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Impact of Patanjali products on the FMCG Business
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www.ijifr.com Volume 4 Issue 5 January 2017
International Journal of Informative & Futuristic Research ISSN: 2347-1697

The Impact of Patanjali Products on the
FMCG Business Hither to Dominated by
Multi-Nationals like Hul, P&G, Nestle etc.
Management
Paper ID IJIFR/V4/ E5/ 061 Page No. 6361-6382 Subject Area
Studies
Fast Moving Consumer Goods, Non-Probability Convenience Sampling
Procedure, Advertisements, Quality, Baba Ramdev's Spirituality, Indigenous
Key Words
Manufacturing, Ayurvedic Experience Patanjali Products, Kaiser-Meyer-
Olkin Measure, Bartlett's Test of Sphericity
Associate Dean,
Mukesh Patel School of Technology, Management
1st Dr. Anuja Agarwal
and Engineering , SVKM’s NMIMS University
Mumbai-Maharashtra
2nd Sakshi Gupta MBA Tech. Student
Mukesh Patel School of Technology, Management
3rd Srashti Gupta
and Engineering , SVKM’s NMIMS University
4th Vinayak Nautiyal Mumbai-Maharashtra
Abstract
With trade analysts ruling out Patanjali just as a fad, many of the big
player FMCG companies are discussing the strong Patanjali brand in their
board rooms. Patanjali is also being called the Indian Body Shop. We try to
understand the buying behaviour of the consumers of Patanjali and also the
most beneficial product mix of Patanjali and areas of opportunity for them
through questionnaire and interviews. It is worth to know whether
Patanjali can increase their market share, penetration and sales by
deploying their resources to the popular products and leverage the most
influential factor of customers buying decision for their growth. Through
this we would also see whether Patanjali increasing their modes of supply
chain has solved their problem of shortage of goods. This will help us
understand the impact of Patanjali products on the FMCG business
previously dominated by big shot companies like HUL, P&G and Nestle.
I. INTRODUCTION
Patanjali has grown from strength to strength and is giving big player FMCG companies a
run for their money. With recording net sales worth Rs. 2000 crores last year and targeting a
This work is published under Attribution-NonCommercial-ShareAlike 4.0 International License 6361

Copyright©IJIFR 2017
.
ISSN: 2347-1697
International Journal of Informative & Futuristic Research (IJIFR)
Volume - 4, Issue -5, January 2017
Continuous 41st Edition, Page No: 6361-6382
net sales worth Rs. 5000 crores this financial year ending in a few days, Patanjali has really
come a long way. Everything is working right for them. This type of growth is very
astonishing for an Indian company competing with foreign players like HUL, P&G and
Nestle. It has already crossed the sales of many established players. Baba Ramdev, price and
quality are the three most important factors working for them. With trade analysts
estimating that Patanjali will cross the Rs. 20,000 crores mark by 2020, it is definitely a
force to reckon with and take notice of before it’s too late. With strategic alliances with
many e commerce business and supermarkets like Big Bazaar and Reliance Fresh Direct, it
has increased its value chain. Patanjali has realized that to succeed they have to enhance
their distribution from the tradition Patanjali Arogya Kendra or Chikitsalyas. Patanjali has a
diverse product portfolio from having nutrition and supplements to grocery, from home care
to personal care and health care. It has just entered into the health juice products trying to
compete with Real and Tropicana. Cow ghee is its most famous product. With expansion
plans in Maharashtra, Patanjali wants to step up its production so that it can meet the
growing demand of products and avoid shortage. It is also thinking of setting up a food plant
somewhere in south of India. With low advertising spends, Patanjali has still been able to
carve a name for itself. But in recent months it has amplified its advertisements. The price of
Patanjali products are around 20% lower than that of their competitors and it is a huge
reason why it is gaining popularity besides eating into the market share. On the quality front
also it is excellent as it leverages its image of being ayurvedic and swadeshi factor. The
recommendations of Patanjali are working very good for the brand itself as people are
recommending it to their friends and family members. It seems that there is more
acceptability of the brand amongst older people than younger people but it won’t take time
for that to change. With demand so great that people at Marine Lines pull up the shutter
after 7 pm to get the products even after the shop is closed for the day for counting cash, it
can be seen that it has carved a place for itself amongst the consumers. It is the next Indian
Body Shop.
1.1 Background of Study
The traditional uses of herbal products have a substantial historical and cultural importance.
Although modern chemical based products exist side by side and have also gained
popularity with the emerging era. Spiritual organizations are launching and selling their own
products for the customers to capture the market influencing the consumption behaviour of
masses, which mainly depend on natural and herbal products. Baba Ramdev’s Patanjali
Ayurved launched in 2006 is perhaps the fastest growing fast moving consumer goods
company in India. A business revolution, marketing through spirituality and an ayurvedic
magic wand for healthy living, it has been called all by researchers in previous background
studies.
1.2 Statement of the Problem
Since Patanjali Ayurved Ltd. is a leading fast moving consumer goods company with a
tremendous growth in the past few years, it is a growing threat to the other influential
FMCG’s. Hence to study the growing market of Patanjali our aim is to determine what
Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Nautiyal :: The Impact of Patanjali Products on the FMCG
Business Hither to Dominated by Multi-Nationals like Hul, P&G, 6362
Nestle etc.
ISSN: 2347-1697
factors are responsible for giving Patanjali a head over others FMCG’s. This study will
determine the different distribution channels through which Patanjali is pushing its products
in the market. It focuses on key determinants which gives Patanjali a competitive edge over
other competitors and also the issues of how the shortage of products is influencing its sales,
customer satisfaction and its production strategy.
So the statement of the problem is that which factors are working for Patanjali and the
perception of these factors towards the consumers along with the most popular product
portfolio among its various distribution channels.
1.3 Purpose of the Study
The purpose of the study is to find out certain factors that have led to the growing boom of
Patanjali products in the market, how different channels lead to pushing sales of products
and to determine how shortage of some best-selling products leads to loss of opportunity
costs and other not popular products have led to increased inventory costs of products
through different distribution channels.
Purpose 1: Based on demographic data, is there any specific pattern which can be
observed?
H0: There is no relationship between the buying pattern of male and female.
H1: There is a relationship between the buying pattern of male and female.
H0: There is no relationship between the buying patterns of on the basis of age groups.
H1: There is a relationship between the buying patterns on the basis of age groups.
Purpose 2: What are the important factors that give Patanjali an edge over other FMCGs?
H0: There is no relationship between the factors that affect the mindset of consumers of
Patanjali.
H1: There is a relationship between the factors that affect the mindset of consumers of
Patanjali.
Purpose 3: Which are the most popular products of Patanjali?
This research will help us to understand the market dynamics and the customer behaviour
regarding Patanjali’s products and why large based customers are switching from multi
nationals like HUL to Patanjali’s herbal based products and to know whether Patanjali can
increase its sales by increasing its opportunity cost and reducing its inventory cost by
manufacturing more popular products.
II. REVIEW OF RELATED LITERATURE

 Layak and Singh (2015) report “Desi bustle v/s MNC muscle” stating how
Ramdev’s Patanjali is setting trend for HUL and how Baba Ramdev’s
unconventional marketing and strong follower base coupled with aggressive pricing
has helped him overtake established players in ayurvedic FMCG like Emami and
Himalaya.
Some facts and figures
 Roy, Lath and Sharma (2015) believe that strong innovation and new products
pipeline, pricing discounts to the peers, ayurvedic and natural propositions with low
A&P spends and manufacturing indigenously lend Patanjali’s products a competitive

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advantage but distribution and stock outs remain a key factor. Patanjali Ayurved is
one of the India’s largest food and herbal parks in the world equipped with an
excellent R&D facility and world‐class manufacturing machinery. Patanjali has
completed its revenue target of INR 2000 crores in FY15 and now the management
has set a revenue target of INR 5000 crores in FY16. The company has low A&P
spends which leverages Baba Ramdev’s brand pull, leads to provide its customers a
discount of 15‐30% to competition, while other companies have A&P spends
ranging from 12‐18%, as a % of sales. Even though the company’s thrust is not on
profitability, the company managed to regulate 20% EBITDA margin in FY15,
supported by better cost management which includes latest machinery and strong
R&D capabilities and lower A&P spends. Patanjali registered revenue CAGR of
64.7% over FY12‐15.
 Vyas (2015) believes Patanjali instead of outsourcing like established, listed FMCG
firms, it has flourished on a backward integration model, using large tracts of land to
cultivate and run its factories. Patanjali's revenues have more than quadrupled in the
past three years. Despite undercutting competitors, PAL's operating margin is around
20% — higher than many of its peers which advertise aggressively.
 According to Pittie (2015), Patanjali is not just targeting its own distribution
Chikitsalayas, but also big retailers like Reliance Retail, Big Bazaar, Hyper City and
Star Bazaar are stocking Ramdev's FMCG products. But the real play is online.
While Patanjali's products are already available at e-commerce site BigBasket,
Ramdev is now aiming for Amazon too.To allow the consumers to locate nearby
outlets that are selling Patanjali products and also to facilitate online ordering of
products, Patanjali has launched its mobile app. Patanjali also sells its products
through the Patanjali Arogya Kendras, Swadeshi Kendras and Patanjali
Chikitsalayas. The company has 10,000 franchisee model of Chikitshalyas and
Arogya Kendras and around 2 lakh outlets that are selling Patanjali products. The
company operates through 100 super distributors.
 Kumar (2014) reports that the Patanjali Mega Food Park (PMFP) has been envisaged
to help in creation of infrastructure for food processing and a ‘farm-to-plate’ supply
chain system. It helps in maximum value addition by backward and forward
integration between the farmers, factory and the market. The supply chain doesn’t
have any intermediary in between but rather it’s a direct from supplier to producer to
consumer. This also helps in reducing the cost because it avoids the unnecessary
commission cost and other related charges of the intermediaries.
 Trend of Patanjali products: Singh and Rajni (2015) reports that PAL perhaps lacks
most ingredients for building a large-scale consumer goods business, be its
negligible A&P (advertising & promotion) spends or distribution network. Yet, the
brand power of a yoga guru has brought PAL into the top league with topline
reportedly in excess of Jyothy Labs and Emami.

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 Rani & Shukla (2012) analysed the trends of Patanjali products that have increased
from 2008 to 2011.The Patanjali Ayurvedic Kendra in Pantnagar was started with 26
Patanjali products. These 26 products includes 13 products in medicinal, 9 products
in food and 4 products in cosmetic category. In 2008 total 63 products were
available at Patanjali Ayurvedic Kendra out of which 34 were medicinal, 22 were
food and 7 were cosmetic products followed with an addition of 22 products during
2009. Till 2012 there were 120 products available among which 44 are medicinal, 34
are food and 55 are cosmetic which says an increase of total 94 products in just 4
years.
 Drawbacks of Patanjali’s growth: A number of limitations perceived by customers,
associated with products acted as barriers in consumer decision making process and
also affected consumer behaviour. Data showed that the problem of shortage of
products on retail outlet as the major limitation as reported by the majority of
respondents (88.88%). Only one retail outlet in Pantnagar market was another
limitation and reported by 63.33 percent respondents. No home delivery (43.33%)
and no any other alternative (36.66%) were also an issue till 2012.Consumers of
Patanjali products also suggested to improve consumer acceptability (51.11%).
Consumers suggested that Patanjali should provide the detailed information about
eve-products. 48.88% suggested improving the delivery system. About 44%
consumers suggested maintaining the regular delivery of products. More
advertisement (41.11%) and clarity in advertisement (37.77%) regarding the product
attributes were other suggestions given by the consumers. It was suggested by 30%
consumers that Patanjali should pack the products especially juice in small amount
in order to improve consumer acceptability. Easy availability of products at retail
shops by 28.88% consumers whereas 21.11% consumers suggested reducing the cost
of some cosmetic products like cream, cleanser, etc. There were 18-19% respondents
who suggested to increase production of products.
 Khasgiwala and Bapat (2014) believe that despite of the great demand of Patanjali
products, the company is still inefficient in its production and supply chain
management. They address the case of retail store owner of Patanjali Ayurveda in
Indore who himself is a highly satisfied consumer of Patanjali products that are low
priced with reasonably good quality. And more so the product becomes value rich
because they carry the name of Baba Ramdev on it but is frustrated with the
availability of these products for other consumers as well.
 Patanjali’s products have captured a huge lot of consumers within a short span of
time providing its loyal customers with exclusive quality and reduced price products.
It has grown during these years with its excellent R&D facility, latest machinery,
better cost management and high tech infrastructure by constructing India’s largest
Food and Herbal Park. It has also established its market online giving a stiff
competition to other FMCG companies. The trend of Patanjali products have
increased tremendously with few limitations of non-availability of products at retail

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stores, less number of retail outlets available and its irregular delivery system.
Despite of its great demand, company is still inefficient in its production and supply
chain management. The company is working on plugging the gaps in the supply
chain and distribution and plans to implement ERP for better inventory management
and consolidate its online presence. The company has worked on its objective of
empowering farmers economically. In upcoming years, due to its herbal base
products company might also leverage some tax exclusion under government
policies leading to increase in its profits and decreased prices of product. The main
marketing tool of the company is its good image after spirituality and is selling its
products under the name of Swami Ramdev. Since Patanjali has its production in-
house, it gives it a competitive advantage over MNC’s like HUL, P&G, NESTLE
etc.
III. RESEARCH METHODOLOGY

3.1 Description of Research Design and Procedures Used
This is a descriptive and causal research of quantitative nature under which
questionnaire study will be carried out. Also a descriptive qualitative research under
which an interview will be carried out is also a part of our design. An ethnographic
study will also be carried out in supermarkets to observe the nature of the buying
behaviour of the consumers.
3.2 Sources of Data
 Participants in this study will include Patanjali consumers (a minimum of 30
participants of two age groups, i.e., 20-34 and 35-60 each and two gender, i.e., male
and female) who will be given a questionnaire. The participants will be selected by
giving it to family members, close friends and relatives. The sampling method to be
used is non probability convenience sampling to select participants. The elements
that will be characteristic of the sample will be sex, age, region and number of
family members. An effort will be made to collect data proportionately from male
and female sex, the age groups and the region. Also, shopkeepers of two Patanjali
Shops and some general stores will be interviewed. The two Patanjali shops are:
 PatanjaliAarogya Kendra, Manoj Villa, Station Road, Vile Parle West, Mumbai –
400056
 PatanjaliChikitsalya, 241, Chandra Mahal Building, Princess Street, Mumbai –
400002
3.3 Sampling Procedures
A non-probability convenience sampling procedure will be used.
3.4 Methods and Instuments of Data Gathering
 Instrument #1 Questionnaire - Materials included is a questionnaire which include
14 questions which is given in the appendix A. The survey will measure the various
independent variables using Likert scale and after primary data collection the data
will be analysed using factor analysis with the help of SPSS. Also the distribution

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network most preferred by consumers and products which consumers hope Patanjali
should manufacture but is not in their product mix are asked. Even the buying
frequency and how consumers stumbled upon Patanjali will be asked besides the
usual demographic data.
 Instrument #2 Interview – The interview questions for the shopkeepers are included
in the appendix B. For the interview part, shopkeepers of Patanjali shops will be
asked their products which are the most selling and also in shortage, the products
which are lying in the inventory and have low sales volume and lastly the products
which consumers enquire about but Patanjali doesn’t manufacture.
 Instrument #3 Observation – The buying behaviour of the consumers in
supermarkets and the interne will be observed under the ethnographic study to know
which products the consumers buy the most.
 A questionnaire will be given to Patanjali consumers to know why they prefer
Patanjali over other brands such as HUL, P&G and Nestle and the factors which are
most influencing. A personal interview with Patanjali shopkeepers will be conducted
about the FMCG products which are so much in demand that there is shortage for
them, products which are not sold much and lead to too much inventory in the
shelves and products about which customers inquire but Patanjali doesn’t
manufacture so that it gives them an opportunity in the various categories of
nutrition and supplements, grocery, home care, personal care and health care and if
possible the quantitative data to support these answers will be noted. For e-
commerce websites like Big Basket, Relaince Fresh Direct, ZopNow and Grofers,
we will try to find the popular products and the shortage products and try to validate
it with our previous data. A similar personal interview can be conducted for general
stores. In supermarkets like Big Bazaar, Relaince Retail, D Mart, Spencer’s Retail
and HyperCITY we can collect data by mere observation about the products which
consumers buy.
3.5 Methods of Data Analysis
The methods of data analysis we are going to use are ANOVA, factor analysis and
correlation analysis using SPSS.
IV. ANALYSIS AND RESULTS

Gender, age and number of family members might have a relationship with various
perceptions. An analysis of variance (ANOVA) tested the perception level of people on
various factors by gender (female, male), age (20-34, 35-60) and number of family members
(1-5, 6-10) each independently. We used a level of significance of 0.05 for all statistical
tests.
Gender, age and number of family members might have a relationship with the
quality perception. People with different age showed a relationship with the quality
perception (F (1, 91) = 6.790, p = 0.011). Older people (n = 34, M = 4.000, SD = 0.7385)

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think more that the quality of Patanjali products is better than other brands than younger
people (n = 59, M = 3.492, SD = 0.9891).
Gender, age and number of family members might have a relationship with Baba
Ramdev’s spirituality perception. People with different age showed a relationship with Baba
Ramdev’s spirituality perception (F (1, 91) = 6.790, p = 0.000).Older people (n = 34, M =
3.412, SD = 1.2090) believe more that Baba Ramdev’s spirituality attracts them towards
Patanjali products than younger people (n = 59, M = 2.237, SD = 1.0058).
Gender, age and number of family members might have a relationship with
indigenous manufacturing perception. People with different age showed a relationship with
indigenous manufacturing perception (F (1, 91) = 15.982, p = 0.000).Older people (n = 34,
M = 4.324, SD = 0.8061) think indigenous manufacturing influences them to buy Patanjali
products more than younger people (n = 59, M = 3.458, SD = 1.1036).
ayurvedic perception. People with different gender showed a relationship with the ayurvedic
perception (F (1, 91) = 4.484, p = 0.037). Female (n = 47, M = 4.085, SD = 0.8554) think
that the ayurvedic properties of Patanjali products influences them to use it more than male
(n = 46, M = 3.674, SD = 1.0122).
experience perception. People with different age showed a relationship with the experience
perception (F (1, 91) = 10.122, p = 0.002). Older people (n = 34, M = 4.235, SD = 0.6060)
think that their overall experience with the products of Patanjali is better than younger
people (n = 59, M = 3.695, SD = 0.8760).
Oneway
Gender
0.0 = Female
1.0 = Male
Table 1: Descriptives
95%
Confidence
Interval for
Mean
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound Minimum Maximum
Price .0 47 3.574 .8532 .1245 3.324 3.825 2.0 5.0
1.0 46 3.500 .9832 .1450 3.208 3.792 1.0 5.0
Total 93 3.538 .9156 .0949 3.349 3.726 1.0 5.0
Advertisements .0 47 3.383 1.0540 .1537 3.073 3.692 1.0 5.0
1.0 46 2.935 1.1624 .1714 2.590 3.280 1.0 5.0
Total 93 3.161 1.1257 .1167 2.929 3.393 1.0 5.0
Quality .0 47 3.787 .8324 .1214 3.543 4.032 1.0 5.0
1.0 46 3.565 1.0253 .1512 3.261 3.870 1.0 5.0
Total 93 3.677 .9344 .0969 3.485 3.870 1.0 5.0
Baba Ramdev's .0 47 2.745 1.2763 .1862 2.370 3.119 1.0 5.0
spirituality 1.0 46 2.587 1.1657 .1719 2.241 2.933 1.0 5.0

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Total 93 2.667 1.2188 .1264 2.416 2.918 1.0 5.0

Indigenous .0 47 3.766 1.0470 .1527 3.459 4.073 1.0 5.0
manufacturing 1.0 46 3.783 1.1336 .1671 3.446 4.119 1.0 5.0
Total 93 3.774 1.0848 .1125 3.551 3.998 1.0 5.0
Ayurvedic .0 47 4.085 .8554 .1248 3.834 4.336 1.0 5.0
1.0 46 3.674 1.0122 .1492 3.373 3.975 1.0 5.0
Total 93 3.882 .9538 .0989 3.685 4.078 1.0 5.0
Available .0 47 3.191 1.0558 .1540 2.881 3.501 1.0 5.0
1.0 46 3.239 .9703 .1431 2.951 3.527 1.0 5.0
Total 93 3.215 1.0092 .1046 3.007 3.423 1.0 5.0
Recommendations .0 47 3.702 1.0615 .1548 3.390 4.014 1.0 5.0
1.0 46 3.674 .9441 .1392 3.394 3.954 1.0 5.0
Total 93 3.688 .9998 .1037 3.482 3.894 1.0 5.0
Experience .0 47 3.936 .7634 .1114 3.712 4.160 1.0 5.0
1.0 46 3.848 .8936 .1318 3.582 4.113 1.0 5.0
Total 93 3.892 .8270 .0858 3.722 4.063 1.0 5.0
Table 2: ANOVA
Sum of Squares df Mean Square F Sig.
Price Between Groups .129 1 .129 .152 .697
Within Groups 76.989 91 .846
Total 77.118 92
Advertisements Between Groups 4.670 1 4.670 3.797 .054
Within Groups 111.911 91 1.230
Total 116.581 92
Quality Between Groups 1.146 1 1.146 1.317 .254
Total 80.323 92
Baba Ramdev's spirituality Between Groups .578 1 .578 .387 .536
Total 136.667 92
Indigenous manufacturing Between Groups .006 1 .006 .005 .941
Total 108.258 92
Ayurvedic Between Groups 3.931 1 3.931 4.484 .037
Total 83.699 92
Available Between Groups .053 1 .053 .051 .821
Total 93.699 92
Recommendations Between Groups .019 1 .019 .018 .893
Total 91.957 92
Experience Between Groups .181 1 .181 .263 .609
Total 62.925 92

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Oneway
Age
0.0 = 20 - 34
1.0 = 35-60
95%
Confidence
Interval for
Mean
Price .0 59 3.492 .9168 .1194 3.253 3.730 1.0 5.0
1.0 34 3.618 .9216 .1581 3.296 3.939 1.0 5.0
Total 93 3.538 .9156 .0949 3.349 3.726 1.0 5.0
Advertisements .0 59 3.068 1.0965 .1427 2.782 3.354 1.0 5.0
1.0 34 3.324 1.1735 .2012 2.914 3.733 1.0 5.0
Total 93 3.161 1.1257 .1167 2.929 3.393 1.0 5.0
Quality .0 59 3.492 .9891 .1288 3.234 3.749 1.0 5.0
1.0 34 4.000 .7385 .1267 3.742 4.258 1.0 5.0
Total 93 3.677 .9344 .0969 3.485 3.870 1.0 5.0
Baba Ramdev's .0 59 2.237 1.0058 .1309 1.975 2.499 1.0 5.0
spirituality 1.0 34 3.412 1.2090 .2073 2.990 3.834 1.0 5.0
Total 93 2.667 1.2188 .1264 2.416 2.918 1.0 5.0
Indigenous .0 59 3.458 1.1036 .1437 3.170 3.745 1.0 5.0
manufacturing 1.0 34 4.324 .8061 .1382 4.042 4.605 2.0 5.0
Total 93 3.774 1.0848 .1125 3.551 3.998 1.0 5.0
Ayurvedic .0 59 3.746 .9209 .1199 3.506 3.986 1.0 5.0
1.0 34 4.118 .9775 .1676 3.777 4.459 1.0 5.0
Total 93 3.882 .9538 .0989 3.685 4.078 1.0 5.0
Available .0 59 3.322 .9727 .1266 3.069 3.576 1.0 5.0
1.0 34 3.029 1.0585 .1815 2.660 3.399 1.0 5.0
Total 93 3.215 1.0092 .1046 3.007 3.423 1.0 5.0
Recommendations .0 59 3.695 .9871 .1285 3.438 3.952 1.0 5.0
1.0 34 3.676 1.0363 .1777 3.315 4.038 1.0 5.0
Total 93 3.688 .9998 .1037 3.482 3.894 1.0 5.0
Experience .0 59 3.695 .8760 .1140 3.467 3.923 1.0 5.0
1.0 34 4.235 .6060 .1039 4.024 4.447 3.0 5.0
Total 93 3.892 .8270 .0858 3.722 4.063 1.0 5.0
Table 4: ANOVA
Sum of Mean
Squares Df Square F Sig.
Price Between Groups .343 1 .343 .407 .525
Total 77.118 92
Advertisements Between Groups 1.411 1 1.411 1.115 .294

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Total 116.581 92
Quality Between Groups 5.577 1 5.577 6.790 .011
Total 80.323 92
Baba Ramdev's Between Groups 29.753 1 29.753 25.325 .000
spirituality Within Groups 106.913 91 1.175
Total 136.667 92
Indigenous Between Groups 16.173 1 16.173 15.982 .000
manufacturing Within Groups 92.085 91 1.012
Total 108.258 92
Ayurvedic Between Groups 2.983 1 2.983 3.363 .070
Total 83.699 92
Available Between Groups 1.847 1 1.847 1.830 .179
Total 93.699 92
Recommendations Between Groups .007 1 .007 .007 .932
Total 91.957 92
Experience Between Groups 6.299 1 6.299 10.122 .002
Total 62.925 92
Oneway
Number of family members
0.0 = 1 - 5
1.0 = 6 - 10
95%
Confidence
Interval for
Mean
Price .0 75 3.533 .9054 .1046 3.325 3.742 1.0 5.0
1.0 18 3.556 .9835 .2318 3.066 4.045 2.0 5.0
Total 93 3.538 .9156 .0949 3.349 3.726 1.0 5.0
Advertisements .0 75 3.187 1.0867 .1255 2.937 3.437 1.0 5.0
1.0 18 3.056 1.3048 .3076 2.407 3.704 1.0 5.0
Total 93 3.161 1.1257 .1167 2.929 3.393 1.0 5.0
Quality .0 75 3.680 .9886 .1142 3.453 3.907 1.0 5.0
1.0 18 3.667 .6860 .1617 3.326 4.008 3.0 5.0
Total 93 3.677 .9344 .0969 3.485 3.870 1.0 5.0
Baba Ramdev's .0 75 2.693 1.2837 .1482 2.398 2.989 1.0 5.0
spirituality 1.0 18 2.556 .9218 .2173 2.097 3.014 1.0 4.0
Total 93 2.667 1.2188 .1264 2.416 2.918 1.0 5.0

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Indigenous .0 75 3.800 1.1271 .1301 3.541 4.059 1.0 5.0

manufacturing 1.0 18 3.667 .9075 .2139 3.215 4.118 2.0 5.0
Total 93 3.774 1.0848 .1125 3.551 3.998 1.0 5.0
Ayurvedic .0 75 3.893 1.0077 .1164 3.661 4.125 1.0 5.0
1.0 18 3.833 .7071 .1667 3.482 4.185 2.0 5.0
Total 93 3.882 .9538 .0989 3.685 4.078 1.0 5.0
Available .0 75 3.160 1.0140 .1171 2.927 3.393 1.0 5.0
1.0 18 3.444 .9835 .2318 2.955 3.934 2.0 5.0
Total 93 3.215 1.0092 .1046 3.007 3.423 1.0 5.0
Recommendations .0 75 3.653 1.0590 .1223 3.410 3.897 1.0 5.0
1.0 18 3.833 .7071 .1667 3.482 4.185 2.0 5.0
Total 93 3.688 .9998 .1037 3.482 3.894 1.0 5.0
Experience .0 75 3.893 .8314 .0960 3.702 4.085 1.0 5.0
1.0 18 3.889 .8324 .1962 3.475 4.303 3.0 5.0
Total 93 3.892 .8270 .0858 3.722 4.063 1.0 5.0
Table 6: ANOVA
Sum of Mean
Squares Df Square F Sig.
Price Between
.007 1 .007 .008 .927
Groups
Total 77.118 92
Advertisements Between
.250 1 .250 .195 .660
Groups
Total 116.581 92
Quality Between
.003 1 .003 .003 .957
Groups
Total 80.323 92
Baba Ramdev's Between
.276 1 .276 .184 .669
spirituality Groups
Total 136.667 92
Indigenous Between
.258 1 .258 .217 .642
manufacturing Groups
Total 108.258 92
Ayurvedic Between
.052 1 .052 .057 .812
Groups
Total 83.699 92
Available Between
1.174 1 1.174 1.155 .285
Groups
Total 93.699 92

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Recommendations Between
.470 1 .470 .468 .496
Groups
Total 91.957 92
Experience Between
.000 1 .000 .000 .984
Groups
Total 62.925 92
Factor Analysis is used to explore the factors that affect the consumers of Patanjali. The
descriptive statistics of the factor responses are measured.
Table 7: Descriptive Statistics

Mean Std. Deviation Analysis N
Price 3.538 .9156 93
Advertisements 3.161 1.1257 93
Quality 3.677 .9344 93
Baba Ramdev's spirituality 2.667 1.2188 93
Indigenous manufacturing 3.774 1.0848 93
Ayurvedic 3.882 .9538 93
Availability 3.215 1.0092 93
Recommendations 3.688 .9998 93
Experience 3.892 .8270 93
Kaiser-Meyer-Olkin Measure of Sampling Adequacy - This measure varies between 0 and
1. A value of 0.6 is a suggested minimum. The KMO measure for our analysis is 0.633 and
shows that the numbers of samples we have taken are adequate.
Bartlett's Test of Sphericity - This tests the null hypothesis that the correlation matrix is an
identity matrix. The measure should be less than 0.05. The significance value of our
Bartlett’s Test is 0.00. Hence the null hypothesis is rejected and a relationship exists
between the factors.
Table 8: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .633
Bartlett's Test of Sphericity Approx. Chi-Square 164.783
Df 36
Sig. .000
Taken together, these tests provide a minimum standard which should be passed before a
factor analysis (or a principal components analysis) should be conducted. In our analysis we
have taken 9 variables, so we have 9 factors. We look only for the components that have
eigenvalues of 1 or more. So we determine how many components meet this criterion. The
initial eigenvalues for each component are listed in the 1stcolumn. Only the components 1, 2
and 3 have eigenvalues more than 1. So we can look at the percentage of variance that each
component explains. Component 1 has 30.231% variance, Component 2 has 16.262%
variance and Component 3 has 12.665% variance which gives us a cumulative variance of

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59.158% explained by these three components. So these three components have major
variance within this set of data.
Table 9: Total Variance Explained
Extraction Sums of Squared Rotation Sums of Squared
Initial Eigenvalues Loadings Loadings
% of Cumulative % of Cumulative % of Cumulative
Component Total Variance % Total Variance % Total Variance %
1 2.721 30.231 30.231 2.721 30.231 30.231 2.051 22.784 22.784
2 1.464 16.262 46.493 1.464 16.262 46.493 1.770 19.666 42.450
3 1.140 12.665 59.158 1.140 12.665 59.158 1.504 16.708 59.158
4 .942 10.472 69.630
5 .783 8.699 78.329
6 .641 7.117 85.446
7 .580 6.450 91.895
8 .460 5.113 97.009
9 .269 2.991 100.000
Extraction Method: Principal Component Analysis.
The scree plot graphs the eigenvalue against the component number. We look for a change
for an elbow in the line. The only components above this break for elbow are retained. The
elbow breaks at component 3. So this explains that component 1, 2 and 3 captures much
more variance than any other component, while other successive components are accounting
for smaller and smaller amounts of the total variance. So we can suggest retaining only
component 1, 2 and 3. A plot of the eigenvalues is provided below.
Figure 1: Screen Plot

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The three components tell us about the major factors which should be considered first when
understanding the consumers of Patanjali products. In component 1, the most important
factor is advertisements whose value is 0.783. It means around 63 % variance in component
1 is explained by advertisements. It is followed by quality, experience and price showing
strong coefficients. This means that the 1st component is Value Communication. In
component 2 we have recommendations and ayurvedic as the important factors. Hence we
call this factor Word of Mouth because we know that people give recommendations about
ayurvedic products. In component 3 we have Baba Ramdev’s spirituality and indigenous
manufacturing. We can call this Baba Ramdev’s indigenous factor as we can see Baba
Ramdev promoting the swadeshi concept and hence people are getting attracted towards
Patanjali.
Table 10: Rotated Component Matrixa

Component
1 2 3
Advertisements .738 -.113 .033
Quality .711 .353 .134
Experience .680 .473 .121
Price .619 -.041 -.125
Recommendations -.090 .783 -.078
Ayurvedic .341 .646 .145
Indigenous manufacturing .144 .244 .790
Baba Ramdev's
-.026 .479 .527
spirituality
Availability .093 .295 -.725
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 5 iterations.
For correlation analysis, it is a thumb rule that if the value of p is less than 0.05 then the
correlation is considered to be significant. The values of Pearson coefficient is from -1 to
1.The closer the value is to -1 to +1, the stronger the association is between the variables. In
this case, we have a positive correlation between quality and price with the value of p =
0.006 and r = 0.281 which means that there is a weak correlation, indicating the increase of
price would lead to a slight increase in quality.
Table 11 : Correlations
Price Quality
Price Pearson Correlation 1 .281**
Sig. (2-tailed) .006
N 93 93
**
Quality Pearson Correlation .281 1
N 93 93
**. Correlation is significant at the 0.01 level (2-tailed).

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We have a positive correlation between quality and indigenous manufacturing with the
value of p = 0.009 and r = 0.271 which means that there is a weak correlation, indicating the
increase of indigenous manufacturing would lead to a slight increase in quality.
Indigenous
Quality Manufacturing
Quality Pearson Correlation 1 .271**
N 93 93
Indigenous manufacturing Pearson Correlation .271** 1
N 93 93
We have a positive correlation between indigenous manufacturing and Baba Ramdev's
spirituality with the value of p = 0.000 and r = 0.378 which means that they are moderately
correlated, indicating the increase of Baba Ramdev's spirituality would lead to a moderate
increase in the indigenous manufacturing.
Indigenous Baba Ramdev's
manufacturing spirituality
Indigenous manufacturing Pearson Correlation 1 .378**
N 93 93
Baba Ramdev's spirituality Pearson Correlation .378** 1
N 93 93
We have a positive correlation between Ayurvedic products and quality with the value of p
= 0.000 and r = 0.445 which means that they are moderately correlated, indicating the
increase of Ayurvedic manufacturing would lead to a moderate increase in quality.
Ayurvedic Quality
Ayurvedic Pearson Correlation 1 .445**
N 93 93
Quality Pearson Correlation .445** 1
N 93 93

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We have a positive correlation between Ayurvedic manufacturing and Baba Ramdev's

spirituality with the value of p = 0.010 and r = 0.265 which means that there is a weak
correlation, indicating the increase of Baba Ramdev promoting the use of ayurvedic
products would lead to a slight increase in Ayurvedic manufacturing.
Ayurvedic Baba Ramdev's spirituality
Ayurvedic Pearson Correlation 1 .265*
N 93 93
Baba Ramdev's spirituality Pearson Correlation .265* 1
N 93 93
*. Correlation is significant at the 0.05 level (2-tailed).
We have a positive correlation between indigenous manufacturing and Ayurvedic products
with the value of p = 0.002 and r = 0.321 which means that there is a moderate correlation,
indicating the increase of indigenous manufacturing would lead to a moderate increase in
usage of Ayurvedic products by the consumers.
Indigenous manufacturing Ayurvedic
Indigenous manufacturing Pearson Correlation 1 .321**
N 93 93
Ayurvedic Pearson Correlation .321** 1
N 93 93
We have a negative correlation between Indigenous manufacturing and availability with the
value of p = 0.004 and r = -0.293 which means that there is a weak correlation, indicating
Indigenous manufacturing would lead to a decrease in availability. As we can see large
companies like HUL, P&G outsource their manufacturing activities and only concentrate on
marketing activities. Hence, they do not have any availability issues in the market.
Indigenous
manufacturing Available
Indigenous manufacturing Pearson Correlation 1 -.293**
N 93 93
Availability Pearson Correlation -.293** 1
N 93 93
We have a positive correlation between recommendations and Ayurvedic manufacturing
with the value of p = 0.002 and r = 0.314 which means that they are moderately correlated,

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indicating the increase of word of mouth would lead to a moderate increase in Ayurvedic
manufacturing.
Recommendations Ayurvedic
Recommendations Pearson Correlation 1 .314**
N 93 93
Ayurvedic Pearson Correlation .314** 1
N 93 93
From the various distribution channels, this is a compiled product portfolio of the best-
selling products of Patanjali.
Table 19: Popular Patanjali Products
Patanjali Products Popular
Nutrition and Supplements Chyawanprash
 Chyawanprash Chyawanprash Special
 Badam Pak Special Kesar Chyawanprash
 Ghee Badam Pak
 Honey Ghee
 Health Drinks Cow Ghee
 Fruit Juice Honey
Honey Pure
Health Drinks
Aloevera Juice/ Fibre Juice
Amla Juice
Grocery Wheat Atta

 Biscuits and Cookies Navratna Atta
 Spices Biscuits and Cookies
 Candy Marie
 Herbal Tea Namkeen
 Jam Jam
 Murabba Jam Mixed Fruit
 Soan Papdi
Murabba
 Natural Sugar
Amla Murabba
 Broken Cereals (Dalia)
 Gram Flour (Besan) Pickle
 Pickle Awla Pickle
 Salt Mustard Oil
 Mustard Oil Sarso Tel (Mustard)
 Corn Flakes Noodles
 Dal (Pulses) Atta Noodles
 Rice
 Noodles
 Oats

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 Papad
 Namkeen
 Bura
Home Care Dish Wash Bar
 Agarbatti Super Dish Wash Bar
 Dish Wash Bar
 Herbal Gulal
Personal Care Skin Care
 Skin Care Body Care
Body Care Tejus Body Lotion
Face Wash Face Wash
Face Cream Face Wash Saundarya
Face Pack Gel Aloevera
Foot Cream Gulab Jal
Shave Gel Face Wash Neem Tulsi
Scrubs Face Cream
 Dental Care Anti Wrinkle Cream
Toothpaste Beauty Cream
Tooth Brush Moisturizer Cream
Tooth Powder (Manjan) Shave Gel
 Hair Care Herbal Shave Gel
Shampoo Dental Care
Hair Oil Toothpaste
Conditioner Tooth Paste Dant Kanti
Hair Color Hair Care
 Body Care Shampoo
 Toiletries Shampoo Kesh Kanti Natural
Detergent Powder Shampoo Milk Protein Shikakai
Detergent Cake Kesh Kanti Anti Dandruff Hair Cleanser Shampoo
Hand Wash Kesh Kanti Reetha Hair Cleanser Silk & Shine
Soaps Toiletries
 Eye Care Detergent Powder
Premium Detergent Powder (Machine)
Detergent Cake
Detergent Bar With Herbs
Hand Wash
Herbal Hand Wash
Soaps
Soap Ojas
Soap Mogra
Soap Multani Mitti
Neem Kanti
Haldi Chandan
Aloe Vera Kanti
Panchgavya Kanti Soap

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Rose Body Cleanser

Health Care
 Digestives
 Health and Wellness
V. SUMMARY AND CONCLUSIONS

 Restatement of the Problem
The problem is to understand the important factors that affect the consumers on which Patanjali
should concentrate and within these factors see how the demographics affected and to identify
the best selling product of Patanjali and see which more products that consumer want Patanjali
to manufacture to diversify their product portfolio and in turn grab more market share.
 Description of Procedures
We used a questionnaire to find the various factors that affect consumers according to gender,
age and number of family members. We interviewed shopkeepers about the products of Patanjali
and also found out the popular Patanjali products on e-commerce websites such as ZopNow,
Bigbasket, Snapdeal, supermarkets such as Reliancefreshdirect and the official Patanjali website.
 Major Findings
We find that gender and age have a relationship with the various factors in determining the
consumer’s perception towards Patanjali products. People with older age are more inclined
towards the quality, Baba Ramdev’s spirituality, indigenous manufacturing and experience
perception while in gender, female are more influenced by the ayurvedic products than male.
Thus we accept the first alternate hypothesis. By factor analysis we find that Patanjali should
mainly focus on advertisement, quality, price and experience which would ultimately lead to
value communication. The next think automatically works for them as people give positive word
of mouth or recommendation about Patanjali’s ayurvedic products. The last thing which they
should focus upon is Baba Ramdev promoting swadeshi manufacturing. After promoting it
towards consumers, Baba Ramdev has started promoting it to the shopkeepers also recently.
Thus we accept the second alternate hypothesis. We have also found a basket of products of the
most popular Patanjali products.
 Conclusion and Implications
Thus it reinforces our objectives that there is a relationship between the demographics and the
perception of Patanjali products and also the important factors for Patanjali.Baba Ramdev should
promote swadeshi more towards younger generation as older people are by default influenced
with it. Patanjali should try to convey the quality of products to men. Patanjali has increased
their advertisement expenditure and this can be seen in our results where advertisement is the
most important factor for consumers which are value communication.
 Recommendations
 Baba Ramdev should promote swadeshi more towards younger generation because older
people are already influenced by swadeshi products.
 They should spend more on advertisements as we can see the returns on the advertisement
perception of the consumers. It should be targeted more towards women as they get easily
influenced wherever they see the health benefits of their family as they buy Patanjali
products more frequently because they are the homemaker.
 The bestselling products on which they should focus are given in the analysis.

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 The products which they should manufacture according to consumers are pasta, soft drinks,
make up kit, variety in hair colours, daily product like cheese, ice-cream, paneer, variety of
sweets to distribute in festivals, sunscreens, perfumes, dairy products, milk, body wash,
chocolates, cosmetics, hair dye, they must be available in smaller packages / refill packs,
condoms, birth control pills, wines, anti repellent cream, hair gel, hair removal cream,
bathroom cleaner like sunny floor cleaner, hair color, bread, oil, chips and dips, cheap
stationery and books, muscle builder WEH protein like Endura Mass and baby products.
 Limitations of the study
 Region wise data couldn’t be collected.
 The out of stock popular products were not identified.
 Scope for future research
 We can further identify popular out of stock products on which Patanjali should focus.
 According to the region wise data we can identify clusters and their product preference.
VI. REFERENCES
[1] Bhushan, R. (2015, December 28). Baba Ramdev’s Patanjali becoming contender in consumer
goods space; rival companies brace up for threat. ET Bureau, pp. 1 Retrieved from
http://articles.economictimes.indiatimes.com/2015-12-28/news/69356627_1_products-sunil-
duggal-consumer-goods-space
[2] Khasgiwala, V and Bapat, H. A Yogic Business Revolution: Back to the Future! IOSR Journal
of Business and Management (IOSR-JBM), 1, pp.59-67
[3] Kumar, V., Jain, A., Rahman, Z., and Jain, A. (2014, 15 May). Marketing through Spirituality: A
Case of Patanjali Yogpeeth. Procedia – Social and Behavioral Sciences, 133, pp. 481-490
[4] Rani, S. and Shukla, C. (2012, 9 September). Trend of Patanjali Products: An Ayurvedic Magic
Wand for Healthy Living. Paripex – Indian Journal Of Research, 1(9), pp.93-94
[5] Roy, A., Lath, P. and Sharma, T. (2015, October 1). PATANJALI AYURVED Waiting in the
wings. Edelweiss, pp.1-16
VII. BIOGRAPHIES
Dr. Anuja Agarwal is Associate Dean-Technology Management
MPSTME, NMIMS Mumbai. She has a Ph.D. in Management Studies
(Ph.D. Topic: Study of Applying Creativity, Design Thinking and
Innovation in Management Education) - Mumbai University and MCA,
B.Sc. (Computer Science). Her areas of specialization are Design
Thinking and Innovation in Management and Human Computer
Interaction .She has contributed in over 10 research papers which
consist of 6 International and 4 National Papers. She has also authored
2 case studies and is a keen speaker in various seminars and
conferences. Apart from that she has also co-authored in the section
titled ‘Design Management in India’ in the Handbook of Design Management, published by Berg
Publishers, UK in 2011.With a work experience of 24 years, including as a Visiting Faculty for
Design Thinking & Leadership at Malardalen University, Sweden, she has also conducted courses
on Innovation, Developed a Multidisciplinary Course on “Smart Cities” being offered to the students
from all other schools under the NMIMS University.
Some of her recent achievements include:

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i.) Order of Merit Award for Academic Program on Smart Cities at the Business World Smart Cities
Conclave and Awards Function in New Delhi on the 21st December 2016.
ii.) Kyoto Design Lab Innovation Prize – The Team Won the First Prize For Developing a Low-Cost
Product to Help Manage ‘Freezing’ in a Parkinson’s Disease Patient, at the 24hr Design
Challenge in July 2015 at the Design4Health Conference held at Sheffield Hallam University,
England.
Sakshi Gupta was born in Sri Ganganagar, Rajasthan on the 20th of

March, 1993. She is a final year student pursuing MBA (Tech.) Civil
with Operations, Project and Infrastructure Management as
Management Major at MPSTME, NMIMS Mumbai. She has worked as
an intern in the construction sector and Kalyani Steels Limited, a
reputed steel manufacturing sector company, in their Corporate Office
in Pune under the guidance of the Top Management. She was also an
Executive in Finance and Treasury Department for Civil Engineering
Student Association (CESA) from 2013 to 2015. Her research interests
include in the areas of operations, FMCG industry and technology
management.
Srashti Gupta is a final year student pursuing MBA (Tech.) Civil with
Finance as major at MPSTME, NMIMS Mumbai. She has undertaken
internships in construction sector and also as a project management
intern at Shapoorji Pallonji Pvt. Ltd., helping with the coordination and
key deliverables processes. Her research interests include the areas of
technology management, affordable housing and real estate financing
& pricing strategies.
Vinayak Nautiyal was born in Bombay on the 12th of September, 1994.

He is a final year student pursuing MBA (Tech.) Civil with Finance as
Management Major at MPSTME, NMIMS Mumbai. He has worked as
an intern in the realty sector and the investment banking division. His
research interests includes in the areas of technology management and
financial technology.
TO CITE THIS PAPER
Agarwal, A. , Gupta, S., Gupta, S. , Nautiya, V.l (2017) :: “The Impact of Patanjali
Products on the FMCG Business Hither to Dominated by Multi-Nationals like Hul,
P&G, Nestle etc.” International Journal of Informative & Futuristic Research (ISSN:
2347-1697), Vol. 4 No. (5), January 2017, pp. 6361-6382, Paper ID: IJIFR/V4/E5/061

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Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

II. REVIEW OF RELATED LITERATURE

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

III. RESEARCH METHODOLOGY

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

IV. ANALYSIS AND RESULTS

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Total 93 2.667 1.2188 .1264 2.416 2.918 1.0 5.0

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Within Groups 115.170 91 1.266

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Indigenous .0 75 3.800 1.1271 .1301 3.541 4.059 1.0 5.0

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Table 7: Descriptive Statistics

Table 8: KMO and Bartlett's Test

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Figure 1: Screen Plot

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Table 10: Rotated Component Matrixa

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

We have a positive correlation between Ayurvedic manufacturing and Baba Ramdev's

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Grocery Wheat Atta

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Rose Body Cleanser

V. SUMMARY AND CONCLUSIONS

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

Sakshi Gupta was born in Sri Ganganagar, Rajasthan on the 20th of

Vinayak Nautiyal was born in Bombay on the 12th of September, 1994.

TO CITE THIS PAPER

Dr. Anuja Agarwal, Sakshi Gupta, Srashti Gupta, Vinayak

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