PROJECT

REPORT
PARLE PRODUCTS
PVT.LTD.

RANBIRRAJSINH RATHOD
PGDM (German) 1st Year.
 DECLARATION

I, Ranbirrajsinh Rathod, am a student of MBA Program

in CHRIST UNIVERSITY BANGALORE. I am declaring that
information I have given in this project report is not copied
from anywhere. I mentioned what I learned during my 15
days training in PARLE PRODUCTS PVT. LTD. Bhuj.

Your Faith Fully,

Ranbirrajsinh Rathod
Date:

Place:

CERTIFICATE
1|Page
 This is certifying that Mr. Ranbirrajsinh Rathod, student
of MBA Program of Christ University Bangalore, has
satisfactorily completed his 15 Days Training and Project
Report on Parle Products Pvt. Ltd.

Mr. Sanjay Taunk Mr. D.K. Pundir

HRM Plant Head

ACKNOWLADGEMENT

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 Practical training teaches lots of things which books
can’t. And getting training in well-known organization like
Parle was a golden opportunity for me. For this I am heartily
thankful to many persons.
First of all I want to thank Mr. D.K. Pundir sir to give me
this golden opportunity by allowing me as a trainee in Parle
Bhuj. I am heartily thankful to Mr. Sanjay Taunk for trusting
me and accept me as a trainee. I am thankful to Mr. Vipul
Bhatt, Miss. Bhavna Bhadka and Mr. Viren Gor for teaching
me many things about an organization.
Thanks to my collage to assign me on this kind of project
from where I learn many things before studying MBA Books,
and heartily thank to Prof. Aswini for guiding me during my
Project Preparation.
Finally, I want to thank to entire staff of Parle for
accepting me as a trainee and give me support as their
colleague, and my family for support me before and during
my training period.

INDEX

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 Introduction of Organization
 Products of the Company
 Marketing Style of Company
 Organization Structure
 Functions of various Departments
 System Followed for Purchasing
 5’S Workplace Management
 HACCP
 SWOT Analysis of Parle
 Significant Factors of Success
 Views Of MBA Employees
 Conclusion

INTORDUCTION OF ORGANIZATION

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 Parle Products Pvt. Ltd. is a FMCG (Fast moving
Consumer Goods) Industry. The fast moving consumer goods
are those consumables which are normally consumed by
consumer at a regular interval.

Parle Products Pvt. Ltd. was established in 1929 by

Mohanlal Dayalsingh. During British rule in India. A small
factory was set up in the suburbs named “Vile Parle” of
Mumbai, to manufacture sweets and toffees. A decade later
in 1939 it was upgraded to manufacture biscuits as well.
Parle Glucose (Parle-G) and Parle Monaco were the first
brad introduced as a biscuit products. Since then, the Parle
name has grown in all directions, won international fame and
has been sweetening people's lives all over India and abroad.

Its Head office is based in Mumbai, it been India's largest

manufacturer of biscuits and confectionery, for almost 80
years. Parle – G is the world’s largest selling biscuit. Its
reach spans even to the remotest villages of India. Many of
the Parle products - biscuits or confectioneries, are market
leaders in their category and have won acclaim at the Monde
Selection, since 1971. With a 65% share of the total biscuit
market and a 15% share of the total confectionery market in
India, Parle has grown to become a multi-million dollar
company. They have recently entered the snacks market.

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 Apart from the factories in Mumbai and Bangalore Parle
also have factories in Bahadurgarh in Haryana and Neemrana
in Rajasthan, which are the largest biscuit and confectionery
plants in the country. Additionally, Parle Products also has 8
manufacturing units and 70 manufacturing units on
contract.
About Bhuj Plant:
The earth quack of 26th January 2001 had shot up Bhuj
badly. For redevelopment of Bhuj, it was desirable to invite
big industries to generate industrial development and
possibilities of employment. In order to attract big
companies, government had given tax-relaxation to the
industries for seven years, who wanted to establish their
units in Kutch.
Mr. Amul Chauhan, the director of the Parle Products
Pvt. Ltd. had get idea of starting a new manufacturing plant
in kutch. This plant was started in 2003. Parle company has 8
mother unites of production and this unit is one of them.
Parle unit at Bhuj was established in order to avail tax-
relaxation in year 2001 with the investment of Rs.50 Cr. and
got tax-relaxation for seven years. The tax-relaxation had
over in 2009. Present investment of the company is
Rs.100Cr.

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 In Bhuj plant there are two major plants. One for
glucose biscuit and other common plant for both Monaco
and Krack-Jack. Daily 20 to 25 trucks of capacity 9 tone
biscuits are dispatched from the unit. Monthly 40 to 50
trucks of printing material are dispatched to Mumbai.
Mr. D.K. Pundir is a head of the Plant. This unit is
working with approx. 650 to 750 people. In this unit 45 to 50
are staff members and others are team mates. Team mates
are divided under Parle and contractors. They are working in
three shifts.

PRODUCTS OF THE COMPANY

Parle Products Pvt. Ltd. Is a US $ 450 million

Organization. It is in the business of manufacturing and
marketing of biscuit, confectionaries and snacks. It has state
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of the art machinery with automatic printing and packing
facility. Its biscuit backing oven is largest of its type in Asia.
Over the decades, the efforts of Parle’s Research and
Development wing have made the repertoire of its products
grow manifold. In biscuits Parle has Glucose, Milk, Sweet and
Salted cream, Wafer Cream, Cumin biscuit and Cheese
Categories. In confectionaries, Parle has a range of toffees
and Hand-boiled candies available in Chocolate, Mint, Cola
and Tropical fruit flavors. Some of these are double layered
toffees and center filled candies packed in rolls or pillow
packs, or have single or double twist wrapping.
Almost all of Parle Products are market leaders and as
recognition of their quality, have won them 111 gold, 26
silver and 4 bronze Monde Selection Medals since 1971 to
2008.
Some of the Products of Parle Products Pvt. Ltd. is
mentioned category wise below.

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Biscuit Goodies:
Parle – G, Krackjack, Krackjack Crispy Creams, Monaco,
Hide and Seek, Hide and Seek Milano, Magix, Chox, Monaco
Zeera, Goldenarcs, Digestive Mari, Parle Mari, Milk Shakti,
Parle 20-20 Cookies, Parle Creams Flavored, Nimkin,
Bournbon Biscuits etc.

Cool Confectionery:
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 Melody, Mango Bite, Kaccha Mango Bite, Poppins,
Kissmi Toffee, Kissmi Gold, Kissmi Toffee Bar, Orange Candy,
XHale, 2 in 1 Éclair, Golgappa, Mazelo, Melody Softee etc.

Munch on Snacks:
Musst Bites, Monaco Bites Cheeslings, Sixer, Sixer Zeera,
Jeffs, Must Sticks, Must Chips etc.

MARKETING STYLE OF COMPANY

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 In our country over 70% of the total population live in
villages. There are states like U.P, M.P, Bihar, Rajasthan and
Orissa where rural population varies from 80 to 90 per cent.
Agriculture and agriculture related activities contribute to
about 75% of the income in rural areas. Over 6, 31,307
villages, 700 million people a myriad of languages many
traditions and a rich culture. A vibrant land with a long
History. Rural Indian people are known as much for their
warmth as their diversity. The real “BHARAT”.

“EXPLORE THE RURAL MARKETS

DO NOT EXPLOIT THEM”.

Till recently, the focus of marketers in India was the

urban consumer and by large no specific efforts were made
to reach the rural markets. But now it is felt with the tempo
of development accelerating in rural India, coupled with
increase in purchasing power, because of scientific
agriculture, the changing life style and consumption pattern
of villagers with increase in education, social mobility,
improved means of transportation and its various satellite
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channels have exposed rural India to the outside world and
hence their outlook to life has changed. Because of all these
factors, rural India is attracting more and more marketers.

"To be successful in the rural market, remember-

there is no unity in diversity, but act local while thinking
global."

Parle’s efforts to make biscuits affordable to all?

Biscuits were very much a luxury food in India, when

Parle began production in 1939. Apart from Glucose and
Monaco biscuits, Parle did offer a wide variety of brands.

However, during the Second World War, all domestic

biscuit production was diverted to assist the Indian soldiers in
India and the Far East. Apart from this, the shortage of wheat
in those days, made Parle decide to concentrate on the more
popular brands, so that people could enjoy the price benefits.

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 Thankfully today, there's no dearth of ingredients and
the demand for more premium brands is on the rise. That's
why; we now have a wide range of biscuits and
mouthwatering confectionaries to offer.

Be it a big city or a remote village of India, the Parle

name symbolizes quality, health and great taste!

And yet, this reputation has been built, by constantly

innovating and catering to new tastes. This can be seen by
the success of new brands, such as, Hide & Seek, or the single
twist wrapping of Mango bite.

In this way, by concentrating on consumer tastes and

preferences and emphasizing Research & Development, the
Parle brand grows from strength to strength.

Marketing Strength...

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 The extensive distribution network, built over the years,
is a major strength for Parle Products. Parle biscuits & sweets
are available to consumers, even in the most remote places
and in the smallest of villages with a population of just 500.

The Parle marketing philosophy emphasizes catering to

the masses. They constantly endeavor at designing products
that provide nutrition & fun to the common man. Most Parle
offerings are in the low & mid-range price segments. This is
based on our cultivated understanding of the Indian
consumer psyche. The value-for-money positioning helps
generate large sales volumes for the products.

Marketing management refers to distribution of the

firm’s product or service to the customers in order to satisfy
their needs and to accomplish the firm’s objectives.

Marketing includes developing the product, pricing,

distribution, advertisement, and merchandising, doing
personal selling, promoting and directing sales and service to
customers.
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Developing Marketing Strategies for Parle: -

a. Determine what the customer’s needs are and how

those needs can be satisfied.
b. Select the market that would be served.
c. Decide what advantage that will give a competitive
edge over other firms.

 Meeting customer’s needs

 Learning customer’s needs
 Conscious about the firm’s image
 Looking for danger signals

DISTRIBUTION CHANNEL: -

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 This shows that Parle’s Production units dispatching the
biscuits to the well-established agents or agencies. They send
it further to the Whole seller.

Now, the wholes seller and the agents send the biscuits to
the small retailers.

Places where the Parle Products are available: -

1. Kiryana Stores

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2. General Stores

3. Tea Shops.

4. Railway Stations.

5. Paan wallas.

6. Place where the cultural programmes of village are

being organized, like melas, etc.

7. Mobile traders, etc.

I find one very interesting article Produced on

September 15th, 2003 in Times News about Parle which I like
to share in this report.

Parle-G is the world leader in biscuit sales

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TIMES NEWS NETWORK [MONDAY, SEPTEMBER 15, 2003
12:26:36 AM]

NEW DELHI: In 1929 when Indians were munching crispy

imported biscuits shipped in by the British, an Indian set up a
small factory in the suburbs of Mumbai to make toffees. A
decade later, he started making biscuits without giving a
damn to the imported biscuits that were freely available. And
six decades later, one of the factory’s products has emerged
as the world’s single largest brand in any country.

With annual sales volume of 179.9m kg, Prakash

Chauhan’s Parle-G is the world beater in biscuits, followed by
Italy’s Mulino Bianco with 110.3m kg and America’s Control
Brand at 108.9m kg.

Industry sources said Parle-G sells the most because it is

the cheapest biscuit in the branded category. Most Parle
offerings, unlike Britannia, are mass brands in the low and
18 | P a g e
mid-range price segments. As it has been around for over 60
years, it has a loyal consumer base. And for most, it is a food
supplement rather than an evening snack. “In mid-income
households, kids averse to dal chawal are often given glucose
biscuits to make up for the cereals,” said an industry source.
But the industry says that even though Parle-G is the highest
selling brand, the per capita consumption of biscuits in India
is still very low. On an average Indians eat 0.48 kg every year,
while Americans eat 4 kg.

But surprisingly, Indians eat over three times more

branded biscuits (490m kg) than the Chinese (180.5m kg).
“Given that both India and China have conventional food
habits where traditional snack items like idli, dosa, dhokla,
samosa have a fair share, Indian consumers’ appetite for
biscuits is enormous,” says Anmol Sherpa, global services co-
ordinator for AC Neilsen India.

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 According to him, Americans depend on biscuits as they
have very few ready-to-eat food items for snacks. They spend
$6,897m on 1134.6m kg of biscuits every year, outpacing
both India (490m kg valued at $583m) and China (180.5m kg
valued at $406.3m).

Besides heritage and price points, distribution is crucial

to the success of any consumer goods brand. Even though
Kellog’s launched Chocos at Rs 5/pack, its distribution
strategy was not up to the mark. Parle has 1,500 wholesalers
catering to 4, 25,000 retail outlets.

Chocos were later taken off the shelves. Biscuits require

a mass distribution network and Kellogs had limited itself to
the up market outlets with its premium-priced cereals. Parle
over the years has built a robust distribution network. For the
fast moving consumer goods industry, the packaged biscuit
basket has emerged as a winner with all other product lines
20 | P a g e
like soaps, detergents, hair oil, packaged tea biting the dust.
The quick, tea-time snack has zoomed into an Rs. 2,500 crore
industry clocking 3-4% growth annually.

ORGANIZATION STRUCTURE

Organization structure is teamwork of the formal

relationship that has been established. The purpose of the
structure is to assist in regulating and directing the efforts of
an organization so that they are co-ordinate and consistent
with organization.
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 Organization structure of the company shows the
interrelationship between employer and employee or vice-
versa. It shows a clear cut line of authority, responsibility and
accountability.

Among the various types of organization structure Parle

has adopted vertical management structure.

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 Di
re
ct
or
GM

Unit Head

Dy. Manager

Assistnt Manager

Executive

Officer
Assistant Officer
Worker

Chart of Departments

23 | P a g e
 Mr. D.K. Pundir
(Manager -
Operation)

HRD Purchase Production ISMS Stores BSR Q&A

Accounts Engineering

Accounts Flour
Hendling

Excise Mechenical Mixing

Electrical Rotary
PQS
CSR Oven
Security Packing
Canteen
Medical

Printing

List of HODs

No. Name of the Department Name of the HOD

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 1 Accounts Mr. Kailashchand Buraniya

2 Purchase Mr. Hitendra Jadeja

3 HRD Mr. Sanjay Taunk

4 PQS Mr. Vipul Bhatt

5 CSR Mr. Viren Gor

6 ISMS Mr. Bhusan Maheta

7 Engineering Mr. D.A. Khetani

8 Production Mr. Debangsu Das

9 Printing

10 BSR Mr. Jitendra Rajgor

11 Q&A

12 Corrugation Mr. Pramod Chauhan

13 Stores

FUNCTION OF VARIOUS DEPARTMENTS

General Administration:

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 Many things which cannot categorize in particular
department, falls under General Administration. HOD
of this department is Mr. D. K. Pundir.

Arrangements of, Meetings, Conferences and

Training Programs, Mike Alert, Receiving and
Dispatching Couriers etc. are the main works of this
department.

IT Department:

IT department in Parle Products Pvt. Ltd. is mainly deal

with its computer network, its security etc. HOD of this
department is Mr. Bhusan Maheta.

This department solved all kind of computer related

problems like, purchasing and design of software to smooth
running of company.

Accounts Department:

In any Organization, Its accounts department is work as

a Heart of it, because it circulates the Finance i.e. Blood in
the organization. It plays significance roll in success of
26 | P a g e
organization. HOD of accounts department is Mr.
Kailashchand Burania. Following activates are under
Accounts department:

1. Bill Passing
2. Excise duty
3. Bank payments
4. Costing
5. Cash payment
6. Record maintain
7. Tex deduction
8. Petty cash

Purchase Department:

Purchase department is covered under administration.

This mainly takes care of purchasing of all needed materials
for the company. Head of the department of purchase is Ms.
Beena Rathod.

Mainly, two major purchasing decisions are taken in this

department. First is purchasing of raw material, which is
taken by Ms. Beena Rathod and second is purchasing of
machinery, which is taken by Mr. Hitendrasinh Jadeja.

27 | P a g e
HRD:

In an organization HRD is a department which manages

the human power in the company. Recruitment of new
employees and trainees, Payment of salary etc. are the work
of this department. HOD of this department is Mr. Sanjay
Taunk.

PQS:

PQS is Parle Quality System. Quality is measures in this

department on the basis of individual responsibility. The
main function of this department is to maintain the quality of
each and every aspects of company.

System Followed for Purchase of Material

The system followed for material purchasing in Parle is

simple and efficient. Steps shown below are follows for the
material purchasing:
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 When employee of any department needs any type of
material he asks from the stores.
 If it’s not available in the stores then the particular
department has to fill the indent which is in the slip of
the demand for the particular product. If the item
required capital item, it is called Capex. Here codes have
been given to each item, as well as list of approved
suppliers for all the items is provided to all unites.
 As per this indent purchase department have to
purchase the goods after comparing the price of the
different quotations of the different companies and
quotations having the low rate and good quality will be
passed by the operation manager.
 Next step after the approval of the quotation is making
the purchase order i.e. PO which contains the party
name, material code & description, decided rate, date of
order, time lad for the supply of the material etc.
 The PO is having four copies and having the sign of the
manager. From which one will be sent to the supplier
along with advance payment if any. Second copy is sent
to accounts department. Third is sent to stores and
fourth is left with the purchase clerk and filed.
 As per PO supplier has to supply the material as per
description in PO within a given time leg along with the
invoice.
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  This bill is passed to the accounts department and
amount will be tailed. If the amount is as per bill the
payment will be made within 7 working days and if there
is any difference PO’s rate and Bill then Performa will be
passed and as per the rate of Performa payment will be
made.

5’S WORK PLACE MANAGEMENT

The 5S Process, or simply "5S", is a structured program

to systematically achieve total organization, cleanliness, and
standardization in the workplace. A well-organized
workplace results in a safer, more efficient, and more
productive operation.  It boosts the morale of the workers,
promoting a sense of pride in their work and ownership of
their responsibilities.
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 "5S" was invented in Japan, and stands for five (5)
Japanese words that start with the letter 'S': Seiri, Seiton,
Seiso, Seiketsu, and Shitsuke.  Table 1 shows what these
individual words mean. An equivalent set of five 'S' words in
English have likewise been adopted by many, to preserve the
"5S" acronym in English usage. These are: Sort, Set (in
place), Shine, Standardize, and Sustain.  Some purists do not
agree with these English words - they argue that these words
have lost the essence of the original 5 Japanese words.
                                  Definitions of 5’S:

Japanese English
Meaning in Japanese Context
Term Equivalent
Throw away all rubbish and
Seiri Tidiness unrelated materials in the
workplace
Set everything in proper place for
Seiton Orderliness
quick retrieval and storage
Clean the workplace; everyone
Seiso Cleanliness
should be a janitor
Seiketsu Standardization Standardize the way of
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 maintaining cleanliness
Practice 'Five S' daily - make it a
Shitsuke Discipline way of life; this also means
'commitment'

Seiri:       
The first step of the "5S" process, seiri, refers to the act
of throwing away all unwanted, unnecessary, and unrelated
materials in the workplace.  People involved in Seiri must
not feel sorry about having to throw away things. The idea
is to ensure that everything left in the workplace is related
only to work. Even the number of necessary items in the
workplace must be kept to its absolute minimum. Because of
seiri, simplification of tasks, effective use of space, and
careful purchase of items follow.
 Seiton:
        Seiton, or orderliness, is all about efficiency.  This step
consists of putting everything in an assigned place so that it
can be accessed or retrieved quickly, as well as returned in
that same place quickly.  If everyone has quick access to an
item or materials, work flow becomes efficient, and the
worker becomes productive.  The correct place, position, or
holder for every tool, item, or material must be chosen

32 | P a g e
carefully in relation to how the work will be performed and
who will use them.  Every single item must be allocated its
own place for safekeeping, and each location must be
labeled for easy identification of what it's for. 
Seiso:
Seiso, the third step in "5S", says that 'everyone is a
janitor.'  Seiso consists of cleaning up the workplace and
giving it a 'shine'.  Cleaning must be done by everyone in the
organization, from operators to managers. It would be a
good idea to have every area of the workplace assigned to a
person or group of persons for cleaning. No area should be
left unclean. Everyone should see the 'workplace' through
the eyes of a visitor - always thinking if it is clean enough to
make a good impression.
Seiketsu:        
The fourth step of "5S", or seiketsu, more or less
translates to 'standardized clean-up'. It consists of defining
the standards by which personnel must measure and
maintain 'cleanliness'.  Seiketsu encompasses both personal
33 | P a g e
and environmental cleanliness. Personnel must therefore
practice 'seiketsu' starting with their personal tidiness. Visual
management is an important ingredient of seiketsu.  Color-
coding and standardized coloration of surroundings are used
for easier visual identification of anomalies in the
surroundings. Personnel are trained to detect abnormalities
using their five senses and to correct such abnormalities
immediately.
Shitsuke:   
The last step of "5S", Shitsuke, means 'Discipline.' It
denotes commitment to maintain orderliness and to practice
the first 4 S as a way of life.  The emphasis of shitsuke is
elimination of bad habits and constant practice of good
ones.  Once true shitsuke is achieved, personnel voluntarily
observe cleanliness and orderliness at all times, without
having to be reminded by management.

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 HACCP

(HAZARD ANALYSIS & CRITICAL CONTOL POINT)

Parle Products Pvt. Ltd. has adopted HACCP system

which is the Japanese technique for the qualitative food
production.

History of HACCP:

On 4 October 1957, the Soviet Union launched Sputnik,

the world's first satellite. American president Dwight D.
Eisenhower responded by committing the United States to
the space race. Eisenhower signed the National Aeronautics
and Space Act on 29 July 1958 that created the National
Aeronautics and Space Administration (NASA) to put an
American satellite in orbit and to get a person in space.

35 | P a g e
 Food played a critical part in the manned space
program. The main goal was to produce food that would not
crumble under zero gravity, but also be safe to eat. All
personnel involved realized that traditional quality control
methods would be inadequate because there would be so
much product testing involved for actual product to be used.
NASA own requirements for Critical Control Points (CCP) in
engineering management would be used as a guide for food
safety. CCP derived from Failure mode and effects analysis
(FMEA) from NASA via the munitions industry to test weapon
and engineering system reliability. Using that information,
NASA and Pillsbury required contractors to identify "critical
failure areas" and eliminate them from the system, a first in
the food industry then. Baumann, a microbiologist by
training, was so pleased with Pillsbury's experience in the
space program that he advocated for his company to adopt
what would become HACCP at Pillsbury.

Soon thereafter, Pillsbury was confronted with a food

safety issue of its own when glass was found contaminated in
farina, a cereal commonly used in infant food. Baumann's
leadership promoted HACCP in Pillsbury for producing
commercial foods, and applied to its own food production.
This led to a panel discussion at the 1971 National
Conference on Food Protection that included examine CCPs
and Good Manufacturing Practices in producing safe foods.
Several botulism cases were attributed to under-processed
low-acid canned foods in 1970-71 that the United States
Food and Drug Administration (FDA) asked Pillsbury to
36 | P a g e
organize and conduct a training program for FDA inspectors
to serve as an inspection basis for canned foods. This 21 day
program was first held in September 1972 with 11 days of
classroom lecture and 10 days of canning plant evaluations.
Canned food regulations were first published in 1973.
Pillsbury's training program to the FDA in 1972, titled "Food
Safety through the Hazard Analysis and Critical Control Point
System", was the first time that HACCP was used.

HACCP was initially set on three principles. Pillsbury

quickly adopted two more principles to its own company in
1975. It was further supported by the National Academy of
Sciences (NAS) that governmental inspections by the FDA go
from reviewing plant records to compliance with its HACCP
system. Second proposal by the NAS led to the development
of the National Advisory Committee on Microbiological
Criteria for Foods (NACMCF) in 1987. NACMCF was initially
responsible for defining HACCP's systems and guidelines for
its application and were coordinated with the Codex
Committee for Food Hygiene, that led to reports starting in
1992 and further harmonization in 1997. By 1997, the seven
HACCP principles listed below became the standard. A year
earlier, the American Society for Quality offered their first
certifications for HACCP Auditors.

HACCP expanded in all realms of the food industry,

going into meat, poultry, seafood, dairy, and has spread now
from the farm to the fork.

37 | P a g e
The HACCP seven principles:

Principle 1: Conduct a hazard analysis.

Plans determine the food safety hazards and identify the

preventive measures the plan can apply to control these
hazards. A food safety hazard is any biological, chemical, or
physical property that may cause a food to be unsafe for
human consumption.

Principle 2: Identify critical control points.

A Critical Control Point (CCP) is a point, step, or

procedure in a food manufacturing process at which control
can be applied and, as a result, a food safety hazard can be
prevented, eliminated, or reduced to an acceptable level.

Principle 3: Establish critical limits for each critical control

point.

A critical limit is the maximum or minimum value to

which a physical, biological, or chemical hazard must be
controlled at a critical control point to prevent, eliminate, or
reduce to an acceptable level.

Principle 4: Establish critical control point monitoring

requirements.

38 | P a g e
 Monitoring activities are necessary to ensure that the
process is under control at each critical control point. In the
United States, the FSIS is requiring that each monitoring
procedure and its frequency be listed in the HACCP plan.

Principle 5: Establish corrective actions.

These are actions to be taken when monitoring indicates

a deviation from an established critical limit. The final rule
requires a plant's HACCP plan to identify the corrective
actions to be taken if a critical limit is not met. Corrective
actions are intended to ensure that no product injurious to
health or otherwise adulterated as a result of the deviation
enters commerce.

Principle 6: Establish record keeping procedures.

The HACCP regulation requires that all plants maintain

certain documents, including its hazard analysis and written
HACCP plan, and records documenting the monitoring of
critical control points, critical limits, verification activities, and
the handling of processing deviations.

Principle 7: Establish procedures for ensuring the HACCP

system is working as intended.

Validation ensures that the plants do what they were

designed to do; that is, they are successful in ensuring the
production of safe product. Plants will be required to validate
their own HACCP plans. FSIS will not approve HACCP plans in

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advance, but will review them for conformance with the final
rule.

Verification ensures the HACCP plan is adequate, that is,

working as intended. Verification procedures may include
such activities as review of HACCP plans, CCP records, critical
limits and microbial sampling and analysis. FSIS is requiring
that the HACCP plan include verification tasks to be
performed by plant personnel. Verification tasks would also
be performed by FSIS inspectors. Both FSIS and industry will
undertake microbial testing as one of several verification
activities. Verification also includes 'validation' - the process
of finding evidence for the accuracy of the HACCP system
(e.g. scientific evidence for critical limitations).

The seven HACCP principles are included in the

international system ISO 22000. This standard is a complete
food safety management system incorporating the elements
of prerequisite programs for food safety, HACCP and quality
management system which together form an organization’s
Total Quality Management.

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 SWOT ANALYSIS OF PARLE

SWOT analysis is a strategic planning method used to

evaluate the Strengths, Weaknesses, Opportunities and
Threats involved in a Project or Business venture. It involves
specifying the objective of the business venture or project
and identifying the internal and external factors that are

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favorable and unfavorable in achieving that objective.
STRENGTH
1. Low price as compared to
competitors
2. Sizeable market share in the
country.
3. Offers variety of products under
its brand.
4. Different sizes of packets are
available.
5. An experienced team of sales and
WEAKNESS
1. Breakage of biscuits while
delivering to retailers
2. No proper replacement
system for broken biscuits to
retailers
3. Improper and irregular
supply.
4. Fewer shares in Premium
biscuit market.
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marketing executives.
6. Deep and effective coverage
7. Largest distribution system.
OPPORTUNITY
1. Rising demand for innovative
packaging in packaged foods.
2. Retaining loyal retailers or
wholesalers.
3. Improving supply system for
established brands.
4. Huge scope for some Parle
products in medical shops.
5. Information revolution brought
about by the television.
6. Good scope for snacks, if
launched and properly promoted.
Significant Factors of Success
Strategic Maps:
1.
5. Dependent on its flagship
brand, Parle-G
6. Poor packaging in family pack
of glucose biscuits.
7. Lack of schemes for retailers
and distributors.
THREAT
1. Highly advertised brands such
as Britannia.
2. Ever increasing competition
from multinationals and local
companies.
3. Increase in sale of cheap local
bakery products.
4. Emerging substitutes like
wafers, snacks and toast.
5. Margin war among the major
Brand
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2.

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3.

4.

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Key Success Factors of Parle:
• Price
• Distribution Network
• Nutrition content
• Brand

• Innovation

An in depth understanding of the Indian consumer

psych has helped Parle evolve a marketing philosophy that
reflects the need of the Indian kitchen. With products design
by keeping both health and taste in mind. Parle appeals to
both health conscious mothers and taste loving kids.

The great tradition of taste and nutrition is consistent in

every pack on the store shelves, even today. The value for

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money positioning allows people from all class and age group
to enjoy Parle Products.

Views of MBA Employees

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 I met two MBA employees, working in Parle Bhuj plant
Mr. Dharmesh Dave and Mr. Akash. And I discussed with
them about their view for Parle Products Pvt. Ltd. I
mentioned their views for the company below.

When I asked Mr. Dharmesh how much he is satisfied

from his post in the organization? He replied in only one line,
this organization has given him a balanced life. According to
him Balanced Life means it ensures his relationship, health
and family. On asking of my question about future of MBA’s
in the organization he told me that the future of MBA’s is
very bright in the company as an example of it he told me
that personally he is very satisfy from his post given to him
and he hopes he will be well treated by the company
according to his skills.

Conclusion

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 Detailed study of Parle Products, gives out the success
story of Organization management and successful marketing
style of company. This shows that perfect management style
can convert any small business into multimillion a Brand. The
marketing strategy of Parle shows that products even at low
prize earn substantially considerable profits.

During my 15 days of training in Parle Bhuj, I learned

that how can management be effective in organization. How
it can help its employees in their professional and also in
social life. I think this is the key factor of success of Parle
during last 80 years.

And because of splendid management and marketing

style Brand Parle G dominates the volume-dominated biscuit
market. Even in today’s times when multinationals are
beefing up their operations and trying to change the
dynamics of the market, Parle G’s numero Uno position is
unchallenged. Brand Parle G is iconic and has evolved over
the years. Trust, relevance, affordability are its hallmarks,
which have withstood pressures from the hyper-competitive
marketplace.

Parle Products Pvt. Ltd is now lagging in services to

retailers because of improper supply and distribution in some
areas and competitors taking advantage of these points. But
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it is also not perfect solution because it at some place they
cannot control the selling price of the products and it affects
the sale of the company. As per solution of this problem the
company should mention the price of the product in its
advertisement.

THANK YOU

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