BRIEFING DOCUMENT

(Parmeet, Drishti, Ifraz, Ming)

The organisation of choice is AMUL, a cooperative which has been “the taste of India since
independence”. After delving deep into Amul, we found that the brand’s success came
through its roots of being a social entrepreneurship. Amul in 1946 was founded as a reaction
to the unfair milk trade practices that occurred in India. Amul’s objective at the time was to
eradicate the gap present between the producers and consumers in the market.
Amul’s Vision now is to provide more satisfaction to the farmers, their customers, employees
and distributors.
The scope of the firm: The network follows an umbrella branding strategy. Amul is the
common brand for most product categories produced by various unions: liquid milk, milk
powders, butter, ghee, cheese, cocoa products, sweets, ice-cream and condensed milk.
We chose Amul because it illustrates an example of how a brand’s set of values can not only
bring success, but change unfair systems that are prevalent in any market system. Also, being
from India gives us a better understanding of the brand and analysing it.
These are the several models and frameworks that we will apply to assess the business
environment of AMUL to analyse current strategies, develop and generate more strategic
options for the cooperative:
1. INDUSTRY LIFE CYCLE: Useful for analysing the effects of industry’s evolution
on competitive forces. We aim to identify the stage the dairy industry is at currently.
2. KEY SUCCESS FACTORS: These factors are of great use particularly in the dairy
sector where they shape whether the firm is successful financially and competitively.
3. PORTER’S 5 FORCES: It’s objective is to investigate how AMUL should form its
strategies in order to develop opportunities and protect itself from competition and
threats.
4. SWOT ANALYSIS: Through this we plan to suggest how AMUL can leverage its
strengths, correct its weaknesses, act on opportunities and deter potential threats.
5. STRATEGIC FACTOR ANALYSIS SUMMARY: This model is developed to deal
with the criticisms of SWOT analysis. The revised weights will reflect the priority of
each factor as a determinant of the AMUL’s future success.
6. TOWS MATRIX: Will be useful for generating a series of alternative strategies that
AMUL might have not otherwise considered.
7. BCG ANALYSIS: The application of this will provide information about the products
that are a source of revenue for the organization.
8. PORTER’S VALUE CHAIN: To examine the activities of AMUL and how they
interact with one another and affect each other’s cost and performance.
9. Identifying strategies like Vertical Integrated Strategy. AMUL is vertically integrated
from production to retail.

 We will be presenting to AMUL’s board as their internal team.

 Conclusion will put all the different analyses together. Recommendations will point to
the future and the suggested next steps and will be concluded from Ansoff's matrix,
which is one of the most well-known frameworks for deciding upon strategies for
growth. Recommendations given will be organised by AMUL’s functions and product
range.
 Research will mostly be based through online data, journals, surveys and newspaper
articles. We also plan on visiting their HQ and local retailers during winter break and
getting first hand data.