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Executive Summary

Hindustan Field Services Pvt. Ltd is a joint venture of Hindustan Unilever Ltd. and Global Smollan Holding, and has been incorporated in January 2008. HFS manages the “in store execution and field services” for Hindustan Unilever using high leveraging people capability. The company is also involved in Brand Activation in select product lines across the country.

It is rightly said that “success is the result of a good plan well executed”. For a retailer, plans are mostly formulated at corporate headquarter and executed in their stores.

This is an internship report regarding modern trade in store execution of products under Knorr Brand of Hindustan Unilever Ltd. The Company is doing promotions in modern trade where they have selected 52 stores in Mumbai. The main objective of this project is to improve shelf visibility in store and efficiency of supervisors and in store promoters, to enable promoters to win at point-of-purchase in a store, which includes merchandising, brand activation by proper display, maintaining the required level of stocks in different categories in stores etc.

The project report is very well focused on recommendations for effective offers, promotions and execution in store.

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Chapter 1: Introduction

About Hindustan Field Services Pvt. Ltd.

Hindustan Field Services Pvt. Ltd is a joint venture of Hindustan Unilever Ltd. and Global Smollan Holding, and has been incorporated in January 2008. HFS manages the “in store execution and field services” for Hindustan Unilever using high leveraging people capability. The company is also involved in Brand Activation in select product lines across the country.

Services to various HUL channel by HFS: -

FMCG Channel (To all Modern trade outlets and Selected General Trade Stores)

Beauty Advisory Channel (Ponds and Lakme) across Modern Trade and General Trade Stores.

Foods In-Store Brand Activation (To Selected Modern Trade Outlets) Retail Information System (Field & Back end Audit)

HFS strategy for winning in this growing retail market is to win at point-of-purchase with our shoppers & by delivering best-in-class service to our Modern Trade customers. This JV will bring in world class execution excellence in the market and build the right capabilities to deliver the company’s marketing strategy in Modern Trade”.

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About Hindustan Unilever Ltd.

Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians. HUL’s mission is to “add vitality to life” through its presence in over 20 distinct categories in Home & Personal Care Products and Foods & Beverages. The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life.

HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe, Unilever has about 52% shareholding in HUL.

Hindustan Unilever was recently rated among the top four companies globally in the list of “Global Top Companies for Leaders” by a study sponsored by Hewitt Associates, in partnership with Fortune magazine and the RBL Group. The company was ranked number one in the Asia-Pacific region and in India.

HUL is also one of the country's largest exporters; it has been recognized as a Golden Super Star Trading House by the Government of India.

The mission that inspires HUL's more than 15,000 employees, including over 1,400 managers, is to “add vitality to life". The company meets everyday needs for nutrition, hygiene, and personal care, with brands that help people feel good, look good and get more out of life. It is a mission HUL shares with its parent company, Unilever, which holds about 52 % of the equity.

HUL’s brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Sunsilk, Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls - are household names across the country and span many categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream and culinary products. They are manufactured in over 35 factories, several of them in backward areas of the country. The operations involve over 2,000 suppliers and associates. Now HUL reaches 50,000 villages through 6,000 stockist, apart from 3.5 lakh direct selling agents and distributes products to a staggering 6.5 million retail outlets, including direct reach to over 1 million.

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Our visionUnilever products touch the lives of over 2 billion people every day – whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

A clear direction

The four pillars of our vision set out the long term direction for the company – where we want to go and how we are going to get there:

We work to create a better future every day We help people feel good, look good and get more out of life with brands and

services that are good for them and good for others. We will inspire people to take small everyday actions that can add up to a big

difference for the world. We will develop new ways of doing business with the aim of doubling the size of

our company while reducing our environmental impact.We've always believed in the power of our brands to improve the quality of people’s lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.

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About Smollan Holding

The Smollan Group is a diversified marketing services company, focused on providing visibility, mobility and intelligence for a vast spectrum of well-loved brands.

Founded in 1931 by rugby Springbok Fred SmollanWith our unrivalled industry experience, exceptional human platform and sophisticated systems, the Smollan Group has a legacy of providing consistent excellence in operational execution. Smollan group operates in South Africa, China, Malaysia and is setting up operations in Australia and U.K.

Smollan Core Service: -

Route to Market Brand Activation Market Intelligence People Solutions

Smollan Support Services: - Call Centre Mobile Technology

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About Knorr Brand

Knorr helps families make meal times special, nutritious, tasty and healthy: -

It is not wrong to say that the category of soups was launched by Knorr in India. The Knorr range of soups is available in a number of tasty and exciting varieties. There is a flavor to literally suit every taste palate; the Classic range of soups with flavors like Thick Tomato, Mixed Vegetable Chicken Delight and Tomato Twisty Pasta, the Oriental range with flavors like Sweet Corn Vegetable, Sweet Corn Chicken and Hot n Sour and the Indian range with flavors like Tomato Makhni and Corn Mast Masala

Knorr Ready to Cook helps the consumer make her family's favorite dishes at home and helps her get restaurant like taste at home itself. It comes in the Indian Ready to Cook range and Chinese Ready to Cook range

The Knorr portfolio has now expanded with yet another launch; the launch of the Knorr Soupy Noodles range, a unique product in the instant noodles category. Knorr Soupy Noodles, for the first time in India brings together the fun of noodles with the health and goodness of soups. It is loved by the kids and provides mothers a tasty healthy

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afternoon snacking option for their children. It comes with 100% real vegetables and carries the ‘Healthy Choice' Stamp. It is currently available in three variants: Mast Masala, Tomato Chatpata and Chinese chow.

Knorr as a brand has always set out to empower homemakers and enable them to make healthy, wholesome and delicious food options. All Knorr products are healthy, completely preservative free and low on sodium and cholesterol content.

The brand has also played a key role in helping the Indian housewife in more ways than one- whether it is through the launch of books like Soups and More, through on ground events, soup demonstrations and sampling or through its website www.CookitUp.in.

www.CookitUp.in is a one stop shop for every single cooking need and a recipe site to discover and befriend for life! Whether it is authentic recipes for every occasion, a powerful search engine that helps you churn out any recipe need with ingredients within your reach or ideas for resourceful and tasteful use of left over’s in the fridge.

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Objectives of the study: -

Improving Shelf Visibility by asking merchandisers to be punctual, to maintain assigned shelves effectively and by making it sure that stocks are delivered at right time and at right place.

To manage Off-takes of Promoters, floaters and field marketers in such a way that any store will not be ideal for promotion on any day.

Increasing productivity of promoters by motivating and encouraging them to give their best, by asking them to hit the target and by providing them incentives according to their performance.

Improving the efficiency of Field Marketers by encouraging them to visit more number of stores per day.

Capture right data from Field Marketers by educating them about some concepts like opening stock, sales, closing stock and conversion of sales.

Solving the problems of food ambassadors in store if field marketers are not able to solve. Problems like promoter are not getting enough space on shelf, or she is not getting permission to walk on the floor, even stocks are there in warehouse but not in shelf, Problems with other promotions, Problems with any staff member, etc.

Making sure that promoters are doing well or not by asking their total contacts and conversion of sales from field marketers.

Develop parameters for increasing capability or improving the efficiency of food ambassadors.

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Limitations

Limitations of HUL: -

The first and the main limitation is distribution, i.e. unavailability of stocks in store. Unless and until HUL distributors are not able to deliver stocks at right time, Promoters are not able to approach customers and it will not be possible for HFS to achieve effective execution.

Promotional item i.e. Container was not good, many customers have complained that cap was not getting fit on container.

Any variant in Ready to Cook and Soupy Noodles is not available for Jain religions.

Some stores of More 4 U and Food Bazaar have very low customer footwalls. Like: - Food Bazaar, Prime Mall, Santacruz and Food Bazaar, Evershine Mall, Malad and

Limitations of HFS: -

Many promoters did not received there uniform and ID cards at right time. Promoters have only one uniform, so they are not able to wear when they

use to give there uniform for washing.

Limitations of Promoter: -

Promoters were not having knowledge about product. Promoters were not having knowledge about conversions, and they did lots

of mistakes on Food ambassador book. Initially Promoters were not giving their best on approaching customers. Promoters were not carrying products on their hand at the time of

promotion. Sometimes Promoters has not informed to supervisor that they are taking

leave.

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Limitations of Supervisors: -

Supervisors were not having knowledge of conversions. Supervisors were not checking promoter’s data whether it is right or

wrong, by this they have made lots of mistakes on entering data. Sometimes supervisors impatiently said to promoters that if you want to

work then work, we don’t care, even some times they also said that you need us, we don’t need you.

Limitations of Project: - The study is limited to only big retailer’s outlets and not all other

small departmental stores running in city. The project is executed on only Metro cities. The study does not cover all the clients i.e. all stores in Mumbai,

as it is a very vast region.

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Structure of Report

Chapter 1: Introduction

The chapter includes the background of Hindustan Field Services Pvt. Ltd. (Joint Venture of Hindustan Unilever Ltd & with Smollan Group) and it also includes the background of HUL and Smollan Group with the knorr brand introduction, where trainee has spent his valuable 8 weeks on field. The chapter also includes the objectives and limitations of project.

Chapter 2: Literature Review

This chapter is very well focused on industry where trainee has worked; it includes the background of FMCG industry, about in-store execution, modern trade in India, impact of modern trade in FMCG and how HUL has started promotions in modern trade.

Chapter 3: Methodology and Data Analysis

This chapter includes about methodology used by researcher and data analysis done by researcher.

Chapter 4: Conclusion

This chapter includes conclusion and general findings of researcher. The chapter is very well focused on suggestions to HUL for offers, opportunities, promotions and distribution & suggestions to HFS for promoters and supervisors. Apart from suggestion, a plan is also included for promotion of Knorr soupy noodles.

Chapter 5: Bibliography

This chapter includes the secondary sources used in the report.

Appendix

This chapter includes the questionnaire and list of stores visited.

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Chapter 2: Literature Review

FMCG Industry

The Fast Moving Consumer Goods (FMCG) industry in India is one of the largest sectors in the country; it is estimated at US$ 25 billion (Rs 120,000 crores) says FICCI- Technopak report on the FMCF sector. The sector consists of consumer non-durable products which broadly consists, personal care, household care and food & beverages. The Indian FMCG industry is largely classified as organized and unorganized. This sector is also buoyed by intense competition. Besides competition, this industry is also marked by a robust distribution network coupled with increasing influx of MNCs across the entire value chain. This sector continues to remain highly fragmented.

This sector has grown consistently over the last three to four years, including the last 12 months of economic slowdown. Unlike developed markets, which are dominated by a handful of large players, India FMCG sector is fragmented and a substantial part of the market comprises unbranded and unpackaged products. In the last two or three years, it has overcome a slump to grow between 12% to 15%, and is expected to grow at a current annual growth rate of around 12% over the next few years to reach the size of US$ 43 billion (Rs 206,000 crores) by 2013 and US$ 74 billion (Rs 355,000 crores) by 2018.

Industry Classification: -

The FMCG industry is volume driven and is characterized by low margins. The products are branded and backed by marketing, heavy advertising, slick packaging and strong distribution networks. The FMCG segment can be classified under the premium segment and popular segment. The premium segment caters mostly to the higher/upper middle class which is not as price sensitive apart from being brand conscious. The price sensitive popular or mass segment consists of consumers belonging mainly to the semi-urban or rural areas who are not particularly brand conscious. Products sold in the popular segment have considerably lower prices than their premium counterparts. Following are the segment-wise product details along with the major players:-

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Segment Products Major Players

Household Care Fabric Wash (Laundry soaps and synthetic detergents); household cleaners (dish/utensil cleaners, floor cleaners, air fresheners, insecticides and mosquito repellents, metal polish and furniture polish

HUL, Nirma, Godrej Consumer, ITC, P&G, Dabur, Reckitt & Colman, etc.

Personal Care Oral Care, Hare Care, Skin Care, personal wash (soaps), Toiletries, Deodorants, Perfumes, Female Hygiene Products, Paper Products.

Colgate-Pamolive, HUL, Marico, Godrej Consumer Products, Dabur, Himalaya, P&G, Loreal, ITC, Fem Care, Emami, Cavin care etc.

Food & Beverages Foods: -Staples, Cereals, Bakery Products, Biscuits, Breads, Cakes) Snack Food, Chocolates, Ice cream, Branded Flour, Branded Sugar, Branded Sugar, Ready to Eat Packaged Food, Ready to Cook Packaged Food, etc.

Parle Agro, HUL, ITC, Parle, Nestle, Cadbury India, Dabur, Pepsi Co, Haldiram, Britania, etc.

Beverages: -Health Beverages; Soft Drinks, Juice, Bottled Water, Tea Coffee, Liquor, etc.

Bisleri, Pepsi Co, Glaxosmithkline, United Breweries, Dabur, Coca Cola, Radico, Khaitan, United Spirits, Kingfisher, Carlsberg, Budweiser, Amul etc.

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Tobacco Cigarettes, Cigars and Pipes, Smokeless Tobacco, etc

ITC, Lorillard, RJ Reynolds and Philip Morris, etc.

Lighting Tube lights, CFL lights, Bulbs, Halogens, LED lightening etc.

Crompton & Greaves, Bajaj, Philips, Havells, Surya, etc.

53%

20%

15%

10%2%

Percentage

Food and Beverages

Personal Care

Tobacco

Household Care

Lighting

Figure: - 1

Source: 2009 FICCI-Technopak Report on FMCG Sector

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Contribution of FMCG Sector: -

The FMCG sector in India has played a vital role in the growth and development of the country, from making efforts to reach out to maximum consumers through distribution of smaller pack sizes, innovations like single use sachets, to developing innovative products to cater to regional or local tastes and needs of niche consumers there are many significant contributors.

Both direct and indirect that the sector has on the Indian economy

FMCG Sector Growth

2003 2004 2005 2006 2007 20080%

200%

400%

600%

800%

1000%

1200%

2% 4% 10% 15% 16% 15%

Growth Rate

Series 1

Figure: - 2

Source: 2009 FICCI-Technopak Report on FMCG Sector.

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Challenges For FMCG Industry: - Structural Analysis of FMCG IndustryTypically, a consumer buys these goods at least once a month. The sector covers a wide gamut of products such as detergents, toilet soaps, toothpaste, shampoos, creams, powders, food products, confectioneries, beverages, and cigarettes. Typical characteristics of FMCG products are: - 1. The products often cater to 3 very distinct but usually wanted for aspects

necessity, comfort, luxury. They meet the demands of the entire cross section of population. Price and income elasticity of demand varies across products and consumers.

2. Individual items are of small value (small SKU's) although all FMCG products put together account for a significant part of the consumer's budget.

3. The consumer spends little time on the purchase decision. He seldom ever looks at the technical specifications. Brand loyalties or recommendations of reliable retailer/ dealer drive purchase decisions.

4. Limited inventory of these products (many of which are perishable) are kept by consumer and prefers to purchase them frequently, as and when required.

5. Brand switching is often induced by heavy advertisement, recommendation of the retailer or word of mouth.

 Distinguishing features of Indian FMCG BusinessFMCG companies sell their products directly to consumers. Major features that distinguish this sector from the others include the following: -   1. Design and Manufacturing 1. Low Capital Intensity - Most product categories in FMCG require relatively minor investment in plan and machinery and other fixed assets. Also, the business has low working capital intensity as bulk of sales from manufacturing take place on a cash basis. 2. Technology - Basic technology for manufacturing is easily available. Also, technology for most products has been fairly stable. Modifications and improvements rarely change the basic process. 3. Third-party Manufacturing - Manufacturing of products by third party vendors is

quite common. Benefits associated with third party manufacturing include (1)

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flexibility in production and inventory planning; (2) flexibility in controlling labor costs; and (3) logistics - sometimes its essential to get certain products manufactured near the market.

2. Marketing and Distribution Marketing function is sacrosanct in case of FMCG companies. Major features of the marketing function include the following: - 

1. High Initial Launch Cost - New products require a large front-ended investment in product development, market research, test marketing and launch. Creating awareness and develop franchise for a new brand requires enormous initial expenditure on launch advertisements, free samples and product promotions. Launch costs are as high as 50-100% of revenue in the first year. For established brands, advertisement expenditure varies from 5 - 12% depending on the categories.

 2. Limited Mass Media Options - The challenge associated with the launch and/or

brand-building initiatives is that few no mass media options. TV reaches 67% of urban consumers and 35% of rural consumers. Alternatives like wall paintings, theatres, video vehicles, special packaging and consumer promotions become an expensive but required activity associated with a successful FMCG.

 3. Huge Distribution Network - India is home to six million retail outlets, including

2 million in 5,160 towns and four million in 627,000 villages. Super markets virtually do not exist in India. This makes logistics particularly for new players extremely difficult. It also makes new product launches difficult since retailers are reluctant to allocate resources and time to slow moving products. Critical factors for success are the ability to build, develop, and maintain a robust distribution network.

3. Competition Significant Presence of Unorganized Sector - Factors that enable small, unorganized players with local presence to flourish include the following:

1. Basic technology for most products is fairly simple and easily available.2. The small-scale sector in India enjoys exemption/ lower rates of excise duty,

sales tax etc. This makes them more price competitive vis-à-vis the organized sector.

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3. A highly scattered market and poor transport infrastructure limits the ability of MNCs and national players to reach out to remote rural areas and small towns.

4. Low brand awareness enables local players to market their spurious look-alike brands.

5. Lower overheads due to limited geography, family management, focused product lines and minimal expenditure on marketing.

 A general assessment of this would lead to the conclusion that FMCG is not a Structurally Attractive Industry to Enter.Entry barriers are high due the nightmare logistics associated with distributing a FMCG and the limited mass media options available to build a brand. Likewise, the intensity of competition from branded and unbranded goods and the power of retailers make the FMCG a structurally unattractive industry in which to enter and difficult industry in which to remain a competitive player. Blue-print for the FutureTo offer a blue-print for an industry which is one of the most dynamic and demanding is like scheduling events in my life for the days to come. One thing in common between this two would always be the risk of uncertainty involved is very high.Any draft on these topics would certainly always involve issues like distributions, channel-conflict, optimizing operations (supply chain) and if not the last, rural marketing.

This blueprint will delve 4 basic concepts and why it could be of major reckoning in the future. These are: -

1. Excellence in operations - through Value Chain De-Verticalisation2. Rural marketing3. Distributions4. Brand managers to Business managers

 1. Excellence in operations - Value Chain De-Verticalization Excellence in Operations remains an illusion for most FMCG companies. This will be remaining as long as they stay confined within the organizational structures and mindsets associated with today's vertically integrated business model. According to a McKinsey report based on problems and opportunities relating to operational excellence, the study comes out with the following findings: - 

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1. Operations issues get neglected from top-management two main business processes of customer management and consumer management. It suggests that Operations issues get a lot less than 20% of the Executive Committee's agenda time. To compound the problem, only around 10% of top executives in FMCG companies have direct personal experience in Operations. It is hardly surprising; therefore, that the commitment to drive radical change may not be as strong in Operations as it is in the other two business processes.

 2. Organization structure of many MNC's makes it's tough to optimize decision-

making or to spread best practices across units or countries. Around 10% of FMCG companies have a global Operations director with full responsibility for both operational improvement and strategic resource allocation.

3. Most of the top quartile talent is siphoned for handling marketing or finance functions.

Operations functions are short of management talent. High potential generalists often find FMCG Operations too internally focused and too technical. At the other end of the scale, senior Operations experts are often attracted to other industries - such as electronics, automotive or engineering - where Operations is both more highly regarded and more highly rewarded.

These problems are not new. What is new is that a potential solution - the combination of organizational separation and value chain de-verticalisation.

De-verticalisation

Multinational FMCG companies that are able to achieve organizational separation - and functionally organized national companies -

This effectively means outsourcing your supply chain activities to a third party. Typically this will involve selling the existing Operations assets and activities, including procurement, manufacturing, primary distribution, and process R&D, to a financial buyer, a third party manufacturer or a joint venture with other FMCG companies. In essence, this leaves an 'asset light' FMCG company and an 'asset heavy' supply company.

How will it create value?

From the perspective of the FMCG Company, the supply company of its will now be in a position to address the above-mentioned operational issues. A strongly

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incentivised management team often directly accountable to the capital markets - will be better able to attract and motivate talented operations managers, focus 100% of its attention on Operations issues and build operational skills. And operational excellence will translate directly into bottom-line impact.

Thus de-verticalisation allows the management of the FMCG company to focus entirely on customer and consumer management - the main engines of growth - while sharing in progressive Operations cost improvements through either an equity stake or 'open book' supply contracts. From the financial perspective this would also help the FMCG Company get a quantum leap in return on capital employed.

2. Rural marketing

Rural marketing has become the latest marketing mantra of most FMCG majors. True, rural India is vast with unlimited opportunities. All waiting to be tapped by FMCGs. Not surprising that the Indian FMCG sector is busy putting in place a parallel rural marketing strategy. Among the FMCG majors, Hindustan Lever, Marico Industries, Colgate-Palmolive and Britannia Industries are only a few of the FMCG majors who have been gung-ho about rural marketing.

70% of the nation's population that means rural India can bring in the much-needed volumes and help FMCG companies to log in volume-driven growth. That should be music to FMCGs who have already hit saturation points in urban India.

Not just rural population is numerically large, it is growing richer by the day.

Food grain production touched 200 million tons during fiscal 1999 against 176 million tons logged during fiscal 1991. Not just improved crop yields; tax-exemption on rural income too has been responsible for this enhanced rural purchasing power.

Consider this statistics from a National Council of Applied Research (NCAER) survey: lower income group is expected to shrink from over 60 percent (1996) to 20 per cent by 2007 and the higher income group is expected to rise by more than 100 per cent.

Value-volume trade-offRural marketing could open the doors of paradise, but the path is paved with thorns. One major limitation here is this: most FMCG players just do not have the critical size for going all out for rural marketing. That is why most FMCG players

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are expected to concentrate both on rural and urban marketing: focus on urban markets for value and focus on rural markets for volumes. One result-oriented marketing strategy here is this: offer value-additions to existing lines to lure the urban consumer and alongside offer the rural consumer wide-ranging choices within a single product category in a bid to generate high volumes.

3. Distribution

One of the age-old problems that FMCG has been facing not only in India but globally is that of distribution. Integrating operations with your distributors and channel partners is a Herculean task. Few ways to reduce pain involved in this link:-

Reducing supply chain costs by reducing intermediaries - Organised retail chains have set up systems for inventory management and quick servicing, thereby offering the opportunity for a company/supplier to reduce distribution cost by reducing intermediaries such as wholesalers/distributors and supplying directly to the warehouse of retail chain.

Increasing sales by driving channel width - The relative share of grocers to FMCG sales has dropped from over 50% in the early 90's to 35% in the late 90's. On the other hand the contribution of chemist outlets and paan outlets has been increasing. This has been a result of both SKU's (sachets) and hardware (mini dispensers) being specifically designed to facilitate entry to these outlets and increase consumer interface.

4. Brand Managers to Business Managers

Tough market situations and a more aware and savvier demanding consumer have necessitated that yesterday's Brand Managers be transformed into Business Managers who understand consumers and can innovate and be flexible to move with the consumer.

Gone are the days when brands could be made to gallop with a big budget media plan, a generous dose of below-the-line and above-the-line activities and constant promotions and schemes in the market. Consumers who have become demanding yet inscrutable in terms of attitudes, outlook, moods and behaviour have rendered conventional Brand Management tools obsolete.

This makes it all the more important for Brand Managers to develop strong consumer insights and constantly innovate. This requires immersing oneself in the

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consumer's life space and understanding her to open up new opportunities. These opportunities are hidden in seemingly insignificant behavioural patterns, which open up wide new opportunities for the brand.

Developing strong consumer insight basically requires one to

a) Align oneself to the challenge, in terms of correctly identifying the key issues and objectives.

b) Leverage all that one knows and understands from available sources.

c) Immerse oneself in the consumer's life space.

d) Connect this insight to a usable platform/ idea.

e) Executing it in a format that solves the challenge he started with.

The above four are by no means an exhaustive list of new and radical approaches which organization are re-inventing or discovering. Its no denying that the FMCG space will be for time to come, remain a glamorous sector, but also be testimony to new innovations and excellence through-out the value-chain.A spate of new product launches, new schemes, brand extensions and new marketing initiatives across companies indicate that only the fittest ideas survive "Only the Paranoid Survive ", the famous line by Andy Grove seems relevant to this space.

About In-store Execution

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It is sometimes said that success is the result of a good plan well executed. For a retailer, plans are mostly formulated at corporate headquarter and executed in their stores. Corporate planning functions include choosing the assortment of products to carry in each store at each point in time, setting store inventory levels and product prices, setting staffing levels, determining how many stores to have and where they are located and creating the physical design of stores and planograms that specify the location of all products within each store.

Successful store execution involves selling profitably and satisfying customers, while keeping store associates motivated to accomplish the first two objectives. However, Retailer’s in-store execution efforts and investments have traditionally been piece meal and disorganized. While there are several tools and enablers available, the key to ensure execution excellence is to take a holistic approach.

Building Blocks of in store execution: -Good in store execution relies on how well corporate strategies are executed by employees to sell profitably and to be motivated to provide high level of customer satisfaction. In other words, store execution can be improved through more efficient store, back office and supplier collaboration process leading to enhanced customer shopping experience.

Selling profitably depends on: - Products being in stock/on the shelf Knowledge store associates who can help customer pick the right product Point-of-sale (POS) system with the right pricing/promotion information

Customer Satisfaction can be ensured by: - Providing products that meet customer’s needs and wants Fast checkouts Stores associates being at the right place at the right time

Sales associates can be motivated by: -

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Providing the right tools and job training Empowering them to make decisions Providing them some control over their work through flexibility working

hours, schedules and appropriate benefits.

Figure: - 3

Tools/Enablers for store execution excellence

Please refer – http://www.infosys.com/offerings/industries/retail/white-papers/documents/successful-store-

execution.pdf

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Modern Trade: -

Modern trade, the characteristic of which is having everything under one roof and with a great array of products displayed in an uncluttered fashion where the touch and feel factor prevails, is providing an environment to access products driven by convenience and fashion.

Modern format retail is witnessing phenomenal growth, driven by the impact of increasing urbanization, the new well-travelled, knowledgeable Indian consumer and a youth-driven culture. In its official estimate for the current fiscal ending in March, the government said that the economy, Asia's fourth-largest, was expected to grow at 9.2 per cent.

India once again topped the world in the ACNielsen Consumer Confidence Index for the third time in a row since the index was established in early 2005, with the highest score of 131 in the last leg of the survey, conducted in November 2006.

Strong economic growth has brought with it new sets of Indian consumers. The booming young adult population with unprecedented levels of disposable income is more conscious of the latest trends and fashion. Enhanced media penetration and greater connectivity also are making consumers more knowledgeable and discerning. All these factors are rapidly changing the needs and aspirations of consumers. Schedules are also getting tighter, with the time for professional commitments and regular chores getting limited. Hence, the “convenience” factor has a major influence on purchase decisions.

At the current size of US$ 18 billion (Rs. 86,000 crores), modern retail is 5% of overall retail. However, with anticipated US$ 30 billion (Rs. 144,000 crores) in fresh investments over the next five to seven years, modern retail will show an impressive current annual growth rate of more than 30%. It is projected to grow to US$ 73 billion (Rs. 350,000 crores) by 2013 and US$ 170 billion (816,000 crores) by 2018.

Please refer - The Marketing Whitebook 2010-2011.

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Modern Trade in India: -

Modern Trade is an old saga in India with about 7.8 million retail stores, but most of those are traditional ones, which only recently started making way for hypermarkets, supermarkets and specialty stores. Modern trade in India is witnessing tremendous growth, especially in Tier I cities.

It accounts for 4 per cent of urban FMCG sales but for the top 15 metros it is about 9.7 per cent of the total FMCG sales. For South Indian metros it touches about 16 per cent, because modern trade started there a little earlier. There are more than 3,430 modern trade stores in India now.

Impact on FMCG: -

Looking at the kind of consumer patronage a modern trade format store has in terms of an urban population growing rich, there are a few segments in the FMCG range of products that have experienced good growth from the modern trade format. In the food segment, processed food products (23 per cent), impulse food products (32 per cent) and packaged grocery (38 per cent) are the segments that have witnessed immense growth from urban Indian modern stores.

Similarly, in the home and personal care segments it is household cleaning products (38.1 per cent), fabric care (23 per cent) and categories related to grooming, viz. hair care (28.3 per cent), fragrances (26 per cent) and skin/body care (23 per cent) that have recorded considerable growth from urban modern format stores.

An increasing number of working women and nuclear families are some reasons behind the growth in the food categories. Packaged grocery is a very convenient product for people who are busy and hence we see it doing so well. Again the young adult population of India is ambitious and hard-working, and has the money to spend on lifestyle. They are brand-conscious and aware of what their counterparts in the West are wearing and buying.

No wonder products related to grooming like like skin care, hair care, and fragrances, or, for that matter, products like household cleaners are witnessing growth. These consumers represent the target for manufacturers and retailers, who want to capture a share of the booming consumer markets in India. Manufacturers, on their part, are investing aggressively to capture the minds of today's and tomorrow's generations.

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With more modern format stores setting up shop in the country we are also witnessing an expansion in these segments in terms of availability of innovative packaging sizes, product innovation and overall ranges.

Modern trade and food as a category: Food accounts for about 48 per cent of FMCG sales in the country and for modern trade the number is even higher, at 51.3 per cent. Like other Asia-Pacific markets, in India too, among the processed food segments, the breakfast cereals category is exhibiting a stupendous 40 per cent growth rate. Other growing categories are biscuits (26 per cent), vermicelli & noodles (28 per cent), beverages (24 per cent) and ketchup and sauce (29 per cent).

Indians have an old fascination for home-cooked food, especially when it comes to lunch and dinner. With the changed lifestyle, the trend is changing and people have started showing interest in ready-to-cook foods. However, even today a majority of these consumers are willing to restrict the experiment to packaged foods and accompaniments meant for breakfast and snack time.

Chocolates (28 per cent) and namkeens (37 per cent) are two major categories of impulse food products showing good growth, along with packaged rice (92 per cent) in the packaged grocery segment.

Modern trade and home and personal care products (H&PC): As far as H&PC is concerned, from modern trade it has witnessed a growth rate of about 23 per cent, which is at par with the overall growth. Modern trade brings with it a great shopping experience, with good product displays, making selection far easier.

Under household cleaners it is floor cleaners (88 per cent) and toilet cleaners (37 per cent) that are growing well; in hair care, it is hair conditioners (43 per cent) and hair oil (35 per cent), and for the skin care segment, it is skin creams (35 per cent) that are driving the H&PC sales in modern stores.

With the overall economy doing well and basic necessities mostly taken care of, people are now more keen to look and feel good and are ready to devote time and money on that. Unlike in the past, when there was one product used for all household cleaning, people now are willing to experiment with specific products meant for cleaning glasses, utensils, floors, etc.

Please refer - http://www.rediff.com/money/2007/mar/26retail.htm

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Increasing FMCG Share in Modern Retail: -

What is of more interest to FMCG marketers, however, is to understand what percentage of total FMCG sales are expect to come from modern as opposed to traditional retail. As per Techopak estimates the penetration of FMCG in organized retail will consistently grow from current 6% to 15% by 2013 and further increase to 25% by 2018.

The value of total sales would increase in both traditional and modern sales, due to growing affluence of consumer and an increasing shift towards packaged and branded goods. However, around 1/4th of the FMCG size would be corralled by modern retail.

This represent a very significant influence of modern retail over the FMCG sector, particularly if one keeps in mind that the bulk of modern retail would be in urban areas where they could control a much larger percentage of FMCG sales. But this is no way undermines the potential of traditional formats simply because the larger share is still estimated to be retained by traditional formats; at least in the next few years apart from the sheer industry size which would be much larger translating into larger shares for both traditional and modern retail.

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94%

6%

Share

Traditional Trade

Modern Retail

75%

25%

Share

Traditional Trade

Modern Retail

85%

15%

Share

Traditional TradeModern Retail

Figure: - 4

Source: 2009 FICCI-Technopak Report on FMCG Sector.

Please refer - The Marketing Whitebook 2010-2011.

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2013

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FMCG in store execution: -

FMCG companies find it easier to manage sales at the point-of-purchase because of effective inventory management systems that characterize the modern format. “It is easier for a company to introduce a new product through a large retail chain having national presence. It can give the initial visibility support that can translate into sales”

In a fragmented retail environment as in India, it is important for FMCG companies to focus on point-of-purchase and get consumer insights to evolve a retail approach. “Modern retail format allows that space for on-ground or in-store promotion and other initiatives, which help in consumer connect. Further, it allows the company to collect consumer insights and data to measure its success”.

“It is easier to push premium products through modern retail as against the regular kirana store,”

Please refer - http://www.business-standard.com/india/news/fmcg-firms-pull-out-allstops-to-woo-modern-trade/340236/

HUL in Modern trade in-store execution

FMCG major Hindustan Unilever Limited (HUL) set up a joint venture with Smollan Holdings of South Africa to build long-term capabilities and bring 'in-store' execution focus for servicing modern trade customers.

The joint venture Hindustan Field Services Private Limited (HFS) will work exclusively on behalf of HUL in modern trade channel only. The operations will begin with the existing modern trade in-store execution team of HUL moving into HFS, it added.

"Modern trade in India is growing and evolving very rapidly and our strategy for winning in this growing retail market is to win at point-of-purchase with our shoppers and by delivering best-in-class service to our modern trade customers,"

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The JV will bring in world class execution excellence in the market and build the right capabilities to deliver the company's marketing strategy in modern trade, he added.Smollan Holdings is one of the leading 'in-store execution and field services' companies internationally. It has leading edge capabilities in servicing modern trade, focused on shelf filling, logistics for merchandising materials and in-store execution.Please refer - http://www.indiareport.com/India-usa-uk-news/latest-news/37648/Business/4/20/4

The company conducted a customer preference study as part of its strategy to strengthen sales in the organized retail channel and is enhancing its customer-centric capabilities such as supply chain management, in-store execution, category expertise, and joint business planning. Modern trade also allows more space and provides an established route to launch new products. The company undertook consumer awareness initiatives for on-ground activation of the brand leading to better visibility and sales.

Analysts tracking the sector say that HUL’s focus on foods has been mainly on Knorr and Kissan. “HUL has not focused much on Annapurna. It remains a small brand in the company’s portfolio,” says Anand Shah of Angel Broking. Apart from Annapurna, other foods brands that have not worked out for HUL are Max confectionery, Modern biscuits and malted beverage Amaze.

In the fourth quarter of FY2010, HUL’s foods business grew 17.9%, driven mainly by volumes. During this quarter, the company sharpened focus on the mass brands with Brooke Bond Sehatmand and rolled out Knorr Soupy Noodles.

Please refer - http://economictimes.indiatimes.com/news/news-by-industry/cons-products/fmcg/HUL-may-relaunch-Annapurna-brand-with-new-packaging/articleshow/6112268.cms

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Competitors

Major Players of Ready to Cook: -

Players Quantity Price Offers Promotion in-store

Knorr (HUL) 51 gram 35 Rs. Buy 1 Get 1 container

Every day

Kitchens of india (ITC)

100 gram 35 Rs. Buy 1 packet get 1 packet

Only Saturday and Sunday

Parampara 80 gram50 gram30 gram

35 Rs.25 Rs.25 Rs.

No offer No

Rasoi Magic 50 gram70 gram Pav Bhaji50 gram

30 Rs.30 Rs.35 Rs.

No offer No

Mothers Recipe 100 gram80 gram chicken variants

35 Rs.38 Rs.

No offer No

Ching’s 62 gram51 gram52 gram

36 Rs.36 Rs.36 Rs.

No offer No

Suhana 50 gram 35 Rs. No offer In small stores

Interpretations & Analysis: -

I observed that other Brands in Ready to Cook have many variants in comparison Knorr Brand, and other brands stocks are also available in stores, Suhana is also doing promotions from 4 PM to 8 PM in NMT/small stores, ITC is doing promotions with the help of two promoters on Saturday and Sunday and within sometimes ITC is going to keep permanent promoters in stores.

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Major Players of Noodles: -

Players Quantity in grams

Price Offer In store Promotions

Knorr Soupy Noodles(HUL)

60 gram360 gram

10 Rs and 15

Rs

Buy 2 packets & get sketch (4)pen packet

Everyday

Maggie (Nestle) 90 gram 10 Rs Buy 1 Big packet & get 1 small packet

Not Fix

Top Ramen 80 gram160 gram320 gram

9 Rs18 Rs35 Rs

No No

Tasty Treat 180 gram200 gram

20 Rs26 Rs

No No

Smith & Jones 300 gram 48 Rs No Not FixChings 75 gram

300 gram15 Rs59 Rs

No No

Horlicks Foodle 80 gram380 gram

15 Rs39 Rs

Buy 1 big packet & get 1 small packet

Not Fix

Interpretation: -

I observed that customers use to compare quantity and price of Maggie and Soupy Noodles, where Maggie is providing 90 grams in 10 Rs. and Soupy Noodles is providing 60 grams in 10 Rs and 15 Rs .and we know that Maggie is the market leader in Noodles category, so HUL should continue Soupy Noodles promotions for one more month, and other brands have different size packets in store, so HUL should launch big size packets of Soupy Noodles.

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Chapter 3: Methodology & Data Analysis

Methodology

Research Design: - Exploratory Research

The Research work is exploratory in nature as it is intended to gather preliminary data to shed light on the real nature of the problem & suggest possible recommendations. The exploratory methodology can be conducted using both qualitative and quantitative techniques but mostly qualitative techniques are used

Research Instrument: - “Observation”

An observation is a research technique used to gather information from a sample of respondent by employing a questionnaire; normally surveys are carried out to obtain primary data.

Research Periods: - 8 Weeks

Data Collection: -Primary data: Observation SurveySecondary data: Websites, Books & Newspapers

Area: -Mumbai (Western Line, Central Line, Harbour Line & South Mumbai), Thane (Navi Mumbai, Kalyan, Bhayander, Vasai & Ambarnath)

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Data Analysis

Footfalls Number of Stores400 To 700 21701 To 1000 11Above 1001 21

21

11

21Footfalls of Customers

400 to 700701 to 1000Above 1001

Figure: - 5

Interpretation: -

HUL have selected 53 stores in Mumbai including South Mumbai, Harbur line, central line, Navi Mumbai, Thane & Kalyan district where I have segmented every stores according to number of footfalls.

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Brands Knorr Rasoi Magic Kitchen’s of India Mother’s Recipe

Parampara

%age 25% 20% 24% 21% 10%

25%

20%

24%

21%

10%

KnorrRasoi MagicKitchen's of IndiaMother's RecipeParampara

Figure: - 6

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Brands Maggie Soupy Noodles

Top Ramen

Ching’s Smith & Jones

Tasty Treat

Percentage 58% 11% 10% 9% 7% 5%

58%

11%

10%

9%

7%

5%

Sales

MaggieSoupy NoodlesTop RamenChingsSmith & JonesTasty Treat

Figure: - 7

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Stock Availability Percentage

Available 55

Unavailable 45

55%

45%

Stock Availability

AvailableNot Available

Interpretation:

The researcher went to 53 modern retail stores and many times in same stores, but he observe that 55% out of total visit, stocks were not available and 45% of total visit stocks were available, by which in-store promoter were not able to approach customers and customers were not having large number of choice to purchase the product.

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Time Period Contacts

Before Internship 24

After Internship 52

Before Internship

After Internship

0 10 20 30 40 50 60

24

52

Contacts

Contacts

Interpretation: -

Earlier promoter was approaching only an average number of 24 customers per day, but after internship, now they are approaching 52 customers per day which means there is a 116% growth in approaching customers. This is the main efforts of trainee, he have given during his internship.

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Time Period Conversions

Before Internship 10

After Internship 28

Before In-ternship

After Internship

0 5 10 15 20 25 30 35 40 45 50

10

28

Conversions

Conversions

Interpretation: -

Earlier promoters were able to convince only 10 out of 28 customers, which mean her efficiency was 36%. But after internship now they are able to convince 28 out of 52 customers, which mean her efficiency becomes 54%. If we analyze from only conversions point of view then it has been improved by 180%. This is also the main efforts of trainee, he have given during his internship.

Chapter 4: Conclusion

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Conclusion: -

It is concluded, that “Success is the result of a good plan well executed”. For a retailer, plans are mostly formulated at corporate headquarter and executed in their stores. Hindustan Field Services Pvt. Ltd. is doing very well in execution, but the only things lacks is delivering stocks in store which should be improved as soon as possible.

The strategy of influencing the mindset of consumers and persuading them at the Point-of-Purchase in modern trade will be helpful for effective activation and improving the sales.

Observations & General Findings: -

Stocks are not available in more than half of the total stores. Promoters say that we are not able to hit target just because of unavailability

of stocks. Competitors stocks are available in store. Horlicks Foodle is doing very aggressive promotion in store. Parampara and Kitchens of India Brands have many variants on Ready to

Cook in compare to Knorr brand, so customers have many choices to purchase any variant.

Generally customers compare quantity and price of Maggie and Soupy Noodles, where Maggie is providing 90 grams in 10 Rs. and Soupy Noodles is providing 60 grams in 10 Rs and 15 Rs.

Brands Qty Price

Soupy Noodles 60 grams 10 & 15 Rs.

Maggie 90 gram 10 Rs.

Suggestions

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Suggestions to HUL for offers: -

Offer for Ready to Cook: -

Buy one RTC get One Soup free: - HUL should position this offer in the minds of customer by this tagline “Pehle Soup Phir Pet Puja”, because generally we are consuming soup before lunch and dinner, so this positioning will definitely help to improve the sales of not only Knorr Ready To Cook but Knorr Soup also.

Advantages of this offer are follows: -

a. Helpful in defeating other brands offer, specially ITC offer “Buy 1 get 1”.

b. Helpful in promoting both the products “ready to cook and soups”.

c. Helpful to sell ready to cook products to those customers who purchasing Knorr soup and vice-versa.

d. This offer will definitely improve the sales from above advantages.

Offer for Soupy Noodles: -

“Buy two Soupy noodles get one Wrist Band free”: - As per my experience, I observed that customers don’t like this offer, they said that this small sketch pens will not work too much. Generally children’s like to wear wrist band on their hands. Knorr should have written on Wrist band. Wrist band should be like this: -

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This offer will definitely attract children’s to consume soupy noodle, and the brand name Knorr written in wrist band will be unforgettable for every children.

Opportunities: - Under Knorr brand HUL may also enter on chutanies like

ginger and garlic pastes. HUL may also increase their variants in ready to cook, specially

on non vegetarian variant, as knorr have only one non vegetarian variant i.e. Punjabi Chicken Kurry

HUL also have an opportunity to launch jain variant on Ready to Cook and Soupy Noodle.

In future HUL have an opportunity to launch a normal noodle without soup, as many customers have said that our children’s don’t prefer soup with noodles.

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HUL should launch big size packets of Soupy Noodles in market.

Opportunities to launch atta, hakka and non vegetarian noodles under knorr..

Opportunity of selling soupy noodles in Kirana Stores, not on only metro cities but other cities and districts also.

Distributions: -

HUL should deliver stocks at right time in every stores, for minimizing the problems of delivery and to make it possible following parameters are suggested: -a. Data of “openings and sale” which is collected by supervisors

should be sent every day to distributors.b. Distributor should study that data and if there is shortage in

stocks in any store then HUL should call to M-TAS or merchandiser of that store for confirmation, because sometimes stocks are available in warehouse and promoters are not well informed about stocks.

c. HUL should study the average sales per day in every store, which will be helpful in fixing delivering dates.

d. Especially stocks should be available on Saturday, Sunday and Wednesday in every store, because generally customer footwalls are high on these days.

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Promotions: -

HUL should use Drop down and posters in stores, as many competitors like Chings, Smith & Jones and Horlicks are using other promotional tools.

HUL should also use Pole for pylon promotions in some stores like Hypercity, Spencers and some other big stores.

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HUL should also use floor stickers for promotions in stores.

HUL should use some stickers to stick in shelves.

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Plan for Promotion of Soupy Noodles

Every company is thinking that mummy is the only decision maker for purchasing products for children’s but in this era, if any children don’t like that product or if a children is not ready to eat because of interest and taste then mummy will not purchase that brand again, and if any child is asking for something from mummy then mummy will definitely purchase if product is of good brand.

Every company are interested on giving TVC on television channels and promoting their brands in store, but this plan is a Blue Ocean plan, where any company has never thought about promoting their products in school. Now we will discuss how HUL should promote Soupy Noodles in schools: -

Conducting activities in school, where children's will be able to participate.

Presenting the product in class or auditorium on animated cartoon videos, if they allow.

Giving demo to students in canteen with attractive offers, like wrist band, Balloons, attractive scales, etc.

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Generally children’s are getting excited from these kinds of activities and they will definitely tell to mummy and their friends. This promotion will help us to approach more number of target group at a time and it will also helpful to aware more number of people.

I know it is very difficult to do promotion in schools but with the help of healthy campaign we can definitely do this promotion.HUL should position soupy noodle as a very healthy noodle in the minds of every child and family as well.

Benefits of this Promotion: - It’s a blue ocean space. Very easy to influence Childs mindset. Best way to approach maximum number of our Target Group i.e. Children's. Children’s will get excited. Word of Mouth (WOM) will take place. Children’s will ask mummy to purchase.

Not only this much, what I want is “To bring soupy noodles in the menu of every canteen in schools”.

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Suggestions to HFS

For Promoters: -

Hindustan field Services Pvt. Ltd. Should allow the working time from 12 PM to 9 PM to those promoters who are ready to work, because many promoters are married and this working time is not comfortable for them as they have to prepare Tiffin for their child and they also have to leave child at schools, and after doing these all duties they are getting late to reach in store. This time is beneficial for execution because if we compare the customer footwalls from 11 AM to 12 PM and 8 PM to 9 PM, then 8 PM to 9 PM time is much better.

Hindustan field Services Pvt. Ltd should make it compulsion that every promoters and floaters are supposed to carry product and promotional offer on their hand in store, and if any promoter found with empty hands by field manager without any valid reason then field manager should make a note on promoters book that this promoter is not carrying product on her hand. This compulsion will definitely create a fear in the mind of promoters and they will give their best in promotion and finally efficiency of promoters will get improved.

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For Supervisors: -

Before entering in store, every supervisor should check the time from customer service desk when promoter entered in store, supervisor should also confirm the timings from merchandiser, floor head and from other staff members, because many times promoters are making wrong entries on customer service desk.

Before collecting data from promoter, supervisor should observe promoter for 10 to 15 minutes that whether she is approaching to customers or not.

Hindustan Field Services Pvt. Ltd. Should provide little book to every supervisors rather than touch screen cell phone, because it is very difficult for supervisors to do entries in cell phone and many times software creates problem in making entries, and on the other hand sending collected data from cybercafé is also very expensive for HFS. Comparison of little book and cell phone: -

1. If we compare little book with cell phone by price than, price of little book is around 15000 Rs. And price of cell phone is around 10000 Rs. this does not have too much difference.

2. Daily Expenses on sending mail is minimum 30Rs it means monthly expense is 900 Rs. But if we provide little book with

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normal internet connection than monthly charges will be only 400 Rs. which is very reasonable.

3. Supervisors are using cybercafé for one and a half hour, but actually they are just working on excel sheets, it means that they need laptop to work they don’t need internet connection for 1 and a half hour, they need internet connection for just 5 minutes to send a mail.

4. By little book supervisor will be able to send any kind of reports and they will also be able to stay in touch.

5. They don’t have to wait on cybercafé if we provide lithe books to them, This will definitely save time of supervisors and then Hindustan Field Services Pvt. Ltd. May ask them to visit 5 stores per day.

6. Problems of software will be minimized.7. Convenient for every supervisor to work at home.8. They will not be dependent on cybercafé.

Even I asked to supervisors about little books, they said that we will be very happy and every problem can be minimized and it will be very convenient for us to do all entries at home.

But Hindustan field services Pvt. Ltd. Should ensure that they are using internet connection for right purpose at right time.

So from the above advantages of little book it is suggested that HFS should provide little book in place of cell phones.

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Chapter 5: Bibliography

Reference Books

1. Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha; “Marketing Management”, 13th ed.(Pearson Education, 2009); Pg: 509, 287.

2. The Marketing Whitebook 2010-2011.3. Execution, Larry Bossidy and Ram Charan.4. C.R Kothari; “Research Methodology”, 2nd ed. (New Age International

Publishers); Pg: 96.

Websites

5. www.hul.co.in 6. http://www.smollan.co.za/ 7. www.knowthis.com 8. http://www.coolavenues.com/mba-journal/marketing/challenges-indian-

fmcg-sector-designing-blueprint-future9. http://www.google.co.in/images?

hl=en&source=imghp&biw=1366&bih=597&q=promotions+in+store&gbv=2&aq=f&aqi=g10&aql=&oq=&gs_rfai =

10.http://knowledge.wharton.upenn.edu/papers/1336.pdf 11. http://www.rediff.com/money/2007/mar/26retail.htm12.http://websitespromotiondirectory.com/ 13. http://support.eznettools.net/Promotion/14.www.articlebase.com 15.www.management-hub.com

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Newspapers

16.http://www.business-standard.com/india/news/fmcgmodern-stores/278759/ 17.http://www.business-standard.com/india/news/fmcg-firms-pull-out-allstops-

to-woo-modern-trade/340236/18.http://www.business.com/directory/advertising_and_marketing/sales/

sales_promotions/in-store_promotions/19.http://newsweaver.ie/alternatives2/e_article000120781.cfm 20.http://economictimes.indiatimes.com/news/news-by-industry/cons-

products/fmcg/HUL-may-relaunch-Annapurna-brand-with-new-packaging/articleshow/6112268.cms

Stores Visited

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S.No. Name Of Outlet Address Supervisor

1Big Bazaar R-City mall, Ghatkopar(W) Prashant

2

Food BazaarGround Floor, K-Star Mall, Near, Diamond Garden, Chembur

Prashant

3

METRO Cash & Carry Ground Floor, Magnet Mall Bhandup (west), Near Mangatram Petrol Pump

Prashant

4More for U Chandivali, Powai Near Raheja Vihar Prashant

5

Food BazaarSector-19DPalm Beach Road, City centre, Vashi

Prashant

6

Food BazaarNEAR UTSAV Chowk, Kharghar Hiranadani Complex, Kharghar

Prashant

7

Big Bazaar2nd Floor, RAGHULILA Mall, Near VASHI station

Prashant

8

More for UGround Floor, Little World Mall, Near Hiranandani bridge, Kharghar

Prashant

9

More for UShop No. 4 5 6 Platinum Park, Sector.14, Opposite Sadhu Vaswani School, Sanpada

Prashant

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10

More for UPlot No.56-58Yashwant Arcade, Sector.6, Near Bus Depot, KoparKhairane

Prashant

11

A.P.MANI & SONS VEGETABLES & FRUITS PVT LTD

Parekh Bldg, , Near Railway, Chembur (East)

Prashant

12

HAIKO SUPER MARKETHaiko Mall, Central Avenue, Hiranandani Garden, Pawai

Prashant

13

APNA BAZAR SEAWOODGround Floor, Millanium Park, SECTOR-25, Seawood, Vishnu Securities & Finance Pvt. Ltd.

Prashant

14

DAILY BAZAR (KHARGHAR)

SHOP NO.55, PLOT NO.184. sector 13, TIARA SHOPPING MALL KHARGHAR

Prashant

15

HypercityInorbit Mall, Near Vashi Station, Vashi

Prashant

16Food Bazaar

2nd Floor, R-MALL, Near Mulund Check naka, Mulund (W)

Suresh

17 More for U Jaykul Arcade, Dombivali (W) Suresh

18Patel Low Price

SHOP NO. 1,Karnik road, EVEREST Building, Kalyan (w)

Suresh

19Big Bazaar Netivali Metro Mall, kalyan (E) Suresh

20More for U Godbandhar road, Manpada Suresh

21

Star India BazaarWestern Express Highway, Korum Mall, Next to Cadbury Factory, Thane West

Suresh

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22Kalwa Super Market

Ground floor, Kalwa Naka, OLD BELAPUR ROAD, Kalwa (W)

Suresh

23Big Bazaar

Kapur Bawdi, magiwada, Lake Mall Thane ( W)

Suresh

24Patel Low Price

SHOP NO. 6 Aman Talkies ROAD, Kailash complex, Ulhasnagar

Suresh

25APNA BHANDAR

Ground Floor, Vartak Nagar, Narmada Build, Thane W

Suresh

26GALA SUPER MKT

Thin College, Vijay Nagari annex, Vaghbil road, Thane (W)

Suresh

27JAINAM FOOD BAZAR (AMBE)

Shiv Road, Ambernath(East) Suresh

28

KALWA SUPER MKT PVT LTD (KHAREGAON)

Ground Floor, Gori Niwas, Kalwa, Kharegaon Naka

Suresh

29

KALWA SUPER MKT PVT LTD (SAMTA NAGAR)

G.K. Apartment, Samtanagar, Opposite, Raymonds, Thane (W)

Suresh

30

RAMKRISHNA BAZARSonata Commercial Complex Milap Nagar MIDC, Dombivali (E)

Suresh

31Hypercity

Near Kasarwadvali Police Station, Malad (West)

Suresh

32Apna Bazaar

Dhake Colony J.P. Road, Andheri (West)

Vilas

33SARVODAYA SUPER MARKET

356 Ranade Road Dadar(w) Vilas

34Food Bazaar

Lokandwala Andheri (w), Infinity Mall

Vilas

35Food Bazaar 3rd Floor, Milan Mall, Santacruz (W) Vilas

36Big Bazaar Near Oshiwara Depot Vilas

37Star India Bazaar

Link Road, Jivan nagar bus stop, Andheri (West)

Vilas

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38

Big Bazaar Phoenix Mall, Lower Parel (West) Vilas

39Big Bazaar

2nd floor, City Centre, Mumbai Central (West)

Vilas

40Food Bazaar Basement, Prime Mall, Irla, Vile parle Vilas

41

LOW PRICE GROCERIES "PRASHVA"

Near Seven Bungalows, Andheri (West)

Vilas

42

SHAH RATILAL RAMJI & CO

Chincholi signal, Near Sarvodayika College, Malad (West)

Vinod Solanki

43Spencer's Hyper Inorbit Mall, Malad (West) Vinod Solanki

44Food Bazaar

Evershine Mall, Near Chincholi Bandar Signal, Malad (West),

Vinod Solanki

45Big Bazaar Growells Mall, Kandiwali Vinod Solanki

46Food Bazaar Hub Mall, Goregaon (East) Vinod Solanki

47Big Bazaar Maxus mall, Bhyander (West) Vinod Solanki

48

Asmita Super Market (SVS)Asmita House, Naya nagar, Near HDFC Bank Miraroad

Vinod Solanki

49More for U

Shanti park, opposite to Punjab National bank, Mira road

Vinod Solanki

50Food Bazaar Opposite to Dindoshi Bus Depot Vinod Solanki

51Big Bazaar Near Malad Station, Malad (West) Vinod Solanki

52Star India Bazaar

Dahisar check naka, Thakur mall, Dahisar

Vinod Solanki

53 Food Bazaar Near Boisar Station, Boisar Vinod Solanki

Chetana’s

Page

58

Thank You

Chetana’s