A REPORT

ON
UNDERSTANDING CUSTOMERS NEEDS AND PREFERENCES
BY
RACHNA NAIR
(18BSP4202)
 A REPORT
ON
UNDERSTANDING CUSTOMERS NEEDS AND
PREFERENCES
BY
RACHNA NAIR
(18BSP4202)

Submitted on partial fulfillment of the requirements of PGPM program

of
IBS Bangalore 2019-20
Under the Guidance of:
Prof. Dr. Venkataraman Mr. Muthu krishnan
Faculty Guide Company Guide
Date of submission:
 AUTHORIZATION

I hereby declare that the project entitled “UNDERSTANDING CUSTOMERS

NEEDS AND PREFERENCES ” is a record of independent analysis carried out
by me during the academic year 2018-2020 under the guidance of my faculty guide
Mr. Venkataraman and my company guide Mr. Muthu krishnan, is submitted as a
partial fulfillment of the requirement of PGPM Program of IBS Bangalore.

I also declare that the project has not been submitted to any other university or
institution for the award of any degree or personal favor. All the details provided in
the report hold true to the best of my knowledge.

Rachna Nair

18bsp4204
 TABLE OF CONTENT
1. ACKNOWLEDGEMENT

2. ABSTRACT

3. INTRODUCTION

4. INDUSTRY PROFILE

5. COMPANY PROFILE

I. COMPANY STRUCTURE:
II. COMPANY HISTORY:
III. ID FRESH FOOD’S BIRTH & INITIAL HURDLES:
IV. THE ENTREPRENEUR:
V. BUSINESS INFRASTRUCTURE:
VI. BRAND BUILDING STRATEGIES OF ID :
VII. VISION,MISSION,VALUE:
VIII. COMPETITORS:
IX. SWOT ANALYSIS
X. FIVE FORCES MODEL FOR THE INDUSTRY:
XI. PESTEL ANALYSIS:

6. MAIN TEXT

I. BRIEF ON PROJECT
11. CONCLUSION

12. REFERENCE
1. Acknowledgement:
I would like to express my gratitude to all those who gave me the opportunity to
work on this project. I want to thank IBS Bangalore for giving me the opportunity
of internship as a part of curriculum, which helped me learn a lot and commence
this project in the first instance, to do the necessary research work and to use the
available data.

I am deeply indebted to my supervisors Mr.Venkataraman (faculty-in-charge) and

Mr. Muthu Krishnan (company guide) for their help, stimulating suggestions and
encouragement during this time. Also, I would like to thank Mr. Kiran kumar
consistent support.

Lastly, I would like to give my special thanks to my parents and friends for their
patient love and help in internship.
2. ABSTRACT:
As a part of PGPM curriculum my Summer Internship Program is going on in ID
FRESH FOODS. The schedule of the internship program is for 3 months. As I
have completed half the term of internship, I am giving this report based on my
experience, findings, learning’s and research conducted on my project during this
time.

The internship is all about understanding the effectiveness of company’s

promotion and merchant activities.

During the SIP, the various aspects which I will be covering are:

1. Study on shopper’s insight to measure all marketing tools

 In-store promotion
 Wet sampling
 Visibility.

2. Audit of ID Chillers.

 To check the purity of the chillers.

 To check weather all the sides of the chillers are stickered with ID
advertisements.
 To check the working condition of the chillers.
3. INTRODUCTION:
ID Fresh foods is a food products company based in Bangalore, India.
ID Fresh Food, a private limited company, was founded in 2005 by P.C Mustafa
and his four cousins - Abdul Nazer, Shamsudeen TK, Jafar TK, and Noushad TA
In two years, By 2010 the company was started making 2000 Kg of batter daily.
And also, the number of stores partnered with them was increased to 300.
ID Fresh Foods is making the range of products like Idly/Dosa Batter, Ragi
Idly/Dosa Batter, Rice Rava Idly/Batter, Vada Batter, Malabar Parota, Whole
Wheat &Oats Dosa and Natural Paneer. iD is known for its disruptive marketing
strategies. May it be product innovation like iD-Squeeze-and-Fry Vada Batter or
larger than life campaigns like iD Trust Shop. Innovation is the only way to stay
ahead of competition “At iD we’ve a 360 degree marketing strategy which
includes ATL, BTL, PR, Digital etc. We apportion the budgets across various
marketing mix to ensure brand visibility and ROI,” said Musthafa. There have
been quite a few marketing campaigns which have garnered great response like the
Trust Shop, Mother’s Day, Independence Day campaign etc.We’ve just launched
another campaign called ‘Meet Your Neighbor’ which attempts at bringing world
closer, starting with neighbors. iD would be the catalyst in bridging the gap
between neighbors and creating new friendships .Meet Your Neighbour. MYN is
an initiative by iD Fresh Food to bring communities together over a nice, home-
made meal. The idea is about making neighbors less strangely and more
neighborly. The project aims to erase walls between neighbors, open doors and
hearts to create new friendships over a home-cooked meal. This initiative of iD
bridges the gap in the community we live in and there’s nothing better than a
home-cooked meal and food being the treat. iD Idly Dosa Batter packaging and
Malabar Parota packaging would take up the theme of MYN initiative. The pack
theme would be bridging divides and making friends happen over a meal. An
interested consumer could reach out to us www.iDMeetYourNeighbour.com and
place an order which will be delivered to their door step.
4.INDUSTRY PROFILE:

In India, the packaged food sector emerged as high growth and high-profit sector
due to its immense potentials accounting for 32% of India’s total food market and
worth $40 billion. Food processing industry in India was again one of the largest
industries and ranked fifth in terms of production, consumption, export and
expected growth and was growing at a Compounded Annual Growth Rate (CAGR)
of 20% (IBEF; June 2017).

Post liberalization period, India, as an emerging economy was showing steady

double-digit growth in “Ready to Cook” (RTC) food industry especially in tier I
and tier II cities. A paradigm shift was observed in living standard and lifestyle
among urban and semi-urban Indians after the year 2000.

Factors like migration of youth over jobs/education, lack of ready infrastructure for
cooking while moving out of their homes, rising dual income families, diminishing
culinary skills, paucity of time led to a market of convenience packaged readymade
foods- Ready to Cook (RTC) and Ready To Eat (RTE)packaged food products.
Another driving force for penetration of packaged foods was the availability of
refrigeration facilities in super store, retail chains, and supermarkets in India as
well as the improved supply chain management.
The worth of RTC market was $233.40 million (2013) and expected to reach
$754.82 million by 2022 with a CAGR of 14.59%, according to Market Research
Future (MRFR). (Shagun Sachdeva, Aug 2017. Associated Chamber of Commerce
and Industry of India (ASSOCHAM) survey (July 2017) stated that 76 per cent of
parents in big cities, mostly both working and with children served easy-to-make
meals at least 10-12 times in a month in some form or the other (IANS, 2017).
In a report published in May 2018, Zurich-based investment bank Credit Suisse
predicted that the Indian packaged food market would grow to $200 billion over
the next decade. Credit Suisse identified three major factors, namely availability,
affordability and greater investment for the growth of this sector (Isha Arora,
2018).
Indian RTC market could be segmented based on the geographic region such as
north, south, central, west, east and north east market depending on the variety of
the cuisine and various food choices. Among all the market, the south region took
the most dominant place due to increasing urbanisation and number of migration.

Because of the attractiveness of the market, a number of foreign players tried their
hands in this industry but very few companies have emerged as major market
players. Nestle was the first company which entered the RTC market by
introducing instant noodles. Mostly domestic players dominated this market, as
they understood the local taste and preference in a much better way than the
foreign brands like “Danone”, or McCain.RTC food market could be categorized
into three segments – snack mix (Dhokla mix, Idli-Dosa mix etc.), dessert mixes
(Gulab jamun mix, Kheer mix etc.) and curry making enabler (Gravy mix, Masala
mix etc.)

5.COMPANY PROFILE:

Name of the business – ID Fresh

Nature of the business – FMCG
Location –Bangalore, Mumbai, Chennai, Hyderabad, Pune, Mysore and Dubai
Current annual turnover – Rs.150crore
Year when the business started – 2005
Name of the business promoter – Mustafa P C

I COMPANY STRUCTURE:
 The company is led by a close knit core management team headed by Mustafa PC.
It has faced zero attrition in the sales team in the last eight years due to its high
emphasis on imbibing every employee with a specific and similar value system in
terms of product quality and service. Currently ID operates in close to 86 delivery
routes serving around 5,000 outlets and is supported by a team of over 500
personnel.

II COMPANY HISTORY:
• Founded in 2005 by first time entrepreneurs who was previously working with
various blue-chip IT companies. Co-founders have prior retail experience. The
promoter and co-founders work full time in the business.
All products are 100% natural and free of added preservatives and flavors. Their
current product line includes:
 Wet idly batter
 Wet dosa batter
 100% atta chapatti
 Maida parota
 Atta parota
 Tomato and coriander chutney
 ID has attained a market share of close to 80% in their home location
(Bangalore) with monthly sales of around Rs.2.5crores and earnings at 18%.
 Entered markets of Chennai, Hyderabad and Mangalore in 2011 and
Mumbai and UAE in 2012 generating average sales of around Rs.25 lakhs
per month in these cities within a short period
 ID’s overall monthly sales is approximately Rs.8crores.
 ID meets all regulatory requirements including food and health standards.
III iD FRESH FOOD’S BIRTH & INITIAL HURDLES:
Musthafa was bitten up by entrepreneurial bug at the earlier stage of his life
(Prasad Usha, 2016). While doing his MBA he used to visit his cousin Nazer’s
Kirana stores at Thippasandra, Bengaluru during weekends and his free times. He
observed that there was a lot of demand for ready-made idly dosa batter in the shop
and people were buying irrespective of poor quality and irregular supply. Nazer
and Jafar, his cousins suggested him to start a business to sell idly batter. Musthafa
invested INR 25,000 to start the batter business. His experience and exposures with
MNCs, his cousins’ connections with local Malayalee’s stores in Bengaluru and
the authentic homemade taste of batter helped the business to grow at a quick pace.
Initially, iD started with a small amount of batter and distributed as samples to the
customers of the known Kirana stores. Once received positive feedback from the
consumers the founders gained confidence about starting the idly-dosa batter
business.
The journey of iD Fresh Food was not a cakewalk at the beginning. All the
founders were from Kerala where idly was not as common as appam. Finding the
correct recipe was a challenge. They could sell appam batter but that required a
good amount of fermentation, which did not gel well with iD’s USP of producing
preservative free food. Again, Bengaluru had a limited market for appams. In
2005, after hiring 60 square feet of space in Indira Nagar, Bengaluru, the founders
took almost six months and 3 tons of rice to get a perfect idly dosa batter mix.

HURDLES FACED BY THE FOUNDERS TO START ID

FRESH FOOD
 Convince people about the concept of fresh, natural and preservatives free
RTC packaged food. Preservatives were added in most of the available
packaged foods, so convincing consumers, retailers and even employees
about the idea of preservative-free packaged products was difficult. It took
some time to educate and convince people.
 Another challenge was to estimate accurate market demand for iD products.
Since iD catered the fresh food segment with low shelf life, the wastage cost
was high.
  The third challenge was that none of the founder members had any
background in the food industry. They made many mistakes at the initial
level.
 They also faced a challenge to remain focused on ethical values and delivery
of consistent quality. So initial operational costs were high.
 Cash flow was another challenge as none of the founders was from a
wealthy business background. (Himnshu Kakkar (2017),

IV THE ENTREPRENEUR:
P.C MUSTHAFA, FOUNDER OF iD FRESH FOOD:
Musthafa was born at Chennalode, a remote village in Wayanad district of Kerala
in a poor family. His father was a daily wager and the family lived on the meagre
earnings of his father. As a child, he used to help his father in his labour jobs after
school and during holidays. He was an average student and failed in sixth grade.
His father wanted him to join in his work for full time and discontinue his study
but his Math teacher Mr. Mathew had convinced his father to pursue his education
further. Mr. Mathew took special care for his studies and Musthafa continued to
excel in studies. After completing his engineering in 1995, he was placed in a
startup company of Bengaluru. For the company assignment, he went to Ireland
and worked there for one and half year. He found it difficult to adjust to the food
habits of Ireland, and decided to shift to “Malayalee’s own country- Dubai”. In
2003, after seven years of stay in Dubai working with Citi Bank, he returned to
Bengaluru, India. He returned, as he wanted to spend more time with his parents,
to pursue higher education and above all do something for the society. Returning to
Bengaluru, he joined IIM, Bengaluru and did Executive MBA programmer (Jubin
Mehta, 2015) (Prasad Usha, 2016).
V BUSINESS INFRASTRUCTURE:
ID Fresh operates seven ISO certified, local, semi-automated manufacturing plants,
located in each market they are present in to enable daily replenishment of
products. The raw materials are sourced directly from rice, dal and flour producing
mills locally. They also posses best in class operational tracking systems to manage
damage control and returns on a real time basis through a mobile based tracking
system that captures store and SKU wise inventory. SAP implementation is also
nearing its completion across all cities.

VI BRAND BUILDING STRATEGIES OF iD :

iD was never in hurry to penetrate the crowded market and never weaved from its
basic philosophy. To create a brand for an unbranded commodity, rather than
selling to every mom and pop stores, it emphasized on product quality, on own
distribution models (trucks & salesmen) and sold at selected stores. In 2017, iD
created its presence in 17 cities viz. Bengaluru, Chennai, Mumbai, Pune, Cochin,
Coimbatore, Vijayawada, Guntur, Rajahmundry, Visakhapatnam, Vizag, Mysore,
Mangalore, Sharjah, Dubai, Abu Dhabi & Ajman. In an interview with Brand
Capital (Mar 22, 2018) Musthafashared the success mantras on how iD created a
niche–
 Build a brand for your product.
 No credit was given to the retailers and the company was tightly managed
its finance from day one.
 Consistent quality of products, no compromisation on that end.
 Any company should concentrate to make a profit from day one.
 One size does not fit all. Musthafa stated that every market had unique
features.
 Innovation should be a continuous process.

 The company should focus to add value to the investors and should identify
the right investors.
  The customer was queen-iD believed in having a strong connection with
customers and a company should understand what role the products or
services of the company play in a customer life. (Brand Story by Brand
Capital, 2018)

VII Vision, Mission, Value:

Vision:
 To become a fresh food brand, admired and trusted the world over
 To grow into a 1000crore market leader.
 To become one of the best and most sought after companies to work for.
Mission:
• To make the preparation of homemade meals a pleasure.
Values:
Speed
Simplicity
Authenticity
VIII COMPETITORS:
Major players in South Indian Packaged Food Market
MTR- MTR Foods, Bengaluru based company, was one of the top five processed
food manufacturers. Started as a restaurant in 1924, MTR has listed as Fortune
next 500 companies in 2016. In 2017, it was INR 7 Billion Company with wide
ranges of products for all types of meals offering pan Indian customers. In 2013,
Norwegian conglomerate Orkla acquired MTR foods. MTR was present all over
India but mainly dominated the South Indian market with 72% market share. MTR
served the market with a wide range of products synonymous with quality, taste
and convenience. It served both domestic as well as major foreign markets like
USA, UK, Australia, New Zealand, Singapore, Malaysia, Japan, Oman and UAE.

Gits- Pioneer brand in the packaged food industry established in 1963. Gits
manufactured, sold and exported a wide range of RTE and RTC products. The
company was the first company, which introduced instant mixes in India and
gained immense popularity in instant RTC market because of its superior quality,
intensive distribution network and brilliant marketing strategies. Gits products
were widely distributed in India and outside India in more than40 countries
including USA, Australia, Asia, the Middle East and Europe..

Maiyas- This was another leading brand in South Indian RTE food category. In
1924, Maiyas started MTR, which was synonymous to south Indian traditional
foods. In 2007, Maiyas sold MTR to Orkla as a part of a family settlement with a
contract that Maiyas would not sell any rivalry products. Targeting especially
consumers of the unbranded product who were looking for authentic tastes, Maiyas
already had gained popularity in snacks and RTC product categories. In mid of
2018, the company decided to shut down production following a breakdown
between founder Mr. Sadanada Maiya and the private equity investor Peepul
capital.

ITC- ITC, one of the major conglomerates in India had two categories of RTC
foods- Aashirvaad offering a range of daily delights and Kitchen of India offering
gourmet food of India. ITC’s branded packaged foods business grew tremendously
in last few years, with a number of brands in its portfolio in multiple categories of
food like staples, spices, biscuits, confectionery, snacks, noodles, pastas,
chocolates along with RTC and RTE meals. ITC aimed to outrun two major giants,
Nestle and Britannia in the packaged food market.

In pan India market, other major players in the RTC and RTE packaged food
industry were Nestle, Haldiram Foods International Pvt Ltd, Himalaya
International Ltd, Bambino and Kohinoor Foods Ltd and Bambino Agro Industries
Ltd.

iD entered Bengaluru RTC packaged food market at the right time. During 2005-
06, though a number of well-known brands namely Maiyaas, Mavalli Tiffin Room
(MTR), GITS food products Pvt Ltd, ITC were available in RTC food sector, no
organized player had entered the “Readymade Idly Dosa” batter section in
Bengaluru, the birthplace of iD Fresh. A huge market was untapped and some local
companies were serving the demand with poor quality products and irregular
supply. The real competitor for iD was the homemade batter. Bengaluru, is a busy
metropolitan city in South India, had an instant potential demand for readymade
batter as it was a regular consumable item in South Indian homes. An inelastic
demand was observed from day one in this category.
IX SWOT Analysis
Strengths
A pioneer in the fresh foods segment facing less or no competition from large
organized companies. Produces up to 26,000 kg. of south Indian breakfast products
and 80,000 pieces of parotas per day

• Ability to produce consistency in taste and freshness of its ready to cook(RTC)

food products has led to returning loyal customers. Its products reach 5000+ retail
outlets across 7 cities and include modern and general trade

• Developed standout packaging and tight control on delivery chain has enabled ID
to keep quality of its products intact

• Led by a qualified management team from IIM with strong entrepreneurial traits,
supported by over 85 salesmen who operate the different delivery routes

• Robust daily replenishment distribution model, with logistics managed in-house,

enabling achievement of a high net realization valuethroughdirect supply
relationships with retailers.

• ID has demonstrated execution capabilities over last seven years, which can
easily be replicated in new markets for existing and new productswithin the fresh
RTC product segment

• Considering that the fresh food segment with RTC is still in its infancy, there is
significant market potential to penetrate cities across many cities with both its
existing product range and through new products.

• With high brand recall, iD stands for fresh, hygienic and healthy RTC foods at
affordable prices to customers looking for convenience, preservative free and
home-made quality traditional Indian food mixes.
Weaknesses
• ID Fresh has a close knit management style with control residing in the hands of
a few individuals from a family. But it would be difficult for the firm to achieve
the projected growth if they continue the management in the same fashion. They
will have decentralize and also start giving out dealership rights for the upcoming
locations.

Opportunities
• Entering new markets of growth – Delhi, Pune, Ahmedabad, Calcutta, Riyadh,
Jeddah, Malaysia, Singapore

• Expand product portfolio – introduce existing and new markets

• Focus on increasing consumer awareness through social media and ATL/BTL

campaigns

• Aims to innovate in packaging to amplify freshness extend product life without

compromising intrinsic brand values.

• On the manufacturing side, plans include continuous improvement on production

automation to reduce manual dependencies and enhance consistency

• Company is also planning to expand ID Café model with a strong forward

integration process

• Aims at becoming a market leader in the fresh food segment in the breakfast,
snack and meal category in top 30 cities by 2016

Threats
• There is a threat of competition from other brands and private labels. This might
also lead to losing the first mover advantage that iD enjoys.

• Fast changing lifestyle in the metropolitan cities. This leads to changes in eating
habits and preference of western breakfast instead the traditional foods.
X FIVE FORCES MODEL FOR THE INDUSTRY:
Rivalry among existing competitors

ID Fresh in a short space of time has evolved into a strong brand and one of the
market leaders in their areas of operation with good customer recall in its various
product categories. The existing competitors for iD Fresh in all their existing
markets are small unorganized firms. They cannot compete with the quality and
availability that iD Fresh offers. Nevertheless, there are possibilities of organized
competitors coming up in the future due to the high profitability of the segment.
We would rate the overall rivalry among existing competitors as medium to low.

Bargaining power of employees

It has faced zero attrition in the sales team in the last eight years due to its high
emphasis on imbibing every employee with a specific and similar value system in
terms of product quality and service. This is a rare feat which can be achieved by a
company with a turnover as that of iD. Therefore the bargaining power of
employees is low.

Bargaining power of customers

The products manufactured by the Company are in the ready to eat food domain
and comprise items that are used on a daily basis thereby indicating a fairly
inelastic demand for their products. Furthermore the company targets metropolitan
cities where there are fast moving lifestyle which necessitates use of such ready to
eat products. Therefore, we would rate the bargaining power of customers are
fairly low.

Barriers to entry

It will take at-least five years for a new company to achieve the kind of brand
recall and goodwill created by iD Fresh. But there are chances of existing brands
(like MTR) venturing into this segment. Hence the barriers to entry are low.
Threat of substitutes

The change in lifestyle acts as a threat since this might lead to changing of eating
habits as well. The western breakfast is gaining popularity nowadays which is a
substitute for the products that iD provides.

XI PESTEL ANALYSIS:
Political Factors that Impact ID Fresh: 

Role of Non-Government Organization, Civil Society & Protest Groups

 The country has a vibrant civil society community and Id Fill should build
bridges with them and seek out areas of co-operations. Civil society groups
are influential not only in policy making but also in building a society wide
narrative.

Segregation of Political Responsibilities between Different Government Agencies

 There are numerous government agencies which reduces the risk of

overwhelming pressure by one agency. But on the flip side it does increases
both time and cost of doing business and getting certifications and
clearances.

 Likelihood of Entering into an Armed Conflict

 From the information in the ID Fresh: The Way Forward case study, I don’t
think there is a likelihood of country entering into an armed conflict with a
neighboring country.

Transition of Government and Changes in Policy

 There is consistency in policy making from one government to another.

Secondly governments from all parties adhere to the treaties made by the
previous governments.

Role Local Governments Play

  Local governments are highly influential in the policy making process and
implementation as most of the policies and regulations are implemented by
the local government as enforcement agencies mostly report to local
government in their own states regarding various laws.

Threat of Terrorist Attacks

 We believe in the world of post 9/11, corporations such as Id Fill have to

live with operating under the shadow of a terrorist attack. The prudent policy
should be to take insurance and other types of hedging instruments to
mitigate the losses occurring because of the terrorist attacks.

 Unrest within the Country & Chances of Civil Unrest

 We don’t think that Id Fill business operations are facing any dangers from
any kind of civil unrest or internal militant operations in the country.

Size of Government Budgets both Local Governments and National Government

 The government at both national level and local levels are running deficit
budgets which is boosting growth in the short term but may lead to increase
in inflation over medium term. The bond rating of national government is
investment grade.

Economic Factors that Impact ID Fresh: 

Government Spending

 As mentioned in the political factors, government of the country is running

deficit budgets. The implication for Id Fill is that it can boost sales of its
product in short run but also expose Id Fill to medium term forex and
currency depreciation risks.

Foreign Exchange Rate

  Number of companies have incurred losses in past few years because of
forex risk in – Venezuela, Brazil, and Argentina. Id Fill should be careful
about the history of forex risk before entering new market. Many US
companies have incurred losses in Mexico in regular forex crisis in that
country.

Financial Market Structure and Availability of Capital at Reasonable Rates

 The quantitative easing policy of Federal Reserve has led to liquidity

flooding all across the global financial markets. Id Fill can borrow cheaply
under such circumstances. But this strategy entails risks when interest rate
will go up.

Level of Household Income and Savings Rate

 Increasing consumption and stagnant household income in United States had

led to credit binge consumption. It has decimated the culture of savings as
people don’t have enough to save. Id Fill needs to be careful about building
marketing strategy that is dependent on “Purchase on Credit” consumer
behavior.

Work Force Productivity

 Work force productivity in US has grown by 25-30 % in last two decades

even though the salaries are not reflecting those gains. It can enable Id Fill to
hire skilled workforce at competitive salaries.

Fiscal and Monetary Policies

 The Republican government tax break culture has increased the deficit and it
can lead to fiscal trouble for the economy in coming years.

Consumer Disposable Income

 The household income of the country has increased constantly in the last
decade and half, compare to the USA market where household income is
still below 2007 levels and not increased in real terms since early 1980’s. Id
Fill can leverage this trend to expand the market beyond its traditional
customers by employing a differentiated marketing campaign.
Social Factors that Impact- ID Fresh:
Gender Composition in Labor Market Id Fill can use gender composition of labor
market to understand the level of liberal nature of the society, women rights, and
women’s say in matter of societal issues and consumption decisions. The gender
composition of labor market is a good indicator of disposal income of household,
priorities of the households, and related needs.

Attitude towards Authority

 Various cultures in different part of the world have different attitude towards
authority. In Asia authority is respected while in west it is something to rebel
against. Id Fill should carefully analyze the attitude towards authority before
launching a marketing campaign for its products and services.

Nature of Social Contract between Government & Society

 Before entering into a market Id Fill needs to understand the nature of social
contract between government and society. For example it has been
extremely difficult for US companies to enter UK health market as UK
health system is a nationalized system and everything goes through contracts
at national level.

Attitude towards Savings

 The culture of saving in US and China is totally different where savings rate
in China is around 30% , it is well below 15% in United States. This culture
of consumption and savings impact both type of consumption and magnitude
of consumption.

Education Level in Society

 Education level of the society impacts both the quality of jobs and level of
income. High level of education often results in better jobs, higher income
and higher spending on complex and aspirational products.
Immigration Policies and Level of Immigration

 What are the immigration policies of the country, what is the level of
immigration, and in which sectors immigration is encouraged. This will
enable the Id Fill to determine – if required can it hire talent globally to work
in that particular market.

Attitude towards Leisure

 Id Fill should conduct an ethnographic research to understand both attitude

towards leisure activities and choice of leisure activities. Experience
economy is one of the fastest growing segments both among millennials and
among baby-boomers.

Attitude towards Health & Safety

 The attitude towards health and safety is often reflected in the quality of the
products and cost structures of manufacturing processes. Id Fill has stringent
norms for health and safety norms so in emerging economies it may have to
compete with players who don’t have high cost structures that of Id Fill.

Technological Factors that Impact ID Fresh:

Mobile Phone & Internet Penetration

 Id Fill should assess the level of internet and mobile phone penetration in the
country as it will it in building a requisite business model based on local
needs and realities.

Likelihood of Technology Disruption

 If the country is hub of technology companies then there is a high chance of

technology disruption among various industries. Id Fill has to assess whether
it can live with the fast pace of technology disruption in its industry

Cost of Production and Trends

 Id Fill should assess - What are the cost of production trends in the economy
and level of atomization. We at EMBA Pro believe that in near future the
 sector most disrupted by technological innovation is manufacturing and
production.

Level of Acceptance of Technology in the Society

 Id Fill has to figure out the level of technology acceptance in the society
before launching new products. Often companies enter the arena without
requisite infrastructure to support the technology oriented model.

Property Rights & Protection of Technology Oriented Assets

 Id Fill should analyze the legal status of various property rights and
intellectual property rights protections that are common in US.

E-Commerce & Related Infrastructure Development

 As E-Commerce is critical for Id Fill business model. It should evaluate the

e-commerce infrastructure, technology infrastructure etc., before entering a
new market.

Transparency & Digital Drive

 Id Fill can use digitalization of various processes to overcome corruption in

the local economy

Research and Development Investment Levels

 If there is high level of investment in technology development sector then

there are high chances of building a self-sustaining ecosystem that drives
innovation. Id Fill can leverage such a situation to hire the best people in
business.
Environmental Factors that Impact ID Fresh:
Level of Consumer Activism Regarding Environmental Concerns

 Id Fill needs to know the level of consumer activism regarding

environmental concerns is. It will help Id Fill in both developing
environmentally friendly products and thwarting PR stumble blocks.

Focus & Spending on Renewable Technologies

  How much of the budget is spend on renewable energy sources and how Id
Fill can make this investment as part of its competitive strategy.

 Waste Management

 What is the policy of waste management in the prospective market and how
Id Fill can adhere to the waste management requirements in that market.

Influence of Climate Change

 How climate change will impact Id Fill business model and supply chain.
For example if the supply chain is not flexible it can lead to bottlenecks if
shipments from one part of the world are delayed because of sudden climate
shift.

Corporate Social Responsibilities Culture

 Are Id Fill present CSR efforts applicable in the new market or does it needs
to have new initiative to cater to the prospective market.

Environmental Standards and Regulations both at National & Local Levels

 Often the environment policy at national and local level can be different.
This can help Id Fill in numerous decisions such as plant location, product
development, and pricing strategy.

Legal Factors that Impact ID Fresh:

Transparency in Judiciary System & Processes

 Transparency is essential for fair and consistent decision making. If the

process is consistent and transparent then Id Fill can plan ahead with greater
conviction.

Time Taken for Court Proceedings

 Even if the country has best of the laws, it doesn’t mean much if they can’t
be enforced in a timely manner. Id Fill should do a primary research
regarding how much time it often takes to conclude a court case in the
country given the sort of legal challenges Id Fill can face.

Employment Laws
  What are the employment laws in the country and are they consistent with
the business model of Id Fill. For example Uber employment system is not
consistent with French laws and it is facing challenges in the country.

Securities Law

 What are the securities law in the country and what are the conditions to list
the company on national or regional stock exchange.

Adherence to Common Law

 Is the country following common law which is uniform for all parties –
whether domestic or international. If there is arbitrariness in the judicial
process then Id Fill can’t be sure of the judgments.

Business Laws

 Before entering into new market – Id Fill has to assess what are the business
laws and how they are different from home market.

Intellectual Property Rights Protection

 Id Fill should assess the level of protection that intellectual property rights
get under the legal system of the country.
5. MAIN TEXT:
iD Fresh Foods Organic Products Market research
The survey was conducted for 100 respondents at various malls like- Park Square,
Prestige
Shantiniketan, Bangalore Central (JP Nagar), Gopalan Innovation mall and some
stores like
Big Bazar, Reliance Fresh, Spar Hypermart.
The respondents were given with 10 set of questions on a google form or
sometimes they
were asked with the questions and the answers were noted on the paper.

This

This question was presented to understand the perception about today’s food and the diet
habits. The result obtained is a left leaning bell curve, which indicates people are not very
satisfied with the food they are consuming.
This indicates the feelings or emotion of the people towards the food, their answers not
backed by any data. They have negative perception of the food they intake may be because
of the lifestyle they have in a metro city like Bengaluru.
This question was proposed to know the knowledge level of the respondents about organic
foods. Out of 100 respondents, only 5 people said they use the organic products regularly in
their diet and 7 % of the respondents have no idea about it.
The result of this indicates that the organic food culture still has to gain mileage. People
need awareness regarding the same, organic food is not just for health purpose or nutrition
provider rather it is a lifestyle. It starts from organic farming, environmental issues,
protecting the nature, protecting the earth, stopping the damage to the soil, water and
animals. Then it continues till the food consumption habits, final benefit would be a better
health both physically and mentally.
This
This was to check how many people are how many people are health conscious and how
serious are they about it. Here multiple options were allowed to select and we can see more
than 50% of the people are doing something for their health and fitness but still 25% do not
do anything to maintain their health. An interesting finding from this question was that, 36% of
the people say they intake a well
though diet. That means they are actually serious about the food they consume.
This

This is again a bell curve with right inclination slightly which is actually a good sign because it
shows they are ready to put in something extra to be healthy.
This

This question was actually asked to further pitch in or introduce organic products if they
know about id fresh foods already and to introduce id fresh foods first and then later
organic products to those do not know id fresh foods currently.
People who were patient enough to listen were introduced about the company but there
were many passive listeners too.

After all the circus that is made in above questions, I propose the most important question
of this survey and the responses I have received are very vague or indicate no clear direction
of the customers.
Many people easily choose the option Maybe without thinking much. This is the place
where our promoters come for our rescue, promoters can pitch organic products to all the
undecided customers and convert them.
Whooping

Whooping 64% of the people say organic products are good for health and are more
advantageous when compared to the normal available food.
30% are still not sure about the advantages.
Many people need authorization or certification from government or a scientific proof to
show that organic products are better than normal products. This is because there are not
many organic products available in the market and there is no way to differentiate or
identify the organic ones.
Endorsing our organic products on our old products as “Try new organic” or printing “Most
preferred” on organic product packaging would stimulate the customers to try organic
products.
Age group, income level and gender were asked to identify the persona of the respondents.
Since the survey was conducted at different places and at different times, there are mixed
set of audience.

2. AUDIT OF ID CHILLERS.
To check the purity of the chillers:
 ID fresh foods has given their chillers to different stores,






TO CHECK WEATHER ALL THE SIDES OF THE

CHILLERS ARE HAVING THE BRANDING OF ID.
TO CHECK THE WORKING CONDITION OF THE
CHILLERS.