UNDERSTANDING RURAL DISTRIBUTION A study about the sales and distribution network in rural India SALES AND DISTRIBUTION 4th October, 2009 Group BH Aseem Rastogi – 32235 Stuti Sinha – 32296 Aditi Uppal – 32301 Pratik Kamble – 32303 Sakshi Arora – 32304 Saurabh Ghosh - 32305 Understanding Rural Distribution 2009 TABLE OF CONTENTS EXECUTIVE SUMMARY 3 4 5 8 INTRODUCTION INTERVIEWS CONDUCTED VISIT TO KIRANA STORES PRODUCT AVAILABILITY AT KIRANA STORES 9 13 14 ROLE
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Cadbury 1 Introduction Cadbury Malaysia isn’t an anonymous name when it comes to chocolates and confectionary. In fact it is the world’s No.2 leading confectionary brand. In Malaysia, almost all of the households are aware of Cadbury and its delightful tagline, “Share the Happiness”. To further enrich and promote the brand , we came up with a new product with the name ‘Choco Pills’. 1.1 Objectives 1) To launch the product in the coming year in Kuala Lumpur, Johor Bahru and Kuala Lumpur. 2)
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CONSUMER BEHAVIOR TOWARDS THE NEW PACKAGING OF FMCG PRODUCTS Mitul Deliya Assistant Professor, S. K. College of Business Management, Hemchandracharya North Gujarat University, Patan Email: deliya.mitul@gmail.com ABSTRACT The importance of packaging design as a vehicle for communication and branding is growing in competitive markets for packaged FMCG products. This research utilized a focus group methodology to understand consumer behavior toward such products. The challenge for researchers is
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Leading Companies by Forbes magazine, ITC ranks third in pre-tax profit among India's private sector corporations.Only Indian FMCG company on Forbes Global 2000 ranking. * ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Branded Apparel, Packaged Foods & Confectionery, Greeting Cards and other FMCG products * ITC's diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored
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foundation of today’s Godrej Empire. One of India’s most trusted brand, Godrej enjoys the patronage and trust of around 500 million Indians every single day. Their customers mean the world to them. With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri-care, to name a few, their turnover crosses 3.3 billion dollars (as on 31st March, 2012). You think of Godrej as such an integral part of India – like the bhangara or the kurta – that
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in millions on any festival or on celebrations. Place or Distribution - The distribution of Mondelez is fantastic and widespread. It is present strongly in all urban areas as well as A,B and C category towns.. Cadbury follows the same mantra of FMCG
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HUL moves from Rural to Urban India FMCG is an industry not built on product innovation like pharmaceuticals or user experience like the Tech. Industry. This is an industry where your product has to gain shelf space at the grocer where most of the people in a community go to replenish their daily needs. The regular grocers and the provision stores (Mom & Pop variety) are already accounted for and do not have much potential left in terms of increasing the current customer base. India is still predominantly
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SWOT ANALYSIS * “SWOT is an acronym for the internal strength and weakness of a firm and the environmental opportunities and threats facing the firm. * SWOT analysis is a widely used technique through which managers create a quick overview of a company’s strategic situation. * The technique is based on the assumptions that an effective strategy derives from a sound “fit” between a firm’s internal resources (strengths and weakness) and its external situation (opportunities
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Marketing Project on ITC Ltd. Ciggarette Industry Submitted to: Dr. Kavita Pathak Submitted by : Ajitesh Kumar Soni(012) Anuj Tripathi(033) Ashish Kumar(042) Avi Shankar(052) Akash Yadav(017) Dheeraj Suri(060) Table of Contents Introduction 3 Cigarettes: 3 The Global Tobacco Market 3 ITC 4 MARKETING MIX 5 Product 5 Price 5 Promotion 5 Place 5 VISION AND MISSION (/www
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HOW I DID IT to incur losses and our ability to service the `1,750 crore debt in our books suffered. We defaulted and lenders began harassing us. Such was the condition that we had to curtail production due to lack of working capital. We sold Vishnu Cements, which we acquired along with Raasi Cements, hoping it would ease pressure. But that was not enough. We realised we were in a hole and opted for a corporate debt restructuring (CDR) scheme, which came into effect from January 2003. The CDR bought
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