A

Summer Internship Project Report

On
“IMPERATIVE STUDY OF MAPRO
DISTRIBUTION AND PROMOTIONAL
ACTIVITIES OF MAPRO PRODUCTS.”
In the partial fulfillment of the Degree of
Post Graduate Diploma in Management

Mr. Patel Dipesh Jitendra

[PGDM Semester III Roll No: TK18137]
Specialization : Marketing
Batch: 2018-20
Under the Guidance of
Ms.Mahajbin Khan
(Professor)

H.K. Institute of Management Studies and Research,

Jogeshwari (w), Mumbai : - 400102

0
 DECLARATION

This is to declare that I Patel Dipesh Jitendra of H.K.Institute Of

Management Studies and Research, PGDM Marketing Batch 2018-20, has
given original data and information to the best of my knowledge in the project
report titled “IMPERATIVE STUDY OF MAPRO DISTRIBUTION AND
PROMOTIONAL ACTIVITIES OF MAPRO PRODUCTS.” is a record of
independent work carried towards the partial fulfilment of requirement for the
PGDM course.
I also agree in principal not to share the vital information with any other person
outside the organization and that I have not submitted it for any award or any
other title, degree or diploma.

Date:
Place: Mumbai
Name: Patel Dipesh Jitendra
Roll No: TK18137
Specialization: Marketing

1
 CERTIFICATE

This is to certify that the project entitled “IMPERATIVE STUDY OF

MAPRO DISTRIBUTION AND PROMOTIONAL ACTIVITIES OF
MAPRO PRODUCTS.”, submitted to H.K.Institute Of Management Studies
and Research, Mumbai in the partial fulfilment of the requirements for the
award of the Post Graduate Diploma in Management (PGDM) embodies the
results of bonafide project work carried out by Patel Dipesh Jitendra
To the best of my knowledge the results embodied in this project have not
been submitted to any other university or institute for the award of Degree or
Diploma. The assistance and help received during the course of this
investigation has been duly acknowledged.

Date:
Place: Mumbai

2
 ACKNOWLEDGEMENT

A training report is never the sole product of the person whose name
appears on the cover. There is always some guidance and suggestion of
many in preparation of such a report. So it becomes my first duty to
express my gratitude towards all of them. First of all I express my
gratefulness to Mr. SANTOSH for his thoughtfulness, excellent
guidance and insight which was extended to me at every step of making
of the project. I would also like to express my gratitude towards other
employees of MAPRO who despite of constraints helped in giving
feedback in reasonable time to the extant it was possible at their
respective ends. These feedbacks enabled me to carry out my project
work in deliverable form. I would like to thank my mentor Mr. VIKAS
SHAH who helped me doing my project and helped me gathering the
information. Last but not least, I would like to thank my parents and all
my near and dear ones for their encouragement and moral support.

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4
 INDEX

Sr No Particulars Pg No

1 Executive Summary 6

2 Introduction 8

3 Objectives 18

4 Methodology 20

5 Analysis and Findings 22

6 PEST Analysis 26

7 SWOT Analysis 29

8 Distribution Channel 32

9 Work Flow 36

10 New Launch COCONATA 39

11 Award 41

12 Questionnaires 44

13 Lesson Learned 48

14 Conclusion and Recommendations 50

15 References and Bibliography 52

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 CHAPTER 1
EXECUTIVE SUMMARY

6
Executive Summary

This is an attempt to know how the classroom theories can be applied to the practical
situation. As a student of MBA, it is a part of study for everyone to undergo summer
internship at some organization. So for this purpose, I got an opportunity to do my summer
internship at “Mapro Food Pvt. Ltd.”. In this comprehensive report, I have discussed about
every major aspect of the company which I have observed and perceived during my
internship tenure. The first part comprises the detail about the company from the time of its
incorporation to the current position. Along with its processes, policies and procedures.
During my internship programme I have mainly worked in Sales, Sampling and handling the
work of marketing as well. All the departments have been discussed in detail. The main
purpose of the internship is to learn by working in practical environment and to apply the
acquired during the studies in a real world scenario in order to tackle the problems using the
knowledge and skill learned during the academic process. This report covers many important
aspects which are related with Sales and Marketing aspects. In the end, learning and
observations which I have undergone during my internship project are mainly as how to deal
with the customer and how to work in the market according to customer preference to
achieve their satisfaction level. This report also contains my perceptions, motivation level and
the working environment of the organization.

7
 CHAPTER 2
INTRODUCTION

8
HISTORY

Founded in 1959, the Company had its humble beginnings in the hill-town of Panchgani, near
Mahabaleswar, when a businessman named Kishore Vora a pharmacist by profession,
decided to make some strawberry jam. He then went on to develop innovative products such
as jelly sweets, fruit cubes with fruit juice and rose syrups with rose petals – all for the first
time in country. Today, his ‘hobby’ has borne fruit in the shape of Mapro, one of the most
modern, hygienic, quality-focussed fruit product manufacturing units in India. His vision has
been taken forward, thereby transforming the region around Mahabaleshwar and Panchgani,
the erstwhile sleepy hill stations of Maharashtra, into a flourishing fruit processing zone.
Mapro’s portfolio of products provides a high quotient of natural fruit in the form of Jams,
Fruit bars and chews, Syrups, Crushes, Squashes, and Dessert Toppings. Its range of
premium products such as Thandai crush and Kesar syrup are made from the finest selection
of exotic ingredients. Mapro’s products are known for their wholesome taste and quality, as
also their natural goodness and nutritive value.
Mapro was the pioneer of fruit-based confectionery in India, with its first jelly sweets being
made from fruit juices and liquid glucose. The ‘Falero’ pulpy fruit chews, which are better
known as ‘pates de Fruit’ in the rest of the world – are excellent exemplars of Mapro’s very
own Innovation Labs. Faleros come in unique indigenous flavours that are suited to the
Indian palate, like Kacchi Kairi (Raw Mango), Alphonso Mango and Strawberry.
In 1983, Kishore was joined by his nephew Mayur Vora, an IIM Bangalore alum who had
two years' experience at Voltas. However, the company could not expand much beyond
Maharashtra and Gujarat, and had to be content with modest growth for years. The rise of
modern retail gave Mapro a nationwide network and access to customers with deer) Dockets .
Also, the government replaced the 15 per cent sales tax rate with a flat four per cent VAT.
Vora invested the extra money back into the business and set up three new units in Satara and
Pune districts in Maharashtra and Pathankot in Punjab. Today, installed capacity is some 100
tonnes a day. As growth in the jams and squashes business started slowing in 2005, Mapro
entered the confectionery and chocolate business. According to Technopak Advisors, the
squashes market, pegged at Rs 70 crore, is growing at 10 per cent. By contrast, the Rs 5,000-
crore chocolate market has been doubling every three years. In May 2008, Mayur Vora came
up with pulpy fruit chews, branded Falero. Today they contribute almost 50 per cent of
revenues. "Falero, priced at Rs 1, is an indigenously developed product," says Mayur.
"Nothing comparable exists. Its available in flavours such as unripe mango, Alfonso mango
and strawberry, which appeal to the Indian palate." There are reports that even bigger rivals
such as Parle and Perfetti are trying to develop something similar. We have 400-odd
distributors right now who are largely located in western India. We are exploring partnerships
with distributors in other parts of the country and intend to soon expand the distribution
network to 700."

9
INTRODUCTION
Mapro Gardens is a garden park in the hill station of Panchgani, Maharashtra, India, situated
close to Mahabaleshwar, known for their strawberry produce, and a popular tourist.

Mapro is a leading innovator of Processed Fruit Products in western India. It is the leading
processor of Strawberries in India and our products include Jams, Crushes, Squashes, Syrups
and Preserves. MAPRO has also developed innovative "Fruit Jellies" (Soft Confectionary
with Fruit Juice & Fruit Pectin). Over 40 years ago, in small town of Panchgani, near
Mahabaleshwar, a businessman/pharmacist named Kishor Vora decided to make some
Strawberry Jam. Today his 'Hobby' has borne fruit in the shape of Mapro one of the most
modern, hygienic, quality-conscious Jam and Fruit Products Manufacturing Concerns in
Western India. Mr Vora could have rested easy on success of his Fruit recipe. But he wanted
to develop innovative ideas such as Vegetarian Jelly Sweets, Fruit Cubes with Fruit Juice and
Rose Syrups with Rose Petals.
Mapro naturally grew on its founder's philosophy of good, wholesome nutritious, value-
formoney, and above all, a touch of imagination - ingredients that have made it a market
leader and a household name today.

At present is headed by Shri Mayur J.Vora who is the Managing director of the Company.
has enhanced the Vision of Kishore Vora by transforming Mahabaleshwar /Panchgani, the
scenic hill station of Maharashtra, into Fruit processing zone of the Nation.

Mission and Vision

Mapro Foods Private Limited is the flat organization where management works along with
their technical and sales functionaries to achieve the vision and mission of MFPL. “Mapro
will develop, produce, package & sell food products, with high regards for safety, nutrition &
taste, which we can confidently give to our customers by implementing and continually
improving Quality Management system & food safety management system to meet & exceed
customers’ expectations.”

”Mapro is committed to developing, producing, packaging, storing and selling food products,
with high regard for safety, nutrition and taste, by continually improving quality and food
safety management systems to meet and exceed customer’s expectations.”

The company has shown organic growth over the last four decades representing sound
financials with sustained profitability. Set up as a family business over 45 years ago, it has
earned a name for quality and consistency. Mapro Products enjoy premium status in the
Indian market. The manufacturing facilities are certified ISO 9001:2000 and HACCP by
BVQI. The company has expanded capacity to now produce 3000MT of processed frozen
foods p.a. It is setting up a frozen and fresh food distribution chain in Indian metros to service
the fast growing modern organized Retail Supermarket being setup in India.

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Today Mapro is leading supplier of tasty as well as nutritious fruit product to the
International market. Mapro is known to care for its employees. It has a turnover of Rs. 10
crore and is looking at a 50 percent growth annually.

Competitors of Mapro in Market.

 Kissan
 Rooh Afza
 Kokumraaj
 Mala’s
 Patanjali
 Paper Boat
These are the tough competitors of Mapro where Kissan is the biggest player in the
market.

Sampling
Science says samples helps create a sense of brand loyalty amongst existing customers and
can help incentivize new ones to make a purchase, which is great for our business. It’s a great
way to allow shoppers to “sample” what you offer “Samples aren’t just for attracting new
customers or introducing people to your products. Giving existing customers samples helps
foster brand loyalty, too.

You can use free samples to:

• Introduce your product to new audiences unfamiliar with your brand. Foster
relationships and inspire loyalty with existing customers.
• Expand shoppers’ knowledge about the products you offer.
• Encourage repeat customers and more sales of new products.
• Earn attention for your brand at or leading up to an event.

Consumer Behaviour

The term ‘consumer behaviour’ refers to the behaviour that consumers display in
searching for, purchasing, using, evaluating, and disposing of products and services that they
expect will satisfy their needs. The study of consumer behaviour is the study of how individuals
make decisions to spend their available resources (time, money, efforts) on consumption related
items. It includes the study of what they buy, why they buy it, when they buy it, where they
buy it, how often they buy it and how often they use it.

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Definitions

1. “Consumer behaviour as those activities directly involved in obtaining, consuming

and disposing of products and services, including the decision processes that precedes
and follows actions.”

2. It has been defined as, “the process whereby individuals decide whether, what, when,
where, how and from whom to purchase goods and services.”

Importance of Customer Satisfaction in an Organization

With the increase in customers demand and competition it has become lot more importance to
base your entire company on customer service. When doing this one must first realize that
every member of your organization plays an active role in customer service. This includes
both external and internal customers within your company. In these organizations, top
management frequent contacts with external customers. The top management uses
consultative participative and supportive management styles to get through the customers.
The staff focuses on of its attention on satisfying the customers need. According to Michel N.
Bamber CEO, of Marks and Associates Business Growth Specialist, there are six critical
steps in establishing and maintaining quality customer service viz:

1) Senior management commitment.

2) Measurement and feedback.
3) Communication and training.
4) Core standards.
5) Customer friendly system.
6) Reward and recognition.

These six stages can be applied to any company in growth stage at its life cycle. The process
of building your company around customer service is ongoing and no matter and how good
one quality of Customer Satisfaction and Loyalty Customer satisfaction is worthless; this
statement was made by Jeffery Gitomer, in his recent book Customer Satisfaction Is
Worthless, Customer Loyalty Is Priceless. Gitomer researches and examines the differences
between customer satisfaction and loyalty. According to him, loyal customers are happy with
their purchase that, they will proactively refer someone to you. The customer walks away
with feeling of WOW!! People everywhere in today business world are trying to figure out
what is more important customer satisfaction or customer loyalty. Both, practitioners and
academics understand that customer loyalty and satisfaction both are linked in extricable.
Even through, loyal customer is most typically satisfied; satisfaction does not always
translate into loyalty.

Marketing concept has been designed by product and service providers in an effort to
maximize customer satisfaction. Reported date in 1993 showed that customer’s satisfaction
accounted for 1/3 of revenue received by largest US Research firms. Recently there has been
a shift in a research dynasty from satisfaction to loyalty. People are starting to see satisfied
customers as being only mediocre. Even through satisfaction and loyalty are linked together
and loyal customers seen typically satisfied, satisfaction still represents and unreliable
precursor to loyalty. As result of this, Oliver raises two questions.

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1) What aspect of the satisfaction response has implications for loyalty?
2) What fraction of the loyalty response is due to this satisfaction component?

For these question satisfaction and loyalty must be clearly defined in the post satisfaction
study as an evaluation or the perceived discrepancy between prior expectations and actual
performance of the product recent definition of satisfaction according to Oliver is, the
consumer senses that consumption moves out comes again a standard of pleasure versus
displeasure.

Oliver defines loyalty as a deeply held commitment to re-by or re-patronize preferred product
or service consistently in the future there by causing reputed some brand set purchasing
despite situation influences and marketing effects having the potential to cause switching
behaviour. After extensive amount of research, Oliver concludes that satisfaction is necessary
step in loyalty. However satisfaction becomes less significance as loyalty begins to set
through other mechanisms. In the conclusion to these studies Oliver stakes, the disparity
between the pursuit of satisfaction versus loyalty as well as the fundamental contents of the
loyalty response, poses several investigates direction for the next wave of post consumption
research.

All these concepts combine provide the basic model customer value. Customers value the
products or services more if the expected benefits seem greater than the expected risks being
taken. If expected benefits do not overweight the expected risks. This customer will perceive
the product to have a low customer value.

Distributor Problems

1) FMCG distribution has many challenges in India.

2) One of the biggest challenge is man power.
3) At Mapro distribution is physically very exhaustive demanding a lot of trusted man
power to work daily in market collecting orders and supplying stocks to the stores.
4) Since the margins are thin in distribution, it is important to get low cost but efficient
man power.
5) Now a days getting the right man power at low cost and stabilizing the man power to
work for a long time is a big challenge in deed.
6) There are other challenges in managing the right ROI always exist but they can be
managed if one has the right man power

13
Products
Mapro’s portfolio of products provides a high quotient of natural fruit in the form of Jams, Fruit
bars and chews, Syrups, Crushes, Squashes, and Dessert Toppings. Its range of premium
products such as Thandai crush and Kesar syrup are made from the finest selection of exotic
singredients. Mapro’s products are known for their wholesome taste and quality, as also their
natural goodness and nutritive value.
Mapro was the pioneer of fruit-based confectionery in India, with its first jelly sweets being
made from fruit juices and liquid glucose. The ‘Falero’ pulpy fruit chews, which are better
known as ‘pates de Fruit’ in the rest of the world – are excellent exemplars of Mapro’s very
own Innovation Labs. Faleros come in unique indigenous flavours that are suited to the Indian
palate, like Kacchi Kairi (Raw Mango), Alphonso Mango and Strawberry.

Source: www.mapro.com

Fruit sweets with real fruit jam:

These soft Fruity Sweets and Jelly Sweets are 100% vegetarian as they are made with pectin,
a fruit extract. They contain no Gelatin. Contain nutritious fruit juice & instant energy. Are an
instant hit with kids.

 Fruity sweets
 Jelly sweets
 Falchoos
 Jelly cubes
 Fruit cubes
 Fruit pebbles

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Jam
A Whole range of delicious fruity jams are produced by Mapro units in Panchgani and Wai.
These jams are made with certain specific fruits and fruit pulps as required by the recipe. The
various types produced involve:-

 Mango
 Orange marmalade
 Strawberry
 Pineapple
 Raspberry
 Mix fruit

Crush
Ideal with milkshakes ice-creams, puddings, desserts and new even mithai. This bestseller
makes milkshakes thicker and ice-creams richer.

 Strawberry crush
 Litchi crush
 Alphonso mango crush
 Mango crush
 Kiwi crush
 Kokum crush
 Pineapple crush
 Blueberry crush
 Grape crush

Syrup
Syrups are made with pure contents for the exclusive natural flavours & properties. The
Syrup recipes are balanced to allow use in sherbats, milkshakes, faloodas and even ice-cream
toppings.

 Rose syrup
 Khus syrup
 Thandai syrup
 Mahakool syrup
 Strawberry syrup
 Kesar syrup
 Pineapple syrup

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Squash
Mapro squashes with their high fruit content are terrific for Sherbats and Fruit Punch.

 Orange squash
 Lemon squash
 Lemon barley water
 Strawberry squash
 Lime juice cordial
 Lemon ginger squash
 Strawberry cordial
 Pineapple cordial

Ice-cream
Mapro does produce ice-creams on a large scale. It is only produced and supplied at the
Mapro garden in Panchgani.

 Strawberry
 Mango
 Pineapple Rose
 Bitter Chocolate
 Almonds
 Honey (sugar free)

MARKETING STRATEGIES OF MAPRO FOODS

1) Demand Drivers:-
MAPRO being a Jam producing company needs to concentrate on the demand of the
consumers. The first thing which an industry should take care of is the demand of the
consumers. Thus, MAPRO also sees to it that what actually consumers are demanding from
them and production process is being carried out accordingly. Thus, because of demand of
the various customer's the new products are been introduced by the industry. There is a high
amount of competition which is there in the market, and if consumers' demands and wants are
not taken into consideration, then growth of any of the industry can be very much affected
out of it.

2) Issues and Concerns:-

The next step which they take for their marketing is that of issue and concerns. Hem MAPRO
sees that what actually is needed by the consumers and thus work accordingly. MAPRO is the

16
company which has to handle lots of the competition in the market, MAPRO being
Maharashtra based, so there are various other companies also, which are from Maharashtra.
And thus, because of this reason every company will try to fulfill the customer's wants as
soon as possible. Mapro being aware of it tries to see each and every customer's demand and
works accordingly. The various different type of complaints are also been when into account.

3) Focusing on the customers:-

The third step which is been taken by the MAPRO is that to focus on the consumers. In each
and every field, the consumers are been given high importance. As it is known that customers
are the King of the market. If the customers are not been satisfied, then would be no profit to
the firm and thus, because of this reason the goodwill of any of the industry is very much
affected. Thus, because of this reason a complete attention is been given to the consumers.
For the satisfaction of the consumers various new products are being introduced.

4.) Social commitments:-

The industry has not forgotten that it is a part of the society and thus because of that reason
various social activities are been taken into consideration. MAPRO sees to it that because of
its production process no harm is been done to any of the other field.
Thus, there are some of the marketing strategies which are been undertaken by the MAPRO
industry. With the help of these strategies only they try to attract more consumers and tries to
provide full satisfaction to them. They do not concentrate much on the marketing of their
products, but still with this some marketing strategies only it tries to provide complete
satisfaction to their consumers.

17
CHAPTER 3
OBJECTIVES

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OBJECTIVES

• To analyse the sale of the products in various areas.

• To understand the sales of various retailers and wholesalers according to different
Geographical areas.
• To identify the various problems faces by the salesman, retailers, distributers and
the Company.
• To study the various strategies used to increase the sales.
• To understand consumer behaviour towards the product through promotional
activities.
• To understand the working of a Distributor.
• To calculate ROI for the distributor & suggest ways to increase the same.
• To identify problems faced by distributor.
• To study the Level of Customer Satisfaction for Mapro food products
• To understand the customer requirement.
• To provide suggestions to the management regarding customer satisfaction.
• To provide suggestion to improve the service for Mapro products.

Scope of the Study

From this Study, the various reasons due to which customer buy or don't buy Mapro products
can be identified. Customers Preferences towards Mapro products can be understood. The
percentage of selling of Mapro products will increase. The customers buying tendency can be
understood.

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 CHAPTER 4
METHODOLOGY

20
METHODOLOGY

1. Research Design
A study was conducted by us to understand the requirements of consumers towards
Mapro Products. Daily reports were analysed by our ASM (Area Sales Manager) who
evaluated us on our daily sales. We were also asked to talk to various retailers and
distributers about the products. Efforts were made to convince the customers to buy
our products during sampling.

2. Nature of Field work

We worked in the Market daily for two months. During our market visits we had to
maintain the daily record of the products sold and the total sales. We were made to
check the daily stock so that the distributer inventory can be maintained. Sometimes
we did promotions for various syrups and also for the new launch Coconata where we
prepared various juices and gave free samples to people thus increasing the awareness
and sale.

Beat/Areas covered

Dombivli
Thakurli
Kalwa

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 CHAPTER 5
ANALYSIS AND FINDINGS

22
ANALYSIS & FINDINGS

Working of Mapro distributor

In architecture jargon, keystone is the one which locks the other stones into their positions.
That makes it structurally very important. If we apply the analogy to FMCG distribution
channel, the Distributor is the keystone. He is called by various nomenclatures like Distributor,
redistributors, dealer, wholesale dealer etc…but broadly defined and generally acceptable
definition of the distributor is ‘A person or a firm who links the manufacturer/marketing
company with the retailers.’ He is the one who purchases from the manufacturing company in
bulk quantity and re-distribute it in small quantities to retailers.

FMCG distributor generally has exclusive rights of distributing all products or a set of products
in a defined geographical territory. In the given territory, he will be responsible for the
redistribution of the products, retail penetration and market coverage. Sometimes, distributor
is also appointed to serve a particular clientele base like hotels, canteens, restaurants etc.
Traditionally a distributor is treated like a trader in the distribution channel. But now many
organizations have started seeing distributors playing much bigger role.

Mapro Foods classifies distributor into two categories, one is for General Trade (GT) and other
is for Modern Trade (MT). Modern trade distributor covers all big supermarkets such as Big
Bazar, Reliance Fresh, D-mart etc. General Trade distributor covers all the retailers in his area.
Mapro foods classifies GT stores into four main categories.

1. CLASS A

2. CLASS B

3. CLASS C

4. CLASS D

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 1. CLASS A:

This category includes small scale supermarkets with a floor area of 3000 sq.ft to 5000 sq.ft.
Area of a store alone doesn’t qualify that as a CLASS A store. Sales plays major part as well.
Store which can give you sales of 1,00,000 to 3,00,000 per month can be listed as a CLASS A
store.

Figure: Typical CLASS A store

2. CLASS B:

This category includes the stores with a floor area of 1000 sq.ft to 3000 sq.ft and monthly
sales of worth 50,000 to 1,00,000.

Figure:Typical CLASS B store

24
 3. CLASS C

This category includes the stores with floor area of 500 sq.ft to 1500 sq.ft and monthly sales
of 10,000 to 30,000.

Figure: Typical CLASS C store

4. CLASS D:

This category includes stores like pan bidi shops, medicals and bakeries. Sales are less than
20,000 per month.

Figure:Typical CLASS D Store

25
 CHAPTER 6
PEST ANALYSIS

26
Political &legal
• Political stability.
• Tax exemption in sales and excise duty for small scale industries.
• Transportation and infrastructure development in rural areas helps in distribution
network.
• Restrictions in import policies.
• Help for agricultural sector.

Economical
• The GDP rate of Indian economy is increasing every year. It is expected in future it
would be more better in comparison with other countries.
• Inflation rate is increasing across the world and India is also no exception. The
government and Reserve Bank of India both are trying to control the inflation rate with
the help of different measures.
• Increase in disposable income has taken place due to higher GDP rate. The per capital
income is increasing so the customers are having more income to spent for various
reasons.
• Indian FMCG sector recorded 16% sales growth in last fiscal year and it is expected it
would further improve in the forthcoming years.
• The FMCG sector is a 4th largest sector of Indian economy with market size of more
than 60,000 crore. The Indian Territory is very large and number of customers is also
very high.

27
Social
• Demographical analysis.
• The Indian culture, social & life styles are changing drastically.
• The total population is nearly 115 crores and population includes rich, poor, middle
class, male, female, located in rural, urban and sub urban areas.
• Increase level of education etc.
• Increase awareness among rural market.

Technology
• Technology has been simplified and available in the industry. Where technology is not
available then it is brought from foreign countries to meet FMCG sector requirements.
• Foreign players help in high technological development. With research and development
facilities the new technologies are developed alone or with the help of foreign players.

28
 CHAPTER 7
SWOT ANALYSIS

29
Strengths
• Low operational costs.
• Presence of established distribution networks in both urban and rural areas.
• Presence of well-known brands in FMCG sector.
• Favourable governmental Policy:
• Indian Government has passed the policies aimed at attaining international
competitiveness through lifting of the quantitative restrictions, reducing excise duties,
100 per cent export oriented units can be set up by government approval and use of
foreign brand names etc.
• Foreign Direct Investment (FDI):
Automatic investment approval up to 100 per cent foreign equity or 100 per cent for NRI
and Overseas Corporate Bodies investment is allowed for most of the food processing
sector except malted food, alcoholic beverages and those reserved for small scale
industries (SSI).

Opportunities
• Untapped rural market, changing life style.
• Rising income levels, i.e. increase in purchasing power of consumers.
• Large domestic market with more population of median age 25.
• High consumer goods spending.
• India is the largest milk producer in the world, yet only around 15 per cent of the milk is
processed. The organized liquid milk business is in its infancy and also has large long-
term growth potential. Even investment opportunities exist in value-added products like
desserts, puddings etc.
• Only about 10-12 per cent of output is processed and consumed in packaged form, thus
highlighting the huge potential.
• India is under penetrated in many FMCG categories as shown in below diagram. With
rise in per capita incomes and awareness, the growth potential is huge.
• Lower price and smaller packs are also likely to drive potential up trading for major
FMCG products.

30
Weakness
• Lower scope of investing in technology and achieving economies of scale, especially in
small sectors.
• Low exports levels.
• "Me-tooʺ products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.

Threats
• Removal of import restrictions resulting in replacing of domestic brands.
• Tax and regulatory structure.
• Rural demand is cyclical in nature and also depends upon monsoon.

31
 CHAPTER 8
DISTRIBUTION CHANNEL

32
Distribution network of Mapro

Distribution in its general meaning is the physical movement of stock from the place of
manufacture to retailer and then in consumer possession.

Distribution is vital to the success of Mapro. Ensuring that they deliver to customers their
products in the correct amount, at the right place and right time, in good condition and at a
competitive price, is still a challenge for the trade marketing and Distribution Company’s
department. Also, the distribution is important for business partners, including independent
distributors, the relationship with them based on the principle of mutual profit.
Mapro follows indirect channel of distribution. it involves an intermediary which delivers the
products to retailer. Mapro don’t control all aspects of products distribution. Indirect
distribution occurs when it exists the control of the entire supply chain; the control passes to
Cash & Carry wholesaler or retailer so that products are available at the retaile.

GROCERY STORES CLASSIFICATION

MAPRO MANUFACTURING PLANT

CARRYING AND FORWARDING AGENT

DISTRIBUTER MODERN
TRADE

RETAILER CONSUMER

CONSUMER

33
There are diverse ranges of goods. In general, buyers come with a list of products that they
buy or search for another person.
1. Discounter:
• The main category of products is represented by “dry” products (canned, sugar, flour,
etc.);
• Self-service;
• Reduced range of products: 1-2 brands/ products area;
• Functional sets, non-aesthetic;
• Located in urban areas/residential;
• Trade surface ranged from 300 to 2.500 m²

2. Hypermarket:
• Self-service, with at least 10 pay-desks;
• Key categories are fast moving consumer goods;
• An aggressive pricing strategy;
• Located in the coterminous area of cities; Trade surface is larger than 2.500 m².

3. General store
• Counter servicing, with self-service possibility;
• Less than 5 pay-desks;
• The main categories are fast moving consumer goods;
• Usually located in residential areas;
• Trade surface less than 1.500 m²;
• The space is reduced, and the shelves are less organized.

4. Supermarket
• Self-service, with at least 5 pay-desks;
• The basic categories are composed of fresh and dry products;
• Wide range of products;
• Located in urban areas, usually in residential areas;
• Trade surface ranged from 300 to 2.500 m²;
• Well organized by groups of goods arranged on shelves.

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CONVENIENCE STORES CLASSIFICATION

It offers specific advantages, such as easily accessible location or an extensive working time
table. It sells various product categories, but relatively few types.

1. C-store
• Key categories are the products fated to immediate consumption/needs - chips, soft
drinks, newspapers, tobacco, sweets;
• Products are available at a cash-register or on self-service; often with a long working
time table;
• The prices alter, but tend to be above average level;
• Located near homes, in residential areas;

2. Kiosk
• Key categories are sweets, chips, soft drinks, tobacco, newspapers, gifts;
• Variable surface, generally smaller than 50 m²;
• They can work as franchise in the hotels, which can affect the merchandising;
• The lack of space may restrict the merchandising opportunities;
• The key outlets are located in the pedestrian areas, stations and other high traffic
areas.

3. Street vendor:
• It doesn’t have a permanent location;
• It sales products for immediate consumption.

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CHAPTER 9
WORKFLOW

36
 TAKING ORDERS

MEETING
ATTENDANCE
PROMOTER

VISIT THE
TAKING ORDER
GIVEN AREA

DISTRIBUTION
POINT

37
SALES AND PROMOTION

ATTENDANCE

PROVIDING WORK
REPORT AT THE END MEETING COLLEAGUE
OF THE DAY

APPROACHING PEOPLE
VISIT THE GIVEN SHOP
TO TRY SAMPLES

CONSTRUCT THE
TABLE AND ARRANGE
THE PRODUCTS

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 CHAPTER 10
NEW LAUNCH COCONATA

39
New Launch COCONATA
During April 2018, Mapro launched a new product called COCONATA. This product was
imported from Thailand and was marketed by Mapro Foods. This product was launched
only in Thane and Navi Mumbai. It was made with the pieces of ‘Nata De Coco’. It came
in three flavours Mango, Orange and Pineapple. It was priced at Rs 45 per 360 ml bottle.
All the juices or syrups before Coconata were concentrated and had to be mixed with either
milk, water or soda. This was the first product which was launched as RTD that is Ready
to Drink. We had to do promotions to spread awareness among the people. Some people
felt that it is expensive. The product was different from other juices as the juice was thick
and there were pieces of Nata De Coco inside the bottle which made the taste different. It
was meant to be kept in refrigerators as it would taste better when served cold.

40
CHAPTER 11
AWARDS

41
Mapro Foods Private Limited one of the leading brands in the Food & Beverage sector, was
named as one of the world’s most effective rebrands in the 8th Annual Rebrand 100 Global
Awards. Mapro is the only company from India bestowed with this honour. Rebrand 100
Global Awards is the first and most-respected global program of its kind and is ranked as the
highest for excellence in brand repositioning.

The Mapro Foods rebranding exercise was conceptualized and designed by the “Changing
Sky: Branding+Communications” team whose key challenge lay in revitalizing a ‘50-year-
old’ brand into a modern, dynamic identity, while maintaining its established values. With the
entry of multinational players like Unilever, Heinz and Nestle, Mapro needed to stay ahead of
the competition by creating a strong brand presence and a unique and preferred customer
experience. There was an urgent need to keep pace with the changing preferences of its target
profile— the affluent urban Indian, with a strong sense of individuality and fun that comprise
5-10% of our overall population.

Mayur Vora, MD Mapro Foods Private Limited said, “We are elated to receive the Rebrand
100 Global award. Being one of the leading and well recognized food processing units in
India, it has always been our topmost priority to offer the best to our consumers. We are
proud that our endeavour to bring value products and services to our valued patrons across
states has been recognised and honoured. It is indeed a pleasure to represent the only Indian
company this year to be acknowledged by such an esteemed forum”.

The Strategy
In the makeover exercise, Changing Sky started with the articulation of the brand essence,
‘fresh, fruit, fun’. The brand identity and persona were made friendly with bright, fruit colors,
making a strong visual impact. The product portfolio was categorized into user-centric sub-
categories, and a consistent brand experience was extended across all customer and employee
touch-points. The packaging technology was made contemporary by upgrading from paper
labels to shrink sleeves, given that the product had a life even after purchase, and to support
the envisioned growth of the company. The investment in gravure cylinders was optimized,
and the large volumes to be printed to package 65 SKUs efficiently managed, significantly
minimizing costs.

The Result
The result of this exercise was considerable and immediate. Mapro has grown 70%,
significantly higher than market average of 20-30%. The sale of Dessert Toppings tripled
almost instantly after the repackaging. Having raised their prices after the launch of the new
packaging, Mapro has been able to maintain this higher pricing, even with a drop in the price
of raw material, improving both their top and bottom lines.

42
“Many projects had big ideas expressed elegantly through all methods of engagement—
language, visuals, sound, etc.” said Shashi Caan, Founding Principal, The Collective US and
UK and 2012 juror. Each year, an international and multidisciplinary mix of industry experts
convenes to jury this annual competition. They consider “before” and “after” representations
of brand transformations with written summaries and supporting elements that showcase the
case-study.

A small consulting firm or brand had as much opportunity to be selected as did global
organizations with exponentially greater budgets since the name and size of the brand
strategists are hidden from jurors during their review process. Emphasis was on executed
strategy that made an emotional connection and met the stated objectives and needs of the
identified target audience and prospects.

The 2012 winners represented over 28 countries and 34 industries. They ranged from One
Foundation from Global Ethics Ltd, Pfizer, National Music Centre of Canada, Merck
Millipore, and Cisco. In addition to in-house teams, small agencies, and representatives of
multinational corporations and non-profits, competing firms included Interbrand, SNK,
Lippincott, Siegel+Gale, and Brandient.

43
 CHAPTER 12
QUESTIONNARIES

44
QUESTIONAIRE

1) How is the consumer behaviour towards Mapro Syrups, Crushes and Sharbat ?

Consumer Behaviour

7%

21% Prefer
Do not prefer

72% Cant say

Interpretations:

As we can see from the graph about 72 % people prefer Mapro Syrups and Sharbats.
Some do not prefer to buy because they feel that the price of Syrups is very high and
they would prefer to have other alternatives. Some say that they do not consume
juices and they would prefer cold drinks or frooti over Mapro syrups as they are ready
to drink. 7 % people are still unaware of the taste and haven’t tried the product yet.

45
 2) Which type was most preferred by the customers between Ready to drink, Syrup with
water , syrup with soda or syrup with milk ?

Consumer Preference
60%

50%

40%

30%

20%

10%

0%
Ready to Drink Syrup with Water Syrup with Soda Syrup with Milk

Interpretations:

Many customers responded saying that mixing syrups with water is acceptable because water
is cheaper than other alternatives, though it tastes better with milk or soda, they prefer mixing
with water. Ready to drink product Coconata was the new launch for Mapro and thus
awareness for the product was very less.

46
 3) What was the consumer response with respect to Jams and Ketchups ?

Consumer response with respect to

Jams

5%

55% 40% Prefer

Do not Prefer
Cant say

Consumer Response with respect

to Ketchups
4%

40%
Prefer
56%
Do not Prefer
Cant Say

Interpretations

When we talk about Mapro Jams and Ketchups we can say that they face strong competitions
with other brands especially Kissan. We can say that Kissan has been advertising their
product and Mapro does not advertise the product due to which consumers are less aware
about the quality and the flavours Mapro brings to the market

47
 CHAPTER 13
LESSON LEARNED

48
LESSONS LEARNED
 Fully driven field work which made us capable of a good marketing personnel who
can negotiate with the retailers and customers with the selling concept.
 Lack of advertisements and marketing the products and brand are unaware to the
population even though the product is of premium quality.
 Ability to convince customers and try to make a position in their mind.
 Ability to communicate the different end users in different locations.
 Ability to understand the customer’s needs and requirements from the company.

49
 CHAPTER 14
CONCLUSION AND
RECOMMENDATIONS

50
Conclusions
• The awareness of Mapro products is less as compared to competitors product
• The Mapro customers have tried various ranges of product. But amongst them it is
concluded that the syrups and crushes are two majorly tried products, and ketchup is
least popular and least consumed
• There are various flavours in Mapro crushes and syrups but there are few flavours
which customers love the most and that is Mango crush, Rose sharbhat, Kiwi crush
and Litchi crush.
• Quality of Mapro juices and syrups are appreciated the most
• The pricing of Mapro Product really go along with the quality and the quantity of the
product
• The Company has come up with various schemes like Ramzan Combo during
Ramzaan.
• Mapro Foods have also faced lot of competitions from Kissan, homemade, Mala etc.

Recommendations

• Company should focus on the packaging of the product i.e. it can change its
packaging after certain period of time and come up with new attractive packaging.
• Company should focus more on advertisements so that it helps to getting known to
more people.
• Mapro should come up with immature bottles of 200ml in liquid section, and use it as
sample because no purchase is done without tasting and can also offer it as
complimentary.
• Eye catching banners, hoardings, pamphlets, slogans should be introduced.
• Company should deliver the product in time as it matters a lot to retailers, so the
products should be delivered within the timeframe of order.
• While introducing new products there must be buzz in the market about that product
• Schools can gift the chocolates to the students so that it will be well known in
students.

51
 CHAPTER 15
REFERENCE AND BIBLIOGRAPHY

52
Websites:
1. http://www.mapro.com/about-mapro/

2. https://m.businesstoday.in/maprofood

3. https://www.business-standard.com/management

4. http://www.martifersolar.com/case_studies

Books:
1. Research Methodology by C.A. Kothari, Tata McGraw — Hill

2. Marketing Management by Philip Kotler.

53