SUMMER INTERNSHIP REPORT

Conducted at

MAPRO
On
Analysis of general trade in Mapro food products

Submitted to

Deenbandhu Chhotu Ram University of Science and Technology, Murthal

in the partial fulfillment of requirements for the award of degree of Master

of Business Administration

Session (2017-2019)

Submitted by

Name of Student- Dinesh

Roll No.- 17001532013

DEPARTMENT OF MANAGEMENT STUDIES

DEENBANDHU CHHOTU RAM UNIVERSITY OF SCIENCE AND

TECHNOLOGY MURTHAL (SONEPAT)

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 DECLARATION

I, DINESH Student of MBA 2nd Year of the Deenbandhu Chotu Ram University,
Murthal

ROLL.NO. 17001532013, hereby declare that the project entitled

“Analysis of general trade in Mapro food products”

Is an original works from MAPRO and same has not been submitted to any other
institute for the award

of any other degree. The suggestions have been duly incorporation in consultation with
the supervision.

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 TABLE OF CONTENTS
S.No Particulars Page
1. Company profile
 Introduction
 History
 Company profile
 Products category
 Mission and Vision
2. Company
 Other competitors
 Product sampling
 Key observations
 Key challenges
 Learning and value
 Use fullness of internship
 Market strategy
 Market segmentation
3. Data analysis and Interpretation
4. Swot Analysis
5. Literature Survey
6. Research Methodology
7. Conclusion and Bibliography

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 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.

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 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. MANISH 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. Mitlesh Dubey 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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 DINESH

INTERNSHIP PROFILE

POSITION–Mapro Intern

LOCATION OF INTERNSHIP- Gurugram

INTERNSHIP DURATION-45 Days

DETAILS OF INDUSTRY MENTORNAME- Mr. Mitlesh Dubey

DESIGNATION- Sales Manager

DEPARTMENT- Marketing

LOCATION- DELHI

MOBILE NUMBER- 79716045484

1To prepare the daily sales report and to submit it to industry Mentor.
2To visit different retail store to look for the customer demand. [General trade]
3 To explain about the product feature and benefits while comparing with other produce

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 INTRODUCTION

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 Mahableshwar, 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. All for the first
time in country . Mapro naturally grew on its founder's philosophy of good, wholesome
nutritious, value-for-money, 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. Shri Mayur J.Vora, an
alumnus of IIM-B, is heading the Organization for last 20 years and has enhanced the
Vision of Kishore Vora by transforming Mahabaleshwar/Panchgani, the scenic hill
station of Maharashtra, into Fruit processing zone of the Nation.

Fast-moving consumer goods (FMCG) or consumer packaged goods (CPG) are

products that are sold quickly and at relatively low cost. Examples include non-durable
goods such as soft drinks ,toiletries, over-the-counter drugs,  processed foods and many
other consumables. In contrast, durable goods or major appliances such as kitchen
appliances are generally replaced over a period of several years. Many fast moving
consumer goods have a short shelf life, either as a result of high consumer demand or
because the product deteriorates rapidly. Some FMCGs, such as meat, fruits and
vegetables, dairy products, and baked goods, are highly perishable. Other goods, such as
alcohol, toiletries, pre-packaged foods, soft drinks, chocolate, candies, and cleaning
products, have high turnover rates. The sales are sometimes influenced by some holidays
and season.

Packaging is critical for FMCGs. The logistics and distribution systems often require
secondary and tertiary packaging to maximize efficiency. The unit pack or primary
package is critical for product protection and shelf life but provides information and
sales incentives to consumers. Though the profit margin made on FMCG products is
relatively small (more so for retailers than the producers/suppliers), they are generally
sold in large quantities; thus, the cumulative profit on such products can be substantial.
FMCG is a classic case of low margin and high volume business.

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Consumer behavior is defined as "the dynamic interaction of affect and cognition,
behavior, and the environment by which human beings conduct the exchange aspects of
their lives." This means that the buying actions of consumers are greatly affected by
their thought process and their feelings experienced. Human beings are greatly
influenced in their buying actions by various factors like opinions of others, marketing
stimuli like product, advertising, packaging and product appearance. It is important here
to understand that consumer behavior is dynamic, involves interactions, and involves
exchanges.
A person’s behavior changes from place to place and situation to situation or, say it is
very inconsistent. The person when has a need, is willing and able to satisfy the need is
called a Consumer.
The consumer would go different ways to satisfy its needs depending on his social,
cultural, family, economic and educational background. Consumer is the principle a
priori of business. The efficiency with which a free market system of enterprise
operates, depends upon the extent of consumer understanding possessed by the business
community. A business community that is ignorant of consumer preferences cannot
possibly fulfill its obligations in a meaningful and responsive manner . So the project is
to study the Marketing Strategies on the basis of Consumer Preference.

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 HISTORY

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."
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Ashok Vithlani of Polad Trading has handled the distribution of Mauro products in
Gujarat
for 15 years. He covers 25,000 retail shops in 110 towns. He says Mapro product
replacement guarantee operates till the last mile. "Unlike other FMCG companies,
Mapro
replaces the product immediately in case of breakage, even if it happens on the retailer's
premises: he says. They value business associates and support them through better
margins
and loans for expansion."
Mohit Bahl Partner (Transaction Services), KPMG, says companies like Mapro need
strategic investors to grow beyond their limited geographical reach. "Private equity
companies that specialise in consumer business can help them build processes and a
management team, and take their brands to a national level," he adds.
He cites the example of Paras Pharmaceuticals. In 2006, with a turnover of less than Rs
300
crore, Paras received a $42 million investment from PE firm Actis. In 2010, Paras was
bought
by Reckitt Benckiser India for Rs 3,260 crore - eight times its 2009/10 revenues. But the
Voras see no great need for PE investment.
Mayur says he gets proposals from PE firms almost every month. "There's no big name
left
who has not approached us: he says." I don't know what they can bring to the table
except
money. Sure, we need money to build a national presence, but that can come from bank
borrowing and internal accruals." Mapro revenues have risen from Rs 25 crore in
2006/07 to
more than Rs 100 crore in 2010/11, a compounded annual growth rate of some 32 per
cent.
Success, as they say, is sweet.

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 MR. KISHOR VORA

COMPANY LOCATION

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 COMPANY PROFILE

Panchgani-based Mapro Foods is a small company, but dreams like a big one. It started
as
small-scale jam unit, after government officials who wanted to promote food processing
industries in the region gave pharmacist and businessman Kishore Vora a fruit
processing
license. Vora began by making sourcing: says Vora.
10 kg batches of strawberry and raspberry jam in a tiny room equipped with a kerosene
stove and a pot.
Word-of-mouth popularity prompted him to move to a bigger production facility. He
started
experimenting to make other fruit-based products. The high fruit juice content of
Mapro's
crushes and squashes - 45 per cent, compared to 25 per cent for rivals Kissan and Mala's
-
made them instant hits. We came up with fruit crushes because there was a demand for
fruit-based milk additives. Since Panchgani accounts for over 70 per cent of the
country's
strawberry production, we were able to forge exclusive partnerships with farmers .

Company Logo

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 An emphasis on excellence and quality 
With its state-of-the-art production facilities, 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 customers’ expectations.
The company has obtained ISO 9001:2008 certification and ISO
22000:2005 certification from BVQi. The implementation of B. R. C. Standards is
being planned in the near future.

     

Having started with a capacity of 10MT of processed fruit products a year, the Company
today has a processing capacity of about 30,000MT per Year with its factories in the
Shendurjane village of Satara district, Panchgani town, Gureghar village of
Mahabaleshwar tehsil and Indora town of Kangra district in Himachal Pradesh.
Mapro Foods has a flat organisational structure where management and employees work
hand-in-hand. Lunch is cooked in the common canteen for one and all, including guests,
who all eat the simple, sumptuous and wholesome meal together. Employees who have
put in a number of years of service are recognised and felicitated. The education of
children of employees is encouraged and supported and employees’ families are
included in all celebrations.
Mapro has successfully led the socio-economic upliftment of people in this region.
Besides men, women have had the means of earning a livelihood too, and there is a
focus on education of the younger generation.

The development of the village of Gureghar, comprising around 70 families, between

1971 and 1985, is a case-study in itself. It started out with 12 persons working as
permanent employees at the Gureghar fruit processing unit, with the rest into subsistence
farming. But for them too, there was hope. They had continuous and sustained income

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with a ready market at their doorstep. They started growing strawberries, with technical
guidance from Mapro, and today the region has the highest produce of strawberries in all
of India, one of the major catalysts for the manifold increase in tourist inflow over time.
All these achievements have been through sustainable means, keeping the region’s
ecology in mind. Gureghar boasts of being one of the first villages to have 100%
sanitation with every house having their own biogas plant.
Today, statistics reveal 100% employment in the village, with none under poverty line,
and 100% literacy with a 0% dropout rate. Mapro’s vision does truly extend beyond
business.

CSR - Corporate Social Responsibility

At Mapro, Corporate Social Responsibility is part of the business.

During the year 2015, the Company contributed towards the Rural Development by
providing water pipe line from Chandak gaon to Gulumb gaon under the scheme
"Jalyukt Shivar Abhiyan" initiated by Government of India.
This will help farmers and local community for supply of water. The contribution made
by the Company will help in rural development of India.

Locations of Operations

Having started with a capacity of 10MT of processed fruit products a year, the Company
today has a processing capacity of about 30,000MT per Year with its factories in the
Shendurjane village of Satara district, Panchgani town, Gureghar village of
Mahabaleshwar tehsil and Indora town of Kangra district in Himachal Pradesh.

Mapro Foods Private Limited

Mapro Food Park & Main Mapro Garden & Chocolate Registered Office &
 
Unit Administrative Office Plant Confectionery Plant
122, Shendurjane 15/1B, Gureghar Kushal Kunj, 
Wai-Surur Road,  Panchgani-Mahabaleswar 3 Chesson Road, 
 
Wai 412 803. Road, Panchgani 412 805.
Dist. Satara, Maharashtra Mahabaleswar Dist. Satara,

MARKETING STRATEGIES OF MAPRO FOODS

1) Demand Drivers:-

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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 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.

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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.

CATEGORY DISPLAY OF MAPRO PRODUCT

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Products of MAPRO

Customer Satisfaction
Customer satisfaction is seen as a key performance indicator within business and is often
part
of a Balanced Scorecard. In a competitive marketplace where businesses compete for
customers, customer satisfaction is seen as a key differentiator and increasingly has
become a
key element of business strategy.
"Within organizations, customer satisfaction ratings can have powerful effects. They
focus
employees on the importance of fulfilling customers' expectations. Furthermore, when
these
ratings dip, they warn of problems that can affect sales and profitability. These metrics
quantify an important dynamic. When a brand has loyal customers, it gains positive
word-of-mouth marketing, which is both free and highly effective.

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Therefore, it is essential for businesses to effectively manage customer satisfaction. To
be
able do this, firms need reliable and representative measures of satisfaction.
"In researching satisfaction, firms generally ask customers whether their product or
service
has met or exceeded expectations. Thus, expectations are a key factor behind
satisfaction.
When customers have high expectations and the reality falls short, they will be
disappointed
and will likely rate their experience as less than satisfying. For this reason, a luxury
resort, for
example, might receive a lower satisfaction rating than a budget motel—even though its
facilities and service would be deemed superior in 'absolute' terms.

Purpose:
Customer satisfaction provides a leading indicator of consumer purchase intentions and
loyalty. Customer satisfaction data are among the most frequently collected indicators of
market perceptions. Their principal use is twofold.
1. "Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
positive
experience with the company's goods and services.
2. "Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm's customers will
make
further purchases in the *fire. Much research has focused on the relationship between
customer satisfaction and retention. Studies indicate that the ramifications of satisfaction
are
most strongly realized at the extremes." On a five-point scale, "individuals who rate their
satisfaction level as '5' are likely to become return customers and might even evangelize
for
the firm. (A second important metric related to satisfaction is willingness to recommend.
This

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metric is defined as "The percentage of surveyed customers who indicate that they
would
recommend a brand to friends." When a customer is satisfied with a product, he or she
might
recommend it to friends, relatives and colleagues. This can be a powerful marketing
advantage.) "Individuals who rate their satisfaction level as '1,' by contrast, are unlikely
to
return. Further, they can hurt the firm by making negative comments about it to
prospective
customers. Willingness torecommend is a key metric relating to customer satisfaction.
As organizations become increasingly focused and driven by demand the need to get
customers loyalty and retain their loyalty is critical. Customer satisfaction is the most
effective way to achieve customer loyalty .Customer satisfaction and customer loyalty
share
many traits. Customer value is customer perception of the ratio of benefits to what he \
she
gives to obtain these benefits. The customer value trait is framework used to understand
what
is that customer wants.
1. Perceived product quality 2. Value based pricing 3. Perceived service quality
Customers are satisfied when value satisfied meets or exceed expectations. If their
exceptions
of value are not met, there is no chance of satisfying them. Finding out what customer
wants

however difficult and complex process. To be able to create and deliver customer value,
it is
important to understand its components. The benefits customers expect are shaped
primarily
by how they perceive product and service quality and whether or not their perceptions
are
valid. Unfortunately customers don't know to draw a distinct line between product and
service and quality. Customers tend to combine product and service attributes together as
apart of a total package to which they attach some individual perceived value. Most

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companies products fall somewhere between pure product and pure service. Managers in
charge decide which attributes or tangibles or more important than other according to the
needs of their customer’s. On the risk side of the education, the customer’s perception
and exceptions become the determining factors. Transaction price, life cycle costs and
the actual degree of the risk being taken constitutes the three components involved in the
risk of buying. The actual price being paid for the product or service at the time of
purchase represents the
transaction cost. Life cycle costs are the total cost of ownership, which includes
operating and
service expenses.

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.
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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 on going 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.

1) What aspect of the satisfaction response has implications for loyalty?

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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
behavior. 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.

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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.

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

1. Kissan 6. Dana
2. Tops 7. Haldiram
3. Cremica 8. Mala
4. Druk 9. Bikano
5. St.Dalfour 10. Mishrambu , etc.

24 | P a g e
 Mapro's sweet success: Being happy more important
than being the biggest

Mahabaleshwar-Panchgani is India's own strawberry country. Over 80 percent of the

country's strawberries are grown here. Popular with the tourists, the region has also been
made famous by Mapro Foods, a maker of fruit-based products, which was founded here
more than 50 years ago. Said to be one of the oldest food companies in India, Mapro
specializes in fruit jams, squashes and syrups though it also manufactures chocolates
made from cocoa butter. Busy on a Monday morning, Mayur Vora, Managing Director,
Mapro Foods, meets us between meetings and happily unwinds about his journey at the
company's factory in Wai in Satara district. Mayur saw the company begin from the
kitchen of the family bungalow where his uncle, Kishore Vora, a pharmacist started the
business. Kishore, who worked at a pharmacy, reportedly set up the business to help the
farmers whose fresh produce of strawberries and raspberries were being sold at distress
sales. In an 8 x 12 tiny room armed with two kerosene stoves, four vessels and a
thermometer (he could not afford the more apt refractometer), Kishore began his
'processing unit' with an investment of Rs 800, where the family cook would help with
the stirring. His first batch of strawberry jams was sold at the same pharmacy store he
worked at. Pretty soon, word-of-mouth got more people to the store. In time, two
employees were hired and jams were made in increasing quantities and sold under the
brand name, Vora Products. Jam-making soon replaced the pharmacy career. Kishore
experimented heavily in the new avatar - he churned out not just strawberry jams but
tried his hand with almost all the fruits growing in the area that were bottled into jams,
squashes, crushes and juices. Unexpectedly for Kishore, his business got a fillip courtesy
government officials who offered him a fruit processing license in a bid to promote food
processing industries in this belt .Soon, the tiny unit nudged its way to other rooms in the
2,000 sq ft bungalow that the Vora family had moved to in 1959. What worked for
Kishore was that his jams had a higher percentage of fruit content - 45 percent against 25
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percent of his rivals. Vora then went for a partnership briefly with a friend in Mumbai
and the name of the firm was changed to Mahableshwar Food Products with the brand
name Mapro, which has been the company's calling card since.

The hand-over
Though the partnership was dissolved soon, Mapro grew from strength to strength.
Mayur says that his uncle was a pioneer with the products he introduced Indians to. For
example, he introduced strawberry crush, a concept unheard of in the country till then.
The jelly sweet with pectin was another product which, says Mayur, earned the company
the name as the world's largest manufacturer of fruit pectin jelly sweets. Mayur says that
his uncle was resolute in his pursuit of getting the best products out there. He was the
first person in India to appeal to the Central Committee for Fruits to allow him to
addrose petals in syrups. "Our Rose Syrup is a brand leader in the product category and
remains our most popular product," says Mayur.
In 1983, the then 25-year-old Mayur, an alumnus from IIM-Bangalore who had a brief
corporate stint with Voltas, joined his uncle. "My uncle was planning to move on and
asked me whether I would like to take over. It was a business I was familiar with
through all my growing years and Panchgani seemed so much more tempting after living
in other cities; so I took up the offer." Kishore hand-held his nephew for a few years and
then moved on never to look over his nephew's shoulder. "I go to him if I need advice,
but he has let me run it independently," says Mayur. By the time Kishore quit the
business, he had developed as many as 300 different products with fruits. Mayur reduced
the number of products so as to focus on a select popular range rather than dissipate their
company's energy on numerous products. Mayur also bought a 2,000 sq feet factory in
1988, which is where Mapro Gardens is located today. For the first time, the company
sought a bank loan of Rs 15 lakh, which took eight months to sanction and the factory
could get started only two years later. The bank's 'treatment' put him off and he vowed
never to go seeking funds. The company does not believe in advertising either as Mayur
says, "We can do without it." In 2006, when the 15 percent sales tax was replaced with a
flat 4 percent VAT, Mayur invested the extra money back into the business and decided
to spread his wings. For the first time, the company went outside of Maharashtra with a

26 | P a g e
unit in Pathankhot, Punjab besides the ones in Satara (set up in 2006) and Pune (2012).
The Punjab facility is yet to start operations.

Being happy
Mayur's 30- year-old son Nikunj joined the firm in 2008 after a degree in Family
Business Management and a corporate stint in the US. It is Nikunj who decided to focus
on a new product category - chocolates. But first off his table was the Rs 1 pulpy fruit
chew Falero (it wasinitially named to mean Phal le lo and 'r' was added to it so as to not
make it a tongue twister!). It is now available in six flavors. "Big brands have copied us
now," says Nikunj.

Nikunj then came to market with cocoa-based chocolates in 2010 titled Mazaana (Hindi
word Mazaa Ana meaning have fun and also, Hebrew for happiness). These are available
in dark and milk varieties with chocolate-coated almonds, raisins, etc. The company's
products are currently available in Western Maharashtra and Gujarat. "We are not
ambitious. We know this market. We have sold here for 50 years. We take pride in
thefact that we have never made a bad product. These things matter to us," says Mayur.
"We are not known in the north and south of India but people from those parts also
travel to Panchgani for holidays and know of us," Nikunj says, adding that Mapro
Gardens gets two million footfalls a year. This local approach is also seen in the
company's operations. They believe in employing locals at their facilities. This, believes
Mayur, is a way of giving back to the community. When Mayur took over, production of
fruit-based products was at 1,500 kgs. In 2012, it stood at 11,000 MT. Installed capacity
in all the units is 11,350 kg per hour of finished products and revenuesin 2013 were over
Rs 100 crore.Reeling off the figures, Mayur says, "We could grow 10-fold if we want to.
But then it will mean going back to a world which we left behind to settle here We have
30 percent growth year-on-year and are doing better than most companies in the FMCG
sector. We are only interested in being happy."

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 KEY OBSERVATIONS

Objectives of the Study:

1. To study the Level of Customer Satisfaction for Mapro food products.
2. To understand the customer requirements
3. To provide suggestions to the management regarding customer satisfaction.
4. 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.

SAMPLING
A sample is a part of population. The sample should be representative of the population
and
the information obtained must be reliable. In any survey where reliability is desired, the
errors
and variances have to be controlled, measured and interpreted.
Sample Unit: Mapro Product Customers.
Sample Frame: DELHI
Sampling Method: Convenient sampling Method was used as it was suitable for the
survey
carried out to calculate certain number of samples (customers) and this method was easy
to
understand the percentage of satisfaction and other data.
Sample Size: Total 104 respondents were conveniently selected, who are the customers
ofMapro food products.

28 | P a g e
CUSTOMERS
Mapro Foods Pvt. Ltd has customers from a wide range of people. Mostly the
customers of
the company are children as the products of Mapro are targeted for this group only i.e.
Mapro produces chocolates and jellies and jams and many more which is mostly liked
by the
children only. But this doesn't means that other age groups are not covered.

FINDINGS

1. 71% respondents are satisfied with the different range of products.

2. 81% people say that they will suggest Mapro products to others to buy.
3. 63% respondents says that the quality of Mapro products is Good.
4. 10% respondents say that they find defect in the packing.
5. Fruit crush is the most preferred product in the Mapro product range.
6. 70% people are satisfied with the taste of Mapro products
7. 94% people are not satisfied with the replacement policy of the Mapro products.

Key Challenges faced while doing the task-

A.New Lifestyle-Being a college graduate, I got used to a new lifestyle that was quite
jarring. Instead ofwaking up at ten and going to a few classes a day, I was doing the field
job. The hours and thenew living situation clearly made socializing more difficult than
before.

B.Competition with Other Interns-

Luckily, I’ve worked in groups where the interns had a collaborative relationship such
that wecould ask each other questions and team up on projects easily. Other office
environment wasalso quite friendly, as interns might be competing for a future job
opening or a good letter ofrecommendation.

29 | P a g e
C.Time Management-As being new to this corporate life, I took 4-5 days to get settled
into the workingenvironment. It was quite time consuming to understand the work that I
did and how toanalyze it. Working in a FMCG company was quite challenging but once
I was used to it, itlooks pretty interesting.

Learning and Value Additions

Major Learning during SIP

a)Identified the working environment of the FMCG companies, how they work, how
the products are supplied and the role of the sales persons in the company.
b) Knowledge of social, legal, ethical and technological forces on decision-making.
c)Ability to convince customers and try to make a position in their mind.
d)Ability to create plans for attracting customers and making a revenue from them.
e)Ability to communicate the different end users in different locations.
f)Ability to understand the customer’s needs and requirements from the company.
g)Got the chance to interact with the professional already working in the company.
h)Analyzing the customer’s preference’s was the major learning.
i)Ability to apply knowledge and skills to real-world experiences in an internship.
j)Ability to analyze problems and provide solutions based on a critical examination of
information.
k)Got the chance to know about the market, retailers, margin scheme, distributors, how
all
they work to provide the products to the end users.
l)Learnt the market strategies of the company and how to expand the market in given
area,
how to make customers satisfied and customer awareness through sampling of the
products.

30 | P a g e
Difference between Practical Exposure & Theoretical Concept

I think it is practical knowledge which holds greater importance than theoretical

knowledge.
Whatever we may study, if we can’t apply it to real life situations, it is of no use.
Similarly,
even if one don’t have much idea about the terminology associated with the work a
person is
doing, as long as he is able to do it correctly, it doesn’t make much difference. For
instance,
an electrician knows which wire to cut/attach when there is some problem in our house
circuitry. So even if they don’t know what each of the wires is termed as or why to cut
only
that particular wire it doesn’t make much difference.
In the realm of business, theoretical knowledge involves learning and understanding the
basics of how business works, what different processes are involved in running a
successful
business and how to stay on top of changes in those processes. Practical knowledge
provides
the tools and techniques necessary to put theory into practice. In a real-world business
setting,
the theoretical lays the framework for the practical to build on. This can be thought of
simply
as what needs to be done versus how to do it. Businesses need to establish a balance
between
the two in order to achieve success.

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 Usefulness of Internship with future perspective
Skills Gained

Business theory is much more about assessment than it is about practice. In a theoretical
program, I may study economics, statistics, marketing and market trends. By focusing on
how
these processes apply to and affect businesses, I gain a solid understanding of how
companies
operate and the ways they must adapt over time. Practical business programs involve
skills
that make you a desirable employee, team leader or manager. These may include
communications, organization, management practices, technology or critical thinking.
Some
skills, such as leadership, overlap both types of programs, showing how closely these
two
branches of business study are related.

Real world experience:

Joining a company as an intern gave me the opportunity to work hands on in a
professional
environment. As an intern I was not just there to get coffee or run errands but I gained
actual
work experience. Internships help by teaching you more about the career path you are
pursuing. Think of it like this internships are a way to test drive possible jobs and
explore
different career options.

Networking:
Internships often give you the opportunity to attend meetings and events. By interacting
with
professionals you gain new connections and learn how to communicate in a professional
environment. Personally, my internships have introduced me to a lot of useful resources
and

32 | P a g e
have given me the opportunity to meet a variety of professionals in my field. Internships
can
even provide you with a professional mentor.

Time Management:
As an intern you’ll become a master of time management. When you’re working in a
fast
paced professional environment you need to know every minute counts. Time
management is
vital in every circumstance whether you’re attending meetings, finishing tasks on
deadlines,
making phone calls.

Career Foundation:
Internships provide you with the building blocks you need for your future. Many
internship
opportunities help set the foundation for your career. It is important that you choose you
internships based on your interests and career prospects. As an intern you have the
opportunity to get your foot in the door with a company. Keep in mind, employers often
use
internships as a recruitment tool to test out future employees and in many cases,
companies
hire interns after graduation.
Career Preparation:
If you’re interested in the analytics and marketing side of business and enjoy creating
structured environments, a theoretical business program will put you on track for that
type of
career. You can help entrepreneurs build their startup companies or advise seasoned
business
owners on how to update their practices to take advantage of changing markets and
consumer
behavior’s. If you’d rather spend your days in an office setting or a retail environment,
interacting with clients and customers or working on projects, put your focus on
practical

33 | P a g e
business studies. Both programs can set you up for careers with great potential for
growth.
Although most business positions involve at least some mix of the theoretical and the
practical, it can be beneficial to focus on one or the other. Look for the program that
provides
solid knowledge and strong skills to support you in the career that you want.

You can gain an unforgettable life experience:

While the career you end up working in may be a bit more down-to- earth, internships
allow
you to explore all the possibilities and come away with an experience that you will never
forget. While a full-time job may be hard to come across in certain areas and
organizations,
many companies are willing to take on an intern. An internship could allow you to take a
look
into professions and organizations that you’ve only ever dreamed of. You could find
yourself
interning at a sporting club and attending matches and events, chasing the biggest story
of the
year with a news crew, interning for a renowned fashion designer or coordinating a
prestigious event such as fashion week.

Analysis in general trade

Market Overview

• The Indian FMCG sector, with a market size of US$ 25 billion (2007–08 retail
sales), constitutes 2.15 per cent of India’s GDP.

• The industry is poised to grow between 10 to 12 per cent annually.

34 | P a g e
 A well-established distribution network spread across six million retail outlets
(including two million in 5,160 towns and four million in 627,000 villages) low
penetration levels, low operating costs and intense competition between the
organized and unorganized segments are key characteristics of this sector.

Market Analysis

• Organized retail —changing industry dynamics

• The Indian retail market size is estimated at US$ 350.2 billion and is projected to
grow at 13 per cent per annum to reach US$ 590 billion by 2011–12.

• The current share of organized retail is estimated to be 4 to 5 per cent and is

expected to increase by 14 to18 per cent by 2015.

• Organized retail has created new channels for FMCG players through diverse
retail formats such as departmental stores, hypermarkets, supermarkets and
specialty stores.

• With organized retailing emerging in a major way across the country, the
revenues of FMCG companies are expected to surge.

Rural market —the new growth frontier

• Rural India accounts for close to one-third of the total consumption pie. Robust
consumption in the rural economy is one of the key drivers of India’s sustained
growth.

• FMCG companies are devising exclusive rural marketing strategies to tap the
rural consumer base.

35 | P a g e
 • A large number of FMCG companies derive a significant proportion of their
overall sales from outside the top few 100 towns/cities, which reflects the
growing economic importance of India's rural consumer base.

FMCG Vs INDUSTRIAL MARKETING

36 | P a g e
 Market Segmentation

GEOGRAPHICAL
DEMOGRAPHIC
SOCIAL AND ECONOMIC
BEHAVIORAL

• Food products is the largest consumption category in India, accounting for nearly 21
per cent of the country’s GDP.

• Some of the leading players in this segment include Britannia Industries Ltd, Dabur
India Ltd, GlaxoSmithKline Consumer Healthcare India Ltd and Gujarat Cooperative
Milk Marketing Federation (GCMMF).

37 | P a g e
 Market Strategy

• Direct on-screen marketing (e.gharpic)

• Power brand strategy (e.g lifebuoy soap)

• Power brand extension (e.g lifebuoy talcum powder)

• Exit from non power brand

• Using INDIA as a brand

• Small size packet strategy

• Pricing strategy

• Small value, size increase

• Small value, size decrease

Latest scenario in FMCG market

• Increasing per year with the growth rate of 9%.

• Price of raw material is decreasing

Cost of machinery required for consumer goods are less than durable goods

Economic contribution

Employment
38 | P a g e
 • Direct employment is estimated at approximately 6% of turnover, i.e. US$ 1.5
billion4 (Rs. 7,000 crores)

• approximately 12-13 million retail stores in India, out of which 9 million are
FMCG kirana stores. Thus the sector is responsible for the livelihood of almost
13 million people

• Fiscal contribution

• Cascading Multiple Taxes by the FMCG sector(Import duty, service tax, CST,
income tax). 30% revenue of the sector goes into both direct and indirect taxes.
estimated size of $25 billion (Rs. 120,000 crores), that would constitute a
contribution to the exchequer of approximately US$ 6.5 billion (Rs. 31,000
crores).

Social contribution

• create employment for people with lower educational qualifications. FMCG

firms have also undertaken some specific projects to integrate with upcountry
and rural areas for both inputs and for distribution as well as to fulfil CSR.

Some examples:

• ITC echoupal and ChoupalSagar:-sells both agricultural inputs and daily needs
products. . ITC’s rural e-network enables farmer connectivity and provides an easy way
for farmers to get better profitability and control through access to timely information.

• HUL’s Shakti Amma network:- HUL pioneered a rural entrepreneurship model

amongst women who became HUL distributors.

• Dabur India regularly conducts rural and adult education programs and provides
training in rural areas to facilitate employability.

Contribution to Other Sectors

1.Agriculture - Its intake of agricultural output as raw material is estimated to

constitute roughly 9% of total turnover for the sector. That would put its total value to
agriculture at US$ 2.2 billion7 (Rs. 10,500crores).

39 | P a g e
2. Third Party Logistics - The third-party logistics market for the FMCG sector in India
has been growing at a CAGR of 12% since 2002, and is estimated to be worth US$ 63
million8 (Rs. 300 crores). It is anticipated to double by 2011, and be worth over US$ 146
million (Rs. 700 crores) by 2012, a growth of 211% from 2002.

3. Ancillary Industries:-

a. Manufacturing – Almost 9-10% of total sector’s production is outsourced to

contract manufacturing units taking the total size to $ 1.7 – 2 billion (Rs. 8,000 – Rs.
9,500 crores), approximately.

b. Distribution –

i. ITC services 1.1 million outlets at an average frequency of three days down to villages
with population of 2,000, and has 1,000 wholesale dealers.

ii. Marico reaches 1.6 mln outlets, through almost 900 direct distributors, 100+ super
distributors, catering to almost 2,500 small stockists and 4,600 van markets.

4. Packaging Industry - The packaging industry for the FMCG sector alone is worth
US$ 2.9 billion10 (Rs. 14,000 crores), and is expected to grow faster due to the growth
of private label FMCG products.

5. Media Industry - The media industry has a lot to gain from the FMCG sector.
Around 40% of media industry earnings from advertising (US$ 5 billion) are estimated
to come from the FMCG sector, a contribution of US$ 2 billion (Rs. 9,500 crores).

6. Tourism Industry - Penetration of familiar brands across the length and breadth of
the country provides comfort and reassurance of quality to both Domestic and
International tourists.

40 | P a g e
 Export Potential

• India is recognized a cost-effective quality manufacturing base in the world

market.

• As Indian companies are going global, they are focussing more on overseas
markets such as the US, the UK, the UAE, Sri Lanka, Bangladesh, Thailand,
Afghanistan, South Africa and Mauritius either through exports or the
establishment of their own foreign subsidiaries.

• MNCs in India have also started supporting their global supply chain
requirements by serving as cost-effective sourcing bases.

41 | P a g e
 DATA INTERPRETATION AND ANALYSIS

Q.1) Do you purchase Mapro food

products?

YES 96%

NO 4%

42 | P a g e
 Q2) How will you rate quality of Mapro products?

Average 37%
Good 42%
Excellent 21%

43 | P a g e
 Q3). How would you rate the price of the Mapro product?

Price rating People

-
Low 21%
Moderate 62%
High 17%

Interpretation: 62% respondents say that the price of the mapro products is
moderate, while 21% say it is low and 17% say it’s high. Hence this helps
in price controlling.

44 | P a g e
 Q4).Are you satisfied with the taste of

Mapro products? Satisfaction- People

Yes 70%

No 30%

Interpretation: 70% people are satisfied with the taste of Mapro products,
while 30% are not satisfied. By this result steps should be taken in order
to improvise the taste and meet consumer’s expectations.

45 | P a g e
Q5).Do you find any defect in the packaging ?

Defects in packaging - People

Yes 10%

No 90%

Interpretation: 10% respondents say that they find defect in the packing.
Packaging can be much more improved . There can be much more attractive
ways on which we can work for packaging
modified as per customer’s expectations and market needs.

46 | P a g e
 Q6).Which product of Mapro do you prefer the most?

Product preference - People

Jam 25%
Fruit crush 31%
Bars and jellies 27%
Desert topping 17%

Interpretation: Fruit crush is the most preferred product in the mapro

product range. Where as 27% people prefer bars and jellies. It is observed
that 25 % consumers use jams and 17% prefer dessert topping.

47 | P a g e
 Q7). How will you rate the advertisement done by the Mapro?

Advertisement - Peopl
e
Average 52%
Good 41%
Excellent 07%

Interpretation: 52% respondents say that the advertisement of Mapro

products is average. This can be changed by making innovations in the
marketing and promotion of the product.

Q9) Will you suggest others to buy the Mapro

Products? Will suggest others – People

Yes 81%

No 19%

48 | P a g e
 Interpretation: 81% people say that they will suggest Mapro products to
others to buy. Steps should be taken to make the product and brand
name more famous and prominent in the market.

49 | P a g e
 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

50 | P a g e
 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.

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.

51 | P a g e
• 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.

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
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• 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

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.

53 | P a g e
PROBLEM OF COUNTERFEITING AND PIRACY IN INDIA

• According to a study conducted by a leading research agency AC Nielson, FMCG

industry which ends up loses approximately 15% of its revenue around Rs 2,500
croreand Rs 900 crore for the government annually due to counterfeits and
pass-off products. The fake products are affecting the sales of leading brands by
almost 20-30 per cent.

• study also suggest 10 per cent reduction in the piracy rate has the potential to
create 50,000 additional jobs in India, According to FICCI, there are several laws
in India to deal with the issue but the problem arises when these laws are not
implemented properly.

• India continues to remain on the priority watch list of the US Trade

Representative, meaning that India is perceived as not providing adequate
intellectual property rights protection or enforcement of laws protecting IPR.

• The FICCI has recently taken up a joint publicity campaign with the Ministry of
Consumer Affairs under the ‘JagoGrahakJago’ and ‘Bhagidari’ with the Delhi
Govt.

• To popularise the issue among the students – 5th Hum Kishore Festival with
the theme “Fight Smuggling and Counterfeiting” was organised in more than
100 schools of Delhi and the National Capital Region.

• FICCI CASCADE is also organising an Industry-Government seminar on June 8,

which is being observed as the ‘Anti-Counterfeiting Day’.

54 | P a g e
DURING INTERNSHIP

55 | P a g e
 LITERATURE SURVEY

CONCEPT OF CUSTOMER:
Customer satisfaction represents a modem approach for quality in enterprises and
organization’s and serves the development of a truly customer-focused management and
culture. Measuring customer satisfaction offers an immediate, meaningful and objective
feedback about client preferences and expectations. In this way, company performance
may
be evaluated in relation to a set of satisfaction dimensions that indicate the strong and the
weak points of a business organization.
This project presents an original customer satisfaction survey in the food & beverages
sector.
The implemented methodology is based on the principles of multi criteria analysis and
preference disaggregation modeling. The most important results are focused on the
determination of the critical service dimensions and the segmentation to customer
clusters
with distinctive preferences and expectations.

CUSTOMER:
A "Customer" is one who purchases a product or service from a particular organization.
One
thing that we are all customer, infect everybody in this world is a customer. Every day in
our
life we buy and consume an incredible variety of goods and services. However, we all
have
different tasks, likes& dislikes and adopt different patterns while making purchase
decision.
Each customer is unique and this uniqueness is reflected in competitive behaviour and
pattern
and process of purchase.

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 RESEARCH METHODOLOGY

Definition:
"A Research is a careful investigation or inquiry, especially through search for new
facts in any branch of knowledge".
Meaning: Research is an active, diligent, and systematic process of inquiry aimed at
discovering, interpreting, and revising facts. This intellectual investigation produces a
greater
knowledge of events, behaviors, theories, and laws and makes practical application
possible.
The term research is also used to describe an entire collection of information about a
particular subject, and is usually associated with the output of science and the scientific
method.
Research Methodology is a systematic method of discovering new facts or verifying old
facts,
their sequence, inter-relationship, casual explanation and the natural laws which governs
them. Research Methodology explained by Redman and Mory are as follows:
"systematized
effort to gain new knowledge." Research Methodology is original contribution to the
existing
stock of knowledge making for its advancement. It is the purest of truth with the help of
study, Observation, comparison and experiment. In short also covers the systematic
method

57 | P a g e
of finding solution to a problem is research. It also covers the systematic approach
concerning
generalization and the formulation of the theory.
Different stages involved in research consists of enacting the problem, formulating a
hypothesis, collecting the facts or data, analyzing the facts and reaching certain
conclusion
either in the form of solution towards the concerned problem or in generalization for
some
theoretical formulation.
Sources of data in Research Methodology mainly data plays an important role. This
study is
conducted by collecting and analyzing the data from primary and secondary sources.
a) Primary Data
b) Secondary Data.

Primary Data:
Primary Data is the data, which is collected with the help of typed questionnaires.
Primary
data was collected by administering the questionnaire to the marketing advisors of
Mapro
Foods Ltd.
Secondary Data:
It is the data, which is collected from the various books, magazine and material, reports,
etc.
The data which is stored in the organization and provide by the marketing people are
also
secondary data. The information’s is taken out regarding that subject as well other
subject
from various sources and stored. The last years data stored can also be secondary data.
This
data is kept for the internal use of the organization. Secondary data was collected from
the
books, websites and through the interaction with the individuals in the organization.

58 | P a g e
 CONCLUSION

 Mapro company has to come up with new products so that company

can attract more customers and retain existing customers.

 More advertising is required to increase the brand recognition which

will promote more selling of the products.

 Most of the customers were satisfied with the taste of the Mapro
products.

 Most of the customers were satisfied but changes are required

according to the changing scenario as advertisement has a great
impact in the working of the company.

 Price can be comparatively lowered making it feasible for the middle

class strata to purchase the products.

 Promotions and promotional offers should be taken up in order to

gain customers attention.

 Hygiene levels are up to the mark. There is no scope for spoilage on

account of unhygienic conditions.

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 Bibliography

Websites:

1.www.mapro.com/mapro_history

2.www.bseindia.com

3.m.businesstoday.in/maprofood

4.wap.business-standard.com/management

5.www.martifersolar.com/case_studies

Books:

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

2. Marketing Management by Philip Kotler.

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