

strategic alternatives: segment expansion (Smith, Ansoff) or brand expansion (Borden,

Ansoff, Kerin and Peterson, 1978)" (48).

Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early maturity, it is

common to employ a maintenance strategy (BCG), where the firm maintains or holds a

stable marketing mix" (48).

Market decline strategies

At some point the decline in sales approaches and then begins to exceed costs. And not

just accounting costs, there are hidden costs as well; as Kotler (1965, p. 109) observed:
4
'No financial accounting can adequately convey all the hidden costs.' At some point, with

declining sales and rising costs, a harvesting strategy becomes unprofitable and a

divesting strategy necessary" (49).

Early marketing strategy concepts

Borden's "marketing mix"

"In his classic Harvard Business Review (HBR) article of the marketing mix, Borden

(1964) credits James Culliton in 1948 with describing the marketing executive as a

'decider' and a 'mixer of ingredients.' This led Borden, in the early 1950s, to the insight

that what this mixer of ingredients was deciding upon was a 'marketing mix'".

Smith's "differentiation and segmentation strategies"

"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending the will

of demand to the will of supply.' That is, distinguishing or differentiating some aspect(s)

of its marketing mix from those of competitors, in a mass market or large segment, where

customer preferences are relatively homogeneous (or heterogeneity is ignored, Hunt,

2011, p. 80), in an attempt to shift its aggregate demand curve to the left (greater quantity

sold for a given price) and make it more inelastic (less amenable to substitutes). With

segmentation, a firm recognizes that it faces multiple demand curves, because customer

preferences are heterogeneous, and focuses on serving one or more specific target

segments within the overall market" (35).

Dean's "skimming and penetration strategies"

5
"With skimming, a firm introduces a product with a high price and after milking the least

price sensitive segment, gradually reduces price, in a stepwise fashion, tapping effective

demand at each price level. With penetration pricing a firm continues its initial low price

from introduction to rapidly capture sales and market share, but with lower profit margins

than skimming".

Forrester's "product life cycle (PLC)"

"The PLC does not offer marketing strategies, per se; rather it provides an overarching

framework from which to choose among various strategic alternatives".

Corporate strategy concepts

Andrews' "SWOT analysis"

"Although widely used in marketing strategy , SWOT (also known as TOWS) Analysis

originated in corporate strategy. The SWOT concept, if not the acronym, is the work of

Kenneth R. Andrews who is credited with writing the text portion of the classic: Business

Policy: Text and Cases (Learned et al., 1965)" (41).

Ansoff's "growth strategies"

"The most well-known, and least often attributed, aspect of Igor Ansoff's Growth

Strategies in the marketing literature is the term 'product-market.' The product-market

concept results from Ansoff juxtaposing new and existing products with new and existing

markets in a two by two matrix" (41-42).

6
Porter's "generic strategies"

Porter generic strategies – strategy on the dimensions of strategic scope and

strategic strength. Strategic scope refers to the market penetration while strategic strength

refers to the firm's sustainable competitive advantage. The generic strategy framework

(porter 1984) comprises two alternatives each with two alternative scopes. These

are Differentiation andlow-cost leadership each with a dimension of Focus-broad or

narrow.

Product differentiation

Cost leadership

Market segmentation

Innovation strategies

Innovation strategies deal with the firm's rate of the new product development

and business model innovation. It asks whether the company is on the cutting edge of

technology and business innovation. There are three types:

Pioneers

Close followers

Late followers

Growth strategies

In this scheme we ask the question, "How should the firm grow?". There are a number of

different ways of answering that question, but the most common gives four answers:

7
 Horizontal integration

Vertical integration

Diversification

Intensification

These ways of growth are termed as organic growth. Horizontal growth is whereby a firm

grows towards acquiring other businesses that are in the same line of business for

example a clothing retail outlet acquiring a food outlet. The two are in the retail

establishments and their integration lead to expansion. Vertical integration can be

forward or backward. Forward integration is whereby a firm grows towards its customers

for example a food manufacturing firm acquiring a food outlet. Backward integration is

whereby a firm grows towards its source of supply for example a food outlet acquiring a

food manufacturing outlet.

Raymond Miles' Strategy Categories

In 2003, Raymond Miles proposed a more detailed scheme using the categories:Miles,

Raymond (2003). Organizational Strategy, Structure, and Process. Stanford: Stanford

University Press. ISBN 0-8047-4840-3.

Prospector

Analyzer

Defender

Reactor

Marketing warfare strategies – This scheme draws parallels between marketing

strategies and military strategies.

8
BCG's "growth-share portfolio matrix" "Based on his work with experience curves (that

also provides the rationale for Porter's low cost leadership strategy), the growth-share

matrix was originally created by Bruce D. Henderson, CEO of the Boston Consulting

Group (BCG) in 1968 (according to BCG history). Throughout the 1970s, Henderson

expanded upon the concept in a series of short (one to three page) articles in the BCG

newsletter titled Perspectives (Henderson, 1970, 1972, 1973, 1976a, b). Tremendously

popular among large multi-product firms, the BCG portfolio matrix was popularized in

the marketing literature by Day (1977)" (45).

Strategic models

Marketing participants often employ strategic models and tools to analyze marketing

decisions. When beginning a strategic analysis, the 3C's model can be employed to get a

broad understanding of the strategic environment. An Ansoff Matrix is also often used to

convey an organization's strategic positioning of their marketing mix. The 4Ps can then

be utilized to form a marketing plan to pursue a defined strategy. Marketing Mix

Modeling is often used to simulate different strategic flexing go the 4Ps. Customer

lifetime value models can help simulate long-term effects of changing the 4Ps, e.g.;

visualize the multi-year impact on acquisition, churn rate, and profitability of changes to

pricing. However, 4Ps have been expanded to 7 or 8Ps to address the different nature of

services.

There are many companies, especially those in the consumer package goods (CPG)

market, that adopt the theory of running their business centered around consumer,

shopper and retailer needs. Their marketing departments spend quality time looking for

"growth opportunities" in their categories by identifying relevant insights (both mindsets

9
and behaviors) on their target consumers, shoppers and retail partners. These growth

opportunities emerge from changes in market trends, segment dynamics changing and

also internal brand or operational business challenges. The marketing team can then

prioritize these growth opportunities and begin to develop strategies to exploit the

opportunities that could include new or adapted products, services as well as changes to

the 7Ps.

Real-life marketing

Real-life marketing primarily revolves around the application of a great deal of common-

sense; dealing with a limited number of factors, in an environment of imperfect

information and limited resources complicated by uncertainty and tight timescales. Use of

classical marketing techniques, in these circumstances, is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes and the

rational development process may be used (if at all) to screen out the worst non-runners.

The design of the advertising, and the packaging, will be the output of the creative minds

employed; which management will then screen, often by 'gut-reaction', to ensure that it is

reasonable.

For most of their time, marketing managers use intuition and experience to analyze and

handle the complex, and unique, situations being faced; without easy reference to theory.

This will often be 'flying by the seat of the pants', or 'gut-reaction'; where the overall

strategy, coupled with the knowledge of the customer which has been absorbed almost by

a process of osmosis, will determine the quality of the marketing employed. This, almost

instinctive management, is what is sometimes called 'coarse marketing'; to distinguish it

from the refined, aesthetically pleasing, form favored by the theorists.

10
An organization's strategy combines all of its marketing goals into one comprehensive

plan. A good marketing strategy should be drawn from market research and focus on the

right product mix in order to achieve the maximum profit potential and sustain the

business. The marketing strategy is the foundation of a marketing plan.

11
Marketing planning

A marketing plan may be part of an overall business plan. Solid marketing strategy is

the foundation of a well-written marketing plan. While a marketing plan contains a list of

actions, a marketing plan without a sound strategic foundation is of little use.

The marketing planning Definition and example

A marketing plan is a comprehensive blueprint which outlines an organization's overall

marketing efforts. A marketing process can be realized by the marketing mix, which is

outlined in step 4. The last step in the process is the marketing controlling.

The marketing plan can function from two points: strategy and tactics (P. Kotler, K.L.

Keller). In most organizations, "strategic planning" is an annual process, typically

covering just the year ahead. Occasionally, a few organizations may look at a practical

plan which stretches three or more years ahead.

12
Marketing planning aims and objectives

Behind the corporate objectives, which in themselves offer the main context for the

marketing plan, will lie the "corporate mission," in turn provides the context for these

corporate objectives. In a sales-oriented organization, the marketing planning function

designs incentive pay plans to not only motivate and reward frontline staff fairly but also

to align marketing activities with corporate mission. The marketing plan basically aims to

make the business provide the solution with the awareness with the expected customers.

This "corporate mission" can be thought of as a definition of what the organization is, or

what it does: "Our business is ...". This definition should not be too narrow, or it will

constrict the development of the organization; a too rigorous concentration on the view

that "We are in the business of making meat-scales," as IBM was during the early 1900s,

might have limited its subsequent development into other areas. On the other hand, it

should not be too wide or it will become meaningless; "We want to make a profit" is not

too helpful in developing specific plans.

Abell suggested that the definition should cover three dimensions: "customer groups" to

be served, "customer needs" to be served, and "technologies" to be used.[1] Thus, the

definition of IBM's "corporate mission" in the 1940s might well have been: "We are in

the business of handling accounting information [customer need] for the larger US

organizations [customer group] by means of punched cards [technology]."

Perhaps the most important factor in successful marketing is the "corporate vision."

Surprisingly, it is largely neglected by marketing textbooks, although not by the popular

exponents of corporate strategy — indeed, it was perhaps the main theme of the book by

Peters and Waterman, in the form of their "Superordinate Goals." "In Search of
13
Excellence" said: "Nothing drives progress like the imagination. The idea precedes the

deed." [2] If the organization in general, and its chief executive in particular, has a strong

vision of where its future lies, then there is a good chance that the organization will

achieve a strong position in its markets (and attain that future). This will be not least

because its strategies will be consistent and will be supported by its staff at all levels. In

this context, all of IBM's marketing activities were underpinned by its philosophy of

"customer service," a vision originally promoted by the charismatic Watson dynasty. The

emphasis at this stage is on obtaining a complete and accurate picture.

A "traditional" — albeit product-based — format for a "brand reference book" (or,

indeed, a "marketing facts book") was suggested by Godley more than three decades ago:

1. Financial data—Facts for this section will come from management accounting,

costing and finance sections.

2. Product data—From production, research and development.

3. Sales and distribution data — Sales, packaging, distribution sections.

4. Advertising, sales promotion, merchandising data — Information from these

departments.

5. Market data and miscellany — From market research, who would in most cases

act as a source for this information. His sources of data, however, assume the

resources of a very large organization. In most organizations they would be

obtained from a much smaller set of people (and not a few of them would be

generated by the marketing manager alone).

It is apparent that a marketing audit can be a complex process, but the aim is simple: "it is

only to identify those existing (external and internal) factors which will have a significant
14
impact on the future plans of the company." It is clear that the basic material to be input

to the marketing audit should be comprehensive.

Accordingly, the best approach is to accumulate this material continuously, as and when

it becomes available; since this avoids the otherwise heavy workload involved in

collecting it as part of the regular, typically annual, planning process itself — when time

is usually at a premium.

Even so, the first task of this annual process should be to check that the material held in

the current facts book or facts filesactually is comprehensive and accurate, and can form

a sound basis for the marketing audit itself.

The structure of the facts book will be designed to match the specific needs of the

organization, but one simple format — suggested by Malcolm McDonald — may be

applicable in many cases. This splits the material into three groups:

Review of the marketing environment.

A study of the organization's markets, customers, competitors and the overall economic,

political, cultural and technical environment; covering developing trends, as well as the

current situation.

Review of the detailed marketing activity.

A study of the company's marketing mix; in terms of the 7 Ps - (see below)

Review of the marketing system.

15
A study of the marketing organization, marketing research systems and the current

marketing objectives and strategies. The last of these is too frequently ignored. The

marketing system itself needs to be regularly questioned, because the validity of the

whole marketing plan is reliant upon the accuracy of the input from this system, and

`garbage in, garbage out' applies with a vengeance.

Portfolio planning.

In addition, the coordinated planning of the individual products and services can

contribute towards the balanced portfolio.

 80:20 rule. To achieve the maximum impact, the marketing plan must be clear,

concise and simple. It needs to concentrate on the 20 percent of products or

services, and on the 20 percent of customers, that will account for 80 percent of

the volume and 80 percent of the profit.

 7 Ps: Product, Place, Price and Promotion, Physical Environment, People,

Process. The 7 Ps can sometimes divert attention from the customer, but the

framework they offer can be very useful in building the action plans.

It is only at this stage (of deciding the marketing objectives) that the active part of the

marketing planning process begins. This next stage in marketing planning is indeed the

key to the whole marketing process.

The "marketing objectives" state just where the company intends to be at some specific

time in the future.

16
James Quinn succinctly defined objectives in general as: Goals (or objectives)

state what is to be achieved and when results are to be accomplished, but they do not

state "how" the results are to be achieved.[3] They typically relate to what products (or

services) will be where in what markets (and must be realistically based on customer

behavior in those markets). They are essentially about the match between those

"products" and "markets." Objectives for pricing, distribution, advertising and so on are

at a lower level, and should not be confused with marketing objectives. They are part of

the marketing strategy needed to achieve marketing objectives. To be most effective,

objectives should be capable of measurement and therefore "quantifiable." This

measurement may be in terms of sales volume, money value, market share, percentage

penetration of distribution outlets and so on. An example of such a measurable marketing

objective might be "to enter the market with product Y and capture 10 percent of the

market by value within one year." As it is quantified it can, within limits, be

unequivocally monitored, and corrective action taken as necessary.

The marketing objectives must usually be based, above all, on the organization's financial

objectives; converting these financial measurements into the related marketing

measurements. He went on to explain his view of the role of "policies," with which

strategy is most often confused: "Policies are rules or guidelines that express the 'limits'

within which action should occur. "Simplifying somewhat, marketing strategies can be

seen as the means, or "game plan," by which marketing objectives will be achieved and,

in the framework that we have chosen to use, are generally concerned with the 8 P's.

Examples are:

1. Price — The amount of money needed to buy products

17
 2. Product — The actual product

3. Promotion (advertising)- Getting the product known

4. Placement — Where the product is sold

5. People — Represent the business

6. Physical environment — The ambiance, mood, or tone of the environment

7. Process — The Value-added services that differentiate the product from the

competition (e.g. after-sales service, warranties)

8. Packaging — How the product will be protected

(Note: At GCSE the 4 Ps are Place, Promotion, Product and Price and the "secret" 5th P

is Packaging, but which applies only to physical products, not services usually, and

mostly those sold to individual consumers)

In principle, these strategies describe how the objectives will be achieved. The 7 Ps are a

useful framework for deciding how the company's resources will be manipulated

(strategically) to achieve the objectives. However, they are not the only framework, and

may divert attention from the real issues. The focus of the strategies must be the

objectives to be achieved — not the process of planning itself. Only if it fits the needs of

these objectives should you choose, as we have done, to use the framework of the 7 Ps.

The strategy statement can take the form of a purely verbal description of the strategic

options which have been chosen. Alternatively, and perhaps more positively, it might

include a structured list of the major options chosen.

One aspect of strategy which is often overlooked is that of "timing." Exactly when it is

the best time for each element of the strategy to be implemented is often critical. Taking

the right action at the wrong time can sometimes be almost as bad as taking the wrong
18
action at the right time. Timing is, therefore, an essential part of any plan; and should

normally appear as a schedule of planned activities.Having completed this crucial stage

of the planning process, to re-check the feasibility of objectives and strategies in terms of

the market share, sales, costs, profits and so on which these demand in practice. As in the

rest of the marketing discipline, employ judgment, experience, market research or

anything else which helps for conclusions to be seen from all possible angles.

Detailed plans and programs

At this stage, overall marketing strategies will need to be developed into detailed plans

and program. Although these detailed plans may cover each of the 7 Ps (marketing mix),

the focus will vary, depending upon the organization's specific strategies. A product-

oriented company will focus its plans for the 7 Ps around each of its products. A market

or geographically oriented company will concentrate on each market or geographical

area. Each will base its plans upon the detailed needs of its customers, and on the

strategies chosen to satisfy these needs. Brochures and Websites are used effectively.

Again, the most important element is, the detailed plans, which spell out exactly what

programs and individual activities will carry at the period of the plan (usually over the

next year). Without these activities the plan cannot be monitored. These plans must

therefore be:

Clear - They should be an unambiguous statement of 'exactly' what is to be done.

Quantified - The predicted outcome of each activity should be, as far as possible,

quantified, so that its performance can be monitored.

19
 Focused - The temptation to proliferate activities beyond the numbers which can

be realistically controlled should be avoided. The 80:20 Rule applies in this

context to.

Realistic - They should be achievable.

Agreed - Those who are to implement them should be committed to them, and

agree that they are achievable. The resulting plans should become a working

document which will guide the campaigns taking place throughout the

organization over the period of the plan. If the marketing plan is to work, every

exception to it (throughout the year) must be questioned; and the lessons learnt, to

be incorporated in the next year.

Content of the marketing plan

A marketing plan for a small business typically includes Small Business Administration

Description of competitors, including the level of demand for the product or service and

the strengths and weaknesses of competitors

1. Description of the product or service, including special features

2. Marketing budget, including the advertising and promotional plan

3. Description of the business location, including advantages and disadvantages for

marketing

4. Pricing strategy

5. Market Segmentation

20
1. Current Situation - Market Analysis

market definition

market size

market segmentation

industry structure and strategic groupings

Porter 5 forces analysis

competition and market share

competitors' strengths and weaknesses

market trends

2. Current Situation - Consumer Analysis

nature of the buying decision

participants

demographics

psychographics

buyer motivation and expectations

loyalty segments

3. Current Situation - Internal

company resources

financial

people

time

skills

21
 objectives

mission statement and vision statement

corporate objectives

financial objective

marketing objectives

long term objectives

description of the basic business philosophy

corporate culture

4. Summary of Situation Analysis

external threats

external opportunities

internal strengths

internal weaknesses

Critical success factors in the industry

our sustainable competitive advantage

5. Marketing Research

information requirements

research methodology

research results

6. Marketing Strategy - Product

Unique selling proposition (USP)

product mix

22
 product strengths and weaknesses

perceptual mapping

product life cycle management and new product development

Brand name, brand image, and brand equity

the augmented product

product portfolio analysis

B.C.G. Analysis

contribution margin analysis

G.E. Multi Factoral analysis

Quality Function Deployment

7. Marketing Strategy - Segmented marketing actions and market

share objectives

by product

by customer segment

by geographical market

by distribution channel

8. Marketing Strategy - Price

pricing objectives

pricing method (e.g.: cost plus, demand based, or competitor indexing)

pricing strategy (e.g.: skimming, or penetration)

discounts and allowances

price elasticity and customer sensitivity

price zoning
23
 break even analysis at various prices

9. Marketing Strategy - Promotion

promotional goals

promotional mix

advertising reach, frequency, flights, theme, and media

sales force requirements, techniques, and management

sales promotion

publicity and public relations

electronic promotion (e.g.: web, or telephone)

word of mouth marketing (buzz)

viral marketing

10. Marketing Strategy - Distribution

geographical coverage

distribution channels

physical distribution and logistics

electronic distribution

11. Implementation

personnel requirements

assign responsibilities

give incentives

training on selling methods

financial requirements

24
 management information systems requirements

month-by-month agenda

Gantt chart using PERT or critical path analysis systems

monitoring results and benchmarks

adjustment mechanism

contingencies (what ifs)

12. Financial Summary

assumptions

pro-forma monthly income statement

contribution margin analysis

breakeven analysis

Monte Carlo method

ISI: Internet Strategic Intelligence

13. Scenarios

prediction of future scenarios

plan of action for each scenario

14. Controls

Performance indicator

provide feedback mechanisms

15. Appendix

pictures and specifications of the new product

results from research already completed

25
Measurement of progress

The final stage of any marketing planning process is to establish targets (or standards) so

that progress can be monitored. Accordingly, it is important to put both quantities and

timescales into the marketing objectives (for example, to capture 20 percent by value of

the market within two years) and into the corresponding strategies.

Changes in the environment mean that the forecasts often have to be changed. Along with

these, the related plans may well also need to be changed. Continuous monitoring of

performance, against predetermined targets, represents a most important aspect of this.

However, perhaps even more important is the enforced discipline of a regular formal

review. Again, as with forecasts, in many cases the best (most realistic) planning cycle

will revolve around a quarterly review. Best of all, at least in terms of the quantifiable

aspects of the plans, if not the wealth of backing detail, is probably a quarterly rolling

review — planning one full year ahead each new quarter. Of course, this does absorb

more planning resource; but it also ensures that the plans embody the latest information,

and — with attention focused on them so regularly — forces both the plans and their

implementation to be realistic.

Plans only have validity if they are actually used to control the progress of a company:

their success lies in their implementation, not in the writing'.

Performance analysis

The most important elements of marketing performance, which are normally tracked, are:

26
Sales analysis

Most organizations track their sales results; or, in non-profit organizations for example,

the number of clients. The more sophisticated track them in terms of 'sales variance' - the

deviation from the target figures — which allows a more immediate picture of deviations

to become evident.

`Micro-analysis', which is simply the normal management process of investigating

detailed problems, then investigates the individual elements (individual products, sales

territories, customers and so on) which are failing to meet targets

Market share analysis

Few organizations track market share though it is often an important metric. Though

absolute sales might grow in an expanding market, a firm's share of the market can

decrease which bodes ill for future sales when the market starts to drop. Where such

market share is tracked, there may be a number of aspects which will be followed:

overall market share

segment share — that in the specific, targeted segment

relative share

Expense analysis

The key ratio to watch in this area is usually the `marketing expense to sales ratio';

although this may be broken down into other elements (advertising to sales, sales

administration to sales, and so on).

27
Financial analysis

The "bottom line" of marketing activities should at least in theory, be the net profit (for

all except non-profit organizations, where the comparable emphasis may be on remaining

within budgeted costs). There are a number of separate performance figures and key

ratios which need to be tracked:

gross contribution<>net profit

gross profit<>return on investment

net contribution<>profit on sales

There can be considerable benefit in comparing these figures with those achieved by

other organizations (especially those in the same industry); using, for instance, the figures

which can be obtained (in the UK) from `The Centre for Interfirm Comparison'. The most

sophisticated use of this approach, however, is typically by those making use of PIMS

(Profit Impact of Management Strategies), initiated by the General Electric Company and

then developed by Harvard Business School, but now run by the Strategic Planning

Institute.

The above performance analyses concentrate on the quantitative measures which are

directly related to short-term performance. But there are a number of indirect measures,

essentially tracking customer attitudes, which can also indicate the organization's

performance in terms of its longer-term marketing strengths and may accordingly be even

more important indicators. Some useful measures are:

market research — including customer panels (which are used to track changes

over time)
28
 lost business — the orders which were lost because, for example, the stock was

not available or the product did not meet the customer's exact requirements

Customer complaints — how many customers complain about the products or

services, or the organization itself, and about what

Use of marketing plans

A formal, written marketing plan is essential; in that it provides an unambiguous

reference point for activities throughout the planning period. However, perhaps the most

important benefit of these plans is the planning process itself. This typically offers a

unique opportunity, a forum, for information-rich and productively focused discussions

between the various managers involved. The plan, together with the associated

discussions, then provides an agreed context for their subsequent management activities,

even for those not described in the plan itself. Additionally, marketing plans are included

in business plans, offering data showing investors how the company will grow and most

importantly, how they will get a return on investment.

29
Budgets as managerial tools

The classic quantification of a marketing plan appears in the form of budgets. Because

these are so rigorously quantified, they are particularly important. They should, thus,

represent an unequivocal projection of actions and expected results. What is more, they

should be capable of being monitored accurately; and, indeed, performance against

budget is the main (regular) management review process.

The purpose of a marketing budget is, thus, to pull together all the revenues and costs

involved in marketing into one comprehensive document. It is a managerial tool that

balances what is needed to be spent against what can be afforded, and helps make choices

about priorities. It is then used in monitoring performance in practice.

The marketing budget is usually the most powerful tool by which you think through the

relationship between desired results and available means. Its starting point should be the

marketing strategies and plans, which have already been formulated in the marketing plan

itself; although, in practice, the two will run in parallel and will interact. At the very least,

the rigorous, highly quantified, budgets may cause a rethink of some of the more

optimistic elements of the plans.

30
OBJECTIVE OF STUDY

31
 OBJECTIVE OF STUDY

1) To study marketing strategy of Amul.

2) To study the satisfaction level with marketing strategy of Amul.

3) To study the views of corporate customer for marketing strategy .

4) To study impact of marketing strategy on Amul .

5) How to Promote the marketing strategy of Amul.

32
 SCOPE & IMPORTANCE OF STUDY

The scope formulation is the first step to a successful Research process. Project

undertaken the problem of analyzing the Marketing strategies of Amul.

IMPORTANCE AND USE OF THE STUDY

To keep things in mind that as the ever changing competitive business environment. New

thoughts and ideas should pour into its, Research & Development to innovate its existing

products which should be beyond competitors comprehension.

This study enables the user with answer to formulate an effective marketing strategy

with a broader prospective to tap areas where it did not feel the need earlier, hence the

decision of whether to penetrate this section or not can be found out at the end of the

data analysis.

It also gives an idea of the potential of our business in the future & the fluctuation in

prices from time to time & from product to product.

Special reference is made to the improvement of ability of product in terms of

packaging& product innovations & advertisement always means to cut down

competitors.

33
COMPANY PROFILE

34
 COMPANY PROFILE

AMUL

Amul (Anand Milk Union Limited)

Type Cooperative

Industry Dairy/FMCG

Founded 1946

Headquarters Anand, Gujarat, India

Key people Chairman, Gujarat Co-operative Milk Marketing Federation

Ltd. (GCMMF)

Products See complete products listing

Revenue US$3.1 billion (2013–14)

35
Number of 750 employees of Marketing Arm. However, real pool

employees consist of 3 million milk producer members

Slogan The Taste of India

Website www.amul.com

36
The Amul Plant at Anand showing the milk silos

Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India.[2] The

word amul is derived from the Sanskrit word amulya, meaning rare, valuable .[3] The co-

operative was initially referred to asAnand Milk Federation Union Limited hence the

name AMUL.

Formed in 1946, it is a brand managed by a cooperative body, the Gujarat Co-operative

Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by 3 million

milk producers in Gujarat.

Amul spurred India's White Revolution, which made the country the world's largest

producer of milk and milk products. In the process Amul became the largest food brand

in India and has ventured into markets overseas.

Dr Verghese Kurien, founder-chairman of the GCMMF for more than 30 years (1973–

2006), is credited with the success of Amul.

History

Amul the co-operative registered on 1 December 1946 as a response to the exploitation of

marginal milk producers by traders or agents of the only existing dairy, the Polson dairy,

37
in the small city distances to deliver milk, which often went sour in summer, to Polson.

The prices of milk were arbitrarily determined. Moreover, the government had given

monopoly rights to Polson to collect milk from mikka and supply it to Bombay city.

Angered by the unfair trade practices, the farmers of Kaira

approached Sardar Vallabhbhai Patel under the leadership of local farmer

leader Tribhuvandas K. Patel. He advised them to form a cooperative and supply milk

directly to the Bombay Milk Scheme instead of Polson (who did the same but gave them

low prices). He sent Morarji Desai to organise the farmers. In 1946, the milk farmers of

the area went on a strike which led to the setting up of the cooperative to collect and

process milk.[8] Milk collection was decentralized, as most producers were marginal

farmers who could deliver, at most, 1–2 litres of milk per day. Cooperatives were formed

for each village, too.

The cooperative was further developed and managed by Dr.Verghese Kurien with H.M.

Dalaya. Dalaya's innovation of making skim milk powder from buffalo milk (for the first

time in the world) and a little later, with Kurien's help, making it on a commercial

scale, led to the first modern dairy of the cooperative at Anand, which would compete

against established players in the market. Kurien's brother-in-law K.M. Philip sensitized

Kurien to the needs of attending to the finer points of marketing, including the creation

and popularization of a brand. This led to the search for an attractive brand name. In a

brainstorming session, a chemist who worked in the dairy laboratory suggested Amul,

which came from the Sanskrit word "amulya", which means "priceless" and "denoted and

symbolised the pride of swadeshi production."

38
The trio's (T. K. Patel, Kurien and Dalaya's) success at the cooperative's dairy soon

spread to Anand's neighbourhood in Gujarat. Within a short span, five unions in other

districts – Mehsana, Banaskantha, Baroda, Sabarkantha and Surat – were set up.[8] To

combine forces and expand the market while saving on advertising and avoid competing

against each other, the GCMMF, an apex marketing body of these district cooperatives,

was set up in 1973. The Kaira Union, which had the brand name Amul with it since 1955,

transferred it to GCMMF.

In 1999, it was awarded the "Best of all" Rajiv Gandhi National Quality Award.

Adding to the success, Dr. Madan Mohan Kashyap (faculty Agricultural and Engineering

Department, Punjab Agricultural University Ludhiana), Dr. Bondurant (visiting faculty)

and Dr Feryll (former student of Dr Verghese Kurien), visited the Amul factory in

Gujarat as a research team headed by Dr. Bheemsen. Shivdayal Pathak (ex-director of the

Sardar Patel Renewable Energy Research Institute) in the 1960s. A milk pasteurization

system at the Research Centre of Punjab Agricultural University (PAU) Ludhiana was

then formed under the guidance of Kashyap.

39
About GCMMF

The GCMMF is the largest food products marketing organisation of India. It is the apex

organisation of the dairy cooperatives of Gujarat. It is the exclusive marketing

organisation for products under the brand name of Amul and Sagar.[15]Over the last five

and a half decades, dairy cooperatives in Gujarat have created an economic network that

links more than 3.1 million village milk products with millions of consumers in

India.[citation needed] The daily milk procurement of GCMMF is around 13 million liters per

day. It collects milk from about 16914 village milk cooperative societies, 17 member

unions and 24 districts covering about 3.18 million milk producer members. More than

70% of the members are small or marginal farmers and landless labourers including a

sizeable population of tribal folk and people belonging to the scheduledcastes.[15]

The three-tier "Amul Model"

The Amul Model is a three-tier cooperative structure. This structure consists of a dairy

cooperative society at the village level affiliated to a milk union at the district level which

in turn is federated into a milk federation at the state level. Milk collection is done at the

village dairy society, milk procurement and processing at the District Milk Union and

milk products marketing at the state milk federation. The structure was evolved at Amul

in Gujarat and thereafter replicated all over the country under the Operation Flood

programme. It is known as the 'Amul Model' or 'Anand Pattern' of dairy cooperatives.

The main functions of the VDCS are:

Collection of surplus milk from the producers of the village and payment based

on quality and quantity,

40
 Providing support services to the members like veterinary first aid, artificial

insemination services, cattle-feed sales, mineral mixture sales, fodder and fodder seed

sales, conducting training on animal husbandry and dairying,

Selling liquid milk for local consumers of the village,

Supplying milk to the District Milk Union.

State Cooperative Milk Federation (Federation)

The main functions of the federation are as follows:

Marketing of milk and milk products processed/manufactured by Milk Unions,

Establish a distribution network for marketing of milk and milk products,

Arranging transportation of milk and milk products from the Milk Unions to the

market,

Creating and maintaining a brand for marketing of milk & milk products,

Providing support services to the Milk Unions and members like technical inputs,

management support and advisory services,

Pooling surplus milk from the Milk Unions and supplying it to deficit Milk

Unions,

Establish feeder-balancing dairy plants for processing the surplus milk of the Milk

Unions,

Arranging for common purchase of raw materials used in manufacture/packaging

of milk products,

Decide on the prices of milk and milk products to be paid to Milk Unions,

41
 Decide on the products to be manufactured at Milk Unions and capacity required

for the same.

Conduct long-term milk production, procurement and processing as well as

marketing planning.

Arranging finance for the Milk Unions and providing them technical know-how.

Designing and providing training in cooperative development and technical and

marketing functions.

Conflict resolution and keeping the entire structure intact.

Today, there are around 176 cooperative dairy unions formed by 125,000 dairy

cooperative societies, having a total membership of around 13 million farmers on the

same pattern, who are processing and marketing milk and milk products profitably, be it

Amul in Gujarat or Verka in Punjab, Vijaya in Andhra Pradesh, Milma in Kerala, Gokul

in Maharashtra, Saras in Rajasthan or a Nandini in Karnataka. This process has created

more than 190 dairy processing plants spread all over India with large investments by

these farmers' institutions. These cooperatives today collect approximately 23 million kg

of milk per day and pay an aggregate amount of more than Rs. 125 billion to the milk

producers in a year.

42
 Impact of the "Amul Model"

The effects of Operation Flood Programme are appraised by the World Bank in an

evaluation report. It has been proved that an investment of Rs. 20 billion over 20 years

under Operation Flood in the 1970s and 80s has contributed in increase of India’s milk

production by 40 million metric tonnes (MMT), i.e., from about 20 MMT pre-Operation

Flood to more than 60 MMT at the end of Operation Flood.

Thus, an incremental return of Rs. 400 billion annually have been generated by an

investment of Rs. 20 billion over 20 years. India’s milk production continues to increase

and now stands at 90 MMT(as of 2012). Despite this fourfold increase in production,

there has not been a drop in the prices of milk during the period while production has

continued to grow.

Due to this movement, the country’s milk production tripled between the years 1971 and

1996. Similarly, the per capita milk consumption doubled from 111 gm per day in 1973

to 222 gm per day in 2000.

The Amul brand

GCMMF (AMUL) has the largest distribution network for any FMCG company. It has

nearly 50 sales offices spread all over the country, more than 5000 wholesale dealers and

more than 700000 retailers.

Amul became the world's largest vegetarian cheese and the largest pouched-milk brand.

AMUL is also the largest exporter of dairy products in the country. AMUL is available

today in over 40 countries of the world. AMUL is exporting a wide variety of products

43
which include whole and skimmed milk powder, cottage cheese (Paneer), UHT milk,

clarified butter (Ghee) and indigenous sweets.

The major markets are USA, West Indies, and countries in Africa, the Gulf Region,

and SAARC neighbours, Singapore, The Philippines, Thailand, Japan and China, and

others such as Mauritius, Australia, Hong Kong and a few South African countries. Its

bid to enter the Japanese market in 1994 did not succeed, but it plans to venture again.[17]

In September 2007, Amul emerged as the leading Indian brand according to a survey by

Synovate to find out Asia's top 1000 Brands.

In 2013, Amul was named the Most Trusted brand in the Food and Beverages sector

in The Brand Trust Report, published by Trust Research Advisory,[19] where as in the

2014 edition of The Brand Trust Report,[20] Amul is ranked 7th in the list of India's Most

Trusted Food and Beverages brands.

44
 ORGANIZATION CHART
PCDF has ten divisions. Every division has manager who is responsible to General

Manager. G. M. of every division is responsible to Managing Director.

The division heads of each division shall be responsible for the performance and

of their respective division not only at the head office but also in the units /

unions in the field. These officers shall not merely insure achievement of the

targets fixed and implementation of systems for their functional areas but promptly

attend to the problems of the units/unions.

The divisional heads shall discharging their duties within the policy frame laid

down by the Managing Director and subject of his control & supervision only

important performance and control reports , matters , questions involving exception to

approved policy , systems development and other important matters need to be put

up before the Managing director.

Bill before approval & implementation ; be routed through the Management Service

Division (MSD) , which will check the plan to see whether they are in conformity

with corporate objective and will see that that they are in conformity with other

plans and system and contradiction occurs.

The divisional heads should see the terms made by them and their officers and

purposively designate link officers for each officer in their division. All letters to

the NDDB shall before dispatch , be sent to the MSD , which will take speedy

clearance at the appropriate level. A copy of all such letters shall be the CPM

section the MSD.

45
 IV. PRODUCTS RANGE

Amul's product range includes milk powders, milk, butter, ghee, cheese, Masti

Dahi, Yoghurt, Buttermilk, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns,

flavoured milk, basundi, Amul Pro brand and others. Amul PRO is a recently launched

brown beverage just like bournvita and horlicks offering whey protein, DHA and

essential nutrients. In January 2006, Amul launched India's first sports drink, Stamina,

which competes with Coca Cola's Powerade and PepsiCo'sGatorade.

Amul offers mithaimate which competes with Milkmaid by Nestle by offering more fat at

lower price.

In August 2007, Amul introduced Kool Koko, a chocolate milk brand extending its

product offering in the milk products segment. Other Amul brands are Amul Kool, a low-

calorie thirst quenching drink; Masti Butter Milk; and Kool Cafe, ready to drink coffee.

Amul's icecreams are made from milk fat and thus are icecreams in real sense of the

word, while many brands in India sell frozen desserts made from vegetable fat.

Amul's sugar-free Pro-Biotic Ice-cream won The International Dairy Federation

Marketing Award for 2007.

UHT products and impact

Over the years Amul has been witnessing strong growth in this portfolio,with the segment

growing at 53%, as a result of growing consumer awareness and demand for good quality

milk,the urban population has especially been showing great interest in long

life UHT products like Amul Taaza,which are packed in Tetra Pak cartons,which

46
undergoes UHT treatment to remove all harmful microorganisms while retaining the

nutrition in the milk.Today Amul sells around 4-500,000 litres of UHT milk and other

value added products per day and forecast this demand to continue growing at 25%.The

UHT products have enabled Amul to position itself as the market leader in packaged milk

segment by penetrating the deeper and vast markets by maintaining long shelf life of

milk,without the need of maintaining cold supply chains.

Any Time Milk (ATM) Machine

Amul has installed a "Any Time Milk" machine which dispenses a 300-ml pouch of fresh

milk for Rs 10, at Anand's Amul Dairy. As a first step, Amul plans to install six such

ATMs in Anand itself. According to Rahul Kumar, MD of Amul Dairy, Amul wants to

add a whole range of dairy products, which could be dispensed through these machines.

47
 ADVERTISING

An Amul butter ad on Pakistan'sKargil War fiasco. The image shows the "Amul baby"

between George Fernandes and Atal Bihari Vajpayee.

In 1966, Amul hired Sylvester, then managing director of the advertising agency AS to

design an ad campaign for Amul Butter. daCunha designed a campaign as series of

hoardings with topical ads, relating to day-to-day issues.[25] It was popular and earned

a Guinness world record for the longest running ad campaign in the world. In the 1980s,

cartoon artist Kumar Morey and script writer Bharat Dabholkar had been involved with

sketching the Amul ads; the latter rejected the trend of using celebrities in advertisement

campaigns. Dabholkar credited chairmanVerghese Kurien with creating a free

atmosphere that fostered the development of the ads.

Despite encountering political pressure on several occasions, daCunha's agency has made

it a policy of not backing down. Some of the more controversial Amul ads include one

commenting on the Naxalite uprising in West Bengal, on the Indian Airlines employees

strike, and one depicting the Amul butter girl wearing a Gandhi cap.

In 2013, Amul tweeted a picture featuring the Amul butter girl, implying that 'freedom of

choice' died in '2013', in opposition to the Supreme Court of India overruling the

judgment of Delhi High Court and criminalising homosexuality again.

48
Amul hired DraftFCB+Ulka for the brands of Amul milk, chocolates, paneer, ghee, ice-

cream.

In popular culture

The establishment of Amul is known as White Revolution.

The White Revolution inspired the notable Indian film-maker Shyam Benegal to base his

film Manthan (1976) on it. It starredSmita Patil, Girish Karnad, Naseeruddin

Shah and Amrish Puri. The film was financed by over five lakh rural farmers

inGujarat who contributed Rs 2 each to its budget. Upon its release, these farmers went in

truckloads to watch 'their' film, making it a commercial success. Manthan was chosen for

the 1977 National Film Award for Best Feature Film in Hindi.

49
 COLLECTION AND DISTRIBUTION OF MILK

The report present detailed information about the Lucknow Milk Union (Amul

) its evolution and organization structure.

Dairy work happens through various procedures. Basic of the dairy work is

like this structure –

 Milk Collection Mechanism

 Milk Distribution Mechanism

Collection of Milk Dairy (Reprocessing Distribution

of milk) of milk

Amul is the brand name of products of Luknow Producers Co-operative

milk union. It is a big co-operative unit based on the values of understanding co-

operation profit for milk producers and providing quality products to consumers at

a cheaper price. “AMUL”

does maximum utilization of milk to increase milk efficiency in reasonable costs of

production and hence overall cost.

‘AMUL’ work may be divided into 3-subunites.

a. Marketing

b. Administration and Production

c. Industry Unit

50
Administration co-ordinates various function , looks after salaries and wages and

various human resources problems of production. The industry unit is engaged in

the function of producing various industrial products like milk , butter etc.

Whereas the marketing is engaged in distribution and proper sale of these

products.

“PUBLIC RELATION means the efforts made by industries , unions , corporation

, occupations , government or other organizations to establish productive

relationship report and partnership”

PUBLIC RELATION is popularly defined as on the other basis of acceptance of

well-organized efforts by society for the welfare and development of entire

community is termed as ‘PUBLIC RELATION’.

51
DAIRY SUPPLY CHAIN STRUCTURE

Member Farmer

Society

Chilling Center

Dairy

Inter Dairy Transfer

Milk Other Milk

Product

Parlour Institution Exclusive Redistribution

Agent Stockist

Vender Retailer

CUSTOMER

52
The Amul Dairy did a lot’s of efforts to collect the milk. It is a dynamic and

complex field involving many workable principles and production over a period of

years.

53
 COLLECTION OF MILK

SURVEY

Firstly, LPCM union does some survey in rural areas. The survey team tells about

the societies activities to that farmer who has sufficient milk.

ROUTES AND SOCIETIES

Initially , AMUL societies were established on those routes where there is

possibility of milk. Milk societies cater to a cluster of 6-10 villages each. They are

well connected through road network to facilitate milk transportation to larger

towns. At present there are 10 routes and 466 societies of Amul Dairy.

Collected milk from societies is finally sent to the dairy for various treatments and

tests.

RATES OF MILK

The milk collected from various societies is brought to the dairy and here it is

weighted and duly recorded in the register. The capacity of the milk Can is

approximately 50 liters. Afterwards, the milk is sent to various laboratory processes.

The quality of milk is also tested there.

54
Lab workers test the milk for FAT & SNF percentage and also determine whether

the milk is fresh or sour.

After performing various tests , the Procurement and Input Department decides the

quality of milk and then a valid rate of milk is given to the member farmer

accordingly.

AIMS OF L.P.C.M. UNION LTD:

Co-operative union has some target which they fulfill every year.

The aims are:-

1. No. of Societies

2. Total no of members

a) Number of ladies member

b) Number of SC,ST Caste Ladies

c) Number of SC,ST Caste Members

d) Number of Backward Caste Members

e) Number of I.R.D.P. Members

3. No of Farmer Members

4. Animal health primary treatment aid

5. Vaccination

6. Sterility Prohibition

7. Balance diet of animals

8. Production of green grass

9. Artificial breeding

10. Quantity of seeds (in kg.)

55
 11. Purchasing of liquid milk and products of milk

a) Average of liquid milk purchasing (in thousand liters)

b) Purchasing of Ghee (in thousand liters)

c) Butter (in thousand liters)

12. Benefits of society / Distribution of bonus

(a) Pure benefits of society numbers

(b) Societies number (bonus)

(c) Distribution of Bonus Money (in lakh Rs.)

DISTRIBUTION OF MILK

The 4 P’s Are always influencing the advertising process and decision.

These 4 P’s are:

1. Promotion

2. Product

3. Price

4. Place

56
The channel of distribution is the path , which the products takes while moving to

the ultimate consumers.

The term channel of distribution refers to network of middleman through whom

the product flows till it finally reaches to the hands of the actual users.

Under the broad name of ‘place’ which is a marketing component , the most

common channel for consumer’s goods is manufacturer – wholesaler – retailer –

consumer.

For industrial products it may be manufacturer – sole-selling agents – distributors –

dealer and finally users.

57
 PROCESS OF DISTRIBUTION

DAIRY DISTRIBUTION SYSTEM AN OVERVIEW: -

AGENTS:-

Firstly , Agents enrolled with Distribution Department (Sales dept) of LPMU gives

the location of place where they require the milk. Then the supply vehicle

unloads the required amount of milk to that agent shop. All demands get through

supply vehicles.

Processed milk and other related products need different distribution structure. The

difference in the distribution structure is for the following reasons.

 Different time of sale

 Processed milk can be sold from agents or outlets only early in the morning

and evening.

 Different service level from retail. Unlike processed milk mozzarella cheese

many need more customer education and hence is sold through premium

retail store.

 Different shelf life whereas processed milk is still highly perishable- Butter,

Ghee or paneer have better shelf life and can be sold through normal

FMCH distribution structure.

Milk union sells their products through agents. Lucknow has a total of approx. 1900

outlets selling milk and about 800 agents are serviced by AMUL . Lucknow has

a huge demand for milk.

58
The sale of milk is highly skewed towards the early morning hours . In Lucknow

around 40% of the agents temporary structures for selling milk in morning. 40%

of the agents have a milk booth or operate from there houses and balance 20% is

regular retail outlets selling milk too.

Dairy use milk truck or van (painted with Logo and Slogan) for distributing the

products to retailers.

CHANNEL OF DISTRIBUTORS

Some types of agent are like that:-

 Retailer

 Bakery or confectionary shop

 Road side seller

 Hotels / Institutional

PROCESS MAPPING

Distribution vans are used for supplying the processed milk and curd to agents.

Agents are hubs identified by Dairy for distribution of its products. Agents generally sell

59
exclusively dairy’s brand of products. Retailer deposits security and should purchase milk

on daily basis. Dairy officially can impose penalty in case agents are found selling

other brand of milk.

ROUTE PLANNING

There are 37 routes in Lko. Route planning has been done keeping primarily the

total time available and no of outlets for any given route. No of outlet in a route

is a function of -

 Approximate purchase by the agent’s en-route. Purchase governs the time

taken for loading / unloading at any given outlet to be kept for that

route.

 Terrain / accessibility of the outlets.

 Distance between the outlets. The terrain / accessibility and distance between

outlets determines the time taken for inter outlet travel.

 Institutions est. en-route. Institutions have their own systems for entry / exit

and documentation hence , routes having higher no. Of institutions would

have lesser no. of outlets for the route.

All routes have been encoding with relation to there respective district sand

outlets have been encoded for their respective routes. This has been done to

track sales at retail level , management of empty crates etc. Separate routes

have been identified for institutional sales .

60
 CONTAINERIZATION

CONTAINERIZATION of vehicle is required to facilitate stacking of crates that

fast empty and milk crates movement at retail points while maintaining the

temperature inside vehicle. Container doesn’t become a bottleneck in fast moment

of vehicles (fast movement is required to finish milk supply early in night and to

preserve the quality of milk).

Milk pouches are left at shopkeeper premised in night to be sold only in

morning. Most of the retailer doesn’t have freezer for storing milk.

The delivery of milk crates is in three stages.

 Crates are downloaded from the container.

 Crates are bought near the shop entrance.

 Shop keeper puts creates inside the shop /deep freezer.

Containerization would reduce handling losses during these activities. The vehicle

crew levels the crates on the road and move to its next service point. The crew

needs to be trained to deal with the end customer of dairy appropriately. With

increasing competition , all organization would have to think of :

 Keeping the end customer happy.

 Providing the best quality product and service.

 Maintaining a social , friendly and innovative corporate

image.

Competition is hooting up in dairy sector. Dairy is expected to have growth rate

of 20% or more after the year 2002. Multinationals like Nestle have a strong

61
presence in dairy items sold through FMCG retail distribution channels , however ,

these factor could become a leveler for any organization.

TYPE OF VEHICLE

1. BIG VEHICLE Tata 407 DCM Toyota

2. SMALL VEHICLE Tempos

The dispatch sheet is given to the attendant. Dispatch sheet also doubles as a gate

pass for vehicle movement out of DAIRY. Amul has a separate document dispatch

summery for gate pass. Physical enumeration is done at gate by security to cross

check the figures mentioned in the dispatch statement vehicles out of the factory

premises. The dispatch sheet and empty trays are returned to dairy official the

next day.

USE OF COMPUTER

According to the modern professional activities , computer is being used in the

different works of the union. A new electric milk-weighting machine is also

planted which is joined with the computers. The computer also records the

amount of milk collected under the society ’ name.

62
MARKETING

Lucknow milk union in the recent three-four year has been on the top for milk

production and marketing in state. The union now had to work in collaboration

with the regional dairies , which is affecting its profit a lot. In these gears milk

production and production of other milk products by the unit has been very good.

In addition to milk , union has also fulfilled the needs of butter , ghee , cheese ,

flavored milk , cakes , Ice-creams in the state more then the local demand. Cheese

and butter through the medium of PCDF are sent for marketing on the state and

national Levels.

63
LITERATURE REVIEW

64
 b. The Project profile & Review of literature

Marketing strategy implementation research, five organizational levels can be

distinguished. They are: corporate level, strategic business unit (SBU) level, functional

level, operational level and mixed levels (such as corporate and SBU level, SBU and

functional level, inter-functional levels, corporate-SBU-functional levels,

etc.).Surprisingly few researchers focus on the implementation of corporate

levelstrategies, such as Wernham (1985) and Schmidt & Brauer (2006), while many

examine SBU level strategies (Gupta & Govindarajan, 1984; White, 1986;

Govindarajan, 1988; Govindarajan, 1989; Govindarajan & Fisher, 1990; Skivington &

Daft, 1991; Roth & Schweiger & Morrison, 1991; Floyd & Wooldridge, 1992b;

Waldersee & Sheather, 1996; Nilsson & Rapp, 1999; Chimhanzi & Morgan, 2005; Olson

Slater & Hult, 2005; Schaap, 2006; Brenes & Mena & Molina, 2007). The same holds

true for functional strategies: We have found eight studies that focus on the

implementation of such strategies, namely Rapert & Lynch & Suter (1996), Sashittal &

Wilemon (1996), Piercy (1998), Noble (1999a), Noble & Mokwa (1999), Chimhanzi

(2004), Qi (2005), Viseras & Baines & Sweeney (2005). Most of these studies, however,

focus on marketing strategy (such as Sashittal & Wilemon, 1996; Piercy, 1998; Noble &

Mokwa, 1999, Chimhanzi, 2004). There are few studies dedicated to the implementation

of other functional strategies (this is clearly an area of future research). The only other

study of functional strategy implementation that we have been able to identify is Viseras,

Baines and Sweeney s study (2005) in the context of manufacturing strategies. This

study focuses on the key success factors in the project management for the

implementation of strategic manufacturing initiatives.

65
Few studies focus on the actual operational level of strategy implementation, such as

Bantel (1997), Homburg & Krohmer & Workman (2004). Bantel (1997) analyzes the

effects of two key aspects of product strategy (product leadership and product/market

focus) on performance, and on two aspects of strategic implementation (stakeholder input

and employee empowerment). This study also emphasizes the relationship between

product strategy and several strategic implementation variables. Homburg, Krohmer &

Workman (2004) point out that market orientation plays a key role for the successful

implementation of a PPD (premium product differentiation) strategy.

There are some studies which cannot be classified into the above categories.

Consequently, we classify them into a group called mixed level studies: Gupta (1987),

Beer & Eisenstat (2000) and Hrebiniak (2006) have carried out research on corporate and

SBU-level strategy. Walker and Ruekert (1987) analyze three levels of strategy –

orporate, SBU and functional. Higgins (2005) even focuses on four types of strategies:

corporate, business, functional and process. Process strategies, the last type normally cut

across functions and are aimed at integrating organizational processes across the

organization in order to make them more effective and more efficient.

Slater and Olson (2001) analyze marketing s contribution to the implementation of

business strategy. The mixed studies category also includes articles that focus on the role

of project management for strategy implementation. Okumus (2001), for example focuses

on the implementation of a yield management project and a key client management

project in two hotels. Peng and Litteljohn (2001) investigate three hotel chains

implementing a strategic initiative on yield management. Grundy (1998) examines the

synergies among project management and strategy implementation and reviews strategy

tools that may help in project management.

66
Finally, there are many studies that are not sufficiently explicit regarding their scope

concerning strategic levels. Examples of such ambiguous studies are Bourgeois Ш and

Brodwin (1984), Nutt (1986,1987,1989), Noble (1999b), Lehner (2004), Higgins (2005),

Harrington (2006), and Schaap (2006). We can draw multiple conclusions based on our

analysis of the treatment of organizational levels in prior studies of strategy

implementation. We note that among the five strategy levels – the SBU-level (14

articles), the functional- level (8 articles) and mixed levels (9 articles) have received more

attention than the other two levels, corporate (2 articles) and operational (2 articles).

Many studies (25 articles) do not even indicate at which level their discussion of strategy

implementation is located.

Two calls to action result from these findings. First, the implementation of corporate

strategies is an under-researched area (perhaps with the exception of post-merger

integration research that we have excluded in our review) and should be given more

research attention. Second, future strategy implementation research should pay attention

to explicitly indicate the level of analysis. Within the functional level, another finding

revealed that marketing is the prevailing domain, compared with other functional areas

(such as manufacturing, R&D, HR, accounting etc.). In terms of promising future

research on strategy implementation, we can observe that there are very few studies that

have examined the inter-relationships of functional and business strategies. One such

study focuses on marketing s contribution to the implementation of business strategy

(Slater & Olson, 2001). Another study has examined the mutual influence of functional

departments relationships on strategies, which seems a highly relevant area to improve

our understanding of strategy implementation: Chimhanzi (2004) has examined the

impact of marketing and HR interactions on marketing strategy implementation.

67
Organizational types

Organizational types, as stated earlier, refer to the characteristics of organizations: if they

are private or state-owned, local or multinational. As far as ownership forms are

concerned, strategy implementation studies discuss both, state-owned and privately held

companies. Wernham (1985), for example, explores the reality of strategy

implementation in a U.K. Nationalized company, British Telecom (BT). Alexander

(1985) surveys 93 private sector firms through a questionnaire. Qi (2005) issues

questionnaires to the head offices of 800 private companies in the UK. Noble s (1999a)

study spans several types of organizations – a national airline, a major financial services

firm, a leading packaged goods company, a provider of emergency fire and medical

services, and a leading firm in the imaging technology industry. Some of the researched

companies focus on their domestic markets, while others are multinational corporations.

Rapert, Velliquette and Garretson s (2002) study on strategy implementation takes a

nationwide sample of 1000 CEOs of general service hospitals, which are members of

the American Hospital Association (AHA); Roth & Schweiger & Morrison (1991) and

Kim & Mauborgne (1991, 1993) study global strategy; Okumus (2001) investigates two

international hotel groups; Forman and Argenti (2005) select five multinational

companies as samples, namely Accenture, Dell, FedEx, Johnson & Johnson, Sears. In

conclusion, the subjects of strategy implementation studies are not only state-owned

corporations, but mostly private corporations, not only local firms but also multinational

firms. However, there have been no studies comparing similarities and differences of

strategy implementation among private corporations and state-owned corporations, or

among local firms and multinational firms. We thus do not know which specific

68
differences exist regarding strategy implementation in these various forms organizations.

This clearly is another interesting avenue for future research.

RELEVANCE OF THE TOPIC

The relevance of the topic is the first step to a successful Research process. Project

undertaken the problem of analyzing the Marketing strategy of Amul.

PROBLEM ENVIRONMENT

The problem formulation is the first step to a successful Research process. Project

undertaken the problem of analyzing the Marketing strategy of Amul

69
 RESEARCH

METHODOLOGY

70
 RESEARCH METHODOLOGY

Research can be defined to search for knowledge or any systematic investigation to

establish facts. The primary purpose for applied research is discovering, interpreting and

the development of methods and systems for the advancement of human knowledge on a

wide variety of scientific matters of our world and the universe. Research Methodology

can be defined as: ‘The analysis of the principles of methods, rules, and postulates

employed by a discipline’, or ‘the systematic study of methods that are, can be, or have

been applied within a discipline’.

Research Methodology establishing a framework of evaluation and revaluation of

primary and secondary research. The technique and concepts used during primary

research in order to arrive at findings; which are also dealt with and lead to a logical

deduction towards the analysis and results.

Research process

Discovering and analyzeing a range of significant and reliable information about a

particular issue or problem with systematic planning is known as research process. This

process involves several steps for complete analysis of the research problem. These steps

are required for identifying and analyzing important information about a research topic.

The steps of research process are as;

71
Research design

A research design is the specification of methods and procedure for acquiring the

information needed. It is the overall operational pattern or framework of the project that

stipulates what information is to be collected from which sources by what procedure.

I propose to first conduct an intensive secondary research to understand the full impact

and implication of the industry, to review and critique the industry norms and reports, on

which certain issues shall be further taken up in the next stage of exploratory research.

This stage shall help me to restrict and select only the important question and issue,

which inhabit growth and segmentation in the industry.

72
 The various tasks that I have undertaken in the research design process are:

1) Defining the information need

2) Design the exploratory, descriptive and casual research.

3) Types of research design

4) Exploratory research design

5) Descriptive and diagnostic research design

6) Experimental/ casual research design

Types of research design

1) Exploratory research design- exploratory research design aims to get a better

understanding of the problem by explaining the concepts and developing hypothesis

regarding the research study.

2) Descriptive research design- unlike exploratory research, the aim of descriptive

research is to describe the characteristics of a phenomenon. It describes various aspects

related to a population.

3) Experimental research design- experimental research design is a type of research

design which is predetermined and structured in nature. It is used for casual or conclusive

research, which is concluded quantitatively.

Here, since the study is based on the objectives, therefore, I am using exploratory

research design.

Exploratory research
73
 The method I used for exploratory research was,

1) Primary Data

2) Secondary data

3) Sampling

A process used in statistical analysis in which a predetermined number of observations

will be taken from a larger population is called sampling.

Target population- the population or universe represents the entire group of units which

is the focus of the study. Thus, the population could consist of all the persons in the

country, or those in a particular geographical location, or a special indigenous or

economic group, depending on the purpose and coverage of the study.

In this study, population size is the total number of retailers we contacted i.e, 100.

Sample- sample is a portion of the population which is examined with a view to

estimating the characteristics of the population. It is a subset containing the

characteristics of a larger population.

Sample size is simply the number of participating retailers i.e. 100.

Sample technique- Random / probability sampling technique is used. Under this kind

of sampling technique, every item of the universe has an equal chance of inclusion in the

sample. Here it is blind chance alone that determines whether one item or the other is

selected.

Collection of Data

Data collection is done with a purpose of gathering information about the topic being

studied. It is a process of finding appropriate sources of information and compiling the

information to reach a particular solution. It helps the managers in recording, analysing,

and making decisions regarding significant issues.

74
Primary data

New data gathered to help solve the problem at hand. As compared to secondary data

which is previously gathered data. An example is information gathered by a

questionnaire. Qualitative or quantitative data that are newly collected in the course of

research, Consists of original information that comes from people and includes

information gathered from surveys, focus groups, independent observations and test

results. Data gathered by the researcher in the act of conducting research. This is

contrasted to secondary data which entails the use of data gathered by someone other than

the researcher information that is obtained directly from first-hand sources by means of

surveys, observation or experimentation.

Primary data is basically collected by getting questionnaire filled by the respondents.

Secondary data

Information that already exists somewhere, having been collected for another purpose.

Sources include census reports, trade publications, and subscription services. Data that

have already been collected and published for another research project (other than the one

at hand). There are two types of secondary data: internal and external secondary data.

Information compiled inside or outside the organization for some purpose other than the

current investigation. Data that have already been collected for some purpose other than

the current study. Researching information which has already been published. Market

information compiled for purposes other than the current research effort; it can be

internal data, such as existing sales-tracking information, or it can be research conducted

by someone else, such as a market research company or the U.S. government. Published,

75
already available data that comes from pre-existing sets of information, like medical

records, vital statistics, prior research studies and archival data.

Secondary source of data used consists from websites

Sample size: The sample size is 100

Sample procedure

Judgmental sampling has been taken as sample procedure for conducting research work.

Under this sampling, every item of the universe has an equal chance of inclusion in the

sample.

Data Collection Instrument:

I have choose questionnaire in my study as Data Collection Instrument.

Types of questionnaire

Questionnaires can be paper-based, or electronic. Virtual learning environments such as

MOLE often have evaluation or survey tools built into them (See also Electronic

Questionnaires).

Structured questionnaires are based predominantly on closed questions which produce

data that can be analyzed quantitatively for patterns and trends. The agenda is entirely

predetermined by the evaluator and provides little flexibility for respondents to qualify

their answers.

Unstructured questionnaires, whilst still having a structured sequence and focus

predetermined by the evaluator, are based on open questions allowing respondents the

76
freedom to answer in their own words and therefore to provide greater qualification in

their response.

77
 DATA ANALYSIS

AND INTERPRETATION

78
 DATA ANALYSIS AND INTERPRETATION

1. Do you like the idea of purchasing Amul products?

Yes 87

No 13

13%

87%

Yes No

INTERPRETATION

87% respondent said that they have idea of purchasing Amul products but 13% are not

79
2. Have you ever purchase product of Amul ?

Yes 77

No 23

23%

77%

Yes No

INTERPRETATION

77% respondent said that they have ever purchase product of Amul but 23% are not

80
3. What helps you to decide which product of Amul you purchase ?

TV Advertisement 23

Personal recommendation 36

Special offer 11

Radio advertising 17

News paper 7

Word of mouth 6

7% 6% 23%
17%

11%
36%

TV Advertisement Personal recommendation

Special offer Radio advertising
News paper Word of mouth

INTERPRETATION

23% respondent said that they decide to purchase the product of Amul by TV

advertisement, 36 personal recommendation, 11% special offer, 17% radio advertising,

7% from News paper and 6% word of mouth.

81
4. How frequently you see advertisement of Amul product?

Weekly 27

Monthly 37

daily 27

None 19

17% 25%

25%
33%

Weekly Monthly daily None

INTERPRETATION

25% respondent said that they have see advertisement of Amul product weekly, 33%

monthly, 25% daily, but 17% none.

82
5. For which one of the following purpose you visit in your product?

Purchasing brand goods 57

Purchasing local goods 23

Only gathering information 11

Others 9

9%
11%

57%
23%

Purchasing brand goods Purchasing local goods

Only gathering information Others

INTERPRETATION

57% respondent said that they have purpose to visit product purchasing brand goods,

23% purchasing local goods, 11% only gathering information and 9% others.

83
6. According to you, what are attractive features that influece you to buy Amul product ?

Quality 32

Economy 49

Taste 19

19%
32%

49%

Quality Economy Taste

INTERPRETATION

32% respondent said that they have attractive features that buy Amul product Quality,

49% Economy, 19% Taste.

84
7 Are you satisfied with Amul Product ?

Yes 91

No 9

9%

91%

Yes No

INTERPRETATION

91% respondent said that they satisfied buy 9% no.

85
8. According to you, have Amul changed the marketing strategy towards milk product?

Yes 71

No 29

29%

71%

Yes No

INTERPRETATION

71% respondent said that Amul’s product have changed the way the marketing strategy

towards milk product Yes but 29% said no.

86
9. Do you suggest Amul products to others?

Yes 89

No 11

11%

89%

Yes No

INTERPRETATION

89% respondent said that they suggest Amul products to others yes but 11 said no.

87
10. what will you rate your present Amul product performance?

Poor 7

Satisfactory 23

Fair 27

Good 21

Very good 13

Excellent 9

9% 7%
13%
23%

21%
27%

Poor Satisfactory Fair Good Very good Excellent

INTERPRETATION

7% respondent said that they rate your present Amul product performance poor, 23%

satisfactory, 27% fair, 21% good, 13% very good, 9% excellent.

88
11. Which service provider are you using?

Amul 37

parag 32

Gyan 23

Others 8

8%
23% 37% Amul
Parag
Gyan
Others
32%

INTERPRETATION

37% respondent said that they were using Amul, 32% Parag, 23% Gyan and 8% others.

89
FINDINGS

90
 FINDINGS

87% respondent said that they have idea of purchasing Amul products but 13% are not.

77% respondent said that they have ever purchase product of Amul but 23% are not.

23% respondent said that they decide to purchase the product of Amul by TV

advertisement, 36 personal recommendation, 11% special offer, 17% radio advertising,

7% from News paper and 6% word of mouth.

25% respondent said that they have see advertisement of Amul product weekly, 33%

monthly, 25% daily, but 17% none.

57% respondent said that they have purpose to visit product purchasing brand goods,

23% purchasing local goods, 11% only gathering information and 9% others.

32% respondent said that they have attractive features that buy Amul product Quality,

49% Economy, 19% Taste.

91% respondent said that they satisfied buy 9% no.

71% respondent said that Amul’s product have changed the way the marketing strategy

towards milk product Yes but 29% said no.

89% respondent said that they suggest Amul products to others yes but 11 said no.

7% respondent said that they rate your present Amul product performance poor, 23%

satisfactory, 27% fair, 21% good, 13% very good, 9% excellent.

37% respondent said that they were using Amul, 32% Parag, 23% Gyan and 8% others.

91
LIMITATION

92
 LIMITATION

Though, best efforts have been made to make the study fair, transparent and error free.

But there might be some inevitable and inherent limitations. Though outright measure are

undertaken to make the report most accurate.

The limitation of the survey are narrated below:

 The project is valid for Lucknow city only.

 It was not possible to cover each and every respondent due to time constrains.

 There may be some biased response form the respondents

 Some respondents did not provide the full data.

 Unwillingness on the part of the customers to disclose the information as per the

questionnaire.

 The decisiveness on the part of the customers regarding some question hence difficulty

faced in recording and analyzing the data.

93
CONCLUSION

94
 CONCLUSION

The report comes to the following conclusion

 The customers of Amul are brand loyal with only a small percent want to shift over to

other brands. Trying of other brands by customers is mainly because the customer wants

to try something new.

 The performance of Amul is fair in comparison to Parag and other

 Economy is the basic feature influencing to built brand Image.

 The competition of Amul is majorly Parag.

 Due to high brand loyalty the customers of Amul recommend its product to others.

 The customers are satisfied with the product range of Amul product.

95
SUGGESTIONS AND

RECOMMENDATION

96
 SUGGESTIONS AND RECOMMENDATION

The recommendations are-

 The brand loyalty for more Amul can be increased if the Quality and appearance of the

products are given due attention because Parag has captured a major share of milk

industry.

 The switch over of the customers can be prevented if more of new products are launched

more frequently like Parag which launches new products with slight variations from the

previous.

 Quality are good but it still needs improvements.

97
QUESTIONNIARE

98
 QUESTIONNIARE

Q1) Do you like the idea of purchasing products of Amul ?

(a) Yes (b) No

Q2) Have you ever purchase the product of Amul ?

(a) Yes (b) No

Q3) Which medium helps you to decide the products of amul you purchase?

(a) TV Advertisement (b) Personal recommendation (c) Special offer

(d) Radio advertising (e) News paper (f) Word of mouth

Q4) How frequently you made a purchase of Amul product?

(a) Weekly (b) Monthly

(c) Quarterly (d) None

Q5) For which one of the following purpose you visit to purchage amul product?

(a) Purchasing brand goods

(b) Purchasing local goods

(c) Only gathering information

(d) Others

Q6) What according to you are attractive features that buy Amul product ?

(a) Quality (b) Economy (c) taste

Q7) Are you satisfy with Amul Product ?

(a) Yes (b) No

Q8) According to you, have Amul product changed the way of marketing strategy

towards its produccts?

(a) Yes (b) No

99
 Q9.Do you suggest Amul products to others?

 Yes

 No

Q10. How will you rate your present Amul performance?

 Poor

 Satisfactory

 Fair

 Good

 Very good

 Excellent

Q11. Which Brand of Milk are you using?

 Amul
 Parag
 Gyan
 Others

100
Bibliography

101
 BIBLIOGRAPHY

BOOKS AUTHORS

 Marketing Management : Philip Kotler

 Marketing Research : D. D. Sharma

 Research Methodology : C. R. Kothari

Websites

 www.amul.com

 www.google.com

102