A

PROJECT REPORT

ON

“A STUDY ON THE
MARKETING STRATEGIES
OF CADBURY CO”

Submitted By

SAIYAM JAIN

Under the Guidance of

Prof. Karan Ranadive

In partial fulfilment of the degree of

Bachelor of Business Administration

(BBA)
To
Savitribai Phule Pune University
Through,
Smt. Kashibai Navale College of Commerce
Erandwane, Pune
2023-24
SINHGAD TECHNICAL EDUCATION SOCIETY,S
SMT. KASHIBAI NAVALECOLLEGE OF COMMERCE
(Affiliated to University of Pune and Recognized by Govt. of Maharashtra) 19/15 Erandwane
Smt. Khilare Marg. Off Karve Road. Pune 411004.

DATE -20/11/2023

CERTIFICATE

This is to certify that Mr. SAIYAM JAIN who is a Bonafide student of Smt. Kashibai
Navale College of Commerce, Erandwane, Pune has worked on Project titled “A
STUDY ON THE MARKETING OF CADBURY CO” and has Successfully
completed the project work in partial fulfillment of award of degree of Bachelor of
Business Administration (BBA).

This report is the record of student’s own efforts under our supervision and
guidelines.

Prof. Karan Ranadive Dr. S. V. Deshpande

(Project Guide) (Principal)
Prof. Paurnima Sanadi
( HOD BBA BBA -
IB)

Date: 20/11/2023 Place: Pune.

 AKNOWLEDGEMENT

I am deeply indebted to many people for the successful completion of this project.
I would like to take this opportunity and go on record to thank them for their help
and support. I am thankful to the Smt. Kashibai Navale College of Commerce for
all the support provided for this project. I express my deep sense of gratitude and
sincere feeling of obligation to my Project Guide Prof. KARAN RANDIVE who
helped me in overcoming many difficulties and who imparted me the necessary
conceptual knowledge
 PREFACE

Supply chain management (SCM) is a business practice that aims to improve the way
a business sources its raw materials, and delivers it to end users. For any product or
service offered by any business, there are usually a number of different business entities
involved in the various stages of the supply chain, including manufacturers,
wholesalers, distributors and retailers; the last group supply chain is consumers. SCM
is important for modern businesses because it coordinates and synchronizes activities
of partner businesses, giving efficiency.
 CONTENTS

• PREFACE
• COMPANY PROFILE
• GCMMF
• PRODUCT MIX OF AMUL

• THREE TIER MODEL OF AMUL

• AMUL PARLOURS (DIRECT DISTRIBUTION)
• MANAGING CHANNEL MEMBERS
• PRODUCT INFOMATION
• SALES , VOLUME AND PROFIT
• DISTRIBUTION CHANNEL OF AMUL GOLD
• STOCK REPLENISHMENT CYCLE
• TRANSPORATION METHODS
• COMPETITOR ANALYSIS
• OBSERVATION COMMENTS AND SUGGESTION
 COMPANY PROFILE

Cadbury, a British multinational confectionery company, has established itself as a global icon,
renowned for its delectable chocolates and innovative marketing strategies. Founded in 1824 by John
Cadbury, the company has a rich history marked by groundbreaking achievements and a deep
understanding of consumer preferences.Cadbury's success can be attributed to its unwavering
commitment to quality, its ability to adapt to changing tastes and trends, and its effective utilization of
various marketing channels. The company's portfolio boasts a diverse range of products, including the
iconic Dairy Milk bar, the playful Caramilk, and the indulgent Bournville, each catering to a wide
spectrum of tastes and preferences.

Cadbury's marketing strategies have consistently demonstrated creativity and effectiveness, engaging
consumers through emotional appeals, memorable campaigns, and a strong brand identity. The
company's iconic purple packaging, instantly recognizable worldwide, has become synonymous with
Cadbury's commitment to delivering moments of joy and indulgence.Cadbury's marketing efforts have
transcended traditional advertising, embracing digital platforms, social media engagement, and
experiential marketing to connect with consumers on a deeper level. The company's playful and relatable
approach has resonated with audiences worldwide, fostering a loyal customer base and solidifying
Cadbury's position as a leading confectionery brand.
 CADBURY IN ABROAD

Cadbury was founded in 1824 in Birmingham, England, by John Cadbury (1801–1889), a

Quaker who sold tea, coffee and drinking chocolate. Cadbury developed the business with
his brother Benjamin, followed by his sons Richard and George. George developed the
Bournville estate, a model village designed to give the company's workers improved living
conditions. Dairy Milk chocolate, introduced by George Jr in 1905, used a higher proportion
of milk in the recipe than rival products. By 1914, it was the company's best-selling product.
Successive members of the Cadbury family have made innovations with chocolate products.
Cadbury, Rowntree's and Fry's were the big three British confectionery manufacturers
throughout much of the 19th and 20th centuries. Cadbury was granted its first royal warrant
from Queen Victoria in 1854. It held a royal warrant from Elizabeth II from 1955 to 2022.
Cadbury merged with J. S. Fry & Sons in 1919, and Schweppes in 1969, known as Cadbury
Schweppes until 2008, when the American beverage business was split as Dr Pepper Snapple
Group.

MONDELEZ INTERNATIONAL

In 2010, Mondelez International acquired Cadbury, a British confectionery company, for $18.9 billion.
Cadbury was founded in 1824 and is best known for its Dairy Milk chocolate, the Creme Egg and Roses
selection box, and many other confectionery products. Since being acquired by Mondelez International,
Cadbury has undergone a number of changes. The company has invested in innovation and marketing,
and has expanded its product portfolio. Cadbury has also benefited from Mondelez International's global
scale and expertise.As a result of these changes, Cadbury has remained a strong and successful brand.
The company's products are sold in over 180 countries around the world, and Cadbury is a leader in the
global chocolate market.Mondelez International is committed to the continued success of Cadbury. The
company is investing in the Cadbury brand and is confident that it will continue to be a leader in the
global chocolate market for many years to come.Overall, the acquisition of Cadbury has been a positive
development for both Mondelez International and Cadbury. The two companies have a complementary
portfolio of brands and a strong track record of innovation. Mondelez International is well-positioned to
support Cadbury's continued growth and success in the global chocolate market.
 CADBURY : A COMPANY
OVERVIEW

Founded : 1824

Parent Company: Mondelez International

Industry : Confectionery

Headquarters: Uxbridge, London, United KingdomProducts : Chocolate, candy, gum

Employees : Approximately 46,000

Key Figures

 Global Market Share: 11.2% (2022)

 Annual Revenue: US$24.4 billion (2022)

 Brand Value: US$12.9 billion (2023)

 BIRTH OF AMUL

The birth of Amul at Anand provided the impetus to the cooperative dairy movement
in the country. The Kaira District Cooperative Milk Producers' Union Limited was
registered on December 14, 1946 as a response to exploitation of marginal milk
producers by traders or agents of existing dairies in the small town named Anand (in
Kaira District of Gujarat). Milk Producers had to travel long distances to deliver milk
to the only dairy, the Polson Dairy in Anand . Angered by the unfair and manipulative
trade practices, the farmers of Kaira District approached Sardar Vallabhbhai Patel
(who later became the first Deputy Prime Minister and Home Minister of free India)
under the leadership of the local farmer leader Tribhuvandas Patel. Sardar Patel
advised the farmers to form a Cooperative and supply milk directly to the Bombay
Milk Scheme instead of selling it to Polson (who did the same but gave low prices to
the producers). He sent Morarji Desai (who later became Prime Minister of India) to
organize the farmers. In 1946, the farmers of the area went on a milk strike refusing to
be further oppressed. Thus the Kaira District Cooperative was established to collect
and process milk in the District of Kaira in 1946. Milk collection was also
decentralized, as most producers . were marginal farmers who were in a position to
deliver 1-2 litres of milk per day. Village level cooperatives were established to
organize the marginal milk producers in each of these villages. The Cooperative was
further developed & managed by Dr. V Kurien along with Shri H M Dalaya . in 1973,
the Gujarat Co-operative Milk Marketing Federation was established. The Kaira District
Co-operative Milk Producers' Union Ltd. which had established the brand name
AMUL in 1955 decided to hand over the brand name to GCMMF (AMUL). With the
creation of GCMMF (AMUL), we[who?] managed to eliminate competition between
Gujarat's cooperatives while competing with the private sector as a combined stronger
force. GCMMF (AMUL) has ensured remunerative returns to the farmers while
providing consumers with products under the brand name AMUL.
 PRODUCT MIX OF AMUL

Breadspreads:

• Amul Butter
• Amul Lite Low Fat Breadspread Cheese Range:

• Amul Pasteurized Processed Cheddar Cheese

• Amul Processed Cheese Spread
• Amul Mozarella Cheese
• Amul Emmental Cheese
• Amul Gouda Cheese
• Amul Malai Paneer (cottage cheese)
• Utterly Delicious Pizza

Mithaee Range (Ethnic sweets):

• Amul Shrikhand (Mango, Saffron, Almond Pistachio, Cardamom)

• Amul Amrakhand
• Amul Mithaee Gulabjamuns
• Amul Mithaee Gulabjamun Mix
• Amul Mithaee Kulfi Mix UHT Milk Range:

• Amul Taaza 3% fat Milk

• Amul Gold 4.5% fat Milk
• Amul Slim-n-Trim 0% fat milk
• Amul Chocolate Milk
• Amul Fresh Cream
• Amul Snowcap Softy Mix Pure Ghee:

• Amul Pure Ghee

 • Sagar Pure Ghee Infant Milk Range:

• Amul Infant Milk Formula 1 (0-6 months)

• Amul Infant Milk Formula 2 ( 6 months above)
• Amulspray Infant Milk Food Milk Powders:

• Amul Full Cream Milk Powder

• Amulya Dairy Whitener
• Sagar Skimmed Milk Powder
• Sagar Tea and Coffee Whitener Sweetened Condensed Milk:

• Amul Mithaimate Sweetened Condensed Milk Fresh Milk:

• Amul Taaza Toned Milk 3% fat

• Amul Gold Full Cream Milk 6% fat
• Amul Shakti Standardised Milk 3% fat
• Amul Smart Double Toned Milk 1.5% fat

Curd Products:
• Amul Masti Dahi (fresh curd)
• Amul Butter Milk Amul Icecreams:

• Royal Treat Range (Rajbhog, Cappuchino, Chocochips, Butterscotch,

Tutti
Frutti)
• Nut-o-mania range (Kaju Drakshi, Kesar Pista, Roasted Almond,
Kesar Carnival, Badshahi Badam Kulfi, Shista Pista Kulfi)
• Utsav Range (Anjir, Roasted Almond)
• Simply Delicious Range (Vanilla, Strawberry, Pineapple, Rose,
Chocolate)
• Nature's Treat (Alphanso Mango, Fresh Litchi, Anjir, Fresh Strawberry,
Black
 Currant)
• Sundae Range (Mango, Black Currant, Chocolate, Strawberry)
• Millennium Icecream (Cheese with Almonds, Dates with Honey)
• Milk Bars (Chocobar, Mango Dolly, Raspberry Dolly, Shahi Badam
Kulfi,
Shahi Pista Kulfi, Mawa Malai Kulfi, Green Pista Kulfi)
• Cool Candies (Orange, Mango)

• Cassatta
• Tricone Cones (Butterscotch, Chocolate)
• Megabite Almond Cone
• Frostik - 3 layer chocolate Bar
• Fundoo Range - exclusively for kids
• SlimScoop Fat Free Frozen Dessert (Vanilla, Banana, Mango,

Pineapple) Chocolate & Confectionery:

• Amul Milk Chocolate

• Amul Fruit & Nut Chocolate
• Amul Eclairs
 AMUL PLANTS

1. First plant is at ANAND, which engaged in the manufacturing of milk, butter,

ghee, milk powder, flavored milk and buttermilk.

2. Second plant is at MOGAR, which engaged in manufacturing chocolate,

nutramul, Amul Ganthia and Amul lite.

3. Third plant is at Kanjari, which produces cattelfeed.

4. Fourth plant is at Khatraj, which engaged in producing cheese.

 THREE TIER MODEL OF AMUL

The Amul Model is a three-tier cooperative structure. This structure consists of a

Dairy Cooperative Society at the village level affiliated to a Milk Union at the District
level which in turn is further federated into a Milk Federation at the State level. The
above three-tier structure was set-up in order to delegate the various functions, milk
collection is done at the Village Dairy Society, Milk Procurement & Processing at the
District Milk Union and Milk & Milk Products Marketing at the State Milk
Federation. This helps in eliminating not only internal competition but also ensuring
that economies of scale is achieved. As the above structure was first evolved at Amul
in Gujarat and thereafter replicated all over the country under the Operation Flood
Programme, it is known as the ‘Amul Model' or ‘Anand Pattern' of Dairy
Cooperatives.
Responsible for Marketing of Milk & Milk Products Responsible for Procurement &
Processing of Milk Responsible for Collection of Milk Responsible for Milk
Production.

1. Village Dairy Cooperative Society (VDCS)

• The milk producers of a village, having surplus milk after own consumption, come
together and form a Village Dairy Cooperative Society (VDCS). The Village
Dairy Cooperative is the primary society under the three-tier structure. It has
membership of milk producers of the village and is governed by an elected
Management Committee consisting of 9 to 12 elected representatives of the milk
producers based on the principle of one member, one vote. The village society
further appoints a Secretary (a paid employee and member secretary of the
Management Committee) for management of the day-to-day functions. It
 also employs various people for assisting the Secretary in accomplishing his /
her daily duties. The main functions of the VDCS are as follows:
• Collection of surplus milk from the milk producers of the village & payment based
on quality & quantity
• Providing support services to the members like Veterinary First Aid, Artificial
Insemination services, cattle-feed sales, mineral mixture sales, fodder & fodder
seed sales, conducting training on Animal Husbandry & Dairying, etc.
• Selling liquid milk for local consumers of the village
• Supplying milk to the District Milk Union
• Thus, the VDCS in an independent entity managed locally by the milk producers
and assisted by the District Milk Union.

2. District Cooperative Milk Producers’ Union (Milk Union)

• The Village Societies of a District (ranging from 75 to 1653 per Milk Union in
Gujarat) having surplus milk after local sales come together and form a
District Milk Union. The Milk Union is the second tier under the three-tier
structure. It has membership of Village Dairy Societies of the District and is
governed by a Board of Directors consisting of 9 to 18 elected representatives
of the Village Societies. The Milk Union further appoints a professional
Managing Director (paid employee and member secretary of the Board) for
management of the day- to-day functions. It also employs various people for
assisting the Managing Director in accomplishing his / her daily duties. The
main functions of the Milk Union are as follows:
• Procurement of milk from the Village Dairy Societies of the District
• Arranging transportation of raw milk from the VDCS to the Milk Union.
 • Providing input services to the producers like Veterinary Care, Artificial
Insemination services, cattle-feed sales, mineral mixture sales, fodder &
fodder seed sales, etc.
• Conducting training on Cooperative Development, Animal Husbandry &
Dairying for milk producers and conducting specialised skill development &
Leadership Development training for VDCS staff & Management
Committee members.
• Providing management support to the VDCS along with regular supervision of
its activities.
• Establish Chilling Centres & Dairy Plants for processing the milk received from
the villages.
• Selling liquid milk & milk products within the District
• Process milk into various milk & milk products as per the requirement of
State Marketing Federation.
• Decide on the prices of milk to be paid to milk producers as well on the prices
of support services provided to members.

3. State Cooperative Milk Federation (Federation)

The Milk Unions of a State are federated into a State Cooperative Milk Federation.
The Federation is the apex tier under the three-tier structure. It has membership of all
the cooperative Milk Unions of the State and is governed by a Board of Directors
consisting of one elected representative of each Milk Union. The State Federation
further appoints a Managing Director (paid employee and member secretary of the
Board) for management of the day-to-day functions. It also employs various people
for assisting the Managing Director in accomplishing his daily duties. The main
functions of the Federation are as follows:
• Marketing of milk & milk products processed / manufactured by Milk Unions.
• Establish distribution network for marketing of milk & milk products.
• Arranging transportation of milk & milk products from the Milk Unions to the
market.
• Creating & maintaining a brand for marketing of milk & milk products (brand
building).
• Providing support services to the Milk Unions & members like Technical
Inputs, management support & advisory services.
• Pooling surplus milk from the Milk Unions and supplying it to deficit Milk
Unions.
• Establish feeder-balancing Dairy Plants for processing the surplus milk of the
Milk Unions.
• Arranging for common purchase of raw materials used in manufacture /
packaging of milk products.
• Decide on the prices of milk & milk products to be paid to Milk Unions.
• Decide on the products to be manufactured at various Milk Unions (product-
mix) and capacity required for the same.
• Conduct long-term Milk Production, Procurement & Processing as well as
Marketing Planning.
• Arranging Finance for the Milk Unions and providing them technical know-
how.
 THE CHANNEL NETWORK

Procurement Channel (Upstream flow)

Distribution

MU…1 MU...n

VCS…1 VCS…n
THE ANAND PATTERN
 Distribution channel

Manufacturing

Depot...1 Depot...n

WD…1 WD…n

Downstream flow
Downstream Channel, it is the distribution part of the supply chain, from the
manufacturing units to the retailers.

• First leg of transport is from the manufacturing unit to the company depots. This
is done using 9 and 18 MT trucks any lesser quantity will be uneconomical to the
company there for is some time the quantity ordered is lesser then club loading is
done which means that the product ordered is supplied with some other products.
• Frozen food the temperature of these trucks is kept below -18˚C

• Dairy wet the temperature of these trucks is kept between 0-4˚C

• Second leg is from the depot to the WD's, this transport is carried out in insulated
3 and 5 MT TATA 407’s here a permanent dispatch plan (PDP) is prepared where
the distributor plans out the quantity of various products to be ordered on a particular
date.

• Third leg this is the flow of good from WD's to retailers, a beat plan is prepared
and transportation is done on auto-rickshaws, rickshaws and bicycles.

Amul products are available in over 500,000 retail outlets across India through its
network of over 3,500 distributors. There are 47 depots with dry and cold
warehouses to buffer inventory of the entire range of products.

GCMMF transacts on an advance demand draft basis from its wholesale dealers instead
of the cheque system adopted by other major FMCG companies. This practice is
consistent with GCMMF's philosophy of maintaining cash transactions throughout
the supply chain and it also minimizes dumping. All GCMMF branches engage in
route scheduling and have dedicated vehicle operations Depots with dry and cold
warehouses to buffer inventory of the entire range of products
Wholesale dealers carry inventory that is just adequate to take care of the transit time
from the branch warehouse to their premises. This just-in-time inventory strategy
improves dealers' return on investment (ROI). All GCMMF branches engage in route
scheduling and have dedicated vehicle operations.

Policy regarding unsold/spoilt goods

• If product crosses the shelf life, the retailer bears the costs.
• If the product gets spoilt during the transportation or if there is any customer
complaint, Amul bears costs.
• Unsold goods are not returned to the manufacturer.

• No reverse logistics.
SCM AND MARKET LOGISTICS
 THE BUSINESS MODEL

The strategy, design and practices in AMUL's network are strongly driven by the
objective of establishing and operating an efficient supply chain from milk production
and procurement to product delivery to customers. Management of this network is
built around two key elements –
1. Coordination of the diverse elements of the network and

2. Use of appropriate technology that includes product, process and information

technology and managerial practices and systems.

Simultaneous Development of Suppliers and Customers: From the very

early stages of the formation of AMUL, the cooperative realized that sustained growth
for the long-term was contingent on matching supply and demand. The
membersuppliers were typically small and marginal farmers with severe liquidity
problems, illiterate and untrained. AMUL and other cooperative Unions adopted a
number of strategies to develop the supply of milk and assure steady growth.

• First, for the short term, the procurement prices were set so as to provide fair
and reasonable return.
• Second, aware of the liquidity problems, cash payments for the milk supply
was made with minimum of delay.
For the long-term, the Unions followed a multipronged strategy of education and
support. Only part of the surplus generated by the Unions is paid to the members in
the form of dividends. A substantial part of this surplus is used for activities that
promote growth of milk supply and improve yields. These include provision of
veterinary services, support for cold storage facilities at the village societies etc. In
parallel, the Unions have put in place a number of initiatives to help educate the
members.
Managing Third Party Service Providers:
Well before the ideas of core competence and the role of third parties in managing the
supply chain were recognized and became fashionable, these concepts were practiced
by GCMMF and AMUL. From the beginning, it was recognized that the core activity
for the Unions lay in processing of milk and production of dairy products. Accordingly,
the Unions focused efforts on these activities and related technology development.
Marketing efforts (including brand development) were assumed by GCMMF. All
other activities were entrusted to third party service providers. These include logistics of
milk collection, distribution of dairy products, sale of products through dealers and
retail stores, some veterinary services etc.

Coordination for Competitiveness

Robust coordination is one of the key reasons for the success of operations involving
such an extensive network of producers and distributors at GCMMF. Some
interesting mechanisms exist for coordinating the supply chain at GCMMF. These
range from ensuring fair share allocation of benefits to various stakeholders in
the chain to coordinated planning of production and distribution. More importantly,
the reason for setting up of this cooperative is not amiss to anyone in this large
network organization. Employees, third part service providers, and distributors are
constantly reminded that they work for the farmers and the entire network strives to
provide the best returns to the farmers, the real owners of the cooperative. It may be
remembered that coordination mechanisms have to link the lives and activities of 2.12
million small suppliers and 0.5 million retailers!

There appear to be two critical mechanisms of coordination that ensure that decision
making is coherent and that the farmers gain the most from this effort.
These mechanisms are:
 • Inter-locking Control: - The objective for developing such an inter-locking
control mechanism is to ensure that the interest of the farmer is always kept at
the top of the agenda through its representatives who constitute the Boards of
different entities that comprise the supply chain. This form of direct
representation also ensures that professional managers and farmers work
together as a team to strengthen the cooperative. This helps in coordinating
decisions across different entities as well as speeding both the flow of
information to the respective constituents and decisions.
• Coordination Agency: Unique Role of Federation:- In addition to being the
marketing and distribution arm of the Unions, GCMMF plays the role of a
coordinator to the entire network within the State – coordinating procurement
requirements with other Federations (in other states), determining the best
production allocation for its product mix from amongst its Unions, managing
inter-dairy movements, etc. It works with two very clear objectives:
1. To ensure that all milk that the farmers produce gets sold in the market
either as milk or as value added products and
2. To ensure that milk is made available to increasingly large sections of
the society at affordable prices.

Supplier Enhancement and Network servicing:- Their objective is to ensure that

producers get maximum benefit and to resolve all their problems. They manage the
procurement of milk that comes via trucks & tankers from the VS's. They negotiate
annual contracts with truckers, ensure availability of trucks for procurement, establish
truck routes, monitor truck movement and prevent stealing of milk while it is being
transported.

Technology for Effectiveness:-

Technology or knowledge that was embodied in products, processes, and practices
became an important factor in delivering effectiveness to the network of cooperatives.
One distinguishing feature of AMUL (in comparison with other similar cooperatives
globally) is the large variety in their product mix. Most of its plants are state of art
and automated.
AMUL's innovations in the areas of energy conservation and recovery have also
contributed to reduction in cost of its operations. AMUL also indigenously developed
a low cost process for providing long shelf life to many of its perishable products.
The extent of IT usage includes a B2C ordering portal, an ERP based supply chain
planning system for the flow of material in the network, a net based dairy kiosk at
some village societies (for dissemination of dairy related information), automated
milk collection stations at village societies and a GIS based data network connecting
villages societies to markets. Milk collection information at more than 10,000 villages
is available to all dairies (or Unions) to enable them make faster decisions in terms of
production & distribution planning, and disease control in more than 6,700,000
animals. This is linked with information at all 45 distribution offices and 3900
distributors. This network is being extended to cover all related field offices in the
network. The GCMMF cyber store delivers AMUL products at the doorsteps of the
consumers in 125 cities across the country.
Now, going back to the supply chain of Amul, Amul has gone the e- commerce way. The
1st
initiatives taken for an ERP system was in '94. Tata Consultancy Services was hired to
guide in
its implementation. The implementation project was named as Enterprise- wise
Integrated
Application System (EIAS). Automatic Milk Collection System units (AMCUS) at village
societies

were installed in the first phase to automate milk producers logistics. Amul
also connected its zonal
offices, regional offices and member's dairies through VSATs for seamless exchange
of
information. Amul is also using Geographic Information Systems (GIS) for business
planning and
optimization of collection processes. Indian Institute of Management –
Ahmedabad supplemented
Amul's IT strategy by providing an application software – Dairy Information System
Kiosk(DISK)
to facilitate data analysis and decision support in improving milk collection. There are
plans to
introduce features like Internet banking services and ATMs which will enable the
milk societies to
credit payments directly to the seller's bank account. Distributors can place their
orders on the
website www.amul2b.com especially meant for accepting orders from stockists and
promoting
Amul's products via e-commerce

TQM (Total quality management) at the grassroots has been a strong movement to
develop leadership, operational and strategic capabilities in the entire network –
farmers, village cooperatives, dairy plants, distributors and wholesalers and retailers.
Key elements of this TQM movement have been:
• Friday Departmental Meetings : Each Friday, at a prescribed time, everyone
in the network (from the farmers to the carry & forwarding agents) joins their
respective departmental meeting to discuss quality initiatives and share policy
related information.
• Training for Transformational Leadership so that individuals are able to
control their thoughts, feelings and behavior and take more responsibility in
one's life and surrounding environment.
• Application of Hoshin Kanri principles to bring about a bottom-up setting of
objectives – aligning policies for effective management of Unions & village
societies on hand with those of channel member on the other hand.
ISO/HACCP certification was obtained for all the Unions and each village
society is in the process of obtaining the same.
• Training for farmers and their families emphasizing the need for good
health care for not only cattle during its pregnancy and feeding but also for
expecting and feeding mothers and the whole family. This effort has brought
about a significant social change towards such issues in villages that have
cooperative milk societies.
• Retail Census: GCMMF undertakes a census of all retail outlets (over
500,000) to evaluate customer perceptions and distribution efficacy of their
network. This is being done by wholesalers in their respective territories at
their own cost. This information is used for policy deployment exercise.
 THE NETWORK
Milk is procured from the villages and collected at Village Cooperative Societies
(VCS), from there the milk is taken to manufacturing units where the milk is
processed into various products.

The products are then transporters to the company Depots located in various parts of
the country. The products are then sent to Wholesale Distributors (WD) and from
there to the retailers.
The fact sheet

• Milk is procured twice a day from 2 million from Gujarat alone

• The payment is made under twelve hours of procurement
• There are 10000 village cooperative societies
• There are 3600 wholesale distributors in the country
• 45 depots
• The C&F agents are not fixed and are decided by the local company
offices
• There are aproxx. 4,50,000 retailers spread all over India
• Total house hold consumers covered are 100,000
• The milk procured per day is 5 million liters
• Where the total capacity of operation is 7 million liters per day
• The peak processing till date has been 6 million liters per day
• These co operative societies are bound to supply there produce only
to GCMMF
• Amul products are available in over 500,000 retail outlets across India
through its of over 3,500 distributors.
• 47 depots with dry and cold warehouses to buffer inventory of the entire
range of products
 AMUL PARLOURS (DIRECT DISTRIBUTION)

With products being highly perishable, the supply chain ought to have to maintain correct
temperature, humidity etc and the chain should move fast.

To reach out its consumers more directly and let them the total brand experience,
Amul has come up with Amul parlors. These are called “Utterly delicious parlors”.
They have come up in major cities like Ahmadabad, Bangalore, Baroda, Delhi,
Mumbai, Hyderabad and Surat already, and many more starting up real soon. Till date
there are about 400 Amul parlors across the country. These parlors are set at
prominent locations such as campuses of Infosys, Wipro, IIM-A, IIT-B, temples,
Metros etc.

Amul has franchisee plans in regards of the Amul parlors. This might start pretty soon,
since the talk is almost at the end.

Facts
– 2300 Amul Parlors in 2007-08
– Goal of setting up 10,000 outlets by
March 2010
 Selection, Motivation & Evaluation of Channel Members

Selection:

The company takes into consideration a host of factors while selecting the channel
members. This is because GCMMF believes that selection of channel members is a long
run decision & the rest of the decision regarding the supply chain depends upon the
efficiency & coverage by the channel members. The following are the host of factors
considered by the company in selecting the channel members:

• Authentication is required by the regarding the identity of the channel members,

which includes the name & address, photograph of the location.

• Proof of solvency which requires name & address of the channel member's bankers

• Safety of the inventory, which means that the distributor/ dealer should get the stock
of the company insured.

• Inventory or the perishable goods kept by the distributor/ dealer should be in good
condition which means a detail of storage space & Refrigeration facility is to be
provided. Refrigeration system should have deep freezers, cold room & walk in
coolers.

• Details of the delivery vehicle, which includes Light Commercial Vehicles,

Matador, 3 Wheeler Van, Tricycle Van & Hand/Push cart. The number & model of
each of the vehicle needs to be furnished to the company.

• GCMMF acknowledges the fact that it needs to be sensitive to the market demands.
For this it requires that a number of salesmen needs to be present on the field. The
 salesmen too are divided into various categories like the Field salesmen & Counter
salesmen. Also the details of Clerical Staff & Mazdoors are to be provided. The
technical competence of the salesmen needs to be mentioned

• Details of the product kept of other companies have to be provided. The annual sales
of these products too have to be mentioned. Also details of complementary products
& product lines need to be mentioned.

• Dealers of the company must carry a good reputation. This is due to the fact that the
company believes reputation of the dealer affects the clientele.

• Market coverage by the distributors needs to be defined which includes details of

Geographic coverage & Outlets per market area.

• The company also requires the dealers to furnish any Advertising & Sales initiative
undertaken by them on behalf of the company.

Motivation of Channel Members

GCMMF strongly believes in maintaining a good relationship with the channel

members so that they are genuinely motivated to work for the company. Also if the
channel members are motivated, they can also initiate advertising & sales promotion
schemes on behalf of the company. However to keep the channel members motivated
to work, the company has to incur certain costs but the benefits of it are felt in the
long run. The following are the motivation programs run by the company:
 Distributors

• One of the main factors, which keep the distributors motivated, is the margin.
Usually the margins offered by the company are 8% & it is raised to 8.5%.
Volume wise this comes out to be a big figure since Amul's product has a good
demand in the market. However compared to the other companies the margins are
still lower since the new players in the market offer a much higher margin. But the
very fact that Amul's products have good demand in the market motivates the
distributors to stock it.

• Amul being a cooperative cannot afford to give heavy monetary incentives.

Amul's products are considered to be value for money since the company does not
believe in charging high margins. In fact all monetary incentives are just the short run
means to promote the company's product. In order to keep the Channel members
motivated in the long run, Amul builds on the concept of “Trade Marketing”
which makes the dealers & the distributors believe that the company's products are
worthy of being pushed in the market.

• The company is organizing various Total Quality Management initiatives &

workshops. Here various counseling measures are undertaken by the company to
improve the overall working of the distribution network.

• Vision and mission statement: the company cascades down the vision to the various
channel members, this is done through various events organized by the company
at different locations where the values of the company are made clear and
enforced to the channel members. Also the fact that Amul being a cooperative
society cannot
 afford to spend exorbitantly on such events therefore it has a very traditional way
of organizing these get together which leaves an impact on the members.

• Amul yatras: this includes taking the channel members on a guided tour of the
manufacturing and procuring facilities in Gujarat. So that the channel members
can have an experience of the working of the company and can pick up some
quality measures that can help them to synchronize and improve their own
functioning at various levels. This in turn help the company to co ordinate the
entire value chain, as the channel members understand the various constraints and
liberties the company goes through. The company has already got the Rajiv
Gandhi award for quality.

The Retailers

• Trade schemes: these are undertaken by the company only for the hard selling items
e.g. Ice creams, flavored milk etc. for these the company raises the margins by 2%,
also schemes like good packaging incase of butter and cheese is undertaken by the
company. However this is only a short-term initiative to push the products of the
company.

• Glow boards: the company puts up glow boards at the retailer and pays the major
portion of the cost.

• Schedule of the salesmen: they provide the retails with this schedule so the retailers
can pre estimate the quantities of the various products needed.

• Infrastructure facilitation: the company facilitates the retailers to buy freezers and
fridges by formulating an easy payment program and a commitment to buy back
the equipment at a reasonable price when the value of the equipment has
depreciated.
Evaluation of channel members

• Beat plan: this plan is generated for the various product categories i.e. diary
dry, diary wet, Dhara and ice cream. A weekly schedule is prepared for various
markets and the retailers the turnover for each of the product is calculated for the
wholesale dealers.

• Cumulative performance: the performance of the dealers is averaged out over a

period of three years where a comparison is made of the present performance
vis- à-vis the previous ones.

• Target versus achievement: the performance and the targets are compared
and therefore the gaps are identified which help in evaluating the WD and
planning for the next year as well. This is done for each of the product
category.

• Another criterion

o Details of the bank guaranty

o Photographs of the offices
o Details of the WD salesmen and the product lines he deals
o The computerization facility available
o The storage spaces
o Refrigeration facility with photograph
o Details of the delivery vehicle with photograph
o Summary of the monthly potential sales of markets
o Summary of the product wise monthly sales potential of
institutions
 Conflicts And Co-Operation Among Channel Members

Conflicts

• Ownership of assets: Previously the company used to give the cooling

equipment on lease to the retailers, when the company wanted the stuff back; the
retailer disagreed to comply and created issues of ownership.

• Stocking issues: The company doesn't want the retailers to stock the
competing brand in the company leased fridges, which at times s hard to manage
as retailers tend to do it often.

• Replacement of products: The deterioration in the product calls for fail in

replacement by the company this major issue of vertical conflict.

• Credit policy: Compared to the market, the company's credit period is less that
specially incase of institutional sales is very important.

• Packaging: The channel members for easy storing demand a better quality of
packaging.

• Replenishment: The replenishment of the stocks is not prompt in case of amul

cheese and all hard selling items.

• Margins: The Company provides least margins to all the channel members.
For e.g. The retailer’s margin in case of butter is 8% as compared
to Britannia’s 12%
 Co-operation among channel members

• Amul quality circles: The members of the local channel meet together every
month to share issues and the achievements of the channel members. This is an
ongoing activity facilitated by the company offices in different locations; this
enables the channel members to learn together and reduces the horizontal
conflicts among the WDs.

• Pilot salesmen scheme: To reduce the financial burden of the distributors this
scheme is run whereby half the cost of the salesmen is born by the company
and the rest half by the distributor

• Scheduling of sales: The WD's provides Schedule of the distributor's sales

men to the retailers so that the retailers can plan out and place the orders in
advance.

• Agreement defining rights: The company makes the distributors sign an

agreement where the areas of operation for each of the distributors are defined,
therefore avoiding any conflict amongst the distributors regarding their areas of
operation.
 PRODUCT INFORMATION

PRODUCT-AMUL GOLD PASTEURISED FULL CREAM MILK

WEIGHT- 500 ml Nett

PRICE- Rs. 16

FAT-6.0 AND SNF-9.0

NUTRITIONAL INFORMATION

Serving size 200 ml

Amount per 100 ml

Energy 87 kcal

Energy from fat 54 kcal

Total fat :6g Phosphorus :130
mg

Saturated fat : 3.7g Sodium :50

mg

Cholesterol :16 mg Thiamine :42

mcg

Total carbohydrate :5.0g Rivoflavin

:120mcg
Added sugar :0g Niacin
:100mcg

Protein :3.3g Folic acid :7.5

mcg

Calcium :150mg Vita(retinol)

:85mcg
 AMUL KEE CHAAL

Manufactured by-Mehsana District Co-operative Milk producers, Union

ltd. Mehsana

Packed at- kwality dairy (India), Softa Village, Tehsil- Palwal ,Dist-
Faridabad (Hariyana)

Total no of distributiors of Amul gold pasteurized full cream milk in Mohan baba
nagar (Badarpur Boder Delhi)- 1

Distributor name – Mr. Sachin kumar

Contact no- +91 -9911545221

Total no of dealers of Amul gold pasteurized full cream milk in Mohan baba nagar
and Molar Band (Badarpur Boder Delhi)- 5

There are so many retailers to whom product is distributed by 5 dealers

 VOLUME PURCHASED

Total volume distributed by distributer to dealers in Badarpur Bodor-800-1000 liter

Total volume purchased by each dealers- 160-180 liters (i.e. total no of packets of
amul gold milk purchased by each dealer)- 320-360

Total volume purchased by each retailers-10-12 liter (20-25 packets)

 SALES AND PROFIT

Sales and profit for Distributer

Total volume of milk distributed by distributer -800-1000 liters(i.e. total no of

packets distributed 400-450 approx)

Profit margin for distributer per liter-60 paise

Total profit for each distributer- 480-600 Rs

Sales and profit for dealers

Total sale done by each dealer- 160-180 liters

Profit margin for each dealer per liter-40paise

Total profit generated by each dealer-64-72 Rs

Sales and profit for retailers

Total sales done by each retailers-10-12 liters

Profit margin for retailers per litre-50paise

Profit generated by each retailers- 5-6 Rs

DISTRIBUTION CHANNEL OF AMUL GOLD

AT BADARPUR BODER

MANUFACTURED UNIT

PACKING AND LABELLING

DISTRIBUTORS

DEALERS

RETAILERS

CUSTOMERS
 STOCK REPLENISHMENT CYCLE

Since milk is a fast moving consumer goods daily used by each household in India. So
Amul gold pasteurised full cream milk is supplied by distributer everyday to dealers
and retailers. Stock is purchased within 24 hours (early in the morning).

TRANSPORATION METHODS

They manage the procurement of milk that comes via trucks & tankers from the VS's
to manufacturing unit and then to distributers and dealers .They negotiate annual
contracts with truckers, ensure availability of trucks for procurement, establish truck
routes, monitor truck movement and prevent stealing of milk while it is being
transported.
 COMPETITOR ANALYSIS

The main competitor of Amul is Mother dairy in Delhi. Most of the market share is
captured by mother dairy products (55% (approx) market of pasteurized full cream milk
is covered by Mother dairy

product % of market share

Amul 30

Mother dairy 55

others 15

market share

mother dairy amul

others
Comments and Suggestion:

• Amul should go in for exclusive outlets in at least all the shopping malls
coming up these days and any location where footfalls are large in number.
The advantages of this channel will be:

i. Full range display

ii. Easier to promote new products
iii. Easy to push impulse purchase products
iv. Brand building will be facilitated
 • Trade promotion should be formulated for newly launched products instead of
just tagging them onto best sellers.

• The company should start a home delivery where a particular household will
order full range of products required by it over a period of time. For this the
company could provide a deliveryman with cycle to reach the different houses.

• In order to motivate the channel members it is also very essential for the
company to increase the margins for the hard selling items e.g. Amul dahi
where it faces competition from Nestle & Mother dairy.

In order to remain sensitive to market demand, it is essential for the company to place
additional salesmen on the field since the brand as such commands a high demand
in the market but fails to match it with the supply.
 DECLARATION

I, Mr. Aman Chetan Mandot hereby declare that this project is a record of authentic
work carried out by me during the academic year 2023-24 and has not been submitted
to any other University or Institute towards the award of any degree.

Aman Chetan Mandot

SeatNo-232209