Introduction

Shri Mahila Griha Udyog Lijjat Papad is a Women's organisation manufacturing various
products from Papad, Appalam, Masala, Gehu Atta, Chapati, SASA Detergent Powder, SASA
Detergent Cake (Tikia), SASA Liquid Detergent. The organisation is wide-spread, with its
Central Office at Mumbai and its 81 Branches and 27 Divisions in different states all over
India. Membership has also expanded from an initial number of 7 sisters from one building to
over 43,000 sisters throughout India. The success of the organisation stems from the efforts of
its member sisters who have withstood several hardships with unshakable belief in 'the strength
of a woman'. This is a women's organisation of the women, by the women and for the women.

History:

Lijjat Papad is a women's organisation of the women, by the women and for the women. It was
started in 1959 with 7 lady members with a borrowed sum of Rs. 80/- at Girgaum in Mumbai.
The turning point of this Institution was in 1966 when it was registered under the Bombay
Public Trusts Act 1950 and also registered under Societies Registration Act, 1860 and got
recognition by Khadi & Village Industries Commission as a village industry. The objective of
the Institution is to provide self-employment to the ladies to enable them to earn decent and
dignified livelihood. Any women who can render physical work in this Institution without
distinction of caste, creed and colour and agrees to abide by the objective of the Institution can
become a member of the Institution from the date on which she starts working.

Core Values

Shri Mahila Griha Udyog Lijjat Papad is synthesis of three different concepts, namely

(1) The concept of Business

(2) The concept of family
(3) The concept of Devotion
All these concept are completely and uniformly followed in this institution. As a result
of this synthesis, a peculiar Lijjat way of thinking has developed therein.

1
 Vision & Mission: The organization is to become women self-reliant, trends and self-
confident and has provide them the right platform to improve status in the society

Organization Structure (Chart-1)

Production of Papad:

Papad is a thin wafer like very tasty and popular food product. Papad can be cooked by deep
frying, roasting over an open flame, toasting or microwaving, depending on the desired texture.
Papad making Process:

1. Dough formation from various ingredients

2. Making small balls from dough
3. Pressing
4. Drying
5. Cooling and packing

Here at Lijat Papad the production work starts at early hours in the morning i.e. 4.30 a.m. We
have mini bus which picks the members from the closest point of residence to the branch and
back home.

2
Company’s Factsheet

Basic Information ( Table-1)

Nature of the Business Manufacturer of Food Products

Additional Business FMCG, Exporter
Company CEO/Smt. Mr. Swati Paradkar

Registered Address Shri Mahila Gruh Udyog Lijjat Padad, Nr. Ramapir
Chowkadi, Rajkot - 360 004, Gujarat.

Industry Khadi & Handicraft Industry

Total Number of Employees 42 People
Year of Establishment 1959
Legal Status of Firm Cooperative Firm, Khadi & Handicraft Industry

Proprietor Name Mr. Swati Paradkar

Annual Turnover Rs. 3Cr (Rajkot Branch)
Certification ISO 9001 – 2015
Company Logo

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Business analytics

4
 Various Perspective of Managing Data
Introduction:
Data
Data can be stated analogous to ‘oxygen’ or ‘blood’ that runs in the human body. Data is at the locus
of various systems and databases. Organizations function more efficiently when data flows freely
between various systems, processes and departments. The highest performing organizations pay close
attention to data. Making diligent use of data empowers the organization to attain competitive advantage
over its rivals in the marketplace.
In today’s world it is equally critical for organizations to back up and store historical data for retrieval
and safety. Data management is just as important as the means to obtain it. Competitive organizations
ensure that the data captured is coherent with processes and accessible to individuals who need it well
within the necessary timelines.

Diagram-1

5
Classification of data :
Data are classified basically into two types:
1. Qualitative data
2. Quantitative data

It is important to state here that, data management is a subset of information management and given
below are the essentials of the same:
 Data is managed as a valued resource since capturing data requires both time and effort.
 The data management process is an end to end process comprising of acquisition,
accumulation, processing, security, and documentation and archival of data as per business
utility and needs.
 It further includes practices on creating metadata and documentation for long term.
 Therefore, the underlying criterion of data management is to ensure the data is valid, accurate,
complete, and secure and further to develop and execute Data architectures and procedures
that manage the full data lifecycle.
The Data can be structured, semi-structured, unstructured data. Often the firm finds itself in
trouble for managing unstructured and semi structured data.

Findings:
1. The Firm Lijjat Papad maintains a website for giving out information about their
products, they use the website as a mode of communication with customer because it
allows the customer to place Quotation for purchasing in bulk
2. The firm collects the data by using a centralized system because they have 80+ units all
over India. The centralized system analyse the data. Here the firm can use of web
analytics technique such that they can know more about the customer and prospects
3. The use of OLAP system by the central system may help the management to make
faster decision and coordinate with branches.
4. The use of Analytics technique and models may help the firm to make quick decision
at lesser time because they have many branches.
5. The firm through analytical techniques can find which of their products have more
demand in the market by using the tools like ‘Reach’ in websites. Thus by using proper
web analytics the firm can focus on high demand products

6
6. The use of Human resource analytics for knowing about the capacity in each branch for
managing the order before they bid for any quotation
7. The firm because high demand at different location so they should use sales and
marketing Analytic technique.
8. The firm can collect variety of data of customer and their preference for tastes of papad
using Social media and Internet platform.
9. The firm can use the collected data to transform it to various relationship models and
form database models. For example if they have to launch a new variety of product then
such data can help the organization to know about the customers who will buy such
product
10. The inflow of the data can be stored and managed in the software like MS ACCESS,
SQL, MS EXCEL, R, etc. such software helps to manage the data and also helps out
with proper classification for it

7
Cost and Management Accounting

8
 Classification of costs

Introduction:

Cost is an expenditure attributable to a product, item, or service to secure an economic benefit.

Classification of cost means the grouping of costs according to their common characteristics.
The important classification of cost are by:

1. Nature or element
2. Function
3. Conversion
4. Variability
5. Controllability
6. Normality
7. Capital and revenue
8. Time or periodicity
9. Expiry
10. Relationship
11. Period
12. Planning and control

 By Nature
The cost are divided into three categories i.e materials cost, labour cost and expenses.
Material Cost: it is the cost of commodities other than fixed assets introduced in the
finished product or consumed in the process or operation of an organization
Labour Cost: the cost of salaries, wages and fringe benefits for the personal who work
for a business or an entity is termed as a labour cost.
Expenses: the cost which are not of the nature of material and labour but are incurred
due to business activities
 By Function
The cost are divided according to the function for which they have been incurred. They
are:
Production Cost: Production is a process of converting raw material into finished goods

9
 Through the use of labour, services and other facilities in factories. The major element
of production cost are direct material cost, direct labour cost direct expenses and
overhead related to production
Administration cost: the sum of those costs which are related to the general
administration and general management.
Selling Cost: the amount of money spent on publicity and advertising, salaries and
wages.
Distribution Cost: Cost incurred on delivering products and other related activities
Finance Cost: Cost that are associated with external Borrowers funds
Research Cost: Cost which incurred in discovering in new ideas, new facts, new
applications etc.
Development Cost: The cost of the process which begins with the implementation of
the decision to produce a new or improved product.
 By Conversion:
The sum of direct wages, direct expenses and overhead cost for converting raw material
into finished product.
 By Variability or Behaviour:
Fixed Cost: These cost which remain constant at all level of production within a certain
range of production
Variable Cost: the cost which tend to vary with the volume of output. Any increase in
the volume results the increase in variable cost.
Stepped Fixed cost: these are the cost which are Fixed over a certain level of activity,
but increase by a fixed amount when the activity rises above a certain level
Semi variable Cost: These costs are partly fixed and partly variable in relation to the
output
 By controllability:
Controllable costs: these costs are influenced by the action of a specified members of
an undertaking.
Uncontrollable Cost cannot be influenced by the actions of a specified members of an
undertaking.
 By Normality:
Normal Cost: it is the cost which is normally incurred at a given level of output under
the normal working condition

10
 Abnormal Cost: it is the cost which is not normally incurred at a given level of output
in the conditions in which that level of output is normally attained.
 By Time::
Historical cost is a defined as the amount measured in terms of money, cash expended
or other property transferred, capital stock issued, etc.
Future cost: is the cost expected to be incurred in the future under certain circumstances.
It is measured in estimates
 By Expiry:
Historical cost are recorded as either expired or unexpired. Expired cost are recorded
as an expense in P&l A/c, unexpired cost are recorded as an asset in Balance sheet
 By Relationship:
Direct cost: cost which can be identifiable with cost object
Indirect cost: cost which are the common cost for the business.
 By Product or Period:
Product cost: cost which can be identifiable with commodities and activities
Period Cost: cost which are related to a passage of time, not with the activities
 By planning and control::
Marginal Cost: it is the additional cost to be incurred if an additional unit is produced.
In other words, marginal cost is the total of variable cost.
Out of pocket cost: Relevant cost for pricing fixation during recession or when make
or buy decision is to be made
Differential cost: if there is a change in cost due to change in the level of activity or
pattern or method of production.
Sunk cost: these are the cost which arise on amount of commitments made in the past
example the depreciation charges
Opportunity Cost: An opportunity cost is a cost which measures the opportunity which
is lost or cancelled when the choice is made on one of course of action
Replacement Cost: it is the cost at which there could be purchase of an asset or material
identical to that which is being replaced or revaluated.
Avoidable and unavoidable Cost:
Avoidable costs: are those which can be eliminated if a particular product or department
is discontinued
Unavoidable cost: is that cost which will not be eliminated with discontinuation of
product or department

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 Programmed Cost: Certain decision reflect the policies of the top management which
results in periodic appropriations.
Joint cost: it is the cost of manufacturing joint product up to or in prior to the split-off
point.
Committed cost: Which is a fixed cost resulted from the long term decision of the
management which are taken in the past and is not subjected to the management control
in the present on a short run basis

Findings:

The classification of costing at Ljjat Papad is done by the nature of cost, Function of cost and
Variability of cost.

According to Nature of Cost:

Material Cost:

1. Raw material cost =₹ 58,732,635

2. Packing Material Cost=₹3,995,670

Labour Cost:

1. Direct labour charges=₹35,358,500

2. Welfare expenses=₹68748
3. Ex-gratia &Salaries=₹70550

Expenses:

1. Power, fuel, Gas expenses= ₹22450

2. Sister Welfare Expenses= ₹1,235,000

According to function of cost:

1. Sales and distribution cost: ₹1824263 &Sales promotion Cost: ₹2990.

2. Administrative cost: ₹112616 for telephone and postage, ₹209201 for printing and
Stationery expenses.

According to Variability:

1. Fixed Cost:

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 a. Land and Building= ₹4086166.14
b. Plant and machinery=₹89691
c. Furniture & Fixture=₹549023

2. Variable Cost

a. Extra wages
b. Over time
c. Motor Car expenses
d. Commission on Sales
e. Godown rent
f. Traveling and Conveyance charges, etc.

13
Financial Management

14
 Total Investments

Introduction:

An investment is an asset or item acquired with the goal of generating income or appreciation.
In an economic sense, an investment is the purchase of goods that are not consumed today but
are used in the future to create wealth. In finance, an investment is a monetary asset purchased
with the idea that the asset will provide income in the future or will later be sold at a higher
price for a profit.

The term "investment" can refer to any mechanism used for generating future income. In the
financial sense, this includes the purchase of bonds, stocks or real estate property.

An efficient allocation of capital is the most important finance function in the modern times. It
involves decision to commit the firms fund to the long term assets. Investment decisions are of
considerable importance to the firm, since they tends to determine its value by influencing its
growth, profitability and risk.

Investment made by the firms influence the firm’s growth in the long-term, they affects the risk
of the firm. It involves commitment of large amount of funds.

There are many ways to classify investments. One classification is as follows:

1. Expansion of existing or new business
2. Replacement and modernization
Another way to classify investment is:
1. Mutually exclusive investments
2. Independent investment
3. Contingent investment

There are three steps involved in the evaluation of an investment:

1. Estimation of cash flows
2. Estimation of the required rate of return
3. Application of decision rule

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Evaluation Criteria for investments decisions are:
1. Discounted Cash Flow- Net present value, Internal Rate of return, Profitability Index
2. Non-Discounted Cash Flow-Payback period, Discounted payback, Accounting rate of
returns

Investments can be done in Mutual Funds, ETFs, Individual stocks and real estate, etc.
Stocks: Buying shares of stock gives the buyer the opportunity to participate in the company’s
success via increase in the stock’s price and dividends that the company might declare.
Bonds: bonds are debt instruments whereby the investors effectively is loaning money to a
company or agency in exchange for periodic interest payments plus the returns of the bond
from the face value when the bond matures
Mutual funds: A mutual fund is pooled instrument vehicle managed by an investment manager
that allows investors to have their money invested in stocks, bonds, or other investment
vehicles as stated in the bond’s prospectus
ETF’S: Exchange traded funds are like mutual funds in many aspects, but are traded on stock
exchange during the trading day just like shares of stock
Equity: Private equity allows companies to raise capital without going to public.

Findings:

1. The Firm ‘Lijjat Papad’ has no investment in bonds & mutual funds. They have a Fixed
Deposit with banks- Bank of India which is around ₹8,460,475.00
2. The firm has investment in Land and Building of ₹4,086,166.14. Land and Building is
subjected to Depreciation
3. The firm has invested their money in machineries like Flour Mixing Machine of ₹6,
94,607, Garlic Machine of ₹885 & Printing Machine of ₹89691. All the machineries
are subjected depreciation
4. The firm has a minibus costing ₹366,234 and a motor car of ₹162,638, two-wheeler
Vehicles costing about ₹750,502
5. A computer set of ₹33733 and Miscellaneous Asset of ₹461,753.
6. The firm is investing ₹8222751.62 as the new general fund and for a savings Scheme
which is about ₹1235000.
7. The money invested in purchase of raw material is around ₹58732635 and in terms of
inventory is ₹2978785.60 as on 2015-16 Financial Year

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Advance Marketing Management

17
 Analyse of Supply Chain in the Firm

Introduction:

Supply Chain Management comprises of all the activities involved in the transformation of
goods from the raw material stage to the final stage, when the goods and services reach to the
end customers. Supply Chain Management involves planning, design and control of flow of
material, information and finance along the supply chain to deliver superior value to the end
customers in an effective and efficient manner.

Decision in a Supply Chain:

Successful supply chain management involves several decision with varying time frames. We
can broadly classify them as Design decisions and Supply chain operation decisions.

Design Decision:

Supply Chain design or Strategic decision involve the following the following critical issues:

 What activities should be carried out by the nodal firm and what should be outsourced
 How to select entities/partners to perform outsourced activities and what should be the
nature of the relationship with those entities? Should the relationship be transactional
in nature or should it be a long term partnership?
 Decision pertaining to the capacity and location of the various facilities

Operations Decisions:

The supply chain design decision are in place, the firm has to take decision regarding the
management of supply chain operations for shorter horizons. This involves tactical decisions,
which have a horizon of about three months to a year, and operations decisions, which usually
have a horizon ranging from day to a month. Both tactical and operations decision which
usually have following areas:

1. Demand forecasting
2. Procurement Planning and control
3. Production planning and control
4. Distribution planning and control
5. Inventory management
6. Transportation management

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 7. Customer Order processing
8. Relationship management with partners in the chain

Importance of the Supply chain:

Following are the five major trends that have emerged to make the supply chain management
critical success factors in most industries:

1. Proliferation in product lines

2. Shorter product life cycles
3. Higher level of outsourcing
4. Shift in the power structure in the value chain
5. Globalization of manufacturing

Supply Chain Challenges for the Indian FMCG sector:

1. Managing the availability in the complex distribution set up

2. Working with smaller pack sizes
3. Entry of national players in the traditional fresh products sector
4. Dealing the complex taxation structures
5. Dealing with counterfeit Goods
6. Opportunistic games played by the distribution channel
7. Infrastructure
8. Emergence of third party logistics provider
9. Emergence of Modern Retail chains
10. Reservation for the small scale sector

Supply chain performance measures fall under the following four broad categories:

1. Cost
2. Assets
3. Reliability
4. Flexibility

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Findings:

1. The Firm Lijjat Papad being an FMCG faces many challenges in the procurement of
raw-materials and stocking them.
2. The Raw materials like Udad is directly purchased from the marketing yard, the spices
like Pepper & the packing material they store them in their respective Godowns. Last
year the firm paid ₹139518 as Godown rents
3. The firm Lijjat Papad pay a purchase inward charges of ₹5,420.00.
4. The Firm’s Demand Forecast is done at central level based on the quotation they receive
each time.
5. The firm has many varieties in a single product like Broken Papad, Sada papad, Special
papad which is based on the contracts received. Thus the firm is facing the trouble with
proliferation in product line because of more number of varieties and different
packaging size.
6. The firm doesn’t have third party logistics thus they are adding up more cost. A third
party logistics is required here because they have high demand for the product but they
are not able to fulfil it because of the inefficient logistics.
7. The firm exports their products based on the quotation in bulk, they follow the system
of F.O.B while charging exports rates.
8. The firm Lijjat Papad has a good relationship with the nearby supplier, thereby they
avoid stock out of raw materials mostly. They have their own flour mills with adequate
capacity thus they rely on suppliers for less quantity of raw material due to the inventory
they have.
9. The distribution channel in Lijat Papad Rajkot: The manufacturing unit itself serves as
a wholesale unit where the dealer can avail discount on bulk quantity.

Diagram-2 (distribution channel)

Manufacturing Unit Distributer Retailer

Customer

20
Human Resource Management

21
 Variable Pay
Introduction:
Variable pay is the portion of compensation determined by the employee performance.

Variable pay, also known as performance pay, is used to recognise and reward employee
contribution above and beyond their normal job requirements, towards company productivity,
profitability, quality and the like

Variable pay is a non-fixed monetary reward that is contingent on discretion, performance, or

results achieved. There are different types of variable pay plans such as bonus schemes, sales
incentives, overtime pay, etc.

Variable pay is often based on two main factors: your own performance and your company’s
performance. So, most schemes evolved by companies have a target-setting and actual pay-out
based on that combination.

Variable pay is one of the five main components of total rewards in any organisation, and is
usually a percentage of fixed pay.

General Pay structure:

1. Fixed pay (salary and all cash allowances),

2. Retiral’s (mostly, statutory
3. pension-related such as PF, gratuity),
4. Benefits and perquisites (leaves, medical, car, insurance, etc)
5. ESOP (mainly, stock options and restricted stock units or RSUs).

Variable Pay at various levels:

At junior level, variable pay ranges from 10% to 15% of fixed pay. For sales people, variable
pay plus sales incentives can range from 30% to 40%. Sales incentives aren’t defined as
variable pay as they are commissions.

At middle level, it ranges from 15% to 30% and at senior levels, it is typically between 30 to
50%. At very senior levels, Esops and RSUs are also given above target levels as additional
performance incentive

22
How do Company use Variable Pay?

Variable pay has become an increasingly popular mode of compensation in most companies.
This is more so in the increasingly competitive business environment, where companies are
looking to reduce their investment in fixed costs and increase the use of variable costs, since
the latter is paid out only depending on the achievement of certain results.

Findings

1. The Firm ‘Lijjat Papad’ mostly employees women on daily wages basis. They are
basically the members of organization, the profit from the sales is distributed among
themselves only. They focus on self-employment and have about 45000 members all
over India.
2. The minimum wage paid is ₹276/day for unskilled labour and ₹400 for skilled worker
in Rajkot Zone.
3. The workers are under group medical insurance so no individual Medical Allowance is
provided. They have transport allowance which varies with the distance travelled by
the worker daily.
4. Workers are also given overtime which is ₹50 for extra hour worked. When the worker
increase their level of production they are contributed accordingly.
5. The Workers are supported by the firm in winter season because they have to use primus
to make the product dry because of weather so they are paid ₹10/200grams of Papad
daily to cover up the fuel charge
6. The bonus is paid under Payment of Bonus Act. It’s paid two times in a financial year
i.e. at Diwali and at year ending.
7. The Salaried employee i.e. the administration staff are eligible for leave encashment
and are paid monthly. They also get the benefits of firm’s Profit Sharing and overtime.
Some of the employees are benefited with HRA and travelling allowance.
8. The sales team is having different pay structure they have various incentives associated
with their Fixed pay and are paid according to their performance

23
Production and Operations Management

24
The Transformation Process
Introduction:

Every organization, be it a product or service organization, transforms certain inputs into

outputs. For getting the desired output, the quality of the inputs has to be monitored. The quality
of the actual output obtained also has to be continuously compared with desired output. There
are some random disturbance hampering the transformation process of converting the inputs
into desired outputs. These random disturbance are unexpected and sometimes not planned for.
They are mostly due to external environment. A feedback mechanism is used to monitor the
performance of the transformation process.

Chart-2( Transformation Process)

Transformation Process model can give a bird-eye view to the entire manufacturing process.
For FMCG products transformation model is useful to reduce wastage during manufacturing
process. In continuous production using transformation process model we can know which type
of disturbance may hinder the process. It allows the production engineer to be limited with
problems that can affect the manufacturing process.
Manufacturing Process of Papad:

25
Papad is a thin wafer like Crackers or Flatbread. It can be cooked by deep frying, toasting over
an open flame, microwaving. Papad can be produced from different varieties of pulses. At
Lijjat Papad they have a semi-automatic plant for manufacturing, most of the work is done by
manual efforts because machine are unable to produce the required thickness in Papad and to
reduce the manufacturing cost they rely on Sun for drying the Papad.
Stages of manufacturing:
1. Dough Formation from various ingredients
2. Making small balls from the Dough.
3. Pressing
4. Cooling and Packing
The manufacturing cycle starts from Dough formation and ends at packing section.

Findings:

Random Disturbance:
Shortage of Rawmaterials
Unavailability of labours
Shortage of power

Quality of inputs monitored Distribution gets hindered Quality of outputs

Rain and change in weather
monitored

Inputs Repair of machinery

Outputs
Raw material: Less wastage
I
1. Udad Ma
Good rate off
Flour production
2. Water Transformation Process
3. Spices Lesser time for
production
Labours
Cost reduction
Packaging Material
Good quality of Papad
Dough making
Machinery.

Oven Feedback Mechanism

Facility Customer Satisfaction

Rising revenue

Rising sales volume

Increase in productivity

Increase in the demand

The Transformation Process at Lijjat Papad:

1. The transformation process clearly shows the required inputs for the manufacturing
process.

26
2. Here the quality of input is monitored by checking the Quality of the dough, the
moisture level, the packaging material is also checked in terms of quantity, the quality
check of spices are also done according to FSSAI standards
3. The random disturbance which may occur in the manufacturing process is shown in the
model. It can be due to change in weather or problems with machinery, etc.
4. The quality of the output is checked by verifying that it is matching with the standards
like thickness, shape, size and dryness.
5. The Output of the manufacturing process clearly shows what the end outcome should
be i.e high production rate, efficiency in manufacturing, less wastage, etc.
6. The Feedback mechanism helps the manufacturing process to make necessary changes
for example if there is a high demand then we should change the input factors
accordingly.

27
Research Methodology

28
 Consumer Buying Behaviour of Branded Goods

Introduction

Consumer Buying Behaviour refers to the buying behaviour of final customers-individuals and
households who buy goods and services for the personal consumption

-Kotler and Armstrong

Consumer buying behaviour consists of the acts of individual in obtaining, using and disposing
of economic goods and services, including the decision processes that precedes and determine
these acts.

Determinants of buying behaviour:

Internal factors:

1. Needs
2. Perception
3. Attitude
4. Learning
5. Motivation

External factors:

1. Social influences
2. Family influences
3. Cultural influences
4. Economic influence
5. Business influence

Brand: A brand is a name, term, symbol or design to identify the goods or services and to
differentiate them from those of the competitors

Branding is the practice of giving a specific name to a product or a group of products of one
seller. Branding is the process of finding and fixing the means of identification. In other words,
naming the product.

Types of brands:

1. Individual Brands

29
 2. Family Brands
3. Company Brands
4. Combination Brands
5. Private or Middlemen’s Brands

Brand Loyalty is said to occur when a customer makes the choice of purchasing one brand
from among a set of alternatives consistently over a period of time. Brand loyalty was always
considered to be related to repetitive purchase behaviour. Brand loyalty is measured as the
most important indicator of brand equity

Problem Statement:

To study about consumer buying behaviour towards branded goods and factors
affecting the buying behaviour when related to branded goods.

Research Method:

A Field research have been done using Mail Questionnaire as a tool, the research was based on
sample of population living in Urban area, data collected is based on diversifying factors like
Age, Gender, income group, etc. This descriptive research have been done by taking responses
from 100 people. The research aim to study about the factors affecting the buying behaviour
consumer towards branded goods.

Analysis and interpretation of the collected data:

1. Determining the customers brand loyalty:

Chart-3

According to the study, 41.4% people says that they are brand loyal customers. This indicates
that they are particular about buying product of specific brands

30
2. Factor which the customer is mostly concerned while purchasing branded goods:

According to the study 42.2% go with Quality as main factor which governs the purchasing of
branded goods, other factors are Good service, previous experience, trust, comfort, uniqueness
and luxury.

3. Whether the price factor affects the sale of branded goods or not:

Chart-4

According to the study, 45.5% people agrees that will switch over towards unbranded goods if
the price of branded goods are more for no particular reason

31
4. Whether the brands is justifying the quality with price they charge

Chart-5

According to the study 48.5% people agree that they are well served with the quality aspect by
Brands

5. The external factor which effect the consumer while purchasing a branded good:

chart-6

According to the study, 57.8% people are influenced by family members while making a
purchase decision. Therefore the external factor like family influences have strong effect while
making purchase decision for branded goods.

32
6. Importance of Quality factor for branded goods:

Chart-7

According to the study, 70% of people gives prime importance towards Quality factor. So
brands should concentrate more on quality.

7. Effects of sales promotion in selecting the brands

Chart-8

According to the study, 45.5% are brand switchers and are in search of promotional benefits.
Thus Brands should come up with better promotional policies.

8. Importance to have a good brand name:

Chart-9

33
According to the study, 7.9% people strongly agrees that brand name influence them to
purchase the good. A brand should try to make the brand name familiar to the customer such
that they can easily be selective for the goods.

9. Effects of good packaging in branded goods:

Chart-10

According to the study. 12.9% strongly agree and 63.5% agree that attractive packaging makes
branded goods more saleable in the market so the brands should also focus on the packaging
for branded goods.

10. People’s preference towards purchasing grains and pulses:

Chart-11

According to the study 27.5% respond ‘NO’ and 37.3% respond maybe they purchase grains
and pulses in packaged form from a specific brand. Here the consumer is more speculative
related buying the product.

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Conclusion:

The research clearly shows how some of the factors affects the consumer’s buying behaviour.
The research has most of its respondents of age group 20-26, but there is a clear distinction in
gender. The study states that the branded goods should more focus on quality giving,
promotional strategy and new way to advertise their product and have a good brand name.

The research also shows the effect of price with buying behaviour. The marketer should try to
focus that the price of the good is reasonable. There is a change in buying behaviour of
consumer towards food grains and pulses, earlier they didn’t look over towards brand while
purchasing them but there is a change in the buying behaviour of customers. There are many
potential prospects for buying food grains and pulses of a particular Brand.

Limitations:

1. The respondents share same age bar in the study, this will generate biasness towards
the study.
2. There are many factors which affect the brand but the study is conducted with limited
variables like quality and price.

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Entrepreneurship

36
 Report on Indian Entrepreneurs

Kiran Mazumudar-Shaw:

Background:

Kiran Mazumdar Shaw was born on March 23 1953 in Bangalore. She had her schooling at
Bishop Cotton Girl School and Mount Carmel College. After completeing B.sc in Zoology
from Bangalore University in 1973, she went to Ballart University in Melbourne, Australia and
qualified as a Master Brewer.

Kiran Mazumudar Shaw started her Professional career as a trainee brewer in Carlton and
United Beverages in 1974. In 1978, she joined as trainee Manager in Biocon Biochemicals
Limited in Ireland. In the same year, Mazumudar Shaw founded Biocon India, in collaboration
with Biocon Biochemical Ltd, with a capital of ₹10,000. She initially faced many problems
regarding funds for her business. Banks were hesitant to give loan to her aas biotechnology
firm was a totally new field at that time and she was a woman entrepreneur, which was a rare
phenomenon

Ms. Kiran Mazumdar-Shaw is the pioneer to biotechnology industry in India and the founder
of the country’s leading biotechnology enterprise, Biocon. Born to a Gujarati Family at
Bangalore. She is a self- made billionaire. Her rich contributions to research, innovation and
affordable healthcare have been recognized by several national and international awards.

Traits Identified:

 Strong Sense of self: Kiran Mazumudar-Shaw had a strong sense of self because when
she was starting the business there were very few biotechnological firm in fact the
whole branch was new, she faced many problem like availability of seed capital from
banks, because banks where not financing this type of business at that time. Another
problem was non availability of the personnel from the same field.
 Vision: She had a good vision for her business and a strong belief of success for her
firm. She started the firm when others were not interested in biotechnological firms
 Adaptability to change: As a Master Brewer Kiran thought of setting up a brewery but
due to regulation she turned herself to Biotechnology.

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  Leadership: As the chairperson of Biocon, she look over and guides the management
for any decision making
 Risk Taking ability: Kiran always tried to take risk and take decision making. For
example she took seed capital for a new venture in India when other firms are much
looking.

Achievements:

Named among TIME magazine’s 100 most influential people in the world She has been
recognized as the only Indian on Forbes' list of 'World's Self-Made Women Billionaires.' She
has been conferred with the highest French distinction - Chevalier de l’Ordre National de la
Légion d’Honneur (Knight of the Legion of Honour). Ms Mazumdar-Shaw is Chairperson of
the Board of Governors of the Indian Institute of Management, Bangalore,

Philanthropic activities: Ms Mazumdar-Shaw’s commitment to affordable healthcare

extends beyond business. Her philanthropic initiatives are directed at making a difference to
the lives of the marginalized communities. Through Biocon Foundation’s primary healthcare
centres, telemedicine initiatives, health awareness programs, public health and sanitation
initiatives and preventive screenings for oral and cervical cancer, she is making an enduring
impact on society. She has also established the 1,400-bed Mazumdar-Shaw Cancer Center in
Bangalore to deliver affordable world-class cancer care services to patients irrespective of
socio-economic status. She has also set up the Mazumdar Shaw Center for Translational
Research, a non-profit research institute dedicated to developing scientific breakthroughs for
treating a wide range of human diseases. Her philanthropic efforts have led her to be featured
in the Forbes’ List of ‘Heroes of Philanthropy’. Ms. Mazumdar-Shaw is also the second Indian
to join the Giving Pledge global initiative created by Warren Buffett and Bill and Melinda
Gates that encourages billionaires to give the majority of their wealth to philanthropic causes.-

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Dilip Sanghvi:

Dilip Shanghvi (born 1 October 1955) is an Indian billionaire businessman and one of the
country's richest people. He founded Sun Pharmaceuticals with a partner, Pradeep Ghosh. The
Government of India awarded him the civilian honour of the Padma Shri in 2016. India Today
magazine ranked him #8th in India's most powerful people of 2017 list.

Dilip Shanghvi is a Gujarati who was born in small town of Amreli in Gujarat to Shantilal
Sanghvi and Kumud Sanghvi. Shanghvi earned a Bachelor of Commerce degree from the
University of Calcutta.[8] He is an alumnus of J. J. Ajmera High School and Bhawanipur
Education Society College, from where he did his schooling and graduation, respectively.

He started by helping his father in his wholesale generic drugs business in Kolkata. It was
during this work that he thought of manufacturing his own drugs instead of selling others'
products.

Shanghvi started Sun Pharmaceutical Industries with capital of ₹10,000 in 1982 at Vapi, with
one psychiatry drug and a partner, Pradeep Ghosh. In 1997, Sun acquired Caraco Pharma, a
loss-making American company, with the aim of expanding Sun's reach in the United
States.Sun also acquired Israel's Taro Pharma in 2007. Shanghvi stepped down as chairman
and CEO in 2012 and chose Israel Makov, formerly CEO of Teva Pharmaceuticals, as his
successor; Shangvi became managing director. In April 2014 Sun, Ranbaxy, and Daiichi
Sankyo (the majority shareholder in Ranbaxy) agreed that Sun would acquire all outstanding
shares of Ranbaxy for $3.2B in Sun stock and that Sun would take on $800M in Ranbaxy debt;
the deal closed in March 2015 and made Sun the largest drug company in India and the fifth
largest in the world, and made Daiichi the second largest shareholder in Sun.

The man behind unmatched success of Sun pharma, former chairman of Sun Pharma. Started
his journey in 1983 venture as Pharmaceutical Wholesaler. He had an even humbler beginning
and started as a pharmaceutical products wholesaler in Kolkata. Dilip Sanghvi has succeeded
in the industry by deciding to stress on niche markets like lifestyle and psychiatry drugs. The
first unit of Sun Pharmaceuticals was set up in Gujarat to manufacture psychiatry medications.

39
Traits:

 Risk taking: Dilip Sanghvi had a talent for turning around companies in distress. He
has been consistent and balanced in his expansion plans and implementation. His
takeover of Caraco Pharma, which took place in 1997 was not seen as a worthy move
by many industry experts. Through his efforts the loss-making company is now making
money.
 Planning: Each of his acquisitions was well planned and they enabled him to diversify
business to new sectors. The takeover of Milmet Labs enabled Sun to venture into
ophthalmology. In 1987, when the company began selling products on a national scale,
it was ranked 108th. Now, it sits at number six, which is nothing short of phenomenal.
 Leadership: Under the leadership of Dilip Sanghvi, Sun Pharmaceuticals continued its
expansion and joint ventures with several European and US drug majors.
 Ambitious: Dilip Sanghvi has ambitious plans chalked out both for Indian and overseas
market. For Dilip Sanghvi and his company, the Ranbaxy takeover can prove to be a
big game-changer. It will give him the scope to spread into emerging markets where
Ranbaxy products are popular. He looks forward to use his skill at turning around weak
businesses and revive Ranbaxy.

Achievements:

It is quite hard to believe that the third richest person in India started his Pharma company with
just five products and five people. He had an even humbler beginning and started as a
pharmaceutical products wholesaler in Kolkata. Dilip Sanghvi has succeeded in the industry
by deciding to stress on niche markets like lifestyle and psychiatry drugs. The company’s
revenue has grown fourfold and it now stands at a staggering Rs 22.37 billion. As of August
2014, he had a net worth of $17.2 billion.

40
 Traits identified in woman entrepreneur at Lijjat Papad

Passion and Motivation

Although there are many traits that make an entrepreneur successful, perhaps the most
important are passion and motivation. From building and implementing a prototype to pitching
the idea to her team, success is a function of passion and determination.

Not Afraid to Take Risks

Entrepreneurs are risk takers, ready to dive deep into a future of uncertainty. But here at Lijjat
papad they evaluate the risk concern before investing.

Self-belief, Hard Work and Disciplined Dedication

Entrepreneurs believe in themselves and are confident and dedicated to their project. The
manager is highly focussed to achieve the daily target and inspires the teammate by showing
high dedication

Adaptable and Flexible

Being passionate and dedicated is important, but being inflexible about client or market needs
will lead to failure. At lijjat Papad the manager is having multi-faceted skill such that she
adaptable with different line of work like production, marketing and accountancy

Product and Market Knowledge

Entrepreneurs know their product inside and out. She knows how the market and takes action
when there is fluctuation in it

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References
(n.d.).

Bhedi, K. (2014). Production and Operation Management. Oxford Publication.

kothari, C. (2010). Research Methodology. New Age Publication.

Lessler, G. (2010). Human Resource Management. MC graw hill.

Pandey, I. (2010). Finance Management. Vikas Publication.

Pillai, R. (2014). Marketing Management. S.Chand .

Shah, J. (2009). Supply Chain Management. Pearson.

Shah, P. (2010). Management Accounting. Oxford Publication.

Websites:
https://cpsmtraining.com/why-porters-five-forces-is-important-in-supply-chain/
https://economictimes.indiatimes.com/jobs/what-is-variable-pay/articleshow/15525050.cms/
http://www.lijjat.com/Organisation/CoreValue.aspx/
http://www.lijjat.com/Organisation/AboutUs.aspx/

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