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The company has grown organically over the last five decades with sustain profitability. Known for
its quality and innovation, Mapro has been built on its founder’s philosophy of developing products
that are wholesome, nutritious, value-for-money, and imaginative.
BUSINESS OPERATIONS
A. SWOT ANALYSIS
STRENGTS
• Low operational costs.
• Presence of established distribution networks in both urban and rural areas.
• Presence of well-known brands in fmcg sector.
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.
OPPORTUNITY
• 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.
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.
B. ORGANIZATIONAL STRUCTURE
Mapro foods has a flat organizational 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 recognized 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 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.
C. MARKETING STRATEGY & COMPETATIVE STRATEGY
Mapro foods, the mahabaleshwar-based makers of squashes, jams and confectioneries is looking for a pan-national presence for its products. the 25-year-
old brand, primarily known in the western region, is targeting the northern and southern regions of the country. under this, 16 cities in the north and 10
cities in the south will soon start stocking mapro brand products.
mapro foods ceo mayur vora told fe that the focus is now on the northern and southern regions after establishing a presence in cities like mumbai, pune
and ahmedabad. the strategy adopted by the company is to focus on cities offering high potential. that is why it is more bullish on its foray into the
northern and southern regions rather than penetrate into the hinterland of maharashtra. in the north, we are beginning with delhi and will subsequently
take our products to cities like kanpur, lucknow and those in punjab. the foray in the southern market will begin in six months, where initially we are
targeting 10 cities, mr vora said.
the company is in the process of establishing a sales force to monitor the spread in these regions. the strategy is to have a single distributor for each city
to ensure product placement in the supermarkets, shopping malls, dry fruit shops and general grocery stores. in order to track the movement of products
from the distributor to the retailer, mapro is putting in place an online module which will enable the sales force to feed daily sales trends and figures. a
single distributor for the city and its vicinity enables us to exercise better control over the inventory and also ensures better accountability, mr vora added.
on brand-building activities, mr vora said the company will concentrate on point-of-sales promotion rather than embark on a grandiose brand-building
activity involving print and electronic media. he said mapro as a brand was small to sustain a large-scale media blitz. that is why the initiatives have been
restricted to point-of-sale promos. since mahabaleshwar is a premier hill station in maharashtra, attracting tourists by the thousands, brand-building is
conducted through free tasting counters for jams, crushes, syrups, squashes and confectionery, he added. footfalls at our factory premises enables us to
promote our brand through word-of-mouth which to a large extent has been instrumental in our success in the western region, mr vora said. mapro foods
has a turnover of rs 10 crore and is looking at a 50 per cent growth annually, according to mr vora. the company plans to increase its manufacturing
capacity by adding around 5,000 tonnage to the existing 2,000 tonnage capacity at mahabaleshwar.
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