Competitive Analysis of Purolife Wellness Private Limited in the Indian Salt Industry

A
PROJECT REPORT
ON
Competitive Analysis in reference to Puro Wellness
Private Limited
As Partial Requirement for the Degree
Of
Master of Business Administration
SUBMITTED BY
PANKAJ BHAYDIYA
SEMESTER IV
YEAR: 2017-2019
REG.NO: 17MB2105
SUBMITTED TO
Prof. Vinay Rao
MYSORE UNIVERSITY, BANGLORE, MSNASAGANGOTHRI
MYSORE: 560006
PREPARED BY NATIONAL SCHOOL OF BUSINESS

GUIDE CERTIFICATE
This is to certify that that the project work entitled “Competition analysis in reference
to Purolife Wellness Private Limited ” is submitted to Mysore University in partial
fulfilment of the requirements for the award of Degree of Master of Business
Administration in Marketing specialization is a record of the original work done by
PANKAJ BHAYDIYA
Registration No: - 17MB2105
Has worked under my supervision and guidance and that this project work has not formed
the basis for the award of any Degree/Diploma/Associate ship/Fellowship or similar title
to any candidate of any University.
(Seal)
Centre for Participatory and Online Programmers
Mysore University
Submitted for University Examination held on: _______________________________
Signature of the Guide
Prof. VINAY RAO
National School of Business
Signature of Director
Prof. MANISH KUMAR
SRIVASTAVA
National School of Business

DECLARATION
I, PANKAJ BHAYDIYA student of MASTER OF BUSINESS
ADMINISTRATION from NATIONAL SCHOOL OF BUSINESS,
BANGLORE (KARNATAKA), declared that the project work entitled
"COMPETITIVE ANALYSIS IN REFERENCE TO PURO WELLNESS
PRIVATE LIMITED" was carried by me the partial fulfilment of MASTER OF
BUSINESS ADMINISTRATION (MBA) programme under Mysore University.
The project was undertaken as a part of Academic Curriculum according to the
University Rules and Norms and it has no commercial interest and motive .it is
my original work. it is not submitted to any other organization for any other
purpose.
DATE: ___________
SIGNATURE:
PLACE: BANGLORE (KARNATAKA) PANKAJ BHAYDIYA

ACKNOWLEDGEMENT
It gives me immense pleasure to present the report entitled “Competition
analysis in reference to Puro Wellness Private Limited” in partial fulfilment of
the Masters Course Master of Business Administration (MBA).
I take this opportunity to place on record my grateful thanks and gratitude to all
those who gave me valuable advice for my study. My study could not have been
completed if I had not been able to get reference material from the company.
I would be failing my duty if I do not express my deep sense of gratitude to Prof
Vinay Rao without his guidance it would not have been possible for me to
complete this project work.
PLACE: BANGLORE, KARNATAKA
PANKAJ BHAYDIYA

TABLE OF CONTENT
Serial No. Particular Page No.
1 Executive Summary 1
2 Introduction 2
3 Literature Review 23
4 Data Analysis & Interpretation 52
5 Summary of Findings 73
6 Conclusion and
Recommendation
75
7 Bibliography 78
8 Annexure 79

FIGURES AND TABLES
Serial
No.
Particular Page No.
1 Figure 1: Salt Production state wise 8
2 Figure 2: Purolife Value Funnel 13
3 Figure 3: Purolife Powder Salt 13
4 Figure 4: Purolife Crystal Salt 14
5 Figure 5: Purolife Brand Ambassador 14
6 Figure 6: Steps for data validation 20
7 Figure 7: Components of Competition analysis 25
8 Figure 8: SWOT analysis Matrix 31
9 Figure 9: Porter Five Forces Analysis 33
10 Figure 10:Basis of attractive & unattractive Industry 34
11 Figure 11:Competitive Landscape 37
12 Figure 12: Competitive Profiling 38
13 Figure 13: Marketing Competitive Analysis 39
14 Figure 14: Competitive differentiation analysis 42
15 Figure 15: Imitability ladder 43
16 Figure 16: Value Proposition Analysis 43
17 Figure 17: Parameter of competitive advantage 49
18 Figure 18: Graphical Representation 52

1
EXECUTIVE SUMMARY
Purolife wellness Private Limited is one of the startup initiatives taken by the government
of India and prominently become India’s first clean label company. Purolife had started
their operation in Mumbai 2016. It’s been 4 years company has grown significantly and
expanded in Bangalore as well. This project report aims at identifying market potential as
well as a potential competitor, strengths, weaknesses and their strategies after considering
the risks and threats from the market.
Understanding market dynamics and competitors moves need to taken seriously and
forecasting of such information is immensely valuable for the company. It also includes
assumptions, goals, and capabilities of a company to compete in this business
environment.
The project report instituted by Purolife Wellness private limited aim to compete with
other salt brands which are already leading and have larger market share in terms of the
number of sales and revenue. The Executive summary gives you an overview of my
efforts in preparing competition analysis which includes various tools like such as
SWOT, Competitor Profile, Competitive Landscape, Porter Five Forces Analysis,
Competitive differentiation analysis, marketing competitive analysis, Imitability Ladder,
Value Proposition Analysis and various aspects competitive advantage, which can help a
company in building competitive advantage to stay ahead of your competitors.
It also includes a literature review that are taken from various sources i.e. Books, Internet,
and blogs. In this report, I’ve included a questionnaire survey conducted in reference to
Competition analysis and another one for brand awareness and adaptation of the Purolife
salt.
Purolife Wellness private limited is facing immense competition from major companies
which raised the opportunity for me to conduct competitor analysis. Through this
analysis, it’ll provide a better solution and various alternatives which can be used to
encounter the competitor’s strategy and formulate new strategies.

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INTRODUCTION
1.1 PROBLEM STATEMENT:
Salt was considered to be very precious in early civilization and has great value. In order
to facilitate trade, special trade routes and locations were created during that period in
ancient civilizations like Greeks, Egyptians, and Chinese. Consumption of Salt was
started for daily consumption and religious rituals in various parts of the world.
During the ancient period, the US started creating salt by boiling down brines which was
sourced from salt springs. Initially, it didn't commercialize at large scale then afterward
America became of the leading exporter of salt.
The extraction of salt initially was done through boiling sea water but it won’t be able to
purify the salt thus various private players jumped into the business and soon companies
established with various tools to extract salt from sea and its cleaning through various
chemicals like sodium chloride, Ammonium Dichloride Magnesium Sulphate, Sodium
Bicarbonate, and many others. The global production reaches 200 million tons per year
and increasing year by year. Salt industry is dominated by countries like China, the US,
India, Canada, and Germany.
Sea salt properties were discovered throughout the year. Researchers came to know that
excessive consumption of salt and the presence of the various chemicals in it proved to be
harmful to health. Meanwhile, new sources of salt were being discovered lake brine, sub-
soil brine, rock salt. In all these sources rock salt has natural properties that are beneficial
for human health in controlling metabolism, weigh loose, composition of minerals and so
on.
This raised the opportunity for the company to introduce rock salt in India which is
extracted from Himalayan rocks and handpicked. It leads to rock salt to be completely
free from chemicals and adhesive along with more than 80 minerals. By offering rock salt
Purolife becomes India's first green label company.
This report is based on the objective of the company towards expansion in different cities.
It is important to examine the dynamic environment before taking any decision therefore
through this report following aspects will be covered up:
 How many competitors are there in the market and their market share?
 What products and services they offer?
 Analyzing the strengths and weaknesses of competitors?
 Threats from the external environment?
 What competitive advantages my competitors have?
 Threats from substitute products?

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1.2 INDIAN SALT INDUSTRY IS GOING GLOBAL: AN OVERVIEW
India ranks third in the production of salt in the world next to the USA and China. The
Average annual production is about 20.31 million against the average annual world
production of 240-250 million. Worldwide about 25 million of salt are used for edible
purposes and rest is used for non-edible and industrial purposes.
1.2.1Salt Production Worldwide
Huge consumption
Worldwide salt production is currently 200 million tons and exceeding the mark rapidly.
The worldwide industries manufacture this huge quantity of salt not only for consumption
but for non-edible and industrial purposes as well.
Ways of extraction
Almost sixty percent of salt production in the whole world goes to industrial usage. Only
the remaining forty percent is used for miscellaneous purposes that major constitutes the
application in the form of food additives. When you talk about worldwide salt production,
it is mandatory to know the different ways that the salt is obtained all over the globe.
Prima facie, evaporation of seawater to obtain salts is the method carried out in the
majority parts of the Asian subcontinents. Especially in India and China, salt production
is done in these ways and they obtain almost 99.5 percentage of purity still. The salts
produced these ways are being washed again chemically to remove the impurities and
then it is shipped.
Different parts of the globe
There are still other forms of obtaining salts as well. Even in India and China, you could
find some of these different forms of extracting salt. One is through the mining process.
This is salt extraction from the salt beds underneath the earth. Such a sort of salts is then
allowed to be prepared in the laboratories to be modified to the form of fine granules as
we see the table salt.
Salts obtained in this way are in majority from the United States of America as well as
other European continents. Their purity levels are a big challenge though. They are not
competent to the great purity levels obtained as one gets from the salts of India and
China. 99.5 to 99.7 is the range of purity that could be obtained from these salts of the
west. Most of them find applications only in the industries.
It could be evident by now that almost all of those finely graded salts are just the western
brand names carrying eastern salt inside. Anyhow, there is one more variety of salt
obtained from the brine. This is called a solution mining process. This is almost one-third
of the total salt production methods in the world.

5
All those salts extracted from Australia and Mexico is essential for this kind of
manufacturing. The level of purity that is obtained is of the highest grade when you
compare with the other forms of salt extraction. The purity range varies somewhere in
between to the second decimals of 99.9. It depends from place to place from the set
standards of production process carried out.
Industrial applications
Sometimes it is also about the raw salt content which is obtained from a particular place.
There are certain traces of impurities at micro levels which are just integral parts of the
salt itself and it could not be removed even after so many sophisticated processes and
techniques employed. Worldwide salt production for industrial applications includes the
organic synthesis, petroleum production, by-products fractional distillation and many
more processes.
1.2.2 Salt Industry in India
India is the third largest Salt producing Country in the World after China and the USA
with Global annual production being about 230 million tonnes. The production of salt
during 1947 was 1.9 million tonnes which have increased tenfold to record 20 million
during 2005.
In a very short period of time sufficiency was achieved (in 1953) and made a dent in the
export market. Since then, the country has never resorted to imports. Exports touched an
all-time high of 1.6 million in the year 2001.
The per-capita consumption of salt in the country is estimated at about 12 kg, which
includes edible as well as industrial salt. The current annual requirement of salt in the
country is estimated to be 60 Lakhs for industrial use. Caustic soda, soda ash, chlorine
etc., are the major salt-based industries. Besides about 15 Lakhs of salt is exported every
year.
Sea salt constitutes about 70% of the total salt production in the country. Salt
manufacturing activities are carried out in the coastal states of Gujarat, Tamil Nadu,
Andhra Pradesh, Maharashtra, Karnataka, Orissa, West Bengal Goa and hinters land State
of Rajasthan. Among these States only Gujarat, Tamil Nadu and Rajasthan produce a salt
surplus to their requirements. These three states produce about 70%, 15%, and 12%
respectively of the total salt produced in the country and cater to the requirement of all the
salt deficit and non-salt producing states.
The private sector plays a dominant role contributing over 95% of the salt production,
while the public sector contributes about 2-3%. The co-operative sector contributes about
8% whereas the small-scale sector (less than 10 acres) accounts for nearly 40% of the
total salt production in the country.

6
Top Brands of Salt in India
 Tata salt
 Captain Cook
 i-shakti
 Patanjali
 Aashirvaad
 Annapurna
 Surya salt
 Sambhar salt
 Nirma Shudh and many more
 Catch Salt
There are about 10107 salt works, mostly in small sector engaged in the production of
salt. The total area under salt production is about 5.0 Lakhs acres. Salt manufacturing
activities provide direct employment to about one-Lakh persons per day.
Distribution of Salt
Railways play an important role in transporting salt from three surplus states to the entire
length and breadth of the country. On average, 55% of edible salt is transported by rail
from production centers. The remaining quantity moves by road and waterway.
Iodized Salt
With a view to ensuring universal access of iodized salt for the prevention and control of
goiter and other iodine deficiency disorders in the country, Salt Commissioner's Office
has been identified as the nodal agency for the creation of adequate salt iodization
capacity, its distribution and quality monitoring at production centers, under NIDDCP.
Salt Department has granted permission to more than 878 salt iodized units with an
annual installed capacity of 112 Lakh so far.
Exports
Export of common salt and iodized salt is permitted under the Open General License
(O.G.L.). Salt is exported mainly to Japan, Philippines, Indonesia, Malaysia, Nepal, and
Bhutan etc. India has, for the first time, exported 32,500 tonnes of common salt to the US
during December 2002, creating a history of sorts.
Liberalization and Simplification of Procedure
Following amendments to Central Excise and Salt Act, 1944 in 1996, de-licensing the salt
industry and Salt Cess Rules, 1964 in 2001 and introducing self-removal procedure (SRP)
instead of the permit system for payment of cess and removal of salt from salt factories,
several registers have been discontinued or re-organized.

7
Sources of Salt
The main sources of salt in India are:
 Sea brine
 Lake brine
 Sub-soil brine and
 Rock salt deposits
Major Salt Producing Centres
Seawater is an inexhaustible source of salt. Salt production along the coast is limited by
weather and soil conditions. The major salt-producing centers are
 Marine Salt works along the coast of Gujarat :Jamnagar, Mithapur,Jhakhar, Chira,
Bhavnagar, Rajula, Dahej, Gandhidham, Kandla, Maliya, Lavanpur,
 Tamil Nadu :Tuticorin, Vedaranyam, Covelong,
 Andhra Pradesh: Chinnaganjam, Iskapalli, Krishnapatnam, Kakinada & Naupada,
 Maharashtra: Bhandup, Bhayandar, Palghar,
 Orissa (Ganjam, Sumadi) and
 West Bengal :Contai
 Inland Salt Works in Rajasthan using lake brine and sub-soil brine viz. Sambhar
Lake, Nawa, Rajas, Kuchhaman, Sujangarh and Phalodi
 Salt works in Rann of Kutch using sub-soil brine via: Kharaghoda, Dhrangadhra;
Santalpur
 Rock Salt Deposits at Mandi in the State of Himachal Pradesh

8
Figure 1: Salt production state wise
1.2.3 Profile & Status of Salt Industry
There are about 13000 salt manufacturers engaged in the production of Common salt in
an extent of about 5.50 Lakh acres in the Country. It is estimated that 90 percent of the
total number of salt manufacturers are small salt producers (having an individual extent of
fewer than 10 acres for salt manufacture), 5.5% is large scale producers (having an
individual extent of more than 100 acres) and 4.5 % is medium scale producers (having
an individual extent between 10 and 100 acres).
Average Annual Production of Salt in India is 176 Lakh whereas ever high production of
199 Lakh was recorded during 2005 followed by 181 Lakh tonnes during 2006. Gujarat,
Tamil Nadu, and Rajasthan are surplus Salt producing States accounting for about 96
percent of the Country's production. Gujarat contributes 76 percent to the total
production, followed by Tamil Nadu (12 %) and Rajasthan (8%). The rest 4% production
comes from Andhra Pradesh, Maharashtra, Orissa, Karnataka, West Bengal, Goa,
Himachal Pradesh, Diu & Daman. On an average 62% of the total production is from
large salt producers followed by small scale producers (36%) and rest by medium-scale
producers.
The average annual supplies of salt for human consumption is about 57 Lakh tonnes and
that for industrial consumption is about 83 Lakh; 57% of the salt for human consumption
moves by rail and 43% by road. 89% of the salt for industrial consumption moves by
Gujrat
82%
Goa
0%
Andhra Pradesh
1%
Karnataka
0%
Maharashtra
1%
Odhisha
0%
Rajasthan
9%
Tamilnadu
7%
West Bengal
0%
PRODUCTION OF SALT IN TONNES

9
road, 7% by rail and 4% by coastal shipment to various industries; when the total
indigenous supplies are taken, 69% moves by road, 27% moves by rail and 3% by sea.
India exports surplus production of salt to the tune of about 25 Lakh tonnes on an
average; during the year 2005, a record export of 38 Lakh tonnes was achieved primarily
due to the surge of demand from China. Other major countries importing salt from India
are Japan, Bangladesh, Indonesia, South Korea, North Korea, Malaysia, U.A.E., Vietnam,
etc.
The government of India has adopted the strategy of Universal Salt Iodization and
Consumption for the elimination of Iodine Deficiency Disorders (IDD) in the country
under the National Iodine Deficiency Disorders Control Program (NIDDCP). Iodine is
supplemented in the diet through Iodized Salt for combating IDD. The Program was
started in 1962 initially confining to Goitre endemic areas but after 1984 it was
implemented throughout the country. Thus, as on date, significant progress has been
made on Universal Salt Iodization. The country produces about 50 Lakh of Iodized salt
and about 49 Lakh of iodized salt is supplied for human consumption against the
requirement of about 54 Lakh for the entire population. The country has created more
than adequate salt iodization capacity of over 110 Lakh.
Salt Industry is labor intensive in the country. About 1.4 Lakh laborers are employed
daily in the Salt Industry, on an average. Salt Commissioner's Organisation has put in
place a number of Labour Welfare Schemes ameliorating the working and living
conditions of salt laborers.
1.2.4 The Government of India's Role in Development of Salt Industry
Salt is a Central subject in the Constitution of India and appears as item No.58 of the
Union List of the 7th Schedule, which reads:
 Manufacture, Supply and Distribution of Salt by Union Agencies;
 Regulation and control of the manufacture, supply, and distribution of salt by
other agencies.
The central Government is responsible for controlling all aspects of the Salt Industry. Salt
Commissioner's Organisation, an attached Office under the Ministry of Commerce &
Industry (Department of Industrial Policy & Promotion), Government of India, is
entrusted with the above task.
The government of India has de-licensed Salt Industry by deleting provisions relating to
Salt in the Central Excise & Salt Act, 1944 vide Finance Bill of 1996-97. In line with the
Government of India's Policy of Liberalization and simplification of Procedures, the Salt
Cess Rules, 1964, have been amended vide Notification No.GSR 639(E) dated
04.09.2001. Salt Commissioner's Organisation plays a facilitating role in the overall
growth and development of the Salt Industry in the country.

10
The thrust of the Salt Commissioner's Organisation currently is on the following:
 Technological Development and Quality Improvement
 Salt Iodization Program for combating Iodine Deficiency Disorders
 Infrastructure Development promoting Salt Industry
 Labour Welfare Schemes for Salt Workers particularly housing under NAMAK
MAZDOOR AWAS YOJNA
 Export of Salt
 Indian Salt Industry - Present Status
The Salt Department is under the Ministry of Commerce and Industry and is headed by
The Salt Commissioner of India. The duty on salt was abolished from 1st April 1947. For
administrative purposes, the 5 Regions viz. Gujarat Region, Chennai Region, Mumbai
Region, Kolkata Region, Rajasthan Region, implement the policies of the Salt
Department. There are salt department laboratories in all regions to help salt
manufacturers to maintain the quality of salt. At the state level, the development of
industry and welfare of salt workers is being looked after by Industry Commissioner ate
and labor department.
The Indian Salt Manufacturers Association is an apex body of Indian salt manufacturers.
There is "Central Salt and Marine Chemicals Research Institute" at Bhavnagar in Gujarat.
Their main function is to help the salt industry through their research work. This institute
was established in 1956. In addition to R & D work, the institute provides training
courses for salt manufacturers for salt production & quality. The majority of salt works
are still having manual operations, but large salt works are going for mechanization.
Edible Salt
Indian salt industry is meeting the challenge of supplying iodized salt to the entire
country. The production of iodized salt is now more than 5.0 million tons as against the
total requirement of 6 million tons of edible salt. There are 900 iodization plants the usual
process of iodization adopted is spray method with a capacity of 16 million tons per
annum. There are 42 salt refineries with a total capacity of 3.76 million tons per annum
located in the states of Gujarat, Tamil Nadu, Uttar Pradesh, and Rajasthan. In addition to
the above, there are two giant vacuum salt plants of capacity one million tons. Other
varieties of edible salt consumed in India are Iron Fortified Salt, Double Forfeited Salt. A
new product "Health Salt" Containing micronutrients iodine, iron, folic acid, was also
come up near Chennai in Tamil Nadu.
Salt-based Industry
There are four giant Soda Ash factories in India. The total production of Soda Ash is
about 2.5 million tons per annum and in addition, there are large numbers of Caustic Soda
& Chlorine industries in India. The Salt based Industry is concentrated more in Gujarat.
Total Salt consumption for Industries is 6.5 million tons annum.
The New Chemicals Industries are coming up and existing units are going for major
expansions; growth is at 8%.

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India is a net exporter of Soda Ash and emerging as a significant regional player. The
current low per capita Soda Ash consumption also shows tremendous growth potential
over the next few years. Unlike to world average of 56% consumption of Soda Ash by the
glass industry, the Indian glass industry only consumes 25%. The major share is used by
the Indian detergents industry.
 Soda Ash uses in glass & detergents is 65%
 Glass industry estimated to grow @ 7% and Detergent @ 4.5% over the next 4
years
 Tightness in the global demand-supply situation expected
 There is a good opportunity to increase export
 Low per capita consumption leaves a lot of potentials to be tapped
 Despite the steep drop in duty rates over the years, the industry has been able to
effectively compete with imports and is geared up for further reductions.
 The growth of Soda Ash and Salt industry directly connected hence good growth
in salt demand is expected.
1.2.5 Indian salt industry is going global
Salt production of India is 18 to 20 million tons per annum and India is the third largest
salt manufacturer of the World, after China & the USA. Out of this about 3.5 million tons
salt is washed in mechanized washing plants and upgraded to an international standard
having purity 99.5% for the Chlor-Alkali industry. The major quantity of washed salt is
exported to Qatar, Japan, and other countries and consumed by the Indian chlor-alkali
industry. The washing plants are increasing day by day and quality is also improving very
fast. About 218020 Hectares land is under salt production. In the last five years, more
than 15 Salt Washing plants have come up to meet the requirement for high purity salt.
Now few Salt Works are fully mechanized with washing plants and they have achieved
the following quality-
 Sodium Chloride (NaCl) % 96.50 - 97.50
 Moisture (H2O) % 01.50 - 03.00
 Calcium (Ca) % 00.03 - 00.05
 Magnesium (Mg) % 00.02 - 00.03
 Sulphate(So4) % 00.10 - 00.15
 Insoluble’s % 00.01 - 00.03
The price of above salt, having purity 99.5%, after taking into consideration washing
losses, stevedoring and other logistic expenses with marginal profit is about 15 to 16 USD
per ton on the FOBT basis. At present this quality salt is available in limited quantity but
availability is increasing very fast as more and more washing plants are coming up in
India.

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1.3 COMPANY PROFILE:
Purolife wellness private limited is one the growing startup in the FMCG sector. Purolife
recognized as India’s First clean label company. The goal of the company is to create a
nation of 125 crores healthy Indians. Company continuous strive to make all the
differences when it comes to better health without altering the taste of our food. Purolife
is paving the path for holistic wellness by offering the traditional taste of salt that gives
you only the purest, tastiest and healthiest food.
Figure 2: Purolife value funnel
Purolife had started its operations in 2016. The company started from Mumbai,
Maharashtra and within a span of Time Company increased its footfalls in other cities as
well. Purolife has various offering among which Purolife salt is one the most popular and
known product while other products are still in development stage. Purolife operates as
one of the subsidiaries of torrent Private limited.
1.3.1 Products:
Figure 3: Purolife Powder salt
Puro
Health
(Sorced from
nature)
Taste (Chef
Recommended)
Purity
(minimal
Processing)

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Figure 4: Purolife Crystal Salt
Although in the creation of a successful brand, it is crucial to have a face for the brand i.e.
celebrity endorsement. Anil Kapoor Stood against all the odds and become the face of the brand.
Purolife have two major advertisements for television media and social media.
Figure 5: Purolife Brand Ambassador
In the stage of the growth company established its presence in Mumbai and Bangalore
with strong s distribution channel and through retailers. Purolife operates in a niche
market which is a submarket or specific segment in the salt industry. Leading companies
are operating in the mass market but their actions affect Purolife business as well. Due to
such influence of the mass market on niche market brings down the requirement of
conducting competition analysis.

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1.4 OBJECTIVE OF THE STUDY:
The objective to study competitive analysis in reference to Purolife wellness private
limited is as follows:
 To study the threat of entering into a new geographical area.
 To study competitive analysis for Purolife wellness private limited.
 To identify opportunities & threat in Bangalore region.
 To analyze the competitive advantage of the company and other rivals.
 To understand what factors play a crucial role in determining the success of the
Purolife salt?

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1.5 RESEARCH METHODOLOGY
1.5.1 Sampling Definition
Sample Population: Population is the collection of the elements on which you are
required to analyze and draw a conclusion. The population includes all the items under
consideration for the particular case study and is usually very large. In sampling, a
population signifies a unit that we are interested in studying. These units could be people,
cases and pieces of data.
Sample Unit: Each component of the population being studied is known as a unit of
the population. Some or many of these units are chosen as samples for further analysis
and deduction. The population you are interested in consists of one or more units and
cases.
Sample size: The number (n) of observations taken from a population through which
statistical inferences for the whole population are made. The number should be a positive
integer, greater than zero and less than the population size. It includes the number of
items that need to represent the whole population.
Sample frame: The collection of the elements from which you will be drawing
samples is known as Sample Frame. Sample Frame can be the same as the Population or a
part of the Population in some cases. Sample Frame must be significantly larger than the
Sample Size to obtain a higher level of accuracy in our results. The Sample Frame must
be representative of the whole population.
Sampling Techniques: techniques that are used for taking samples from the target
population i.e., Non-Probability sampling. Under non-probability sampling techniques
like convince sampling, judgemental sampling, snowball sampling,
Sampling Bias: Sampling bias occurs when the units that are selected from the
population for inclusion in your sample are not characteristic of the population. This can
lead to your sample being unrepresentative of the population you are interested in.
The margin of error: Represents the amount of error, expressed in percent that you
can tolerate. Lower margins of error require larger sample sizes.

16
1.5.2 Techniques of Research design:
Descriptive research design:
Descriptive research designs help provide answers to the questions of who, what,
when, where, and how associated with a particular research problem; a descriptive
study cannot conclusively ascertain answers to why. Descriptive research is used
to obtain information concerning the current status of the phenomena and to
describe "what exists" with respect to variables or conditions in a situation.
Objectives of descriptive research design?
 The subject is being observed in a completely natural and unchanged natural
environment. True experiments, whilst giving analyzable data, often adversely
influence the normal behavior of the subject.
 Descriptive research is often used as a precursor to more quantitatively research
designs, the general overview giving some valuable pointers as to what variables
are worth testing quantitatively.
 If the limitations are understood, they can be a useful tool in developing a more
focused study.
 Descriptive studies can yield rich data that lead to important recommendations.
 The approach collects a large amount of data for detailed analysis.
Diagnostic research design:
In the diagnostic research design, a researcher is inclined towards evaluating the
root cause of a specific topic. Elements that contribute to a troublesome situation
are evaluated in this research design method.
There are three parts of diagnostic research design:
 The inception of the issue
 Diagnosis of the issue
 The solution for the issue
Action research design:
The action research design is educational research involving collecting
information regarding current educational programs and outcomes, analyzing the
information, developing a plan to improve it, collecting changes after a new plan
is implemented and developing conclusions regarding the improvements.

17
Objectives of action research design:
 A collaborative and adaptive research design that lends itself to use in work or
community situations.
 The design focuses on pragmatic and solution-driven research rather than testing
theories.
 When practitioners use action research it has the potential to increase the amount
they learn consciously from their experience. The action research cycle can also
be regarded as a learning cycle.
 Action search studies often have direct and obvious relevance to practice.
 There are no hidden controls or preemption of direction by the researcher.
Exploratory research design:
An exploratory design is conducted about a research problem when there are few
or no earlier studies to refer to. The focus is on gaining insights and familiarity for
later investigation or undertaken when problems are in a preliminary stage of the
investigation. It is a lot like exploration or detective work fuelled by curiosity and
it is advisable for researchers to use their instincts to find clues and venture into
new territories in search of information.
Objectives of Exploratory research design:
 To define an ambiguous problem more precisely like why sales of a specific
product are declining.
 To gain a better understanding of an issue.
 To generate new ideas like what one can do to improve customer relationships.
 Develop hypotheses that can explain the occurrence of specific phenomena.
 For providing insights like what political changes in international environmental
are going to affect our business.
 To determine if some research would be practical and to set priorities for future
like we must focus on these two product categories because as per research
interest in other categories has waned and they are not profitable anymore.
1.5.3 Source of data:
Data collection is an extremely challenging work that needs exhaustive planning,
diligent work, understanding, determination and more to have the capacity to
complete the assignment effectively. Data collection begins with figuring out what

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sort of data is needed, followed by the collection of a sample from a certain
section of the population. Next, you have to utilize a certain tool to gather the data
from the chosen sample.
There are two sources of data:
Primary data: As the name suggests, are first-hand information collected by the
surveyor. The data so collected are pure and original and collected for a specific
purpose. They have never undergone any statistical treatment before. The
collected data may be published as well. It includes In-depth interview,
observation, and focus group
Secondary data:
Secondary data are opposite to primary data. They are collected and published
already (by some organizations, for instance). They can be used as a source of
data and used by surveyors to collect data from and conduct the analysis.
Secondary data are impure in the sense that they have undergone statistical
treatment at least once. It includes official publication, Articles, Books, Internet
1.5.4 Techniques of data analysis:
The first stage of analyzing data is data preparation, where the aim is to convert
raw data into something meaningful and readable. It includes four steps:
Step 1: Data Validation
The purpose of data validation is to find out, as far as possible, whether the data
collection was done as per the pre-set standards and without any bias. It is a four-
step process, which includes…
 Fraud, to infer whether each respondent was actually interviewed or not.
 Screening, to make sure that respondents were chosen as per the research
criteria.
 Procedure, to check whether the data collection procedure was duly followed.
 Completeness, to ensure that the interviewer asked the respondent all the
questions, rather than just a few required ones.
To do this, researchers would need to pick a random sample of completed surveys
and validate the collected data. (Note that this can be time-consuming for surveys
with lots of responses.) For example, imagine a survey with 200 respondents split
into 2 cities. The researcher can pick a sample of 20 random respondents from
each city. After this, the researcher can reach out to them through email or phone
and check their responses to a certain set of questions.

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Figure 6: Steps for data validation
Step 2: Data Editing
Typically, large data sets include errors. For example, respondents may fill fields
incorrectly or skip them accidentally. To make sure that there are no such errors,
the researcher should conduct basic data checks, check for outliers, and edit the
raw research data to identify and clear out any data points that may hamper the
accuracy of the results.
For example, an error could be fields that were left empty by respondents. While
editing the data, it is important to make sure to remove or fill all the empty fields.
Step 3: Data Coding
This is one of the most important steps in data preparation. It refers to grouping
and assigning values to responses from the survey.
For example, if a researcher has interviewed 1,000 people and now wants to find
the average age of the respondents, the researcher will create age buckets and
categorize the age of each of the respondent as per these codes. (For example,
respondents between 13-15 years old would have their age coded as 0, 16-18 as 1,
18-20 as 2, etc.)
Then during analysis, the researcher can deal with simplified age brackets, rather
than a massive range of individual ages.
Averages
In statistics, an average is defined as the number that measures the central
tendency of a given set of numbers. The arithmetic mean, more commonly known
as “the average,” is the sum of a list of numbers divided by the number of items

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on the list. The mean is useful in determining the overall trend of a data set or
providing a rapid snapshot of your data. Another advantage of the mean is that it’s
very easy and quick to calculate.
Percentage:
The words per cent mean per hundred. Hence, percentage can be obtained from
proportions by simply multiplying them by 100. In other words, percentage is the
rate per hundred.
Conventionally, percentages are calculated up to the nearest decimal and
adjustments are made in the last digits so that totals come to exactly 100.
1.5.5 NEED OF THE STUDY:
 To identify the potential competitors of Purolife wellness private limited in the
salt industry
 To identify main competitors that can have a large influence on Purolife Pvt. Ltd
business.
 To identify what Purolife competitors are offering in the market.
 To identify competitive advantage of each rival.
 To identify strength and weakness of the competitors.
 To gain advantage of opportunities exists in local market.
 Analysing and implementing success factors of market leaders.
 Identifying where they are advertising and frequency.
 To identify their pricing and retailing strategies.
1.5.6 SCOPE OF THE STUDY:
This study is focusing on analyzing the salt industry in India, which includes various tools
like Competitive landscape, SWOT, Porter Five Forces analysis, Competitive
differentiation analysis, marketing competitive analysis, Imitability Ladder, Value
Proposition Analysis. Tools used in the analysis are part of competition analysis, along
with competition analysis Questionnaire survey is conducted in Bangalore region. The
survey is conducted further on Purolife wellness salt awareness and in reference to
competition analysis.

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1.5.7 LIMITATION OF THE PROJECT STUDY:
 Sampling size is considerable lesser which may not be able to represent the
whole population thus, it’ll be difficult to find significant relationship from the
data as statistical tests normally require a larger sample size to ensure a
representative distribution of the population and to be considered representative
of groups of people to whom results will be generalized or transferred
 Data may not be reliable sometimes a collection of data is based on quota
sampling which may or may not be representative of the target population.
 Lack of prior research on the subject limits the literature review; therefore,
exploratory research is conducted.
 The area of research is limited within the Bangalore region.
 Samples are taken based on personal judgment and perception in the selection of
respondents which increases the chances of sampling bias.

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CHAPTER I
LITERATURE REVIEW

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2.0 LITERATURE REVIEW
Competitive analysis in reference to Purolife wellness private limited
2.1 Review of literature from books
 Michel E. Porter (1988) Competitive strategy with new introduction
A Framework of competitive analysis
The competitive strategy involves positioning a business to maximize the Value of the
capabilities that distinguish it from its competitors. It follows that a central aspect of
strategy formulation is perceptive competitor analysis. The objective of a competitor
analysis is to develop a profile of the nature and success of the likely strategy changes
each competitor might make, each competitor's probable response to the range of feasible
strategic moves other firms could initiate, and each competitor's probable reaction to the
array of industry changes and broader environmental shifts that might occur.
Sophisticated competitor analysis is needed to answer such questions as "Who should we
pick a fight within the industry, and with what sequence of moves?" "What is the
meaning of that competitor's strategic move and how seriously should we take it?" and
"What areas should we avoid because the competitor's response will be emotional or
desperate?" Despite the clear need for sophisticated competitor analysis in strategy
formulation, such analysis is sometimes not done explicitly or comprehensively in
practice. Dangerous assumptions can creep into managerial thinking about competitors:
"Competitors cannot be systematically analyzed," "We know all about our competitors
because we compete with them every day." Neither assumption is generally true. A
further difficulty is that in-depth competitor analysis requires a great deal of data, much
of which is not easy to find without considerable hard work. Many companies do not
collect information about competitors in a systematic fashion but act on the basis of
informal impressions, conjectures, and intuition gained through the tidbits of information
about competitors every manager continually receives. Yet the lack of good information
makes it very hard to do sophisticated competitor analysis.
Most companies develop at least an intuitive sense for their competitors' current strategies
and their strengths and weaknesses Much less attention is usually directed at the left side,
or understanding what is really driving the behavior of a competitor- its future goals and
the assumptions it holds about its own situation and the nature of its industry. These
driving factors are much harder to observe than is actual competitor behavior, yet they
often determine how a competitor will behave in the future. Although the framework and
questions presented here are stated in terms of competitors, the same ideas can also be
turned around to provide a framework for self-analysis. The same concepts provide a
company with a framework for probing its own position in its environment. And beyond
this, going through such an exercise can help a company understand what conclusions its
competitors are likely to draw about it. This is part of sophisticated competitor analysis
because these conclusions shape a competitor's assumptions and hence behavior, and are
crucial to making competitive moves.

24
There are four diagnostic components to a competitor analysis of future goals, current
strategy, assumptions, and capabilities. Most companies develop at least an intuitive sense
for their competitors' current strategies and their strengths and weaknesses.
Figure 7: Components of competitive analysis
FUTURE GOALS
The diagnosis of competitors' goals the first component of competitor analysis, is
important for a variety of reasons. A knowledge of goals will allow predictions about
whether or not each competitor is satisfied with its present position and financial results,
and thereby, how likely that competitor is to change strategy and the vigor with which it
will react to outside events or to moves by other firms. The diagnosis of its goals will help
determine whether a corporate parent will seriously support an initiative taken by one of
its business units or whether it will back that business unit's retaliation against the moves
of competitors. Although one most often thinks of financial goals, comprehensive
diagnosis of a competitor's goals will usually include many more qualitative factors, such
as its targets in terms of market leadership, technological position, and social
performance. The diagnosis of goals should also be at multiple management levels. There
are corporate-wide goals, business unit goals, and even goals that can be deduced for
individual functional areas and key managers. The goals of higher levels play a part in,
but do not fully determine, the goals lower down.
Components
Future
goals
Current
Stretegy
Assumption
Capabilities

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ASSUMPTIONS
The second crucial component in competitor analysis is identifying each competitor's
assumptions. These fall into two major categories:
 The competitor's assumptions about itself
 The competitor's assumptions about the industry and the other companies in it
Every firm operates on a set of assumptions about its own situation. These assertions
about its own situation will guide the way the firm behaves and the way it reacts to
events. If it sees itself as the low-cost producer, for example, it may try to discipline a
price cutter with price cuts of its own.
A competitor's assumptions about its own situation may or may not be accurate. Where
they are not, this provides an intriguing strategic lever. If a competitor believes it has the
greatest customer loyalty in the market and it does not.
Just as each competitor holds assumptions about itself, every firm also operates on
assumptions about its industry and competitors. Examining assumptions of all types can
identify biases or blind spots that may creep into the way managers perceive their
environment. The blind spots are areas where a competitor will either not see the
significance of events at all, will perceive them incorrectly, or will perceive them only
very slowly. Rooting out these blind spots will help the firm identify moves with a lower
probability of immediate retaliation and identify moves where retaliation, once it comes,
is not effective.
STRATEGY
The third component of competitor analysis is developing statements of the current
strategy of each competitor. A competitor's strategy is most usefully thought of as its key
operating policies in each functional area of the business and how it seeks to inter relate
the functions. This strategy may be either explicit or implicit-one always exists in one
form or the other.
. CAPABILITIES
A realistic appraisal of each competitor's capabilities is the final diagnostic step in
competitor analysis. Its goals, assumptions, and current strategy will influence the
likelihood, timing, nature, and intensity of a competitor's reactions. Its strengths and
weaknesses will determine its ability to initiate or react to strategic moves and to deal
with environmental or industry events that occur.
Learning:
The author described about the dynamics, movement of competitors, assumptions about
the industry, Future goals and Own Capability to cop up with other. All this information
is enough to create strategy and compete with the rival firms.

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2.2 Articles from the Internet
 Reasons why competitive analysis needs to go beyond
your own industry
Neil Parker (2019)
Competitive analysis plays an important role in shaping the marketing strategies of any
brand. Your brand’s rank in your market helps reveal your strengths and shortcomings.
Organizations must operate within a competitive industry environment. Analyzing the
organization's competitors helps an organization to discover its weaknesses, to identify
opportunities for and threats to the organization from the industrial environment. While
formulating an organization's strategy, managers must consider the strategies of the
organization's competitors. Competitor analysis is a driver of an organization's strategy
and effects on how firms act or react in their sectors. The organization does a competitor
analysis to measure/assess its standing amongst the competitors.
Measuring your brand in a bubble ignores the fact that new products will always emerge
in your category. Non-traditional competitors constantly fight for the share of mind, the
share of heart, and the share of wallet of your customers. Unless you consider the broader
competitive space, it is often too late to correct your business‰' course when threats from
new competitors surface. Time and time again, we’ve seen brands such as Google, PayPal
Virgin Airlines and Fab.com disrupt industries because the incumbents didn’t pay
attention.
So how can insight into other industries help your brand? Here are the reasons why you
should look beyond your own industry:
 Get a more accurate picture.
Looking only at your own industry fails to provide a complete picture. Your rank within
your industry can give lull you into a false sense of security. If you’re the number one
brand in a dying category, does this really mean your brand is successful? You could, in
fact, be the best of the worst. Knowing where your brand stands against a national brand-
scope can be humbling, but it provides the early warning you need to make the necessary
correction.
 Learn from other brands.
You can learn best practices from almost any industry. Gaining marketing insight from
other brands especially when they are also your customers’ chosen brands provides
valuable insight into competitive advantages you may hold. In order to pull off brand
growth or brand revitalization, you need insight into where you stand, as compared to
other global brands.

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 Category convergence.
Category convergence is more common than ever. As global brands diversify and expand
their product offerings, they start to compete in industries in which they have been
historically absent.
Many marketers are starting to believe the term “category” is a misnomer. An energy
drink in the beverage category could also be competing in the health & wellness category,
depending on how the consumer perceives the brand.
 Everyone is your competition.
Thanks to innovations in marketing, communications, and distribution, your brand now
competes with all brands from local, mom’s’ pop shops to big, global conglomerates.
Although it’s important for brands to look at their direct competitors, they also compete
with all brands for the love and the wallets of consumers.
 It helps you avoid becoming complacent.
“Sole suppliers in an industry quickly stop innovating simply because they no longer
have any need to.” Having competition nipping at your heels keeps you moving forward.
It forces you to keep adapting, innovating, and improving in order to stay in the market.
 It helps you develop self-awareness.
Watching what the competition is performing well teaches you to assess your own
company’s strengths and weaknesses so that you can create more value and better service
for your customers.
 It encourages differentiation.
The competition requires you to take an extra step to offer something more. You must
constantly prove why customers should choose your company over another.
"Differentiate your offerings with the goal of creating tremendous value for the users you
serve," according to Entrepreneur Magazine.
 It helps you identify and take advantage of new trends.
Your competition is often the best way to become aware of your industry’s market
trends. This gives you an opportunity to promote an emerging trend that will have buyers
excited about your product or service.
 Competition can become an unexpected partner. Sometimes the best way to
compete with someone is to join forces. Create alliances with other businesses in
your field to exchange technology, knowledge, resources, tools, and market. You
can also cross-promote each other’s products.

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 It leads to mutual learning.
You will probably learn more about your market, customers, and trends by watching the
competition. The knowledge and resources they have may be both better and different
than yours. Learn how they manage, and then adopt the practices that work best for your
company.
 It can help you develop a niche.
To build a profitable business, focus your efforts on conquering a smaller segment of the
market. By narrowing your niche, you can develop a competitive edge that deters further
competition.
Learning:
In this article author shared his perception towards competition. In any industry
competitor can be challengers also but due to their presence it allows companies to grow
and innovate, otherwise they don’t seek to improve until it is extremely required.
Competition analysis helps company to understand trends and threat, from such events
lesson can be learned to avoid cost and risk.
 Skill Portal (2012), Importance of competitive analysis
The ultimate objective of competitor analysis is to know enough about a competitor to be
able to think like that competitor to the firm's competitive strategy can be formulated to
take into account the competitors' likely actions and responses. From a practical
viewpoint, a strategist needs to be able to live in the competitors' strategic shoes. The
strategist needs to be able to understand the situation as the competitors see it and to
analyze it so as to know what actions the competitors would take to maximize their
outcomes to be able to calculate the actual financial and personal outcomes of the
competitor's strategic choices. Meeting the needs of customers is the aim of marketing,
but this alone is not enough to guarantee success - the real challenge is the ability to
satisfy customer needs better than competitors.
They must be able to:
 Who are our present and potential competitors?
Although the answer to the question might appear straightforward, the range of potential
and current competitors is often far broader than it appears at first sight. Companies must
realize that competitors don't always offer the same or similar products or services.
 What are the positions competitors established in the market?
Competitors can initially be categorized into groups on the basis of similarities and
differences in the strategies pursued. The conceptualization of strategic groups makes the
process of competitor analysis more manageable. Having a more focused and narrow
approach will assist in strategy implementation and success.

29
 What are their strategic objectives and thrusts?
The analyses of competitor’s objectives are important because it provides insight into
whether a competitor is satisfied with its important profit and market position, and thus
how likely it is to retain its present strategy, especially when the competitor makes a
particularly strategic move. Companies must understand competitor objectives and thrusts
as it will influence their own strategic decisions
 What are their present and future strategies?
Past and present strategies of each major competitor need to be reviewed by companies.
Past strategies provide insight into failures and reveal how organizations engineered
changes. Reviewing competitor strategies involves the assessment of the competitor's
target market and differential advantage. It is also advantages for organizations to
evaluate how successful the competitors have been in achieving their objectives and
carrying out their strategies.
 What are their strengths and weaknesses?
A precise understanding of a competitor's strengths and weaknesses is an important
prerequisite for developing a strategy to compete against it. Whether competitors can
carry out their strategies and reach their goals depends on their resources and capabilities.
Ideally with this in mind, the organization would use its own strengths to take advantage
of a competitor's weaknesses.
 What are their response patterns?
A major objective of competitor analysis is to be able to predict competitor's responses to
market and competitive changes. Scenario planning and counter-response strategies could
minimize risk and assist with the implementation of own strategies and plans.
Learning:
The Publisher described that how actions of your competitor raise opportunity for your
business to formulate and implement strategy. After understanding the business
environment and its impact on the business further information can be obtain like
Competitors strategy, Competitors and their ability to understand the environment and
encounter unforeseen threat and strengths.
 Aha.io, Analysis tools for competitive analysis
SWOT analysis
Evaluate Competition
A thorough competitive analysis will help you better understand the competitive
landscape, allowing you to clarify your strengths as well as the challenges you'll need to
overcome to beat your competition in the marketplace. You'll determine your direct,
indirect and future competitors and the criteria you'll use to evaluate how each compares
to you. This, along with your quantitative and qualitative market research, will give you

30
the foundation to complete your SWOT analysis - analyzing your strengths, weaknesses,
opportunities, and threats in the marketplace.
 Direct - They offer products/services that are similar to your own.
 Indirect - Their products/services are different from yours, but can potentially
provide relief for the market.
 Future - They could easily expand their offerings to compete with yours
Direct Competitors
For each product/market you're analyzing, list your top five direct competitors and
include all their details. Include company/product details such as description, annual
revenue, year founded (or the number of years in the market if you're B2C), trends and
market share.
Indirect Competitors
For each product/market you're analyzing, list your top five indirect competitors and
include all their details. Include company/product details such as description, annual
market share.
Future Competitors
For each product/market you're analyzing, list your top five future potential competitors
and include all their details. Include company/product details such as description, annual
market share.
Figure 8: SWOT analysis matrix

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 Look at your competitors from a customer’s point of view. This is often the
best way to conduct research on them. Nancy A. Shenker, president of the
theONSwitch marketing firm, told Entrepreneur² that business owners should sign
up for their competitors' mailing lists. Signing up for mailing lists enables
business owners to get a steady stream of literature about their competitors,
offering constant insight into their new offerings. Shenker shared other tips in the
Entrepreneur article.
 Consider the strengths of your competitors. You need to find out what they are
doing right—then do it better. This step will also satisfy your curiosity of just how
much better your competitors are doing, if at all. According to Virtual Advisor
Inc.,³ sources that contain this kind of information include yearly reports, press
releases, and databases that specialize in offering facts about businesses.
 Examine your competitors’ weaknesses. As you have suspected all along, your
competitors have a few shortcomings, and you now have a good reason to
investigate them. Check records to find out if they have lost any market share,
major clients, or important vendors because big changes can indicate instability.
 Determine the opportunities left by your competitors. If it turns out that your
competitors’ customers are unhappy or disappointed lately, consider how that
could benefit you. This is how their weaknesses can become your strengths. If you
think their mistakes have led to an opening for you to present a new offering for
customers, start planning now. If you suspect that other companies are forgetting
about a particular audience, start focusing on that market today to gain an
advantage in the industry.
 Pinpoint the threats that your competitors pose. If your competitors’ customers
seem happy, you should not ignore the threat that this may pose for your own
customer base. If their market shares appear to be steadily increasing, you need to
find out why, especially if your share of the market has stagnated.

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PORTER FIVE FORCE ANALYSIS
Figure 9: Porter Five Forces
These forces determine an industry structure and the level of competition in that industry.
The stronger competitive forces in the industry are the less profitable it is. An industry
with low barriers to enter, having few buyers and suppliers but many substitute products
and competitors will be seen as very competitive and thus, not so attractive due to its low
profitability.

33
Figure 10: Basis of Attractive and Unattractive industry
It is every strategist’s job to evaluate company’s competitive position in the industry and
to identify what strengths or weakness can be exploited to strengthen that position. The
tool is very useful in formulating firm’s strategy as it reveals how powerful each of the
five key forces is in a particular industry.
Threat of new entrants
This force determines how easy (or not) it is to enter a particular industry. If an industry is
profitable and there are few barriers to enter, rivalry soon intensifies. When more
organizations compete for the same market share, profits start to fall. It is essential for
existing organizations to create high barriers to enter to deter new entrants. Threat of new
entrants is high when:
 Low amount of capital is required to enter a market;
 Existing companies can do little to retaliate;
 Existing firms do not possess patents, trademarks or do not have established brand
reputation;
 There is no government regulation;
 Customer switching costs are low (it doesn’t cost a lot of money for a firm to
switch to other industries);
 There is low customer loyalty;

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 Products are nearly identical;
 Economies of scale can be easily achieved.
Bargaining power of suppliers
Strong bargaining power allows suppliers to sell higher priced or low quality raw
materials to their buyers. This directly affects the buying firms’ profits because it has to
pay more for materials. Suppliers have strong bargaining power when:
 There are few suppliers but many buyers;
 Suppliers are large and threaten to forward integrate;
 Few substitute raw materials exist;
 Suppliers hold scarce resources;
 Cost of switching raw materials is especially high.
Bargaining power of buyers
Buyers have the power to demand lower price or higher product quality from industry
producers when their bargaining power is strong. Lower price means lower revenues for
the producer, while higher quality products usually raise production costs. Both scenarios
result in lower profits for producers. Buyers exert strong bargaining power when:
 Buying in large quantities or control many access points to the final customer;
 Only few buyers exist;
 Switching costs to other supplier are low;
 They threaten to backward integrate;
 There are many substitutes;
 Buyers are price sensitive.
Threat of substitutes
This force is especially threatening when buyers can easily find substitute products with
attractive prices or better quality and when buyers can switch from one product or service
to another with little cost. For example, to switch from coffee to tea doesn’t cost anything,
unlike switching from car to bicycle. For example, if you supply a unique software
product that automates an important process, people may substitute it by doing the
process manually or by outsourcing it. A substitution that is easy and cheap to make can
weaken your position and threaten your profitability.
Rivalry among existing competitors
This force is the major determinant on how competitive and profitable an industry is. In
competitive industry, firms have to compete aggressively for a market share, which
results in low profits. Rivalry among competitors is intense when:

35
 There are many competitors;
 Exit barriers are high;
 Industry of growth is slow or negative;
 Products are not differentiated and can be easily substituted;
 Competitors are of equal size;
 Low customer loyalty.
Although, Porter originally introduced five forces affecting an industry, scholars have
suggested including the sixth force: complements. Complements increase the demand of
the primary product with which they are used, thus, increasing firm’s and industry’s profit
potential. For example, iTunes was created to complement iPod and added value for both
products. As a result, both iTunes and iPod sales increased, increasing Apple’s profits.
COMPETITIVE LANDSCAPE
The competitive landscape refers to the context in which competitiveness arises. The
analysis of the competitive landscape attempts to identify and understand the drivers and
contextual elements that facilitate the evolution of competitiveness. To put it simply, the
competitive landscape enables us to analyze a particular environment to observe the
conditions under which competitiveness emerges. The roles of governments, industries,
and businesses are fundamental for the competitive landscape.
In short, the competitive landscape profile is a clear and articulately written presentation
of your company’s products and services and how they compare to those of your
competition. This profile includes:
 The main products and services of your company and those of your competitors
 annual sales figures for each of your products or services and those of your main
competitors
 market share levels, if such information is available

36
The basic facts and figures are critical for understanding the competitive landscape. They
tell you where your company stands in the overall market, and you begin to understand
how you compete in terms of basic factors like price, quality, and service.
CONTENDERS LEADERS
CHALLENGERSLAGGARDS
Price
Benefits
Low
LowHigh
High
Akar salt, Patanjali Namak, Nirma
Shudh, Aashirvaad Salt, Saffola
salt, Annapurna salt, Catch salt,
Keya salt, Sundar health salt,
TATAsalt TATASalt
Purolife Salt
Patanjali Namak
Aashirvaad Salt
Catch Salt
Figure 11: Competitive landscape
COMPETITIVE PROFILING
Competitor profiling is part of competition analysis. It consists in finding out and processing data
about competing businesses or products in order to generate the key information about them
categorize them and identify their key competitive differences. Competitor profiling is one way
of getting valuable data on the competition and therefore plays an important role in our strategic
decision-making. As part of the competition analysis, competitor profiling, marketing strategy
influences pricing, competing differences, but it can also lead the company to focus on a
particular area with weaker competitors.

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Figure 12: Competitive Profiling
MARKETING COMPETITIVE ANALYSIS
A marketing competitive analysis gives you deep insights into how your competitors go
to the market and position themselves. This matrix is perfect for capturing the marketing
strategies that each competitor uses to target buyers. What social media channels do they
use? How much are they spending on ads? What keywords are they competing for? These
are key questions that help you understand the marketing strategies your competitors use.
It also allows you to identify potential weaknesses in their plans so you can increase your
own competitive advantage

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Figure 13: Marketing Competitive analysis
COMPETITIVE DIFFERENTIATION ANALYSIS
Competitive differentiation may be a strategic positioning plan of action a corporation
will undertake to line its product, services, and makes except those of its competitors.
In order to create associate providing compelling within the marketplace, a corporation
should clearly articulate to shoppers the advantages of a product, service or whole and
distinction its distinctive qualities with other competing products. The goal of competitive
differentiation is to own the client understand associate organization's providing as being
superior when put next to different similar offerings.
Differentiation is often achieved through packaging, marketing campaigns, and after-
market product support. Startup firms typically develop product or services in niche

39
markets so as to competitively differentiate themselves around a selected client would
like. A positioning statement will give a basis for competitive differentiation, defining
specific advantages a particular offering provides.
Strategy for product differentiation
Product Differentiation Strategy:
It is important to ask your customers what they want and need from your products and
what product differentiation variables they value.
• What are the basic needs?
• What are the expected needs?
• What are the desired needs?
• What would your customer really be amazed and delighted to receive?
Unique Value in Product Differentiation:
Once you have got answers for these queries, you can decide on your unique value
approach to your customers. Does a worth chain analysis to review your position
compared to your competition.
You must hear what customers say, then give customers what they want, and sometimes
give them what they don't know they want.
The trade within which you use will have a sway on product differentiation. Be very clear
on the type of industry you are operating in; review an example marketing plan in your
industry:
• A large volume industry (differentiate on a low-cost or highly diverse basis);
• A specialized or niche industry (differentiate on an opportunities basis - look for
specialty applications of your product/service)
• A mature industry (differentiation is challenging entry into this market will be difficult
unless you have a very unique approach, highly successful sales staff, and a big marketing
budget)
• Or a fragmented industry (for example, graphic designers often operate as independents
in many markets - it is difficult for them to gain a large market share and developing a
strong, distinctive competitive advantage is difficult however not impossible).
Differentiation must fit. When developing your product differentiation arrange, assess
whether or not the following can be unique and whether or not that uniqueness is a
competitive advantage:
• The size, the shape and the components of the product (for example, a cup of coffee can
be short, tall, etc.)
• The features of the product (for example, a cup of coffee can be extra hot, non-fat, with
an extra shot, etc.)

40
• The product performance or product quality (for example, is it the best-tasting coffee
made from the best quality coffee beans, served piping hot - or to the customer's
requirement)
• The product performance consistency (for example, is that cup of coffee the same
quality every day, in every location)
• The life cycle of the product (for example, will coffee be replaced by tea or soft drinks
or will coffee have a long life cycle)
• The reliability of the product (this is different from consistency; no more cup of coffee
examples - this is about reliability of performance - is the product going to be operating
for what the client would expect to be an inexpensive amount of your time (if you get a
stove does one expect it to perform competently for one, 5, 10, 15, twenty years) - albeit
warranties could also be outlined for the amount of your time, customers do not expect or
want their product purchased to fail the day or week or month after the warranty expires)
• Is the product easily repairable? (for example, is it additional economical to exchange
the merchandise if it fails than to repair it - that's not sensible, style a product which will
last for a long period and be easily repaired at least for what your customer would
consider being a reasonable period of time)
• The style and design of the product (how does it look, is the design useful (back to the
cup of coffee example); does the lid fit properly on the take-out cup).

41
Figure 14: Competitive differentiation analysis
Imitability ladder
The Imitability ladder allows you to visualize where your product is strong and where it is
vulnerable. For example, you might discover that a competitor could copy one of your
most innovative features or steal your reputation with your customers. Once you are
aware of any risks, you can create a strategy to mitigate them.
The Imitability ladder template helps you determine the uniqueness of your offering. It is
a great tool to help you assess how easily your tangible resources (financial, physical,
technological, and organizational) and intangible resources (human, innovation,
creativity, and reputation) can be imitated. This helps you understand your competitive
advantage and identify existing and potential weaknesses in your business strategy.

42
Cannot be imitated
Legal copyrights and patents, unique locations, unique physical assets.
Difficult to imitate
Brand image and reputation, customer loyalty, company culture and employee motivation,
networks and alliances.
Can be imitated at a cost
Skilled workforce, customer service, product development capabilities, physical resources.
Easy to imitate
Unskilled workforce, undifferentiated products and services.
Figure 15: Imitability ladder
Value proposition analysis:
Use this template to evaluate your competitors' value propositions. This is a great way to
compare the key messages your competitors use to communicate the benefits of their
product. It allows you to rate the core messages that address your customers' needs so you
can see how your position in the market compares. This gives you important insights into
how competitors are targeting potential customers and the messaging they use, so you can
identify ways to strengthen your communication plan.
Figure 16: Value proposition analysis
0 5 10 15 20 25
Competitor 5
Competitor 4
Competitor 3
Competitor 2
Competitor 1
Our product
Key message 1 Key message 2 Key message 3 Key message 4 Key message 5

43
Value Proposition is a promise made by the vendor to the customer regarding the sum total
of tangible benefits that the customer will receive when he buys a particular product. It is a
clearly defined marketing statement that explains why a customer should buy a particular
product or what extra value he will receive when compared with competing brands.
Presenting customers’ with a good value proposition is a quick and effective way of
building up sales and promoting the brand.
WHAT ARE PODS AND POPS?
Point of Difference denotes the attributes or features that make a product or brand distinct
from its competitors. PODs are usually unique and inimitable and are benefits that
customers strongly associate with the brand and believe are unattainable elsewhere. Points
of Parity are all the associations which are not unique to any one brand but may be shared
by several brands manufacturing the same product.
Points of Parity can be differentiated into two – Category Points of Parity and Competitive
Points of Parity. Category points of parity are features which customers consider essential
in any given product while competitive points of parity are associations with which a brand
tries to negate a competitor’s point of difference.
The products chosen for this case are:
• Toothbrush from the FMCG category
• A washing machine from the consumer durables category
Product Brief
The product chosen by the team under the Fast Moving Consumer Goods is Toothbrush and
the brand chosen is Oral-B. The brand Oral-B is good to use and has good brand value as it
is rated high in quality. Oral-B is a brand which the dentists worldwide prefer to use. Oral-
B is a high valued brand manufactured by Procter & Gamble which is a US-based
corporation. Oral-B brands are available in various types mainly:
Oral-B: Advantage Floss Series, Oral-B: Cross Action Power Series, Oral-B: Advantage 3D
White Vivid Series, Oral-B: Advantage Complete Deep Series, Oral-B: Advantage
Complete Mouth Series, Oral-B: Denture Series, Oral-B: End Tufted Series, Oral-B:
Indicator Series, Oral-B: Rechargeable Electric Toothbrush Series, the darken types are
New and Featured ones.
Many dental professionals around the world recommend in changing the toothbrush about
every three months, and the American Dental Association recommends replacing the
toothbrush approximately every three to four months or sooner if the bristles are frayed.
That’s because, no matter what type of toothbrush is been used, its bristles could get frayed
and worn and even may lose their effectiveness. Clinical research worldwide shows that a
new toothbrush can remove more plaque than one that is been worn out, ensuring that your
brush is working its hardest to help keep your teeth clean and healthy. For that reason, Oral-
B toothbrushes and toothbrush heads contain blue Indicator® bristles that fade to signal
when to replace them.

44
This highly rated Oral-B brand also features antimicrobial bristle protection to help keep
brush bristles clean between brushing for up to 90 days, these bristles do not kill bacteria in
the mouth, protect you against disease or prevent one from getting sick. So be sure to
change your brush regularly for maximum use and to practice assiduous hygiene, in spite of
the variety of toothbrush you’re using.
Value Proposition
A business or marketing statement that summarizes why a consumer should buy a product
or use a service. This statement should convince a potential consumer that one particular
product or service will add more value or significantly solve a problem than other similar
offerings.
Companies use this statement to target customers who will benefit most from using the
company’s products, and this helps maintain an economic moat. The ideal value
proposition is concise and appeals to the customer’s strongest decision-making drivers.
Companies pay a high price when customers lose sight of the company’s value proposition.
A set of benefits that they offer to customers to satisfy their needs. The intangible value
proposition is made physical by an offering which can be a combination of products,
services, information, and experiences. All companies strive to build a strong, favorable
and unique brand image. The offering will be successful if it delivers value and satisfaction
to the target buyer.
Value Proposition of Model of Oral-B
The market value of Oral-B brands is such that almost all the age categories in the country
either doing jobs, business or education prefer to use Oral-B toothbrushes as the quality is
very high and the price rate is reasonable for a customer intending to buy a toothbrush.
Also, the toothbrush is very attractive in looks and stylish.
Value Experience of Oral-B lies in the direct experience of the customers who purchase the
brands. The satisfaction that they get including me as a customer is immense. Actually, a
person feels so pleased after using the Oral-B toothbrush.
Description of Oral-B Series helps clean hard-to-reach regions to provide benefits for a
complete cleaning, to freshening breath and also whitening teeth while offering you the
added control of specially designed grips available in cool new colors. Therefore using
Oral-B toothbrushes brings a shine in your smile as it enhances the enamel of the teeth.
Benefits of Oral-B include teeth, freshening of breaths, cost-effective and personal
satisfaction for the customer.
Differentiation of Oral-B is that the customer really feels satisfied after using the Oral-B
toothbrush as it enhances the beauty of your teeth, freshens the mouth, removes the dirt and
other particles in the teeth completely.
Proof of Oral-B is that I am a customer myself. My name is Arun residing in Kerala, I am
an Oral-B user for almost 4 years from now. My family including my father and mother
uses Oral-B just because of the delicate benefits of the brand.

45
Point of Parity
Point of Parity is links that are not essentially unique to the brand but may, in fact, be
shared with other brands. These types of links come in two basic forms:
Category Point of Parity: links consumers view as essential to a genuine and realistic
offering within a certain product or service category.
Competitive Point of Parity: Attributes or benefits customers strongly relate with a brand,
positively analyze and believe they could not reach the same extent with a rival brand i.e.
points that could claim superior or exclusiveness on other products in the category.
Point of parity for Oral-B brand is they are beneficial in usage in terms of money invested,
personal satisfaction and market value. The rival and very much competitive brand is
Colgate Palmolive brand which has sufficient customer base for its toothbrush products
worldwide and mainly in the country.
Category Point of Parity for Oral-B over Colgate Palmolive is the benefits of the brand
mentioned earlier i.e. the smoothening of teeth, freshening of breath and reasonable price
for the brand which is all advantageous over the rival brand.
Competitive Point of Parity for Oral-B is that it is spiral in shape, electric & rechargeable
types are available which is lacking in Colgate Palmolive brands which are mostly of
common straight types.
Competitive Point of Difference of Oral-B over the rival brand is that it’s very much
reasonable over the rival brand.
Consumer Durables Category: Washing Machine
The washing machine has evolved from a luxury good to a common household fixture.
There are several brands in the market today selling models of various capacities and with a
multitude of features.
The brand that we will be concentrating on is IFB. IFB was the first company to introduce
fully automatic front-loading machines in India and is one of the market leaders in this
product category.
Whirlpool, another well-known home appliances company has a strong presence in India
with a market share of over twenty-five percent. They manufacture several different models
of washing machines between ranges of prices.
Value Proposition:
IFB strives to provide superior quality and unmatched service with all their products. Right
from product conceptualization to R&D and actual production, IFB’s products are designed
keeping the customer in mind.
IFB manufactures both fronts – load and top – load washing machines. They focus on
creating a technologically advanced product by investing in their R&D. this enables them to
turn out products which have a wide range of functional features. Putting all their models
together, it is estimated that IFB has over 100 different wash programs, designed for the

46
many varieties of fabrics that consumers use. Each wash program has a different wash
period and options for hot or cold washes at different temperatures.
Express wash is a short duration wash program which is useful when customers want a
quick wash in less than thirty minutes. Rinse Plus washes away any leftover detergent thus,
ensuring that all traces of detergent are removed from the clothes. This is especially
beneficial in avoiding allergic reactions to washing powder. IFB also tries to ensure that
their products are user-friendly by keeping the options and the functioning of the display
panels simple and straight forward. IFB provides end to end customer care, straining with
their free home delivery and set-up to excellent after sales customer service. As a result of
this, there is a common consensus among customers that the after-sales service provided by
IFB is much better when compared to other brands. Whirlpool has been in the business for
a long time and is the world’s number one home appliances maker today. Their value
proposition centers on innovation. They try to differentiate their products from others in the
market to make them more attractive to customers.
Whirlpool focuses on providing value-for-money products. Hence Whirlpool’s appliances
are available in different price brackets. The after sales service provided by Whirlpool is
also highly rated by their customers. Whirlpool has incorporated the ‘sixth sense’
technology into all its products. ‘Sixth sense’ is defined by Whirlpool as ‘women’s intuition
captured by technology’. In their washing machines, this technology adjusts water levels
and detergent quantity based on the wash load. Stain wash brings together hot wash and the
1-2, 1-2 hand wash movement, developed by Whirlpool, to completely remove any stains.
Points of Difference
The major differentiating factor for IFB is the eco-friendly features that the company has
incorporated into its products. IFB washing machines ‘consume less and save more’.
The water saver device on the washing machines effectively reduces water consumption by
20%. The eco wash program saves energy and helps customers save on electricity
consumption.
One of Whirlpool’s breakthrough products is Duet, a single machine which combined a
washer and dryer. The model was a success as it blended ease of use with superior design.
Other features of the Duet are energy efficiency and low water consumption. This particular
model from Whirlpool has a unique POD: a pedestal which raises the height of the drum
and reduces strain from bending and stooping. The pedestal is optional and can be included
as per the customer’s preferences.
Points of Parity
Competitive POPs –IFBs Silk Saree Program- This is a wash program introduced by IFB
specifically for washing silk. So far, a dedicated wash program for silk has been introduced
only in IFB washing machines.
Category POPs – The following features have been found to be common for both IFB and
Whirlpool washing machines.

47
Hot and cold water washes – Both brands offer consumers the choice of cold and hot water
programs at different temperatures.
Multiple wash programs – There are different wash programs for various fabrics, which
differ based on duration and temperature.
After sales service – IFB and Whirlpool provide good customer service post sales.
Learning:
The Publisher described about the various tools which can be used in formulation of
strategy while looking at your competitor. From simplest to complex tools like SWOT
analysis to Competitive differentiation is used to provide clear picture of the real scenario.
 Joel A. Garfinkle
Strategies to Define your Competitive Advantage
Every business, large or small, needs a competitive advantage to distinguish itself from
the competition. In the aggressive business world, especially in today's economy, every
advantage counts to establish your business in the top of your industry. Gaining a
competitive advantage takes strategic planning, extensive research, and investment in
marketing.
Competitive advantage is defined as the ability to stay ahead of the present or potential
competition. This is typically done by evaluating the strengths and weaknesses of
competitors and seeing where you can fill in the gap or step up and improve. Companies
develop a competitive edge when they produce attributes that allow them to outperform
their competitors.
Competitive advantages are conditions that allow a company or country to produce a
good or service of equal value at a lower price or in a more desirable fashion. These
conditions allow the productive entity to generate more sales or superior margins
compared to its market rivals. Competitive advantages are attributed to a variety of
factors including cost structure, branding, the quality of product Offering, the distribution
network, intellectual property, and customer service.

48
Michel Porter has identified two basic types of competitive advantage:
Figure 17: Parameter for competitive advantage
Cost Leadership
Cost leadership is the first competitive advantage businesses often attempt to gain. Cost
leadership as an advantage occurs when a business is able to offer the same quality
product as its competitors but at a lower price. Cost leadership can occur when a company
finds ways to produce goods at a lower cost through the perfection of production methods
or by the utilization of resources in a more efficient manner than competitors. Other
factors, such as proprietary technology, can also factor into this type of advantage. Cost
leadership may be classified as an offensive strategy, whereby businesses attempt to drive
competitors out of the market by consistently using price strategies designed to win over
consumers.
Differentiation
Differentiation is a second strategy that businesses often use to set themselves apart from
competitors. In a differentiation strategy, low cost is only one of many possible factors
that may set aside a business from others. A business that differentiates itself typically
looks for one or more marketable attributes that they have that can set them apart from
their competitors. They then find the segment of the market that finds those attributes
important and market to them. The process can also work in the other direction with
businesses conducting research to determine which things consumers find most important
and then developing a niche market for those products or characteristics.
Focus
It means the company's leaders understand and service their target market better than
anyone else. They either use cost leadership or differentiation to do that. The key to
focusing is to choose one specific target market. Often it's a tiny niche that larger

49
companies don't serve. For example, community banks use a focus strategy to gain
sustainable competitive advantage. They target local small businesses or high net worth
individuals. Their target audience enjoys the personal touch that big banks may not be
able to give.
Defensive Strategies
Another way for a business to gain a competitive advantage is to utilize a defensive
strategy. The advantage gained by this type of strategy is that it allows the business to
further distance itself from its competition by, in some sense, maintaining a competitive
advantage it has gained. Therefore, this strategy is closely related to differentiation and
cost leadership because it is a method used by businesses to keep those advantages in
place once they have been attained. Whereas the other two strategies are more offensive
in nature, this strategy becomes an actual advantage as it becomes increasingly difficult
for so-called competitors to offer any real opposition to the business.
Alliances
Competitive advantages can also be gained by businesses that seek strategic alliances
with other businesses in related industries or within the same industry. Businesses have to
be careful not to cross the line between alliances and collusion, though. Collusion occurs
when businesses within the same industry work together to artificially control prices.
Strategic alliances, on the other hand, are more along the lines of joint ventures that
businesses use to pool resources and gain themselves exposure at the expense of other
competitors not in the alliance.
Innovative Strategy
Companies may move ahead of the competition by doing things in new and different
ways. Insight has created a way to eliminate brain tumors and other cancers without
cutting into the body. Clearly, they gain a competitive edge over traditional surgeries by
reducing pain, risk, and long recovery time. People can gain a competitive edge as they
discover and offer innovative ways of doing things for the company. If your ideas
consistently result in benefits to the company you'll have that essential edge.
Operational Effectiveness Strategy
Some companies just do what they do better than anyone else. FedEx started out with an
innovative strategy. But it continued its leadership — even after dozens of other
companies jumped into the overnight shipping business — by doing it very well. For
individuals, this may mean creating systems of operating or new ways to analyze data.
When you do what you do very well, you gain a competitive advantage over those doing
it the longer and slower way.
Technology-Based Competitive Strategy
Since the time Henry Ford revolutionized the auto industry with the assembly line,
companies have sought a competitive edge using new technology or technology in a new
way. Computers and applications continue to… perhaps briefly… give companies an
advantage over the competition. Workers who embrace new technology and learn to

50
master it nearly always redefine or increase their competitive advantage over those who
resist new methods.
Adaptability Competitive Advantage
As markets, economies, and other factors change in this increasingly unstable and
unpredictable environment, companies that can adapt have a distinct advantage. Typically
this includes smaller or trendy companies; however, even Apple has successfully
negotiated the waves of change. Executives can bring adaptability to their core strength
by being open to change. They can cross train and bring new and more current skills to
the table. Perhaps, adaptability is foremost a state of mind.
The Information Advantage
Almost all the other strategies benefit from excellent information. The definition of
competitive advantage is the skills needed to outpace your rivals. Most of those come
through knowledge and information. Successful companies seek the latest in technology,
strategies, and data.
Learning:
In this article, the author described the various strategies, which can give a competitive
edge to any company. Competitive advantage is sometimes very unique and only a few
companies excel it can be value promised to the customer, work ethics, Cost Reduction
strategy and the price itself.

51
CHAPTER II
DATA ANALYSIS AND INTERPRETATION

52
3.1 IN REFERENCE TO COMPETITION ANALYSIS
Question 1: Which of the salt do you consume?
Figure 18: Graphical Representation
Interpretation:
The Indian market has a lot of scope for a niche market which raises the opportunity for
various segments and sub-segments to grow in a specific region. Through the study of
100 Respondents, 85% of people use sea salt which is the most common salt that is used
by households and restaurants for their own purposes. Out of this total population, 5% of
respondents were using rock salt which creates a new segment of users of salt in the
industry. Under rock salt, Himalayan pink salt is one of the most precious and healthy
salt. Only 4% of the respondents consume Himalayan pink salt and the rest of the
population 5% consumes other salts.
Sea Salt, 85%
Rock salt , 5%
Himalayan
Pink Salt,
4%
Others, 6%
PERCENTAGE OF USERS
Sea Salt
Rock salt
Himalayan Pink Salt
Others
Types of Salt Percentage of User
Sea Salt 85%
Rock salt 5%
Himalayan Pink Salt 4%
Others 6%

53
Question 2: Which brand of salt do you prefer?
Salt Brands Percentage of consumers
TATA salt 60%
Aashirvaad salt 12%
Catch salt 5%
Patanjali Salt 15%
Other 8%
Interpretation:
Tata salt is one the most popular & leading salt brands in India which has a giant
distribution channel and availability across India whether it is tier 1, tier 2 or tier 3 TATA
salt is present everywhere. With a strong brand presence and awareness of the brand
made it successful to rule the Indian market from decades.
Aashirvaad as a brand continually competing with other follower brands in the market
whereas as catch and Patanjali were new into the market in spite of new in the industry
due to strong brand awareness and strong position in the minds of consumers made it
possible for the company to fight with Tata salt. Other than this 8% of respondents were
consuming salt of other brands. In the study, 60% of respondents were consumers of Tata
salt, 12% of Aashirvaad, 5% of Catch, 15% of Patanjali and rest 8% other brands.
TATA salt, 60%
Aashirvaad
salt, 12%
Catch salt, 5%
Patanjali Salt,
15%
Other,
8%
PERCENTAGE OF CONSUMERS
TATA salt
Aashirvaad salt
Catch salt
Patanjali Salt
Other

54
Question 3: Why you keep on consuming the same brand over the
period of time?
Interpretation:
A consumer is dynamic in nature and keeps on shifting from one product or brand to
another one but in the case of salt, consumers follow repetitive buying behavior which
needs to be a highlight while conducting research out of 100 respondents, 50%
respondents showed this behavior because of availability in the market. India is having
Hugh number of customers and reaching in every corner of the county would be the
toughest task for any company and company like Purolife operates in a niche market
which requires special care of the places where customers can reach to the product in the
market. Salt as a commodity used for daily purposes in households and restaurants.
Availability, 50%
Family Buying,
30%
Price, 10%
Taste, 5%
Familiarity, 15%
Availability
Family Buying
Price
Taste
Familiarity
Factors Response Percentage
Availability 50%
Family Buying 30%
Price 10%
Taste 5%
Familiarity 15%

55
Among all 30% of respondents were consuming the same brand of salt because of the
family buying behavior which was consistent throughout the generations. 10% of
respondents follow the same purchasing pattern because of the price factor, 5% because
of taste and 15% because of familiarity with the brand.
Question 4: How familiar are you with the Purolife salt brand?
Level of Familiarity Responses
Not at Familiar 30%
Slightly Familiar 5%
Somewhat Familiar 30%
Moderately Familiar 20%
Extremely Familiar 15%
Interpretation:
Purolife as a new entrant in the market is not making significant changes as it operates in
the niche market. Advertisement and branding make a lot of difference in creating
awareness among consumers and the general public. 30% of the respondents were not at
all familiar o the brand, 5% were slightly respondents. Looking at the other side of scale
15% was extremely familiar about the brand and 20% were moderately familiar about the
brand. 30% of the respondent was somewhat familiar which represent that advertisement
and marketing efforts are making an impact in market & customers.
Not at Familiar,
30%
Slightly Familiar,
5%Somewhat Familiar,
30%
Moderately
Familiar , 20%
Extremely
Familiar ,
15%
RESPONCE
Not at Familiar
Slightly Familiar
Somewhat Familiar
Moderately Familiar
Extremely Familiar

Competitive Analysis of Purolife Wellness Private Limited in the Indian Salt Industry

Competitive Analysis of Purolife Wellness Private Limited in the Indian Salt Industry

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Competitive Analysis of Purolife Wellness Private Limited in the Indian Salt Industry