ACKNOWLEDGEMENT

It would be prudent to commence this report with an expression of gratitude towards all those who have played an indispensable role in the accomplishment of this project by providing their valuable guidance. I would like to take this opportunity to acknowledge and thank Cargill India Pvt. Ltd. for providing me with this highly coveted opportunity to associate my Summer Internship Project with an organization of worldwide repute. I extend my most sincere thanks to Mr. Pritish Gupta, Zonal Marketing Manager and Mr. Rajat Sharma, Area Sales Manager for their help and guidance in various capacities which have been extremely proficient in getting the best out of me by sharpening my rough edges from time to time. I am deeply indebted to my faculty guide whose help, stimulating suggestions and encouragement helped me in all time of research. I am also thankful to all my team members for their stimulating support and co-operation. My special thanks to my parents without whom it would have not been possible and for everything of what I am today.

Table of Contents Executive Summary ...................................................................................................................... 3 Over view of FMCG ..................................................................................................................... 4 Swot Analysis of FMCG Sector .................................................................................................. 6 Top Players in FMCG ................................................................................................................. 7 Cargill In India............................................................................................................................ 12 Product and Services offered by Cargill ................................................................................... 21 Edible Oil Consumption ............................................................................................................. 23 Ediblie Oil Players In UP ........................................................................................................... 24 Cargill Brands at a Glance ......................................................................................................... 29 Swot Analysis Of Cargill India Pvt Ltd .................................................................................... 35 Project Objective ........................................................................................................................ 36 Analysis of UP as a whole .......................................................................................................... 39 Analysis of Kanpur Outlets ........................................................................................................ 42 Analysis of Varanasi Outlets ...................................................................................................... 47 Analysis of Allahabad Outlets.................................................................................................... 53 Analysis of Lucknow Outlets ..................................................................................................... 60 Suggestion For Increasing Market share in FFS segment ...................................................... 64 Learnings ..................................................................................................................................... 68 Limitation ................................................................................................................................... 68 Conclusions .................................................................................................................................. 69 Annexures ........................................................................................................................................ References ........................................................................................................................................

Executive Summary
This Study gives you an overview of market potential of edible oil market in Uttarakhand and U.P. West with emphasis on competitors, areas,types of oil,consumption of oil in different cities in Uttarakhand and U.P.West by collecting data from various segments like halwai,bakery,hotels,restaurants,caterers and namkeenwala.. The study throws light on what is Cargill market share and how can it improve its market share in Fragmented Food Outlets in respective states. Founded in 1865, Cargill is one of the largest international providers of food, agriculture and risk management products. With more than $120 billion turnover and operations spread across 67 countries, Cargill today employs more than 1, 60,000 people across the world and is trusted across for its commitment of Cargillishing people Cargill Refined Oils India imports, refines, sells and markets a wide range of vegetable oils and fats to wholesale trade, industrial and household consumers across India. We own and operate Cargill vegetable oil refining facilities three are located on east and west coast ports of India, the other is located in western India. Refined Oils India markets a range of refined sunflower, soy, palm, olein and ground nut oils, hydrogenated fats and bakery shortenings under Cargill national brands, Nature Fresh, Gemini, Purita\, and other region-specific brands. The Project given was to to assess the edible oil potential of Fragmented Food Service industry in Uttarakhand and U.P.West. The main objective was to map different Fragmented Food outlets and thus expand distribution network . The work was done in stages which were 1. Mapping of the Fragmented Food Service Outlets in Uttarakhand and U.P.West. 2. Profiling of each micro segment of FFS. 3. Arriving at a volume potential of different types of edible oils. 4. Refined Non Refined i. Sunflower, Soya, Palm oil, Vanaspati, Desi Ghee.

5. Utility of the project 6. Devising Sales Strategies and Market Strategies for Fragmented Food Service channel in Uttarakhand and U.P.West. 7. To know the usage pattern of edible oil amongst consumers in various cities . 8. To know the awareness amongst consumers regarding types of Cargill food prod

Introduction Over view of FMCG : Fast moving consumer goods It is alternatively called as CPG (Consumer packaged goods) industry primarily deals with the production, distribution and marketing of consumer packaged goods. The Fast Moving Consumer Goods (FMCG) are those consumables which are normally consumed by the consumers at a regular interval. Some of the prime activities of FMCG industry are selling, marketing, financing, purchasing, etc. The industry also engaged in operations, supply chain, production and general management. Fast Moving Consumer Goods (FMCG), are products that are sold quickly at relatively low cost. Though the absolute profit made on FMCG products is relatively small, they generally sell in large quantities, so the cumulative profit on such products can be large. Industry Background FMCG is one of the most dynamic domains of the business world. A career in this sector encompasses a large number of job roles like market research, pricing and product development, purchasing, advertising and brand awareness. FMCG is a sector where graduates can gain excellent rewards if they work hard. FMCG products are those that move

off the shelves in retail outlets very quickly. In the Fast Moving Consumer Goods (FMCG) sector, one needs to be fast in translating the ideas into new products. There is a requirement to create the products that people trust, enjoy and use in their daily lives. Advertising and marketing have a vital role to play in this. Sector Outlook FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs. 60,000 crores. FMCG sector generates 5% of total factory employment in the country and is creating employment for three million people, especially in small towns and rural India. Offerings of FMCG FMCG Sector (In 2010) The FMCG sector in India is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. The volume of money circulated in the economy against FMCG products is very high, as the number of products the consumer use is very high. The Indian FMCG market has been divided for a long time between the organized sector and the unorganized sector. While the latter has been crowded by a large number of local players, competing on margins, the former has varied between a two-player-scenario to a multi-player one. Unlike the U.S. market for fast moving consumer goods (FMCG), which is dominated by a handful of global players, India's Rs.460 billion FMCG market remains highly fragmented with roughly half the market going to unbranded, unpackaged home made products. This

presents a tremendous opportunity for makers of branded products who can convert consumers to branded products. However, successfully launching and growing market share around a branded product in India presents tremendous challenges. Take distribution as an example. India is home to six million retail outlets and super markets virtually do not exist. This makes logistics particularly for new players extremely difficult. Other challenges of similar magnitude exist across the FMCG supply chain. Increased competition in the FMCG industry The recent rise of private-label goods has led to increased competition within the FMCG industry. A focus on bringing high volume products at lower prices to the market has created greater demands on all actors. Producers must differentiate their products and quickly bring them to market. Since products are consumed shortly after they are produced, it is imperative to keep production uptime high at all times. Any stop in production can cause empty shelves and lost market share.

CRITICAL OPERATING RULES IN INDIAN FMCG SECTOR Heavy launch costs on new products launch on Advertisements, free samples and product promotion. Majority of the product classes require very low investment in fixed assets. Existence of contract manufacturing Marketing assumes a significant place in the brand building process. Providing good price points is the key to success.

Top Ten Players in FMCG Sector NO. 1. 2. 3. 4. 5. 6. 7. 8 9. 10. Company Companies Hindustan Unilever Ltd. ITC (Indian Tobacco Company) Nestl India GCMMF (AMUL) Dabur India Asian Paints (India) Cadbury India Britannia Industries Procter & Gamble Hygiene and Health Care Marico Industries Source: www. naukrihub.com

Scope of the Sector The Indian FMCG sector with a market size of US$13.1 billion is the fourth largest sector in the economy. A well-established distribution network, intense competition between the organized and unorganized segments characterizes the sector. FMCG Sector is expected to grow by over 60% by 2010. That will translate into an annual growth of 10% over a 5-year period. It has been estimated that FMCG sector will rise from around Rs 56,500 crores in 2005 to Rs 92,100 crores in 2010.

Market Opportunities Vast Rural Market----Rural India accounts for more than 700 Million consumers, or 70 percent of the Indian population and accounts for 50 per cent of the total FMCG market. The working rural population is approximately 400 Millions. An average citizen in rural India has less then half of the purchasing power as compare to his urban counterpart. Still there is an untapped market and most of the FMCG Companies are taking different steps to capture rural market share. The market for FMCG products in rural India is estimated 52 per cent and is projected to touch 60 per cent within a year. Eg. Hindustan Unilever Ltd is the largest player in the industry and has the widest market coverage. The following factors make India a competitive player in FMCG sector
1. Availability of raw materials

Because of the diverse agro-climatic conditions in India, there is a large raw material base suitable for food processing industries. India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew and is the second largest producer of rice, wheat and fruits &vegetables. India also produces caustic soda and soda ash, which are required for the production of soaps and detergents. The availability of these raw materials gives India the location advantage.

2. Labor cost comparison

Low cost labor gives India a competitive advantage. India's labor cost is amongst the lowest in the world, after China & Indonesia. Low labor costs give the advantage of low cost of production.
3. Export - Leveraging the Cost Advantage

Cheap labor and quality product & services have helped India to represent as a cost advantage over other Countries. Even the Government has offered zero import duty on capital

goods and raw material for 100% export oriented units. Multi National Companies outsource its product requirements from its Indian company to have a cost advantage. India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew apart from being the second largest producer of rice, wheat, fruits & vegetables. It adds a cost advantage as well as easily available raw materials. Introduction To The Company Cargill in India Cargill maintains a number of businesses in India, with operations including the handling and processing of a wide range of products, including refined oils, grain and oilseeds, sugar, cotton and animal feed. In addition, Cargill develops flavour systems and operates a value investing business. Our presence in India has been growing since we began a joint venture operation in 1987 and today it has an access over 1000 towns and 2,50,000 retail outlets. Its head office is located at cyber city phase 3 Guargoan ( Haryana). Vision Our vision is to be the leading player in Indian edible oils market andcreating a distinctive value for all stakeholders. Mission We will develop and deliver value added products, which exceed statutoryrequirements to satisfy our internal and external customers, by creating a culture of continuous improvement and will establish dominant position in ours chosen market, by achieving competitive advantage in all functions and building and retaining a high performing customer-focused team. Approach Our approach is to be trustworthy, creative and enterprising.

Measures Our measures are engaged employees, satisfied customers, enriched communities and profitable growth.

Cargill's Guiding Principles It is not practical to set out detailed guidelines to govern every situation that might arise in the conduct of our varied and complex global business. Instead, below are the seven basic Guiding Principles that form the framework in which to examine any problem arising in any country. Cargill will comply with the laws of all countries to which it is subject. Cargill will not knowingly assist any third party to violate any law of any country, by creating false documents or by any other means. Cargill will not pay or receive bribes or participate in any other unethical, fraudulent, or corrupt practice. Cargill will always honor all business obligations that it undertakes with absolute integrity. Cargill will keep its business records in a manner that accurately reflects the true nature of its business transactions. Cargill managers and supervisors will be responsible that employees, consultants and contract workers under their supervision are familiar with applicable laws and company policies and comply with them. Further, they will be responsible for preventing, detecting, and reporting any violations of law of Cargill policies. Cargill employees will not become involved in situations that create a conflict of interest between the company and the employee. Every year, all Cargill employees sign an agreement to live these principles. Cargill milestones in India 1987: Cargill Seeds - a joint venture operation - commenced in India. 1994: Cargill starts its fertilizer/crop nutrients operations in India. 1997: Cargill launches its primary sugar and edible oils trading business in India. 1998: Commences grain and oil seeds business in India. 2001: Launches food business under Cargill Foods launch of brand Nature Fresh. 2003: Cargill acquires the Food Flavors business from Duckworth Group UK, and

Duckworth Flavors India becomes part of Cargill India. Cargill sets up green field edible oil refineries at Kandla and Paradip. Cargill launches one stop agri-shops Saathi Krishi Samadhaan Kendras. 2004: Cargill diversifies its fertilizer business into a joint venture with IMC global. Cargill India's DAP business renamed as Mosaic India. 2005: Cargill acquires Parakh Foods with brand "Gemini" and sets up a new Business Unit called Cargill Refined Oils India. This is first business unit with headquarters in India. Cargill launches Saanjhi Unnati Program in Rajasthan for development of malt barley Miller. In active collaboration with the Government of Rajasthan and SAB 2006: Cargill starts its sugar off shoring business to support the execution activities of Cargill Netherlands. Cargill sets up CarVal India Pvt. Ltd. Cargill enters into a joint venture in a project for setting up a green field sugar refinery in South India. Cargill entered into tolling arrangements with local Soybean crushers in Maharashtra, Rajasthan and Madhya Pradesh Cargill enters into a joint venture and subsequently owns and leads a shrimp feed manufacturing business in Rajahmundry in Andhra Pradesh. 2007: Cargill launches cotton trading business in India. 2008: An independently managed subsidiary of Cargill, Black River Advisor India Pvt. Ltd., begins operations in India. 2010: Cargill acquires leading Vanaspati brand RATH from Agro Tech Foods Ltd. 2011: Cargill bought Indian Sunflower oil brand Sweekar. Celebrity chef Sanjeev Kapoor becomes brand ambassador for Cargill Financial highlights

In fiscal year 2010, Cargill had $107.9 billion in sales and other revenues. Net earnings were $2.6 billion. Dollars in Millions Sales and other revenues Net earnings Cash flow from operations 2010 $ 107,882 2,603 4,630 2009 $ 115,059 3,334 6,679 Percent Change -6 -22 -31

Presence of Cargill in India

Our Behaviour Companies are not about bricks and mortar. They are about people. Companies behave as the people within those companies behave. We believe that our success is determined by the behavior of our people. Proper behavior results in prompt, accurate, cheerful, courteous service. Improper behavior-well, companies must do everything they can to avoid it because it is all-too-common. We realize that perfection is not achievable, but we think it's important for you to know how the employees of Cargill, in general, and Cargill Animal Nutrition, in particular, are expected to behave. Behaviour Themes of Cargill's Culture: Discuss / Decide / Support Demonstrate Respect, Candor and Commitment Develop and Leverage Deep Customer Knowledge and Insights Pursue and Reinforce Collaboration Ensure & Accept Accountability

 Challenge / Innovate / Change Culture Whether it is a thank you note or a formal award programme, we appreciate how recognition shows peers, direct reports, and managers how they fit into our mission and why their contributions are important. Cargill India employees can participate in a range of formal and informal recognition programmes as well as interact with colleagues and leaders across our many businesses, nationally and internationally. The culture and environment at Cargill is one where employees are motivated and confident enough to try new things out. They have opportunities to explore new ideas and are supported by the management in implementation. As a result, company is in forefront of delivering innovative products to the Indian consumers and implementing innovative and cost effective processes Simplicity, Accountability and Collaborate are the core values that run across the organization that bring people together in achieving our business goals and deliver superior value to all our customers. We follow a clear, open and transparent communication that ensures eliminating ambiguity and drive simplicity. We live up to our commitments. We agree on goals, objectives and strategies. We drive for flawless execution. We don't offer excuses; we offer solutions and this is the mantra that builds accountability across the organization.We trust and respects each other. We realize that we are much more valuable together than we are apart. Everybody has something of value to contribute, and we collaborate and win as a team. We provide an environment where one person can make a difference. Our employees work in an environment where they have freedom to express, innovate and create breakthrough solutions. Our employees are empowered, energetic and enthusiastic to make a difference with an underlying and all encompassing passion in what they do. Our people use good judgment and are decisive. They act with speed and always ensure flawless execution.

Learning and development opportunities At Cargill we are committed to attracting, retaining and training high performing people who embrace the companys vision and values. The means to achieve this is by maximizing training and development to ensure that employees have the competencies required to accomplish their business objectives as well as develop their career in the company.

Training opportunities include on-the-job learning, participating in company programs and courses, and attending external programs based on nomination by managers and/or peers. Employees also participate in performance management programs to create a road map for their individual success at Cargill and alignment with organizational goals. Internal mobility We seek to offer employees career opportunities within Cargill India and promote an open environment where employees can acquire new skills and learning. For employees who meet the criteria and are willing to accept roles with higher responsibilities, we provide avenues for growth & movement across Cargill businesses and geographies. Equal Employment Opportunity (EEO) Cargill maintains a policy of non-discrimination towards all employees and applicants for employment. All aspects of employment with Cargill are governed by merit, competence, suitability and qualifications, and will not in any manner be influenced by gender, age, race, colour, religion, national origin or disability. Corporate Responsibility When William Wallace Cargill founded our company in 1865, he deliberately set out to ensure that we earned and maintained a reputation for integrity, which he saw as a key differentiator in those times. Corporate responsibility is part of everything we do. It is a company-wide commitment to apply our global knowledge and experience to help meet complex economic, environmental and social challenges wherever we do business. It is a process of continually improving our standards, our actions and our processes. Corporate responsibility extends not only to our own operations but to our wider communities and is based on four commitments: responsibility. natural resources.

We recognize our continued success depends on the growth and health of our communities and partners, as well as the vitality and conservation of our natural

resources. We are working with a diverse group of global, national and local organizations to support responsible economic development, help protect the environment and improve communities.

Corporate responsibility in India and around the world We strive to be a good citizen in the areas where we are privileged to conduct business. In addition to the benefit of secure employment, we find various ways to support local communities. Our Cargill Cares programs bring together our employees to serve communities in partnership with external organizations Products & Services: Cargill has activities in the following areas in India: Animal Nutrition Coal Cotton Ferrous Flavor Systems Grain & Oilseeds Refined Oils Sugar & Sugar Support Centre Trade & Structured Finance Refined oil brands Cargill Refined Oils India Cargill Refined Oils India imports, refines, sells and markets a wide range of vegetable oils and fats to wholesale trade, industrial and household consumers across India. We own and operate four vegetable oil refining facilities three are located on east and west coast ports of India, the other is located in western India. Refined Oils India markets a range of refined sunflower, soy, palm, olein and ground nut oils, hydrogenated fats and bakery shortenings

under our national brands, Nature Fresh, Gemini, Purita, and other regionspecific brands. Major Refining Capabilities Our refineries are unique in technology and refining capabilities and adhere to stringent specifications for maintenance of product quality, oil stability and food safety. The qualities found within our operations are unparalleled in India: Best and latest refining technology, which has been tested and improved across various refinery set-ups within the global Cargill network? A team trained by international experts and on international platforms run these refining capabilities and is fully equipped to produce the best product in the country. Standards of quality have been set keeping the international and Indian requirements in mind. These standards incorporate the best of both worlds and meet the highest levels of quality. Specifications that not just ensure superior quality but also high stability without addition of preservative chemicals. No oil that does not meet these specifications is ever packed or shipped. Hands free treatment with no direct human touch on the product itself due to fully automated refining technology. This has led to a very clean and hygienic environment and a b etter and safer product. Cooking oils in India An oilseed in India account for around 5.0 % of the Gross National Product (GNP) and 14%

of the countrys area is under cultivation of crops. Castor, Groundnut, Linseed, Niger, Rapeseed, Mustard, Sunflower etc. are some of the major oilseeds grown. India is one of the largest producers of oilseeds in the world which accounts for 9.3% of world oilseeds production. This sector occupies an important position in the agricultural economy having the worlds fourth largest edible oil economy and accounting for the estimated production of 30.21 million tones of nine cultivated oilseeds during the year 2009-10. India accounted for about 6.4% of worlds oil meal export. Yet, about 43% of edible oil available in India is imported. Source- Production of oilseeds: Ministry of Agriculture.

Types of oils commonly used in India India is fortunate in having wide range of oilseeds crops grown in its different agro climatic zones. Groundnut, mustard/ rapeseed, sesame, safflower, linseed, nigerseed/ castor are the major traditionally cultivated oilseeds. Soyabean and sunflower have also assumed importance in recent years. Coconut is most important amongst the plantation crops. Efforts are being made to grow oil palm in Andhra Pradesh, Karnataka, Tamil Nadu, in addition to Kerala and Andaman & Nicobar Islands. In addition, oilseeds of tree and forest origin, which grow mostly in tribal inhabited areas, are also a significant source of oils.

Consumption pattern of Edible oils in India Edible Oils and Fats is a 15mn tonnes industry in India annually (worth Rs.75,000 crore). 90% of the industry is comprised of cooking oil and 10% is vanaspati (fat). The difference between oil and fat is that oil is liquid at room temperature and fat is solid. The total industry is growing at 5-10% p.a. but vanaspati segment is marginally degrowing. In cooking oils, the growth is coming from branded oils (packaged not loose). This sub-segment is growing at 11-15% p.a.

India is a vast country and inhabitants of several of its regions have developed specific preference for certain oils largely depending upon the oils available in the region. People in the South and West prefer groundnut oil while those in the East and North use mustard/ rapeseed oil. Likewise several pockets in the South have a preference for coconut and sesame oil. Inhabitants of northern plain are basically hard fat consumers and therefore, prefer vanaspati, a term used to denote a partially hydrogenated edible oil mixture. Vanaspati has an important role in our edible oil economy. Its production is about 1.2 million tones annually. It has around 10% share of the edible oil market. It has the ability to absorb a heterogeneous variety of oils, which do not generally find direct marketing opportunities because of consumers preference for traditional oils such as groundnut oil. Mustard oil, sesame oil etc. For example, newer oils like soyabean, sunflower, ricebran and cottonseed and oils from oilseeds of tree and forest origin had found their way to the edible pool largely through vanaspati route. The demand for edible oils in India has shown a steady growth at a CAGR of 4.43% over the period from 2001 to 2011. The growth has been driven by improvement in per capita consumption, which in turn is attributable to rising income levels and living standards. However, the current per capita consumption levels of India (at 13.3 Kg/year for 2009-10) are lower than global averages (24 kg/year).The Indian edible oils market continues to be underpenetrated and given the positive macro and demographic fundamentals it has a favourable demand growth outlook over the medium-to-long term. In terms of volumes, palm oil, soyabean oil and mustard oil are the three largest consumed edible oils in India, with respective shares of 46%, 16% and 14% in total oil consumption in 2010. Given the high price consciousness and varied taste preferences of Indian consumers, ICRA expects these three oils to continue to account for the bulk of edible oil consumption in the country.

Market share of edible oils in India Percentage Oil Palm oil Peanut Sunflower 38 14 8

Soyabean oil Rapeseed Cotton List of Edible Oil players in India Fortune NatureFresh, Gemini,Rath,Sweekar Dalda Saffola, Parachute Sundrop RR Primo Dhara Panghat Tilsona Figaro Shalimar's Classic Basmati Palm Gold Active Ruchi Gold Mayur Bawarchi Jhoola, Payal Adani Wilmar Limited. Cargill India Pvt Ltd, USA

21 13 6

Bunge India Pvt.Ltd.,USA Marico Ltd, India Agro Tech Foods Ltd(ConAgra Foods) RR Oomerbhoy Pvt.Ltd. Dhara Company Ltd, NDDB Campus, Anand Mawana Sugars Ltd. Recon Oil Industries Private Ltd Consumer Marketing (India) Pvt. Ltd Shalimar Agro Tech Pvt Sarda Agro Oil Ltd. Ruchi Infrastucture Ltd Mayur Ltd Kanpur Bawarchi Kanpur Jhunjhunwala , Varanasi

In edible oil The Adani-Wilmer owned Fortune brand was Indias number one edible oil in 2006 according to A C Neilson Retail Audit 2006. Fortune, which is present as a refined soyabean oil, sunflower oil, groundnut oil and mustard oil is said to have a market share of 19% in the entire edible oil market. Marico Industries have a market share of 11 % with brands like Saffola. Salient features of Indian Oil Sector

1) 2) 3) 4) 5) 6) 7) 8)

Demand increasing due to population growth and income increase. Domestic production of oilseeds/oils is not adequate to meet the demand Lower yield Fluctuating production of oilseeds Low capacity utilization of processing units Obsolete technology/processing inefficiency High import dependence about 40% Speculative nature of trade

Brands At a glance

The most exotic olive oil from Spain

Products Animal Nutrition Cargill Animal Nutrition develops and markets a broad range of animal feeds and customized animal productivity solutions to commercial producers in 28 countries across North and South America, Europe and Asia. 180 plants worldwide support the business unit. Animal Nutrition in India serves feed products in these categories: dairy, beef, swine, poultry and aquaculture. Cargill Animal Nutrition in India Cargill Animal Nutrition started in India through a joint venture with a local shrimp feed company located in Rajahmundry, Andhra Pradesh in February 2006. This was followed by the successful opening of a dairy feed business in Rajpura, Punjab in October of the same year. By March 2007, the Rajahmundry business became a wholly owned subsidiary of Cargill India. Cargill Animal Nutrition Rajahmundry is a specialized manufacturing facility for aquaculture feeds. With the presence of the local brands pre-acquisition, a faster go-to-market strategy was deployed,helping to create awareness in the Cargill brand and its feed technology with the shrimp farmers of South India including the states of Andhra Pradesh, Orissa, West Bengal and Tamil Nadu. Through a series of well-executed road shows, uptake of the products was rapid. Today, the facility is focusing on its next feed offering in the south with Aqua Focus, a line of fish feeds targeted for the domestic production of Indian carps such as Rohu, Catla and Mrigal. Five month trials of the product is proving to be a hit with local farmers as feed conversion rates (FCR) of 1:5kg of traditional feed has dramatically been reduced to below 2kg. Cargill Animal Nutrition - Rajpura started operations by offering dairy feed. After several in-depth studies of the local dairy cattle scene conducted by Cargill Animal

Nutrition's dairy technology deployment managers from Italy, Korea and the US, the feed was launched with much enthusiasm in Ludhiana, Punjab. The success in this segment was brought about by the observation by farmers of higher milk output only two weeks from converting their local feed to Cargill Animal Nutrition. Another breakthrough was the introduction of the Purina line of poultry feeds. Also very notable was the quick acceptance of the product by broiler farmers in Haryana and Punjab, earning Rajpura the credit of being one of the fastest growing broiler feed markets within Cargill Animal Nutrition. Cotton We launched our independent and dedicated cotton trading business in December 2007. We plan to strengthen our business with our long time suppliers and build new market channels to source and supply India cotton. As Cargill Cotton, we are one of the worlds largest and oldest cotton businesses and very proud of our long relationship with India cotton. We are proud to be on the ground in India where cotton trade started. We have a network of value chain participants who help us source and supply the best cotton into and out of the country. From making Indian Shankar 6, Bunny and MECH preferred choices by mills around the world; to sourcing Extra Long Staple (ELS) and African cotton for Indian mills we have a range of customer solutions. As the world moves forward in liberalizing trade, and India emerges as a dominant cotton country, Cargill Cotton believes we must make a longterm commitment to the Indian market. We think our experience in total supply chain support can help India become a world-class supplier. Our innovations in finance, logistics, risk management and quality control can improve profitability for both our cotton suppliers and our textile mill customers. Cargill Cotton has had roots in India since 1851, when the Ralli Brothers was incorporated with offices in Calcutta and Bombay. Cargill Cotton came into existence combining the strengths of the two organizations - Hohenberg (in North, Central and South America) and Ralli (in Africa and the Indian sub-continent). Cargill became recognized as one of the most mature, respected, and experienced cotton merchants in the world of cotton. In 2002, after over 20 years of operating under both the Hohenberg and Ralli names, the name of the entire cotton operation was changed to Cargill Cotton. We are very proud of the success and growth that we have shared with our suppliers and buyers over the last 150 years. We are equally pleased to be able to look back

at our history and see that the company's tradition has always been one of absolute integrity. In today's diverse and multi-cultural world we know that our unparalleled reputation is our most valuable asset. Ferrous Cargill participates actively in the import, export and distribution of ferrous products and raw materials, covering Asia, the Middle East, Europe, North and South America. We export from a broad spectrum of Indian mills and mines buying the full range of products from more than 40 customers from iron ore to finished steel. Imports cover finished steel as well as semifinished steel for meeting the requirements of users. We provide our customers with a wide range of valueadded services including port plots and local distribution, logistics and transportation capabilities, pre-financing, long-term agreements and other logistics and risk management tools. Flavour system We bring a customized and consumer-tested approach to creating advanced flavors and flavor systems for beverage, dairy, ice cream, confectionery, bakery, food service, and pharmaceutical markets. Our India Flavor Systems business has been operating since 1991. Our business specializes in liquid flavor, emulsions, spray dried flavors and dry mix powders. Our flavor systems are designed for a broad range of food and related products: bakery and biscuits, beverages, confectionery, dairy and liquor. Grain & Oilseeds Our Grain & Oilseed business offers unique solutions around risk management, supply chain, logistics and inventory management to its customers in food in India. We are amongst the largest suppliers of domestic and import food grains to the private sector and government of India. For example, we provide identity preserved food grains to major food companies and flour millers in the country. We trade and process of a variety of oil seeds like soybean and rapeseed and are one of the largest merchant exporters of oil meal out of the country. The business connects the Indian farmer with markets through a network of Saathi centers that provide farmers with competitive prices and access to reliable grain buyers.

Headquartered in Gurgaon, Grain & Oilseeds has operations in more than 10 states where we manage several facilities that serve markets and customers in those regions: More than 50 grain and oilseed origination and storage locations Multiple soybean processing facilities spread across the country Four regional merchandising offices 12 origination offices Ocean Transportation Cargill Ocean Transportation has developed over its 50-year history a deep expertise in chartering, trading, logistics, operations, and risk management.We offer our customers a number of ocean freight solutions across all dry market segments and tankers. Our focus is on safety, high quality, and risk management. Our aim is to be recognized as the most innovative and customer-oriented partner in the market.

Sugar and Sugar Support Centre Based in Gurgaon, Cargill sugar India is involved in the origination, transporting, storage and exporting of raw sugar. Our team has built up a base of several key suppliers and customers spread across the key producing states of Uttar Pradesh, Maharashtra, Tamil Nadu, Karnataka and Andhra Pradesh. In addition, we have strong relationships with customers in Srilanka, Pakistan and Bangladesh. Cargill started its Sugar Support Centre as an experiment to support the execution and accounting activities of Cargill BV Netherlands in 2005.Today, the group is highly successful and a very integral part of the sugar business worldwide. Within this group sugar is procured from all originating and surplus countries like Brazil, Thailand, Central America, and Europe and sent to other destinations such as Mediterranean countries, West Africa, and the Far and Middle East. Trade & Structured Finance Cargill Trade & Structured Finance is a financial management arm of Cargill that supports the group on their trade and structured financial solutions requirement. The group also extends these services to other small, medium and large corporates

in India, sharing their expertise and providing customised solutions for their working capital and balance sheet requirements. The Cargill Trade & Structured Finance group is headquartered in Minneapolis with a team of financial experts across the globe in developed and developing economies. Cargill Trade & Structured Finance started India operations in 1996 and has successfully created a niche quite comparable to a boutique investment bank supporting their corporate clients in their working capital management and supporting their exponential growth in India and abroad. For better service deliverability and bringing in efficiency in the solutions, Cargill started its Non Banking Financial Company in 2007 under the name ofCargill Capital and Financial Services India Pvt Ltd (CCFSIPL). Cargill's structured finance team designs and structures a broad range of customised financing solutions and arrangements both in local and foreign currency. The team supports in several credit enhanced solutions, not limited to the following: Working capital restructuring Cross border trade advisory services Short-term and Long-term trade-related financing Promoter financing Real estate financing Securitization Equipment finance Cargill vs. Competitors With growing quality consciousness and plummeting price differences between packaged and non- packaged edible oils, the packaged edible oil sector will capture almost 50% of the market share within few years. The packaged edible oil consumption is only about 20% of the total 12.5 million tonne domestic consumption. Due to advancement of packaging technology, the price difference between packaged and loosely sold oils has significantly come down. Cargill controls more than 12% of the packaged edible oil market. As a result of the increase in health consciousness, consumers even in the smaller towns are gradually shifting to packaged edible oils from loosely sold oils. The packaged edible oil industry is growing at 10 % annually and half of the market would be controlled by packaged oil manufactures within few years.

Cargill brands vs. other brands With the competition increasing after the arrival of retail companies, maintaining quality while keeping the prices down would be a challenged for all the packaged oil makers. M Cargill India sell around 5,00,000 tons of edible oil a year , including soya , palm , sunflower , groundnut and mustard oils besides hydrogenated fats , to wholesale trade , process food industry and retail customers. Its share is around 4% of the million tones of total edible oil sold in the country in a year. Other brands like Fortune of Adani wilmer Ltd. Having approximately 19% market share in the entire edible oil market. Marico industries with a market share of 11% with brands like Saffola are old players with well known brands in the edible oil industry hence gives tough competition to Cargill refined oils. Consumer Voice A monthly magazine of consumer interest A government funded voluntary organization that works towards consumer education and awareness, conducted a laboratory test on seven well-known brands of refined sunflower oil. After testing them on all possible parameters like colour, adulteration, rancidity and fatty acid profile, Naturefresh Acti-Lite and Gemini, brands from the house of Cargill, were rated as the best quality and healthiest refined sunflower oils in the country.For the first time in India, refined sunflower oil brands have been tested by an independent government funded organization for their fatty acid profile and other parameters like colour, rancidity etc. This was done and published in November 2008 to scientifically assess and pinpoint exactly how healthy each refined oil brand is. By this research, NatureFresh and Gemini cooking oils have been proved to be the healthiest cooking oils in their respective categories. NatureFresh Acti-Lite sunflower oil is extremely light oil that has high-unsaturated fat content making it easier to break down. This lightness is powered by Liteness Integrated

Technology (LITE), which is delivered by the technologically advanced state-of the-art plant ensuring that best attributes of the oil are preserved for `consumers health. Gemini refined oil offers freshness as a differentiator. It uses Freshness Intact Technology (FIT) which helps maintain the freshness of oil from packaging stage of consumption.

SWOT Analysis of Cargill Foods Strengths: The quality of our various products is the biggest strength of the company. In terms of quality, every product has maintained its standard quality through which it excels in the market. Dedicated hard working& highly efficient team is the backbone to the company. Deeply rooted supply chain. We got effective supply chain to reach even small markets & to target even niches. Weakness: Our whole range of products is not available across various stores Late execution of promises made under various schemes & benefiting programs Less awareness of our product quality & our unique selling point (USP) of 5 litre fat free in a year concept among masses. Opportunity: Rising oil consumption of people as per gram consumption per person rises from 27 to 38 in developing countries like India. Majority of our huge population is consuming low quality oil. As resultant of rising disposable income people are becoming more health & quality conscious Threats: Low priced or local oils are focusing small regional areas or niches Competitors are coming up with different categories of oil to capture wider segment of market. OBJECTIVE OF STUDY Primary Research Project :

To assess the edible oil potential of Fragmented Food Service industry in Uttarakhand and U.P.West. Secondary Research Project : To study the various competitors in various cities. To understand the consumption pattern of types of oils(refined and non refined) in different cities of Uttarakhand and U.P.West.

Research Methodology A research design is the arrangement of condition for collection and analysis of data in a manner that to, combine relevance to research purpose with economy in procedure. Project Objectives:

To Assess the edible oil potential of Fragmented Food Service industry in UP (Lucknow , Kanpur, Allahabad and Varanasi). Storming Exercise: -Mapping of the Fragmented Food Service Outlets in UP (Lucknow , Kanpur, Allahabad and Varanasi). Profiling of each micro segment of FFS. Arriving at a volume potential of different types of edible oils. Refined Non Refined Sunflower, Soya, Palm oil, Vanaspati, Desi Ghee.

Utility of the project Devising Sales Strategies and Market Strategies for Fragmented Food Service channel in UP.

Scope & Limitations Of The Study It is a hard fact that each study suffer from some limitations. So is the case with this study. One of the limitations of the study is, as the information is collected from the Fragmented Food Outlets like Halwai, Restaurant, Caterer, Hotel, Bakery, the monthly Consumption figure given by them is based entirely on their own judgment. So a few of them might have given the wrong figures related to their monthly sales. Another limitation was that some of the retailers were busy and could not give appropriate information. And also very few retailers did not want to share any information. Another limitation of the study was the customers who were personally interviewed did not want to share the actual data asfew of them were giving fake data Research Design:is conceptual structure within which research is conducted. It constitutes the blue print of collection, measurement and analysis of data .Research Design is needed because it facilitates the smooth sailing of various research operations, thereby making research as efficient as possible yielding maximum information with minimum time, effort and money. Research Design stands for advance planning of

methods to be used for collecting relevant data and techniques to be used in the analysis .The design helps researcher to organize his ideas whereby it will be possible for him to look for flaws and inadequacies. Method of data collection: - for collecting data and the accuracy of facts, complete enumeration was used. for collecting the data our team had went to each Fragmented Food Outlets in all the four cities . Data Analysis: - For the data analysis to know the market share of various Soyabean and Vanaspati brands computer programme called Microsoft Excel was used, with the help of Microsoft Excel, I came to to know the quantity and percentage share of each brands . On the basis of the quantity sold per month, I could collect the market share of each brand. Sample size: - sample size is 1800 Food Service Outlets. Sources of primary and secondary data: The major aim of the project was to analyze the competition in occupying market shares of various soyabean oil brands. Therefore I had to get considerable information about the competing brands. For this I had to go through a lot of secondary data. A lot of issues of Business Today ,Economic Times were consulted. The reasons behind selecting direct survey were as follows: Provide large and faster coverage. Low cost involved. One to one interaction with the customer Data easier to compile and categorize. Analysis done on the basis of the listed question Questionnaire This method of data collection is quite popular particularly in Case of big enquires. It is being adapted by private and public organizations and even by Government. In this method a questionnaire is given to the person concerned to answer the questions. A questionnaire consists of a number of questions printed in a definite order on a form or a set of forms; the

respondents have to answer the questions on their own. To be successful the questionnaire should be comparatively short and simple. Questions should proceed in logical sequence moving from easy to more difficult questions. Personal and intimate questions should be left to the end. Technical terms and vague expression capable of different interpretation should be avoided in a questionnaire. Questions may be dichotomous (Yes or No answer) multiple choices or open ended .In making research carefully chosen questions and their forms working and sequence is important. By considering all the facts the Questionnaire was designed. This is a type of structured questionnaire. The questionnaire method offers various advantages such as: It is cheaper and faster method of primary data collection. Since all the questions are formulated in advance all the required information can be obtained in an orderly and systematic manner It offers maximum control over the interviewing process.

EDIBLE OIL CONSUMPTION IN WESTERN UTTARPRADESH AND UTTRAKHAND Total Consumption of Edible oil in 7 cities of UP is 36985 Tins Total Number of Outlet covered is 1230

NUMBER OF OUTLET COVERED IN 7 CITIES

Rishikesh 108 9% Roorkee 92 7% Agra 420 34%

Nanital 72 6% Mussoorie 74 6%

Haridawar 211 17% Dehradun 253 21%

ANALYSIS: COVERED 7 CITIES NAMELY AGRA ,HARIDWAR,RISHIKESH, ROORKEE, DEHRADUN, MUSSORIE, NANITAL. ABOVE PIE CHART DEPICTS THE NUMBER OF OUTLETS COVERED IN ALL THE CITIES RESPECTIVELY CITIES.

SALES OF REFINED OIL IN WESTERN U.P & UTTRAKHAND

Rishikesh 1542 4% Nanital 1479 4% Mussoorie 1876 5% Roorkee 5631 15% Agra 12493 34%

Haridawar 6103 17% Dehradun 7861 21%

ANALYSIS: ABOVE PIE CHART DEPICTS THE SALES IN ALL THE SEVEN CITIES RESPECTIVELY. IT ALSO SHOW THE PERCENTAGE OF SALES CHUNKS COMING OUT OF RESPECTIVE CITIES

AGRA REGION:-

SOYA OIL BRANDS USED IN AGRA

140

NUMBER OF OUTLET

Chambal 123 Fortune 84

120 100 80 60 40 20 0

Others 84 NF 29 DOUBLE HANS 5 MAHA KOSH 4

BAWARCHI 11

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, CHAMBAL, BAWARCHI, NATURE FRESH, MAHAKOSH, DOUBLE HANS AND OTHER BRANDS TOTAL NUMBER OF OUTLET IS 340 CLEARLY THE MARKET LEADER IN AGRA REAGION IN TERMS OF NUMBER OF CUSTOMER IS CHAMBAL WHICH IS A LOCAL BRAND OF AGRA REGION FORTUNE COMES AT SECOND PLACE

NUMBER OF OUTLETS USING DIFFERENT TYPE OF EDIBLE OIL IN AGRA REGION

OLIEN USER 54 13% VANASPATI USER 10 2% OTHERS USER 16 4%

SOYA USER 340 81%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 340 OUTLETS WHICH IS 81 PERCENT OF THE TOTAL NUMBER OF OUTLET. OLIEN COMES ON THE SECOND POSITION WITH 54 OUTLETS, WHICH IS 13 PERCENT OF TOTAL NO OF OUTLETS

SALES OF DIFFERENT TYPES OF EDIBLE OIL IN AGRA REGION

OTHERS SALES 335 2%

OLIEN SALES 3215 26%

SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES

VANASPATI SALES 961 8%

SOYA SALES 7982 64%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN AGRA SOYABEAN OIL SALES ARE HIGHEST IN AGRA REGION i.e 7982 TINS WITH A MARKET SHARE OF 64 PERCENT OF THE TOTAL SALES IN AGRA.

SALES OF DIFFERENT BRANDS OF SOYA OIL IN AGRA

Others 1900 24% Fortune 2369 30%

MAHA KOSH 126 1% DOUBLE HANS 108 1% NF 615 8%

BAWARCHI 549 7%

Chambal 2315 29%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN AGRA REGION FORTUNE IS THE MARKET LEADER WITH SALES OF 2369 TINS AND A MARKET SHARE OF 30 PERCENT. CHAMBAL IS AT THE SECONT PLACE IN TERMS OF SALES.

SOYA OIL BRANDS USED IN DEHRADUN

70 61 55 49

NUMBER OF OUTLET

60 50 40 30 20 10 0

13 8 2 3 2

11 1

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, CHAMBAL, BAWARCHI, NATURE FRESH, MAHAKOSH, DOUBLE HANS, HIMGIRI ,ARTI,ANJANI, AMBUJA &OTHER BRANDS TOTAL NUMBER OF OUTLET IS 205. CLEARLY THE MARKET LEADER IN DEHRADUN REGION IN TERMS OF NUMBER OF CUSTOMER IS FORTUNE. HIMGIRI COMES AT SECOND PLACE

OLIEN USER 0 0%

OUTLET USING DIFFERENT TYPES OF OIL

OTHERS USER 31 12%

VANASPATI USER 17 7%

SOYA USER 205 81%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 205 OUTLETS WHICH IS 81 PERCENT OF THE TOTAL NUMBER OF OUTLET. OTHER TYPES OF OIL SUCH AS AMUL BUTTER, HOME MADE GHEE COMES ON THE SECOND POSITION WITH 31 OUTLETS, WHICH IS 12 PERCENT OF TOTAL NO OF OUTLETS

SALES OF DIFFERENT TYPES OF EDIBLE OIL IN OTHERS SALES, 1800, DEHRADUN

23%

OLIEN SALES, 0, 0%

SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES VANASPATI SALES, 485, 6% SOYA SALES, 5576, 71%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN DEHRADUN SOYABEAN OIL SALES ARE HIGHEST IN DEHRADUN REGION i.e 5576 TINS WITH A MARKET SHARE OF 71 PERCENT OF THE TOTAL SALES IN AGRA.

SALES OF DIFFERENT TYPES OF SOYA OIL IN DEHRADUN

ARTI 281 5% ANJANI 400 7% AMBUJA 60 1% Double hans 100 2% Fortune 1150 20% BAWARCHI 55 1% NF 300 5% Himgiri 1559 27% MAHA KOSH 30 1% DOUBLE HANS 100 2% Others 1641 29%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN AGRA REGION HIMGIRI IS THE MARKET LEADER WITH SALES OF 1559 TINS AND A MARKET SHARE OF 27 PERCENT. FORTUNE IS AT THE SECONT PLACE IN TERMS OF SALES.

DIFFERENT TYPES OF OIL USERS IN HARIDWAR OTHERS USER REGION 40

19% OLIEN USER 0 0%

VANASPATI USER 35 17%

SOYA USER 136 64%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 136 OUTLETS WHICH IS 64 PERCENT OF THE TOTAL NUMBER OF OUTLET. VANASPATI COMES ON THE SECOND POSITION WITH 35 OUTLETS, WHICH IS 17 PERCENT OF TOTAL NO OF OUTLETS

OTHERS SALES 1979 32%

SALES OF DIFFERENT TYPES OF OIL IN HARIDWAR REGION

SOYA SALES VANASPATI SALES OLIEN SALES OLIEN SALES 0 0% VANASPATI SALES 556 9% SOYA SALES 3568 59% OTHERS SALES

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN HARIDWAR REGION SOYABEAN OIL SALES ARE HIGHEST IN AGRA REGION i.e 3568 TINS WITH A MARKET SHARE OF 59 PERCENT OF THE TOTAL SALES IN HARIDWAR.

SOYA OIL BRANDS USED IN HARIDWAR

NUMBER OF OUTLETS

60 50 40

53

30 30 20 10 0 Fortune NF Others Himgiri Soya Gold Double hans 7 17 12 17

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, NATURE FRESH, HIMGIRI, SOYA GOLD & DOUBLE HANS. TOTAL NUMBER OF OUTLET IS 136 CLEARLY THE MARKET LEADER IN HARIDWAR REGION IN TERMS OF NUMBER OF CUSTOMER IS FORTUNE. DOUBLE HANS COMES AT SECOND PLACE

SALES OF DIFFERENT BRANDS OF SOYA OIL IN HARIDWAR

Soya Gold 497 20% Fortune 694 28%

Himgiri 261 10% NF 554 22%

Others 502 20%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN HARIDWAR REGION FORTUNE IS THE MARKET LEADER WITH SALES OF 694 TINS AND A MARKET SHARE OF 28 PERCENT. NATURE FRESH IS AT THE SECONT PLACE IN TERMS OF SALES.

SOYA OIL BRANDS USED IN MUSSOORIE

39

NUMBER OF OUTLET

40 35 30 25 20 15 10 5 0 Fortune NF Others Himgiri 11 8 20

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, NATURE FRESH, HIMGIRI AND OTHER BRANDS TOTAL NUMBER OF OUTLET IS 65 CLEARLY THE MARKET LEADER IN MUSSOORIE REGION IN TERMS OF NUMBER OF CUSTOMER IS HIMGIRI FORTUNE COMES AT SECOND PLACE

DIFFERENT TYPES OF OIL USERS IN MUSSOORIE

OLIEN USER 0 0% VANASPATI USER 9 12% OTHERS USER 0 0%

SOYA USER 65 88%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 65 OUTLETS WHICH IS 88 PERCENT OF THE TOTAL NUMBER OF OUTLET. VANASPATI OIL COMES ON THE SECOND POSITION WITH 9 OUTLETS, WHICH IS 12 PERCENT OF TOTAL NO OF OUTLETS

SALES OF DIFFERENT TYPES OF OIL IN MUSSOORIE REGION OLIEN SALES VANASPATI SALES
245 13% 0 0% OTHERS SALES 0 0%

SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES

SOYA SALES 1631 87%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN MUSSOORIE SOYABEAN OIL SALES ARE HIGHEST IN MUSSOORIE REGION i.e 1631 TINS WITH A MARKET SHARE OF 87 PERCENT OF THE TOTAL SALES IN MUSSOORIE.

SALES OF DIFFERENT BRANDS OF SOYA OIL IN MUSSOORIE

Himgiri 363 19% Fortune 402 21%

NF 218 11%

Others 929 49%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN MUSSOORIE REGION FORTUNE IS THE MARKET LEADER WITH SALES OF 402 TINS AND A MARKET SHARE OF 21 PERCENT. HIMGIRI IS AT THE SECONT PLACE IN TERMS OF SALES.

SOYA OIL BRANDS USERS IN NANITAL REGION

25 20 15 10 5 0 Fortune Others Himgiri 9 20 19 22

MANIK

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, HIMGIRI, MANIK AND OTHER BRANDS TOTAL NUMBER OF OUTLET IS 70 THE MARKET LEADER IN NANITAL REGION IN TERMS OF NUMBER OF CUSTOMER IS HIMGIRI WHICH IS A LOCAL BRAND OF NANITAL REGION FORTUNE COMES AT SECOND PLACE

DIFFERENT TYPES OF EDIBLE OIL USERS

VANASPATI USER 2 3%

SOYA USER VANASPATI USER OLIEN USER OTHERS USER

SOYA USER 70 97%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 70 OUTLETS WHICH IS 97 PERCENT OF THE TOTAL NUMBER OF OUTLET. VANASPATI COMES ON THE SECOND POSITION WITH 2 OUTLETS, WHICH IS 3 PERCENT OF TOTAL NO OF OUTLETS

SALES OF DIFFERENT TYPES OF OIL IN NANITAL REGION

OTHERS SALES 0 0% VANASPATI SALES 11 1%

OLIEN SALES 0 0%

SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES

SOYA SALES 1468 99%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN NANITAL SOYABEAN OIL SALES ARE HIGHEST IN MUSSOORIE REGION i.e 1468 TINS WITH A MARKET SHARE OF 99 PERCENT OF THE TOTAL SALES IN NANITAL.

SALES OF DIFFERENT BRANDS OF SOYA OIL IN NANITAL MANIK

139 10% Fortune 429 29%

Himgiri 432 29%

Others 468 32%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN NANITAL REGION FORTUNE & HIMGIRI STAND NECK TO NECK WITH SALES OF 429 TINS AND 432 TINS RESPECTIVELY.

DIFFERENT TYPES OF OIL USER IN RISHIKESH REGION OLIEN USER

VANASPATI USER 12 11% 0 0% OTHERS USER 0 0%

SOYA USER VANASPATI USER OLIEN USER OTHERS USER

SOYA USER 96 89%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 96 OUTLETS WHICH IS 89 PERCENT OF THE TOTAL NUMBER OF OUTLET. VANASPATI COMES ON THE SECOND POSITION WITH 12 OUTLETS, WHICH IS 11 PERCENT OF TOTAL NO OF OUTLETS

SALES OF DIFFERENT TYPES OF OIL IN RISHIKESH REGION

VANASPATI SALES 107 7% OTHERS SALES 0 0%

SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES

SOYA SALES 1435 93%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN RISHIKESH SOYABEAN OIL SALES ARE HIGHEST IN AGRA REGION i.e 1435 TINS WITH A MARKET SHARE OF 93 PERCENT OF THE TOTAL SALES IN AGRA.

SSOYA OIL BRANDS USED IN RISHIKESH

44 45 40

NUMBER OF OUTLETS

35 30 25 20 15 10 5 0 Fortune Others Himgiri Double hans 9 18 25

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE,HIMGIRI, DOUBLE HANS AND OTHER BRANDS TOTAL NUMBER OF OUTLET IS 108 CLEARLY THE MARKET LEADER IN RISHIKESH REGION IN TERMS OF NUMBER OF CUSTOMER IS FORTUNE. DOUBLE HANS COMES AT SECOND PLACE.

SALES OF DIFFERENT BRANDS OF SOYA OIL IN RISHIKESH

Double hans 134 9% Himgiri 170 12%

Fortune 695 49%

Others 436 30%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN RISHIKESH REGION FORTUNE IS THE MARKET LEADER WITH SALES OF 695 TINS AND A MARKET SHARE OF 49 PERCENT. HIMGIRI IS AT THE SECONT PLACE IN TERMS OF SALES.

OUTLETS USING DIFFERENT TYPES OF OILS IN ROORKEE REGION

OLIEN USER 0 0% OTHERS USER 9 10%

VANASPATI USER 3 3%

SOYA USER 80 87%

ANALYSIS: ABOVE PIE CHART SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF OIL SUCH AS SOYABEAN OIL,VANASPATI OIL, OLIEN OIL, OTHER USERS. SOYA BEAN OIL IS USED BY MOST OF THE OUTLETS i.e 80 OUTLETS WHICH IS 87 PERCENT OF THE TOTAL NUMBER OF OUTLET.

SALES OF DIFFERENT BRAND OF SOYA OIL USED IN ROORKEE

Fortune 1281 28%

Himgiri 2566 55%

NF 139 3%

Others 660 14%

ANALYSIS: ABOVE PIE CHART SHOWS SALES OF DIFFERENT BRANDS OF SOYABEAN OIL IN ROORKEE REGION HIMGIRI IS THE MARKET LEADER WITH SALES OF 2566 TINS AND A MARKET SHARE OF 55 PERCENT. FORTUNE IS AT THE SECONT PLACE WITH THE SALES OF 1281 TINS.

SALES OF DIFFERENT TYPES OF OIL USED IN ROORKEE REGION OTHERS SALES

355 6% VANASPATI SALES 630 11% SOYA SALES VANASPATI SALES OLIEN SALES OTHERS SALES

SOYA SALES 4646 83%

ANALYSIS: ABOVE PIE CHART SHOWS THE SALES OF DIFFERENT TYPES OF OIL USED IN ROORKEE SOYABEAN OIL SALES ARE HIGHEST IN ROORKEE REGION i.e 4636 TINS WITH A MARKET SHARE OF 83 PERCENT OF THE TOTAL SALES IN ROORKEE.

SOYA OIL BRANDS IN ROORKEE

30 25 28 20 20 15 10 5 0 Fortune NF Others Himgiri 4 28

ANALYSIS: BAR GRAPHS SHOWS THE NUMBER OF OUTLETS USING DIFFERENT TYPES OF BRANDS OF SOYABEAN OILS i.e FORTUNE, NATURE FRESH,HIMGIRI AND OTHER BRANDS TOTAL NUMBER OF OUTLET IS 92 CLEARLY THE MARKET LEADER IN ROORKEE REGION IN TERMS OF NUMBER OF CUSTOMER IS HIMGIRI FORTUNE COMES AT SECOND PLACE

NUMBER OF OUTLET

.Suggestions

For Increasing Market Share in FFS Outlets:

1)There must be regular surprise visit of higher officials to check the ground realities in the market. 2) There should be separate person in the market whose only job must be merchandising. He must make sure the product is visible in the outlet and postors and danglers are properly pasted and attached at a proper place. 3) There should be proper feedback for the retailers AS WELL AS customers whenever any scheme is introduced for the retailers & customers they should be made aware of it. Sales representatives should be given guidelines to intimate each and every retailer of his area about the schemes. 4) Being all the companies are ISO 9001 company, it is not good for the reputation company that it is getting complaints about the products related to quality. More emphasis should be laid on the quality to avert such circumstances. 5) Regarding the introduction of new products, the company should go for aggressive marketing. There is a lot of potential in Soya Refined oil segment, but retailers and Fragmented Food Service Outlets are not even aware of our product. 6) Whenever any consumer oriented scheme is introduced, the scheme should be directly targeted to that person who actually uses i.e., Fragmented Food Outlets . 9) Non monetary incentives should be also given to the retailers in each and every city. They should be given glow sign boards and other sales promotional materials. This will boost up their spirits. 10) MRP problem during the days of rising prices should be taken care. In this situation if retailers are getting the products on a price higher than the MRP they cant sell it more than the MRP. So this problem should be looked after carefully. 11)The halwai segment is such,that they do not understand the jargons & quality issues,they would say that their existing oil is efficient enough for them to make their sweets likeable for customers.but regular contact might initiate an impact so that atleast they can try the same oil once. 12) First impression created by the company rep is very important,they should provide such deals that brings an interest in the mind of the shopkeeper and he might listen to the whole conversation with interest..instead of taking it casually..once he gives the order,he should be trappped for ever.

13) The problem of irreguler stocks was founded out.it should be improved as much as possible.it just takes a single second for a brand switch in the case of oil. 14) Its also observed that the shopkeepers are not loyal customers to a particular brand of oil..they can be easily captured with a good deal only. 15) In the hotel segment,the oil consumption is huge,many hotels use Fortune as they are not getting nature fresh from Dealers . 16)We can demonstrate that nature fresh is not costlier than other brand bcoz it consume less oil in frying any stuff and it will give a good texture to the stuff. 17) Commission to distributor and retailer should be high than what competitor is giving so that they can push more Nature Fresh in the market . 18) Product Bundling: To make people aware about other not so popular oil of Nature Fresh , Gemini. we can do Joint bundling 2 products offered for one bundled price. Leader bundling a leader product like Soyabean oil is offered for discount if purchased with a non leader product. The Company should also introduce new affordable products for lower segment group.

Learning
Managerial capabilities as we had to manage the salesman who accompanied us as well as the shop owners. Convincing capabilities. Knowledge of how an FMCG company works at the ground level. How sales can be enhanced. Team management skills. Leadership skills. Analytical approach towards data analysis regarding sales. How to cover an untapped market where complete reach was not there previously. How to carry out the daily operations in rigorous pressure. How to increase product visibility.

Limitations Of Project
1. Low Print & Media advertisements made us difficult to convince Food Outlets to use/buy 2. 3. 4. 5.
our product. General awareness of the product and company was low. No proper Distribution Channel made company product sell less in market. Convincing to the Halwai Segment and other low income Food Outlets was a tough task as they were very less health conscious. Excessive dependence on price strategy of competitor market leader in oil segment.

CONCLUSIONS
The edible oil industry is significantly based on the satisfaction of consumer regular taste and product awareness. These are the products which customer does not change in very short span of time. People generally using this product rarely experiment on other brand. If a customer is using nature fresh for a long time they will rarely try for some other oil until and unless there is regular complain or some other reasonable problem. So few things regarding oil that should be kept in mind a) It takes time to reach up to the tongue of the customer. b) Once reached it takes twice, thrice or more time to change the brand c) It is important for a company to grab customers share of mind by increasing awareness of the product in the market Quality wise Nature fresh is very good in the market but its facing tough competition from local players so we have to focus on second stage that is making people aware of our products through Advertisements, promotional activity. FMCG being one of the fastest moving industries, company has to create right kind of brand and product awareness, so that people can have the product knowledge and choose the product according to their suitability, be competitive in the prices and the quality standards. The company should present the products in such a manner so that it can motivate the consumers and generate the thirst in consumer to consummate it. Company needs to put little more efforts to spread the awareness of the quality of oil products and to make customers understand how non-quality oil products can harm a human life. The company can also give some attractive schemes, rebates to the customers from time to time to get an edge on the competitors. Product availability should also be increased in the market by increasing the number of distributors and an efficient distribution network Market of edible oils in India is captured by various companies and their brand products are well known across the country. Hence to stand out as a different brand name in the market, Cargill should adopt a good marketing strategy of brand building through various penetration levels in the market, increase its product availability and working on the customer relationship management