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This project is on ‘    

 ‘     ‘    
   This project takes a look at the overall activities & PERFORMANCE of the
company, how the company marketed its products and strategy it has taken to penetrate in the
noida region. It also makes a theoretical study of Customer¶s Relationship Management (CRM)
of the company and takes a look on how it apply in practical form. Retailer satisfaction survey
has been made to know their views and problems. Finding gives a clear view of what the retailer
want. This project contain area wise analysis of noida market to give clear picture how the
company is performing and what shortcoming are there which are needed to sorted out. In this
SWOT, analysis of the company has also been outlined and also few realistic suggestions are
given so that company can improve its market shares, profitability and finally attain the retailer



In order to accomplish any task there is always something or someone who pushes him and
motivate him till the end of the task and we should never fail to show our gratitude to them as
this the right way to give our ³GURU DAKSHINA´ .

When all work is done, it is a pleasant job to thank all those who were at every instant
supervising me and ensuring the completion of the decoded work.

In the Same way for the completion of my project work I am sincerely thankful to all those who
were with me to give right suggestion and showing me the correct path so that I can complete my
project work effectively and I would never forget their contribution ever.

I am extremely thankful to my external project guide Mr. P. Mudgal (sales in charge Amul ice
cream) and internal project guide Mr. Deepanshu Paliwal for his or her outstanding efforts and
for being with me right from the beginning of my project and guiding me at every step



I ‘   ‘     a student of PGDM III TRIMESTER of I.P.E.M. GHAZIABAD,
2009-2011, Roll No. PGD09013 hereby declare that this project report entitled è‘ 

  ‘   ‘  

   .´ is written and submitted by
me under the external guidance of Mr. P.MUDGAL, SALES INCHARGE ICREAM
DEPARTMENT of, GCMMF and under the internal guidance of MR. DEEPANSHU

The findings and interpretations in the report are based on both primary and secondary data
collection. This project is not copied from any source or other project submitted for similar

3ate: ______________________


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The ice cream industry in India is in many ways, reflective of the overall population distribution.
The country¶s population is primarily rural with approximately 65% of the population living in
villages with a population of less than 5,000; this means there are well over 150,000 villages
with a combined population in excess of 650 million. This has contributed to a highly
fragmented industry that by many estimates has over 70,000 ice cream entities. Many of these
are single-family operations where the product is made either in the home or in very small
factories and sold on the streets. The 350 million remaining people are concentrated in the cities
where the industry is reasonably concentrated in the hands of a few international and domestic
firms. It is estimated that only 30% of the entire market is ³organized´ and the industry meets
the classic definition of a fragmented industry, that is, one where there is an absence of market
leaders with the power to shape industry events.

Ben & Jerry's has prepared a detailed analysis of the industry following the pattern
established by Michael Porter, the complete study is included as Appendix A with a brief
description of the major forces as follows.

* Õ  ± The two favorable factors are the opportunity for product
differentiation within the super premium segment and the importance of corporate
experience in all phases of the operation (production, distribution, and marketing). The
most important down side factor is that consumer-switching cost is nil.
* Õ ± With Ice Cream, there are virtually no important end consumers.

However if one focuses on the consumer as retailer then the importance of the few powerful
and growing grocery chains represents a significant hurdle. This is offset by the almost

Complete lack of potential for backward integration and the relative insignificance of ice cream
to this customer group.

* ± The most important factor here is the importance of quality. The
agribusiness in India is still very much in the developmental stage and there is little concern,
at present, over the dairy producers moving into ice cream production. 

*     ± The concept of comfort foods in India is still very much in the
incubation stage; as such, the primary role of ice cream is that of a sweet desert with little or
no emotional value. Accordingly, there is a wide variety of alternative products. The most
notable alternatives are kulfi and faludeh. Kulfi is the traditional desert of India. It is
essentially a cream based pudding where the content varies significantly on a regional basis.
Faludeh, an Iranian sweet and is quite popular because of its rice noodle content and
generally low price.

*  ± While there is no threat that the government will enter the industry
the primary concerns are focused on the growing economic tensions between states and
between states and the national government. The need to generate additional government
revenues could prove to be the motive to reinstate industry restrictions or otherwise alter the
basic economics of the industry.

*  ± By almost every indicator the rivalry is intense and will continue to grow. There
are just a few large firms, the industry is expected to grow rapidly, and the strategic stakes
are large not only for the MNC is attempting to enter the market but for domestic firms as





As the industry, evaluation would indicate the competition is significant. The 70,000
some participants is a large number but the more serious challenge comes from the top six
national firms; Amul, Kwality Walls, Mother Dairy, Vadilal, Dinshaw, and Arun. These top six
firms dominate the market and essentially control the organized market. Detail statistics are not
available to indicate market share but Ben & Jerry's estimates that these six firms control 40% to
50% of the urban market. Historically MNC¶s have not achieved much success in penetrating the
Indian market. There are a number of possible explanations for this; the relative embryonic and
disorganized nature of the market, excessive government regulation that included excessive
tariffs and the restriction that imported ice cream could only be sold in hotels1[1], and a highly
fragmented and ineffective media. Most of these market inefficiencies have been or are in the
process of being corrected and Ben & Jerry's believes that conditions have ripened to the extent
where MNC¶s can now effectively enter the market and compete with the domestic firm


The three factors of growth, population,

per capital consumption, and price are all
projected to increase over the


next six years. Population is projected to grow at 1.8%, per capital consumption is projected to
grow at 5%, and prices are projected to increase at just over 1% per year. (Overall the long-term
projection for consumer prices is expected to rise at 3.5%, however, given the intense level of
competition Ben & Jerry's does not think it likely that ice cream prices will rise that fast.)
Overall the market will grow from $245 million to $360 million, a compound growth rate of 8%.
Of the $115 million in growth, 60% will come from increased per capita consumption, 24% from
increased population, and 16% from increase in price.



 ("priceless" in Sanskrit. The brand name "Amul," from the Sanskrit "Amoolya," was
suggested by a quality control expert in Anand., formed in 1946, is a dairy cooperative in India.
It is a brand name managed by an apex cooperative organization, Gujarat Co-operative Milk
Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.8 million milk
producers in Gujarat, India.

AMUL is based in Anand, Gujarat and has been an example of a co-operative organization's
success in the long term. It is one of the best examples of co-operative achievement in the
developing economy. "Anyone who has seen ... the dairy cooperatives in the state of Gujarat,
especially the highly successful one known as AMUL, will naturally wonder what combination
of influences and incentives is needed to multiply such a model a thousand times over in
developing regions everywhere." The   has established itself as a uniquely
appropriate model for rural development. Amul has spurred the White Revolution of India,
which has made India the largest producer of milk and milk products in the world. It is also the
world's biggest vegetarian cheese brand.

Amul is the largest food brand in India and world's Largest Pouched Milk Brand with an annual
turnover of US $1050 million (2006±07). Currently Unions making up GCMMF have 2.8
million producer members with milk collection average of 10.16 million litres per day. Besides
India, Amul has entered overseas markets such as Mauritius, UAE, USA, Bangladesh, Australia,
China, Singapore, Hong Kong and a few South African countries. Its bid to enter Japanese
market in 1994 did not succeeded, but now it has fresh plans entering the Japanese markets.
Other potential markets being considered include Sri Lanka. Dr Verghese Kurien,
former chairman of the GCMMF, is recognized as a key person behind the success of Amul.


 %    % % 


The birth of Amul at Anand provided the impetus to the cooperative dairy movement in the
country. The Kaira District Cooperative Milk Producers¶ Union Limited was registered on
December 14, 1946 as a response to exploitation of marginal milk producers by traders or agents
of existing dairies in the small town named Anand (in Kaira District of Gujarat). Milk Producers
had to travel long distances to deliver milk to the only dairy, the Polson Dairy in Anand. Often
milk went sour, as producers had to physically carry the milk in individual containers, especially
in the summer season. These agents arbitrarily decided the prices depending on the production
and the season. Milk is a commodity that has to be collected twice a day from each cow/buffalo.
In winter, the producer was either left with surplus / unsold milk or had to sell it at very low
prices. Moreover, the government at that time had given monopoly rights to Polson Dairy
(around that time Polson was the most well known butter brand in the country) to collect milk
from Anand and supply it to Bombay city in turn. India ranked nowhere amongst milk producing
countries in the world in 1946.

Angered by the unfair and manipulative trade practices, the farmers of Kaira District approached
Sardar Vallabhbhai Patel (who later became the first Deputy Prime Minister and Home Minister
of free India) under the leadership of the local farmer leader Tribhuvandas Patel. Sardar Patel
advised the farmers to form a Cooperative and supply milk directly to the Bombay Milk Scheme

Instead of selling it to Polson (who did the same but gave low prices to the producers). He sent
Morarji Desai (who later became Prime Minister of India) to organize the farmers. In 1946, the
farmers of the area went on a milk strike refusing to be further oppressed. Thus, the Kaira
District Cooperative was established to collect and process milk in the District of Kaira in 1946.
Milk collection was also decentralized, as most producers were marginal farmers who were in a
position to deliver 1-2 liters of milk per day. Village level cooperatives were established to
organize the marginal milk producers in each of these villages.

The Cooperative was further developed & managed by Dr. V Kurien along with Shri H M
Dalaya. The first modern dairy of the Kaira Union was established at Anand (which popularly
came to be known as AMUL dairy after its brand name). Indigenous R&D and technology

Development at the Cooperative had led to the successful production of skimmed milk powder
from buffalo milk ± the first time on a commercial scale anywhere in the world. The foundations
of a modern dairy industry in India were thus laid since India had one of the largest buffalo
populations in the world.

The success of the dairy co-operative movement spread rapidly in Gujarat. Within a short span
five other district unions ± Mehsana, Banaskantha, Baroda, Sabarkantha and Surat were
organized. In order to combine forces, expand the market while saving on advertising, and avoid
a situation where milk cooperatives would compete against each other it was decided to set up an
apex marketing body of dairy cooperative unions in Gujarat. Thus, in 1973, the Gujarat Co-
operative Milk Marketing Federation was established. The Kaira District Co-operative Milk
Producers¶ Union Ltd., which had established the brand name AMUL in 1955, decided to hand
over the brand name to GCMMF (AMUL). With the creation of GCMMF (AMUL), we managed
to eliminate competition between Gujarat¶s cooperatives while competing with the private sector

as a combined stronger force. GCMMF (AMUL) has ensured remunerative returns to the farmers
while providing consumers with products under the brand name AMUL.

This was possible due to the leadership of the founder Chairman of AMUL, Tribhuvandas Patel
and the vision of the father of the White Revolution, Dr. Verghese Kurien who worked as a
professional manager at AMUL. Numerous people contributed to this movement, which would
otherwise not have been possible.

Dr. Verghese Kurien, the World Food Prize and the Magsaysay Award winner, is the architect of
India¶s White Revolution, which helped India emerge as the largest milk producer in the world.

Impressed with the development of dairy cooperatives in Kaira District & its success, Shri Lal
Bahadur Shastri, the then Prime Minister of India during his visit to Anand in 1964, asked Dr. V
Kurien to replicate the Anand type dairy cooperatives all over India. Thus, the National Dairy
Developed Board was formed and Operation Flood Programme was launched for replication of
the Amul Model all over India.

Operation Flood, the world¶s largest dairy development programme, is based on the experience
gained from the µAmul Model¶ dairy cooperatives. The facilities at all levels are entirely farmer-
owned. The cooperatives are able to build markets, supply inputs and create value-added
processing. Thus, Amul Model cooperatives seem to be the most appropriate organizational force
for promoting agricultural development using modern technologies, professional management,
and thereby generating employment for the rural masses and eradicating poverty in these
undeveloped areas. India has already demonstrated the superiority of this approach.


While GCMMF laid the foundation for the development of dairy industry in India, the Indian
Government on its part made efforts to support the dairy industry in the country by encouraging
the establishment of dairy cooperative societies.

The government came up with the Delhi Milk Scheme in 1959 and several state governments introduced

Most of these schemes were not successful because of the middlemen and contractors, who exploited the
perishable nature of milk. When the milk supply was insufficient, the Government purchased imported m
dairy farmers.

As milk, supplies to urban areas could not be maintained in the summer months, state governments starte


Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products
marketing organization. It is a state level apex body of milk cooperatives in Gujarat, which aims

to provide remunerative returns to the farmers and also serve the interest of consumers by
providing quality products which are good value for money.

CRISIL, India's leading Ratings, Research, Risk and Policy Advisory company, has assigned its
highest ratings of "AAA/Stable/P1+" to the various bank facilities of GCMMF.

‘  13 district cooperative milk producers'


‘  2.79 million


 ‘     11.22 million liters per day

‘   !""# "$ 3.05 billion litres

‘    !""# 8.4 million litres


‘    626 Mts. per day

     3500 Mts per day


The Anand Pattern

The Anand Pattern had a three-tier structure. At the bottom of the three-tier structure were VCSs.
These were associated with milk unions at the district. The district unions collectively formed a
state level federation. The VCS procured milk from the members; district unions transported and
processed the milk products, while the role of the federation was that of marketing, strategic
planning and investment.

The milk from the farmers was managed by professionals, while the facilities to process the milk
were owned by the farmers themselves.

Village Cooperative Society

The VCS was formed by primary producers under the guidance of a supervisor from the district
union. On an average, each VCS had 200 members. The main task of the society was to collect milk
from the members and make payments based on the quality and quantity of the produce. A farmer
could become a member of the cooperative by committing himself/herself to supply a certain
quantity of milk...

GCMMF's Organizaton Structure

GCMMF was a lean organization. At the helm of affairs was the Managing Director (MD)
operating from Anand. Four General Managers (GM) and four Assistant General Managers
(AGM) assisted the MD. The four GMs were responsible for marketing of dairy products,

Human resources development & marketing (new businesses), finance and quality assurance.
The four AGMs looked after functions of marketing, systems, co-operative services and
technical projects. GCMMF divided the country into five zones, each headed by a zonal
manager, who was responsible for sales of all the AMUL products within that zone. The zonal
managers reported to the MD and to the GM/AGM functionally. Under the zonal manager were
branch managers. Each branch had three product managers who reported to the branch manager.
Sales officers and field sales persons assisted the product managers in each branch


M   liberate our farmers from economic oppression and lead them to prosperity

M ‘  !"!" dairy cooperatives of Gujarat turnover of Rs. 27000 corers by the year



Six decades ago, Sardar Patel had envisioned that dairy cooperative movement could
liberate our farmers from economic oppression and lead them to prosperity. Far-sighted
and visionary leaders like Shri Tribhuvandas Patel and Shri Motibhai Chaudhary, who
selflessly dedicated their entire lives to this noble cause, carried his dream forward.
Through his professional acumen and meticulous planning, as well as leadership skills;
Dr. Verghese Kurien successfully translated this dream into reality. In early 1950¶s, when
our cooperative movement was still in its infancy, Dr. Kurien created the grand design for
an apex marketing federation for dairy cooperatives of Gujarat. After 20 years of
persistent efforts, this organization took concrete shape in 1973 and has today
transformed into a US$ 1.4 billion dairy giant.
Since the foundations of our organization are rooted in the process of systematic long-
term planning, we have also attempted to emulate the same, in an effort to design our
Future architecture. As we take confident strides towards a grand tomorrow, we need a
vision, which will force us to challenge ourselves and stretch our imagination. In order to
achieve quantum and exponential growth, this vision must be backed up by a concrete
action plan, which is grounded in reality. In view of growth in business volumes and

Related complexities, it is pertinent that we have a clear vision for the next 10 years.
This will enable all relevant stakeholders to align themselves to a common growth
platform. In line with objective, we have prepared a comprehensive roadmap to guide
dairy cooperatives of Gujarat to a glorious future, in the year 2020.

This plan, appropriately titled ³Mission 2020´, envisages that the dairy cooperatives of
Gujarat will have a group turnover of Rs. 27000 crores by the year 2020. This will be a
three-fold increase over our current group turnover of approx. Rs. 9600 crores. With
further expansion of cooperative network, increase in number and productivity of milch
animals; Milk production in our milk shed area will increase to 231 lakh kg per day (23.1
million kg per day), at an annual growth rate of 4%. We will be strengthening our milk
procurement infrastructure by installing Bulk Milk Chillers and Automatic Milk
Collection Systems in all our village cooperative societies. This will enhance our milk
procurement capacity in such a way, that we easily collect as much as 195 lakh kg per
day (19.5 million kg per day) of milk in the peak flush season.
Through expansion of distribution network, creative marketing, consumer education and
product innovation, we will leverage effectively on rising income levels and growing
affluence among Indian consumers. While expanding markets for our existing products,
we will create fresh avenues for growth by tapping the rising demand for new value-
added products. Special emphasis will be given to strengthening our presence in the large
market for liquid milk, in metropolitan cities. Satellite dairies with combined processing
and liquid milk packaging capacity of 50 LKPD will be established in major metro
markets. Our objective is to ensure that the maximum share of the consumer¶s rupee goes
back to the milk producers.
In view of the high demand and procurement projections, we plan to double to processing
capacity of our dairy plants to 20.7 million kg per day, by 2020. This would include

multi-fold capacity expansion for major product categories including milk powders, Ice-
cream, paneer, cheese, ethnic sweets, curd, ghee and other dairy products. Milk drying
capacity will also be enhanced by 200 MTs per day, to process additional milk in the
peak season. For increasing milk production, it is vital to provide nutritious feed to milch
animals. For this reason, we plan to expand our cattle feed manufacturing capacity, more
than four times to 12000 MTs per day, by 2020. At current prices, total investments
envisaged for creating all the required infrastructure would be Rs. 2600 crores (Rs. 26
billion) until the year 2020. I am glad to inform you that the plan 2020 has been shared
with all the member unions. It has also been discussed in the respective boards and
necessary resolutions for investments have been taken. This detailed plan will serve as
our comprehensive roadmap for the next ten years and will ensure a glorious future for
our dairy cooperatives.

We are well poised to lead the Indian dairy cooperative sector to a position of eminence
in our national economy. Our efforts will ultimately serve to bolster the rural economy,
which can then create an effective shield to protect our nation from any future economic
crises. We will succeed in our endeavor with positive and continued support and
encouragement from all the government quarters, as has happened in the past. The very
foundation of any cooperative organization is a transparent and fair democratic electoral
process taking place at the scheduled intervals for the cooperative structures to survive
and faith of its member remain intact, it is imperative that elections to various tiers of the
cooperatives take place on schedule.

Õ    is to ensure that the maximum share of the consumer¶s rupee goes back to the
milk producers.


M Expansion of distribution network, creative marketing, consumer education and product

innovation, we will leverage effectively on rising income levels and growing affluence
among Indian consumers.
M Tapping the rising demand for new value-added products.

M Milk shed area will increase to 231 lakh kg per day (23.1 million kg per day), at an annual

growth rate of 4%
M Installing Bulk Milk Chillers and Automatic Milk Collection Systems in all our village

cooperative societies.
M Collect as much as 195 lakh kg per day (19.5 million kg per day) of milk in the peak flush

M Satellite dairies with combined processing and liquid milk packaging capacity of 50 LKPD

will be established in major metro market

M We plan to double to processing capacity of our dairy plants to 20.7 million kg per day, by

M Milk drying capacity will also be enhanced by 200 MT¶s per day

M Plan to expand our cattle feed manufacturing capacity, more than four times to 12,000 MT¶s

per day, by 2020.

M Total investments envisaged for creating the entire required infrastructure would be Rs.

2,600 corers (Rs. 26 billion) till the year 2020.

The Road Ahead

Several sections of the media and the analysts opined that GCMMF had been unfair with
Kurien. They said that Kurien's fears of NDDB taking the cooperatives away from the farmers
appeared to be coming true. Kurien feared that Mother Dairy might take undue advantage of
the cooperative retail chain to push its interests forward.

He felt that sooner or later, the government would divest its stake in the joint ventures, and the
dairy farmer would be the ultimate loser. According to Kurien, "There is an inherent
contradiction that the government-owned NDDB, through its subsidiaries, is getting into fresh
business activities at a time when the Centre is considering further divestment in all existing
areas including those in the dairy sector such as the Delhi Milk Scheme." On the contrary,
some analysts were of the view that Kurien opposed the joint venture between NDDB and state
federations, as he feared that stronger regional brands would make the market highly
competitive for AMUL...



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 further, federated into a Milk Federation at the State level. The above three-tier structure
was set-up in order to delegate the various functions; milk collection is done at the Village Dairy
Society, Milk Procurement & Processing at the District Milk Union and Milk & Milk Products
Marketing at the State Milk Federation. This helps in eliminating not only internal competition
but also ensuring that economies of scale is achieved. As the above structure was first evolved at
Amul in Gujarat and thereafter replicated all over the country under the Operation Flood
Programme, it is known as the µAmul Model¶ or µAnand Pattern¶ of Dairy Cooperatives.

Responsible for Marketing of Milk & Milk Products Responsible for Procurement & Processing
of Milk Responsible for Collection of Milk Responsible for Milk Production


The milk producers of a village, having surplus milk after own consumption, come together and
form a Village Dairy Cooperative Society (VDCS). The Village Dairy Cooperative is the
primary society under the three-tier structure. It has membership of milk producers of the village
and is governed by an elected Management Committee consisting of 9 to 12 elected
representatives of the milk producers based on the principle of one member, one vote. The
village society further appoints a Secretary (a paid employee and member secretary of the
Management Committee) for management of the day-to-day functions. It also employs various
people for assisting the Secretary in accomplishing his / her daily duties. The main functions of
the VDCS are as follows:

y Collection of surplus milk from the milk producers of the village & payment based on
quality & quantity

y Providing support services to the members like Veterinary First Aid, Artificial
Insemination services, cattle-feed sales, mineral mixture sales, fodder & fodder seed
sales, conducting training on Animal Husbandry & Dairying, etc.
y Selling liquid milk for local consumers of the village
y Supplying milk to the District Milk Union Thus, the VDCS in an independent entity
managed locally by the milk producers and assisted by the District Milk Union.

  ‘  ‘  

The Village Societies of a District (ranging from 75 to 1653 per Milk Union in Gujarat) having
surplus milk after local sales come together and form a District Milk Union. The Milk Union is
the second tier under the three-tier structure. It has membership of Village Dairy Societies of the
District and is governed by a Board of Directors consisting of 9 to 18 elected representatives of
the Village Societies. The Milk Union further appoints a professional Managing Director (paid
employee and member secretary of the Board) for management of the day-to-day functions. It
also employs various people for assisting the Managing Director in accomplishing his / her daily
duties. The main functions of the Milk Union are as follows:

y Procurement of milk from the Village Dairy Societies of the District

y Arranging transportation of raw milk from the VDCS to the Milk Union.
y Providing input services to the producers like Veterinary Care, Artificial Insemination
services, cattle-feed sales, mineral mixture sales, fodder & fodder seed sales, etc.
y Conducting training on Cooperative Development, Animal Husbandry & Dairying for
milk producers and conducting specialised skill development & Leadership Development
training for VDCS staff & Management Committee members.

y Providing management support to the VDCS along with regular supervision of its
y Establish Chilling Centres & Dairy Plants for processing the milk received from the
y Selling liquid milk & milk products within the District
y Process milk into various milk & milk products as per the requirement of State Marketing
y Decide on the prices of milk to be paid to milk producers as well on the prices of support
services provided to members.



The Milk Unions of a State are federated into a State Cooperative Milk Federation. The
Federation is the apex tier under the three-tier structure. It has membership of all the cooperative
Milk Unions of the State and is governed by a Board of Directors consisting of one elected
representative of each Milk Union. The State Federation further appoints a Managing Director
(paid employee and member secretary of the Board) for management of the day-to-day functions.
It also employs various people for assisting the Managing Director in accomplishing his daily
duties. The main functions of the Federation are as follows:

y Marketing of milk & milk products processed / manufactured by Milk Unions.

y Establish distribution network for marketing of milk & milk products.
y Creating & maintaining a brand for marketing of milk & milk products (brand building).
y Providing support services to the Milk Unions & members like Technical Inputs,
management support & advisory services.
y Pooling surplus milk from the Milk Unions and supplying it to deficit Milk Unions.

y Establish feeder-balancing Dairy Plants for processing the surplus milk of the Milk
y Arranging for common purchase of raw materials used in manufacture / packaging of
milk products.
y Decide on the prices of milk & milk products to be paid to Milk Unions.
y Decide on the products to be manufactured at various Milk Unions (product-mix) and
capacity required for the same.
y Conduct long-term Milk Production, Procurement & Processing as well as Marketing
y Arranging Finance for the Milk Unions and providing them technical know-how.
y Designing & Providing training on Cooperative Development, Technical & Marketing
y Conflict Resolution & keeping the entire structure intact.

WE move to the year 2008. The dairy industry in India and particularly in the State of Gujarat
looks very different. India for one has emerged as the largest milk producing country in the
World. Gujarat has emerged as the most successful State in terms of milk and milk product
production through its cooperative dairy movement. The Kaira District Cooperative Milk
Producers¶ Union Limited, Anand has become the focal point of dairy development in the entire
region and AMUL has emerged as one of the most recognized brands in India, ahead of many
international brands.

Today, we have around 176 cooperative dairy Unions formed by 1,25,000 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 or a Nandini in Karnataka. This entire 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 kgs. Of milk per
day and pay an aggregate amount of more than Rs.125 billion to the milk producers in a year.

 | '   

The effects of Operation Flood Programme are more appraised by the World Bank in its recent
evaluation report. It has been proved that an investment of Rs. 20 billion over 20 years under
Operation Flood Programme in 70s & 80s has contributed in increase of India¶s milk production
by 40 Million Metric Tonne (MMT) i.e. from about 20 MMT in pre- Operation Flood period to
more than 60 MMT at the end of Operation flood Programme. Thus, an incremental return of Rs.
400 billion annually have been generated by an investment of Rs. 20 billion over a period of 20
years. This has been the most beneficial project funded by the World Bank anywhere in the
World. One can continue to see the effect of these efforts as India¶s milk production continues to
increase and now stands at 90 MMT. Despite this fourfold increase in milk production, there has
not been drop in the prices of milk during the period and has continued to grow.

Due to this movement, the country¶s milk production tripled between the years 1971 to 1996.
Similarly, the per capita milk consumption doubled from 111 gms per day in 1973 to 222 gms
per day in 2000. Thus, these cooperatives have not just been instrumental in economic
development of the rural society of India but it also has provided vital ingredient for improving
health & nutritional requirement of the Indian society. Very few industries of India have such
parallels of development encompassing such a large population.

These dairy cooperatives have been responsible in uplifting the social & economic status of the
women folk in particular as women are basically involved in dairying while the men are busy

With their agriculture. This has also provided a definite source of income to the women leading
to their economic emancipation.

The three-tier µAmul Model¶ has been instrumental in bringing about the White Revolution in the
country. As per the assessment report of the World Bank on the Impact of Dairy Development in
India, the µAnand Pattern¶ has demonstrated the following benefits:

y The role of dairying in poverty reduction

y The fact that rural development involves more than agricultural production
y The value of national µownership¶ in development
y The beneficial effects of higher incomes in relieving the worst aspects of poverty
y The capacity of dairying to create jobs
y The capacity of dairying to benefit the poor at low cost
y The importance of commercial approach to development
y The capacity of single-commodity projects to have multi-dimensional impacts
y The importance of getting government out of commercial enterprises
y The importance of market failure in agriculture
y The power & problems of participatory organisations
y The importance of policy


#     #  

1. The phenomenal growth of milk production in India ± from 20 million MT to 100 million
MT in a span of just 40 years - has been made possible only because of the dairy
cooperative movement. This has propelled India to emerge as the largest milk producing
country in the World today.
2. The dairy cooperative movement has also encouraged Indian dairy farmers to keep more
animals, which has resulted in the 500 million cattle & buffalo population in the country -
the largest in the World.
3. The dairy cooperative movement has garnered a large base of milk producers, with their
membership today boasting of more than 13 million member families.
4. The dairy cooperative movement has spread across the length and breadth of the country,
covering more than 125,000 villages of 180 Districts in 22 States.
5. The dairy cooperatives have been able to maintain democratic structure at least at the
grass-root level with the management committee of the village level unit elected from
among the members in majority of the villages.
6. The dairy cooperatives have also been instrumental in bridging the social divide of caste,
creed, race, religion & language at the villages, by offering open and voluntary
7. The dairy cooperatives have been successfully propagating the concepts of scientific
animal husbandry & efficiency of operations, which has resulted in low cost of
production & processing of milk.
8. The movement has been successful because of a well-developed procurement system &
supportive federal structures at District & State levels.

9. Dairy Cooperatives have always been proactive in building large processing capacities,
which has further propelled growth of milk production.
10. The dairy cooperatives are among those few institutions in India, which still cherish a
strong Cooperative identity, values and purpose. They still boast of idealism & good will
of members and employees.
11. The dairy cooperatives have removed the poor farmers of India from the shackles of
agents & middlemen and provided an assured market for their produce. As these are the
institutions run by farmers themselves, it has also resulted in fair returns to the members
for their produce
12. Dairy cooperatives have been able to create a market perception of honesty &
transparency with their clean management


y 2.8 million milk producer member families

y 13,759 village societies
y 13 District Unions
y 8.5 million liters of milk procured per day
y Rs. 150 million disbursed in cash daily
y GCMMF is the largest cooperative business of small producers with an annual turnover
of Rs. 53 billion
y The Govt. of India has honored Amul with the ³Best of all categories Rajiv Gandhi
National Quality Award´.
y Largest milk handling capacity in Asia

y Largest Cold Chain Network
y 48 Sales offices, 3000 Wholesale Distributors, 5 lakh retail outlets
y Export to 37 countries worth Rs. 150 crores
y Winner of APEDA award for nine consecutive years


GCMMF (AMUL) has the largest distribution network for any FMCG company. It has nearly 50
sales offices spread all over the country, more than 3,000 wholesale dealers and more than
5,00,000 retailers.

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

In September 2007, Amul emerged as the leading Indian brand according to a survey by
Synovate to find out Asia's top 1000 Brands



An Amul butter ad on Pakistan's Kargil War fiasco. The image shows the "Amul baby" in
between George Fernandes and Atal Behari Vajpayee.

Its advertising has also started using tongue-in-cheek sketches starring the Amul baby
commenting jovially on the latest news or current events. The pun in her words has been popular.
Amul outdoor advertising uses billboards, with a humorous take on current events and is updated
frequently. The Amul ads are one of the longest running ads based on a theme, now vying for the
Guinness records for being the longest running ad campaign ever with Smokey Bear. Sylvester
da Cunha was the managing director of the advertising agency, ASP, that created, in 1967, the


The success of Amul resulted in similar organizations being setup by state governments
throughout India, most of which had reasonable success. Examples are Milma in Kerala, Vijaya
in Andhra Pradesh, Aavin in Tamil Nadu, K.M.F (Nandini) in Karnataka, Sudha in Bihar, Omfed

in Orissa, saras in Rajasthan, Parag in Uttar Pradesh, Verka in Punjab, Aanchal in uttaranchal,
Vita in Haryana and others.

Other co-operative rivals of Amul include National Dairy Development Board (NDDB) (with its
‘  and
 brands). With Amul entering the sports drink market, its rivals now
include Coca Cola and PepsiCo

The establishment of Amul is also known as White
Revolution. The White Revolution of India inspired the notable Indian filmmaker Shyam
Benegal to base his film Manthan (1976) on it. The film starred Smita Patil, Girish Karnad,
Naseeruddin Shah and Amrish Puri. The film itself was financed by over five lakh rural farmers
in Gujarat who contributed Rs 2 each to the film budget. Upon its release, these same farmers
went in truckloads to watch 'their' film, making it a commercial success.[10][11], the film was
chosen for the 1977 National Film Award for Best Feature Film in Hindi. The Amul success
story is taken up as a case study in marketing in many premier management institutes across the

The White Revolution ushered an era of plenty from a measly amount of milk production and
distribution. Aside from the great measurable success that this project was, it also demonstrated
the power of "collective might". A small set of poor farmers of Kheda district in Gujarat had the
vision and foresight to act in a way that was good for the society and not for the self-alone.


Since 1967 Amul products' mascot has been the very recognisable "Amul baby" (a chubby butter
girl usually dressed in polka dotted dress) showing up on hoardings and product wrappers with
the equally recognisable tagline      .The mascot was first used for

Amul butter. However, in recent years in a second wave of ad campaign for Amul products, she
has also been used for other product like ghee and milk.


‘    ‘ is made from Milk and Milk products, Sugar, Stabilizers & Emulsifiers.


y Milk Fat 13.5% to 14.5%

y Total Solids 40% to 41%
y Sugar 15% Approx.
y Acidity 0.17% to 0.19%
y Protein 3.9% to 4.1%

Food Energy Value

Calories per 100 ml -196.7 kcal


Vanila, Strawberry, Pineapple, Orange, Rose, Mango, Chocolate, Honey-Dew-Melon, Tutti

Frutti, Litchi, Kesar Pista, Kaju Draksh, Butterscotch, Chocochips, Rajbhog and Cashew Break.


50 ml cup, 100 ml cup, 500 ml pack,1 litre pack, 4 litre pack, Chocobar, Ice candies, Cones and

Special Features:

Various varities of Ice Cream can be made from the basic mix by addition of required amount of
permissible colours and flavours. Dry fruits and nuts would be used for making premium varities
of Ice Cream.

Product Specificationÿ

Product meets BIS specification.



y Amul Butter
y Amul Lite Low Fat Breadspread
y Amul Cooking Butter


y Amul Pasteurized Processed Cheddar Cheese

y Amul Processed Cheese Spread
y Amul Pizza (Mozarella) Cheese
y Amul Shredded Pizza Cheese
y Amul Emmental Cheese
y Amul Gouda Cheese
y Amul Malai Paneer (cottage cheese)
y Utterly Delicious Pizza


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

y Amul Amrakhand
y Amul Mithaee Gulabjamuns
y Amul Mithaee Gulabjamun Mix
y Amul Mithaee Kulfi Mix
y Avsar Ladoos



y Amul Shakti 3% fat Milk

y Amul Taaza 1.5% fat Milk
y Amul Gold 4.5% fat Milk
y Amul Lite Slim-n-Trim Milk 0% fat milk
y Amul Shakti Toned Milk
y Amul Fresh Cream
y Amul Snowcap Softy Mix

y Amul Pure Ghee

y Sagar Pure Ghee
y Amul Cow Ghee


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

y Amul Infant Milk Formula 2 ( 6 months above)
y Amulspray Infant Milk Food


y Amul Full Cream Milk Powder

y Amulya Dairy Whitener
y Sagar Skimmed Milk Powder
y Sagar Tea and Coffee Whitener


y Amul Mithaimate Sweetened Condensed Milk


y Amul Taaza Toned Milk 3% fat

y Amul Gold Full Cream Milk 6% fat
y Amul Shakti Standardised Milk 4.5% fat
y Amul Slim & Trim Double Toned Milk 1.5% fat
y Amul Saathi Skimmed Milk 0% fat
y Amul Cow Milk

y §ogi Sweetened Flavoured Dahi (Dessert)

y Amul Masti Dahi (fresh curd)
y Amul Masti Spiced Butter Milk
y Amul Lassee


y     (Butterscotch, Rajbhog, Malai Kulfi)

y   ‘    (Kaju Draksh, Kesar Pista Royale, Fruit Bonanza, Roasted
y    (Alphanso Mango, Fresh Litchi, Shahi Anjir, Fresh Strawberry, Black
Currant, Santra Mantra, Fresh Pineapple)
y    (Mango, Black Currant, Sundae Magic, Double Sundae)
y  (Chocobar, Dollies, Frostik, Ice Candies, Tricone, Chococrunch,
Megabite, Cassatta)
y (Vanila, Strawberry, Chocolate, Chocochips, Cake Magic)


y Amul Milk Chocolate

y Amul Fruit & Nut Chocolate


y Nutramul Malted Milk Food


y Amul Kool Flavoured Milk (Mango, Strawberry, Saffron, Cardamom, Rose, Chocolate)
y Amul Kool Cafe
y Amul Kool Koko
y Amul Kool Millk Shaake (Mango, Strawberry, Badam, Banana)


% Õ 

y Amul Shakti White Milk Food

%& #   

Before doing any type of research there is always an objective and motive. We all know
Globalization has affected today¶s every market. There are so many domestic and multinational
companies are growing up rapidly and every company are battling to each other for capturing the
large share of Market. In the Market there have cut throat competition. Survival is being the core
concept of the companies.

A company must know the strategy of the competitors because it directly affects the company.
Therefore, there is need for a company to judge his rival¶s market potential market share and
selling strategies.

The main objectives of the project are as


> To know awareness of people towards Amul Ice cream.

> To know in which segment ice cream are mostly like/preferred.
> To know which advertisement tool is mostly preferred by people.
> To know the preference of Amul ice cream with comparison to other competitive

> To know the factors, which affects consumer,¶s buying behaviour to purchase ice
> Create awareness about the different variety of Amul ice cream.
> To collect the detailed data by filling up the questionnaire from the different outlets
of Amul ice cream or parlors

> To collect the detailed data with respect to AMUL Outlets

> Understanding the 4 P¶s (Product, Price, Place, Promotion) of marketing in relation to
Amul ice cream.
> To study the various strategy of Amul company used to increase the penetration of ice
cream in various markets.
> To know the awareness level & perception of retailers regarding Amul ice cream.
> To study the penetration of Amul ice cream in various markets.
> Markets in which Amul have large sale and the area where it does not able to establish
its market.
> Factors influencing the retailer buying behavior.

> Expectations of retailers from Amul ice cream.

> Response of the retailer regarding Amul ice cream.

> Emerging trend in the ice cream market.

> What do retailers look before keeping Amul ice cream in their shop?

> Ascertain growth opportunities as well as threats.


Before making an implementation of any plan for achieving some pre-determined goal, strategy
formulation is very much important. So Amul has conducted a research work in order to keep
every information of every market segment and they use this information optimally to fulfill their



ƒ º 
ƒ º 
ƒ º

In this strategy study of time period is done i.e. in which planning is made by the
company of their action, which they intended to take in the whole of the calendar year.
Whatever they will do is pre determined by the company and for that, they prepare a

In this place is decided by the company where they will implement their plans. In noida
there are number of sectors, which have different market condition and each market have
different demand for the Amul so in order to increase the demand and sales of the Amul
Company the company have to implement their strategies at the right time to make it
effective. Suppose in the off-season time company could introduce certain offers to

attract the customers or could advertise in such a way that it appeals to customers and
demand of the ice cream not fluctuate much.

In this, how the company could attain the above plan is decided in this strategy. In this
the company evaluates techniques in order to achieve the above plans.




Market of sector 11 & 12 is widespread .There are many shops and the population in this sector
are in huge thus the prospects of the business is not any problem for the company. Here the
buying power of the consumer is good they can afford to purchase any variety of ice cream of
any range. Here there are various residential colonies in this sector who can become the
consumer of the Amul Company and they can be tapped to increase the sale of the company. In
this market one more advantage is that penetration of other brand is also not much thus
competition is not so high, so the Amul can be easily be penetrated in this market.

Retailers PERCEPTION regarding amul

Retailer¶s perception regarding Amul is good, positive & friendly. They take Amul ice cream in
positive way but one more thing is that, they also not have any bad or negative image regarding
other brand also. They think that whatever ice cream they may keep would be sold because
according to them consumers there prefer only ice cream they don¶t have anything to do with its
brand. Also by conversing with one of the retailer it was


Penetration of Amul ice cream is not so high even we can say that Amul have lot to do in this
market. There is one scooping parlor in sector 11. Other player, which operates in this market, is
cream bell, Mother dairy but there penetration is also not so high.



1) First problem in this sector is of electricity supply they fear if the ice cream melts due to
long power cut of more than 8 hrs then who will compensate them there losses.
2) They also not eager to invest 15000 or 20000 for the freezer, which they are getting only
a mere security of 5000 by other company like cream bell
3) Also there also many customers who want to keep the Amul ice cream but they set back
due no provision for installments in the purchase of the freezer.
4) Some customers used to keep Amul in the past but they have suffer the loss due to
melting of ice cream so they not prefer to do business in this field
5) Sometimes the supply of the stock is also not regular.


After having the closer survey in the market and the understanding and the knowledge,
which I have gained, I can suggest that ±

1) If there is any provision of installments to purchase freezer then many customer

can be attracted to keep Amul ice cream because many customer are not able to
invest huge amount of 15,000 ± 20,000 at a time.
2) Market in this sector is not exploited much by any other competitors so, it¶s the
favorable opportunity for the company to initiate and take the lead and capture
the market by giving some relaxations to the customer.
3) As there are various colonies in this sector, thus pushcarts can also be introduced
in this sector to increase the penetration.



The market of sector 29 & 30 is also very lucrative, as it has lots of shop thus place is not
a problem and regarding the prospects it also have lots of buyers, as this place have
various residential areas. The placement of the market is also in very good location where
every residing people can access the market. Every people have the capacity to buy the
quality ice cream of various price ranges. There are three markets in this sector which
serves the customer.

Retailers PERCEPTION regarding amul

Retailer perception regarding Amul is very good. They have a positive point of view
regarding Amul. They have a knowledge and familiarity regarding Amul taste and quality.
Customer there also have liking for Amul ice cream. In this sector, there is no market of Amul
ice cream but people of this area have a good knowledge regarding this brand. In this area, there
is no such market of Amul ice cream and other players also not able to cater this area, due to
some governmental hindrance but retailer wants to deal with Amul ice cream. As they know that,
it will prove profitable to them.


Penetration of Amul ice cream is not so deep or we can say there is no such penetration of this
brand. Beside this no other players also not able to do business in this area. There a some juice
shops which use ice cream to serve their customers as a toppings in there juice. For this, they use
that ice cream which is cheap for them such as cream bell. There are various reasons why the
Penetration of Amul ice cream is no high.



1. The first problem in this area is of space. There is very limited space in the shop so there
is hardly any apace to keep the deep freezer. The shops have already occupied with the
freezer of the cold drinks.
2. Second problem, which have come to see, is that, the government regulation, which does
not, allows any shopkeeper to keep anything outside the shop. So due to this they are not
eager to keep the deep freezer as there is also not any space in the shop also.
3. Another problem that is other player is catering by introducing their pushcarts in this


The suggestion that I would like to give regarding this area is as follows:-

1. As the space is the problem for the shopkeepers in this area, thus we can motivate
to keep the deep freezer by making them aware about space management. By
doing this there negativity regarding the shortage of the space can be wiped
2. Penetration can also be increased in this area by motivating them by showing the
margin they will get by dealing with Amul Company.



The market in this sector is very lucrative as there is neither problem of space nor any MCD
rules, which act as hindrance for the company. There are also three markets in this sector and this
area has residential colonies. In this market other players like cream bell, mother dairy serves the
people of this area. Here the sales of mother dairy is very good it has captured the market very

well, but repo of Amul ice cream is also very good, as many of the retailer showing their
willingness to keep Amul ice cream. Out of three market one market sells mother dairy and other
sells cream bell but third market does not sells any ice cream so its chance for the company to
cater this market. The standard of the people in this area is also very good, so the company will
get good customer base for their product.

Retailers PERCEPTION regarding amul

Retailer in this area regards Amul as a good and reliable brand in ice cream. But they have

Disapproval on one point that is that they don¶t want to buy the freezer by investing a 15000

to 20000 at a time. They are searching for any security or installment options so that they can

take the freezer. They also have the same opinion as the retailer of sector 11 & 12 that customer

does not see the brand, they only want to have ice cream whatever the brand may be, retailer also

say that whatever brand they may keep will have sales, so they prefer brand like cream bell,

mother dairy which provide deep freezer at security basis with amount of Rs5000.


Penetration of amul ice cream is not there in this sector as there are three market in this sector

But non of the market sells the Amul ice cream. The other player which operate in this area is

mother dairy and cream bell which serves two market but third market does not sells any ice

cream, so it¶s a opportunity for the company to establish its market in this market.



(  this sector one of the salesman of Amul has once visited ever green sweets six
months back and convinced to provide him the deep freezer at the security of Rs 7000
but after that there was not further any contact maintained with the retailer thus there a
problem of communication gap.
! Another problem that came to see is that of power cut, here power cut is of up to 5 to 6
hrs and sometimes power does not remain for a day also that¶s why they are not very
inclined to enter in this business as they think it would be risky for them.
) Strong base of competitors in that area.
* One or two retailers have earlier done ice cream business and suffered loss that is why
they are little bit anxious regarding this business.



1. Salesperson should maintain communication with the retailers and should make regular
2. Here also the demand of the retailer is to provide the deep freezer in security or in
installment basis, as compare to other player we company have to take a stand in this
respect due to demand of the retailer.
3. Company should do some sort of campaign in order to wipe out the negativities relating
to the ice cream business.
4. Those who are making profits with the ice cream business should be introduced with the
loss making retailers in order to boost confidence in them.



Market of this sector is very dense and wide there are lots of shops of various variety like
clothing, furniture, home appliances, consumer durables, confectionary shops there were
also many restaurants, and in sector 18 there is a big shopping mall called ³Great India
place´. Buyers in this area are very huge this place is always crowded as many people
come here for shopping. Here player like nirulla, baskin robins, mother dairy, operate in
this market. Market of this area is very sophisticated. In sector 18 there is also a Amul
ice cream parlor which does not have much sales.

Retailers PERCEPTION regarding amul

Retailer in this area has preference over nirulla, mother dairy because of their quality. Regarding
Amul they have positive outlook they take it as a quality brand. But Amul in that area does not
able to penetrate the market to that extent which it can do. Retailer their wants some sort of
discount or other incentives from the company to install the Amul deep freezer as they think
there are many other good ice cream brand which they can opt, so they wants some special
treatment from the company.


There is not such penetration of Amul ice cream. There other players like mother dairy, nirulla,
baskins robins, kwality walls acting in the market. Amul has a scooping parlor in sector
18. There are many other brands in this market, thus competition in this market is very


The problems in this area are:

1. Many competitors are there who are doing good business.

2. Electricity breakdown in sector 27,which makes the retailer anxious towards this
3. As there is stiff, competition in this area that is why some retailers are demanding some
special offer from the company otherwise they are not willing

4. Here price of the ice cream is not the problem but the price of the deep freezer is some
way creating a problem for the retailers in dealing with the company


1. Company should do some aggressive marketing by their salespersons in this area

in order to make an impression upon the retailers and to convert them towards
Amul brand.
2. As in that area competition is very stiff thus to penetrate in the area Amul have to
represent in some different manner, in order to satisfy the demand of the area.

Consumer level of acceptance toward
Amul ice cream




a 2 LOW


From the above chart we can say that the consumer¶s level of acceptance towards

AMUL ice cream is very high, their percentage more than 45%.


Does the packing of the ice cream

influence customer to purchase it ?




es [ 



Purchasing frequency

.  +   -

DAIL§ 17





The frequency of ice cream differ a lot where 17% respondents buy it daily, 22% weekly, 13%
fortnightly, and there is a Hugh chunk of people who buy ice cream occasionally.

Which ice cream flavor do you like?



Õ   % 30

 /Õ+ 06

% 04

¬ ¬¬



FMCG Sector

The Indian FMCG sector is the fourth largest in the economy and has a market size of US$13.1
billion. Well-established distribution networks, as well as intense competition between the
organized and unorganized segments are the characteristics of this sector. FMCG in India has a
strong and competitive MNC presence across the entire value chain. It has been predicted that
the FMCG market will reach to US$ 33.4 billion in 2015 from US $ billion 11.6 in 2003. The
middle class and the rural segments of the Indian population are the most promising market for
FMCG, and give brand makers the opportunity to convert them to branded products. Most of the
product categories like jams, toothpaste, skin care, shampoos, etc, in India, have low per capita
consumption as well as low penetration level, but the potential for growth is huge.

The Indian Economy is surging ahead by leaps and bounds, keeping pace with rapid
urbanization, increased literacy levels, and rising per capita income. The big firms are growing
bigger and minor companies are catching up as well. According to the study conducted by AC
Nielsen, MNCs, and the balance by Indian companies own 62 of the top 100 brands. Fifteen
companies own these 62 brands, and Hindustan Lever owns 27 of these. Pepsi is at number three
followed by Thums Up. Britannia takes the fifth place, followed by Colgate (6), Nirma (7),
Coca-Cola (8) and Parle (9). The soft drink and cigarette companies have always shied these
figures away from revealing. Personal care, cigarettes, and soft drinks are the three biggest
categories in FMCG. Between them, they account for 35 of the top 100 brands

„ „


( Hindustan Unilever Ltd.

! ITC (Indian Tobacco Company)

) Nestlé India


0 Dabur India

, Asian Paints (India)

1 Cadbury India

# Britannia Industries

$ Procter & Gamble Hygiene and Health Care

(" Marico Industries


The finding of the Research was:

From the research I found that in noida there are about 14 APO µS, and many shops who deals with
Amul ice cream prcts.

There are 14 APO¶S (AMUL Preferred Outlets) in noida which are the exclusive AMUL outlets,
they sell only AMUL products.

* The prices of AMUL ice cream is as par with other ice cream brands
* The outlets order processing from distributor or company is done by phone or
* Salesperson who use to visit distributors office and APO¶S.The APO¶S & A class
outlets have their separate D/F for AMUL ice cream/product.
* The logistic involved for making products available to the final customers are
tempos or trucks depend upon the order by distributor.
* The company has launched their ice cream quarterly.
* The consumer level of acceptance towards AMUL ice cream/product is very high.
* The APO¶S & A class outlets did not face any difficulty / problem about supply
of materials provided by the company.
* As I found that the main product of Amul is Milk and company firstly wants to

* Maximum market share in milk market which is approx. 66%, after it Amul is
concentrating upon butter & cheese which has market share of approx. 88%, so it is not
concentrating upon ice cream.
There is lake of Sales Promotional Activities i.e., extra weight, quiz contest etc.
When I interviewed people, I found that many people are not able to recall Amul ice cream
advertisement. It shows lack of sales promotion activities.
* Mother Dairy is main competitor and strategically better performer then Amul.I find the main
thing is that ³Amul´ brand name has very good image in consumer¶s mind and they
consider it as Pure & Good Product.
* People who have tasted Amul Icecream are not ready to purchase the same again because
of improper availability
* The 4 p¶s of Amul ice cream is optimally utilized, first P (PRODUCT) which is not a
problem. Ice cream have good demand in the market, second P (PRICE) is also have a strong
position with respect to other brand in the market, as the price of the Amul ice cream is not
so high as compare to other brand, third P (PLACE), placement of Amul ice cream is good
but in some place it to be placed further, forth P (PROMOTION) Amul ice cream is well
promoted in this region as everybody knows about Amul ice cream.
* Sale of Amul and Mother Diary is more stronger in the market.
* Area where Amul need to work is sector 11, 12, 34, 70, 71, 61,
* Amul can make its hold in the market more strongly if it provides deep freeze in installment
basis or give the freezer on credit basis.

> Some retailer of Amul are shifting towards those brand which pr ie freezer 
secrit basis like cream bell, mther air, kwalit walls.

> Every company stretching their muscles to sustain in the market by providing various
schemes to the retailer like providing freezer at a security of nominal amount of 5000
only and giving the maintenance free for the period of 5 years.

> Other company also using the pushcarts to penetrate in the market and to increase
their sales in every markets but in that comparison Amul do not have that amount of
penetration in the market through pushcarts.

> Awareness of Amul ice cream is very high in every mind of retailer and consumer.
There perception relating to this product is very positive, the first thing which comes
to the mind of the retailer regarding Amul is ³quality product´.

> Buying behavior of the retailer is depending upon the price which they paying for
installing the deep freezer.

> Now a days the trend which is emerging in the ice cream industry is that the various
type of varieties and in way of packaging the ice cream is been presented to the

> The growth opportunity of Amul ice cream is very good but it have to very careful by
their competitors who are constantly applying various strategies to sustain in the
market betting its opponent.

> The  of Amul ice cream is that its quality, good taste, its reasonable price,
size of the ice cream is also very good.


As we know that Amul is very big organization and market leader in dairy products. It has
maximum market share in Milk, Butter and Cheese, which are its main/core products. As we
know, Amul is a co-operative organization but ice cream industry is a profitable industry we
can¶t ignore it. With the help of research, company can find out its week points in ice cream
product and can increase its market share through rectify mistakes. People have believed in
Amul¶s product and they will accept its ice cream if effective actions were taken.

„ „ 

Amul must come up with new promotional activities such that people become aware about

Amul Prolife Sugar free ice cream

Quality is the dominating aspect which influences consumer to purchase Amul product, but

Prompt availability of icecream and aggressive promotional activities by others influences

the consumer towards them and also leads to increase sales.

In comparison to Amul ice cream, the other players such as Kwality

Walls, Mother Dairy, and Vadilal provide a better availability and give competition to the


People are mostly satisfied with the overall quality of Amul ice cream, but

for the existence in the local market Amul must use aggressive selling techniques.

( %)* + )*&&))  +,-.) ((- &(%, &+/0 /% ,,) + +-  %+,*&
+0+ , 0 + %+,*&0- 1* )+  (,) + & )%0& 2+% 2( &(++&
,0&/) , /+% ,1- +2%,) +%/+ ,3






Regarding advertisement, distribution, promotional policies, etc, are hereby suggested: In order
to maintain and increase the sales in the city of NOIDA, the following recommendations
regarding Amul ice cream; particularly

First and foremost Amul should take proper action in order to improve service, because

although being on a top slot in Butter and milk supplies it does not get the sales in ice cream,

which it should get.

Company should use brand ambassador which attracts each age segment i.e. Saniya Mirza,

Shaktimaan, Amitabh Bacchan, Superman, Krrish, Jadoo etc.

Amul should give local advertisements apart from the advertisements given at the national

level. Local advertisement must mention the exclusive Amul shops of the city.

Company should launch ice cream in new attractive packing to change

image of Amul ice cream in consumers mind.

Company should introduce sales promotion schemes like free weight, cutting knife, contest,

free gifts etc.

Company should launch icecream in new flavors like ±

€ ‘  
€ | 


€ V 
€ m 
€ Õ   
€ ‘  
* The Company needs to improve their packaging material quality. Packaging is one of the
main areas of disagreement with the ice cream because the packaging of the ice cream
creates problem with caring and forwarding
* Company should have to open more APO¶S & A class outlets because total number of outlets
in noida is very less.


; Conduct some program which will encourage and build up the enthusiasm in
the company employee.
; It should provide regular and update market information.
; All the variety of product should be available to distributor.



As there were certain constraints under which the project have been done 

> Limited time available for interviewing the respondents. As a result of this it was
not possible to gather full information about the respondents.
> When I interviewed children and teenagers, sometimes they use to give answers
under the influence of their parents or elders.
> As summer training is going under summer season so sometimes people are less
interested in filling up questionnaire.
> Non-cooperative approach and rude behavior of the respondents.
> If the respondents answer does not falls between amongst the options given then it
will turn-up to be a biased answer. Some time outlets and parlours owner did not
give proper knowledge and time about my queries.
> There might have been tendencies among the respondents to amplify or filter their
responses under the testing conditions.
> Since the study, involved sampling method, µDrop in¶ or µGo through¶ error might
have crept in.
> Market was too volatile during the period of research .




MANAGEMENT, GHAZIABAD conducting a survey on i   

   ‘    ´ ice cream.



•(2 What kind of Ice cream do you eat?



•!2 Who uses Amul ice cream in your family?





•)2 What Ice cream flavour do you like?





•*2 By which media you prefer to watch advertisements.





Others (Mention)

•02 What factors effects you in a advertisement?

Brand ambassador_______


Comedy _______


Others (Mention)_______

•,2 Have you ever tasted Amul Prolife ice cream ?



•12 Can you recall Amul ice cream advertisement?



[8] What is the frequency of purchasing ice cream?

Daily ______

Weekly _______



[9] How do you scale Amul ice cream?


 E S G S E §

[10] Which company ice cream do you like most?

AMUL ____________

KWALIT§ WALLS____________

VADILAL ____________

MOTHER DAIR§ ____________

OTHERS ____________


[11] Why do you prefer Amul ice cream?




[12] Have you got any complain about Amul ice cream regarding :-

Ta s t e -

Packaging -

Rates ±


AGE: ___________





45 and above


U  F   

  P     DG  

[1] Do you sell Amul ice cream?

§es _________

No _________


Mother Dairy ______

Kwality walls ______

Vadilal ______

Nirulla ______

Baskin robbins _______

Rollics ________


a) Quality Factor
b) Service Factor
c) Brand Factor
d) Price factor
e) Freezer factor

f) Lack of availability of stocks

g) Delivery problem
h) Due to low demand of Amul ice cream

Then which brand has high demand ___________
i) Got any kind of bad behavior from company


a) Below 6 months _______
b) 6-12 months _______
c) More than one year _____

[2] What changes do you think should be done in Amul ice cream to make it much better?




[3] What thing do you like about amul?



[4] Would you like to deal with Amul ice cream in future also?

§es _____

No _____

And why?





_______________________ SIGNATURE 




1) Philip Kotler, Marketing management, (9nd edition), pp- 36,78, 130,540

2) M.S. Agarwal, Marketing Strategy, (2nd edition),pp- 68, 71, 80

3) Duncan, Principle Of Advertising And IMC, (2ndedition), pp-16, 60

4) Satish K Batra , Consumer Behavior, (1nd edition), pp- 29, 131

5) Thomos L Wheelen, Strategic Mgmt And Business Policy, (9th edition),

pp- 151, 154, 127

6) Rajan saxsena ,Marketing Strategy,(3rd edition), pp- 13

7) Arun Kumar, Marketing in Action,(4th edition), pp- 23, 45

8) S. Raju, Consumer Behavior, (2nd edition), pp- 38, 95

9) Various sites


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