PROJECT REPORT

PARLE PRODUCTS PVT.LTD.

RANBIRRAJSINH RATHOD PGDM (German) 1st Year.

DECLARATION

I,Ranbi ajsinh Rathod, am a student of BA og am in C RIST UNIV RSITY BANGAL RE. I am declaring that information I have given in this project report is not copied from anywhere. I mentioned what I learned during my 15 days training in PARLE PRODUCTS PVT. LTD.Bhuj.

Your Faith Fully,

Ranbirrajsinh Rathod
Date: Place:

1|Page

CERTIFICATE

This is certifying that Mr.Ranbirrajsinh Rathod, student of MBA Program of Christ University Bangalore, has satisfactorily completed his 15 Days Training and Project Report on Parle ProductsPvt. Ltd.

Mr. Sanjay Taunk HRM

Mr. D.K. Pundir Plant Head

2|Page

ACKNOWLADGEMENT
Practical training teaches lots of things which books cant. And getting training in well-known organization like Parle was a golden opportunity for me. For this I am heartily thankful to many persons. First of all I want to thank Mr. D.K. Pundir sir to give me this golden opportunityby allowing me as a trainee in Parle Bhuj. I am heartily thankful to Mr. Sanjay Taunk for trusting me and accept me as a trainee. I am thankful to Mr. Vipul Bhatt, Miss. BhavnaBhadkaand Mr. VirenGor for teaching me many things about an organization. Thanks to my collage to assign me on this kind of project from where I learn many things before studying MBA Books, and heartily thank to Prof. Aswini for guiding me during my Project Preparation. Finally, I want to thank to entire staff of Parle for accepting me as a trainee and give me support as their colleague, and my family for support me before and during my training period.

3|Page

INDEX

           

Introduction of Organization Products of the Company Marketing Style of Company Organization Structure Functions of various Departments System Followed for Purchasing 5S Workplace Management HACCP SWOT Analysis of Parle Significant Factors of Success Views Of MBA Employees Conclusion

4|Page

INTORDUCTION OF ORGANIZATION

Parle Products Pvt. Ltd.is a FMCG (Fast moving Consumer Goods) Industry. The fast moving consumer goods are those consumables which are normally consumed by consumer at a regular interval. Parle Products Pvt. Ltd. was established in 1929by MohanlalDayalsingh.DuringBritish rule in India.A small factory was set up in the suburbs named Vile Parle of Mumbai, to manufacture sweets and toffees. A decade later in 1939 it was upgraded to manufacture biscuits as well. Parle Glucose(Parle-G and Parle Monaco were the first brad introduced as a biscuit products. Since then, the Parle name has grown in all directions, won international fame and has been sweetening people's lives all over India and abroad. Its Head office is based in Mumbai, it been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Parle G is the worlds largest sellingbiscuit. Its reach spans even to the remotest villages of India. Many of the Parle products - biscuits or confectioneries, are market leaders in their category and
5|Page

have won acclaim at the Monde Selection, since 1971. With a 65% share of the total biscuit market and a 15% share of the total confectionerymarket in India, Parle has grown to become a multi-million dollar company. They have recently entered the snacks market. Apart from the factories in Mumbai and Bangalore Parle also have factories in Bahadurgarh in Haryana and Neemrana in Rajasthan, which are the largest biscuit and confectionery plants in the country. Additionally, Parle Products also has 8manufacturing units and 70 manufacturing units on contract. About Bhuj Plant: The earth quack of 26th January 2001 had shot up Bhuj badly. For redevelopment of Bhuj, it was desirable to invite big industries to generate industrial development and possibilities of employment. In order to attract big companies, government had given tax-relaxation to the industries for seven years, who wanted to establish their units in Kutch. Mr. Amul Chauhan, the director of the Parle Products Pvt. Ltd. had get idea of starting a new manufacturing plant in kutch. This plant was started in 2003. Parle company has 8
6|Page

mother unites of production and this unit is one of them. Parle unit at Bhuj was established in order to avail taxrelaxation in year 2001 with the investment of Rs.50 Cr. and got tax-relaxation for seven years. The tax-relaxation had over in 2009. Present investment of the company is Rs.100Cr. In Bhuj plant there are two major plants. One for glucose biscuit and other common plant for both Monaco and Krack-Jack. Daily 20 to 25 trucks of capacity 9 tone biscuits are dispatched from the unit. Monthly 40 to 50 trucks of printing material are dispatched to Mumbai. Mr. D.K. Pundir is a head of the Plant. This unit is working with approx. 650 to 750 people. In this unit 45 to 50 are staff members and others are team mates. Team mates are divided under Parle and contractors. They are working in three shifts.

7|Page

PRODUCTS OF THE COMPANY

Parle Products Pvt. Ltd.Is a US $ 450 million Organization. It is in the business of manufacturing and marketing of biscuit, confectionaries and snacks. It has state of the art machinery with automatic printing and packing facility. Its biscuit backing oven is largest of its type in Asia. Over the decades, the efforts of Parles Research and Development wing have made the repertoire of its products grow manifold. In biscuits Parle has Glucose, Milk, Sweet and Salted cream, Wafer Cream, Cumin biscuit and Cheese Categories. In confectionaries, Parle has a range of toffees and Hand-boiled candies available in Chocolate, Mint, Cola and Tropical fruit flavors. Some of these are double layered toffees and center filled candies packed in rolls or pillow packs, or have single or double twist wrapping. Almost a ll of Parle Products are market leaders and as recognition of their quality, have won them 111 gold, 26 silver and 4 bronze Monde Selection Medals since 1971 to 2008. Some of the Products of Parle Products Pvt. Ltd. is mentioned category wise below.
8|Page

Bis uit Goodies:

Parle G, Krac jac , Krac jac Cris y Creams, Monaco, Hide and See , Hide and See Milano, Magix, Chox, Monaco Zeera, Goldenarcs, Diges ive Mari, Parle Mari, Milk Shakti, Parle 20-20 Cookies, Parle Creams Flavored, Nimkin, Bournbon Biscuits etc
9|Page

Cool Confectionery:
Melody, Mango Bite, Kaccha Mango Bite, Poppins, Kissmi Toffee, Kissmi Gold, Kissmi Toffee Bar, Orange Candy, XHale, 2 in 1 clair, Golgappa, Mazelo, Melody Softee etc.

Munch on Snacks:
MusstBites, Monaco Bites Cheeslings, Sixer, Sixer Zeera, Jeffs, Must Sticks, Must Chips etc.

10 | P a g e

MARKETING STYLE OF COMPANY

In our country over 70% of the total population live in villages. There are states like U.P, M.P, Bihar, Rajasthan and Orissa where rural population varies from 80 to 90 per cent. Agriculture and agriculture related activities contribute to about 75% of the income in rural areas. Over 6, 31,307 villages, 700 million people a myriad of languages many traditions and a rich culture. A vibrant land with a long History. Rural Indian people are known as much for their warmth as their diversity. The real BHARAT. EXPLORE THE RURAL MARKETS DO NOT EXPLOIT THEM. Till recently, the focus of marketers in India was the urban consumer and by large no specific efforts were made to reach the rural markets. But now it is felt with the tempo of development accelerating in rural India, coupled with
11 | P a g e

increase

in

purchasing power, because

of scientific

agriculture, the changing life style and consumption pattern of villagers with increase in education, social mobility, improved means of transportation and its various satellite channels have exposed rural India to the outside world and hence their outlook to life has changed. Because of all these factors, rural India is attracting more and more marketers. "To be successful in the rural market, rememberthere is no unity in diversity, but act local while thinking global."

Parles efforts to make biscuits affordable to all?

Biscuits were very much a luxury food in India, when Parle began production in 1939. Apart from Glucose and Monaco biscuits, Parle did offer a wide variety of brands. However, during the Second World War, all domestic biscuit production was diverted to assist the Indian soldiers in
12 | P a g e

India and the Far East. Apart from this, the shortage of wheat in thosedays, made Parle decide to concentrate on the more popular brands, so that people could enjoy the price benefits. Thankfully today, there's no dearth of ingredients and the demand for more premium brands is on the rise. That's why; we now have a wide range of biscuits and mouthwatering confectionaries to offer. Be it a big city or a remote village of India, the Parle name symbolizes quality, health and great taste! And yet, this reputation has been built, by constantly innovating and catering to new tastes. This can be seen by the success of new brands, such as, Hide & Seek, or the single twist wrapping of Mango bite. In this way, by concentrating on consumer tastes and preferences and emphasizing Research & Development, the Parle brand grows from strength to strength.

13 | P a g e

Marketing Strength...

The extensive distribution network, built over the years, is a major strength for Parle Products. Parle biscuits & sweets are available to consumers, even in the most remote places and in the smallest of villages with a population of just 500. The Parle marketing philosophy emphasizes catering to the masses. They constantly endeavor at designing products that provide nutrition & fun to the common man. Most Parle offerings are in the low & mid-range price segments. This is based on our cultivated understanding of the Indian consumer psyche. The value-for-money positioning helps generate large sales volumes for the products. Marketing management refers to distribution of the firms product or service to the customers in order to satisfy their needs and to accomplish the firms objectives.

14 | P a g e

Marketing includes developing the product, pricing, distribution, advertisement, and merchandising, doing

personal selling, promoting and directing sales and service to customers.

Developing Marketing Strategies for Parle: a. Determine what the customers needs are and how those needs can be satisfied. b. Select the market that would be served. c. Decide what advantage that will give a competitive edge over other firms.
y Meeting customers needs y Learning customers needs y Conscious about the firms image y Looking for danger signals

15 | P a g e

DISTRIBUTION CHANNEL: -

This shows that Parle s Production units dis atching the biscuits to the well-established agents or agencies They send it further to the Whole seller. Now, the wholes seller and the agents send the biscuits to the small retailers.

16 | P a g e

Places where the Parle Products are available: 1. 2. 3. 4. 5. 6. Kiryana Stores General Stores Tea Shops. Railway Stations. Paan wallas. Place where the cultural programmes of village are being organized, like melas, etc. 7. Mobile traders, etc. I find one very interesting article Produced on September 15th, 2003 in Times News about Parle which I like to share in this report.

17 | P a g e

Parle-G is the world leader in biscuit sales

TIMES NEWS NETWORK [MONDAY, SEPTEMBER 15, 2003 12:26:36 AM] NEW DELHI: In 1929 when Indians were munching crispy imported biscuits shipped in by the British, an Indian set up a small factory in the suburbs of Mumbai to make toffees. A decade later, he started making biscuits without giving a damn to the imported biscuits that were freely available. And six decades later, one of the factorys products has emerged as the worlds single largest brand in any country.

With annual sales volume of 179.9m kg, Prakash Chauhans Parle-G is the world beater in biscuits, followed by Italys Mulino Bianco with 110.3m kg and Americas Control Brand at 108.9m kg.
18 | P a g e

Industry sources said Parle-G sells the most because it is the cheapest biscuit in the branded category. Most Parle offerings, unlike Britannia, are mass brands in the low and mid-range price segments. As it has been around for over 60 years, it has a loyal consumer base. And for most, it is a food supplement rather than an evening snack. In mid-income households, kids averse to dal chawal are often given glucose biscuits to make up for the cereals, said an industry source. But the industry says that even though Parle-G is the highest selling brand, the per capita consumption of biscuits in India is still very low. On an average Indians eat 0.48 kg every year, while Americans eat 4 kg.

But surprisingly, Indians eat over three times more branded biscuits (490m kg) than the Chinese (180.5m kg). Given that both India and China have conventional food habits where traditional snack items like idli, dosa, dhokla,
19 | P a g e

samosa have a fair share, Indian consumers appetite for biscuits is enormous, says Anmol Sherpa, global services coordinator for AC Neilsen India.

According to him, Americans depend on biscuits as they have very few ready-to-eat food items for snacks. They spend $6,897m on 1134.6m kg of biscuits every year, outpacing both India (490m kg valued at $583m) and China (180.5m kg valued at $406.3m).

Besides heritage and price points, distribution is crucial to the success of any consumer goods brand. Even though Kellogs launched Chocos at Rs 5/pack, its distribution strategy was not up to the mark. Parle has 1,500 wholesalers catering to 4, 25,000 retail outlets.

20 | P a g e

Chocos were later taken off the shelves. Biscuits require a mass distribution network and Kellogs had limited itself to the up market outlets with its premium-priced cereals. Parle over the years has built a robust distribution network. For the fast moving consumer goods industry, the packaged biscuit basket has emerged as a winner with all other product lines like soaps, detergents, hair oil, packaged tea biting the dust. The quick, tea-time snack has zoomed into an Rs. 2,500 crore industry clocking 3-4% growth annually.

21 | P a g e

ORGANIZATION STRUCTURE
Organization structure is teamwork of the formal relationship that has been established. The purpose of the structure is to assist in regulating and directing the efforts of an organization so that they are co-ordinate and consistent with organization. Organization structure of the company shows the interrelationship between employer and employee or viceversa. It shows a clear cut line of authority, responsibility and accountability. Among the various types of organization structure Parle has adopted vertical management structure.

22 | P a g e

Director

Unit Head

Dy.

anager

Assistnt

anager

Executive

fficer

Assistant Officer

Worker

23 | P a g e

Chart of Departments

r. D. . Pundir ( anager Operatin)

Acc unts

Engineering

HRD

Purchase

Pr ducti n

IS S

St res

BSR

Acc unts Excise

echenical
Electrical PQS

SR

ixing Rtary
Oven

Fl ur Hendling

anteen edical
Printing

Security

Packing

24 | P a g e

List of HODs No. Name of the Department 1 2 3 4 5 6 7 8 9 10 11 12 13 Accounts Purchase HRD PQS CSR ISMS Engineering Production Printing BSR Q&A Corrugation Stores
25 | P a g e

Name of the HOD Mr. Kailashchand Buraniya Mr. Hitendra Jadeja Mr. Sanjay Taunk Mr. Vipul Bhatt Mr. Viren Gor Mr. Bhusan Maheta Mr. D.A. Khetani Mr. Debangsu Das

Mr. Jitendra Rajgor

Mr. Pramod Chauhan

FUNCTIONOFVARIOUS DEPARTMENTS
General Administration: Many things which cannot categorize in particular department, falls under General Administration. HOD of this department is Mr. D. K. Pundir. Arrangements of, Meetings, Conferences and Training Programs, Mike Alert, Receiving and Dispatching Couriers etc. are the main works of this department. IT Department:
IT department in Parle Products Pvt. Ltd. is mainly deal with its computer network, its security etc. HOD of this department is Mr. Bhusan Maheta. This department solved all kind of computer related problems like, purchasing and design of software to smooth running of company.

26 | P a g e

Accounts Department:
In any Organization, Its accounts department is work as a Heart of it, because it circulates the Finance i.e. Blood in the organization. It plays significance roll in success of organization. HOD of accounts department is Mr. Kailashchand Burania. Following activates are under Accounts department: 1. Bill Passing 2. Excise duty 3. Bank payments 4. Costing 5. Cash payment 6. Record maintain 7. Tex deduction 8. Petty cash

Purchase Department:
Purchase department is covered under administration. This mainly takes care of purchasing of all needed materials for the company.Head of the department of purchase is Ms. Beena Rathod.
27 | P a g e

Mainly, two major purchasing decisions are taken in this department. First is purchasing of raw material, which is taken by Ms. Beena Rathod and second is purchasing of machinery, which is taken by Mr. Hitendrasinh Jadeja.

HRD:
In an organization HRD is a department which manages the human power in the company. Recruitment of new employees and trainees, Payment of salary etc. are the work of this department. HOD of this department is Mr. Sanjay Taunk.

PQS:
PQS is Parle Quality System. Quality is measures in this department on the basis of individual responsibility. The main function of this department is to maintain the quality of each and every aspects of company.

28 | P a g e

System Followed for Purchase of Material

The system followed for material purchasing in Parle is simple and efficient. Steps shown below are follows for the material purchasing:  When employee of any department needs any type of material he asks from the stores.  If its not available in the stores then the particular department has to fill the indent which is in the slip of the demand for the particular product. If the item required capital item, it is called Capex. Here codes have been given to each item, as well as list of approved suppliers for all the items is provided to all unites.  As per this indent purchase department have to purchase the goods after comparing the price of the different quotations of the different companies and quotations having the low rate and good quality will be passed by the operation manager.  Next step after the approval of the quotation is making the purchase order i.e. PO which contains the party

29 | P a g e

name, material code & description, decided rate, date of order, time lad for the supply of the material etc.  The PO is having four copies and having the sign of the manager. From which one will be sent to the supplier along with advance payment if any. Second copy is sent to accounts department. Third is sent to stores and fourth is left with the purchase clerk and filed.  As per PO supplier has to supply the material as per description in PO within a given time leg along with the invoice.  This bill is passed to the accounts department and amount will be tailed. If the amount is as per bill the payment will be made within 7 working days and if there is any difference POs rate and Bill then Performa will be passed and as per the rate of Performa payment will be made.

30 | P a g e

5S WORK PLACE MANAGEMENT

The 5S Process, or simply "5S", is a structured program to systematically achieve total organization, cleanliness, and standardization in the workplace. A well-organized

workplace results in a safer, more efficient, and more productive operation. It boosts the morale of the workers, promoting a sense of pride in their work and ownership of their responsibilities.

"5S" was invented in Japan, and stands for five (5) Japanese words that start with the letter 'S': Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. Table 1 shows what these individual words mean. An equivalent set of five 'S' words in English have likewise been adopted by many, to preserve the "5S" acronym in English usage. These are: Sort, Set (in place), Shine, Standardize, and Sustain. Some purists do not agree with these English words - they argue that these words have lost the essence of the original 5 Japanese words.
31 | P a g e

Definitions of 5S:
Japanese English Term Equivalent Seiri Tidiness Meaning in Japanese Context Throw away all rubbish and unrelated materials in the workplace Set everything in proper place for quick retrieval and storage Clean the workplace; everyone should be a janitor Standardize the way maintaining cleanliness of

Seiton

Orderliness Cleanliness

Seiso

Seiketsu Standardization

Shitsuke Discipline

Practice 'Five S' daily - make it a way of life; this also means 'commitment'

Seiri:
The first step of the "5S" process, seiri, refers to the act of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must notfeel sorry about having to throw away things. The idea is
32 | P a g e

to ensure that everything left in the workplace is related only to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of seiri, simplification of tasks, effective use of space, and careful purchase of items follow.

Seiton:
Seiton, or orderliness, is all about efficiency. This step consists of putting everything in an assigned place so that it can be accessed or retrieved quickly, as well as returned in that same place quickly. If everyone has quick access to an item or materials, work flow becomes efficient, and the worker becomes productive. The correct place, position, or holder for every tool, item, or material must be chosen carefully in relation to how the work will be performed and who will use them. Every single item must be allocated its own place for safekeeping, and each location must be labeled for easy identification of what it's for.

Seiso:
Seiso, the third step in "5S", says that 'everyone is a janitor.' Seiso consists of cleaning up the workplace and
33 | P a g e

giving it a 'shine'. Cleaning must be done by everyone in the organization, from operators to managers. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be left unclean. Everyone should see the 'workplace' through the eyes of a visitor - always thinking if it is clean enough to make a good impression.

Seiketsu:
The fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up'. It consists of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu encompasses both personal and environmental cleanliness. Personnel must therefore practice 'seiketsu' starting with their personal tidiness. Visual management is an important ingredient of seiketsu. Colorcoding and standardized coloration of surroundings are used for easier visual identification of anomalies in the surroundings. Personnel are trained to detect abnormalities
34 | P a g e

using their five senses and to correct such abnormalities immediately.

Shitsuke:
The last step of "5S", Shitsuke, means 'Discipline.' It denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management.

35 | P a g e

HACCP (HAZARD ANALYSIS & CRITICAL CONTOL POINT)

Parle Products Pvt. Ltd. has adopted HACCP system which is the Japanese technique for the qualitative food production.

History of HACCP:
On 4 October 1957, the Soviet Union launched Sputnik, the world's first satellite.American president Dwight D. Eisenhower responded by committing the United States to the space race.Eisenhower signed the National Aeronautics and Space Act on 29 July 1958 that created the National Aeronautics and Space Administration (NASA) to put an American satellite in orbit and to get a person in space. Food played a critical part in the manned space program. The main goal was to produce food that would not crumble under zero gravity, but also be safe to eat. All personnel involved realized that traditional quality control methods would be inadequate because there would be so much product testing involved for actual product to be used. NASA own requirements for Critical Control Points (CCP) in engineering management would be used as a guide for food safety. CCP derived from Failure mode and effects analysis
36 | P a g e

(FMEA) from NASA via the munitions industry to test weapon and engineering system reliability.Using that information, NASA and Pillsbury required contractors to identify "critical failure areas" and eliminate them from the system, a first in the food industry then. Baumann, a microbiologist by training, was so pleased with Pillsbury's experience in the space program that he advocated for his company to adopt what would become HACCP at Pillsbury. Soon thereafter, Pillsbury was confronted with a food safety issue of its own when glass was found contaminated in farina, a cereal commonly used in infant food. Baumann's leadership promoted HACCP in Pillsbury for producing commercial foods, and applied to its own food production. This led to a panel discussion at the 1971 National Conference on Food Protection that included examine CCPs and Good Manufacturing Practices in producing safe foods. Several botulism cases were attributed to under-processed low-acid canned foods in 1970-71 that the United States Food and Drug Administration (FDA) asked Pillsbury to organize and conduct a training program for FDA inspectors to serve as an inspection basis for canned foods. This 21 day program was first held in September 1972 with 11 days of classroom lecture and 10 days of canning plant evaluations. Canned food regulationswere first published in 1973. Pillsbury's training program to the FDA in 1972, titled "Food Safety through the Hazard Analysis and Critical Control Point System", was the first time that HACCP was used.
37 | P a g e

HACCP was initially set on three principles. Pillsbury quickly adopted two more principles to its own company in 1975. It was further supported by the National Academy of Sciences (NAS) that governmental inspections by the FDA go from reviewing plant records to compliance with its HACCP system. Second proposal by the NAS led to the development of the National Advisory Committee on Microbiological Criteria for Foods (NACMCF) in 1987. NACMCF was initially responsible for defining HACCP's systems and guidelines for its application and were coordinated with the Codex Committee for Food Hygiene, that led to reports starting in 1992 and further harmonization in 1997. By 1997, the seven HACCP principles listed below became the standard. A year earlier, the American Society for Quality offered their first certifications for HACCP Auditors. HACCP expanded in all realms of the food industry, going into meat, poultry, seafood, dairy, and has spread now from the farm to the fork.

The HACCP seven principles:

Principle 1: Conduct a hazard analysis. Plans determine the food safety hazards and identify the preventive measures the plan can apply to control these hazards. A food safety hazard is any biological, chemical, or
38 | P a g e

physical property that may cause a food to be unsafe for human consumption. Principle 2: Identify critical control points. A Critical Control Point (CCP) is a point, step, or procedure in a food manufacturing process at which control can be applied and, as a result, a food safety hazard can be prevented, eliminated, or reduced to an acceptable level. Principle 3: Establish critical limits for each critical control point. A critical limit is the maximum or minimum value to which a physical, biological, or chemical hazard must be controlled at a critical control point to prevent, eliminate, or reduce to an acceptable level. Principle 4: Establish critical control point monitoring requirements. Monitoring activities are necessary to ensure that the process is under control at each critical control point. In the United States, the FSIS is requiring that each monitoring procedure and its frequency be listed in the HACCP plan. Principle 5: Establish corrective actions. These are actions to be taken when monitoring indicates a deviation from an established critical limit. The final rule
39 | P a g e

requires a plant's HACCP plan to identify the corrective actions to be taken if a critical limit is not met. Corrective actions are intended to ensure that no product injurious to health or otherwise adulterated as a result of the deviation enters commerce. Principle 6: Establish record keeping procedures. The HACCP regulation requires that all plants maintain certain documents, including its hazard analysis and written HACCP plan, and records documenting the monitoring of critical control points, critical limits, verification activities, and the handling of processing deviations. Principle 7: Establish procedures for ensuring the HACCP system is working as intended. Validation ensures that the plants do what they were designed to do; that is, they are successful in ensuring the production of safe product. Plants will be required to validate their own HACCP plans. FSIS will not approve HACCP plans in advance, but will review them for conformance with the final rule. Verification ensures the HACCP plan is adequate, that is, working as intended. Verification procedures may include such activities as review of HACCP plans, CCP records, critical limits and microbial sampling and analysis. FSIS is requiring that the HACCP plan include verification tasks to be
40 | P a g e

performed by plant personnel. Verification tasks would also be performed by FSIS inspectors. Both FSIS and industry will undertake microbial testing as one of several verification activities. Verification also includes 'validation' - the process of finding evidence for the accuracy of the HACCP system (e.g. scientific evidence for critical limitations).

The seven HACCP principles are included in the international system ISO 22000. This standard is a complete food safety management system incorporating the elements of prerequisite programs for food safety, HACCP and quality management system which together form an organizations Total Quality Management.

41 | P a g e

SWOT ANALYSIS OF PARLE

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities and Threats involved in a Project or Business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable in achieving that objective.

42 | P a g e

STRENGTH 1. Low price as compared to competitors 2. Sizeable market share in the country. 3. Offers variety of products under its brand. 4. Different sizes of packets are available. 5. An experienced team of sales and marketing executives. 6. Deep and effective coverage 7. Largest distribution system.

OPPORTUNITY 1. Rising demand for innovative packaging in packaged foods. 2. Retaining loyal retailers or wholesalers. 3. Improving supply system for established brands. 4. Huge scope for some Parle products in medical shops. 5. Information revolution brought about by the television. 6. Good scope for snacks, if launched and properly promoted.

WEAKNESS 1. Breakage of biscuits while delivering to retailers 2. No proper replacement system for broken biscuits to retailers 3. Improper and irregular supply. 4. Fewer shares in Premium biscuit market. 5. Dependent on its flagship brand, Parle-G 6. Poor packaging in family pack of glucose biscuits. 7. Lack of schemes for retailers and distributors. THREAT 1. Highly advertised brands such as Britannia. 2. Ever increasing competition from multinationals and local companies. 3. Increase in sale of cheap local bakery products. 4. Emerging substitutes like wafers, snacks and toast. 5. Margin war among the major Brand

43 | P a g e

Significant Factors of Success

Strategic Maps: 1.

44 | P a g e

2.

3.

45 | P a g e

4.

Key Success Factors of Parle: Price Distribution Network Nutrition content Brand Innovation An in depth understanding of the Indianconsumerpsychhas helped Parle evolve a marketing philosophy that reflects the need of the Indian kitchen. With products design by keeping both health and taste in mind. Parle appeals to both health conscious mothers and taste loving kids.
46 | P a g e

The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value for money positioning allows people from all class and age group to enjoy Parle Products.

47 | P a g e

Views of MBA Employees

I met two MBA employees, working in Parle Bhuj plant Mr. Dharmesh Dave and Mr. Akash. And I discussed with them about their view for Parle Products Pvt. Ltd. I mentioned their views for the company below. When I asked Mr. Dharmesh how much he is satisfied from his post in the organization? He replied in only one line, this organization has given him a balanced life. According to him Balanced Life means it ensures his relationship, health and family. On asking of my question about future of MBAs in the organization he told me that the future of MBAs is very bright in the company as an example of it he told me that personally he is very satisfy from his post given to him and he hopes he will be well treated by the company according to his skills.

48 | P a g e

Conclusion

Detailed study of Parle Products, gives out the success story of Organization management and successful marketing style of company. This shows that perfect management style can convert any small business into multimillion a Brand. The marketing strategy of Parle shows that products even at low prize earn substantially considerable profits. During my 15 days of training in Parle Bhuj, I learned that how can management be effective in organization. How it can help its employees in their professional and also in social life. I think this is the key factor of success of Parle during last 80 years. And because of splendid management and marketing style Brand Parle G dominates the volume-dominated biscuit market. Even in todays times when multinationals are beefing up their operations and trying to change the dynamics of the market, Parle Gs numero Uno position is unchallenged. Brand Parle G is iconic and has evolved over the years. Trust, relevance, affordability are its hallmarks,
49 | P a g e

which have withstood pressures from the hyper-competitive marketplace. Parle Products Pvt. Ltd is now lagging in services to retailers because of improper supply and distribution in some areas and competitors taking advantage of these points. But it is also not perfect solution because it at some place they cannot control the selling price of the products and it affects the sale of the company. As per solution of this problem the company should mention the price of the product in its advertisement.

THANK YOU

50 | P a g e