SUMMER TRAINING PROJECT REPORT ON SALES & DISTRIBUTION
Submitted towards the partial fulfillment of requirements of U.P. Technical University, University, Lucknow for the award of Master of Business administration (M.B.A) Session (2010-11)
Submitted by
NEERAJ CHAUHAN MBA ±III semester ROLL-NO.0922970036
VIDYA COLLEGE OF ENGINEERING BAGPAT ROAD, MEERUT 1
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VIDYA COLLEGE OF ENGINEERING CERTIFICATE
This is to certify that Mr. NEERAJ CHAUHAN has gone through compulsory Summer Internship Training as a part of MBA Course programme in ITC Limited Saharanpur during June-July 2010.He has worked on o n the summer training project titled ³SALES & DISTRIBUTION OF AASHIRWAD FLOUR IN THE SAHARANPUR CITY´.
DATE
HOD/Director
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ACKNOWLEDGEMENT
A work is never a wo rk of individual. I owe a sense of gratitude to the intelligence & cooperation coop eration of those people who had been so easy to let me understand what I need from time to time for completion of this exclusive project.
I want to express my gratitude towards Mr. SIDDARTH KALRA Marketing Manager of ITC for giving me an opportunity o pportunity to complete this project.
This project is due to the experience and k nowledge of several people. Though Tho ugh I am unable to mention all of them individually, any a ny debt or gratitude to them is not less. I am very thankful to the ITC for the facilities facilities provided to me to complete my project work.
NEERAJCHAUHAN VIDYA COLLEGE OF ENGINEERING ROLL NO- 0922970036
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TABLE OF CONTENT
S.NO
TOPIC
PAGE NO.
1.
PREFACE
7
2.
INTRODUCTION INTRODUCTION OF THE COMPANY
9
3.
ORGANAZITIONAL ORGANAZITIONAL STRUCTURE
28
4.
PRODUCTS OF THE COMPANY
36
5.
PERFORMANCE OF THE COMPANY
56
6.
CHALLENGES FACED BY ITC
61
7.
RESEARCH PROBLEM
65
8.
SCOPE AND OBJECTIVE
68
9.
REVIEW OF LITERATURE
70
10.
HYPOTHESIS
73
11.
RESEARCH DESIGN
75
12.
COLLECTION OF DATA
79
13.
ANALYSIS OF DATA
81
14.
INTERPRETATION OF DATA
84
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15.
FINDI NG
96
16.
CONCLUSION
98
17.
SUGGESTION
100
18.
LIMITATION
102
19.
ANNEXURE
104
20.
BIBLIOGRAPHY
108
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PREFACE
To start a business the success depends upo n the research done about the particular & consumer attitude the product. Marketing research plays a vital role in a business to make it successful. succe ssful. I tried to put my best effort to complete the task on the basis of skills. I am a m having this study done about the flour sales & distribution in the city o f different companies. In order to know about the opportunities in the mareket.Inthe study, an attempt att empt is made to cover every expect e xpect of these objectives to find out solutions for the co mpany.
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COMPANY OVERVIEW
ITC is one of the India`s foremost private sector companies with a market capitazation of nearly US $ 15 billion & a t urnover of US $ 6 billion. Rated among the World`s Leading Companies by Forbes manazine, ITC ranks third in pre-tax profit among India`s private Sector corpoiration.ITC has a diversified presence in C igarettes, Hotels, Paperboard & Specialty Papers, Packaging, Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting Cards & other FMCG products. While ITC is is an outstanding outstanding market leader in its its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging & Agri-Export, it is rapidly ga ining market share even in its nascent businesses of Branded Apparel, Greeting Cards & Packaged Foods & Confectionery. As one of India`s most valuable & respected corporations, ITC is widely perceived to be dedicatedly nation- oriented. Chairman Y C Deveshwar calls this source of inspiration (a commitment beyond the market).In his own words ;( ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. ITC practices this philosophy p hilosophy by not only driving d riving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain ch ain of which it is a part).
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ITC`s diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored on its time-tested time-tested core competencies: co mpetencies: unmatched distribution reach, superior brand-building capabilities, effective supply chain management & acknowledged services skills in hoteliering. Over time, the strategic forays into new businesses are expect ed to grammar a significant share of these emerging high-growth high-gro wth markets in India.
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ITC VISION
Sustain ITC¶s position as one of the India¶s most Valuable co rporations through world Class performance, creating growing value For the Indian & the company¶s co mpany¶s Stake holders.
ITC MISSION To enhance the wealth generating capability of Enterprise in a globalizing environment, delivering Superior & sustainable stake holder value.Over t he years, ITC has evolved from a single Product Company to a multiple business corporation.Its business separated over a wide spectrum, Ranging from cigarettes & tobacco tobacco to hotels Packaging, paper & paperboards & international.
Commodities trading. ITC defined Corporate Governance as a systemic Process by which companies are directed & controlled to
Enhance their wealth generating capacity. Since large corporation employ wast quantum quant um of a societal Resources, we believe that t hat the governance process should Ensure that these companies companies are managed in a manner that Meets stake holder¶s aspirations & societal expectations.
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CORE PRINCIPLES ITC`s Corporate Governance initiative is based on two t wo core principles. These are
Management must have the t he executive freedom to drive the enterprise forward without undue restraints; and
This freedom of management should shou ld be exercised with in a framework of effective accountability
CONTROL ITC believes that control is a necessary conco mitant mitant of o f its second core principle of governance that the freedom of management should be exercised within a framework of appropriate checks and balances. Control Contro l should prevent misuse of power, facilitate timely management response to change, and ensure that t hat business risks are preemptively and effectively managed.
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Listen to our our customers & supply the ideal ideal product product at reasonable price
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HISTORY AND BACKGROUND
ITC was incorporated on August 24,1910 under the name of Imperial Tobacco Company of India Limited. Its beginnings were humble. A leased office on RADHA BAZAR Lane, Kolkata, was the centre of company`s existence. The Co mpany celebrated its 16 birthday on August 24, 1926, by purchasing the plot of land situated s ituated at 37, Chowringhee,(now renamed
310,000.T his decision decision of o f the Company was J.L. Nehru Road) Kolkata, for the sum of Rs 310,000.This historic in more ways Than one. It was to mark the beginning of a long and eventful journey in to India` future. The Company`s headquarter building,Virgina House, which came up on that plot of land two years later,would go on to become one of Kolkata`s most venerated venerated landmarks. The Company`s ownership progressively indianised, and the name o f the Company was changed to I.T.C Limited in 1974. In recognition of the Company`s multi-businesses portfolio encompassing a wide range of businesses-Cigarettes & Tobacco, Hotels, Information Technology, Packag ing, Paperboards & Specailty Papers, Agri-Exports,Food, Lifestyle Retailing and Greeting Gifting & Stationery-the full stops in the Company`s name were removed re moved effective September 18, 2001. The Company now stands rechristened ITC Limited.
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In 1925 as a strategic backward integration for ITC`s Cigarettes business. It is today India`s
most sophisticated packaging house. In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which w hich was rechristened ITC-Welcome group hotel o f creating Chola`.The objectives of ITC`S Entry into hotels business was rooted in the concept of value for the nation.ITC chose the t he hotels business for its potential to earn high levels of foreign exchange, create tourism infrastructure and generate large scale direct and indirect employment. Since then ITC`s Hotel`s business has grown to o ccupy a position of leadership, with 66 owned o wned and managed properties prop erties spread across India. In 1979, entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam
Paperboards amalgamated with the Company effective March 13,2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November 2002, this divisi d ivision on merged with the Company`s Tribeni Tissuses Division to from the Paperboards & spec ialty ialty Papers Division. Division. ITC`S paperboards` technology, productivity, quality and manufacturing processes are comparable to the best in the world. facility of o f BILT Industrial In 2004 ,ITC acquired the paperboard manufacturing facility PACKAGING Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. This KOVAI Unit allows ITC
to improve customer service with reduced lead time and a wider product pro duct range. On 1985, ITC SET up Surya Tobacco Co. in Nepal as a joint venture with the reputed Soaltee group. In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal).
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In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and a
major supplier of tissue paper to the c igarettes industry. The merged entity was named the Tribeni Tissues Division (TTD). To harness strategic and operational synergies TTD was
merged with the Bhadrachalam Paperboards Division to form Paperboards & Specialty Papers Division in November 2002. Also in 1990, leveraging its agri-sourcing competency, ITC set up the International Business Division (IBD) for export of agri- commodities. The division is today one o f Indiaµs largest
exporters. ITC¶s unique & now widely acknowledged e- Choupal initiative initiative began in 2000 with Soya farmers in Madhya Pradesh. Now it extends to 6 states covering over 3.1 million farmers. In 2000, ITC¶s Packaging business high quality greeting cards under the brand name µExpressions¶. Launched a line of In 2002 , the product range was enlarged with the introduction
of the Gift wrappers, Autograph books & Slam books. In the same year, ITC also launched µExpressions Matrubhasha¶, a vernacular range of greeting cards in eight. Language & 20 03, the company rolled µExpressions Paper raft¶, a range of premium stationery products. In 2003, out µClassmates¶, arrange of notebooks in the school schoo l stationery segment. ITC also entered the Lifestyle Lifestyle retailing business with the Wills Sport range of international quality relaxed. Wear for men & women wo men in 2000. The Wills Lifestyle chain of o f exclusive stores later expanded its range to include Wills Classic formal wear (2002) & Wills Clublife evening p opular segment with its men¶s wear brand , wear (2003). ITC also initiated a foray into the popular John players, in 2002. In 2000 . ITC pun off its information technology business into a wholly owned subsidiary , ITC
opportu nities ties in this area. InfoTech India Limited. To more aggressively pursue emerging opportuni 18
ITC made its entry into the braded &packaged Foods business in August 2001 with the launch of the Kitchens of India brand. A mare broad- based entry has been made since June 2002 with w ith brand launches in the Confectionery, Staples & Snacks Foods segments. In 2002, the µmint-o¶ trademark was acquired & relaunched in orange &mint flavors¶. In the same year µCandy man¶ was added to the confectionery range & µAashirvaad¶ Atta was rolled out. The µAashirvaad¶ brand now extends to ready-to-eat foods, ready-to-cook pastes & salt. In 2003 the µCandy man¶ range was expanded to include deposited candies & éclairs. In 2003 µSun feast¶ biscuits were launched & µmint-o¶ lemon mint flavor was introduced. In 2004 the µKitchens of India¶ brands was extended to cooking pastes. In 2002, ITC¶s philosophy of contributing to enhancing the co mpetitiveness of the entire value
chain found yet another ano ther expression in Safety Matches initiative. ITC now markets popular safety matches brands like iKno, Mangle Deep , Vaxlit, Delite & Aim.
ITC¶s foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector. ITC¶s popular agarbattis brands include Spriha & Mangle Deep across a range of fragrances like Rose, Jasmine, Sandalwood,
Madhur, Sambrani & Nagchampa.
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ITC Registered Office
ITC Limited Virgina House 37 J.L Nehru Road Kolkata Pin Code ± 700071 INDIA
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An overview of ITC Saharanpur Factory
ITC Saharanpur Factory was established in the year 1926 and is the second oldest among all the cigarette factories after Merger. It manufactures processed cut to bacco and packed cigarettes. It has a built up area of 26334 s-m. The facilities include the production block consisting of primary manufacturing department (PMD) & secondary manufacturing department (SMD) ,leaf go down ,WMS go down , FG (shipping department) , utilities , service block , administrative administrative block & gate house .
Tobacco leaves are purchased from farmers through auction by ILTD (leaf tobacco division) division) & are sending to diff d ifferent erent ITD factories depending on their requirement. Tobacco leave is divided in 2 parts, the t he lamina (leaf part) & the stem (the midrib separated from lamina by threshing). Tobaccos leaves are received rece ived in leaf go down & stored till t ill the time they are issued to PMD for processing.
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The PMD process in 2 separated lines the (the lamina & the stem line respectively) which result in processed cut tobacco which gets stored stored in Cut Tobacco Store (CTS). From CTS it it is issued to SMD for production of packed cigarettes. The SMD is divided in 2 sections ± the maker & the packer sections. Wrapping materials stores (WMS) materials materials are supplied from WMS WMS go down at this state both the maker & the t he packer for production. WMS materials are all other t hings cigarettes packet other than the tobacco to bacco the maker is responsible for producing produc ing cigarettes sticks & the packer section produces packed cigarettes These These are then sent to to the finished goods go down for temporary storage & eventual eventua l shipment from there.
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CAREERS WITH ITC
ENTRY LEVEL RECRUITMENT
ITC visits premier Engineering and Management campuses every year to induct quality qua lity talent for its various Businesses.
Manufacturing
ITC inducts talent for the Technical function funct ion from the 5 IITs (Chennai, Delhi, Kanpur, Kharagpur, Powai) and some of the t he NITs. Engineers from disciplines such as Mechanical, Electrical and Electronics, Production Engineering, Chemical and Civil are considered for placement.
The process starts in August each year with a campus visit and a pre-placement pre-p lacement presentation. This provides an opportunity for young aspirants to learn more about the Company, Co mpany, its history and achievements, its corporate strategy, details of its various businesses and the kind of careers they can look forward to.
The selection process is objective and ro bust. A range of selection tools are used. These include assessment centres, group tasks and indepth personal interviews.
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Candidates found suitable for employment are immediately given offers to join ITC in July of the following year. After a comprehensive induction programme, they are assigned to various businesses of the Co mpany.
Marketing and Human Resources
ITC sources talent from the premier Management Institutes of the country for the Marketing and HR functions. These campuses include the IIMs, ISB, XLRI, FMS, IIFT, TISS, JBIMS and Symbiosis.
The pre-placement presentation at campuses, normally in September/October each year, provides pro vides an opportunity for young aspirants to know more about the Company, its history and achievements, its corporate strategy, details of the various businesses and the kind of careers they can look forward to.
During these visits, ITC also selects first-year students for Summer Internships during April to July of the following year.
A team of ITC managers visits campuses once again between December and a nd March for final placement. The process consists of group gro up discussions discussions and personal interviews preceded by psychometric tests and assessment centres. Employment offers are made to selected candidates immediately. On joining ITC in July, candidates cand idates undergo an induction programme pro gramme before being assigned to one of o f the Company's businesses.
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Trading, Sourcing and Logistics
ITC visits premier institutes such as IIMA, IIFT, IRMA and MANAGE to induct talent for its Agri Business Division.
Pre-placement presentations at campuses normally take place in September/October each year. These presentations provide an opportunity for young aspirants to know more about the Company, its history and achievements, its corporate strategy, details of its various businesses and the k ind of careers they can look forward to.
During these visits, first-year students are selected for Summer Internships with ITC in April to July of the following year.A team t eam of ITC managers visits these campuses once again between December Decemb er and March for campus interviews. The process consists of group discussions and personal interviews preceded by psychometric tests and assessment centers.
Employment offers are made to selected selected candidates immediately. immediately. On joining ITC in July, candidates participate in an induction induct ion programme. Thereafter they are assigned to responsibili respo nsibilities ties in Trading, Sourcing and Logistics Lo gistics in the Agri Business Division.
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Finance
ITC recruits entry-level talent for the Finance function from amongst qualified Chartered Accountants and MBAs specializing in Finance.
Candidates are short-listed for selection from a pool of applicants t hat apply to ITC on-line through thro ugh the Company's portal at www.itcportal.com. Recruitment o f entry level talent in the Finance Function takes place twice a year.
Preliminary interviews are held at selected locations. The short-listed candidates are called to Kolkata for the final selection process which extends over two t wo days. The selection process comprises psychometric tests, assessment centers, group tasks and personal interviews. The interviewing panel looks for a strong conceptual base in finance and accounting. Effective inter-personal skills, integrity, intellectual rigour, a "will do" attitude, creativity, leadership and high energy are other essential attributes.
Candidates who receive offers o ffers of employment employment undergo a comprehensive induction programme before being assigned to the t he Internal Audit function. The tenure in the Internal I nternal Audit function normally extends over a period of 3 years. Following this, they are assigned o perational responsibilities responsibilities in one of the Company's businesses.
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Manfred Boden (West-Germany) obtains 1980-81 unsolicited computer pr int-outs from "spirit" "spirit" comunicators. co municators. Before that he received telephone calls. ca lls. Until 1983 he has also unsolicited unsolicited contacts co ntacts with communicators of non-human evolution. evo lution.
Hans Otto Koenig developed new spirit communication technologies from 1982 to 1988, employing extremely low frequency oscillators, as well as lights in the u ltraviolet ltraviolet and infrared range. In 1983 he appeared app eared on a popular radio program on Europe¶s largest radio station, Radio Luxembourg. The host, Rainer Holbe, had Koenig set up his equipment under close supervision of the station engineers. One o f the engineers asked if a voice vo ice could come through in direct reply to a question, and a voice quickly replied, ³We hear your voice. Otto Koenig makes wireless contact with the dead.´ Stunned, Rainer Holbe Ho lbe addressed the millions of listeners across Europe, ³I tell you, d ear Listeners of Radio Luxembourg, and I swear by the life of my children, that nothing has been manipulated. There are no tricks. It is a voice, vo ice, and we do not know from where it comes.´
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Formals 3 ± Tierd governance structure : Board of director: Comprising Comprising executive execut ive (4) &non executive directors (11) strategic supervision
Corporate Corporate management committee: Comprising executive directors & senior sen ior managers strategic management
Divisional Divisional Chief executive & divisional management committee: Executive management
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SHARE HOLDERS
BOD
CORPORATE MANAGEMENT COMMITTEE
(CMC)
DMV (HOTEL)
DMC (PAPER)
DMC (TOBACCO)
DMC (IT)
DMC (AGGI)
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Board of Directors Chairman Yogesh Chander Deveshwar
Corporate Management Committee
Directors Y C Deveshwar Chairman A Singh Member K Vaidyanath Member K N Grant Member
Executives N Anand Member A Nayak Member T V Ramaswamy Member S Sivakumar Member K S Suresh Member R Tandon Member
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B B Chatterjee Member & Secretary
Executive Vice President & Company Secretary Biswa Behari Chatterjee
General Counsel Kannadiputhur Sundararaman Suresh
Investor Service Centre 37 Jawaharlal Nehru Road, Kolkata 700 071, India Phone: 033-2288 6426/2288 0034 Fax: 033-2288 2358 E-mail:
[email protected]
Auditors Deloitte Haskins & Sells Chartered Accountants, Kolkata
Board Committees Investor Services Committee
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A V Girija Kumar Chairman P B Ramanujam Member B Sen Member K Vaidyanath Member B Vijayaraghavan Member B B Chatterjee Secretary
Compensation Committee S H Khan Chairman A Baijal Member S B Mathur Member H G Powell Member B Sen Member
Nominations Nominations Committee Y C Deveshwar Chairman A Baijal Member S Banerjee Member A V Girija Kumar Member S H Khan Member S B Mathur Member D K Mehrotra Member P B Ramanujam Member
Sustainability Committee Y C Deveshwar Chairman 34
S Banerjee Member H G Powell Member A Ruys Member B Sen Member B Vijayaraghavan Member B B Chatterjee Secretary Anup Singh Krishnamoort Krishnamoorthy hy Vaidyanath Kurush Noshir Grant
Executive Directors Anil Baijal Angara Venkata Girija Kumar Serajul Haq Khan Sunil Behari Mathur Dinesh Kumar Mehrotra Hugo Geoffrey Powell Pillappakkam Bahukutumbi Ramanujam
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LINES OF BUSINESS
INDIA TOBACCO
FOOD DIVISION
LIFESTYLE RETAILING BUSINESS
PERSONAL CARE PRODUCT STRATEGIC BUSINESS UNIT
EDUCATIONARY & STATIONARY PRODUCT STRATEGIC BUSINESS UNIT
SAFETY MATCHES STRATEGIC BUSINESS UNIT
AGARBATTIS STRATEGIC BUSINESS UNIT
HOTEL DIVISION
PAPER BOARD & SPECIALITY PAPER DIVISION
PACKAGING & PRINTING STRATEGIC BUSINESS UNIT
AGRI BUSINESS DIVISION
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CIGARETTES & TOBACCO
Initially ITC was dealing only in Cigarettes & Tobacco.It's highly popular portfolio of brands includes Insignia, India Kings, Classic, Gold Flake, Navy Cut, Scissors, Capstan, produced duced in its state-of-the-art factories at Berkeley, Bristol and Flake. ITC's cigarettes are pro Bengaluru, Munger, Saharanpur and Kolkata. These factories are known for their high levels of quality, contemporary technology and work environment.
In pursuit of international competitiveness, ITC has launched four brands ± Checkers Cigarettes, Hi-Val Cigarettes, Royale Classic Cigarettes and Gold Crest Cigarettes ±In the extreme competitive us market recently ITC has launched Royale Classic Cigarettes, gold cut and scissors filters Kings Cigarettes in the Middle East. The response to t hese brands has been encouraging. 38
The requirement to print pictorial health warnings on tobacco product packs under the 'Cigarettes and Other Tobacco Products (Prohibition (Prohibition of o f Advertisement Advertisement and Regulation Regu lation of Trade and Commerce, Production, Supply and Distribution) Act, 2003' (COTPA) and the consequential constriction in consumption will jeopardize the livelihood of 35 million million people peo ple dependent on the tobacco industry. Restrictive measures of this nature should be preceded by the creation of alternative sources of income for those so affected.
Packaging & Printing Business-
ITC Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. It is today India's most sophisticated packaging house.
Hotels-
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In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chen nai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective o bjective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. nat ion. ITC chose the hotels business for its potential to earn high levels of o f foreign exchange, create tourism infrastructure and generate large scale direct and indirect employment. Since then ITC's Hotels business has grown to occupy occup y a position of leadership, with over 100 owned o wned and managed properti pro perties es spread across India.
Competitors: ITC had a competi co mpetition tion from the Taj Ta j group of hotels and some international hotels like Hyatt hotels, Hilton and le meridian. ITC has its hotels in every major city across India. The standard of the ITC IT C hotel comes from the fact that the Delhi based Maur ya Sheraton is the only hotel that is proffered by government of India for providing hospitality to their international guest and delegates.
Future prospects: With the success in hotel industry the company co mpany must move on further, ITC should open a family restaurant chain or fast food restaurants in the metro cities. cities. This would definitely be a success. ITC should shou ld try to expand further in foreign countries
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PACKAGING & PRINTING BUSINESS
In 1979, ITC entered the Paperboards business Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the Company effective March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November 2002, this division merged with the Company's Tribeni Tissues Division to form the Paperboards P aperboards & Specialty Papers Division. ITC's paperboards' technology, productivity, quality and a nd manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh. It is directly involved in education, environmental protection and community development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range. In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and a major major supplier of tissue paper to the cigarette industry. The merged entity was named the Tribeni Tissues Division (TTD). To harness strategic and operational synergies, TTD was merged w ith the Bhadrachalam Paperboards Division Division to t o form the Paperboards & Specialty Spec ialty Papers Division in November 2002.
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The different paperboard brands of ITC are:
Folding Box Boards: Cyber XLPac, Cyber Cypak, Cyber Propac
Solid Bleached Sulphate Boards: Safire Graphik, Art Maestro, Carte Persona
Poly coated boards: Indobev, Indobarr
Recycled boards: Ecoviron, Fusion
ITC is one of the world's most modern and contemporary co ntemporary manufacturers of packaging and graphic series of boards. ITC's Paperboards business has a manufacturing capacity of 360,000 tonnes per year and is India's market leader across all carton-consuming segments including cigarettes, foods, beverages, pharma, personal care & toiletries, durables and match shells.
The business posted steady growth with segment revenues improving by 1 1% during the quarter. This was driven by a 14% improvement in volumes of the Value Added Portfolio of paper and paperboards and robust ro bust performance of the packaging business.
ITC is the largest exporter of coated boards from India. The Company exports nearly 20 per cent of the coated co ated boards it produces. Its coated boards fulfill exacting customer requirements in
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Malaysia, Sri Lanka, Bangladesh, Iran, Australia, UAE, Saudi Arabia, Singapore, U.K., Italy, Netherlands and China.
The new pulp mill project is nearing completion co mpletion and is slated for commissioning in the last quarter of this fiscal. Steady progress is also being made in the completion of the new paper machine. The pulp mill with a capacity of 120000 tons to ns of hardwood pulp will provide a distin d istinct ct cost advantage, apart from removing the dependency on imported hardwood pulp, which has seen an unprecedented run-up in prices, adversely affecting margins across the industry. The paper machine will augment capacity by about 100,000 TPA in 2008/09 and will drive growth based on strong forward linkages with the stationery business.
Agri Business DivisionAlso in 1990, leveraging its agri-sourcing competency, co mpetency, ITC set up the Agri Business Division for export of agri-commodities. The Division is today one of India's largest exporters. ITC's unique and now widely w idely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 10 states covering over 4 million million farmers. ITC's first rural mall, christened 'Choupal Sager' was inaugurated in August 2004 at Sehore. On the rural retail front, 24
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'Choupal Saagars' are now operatonal in the 3 states of Madhya Pradesh, Maharashtra and Uttar Pradesh. Farmer empowerment, empowerment, Choupal Saagar, Choupal Fresh, Fresh, Choupal Choupal Pradarshan Khet Processed Processed Fruits, Marine Products, Customer Centric Approach.
The e-Choupal model has shown that t hat a large corporation can combine a social so cial mission mission and a nd an ambitious commercial venture; that it can play p lay a major role in rationalizing markets and increasing the efficiency of an agricultural system, and d o so in ways that benefit farmers and rural communities as well as company shareholders. shareho lders.
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ITC's example also shows the key role of information techno logy - in this case provided and maintained by a corporation, but used by local farmers - in helping to bring about transparency, to increase access to information, information, and to catalyze rural transformation, while enabling efficiencies and low cost co st distribution distribution that make the system profitable and sustainable.
Critical factors in the apparent success of the venture are ITC's extensive knowledge of agriculture, the effort ITC has made to retain many aspects of the existing production system, including retaining the integral importance o f local partners, the company's commitment to transparency, and the
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respect and fairness with which both farmers and local partners are treated. The sustainability of the engagement comes from the idea that neither the corporate nor social agendas will be subordinated in favor of o f the other.
Lifestyle Retailing business-
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ITC also entered the Lif L ifestyle estyle Retailing business with the Wills Sport range of international quality relaxed wear for men and wo men in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its men's wear
brand, John Players, in 2002. In 2006, Wills Lifestyle became title partner of the co untry's most premier fashion event - Wills Lifestyle Lifestyle India Fashion Week - that has gained recognition from buyers and retailers as the single largest B-2-B platform platform for the Fashion De Design sign industry. To mark the occasion, ITC launched a special 'Celebration Series', taking the event forward to consumers. In 2007, the Company introduced 'Miss Miss Players'- a fashion brand in the popular segment for the young woman. wo man.
COMPETITORS AND SUGGESTIONS:
ITC had proved to be a tuff competitor in this segment too against the established brands like MONTE CARLO, peter England, Allen So lly and many more. The launch of Miss Players was a good move by the company as it gives an advantage to the company for introducing a complete collection especially for women. Only few companies had introduced such exclusive brands. The company can move on o n with the introduction of new products pro ducts like jackets, winter shawls.
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Information TechnologyIn 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging opportunities oppo rtunities in this area. Today ITC
Infotech is one of India¶s
fastest growing global IT and
IT-enabled services
companies and has
established itself as a key player in offshore o ffshore outsourcing, providing outsourced IT solutions and services to leading global customers across key focus verticals - Manufacturing, BFSI (Banking, Financial Services & Insurance), CPG&R (Consumer Packaged Goods & Retail), THT (Travel, Hospitality and Transportation) and Media & Entertainment
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Safety MatchesIn 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire ent ire value chain found yet another expression in the Safety Matches initiative. initiative. ITC now markets popular safety matches brands like iKno, Mangaldeep, Aim, Aim Mega and Aim Metro.
FOODITC's foray into the Foods business is an outstanding example o f successfully blending multiple internal competencies to create a new driver of business growth. It began in August 2001 with the introduction of 'Kitchens of o f India' ready-to-eat Indian gourmet dishes. In 2002, ITC entered the confectionery and staples segments with the launch of the brands mint-o and flour). 2003 20 03 witnessed the introduction of Candyman confectionery and Aashirvaad atta (wheat flour). t he biscuits segment. ITC's entered the fast growing branded Sunfeast as the Company entered the snacks category with Bingo! in 2007. In just seven years, the t he Foods business has grown to a significant size with over 200 differentiated products under six d istinctive istinctive brands, with w ith an enviable distribution reach, a rapidly growing market share and a solid market standing.
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.
ITC¶S MINTO mouth freshener is emerging as a recognizing recog nizing brand apart from rival PREFETTI¶S HALLS. A blend of o f effective distribution, aggressive trade level activity and consistent marketing efforts have helped the business to gain a substantial market share in this segment.
Competitors: Britannia Parle Priyagold
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IMPROVEMENTS NEEDED:
The steady growth of o f the company is satisfactory since it had launched late in the market but the significant growth in the product is amazing. In my view company should concentrate on the brands by adding more flavors. for attracting attracting kids company co mpany can introduce free gift items like what lays had done previously previously when it had introduce tazo¶s. During the research it is is fund that some retailers are not getting product due to the reasons like shortage, no approach of salesman etc so being new in the market we have to firstly satisfy satisfy 4P¶s to get success.
Agarbattis (incense sticks) ±
ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the manifestation of its partnership with the cottage sector. ITC's popular ag arbattis brands include
superia and Mangaldeep across a range of fragrances like
Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and Nagchampa. The Expressions range of Aromatic candles comprises
Amour - the
Romance
Series, Adora
- the Decor
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Personal Care-
ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care products for men and women wo men in July 2005. Inizio, the signature range under Essenza Di groo ming regimen with distinct lines for men (Inizio Homme) Wills provides a comprehensive grooming and women (Inizio Femme). Continuing with its tradition of bringing world wo rld class products to Indian consumers the Company launched 'Fiama Fiama Di Wills', a premium range of Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The Company also launched the 'Superia' range of Soaps So aps and Shampoos in the mass-market segment at select markets in October 2007 and Vivel De Wills & Vivel range of soaps in February and Vivel range of shampoos in June 2008.
The 'Fiama Di Wills' range of shampoos shampoo s and shower gels are now available at all major markets. The company has recently recent ly launched Fiama Di Wills Polishing Drops (conditioner), which is enriched with Avocado Oil and Burdock extract to make the hair feel smooth and shiny. These superior products are an outcome of years of R & D based product produ ct development. They reflect ITC's deep consumer insight.
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COMPETITORS:
The company had entered e ntered this segment very late; the market is still dominated by GARNIER and L¶OREAL with HINDUSTAN UNILEVER, PROCTOR AND GAMBLE and COLGATE PALMOLIVE just behind them. It would be a matter of time for ITC to show its presence, since it had become a name of trust among the people peo ple of India.
CONCLUSION:
As per the company introduction of soap and shampoo¶s, it can move on with the introduction of cosmetics to the Indian market. It need to do more eff e fforts orts in order to raise the sale of personal products because products other than superia are not doing doing well.
Education & Stationery Products ±
ITC made its entry into the stationery business in the year 2002 with its premium range of notebooks, followed in the year 2003 with with the more popular range to augment augment its offering. ITC¶s stationery Brands are marketed as ³Classmate´ and ³Paperkraft´, with Classmate addressing the needs of students and Paperkraft P aperkraft targeted towards college students and executives. Classmate Fun N Learn , Classmate Invento , Classmate Classmate pens, Paperkraft are the
stationery products of ITC.
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COMPETITORS:
The major competitor of ITC in this field is NAVNEET publication whose no tebooks are very popular among people.
CONTRIBUTION IN THE MARKET:
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The Classmate brand alone contributes about Rs 150 crore. cro re. Data estimates the market for school and education sector at Rs 5,000 crore. Classmate lack behind the variety if compared to Navneet publications. With the introduction of more varieties it can be a market leader.
The GREETING CARD section includes EXPRESSION greeting card which are gaining huge popularity among the people .The main reasons behind behind is that they are available I wide wide range apart from ARCHIE¶S and HALLMARK which are very expensive.
The company can have a growth in this segment because of its quality in its brand and at a reasonable price. On the other hand hallmark is charging more because of its brand name. The card can be of o f wider acceptance if remain in same price pr ice range.
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FINANCIAL PERFORMANCE In total sales of the ITC, FMCG division enjoys maximum share. FMCG is having the maximum sales and that too in cigrate manufacturing in which company is a national player and oldest in this manufacturing field. The company is having negative negative profits profits in FMCG-other than cigrate as company has just just entered in this segment ,inspite ,inspite
of this, company is having 83.46% growth in it it and loss
company is having in its. FMCG-other than cigrate is all due to initial investment in sales and administration expenses in this division. In agricultural division company net sales has lowered down but the overall profit i.e PBT has increased by 98.30% which shows the division has been able to maintain its below the line expenditures i.e selling and administration expenses. About hotel business, company is having loss in it and all this is because of that terrorist attack in Mumbai on Taj hotel last year which has shaken the faith of public and also a step reduction in international travel as a fallout of the global economic crisis has triggered a significant slide in occupancies and average room rates and the company has to bear a loss in the of month of September 2009. In paper and paper boards Business Company is having 12% growth in PBT.
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Ten Years at a Glance S.No
YEARS
1.
2001
8827.11
2.
2002
9982.46
3.
2003
11194.47
4.
2004
12039.92
5.
2005
13585.39
6.
2006
16510.51
7.
2007
19636.53
8.
2008
21966.84
9.
2009
23678.46
10.
2010
26862.98
GROSS INCOME (RS. IN CRORES)
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AWARDS
ITC`s Cigarettes business has won numerous awards for its qua lity, lity, environmental management systems and product excellence. The Kolkata factory has won the t he prestigious prestigious Genentech Ge nentech Safety Gold Award for the year 20032004 in the manufacturing sector. ITC`s cigarette factories in Kolkata, Bangalore and munger have been awarded the t he OHSAS 18001 Certificate by Det Norske VERITAS (DNV) for their Occupational Health and Safety Management systems(OHSMS). ITC has been awarded the t he Best Manufacturer of Cigarettes and 3 Best Exporter E xporter of Tobacco Products for 2003, by the Tobacco T obacco Board of o f India. The Saharanpur factory has won the GOLD Award, 2003 on Occupational Safety from The Royal Society for the Prevention of o f Accidents (ROSPA). The Kolkata factory was the first cigrate factory in the world to receive the ISO 14001 accreditation for their environmental management systems. The Saharanpur and Bangalore Ba ngalore factories have also received the ISO 14001 certification. All cigarette factories have ISO 9002 Quality Qua lity Certification. Certification. The Kolkata factory has won the t he Rajiv Gandhi National Quality Award (Best in Eastern Region) for 1998.
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The ITC has also received rece ived the prestigious Sword of Honors Award from the British Br itish Safety Council for highest standards of safety.
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Mission Sunehra Kal, ITC¶s rural capacity building programme, now active in 11 States, empowers rural people
communities to sustainable changes that make them
economically competitive and socially secure. In the rural communities where the mission has put down roots there is a new spirit of optimism and confidence. People have augmented and diversified their livelihoods. Education for children, employment for women, sanitation and family health have taken on a new urgency. Every family and every farm has resources to build a better future. Stagnation and deterioration have given way to change and improvement. To accomplish this change, ITC targets four problems, which it believes are the fundamental obstacles to productivity and growth in the farm sector : 1. Loss of productivity through soil erosion caused by intensification of land use and decline of water tables and forest resources. 2. Dependence on out-moded farm practices and inferior inputs. 3. Loss and disruption of farm incomes and non-availability of alternative livelihoods. Inadequate access to primary education and healthcare 4. Inadequate Inadequate access to primary education and a nd healthcare
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ITC enables farmers to implement solutions that are sustainable because they are 1. mutually reinforcing, 2.
based on knowledge transfer and co-operative application of technology,
3.
dependent dependent on mobilisation and optimisation of local resources.
The delivery model mobilises a four-way partnership between village communities, specialist NGOs, the Government and ITC, bringing to every initiative the best relevant management and technical expertise. ITC has also worked with State Governments in pioneering public-private partnerships. In Andhra Pradesh, 3,596 hectares of wasteland have been developed so far through a collaboration with the State Government¶s rural poverty reduction project, Indira Kranthi Padham, and its Comprehensive Land Development programme. ITC has also signed a landmark agreement with the Government of Rajasthan to bring 5,000 hectares under soil and moisture conservation in the drought-prone Bhilwara district. By augmenting water resources and forest
cover and fostering organic soil s oil management, ITC
has enhanced farm productivity. It has simultaneously opened up new avenues of non-farm income and employment to reduce pressure on land .
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RESEARCH PROBLEM
TO ANALYSIS THE SALES & DISTRIBUTION OF AASHIRWAD FLOUR IN DIFFERENTDIFFERENT PLACES OF SAHARANPUR CITY AND FIND OUT THE REASON FOR DECREASE IN IT SALES.AND ALSO FINDS OUT THE DIFFERSENCES BETWEEN ITS COMPETITORS PRODUCT.
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OBJECTIVE OF RESEARCH
TO ANALYSE THE SALES OF AASHIRVAAD IN THE CITY OF SAHARANPUR.
TO ANALYSE THE DISTRIBUTION OF AASHIRVAAD IN THE CITY OF SAHARANPUR.
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REVIEW OF LITERATURE
DEFINITION OF SALES:
It is a process by which
-one identifies the people, who have a need. [ PROSPECTING] -one determines the needs of the people.[ NEEDS ]
-one determines a way of finding a solution to the prospect's problem.[ PROPOSE]
-one determines the way of communicating your product as a solution. [RECOMMENDING]
-one determines determines the value for for the product for for the prospect.[ ADVOCATING ADVOCATING YOUR PRODUCT].
-one determines / sells benefits of the product to the prospect. [ SELLING BENEFITS]
and then creating a transaction for for exchanging the product for a value. [ CLOSING CLOSING THE SALE ]
and thus creating a satisfaction to the buyer's needs/wants. [ CREATING CUSTOMER SATISFACTION] ================================================ 71
Frequently there may be a chain of intermediaries, each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the 'distribution chain' or, rather more exotically, as the 'channel'. Each of the elements e lements in these chains will have their own specific needs; needs ; which the producer produ cer must take into account, along with those of the all-important end-user
.
DEFINITION OF DISTRIBUTION
THE ACT OF DISTRIBUTION MEANS ; apportionment. Something distributed; over -The geographic occurrence -The customers occurrence -The usage occurence -Others The process of distribution distribution of goods/services could include -logistics -warehousing -transportation -order processing/ servicing etc etc
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Traditionally, distribution has been seen as dealing with LOGISTICS: how to get the product pro duct or service to the customer. It must must answer questions such as: as: The two-step channel of distribution is for the t he producers to give the retail small quantities. Should the product be sold through a retailer? Should the product product be distributed distributed through wholesale? Should multi-level multi-level channels be used? How long should the channel be (how many members)? etc etc
The distribution channel
Channels A number of alternative `channels' of distributi d istribution on may be available: Selling direct Mail order (including Internet and telephone sales) Retailer Wholesaler Agent (who acts on behalf of the producer)
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HYPOTHESIS
(a) NULL HYPOTHESIS-Sales &distribution is essential for any business. Retailers are Satisfied regarding the sales & distribution of the co mpany. They are satisfied with the quality of company product & also satisfied with packaging of the company. co mpany.
(b) ALTERNATIVE HYPOTHESIS: Some retailers are unsatisfied with the sale of aashirvaad because they told us the rate of aashirvaad is more than other flour product. So they are unsatisfie unsat isfied. d.
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RESERACH DESIGN
SAMPLE SIZE: A sample size of100 shopkeeper was taken.
SAMPLE PROCEDURE PROCEDURE : Simple random sampling was done.
DAT DATA COLLECTION INSTRUMENT INSTRUM ENT :
The study is based on a nalysis and interpretation of a questionnaire which was distributed to 100 shopkeepers. The survey included open and ended questions the information about the new shopkeeper who are open the shop recently o r in few days.
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SAMPLE DESIGN
Data collection (primary & secondnary).
Graphical representation.
Data representation.
Select different-2 market of Saharanpur
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SOURCES OF DATA
Both Primary data and and secondary data were collected collected to meet the objective. Data is taken as per the requirements of the study. TO collect the primary data, we went to the t he different-2 market of Saharanpur city. In this research we collect the data dat a from 10 markets & about 100 shops for collect primary data, for collect the secondary data dat a we use ITC website ,news paper ITC report, market trend,magzine article.
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COLLECTION OF DATA For collection of primary data we went to the different-2 market of Saharanpur city. For collection of primary data we prepared a questionnaire to know kno w about the research. In this we meet the 100 retailers reta ilers & ask him different-2 question to complete the objective that we have to done in the research objective. o bjective. In collection of primary data we use ITC website, news paper ITC report, market trend, magazine article & other related information information to complete the objective of research.
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ANALYSIS OF DATA
In Saharanpur City there are mainly three brands competing each others. These are Aashirvaad , Shaktibhog & Local mill flour
S.NO
COMMODITY Aashirvaad
1.
10 kg.
190-195 Rs.
10 kg.
170-175
Rs.
Flour
Local Mill 3.
PRICE (Rs)
Flour Shakti Bhog
2.
WEIGHT (KG.)
10 kg.
140-145 Rs.
Flour
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SALES ( IN %)
S.No
Area
Aashirvaad
Shakti Bhogh
Local Mill Flour
Flour 1.
Naveen Nagar
20%
30%
50%
2.
Chander Nagar
20%
30%
50%
3.
Khalashi Line
10%
10%
80%
4.
Sugar Mill
15%
10%
75%
5.
Court Road
25%
35%
40%
6.
Hakikat Nagar
15%
20%
65%
7.
Behat Road
5%
5%
90%
8.
Sharda Nagar
10%
15%
75%
9.
Railway colony
10%
10%
80%
10.
Ravi Nagar
10%
15%
75%
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INTERPRETATION
BASED ON THE FINDINGS OF THE T HE SURVEY WE GET THE FOLLOWING RESULTS:
NAVEEN NAGAR In this area aashirvaad had got all generally all positive review from the shop.
Shakti bhog
Local mill
Aashirvaad
86
CHANDER NAGAR In this area aashirvaad had got also all generally all positive review from the shop.
Shakti bhog
Local mill
Aashirvaad
87
KHALASHI LINE In this area the sale of aashirvaad very lower than its competitor local mill flour.
Shaktibhog
Local mill
Aashirvaad
88
SUGAR MILL In this area position of Aashirvaad better than t han to Shakti bhog, but not better than local mill flour
Shaktibhog
Local mill
Aashirvaad
89
COURT ROAD In this area there are great competition amongst all three product but local mill flour sales more than others.
Shaktibhog
Local mill Aashirvaad
90
HAKIKAT NAGAR In this area there are great competition in Shakti bhog & aashirvaad flour. flour.
Shaktibhog
Local mill
Aashirvaad
91
BEHAT ROAD
Sales- It is the one of the areas where rural area is nearby due to which here Local mill flour is doing well.
Shaktibhog
Local mill
Aashirvaad
92
SHARDA NAGAR In this area there is great share of o f local mill flour in this area of Saharanpur.
Shaktibhog
Local mill
Aashirvaad
93
RAILWAY COLONY In this area there is also a great share of local mill flour in Saharanpur market.
Shaktibhog
Local mill
Aashirvaad
94
RAVI NAGAR In this area also a great share of local mill flour in this area of Saharanpur market.
Shaktibhog
Local mill
Aashirvaad
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DISTRIBUTION S.No
AREA
Aashirvaad
Shakti Bhogh
Local Mill Flour
1
NAVEEN NAGAR
R.S
R.S
R.S
2
CHANDER NAGAR
R.S
R.S
R.S
3
KHALASHI LINE
O.B
O.B
R.S
4
SUGAR MILL
O.B
O.B
R.S
5
COURT ROAD
R.S
R.S
R.S
6
HAKIKT NAGAR
O.B
O.B
R.S
7
BEHAT ROAD
O.B
O.B
R.S
8
SHARDA NAGAR
O.B
O.B
R.S
9
RAILWAY COLONY
O.B
O.B
R.S
10
RAVI NAGAR
O.B
O.B
R.S
O.B=ORDER BOOK, R.S=READY STOCK
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FINDINGS
After Conducting the Survey on Sales Sa les and Distribution of Aashirvaad Flour in the city of Saharanpur,
We find that the rate of o f Aashirvaad Flour is more than its Competitor ( Shakti Bhogh and Local Mill Flour.
The Retailers said that product produ ct is strong, but due to high rate than others o thers its sale is less than its competitors.
We also find that the packaging packag ing of Aashirvaad is better than its competitors. co mpetitors.
We also find that the D Distrib istribution ution of ITC Aashirvaad is much much better bett er than others.
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CONCLUSION
Conclusion is that, there are 50% people of Saharanpur belong to the middle class family and also the 30% people peo ple of Saharanpur living below than poverty line, so it is impossible to them to purchase costly product. If we talk about the flour of the weight of 10 Kg. The rate rat e of local mill flour is between 140 145 Rs. To compare w ith Aashirvaad it is less than about 50 Rs. (Aashirvaad (Aashirvaad rate rat e is between 190-195 Rs.) It means that they purchase more 3 Kg. flour in 50 Rs. If we talk about Shakti Bhogh it is also less than 20 Rs, in comparison comparison to Aashirvaad (Shakti Bhogh rate is between 170-175 Rs.) So ITC should work on it, to increase the sales of Aashirvaad in the market of Saharanpur.
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.
SUMMARY
After going thick on the things, now the t he time is to make a complete picture. p icture. While making a product SKU S KU (stock keeping unit) of the shop retailers ret ailers think about the GMROI (Gross margin return on investment) & they promote the brand which pays them highest. They expect return in the form of profit margin, company co mpany schemes and window displays. Among these company schemes makes the difference d ifference & are the highest sources of motivation after pro fit fit margins. Retailing demands a constant co nstant push from the company.
Marketers need to use advertising and brand building strategy to address the discerning buyers and retail push to in the different buyers. The manufacturer should understand the consumer behavior. Because retailers reta ilers can¶t help quality and price. It is only up to the manufacturer to provide the consumer what he wants. I need to stress on it because 77% retailers said that it is the demand for what we sell.
At the time of research it is found that t he profit margins available to the all distributors of different brands and retailers are same. Retailers are mainly getting profit of 10-12 %. But what vary are the schemes introduced intro duced by the companies for retailers ret ailers and and end consumers. co nsumers.
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SUGGESION
These are the following suggestion.
Company should decrease the rate of aashirvaad.
Company should more work on advertising of aashirvaad.
Company should also work for its distribution.
Company should reduce the awareness of people about itc.
Company should start many scheme & offer to increasing of aashirvaad.
Company should also analysis its competitor¶s strategy.
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LIMITATION
Time is short for deep research.
The rate will change in time to time.
The study is limited.
The study is limited to some areas of Saharanpur city.
We have to consider only 10 Kg. weights
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ANNEXURES (1) Which flour you selling in the present? (a) Shakti bhog (b) Aashirvaad (c) Local mill
(2) Which brand is delivering you proper pro per service? (a) Shakti bhog (b) Aashirvaad (c) Local mill
(3) Which factorsdo you considers while purchasing flour? (a) Quality (b) Price (c) Resource
(4) Which brand do you store most? (a) Shakti bhog (b) Aashirvaad (c) Local mill
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(5) When a consumer comes to your shop which brand you gives g ives to him? (a) Shakti bhog (b) Aaswhirvaad (c) Local mill
(6) Which brand is offering offering you highest margins? margins? (a) Shakti bhog (b) Aaswhirvaad
(c) Local mill
(7) Which brand distribution in the best? (a) Shakti bhog (b) Aaswhirvaad (c) Local mill
(7)
which brand packagaging in the best? (a) Shakti bhog (b) Aaswhirvaad
(c) Local mill
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(8) Which brand is giving you more instruction about the product? (a) Aashirvaad (b) Shakti bhog (c) Local mill (9) Have you use aashirvaad? (a) Yes (b) No
(10) What is your opinion about aashirvaad?
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BIBLIOGRAPHY
ITC
ANNEXURES ITC REPORTS MARKETTING MANAGEMENT- P. KOTLER MARKETING RESEARCH-G.C. BERI www.itcportal.com RESEARCH METHODOLOGY-C.R.KOTHARI
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