MARKETING STRATEGY OF AMUL ICECREAM

OF

Under the guidance of : Mr. Akshay ,singh

Mr. P. Mudgal (In charge Ice Cream Division)
Mr. Amit Garg (Reporting Officer)

SUBMITTED BY:
MR. HARENDRA Kr.YADAV
B.B.A.3rd YEAR
ROLL.NO.-8868

SUBMITTED TO:
Mr. AKSHAYSINGH

SYNOPSIS
This project has been completed in Amul (i.e. Anand milk union
Limited)
Ice Cream. The purpose of this project was to strengthen the
infrastructure of Amul ice-dream to increase the sale in respective area
i.e. east

Ghaziabad City. The main task was to open new outlet for

Amul Ice Cream and the project titled is OBJCTIVE TO INCREASE

THE SALE OF AMUL ICE-CREAM THROUGH RETAIL PENETRATION
& HADF BOOKING
Which can be also named as HADF (Hamara Apna Deep Freezer).
It consists of convincing retailers to subscribe to Amuls freezer. The
methodology consisted selection of outlets on subjective basis. It
depended on the description of the trainee.
The objective was to provide infrastructure for the ultimate gole of Ice
Cream selling
The project also aimed at keeping the competitors under control.

CONTENTS

1. INTRODUCTION
2. COMPANY PROFILE
3. CHAIRMAN SPEECH
4. AMUL PRODUCTS
5. SALES REPORT
6. MARKET RESEARCH
7. COMPETITORS ANALYSIS

8. RECOMMENDATION/SUGGESTION
9. CONCLUSION
10.

BIBLIOGRAPHY

INTRODUCTION

AMUL is the largest co-operative in India. It is also known as GUJARAT

CO-OPERATIVE MILK MARKETING REDERATION LTD (GCMMF
LTD).
Gujarat Co-operative Milk Marketing Limited produces a wide range of
milk products like Butter, Lite Butte, Flavored milk, Skimmed milk,
Masti Dahi, Paneer, and Ice Cream etc. And these entire products are
available in the market with the brand name Amul. In the market
Amul has also got nickname i.e. BUTTER-KING , which shows that
Amul is the market leader in Butter is the only product which is also
called as the backbone of Amul. Here the Subject of study is Ice Cream.
After years of market research and analysis Amul found that there is a
large for Ice cream in Indian market. And finally in year 2002 Amul
launch it Ice-cream where the market leader like HLLs Quality Walls,
Vadilal, were already playing in market with the some other local brand
of respective area. But due to the brand image of Amul, it gets a
platform for successful launch with a wide range of product. Presently,
Amul claims to be the

Frontrunner in the ice cream business. It has been able to create large
customer bases that will consume nothing but Amul when it comes to
Ice cream.
Amul means Priceless in Sanskrit, the brand name Amul from the
Sanskrit Amoulya was suggested by a quality control export in Anand
variants all meaning price less are found in several Indian languages
Amul products have been in use in millions of homes since 1946, Amul
Butter, Amul Milk Powder, Amul Ghee Amul spray, Amul Cheese
Amul Chocolates, Amul Shrikhand, Amul Ice-cream, Nutramul, Amul Milk
and Amulya have made Amul a leading food brand in India (Turnover Rs.
29 billion in 2004). Today Amul is a symbol of Many Things of high
quality products sales at reusable price of the genesis of a vast co
operative network of the triumph of indigenous technology of the
marketing survey of farmers organization and of proven model for dairy
development.

GUJARAT COOPRRATIVE MILK MARKETING FEDRTION

GCMMF: An Overview
Gujarat Cooperative Milk Marketing Federation (GCMMF) is an Indias
largest food product marketing organization. It is a state level apex
body

of milk

cooperatives

in Gujarat, which aims

to provide

remunerative returns to the farmers and also serve the interest of

consumers by providing quality products, which are good value for
money.
Members:

12 district cooperative milk producers'

Union

No. of Producer Members:

2.36 million

No. of Village Societies:

11,333

Total Milk handling capacity:

6.9 million liters per day

Milk collection (Total - 2003-04):

1.81 billion liters

Milk collection (Daily Average 2003-04):

4.97 million liters

Milk Drying Capacity:

511 metric Tons per day

Cattle feed manufacturing Capacity:

2340 Mts per day

SALES TURNOVER FROM (1999 TO 2009)

Sales Turnover

Rs (million)

US $ (in million)

1999-2000

11140

355

2000-2001

13790

400

2001-2002

15540

450

2002-2003

18840

455

2003-2004

22192

493

2004-2005

22185

493

2005-2006

22588

500

2006-2007

23365

500

2007-2008

27457

575

2008-2009

28941

616

The above Data Shows that the sales increasing since 1999 at great
pace & this is reason that proves Amul as good Competitor in this
modern world.

Natures finest REAL MILK is here

GCMMF launched Amul Ice-cream in Delhi and NCR in 2007 to cater the
demand of consumers and to fill in the gap between demand and
supply. It reaches consumers within hours of it being packed at the
right temperature to ensure that it retains all its natural goodness.

Treasure of Natural Goodness

Amul Ice-cream is highly nutritious and contains proteins, minerals,
carbohydrates and vitamins i.e. SNF as it is commonly called. Amul Icecream also contains natural fat less and natural SNF as it is from
natural source and contain real milk.

Quality Standards

Amul Ice-cream strictly conforms to quality standards of Prevention of

Foods & Adulteration Act (PFA). This means when one buys Amul Icecream he/she is sure to get:

Natures perfect food for the health of your family.

Milk, which has longer because of its superior bacteriological

quality and the state of the art processing technology.

The right quantity as mentioned on the packs

Consistent quality and ample quantity throughout the year even

during festive and lean session.

The accurate taste, which is mentioned on the bottle or pack.

And he or she does not fear of cheating in price because it is the

brand on which you can confident for best quality at the lower
price.

Ramakrishna Bajaj National Quality Award-2003

The Gujarat Co-operative Milk Marketing Federation Ltd. has
emerged as the top scorer in the service category of the
prestigious IMC Ramakrishna Bajaj National Quality Award 2003. The Certificate of Merit was presented at a glittering
ceremony held at Mumbai on March 11 by the Governor of the
Reserve Bank of India, Dr. Y. V. Reddy.
According to Shri B. M. Vyas, Managing Director, GCMMF,
this recognition has once again reiterated GCMMF's
commitment to quality and excellence. The biggest strength of
GCMMF is the trust it has
created in the minds of
consumers regarding the
quality of its products.
GCMMF and its brand Amul stand for guaranteed purity for whatever products it
produces, he added.

GCMMF has bagged this award for adopting noteworthy quality management
practices for logistics and procurement. Over the years, it has established an
efficient supply chain that penetrates even the remotest corners of the country.
The information systems of the Federation are comprehensive and include
details on product quality, delivery performance, supplier quality, disaster
recovery and all essential commercial areas, the citation reads.

The Ramakrishna Bajaj National Quality Award is based on framework and principles
almost similar to the Malcolm Baldrige Award that is given by the President of the United
States to businesses - manufacturing and service, small and large - and to education and
healthcare organizations that apply and are judged to be outstanding in seven areas:
leadership, strategic planning, customer and market focus, information and analysis,
human resource focus, process management, and business results.
Mr. B
M
Vyas
receives
the
Qimpro
Gold
Standard
Award
Qimpro Platinum Standard, the highest individual honor, has in recent years been
awarded to Chandra Mohan, Aditya Birla, Deepak Parekh, F C Kohli, Dr J J Irani, Azim
Premji, and Kumar Mangalam Birla. The ASQ and the Institute of Quality Assurance, UK
recognizes Qimpro Awards.

PROFILE OF AMUL PRODUCT

List of Products Marketed:

Bread spreads:

Amul Butter

Amul Lite Low Fat Bread spread

Amul Cooking Butter

Cheese Range:

Amul Pasteurized Processed Cheddar Cheese

Amul Processed Cheese Spread

Amul Pizza (Mozzarella) Cheese

Amul Shredded Pizza Cheese

Amul Emmental Cheese

Amul Gouda Cheese

Amul Malai Paneer (cottage cheese) Frozen and Tinned

Utterly Delicious Pizza

Mithaee Range (Ethnic sweets):

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

Amul Amrakhand

Amul Mithaee Gulabjamuns

Amul Mithaee Gulabjamun Mix

Amul Mithaee Kulfi Mix

UHT Milk Range:

Amul Taaza 3% fat Milk

Amul Gold 4.5% fat Milk

Amul Slim-n-Trim 0% fat milk

Amul Chocolate Milk

Amul Fresh Cream

Amul Snowcap Softy Mix

Amul Taaza Double Toned Milk

Pure Ghee:

Amul Pure Ghee

Sagar Pure Ghee

Amul Cow Ghee

Infant Milk Range:

Amul Infant Milk Formula 1 (0-6 months)

Amul Infant Milk Formula 2 ( 6 months above)

Amulspray Infant Milk Food

Milk Powders:

Amul Full Cream Milk Powder

Amulya Dairy Whitener

Sagar Skimmed Milk Powder

Sagar Tea and Coffee Whitener

Sweetened Condensed Milk:

Amul Mithaimate Sweetened Condensed Milk

Fresh Milk:
Amul Taaza Toned Milk 3% fat

Amul Gold Full Cream Milk 6% fat

Amul Shakti Standardized Milk 3% fat

Amul Smart Double Toned Milk 1.5% fat

Curd Products:

Amul Masti Dahi (fresh curd)

Amul Butter Milk

Amul Lassee

Amul Ice creams:

Royal Treat Range

Rajbhog,

Cappuchino,

Chocochips,

Butterscotch,

Tutti Frutti,

Nut-o-Mania Range

Kaju Drakshi,

Kesar Pista,

Roasted Almond,

Kesar Carnival,

Badshahi Badam Kulfi,

Shista Pista Kulfi,

Utsav Range

Anjir,

Roasted Almond,

Simply Delicious Range

Vanilla

Choco

Strawberry

Pineapple

Rose

Chocolate

Nature's Treat

Alphanso Mango

Fresh Litchi

Anjir

Fresh Strawberry

Black Currant

Sundae Range

Mango

Black Currant

Chocolate

Strawberry

Millennium Ice-cream

Cheese with Almonds

Dates with Honey

Strawberry

Milk Bars

Chocobar

Mango Doll

Raspberry Dolly

Shahi Badam Kulfi

Shahi Pista Kulfi

Mawa Malai Kulfi

Green Pista Kulfi

Cool Candies

Orange, Mango

Cassata

Tricone Cones

Butterscotch

Chocolate

Megabite Almond Cone

Frostik

3 layer chocolate Bar

Fundoo Range

exclusively for kids

SlimScoop Fat Free Frozen Dessert

Vanilla

Banana

Mango

Pineapple

Health : Isabcool

Chocolate & Confectionery:

Amul Milk Chocolate

Amul Fruit & Nut Chocolate

Amul Eclairs

Brown Beverage:
Nutramul Malted Milk Food

Ready to Serve Soups:

Masti Tomato Soup

Masti Hot & Sour Soup

ICE CREAM

Amul ice cream is made from milk and milk products, sugar
stabilizers& emulsifiers.

COMPOSITION:
Milk fat 13.5% to 14.5%
Total solids 40% to 41%
Surer 15% Approx
Acidity 0.17% to 0.19%
Protein 3.9% to 4.1%

Food Energy value:

Calories per 100 ml -196.7 kcal

Packaging:
50 ml cup,100 ml cup, 500ml cup,1 litre pack, 4 litre pack,
chocobar, ice candies, cones and kulfiers.

Special features
Various verities of ice cream can be made from the basic mix by
addition
Of required amount of permissible colors and flavours nuts would be
used for making premium verities of ice cream.

Product specification
Product meets BIS specification.

GCMMF BUSINESS PHILOSOPHY

To serve the interests of milk producers.

To provide quality products to consumers value for money.

INDUSTRY STANDING

Indias largest food products marketing organization with an

annual turnover of over Rs. 2700 crores.

Markets popular brands Amul and Sagar.

Indias largest exporter of dairy products.

Indias largest cold chain network.

No.1 market share holder in India for Butter, Cheese, Ice-cream,

Dairy Whitener, Condensed Milk, UHT Milk, and Baby Food.

Presently marketing pouch liquid milk in five states namely,

Gujrat, Maharashtra, Chattisgarh, Rajasthan, Delhi and Madhya
Pradesh.

OUR VALUES

Customer Orientation.

Commitment to Producers.

Belongingness.

Co-operation.

Pride in Organization.

Employee Satisfaction.

Integrity.

Excellence.

Leadership.

Quality.

Innovation.

Growth Orientation New Products.

MISSION STATEMENT
We, at GCMMF, endeavor to satisfy the taste and nutritional
requirements of the world, through excellence in marketing through
our committed team.
Trough co-operative network, we are committed to offering quality
products that provide best value for money.

GCMMF JOURNEY 2005

GCMMF

will

be

an

outstanding

marketing

organization

with

specialization in marketing of food and dairy products, both fresh and

long life, with customer focus and information technology integration.
The network would consist of

over 100 sales offices, 7500 stockiest covering at least every talk
headquarter town, servicing nearly n1 million retail outlets with a sales
turnover of Rs.10,000 crores (100 Billion), and serving several
cooperatives.
GCMMF shall also create markets for its products in the neighboring
countries.

CHAIRMAN SPEECH
Chairman's Speech: 30th Annual General Body
Meeting on 8th June 2004
Adopted at their meeting held on 8th June, 2004 for presentation
at the 30th Annual General Body Meeting
Gentlemen,
I am happy to welcome all of you to this 30th
Annual General Body Meeting of your
Federation. Thirty years ago the milk
producers of Gujarat had come together and
decided to create their own organization to
enhance the marketing capacity of the dairy
cooperative movement. Looking back I think
we can agree that they showed remarkable
foresight in creating their own marketing
organization. That is in no small part because this organization
has delivered results - continuously beating competition of every
type in the dairy business. This has been achieved at the least
possible cost, ensuring the benefits reach both producers and
consumers.
As you all know, Amul was founded on a sound business model:
providing quality products to consumers at an affordable price.
The Pundits have described our model as "value for money" and it
has been adopted by a number of companies. While imitation may
be flattery, most other organizations fail to understand that "value
for money" is not just about low prices - it means offering the best
quality products at the most reasonable price. As a cooperative,
our faith requires that we safeguard the interest of both our major
stakeholders - the farmers - and the consumers whose loyalty is
essential to our continued success.
As I look forward, I foresee business opportunities expanding as
never before. The Indian economy is growing at a very rapid pace.
Disposable

Income in the hands of consumers has more than kept pace. The
result is that our domestic market has been expanding at a pace
that occasionally surprises even the optimist. We now need to
challenge our distribution to reach remote markets with
innovative products and services so that more and more
consumers benefit from our wide and expanding range. Your
Federation is taking steps both to deepen our market penetration
as well as to accelerate its growth.
An expanding market inevitably attracts increasing competition.
Today, every product category sees new entrants in our business.
Competition may be from existing companies entering new
categories or from new companies. Our experience and marketing
prowess has enabled us to maintain a formidable distance
between our competitors and us. However, there is no room for
complacency. We must not only maintain our lead, we must
increase it.
In our business, the technological and financial barriers for new
entrants are not high. We must therefore leverage our experience
as well as our procurement, processing, distribution and branding
advantages to establish high entry barriers, continually raising
these by innovation in every area.
On the external front, neither the US nor the EU had shown any
willingness to consider reducing their high subsidies on dairy
exports. It is a matter of some satisfaction that the Indian
government has stood by its farmers by withstanding international
pressure to lower tariffs on dairy products. We are grateful for this
support. We are also confident that the government will continue
to safeguard the interests of the Indian farmer by continuing to
resist international pressure and domestic lobbying from vested
interests to lower our bulwarks against unfair trade in agricultural
and dairy products. Recently, the EU has introduced some
reductions in its dairy sector subsidies - especially on butter oil,
Skimmed Milk Powder and white butter. This marginally reduces
the fear of European players competing for our domestic market
from a position of price advantage. It also opens for us the
opportunity to compete with European producers on a level
playing field in neighboring markets. With increased peace,
cooperation and understanding among the SAARC nations, our
regional market is expected to grow manifold across categories.
But for us to gain a meaningful share in the emerging markets,
our unions and marketing teams must meet the challenge of
performing at levels that are the prerequisite for success.

You
will
be
pleased to know that your Federation has grown substantially in
both volume and value terms in the last year. That we have grown
by

Over Rs.430 crores in the dairy line highlights your Federation's

versatility and robustness. The icing on the cake has been a more
than 15 percent Increase in our farmers' returns.
I now am pleased to present to you your Federation's Annual
Report and Audited Accounts for the year 2003-2004.

MILK PROCUREMENT
Total milk procurement by our Member Unions averaged 51.13
lakh kilograms per day, a marginal decline from 52.35 lakh
kilograms per day, achieved in 2002-2003. However, the good
monsoons experienced during last year and the better
procurement prices on offer are expected to encourage higher
milk production and procurement in the current year.

SALES
During the year, your Federation's sales registered a growth of 5
percent increase to reach Rs. 2,881.96 crores including
consignment sales of Rs.62.95 crores. The dairy line grew by
about 18% despite the loss of a sizable edible oil business. This
year, the sale of Amul Milk in pouches increased by 34 percent in
value terms. A notable development in the area of liquid milk in
pouches has been the successful launch of Amul Milk in the Delhi
market during November 2003. Within under 60 days of launch,
we had achieved sales of 1 lakh liters per day. UHT Milk has grown
in both value and volume terms by 60 percent, which shows that
it has really come upon the high growth stage. Amul ice cream
achieved a sales value growth of 11 percent, and has come out as
the undisputed market leader. Amul and Sagar brand pure ghee
sales in value increased by 17 per cent over the previous year.
Despite intense competition, sales value of Amul Butter grew by
19 percent and that of milk powders has firmed up further. The
sales of the Amul Cheese range increased by 13 percent. Products
like Flavored Milk, Amul Fresh Cream, Paneer, Mithaimate, Softy

Mix, and fresh curd

demonstrated their potential to become dominant brands in the
coming few years.

DISTRIBUTION
During the year, the major development on the distribution front
was the development and alignment of four distribution highwaysthose of Fresh Products, Chilled Products, Frozen Products and
Ambient Products. This is a significant achievement because it
allows us to develop synergies among all our product lines and to
leverage these highways to introduce and distribute new products
as per market demand. I take pleasure in declaring that no other
organization in India has been able to develop this kind of channel
synergy so far.
Another major initiative undertaken during the year was the Timebased Military Technique (TMT) of distribution. This has been
deployed to effect a nationally synchronized mass distribution of
our products with the objective of achieving total channel
penetration on a single day. I am pleased to declare that this
initiative has proved to be very successful. Most of our products
launched or re-launched through this technique have seen
significant gains in distribution and availability.
After Distributor Salesmen in the previous year and Distributors in
the year before last, it was the turn of the top Retailers across the
country to participate in the Amul Yatra Programmed. As you are
aware, the Amul Yatra Programmed is a unique experiment
conducted by your Federation to bring our channel partners face
to face with our cooperative institutions, activities, culture and
achievements through a guided tour in and around Anand. A total
of 114 Distributor Salesmen and 482 top retailers from across the
country participated in the Amul Yatra this year. With the opening
of several new milk markets and 3 separate Milk Sales Offices at
Mumbai, New Delhi and Boisar, the number of Milk Area Delivery
Agents has increased. 95 Milk Area Distribution Agents also visited
Anand for Amul Yatra. Distributors have further enhanced their
infrastructures in terms of installation of cold storage
arrangements, enhanced bank guarantee limits with Federation
and introduced good quality delivery vehicles. An objective
evaluation was done in the form of distributor renewal and
Performance appraisal.

For understanding the level of adherence to infrastructural and

procedural norms laid out by Federation and compliance to the
same
by
our
Distributors, a pilot
initiative
of
Distribution Audit was
undertaken
for
70
Wholesale Distributors. With one of the strongest cold chain
distribution network in the country today, Federation today owns
13 state-of-the-art cold rooms at various depot locations.

EXPORTS
I know that you will be pleased to learn that we have posted more
than 50% growth in the volume of consumer pack exports. This
reflects strong and growing consumer faith in your Amul brand. As
you are aware, during the year Northern India had faced a severe
milk crisis. At the request of our government, we diverted milk
powder stocks to Delhi thereby depriving our export market. As a
result, Federation's overall export turnover has dropped by 40
percent. I am sure you will agree, however, that our first duty is to
the Indian consumer.
I am pleased to inform you that our Long Life milk has been very
well accepted in the UAE and Singapore markets. We have
launched UHT milk in Hong Kong and Sri Lanka market. We have
also made a successful beginning in export of ghee to Australia.

INFORMATION TECHNOLOGY INTEGRATION

You will be glad to know that your Federation has further
advanced our technological leadership by implementing a Virtual
Private Network (VPN) with secured fiber optic connectivity which,
with deployment of the "Amul Online ERP" System, will facilitate
electronic transactions between member unions and the
Federation offices, providing a seamless and smooth flow of
information that enhances operational efficiency. The Federation
now enjoys a significant advantage in rapid reaction to changing
business demands.
Your Federation is bolstering our brand identity as a farmers' cooperative through the Internet based "amul.coop" URL and e-mail
addresses. This will continually remind the world's consumers that

we are a cooperative, and proud of it. This identity gives us a vital

business advantage and facilitates Amul brand penetration across
the world. It also strengthens our co-operatives by bringing our
members together and closer to consumers.
Your Federation's achievements have been honored at the
International CIO 100 Symposium and Award ceremony in
Colorado Springs, USA where we received the CIO 100 award for
its excellence in positive business performance through
resourceful
IT
management and best
practices.

COOPERATIVE DEVELOPMENT PROGRAMME

During the last four years, our Member Unions have implemented
an Internal Consultant Development (ICD) intervention focused on
developing leadership among member producers, helping them to
better manage their dairy business.
During the year, Member Unions continued to implement the
module on Vision Mission Strategy (VMS) for primary milk
producer members and Village Dairy Cooperatives. Facilitated by
specially trained consultants, 1,073 Village Dairy Cooperative
Societies (VDCS) have conducted Vision Mission Strategy
Workshops, and have prepared Mission Statements and Business
Plans for the next five years. The VMS module has prompted milk
producers to initiate activities at villages that have far-reaching
effects on the milk business.
The success of the program has led to Member Unions focusing on
implementing this VMS module and developing Business Plans for
all VDCS, thus strengthening them to face the fierce competition
ahead.
Continuing the Cleanliness Drive at village level, Member Unions
have trained 8,455 core groups of milk producers and VDCS
management. On October 2nd, 2,970 VDCS celebrated Red Tag
Day, an effort to raise Cleanliness awareness. The Unions also

presented awards to the VDCS that raised cleanliness standards

to the highest levels.
As a part of the Breeding Services Improvement Programmed,
Member Unions have continued implementation of the second
module of Improvement in Artificial Insemination Services. In the
villages, 3,374 core groups have been trained and a decision has
been taken to extend the program to include all the VDCS that
offer breeding services. A mass de-worming campaign has been
undertaken to fortify the breeding services. During the year,
Member Unions implemented an Artificial Insemination Audit
Competition that identified the best performing VDCS and Artificial
Insemination Workers who received awards as a motivation for
continued improvement.
With the objective of
encouraging
professional
management by Milk
Producers and dairy
cooperative societies, Member Unions have initiated

Members' Business Development Programmed(MBDP). During the

last three years, 2,483 villages and 1,53,108 milk producers
participated in the programmed. This has resulted in introduction
of new scientific animal husbandry management methods on a
significant scale.
A Chairmen and Secretaries' Orientation Programmed is being
conducted at Mother Dairy, Gandhinagar. Member Unions,
supported by your Federation, carry out this program to increase
awareness regarding the dairy industry scenario and to develop
leadership skills among Chairmen and Secretaries. During the
year, 5,797 chairmen and secretaries from 2,944 Village Dairy
Cooperative Societies participated in the program.
An ongoing emphasis of our Member Unions has been to
encourage increased women milk producers' participation in their
Dairy Cooperative Societies. To develop and enhance leadership
skills and qualities, Member Unions organized three Self Managing
Leadership (SML) workshops at Prajapita Brahmakumaris, Mount
Abu which attracted the participation of 3,100 women resource
persons along with the Chairmen and Secretaries of 750 VDCS.

WHAT THE FUTURE HOLDS

As you are all aware, there is a steady increase in consumer
expectations. Product and service quality is rapidly becoming the
minimum threshold for consumer acceptance. To achieve and
maintain competitive advantage, innovation in product design and
delivery are increasingly essential. Innovation must now define us
as an organization. We must innovate at each stage in our value
chain - production, procurement, processing, marketing and
branding.
Innovation cannot be mandated or forced out of people. It is
everywhere a function of the quality of people and environment.
We need to have enough skilled people working in a self-actuating
environment to produce innovation. In these times of increasing
market opportunities, we need to devise more effective ways of
attracting and retaining skilled human resources. It is to be
realized that just as the market is expanding for our products, so it
is opening up new opportunities for the skilled people that we
need to tap the
market. Further, it
does
not
suffice
merely
to
retain
skilled
human
resources. It is also necessary to provide them an adequately

self-motivating work environment that draws out the best out of

them on a sustained basis. Therefore, our competitiveness must
also encompass effective human resource management. To this
end, we have to find new strategies.
In the past, our illustrious leaders like the late Shri Tribhuvandas
Patel, Bhurabhai Patel, Jaswantlal Shah - to name only a few understood the importance of professionalism in the management
of cooperatives. They always encouraged attitudes and activities
geared towards a results orientation. Today's leaders have a duty
and an obligation to carry forward that tradition of identifying and
nurturing professionalism.
You would recall that last year I had shared my feelings and
reservations on NDDB's initiative of making joint ventures-and
that too with majority holding of the Government. I am happy to
inform you that most of the State Federations of India have

declined to accept such partnerships where the Government is in

majority. Even where it was accepted, the cooperatives are now
changing their minds and reverting to the pure cooperative
movement. I am saying this not because I am happy per say
about the failure of the joint ventures, but because the leaders of
cooperatives have understood that they have a great
responsibility towards farmers, consumers & the nation. And in
honoring this responsibility they have to work hard with
commitment and sincerity. They should ensure the highest level of
professionalism at the cooperative level. They should give the
professionals full freedom to perform instead of interfering in
operational matters-thereby limiting the growth of the
organization. I hope that you would appreciate my viewpoint and
see to it that our leaders rise to this level of performance.
From the year 1994, our unions have been engaged in the
practice of third party validation of its practices. Since then, we
have been awarded the ISO 9002:2000, the HACCP, the ISO 14001
and similar marks of our excellence in milk procurement and
processing. We have also been given a certificate of merit from
IMC Ramakrishna Bajaj National Quality Award during last year. I
would stress that we sought such certification not because the
Federation needed endorsement from outside agencies regarding
its best practices. Rather, achieving them serves the very
important purpose of encouraging the standardization of our
production and marketing related processes and the infusion of a
self-sustaining momentum into these processes.
I find that such
certifications
are
also very necessary
in our village dairy
cooperative
societies' election processes. The importance of standardization

of our village society election processes lies in their

instrumentality in throwing up genuine and visionary leaders. It
determines
the future of the cooperative movement.
Standardization and transparency in our village society elections
can come only through the continuous and impersonal adherence
to a well-documented process that an ISO 9001 recognizes.
The year 1994 was an important watershed for your Federation. It
marked our bold foray into the brave new world of portfolio
diversification and new product development. It was at this time

when we took our first steps outside the security of our traditional
products: powders, butter among others. Since then, we have
emerged as the food organization with what may well represent
the most diversified product portfolio - ranging from ice cream
and dahi to Long Life and Flavored milk. We have learnt to be on
the constant lookout for changing market requirements and to
adapt to these changes proactively.
Today, there is no doubt that we are a part of the world market. As
everywhere else, the market trend in India is towards the growing
importance of fresh products. The coming years will see
increasing volumes being generated from fresh milk, Long Life
Milk, curds and the like. Because our milk procurement and
processing capacity is unparalleled in the country and the region
and because we have a brand equity that is unsurpassed in the
food business sector, your Federation is in a position to leverage
these assets to effectively command the market leader's position
in the emerging fresh dairy products market. However, here too
we cannot be complacent. We must constantly create and update
our competencies in these products so as lead, set and exceed
market expectations.
Your Federation has now developed competence in distributing
fresh products on daily basis. This is equally true of long life
products held at ambient temperature, products requiring deepfreezing during storage or transportation, and products that
require zero degree temperature. This established competence is,
and will continue to be, an essential element in building synergies
among product lines - ultimately creating superior economies of
scale.
Based on the work done in the last decade, the changes that we
have built in the Organization at all levels, and with the new
portfolio of products we have developed, I feel confident of
maintaining our market share growth. I also feel confident that
your Federation will be able to increase its sales further by close
to another Rs.500
crores in the current
year.

Your Federation has always tried to be a step ahead of the market.

It has always been a model to which other cooperatives have
looked up as an example and inspiration as well as one from

which many have

benefited. Those who had scoffed at the idea of cooperation as a
business model are today trying to emulate it. Thankfully, we
need not be remembered for any of the wrong reasons. Amul has
always been and remains a movement that stands for the farmer.
We have always espoused the values of social justice, integrity
and growth with equity. If Amul deserves to be remembered for
anything, first and foremost it is for the difference we have made
and are making in the lives of millions of farmers. Against all odds,
we have managed to replace a million furrows of hopelessness
with at least a faint line of the smile of hope. That line makes a
difference. That puts the real shine on the face of India.

SALES REPORT

Sales Turnover

Rs (million)

US $ (in million)

1996-97

11140

355

1997-98

13790

400

1998-99

15540

450

1999-00

18840

455

2000-01

22192

493

2001-02

22185

493

2002-03

22588

500

2003-04

23365

500

2004-05

27457
28941

575
616

30152

731

31315

797

32490

856

2005-06
2006-07
2007-08
2008-09

MARKET RESEARCH

RETAIL OUTLET

AREA

PROBLEM FACED

MULKESH
GENERAL STORE

DISTRICT
CENTRE,RAJNAGAR

NO ANY SALES MAN VISITED HERE FOR

SELLING AMUL ICE CREAM

OM SWEETS AND
ARUN CHAT
BHANDAR

SEC.-10 RAJNAGAR

IT IS NOT MORE DEMANDABLE ITEM

HINT HOUSE SEC.-10,

RAJNAGAR

LACK OF TAKING ORDER AND SUPPLY IN TIME

C-6,HINT
HOUSE,SEC.10,RAJNAGAR

DEMAND IS POSSIBLE IF VISIT BY THE

SALESMAN WITH SAMPLE

SEC.-10 RAJNAGAR

THE PRODUCT IS SELLABLE IN THE MARKET

ASHISH STORE

SEC.10, RAJNAGAR

NO ANY SALES MAN HAS VISITED WITH

SAMPLE

ANAND SUPER
STORE

SEC.-10, RAJNAGAR

NO ANY SALES MAN HAS VISITED WITH

SAMPLE

NATIONAL STORE

SEC.-10 RAJNAGAR

NOT AWARENESS ABOUT THE PRODUCT

CHERIAN ICE
CREAM
0120-3963969
DEV SUPER
GENERAL STORE
MINI SUPER
BAZAR
0120-2965157

GADHWAL PANEER
BHANDAR
SEC.-10 ,RAJNAGAR

SPACE PROBLEM

VISHAL
PROVISION STORE SEC-10, RAJNAGAR

NO ANY SALESMAN HAS VISITED WITH

SAMPLE

MUSKAN STORE
0120-3093595
(SANJEEV)

BEFORE HE WAS SELLING AMUL ICE CREAM

BUT DUE TO UNFAVOURABLE
BEHAVOUR OF JMD HE HAS REFUSED TO
SALE AMUL ICECREAM

SEC.-10,RAJNAGAR

RAMESHWARS

SEC.-10, RAJNAGAR

HE ALWAYS USED TO SALE SELF MADE MILK

SHAKE

MOHAN
PROVISION STORE SEC.-23 RAJNAGAR

LACK OF DEMAND BY THE CONSUMERS

SETU PROVISION
STORE

SEC.-23 RAJNAGAR

STORAGE PROBLEM

ANU PROVISION
STORE

SEC.-23 RAJNAGAR

HE WILL SALE IF THE SALES MAN VISITS WITH

SAMPLE

SONU
CONFECTIONERS
& PROV.STORE

SEC.-23 RAJNAGAR

LACK OF DEMAND BY THE CONSUMERS

ZAIKA ICE CREAM

SEC.23, RAJNAGAR

HE WILL TRY TO SALE THE PRODUCT

UNCLE PESTRY
SHOP

SEC.-23,SANJAY
NAGAR RAJNAGAR

THE CO. MUST BE IMPROVE ITS

PROMOTIONAL SCHEMES

MUSKAN
SEC.-23 ,SANJAY
PROVISION STORE NAGAR, RAJNAGAR

MONEY PROBLEM

SAPNA
CONFECTIONERY

J-47,SANJAY
NAGAR,RAJNAGAR

SPACE PROBLEM

BABA BANWARI
DASS
RESTAURANT

AMBEDKAR
ROAD,GZB

HE HAS KEPT COMPETITITOR BRAND

BATHLA
ENTERPRISES

AMBEDKAR ROAD

SPACE PROBLEM

SHAGUN SWEETS

AMBEDKAR ROAD

MONEY PROBLEM

RATHORE SWEET
CORNER

DASNA
ROAD,JATWADA

DEMAND FREE ICECREAM WITH DEEP

FREEZER

PASHUK ATTA
CHAKKI AND
KIRANA STORE

RAKESH MARG

KEPT COMPETITITOR BRAND

DEV ARCADE

RAKESH MARG

ALREADY HAS GOT FREEZE BUT NOT STORE

AMUL ICECREAM

MADAN SWEETS

RAKESH MARG

MONEY PROBLEM

MUSKAN BAKERS
AND
CONFECTIONERS

RAKESH MARG

COMPETITITOR GIVE DF IN LESS PRICE

SATKAR CORNER

RAKESH MARG

SPACE PROBLEM

PRANJAL
GENERAL STORE

RAKESH MARG

MONEY PROBLEM

PARKASH MISTAN
BHANDAR

NEHRU NAGAR

NOT AGREE TO STOREV ICECREAM

NEW STREET
BAKERS

NEHRU NAGAR

ALREADY KEPT COMPETITITOR PRODUCT

POOJA STORE

GOVIND PURAM

SPACE PROBLEM

NEW HONEY
GENERAL STORE

GOVIND PURAM

MONEY PROBLEM

AGGARWAL
BAKERS AND
CONFECTIONERS

GOVIND PURAM

ALREADY HAS DF

SHIV
RESTAURANT

GOVIND PURAM

HIGH PRICE OF DF

PRINCE
PROVISION STORE GOVIND PURAM

SPACE PROBLEM

ANKIT DIARY

GOVIND PURAM

COMPETITITOR GIVE DF IN LESS PRICE

GANGA GENRAL
STORE

GOVIND PURAM

SPACE PROBLEM

DEVRAHA
PROVISION AND
CONFECTIONERS

GOVIND PURAM

SPACE PROBLEM

LOHIA NAGAR
UPBHOGTA STORE

LOHIA NAGAR

SPACE PROBLEM

RENUKA GENERAL
STORE

LOHIA NAGAR

MONEY PROBLEM

PADAM
PROVISDION
STORE

LOHIA NAGAR

INTERSTED BUT NOT CONFIRM

GURUKRIPA
CONFECTIONERS

SHASTRI NAGAR

SPACE PROBLEM

YELLOW POINT

SHASTRI NAGAR

MONEY PROBLEM

NEELKAMAL
CONFECTIONERS

SHASTRI NAGAR

ALREADY HAVE DF

DAS
CONFECTIONARY

SHASTRI NAGAR

INTERSTED BUT NOT CONFIRMED

NEW CHOUDHARY

SHASTRI NAGAR

NOT INTERSTED

JAIN PROVISION
STORE

SHASTRI NAGAR

SPACE PROBLEM

CHIRAG SHOP

SHASTRI NAGAR

MONEY PROBLEM

SHYAM SWEET

SHASTRI NAGAR

LESS DEMAND OF AMUL ICECREAM

SURAJ
CONFECTIONERS

SHASTRI NAGAR

SPACE PROBLEM

GARG
CONFECTIONERS

SHASTRI NAGAR

MONEY PROBLEM

TOPPERS CHOICE

SHASTRI NAGAR

LESS DEMAND OF AMUL ICECREAM

ASHISH GENRAL
STORE

SHASTRI NAGAR

LACK OF AWARENESS ABOUT AMUL

SUNIL GENERAL
STORE

SHASTRI NAGAR

MONEY PROBLEM

MADHURIMA
CONFECTIONERY

GHANTAGHAR

DEMANDING SCHEME

NEW MADHURIMA

GHANTAGHAR

INTERSTED BUT DEMANDING MORE MARGIN

JAIN SHIKANGI

GHANTAGHAR

NOT INTERSTED

JUGAL
CONFECTIONARY

GHANTAGHAR

SPACE PROBLEM

BALKISHAN

GHANTAGHAR

DEMANDING DF FREE OF COST

TULSI

GHANTAGHAR

MONEY PROBLEM

CONFECTIONERS
NEELKAMAL
CONFECTIONERS

GHANTAGHAR

SPACE PROBLEM

THE NATURE AND SCOPE OF MARKETING

RESEARCH
The whole approach of marketing pivots around the tenet of meeting
the consumers wants. It is essential to understand what the consumer
wants

how

exactly(ideally)

he/she
does

perceives

he/she

the

wants

to

product(service)
derive

out

,what
of

the

product(service), how does he/she make the brand choice decision,

what are the sources of information and influence processes?
In order to take the decisions further any marketer would
constantly monitor such information and obtain a continuous feedback
of the trends in the market. As such, marketing research is an effective
tool

for

measuring

the

consumers

aspirations,

trade

channel

behaviour, competitive actions etc. It provides a linkage between the

corporate environment and the marketing organization. Marketing
research, thus, may be viewed as an important tool used as an aid for
the tackling problems in marketing.

MARKETING RESEARCH

DEFINITION
Marketing research is defined as the objective and formal process
of systematically obtaining, analyzing and interpreting data for
actionable decision in marketing. This decision lays stress on two
aspects, namely, objectivity and systematic process in the collection
and analysis of data. In fact, marketing research should not be allowed
to be influenced by personal views and considerations.

COMMON

USES

OF

RESEARCH

IN

MARKETING

DECISION MAKING
The following paragraph highlights some of the marketing decision
areas where marketing research is commonly used.

Sales management

Market Boundary

Buyer Concentration

Demand Projections

Supply

Consumer Behaviour Analysis

Market Segmentation

New Product Launch and Product Positioning

Research in Sales Methods and Policies

Advertising and Sales Promotion Research

Marketing Audit of Company Performance

Environment
Trends

RESEARCH METHODOLOGY

According to Clifford Woody research comprises defining and redefining

the

problems

formulating

hypothesis

or

suggested

solutions,

collecting , organizations and evaluating data, making deductions

making deductions and reaching conclusion and at last carefully
testing the conclusions whether they fit the formulating hypothesis.
Research methodology is a procedure designed to the extent to which
it is planned and evaluated before conducting the inquiry and the
extent to which the method for making decisions is evaluated before
conducting the inquiry and the extent to which the method for making
decisions is evaluated. The research methodology if scientifically
developed enables the research to establish with high degree of
confidence, cause and effect relationship between the research
between the research activities and observed outcomes.

METHOD
To achieve the objective we make by use of filed research method.
Filed research methods:

Mass observation through questionnaire.

Personal interview

RESEARCH DESIGN
A research design is the overall plan on programmed of research. It
includes an outline of what the investigator will do from writing the
hypothesis and their operational implications to the final analysis of
data.
Various uses of having a research design are as follows

It provides answers to various questions.

It acts as a standard guidepost.

It helps in carrying out research validity, objectively,

accurately and economically.

Market research projects are designed as either (exploratory research

or conclusive research) depending upon the objective of study.
The objective of the exploratory research is to seek new ideas and to
discover new relationship between different set factors in a way that
will permit of specific hypothesis.
To find out there hypothesis, study of secondary sources of information,
survey of knowledge persons on case studies are conducted.
Conclusive research provides information that helps in decisionmaking; such research requires identifying cause and effecting
relationships. This can be done by case study and experimentation.
The present marketing research is more less an exploratory research
as its objectives are aimed to find new ideas also the information
required was obtained through methods of exploratory research. The

information has been

gathered

from

survey

of

consumers,

the
milk

retailers,

confectionary shops, dairy shops, and general stores.

Overall the research which was used as a prototype for his market
research analysis is:i.

Define research problem.

ii.

Review concepts and theories.

iii.

Formulate hypothesis.

iv.

Design research.

v.

Collection of data.

vi.

Analysis of data.

vii.

Interpret and reports.

PREPARING THE RESEARCH DESIGN

The research problem having been formulated in clear terms, the
researcher will be required to prepare a research design, i.e. he will
have state the conceptual structure within which research would be
conducted. The preparation of such design facilities research to be as
efficient as possible yielding maximum information. In other words, the
function of research design is to provide for the collection of evidence
with minimal expenditure of effort, time and money. But how all these
can be achieved depends mainly on the research purpose. Research
purposes may be grouped into four categories, viz.,
i.

Exploration

ii.

Description

iii.

Diagnosis, and

iv.

Experimentation.

A fixable research design, which provides opportunity for the purpose

of the research study, is that of exploration. But when the purpose
happens to be an
accurate description
of a situation or of
an

association

between variables, the

suitable design will be one that minimizes bias and maximizes the
reliability of the data collected and analyzed.
There are several research designs, such as, experimental and nonexperimental hypothesis testing. Experimental designs can be either
informal designs (such as before-and-after without control, after only
with control, before-and-after with control) or formal designs (such as
completely randomized block design, Latin square design, simple and
complex factorial designs), one of which the researcher must select for
his own project.
The preparation of the research design, appropriate for a particular
research problem, involves usually the consideration of the following:

The means of obtaining the information.

The availability and skills of the researcher and his staf

(if any).

Explanation of the way in which selected means of

obtaining information will organize and the reasoning
leading to the selection.

The time available for the research, and

The cost factor relating to research, i.e. the finance for

the available for the purpose.

AREA COVERED
PATEL NAGAR
KAVI NAGAR RAJ NAGAR (ALT SECTOR)
SHASTRI NAGAR
NEHRU NAGAR
GANDHI NAGAR
MODEL TOWN
KALKA GARHI
LAJPAT NAGAR

 GHANTA GHAR
ARYA NAGAR
LOHIYA NAGAR
NEW GANDHI NAGAR

THE INDIAN MILK AND ICE CREAM

INDUSTRY
INTRODUCTION
The basic strength of the Indian economy is agriculture on which
seventy percent of the population depends for their livelihood. And a
part of it is the Indian dairy industry.

INDIAN DAIRY INDUSTRY IN 1940s

Inferior quality of locally marketed milk.

Heavy dependence on imports.

Unorganized production and processing.

The rich dairying heritage being eroded.

FORMATION
BOARD

OF

NATIONAL

DAIRY

DEVELOPMENT

The National Dairy Development Board was created to promote,

finance and support producer-owned and controlled organizations.
NDDB's programmers and activities seek to strengthen farmer
cooperatives and support national policies that are favorable to the
growth of such institutions.

Fundamental to NDDB's efforts are

cooperative principles and the Anand Pattern of Cooperation.

DAIRY COOPERATIVES
Dairy Cooperatives account for the major share of processed liquid milk marketed in the
country. Milk is processed and marketed by 170 Milk Producers' Cooperative Unions,
which federate into 15 State Cooperative Milk Marketing Federations. Liquid milk it
accounts for 90 per cent of the revenue of cooperatives. The MNCs and private players,
which were earlier only into milk products, are now seriously getting into the liquid milk
sector. They realize that money is in liquid milk. Whoever has access to cheap milk
eventually wins the battle in the products business. You can go and buy standard
marketing, brand building expertise.
The challenge for cooperatives is not to be competitive to export but to be competitive to
expand their market (for liquid milk), which has a limited purchasing power. Those that
are buying milk today are not going to be buying much more. Cooperatives have to bring
the price down for those who cannot afford it. And only if they do it will it ensure that
imports dont come in. The real challenge is how to bring prices down, how to reduce
costs at the village level, in areas like transportation. Every paisa now counts.
At the heart of the Indian dairy revolution stands the Indian farmer with two to five
animals who produces some of the cheapest milk in the world by feeding his animals
mostly agricultural waste like straw. If he expands his operations and herd and starts
buying costly feed he will lose his competitiveness. So how will milk production rise
without raising costs? By taking the cooperative dairy revolution to where it is still weak,
the east and northeast of the country. This will help fight poverty there, raise their own
purchasing power for milk and keep feeding the dairy sector with a rising supply of liquid
milk at the globally competitive Indian costs for another ten years. If you wish to run
your business professionally and competitively you have to first benchmark your costs
and stabilized quality at a very high level. Thats the tough part. Then you hire a brand

Consultant, evolve a brand strategy and get marketing experts to run the promotions and
do the selling. The key elements are an expanding supply of cheap milk and attention to
quality.
The Dairy Board's programmers and activities seek to strengthen the
functioning of Dairy Cooperatives, as producer-owned and controlled
organizations. NDDB supports the development of dairy cooperatives
by providing them financial assistance and technical expertise,
ensuring a better future for India's farmers.
Over the years, brands created by cooperatives have become
synonymous with quality and value. Brands like Amul (GCMMF), Vijaya
(AP), Verka (Punjab), Saras (Rajasthan). Nandini (Karnataka), Milma
(Kerala) and Gokul (Kolhapur) are among those that have earned
customer confidence.
Some of the major Dairy Cooperative Federations include:
Andhra Pradesh Dairy Development Cooperative Federation Ltd
(APDDCF)
Bihar State Cooperative Milk Producers Federation Ltd (COMPFED)
Gujarat Cooperative Milk Marketing Federation Ltd (GCMMF)
Haryana Dairy Development Cooperative Federation Ltd. (HDDCF)
Himachal Pradesh State Cooperative Milk Producers Federation Ltd
(HPSCMPF)
Karnataka Cooperative Milk Producers Federation Ltd (KMF)
Kerala State Cooperative Milk Marketing Federation Ltd (KCMMF)
Madhya Pradesh State Cooperative Dairy Federation Ltd (MPCDF)
Maharashtra Rajya Sahakari Maryadit Dugdh Mahasangh (Mahasangh)
Orissa State Cooperative Milk Producers Federation Ltd (OMFED)
Pradeshik Cooperative Dairy Federation Ltd (UP) (PCDF)

Punjab State Cooperative Milk Producers Federation Ltd (MILKFED)

Rajasthan Cooperative Dairy Federation Ltd (RCDF)
Tamilnadu Cooperative Milk Producers Federation Ltd (TCMPF)
West Bengal Cooperative Milk Producers Federation Ltd. (WBCMPF)

THE BIRTH OF AMUL

Linked to the freedom movement of India.

Founded

in

1946

to

stop

the

exploitation

of

milk

producers at the hands of middlemen.

Inspiration of pre-eminent National leaders.

A Co-operative movement member control on milk

production, processing and marketing.

A humble beginning with two village societies and 247

liters of milk.

THE GROWTH OF AMUL

Co-operative movement spread like wild fire in the state.

Rapid increase in milk procurement.

Identification of Bombay liquid market.

Investing in manufacturing plants that produce milk

powder, butter, cheese and condensed milk.

Launch of Amul as a brand.

Creation of a comprehensive model.

- Milk production enhancement programs.
- Member education and involvement.
- Democratic setup at grass root level.
- Animal health and veterinary services.
- Cattle feed manufacturing and marketing.
- Flavored Milk processing through latest technology.
- Mobilization of financial recourses.
- Creation of a nation-wide marketing network.
- Emphasis on brand building.
- Ultimate aim is to satisfy its customer through its
taste.
During the last four years, our Member Unions have implemented an Internal Consultant
Development (ICD) intervention focused on developing leadership among member
producers, helping them to better manage their dairy business.
During the year, Member Unions continued to implement the module on Vision Mission
Strategy (VMS) for primary milk producer members and Village Dairy Cooperatives.
Facilitated by specially trained consultants, 1,073 Village Dairy Cooperative Societies
(VDCS) have conducted Vision Mission Strategy Workshops, and have prepared Mission
Statements and Business Plans for the next five years. The VMS module has prompted

milk producers to initiate

activities at villages that
have far-reaching effects
on the milk business.

The success of the program has led to Member Unions focusing on implementing this
VMS module and developing Business Plans for all VDCS, thus strengthening them to
face the fierce competition ahead.

Continuing the Cleanliness Drive at village level, Member Unions have trained 8,455
core groups of milk producers and VDCS management. On October 2nd, 2,970 VDCS
celebrated Red Tag Day, an effort to raise Cleanliness awareness. The Unions also
presented awards to the VDCS that raised cleanliness standards to the highest levels.
As a part of the Breeding Services Improvement Programmed, Member Unions have
continued implementation of the second module of Improvement in Artificial
Insemination Services. In the villages, 3,374 core groups have been trained and a decision
has been taken to extend the program to include all the VDCS that offer breeding
services. A mass de-worming campaign has been undertaken to fortify the breeding
services. During the year, Member Unions implemented an Artificial Insemination Audit
Competition that identified the best performing VDCS and Artificial Insemination
Workers who received awards as a motivation for continued improvement.
With the objective of encouraging professional management by Milk Producers and dairy
cooperative societies, Member Unions have initiated Members' Business Development
Programmed (MBDP). During the last three years, 2,483 villages and 1,53,108 milk
producers participated in the programmer. This has resulted in introduction of new
scientific animal husbandry management methods on a significant scale.
A Chairmen and Secretaries' Orientation Programmed is being conducted at Mother
Dairy, Gandhinagar. Member Unions, supported by your Federation, carry out this
program to increase awareness regarding the dairy industry scenario and to develop
leadership skills among Chairmen and Secretaries. During the year, 5,797 chairmen and
secretaries from 2,944 Village Dairy Cooperative Societies participated in the program.

An ongoing emphasis of our Member Unions has been to encourage increased women
milk producers' participation in their Dairy Cooperative Societies. To develop and
enhance leadership skills and qualities, Member Unions organized three Self Managing
Leadership (SML) workshops at Prajapita Brahmakumaris, Mount Abu which attracted

the participation of 3,100 women resource persons along with the Chairmen and
Secretaries of 750 VDCS

FORMATION OF GUJARAT COOPERATIVE MILK

MARKETING FEDERATION LTD [GCMMF]
GCMMF: An Overview

Gujarat Cooperative Milk Marketing Federation (GCMMF) is a Indias largest food

product marketing organization. It is a state level apex body of milk cooperatives in
Gujarat, which aims to provide remunerative returns to the farmers and also serve the
interest of consumers by providing quality products, which are good value for money.
Formed

1973

No. of Cooperative Unions

12

No. of Dairy plants

Capacity

19
6,595 Thousand Liters per Day

No. of retail outlet

5,000

Cities Covered

1,000

It is Apex Marketing Federation of 12 District Milk Unions in Gujarat to

operate own marketing and distribution networks pan India and
abroad.

Milk Product Range:

Infant Milk Food
Instant Milk Mix
Ice-cream
Skim Milk Powder
Ghee
Paneer

Butter
Dairy
Whitener
Sweetened
Condensed Milk

Flavoured milk(AmulKool)
Malai Peda
Shrikhand
Pizza Cheese
Gulabjamun

COMPETITORS OF AMUL :

PARAS (VED RAM & SONS)

MADHUSUDAN

MOTHER DAIRY

AMRIT FOOD

GOPALJEE (G.K.DAIRY)

UMANG (J.K.DAIRY)

PARAM

RAMLAL

MADHUBAN

COMPETITOR OF AMUL ICECREAM

MOTHER DAIRY

KAWALITY WALLS

CREAM BELL

VADILAL

AMIRAJ CLASSIC

PATEL DAIRY

SHREE JANTA

AMUL IN DELHI:
Mother Dairy dominates Delhi National Capital Region (NCR), among
the biggest milk markets in the country, currently. Amul and NDDB's
non-compete agreement has prevented the former from launching its
liquid milk in the Delhi market till 2003.
With the non-compete agreement having run out this year, Amul fresh
milk was launched in Delhi last month in two variants full cream and
toned priced at par with that of Mother Dairy at Rs 18 and Rs 14 per
litre, respectively. Amul is bringing its milk into Delhi through one of its
district co-operative unions, the Gujarat-based Mehsana Union. The
milk will be packed at Quality Dairy in Ballabgarh, leased out to Amul
for this purpose. Amul will use the same distribution network as butter
and cheese to retail Amul Milk in Delhi. According to Mr R.S. Sodhi,

Amuls marketing
head; Amul will not use skimmed milk powder in its milk.
Amul, to its delight, has seen the demand for its milk going up by leaps
and bounds in the city and is now planning to enter into alliances with
dairies located around Delhi such as Indian Potash and Modern Dairy to
cater to the demand.
GCMMF officials say the company's milk capacity has already touched
80,000 liters per day (LPD) and have plans to take it to 3 LPD. Amul is
now selling through 2,500 retail outlets and will increase this to 7,500
apart from covering outlets which are selling Amul butter.

The Delhi market comprises 40 lakh liters currently and is dominated

by Mother Dairy, which sells 10 lakh LPD. The other organized sector
players are Paras Dairy, which sells 3 lakh LPD, state-owned Delhi Milk
Scheme (2.5 lakh LPD), Gopaljee (1-1.5 lakh LPD) and Britannia 3040,000 LPD.
In just a fortnight, Amul milk has taken the Indian capital by storm,
rapidly eating into the market share of long time players like Mother
Diary and Paras. Who cares if it was rivalry or business strategy that
made the Gujarat Cooperative Milk Marketing Federation (GCMMF)
enter the capital with Amul milk to take on state-owned Mother Dairy
in its home turf? From the response, Delimits seem to be lapping up
Amuls pouches of full cream and toned milk in unimagined quantities.

In just two weeks of entering the market, Amul is beginning threaten

the virtual monopoly of Mother Dairy and Paras. We did not expect to
reach 70,000 litres daily supply in little over two weeks, said R.S.
Khanna, a GCMMF official here.
We had expected to go up gradually and had made arrangements for
pasteurisation and packaging of just 60,000 litres per day at Quality
Dairys unit in Faridabad, which we have leased, Khanna said. But in
less than one week, Amul notched the mark of 50,000 litres per day.
GCMMF is bringing milk to Delhi through one of its district co-operative
unions, located at Mehsana, around 700 km from the capital.
The fresh milk is transported through insulated containers of between
12,000 to 20,000 litres capacity at two degree centigrade. After the 24
to 30 hours journey by road, the milk is processed and packaged at
Mehsana before being distributed in the Indian capital. The packaged
milk is being sold
through 2,500 retail
outlets,

which

we

hope to raise to 7,500 as we soon as we are able increase the

Supplies to 100,000 litres. Currently we are working at more than full

capacity at Quality Dairy to meet demands, said Khanna.
In two months our target is to raise supplies to 200,000 litres per
day, he added. The official admitted that the idea of entering the
Delhi market had originated in August when the state and central
governments approached the GCMMF to help tide over an acute milk
shortage. Having helped to bridge the demand supply gap, we
decided to come in with fresh milk supply, which does not contain any
milk powder and is creamier and of richer quality compared to most

other milk supplied in the city because it has more fat and solid nonfats like protein and minerals, said Khanna. At over five million litres a
day, Delhi is one of the biggest markets for milk in the country. Of the
supplies from the organised sector, Mother Dairy has been the
undisputed leader with 1.8 million litres daily sales through package
and vending machines. The other big names are Paras, Param,
Gopaljee and Umang. Now Amul milk has arrived to eat into the share
of other players in the market on the strength of its quality and brand
equity.

AMUL ICE-CREAM IN DELHI AND NCR:

Delhi being the capital of India is also center for the organizational fight. Delhi has a
population of over 10 million. Area covered is 15,000 sq. km. Delhis organized ice
cream market consists of Quality Walls, Mother Dairy, CreamKa, Vadilal, Baskin
Robbins, Fairy Dairy, Frolic, Dairy Fun, Freak on, Blue Bunny and Quality Walls
International. Among them Mother Dairy and Quality Walls are the major players.

Delhis Summer Months of May and June being the hottest months temperatures can be
as high as 46 C (114 F). The Winter Months October-end to February-end is cold and
dry. Temperatures as low as 4C (39 F). With these fluctuating temperatures the main
demand is in the month of May June. Retailers and distributors clearly stated that the
demand in the off-season could go down to 25% of the peak season.
This forms a very critical point for any newcomer retailer. It has to enter just before the
peak season so to tap the season crowd and demand and to keep reasonable resource to

sail through off-season. For example many companies give off-season discounts to
customer and also give special offers to retailers to encourage them to stock their product.
So the new company also has to give these kinds of incentives to encourage the
distributors.

SEGMENTATION
Ice creams are differentiated mainly by flavors. Vanilla is the most popular flavor,
followed by chocolate, strawberry and butterscotch. Certain traditional flavors like KesarPista, Kaju-Draksh, etc are also very popular. There are several other flavors available,
such as fresh seasonal fruit flavors, combinations of 2-3 flavors, etc
The market can also be segmented on the basis of consumers as follows:

RETAILERS: They account for major part of the total sales of ice cream. They not only provide
efficient sales channel but also a place for efficient safe storage. Sales for the company
takes place the moment the retailers take possession of the goods i.e. ice cream.
Companies generally do not provide any replacement policy so this increases the cash
circulation and also makes the calculation of overall sales easy.

PUSHCARTS: Pushcarts form a very important part of Delhis ice cream market. They form a cheap and
far-reaching way of distribution. Pushcarts can be found in every corner of the city.
Generally consumers prefer to have ice cream at night but the retail shops are either
closed or busy in providing other daily commodities. In this case pushcarts form a very
convenient way of relief. They not only stay late at night but also cater to this particular
demand. In some areas they are open whole night, like at AIIMS crossing the pushcarts
stay open overnight and attract a lot of consumers. Another important advantage is that

they can be positioned at areas where either retailer are not there or retailers do not have
ice cream. For example, at India Gate the ice cream sales are through pushcarts only as
retailers are not there.
Another important advantage of these pushcarts is that they are seasonal in nature. They
can be increased when the season arrives and reduced very conveniently when the season
is over.

INSTITUTIONAL / CATERING ACCOUNTS FOR THE BALANCE:The industry consumes a big portion of ice cream production. Especially places like
Delhi where many companies and factories are located.
Though this has been targeted still this can be exploited more. For example in many big
companies or factories where mess are set up for the workers lunch and dinner. In these
meals ice creams are served. If an ice cream company gets the contract, then its sale will
surely rise.
As the retail accounted for the largest share we concentrated on the sales through retail
only. In Delhi another
major segment has come
up and that is through
pushcart,

which

is

increasingly becoming popular for its lower cost and greater flexibility.

The most popular are the cup of 100-150 ml sold in the Rs8-15 price range and the cones,
which range between Rs8-17. These are the ice creams generally bought for immediate
consumption. They are available everywhere from big super markets to the local
pushcarts.
Bars, sticks and cones represent another ready-to-eat market and are priced at Rs4-20.
This is very popular with the kids and forms a major portion of the ice cream sales.

Gallon. These are used for parties and restaurants. Though outside attractiveness is not
very important but the size of the pack and handling comfort is important.

DISTRIBUTION
The ice-cream distribution chain typically consists of a distributor/ stockiest and the
retailer. Most players have regional operations with production facilities located near the
market as adequate cold chain
Facilities for transportation over long distances are not available. Distribution of national
brands is done through owned or leased cold storage facilities located in the major
consumption centers from which supplies are sent to distributors or directly to retailers.
The retail network for ice cream consists of Exclusive ice cream parlors, which may be
company owned or Franchise outlets Other retail outlets like provision stores, hotels and
restaurants; and Push carts, which are controlled through dealers. Retail margins are high,
at around 15-21%.

CONSUMER AWARENESS AND PENETRATION

Low income, high prices (Ice cream is three times costlier in India than in US), non
availability of good quality products, poor distribution infrastructure and low investment
in marketing have all resulted in one of the lowest per capita consumption of ice cream in
India at 100ml (equivalent to one scoop). Per capita consumption of ice cream is higher
even in Srilanka (300ml), Pakistan (400ml) and much higher in other South-East Asian
countries.

The market for organized sector is restricted to large metropolitan cities. In small towns
and villages, there are thousands of small players who produce ice-creams/ kulfis in their
home backyard and cater to the local market.

Delhi being a metropolitan has higher ice cream consumption. The major players are
Amul, Quality Walls ,Vadilal and Mother Dairy.
The awareness of Amul Ice cream is good enough. But there is even now enough work to
be done by the company. many retailers even now asked that does the Amul manufacture
the ice cream? . So the first strategy of Amul Ice cream should be to create brand
awareness through advertising. Amul as a brand has its goodwill but its ice cream is not
popular. When we inquired about Amul we got response from the retailer about the Amul
butter.

MAJOR PLAYERS
The Indian Ice cream market is dominated by a large number of small local
manufacturers and regional players.
In the organized segment, the significant brands are Quality Walls, Vadilal, Amul and
Mother Dairy
.
MAJOR NATIONAL PLAYERS

BRANDS

Hindustan Lever

Kwality Walls, Dairy Classic, Max

Vadilal International

Vadilal, Dairy Fresh

GCMMF/Other Milk Co-operatives

Amul, Mother Dairy

Maharashtra Dairy Products

Baskin Robbins

OTHER PLAYERS

Besides the main national

brands there are other premium brands, which have carved a niche for themselves in their
respective regional markets. These players have mostly concentrated on the large metro
cities. These players sell through their exclusive parlors. The major national players sell
through franchise parlors as well as through retail stores, groceries, restaurants, hotels,
roadside stalls on highways, etc.
Ice Cream so that at the beginning of the year the selling of the Amul Ice-Cream was
not as expected. But from the beginning of the year 2005 it is well known product in the
AMUL ICE-CREAM was launched in Delhi and NCR 2004.That year was the birth of
the Amul market and giving a tuff competition to the old brand VADILAL ICE-CREAM
manufacturer.

Address:
Gujarat Cooperative Milk Marketing Federation Ltd., Amul Dairy Road
Anand, Gujarat, India 388 001, Tel: +91-2692-241621 & 23
Web: www.amul.com

DATA ANALYSIS

The end result of filed work is complete questionnaire or similar record individual
questionnaire are of little value or interest. What is required is aggregate data for the
whole sample. Data analysis is the process of producing this aggregated data from the
individual responses or raw data

REPOTING
After analysis of the filed work data the result of the research project need reporting stage
is therefore concerned with effecting communication of the results to those, who are
going to take some action on the basis of what they learn the research results

DATA ANALYSIS & INTERPRETATION

CHARTS AND COMMENTS FOR AMUL REAL ICE CREAM

Are you aware of response was 100% when we asked people about real ice cream. It
seems that real ice cream has gained quite a popularity in last few years, which
significantly means that they are growing up as a strong competitor of others
1. How frequently do you purchase ice cream?

Consumption of real ice cream is not so high, but in past few years it has increased.
Awareness of product is there but motivation for the consumption is missing

2. What attributes of real ice cream do you like most?

Perception of real ice

cream in market is a
hygienic consumption,
which is true Soft
drinks are far behind in
this field.

3. If you consume real ice cream once in a week, what is the frequency of other ice cream
in a week?

Most people consume three pack of real ice cream that means straightly 300% more in
case of other.

4. why do you prefer quality walls, cream bell?

70% Response showed that due to availability quality walls , cream bell is preferred.

COMPETITORS

ANALYSIS

DELICIOUS GROWTH
The ice cream market is set to sizzle this summer .At least 10 ice
cream make rearmed with over 125 flavours will try to freeze the
attention of the Indian consumer. The some what surprise winner of the
cold war Amul is ready to launch over 20 new varieties this summer.
Hindustan lever ltds (HLL) . Quality walls has already unveiled 10 new
flavours
The company that has scooped a coup is Amul .In a market invaded by
big companies and brands (HLL, BASKIN ROBBINS, MOVENPIC) and
swarming with regional and local players. Amul has emerged as the
largest selling brand in the organized sector.
Amul success is reflective of the
fundamental changes taking place in the ice cream market. Till the
small manufacturers dominated 2000 Rs. 1,000 Cr industry, with
organized players accounted for just 25% of total. Today the market
has grown to over 1,500 crore to which organized player contribute
40%.
But beneath this consolidation the big plan of deep
pocketed MNCs like HLL, and Baskin Robbins sent to have melted as
Co-operative like AMUL,MOTHER DIARY have tightened their hold on
the market. The going

has been particularly rough for HLL. Forced on the bacfoot by low price
of co-operative cousins. The co. has skimmed his ambition two years
ago and decided to be content with being a niche player focusing or
only the six metroes .A large number of business was not commercially
viable so we decided to cut down our portfolio and focus on
profitability.
Just as HLL was shrinking its presence to consolidate.
AMUL was charting out a national footprint. Today its ice-cream are
available at 25,000 outlet in 1,000 cities across India and the Cooperative has plans to add 5,000 more cities. Luckily many of its
competitors were happy focusing on regional markets like Arun in the
south. Mother dairy in the north and metro in the east By 2010 we will
have a Rs.1000 crore ice cream business says B.M Vyas managing
director
Gujarat cooperative milk marketing federation .Which markets the
Amul brand .in 2003,its ice cream sales were Rs160 crore, almost three
times the Rs 55 crore sales in 1998.
Amuls impressive growth is rooted in its savvy marketing The price
warrior launched its ice cream in 1998 at price 40-70 per cent lower
and pried open a market that was till then considered elite .The wide
options over 70 flavours packaged in various size added punch to its
low price strategy. The price sensitive Indian consumer has lapped it all
up. Amul ice candies and lollies. Price at Rs. 3 upwards have managed
to lure new customers from the unorganized sector .This has been
buttressed by innovative products attractive packaging and unique
flavours.
One of the reasons why Amul can afford to be a price warrior is
because it is a dairy cooperative. With no middle men at any stage its
costs are 8-10percent lower than that of an MNC It is now taking the
battle into the MNC camp by launching premium range of ice cream
clearly the cold war in the ice cream market is heating up.

Success Recipe
CANDY FOR THE MASSES:
Affordability is the USP.
Quality Walls 1 liter vanilla coast Rs.75
Amul s just Rs.40

COOL PACKAGING : santra

Mantra in orange shaped container vanilla in plastic ball
Attract extra buyers.

MAXIMUM FLAVOURS
Date with Honey Alpha so cappuccino, anjir and other
Exotic flavours.

AGGRESSIVE LAUNCHES:
over 20 varieties will be added to
the existing 70 this summer

GOOD REACH :
Available in 1000 cities ;
Kwality Walls in six.

27% of organized Market Share is

with Amul.
DIFFERENCE BETWEEN ICECREAM AND FROZEN
DESSERT
ICECREAM:

Icecream are made from real fresh milk

Icecream are rich in protein ,calcium,dairy cream and vitamins.

Icecream are
complete
food,easy to digest and full of energy.

Frozen Dessert

Frozen dessert are generally made from vegetable oils/fats

The base of frozen dessert can be any sort of vegetable oils
which is quite cheap.
In frozen dessert milkj fat is replaced with vegetable oil hence
they are unable to give the smooth taste and flavour which
only icvecream made from fresh milk can give.

CONCLUSION
RECOMMENDATIONS

AND

Peter Drucker has observed that companys first task is to create

customers. Earlier VADILAL was the pioneer of the market. At present
condition, we cannot say VADILAL is the unchallengeable market
leader, and fully successful to create customers. Other unorganized
sector have made their potentially widely. They are able to position
successfully in the current by attracting potential.
Customers form an expectation of value and act on it. A buyers delight
is the function of the products perceived performance and the
customers expectation.
Recognizing that high satisfaction leads to high customer loyalty
quality value and service are totality of features and characteristics of
a product that bear on its ability to satisfy stated or implied needs.
Total quality is the key to value creation and customers delight.
Hence GCMMF LTD. should take necessary action to continue bringing
quality product. First, it should participate in formulating strategies and
policies designed to help the company win through total quality
excellence. Second, they must deliver marketing quality along side
production quality and value. Each marketing activity marketing
research, advertising, customer service and so on must be performed
to high standards.

RECOMMENDATIONS

GCMMF Ltd. and its Amul ICECREAM are not doing

well in the

Ghaziabad market compared to Delhi market though they have a good

marketing strategy followed by strong marketing peoples. In this period
of 8 weeks I scanned the icecream market of Ghaziabad.
I found that the brand awareness of Amul icecream is not to the point
or as expected to be in Ghaziabad.
So

awareness

level

of

the

consumers

about

Amul

icecream should be improved by installing more canopies

and

hoarding

hoarding

and

and
a

ensure

retailer

that

every

selling

Amul

colony

has

icecream.

Big

banners and billboards should be installed on main roads.

Amul must also come up with booths like that of Mother

Dairy to reduce costs and deliver quality and fresh Amul
icecream to customers.

 Amul must launch promotional schemes for customers as

well

to

increase sales
as well as to
be in news.

SWOT ANALYSIS
Strength
Amul has well built image of excellence and innovation
supported of triumph of Indian dairy technology.
It has well logistic and channel network.
Well trained and educated marketing staf.
Quality of milk is good and it doesnt use powder in
making milk.
It ensures that only cow and bufalo milk is used by
collecting milk from milk cooperatives of Gujrat.
Demand is absolutely optimistic.
Abundant availability of raw material.
High brand image of amul in market.
Provide pure milk icecream rather than frozen desert.
Nation wide coverage of amul icecream.
ofering new product to customer continuously.

Weakness

 Retailers say they are not satisfied by trade schemes and

oferings.
Equal importance is not given by distributors to all
retailers and confectionary stores. They neglect some
retailers.
All is not well with distribution in Ghaziabad.
With so many companies in this industry, competition is
becoming
tougher

day

by

But

day.

then
competition has to be faced as a ground

reality. The market is large enough for many to carve out

their niche.
Amul is not able to replace its expired items but the
competitors are doing so.
Image of Amul is being diminished by not supplying the
goods and services regularly.
As far as deep freezer is concern ,company has no plan to
provide DF on installment or any other plan while the
competitor are doing so.
Advertisement policies are not good.

Opportunities
Failure is never final, and success never ending. Dr. Kurien bears out
this statement perfectly. He entered the industry when there ere only

threats.

He

met

failure head-on, and now he clearly is an example of never ending

success! If dairy entrepreneurs are looking for opportunities in India,
the following areas must be tapped:
Value Addition: There is a phenomenal scope for innovations in
product development, packaging and presentation. Steps can be
taken to introduce Amul icecream with having less fat as
additional essential extra elements for health conscious people.
By increasing the margin to the retailer Amul Icecream can
reach to the more retailers as well as consumers.
By solving the replacement problem it can maximize the

attention of retailers about selling the product.

Can open retail outlet in posh residential colonies and

various malls, cinema halls.

Can expand its business in rural areas.

Threats
Cut throat competition in the market.
No flexibility in strategy.
Customers are not brand loyal in ice-cream industry.

The Indian Ice-cream industry,

following its deli censing, has been attracting a large number

of

entrepreneurs. Their success in this business depends on factors such

as efficient yet economical procurement network, hygienic and costeffective processing facilities and innovativeness in the market place.
All the needs to be done is : to innovate, convert products into
commercially exploitable ideas. All the time keep reminding yourself:

Benjamin Franklin discovered electricity, but it was the man who

invented the meter that really made the money!

SUGGESTIONS FOR INCREASING RETAIL

PENETRATION OF AMUL ICECREAM IN MARKET
The company should conduct advertisement & sales promotion
so that the consumers can be more attentive to the product. If
it is possible than sales can be increased.
1. The area of distributor should be defined clearly so that
they can work in their area with more potential.
2. The company should make direct communication with
the retailers so that retailers can give the feedback to
the company about the market position to the company.
And on the basis of that company can take the efective
decision in time.
3. They should conduct the regular survey of the
particular product so that they can know the taste and
desires of the consumers and the strategy of the
competitors.
4. The company should cover the retailers who are far
from the main road or market place, now a it is not
covered by the salesman or the stafs. It can grow up
the market share, because the competitors cover it very
well.
5. The company should give the credit facility to the
retailers so that the small retailers can easily get the
product. And they can pay without stress. The
competitors are providing this facility
6. The company should give advertisement on radio, as
well as in newspapers regularly as reminder for the
consumers.
7. The company should organize AMUL DAY to educate the
potential customers as well as retailers.
8. Advertise for the brand awareness for ice cream
towards the customer particularly in the rural area.

9. Focus on
the value
addition
of the
product.
10.
Position the product in the right way like that we are
no. 1.

11.

Adopt installment scheme for HADF.

12.
AMUL should have highlight its basic strength i.e.
pure ice-cream product rather than that of competitors
FROZEN DESERT
13.
Should open retail outlet in super malls, in posh
residential colonies.
14.
Should follow an advertisement campaign that could
highlight diference between ICECREAM AND FROZEN
DESERT
15.

Advertisement on T.V. in prime time shows.

16.
Try to make an direct relationship with retailers, not
depend upon distributors feedback.
17.
Conduct continuous R&D so that company can
develop new product time to time to avoid competition.

PRICE CIRCULAR
VOLTAS PRICING FOR AMUL HADF SCHEME.

MODEL
CF-70HT
CF100HT
CF200HT
CF300HT
CF400HT
CF500HT
CF200GSL
CF300GSL
CF400GSL
CF-300

CAPACITY(LTS)

DESCRIPTION
SINGLE DOOR
70 HARDOTOP
SINGLE DOOR
100 HARDOTOP

BASIC
PRICE

UP TAX
16%

UP
BILLING

8832

1413

10245

11408

1825

13233

200 2-DOOR HARDTOP

14100

2256

16715

300 2-DOOR HARDTOP

16425

2628

19053

400 3-DOOR HARDTOP

18462

2954

21416

500 2-DOOR HARDTOP

22204

3553

25757

200 SLIDING GLASSTOP

16800

2688

19486

300 SLIDING GLASSTOP

18221

2915

21136

400 SLIDING GLASSTOP

SINGLE
300 DOORHARDOTOP

21398

3424

24822

11980

1917

13897

The Above prices are Inclusive of local sales tax @ 10%.

Interstate Supplies can be made charging 4%CSTagainst c
from.
Payment 100% advance.
Supply Ex stock subject to prior sale or within 4-6weekes.
Prices are subject to change without prior notice.
5 year warranty from the date of invoice.

CARRIER DEEP FREEZERS RATES UNDEER AMUL

HADF SCHEME

CARRIER HARD TOP FREEZER

MODEL
HF-60
HF-110
HF-150
HF-200
HF-300
HF-400
HF-500

GR CAP
60 LTRS
110LTRS
150LTRS
200LTRS
300LTRS
400LTRS
500LTRS

NET
PRICE
10788
13688
10588
17980
18560
20880
25114

WARRANTY
5YEARS
5YEARS
5YEARS
5YEARS
5YEARS
5YEARS
5YEARS

STABILIZER
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED

CARRIER GLASS TOP FREEZER

FREIGHT
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED
INCLUDED

MODEL
GT-300
GT-400

NET
GR-CAP PRICE
WARRANTY STABILIZER FREIGHT
300LTRS
21054 5YEARS
INCLUDED
INCLUDED
400LTRS
24766 5YEARS
INCLUDED
INCLUDED

SPECIAL PRICE FOR CARRIER HARD TOP 300LTR

FREEZER
NET
MODEL
GR-CAP PRICE
WARRANTY STABILIZER FREIGHT
HF-300
300LTRS
14384 1YEAR
N/A
INCLUDED
STABILIZER 1 KVA
1392 1YEAR
INCLUDED

SPECIAL PRICE AMUL DISTRIBUTORS FOR CARRIER

HARD TOP 500 LTR FREEZERS

MODEL
HF-500

NET
GR-CAP PRICE
WARRANTY STABILIZER FREIGHT
500LTRS
24696 5YEARS
INCLUDED
INCLUDED

LIMITATIONS OF RESEARCH
Every research is conducted under some foundations and this research
is not an exception. Limitations of this project areThe sample sizes of 500 consumers are too small to project the opinion
of consumer regarding a particular brand and also degree of success of
a particular brand.
There might have been tendencies among the respondents to amplify
or filter their responses under the testing conditions.
Since the study involved sampling method, Drop in or Go through
error might have crept in.
Since the results have been drawn on the basis of the information
provided by the respondents, chances of error might have crept in.

BIBLIOGRAPHY
MAGAZINES:

Business Today

Business World

NEWSPAPER:

Economic Times

Business Standard

The Financial Express

BOOKS:

Research Methodology

by

C.R. Kothari

Marketing Research

by

Ramanuj Majumdar

Consumer Behaviors

by

Gupta and Pal

Marketing
Management
by

Philip

Kotler,

WEBSITES:

www.amul.com

www.parasdairy.com

www.motherdairy.com

www.nddb.org

www.economictimes.com

www.sify.com/finance

www.business-standard.com

www.redif.com/money

www.indiainfoquest.com

www.ask.com

www.google.com

www.domain-b.com

QUESTIONNAIRE

Name________________________________
Line of business________________________
Address_________________________________________________________________
______________________________________________________________________
Q .1) Are you interested in selling ice cream?
Yes _______

No_______

Q .2a) If given a choice among following brands of ice cream, which one would you like
to have (choose Only one):
1.
2.
3.
4.

Amul
_________
Mother diary _________
Vadilal
_________
Cream bell
_________

5. Dinshaw
_________
6. Kwality walls _________
7. Others
_________

Q.2b) Please mark your reasons for the choice made in question 2a:
1.Brand Superiority_______
4.Packaging__________
2.Quality
_______
5.Profit margin________
3.Price Range _______
6.Product Range_______

Q .3) Does different schemes that companies run for deep freezers also affect your
decision for keeping ice-cream of that particular brand or company?
______Yes
_______No
If yes, what type of scheme will attract you most? (In order of preference)
1.
2.
3.
4.

Installment_____________
Security Basis__________
Free__________________
Scratch coupons________

5.Free Ice-cream_________
6. Lump sum_____________