BUSINESS ANALYST

PROJECT ON

AMRIT BANASPATI COMPANY LIMITED.

In the partial requirement for the fulfillment of degree

MASTERS OF BUSINESS ADMINISTRATION
PUNJABI UNIVERSITY
PATIALA.

Submitted By:
Submitted To:
Gurjot Kaur (1195)
Sahil Raj Sir
Harshita Aggarwal (1247)
(Assist. Prof.)
Kajal (1248)
1|Page
MBA 2nd Year (Sec-B)
 Index

S.NO. TOPIC PAGES

1 INTRODUCTION TO 4 TO 9
COMPANY

2 INTRODUCTION TO SOAP 9 TO 10

3 NEW PRODUCT 10 TO 12
DEVELOPMENT

4 KINDS OF SOAP 12 TO 15

5 HUMAN RESOURCE 15 TO 20
MANAGEMENT

6 OPERATIONS 20 TO 29

7 MARKETING 29 TO 41

8 FINANCE DEPARTMENT 41 TO 43

9 QUESTIONNAIRE 43 TO 53

2|Page
 Acknowledgement

In preparation of my assignment, I had to take the help and

guidance of some respected persons, who deserve my deepest
gratitude. As the completion of this assignment gave me much
pleasure, I would like to show my gratitude MR. SAHIL RAJ
Course Instructor, on Punjabi University, Patiala for giving me a
good guidelines for assignment throughout numerous
consultations. I would also like to expand my gratitude to all those
who have directly and indirectly guided me in writing this
assignment.

In addition, a thank you to Professor SAHIL RAJ, who introduced

me to the Methodology of work, and whose passion for the
“underlying structures” had lasting effect?

Many people, especially my classmates have made valuable

comment suggestions on my paper which gave me an inspiration to
improve the quality of the assignment.

3|Page
 Amrit Banaspati Corporation

Introduction: Amrit Banaspati Company limited is a private

company which deals in various types of businesses consisting of
edible oils, writing and printing papers, dairy milk and milk
products, real estate and services and many other flourishing
businesses. The company established in the year 1940, registered in
Kanpur, India is also listed among various companies at Bombay
Stock Exchange, Mumbai. Amrit Banaspati Company limited
undertook a major initiative to restructure its portfolio in the year
June, 2007 according to which the paper business together with all
its assets and liabilities was named as ABC Paper Limited, while
edible oils with all its assets and liabilities was named as Amrit
Enterprises Limited and then renamed as Amrit Banaspati
Company Limited and the rest dairy products and real estate
business was kept under Amrit Corporation.

Pursuant to the sale/transfer of Edible Oils Business, the Company

is engaged in treasury operations pertaining to cash consideration
received from the said sale/transfer of the business and trading of
various commodities. Further, the management of the Company is
exploring various new business opportunities in which the
Company may engage in future other than the Edible Oils
Business.

4|Page
Here in this particular presentation or report we’ll be discussing
about Amrit Banaspati Company Limited which consists of Edible
Oils.

Amrit Banaspati Company Limited is classified as a non-govt

company which is currently registered in Kanpur. The directors of
this company are Jagdish Chand Rana, Naresh Kumar Bajaj,
Vikram Kumar Bajaj and Ashwini Kumar Bajaj. It all started with
the production of Vanaspati (hydrogenated vegetable oil) and the
company single handedly had a turnover of 900 Crore with 1200
dealers across 800 cities in India. The manufacturing plant was first
set up in Rajpura, Punjab. In the year 2011, the company was
owned by Bunge India for Rs. 325 Crore. Bunge is primarily an
American Agribusiness and Food company head quartered in New
York, USA.

Products: The Company initially focused on the manufacturing of

Vanaspati but then under the name Ginni they came up with many

5|Page
other products like Groundnut oil, Cottonseed oil, Rice bran oil,
mustard oil, Soya bean oil among others. The list of all oils comes
under the category of refined oils. One of the major product by this
company is Gagan Vanaspati Ghee which is India’s largest selling
Vanaspati.

Idea Generation: The basic idea of manufacturing SOAP came by

passing through the company’s manufacturing plant and witnessing
plenty of soap factories around it. This instance takes place as the
company has a lot of its by-products which can be used to

6|Page
manufacture soaps and detergents. The outside laying soap
factories gather or purchase all the by-products or left-over of
vegetable or edible oil and use them for the manufacturing of
soaps, as oil pays an important role in soap manufacturing.

The above image shows that all the left-over by-products of

vegetable or edible oils can be used for making Dried Soap, Pure
Acid Oil, Palmitic Acid, etc..

Here the purpose of this report is to prove as to how a leading

brand in selling edible oils will also be famous for its Soap
Manufacturing Unit.

Our project primarily revolves around the idea of manufacturing

soap by the same company which provides its by-products as raw
material to other soap manufacturing companies. This way the
company can flourish its business as it always does and can get

7|Page
into something different like big Indian companies Godrej, ITC
and others do.

Here we shall discuss about the set up of manufacturing unit, plant

site, man power for the manufacturing plant then managers and
heads of individual departments and finally the marketing of Soap.
All these topics are of utmost importance and will be discussed
thoroughly in the further pages.

Plant Site Selection: The present operational edible oil unit

working in Rajpura, Punjab has plenty amount of field as well as
barren land for sale neighboring to the current working plant and
recommendations will be given for setting up a soap manufacturing
plant at the same place. Firstly the head management can have a
closer look at the plant, secondly the transportation cost of raw
material would be cut down and other than this if the new plant is
close to the present plant then the chances of success come closer
then they appear.

8|Page
9|Page
Soap is the term for a salt of a fatty acid or for a variety of
cleansing and lubricating products produced from such a substance.
Household uses for soaps include  washing,  bathing, and other
types of housekeeping, where soaps act
as surfactants, emulsifying oils to enable them to be carried away
by water. In industry, they are used as thickeners, components of
some lubricants, and precursors to catalysts

The proposed project is for the manufacturing of LAUNDARY

SOAP. The soap is the major consumable product after the Ghee.
In INDIA the major population is the middles class andv this lives
in the villages. So the laundary soap which is also known as
“NIROL” is the best product for the washing of cloths. This is the
most popular product in the middle class for the washing cloths.
The most important factor for its popularity is its cost because it
the cheap in rates as compared to the other washing products. Now
a day it is also used commercial and industrial use. The wastage is
used in the manufacturing for cheap class of lubricants.

So as the commercial, point of view it the highly highly profitable

business because the demand is always more than the supply.

We have manufactured a soap named as PARADISE, feel

yourself…

10 | P a g e
SOAP MANUFACTURING

Production finds application in many fields like

Domestic applications

*Commercial uses

*Industrial uses

The product are in great demands.

BATH SOAP MANUFACTURING

The project report includes Present Market Position and Expected

Future Demand , Market Size, Statistics, Trends, SWOT Analysis
and Forecsts. Report provides a comprehensive analysis from
industry covering detailed reporting and evaluates r=the position of

11 | P a g e
the industry by providing insights to the SWOT analysis of the
industry.

Kinds of soaps

Since they are salts of fatty acids, soaps have the general formula
(RCO2−)nMn+ (Where R is an alkyl, M is a metal and n is the charge
of the cation). The major classification of soaps is determined by
the identity of Mn+. When M is Na or K, the soaps are called toilet
soaps, used for handwashing. Many metal dications (Mg2+, Ca2+,
and others) give metallic soap. When M is Li, the result is lithium
soap (e.g., lithium stearate), which is used in high-
performance greases.[3]

Non-toilet soaps

Soaps are key components of most lubricating greases and

thickeners. Greases are usually emulsions of calcium soap or
lithium soap and mineral oil. Many other metallic soaps are also

12 | P a g e
useful, including those of aluminium, sodium, and mixtures
thereof. Such soaps are also used as thickeners to increase the
viscosity of oils. In ancient times, lubricating greases were made
by the addition of lime to olive oil.[5]

Metal soaps are also included in modern artists' oil paints

formulations as a rheology modifier.[6]

Production of metallic soaps

Most heavy metal soaps are prepared by neutralization of purified

fatty acids:

2 RCO2H + CaO → (RCO2)2Ca + H2O

Toilet soaps

In a domestic setting, "soap" usually refers to what is

technically called a toilet soap, used for household and personal
cleaning. When used for cleaning, soap solubilizes particles and
grime, which can then be separated from the article being
cleaned. The insoluble oil/fat molecules become associated
inside micelles tiny spheres formed from soap molecules with
polar hydrphillic (water-attracting) groups on the outside and
encasing a lipophilic (fat-attracting) pocket, which shields the
oil/fat molecules from the water making it soluble. Anything
that is soluble will be washed away with the water.

13 | P a g e
VARIETIES OF SOAP

Product Description

With our expertise and trustworthiness, we are engaged in offering

an optimum quality range of  THREE VARIETIES:

1. ALOE VERA :- it is good for the skin and according to

latest trend people preferred aloe vera soap.
2. DEODRIZER:- there are four categories of deodrizer
 English lavender
 Sandal wood
 Splash boom
 Morning dew
3. SOFT TOUCH:- the soap would be soft in touch and in pink
color

14 | P a g e
Features:

 Highly effective
 Precisely processed
 Skin friendly
 Long lasting fragrance
 Make you feel fresh

HUMAN RESOURCE MANAGEMENT: Deft, well-oiled

human resources departments can help manufacturing companies
adapt to globalization overcome industry-wide challenges and
boost the bottom line.

In the manufacturing industry, HR typically is a rules-driven, fast-

paced, production floor-intense (versus office) brand of HR that
provides the necessary people tools and framework upon which
manufacturers can build a successful business.

Manufacturers need hr teams that can benefit the bottom line. If

they cannot do that, they are not doing their jobs.

HR must assemble a skilled workforce to give manufacturing

companies a competitive edge in an ever-changing industry
landscape. It needs to develop well-founded strategies and establish
policies, standards and systems, such as recruitment, on-boarding,

15 | P a g e
training, performance management, mediation, legal compliance,
and compensation administration.

Manufacturers need HR teams that can benefit the bottom line. If

they cannot do that, they are not doing their jobs.

Here are seven of the most important human resources

functions in manufacturing companies:

1. Talent Acquisition/Recruitment: This is by far the most

important function HR teams performing in manufacturing
companies. HR must recruit talent for all areas of the operation in
a cost-effective and timely manner. Unfortunately, younger
workers are less interested in manufacturing than previous
generations, wrongly assuming that the industry is not cutting edge
enough for them. Many also think manufacturing jobs are less

16 | P a g e
secure because of its reliance on temps to handle seasonal or
periodic spikes in production.

2. Compensation Management: Compensation tends to be the

second largest business expense in manufacturing next to raw
materials or purchased goods. Wages alone are not enough to
lure in job hunters shopping around for the best salaries, bonuses,
benefits and perks. HR teams must determine the most effective
combination of these to attract top candidates while aligning all
salary and incentive programs with performance markers and
working within a tight budget.

3. Benefits Administration: While healthcare costs continue to

skyrocket in the U.S., HR managers have the difficult job
of balancing the needs of employees with rising costs. Every
aspect of benefit administration plans, funding, outsourcing, etc.
can make a significant impact on the company’s bottom line.

4. Training and Development: Long gone are the days of hiring

people to just do a job. A manufacturing plant full of workers just
“doing a job” cannot adequately compete in the global
marketplace. Engaged employees care about their jobs and the
companies they work for, wanting them to succeed. This attitude
has a direct impact on productivity and, therefore, profitability.

17 | P a g e
Competent HR managers use every tool at their disposal—job
training, mentoring, coaching, internships, career development,
tuition reimbursement, outside consultants, motivational speakers,
volunteering, etc.—to engage and retain employees. Failing in this
function puts the company at risk.

5. Performance Appraisal and Management: Skilled

performance management promotes employee engagement and, as
result, improves productivity and financial performance. HR
managers at manufacturing companies can design and
implement employee appraisal programs internally or use outside
consultants to ensure best practices.

6. Employee and Labor Relations:

HR’s expertise in employee and labor relations is crucial in
manufacturing. In unionized companies, labor relations and
negotiations commonly affect company financials and the bottom
line. HR’s ability to maintain positive and productive employee
and labor relations cannot be understated.

7. Compliance Management:
HR managers need to be experts in labor law and ensure that key
players in the company are, at the very least, familiar with all
regulations. Strict compliance management helps manufacturing
companies avoid lawsuits and liabilities when disputes arise
between employers and employees.

18 | P a g e
 Changes in the manufacturing sector and the ensuing need for an
engaged workforce make the role of HR particularly relevant in
manufacturing companies. By acing the functions listed above, HR
teams can help companies achieve their strategic business results.

To learn how to attract the right talent, improve your hiring efforts,
and avoid losing valuable manufacturing workers in a high-
turnover job market.

HR Hierarchy in ABC CO. PVT. LTD.

Administrative
Manager

Finance HR Manager Floor Marketing

Manager Manager Manager

C.S.A C.S.A. C.S.A. C.S.A.

An Administrative or General Manager is appointed at strategic

level.

19 | P a g e
The Administrative Manager will hire, train, and evaluate
administrative team members, develop, review, and improve
policies, systems, and procedures, and generally ensuring the office
operate smoothly and efficiently. You will also assist in developing
and enforcing budgets, delegating tasks and tracking progress on
projects, and planning and organizing a calendar of events, which
may include training sessions, interviews, new hire orientations,
and policy or procedure updates.

Under his surveillance there are four departments:

 Finance
 HR
 Operations
 Marketing

Under every department there are a number of Customer Service

Assistants appointed to commence the operations either in small
groups or assigned individually. They are involved in the
production process, packaging, maintaining boxes filled with
soaps, loading of vehicles for distributing the soaps to various
regions

OPERATIONS IN MANUFACTURING CONCERN

It's been described as the “engine room” of an organization – a

transformational place where steel gets molded into cars, textiles
get woven into jackets and plastic springs to life in the form of

20 | P a g e
children's toys. It's the operations department of a manufacturing
company, and if you're trying to explain to a prospective employee
what happens there, you know you're probably going to leave out a
few details. How could you not? Production and operations
probably represent the heart and soul of your small business, and
the details would challenge the capacity of any piece of paper. Still,
you can come close to describing this dynamic environment. And if
you're looking for someone to join your operations team as the
operations manager, you can outline some of the responsibilities of
this challenging and rewarding role.

Operations managers are known for being a little preoccupied with

the notion of “operational efficiency.” They study it, talk about it
and experiment with it almost constantly. And for good reason: it is
the focus of most of their time and energy as they manage systems
and people in the operations department.

 Planning the Production Process:

The decisions made in the planning stage have long-range

implications and are crucial to a firm’s success. Before making
decisions about the operations process, managers must consider the
goals set by marketing managers. Does the company intend to be a
low-cost producer and to compete on the basis of price? Or does it
plan to focus on quality and go after the high end of the market?
Perhaps it wants to build a reputation for reliability. What if it
intends to offer a wide range of products? To make things even

21 | P a g e
more complicated, all these decisions involve trade-offs.
Upholding a reputation for reliability isn’t necessarily compatible
with offering a wide range of products. Low cost doesn’t normally
go hand in hand with high quality.

With these factors in mind, let’s look at the specific types of

decisions that have to be made in the production planning process.
We’ve divided these decisions into those dealing with production
methods, site selection, facility layout, and components and
materials management.

Production-Method Decisions

The first step in production planning is deciding which type of

production process is best for making the goods that your company
intends to manufacture. In reaching this decision, you should
answer such questions as the following:

 How much input do I receive from a particular customer

before producing my goods?
 Am I making a one-of-a-kind good based solely on customer
specifications, or am I producing high-volume standardized
goods to be sold later?
 Do I offer customers the option of “customizing” an
otherwise standardized good to meet their specific needs?

22 | P a g e
Make-to-Order

At one time, most consumer goods, such as furniture and clothing,

were made by individuals practicing various crafts. By their very
nature, products were customized to meet the needs of the buyers
who ordered them. This process, which is called a make-to-order
strategy, is still commonly used by such businesses as print or sign
shops that produce low-volume, high-variety goods according to
customer specifications.

Mass Production

By the early twentieth century, however, a new concept of

producing goods had been introduced: mass production (or make-
to-stock strategy) is the practice of producing high volumes of
identical goods at a cost low enough to price them for large
numbers of customers. Goods are made in anticipation of future
demand (based on forecasts) and kept in inventory for later sale.
This approach is particularly appropriate for standardized goods
ranging from processed foods to electronic appliances.

Mass Customization

But there’s a disadvantage to mass production: customers, as one

contemporary advertising slogan puts it, can’t “have it their way.”
They have to accept standardized products as they come off
assembly lines. Increasingly, however, customers are looking for
products that are designed to accommodate individual tastes or

23 | P a g e
needs but can still be bought at reasonable prices. To meet the
demands of these consumers, many companies have turned to an
approach called mass customization, which (as the term suggests)
combines the advantages of customized products with those of
mass production.

This approach requires that a company interact with the customer

to find out exactly what the customer wants and then manufacture
the good, using efficient production methods to hold down costs.
One efficient method is to mass-produce a product up to a certain
cut-off point and then to customize it to satisfy different customers.

Facilities Decisions

After selecting the best production process, operations managers

must then decide where the goods will be manufactured, how large
the manufacturing facilities will be, and how those facilities will be
laid out.

Site Selection

In choosing a location, managers must consider several factors:

 To minimize shipping costs, both for raw materials

coming into the plant and for finished goods going out,
managers often want to locate plants close to suppliers,
customers, or both.

24 | P a g e
  They generally want to locate in areas with ample
numbers of skilled workers.
 They naturally prefer locations where they and their
families will enjoy living.
 They want locations where costs for resources and other
expenses—land, labor, construction, utilities, and taxes—
are low.
 They look for locations with a favorable business climate
—one in which, for example, local governments might
offer financial incentives (such as tax breaks) to entice
them to do business in their locales.

There is a lot of barren land available with the ghee production site,
so for the production of soap bars, setting up machinery and other
related activities will be performed there. The land used here will
be free of cost and there will be least shipping cost of the raw
materials as it is close to suppliers.

Capacity Planning

 Now that you know where you’re going to locate, you

have to decide on the quantity of products that you’ll
produce. You begin by forecasting demand for your
product. To estimate the number of units that you’re
likely to sell over a given period, you have to understand
the industry that you’re in and estimate your likely share

25 | P a g e
 of the market by reviewing industry data and conducting
other forms of research.

 Once you’ve forecasted the demand for your product, you

can calculate the capacity requirements of your
production facility—the maximum number of goods that
it can produce over a given time under normal working
conditions. In turn, having calculated your capacity
requirements, you’re ready to determine how much
investment in plant and equipment you’ll have to make,
as well as the number of labor hours required for the
plant to produce at capacity.

 Like forecasting, capacity planning is difficult.

Unfortunately, failing to balance capacity and projected
demand can be seriously detrimental to your bottom line.
If you set capacity too low (and so produce less than you
should), you won’t be able to meet demand, and you’ll
lose sales and customers. If you set capacity too high
(and turn out more units than you should), you’ll waste
resources and inflate operating costs.

 This is no small order, but it lends itself well to the three primary
activities in the operations department of a manufacturing
company:

26 | P a g e
  Production planning. 
 Production control
 Quality control

Production planning centers on two fundamental questions:

Where will the production take place and how will the
manufacturing department be laid out? In your case, the former
question may be moot; you may already have a facility that
meets three important criterions: it's close to suppliers; it's close
to the skilled labor force you will need to staff it and is located
in a community that offers attractive amenities to lure both
groups of people. It's the second question that portends to have
more far-reaching implications. And it's a question that should
prompt other relevant production planning questions, such as:
What differentiates your products from those of your
competitors? Are you going to focus more on producing goods
at a low cost or of a higher quality? How many products will
you produce? And at what point will the number of products
potentially compromise quality and reliability? An operations
manager also must settle on one of three basic production
strategies: make-to-order (customized orders); mass
production; or mass customization.

Production control represents the engine running at full

throttle. And for the operations manager, it demands a watchful
eye – assessing the progress of production, comparing and

27 | P a g e
 contrasting alternatives, making adjustments and
communicating with employees. The manager of the operations
department also must monitor the supply of raw materials and
the veracity of the machines that mold, weave and spring
products to life.
Quality control basically ensures that products comply with
standards and specifications. This division of the operations
department can never afford to become complacent; too much
is at stake since quality control also reduces safety risks, keeps
costs in line, conserves resources and preserves a company's
reputation.

We can see that the operations manager of an operations

department must wear many hats – and be able to put a new one
atop his head as deftly as one of his machines switches gears. Other
tasks that may fall under his domain include:

 Supervising the hiring and training of employees.

 Monitoring their work to ensure compliance with health,
safety and quality standards.
 Procuring materials and equipment. Scheduling equipment
maintenance. Analyzing and recommending solutions to
manufacturing problems.
 Remaining proactive about advancements in manufacturing
technologies. Collaborating with your marketing and sales
team to ensure a synergistic message about product quality –

28 | P a g e
 an issue of mounting concern to consumers and, by
extension, every small-business owner.

All the tasks discussed above are performed by the Floor manager.
He plans, organizes, directs and run day to day operations to reach
customers’ satisfaction. He analyses the demand of soaps in the
market and further production is carried on according to that.
Various types and designs containing different components, soaps
are produced under his supervision

MARKETING ANALYSIS

 Market analysis is the process of researching the market to

understand the threats and opportunities and how prospects and
clients will react to your products or services. Market analysis can
range from an in-depth research dive employing specialists who
will cover as many aspects as possible. Alternatively, brands may
adopt a simpler approach using more readily available data.

Market analysis can examine all or some of the following points:

 Market size and competitive analysis – How large, and

how competitive, is the market? Who are you competing
against?
 The growth of the market – Does the market have a history
of growth that is likely to continue into the future?

29 | P a g e
  Market trends – How is the market changing? What are the
most important factors going forward?
 Demographics and segmentation – Who are you selling to?
There may be sub-categories within the market, allowing
multiple product lines.
 Market profitability – There are several factors that affect
profitability, and each industry will have different margins.
How attractive is your market?
 Key success factors – The elements that will produce
success in the market. This could be technological advances
or access to resources.
 Distribution channels – An analysis of the current and
potential distribution channels. How does your distribution
model affect your business?
 Industry cost structure – The fixed and variable costs that
the brand incurs. This can be further broken down by
products, region, and so on.

Why conduct market analysis?

Market analysis should underpin your business plan. Once you

have an understanding of the market, you can plan out how best to
beat the competition and reach the consumers.

This map of the landscape will then allow you to plot your course,
optimizing factors that are within your control. These factors are
the marketing mix, known as E. Jerome McCarthy’s 7Ps.

30 | P a g e
  Product — Your product can be improved based on market
trends, what your competitors are doing, the different market
segments you are trying to reach, and your key success
factors.
 Price: The industry costs and market profitability, as well as
a more detailed understanding of your competitors, will help
you set the right price that keeps both customers and
shareholders happy.
 Place: The understanding of your distribution models,
combined with a better understanding of the market, may be
able to highlight new opportunities. From new sales
opportunities with franchises and resellers to the logistics of
production and distribution.
 Promotion: Brands need to have different marketing
strategies to effectively reach different demographic
and geographic segments. This may include different
product lines or differentiated marketing.
 People: People refer to the staff and salespeople who work
for your business, including you. When you provide
excellent customer service, you create a positive experience
for your customers, and in doing so market your brand to
them. In turn, existing customers may spread the word about
your excellent service and you can win referrals. Give your
business a competitive advantage by recruiting the right
people, training your staff to develop their skills, and
retaining good staff.

31 | P a g e
  Process: It refers to the processes involved in delivering
your products and services to the customer. It is also about
being 'easy to do business with'. Having good process in
place ensures that you repeatedly deliver the same standard
of service to your customers save time and money by
increasing efficiency.

 Physical evidence: Physical evidence refers to everything

your customers see when interacting with your business.
This includes:

 The physical environment where you provide the product or

service
 The layout or interior design
 Packaging
 Branding

Competitive Analysis:

This Business Builder will take you through a step-by-step process

of competitive analysis, helping you to identify your competition,
determine and weigh their attributes, assess their strengths and
weaknesses, and uncover their objectives and strategies in your
market segment. Firms offering dissimilar or substitute products in
relation to your product or service are considered indirect
competitors. Indirect competition would exist between the
manufacturer of butter and a manufacturer of margarine selling to

32 | P a g e
the same customers. Another example is the manufacturer of
eyeglasses who competes indirectly with contact lens
manufacturers. Stated in other terms, indirect competition will
satisfy the customer's need with a particular product or service,
although the product or service used may be different from yours.
If a firm has similar products and distribution channels, but has
chosen to operate in different market segments, they are not at this
time your direct competitor. However, it's important to monitor the
marketing activities of such firms because they may decide to
move into your market segment, just as you may decide to move
into theirs. Take a moment and identify your direct and indirect
competitors.

Why is a Comprehensive Competitive Analysis an Important

Part of a Marketing Plan? 
To achieve and maintain a competitive advantage in reaching and
selling to your target market, you must possess a thorough
knowledge of your competition. An in-depth competitive analysis
will provide you with the following:

 An understanding of how your existing and potential customers

rate the
competition. 
 A positive identification of your competitor's strengths and
weaknesses. 

33 | P a g e
 A mechanism to develop effective competitive strategies in
your target
market.

 Marketers of different brands of products will often pursue a

particular market segment. Market Segmentation, which is the
means of breaking down larger markets into smaller ones requiring
different marketing mixes, is a means for strengthening and
focusing your attempt to limit and control the competition. There
are however, a broad range of strategies a business can employ in a
competitive environment — from price changing and new
packaging to improving customer service and new product
development.

Conducting and preparing your competitive analysis will follow

these steps:

 Conduct Research
 Gather Competitive Information
 Analyze Competitive Information
 Determine Your Own Competitive Position

Advertisement:

Product advertising is any method of communication about the

promotion of a product in an attempt to induce potential customers
to purchase the product. Advertisement usually requires payment to

34 | P a g e
a communication channel. The general objective is to increase
brand awareness or to demonstrate the differences between product
and competing products in order to sell them.

Distribution Channels: Product advertisement can be done

through numerous communication channels. Some common
channels are listed here:

 Television
 Print (newspapers and magazines)
 Mail (flyers, circulars, coupons)
 Websites
 Social Media

BRAND AMBASSADOR

Celebrity endorsement is a popular way to promote any event

and product through various channels. Brand Ambassador are
appointed to promote a particular product, event, mission and
thought. The appeal of the Brand Ambassador is considered to be
more effective in the common people. Government and private
companies spends crores to rupees on the celebrity endorsement. A
great brand ambassador can cut through the clutter and say things
about your company and brand with more credibility than you can
because they won't make money as a result. ... Having a good band

35 | P a g e
ambassador, or several of them, is a powerful and versatile tool to
raise your company or product 
We have choosen Sargun Mehta as a brand ambassdor of the
soap. She is pollywood actoress, model ,tv actoress and dancer
.She has hosted the shows, south African- indian film and tv award,
walk of the stars etc.she is a leading artist not in the serial industry
but also in Pollywood industry. She is a role model for youth .and
leading actoress in punjabi industry so that’s why she would
endorse the product and lead to maximum sale.

She has received three PTC Punjabi Film Awards and two Filmfare

Awards Punjabi  for her work in Punjabi Cinema.

Mehta began acting in theatre productions in her college, and later

ventured into television roles, having made her screen debut in
2009 with Zee TV's 12/24 Karol Bagh. Colors TV’s drama
series Phulwa  marked a significant turning point in her career,
earning her critical acclaim. Mehta received praise for her
supporting work in the 2009 series 12/24 Karol Bagh and in the
2013 series Balika Vadhu. She also hosted the dance reality
show Boogie Woogie Kids Championship.

Mehta made her feature film debut with the 2015 Punjabi  romantic

comedy Angrej; the production, which emerged as the second
highest grossing Punjabi film of the year  had her play the role of
Dhann Kaur, a member of an aristocratic family in the pre-
partitioned Punjab. She won the PTC Punjabi Film Award  for Best
Actress for her performance in the film. Mehta has since appeared

36 | P a g e
in other successful Punjabi films including the dramas Love
Punjab (2016) and Lahoriye (2017). Her portrayal of a troubled
housewife in the former earned her a Filmfare Award Punjabi for
Best Actress. She had won seven Best Actress Awards in four
years in different Award Ceremonies.

SARGUN MEHTA

37 | P a g e
We have choosen her because of her wide range of fan following
among young generation. On social media platforms like instagram
, facebook, snapchat and twitter

How to Create an Advertising Plan for a New Product

38 | P a g e
Creating and bringing a product to market involves time-
consuming preparation. Once the product is ready to launch, the
manufacturer or distributor commonly develops an advertising plan
to reach potential consumers. A knowledgeable marketing manager
should oversee the advertising plan’s development, as the plan sets
the tone for the product’s introduction. Although support staff
feedback is valuable, strong individual leadership often facilitates a
coordinated and effective advertising plan.

List your new product sales goals and advertising budget. Work
with your manufacturing department or subcontractor to develop a
realistic product quantity estimate. Obtain break-even and profit
projections from your accounting department. Develop measurable
sales goals that reflect the product’s type, such as luxury vs.
necessity, and the surrounding economic environment.
Realistically divide your sales goals by an acceptable criterion. For
example, assign a number of sales per salesperson or per month.

List the product’s attributes and benefits. Define your product as it

would appear to an objective observer. If you are selling an
environmentally safe liquid cleaning product, for example, discuss
the bottle’s appearance and size. Describe the liquid’s aroma, or
lack of one. List the product’s cleaning benefits, including

39 | P a g e
suitability for a home with pets and children. These attributes and
benefits will form the basis for your advertising message.

Create your target market profile. Gather detailed information

about your target market. Learn about potential customers’ ages,
incomes and education levels. Obtain information about your
consumers’ leisure time pursuits, reading habits and dining
choices. Most importantly, develop a profile of potential
customers’ purchasing habits relative to the product you want to
sell.

Document your customers’ media use patterns. Complete your

target market profile by identifying potential customers’ media
preferences. For example, determine if your typical customer
prefers a newspaper with his morning coffee or gets his national
and business news from his favorite website. List the print
magazines your typical customer receives, and find out if she
belongs to a hobbyist book club. Obtain data on customers’
website-use patterns, but do not compromise customers’ personal
information.

Study the social media marketplace. Social networking websites

represent a surprisingly formidable advertising medium. In May
2011, 88 percent of businesses marketing via social media reported
additional exposure from this online message platform; 72 percent
of online marketers reported higher traffic as a result of the

40 | P a g e
business’s social media presence, notes Intuit Financial Services.
Conduct additional research to analyze social media’s relationship
with your specific product.

Create an introductory advertising plan. Create monthly and

quarterly advertising budgets. Review your product description and
target market profile with your marketing team. Develop an
advertising message you believe will resonate with your target
market, and integrate that message into all advertising materials.
Obtain rates and circulation data from print and electronic media.
Select the appropriate advertising media, and specify ad size and
frequency details. Arrange to work with a graphic designer who
can transform your ideas into a polished, visually appealing
finished product.

FINANCE DEPARTMENT

The philosophy of Amrit Banaspati Company Limited (ABCL) on

corporate governance envisages attainment of highest standards of
transparency, accountability, equity and integrity in its operations
and dealings with all its stakeholders comprising of shareholders,
employees, creditors, bankers, government and last but not least
the society at large. We at ABCL believe that corporate governance
is not merely a set of rules but it is the way a "Corporate" is run
and managed so that the interests of all its stakeholders are secured.

Thus, the entire corporate structure of ABCL strive to be consistent

with not only the provisions of clause 49 of the Listing Agreement

41 | P a g e
in letter and spirit but also to adhere to unwritten rules of good
corporate governance emanating from ethical behaviour, fair play
and sense of justice.

The stakeholders may refer to Annual Report for the year 2017-18
for entire report on Corporate Governance.

42 | P a g e
43 | P a g e
QUESTIONNAIRE

1. What are the brand of soaps you are aware of?

 LUX
 Cinthol
 Dettol
 Pears
 Dove

44 | P a g e
 Dove

Pears

Dettol

Cinthol

LUX

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

2. Which soap do you prefer?

Soaps Current use Previous Ever use Consider

use
LUX 10 7 10 8
Cinthol 3 2 3 2
Dettol 7 14 7 5
Pears 6 4 6 3
Dove 4 3 4 2

3. Why do you use soap for bathing?

 For cleaning
 To keep body fresh

45 | P a g e
  To prevent dryness
 To be fragnanced
 All of the above

For cleaning
To keep body fresh
To prevent dryness
To be fragranced
All of the above

4. What price would you be prepared to regularly pay per bar?

 Rs 15
 Rs 20
 Rs 30
 Rs 40

46 | P a g e
 Rs 40

Rs 30

Rs 20

Rs 15

0 2 4 6 8 10 12 14 16

5. What size of soap do you prefer?

 50gms
 75gms
 100gms
 125gms

47 | P a g e
 50gms
75gms
100gms
125gms

6. Now a days people are switching to body washes, do you

agree to this fact?
 Yes
 No

48 | P a g e
 20

18

16

14

12

10

0
Yes No

7. How often do you use body wash instead of soap?

 Never
 Rarely
 Once a week
 Twice a week

49 | P a g e
 Never
Rarely
Once a week
Twice a week

8. What is the frequency of your purchase of the bathing bar?

 Weekly
 Bi-monthly
 Monthly
 Quarterly
 Semi-quarterly

Intrepretation: People purchase soap weekly as well as bi-

monthly according to our study of 30 respondents.

9. What are the factors you take into consideration before

buying soaps?

50 | P a g e
  Price
 Value for money
 Celebrity endorsement
 Discount
 Special offer

Price
Value for money
Celebrity endorsement
Discount
Special offer

10.If a new brand of pure beauty soap was available, what

fragrance would you like?
 Aloe vera
 Classic (for soft skin)
 Coconut
 English Lavender

51 | P a g e
Interpretation: We have concluded that people preferred natural
articles more as compared to artificial soothing things according to
our 30 respondents.

11.How many bars would you prefer in each pack?

 1
 2
 3
 4

Interpretation: We have concluded that people mostly

preferred pack of 4 soaps according to our 30 respondents.

12.Do you have any other suggestion regarding soaps.

SUGGESTIONS BY 30 RESPONDENTS IN BRIEF:

People prefer soap which is free of chemicals and have
natural ingredients. As our young generation is very
conscious so they prefer a soap which protects them from
bacterias and fungal infections. People want soap that’s a
fairly different goal from what REST sets out to achieve and
longitivity lasting decades. Triggering an action on a
different server is not the main goal. New things can seem
complex, taking time to learn. That does not make them a
poor idea.

52 | P a g e
 No more standards, no more precise specifications. Just a
vague RESTFUL PHILOSOPHY, prone to metaphysical
debates and as many ugly workarounds.

53 | P a g e