consumer project

7/21/2019 Consumer Project

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Name of Student: VIVEK SINGH

Roll Number: 113

Specialisation: Marketin

!roramme: !G"#

$itle of !ro%ect:& stud' of retail dair' outlets of &mul in ()embur area of Mumbai: &nal'*in problems and suestin +a's toimpro,e market s)are-

Literature review

Market analysis

Defnition- A market analysis studies the attractiveness and the

dynamics of a special market within a special industry. It is part of theindustry analysis and thus in turn of the global environmental analysis.Through all of these analyses the strengths, weaknesses, opportunities andthreats (SWT! of a company can be identified. "inally, with the help ofa SWT analysis, ade#uate business strategies of a company will bedefined. The market analysis is also known as a documented investigationof a market that is used to inform a firm$s planning activities, particularlyaround decisions of inventory, purchase, work force e%pansion&contraction,

facility e%pansion, purchases of capital e#uipment, promotional activities,and many other aspects of a company.



If +e aree t)at t)e core of marketin lies in respondin to users. needsand demands/t)en anal'*in user0s information needs and demands

becomes a primar' task of an' marketin strate'- Ho+e,er/ it issometimes t)e case t)at a market )as not 'et reconi*ed a need or is nota+are of t)e eistence of a product or ser,ice to satisf' it- It t)en

becomes necessar' to educate t)e taret market in t)e benefits to bederi,ed from usin a particular product or ser,ice and to create t)edesire-

&ssessin customers. +ants/ needs/ and desires is far from bein an eas'task- $)is difficult' is +ell epressed b' Smit):Man' librar' users do not kno+ +)at t)e' +ant/ and often do not ask for+)at t)e' need- If t)at is true of users/ t)en it is e,en more true of non"users +)o ma' +ell )a,e needs +)ic) t)e' cannot articulate because as'et t)ere is no ser,ice +)ic) t)e' are a+are of +)ic) could )elp t)em-2nce taret markets )a,e been determined/ it is important to disco,er t)ec)aracter/ +ants/ needs/ and demands of eac)- nfortunatel'/ manaerssometimes make t)e mistake of makin assumptions about t)eir clients-S)ould t)is )appen and s)ould t)e clients be misunderstood/ failure isuna,oidable-

Dimensions of market analysis

• 'arket sie (current and future!• 'arket trends•

'arket growth rate• 'arket profitability• Industry cost structure• )istribution channels• *ey success factors• *ey success )etails

Market size

The market sie is defined through the market volume and themarket potential. The market volume e%hibits the totality of all



• 3roduct research•

Advertising the research• 'arketing mi% modeling• Simulated Test 'arketing

0hanges in the market are important because they often are thesource of new opportunities and threats. 'oreover, they have thepotential to dramatically affect the market sie.

4%amples include changes in economic, social, regulatory, legal,and political conditions and in available technology, pricesensitivity, demand for variety, and level of emphasis on serviceand support.

Market growth rate

A simple means of forecasting the market growth rate is to

e%trapolate historical data into the future. While this method mayprovide a first5order estimate, it does not predict important turningpoints. A better method is to study market trends and sales growthin complementary products. Such drivers serve as leadingindicators that are more accurate than simply e%trapolatinghistorical data.

Important inflection points in the market growth rate sometimescan be predicted by constructing a product diffusion curve. The

shape of the curve can be estimated by studying thecharacteristics of the adoption rate of a similar product in the past.

6ltimately, many markets mature and decline. Some leadingindicators of a market$s decline include market saturation, theemergence of substitute products, and&or the absence of growthdrivers.



Market opportunity

A market opportunity product or a service, based on eitherone technology or several, fulfills the needs of a (preferablyincreasing! market better than the competition and better thansubstitution5technologies within the given environmental frame(e.g. society, politics, legislation, etc.!.

Market profitability

While different organiations in a market will have different levelsof profitability, they are all similar to different market

conditions. 'ichael 3orter devised a useful framework forevaluating the attractiveness of an industry or market. Thisframework, known as 3orter five forces analysis, identifies fivefactors that influence the market profitability

• -uyer power • Supplier power • -arriers to entry• Threat of substitute products• 2ivalry among firms in the industry

Industry cost structure

The cost structure is important for identifying key factors forsuccess. To this end, 3orter$s value chain model is useful fordetermining where value is added and for isolating the costs.

The cost structure also is helpful for formulating strategies todevelop a competitive advantage. "or e%ample, in some



environments the e%perience curve effect can be used to develop

a cost advantage over competitors.

Distribution channels

4%amining the following aspects of the distribution system mayhelp with a market analysis

4%isting distribution channels 5 can be described by how directthey are to the customer.

Trends and emerging channels 5 new channels can offer theopportunity to develop a competitive advantage.

0hannel power structure 5 for e%ample, in the case of a producthaving little brand e#uity, retailers have negotiating power overmanufacturers and can capture more margin.

Success factors

The key success factors are those elements that are necessary inorder for the firm to achieve its marketing ob/ectives. A fewe%amples of such factors include

• Access to essential uni#ue resources• Ability to achieve economies of scale• Access to distribution channels• Technological progress

It is important to consider that key success factorsmay change over time, especially as the productprogresses through its life cycle.



Market shARE

Defnition- 7Market share is the percentage ofa market (defined in terms of either units or revenue! accountedfor by a specific entity.7 In a survey of nearly 899 senior marketingmanagers, :; percent responded that they found the 7dollarmarket share7 metric very useful, while :<= found 7unit marketshare7 very useful.

7'arketers need to be able to translate sales targets into marketshare because this will demonstrate whether forecasts are to beattained by growing with the market or by capturing share fromcompetitors. The latter will almost always be more difficult toachieve. 'arket share is closely monitored for signs of change inthe competitive landscape, and it fre#uently drives strategic ortactical action.7

Increasing market share is one of the most important ob/ectives

of business. The main advantage of using market share as ameasure of business performance is that it is less dependentupon macroenvironmental variables such as the state of the



economy or changes in ta% policy. >owever, increasing market

share may be dangerous for makers of fungible haardousproducts, particularly products sold into the 6nited States market,where they may be sub/ect to market share liability.

Formulas :

7Market share: The percentage of a market accounted for by aspecific entity.7

7Unit market share: The units sold by a particular company as a percentage of total market sales, measured in the same units.7

6nit market share (=! ? <99 @ 6nit sales & Total 'arket 6nit Sales

This formula, of course, can be rearranged to derive either unitsales or total market unit sales from the other two variables, asillustrated in the following

6nit sales (! ? 6nit market share (=! @ Total 'arket 6nit Sales &

<99Total 'arket 6nit Sales ? <99 @ 6nit sales & 6nit market share (=!

Revenue market share: Revenue market share differs from unitmarket share in that it reflects the prices at which goods are sold.In fact, a relatively simple way to calculate relative price is todivide revenue market share by unit market share.7

2evenue market share (=! ? <99 @ Sales 2evenue & Total 'arket

Sales 2evenue7As with the unit market share, this e#uation for revenue marketshare can be rearranged to calculate either sales revenue or totalmarket sales revenue from the other two variables.7



1 INTRODUCTION

1.1 Company Profile:

$)e #irt) of &mul/ It all bean +)en milk became a s'mbol of protest/

4ounded in 1567 to stop t)e eploitation b' middlemen/ Inspired b' t)e

freedom mo,ement &mul +)ic) s'mboli*es 8taste of India0 ac)ie,ed a

)istorical milestone b' crossin t)e 9 billion dollar mark- &mul is

India.s larest food products brand +it) an annual sales turno,er of Rs-

13/;; cores <S = 9- bn>- It procures an a,erae of 19; lac liters of

milk e,er' da' from 31-? lac farmers across 17/516 ,illaes ofGu%arat- @urin t)e financial 'ear 9;1;"11/ G(MM4 reistered

impressi,e top line ro+t) of 17A/ ac)ie,in turno,er of Rs- 13B3

cores- Shri Parthibhai G. Bhatol is t)e ()airman of G(MM4- @urin

t)e 'ear 9;19"13/ G(MM4 paid Rs- 5;;; cores to its

lak)s farmer members- !a'out to farmers also reistered 93A (&GR

in last 6 'ears- India0s larest food products marketin orani*ation

&mul is also t)e official sponsor of t)e Indian continent to t)e



Condon 9;19 2l'mpic Games b' sinin a mou +it) t)e Indian

2l'mpic &ssociation- &mul )as also recei,ed t)e DGreen Globe

Fon!ation "#ar!D in t)e Manufacturin (ateor' at t)e @el)i

Sustainable @e,elopment Summit 9;19- G(MM4 recei,ed t)is a+ard

for its ma$$ tree plantation !ri%e an! &ontribtion to en%ironment

by the mil' pro!&er$ of G(arat- $)e 31-? lac milk producers of

Gu%arat )a,e planted more t)an 319 lac trees in 17;;; ,illaes of t)e

State in last 'ears- $)us &mul )as s)o+n its concern/ a+areness and

commitment for betterment of en,ironment and )as set an eample for

all t)e cooperati,es and ot)er

institutions to turn India reen in

t)e era of lobal +armin and

en,ironmental crisis-

The "ml )o!el

The Amul Model of dairy development is a three-tiered structure

with the dairy cooperative societies at the village level federated

under a milk union at the district level and a federation of member

unions at the state level.



Establis)ment of a direct

linkae bet+een milk

producers and consumers b'

eliminatin middlemen

Milk !roducers <farmers>

control procurement/

processin and marketin



$)e &mul model )as )elped India to emere as t)e larest milk

producer in t)e +orld- More t)an 1 million milk producers pour

t)eir milk in 1/ 66/967 dair' cooperati,e societies across t)e countr'-

$)eir milk is processed in 1BB @istrict (o" operati,e nions and

marketed b' 99 State Marketin 4ederations/ ensurin a better life for millions-

GC))F



G(arat Cooperati%e )il' )ar'etin* Fe!eration +t!. ,GC))F- i$

In!ia$ lar*e$t foo! pro!&t mar'etin* or*ani$ation #ith annal

trno%er ,/01/12- US3 /.45 billion. It$ !aily mil' pro&rement

i$ appro6 12 million lit ,pea' perio!- per !ay from 178915 %illa*e

mil' &ooperati%e $o&ietie$8 1 member nion$ &o%erin* /5 !i$tri&t$8

an! 2.1; million mil' pro!&er member$.

It is t)e &pe oranisation of t)e @air' (ooperati,es of Gu%arat/

popularl' kno+n as .&MC./ +)ic) aims to pro,ide remunerati,ereturns to t)e farmers and also ser,e t)e interest of consumers b'

pro,idin ualit' products +)ic) are ood ,alue for mone'- Its

success )as not onl' been emulated in India but ser,es as a model for

rest of t)e Forld- It is eclusi,e marketin oranisation of .&mul. and

.Saar. branded products- It operates t)rou) 6B Sales 2ffices and )as

a dealer net+ork of ;;; dealers and 1; lak) retailers/ one of t)e

larest suc) net+orks in India- Its product rane comprises milk/ milk

po+der/ )ealt) be,eraes/ )ee/ butter/ c)eese/ !i**a c)eese/ Ice"

cream/ !aneer/ c)ocolates/ and traditional Indian s+eets/ etc-



GC))F "n O%er%ie# :

ear o 15B3

Members 1B @istrict (ooperati,e Milk !roducers.nions <17 Members

No- o !ro ucer 3-1? Million

No- o V ae 17/516

$otal Milk

17-? Million litres per da'

Milk (ollection

" "

6-77 billion litres

Milk collection

@ail

19-B million litres <peak 13 million>

M @r' n 76B Mts- per da'

(attle feed

manufacturin

?5; Mts- per da'

Sales$urno,er "<9;13"

Rs- 1?1; (rores

Sale$ Trno%er R$ ,million- US 3 ,in million$-



9;;";7 3BB37 ?;

9;;7";B 69BB? 1;;9;;B";? 96 139

9;;?";5 7B113 1;6

9;;5"1; ?;;3 1B;;

9;1;"11 5BB69 91B9

9;11"19 1177?; 9;;

9;19"13 13B3; 96;9;13"16 1?1;;

Pro!&t Ran*e :

Breadspreads

Amul Butter, Amul Lite, Delicious TableMargarine

Cheese Range

Amul Pasteurized Processed Cheddar

Cheese, Amul Processed Cheese Spread,Amul Pizza (Mozarella Cheese,Amul

!mmental Cheese, Amul "ouda Cheese,Amul Malai Paneer (cottage cheese,

#tterl$ Delicious Pizza

%resh Mil&

Amul "old %ull Cream Mil& ' )at, AmulSha&ti Standardised Mil& *+ %at, AmulTaaza Toned Mil& - )at,Amul Slim . Trim,

Amul Co/ Mil&

#0T Mil&

Range

Amul "old *+ )at Mil&, Amul Sha&ti -

)at Mil&, Amul Taaza 1+ )at Mil&, AmulLite Slim2n2Trim Mil&, Amul %resh Cream

Mil& Po/ders Amul %ull Cream Mil& Po/der, Amul$a Dair$3hitener, Sagar S&immed Mil& Po/der,



Amulspra$ 4n)ant Mil& %ood, Sagar Tea and

Co))ee 3hitener

Mil& Drin&

Amul 5ool %la6oured Mil&, Amul 5ool Ca)e,

Amul 5ool 5o&o,Amul 5ool Mill& Shaa&e,Amul 5ool Chocolate Mil&,7utramul !nerg$Drin&

0ealth Drin& Stamina 4nstant !nerg$ Drin&

Bro/n

Be6erage 7utramul Malted Mil& %ood

Curd Products

Amul Masti Dahi ()resh curd, Amul Masti

Spiced Butter Mil&,Amul Lassi, Amul%laa6$o 8oghurt

Pure "hee Amul Pure "hee, Sagar Pure "hee

S/eetenedCondensed

Mil&

Amul Mithaimate

MithaeeRange (!thnicS/eets

Amul Shri&hand, Amul Mithaee

"ulab9amuns, Amul Basundi,A6sar Ladoos

4ce2creamSundae Range, probiotic,,sugar)ree andprobiotic

Chocolate .Con)ectioner$

Amul Mil& Chocolate, Amul %ruit . 7utChocolate, Amul Chocozoo, Amul Bindass,

Amul %undoo, Amul Dar& Chocolate

<6pan$ion an! Inno%ation propel$ "ml to 2/= *ro#th



G(MM4 +)ic) markets t)e etremel' popular &mul brand of milk and

dair' products )as reistered )i)est e,er ro+t) of 39-1A/ to ac)ie,e

turno,er of Rs- 1?163-67 crores durin 9;13"16- Results of t)e ape

bod' of dair' cooperati,es in Gu%arat +ere declared on 1t) Ma' 9;16/

in t)e 6;t) &nnual General Meetin of G(MM4- $)e

orani*ation +)ic)

s'mboli*es 8taste of India0/

manaed to ac)ie,e

impressi,e 93A cumulati,e

a,erae ro+t) rate

<(&GR> o,er t)e last si

'ears b' le,erain on

se,eral marketin and

tec)noloical inno,ations

as +ell as en)anced

distribution reac)- In fact/

t)e roup turno,er of

G(MM4 and its

constituent Member

nions/ representin

unduplicated turno,er of all

products sold under &mul

brand +as Rs- 9;;crores

or S= 6-9#illion-



@urin t)e last four 'ears/ G(MM4 )as ensured 5Aincrease in milk procurement price to its farmers/ resultin

in 67A ro+t) in milk procurement durin t)e same

period- #' continuousl' offerin most remunerati,e price

for milk to its dair' farmers/ G(MM4 )as incenti,i*ed

t)em to en)ance t)eir in,estment to+ards increasin milk

production-

$)e )i) ro+t) in turno,er is reflected in t)e remarkable

performance of its ,arious mea"brands- G(MM4

ac)ie,ed ecellent ro+t) in most of t)e ,alue"added

consumer packs- @urin 9;13"16/ &mul lon"life H$

Milk )ad s)o+n an impressi,e ,alue ro+t) of 6;A and

sales of &mul H$ (ream also increased b' 3BA in ,alue

terms- &mul0s inno,ati,e milk be,eraes rane s)o+ed

uantum ,alue ro+t) of 9A- In G)ee/ t)eir t+o mea"

brands &mul Saar toet)er ac)ie,ed ,er' impressi,e

ro+t) of67A in ,alue terms- Sales of &mul #utter and

&mul ()eese ac)ie,ed impressi,e-

"rti&le$ :

Indias Milk !roduction "o #it $%% M" &y '($)*'( :* ') +pril

'($,



I-DI+ * .ith the increasing income levels of average Indians/

milk production in India will touch $%% million tonnes by '($)*'(/ the +ssociated 0hambers of 0ommerce and Industry ofIndia 1+ssocham2/ an ape3 industry body4s 5conomicResearch &ureau 1+5R&2 study said on +pril ''/ '($,/ writes6agdish 7umar8

The study titled B6nlocking the growth potential of Indian dairyindustryC said, D'ilk production across India has grown at asignificant rate of about <E per cent during the aforesaid period

with overall milk production crossing <8< million tonnes mark as of 89<95<<.F

The increase in the income level of an average Indian is beingaccompanied by a change in the food basket as the monthly per5capita consumption e%penditure on milk and milk products in bothrural and urban areas has grown significantly at about E8 per centand ;8 per cent respectively, the study highlighted.

While releasing the report, ).S. 2awat, national secretary generalof Assocham said, D+rowing at a compounded annual growth rate(0A+2! of over four per cent, milk production in India is e%pectedto rise to about <;; mt by 89<E58989 and that would help inmeeting the pro/ected demand of <G9 mt by 89<:5<; that hasbeen envisaged in Hational )airy 3lan 3hase5<.F

>owever, despite being the largest milk producer in the world, per5

capita milk availability in India at 8G8 grams falls below the globalaverage of 8;E grams per person per day.

Hew ealand (E;;J grams!, Ireland (J8:9 grams! and )enmark(8K<< grams! are top three countries in terms of per5capita milkavailability, the study stressed.

Assocham study called IndiaCs dairy industry to streamline itsvalue chain processes and integrate the smallholder dairy

producers into the processing value chain in order to improve theoverall performance of the industry, more so as they possess



inherent strengths like low production costs, lower liabilities and

limited li#uidity risk.The study also pointed out that lack of knowledge and technicalknow5how, poor access to support services, limited access tocredit and poor milk #uality together limit the ability of smallholderdairy producers to take advantage of market opportunities.

D0oncentration of milk production in some pockets together withhigh cost of transportation has led to rising disparity amid states in

terms of per5capita milk availability,F noted the Assocham study.

The study recommended an urgent need to build up strategies toincrease competitiveness in all segments of dairy chain, inputsupply, milk production, processing, distribution and retailing.

"or promotion of dairy sector in India, emphasis now needs to bemore on how to involve and encourage the village population intoproactively adopting dairy industry as a viable alternative to the

agricultural activity, Assocham stressed.

The state of Andhra 3radesh (A3! has recorded highest growth interms of both milk production and per5capita milk availabilitythereby clocking a growth rate of over K< per cent and about J:per cent (appro%.! during the five year period of 899:5<9.

Apart from A3, the states of 2a/asthan (8L per cent!, *erala (8K.Lper cent!, *arnataka (8K per cent! and +u/arat (8J.; per cent! are

amid top five states in terms of clocking high growth in milkproduction.

6ttar 3radesh (63! commands highest share of over <; per centin total milk production followed by 2a/asthan (<< per cent share!,

Andhra 3radesh (nine per cent!, 3un/ab (about eight per cent! and+u/arat (about eight per cent! which are amid top five states with acombined share of over GJ per cent.

3un/ab has recorded highest per5capita milk availability of EJ;grams as per latest available data followed by >aryana (:;E



grams!, 2a/asthan (GJL grams!, >imachal 3radesh (KK: grams!

and +u/arat (KJG grams!.While, Andhra 3radesh has recorded highest growth rate of aboutJ: per cent in terms of improvement seen in per5capita milkavailability followed by *erala (8< per cent appro%.!, 2a/asthan (89per cent appro%.!, *arnataka (<E per cent! and +u/arat (<; percent appro%.!.

9uarat Ranks -o $ in "otal Dairy ;utput +cross India

9E 'ay 89<K

I-DI+ * .ith an annual dairy output worth over <'8(% billion/9uarat has been ranked number one state with about '$ per

cent share in terms of total dairy output worth over <$( billionacross top '( states in India/ writes 6agdish 7umar8

According to the study ‘Unlocking Growth of otential of Indian !airy Industry" by the Associated 0hambersof 0ommerce and Industry of India (Assocham!,+u/arat has ranked third in terms of generating directemployment in the dairy sector, besides, the state isranked fourth with a share of about ;.G per cent in

<KEJ dairy factories across India.

+u/arat is ranked fifth with about eight per cent sharein terms of milk production, across India in total milkproduction of over <89 million tonnes.

-esides, +u/arat has recorded the fifth highest growthrate of about 8K per cent in milk production which isabove the all5India growth rate of about <E per cent,

the study highlighted.



In terms of per5capita milk availability, the state has

ranked fifth and the state has clocked a growth rate of about <; per cent in this regard which is well aboveall5India growth rate of <8 per cent.

7'ilk production across India has grown at asignificant rate of about <E per cent during theaforesaid period, but despite being the largest milkproducer in the world, per5capita milk availability inIndia at 8G8 grams falls below the global average of

8;E grams per person per day,7 )S 2awat, nationalsecretary general of Assocham said while releasingthe report.

DIt is imperative for IndiaCs dairy industry to streamlineits value chain processes and integrate thesmallholder dairy producers into the processing valuechain in order to improve the overall performance of

the industry, more so as they possess inherentstrengths like low production costs, lower liabilitiesand limited li#uidity risk,F 2awat added.

7>owever, lack of knowledge and technical know5how, poor access to support services, limited accessto credit and poor milk #uality together limit the abilityof smallholder dairy producers to take advantage ofmarket opportunities,7 2awat stressed.

7The increase in the income level of an averageIndian is being accompanied by a change in the foodbasket as the monthly per5capita consumptione%penditure on milk and milk products in both ruraland urban areas has grown significantly at about E8per cent and ;8 per cent respectively,7 2awatrevealed.

6ttar 3radesh (63! commands highest share of over<; per cent in total milk production followed by



2a/asthan (<< per cent share!, Andhra 3radesh (nine

per cent!, 3un/ab (about eight per cent! and +u/arat(about eight per cent! which are amid top five stateswith a combined share of over GJ per cent.

The study noted that concentration of milk productionin some pockets together with high cost oftransportation has led to rising disparity amid states interms of per5capita milk availability.

There is an urgent need to build up strategies toincrease competitiveness in all segments of dairychain, input supply, milk production, processing,distribution and retailing, the study recommends.

D"or promotion of dairy sector in India, emphasis nowneeds to be more on how to involve and encouragethe village population into proactively adopting dairyindustry as a viable alternative to the agriculturalactivity.F

With a view to formulate a long5term growth strategyfor the dairy sector, the study said D3romoting dairyentrepreneurship, strengthening economic viability ofdairy farms, increasing the link between ruralproduction areas and urban markets and promotionof small #uantity packaging to meet the needs of poor

are certain key areas.F

+mul to Invest <%=) million in -e3t "wo >ears

8J 'ay 89<K

I-DI+ * +mul brand name of 9uarat 0ooperative

Milk Marketing ?ederation 190MM?2 will beinvesting <%(( million to <%=) million for



processing higher @uantity of milk in the ne3t two

years8The cooperative plans to achieve MJ.:E billion during89<K5<G financial year. It had reported a J8 per centincrease in turnover to MJ.9; billion during 89<J5<Kon strong sales from M8.JK billion in 89<85<J.

Speaking on developments, 2S Sodhi, managingdirector, +0''", informed that Amul has planned

rapid e%pansion across its entire value5chain, ase%pansion has been our mantra and will remain so inthe coming years.

DWe are in line with increase in our milk procurement,our processing capacities across all member unions,which has enhanced from <; million litres per day to8J.8 million litres per day, in the last three years,FSodhi adds.

Sodhi also said that our new dairy pro/ects of 899,999liters capacity in Amreli, -haruch, Surendranagar,*utch and -havnagar at Saurashtra region in itshome state +u/arat will help to further enhance ourcapacity.

The cooperatives new dairy pro/ects at 2ohtak,

"aridabad in the >aryana state will have a capacity of < million liters and <.G million liters respectively,whereas the three dairy pro/ects in *anpur, 1ucknowand Naranasi in 6ttar 3radesh state will add another<.G million liters.

The cooperative is also working on < million literscapacity dairy pro/ect in the West -engal state.

Dnce all these new plants are commissioned, ourcombined processing capacity will be enhanced byanother : million litres per day,F Sodhi stressed.



"or the last four years, +0''" has recorded GE per

cent increase in milk procurement price to its farmers,resulting in K: per cent growth in milk procurementduring the same period.

)uring 89<J5<K, Amul long5life ultra5high temperature(6>T! milk had shown an impressive value growth ofK9 per cent and sales of Amul 6>T cream alsoincreased by J; per cent in value terms.

AmulCs innovative milk beverages range showed#uantum value growth of 8G per cent. In +hee, theirtwo mega5brands Amul O Sagar together achievedvery impressive growth of K: per cent in value terms.

Sales of Amul butter and cheese achieved impressive8< per cent O 88 per cent value growth respectively.

Amul fresh milk sales increased by 8J per cent and

became the leading brand of fresh milk in severalma/or cities of India.

'aking its presence in top si% global dairy tradeplatform, Amul is at present associated with about J.Jmillion farmers and has around G9 milk processingunits. -esides milk, the company is also producesma/or dairy products like butter, cheese, paneer, ice5

cream and others.



Competitor analysis

Defnition- 0ompetitor analysis in marketing andstrategic management is an assessment of the strengths andweaknesses of current and potential competitors. This analysis

provides both an offensive and defensive strategic conte%t toidentify opportunities and threats. 3rofiling coalesces all of therelevant sources of competitor analysis into one framework in thesupport of efficient and effective strategy formulation,implementation, monitoring and ad/ustment.

0ompetitor analysis is an essential component of corporatestrategy. It is argued that most firms do not conduct this type ofanalysis systematically enough. Instead, many enterprises operate

on what is called Dinformal impressions, con/ectures, and intuitiongained through the tidbits of information about competitors everymanager continually receives.F As a result, traditionalenvironmental scanning places many firms at risk of dangerouscompetitive blindspots due to a lack of robust competitor analysis.



Porter fve orces analysis is a framework for industryanalysis and business strategy development formedby Michael 58 !orter of #arvard &usiness School in $)%)8

A S.;" analysis (alternatively S.;" matri3! is astructured planning method used to evaluate

http://en.wikipedia.org/wiki/Michael_Porter

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Michael_Porter

http://en.wikipedia.org/wiki/Harvard_Business_School



the strengths, weaknesses, opportunities, and threats involved in

a pro/ect or in a business venture. A SWT analysis can becarried out for a product, place, industry or person. It involvesspecifying the ob/ective of the business venture or pro/ect andidentifying the internal and e%ternal factors that are favorable andunfavorable to achieve that ob/ective. The techni#ue is creditedto Albert >umphrey, who led a convention at the Stanford2esearch Institute (now S2I International! in the <E:9s and <E;9susing data from "ortune G99 companies. The degree to which theinternal environment of the firm matches with the e%ternalenvironment is e%pressed by the concept of strategic fit.

Setting the ob/ective should be done after the SWT analysis hasbeen performed. This would allow achievable goals or ob/ectivesto be set for the organiation.

• Strengths characteristics of the business orpro/ect that give it an advantage over others.

• .eaknesses characteristics that place the

business or pro/ect at a disadvantage relativeto others

• ;pportunities elements that the pro/ect coulde%ploit to its advantage

• "hreats elements in the environment thatcould cause trouble for the business orpro/ect

consumer project

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