PRoJECT REPORT

PARLE PRODUCTS PVT.LTD.

RANBIRRAJSINH RATHOD PGDM (German) 1st Year.

DECLARATION

I,Ranbirrajsinh Rathod, am a student of MBA Program in CHRIST UNIVERSITY BANGALORE. I am declaring that information I have given in this project report is not copied from anywhere. I mentioned what I learned during my 15 days training in PARLE PRODUCTS PVT. LTD.Bhuj.

Your Faith Fully,

Ranbirrajsinh Rathod

Date:

Place:

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CERTIFICATE

This is certifying that Mr.Ranbirrajsinh Rathod, student of MBA Program of Christ University Bangalore, has satisfactorily completed his 15 Days Training and Project Report on Parle ProductsPvt. Ltd.

Mr. Sanjay Taunk Mr. D.K. Pundir

HRM Plant Head

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ACKNOWLADGEMENT

Practical training teaches lots of things which books can’t. And getting training in well-known organization like Parle was a golden opportunity for me. For this I am heartily thankful to many persons.

First of all I want to thank Mr. D.K. Pundir sir to give me this golden opportunityby allowing me as a trainee in Parle Bhuj. I am heartily thankful to Mr. Sanjay Taunk for trusting me and accept me as a trainee. I am thankful to Mr. Vipul Bhatt, Miss. BhavnaBhadkaand Mr. VirenGor for teaching me many things about an organization.

Thanks to my collage to assign me on this kind of project from where I learn many things before studying MBA Books, and heartily thank to Prof. Aswini for guiding me during my Project Preparation.

Finally, I want to thank to entire staff of Parle for accepting me as a trainee and give me support as their colleague, and my family for support me before and during my training period.

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INDEX

Introduction of Organization Products of the Company Marketing Style of Company Organization Structure Functions of various Departments System Followed for Purchasing 5’S Workplace Management HACCP SWOT Analysis of Parle Significant Factors of Success Views Of MBA Employees Conclusion

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INTORDUCTION OF ORGANIZATION

PRODUCTS OF THE COMPANY

Parle Products Pvt. Ltd.Is a US $ 450 million Organization. It is in the business of manufacturing and marketing of biscuit, confectionaries and snacks. It has state of the art machinery with automatic printing and packing facility. Its biscuit backing oven is largest of its type in Asia. Over the decades, the efforts of Parle’s Research and Development wing have made the repertoire of its products grow manifold. In biscuits Parle has Glucose, Milk, Sweet and Salted cream, Wafer Cream, Cumin biscuit and Cheese Categories. In confectionaries, Parle has a range of toffees and Hand-boiled candies available in Chocolate, Mint, Cola

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and Tropical fruit flavors. Some of these are double layered toffees and center filled candies packed in rolls or pillow packs, or have single or double twist wrapping.

Some of the Products of Parle Products Pvt. Ltd. is mentioned category wise below.

Biscuit Goodies:6 | P a g e

Parle – G, Krackjack, Krackjack Crispy Creams, Monaco, Hide and Seek, Hide and Seek Milano, Magix, Chox, Monaco Zeera, Goldenarcs, Digestive Mari, Parle Mari, Milk Shakti, Parle 20-20 Cookies, Parle Creams Flavored, Nimkin, Bournbon Biscuits etc.

Cool Confectionery:

Melody, Mango Bite, Kaccha Mango Bite, Poppins, Kissmi Toffee, Kissmi Gold, Kissmi Toffee Bar, Orange Candy, XHale, 2 in 1 Éclair, Golgappa, Mazelo, Melody Softee etc.

Munch on Snacks:

MusstBites, Monaco Bites Cheeslings, Sixer, Sixer Zeera, Jeffs, Must Sticks, Must Chips etc.

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MARKETING STYLE OF COMPANY

In our country over 70% of the total population live in

villages. There are states like U.P, M.P, Bihar, Rajasthan and

Orissa where rural population varies from 80 to 90 per cent.

Agriculture and agriculture related activities contribute to

about 75% of the income in rural areas. Over 6, 31,307

villages, 700 million people a myriad of languages many

traditions and a rich culture. A vibrant land with a long

History. Rural Indian people are known as much for their

warmth as their diversity. The real “BHARAT”.

“EXPLORE THE RURAL MARKETS

DO NOT EXPLOIT THEM”.

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Till recently, the focus of marketers in India was the

urban consumer and by large no specific efforts were made

to reach the rural markets. But now it is felt with the tempo

of development accelerating in rural India, coupled with

increase in purchasing power, because of scientific

agriculture, the changing life style and consumption pattern

of villagers with increase in education, social mobility,

improved means of transportation and its various satellite

channels have exposed rural India to the outside world and

hence their outlook to life has changed. Because of all these

factors, rural India is attracting more and more marketers.

"To be successful in the rural market, remember-

there is no unity in diversity, but act local while thinking

global."

Parle’s efforts to make biscuits affordable to all?

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Biscuits were very much a luxury food in India, when

Parle began production in 1939. Apart from Glucose and

Monaco biscuits, Parle did offer a wide variety of brands.

However, during the Second World War, all domestic

biscuit production was diverted to assist the Indian soldiers in

India and the Far East. Apart from this, the shortage of wheat

in thosedays, made Parle decide to concentrate on the more

popular brands, so that people could enjoy the price benefits.

Thankfully today, there's no dearth of ingredients and

the demand for more premium brands is on the rise. That's

why; we now have a wide range of biscuits and

mouthwatering confectionaries to offer.

Be it a big city or a remote village of India, the Parle

name symbolizes quality, health and great taste!

And yet, this reputation has been built, by constantly

innovating and catering to new tastes. This can be seen by

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the success of new brands, such as, Hide & Seek, or the single

twist wrapping of Mango bite.

In this way, by concentrating on consumer tastes and

preferences and emphasizing Research & Development, the

Parle brand grows from strength to strength.

Marketing Strength...

The extensive distribution network, built over the years,

is a major strength for Parle Products. Parle biscuits & sweets

are available to consumers, even in the most remote places

and in the smallest of villages with a population of just 500.

The Parle marketing philosophy emphasizes catering to

the masses. They constantly endeavor at designing products

that provide nutrition & fun to the common man. Most Parle

offerings are in the low & mid-range price segments. This is

based on our cultivated understanding of the Indian 11 | P a g e

consumer psyche. The value-for-money positioning helps

generate large sales volumes for the products.

Marketing management refers to distribution of the

firm’s product or service to the customers in order to satisfy

their needs and to accomplish the firm’s objectives.

Marketing includes developing the product, pricing,

distribution, advertisement, and merchandising, doing

personal selling, promoting and directing sales and service to

customers.

Developing Marketing Strategies for Parle: -

a. Determine what the customer’s needs are and how

those needs can be satisfied.

b. Select the market that would be served.

c. Decide what advantage that will give a competitive

edge over other firms.

Meeting customer’s needs

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Learning customer’s needs

Conscious about the firm’s image

Looking for danger signals

DISTRIBUTION CHANNEL: -

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This shows that Parle’s Production units dispatching the

biscuits to the well-established agents or agencies. They send

it further to the Whole seller.

Now, the wholes seller and the agents send the biscuits to

the small retailers.

Places where the Parle Products are available: -

1. Kiryana Stores

2. General Stores

3. Tea Shops.

4. Railway Stations.

5. Paan wallas.

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6. Place where the cultural programmes of village are

being organized, like melas, etc.

7. Mobile traders, etc.

I find one very interesting article Produced on

September 15th, 2003 in Times News about Parle which I like

to share in this report.

Parle-G is the world leader in biscuit sales

TIMES NEWS NETWORK [MONDAY, SEPTEMBER 15, 2003

12:26:36 AM]

NEW DELHI: In 1929 when Indians were munching crispy

imported biscuits shipped in by the British, an Indian set up a 15 | P a g e

small factory in the suburbs of Mumbai to make toffees. A

decade later, he started making biscuits without giving a

damn to the imported biscuits that were freely available. And

six decades later, one of the factory’s products has emerged

as the world’s single largest brand in any country.

With annual sales volume of 179.9m kg, Prakash

Chauhan’s Parle-G is the world beater in biscuits, followed by

Italy’s Mulino Bianco with 110.3m kg and America’s Control

Brand at 108.9m kg.

Industry sources said Parle-G sells the most because it is

the cheapest biscuit in the branded category. Most Parle

offerings, unlike Britannia, are mass brands in the low and

mid-range price segments. As it has been around for over 60

years, it has a loyal consumer base. And for most, it is a food

supplement rather than an evening snack. “In mid-income

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households, kids averse to dal chawal are often given glucose

biscuits to make up for the cereals,” said an industry source.

But the industry says that even though Parle-G is the highest

selling brand, the per capita consumption of biscuits in India

is still very low. On an average Indians eat 0.48 kg every year,

while Americans eat 4 kg.

But surprisingly, Indians eat over three times more

branded biscuits (490m kg) than the Chinese (180.5m kg).

“Given that both India and China have conventional food

habits where traditional snack items like idli, dosa, dhokla,

samosa have a fair share, Indian consumers’ appetite for

biscuits is enormous,” says Anmol Sherpa, global services co-

ordinator for AC Neilsen India.

According to him, Americans depend on biscuits as they

have very few ready-to-eat food items for snacks. They spend

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$6,897m on 1134.6m kg of biscuits every year, outpacing

both India (490m kg valued at $583m) and China (180.5m kg

valued at $406.3m).

Besides heritage and price points, distribution is crucial

to the success of any consumer goods brand. Even though

Kellog’s launched Chocos at Rs 5/pack, its distribution

strategy was not up to the mark. Parle has 1,500 wholesalers

catering to 4, 25,000 retail outlets.

Chocos were later taken off the shelves. Biscuits require

a mass distribution network and Kellogs had limited itself to

the up market outlets with its premium-priced cereals. Parle

over the years has built a robust distribution network. For the

fast moving consumer goods industry, the packaged biscuit

basket has emerged as a winner with all other product lines

like soaps, detergents, hair oil, packaged tea biting the dust.

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The quick, tea-time snack has zoomed into an Rs. 2,500 crore

industry clocking 3-4% growth annually.

ORGANIZATION STRUCTURE

Organization structure is teamwork of the formal

relationship that has been established. The purpose of the

structure is to assist in regulating and directing the efforts of

an organization so that they are co-ordinate and consistent

with organization.

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Organization structure of the company shows the

interrelationship between employer and employee or vice-

versa. It shows a clear cut line of authority, responsibility and

accountability.

Among the various types of organization structure Parle

has adopted vertical management structure.

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Chart of Departments21 | P a g e

Director

GM

Unit

Head

Dy.

Manager

Assistnt

Manager

Executive

Officer

Assistant

Officer

Worker

List of HODs

No. Name of the Department Name of the HOD

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Mr. D.K. Pundir(Manager - Operation)AccountsAccountsExcisePurchaseHRDPQSCSRSecurityCanteenMedicalProductionFlour HendlingMixingRotaryOvenPackingISMSEngineering MechenicalElectricalPrintingStoresBSRQ&A

1 Accounts Mr. Kailashchand Buraniya

2 Purchase Mr. Hitendra Jadeja

3 HRD Mr. Sanjay Taunk

4 PQS Mr. Vipul Bhatt

5 CSR Mr. Viren Gor

6 ISMS Mr. Bhusan Maheta

7 Engineering Mr. D.A. Khetani

8 Production Mr. Debangsu Das

9 Printing

10 BSR Mr. Jitendra Rajgor

11 Q&A

12 Corrugation Mr. Pramod Chauhan

13 Stores

FUNCTIONOFVARIOUS DEPARTMENTS23 | P a g e

General Administration:

Many things which cannot categorize in particular department, falls under General Administration. HOD of this department is Mr. D. K. Pundir.

Arrangements of, Meetings, Conferences and Training Programs, Mike Alert, Receiving and Dispatching Couriers etc. are the main works of this department.

IT Department:

IT department in Parle Products Pvt. Ltd. is mainly deal with its computer network, its security etc. HOD of this department is Mr. Bhusan Maheta.

This department solved all kind of computer related problems like, purchasing and design of software to smooth running of company.

Accounts Department:

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In any Organization, Its accounts department is work as a Heart of it, because it circulates the Finance i.e. Blood in the organization. It plays significance roll in success of organization. HOD of accounts department is Mr. Kailashchand Burania. Following activates are under Accounts department:

1. Bill Passing2. Excise duty3. Bank payments4. Costing5. Cash payment6. Record maintain7. Tex deduction8. Petty cash

Purchase Department:

Purchase department is covered under administration. This mainly takes care of purchasing of all needed materials for the company.Head of the department of purchase is Ms. Beena Rathod.

Mainly, two major purchasing decisions are taken in this department. First is purchasing of raw material, which is

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taken by Ms. Beena Rathod and second is purchasing of machinery, which is taken by Mr. Hitendrasinh Jadeja.

HRD:

In an organization HRD is a department which manages the human power in the company. Recruitment of new employees and trainees, Payment of salary etc. are the work of this department. HOD of this department is Mr. Sanjay Taunk.

PQS:

PQS is Parle Quality System. Quality is measures in this department on the basis of individual responsibility. The main function of this department is to maintain the quality of each and every aspects of company.

System Followed for Purchase of Material

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The system followed for material purchasing in Parle is simple and efficient. Steps shown below are follows for the material purchasing:

When employee of any department needs any type of material he asks from the stores.

If it’s not available in the stores then the particular department has to fill the indent which is in the slip of the demand for the particular product. If the item required capital item, it is called Capex. Here codes have been given to each item, as well as list of approved suppliers for all the items is provided to all unites.

As per this indent purchase department have to purchase the goods after comparing the price of the different quotations of the different companies and quotations having the low rate and good quality will be passed by the operation manager.

Next step after the approval of the quotation is making the purchase order i.e. PO which contains the party name, material code & description, decided rate, date of order, time lad for the supply of the material etc.

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The PO is having four copies and having the sign of the manager. From which one will be sent to the supplier along with advance payment if any. Second copy is sent to accounts department. Third is sent to stores and fourth is left with the purchase clerk and filed.

As per PO supplier has to supply the material as per description in PO within a given time leg along with the invoice.

This bill is passed to the accounts department and amount will be tailed. If the amount is as per bill the payment will be made within 7 working days and if there is any difference PO’s rate and Bill then Performa will be passed and as per the rate of Performa payment will be made.

5’S WORK PLACE MANAGEMENT

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The 5S Process, or simply "5S", is a structured program

to systematically achieve total organization, cleanliness, and

standardization in the workplace. A well-organized

workplace results in a safer, more efficient, and more

productive operation. It boosts the morale of the workers,

promoting a sense of pride in their work and ownership of

their responsibilities.

"5S" was invented in Japan, and stands for five (5)

Japanese words that start with the letter 'S': Seiri, Seiton,

Seiso, Seiketsu, and Shitsuke. Table 1 shows what these

individual words mean. An equivalent set of five 'S' words in

English have likewise been adopted by many, to preserve the

"5S" acronym in English usage. These are: Sort, Set (in

place), Shine, Standardize, and Sustain. Some purists do not

agree with these English words - they argue that these words

have lost the essence of the original 5 Japanese words.

Definitions of 5’S:

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Japanese Term

English Equivalent Meaning in Japanese Context

Seiri TidinessThrow away all rubbish and unrelated materials in the workplace

Seiton OrderlinessSet everything in proper place for quick retrieval and storage

Seiso Cleanliness Clean the workplace; everyone should be a janitor

Seiketsu StandardizationStandardize the way of maintaining cleanliness

Shitsuke DisciplinePractice 'Five S' daily - make it a way of life; this also means 'commitment'

Seiri: The first step of the "5S" process, seiri, refers to the act

of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must notfeel sorry about having to throw away things. The idea is to ensure that everything left in the workplace is related only to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of

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seiri, simplification of tasks, effective use of space, and careful purchase of items follow. Seiton: Seiton, or orderliness, is all about efficiency. This step

consists of putting everything in an assigned place so that it

can be accessed or retrieved quickly, as well as returned in

that same place quickly. If everyone has quick access to an

item or materials, work flow becomes efficient, and the

worker becomes productive. The correct place, position, or

holder for every tool, item, or material must be chosen

carefully in relation to how the work will be performed and

who will use them. Every single item must be allocated its

own place for safekeeping, and each location must be

labeled for easy identification of what it's for.

Seiso:

Seiso, the third step in "5S", says that 'everyone is a

janitor.' Seiso consists of cleaning up the workplace and

giving it a 'shine'. Cleaning must be done by everyone in the

organization, from operators to managers. It would be a

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good idea to have every area of the workplace assigned to a

person or group of persons for cleaning. No area should be

left unclean. Everyone should see the 'workplace' through

the eyes of a visitor - always thinking if it is clean enough to

make a good impression.

Seiketsu:

The fourth step of "5S", or seiketsu, more or less

translates to 'standardized clean-up'. It consists of defining

the standards by which personnel must measure and

maintain 'cleanliness'. Seiketsu encompasses both personal

and environmental cleanliness. Personnel must therefore

practice 'seiketsu' starting with their personal tidiness. Visual

management is an important ingredient of seiketsu. Color-

coding and standardized coloration of surroundings are used

for easier visual identification of anomalies in the

surroundings. Personnel are trained to detect abnormalities

using their five senses and to correct such abnormalities

immediately.

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Shitsuke:

The last step of "5S", Shitsuke, means 'Discipline.' It

denotes commitment to maintain orderliness and to practice

the first 4 S as a way of life. The emphasis of shitsuke is

elimination of bad habits and constant practice of good

ones. Once true shitsuke is achieved, personnel voluntarily

observe cleanliness and orderliness at all times, without

having to be reminded by management.

HACCP

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(HAZARD ANALYSIS & CRITICAL CONTOL POINT)

Parle Products Pvt. Ltd. has adopted HACCP system which is the Japanese technique for the qualitative food production.

History of HACCP:

On 4 October 1957, the Soviet Union launched Sputnik, the world's first satellite.American president Dwight D. Eisenhower responded by committing the United States to the space race.Eisenhower signed the National Aeronautics and Space Act on 29 July 1958 that created the National Aeronautics and Space Administration (NASA) to put an American satellite in orbit and to get a person in space.

Food played a critical part in the manned space program. The main goal was to produce food that would not crumble under zero gravity, but also be safe to eat. All personnel involved realized that traditional quality control methods would be inadequate because there would be so much product testing involved for actual product to be used. NASA own requirements for Critical Control Points (CCP) in engineering management would be used as a guide for food safety. CCP derived from Failure mode and effects analysis (FMEA) from NASA via the munitions industry to test weapon and engineering system reliability.Using that information,

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NASA and Pillsbury required contractors to identify "critical failure areas" and eliminate them from the system, a first in the food industry then. Baumann, a microbiologist by training, was so pleased with Pillsbury's experience in the space program that he advocated for his company to adopt what would become HACCP at Pillsbury.

Soon thereafter, Pillsbury was confronted with a food safety issue of its own when glass was found contaminated in farina, a cereal commonly used in infant food. Baumann's leadership promoted HACCP in Pillsbury for producing commercial foods, and applied to its own food production. This led to a panel discussion at the 1971 National Conference on Food Protection that included examine CCPs and Good Manufacturing Practices in producing safe foods. Several botulism cases were attributed to under-processed low-acid canned foods in 1970-71 that the United States Food and Drug Administration (FDA) asked Pillsbury to organize and conduct a training program for FDA inspectors to serve as an inspection basis for canned foods. This 21 day program was first held in September 1972 with 11 days of classroom lecture and 10 days of canning plant evaluations. Canned food regulationswere first published in 1973. Pillsbury's training program to the FDA in 1972, titled "Food Safety through the Hazard Analysis and Critical Control Point System", was the first time that HACCP was used.

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HACCP was initially set on three principles. Pillsbury quickly adopted two more principles to its own company in 1975. It was further supported by the National Academy of Sciences (NAS) that governmental inspections by the FDA go from reviewing plant records to compliance with its HACCP system. Second proposal by the NAS led to the development of the National Advisory Committee on Microbiological Criteria for Foods (NACMCF) in 1987. NACMCF was initially responsible for defining HACCP's systems and guidelines for its application and were coordinated with the Codex Committee for Food Hygiene, that led to reports starting in 1992 and further harmonization in 1997. By 1997, the seven HACCP principles listed below became the standard. A year earlier, the American Society for Quality offered their first certifications for HACCP Auditors.

HACCP expanded in all realms of the food industry, going into meat, poultry, seafood, dairy, and has spread now from the farm to the fork.

The HACCP seven principles:

Principle 1: Conduct a hazard analysis.

Plans determine the food safety hazards and identify the preventive measures the plan can apply to control these hazards. A food safety hazard is any biological, chemical, or

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physical property that may cause a food to be unsafe for human consumption.

Principle 2: Identify critical control points.

A Critical Control Point (CCP) is a point, step, or procedure in a food manufacturing process at which control can be applied and, as a result, a food safety hazard can be prevented, eliminated, or reduced to an acceptable level.

Principle 3: Establish critical limits for each critical control point.

A critical limit is the maximum or minimum value to which a physical, biological, or chemical hazard must be controlled at a critical control point to prevent, eliminate, or reduce to an acceptable level.

Principle 4: Establish critical control point monitoring requirements.

Monitoring activities are necessary to ensure that the process is under control at each critical control point. In the United States, the FSIS is requiring that each monitoring procedure and its frequency be listed in the HACCP plan.

Principle 5: Establish corrective actions.

These are actions to be taken when monitoring indicates a deviation from an established critical limit. The final rule

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requires a plant's HACCP plan to identify the corrective actions to be taken if a critical limit is not met. Corrective actions are intended to ensure that no product injurious to health or otherwise adulterated as a result of the deviation enters commerce.

Principle 6: Establish record keeping procedures.

The HACCP regulation requires that all plants maintain certain documents, including its hazard analysis and written HACCP plan, and records documenting the monitoring of critical control points, critical limits, verification activities, and the handling of processing deviations.

Principle 7: Establish procedures for ensuring the HACCP system is working as intended.

Validation ensures that the plants do what they were designed to do; that is, they are successful in ensuring the production of safe product. Plants will be required to validate their own HACCP plans. FSIS will not approve HACCP plans in advance, but will review them for conformance with the final rule.

Verification ensures the HACCP plan is adequate, that is, working as intended. Verification procedures may include such activities as review of HACCP plans, CCP records, critical limits and microbial sampling and analysis. FSIS is requiring that the HACCP plan include verification tasks to be

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performed by plant personnel. Verification tasks would also be performed by FSIS inspectors. Both FSIS and industry will undertake microbial testing as one of several verification activities. Verification also includes 'validation' - the process of finding evidence for the accuracy of the HACCP system (e.g. scientific evidence for critical limitations).

The seven HACCP principles are included in the international system ISO 22000. This standard is a complete food safety management system incorporating the elements of prerequisite programs for food safety, HACCP and quality management system which together form an organization’s Total Quality Management.

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SWOT ANALYSIS OF PARLE

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities and Threats involved in a Project or Business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable in achieving that objective.

STRENGTH 1. Low price as compared to

WEAKNESS 1. Breakage of biscuits while

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competitors 2. Sizeable market share in the country. 3. Offers variety of products under its brand. 4. Different sizes of packets are available. 5. An experienced team of sales and marketing executives. 6. Deep and effective coverage 7. Largest distribution system.

delivering to retailers 2. No proper replacement system for broken biscuits to retailers 3. Improper and irregular supply. 4. Fewer shares in Premium biscuit market. 5. Dependent on its flagship brand, Parle-G 6. Poor packaging in family pack of glucose biscuits. 7. Lack of schemes for retailers and distributors.

OPPORTUNITY 1. Rising demand for innovative packaging in packaged foods. 2. Retaining loyal retailers or wholesalers. 3. Improving supply system for established brands. 4. Huge scope for some Parle products in medical shops. 5. Information revolution brought about by the television. 6. Good scope for snacks, if launched and properly promoted.

THREAT 1. Highly advertised brands such as Britannia. 2. Ever increasing competition from multinationals and local companies. 3. Increase in sale of cheap local bakery products. 4. Emerging substitutes like wafers, snacks and toast. 5. Margin war among the major Brand

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Significant Factors of Success

Strategic Maps:

1.

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2.

3.

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4.

Key Success Factors of Parle:• Price• Distribution Network• Nutrition content• Brand

• Innovation

An in depth understanding of the Indianconsumerpsychhas helped Parle evolve a

marketing philosophy that reflects the need of the Indian kitchen. With products design by keeping both health and taste in mind. Parle appeals to both health conscious mothers and taste loving kids.

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The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value for money positioning allows people from all class and age group to enjoy Parle Products.

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Views of MBA Employees

I met two MBA employees, working in Parle Bhuj plant Mr. Dharmesh Dave and Mr. Akash. And I discussed with them about their view for Parle Products Pvt. Ltd. I mentioned their views for the company below.

When I asked Mr. Dharmesh how much he is satisfied from his post in the organization? He replied in only one line, this organization has given him a balanced life. According to him Balanced Life means it ensures his relationship, health and family. On asking of my question about future of MBA’s in the organization he told me that the future of MBA’s is very bright in the company as an example of it he told me that personally he is very satisfy from his post given to him and he hopes he will be well treated by the company according to his skills.

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Conclusion

Detailed study of Parle Products, gives out the success story of Organization management and successful marketing style of company. This shows that perfect management style can convert any small business into multimillion a Brand. The marketing strategy of Parle shows that products even at low prize earn substantially considerable profits.

During my 15 days of training in Parle Bhuj, I learned that how can management be effective in organization. How it can help its employees in their professional and also in social life. I think this is the key factor of success of Parle during last 80 years.

And because of splendid management and marketing style Brand Parle G dominates the volume-dominated biscuit market. Even in today’s times when multinationals are beefing up their operations and trying to change the dynamics of the market, Parle G’s numero Uno position is unchallenged. Brand Parle G is iconic and has evolved over the years. Trust, relevance, affordability are its hallmarks,

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which have withstood pressures from the hyper-competitive marketplace.

Parle Products Pvt. Ltd is now lagging in services to retailers because of improper supply and distribution in some areas and competitors taking advantage of these points. But it is also not perfect solution because it at some place they cannot control the selling price of the products and it affects the sale of the company. As per solution of this problem the company should mention the price of the product in its advertisement.

THANK YOU

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