DEMAND ESTIMATION OF DAIRY PRODUCTS AND THE STUDY OF DISTRIBUTION NETWORK OF GCMMF (AMUL) - CHENNAI
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DEMAND ESTIMATION OF DAIRY PRODUCTS AND THE
STUDY OF DISTRIBUTION NETWORK OF GCMMF (AMUL) -
CHENNAI
Summer project report submitted in partial fulfillment of the requirements for the post
graduate diploma in management
By Ramaprabhu.R.P
(Roll No: PG 2009-52)
Supervisors:
1. Mr. Apurava Suryadeo
2. Dr. Gopal Iyengar
3. Prof. E. Anand
Kirloskar Institute of Advanced Management Studies, Harihar, Karnataka
2009-10
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ACKNOWLEDGEMENTS
Help and encouragement have come from a number of valued sources for completing my project. I would like to thank my company guide Mr. Apurava Suryadeo, branch manager
GCMMF, Chennai for his constant supervision and guidance during the period of internship.
I would like to extend my gratitude for the distributors of Amul, who are responsible to
deliver the products in areas where I worked in Chennai, Mr. Praveen Kumar of Lakshmi
agencies, Mr. Ranjith of Lakshmi Narasimha agencies and Mr. Daniel of T.J Marketing. They
always made sure that I was assisted by one of their employees for locating the Amul retail shops
and to find my way through the intricate network of lanes, gullies and roads of Chennai. My
work of conducting surveys was simplified by their employees. My classmate Adhithya.B
deserves my token of appreciation for working along with me during surveys and for all the brainstorming sessions with him, which helped me a lot in my project.
I would like to thank my college Kirloskar Institute of Advanced Management Studies,
Harihar for getting me the summer internship project in a reputed company like GCMMF,
Chennai. Eventually, I had got a great exposure by working here in the south zonal office and in
a metropolitan city like Chennai.
Finally I am thankful to my project guides Dr. Gopal Iyengar and Professor. E. Anand for
their time to time advice and for their efforts to scrutinize and refine my project. They have
corrected my mistakes and guided me properly to transform all my collected data into
meaningful information.
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TABLE OF CONTENTS
S.NO PARTICULARS PAGE NO.
1 EXECUTIVE SUMMARY 4
2 INTRODUCTION 6
3 OBJECTIVES OF THE STUDY 7
4 HISTORICAL BACKGROUND OF GCMMF 7
5 METHODOLOGY FOLLOWED 12
6 TABULATIONS 14
7 FINDINGS 16
8 RECOMMENDATIONS 25
9 SUMMARY 31
10 LIMITATIONS OF THE STUDY 32
11 SCOPE FOR FUTURE IMPROVEMENTS 32
12 APPENDIX 33
13 BIBLIOGRAPHY 38
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EXECUTIVE SUMMARY
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organization. It is a state level apex body of milk cooperatives in Gujarat
which aims to provide remunerative returns to the farmers and also serve the interest of
consumers by providing quality products which are good value for money.
CRISIL, India's leading Ratings, Research, Risk and Policy Advisory company, has assigned its
highest ratings of "AAA/Stable/P1+" to the various bank facilities of GCMMF. In June 2009
Amul was ranked No.1 dairy product in Asia pacific region.
Members: 13 district cooperative milk producers'
Union
No. of Producer Members: 2.79 million
No. of Village Societies: 13,328
Total Milk handling capacity: 11.22 million litres per day
Milk collection (Total - 2008-09): 3.05 billion litres
Milk collection (Daily Average 2008-
09):
8.4 million litres
Milk Drying Capacity: 626 Mts. per day
Cattlefeed manufacturing Capacity: 3500 Mts per day
Sales Turnover (2008-09): Rs. 8000 crore
Milk and milk products are an integral part Indian cuisine. Milk is consumed as such or
in form of tea, coffee or health drinks at least once a day in an Indian family, while dairy
products derived from milk like butter, cheese, ghee etc., are used as ingredients in Indian food.GCMMF caters to this market of dairy products, under the umbrella brand Amul along with
edible oil under the brand name Dhara and processed fruits and vegetable food business under
the brand name Safal. The demand for these products differs with different products of Amul.
The demand pattern for milk, butter and ghee in Indian market is trend, where the
demand increases year on year. The demand pattern for ice creams, flavored milk and butter milk
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is seasonal, which fluctuates due to the weather, holiday or particular events that take place on a
seasonal basis. While the demand pattern for other products like dark chocolates, milk sweets
and condensed milk is random variation where many factors play a vital role in affecting the
demand during specific periods on a random basis. For example the demand for milk sweets
increases exponentially during the festival times and a large part of milk procured by GCMMF is
utilized in manufacturing milk sweets during those times to meet the demand. Thus to meet the
varying demand of various dairy products it is necessary to estimate the current demand and to
forecast it for the upcoming quarters.
This project is to estimate the demand for Amul dairy products in Chennai by conducting
surveys for the retailers of Amul products. In total there are seventeen distributors for Amul in
Chennai out of which ten are for dairy products and seven are for ice creams. Survey was
conducted in the areas of three distributors in Chennai for two months April and May of 2010.
Demand was estimated by quantifying the amount of dairy products each retailer sells in a
month. Apart from this to get a customer end perspective, customers of Amul were also surveyed
in these areas and the amounts have been quantified.
By interacting with the retailers in various places of Chennai the glitches in the
distribution network of Amul was also found out. Various problems faced by the retailers due to
certain miscommunications in the delivery system have been identified and the losses incurred
due to these problems have been quantified. Along with this the competitor‘s practices and the
industry best practices were also identified. This gives a broad picture of where Amul stands in
the terms of competition and how it can improve its distribution efficiency.
On the whole the demand for dairy products has been estimated and recommendations for improving the efficiency of the distribution have been given in this project. This information and
the primary data collected by means of survey could be very useful for Amul in the forthcoming
quarters of the financial year as they have been collected through one on one interaction by
visiting the market place in person and the source is highly reliable. Ways of implementing the
recommendations and the consequences have also been discussed in the project which will give a
clear idea for GCMMF to implement the same.
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INTRODUCTION
In India one could start the day by boiling (as is the traditional Indian practice) one of thedifferent varieties of liquid milk supplied in pouches and making one‘s morning tea or coff ee. If
one preferred to use creamer, one could reach for the Amulya creamer on the shelf. For
breakfast, butter the toasts with Amul regular butter or, if you are calorie conscious, with Amul
lite butter. Drink a cup of Amul chocolate milk. Make sandwiches with one of the different
varieties of Amul cheese and take them to the office; add Amul ghee (clarified butter) to one‘s
dishes for lunch; cook your lunch with a curry containing Amul paneer or cottage cheese and
have a sweet dish made from Amul gulab jamun mix. If it is a hot day, have an Amul ice cream;
and when you return home after the office; relax with tea or coffee, whitened with Amulya
creamer or Amul milk. If you are a pizza fan, bake a pizza and top it with Amul mozzarella
cheese, and finally retire for the day with a glass of warm Amul milk. In India, Amul was notmerely one of the most well-known brands, way ahead of coca cola or pepsi, and even ahead of
age old brands such as dalda, lifebuoy and lux, but a lifestyle range of products, consumed in
some form or other by a large number of Indians of different income and social strata.
GCMMF was the sole marketing agency for the products produced by the different milk
co-operative member societies of the state of Gujarat and for those of other states marketing their
products under the Amul brand name.
There was no doubt that from the time of its inception in 1973, GCMMF was a great
success story, as indeed was the co-operative movement in the milk sector initiated and carried togreat heights by the ― milkman of India‖ Dr. Verghese Kurien. Currently GCMMF has five zonal
offices and 48 sales offices spread across India to market its dairy products throughout the
country.
India being a land of varied cultures and people of different social strata, there is a huge
difference in the lifestyle of its citizens. Hence the consumption of dairy products differs with
every individual‘s lifestyle. Chennai being the third largest metropolitan city in terms of
population in India has the same varied culture of India as a whole. Chennai, the capital of
Tamilnadu covers an area of 609 sq.km and has around 75, 45,000 people1
which turns out to be
the most densely populated city (11,500 per sq.km) after Kolkata. For every company it ismandatory to know the potential demand for its products and its market share along with its
competitor‘s status in every major city like Chennai where GCMMF has its south zonal office.
This is needed for the company to progress in future and to identify new scopes for
improvement. Chennai in total has a workforce of 1.5 million and the total personal income is
1 “Demography (PDF) Second Master Plan – II” by Chennai Metropolitan Authority pp 1-5,1-10.
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Rs. 12, 488.83 crore. The literacy rate is at 80.14% which is far more than India‘s average of
64%. So Chennai has a good amount of workforce who is majorly literate and earning around
10.9% of Tamilnadu‘s total personal income. GCMMF has a huge scope of improving its market
share as Amul can leverage its brand equity to sell to its loyal and earning customers. Now, to
meet the demand efficiently every company should have an excellent supply chain management
system. It is necessary to be aware about its problems in supply chain and also be updated with
the industry best practices followed by its competitors.
OBJECTIVES OF THE STUDY
To estimate the demand of dairy products in Chennai by surveying retailers and
consumers
To know the problems in the distribution network of Amul products
To quantify the losses incurred by the retailers and GCMMF due to the inefficiency of
the distribution network
To identify the industry best practices and competitor‘s methods to implement them
To give recommendations to Amul in order to implement and thus increase its market
share
HISTORICAL BACKGROUND OF GCMMF
In the 1940s, in the district of kaira in the state of Gujarat, India, a unique experiment was
conducted that became one of the most celebrated success stories of India. At that time, in
Gujarat, milk was procured from farmers by private milk contractors and by private company,
Polson‘s Dairy in Anand, the headquarters of the district. The company had a virtual stranglehold
on the farmers, deciding the prices both of the procured as well as the sold milk.
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In 1946, Mr. Tribhuvandas Patel, a local farmer, freedom fighter and social worker,
organized the farmers into co-operatives. These co-operatives would procure milk from farmers,
process the milk and sell it in Gujarat and in Bombay. In 1949, a dairy engineer, named
Dr. Verghese Kurien, who had just completed his studies in dairy engineering in the U.S.A, came
to India and was posted by the Government of India to a job at the dairy research institute at
Anand. He took interests in Kaira District Co-operative Milk Producers Union Limited (that was
the name of the co-operative registered) and soon extended to the larger sociological issues
involved in organizing the farmers into co-operatives and running these co-operatives
effectively.
At first, the main activity was collection and processing of the milk brought everyday by
the member farmers to the local office of the co-operative. It soon realized that it was not enough
to merely act as the collection and selling agents for the farmers. A variety of support services
were required to enable the farmers to continue selling their milk of adequate quality and to
avoid disasters such as death of their cattle. Co-operatives were expanded to cover more and
more areas of Gujarat and in each area, a network of local village level co-operatives and district
level co-operatives were formed on a pattern similar to that at Anand (the so called Anand
pattern). Kaira District Co-operative Milk Producers Union became better known by the brand
name of the products marketed by it (Amul) than by the name of the co-operative itself. Amul
means priceless in Sanskrit.
In 1954, Kaira District Co-operative Milk Producers Union built a plant to convert
surplus milk produced in the cold seasons into milk powder and butter 2. In 1958, a plant to
manufacture cheese and one to produce baby food were added. Subsequent years saw the
addition of more plants to produce different products. In 1973, the milk societies/ district level
unions decided to set up a marketing agency to market their products. This agency was the
GCMMF (Gujarat Co-operative Milk Marketing Federation). It was registered as a co-operative
society on 9 July 19733
. It had, as its members (ordinary shareholders), the district level milk
unions. No individual could become a shareholder in GCMMF. Starting from a daily
procurement of 250 liters per day in 1946, GCMMF had become a milk giant with the milk
procurement at about 4 million liters a day by 1999 with 12 dairy plants.
2 This was a feature of India‘s dairy industry. The milk output of cows varied heavily during the seasons, with the winter season
leading to heavy oversupply of milk. This naturally led to depressed prices, unless the milk could be converted into other
products that could be stored for a long time.
3 An organization registered as a co-operative society had certain restrictions on its operations.
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The co-operative system formed under the so-called Anand pattern has a three-tiered
structure (Exhibit 1). At the base is the village level dairy co-operative society. This is composed
of the milk producers, mostly residents of the same area, who had joined the co-operative
society. A managing committee, of about eight to nine members is elected, one of whom would
be elected as the chairperson. Care is taken to ensure that these meetings are held, and seen to be
held, in an open and transparent manner. The next level is at the district, and this co-operative
(called unions) had, as its members, the village dairy co-operative societies within the district,
represented by the chairpersons of the village level societies.
For this co-operative, a Board of Directors, consisting of 12 persons, was elected from
among the members (i.e., the chairpersons of the village level co-operatives), with its own chief
executive, called the Managing Director. The third level is at the state, where the co-operative
(GCMMF in Gujarat and other states) is formed with district level milk unions (and certain other
milk unions from other states) as members. The state level organization was called the
Federation consisted of the Chairpersons of the district level co-operatives as the members, and
in addition, the following ex officio members:
1. The registrar of co-operatives of the state concerned.
2. A representative, from the National Dairy Development Board (NDDB), which was a
body created by the Government of India to replicate the Anand pattern in the other
states of India.
3. One nominated technical expert.
4. The Managing Director (CEO) of the State level federation
As on April 2000, there were 10,800 village level co-operatives in Gujarat under the
GCMMF umbrella with 2.1 million milk producers. Out of 25 districts in Gujarat, there were
district level unions in 12 districts4
A pattern similar to the Anand pattern has been built in other states in India also. This
was done under a program launched by the Government of India, under the title ―Operation
Flood‖. The operation was co-ordinate by the National Dairy Development Board (NDDB), a
body formed by the Government of India with this objective. Dr. Kurien was the Chairperson of
the NDDB and the main moving force behind the program. As on April 2000, there were 22 state
4 Some of the districts that had no district level unions were those formed through reorganization of existing districts at different
points of time
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federations in India, with 170 district level unions, 72,774 village level societies and 9.31 million
milk producer members in the different states.
Each of the state level federations marketed their own brands. Amul was the brand
marketed by GCMMF. Vijaya was the brand name marketed by the federation in the state of Andhra Pradesh. Thus GCMMF could market its Amul brand butter in Andhra Pradesh
competing with Vijaya butter. It was believed by the officials of the National Dairy Development
Board that such competition was healthy and would curb monopolistic tendencies.
EXHIBIT 1
The Anand Pattern
State Marketing Federation
All dairies in a state (GCMMF)
22 state federations in India
District Milk Processing Unions
Every district in the state
12 district unions in Gujarat
170 unions all over India
Village Co-operative Societies
All villages in a district
72,774 villages in India
Milk Producers
All milk producers in a village
2.1 million In Gujarat
9.31 million In India.
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ORGANIZATION STRUCTURE OF GCMMF
(See Exhibit 4)
GCMMF is a lean organization, which their executives believed led to a cost advantage.
At its headquarters in the town of Anand, three general managers and two assistant General
Managers assist the managing director. The three general managers look after the functions of
Marketing, Human resource development (HRD) and quality assurance. The general manager
(marketing) is in charge of the whole marketing operation of the dairy products, liquid milk and
ice cream. This general manager is assisted by one assistant general manager (marketing, dairy
products)4
and managers (commercial), (exports) and (liquid milk). The general manager (HRD)
also looks after edible oils, administration, legal matters and new opportunities. The whole
country was divided into five zones, each headed by a zonal manager responsible for the sales of all the products under his zone. They reported to the managing director, but functionally each
reported also to the various assistant general managers/ general managers at the headquarters.
Under the zonal managers were the branch managers. Generally there are three product managers
in each branch reporting to the branch manager: one each for the edible oil, dairy products and
ice cream. They were assisted by sales officers and field salespersons. There were 48 sales
offices spread over the country (of which only two are in Gujarat). The entire country had been
represented in this structure. GCMMF has one overseas office, at Dubai.
OBJECTIVES AND PHILOSOPHY OF GCMMF:
The main stakeholders of GCMMF are the farmer members for whose welfare, it exists.
Unlike other organizations, the objective is not to maximize its profit but it is to give the best
price for the farmers for their milk. It is restricted, by bye-laws, to giving a maximum of 12
percent on the paid share capital as the dividend.
GCMMF has declared, as its business philosophy, the following5
To serve the interests of milk producers
To provide quality products that offer the best value to consumers for money spent.
The biggest strength of GCMMF is the trust it has created in the minds of its consumers
regarding the quality of its products. In India, where trust was hard to come by, this could
provide a central anchor for GCMMF‘s future business plans.
5 Asian Case Research Journal, Vol.6, Issue 2, 205-239 (2002)
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Exhibit 4
Organization Structure of GCMMF
METHODOLOGY FOLLOWED
Research Design:
GCMMF Chennai is the marketing company for Amul, the apex brand of Kaira District
Co-operative Milk Producers Union. It has 17 distributors to cover the 609 Sq.Km wide Chennaicity to reach the 75, 45,000 people of the city. Out of which 7 distributors take care of only ice-
cream distribution while the rest 10 are involved in dairy products distribution. To estimate the
demand for dairy products in Chennai is to exactly find the demand prevalent at present. The
best suited methodology for this is Descriptive Research which has been done through surveys
and fact-finding enquiries of different kinds. It is also called Ex post facto research; the main
characteristic of descriptive research is that the researcher has no control over the variables; and
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he can only report what has happened or what is happening and can be used to measure such
items as demand for dairy products. Ex post facto studies also include attempts by researchers to
discover causes even when they cannot control the variables.
The research problem is to estimate the demand for dairy products in Chennai city andthe research design that has been followed is Description. The means of obtaining the
information is through survey of Amul retailers and consumers of dairy products. Survey was
conducted to few of the retailers in three major areas in Chennai viz. Ramapuram, Tambaram
and Adyar as these are the major areas where the demand for the dairy products is consistently
increasing year-on-year, mainly due to the rise of new IT majors and other companies from
various industries. These areas have seen a surge of increase in households on account of many
young working professionals settling here. They find it comfortable and easy to find houses and
the realtors are building new apartments and are expanding the area limits. The survey was
conducted in the months of April and May.
Sample design:
The sample design followed for the project was Deliberate Sampling which is a type of
non-probability sampling where each element of the population does not have a known
probability of being included in the sample. The survey was conducted for the retailers and
consumers of the above mentioned areas of Chennai city as the population in this area is a good
representation of the population mix in Chennai city with people from different social strata and
different lifestyle which influences the demand of dairy products. Three distributors Lakshmiagencies of Ramapuram; TJ Marketing of Adyar and Lakshmi Narasimha agencies of Tambaram
were the chosen distributors. The demand for the dairy products is consistently increasing year-
on-year, mainly due to the rise of new IT majors and other companies from various industries. 60
retailers and 20 consumers from each of these beats were surveyed. On the whole 180 retailers
and 60 consumers were surveyed. Care was taken to include varied consumers of different age,
social status, economic class etc.
Data Collection:
Primary data can be collected through experiment or through survey. Here data was
collected by survey through schedules. I was the enumerator and was provided with schedules
from GCMMF on day one. The work to be done was explained clearly by the project guide and
data was collected by filling up the schedules on the basis of replies given by respondents, since
many retailers were not so proficient with English, the language used in the schedule, it required
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me to translate the questions in local language, Tamil without distorting the meaning of the
questions. During the execution period the data collected and the progress of the project was
monitored time and again by the company guide. The data collected were fed in Microsoft Excel
sheets for calculating the demand for the dairy products and the potential losses incurred by
GCMMF in terms of quantity and money.
TABULATIONS
DEMAND ANALYSIS
Amul Retailer'sDemand
Amul ConsumerDemand
The Retailer end‘s demand and consumer end‘s demand for different products of Amul
products namely Liquid milk, Curd, Paneer, Milk powder, Ghee, Cheese, Condensed Milk, Milk
Sweets, Flavored Milk, Butter Milk and Butter is given in the Microsoft Excel sheets – Amul
Retailer‘s Demand and Amul Consumer Demand repectively.
CALCULATIONS:
In retailer‘s demand the work sheet named Total gives the total demand of dairy products of
retailers of Chennai.
Sample size provides the number of retailers out of 180 retailers (60 retailers/ distributor)who stock those products
Total retail universe – is the number of shops in Chennai which sell those products
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In Consumer‘s demand
Sample size gives the number of consumers out of 60 consumers who consume the
product
Total population of Chennai is 75, 45,000 out of which only 75% (56, 58,750) of them
consume dairy products regularly
The Chennai population can be divided into three categories based on income level
Total Chennai Population 75, 45,000
Total Population who consume dairy
products regularly
5658750
High Income Population (Annual Income > Rs. 10, 00,000) 707340
Mid - income Population (Rs.1, 50,000 < Annual Income < Rs.10, 00,000) 2724520
Low income Population (Annual Income < Rs. 1, 50,000) 2226890
During the survey it was found that:
Milk, Curd, Milk Powder, Ghee and Butter Milk were consumed by all class of consumers
Paneer, Condensed Milk, Flavored Milk and Butter were majorly consumed by middleand high income groups
Cheese and Milk sweets were majorly consumed by high income group though there wasa substantial amount of middle income group consumers too.
The demand has been estimated with the above findings
The deviation in values between retailers and consumers demand may be due to the fact
that people from other income groups may also buy those products.
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FINDINGS
FIGURE I: DEMAND OF VARIOUS PRODUCTS IN TERMS OF WEIGHT
FIGURE II: POTENTIAL SALES REVENUE FROM VARIOUS PRODUCTS IN TERMS OF
RS.LAKHS
LIQUID MILK
CURD/DAHI
PANEER
MILK POWDER
GHEE
CHEESECONDENSED MILK
FLAVOURED MILK
BUTTERMILK
BUTTER
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FIGURE III: NUMBER OF RETAILERS STOCKING VARIOUS PRODUCTS
ANALYZING FIGURE I, II, III:
LIQUID MILK
CURD/DAHI
PANEERMILK POWDER
GHEE
CHEESE
CONDENSED MILK
FLAVOURED MILK
BUTTERMILK
BUTTER
LIQUID MILK
CURD/DAHI
PANEER
MILK POWDER
GHEE
CHEESE
CONDENSED MILK
FLAVOURED MILK
BUTTERMILK
BUTTER
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From fig. I it is evident that Liquid milk has the highest demand in terms of volume of sale (70%) followed by curd (12%) and Ghee (5%). The least ones are milk powder (2%)
and butter (1%).
From fig. II it is seen that in terms of potential sales revenue Liquid milk has the larger part of the pie (34%), followed by Ghee (20%) and curd (16%). The least ones in terms
of volume follow the lead, whereby milk powder can contribute (8%) and butter (6%) of
the potential sales.
This discrepancy between the volume of demand and potential revenue is due to price of the products. For eg:1 liter of liquid milk is just rs.26 but one liter of ghee is around
rs.200
From fig. III we get the preference of the retailers to stock various products. Here Milk
Powder has the highest preference (14%), followed by Ghee (13%) and Butter (12%).
Curd (10%) and Liquid Milk (8%) trails behind them
From the above points it can be suggested that Ghee needs more attention as it is the cashcow product for Amul in Chennai. Its demand in terms of volume is less but its potential sales
revenue is high and is preferred by most of the retailers as Amul Ghee is priced relatively low
and is preferred by the customers for the quality it delivers. Amulya and Sagar are the most preferred brands of Milk Powder by retailers compared to other products of Amul and it enjoys a
better market share than its competitors like Everyday by Nestle etc. GCMMF has already
utilized this opportunity and is tapping the potential market for more revenues. Like Ghee the
small retail packs of Amulya has a huge demand. Customers from lower social strata prefer the
small retail packs of milk powder than liquid milk, which needs to be treated to keep it fresh.
Followed by these two products it is preferable for GCMMF to concentrate on curd
which is also a potential revenue generator and preferred by retailers. Major competitor in thismarket is Nestle and Britannia. Customers of Amul curd are from the middle class and upper middle class. The lower class people do not prefer branded curd packs since they are relatively
expensive. So the target customer for Amul, Nestle and Britannia are the same class of people.
The only glitch Amul faces in this market is delivery of fresh stocks. The consumer tends to pick
up Nestle curd after comparing Amul curd‘s date of manufacturing.
POTENTIAL LOSSES INCURRED
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Amul- LossesQuantified
Losses incurred in the following PRODUCT‘s are quantified: Butter, Cheese, Flavored Milk,Milk Powder, Curd and Buttermilk/ Lassie – in the Microsoft Excel Sheet Amul Losses
Quantified.
GCMMF incurs loss in potential business majorly due to three reasons:
Delay in supply and fulfilling the entire order
Damaged and expired products
Inability to meet unplanned demands of the retailers
The salesperson of the distributors works in a one week cycle i.e. order is taken from the
retailer on the first day and goods are delivered on the second day. The salesperson covers all the
shops under his area within a week‘s time and the cycle continues. Some retailers face problemslike delay in supply; supply of damaged or expired products and the inability to meet unplanned
demands at least once a month due to which they place lesser orders which is much below their
potential to sell within a week. To be on safer side, retailers appreciate this practice in order to
minimize their losses.
When the order placed is less they are able to get their entire order, the number of
damaged or expired product which they tend to receive is minimal and they do not mind their
inability to meet unplanned demands which occurs during festival seasons as they suffice thedemand with competitor‘s products.
Potential loss for GCMMF in sale of Amul products**
(Loss in one week in the area of three distributors)
Order
met*
properly
Loss due to*
Delayed
supply (a)
Loss due to*
Damaged /
Expired (b)
Loss due to*
Unplanned
demand (c)
Total sales*
lost (a+b+c)
Total amount lost
in a week by 3
distributors (Rs.)
Butter 82.22% 1.44% 16.33% 0% 17.78% 49056
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Cheese 66.75% 5.79% 24.67% 2.78% 33.24% 26271
Flavored Milk 54.61% 2.00% 42.90% 0.47% 45.38% 25118
Milk Powder 68.88% 5.82% 22.44% 2.84% 31.11% 117442
Curd 52.44% 2.08% 45.48% 0% 47.56% 25956
Butter Milk 57.88% 2.53% 39.58% 0% 42.11% 6632
TOTAL Rs. 250475
*As a percentage of sales potential.
**Monetary loss is given in the Microsoft Excel sheet – Amul Losses Quantified.
FIGURE IV: COMPARISON OF POTENTIAL LOSSES IN VARIOUS PRODUCTs
Loss Due to Damaged / Expired Products:
Butter
Cheese
Flavored Milk
Milk Powder
Curd
Butter Milk
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In the losses thus quantified it is obvious that the loss due to damaged / expired products is
huge. This happens in two stages:
STAGE I:
The retailer is supplied with damaged product for eg: the Amulya, Sagar or 100gm Butter
cases are slightly torn. In case of the milk powder it happens during handling and transportation
while in butter the case is different.
This problem is prevalent in 100gm Butter packs which comes in carton cases. They are
stored in the cooler room when it is with the distributor. The delivery vans are loaded with these
butter packs at around 10:30 am in the morning and it moves out for delivery. Chennai is a city
well known for its hot and humid climate and the delivery vans have a steel body. The steel body
gets heated up immediately when exposed to sun and it also retains the heat. So the butter tends
to melt soon. As it melts it soaks the cartons and the wet cartons tear off before delivery. Though
the delivery men take care to deliver butter orders as early as possible few of them gets damaged
in the evening at around 5:00 pm. So the retailers who are slightly far away from the distributors
area have more frequency of getting damaged butter packs. They also get delivery only once a
week as they are located at remote places and hence their order would be in bulk to suffice for
the entire weeks demand and this adds up to the frequency of getting damaged products.
STAGE II:
Dairy products have a maximum shelf life of only 6 months. Amul has all its manufacturing
units in North and Central India. It has its stock point at Alappakkam in Chennai. By the time the
products reach the stock point; then the distributor and then the retailer the stocks become a
month or two old. Sometimes certain stocks of Amul tend to remain unsold for some days.
Customers, as observed during survey, check for the expiry dates carefully before buying a
product, and they tend to reject those products which are above to expire in a month. So these
left over stocks though not expired tends to remain unsold till it expires. GCMMF does not have
the practice of taking return of the unsold and expired products as they insist the retailers to stock
exactly to their demand. Ultimately the retailer suffers the loss and he is compelled to dispose the
products. There are instances where the retailer has thrown out expired milk powder and paneer packs before the municipal authorities had visited the shop for inspection. This has forced the
retailers to stock below their actual demand levels, to be on safer side. They are not ready to
incur huge losses on unsold products instead they suffice the extra demand by convincing the
customers to buy the competitor‘s products. Ultimately Amul not only loses its market share but
also paves way for the competitor‘s brand to eat away its share and hence they gain more.
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Rarely do the retailers get expired products on delivery; this is prevalent in products which
has only three months shelf life like buttermilk. The retailers usually do not check the products
for expiry dates when they are delivered as they will be busy attending their customers. But
unfortunately, this has happened to certain retailers in certain products and they have gone to the
extent of not stocking those products like paneer, cheese, dark chocolates and curd.
Loss Due to Delayed Supply:
Various product‘s of Amul has varied amounts of demand during various seasons in a
year. Ghee, milk powder, curd has a constant demand but products like buttermilk and flavored
milk have seasonal demand. The demand for flavored milk shot up during the period of survey as
it was summer in Chennai. Taking the case of flavored milk, it has various flavours like elaichi,
kesar, rose and chocolate and they come either in tetra packs or in glass bottles. It also has
premium variant called Amul kool café which comes in cans and it is priced slightly high. So
under one PRODUCT of flavored milk the customer has seven different variants to satisfy his
thirst. Now to predict the demand for each and every variant is more difficult and even the
consumer might not be able to predict his flavor of demand at different points of time.
Ultimately the retailer and hence the distributor runs out of stock of a particular flavor
and even if the retailer places an order he will not be able to get till next week. In this case he
loses his customers or Amul losses its customer to its competitors either ways it is loss for
GCMMF.
Sometimes distributor may be having the required stock but will not be able to deliver it
has he cannot break the cycle of delivery within a week and hence asks the retailer himself to
collect the required stock in person. If the retailer is close by he spends for the transportation and
gets his required stock else he loses his customers.
They are times when the distributor is not able to fulfill the entire demand of a retailer in
certain products as the demand peaks up all of a sudden and it is unforeseen. So in that case the
distributor supplies only fewer stocks to the retailers to make sure that all the retailers in his area
get at least few pieces of the products instead of having none.
GENERAL DISSATISFYING FACTORS
No returns:
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In the retail industry it is a general practice to take return of the unsold and damaged
pieces of the product from the retailers. Companies like Nestle, Britannia and Heritage the
competitors of Amul has the practice of taking returns in order to minimize the loss incurred by
the retailers, and they are the money is refunded. For example Nestle takes return of the unsold,
expired or damaged curd packs and refunds. The retailer buys Nestle curd at 4% VAT but when
he is refunded he is not reimbursed with the VAT amount but the retailer is satisfied with
whatever he has got as refund as his losses are minimized. They employ separate personnel, who
visit the retailers once a month, to take care of returns.
Distributors carry inventory that is just adequate to take care of the transit time from the
branch warehouse to their premises. This just-in-time inventory strategy improves dealers' return
on investment (ROI). But this is not the case with local retailers. GCMMF does not take returns
of the product as it emphasis the retailers to stock only to their anticipated demand and not in
excess. In case the products are unsold the retailer suffers losses. This has pushed certain
retailers to stock below their potential demand and some retailers who are not able to forecast
their demand properly have even stopped stocking certain PRODUCT‘s like milk powder.
Stocks not delivered on credit:
The employee of the distributor who delivers the dairy products to the retailer‘s shops
collects the amount to be paid, after producing the bill for the delivered items, immediately after
delivery. Sometimes the store manager or the purchase manager who is responsible for the
payment fails to be present or is unable to pay the deliverer immediately and since the
distributors does not deliver the goods on credit the deliverer waits till he can collect the money
and then leaves the shop. This delays his work and also dissatisfies the retailers.
There are small retailers who pay out of the day‘s earnings so in case at the time of
delivery if the retailer has not earned the amount to be paid he is not in a position to pay or
makes the deliverer wait till he arranges for money. The major reason for the retailers to demand
the products on credit is that. Order is taken on a particular day and goods are delivered on the
very next day. So either the retailer forgets to make arrangements for the money or is unable to
pay the distributor the next day. This is not the scenario with Nestle or Britannia. They give
either bill to bill credit or 15 days credit on their product line.
Low Margin:
The margin provided by Amul is relatively low when compared to that of its competitors.
This is mainly due to the objectives and business philosophy of GCMMF. It believes in quality
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delivered to its customers and delivers the best value for the money spent. Amul products are
inexpensive when compared with the quality it delivers and so it has earned the trust of its
customers over the years. This is the central anchor for GCMMF‘s future business plans. So
eventually the retailers get a relatively low margin (around 8% - 12%). The competitors have a
lesser market share when compared to Amul but their market penetrating strategy is to give high
profit margin to retailers (around 12% - 15%) but they compromise on quality. But this is easily
perceived by the customers of Amul and they stick to Amul as they are brand loyal.
There are retailers who stock Amul products just to satisfy their customers and not make
profits. Others try to push competitor‘s product in order to gain more profits, in this process
GCMMF incurs a loss though the important cog in the wheels of the distribution network, the
retailer gains.
Connect between GCMMF and its Retailers:
Throughout the process of survey it was observed that the retailers were dissatisfied with
these above said issues and they were looking forward to put across these issues to the company
in order to seek a solution. But it seems none of the company personnel visits the retailers on a
regular basis. They visit only to promote a newly launched product, which happens once in six
months or so. Unlike, GCMMF its competitors like Nestle and Britannia harnesses those
employees who take return to know the grievances of the retailers. If not at least their distributors
visit the retailers. This does not happen in GCMMF. So the bond between the company and the
retailers is weakening. GCMMF should look into this issue seriously as the retailers play a major
in promoting Amul products at POS (point of sale).
Schemes offered:
GCMMF offers a lot of schemes time and again for the benefit of retailers and
consumers. These schemes do help to boost the sales and consumers are allured to buy the
products in bigger volumes. But the schemes offered to retailers, at times, do not reach them and
are coveted by the distributors. For example GCMMF was giving two curd packs free for the
retailers for one case of curd (24 packs of 200 ml each) they buy. The distributors receive their stocks only in cases and not as loose packs so they get the offer from the company but when they
distribute them to the retailers some buy as cases and some as individual packs since they do not
require so much. Ultimately the offer packs is retained by the distributor. Few retailers get to
know about the offer so they demand it from the distributors but those who are unaware tend to
lose the offer. Even the APO who gets intimation about the offers from GCMMF, at times, does
not get the schemes.
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Non-availability of Amul Products:
Unlike other factors stated above this was suggested by the customers. Certain variants or
flavors in a particular product‘s are not available in their neighborhood. This is happens in
flavored milk, butter and cheese. There were certain customers who were dissatisfied by the
distance they need to commute to buy Amul products.
Certain variants of Cheese, flavored milk are available only in supermarkets and these
supermarkets are not placed in neighborhoods and the local retailers are neither aware of their
customers demand nor aware of the entire array of products available.
RECOMMENDATIONS
Harnessing the ERP system of GCMMF:
GCMMF is utilising IT to optimise efficiency and production at each point in its supply
chain through a customised ERP package called Enterprise-wide Integrated Application System
(EIAS) which has been designed in such a way that it can be plugged into various points of the
supply chain for seamless information exchange. Through this, the federation has also connected
zonal offices, its Guwahati regional office, as well as major member dairies/milk unions and its
own unit — Mother Dairy through VSAT. All sales offices and wholesale distributors of the
organisation have also been connected through TCP/IP internet mail accounts for timely
exchange of information.
GCMMF gets the secondary sales data from the distributors on a 7-day frequency as the
distributor places his order to the stock point. But in the FMCG industry, distribution is the key
to success and GCMMF cannot afford to lose its business due to delay in supply and not able to
meet the exact demand. The constant challenge is to track the movement of products at the
distributor and retail levels and ensure that retail store shelves are refilled as quickly as possible.
So there is need for the secondary sales data to reach GCMMF at a higher frequency. In short,
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the company needs a software package to capture secondary sales data or distributor sales data
and feed it into its ERP system. The aim is to enhance the responsiveness of the company‘s
distribution network. IBM along with SAP has implemented a state-of the-art ERP system for
GCMMF ltd. just recently. GCMMF can leverage the internet to find a solution and minimize its
losses. Apart from using the TCP/IP mail accounts for timely exchange of information it needs to
connect all the Chennai distributors with the stock point in Chennai and with the manufacturing
unit which supplies Chennai‘s stock point for exchange of inventory level information. This will
help the stock points to anticipate the demand of the distributors beforehand. For which it
requires an automation system which is already available in the ERP system developed by IBM
and SAP. This can be taken to internet so that it can be a multi-user and multi-company product,
in case the finished goods are received from different plants of Amul. Wipro Ltd. can develop a
single virtual office on the internet that could be accessed by GCMMF distributors, the stock
point and the manufacturing units. To make the entire system work like a virtual office, it is
required to integrate SAP system compatible with multiple platforms and operating systems,such as Microsoft windows or Unix, APO module (Advanced planner and optimizer, a software)
and BW(Business information warehouse). Preferred architecture is to have the intermediate BW
system that functions as a data repository for the APO-BW system. The intermediate system
does provide some real advantages, in that it is easier to migrate historical data from the BW to
APO-BW system as the host and target are more similar.
The newest version of the suite is MySAP 2007 or SAP ECC 7.0.It is advisable for
GCMMF to go for the latest version i.e SAP ECC 7.0. This ensures that there is a constant flow
of data between these systems. SAP allows the IT supported processing of a multitude of tasks,
accruing in a typical companyBy this way the Chennai distributors, the stock point in Chennai and the manufacturing
unit which supplies Chennai‘s stock point will be connected. The distributors need to log on to
the website once daily and upload their sales data for that day.
The system can be customized to automatically replenish stocks, which is a big step
towards precise streamlined inventory management. Stock norms for every distributor can be fed
into the ERP system. Comparing the sales on a day with the norm, the program generates a
dispatch order for the quantity needed to maintain the required levels of inventory, thereby
eliminating the opportunity for dumping to a large extent.
PHASE I: Implementation
GCMMF should select a list of leading distributors out of the 17 distributors who will implement
the software and will be examples to their counterparts. All the distributor has to do is to buy the
hardware, the PC and the modem. Some distributors are already using local software, which may
be tailor made but the company must convince them that in the long run, this ERP system will be
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more efficient. GCMMF should send a team of technologists (from GCMMF) and implementers
(from Botree). The technologists should explain the working procedures. Since every distributor
has a computer of their own and adept in using them they need not require separate training to
implement this automation procedure.
PHASE II: Backward integration with ERP systems - Total Integration
The second phase involves hooking all these distributors to the company‘s SAP system. This is
pretty simple as this has already been done by IBM and SAP just recently.
In future:
The portal can be made wireless and can be accessed through handheld, mobile gadgets.
Now the sales force who takes order can directly punch in the order and this will reach stock
point in no time. This not only astronomically increases the frequency within which stock points
get the information; it also simplifies the sales forces job without much of congested work. This
is currently implemented by Coca-Cola in major cities and Marico Ltd. has plans to implement
this technology, in future.
Advantages:
Reduction in late deliveries and working capital requirement
Will enable to capture and analyse secondary sales data in terms of daily sales and stock
availability for every distributor, distributor sales team performance, outlet monitoring,
merchandising monitoring, new product performance monitoring
Will enable to analyse information related to planned orders, primary sales invoicing,dispatch details and claims
Market information on a product comes everyday to factory, SKU-wise defect-wise in a
report called DQR (Daily quality report), which enable to meet customer satisfaction all
the time.
Improving the delivery time:
In the FMCG industry the minimum level of service (time taken by the company to
deliver the product to the customer once the order is placed) should always be the least possible
that is when a customer anticipates buying a product it should be available on the shelf. This
happens with Amul products due to its efficient distribution network. But the problem is some
distributors of Chennai does not receive fresh stocks and are not able to deliver fresh stocks for
the retailers. This problem has been prevalent for a long time in Chennai mainly due to the lack
of manufacturing facility in South India. Though there are warehouses close by, even they do not
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receive fresh stocks. This immediately calls for attention as, though customers prefer Amul
products over its competitors they are pushed to buy other products due to stale stocks of Amul.
This can be done by exploiting the ERP system. The warehouse can be enabled to receive
real-time inventory load of the distributors and it can intimate the manufacturing facilities. Thiscan help the facilities to reschedule their MPS (Master Production Schedule) in accordance with
the anticipated demand. GCMMF, being a market leader in various products it is important for
GCMMF to improve logistics to reduce the delivery time and to make sure that its distributors
get fresh stocks. A detailed account on this suggestion is not possible as manufacturing does not
come under the scope of the report.
Delivering on Credit:
Distributors can give bill to bill credit on all the dairy products for the retailers. This
should be done after meticulous evaluation of the retailer‘s potential and habit of settling his
dues in the past. The distributors should keep track of the retailer‘s practices and should be able
to evaluate them carefully. Based on the order placed by the retailer, every week and based on
his aptness to repay the amount due he can be given on credit.
For example if this is the scenario with a retailer
Order placed per week – Rs.1000
Tenure of business with GCMMF – 4 years
Aptness in paying the bills on time – 95%
No. of days taken in meeting the dues – 3 days
The entire stock need not be given on credit instead he can be given a credit of Rs.950 (based on
previous practice of settling dues) for a week and the rest of the amount rs.50 can be collected
during the next delivery on the next week.
Pros:
This will boost the retailer‘s morale (mainly the smaller ones) to stock more of Amul
products and hence he will promote them to his customers. During survey it was found
that retailers are ready even to double their orders if given on credit.
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So in the above scenario just by delaying the payment of rs.950 by a week GCMMF will
be able to generate revenue of rs2000 in the place of rs1000
He will be aware of his due amount the next week and will be ready with money.
This will lead to increase in the order placed every week and the credit limit can also be
increased based on his timeliness and consistency to meet his dues.
This will spread by word of mouth to other retailers on the same street and he will also be
interested in stocking Amul products.
Cons:
Some retailers may stock beyond their potential to sell and may end up in losses.
Few might still try to evade paying the dues.
In case his aptness to pay the bills even after delivering on credit deteriorates then the credit limit
can be minimized accordingly or if his number of days taken in meeting the dues increases his
credit timing can be reduced accordingly. If still his practice deteriorates then he should be
denied delivery on credit and should be delivered products only on clearing his debts.
The above stated initiatives, taken by the distributors, demands GCMMF to deliver stocks
on credit to the distributors. They can be given bill to bill credit as they also receive stocks on a
weekly basis. This can be used as tool to increase the sales volume. The credit limit should
depend on the sales volume shown by the distributor.
Small retail packs:
Retail packs of Ghee and cooking butter have a huge demand. During the survey there
were strong suggestions from retailers to launch small retail packs of Ghee (50gm) due to huge
demand in the market. Customers prefer small retail packs of 50gm than 200gm packs (std.
Amul Ghee packs) as there usage is less and they can open a fresh pack whenever one gets over.
So they tend to stock four 50gm packs rather than a single 200gm pack.
It‘s been found that the count of 50gm and 100gm retail packs of ghee selling is twice
that of 200gm packs. The profits earned by selling them are quite high. It is advisable for Amul
to launch small sachets of 50 gm rather than plastic cases in order to cut down costs.
Salesperson efficiency improvement:
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During the survey it has been observed that the salespersons who take order are unskilled
labors. Some distributors have employees who are old enough and mature enough to understand
the retailers while interacting with them but other employees of some distributors are just school
kids or undergraduates in their freshmen year. They work on an incentive basis, the more order
they procure the more are their incentives. So instead of spending time with each retailer to
explain the array of products available they tend to cover as many retailers as possible in the
shortest span of time. Ultimately, the retailer is unaware of the products available and the
customers of those neighborhoods complain about the non-availability of Amul products.
If the salesperson spends more time in explaining about the product width and depth
available; the schemes offered by Amul he will be able to procure more order. They can also try
and pitch to new retailers. The salesperson can also act as a spokesperson for their agency, by
which they can collect responses and expectations of customers; can make sure that the schemes
offered to the retailers reach the retailers and communicate retailer‘s problem to the distributors
and who in turn and can inform GCMMF. The issues which come to the board of GCMMF
should be considered seriously and resolved if they are feasible and cost effective. The
salesperson should be skilled enough to maintain a good relation with the retailers as he depicts
GCMMF and the brand Amul to the retailer who is solely responsible for promoting Amul at the
POS (point of sale).
Issues Not to be Resolved:
Other issues of taking returns and increasing the profit margin to the retailers are not
possible as they are least cost effective and will also pay way for disrupting the whole objective
and business philosophy of GCMMF.
SWOT ANALYSIS FOR GCMMF
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STRENGHTS
Consistency in delivering quality
Affordable and Competitive pricing
Brand loyal customers
WEAKNESS
Not favored by many retailers as their
demands are not met on time
Relatively low profit margin for retailers
Non-availability of fresh stocks
Boardroom fracas due to resignation of
Mr. B M Vyas
OPPORTUNITIES
Can leverage brand equity to diversify into
new markets
Dairy industry is the new found attraction
for private equity and venture capitalist
firms
THREATS
Competitor’s brands are preferred by
retailers
New entrant’s low cost market penetrating
strategy
SUMMARY
The total demand estimated for various Amul products are as follows:
particulars Liquid
Milk
Curd Paneer Milk
powder
Ghee Cheese Condensed
Milk
Milk
Sweet
Flavored
Milk
Butter
Milk
Butter
Through
Retailer‘s
Survey
(Rs.lakhs)
3216.9 1552.4 274.0 762.2 1927.9 303.8 227.8 94.7 364.0 247.6 553.4
Through
Consumer‘s
Survey
6673.7 1307.2 391.9 829.4 2085.3 287.24 260.6 99.2 496.1 292.7 726.2
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(Rs.lakhs)
The total losses incurred in a week‘s time in the three distributor‘s area are as follows:
Products Butter Cheese Flavored
Milk
Milk
Powder
Curd Butter
Milk
Total
Losses
Incurred
Rs.49056 Rs.26271 Rs.25118 Rs.117442 Rs.25956 Rs.6632 Rs.250475
General dissatisfying factors for the retailers and consumers of Amul have been stated
and recommendations and their ways of implementation have been given. They can be
implemented and many of the issues can be resolved. It will be helpful in strengthening the bond
with retailers and increase the brand equity of Amul.
LIMITATIONS OF THE STUDY
The survey was conducted only in the areas of three distributors leaving the other areas
untouched. The constraints were manpower and time. Only two people were involved in
surveying through schedules and the total retail universe in a metropolitan city like Chennai is
huge and it is practically impossible to cover all the retail outlets in two months time. However,
care was taken to cover almost all the beats under one distributor‘s area so that the data collected
would represent the population as such.
The responses given by the retailers were jotted down as it was given by the respondents.
There may be high chances of few retailers in enunciating the demand figures. In the same way
the complaints given by them also needs consideration as they few retailers were angry with
GCMMF‘s inefficiency to meet the demand. So when they had a chance to pour out their
grievances they might have hyped it.
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SCOPE FOR FUTURE IMPROVEMENTS
GCMMF believes in low inventory and JIT delivery system for various reasons. As of
now the replenishment time for retailers in Chennai is one week and for certain retailers who are
close to the distributors it is 3-4 days. GCMMF can work on reducing the replenishment time to
2-3 days for all the retailers. This will address various issues and result in better profitability.
APPENDICIES
(The questionnaires were provided by GCMMF)
APPENDIX - 1
SURVEY FOR AMUL PRODUCTS QUESTIONNAIRE FOR RETAILERS
1. What kind of milk & milk products do you sell?
product Avg. sale per
week
Whether
Packaged or
Loose
If Packaged
specify Brand
Rate (Rs./pack)
& Margin (%)
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Liquid Milk
Curd/Dahi
Paneer
Milk Powder
Ghee
Cheese
Condensed
Milk
Milk Sweets
Flavored Milk
Butter Milk
Ice- cream
Butter
Other
2. Are these products delivered at your doorstep?
Yes
No
If yes, who delivers the Products?
Company directly
Distributor
Whole-seller
Buying on own from market
Any other (please specify) ____________
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3. Are you satisfied with the way these products are delivered to you?
Yes
No
If no, how would you like it to be delivered?
4. Are you satisfied with the quality of products you are selling currently?
Yes
No
5. Are you satisfied with the quality of service provided by company/ distributor?
Yes
No
If no, what are the problems with quality of service?
6. What are the schemes/ promotion support provided by the company?
7. Any suggestions for improvements in ‗Amul‘ products?
Retailer Information
Name of the Establishment:
Type of Establishment:
Contact Person:
Address & Phone No.:
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APPENDIX - 2
SURVEY FOR AMUL PRODUCTS QUESTIONNAIRE FOR CONSUMERS
1. What kind of milk do you consume:
Pouch
Loose
If Pouch
1. Brand name
2. Variant (Full-Cream, Std., Toned DTM, Skimmed, Cow Milk)
3. Quantity per day
4. Rate of milk (Rs./Lit.)
If loose,
Quantity per Day
Rate (Rs./ Lit.)
2. What is the mode of purchasing of milk?
Home delivery
Retailer
Others (Please Specify)
3. What is the Consumption of other Milk Products?
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Product Consumption
per day/per
week
Whether made
at home or
brought from
the market
If brought
from the
market, specify
the brand
Rate(Rs./pack)
Curd/Dahi
Paneer
Milk Powder
Ghee
Condensed Milk
Milk Sweets
Flavored Milk
Buttermilk/Lassi
Ice cream
Butter
Other(Pl.
specify
4. Are you satisfied with the availability of above products in your neighbourhood?
Yes
No
If no, how would you like product to be available?
5. Are you satisfied with the Quality of product you are using currently?
Yes
No
If not, what are the problems with its quality?
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6. Are you satisfied with the Price of product you are using?
Yes
No
If no what must be the price?
7. Any suggestions for improvements in ‗Amul‘ products?
Respondent Information
Name:
Age:
Educational Qualification:
Occupation:
Total members in family:
Average Income of the Family:
Complete Address:
BIBLIOGRAPHY
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