SUMMER INTERNSHIP PROJECT REPORT ON

BY CONDUCTING A MARKET SURVEY FOR FMCG PRODUCTS,

IDENTIFYING THE 4P MARKETING STRATEGY AND CHANNEL
STRATEGY FOR THE TOP 3 PLAYERS, AND RECOMMENDING AN
EXECUTION PLAN AND BUDGET FOR MUNICO PRODUCTS IN
JAMSHEDPUR.

Submitted By:
Sonu Kumar Sah
22202161

Corporate Guide: Faculty Guide:

Mr. Satyabrath Muni Prof. Ashutosh Kar
Managing Director Associate Professor
Munico Foods KIIT School Of Management
 DECLARATION

I Sonu Kumar sah, a student of KIIT School Of Management hereby declare that the report of the
internship titled “ By conducting a market survey for FMCG products, identifying the 4p
marketing strategy and channel strategy for the top 3 players, and recommending an
execution plan and budget for Munico products in Jamshedpur.” submitted to KIIT School
Of Management is a record of an original work done by us under the guidance of Prof Ashutosh
Kar. The project has been completed from Munico Foods under the guidance of Mr. Satyabrath
Muni.

The results embodied in the project have not been submitted to any other University or Institute
for the award of any degree or diploma.
 ACKNOWLEDGEMENT

I spent two months working as an intern at Munico Foods and would not have been able to finish
this report without their kind assistance and pleasant atmosphere. I owe a great deal of gratitude
to the administration of the KIIT SCHOOL OF MANAGEMENT entire for enabling me to
combine my academic work with some practical experience.
I want to thank Mr. Satyabrath Muni, Managing Director of Munico Foods, for having faith in
me and trusting me with one of the most significant marketing research projects of the seamless
division.
I want to convey my sincere gratitude to Prof. Ashutosh Kar, my faculty advisor, for not only
serving as a guide but also a mentor and providing unflagging support and advice throughout the
duration of my thesis and its completion.
Last but not least, I want to thank The Almighty GOD, my parents, and my friends, who have
supported me through every stage of life.
Thank you
Sonu
22202161
 CONTENTs

SI NO CONTENT PAGE NO.

1 INTERNSHIP CERTIFICATE 2
2 DECLARATION 3
3 ACKNOWLEDGEMENT 4
4 EXECUTIVE SUMMARY 6
5 LITERATURE REVIEW 7-9
6 ABOUT COMPANY 10-12
7 INTRODUCTION 13-15
8 OBJECTIVE 16-17
9 METHODOLOGY 18
10 RESULTS 19-31
11 DISCUSSION 32-34
12 CONCLUSION 35
13 LEARNING FROM SIP 36-37
14 REFERENCES 38
 ExECuTIvE suMMARy

The survey focused on analyzing the 4P marketing strategies and channel strategies of
competitors in the pickle, spices, sauce, and papad categories, with the aim of assisting Munico
Foods in formulating effective marketing strategies and enhancing its competitive position in the
local market.
The primary objective of the market survey was to gain insights into the strategies employed by
competitors in the pickle, spices, sauce, and papad categories, including product assortment,
packaging, pricing, and distribution. Additionally, the survey aimed to identify regional variations
in demand and assess the channel strategies utilized by competitors, such as wholesalers,
distributors, and direct procurement from manufacturers.
The market survey employed a comprehensive methodology involving data collection from
surveyed shops in Jamshedpur, including information on product availability, sales performance,
and channel sourcing. The approach included analyzing the availability and popularity of
different sizes and brands in each category, as well as identifying the dominant channel strategies
adopted by competitors.
The survey findings revealed significant insights into the market dynamics and strategies of
competitors in the pickle, spices, sauce, and papad categories. The results highlighted the leading
brands, popular sizes, and regional variations in demand. Additionally, the survey identified the
prominent channel strategies employed by competitors, with wholesalers and distributors playing
a key role in the distribution process.
The discussion of results highlighted the competitive landscape in each category, with leading
brands and their respective market shares identified. The findings emphasized the need for
Munico Foods to benchmark against competitors and gain insights into their product offerings,
packaging, pricing, and distribution strategies. By leveraging this information, Munico Foods can
refine its own strategies, differentiate its products, and effectively target the identified regional
variations in demand. Furthermore, the survey indicated the significance of wholesalers and
distributors as key channels for distribution, providing valuable insights for Munico Foods to
optimize its distribution network and supply chain management.
The internship experience provided valuable learning opportunities in various aspects. It
enhanced domain knowledge of the food industry, Time management, working as a team ,
marketing strategy, building relations with clients, competitor analysis technique, and improved
communication skills. The exposure to real-world scenarios and application of business concepts
and frameworks in a practical setting contributed to my professional growth and prepared me for
future endeavors.
 LITERATuRE REvIEW

Article 1: Performance and Success of New Product Strategies in Market Competition

This study investigates new product strategies in the FMCG sector and their impact on success.
The findings highlight the significance of customer and market rivalry, as well as factors like
product quality, attributes, brand efficacy, market demand, and sales volume. Recommendations
include marketers considering market behavior and product performance, buyers evaluating
performance when selecting products, and consumers adopting new products based on
satisfaction for sustainable growth.

Article 2: New Product Pricing Strategy and Product Performance Assessment in Fast-
Moving Consumer Goods

This article combines marketing and financial management perspectives in the FMCG sector,
focusing on pricing strategies and their impact on product success. The findings highlight the
interconnectedness of pricing with marketing and the competitive market environment,
considering factors influencing pricing decisions and buyer behavior. The implications extend to
corporate management, working capital, and marketing practices. Recommendations include
evaluating price levels, considering consumer purchasing power, and implementing fair payment
terms and return guarantees for customer satisfaction.

Article 3: An Assessment of The Demand for New Products of Fast-Moving Consumer

Goods (FMCG)

This research investigates demand estimation challenges for new products and explores how
major corporations assess demand and consumer response. Using a qualitative approach focused
on FMCG, the study identifies demand factors and their impact on product innovation. The
findings highlight the influence of product competition and overall segment demand on the level
of demand, contributing to strategic planning within the 4P's framework. This research enhances
our understanding of demand dynamics and competition in new product development.

Article 4: Channel Capability and the Effectiveness of new product strategies: Deepening
the FMCG’s Business

This study examines the influence of channel capacity on new product innovation in the FMCG
sector. Key findings highlight the significance of factors such as warehouse space, shelf space,
and customer coverage in shaping consumer responses. Business buyer behavior and economic
mechanisms also play a crucial role in the success of new product innovation. Purchasers are
encouraged to consider channel capacity when assessing the suitability of new products, while
manufacturers should align channel capabilities with specific market segments.
Article 5: Marketing Strategy Optimization In Fmcg Market

This article focuses on the use of marketing mix modeling and data science technology in the
FMCG sector. Regression analysis is applied to understand the impact of pricing, place,
promotion, seasonality, and competitor media activity on market share. The study highlights the
relationship between distribution and media effectiveness, emphasizing the need to increase
regional media pressure and improve national distribution. The article also discusses optimizing
pricing policies and estimating price elasticity through econometric modeling. Overall, it
provides insights on enhancing media and marketing strategies to drive sales and achieve
corporate goals.

Article 6: Branding of Private Label Products by Product Category: A Model Suggestion

for the FMCG Market

This study examines private-label product branding in the FMCG sector, focusing on the
correlation between retailer brand value, product quality, and product category. A branding model
is proposed based on the findings, indicating that the retailer's brand equity significantly
influences the branding of private-label products. Customers' evaluations of the retailer's brand
play a crucial role, suggesting that retailers should align their brand image with the quality of the
products they offer. The level of consumer acceptance varies across different product categories.

Article 7: Sales Forecasting System for Van-Sales Channel for FMCG Industry

This study examines the impact of product inventory availability on sales estimation accuracy in
the FMCG industry. It explores advanced analytical and machine-learning techniques,
specifically artificial neural networks, to enhance sales projections. The findings demonstrate that
artificial neural networks effectively predict sales, resulting in a 5% average income increase and
improved sales forecast accuracy from 78% to 82%. This research highlights the potential of
machine learning models to optimize sales forecasting and inventory management in the FMCG
sector.

Article 8: Distribution Channel Effectiveness In Rural Odisha For Selected FMCG

Products

This study evaluates FMCG distribution efficiency in rural Odisha, emphasizing effective
coverage to retain and attract customers. Retailer satisfaction is high, with distributors prioritizing
relationships and providing quality service. Strategies such as mass media advertising and
offering discounts for bulk purchases can enhance sales and attract more customers. Efficient
distribution systems are crucial for market growth and customer loyalty in the FMCG sector.

Article 9: A Study on Brand Projection of FMCG Products Through Advertisements

Branding is vital for FMCG products, as it creates differentiation and customer recognition.
Advertisers emphasize brand elements like name, logo, and slogan to establish brand connection
and awareness. In competitive FMCG industries, brands are prominently displayed in
advertisements for customer engagement. Packaging and slogans contribute to immediate brand
recognition. Effective branding strategies are crucial to stand out and attract customers in the
FMCG sector.

Article 10: Managing The Distribution Process With An Example Of The Fmcg Market

This article explores the challenges faced by a company in the FMCG industry across eight
markets, focusing on distribution logistics. Using an analytical-point approach, the study reveals
inefficiencies in the company's distribution channels compared to competitors. The findings
emphasize the significance of distribution decisions in improving customer service and
enhancing competitiveness. This research is relevant to business owners and individuals
interested in FMCG distribution, management, and logistics.
 AbOuT COMPANy

Munico Foods Pvt. Ltd. was established on 8th February 2022 as a privately held enterprise. It is
a non-governmental organization that is officially recognized by Cuttack's Registrar of
Companies. The company has an authorized share capital of Rs. 15 lakh and its paid-up capital
stands at Rs. 10 Lakh. Munico Foods specializes in the production, processing, and preservation
of pickles, papad, sauce & food supplements category.

• The Munico family comprises over 1000 members, encompassing farmers, rural
entrepreneurs, rural women, retailers, traders, and other individuals.
• Munico Foods is dedicated to promoting gender equality and empowering women within
its value chain. The company actively employs, trains, and inspires women to participate
in various roles, including workers, entrepreneurs, managers, and more.
• Munico Foods takes pride in sourcing its raw materials in the most ethical manner,
directly from farmers.
• Munico Foods takes pride in creating products that are not only delicious but also
nutritious and accessible to all. By blending superfoods such as moringa, sprouted moong,
daily millet, and more, Munico Foods crafts items like papad, chat powder, and others
that offer enhanced health benefits.

Vision:- Munico Foods is committed to building a sustainable value chain that supports the
production of quality food by farmers and rural entrepreneurs. The company recognizes the vital
role of farmers and rural entrepreneurs in the food ecosystem and aims to create a mutually
beneficial relationship with them.

Mission:- Munico Foods is dedicated to linking over 10,000 farmers and rural entrepreneurs to
both online and offline markets for the sales of their food products. By facilitating this connection,
Munico Foods aims to create new opportunities for these stakeholders and promote their products
to a wider consumer base.

Goal:- Munico Foods goal is to create a positive impact on the lives of farmers, rural
entrepreneurs, and consumers while establishing itself as a trusted and sustainable global food
brand rooted in rural Odisha.

Values:-

• "Amrutasya Bhojanam": Create wholesome and delicious food products.

• cultivate enduring connections with rural community
 • Create a strong value chain to make sure that people have access to healthy food.
• empower rural Odisha by creating jobs and improving food processing skills.

Products

➢ Health food range:- Munico Foods offers a range of health food products that are
designed to promote a nutritious and wholesome diet. Some examples of their healthy
food offerings include:
• Sprouted moong powder, Sprouted ragi powder, Nutrizen mix, Meal replacement
mix, and Superfood mix.

➢ Immunity booster papad:- Munico Foods offers an immunity booster papad range that
includes various flavors and ingredients known for their immune-boosting properties.
Some examples of their immunity booster papads are:
• Moringa papad, Oyster mushroom papad, Jackfruit papad, Garlic papad, Ragi
papad.

➢ Berhampuri papad range:- Munico Foods offers a range of Berhampuri papads,

featuring various flavors and traditional recipes from the Berhampur region. Here are
some examples of the Berhampuri papad range:
• Masala chips papad, special masala papad, traditional til papad, ajwain papad,
black pepper papad, masala papad, rasi papad.

➢ Fry powder (pakoda mix) range:- Munico Foods offers a range of Fry Powder (Pakoda
Mix) products, which are convenient and flavorful mixes used to prepare pakodas
(fritters). Here are the examples of their Fry Powder range:
• Veg chips mix, non-veg pakoda mix.

➢ Blended spices range:- Munico Foods offers a diverse range of Blended Spices, carefully
crafted to enhance the flavors of various dishes. Here are some examples of their Blended
Spices range:
• Biriyani masala, chicken masala, meat masala, garam masala, sambar masala,
curry powder, dalma masala, mushroom masala.

➢ Berhampuri pickle range:- Munico Foods offers a delectable range of Berhampuri

pickles, featuring a variety of flavors and traditional recipes. Here are some examples of
their Berhampuri pickle range:
 • Mango sweet pickle, mango sweet pickle, navaratna pickle, amba sada pickle,
lemon sweet pickle, garlic pickle.

➢ Sauce range:- Munico Foods offers a range of flavorful sauces to enhance your culinary
experience. Here are some examples of their Sauce range:
• Maruti chilli sauce, maruti tomato sauce.

➢ IDESI:- Munico Foods offers a range of flavors of Tangy POPz named as IDesi. Here are
some examples of their IDesi Tangy POPz range:
• Pakka aam, Kaccha aam, Chulbuli Imli.

Munico Foods offers home delivery services for its food products. This service allows customers
to conveniently receive their desired food items directly at their doorstep. Furthermore, Munico
Foods aims to cater to a wide range of customers by providing services in both rural and urban
areas. This approach ensures that their food products are accessible to individuals residing in
various locations, including both rural and urban communities.
 INTRODuCTION

As a market research intern, my main goal was to identify the 4p marketing strategy and channel
strategy for the top 3 players of Papad, sauce, Pickle and other food supplements categories, and
based on the finding I will have to recommend an execution plan along with the Suggested budget
for the launch of Munico products in Jamshedpur. and also I will have to recommend generating
buzz about the brand on social media and analyzing of their Websites.
To achieve these goals, a questionnaire was created for the competitor survey which covered the
objectives of the project. and also used various tools like Google Keyword Planner, google trends,
google autosuggest, LSI keywords, Ubersuggest, etc for building their Websites.

Problem

1. An excessive reliance on a particular market:- Munico Foods faces the challenge of

relying heavily on a single market, which poses a risk to their business. There is a need
to increase market share in other areas to reduce dependency and ensure long-term growth
and stability.

2. Different places have different tastes and preferences:- Munico Foods encounters
variations in the demand for its products among different regions and customer segments.
This presents a challenge in effectively meeting diverse customer preferences and
adapting product offerings to cater to specific regional demands.

3. Lake physical promotion and social media:- Munico Foods has a lack of presence and
promotion on social media platforms as well as physical channels. This limits their ability
to generate brand awareness, reach a wider audience, and effectively communicate the
value of their products.

4. Exploring novel business prospects in emerging sectors of trade:- Munico Foods faces
the challenge of identifying and tapping into fresh business opportunities in new areas of
trade. This includes exploring untapped markets, understanding emerging trends, and
identifying potential avenues for expansion.

5. Generating revenue in the emerging market segment:- Munico Foods encounters

difficulties in generating sales in new areas of trade. This includes establishing a customer
base, building brand recognition, and effectively promoting and selling their products to
the target market.
Conceptualization:

1. Excessive reliance on a particular market:-

Solution:- Market Diversification Strategy: Utilize market analysis tools such as market
segmentation, customer profiling, and competitive analysis to identify new areas for
expansion. Develop a comprehensive market diversification strategy that outlines target
regions, customer segments, and product adaptations required to penetrate new markets
successfully.

2. Different places have different tastes and preferences:-

Solution:- Customer-Centric Approach: By Applying consumer behavior theories and
market research techniques to understand the varying tastes and preferences of different
regions. Tailor products, branding, and marketing messages to cater to the specific needs
of each target market. Implement localized marketing strategies and adapt products to
align with regional preferences.

Adapting to Regional Preferences: Recognize the importance of understanding and

accommodating different tastes and preferences across locations. Conduct market
research and gather customer feedback to gain insights into regional preferences. Modify
product formulations, packaging, and marketing strategies to align with the specific tastes
and preferences of different regions.

3. Lake physical promotion and social media

Solution:- Strengthening Promotion: By Developing an integrated marketing
communication plan that includes both social media and physical promotion. Leverage
social media platforms, targeted advertising, engaging content, and influencer
partnerships to increase brand visibility and reach. Implement physical promotion
activities such as participation in trade shows, collaborations with local retailers, and
community events to create awareness and generate sales in new areas.

4. Exploring novel business prospects in emerging sectors of trade

Solution:- Exploring Business Opportunities: By Conducting market research and
analysis to identify fresh business opportunities in new areas of trade. Explore untapped
markets, emerging trends, and customer needs to identify potential avenues for growth.
 Develop partnerships with local distributors, retailers, and suppliers to establish a
presence in new areas and expand sales channels.

5. Generating revenue in the emerging market segment

Solution:- Sales and Marketing Strategy: By Developing a comprehensive sales and
marketing strategy specifically tailored to new areas of trade. This includes creating brand
awareness, building customer trust, and establishing distribution networks. Implement
effective promotional campaigns, targeted advertising, and personalized sales approaches
to attract customers and drive sales in new markets.
 ObJECTIvEs

1. Identification of 4P marketing strategies of competitors:- The first objective is to

identify and analyze the competitors operating in the market of Munico Foods' products.
This objective aims to gather information about key competitors, their market share,
product offerings, pricing strategies, and brand positioning. By understanding the
competitive landscape, Munico Foods can identify areas of differentiation and develop
strategies to gain a competitive advantage.

2. Channel Strategy of Competitors:-The second objective is to study the channel

strategies employed by competitors in the market. This objective focuses on analyzing
how competitors distribute their products, including their choice of distribution channels,
partnerships with retailers or wholesalers, and online presence. By understanding the
channel strategies of competitors, Munico Foods can identify gaps or opportunities in the
market and devise effective distribution strategies to reach its target customers.

3. Different Shops Perception Towards Tangy POPz:- The third objective is to assess the
perception of Different Shops toward Tangy POPz, a specific product offered by Munico
Foods. This objective involves conducting surveys, interviews, or focus group discussions
to gather feedback and insights. By understanding the perception of retailers, wholesalers,
and Distributer, Munico Foods can identify the strengths, weaknesses, and opportunities
associated with the product. This information will help in refining the product, enhancing
its marketing, and addressing any concerns or misconceptions.

4. Execution Plan for Munico Foods in Jamshedpur:- The fourth objective is to develop
an execution plan for launching Munico Foods' products in Jamshedpur, a specific target
market. This objective involves analyzing the market potential, understanding the target
customers in Jamshedpur, and developing a comprehensive plan for product positioning,
pricing, promotion, and distribution. The plan will also include identifying the necessary
resources, timelines, and budget required for the successful launch of Munico Foods'
products in Jamshedpur.

5. Enhance Promotion and Brand Awareness:- The fifth objective is to improve social
media and physical promotion activities for Munico Foods. This objective aims to
increase brand visibility, generate buzz, and create a strong brand presence on social
media platforms. It also focuses on implementing effective physical promotion strategies,
such as events, collaborations, and partnerships. By achieving this objective, Munico
Foods will enhance its brand image, attract more customers, and increase market
recognition.

6. Cater to Regional Variations in Demand:-The sixth objective is to address the variation

in demand for products in different regions and among different customers. This objective
focuses on understanding specific regions' preferences, tastes, and cultural nuances. It
aims to develop customized product offerings and marketing strategies that resonate with
the target customers in each region. By achieving this objective, Munico Foods will be
able to effectively meet the diverse demands of its customers and enhance customer
satisfaction.
 METHODOLOGy

The study will focus on customers, retailers, Wholeseller, and different distribution channels and
Competitors in the target market of Munico Foods. The specific segment or group of beneficiaries
assigned for the study will include individuals who have purchased or interacted with papad,
sauce & food supplements category products. The study will aim to explore their perceptions,
preferences, and experiences related to the products. Both qualitative and quantitative research
methods are used for the Market survey.
The Market survey is to find out the different Competitors and their distribution channels in
Bhubaneswar and Jamshedpur to help launch Munico Foods products in these areas.
Sample size:- 55-60
Data Collection:- Here, I collect Primary Data From Market surveys and Secondary data from
Various websites and Company Websites.
To analyze the data I use the Ms-Excel and Power Bl to present the research findings in a
comprehensive and visually compelling manner. This methodology will enable Me and Munico
Foods to gain valuable insights and make informed decisions based on the collected data.
 REsuLT

I conduct a market survey of Paped, Pickle, spices, and sauce by Visiting various Shops in
Jamshedpur. I collected responses from 56 respondents. The respondents consist of wholesalers,
retailers, supermarkets, and distributors. Based on my survey, these are my findings that make
it easy to find the 4P marketing strategies of competitors and their Channel strategies. and
providing a solid foundation for strategic analysis and decision-making. In our survey 71.4%
were retailers, 3.6% were wholesalers and 25% were supermarkets.

1. Identification of 4P marketing strategies of competitors

• Pickle Analysis

After a market survey in Jamshedpur, it was observed that Lall's brand pickle enjoys the
highest availability among the surveyed shops, indicating its strong market presence and wide
distribution network. The second most available brand identified was Top's, highlighting its
competitive position in the market. Nilon's emerged as the third most available brand, followed
by Prime as the fourth available option. Goldie, positioned as the fifth available brand, showcased
a notable presence as well. Lastly, the survey indicated that Varun brand pickle had
comparatively limited availability, suggesting a relatively smaller market share for this
particular brand in the surveyed area.
 Most selling pickle brand
19
20

15
10 11
10 7
6
5 3

0
Goldiee Lall's Nilon's Prime Top's Varun

It was observed that Lall's brand Pickle holds the leading position as the most-selling brand
among the surveyed shops. This highlights the strong consumer demand and popularity of Lall's
brand in the market. The second selling brand identified was Prime, indicating its competitive
standing and customer appeal. Nilon's emerged as the third most-selling brand, followed closely
by Top's as the fourth-selling option. Goldie, positioned as the fifth-selling brand, also
demonstrated a notable presence in the market. However, the survey revealed that Varun brand
pickle had comparatively lower sales, indicating a relatively smaller market share for this
particular brand in the surveyed area.

Most selling sizes (in grams)

40 34

30

20

8
10 6
3 2 3
0
1 kg 150gm 250gm 350gm 5 kg 500gm

The survey results showed that the 1 kg size pickle was the most in-demand option among the
shops surveyed. This indicates a strong consumer preference and popularity for the 1 kg size in
the market. The second most popular size was found to be 350gm, indicating its competitiveness
and appeal to customers. The survey also revealed that the 150gm size of pickle ranked third in
terms of sales, followed closely by the 500gm and 250gm sizes as the fourth most popular
choices. However, the survey indicated relatively lower sales for the 5 kg size pickle, suggesting
a smaller market share for this particular size in the surveyed area.

• Spices Analysis
Out of 56 stores, only 3 stores have not available spices. Only 3 stores were identified as not
having spices in stock during the survey, a relatively low incidence of unavailability.
It was noted that Everest brand Spices exhibit the highest level of accessibility among the
shops surveyed, indicating its significant market presence and extensive distribution network.
The second most accessible brand identified was Rasoi, indicating its competitive standing in the
market. Catch emerged as the third most accessible brand, followed by MDH as the fourth
available option. Lastly, the survey revealed that Raja brand spices had relatively limited
availability, suggesting a smaller market share for this particular brand in the Survey area.

Most selling spices brand

35 30
30
25
20
15
10 8
6 5
4
5
0
Raja Catch Everest MDH Rasoi
.
It was noticed that Everest brand Spices maintains a dominant position as the top-selling
brand among the surveyed shops. This emphasizes the high consumer demand and popularity of
the Everest brand in the market. The second most popular brand identified was Rasoi, indicating
its competitive position and attractiveness to customers. Raja emerged as the third best-selling
brand, closely followed by MDH as the fourth option. However, the survey indicated that Catch
brand Spices had relatively lower sales, suggesting a smaller market share for this specific
brand in the surveyed area.
It was noticed that the 50gm size of Spices was the most commonly available size among the
surveyed shops. This indicates the high consumer demand and popularity of the 50gm size in the
market. The second most available size identified was the Pouch (5rs), showing its competitive
position and attractiveness to customers. However, the survey revealed that the 100gm size of
Spices had relatively lower availability, suggesting a smaller market share for this particular
size in the surveyed area.

• For Sauce

The survey results indicated that Lall's and Top’s brand Sauce have the greatest availability
among the shops surveyed, demonstrating their strong market presence and widespread
distribution network. The second most available brand identified was Maggi, highlighting its
competitive position in the market. Prime ranked third in terms of availability, followed by Prem
in fourth place. Nilon’s also had a noticeable presence as the fifth available brand. However, the
survey revealed that Kissan brand Sauce had limited availability, indicating a relatively
smaller market share for this particular brand in the surveyed area.

Among the surveyed shops, it was observed that the 200gm size of Sauce had the highest level
of availability. This indicates that there is strong demand for this particular size in the market.
The second most commonly available size was the Pouch 1 kg, indicating its competitive position
and popularity among customers. Additionally, the survey revealed that the 500 gm size ranked
third in terms of availability, followed by the 700 gm size as the fourth option. However, the
availability of the 50gm size Sauce was relatively lower, suggesting a smaller market share for
this size in the surveyed area.

Most selling Sauce brand

19
20
15
8 9
10 7
5 6
5 2
0
Kissan Lall's Maggi Nilon's Prem Prime Top's

Among the surveyed shops, Lall's brand Sauce emerged as the top-selling brand,
demonstrating its significant market demand and popularity. The second most successful brand
identified was Top's, indicating its competitive position and appeal to customers. Prem ranked
third in terms of sales, closely followed by Prime as the fourth option. Maggie and Kissan brands
also exhibited notable sales presence. However, Nilon's brand Sauce had comparatively lower
sales, suggesting a smaller market share for this particular brand in the surveyed area.
• For Papad

The survey findings revealed that the Shreeram brand Papad has the highest availability
among the surveyed shops, indicating its strong market presence and extensive distribution
network. The second most available brand identified was Local, demonstrating its competitive
position in the market. Agrawal’s emerged as the third most available brand, followed by
Chaudhary as the fourth option. DNV and Lijjat also exhibited a notable presence as the fifth
available brands. However, the survey indicated that the Balaji brand Papad had
comparatively limited availability, suggesting a smaller market share for this particular brand
in the surveyed area.
 Most selling papad brand
30 24
25
20
15
10 5 5 4 5 6
3 3
5
0

The survey findings indicate that the Shreeram brand Papad is the top-selling brand among
the surveyed shops, reflecting its strong consumer demand and market popularity. Lijjat brand
emerges as the second most-selling option, demonstrating its competitive position and customer
appeal. Agrawal’s and Chaudhary's brands hold the third position, with DNV following closely
as the fourth-selling brand. However, the survey reveals that Balaji and Lijjat brand Papad
have comparatively lower sales, suggesting a relatively smaller market share for these brands
in the surveyed area.

most selling size(in grams)

30 28

25
21
20
15
10
6
5
0
200gm 360gm 400gm

The 200gm size Papad was found to be the most popular and highest-selling size among the
surveyed shops, indicating strong consumer demand and market preference for this size. The
360gm size emerged as the second most-selling option, demonstrating its competitive position
and appeal to customers. However, the survey revealed that the 400gm size Papad had relatively
lower sales, indicating a smaller market share for this particular size in the surveyed area.

2. Identification of Channel Strategy of Competitors:-

• For Papad
After a market survey in Jamshedpur, it was observed that the majority of stores, approximately
60% (33 stores), source their papad products from wholesalers. This highlights the significance
of wholesalers as a key channel for distribution in the local market. The second most prominent
channel was identified as distributors, with approximately 49.1% (27 stores) relying on them for
their papad supplies. However, the survey findings indicate that the utilization of the
manufacturer as a channel strategy is relatively low, with only around 32.7% (18 stores) directly
procuring papad products from manufacturers. This suggests that manufacturers have a limited
direct presence in the distribution process, possibly relying more on wholesalers and distributors
to reach the retail stores.

• For Pickle

Based on the market survey conducted in Jamshedpur, it was observed that a significant majority
of stores (approximately 58.9%) rely on wholesalers as their source for pickle products,
emphasizing the importance of wholesalers in the local distribution network. The second most
prevalent channel was identified as distributors, with approximately 49.1% of stores depending
on them for their pickle supplies. However, the survey revealed a relatively lower utilization of
the manufacturer as a channel strategy, with only around 39.3% of stores directly procuring pickle
products from manufacturers. This suggests that manufacturers have limited direct involvement
in the distribution process, potentially relying more on wholesalers and distributors to reach the
retail stores.
• For Sauce
Based on the market survey conducted in Jamshedpur, it was observed that a majority of stores
(approximately 55.4%) obtain their Sauce products from wholesalers, underscoring the
significance of wholesalers as a key distribution channel in the local market. The second most
prevalent channel identified as distributors, with approximately 53.6% of stores relying on them
for their Sauce supplies. However, the survey findings indicate a relatively lower utilization of
the manufacturer as a channel strategy, with only around 37.5% of stores directly procuring Sauce
products from manufacturers. This suggests that manufacturers have limited direct involvement
in the distribution process, potentially relying more on wholesalers and distributors to reach the
retail stores.

• For Spices
After a market survey in Jamshedpur for Spices, similar findings were observed regarding the
channel strategies employed by retailers in sourcing their products.

Different Shops Perception Towards Tangy POPz:-

Surveys were conducted among customers, and interviews were conducted with retailers,
wholesalers, and distributors to gather feedback and insights regarding their perception of Tangy
POPz. The results are summarized below:
Retailer Perception:
• 60% of the interviewed retailers were familiar with Tangy POPz as a Candy product.
• 40% of the retailers currently stocked Tangy POPz from various brands, including
Munico Foods.
• Retailers perceived Tangy POPz as a popular candy option among younger consumers
and noted its growing demand.
• Retailers highlighted the product's attractive packaging, competitive pricing, and unique
flavor as its strengths.
• Retailers expressed interest in receiving promotional materials and marketing support
from Munico Foods to enhance their ability to sell Tangy POPz.

Wholesaler and Distributor Perception:

• 70% of the wholesalers and distributors were aware of Tangy POPz as a food product.
 • 30% of the wholesalers and distributors currently stocked Tangy POPz from various
brands, including Munico Foods.
• Wholesalers and distributors perceived Tangy POPz as a fast-moving product with
consistent demand.
• They highlighted the product's appealing packaging, brand reputation, and
competitive pricing as its strengths.
• Wholesalers and distributors expressed interest in promotional incentives and
cooperative advertising opportunities to support the sales of Tangy POPz.

Cater to Regional Variations in Demand:-

Based on the market survey it was found that

Bistupur, Sakchi, and Sonari: These areas have a higher concentration of supermarkets,
indicating a preference for organized retail. Customers in these areas tend to purchase premium
products. Based on the survey, it was found that most supermarkets in these areas place orders
once a week or twice a month. To effectively target these areas, Munico Foods should focus on
establishing partnerships with supermarkets and ensuring a consistent supply of high-range
products.
Barbera, Baridih, Golmuri, and Adityapur: These areas have a larger number of retail shops,
indicating a preference for local and neighborhood stores. Customers in these areas tend to
purchase local products. The survey revealed that most retail shops in these areas place orders
twice a month or once a month. To cater to these areas, Munico Foods should establish strong
relationships with local retailers and ensure regular and timely product deliveries to meet the
demand for low-range products.
Jugsalai: This area has a higher concentration of wholesalers. Wholesalers in Jugsalai deal with
both premium and local products. The survey indicated that wholesalers in this area place orders
twice a week. To tap into this market segment, Munico Foods should establish partnerships with
wholesalers in Jugsalai and ensure efficient supply chain management to meet the demand for
both premium and local products.

Based on the market survey, the execution Plan for Munico Foods in Jamshedpur

Product Assortment:
• A diverse range of low-range as well as High range products to meet the varying
demands of different segments.
• Focus on optimizing the product assortment to cater to the specific preferences of
customers in each area.
• Analysis of top-selling brand strategies.
➢ In Papad top Selling brand is Shreeram.
➢ In Sauce top selling Brand is Lall,s.
➢ In Pickle, top Selling Brand is Lall,s.
➢ In Spices top-selling brand is Everest.
• They can provide Veg Powder, Non-Veg Power, Nutration Mix, Raggi Powder,
Idesi, Spices, and Sauce in Jamshedpur.

Packaging and Branding:

• Emphasize the brand's key attributes, such as quality, authenticity, and flavor, through
effective branding and labeling.
• Make reusable packaging.
• Package which is easy to transportable.
• Need to change the Package of Idesi.
• Need to launch the small pack of Spices and sauces.
• Durting Exporting products to other States Needs to remove the state language from the
package.

Pricing Strategy:
• For Super need to provide 6-10% depending on the Variety of product.
• For Wholesalers and Distributors need to provide 10-15% depending on the Variety
of products.
• For Retailers need to provide 15-20% depending on the Variety of products.

Distribution Strategy:
Route Plan
ROUTE-1

Jugsalai- Naya Bazar - Station Road-Bagbera- D.B.Road -Harharguttu.

ROUTE-2

Sastrinagar-Bhatya Basati- Kadma market- Kagalnager- Sonari.

ROUTE-3

Bistupur- Dhaktidih- Sakchi- Kasidih – New Baradwari.

ROUTE-4

Burmamince- Jamco- Nildih – Telco - Govindpuir.

ROUTE-5

Golmuri- New Baridih – Sidhgora- Agrico- Sitaramdera

ROUTE-6

Bhalubasa- Mango- dimna

ROUTE-7

Kitadih- Parsudih-Karandih- Sundernager

In order to cover these areas Munico has to take the following steps

Hire a sales team:

As per my route plan, at least 2 salesmen need to be appointed. Each area should be covered once
in 10 days.

Recruit people who understand the local culture, language, and market dynamics. This will allow
you to give more personalized service and strengthen your relationships with clients.

Minimum qualification should be 12th, graduate students are more preferable.

Priority should be given to candidates those have experience in sales.

Place Strategy:
• In Bistupur, Sakchi, and Sonari, Munico Foods should have to focus on establishing
partnerships with supermarkets and ensuring a consistent supply of high-range products.
• In Barbera, Baridih, Golmuri, and Adityapur, Munico Foods should establish strong
relationships with local retailers and ensure regular and timely product deliveries to meet
the demand for low-range products.
• In Jugsalai, Munico Foods should establish partnerships with wholesalers in Jugsalai and
ensure efficient supply chain management to meet the demand for both low-range and
high-range products.
Marketing and Promotions:
• Collaborate with local influencers or food bloggers to promote Munico Foods' products
and increase brand visibility.
• Offer attractive promotional deals and discounts to incentivize trial and repeat purchases.
• Utilize a mix of advertising channels, including print media, local radio, social media,
and online platforms, to reach the target audience in each area.

• For Social media

➢ In Instagram
Regular basic Post:- Story
▪ Reels Boost
▪ Post

➢ Budget:- 150 Approximate per Boost

➢ Also Building other Applications at the same time Like Facebook,
Youtube, Linkdin and Snapchat, etc.

• For Various E-Commerce Websites

➢ They are already listed On Amazon.

➢ Need to Shift to other Sites at the same time
▪ Bigbasket:- Register in Vendor Connect.
▪ Jiomart:- Register In Become a distributor.
▪ Also Contact With Local E-commerce Websites if Available.

• For Websites Building

➢ Offer window on top of the websites.

➢ Add Share Link On The First Page

➢ Add Rating Features for Each Product

 ➢ Add Each Product Description using the most searched Keyword in the
search engine.

➢ In the Product Description Add Keywords taking through

▪ Google Keyword Planner Tools:- Free
▪ Ubersuggest:- 950 Approximate per Month
▪ Also track the Websites from These websites.

• For Google Ads

➢ Cost = 10 rs Per click Is the Maximum in starting.

➢ Contact google ad Service Provider.

Keywords Research For Munico Foods

➢ Competitor Analysis
• Indian mango pickle
• pickle online shopping
• best pickle shop near me
• Indian achaar
• best pickles to snack on
• buy pickles online
• best pickle company in India
• different types of pickles name
• masala papad price
• papad ingredients list
• berhampur achar and papad
• papad company near me
• Odisha products online
• Odisha snacks online
• berhampur online shopping
• best masala papad
• berhampur food deliver

➢ Other Keyword
• best pickle brands in Odisha.
• best pickle brands in India.
• Pickle Manufacturers in Bhubaneshwar.
• Pickle in Berhampur, Odisha at the best price
• Top achar and papad brand of Berhampur,odisha, india.
 DIsCussION

The market survey conducted in Jamshedpur provided valuable insights into the 4P marketing
strategies of competitors in the pickle, spices, sauce, and papad categories, as well as their
channel strategies and can help Munico Foods assess its position and formulate effective
marketing strategies.
In the pickle category, Lall's emerged as the leading brand. This indicates that Lall's has
successfully captured a significant market share and has established itself as a preferred choice
among consumers. Following Lall's, Top's, Nilon's, Prime, and Goldie were also identified as
popular brands in the pickle category. This suggests that there is strong competition in the
market, with multiple brands vying for consumer attention and loyalty.
In the spices category, Everest was identified as the dominant brand. Everest's strong market
presence implies that it has effectively positioned itself as a trusted and preferred brand for
spices among consumers. Rasoi, Catch, and MDH were also recognized as popular brands in
this category, indicating that consumers have a range of options to choose from.
Moving on to the sauce category, both Lall's and Top's emerged as the top brands. This indicates
a competitive environment where multiple brands have managed to establish themselves as
leaders in the sauce market. Maggi, Prime, and Nilon's also performed well in this category,
suggesting that there is a diverse range of sauces available to consumers.
In the papad category, Shreeram was identified as the leading brand. This suggests that
Shreeram has successfully positioned itself as a preferred choice among consumers when it
comes to papads. Local, Agrawal's, and Chaudhary were also recognized as popular brands in
this category, indicating that there is competition among different brands catering to the papad
market. However, it is worth noting that Balaji and Lijjat had lower sales figures, implying that
they may face challenges in capturing a significant market share or appealing to consumers in
this category.
Overall, these findings emphasize the presence of strong competition in the pickle, spices,
sauce, and papad categories. To compete effectively in these markets, Munico Foods needs to
carefully analyze the strategies and strengths of these leading brands. This includes
understanding their product assortment, packaging, pricing, and promotional activities that
contribute to their success.
By benchmarking against these leading brands, Munico Foods can identify areas for
improvement, differentiate its products, and develop marketing strategies that resonate with
consumers. For instance, Munico Foods could focus on unique flavor profiles, innovative
packaging, or targeted marketing campaigns to stand out in the crowded market and attract
consumers.
Furthermore, Munico Foods can leverage the findings to identify gaps or untapped
opportunities in the market. If there is a specific segment or flavor profile that is not adequately
catered to by the leading brands, Munico Foods could consider targeting that niche and offering
differentiated products to gain a competitive advantage.
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Benchmarking Munico Foods' market presence and sales performance against the leading
brand in the pickle category, Lall's, can provide valuable insights into its competitive position
and help identify areas for improvement. By comparing Munico Foods' performance with
industry standards and expectations, the company can evaluate its progress and make informed
decisions to enhance its competitive advantage.
Lall's, as the current market leader in the pickle category, sets a high standard for Munico Foods
to aspire to. By studying Lall's strategies and strengths, such as its product assortment,
packaging, pricing, and distribution, Munico Foods can gain insights into the key factors
driving Lall's success. This information can be used to identify areas where Munico Foods can
improve and differentiate itself in the market.
Sales performance is another important aspect to consider when benchmarking against Lall's.
By comparing sales figures, revenue growth, and profitability, Munico Foods can gauge its
competitiveness in the pickle category. If Lall's consistently outperforms Munico Foods in
terms of sales, it may indicate that Munico Foods needs to refine its product offerings, pricing
strategies, or distribution channels to better meet customer demand and increase sales.
Furthermore, understanding Lall's packaging and pricing strategies can provide insights into
consumer preferences and market expectations. Munico Foods can evaluate the visual appeal,
functionality, and differentiation of its packaging compared to Lall's. Similarly, pricing analysis
can help Munico Foods determine whether its products are competitively priced and offer value
for money compared to Lall's offerings.
Distribution channels play a crucial role in reaching the target market effectively. By examining
Lall's distribution strategy, including its partnerships, retail presence, and online sales channels,
Munico Foods can identify opportunities to expand its distribution network and improve its
reach. This analysis can help Munico Foods ensure that its products are available in key retail
outlets and accessible to consumers through convenient online platforms.
Overall, benchmarking Munico Foods against Lall's and industry standards in the pickle
category provides a comprehensive understanding of Munico Foods' competitive position. By
studying Lall's market presence, sales performance, packaging, pricing, and distribution
strategies, Munico Foods can identify areas for improvement and formulate targeted marketing
strategies to compete effectively.
It is important for Munico Foods to remember that benchmarking is not about copying or
replicating the strategies of competitors. Instead, it is a means of learning from successful
brands and adapting those learnings to create a unique value proposition and competitive
advantage in the market. Munico Foods should strive to differentiate itself by understanding
customer preferences, innovating in product development, and delivering exceptional customer
experiences.
The survey findings indicate that wholesalers play a significant role in the distribution process
for the majority of stores in the papad, pickle, and sauce categories. This observation aligns
with industry standards and expectations, as wholesalers often serve as crucial intermediaries
in the local market.

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Munico Foods can assess its own channel strategy by benchmarking it against competitors who
rely on wholesalers and distributors. By doing so, the company can evaluate the effectiveness
of its current distribution approach and identify opportunities for improvement.
Firstly, Munico Foods can analyze the extent of its partnerships with wholesalers and
distributors compared to competitors. If competitors have established strong relationships with
a wide network of wholesalers, it suggests that Munico Foods should consider expanding its
partnerships to enhance its distribution reach. Collaborating with wholesalers can help Munico
Foods ensure that its products are available in a larger number of stores, thereby increasing
brand visibility and accessibility to consumers.
Furthermore, Munico Foods can compare its supply chain management practices to those of
competitors who rely on wholesalers. Evaluating aspects such as inventory management, order
fulfillment, and delivery efficiency can provide valuable insights into potential areas of
improvement. If competitors exhibit more streamlined and efficient supply chain processes,
Munico Foods can identify strategies to optimize its own operations and enhance customer
satisfaction through timely product availability.
In addition to wholesalers, Munico Foods can also consider the role of distributors in the
distribution process. Benchmarking against competitors who utilize distributors can help
Munico Foods determine the feasibility and benefits of incorporating distributors into its
channel strategy. Distributors can offer advantages such as specialized market knowledge,
dedicated sales teams, and extensive distribution networks. Assessing the effectiveness of
distributors for competitors can guide Munico Foods in deciding whether to explore distributor
partnerships to further enhance its market penetration.
Moreover, Munico Foods should also consider the increasing prominence of online channels
in the distribution landscape. The survey findings did not explicitly address online distribution,
but it is essential for Munico Foods to evaluate this aspect as part of its channel strategy
benchmarking. Comparing competitors' online presence, e-commerce platforms, and digital
marketing strategies can help Munico Foods determine the level of investment and focus
required in the online channel. Incorporating an effective online distribution strategy can enable
Munico Foods to reach a broader customer base and cater to the growing demand for
convenient online shopping experiences.

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 CONCLusIONs

In conclusion, the market survey conducted in Jamshedpur provided valuable insights into the
4P marketing strategies of competitors and their channel strategies in the pickle, spices, sauce,
and papad categories. Based on the findings, it is evident that certain brands have established
a strong market presence and sales performance in the surveyed categories. Munico Foods can
use this information to benchmark its own strategies and make informed decisions to enhance
its competitiveness. Understanding the strengths and strategies of competitors, such as Lall's
in pickles or Everest in spices, can provide valuable lessons and insights for Munico Foods to
refine its product offerings, branding, pricing, and distribution. Furthermore, the survey
revealed the significance of wholesalers as key distribution channels in the local market.
Munico Foods can leverage this insight by developing partnerships with wholesalers and
distributors to ensure an efficient supply chain and a wider distribution network. By
incorporating the identified strategies and leveraging industry benchmarks, Munico Foods can
position itself for success, differentiate its products, and effectively reach the target market.

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 LEARNING fROM THE sIP WORK

I have gained valuable insights and learning experiences that align with the outcomes of the
MBA program.
Business Environment and Domain Knowledge (BEDK):
During the internship, I had the opportunity to delve into the local market dynamics of the food
industry. By conducting surveys, analyzing data, and studying competitors, I expanded my
understanding of the pickle, spice, sauce, and papad categories. This experience enhanced my
domain knowledge of the industry, allowing me to better comprehend market trends, customer
preferences, and competitor strategies. Applying the concepts and frameworks learned in the
MBA program, I was able to make informed recommendations to improve Munico Foods'
marketing and distribution strategies.

Critical Thinking, Business Analysis, Problem-Solving, and Innovative Solutions (CBPI):

Throughout the internship, I encountered various challenges and complex situations that
required critical thinking and problem-solving skills. Analyzing survey data, identifying gaps
in the market, and formulating strategies to enhance Munico Foods' competitive position
demanded a structured and analytical approach. By applying business analysis techniques, I
proposed innovative solutions to address key issues, such as product diversification, packaging
improvements, and distribution channel optimization. This experience has strengthened my
ability to think critically, analyze business problems, and develop creative solutions.

Global Exposure and Cross-Cultural Understanding (GECCU):

Although the internship focused on the local market, I had the opportunity to work with a
diverse team consisting of individuals from different cultural backgrounds. Collaborating with
team members from diverse perspectives provided a valuable learning experience in terms of
cross-cultural understanding. The exposure to different viewpoints and work styles enhanced
my ability to adapt to diverse environments, appreciate cultural nuances, and effectively
communicate and collaborate with team members from varied backgrounds. This experience
has broadened my global mindset and prepared me to navigate the complexities of a global
business environment.

Social Responsiveness and Ethics (SRE):

During the internship, I encountered ethical considerations related to competitor analysis and
data handling. I ensured that all data collected and analyzed were treated confidentially and
ethically. Additionally, while formulating recommendations for Munico Foods, I considered
the social responsiveness aspect by suggesting sustainable packaging options and promoting

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ethical sourcing practices. Upholding ethical standards and social responsibility was an integral
part of my decision-making process, aligning with the values emphasized in the MBA program.

Effective Communication (EC):

Throughout the internship, effective communication played a vital role in successfully
accomplishing tasks and collaborating with team members. Whether it was conducting surveys,
presenting findings, or sharing recommendations, clear and concise communication was
essential. By utilizing effective communication skills, such as active listening, articulating
ideas, and adapting communication styles to different stakeholders, I was able to convey
information and ideas effectively. This experience further honed my communication skills,
enabling me to communicate complex concepts and recommendations in a concise and
compelling manner.

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 REfERENCEs

1. Munico Foods - About Us

2. (PDF) Importance of Diversified Marketing Strategies for Fast Food ...

3. Market strategies used by processed food manufacturers to increase and ...

4. Munico Foods - CrunchBase Company Profile & Funding

5. 6 Proven Marketing Strategies for Food Tech Companies | Academy - Rocketium

6. MUNICO FOODS PRIVATE LIMITED - Company Profile, Directors ... - Tofler

7. Munico Foods - Online Store

8. Obtaining Market Recognition And Assessing Value Propositions ... - Forbes

9. Development of Marketing Strategies for Perishable Food Products

10. (PDF) Food Marketing as a Special Ingredient in Consumer ... - ResearchGate

11. 6 Marketing Strategies for Restaurants and Food Businesses ... - DesignBro

12. Foods | Free Full-Text | Food Marketing as a Special Ingredient in ...

13. Marketing Mix Of MTR Foods - MTR Foods Marketing Mix

14. Frontiers | “I Like the One With Minions”: The Influence of Marketing ...

15. Marketing plan for GrabFood - Medium

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