Business History

Evolution And Growth Of Brands :

AMUL

Preksha Kothari - 41

Saichha Deosekar - 63

Rhea Mathur - 45
 Anshu Rathi - 27

EXECUTIVE SUMMARY

The report is a short overview of Amul growing in the field of Dairy Industry and gradually
expanding since its inception in the year 1946. Tribhuvandas Patel and Dr.Verghese Kurien
being the faces of Amul particularly assumed to be responsible for the scalable growth that
Amul has today in India as well as globally. Furthermore, the report includes growth and stages
of growth right from supplier, purchaser, employee base and all other possible walks. The
addition of products category is also showcased. Change being the law of nature, with
improvements in technology and entry of competitors in the market, it is obvious that the same
system can’t work for continued success and the same happened with Amul as of which we
have also included how instances changed and what all was done to adapt to change. Amul had
its strong foundation laid on the basis of CSR activities that it used to perform. The same has
been covered in the report. Finally, the major events that affected both positively as well as
negatively are taken up in the major events and the closing part covers future plans of the
company where the major role is scaling of the market.

BEGINNING OF AMUL

Over seven decades ago the life of a farmer in Kaira,(district in Gujarat) was very much like that
of farmers anywhere else in India. Their income was derived almost entirely from seasonal
crops therefore many poor farmers faced starvation during off-seasons. They could not depend
on milch buffaloes for income as the milk marketing system was controlled by contractors and
middlemen. As milk is perishable, farmers were compelled to sell their milk for whatever they
were offered. Often selling cream and ghee at a throwaway price.
The farmers were illiterate but they could see that the contractors bought their produce at a low
price and arranged to sell it at huge profits which was not fair. This became more noticeable
when the Government of Bombay started the Bombay Milk Scheme in 1945. Milk had to be
transported 427 kilometers, from Anand to Bombay which was possible only if milk was
pasteurized in Anand.

After preliminary trials, the Government of Bombay entered into an agreement with Polsons
Limited to supply milk from Anand to Bombay on a regular basis. The arrangement was highly
satisfactory to all concerned – except the farmers. It was profitable only to the Government. Milk
contractors took the biggest cut. There was no fixed price placed to be paid to the producers so
the condition of the farmers of Kaira District were no better off than ever before. They had to sell
their milk at a price the contractors fixed. The discontent of the farmers grew. Angered by the
unfair trade practices, the farmers of Kaira approached Sardar Vallabhbhai Patel under the
leadership of local farmer leader Tribhuvandas K. Patel.

Sardar Patel advised that they should market their milk through a co-operative society of their
own which had a pasteurisation plant in it. His advice was that the farmers should demand
permission to set up such a co-operative. If their demand was rejected, they should refuse to sell
their milk to middlemen. He also pointed out that due to the strike there would be some losses to
the farmers as the milk would not be sold for sometime and if they were prepared for the loss, he
would lead them. The famers readily accepted the proposal.

Sardar then sent his trusted deputy, Mr. Morarjibhai Desai, to Kaira District to organize a milk
co-operative and a milk strike if necessary. Mr. Desai held a meeting in Samarkha village on
January 4, 1946. It was resolved that milk producers’ co-operative societies should be organized
in each village of Kaira District to collect milk from their member-farmers. All the milk
societies would federate into a Union which would own milk processing facilities. The
Government should undertake to buy milk from the Union. If this wasn’t done, the farmers
would refuse to sell milk to any milk contractor in Kaira District.
The demand being turned down by the Government resulted in a ‘Milk Strike’ which lasted for
15 days. Not a drop of milk was sold to the milk merchants and no milk reached Bombay from
Anand, almost collapsing the Bombay Milk Scheme. After 15 days the milk commissioner of
Bombay and his deputy visited Anand, assessed the situation and accepted the farmers’ demand.

This marked the beginning of the Kaira District Co-operative Milk Producers’ Union Limited,
Anand. It was formally registered on December 14, 1946 Tribhuvandas became the founding
chairman of the organization and led it until his retirement in the 70s. He hired Dr. Verghese
Kurien in 1949. He convinced Dr. Kurien to stay and help with the mission.Under the
chairmanship of Tribhuvandas, Dr. Kurien was initially the general manager and helped guide
the technical and marketing efforts of Amul. Dr. Kurien was the chairman of Amul briefly after
Tribhuvandas Patel died in 1994. and it’s objective was to provide proper marketing facilities
for the milk producers of the district. The Union began pasteurizing milk in June 1948, for the
Bombay Milk Scheme – just a handful of farmers in two village co-operative societies
producing about 250 liters a day.

By the end of 1948, 432 farmers had joined village societies, and the quantity of milk handled
by the Union had increased to 5000 liters a day. In the early stages, rapid growth brought in its
wake serious problems. Their solution provided the stimulus for further growth. For example, as
the co-operative movement spread in the district, it was found that the Bombay Milk Scheme
could not absorb the extra milk collected by the Union in winter, when buffaloes yielded an
average of 2.5 times their summer yield. Thus by 1953, the farmer-members had no regular
market for the extra milk produced in winter. They were again forced to sell a large surplus at
low rate to middlemen. Therefore they set up a plant to process the extra milk into butter and
milk powder.

The logic of this step was readily accepted by the Government of Bombay and the Government
of India, except for a few doubting Thomases. The government of India helped the Union to get
financial help from UNICEF and assistance from the Government of New Zealand under the
Colombo Plan. Technical aid was provided by F.A.O. A Rs.50 – lakh factory to process milk
powder and butter was blueprinted. Its foundation stone was laid by the then President of India
the late Dr. Rajendra Prasad on November 15, 1954. The project was completed by October 31,
1955, on which day the late Pandit Jawaharlal Nehru, the then Prime Minister of India, declared
it open. The new dairy provided a further fillip to the co-operative movement among milk
producers. The union was thus enabled to organize more village co-operative societies and to
handle more and more milk each year. This event also brought a breakthrough in dairy
technology as the products were made processing buffalo milk for the first time in the world.
Kaira Union introduced the brand “Amul” for marketing its product range. The word “Amul” is
derived from Sanskrit word ‘Amulya’ which means ‘priceless’ or 'precious’. In the subsequent
years Amul made cheese and baby food on a large commercial scale again processing buffalo
milk creating a history in the world.

1964 was the turning point in the history of dairy development programme in India. Late Shri Lal
Bahadur Shastri, the then Prime Minister of India who visited Anand on 31s October for inauguration of
Amul’s Cattle Feed Plant, having spent a night with farmers of Kaira and experiencing the success
wished and expressed to Mr Kurien, then the General Manager of Amul that replicating Amul model
throughout our country will bring a great change in the socio-economic conditions of the people. In order
to bring this dream into reality, 1965 The National Dairy Development Board (NDDB) was established at
Anand and by 1969-70 NDDB came out with the dairy development programme for India popularly
known as “Operation Flood” or “White Revolution”. The Operation Flood programme, even today,
stands to be the largest dairy development programme ever drawn in the world. This saw Amul as model
and this model is often referred in the history of White Revolution as “Anand Pattern”. Replication of
“Anand Pattern” has helped India to emerge as the largest milk producing nation in the world.

ABOUT THE FOUNDERS

Amul was spearheaded by Tribhuvandas Patel under the guidance of Sardar Vallabhbhai Patel.
As a result, Kaira District Milk Union Limited was born in 1946. Tribhuvandas became the
founding chairman of the organization and led it until his retirement in 70s. He hired Dr.
Verghese Kurien in 1949. He convinced Dr. Kurien to stay and help with the mission. Under the
chairmanship of Tribhuvandas, Dr. Kurien was initially the general manager and helped guide
the technical and marketing efforts of Amul. Dr. Kurien was the chairman of Amul briefly after
Tribhuvandas Patel died in 1994.

Kurien, founder-chairman of the GCMMF for more than 30 years (1973–2006), is credited with the success of
Amul's marketing.

TRIBHUVANDAS PATEL

Born on 22 October 1903, in Anand, Gujarat, to Kishibhai Patel, Tribhuvadas became a follower
of Mahatma Gandhi and Sardar Vallabhbhai Patel during Indian Independence Movement, and
especially the civil disobedience movements, which led to his repeated imprisonment in 1930,
1935 and 1942.

He is known as the father of the cooperative movement in India.

By the late 1940s, he started working with farmers in Kheda district with the guidance of Sardar
Vallabhbhai Patel, and after setting up the Kaira District Co-operative Milk Producer's Union in
1946, in 1950, under his chairmanship, he hired a young manager named Verghese Kurien who
was instrumental in developing the technical and marketing strategies of the Union which was
eventually called Amul. Verghese Kurien remained the general manager of Amul till 2005.
Under Tribhuvandas Patel's leadership and guidance and together with Verghese Kurien, many
organizations were started in Anand including the Gujarat Cooperative Milk Marketing
Federation, National Dairy Development Board and Institute of Rural Management Anand.

Tribhuvandas Patel was awarded the 1963 Ramon Magsaysay Award for ‘Community
Leadership’, together with Dara Nusserwanji Khurody, and Verghese Kurien and the Padma
Bhushan from the Government of India in 1964.He remained Secretary/President of the Pradesh
Congress Committee (PCC), Indian National Congress, and also a member of the Rajya Sabha
twice, 1967–1968 and 1968 -1974 from the party.

DR VERGHESE KURIEN
Dr Verghese Kurien (26 November 1921 – 9 September 2012), known as the 'Father of the
White Revolution' in India, was a social entrepreneur whose “billion-litre idea”,Operation flood,
the world's largest agricultural dairy development program, made dairy farming,India's largest
self-sustaining industry and the largest rural employment provider, being a third of all rural
income, with benefits of raising incomes and credit, riddance of debt dependence, nutrition,
education, health, gender parity and empowerment, breakdown of caste barriers and grassroots
democracy and leadership. It made India the world's largest milk producer from a milk-deficient
nation, which doubled the milk available for each person and increased milk output four-fold, in
30 years.

GROWTH OF AMUL
Amul inspired India’s "White Revolution,” improving lives of rural families and providing a
livelihood for marginal farmers or families with two milk animals or less, as well as the
landless.

The unfailing perseverance of leaders like Dr. Verghese Kurien, its first chief executive officer,
and H. M. Dalaya, who helped spur its technological innovations, turned Amul into the co-op it
is today, with an annual turnover of more than $3 billion.

Located in India’s “Milk Capital,” Amul has helped the country become the world’s No. 1 milk
producer, with production doubling to some 130 million tons annually over the last two decades.

SALES GROWTH

Amul has registered a turnover of Rs 38,550 crore (approximately US $5.1 billion) for the
financial year 2019-2020. The sales turnover achieved by Amul Federation is 17% higher than
the previous fiscal year’s turnover of Rs 33,150 crore (US $4.8 billion). Amul’s sales has grown
rapidly in the past years and is shown in Exhibit-1
Amul has a Compound Annual Growth Rate of more than 17% for the last ten years of higher
milk procurement, adding new markets, launching new products and new milk processing
capacities across India.

According to the press statement released by the company, the provisional unduplicated group
turnover of the Amul Federation and its 18 member unions has crossed Rs 50,000 crore, which
is also higher than last year. The 18 member Unions of Amul federation with farmer member
strength of more than 36 lakh across 18,700 villages of Gujarat.

Sales growth in COVID-19

Amul expects its turnover to grow 15% this fiscal year from Rs 38,550 crore in 2019-20 despite
economic slowdown caused by the nationwide lockdown to control coronavirus outbreak. The
household consumption of milk and other dairy products is expected to rise which will
compensate for any temporary loss of sales caused by closure of hotels, restaurants and
cafeterias (HoReCa) during the lockdown period. The HoReCa segment contributes 12-15
percent of the total demand. This fall is less as household consumption of fresh milk and butter
milk has increased. Sales of butter, ghee, paneer, cheese and milk powder have gone up in the
range of 20-35 per cent as people are consuming more. However, it is pointed out that the
demand of ice-cream has fallen sharply by 85 per cent, while sales of cream and mozzarella
cheese are down by 70 per cent and 50 per cent, respectively milk procurement from farmers
has increased by 15 per cent as unorganised players are not buying. The surplus milk is being
processed to manufacture skimmed milk powder, whose price has crashed to Rs 250 per kg
from Rs 320 before lockdown.

PRODUCT GROWTH

Amul focused on bringing more productive products and expanding the market rapidly. It was
founded in 1946. With a history of over 75 years where its business has grown tremendously,
stepping at higher growth and satisfying consumer needs by giving higher and superior quality
of brands. The brand name with its features, quality, reasonable price, helps them in growth of
rapid sales and keeping trust of around millions of Indians using this product every single day.
Its product range comprises milk, milk powder, health beverages, ghee, butter, cheese, Pizza
cheese, ice-cream, Paneer, chocolates, and traditional Indian sweets (like Shrikhand, Gulab
Jamun), etc. Amul is striving hard to achieve more and introduced Nutramul brand. With the
addition of 100+ products, Amul added up a new customer base of more than 100K +. The list
of Amul products is given in Exhibit-2.

Pouch milk, the highest turnover product, butter, ghee, ice cream, UHT milk, flavoured milk,
paneer and fresh cream have shown a very good significance growth. Over the years, Amul has
been witnessing growth in this portfolio, with the segment growing at 53%. Amul sells around
4-5 lakh litres of UHT milk and other value added products per day and forecasts this demand
to continue growing at 25%. The market share for Amul Butter is 90%, Amul Cheese is 72%,
Amul Ice cream is 42%.

New products in the market over the years

The new products in the market were introduced over the years. The conversion of milk to
Amul milk powder in 1955 was a great hit afterwards. In 1956, production of ghee, butter and
packaged milk began. Amul launched cheese in the market in 1962 followed by cheese powder
in 1970. Amul diversified its own brand of chocolates in 1973 and launched ice cream in 1996
and sugar free/probiotic ice cream was launched in 2007. It also branched into coffee with
‘Kool Café’ in 2006. Amul also launched frozen snacks in 2017 and camel milk PET bottles
were launched in 2019. The diversification of Amul now has reached to a different level by
including products like Amul Kaju Katli, Amul Bhaji pav, Amul cookies and others are
mentioned in the Exhibit-3

Product growth in COVID-19

COVID-19 led to lockdown in the entire nation and businesses were falling apart. Amul being a
well-established brand and being a producer of a necessity product, it did not face a major effect
in its profit but in fact introduced new products such as Tulsi milk and ginger milk. In the need
of meeting hygienic requirements, Amul launched a new product called ‘Panchamrit’, a mixture
of five ingredients(honey, sugar, curd, milk and ghee) which is usually offered in temples as
‘prasad’. New advertisements helped promote the new products and also showed the
importance of milk. Production and sale of camel milk also increased during this time.

SUPPLIER, EMPLOYEES, RETAILERS AND DEALERS GROWTH

Amul’s daily milk procurement is approx. 23 million litres per day from 18,700 village milk
cooperative societies, 18 member unions covering 33 districts, and 3.6 million milk producer
members. Till now, there are a total 750 employees of Marketing Arm. It operates through 61
sales offices, dealer network of 10000 dealers and 10 lakh retailers, being one of the largest such
networks in India. In order to reach interior markets, it has started 14 new branches in India
during the last four years and have started creating their own milk processing plants in states of
Haryana, Uttar Pradesh, Maharashtra, Madhya Pradesh, West Bengal and Rajasthan. Milk
procurement has witnessed a remarkable increase of 96%.

It enhanced the distribution footprint by adding 15 new branch offices, network of distributors,
super-stockists and sub stockists to reach millions of retail shops across the country. 1,250
distributors were added during the year which further strengthened its rural reach with 181
Super stockists covering 3,600 interior markets.

The member unions of GCMMF has opened more than 13 lakh new bank accounts for milk
producer members where their entire payment is done through bank accounts. Because of
which better milk procurement prices are paid, due to which milk procurement has increased by
91% during the last six years.

Effect On The Income Of Farmers

It has successfully quadrupled the income of its dairy farmers demonstrating the efficacy of the
Amul model in exceeding our national goal of doubling farmer’s income in six years. Amul’s
milk procurement prices to its farmer-members are doubled from Rs. 24.30 per litre for buffalo
milk (Rs. 337 per kg fat) in 2009-10 to Rs. 49 per litre (Rs. 680 per kg fat) in 2016-17. Since the
cooperative’s total milk procurement also, it increased the income of its dairy farmers, four-fold
in the last seven years.

AMUL EXPANSION IN DOMESTIC MARKET

Amul has set up several new dairy plants including new dairy factories at Faridabad, Rohtak,
Lucknow, Kanpur, Amreli and Kutch. Its new Cheese factory at Palanpur in Gujarat’s
Banaskantha district was inaugurated, by PM Narendra Modi, in December 2016. This has led
to a three-fold increase in Cheese manufacturing capacity. The processing capacity of Amul
dairy at Gandhinagar is enhanced to 50 lakh litres per day. GCMMF ranks among the top 13
dairy companies in the world in terms of milk processing as per International Farm Comparison
Network (IFCN). With added product lines, Amul added up more than 100 products to its bag.
GCMMF is the largest dairy producer in India. Amul has come up with New Plant Installation
Plan 2020 (Automated Production). The investment in different cities by Amul are given below:

1. Guwahati- Investment- 4.5 crore, existing capacity- 30k litres/day, new capacity-
11lakh litres/day
2. Kolkata- Investment- 200 crore, proposed plant capacity- 10 lakh litres/day
3. Kanpur/Lucknow/Palanpur- Investment- 200 crores, existing capacity- 5 lakh
litres/day, new capacity- 10 lakh litres/day.

GROWTH IN INTERNATIONAL OPERATIONS

Amul is the biggest exporter of dairy items in the nation and it is accessible in more than 40
nations, with a growth rate of 4.5per cent compared with 1 percent for the rest of the world.
They are extremely competitive in skimmed milk powder and butter oil (ghee). So total exports
will cross Rs 200 crore this fiscal year. Amul exports butter oil to a lot of countries,
Afghanistan, Pakistan, Sri Lanka, Middle East, Qatar Kuwait, Oman, West Indies, Thailand,
Hong Kong, China, Singapore, the Philippines, Japan, New Zealand, and the US. (given in
Exhibit- 4). The new market this year is Mauritius In 2013-14, GCMMF took giant strides in
expanding its presence in International markets also. Amul’s presence on Global Dairy Trade
(GDT) platform in which only the top six dairy players across the world sell their products and
it has earned respect and recognition across the world. Indian dairy products are thriving in the
global market. Growth in consumer pack exports has been credible. Amul is also the world's
biggest vegetarian cheese brand.

TECHNOLOGY GROWTH

With rapid growth, Amul’s embrace of technology has been key to successful aggregation,
processing and distribution of a time-sensitive item like milk after it’s collected from so many
producers. ABB Automation Company provided Amul with intuitive automation and
maintenance solutions that ensure a hygienic, efficient environment for processing and
preserving milk’s goodness. It provides automation for milk reception, pasteurization and for
monitoring and control while transferring milk, cream and buttermilk from reception tanks to
packaging machines. Automation determines the percentage of milk, cream fat, and non-fat
solids, while queue-handling ensures prompt refilling of silos to maintain continuity without
delays. It has also developed a customized cleaning-in-place (CIP) solution to sanitize
equipment such as the silos, milk and cream pasteurizers, cream tanks, dispatch lines and
butter-making machines.

CURRENT STATUS OF THE ORGANISATION – AN OVERVIEW

Sales Turnover- (2019-2020) Rs 38,550 crores

Members 18 District Cooperative Milk Producers’
Union

Number of Village Dairy Cooperative 18,700

Societies

Total Milk Handling Capacity 35 Million litres per day

Milk Collection (Daily Average) 23 Million litres per day

Cattle Feed Manufacturing Capacity 9200Mts per day

BUSINESS GROWTH AND THE INDUSTRY

INTRODUCTION AND HISTORY OF DAIRY INDUSTRY

In the colonial period the dairy industry was largely an unorganized activity. The origin of dairy
farms under public management goes back to 1886. In 1920, a few more dairy farms were
started in Bangalore, Bombay and Kamal. Until 1923, the British government's approach was
confined to the milk requirements of the military only. Later, a more broad based approach was
pursued and in 1937, the Lucknow Milk Producers' Co-operative Union Ltd. was established. In
1946, the first farmers' integrated Dairy co-operative Unit (AMUL) was established at Anand in
Kaira District of Gujarat, which became very famous in India. However, the first co-operative
dairy was organized in 1913 at Allahabad. Amul and the greater Bombay Milk Scheme helped
the dairy industry in India to develop at a faster rate. They improved the technique of processing
and marketing under Indian conditions. There were no significant developments on the
government part in the initial years after independence as the new government was still busy
with planning in a comprehensive manner. Until then the dairy industry had not been recognized
as a separate industry. It was only treated as part of animal husbandry. However, from the
second five-year plan period, the government had taken keen interest in the development of the
industry. The growth of the dairy co-operatives is uneven in India. It was only during the 1950s
that Tamilnadu, Gujarat and U.P took some important steps in organizing the dairy
co-operatives. But no organized efforts were made for the development of these dairy
cooperatives before the introduction of the planning era. Amul, the most significant and
prestigious venture in the dairy co-operatives provided a model for the milk producer
cooperatives in India. Such units played an important role not only in increasing milk
production but also promoting the economic status of their members. Over the years, brands in
milk products created by cooperatives have become synonymous with quality and value. Brands
like Amul (GCMMF), Vijaya (AP), Verka (Punjab), Saras (Rajasthan). Nandini (Kamataka),
Milma (Kerala) and Gokul (Kolhapur) are among those that have earned customer confidence.

Amul currently processes and gathers different varieties of milk products. It distributes
approximately one million liters or more every day in the country. It is the brand that
symbolizes the aspirations of the Indian farmers. (Please refer exhibit 5 for pictorial
representation)

MILK PRODUCTION

● India's milk production increased from 21.2 million MT in 1968 to 88.1 million MT in
2003-04.
● Per capita availability of milk presently is 231 grams per day, up from 112 grams per
day in 1968-69.
● India's 3.8 percent annual growth of milk production surpasses the 2 per cent growth in
population; the net increase in availability is around 2 per cent per year. (Please refer
exhibit 5 for pictorial representation)

SWOT ANALYSIS
Amul’s strengths – internal strategic factors

1. Exceptional Growth – Amul has seen exceptional growth in the past seven years. The
company continues its adaptive and evolutionary mechanism as it has done for decades.
India has placed many investments in its dairy industry, and the company has justified its
position. Currently, the company is setting its sight to achieve record growth with its
INR 50,000 crores target in 2020.

2. Large Production Capacity – Amul is a brand managed by the GCMMF (Gujarat

Cooperative Milk Marketing Federation Ltd), a cooperative body that provides about
17.7 million liters of milk per day. Its production capacity led the GCMMF to join the
ranks of the top dairy organizations in the world. In Sept of 2018, Amul was ranked at
the 9th position according to the survey of the IFCN (International Farm Comparison
Network).
3. Market Leader – Amul has positioned itself as the market leader in India because of
the organized ice cream sector which has a 1/3rd market share in the country. The ice
cream sector is expected to grow by 30% in the coming years, whereas its flavored milk
and cheese products have been forecasted to grow above 20%.
4. Brand Recall and Equity – Amul has become the favorite for many Indians because of
its genius Amul baby campaign that evokes beauty and emotion on every occasion. It
has cemented Amul’s brand recognition especially when it comes to brand recall and
equity. There are only a handful of milk-based brands available that have the same
public image like Amul in India.
5. Best Quality – Amul has been entrusted with a strong and loyal customer base owing to
its standard persistent quality production. Amul has maintained its operation with
adequate transparency for decades forming a good relationship with the government and
the health department. The appraisal from such entities over its products has only added
to its credibility and customer retention.
6. Huge Customer Base – Amul has the amazing quality of transcending the urban
demographic and reaching the rural areas. This allows it to have distinctive leverage
 over its competition as it expands its consumer base and maintains a presence in every
corner of the country.

Amul’s weaknesses – internal strategic factors

1. Lawsuits – The brand faced an internal crisis after it chose to advertise its products by
disparaging its rival competitors. This promotion did not go unnoticed by one of its
competitors HUL (Hindustan Unilever Limited) which filed a lawsuit against the dairy
company and took it to court. HUL won its lawsuit at the Bombay High Court in 2017
and demanded that Amul should stop its condescending advertising immediately. It has
tarnished Amul’s image as an elitist, utilizing arrogant and unfair methods to beat its
competition.

2. Operational Cost – The operational cost for Amul is enormous thanks to its massive
structure. This becomes a liability for the company as Amul experiences multiple
pricing changes and is dependent on its farming unions and community whose needs are
growing every day. Amul does not have an effective mechanism in place to face these
challenges which is risky given the unpredictability of supply.

3. Portfolio Expansion – Amul has diversified its dairy products variety, but it has not
experienced similar success in its other productions. The best example is its chocolate
products that have not reached the same level of success as its ice creams. Amul’s
portfolio expansion is crucial for its brand image.

Amul’s opportunities – external strategic factors

1. Per Capita Milk Consumption – Amul can increase its per capita milk consumption
which is generally 97 liters per year, much lower than that of countries like the USA or
the EU. The demand for milk products continues to grow, and Amul has enough
resources to capitalize on this demand.
 2. International Markets – Amul has the capacity to explore its reach in the international
markets. It can access more Asian markets from neighboring countries to other regions
and operate accordingly. Its international exports will increase their margins and
turnovers rapidly.
3. Chocolate Production – Amul can invest generously in its chocolate production and
thrive in the chocolate selling business. With adequate advertising, it can become its
greatest

Amul’s threats– external strategic factors

1. Increasing Competition – Amul increasingly faces fierce competition in the Ice Cream
sector. More and more companies and brands both local and foreign are invading its
markets and overtaking its sales. Competitors like Kwality Walls, Mother Dairy, Baskin
Robbins, London dairy, and Havmor are a few names that directly threaten its business.
2. Negative Media Coverage – Negative media coverage has not been beneficial for
Amul’s operations. It has affected its sales and forced them to issue statements garnering
unwanted media attention.

AMUL AND DAIRY INDUSTRY

Revenue From Operations

Amul – 6,96,634 million

Heritage – 2,48,235 million

Nestle – 1,23,689 million

Milk Procurement
Amul - The Union had procured an average of 27 lakh Kgs. Milk per day during the year during
the year 2018-19 and their annual procurement was 98.05 Cr Kgs. which reflects an increase of
20% as compared to the previous year. During the FY 2019 they procured, on an average 33.34
lakh Kgs. milk per day from more than 1785 milk societies, aggregating to 121.69 Cr Kgs.
which is 11.24% higher as compared to the previous year.

Heritage - Overall milk procurement volumes increased by 10.41% to 13.83 LLPD in 2019.
And milk procurement counted to 12,715 in 2019. As part of increasing their product
penetration, they increased their distribution through retail outlets.

Sales

Amul - During 2019, the Union had achieved sales turnover of Rs.696.6 million which reflected
an increase of 11.35% as compared to the previous year.

Heritage- Heritage witnessed net sales of Rs.247.9 million in 2019.

Nestle – Total sales of milk and nutrition products came up to Rs. 565.1 million.

COMPETITIVE ANALYSIS OF AMUL'S MARKETING STRATEGIES

Amul has many competitors, who have entered the market in the last decade and are growing
their market share steadily. In the ice cream category, Amul owns a major share but even though
individually these competitor brands might not be a worthy adversary,combined and due to
synergy, all of them together are giving very tough competition to Amul.

List of its top competitors:

● Kwality walls
● Vadilal
● Havmor
● Dinshaws
 ● Arun Ice cream

Many of these ice cream products are niche or geographic targets centric. Havmor is more
successful and strong in west India whereas Arun ice cream is strong in the southern
region.Besides these organized players, Amul has many unorganized and small competitors as
well which offer their own ice cream variants in their own outlets. But the competition in other
dairy products like Butter and Cheese is far less.

COMPETITIVE ADVANTAGE IN THE MARKETING STRATEGY OF

AMUL

Amul carries two major competitive advantages listed below:

● Its supply chain: Amul has a large number of dairy suppliers which provides it
tremendous strength and facilitates Amul to produce high volumes by relying on its
supply chain.

● Its Wide Product portfolio: Amul has a really wide product line due to which it can run
Amul shoppes's and also maintain its products presence in market, especially at retail
level. Amul's product portfolio analysis indicates that its Butter and Ice cream are cash
cows for it.

DISTRIBUTION STRATEGY IN THE MARKETING STRATEGY OF

AMUL

Like any other FMCG firm, Amul focuses on breaking down the bulk.It supplies in huge
amounts to its C and F, which is responsible to store Amul products in bulk. C&F then transfers
the company's products to distributors who forward it to retailers. Amul has its own storage and
also has a strong and reliable C&F.

BRAND EQUITY IN THE MARKETING STRATEGY

Due to the quality products, the top of the mind positioning, Reliable and strong distribution and
supply channels, and finally the point of purchase branding and advertising of the Amul girl,
Amul is at a very strong position when its brand equity is concerned. Amul's brand value is
more than 3.8 billion which is expected to cross 4 billion mark in near future, but the dropping
value of rupee and economic slowdown may cause the difference.

CUSTOMER ANALYSIS

The typical customers of Amul belong to the Sec B and Sec C segment wherein they are either
middle class or lower class. Amul in general uses mass marketing and therefore it targets these 2
classes majorly. The high end customers are more likely to prefer a Naturals, a Baskin robbins,
or any other such brand which meets their taste and status.

This completes the analysis of the marketing strategy of Amul.

When we plot Amul's products on BCG Matrix, we get to know that:

● Amul's certain products start whereas others are cash cows.

● Amul's chocolates are question marks as they have very low share in growing market,
Cadbury is the market leader.
● Amul's Butter and Ice creams are cash cows as they have a huge market share which is
still growing with the market growth.
● Amul's Milk, buttermilk, cheese, Amul Kool have a lot of direct and indirect competitors
in their niche market, but still Amul has high market share for niche as well, so it is right
to say that all these products fall under Star for Amul.

*The data in the report is based on final FY2019 figures.

THE BUSINESS GROUP AND THE SOCIETY

Amul Dairy has propelled a novel plan for add up to country sanitation and set an objective for
itself whereby not a solitary drain maker will take care of nature’s bring in the open. The Dairy
with the help of District Rural Development Agency (DRDA) will give intrigue free credits to
its drain makers in Anand and Kheda locale to set up “pucca” latrine pieces, which will enable
ladies and drain makers stay away from humiliation yet will likewise guarantee cleanliness.

Amul has arranged a model minimal effort latrine hinder that costs Rs. 11,500 per unit. While
DRDA will bolster this activity through endowment going amongst Rs.4500 and Rs.4600 for
BPL/APL families, Amul will give its individuals an intrigue free credit worth Rs.4300
returnable in four years.

AMUL SCHOLARSHIP
Amul presented scholarship plots in 1992 to energize exceptional offspring of agriculturists in
seeking after higher investigations. The youngsters are given scholarships for pressing together
Diploma, Graduation, Postgraduate and Doctorate. Consistently the remarkable youngsters are
recognized from the towns and scholarships are given to accomplish their scholastic greatness.
This exertion has led kids to exceed expectations in their investigations and spread instruction in
rustic zones.

Amul Scholar Felicitation Programme

Amul Scholars’ Felicitation Program was started in 2004. Yearly Amul congratulates offsprings
of representatives who have secured most noteworthy checks in tenth, twelfth norms and Gold
Medalist in graduation.

Amul Vidya Shree & Vidya Bhushan

Amul’s vision is to see an informed, gifted and solid youth in a created India without bounds
and subsequently contribute towards country building. Amul believes that the sound training of
its childhood is the establishment of each state. Consequently, it is the most essential constituent
for creating a country like our own. Towards this rationality, Amul Vidyashree and
Vidyabhushan Awards have been initiated to perceive the brightness of the understudies
crosswise over India and the nature of instruction and direction granted by the schools they
contemplate in.These honours were commenced in 2004-05 Advancing (2006-07) Amul
founded Amul Vidya Bhushan'' honours to perceive the toppers of standard twelfth examination
too. It is India’s first of its kind honour that perceives and rewards splendid personalities of
India. By winning this honour, the understudy gets perceived, as well as help the schools to
upgrade their picture as an institute that gives quality instruction, worth imitating by others.
AMUL WITH RED CROSS
Amul in relationship with the Indian Red Cross Society intends to start compassionate
administrations to limit, lighten and avoid human enduring consistently to contribute for
“Humankind to Peace”. Towards this goal Amul started blood gift battle in 1987. Blood gift
camps are sorted out frequently in rustic ranges through Village Dairy Co-Agent Societies.
Thus, camps are sorted out in Amul Dairy Campus wherein workers and their relatives
participate in giving blood. Also, Amul arranges gifts of blood in crisis. Amul has made a
pattern in giving blood to the general public.

TRIBHUVANDAS FOUNDATION
Milk Producer individuals from Gujarat Dairy Cooperatives-also called AMUL have been
commending the country’s Independence Day in a novel way by planting lakhs of saplings
crosswise over Gujarat and have taken up an eager intend to spare the earth by planting trees,
influencing India to green and along these lines lessening the impacts of a worldwide
temperature alteration. The milk makers of Gujarat Dairy Cooperatives are leading mass tree
estate drives each year on Independence Day for the most recent nine years. In the most recent
ten years (2007 to 2016) the milk makers have planted around 619.7 lakhs trees). The most
striking component of these whole projects was that it has been started by milk maker
individuals from the dairy cooperatives. The one of a kind reality about the program was that
the milk maker individuals took up the promise to ensure tree saplings till it survives and
develops into a tree.

Throughout the years, because of serious farming and dairying different common assets are
getting expanded at a faster pace in Gujarat province of India. The state level zenith collection
of dairy agriculturists in Gujarat gave a genuine idea toward this path and found an original
thought for offering back to nature. To put this thought into the training an outline group,
consisting of delegates of part unions were shaped. The group acknowledged the thought by
heart and instantly chose to spread it among rancher individuals from town dairy agreeable
social orders. At that point the thought was conveyed to rancher individuals and they all invited
it and energetically consented to execute the thought.

CSR ACTIVITIES TOWARDS ITS EMPLOYEES

Corporate social obligation (CSR) has been characterized as the dedication of business to add to
feasible financial advancement working with representatives, their families, the neighborhood
group, and society everywhere to enhance their personal satisfaction, in ways that are both
useful for business and useful for improvement.

To meet with the CSR, it is normal that a business in its whole acquisition generation preparing
advertising chain should concentrate on human advancement including the maker, the specialist,
the provider, the shopper, the common society, and nature.

CSR-touchy Organizational Structure

AMUL is a three-level co-agent association. The primary level is the co-agent society at the
village, of which; drain makers are deliberate individuals, dealing with the co-agent through a
fairly chosen 9- part overseeing panel, and working together by obtaining milk from individuals
and pitching it to the region level co-agent. There are more than 11,000 co-agents in towns of
Gujarat.

The second level is the region co-agent that procedures drain into drain items, showcases locally
and pitches surplus to the state co-agent for national and universal promotion. There are 12 area
co-agents each being overseen by a 15-part board chosen by the school involving the assigned
delegates or directors of the town co-agents.

Third level is the state level co-agent – the Gujarat Co-agent Milk Marketing Federation
(GCMMF) in charge of national and worldwide promoting of drain and drain items created and
sold to it. The GCMMF is overseen by the board justly chosen by and from among the
executives of the locale co- agents.

The whole three-level structure with the GCMMF at its peak, is a one of a kind establishment
since it envelops the whole chain from creation of crude material to achieving the shopper with
the finished result. Each capacity includes human mediation: 23.60 lakh essential drain makers;
35,000 provincial laborers in more than 11,400 town social orders; 12,000 specialists in 15 dairy
plants; 750 advertising experts; 10,500 business people in dissemination and 600,000 salesman
in retail. It trusts that innovation and capital are replicable information sources however not the
human capital. Since men are the reason for accomplishing the CSR, the GCMMF lays
emphasis on their advancement into equipped, affable, valid, solid, responsive communicators
and entertainers.

The initial move towards releasing the CSR is the business rationality of the GCMMF. It is two-
overlap: one, to serve the premiums of drain makers and second, to give quality items to
customers as incentive for cash.
The GCMMF has distinguished the merchants and retailers as its critical connection in its seller
inventory network. The GCMMF understood that it was a corporate social duty to reinforce the
centre business procedures of its wholesalers in order to keep them in standard business and
rival those with formal preparation in administration. The GCMMF has created and prepared
every one of its wholesalers through Value-Mission-Strategy Workshops, capability building,
Amul Yatra, Amul Quality Circle gatherings, computerisation, and electronic trade exercises.

Competency Building Module of the GCMMF is intended to imbue proficient offering aptitudes
by making the merchants and their sales people mindful of most recent deals administration
apparatuses and systems; improve their insight into items; situating and division procedures for
different items. Under Amul Yatra the wholesalers and their salespeople went up against a visit
to Anand. Amid this visit they are demonstrated dairy plants, their upkeep, universal measures
of cleanliness and quality; the practices received for clean drain creation, or more all the
agreeable logic. Through coordinated chat with the agriculturists, the wholesalers and sales
people acknowledge AMUL is a substantial business of little ranchers. The visit leaves an
everlasting impact on their brains that by offering AMUL items, they are releasing a social duty
towards countless agriculturists whose occupation relies on their expertise and trustworthiness.
They feel pleased that they are members being developed of rustic culture and along these lines
in country building.

INCOME OF GCMMF
Supporting its essential individuals – the drain makers – is the principal mission of the
GCMMF. Release of this obligation is reflected in the way in which the GCMMF conducts its
business and offers its profit. The drain from the town co-agents is acquired at an interval cost.
In order to expand the profit of the drain makers the GCMMF changes the item profile amid the
monetary and coordinates its deals and showcasing exercises towards those items that would
acquire the most extreme returns. Each business association takes after a similar standard. Yet,
the GCMMF tails it with the focal enthusiasm of the makers. Amid the financial, as the
GCMMF finds that from its profit it is conceivable to pay more to the makers for drain, the last
cost is proclaimed higher than the between time cost being paid. Before the GCMMF shuts its
money related records the co-agents are paid value contrast, the sum between the break cost and
the last cost. Subsequently the benefit of the GCMMF is low. The net benefit (PADT) of the
GCMMF amid 2003-04 was Rs 7.31 crore against a turnover of Rs 2,947 crore, a pitiful 0.25%.
Father of the net benefit of Rs 7.31 crore, Rs 4 crore was given as offer profit to the co-agents.
To satisfy its corporate social duty towards its drain makers and co-agents the GCMMF deals
with razor thin benefits and maintenance of assets.
The GCMMF contracts and prepares individuals to exploit its rivals. It has created in-house
modules for preparing and ability working to enhance and up review of their insight; relational
abilities to comprehend the client, be receptive to client prerequisites, and impart plainly for
investigating issues. They are required to be gracious, well disposed, deferential, and obliging to
the client. To enhance the validity and reliability of the chiefs it is essential they perform
reliably and precisely every time and consistently. The structure of compensation and
perquisites is out and out various. The above all else the staff must land fulfilment from the
position they. They are perceived for their commitment.

Amul is owned by more than 3 million small farmers in the state of Gujarat. At the end of the
transaction, more than 80 percent of profits are received directly by farmers.Women have
especially profited from the venture. Women in Gujarat have some level of economic
independence that has not only empowered them but also allows them to participate more
actively in domestic matters and decision-making.Most of the dairy-related activities are usually
taken care of by the women of the state. They are involved mainly in the primary production
stage of the chain and men mostly take care of marketing and processing. According to a report,
the number of female cooperative members had increased from 0.22 million in 1981 to 3.7
million in 2008. Working at the ground level, women are the sole reasons for the success of this
business model. This also resulted in the improvement of the status of women, and the male
female ratio. With subsequent infrastructural and educational advancement in the state, this
business model was studied and appreciated by the entire world.

COPING WITH THE CHANGES

In India, Amul is set as an example on how to develop a network of firms in order to overcome
the complexities of a large yet fragmented market like those in emerging economies by creating
value for suppliers as well as the customers. Amul has led the milk dairy revolution in India that
has now emerged as one of the largest milk producers in the world. Amul was founded in
1947-eight months before India’s independence from British rule and owned by over three
million farmers in the state of Gujarat now. It is India’s largest food product marketing
organization, selling 46 products, including pouched milk, cheese, butter, ice cream, and infant
food through a million retailers across the country, and is the market leader in almost all the
categories in which it operates. Amul is famous among Indian consumers for offering
high-quality products at reasonable prices. It runs a highly popular advertising campaign that
spoofs current events.

Amul entered the biscuit market, with a social media campaign announcing that its new range of
butter cookies contain 25% butter, whereas other brands have no more than 3%. The
advertisement invites viewers to check about the nutritional information on the packaging of
rival brands and send in pictures, for which they would receive an Amul hamper.

The vegetable oil cookie pictured in the Amul ad is indeed Good Day from Britannia, with
which it also competes in the dairy category. Britannia countered with its own ad last, which
points out that the Amul Butter Cookie, with 25% butter, contains seven times more cholesterol
than Good Day. Whether this convinces consumers to stay with the market leader remains to be
seen, but Amul’s cookie campaign is reminiscent of the one it launched for its ice creams, which
forced brands like Kwality Walls to label their products as frozen desserts because they
contained no cream. It was a body blow the Unilever brand never recovered from. Amul is now
the market leader in ice creams and biscuits has the potential to boost its Rs 33,000 crore annual
turnover (2018-19) in equal measure. Amul cookies are currently available only in Gujarat, but
then, the organisation has always opted for slow roll outs when it enters a new category, much
the proverbial Juggernaut. Its ice cream was introduced first in the cities of Gujarat, then
Maharashtra and it took all of five years till it was available nationally. Meanwhile, Amul has
revived Amul chocolates, with a range of dark chocolates manufactured at a brand new hi-tech
plant (inaugurated by Prime Minister Modi) located next to its bakery facilities. GCMMF has
been innovating in the beverages category, with new products ranging from whey-based fruit
drinks to milky mocktails that actually taste vaguely of alcohol. Amul has also responded to the
increased segmentation of its primary product, with lactose-free milk, cow milk, buffalo milk
and camel milk. And then there’s the mithai range – peda, kaju katli, rasmalai – which Sodhi
expects will soon take a quantum leap in volumes. There are five different types of Amul ghee,
made from different processes, marketed according to region.

Backing this ever-expanding product portfolio is a powerful distribution channel, which

includes 8,500 exclusive Amul parlour. The channel was built after the successful ice cream
launch in 1996, they opened 50 outlets a day. They could not offer high margins, as a
cooperative committed to holding down costs, but they promised volumes. Those days, the
naysayers were predicting Amul would cave to private sector competition after liberalisation,
but it actually managed to hold its own and grow. When GCCMF was created in 1974 to market
the products of Gujarat’s district dairies on a 5% commission, its portfolio consisted of liquid
milk, milk powder, ghee, cheese and butter, which were often in short supply. Come the 90s, the
situation reversed and booming milk production obliged Amul to think in terms of more value
added products. The market research threw up a list of 40 products that consumers might want
from Amul. Many of them, like curd and buttermilk, were traditionally made at home. But we
believed the new Indian consumer had more money but less time and wanted off-the-shelf
options. Still, the fear over launching curd and buttermilk was such that Amul created the Masti
sub-brand to shield Amul from possible disaster. As it forayed into new product categories,
Amul introduced several innovations in packaging. A joint venture, Hindustan packaging,
between Tetra Pak of Switzerland and the National Dairy Development Board, which then made
the packaging for Dhara oil, was roped in for packaging long-lasting Ultra High Processed milk
in 1994.

Today, GCMMF’s big challenge is to keep the image of its brand young, while retaining its
legacy. Market research says Amul appeals most to the 35+ age segment and less to youngsters,
who think it’s rather fuddy-duddy. The mantle for change is set to fall on Kishore Jhala,
GCMMF’s chief operating officer and MD designate, who is reaching out to the young segment
through sports sponsorships and digital marketing. “Amul is a mass brand, but the youth of
today is no longer on mass media. You have to catch them elsewhere,” he says. Amul moppet
has taken well to social media. Originally created for Amul butter in 1966, with the “utterly
butterly delicious” tagline, the cartoon series has proved to be so enduring that Amul now uses
it for the umbrella brand which make these old associations die hard. In May, when Amul
created a cartoon of Deepika Padukone at Cannes in her Giambattista Valli tulle gown with the
title “Gori Tera Gown Badda Nyaara,” the Bollywood actress put it on her Instagram handle.
Celebrities from every field feel they have arrived when they are featured in Amul topicals.

Amul offers its farmers 80% of the consumer’s dollar for milk, compared with 35%–40%
typical in some Western markets. The cooperative dairy model of Amul has been replicated
across several Indian states, helping increase the incomes of 80–100 million farmer families
across the country. However, despite its success, Amul is beginning to come under and face
increasing pressure. Multinationals like Nestlé and Unilever are increasing their presence in
India and are giving major competition to Amul in value-added products like yogurt. The entry
of large multi-brand retailers like Wal-Mart in the Indian market threatens to squeeze AMUL’s
margins and undermine its low-cost distribution network. India’s large young rural population is
shying away from dairy farming in favour of urban jobs, leaving questions about future
procurement.

MAJOR EVENTS AND TIMELINE

Amul was registered in December 1946. The government gave monopoly rights to Polson
regarding collection of milk from Kaira to supply it to the Mumbai city.

Affected by the unfair trading practices, the Kaira farmers approached Vallabhbhai Patel under
the leadership of the local leader of farmers Tribhuvan K. Patel, who advised them to form a
cooperative and supply milk directly to the Bombay Milk Scheme rather than in Polson, who
gave them very low prices. In 1946, the milk farmers went on a strike which led to the setting
up of the cooperative to collect and process the milk. Milk collection was then decentralized,
because many producers were marginal farmers who could deliver at most, one to two liters of
milk every day. In June 1948, the KEMPUL also started pasteurizing milk for the - Bombay
Milk Scheme. Under the leadership of Mr. In 1973, Amul celebrated the 25th Anniversary with
Verghese Kurien, Maniben Patel, and Morarji Desai.

The cooperative was further managed by Dr. Verghese Kurien along with H.M. Dalaya. Dalaya's
innovation of making skimmed milk powder from buffalo’s milk that too for the very first time
in the world and later, with the help of Kurien, producing it on a commercial scale, led to the
first and the foremost modern diary of cooperative at Anand, which could easily compete
against the established players present in the market.

T. K. Patel, Dalaya and Kurien's success at the cooperative dairy soon spreaded to Anand's
neighbourhood,Gujarat. Within a short span of time, five unions in the other districts namely
–Baroda, Surat, Banaskantha, Mehsana, and Sabarkantha – were set up.

In 1970, To combine the forces and to expand the market while saving on advertisements and
to avoid competing with each other, Gujarat Cooperative Milk Marketing Federation Ltd., an
apex marketing body of the district cooperatives, was set up in 1973. The Kaira Union, which
had the name of Amul since 1955, transferred it to the GCMMF.

In 1999, AMUL was awarded as the ‘Best amongst all’ The Rajiv Gandhi Quality Award.The
technological developments in Amul has been spread to other parts of India.

GCMMF is the largest food marketing organisation in India and an apex organisation for dairy
cooperatives in Gujarat. It is a marketing organisation for the products under brand name Amul
and Sagar. From the last four decades, dairy cooperatives created an economic link that
connected about more than 3 million milk products of the village with millions of consumers in
India.

On September 30, 2018, our Prime Minister Narendra Modi inaugurated Amul chocolate plant
in Mogarm near their headquarters. The new plant was built with an increase from 250 tons a
month to 1000 tons per month. GCMMF invested around Rs.300 Crores for this project. It is a
fully automated factory with less human intervention.

TIMELINE OF MAJOR EVENTS

TIMELINE MAJOR EVENTS OF AMUL

1946 Under guidance of Moraji Desai and Sardar Patel, Foundation Stone was
December led as Anand Milk Union Limited(AMUL).

1950 Appointment of Dr.Verghese Kurien to run the dairy as Executive Head.

1965 March NDDB was set up to replicate the Amul Model in the entire nation for
OPERATION FLOOD or WHITE REVOLUTION.

1973 June Dr.Verghese Kurien was appointed as a chairman of GCMMF.

2009 Foundation Stone of Paneer Plant was laid in March 2009.

In 2009 December AMUL got a National Energy conservation award from

the Ministry of Power.

2010 October Inauguration of Cheese Whey Drying Plant and celebration of 65th Annual
Day of Amul.

2011 March Bhoomi poojan and Foundation Stone of Greenfield Dairy Plant were led.

2012 In June 2012 Mobile Milk Testing Lab was inaugurated.

In November 2012 Foundation Stone of New Cattle Feed Plant was opened.

On January 1st 2012 ‘Amul Awaz Setu’ A spoken web service to farmers.

2013 In September 2013 Unveiling of Bust and

In December AMUL received the CII National Food Safety Award.

2016 In July 2016 AMUL received the APEDA Export Award.

In July 2016 AMUL received the Golden Peacock Eco-Innovation Award.

In October 2016 inauguration of Milk evaporation plant was done.

2018 In April 2018 Amul Dairy, Anand received FGI Excellence Award 2018 by
Maneka Gandhi.

In June 2018 Amul received Innovation Award at NDDB, Anand.

Amul received Gujrat Cleaner Production Award by Shri.Vijaybhai Rupani,

honorable Chief Minister of Gujarat.

In 2018, Amul was also awarded the Marketer of the year.

June 2020 Recently, Amul was announced as World Dairy innovation award finalist
through Virtual Award Ceremony.

EXHIBITS

Exhibit 1- Sales growth of Amul

Exhibit 2- List of Amul Products
Exhibit 3- New products of Amul
Exhibit 4- Amul’s expansion globally
Exhibit 5- Amul’s milk procurement and SWOT
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IN-RELATION-TO-ORGANIZATIONAL-DESIGN-AND-OPERATIONAL-EFFICIENCY.pdf

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