This document provides a report on visual merchandising activities for Dabur India Ltd at CSD outlets in Noida, India. It discusses Dabur's declining sales volumes at these outlets and aims to analyze merchandising efforts, SKU availability, competitor activities, and consumer behavior to provide recommendations. Key findings include that Dabur's merchandising staff had low interest levels due to a long product line and wide area to cover. Suggestions include changing the merchandising agency and using innovative display boards to improve visual appeal.
Restaurant recommendation system is a very popular service whose so-
phistication keeps increasing everyday.In this paper we present a per-
sonalised restaurant recommendation system which has two parts to
it. The rst part recommends users' restaurants based on their restau-
rant review history. The second part recommends business owners with
places perfect to open a restaurant with a particular cuisine where the
owner would get the best trac for the restaurant. Using Zomato data,
we built a restaurant recommendation system for the individuals and
business owners. For each user in our data we nd out the cuisine
preferences and other restrictions such as services oered, ambience,
average rating, etc. and based on that we recommend the restaurants
accordingly. We propose a metric that takes the popularity as well as
the sentiment of opinions for the food items based on the user gener-
ated reviews as opposed to other systems where which only consider
the features mentioned above to recommend restaurants.
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
Determinants of Bank Profitability in Bangladesh Md. Ali Ridwan
This paper intends to investigate the various bank-specific and macroeconomic forces that play a
major role in the profitability of banks in Bangladesh. The paper considers liquidity,
capitalization, size, credit risk, and inflation as forces behind bank profitability and examines to
what extent do these things affect the profitability of a bank. Data of 5 private commercial banks
during the period of 2013-2017 was used and analyzed in order to generate results.
This paper also acknowledges the fact that the study has limitations. Since it is only conducted on
5 Private Commercial Banks, the study may not represent the most accurate picture of the banking industry.
Business Confidence Survey: International Trade CouncilTrade Council
The Global Business Confidence Survey is designed to take the pulse of companies and sectors and reports on the conditions for businesses like yours. It offers valuable insights into trends of US and global business confidence by surveying people from across a broad spectrum of industries. The survey draws information from a range of sectors about current and historical business growth trends, efficiency, employment, regulation and other conditions affecting industry.
Key users of statistical data include government agencies, trade bodies, chambers of commerce and academic researchers.
The report is produced by the International Trade Council (www.tradecouncil.org).
Founded in 1956, the International Trade Council (ITC) is a non-profit organization with more than 29,000 members coming from 1289 industries across 76 countries.
The Council assists members to identify new trade opportunities, generate beneficial mentoring relationships, mediate trade disputes and overcome technical barriers to trade.
The Council works also with corporations, trade agencies and legislators to identify and share best practices and to achieve sustainable improvements in every aspect of domestic and international trade.
Website: www.tradecouncil.org Accredited Supplier Website: www.itcapproved.org
Restaurant recommendation system is a very popular service whose so-
phistication keeps increasing everyday.In this paper we present a per-
sonalised restaurant recommendation system which has two parts to
it. The rst part recommends users' restaurants based on their restau-
rant review history. The second part recommends business owners with
places perfect to open a restaurant with a particular cuisine where the
owner would get the best trac for the restaurant. Using Zomato data,
we built a restaurant recommendation system for the individuals and
business owners. For each user in our data we nd out the cuisine
preferences and other restrictions such as services oered, ambience,
average rating, etc. and based on that we recommend the restaurants
accordingly. We propose a metric that takes the popularity as well as
the sentiment of opinions for the food items based on the user gener-
ated reviews as opposed to other systems where which only consider
the features mentioned above to recommend restaurants.
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
Determinants of Bank Profitability in Bangladesh Md. Ali Ridwan
This paper intends to investigate the various bank-specific and macroeconomic forces that play a
major role in the profitability of banks in Bangladesh. The paper considers liquidity,
capitalization, size, credit risk, and inflation as forces behind bank profitability and examines to
what extent do these things affect the profitability of a bank. Data of 5 private commercial banks
during the period of 2013-2017 was used and analyzed in order to generate results.
This paper also acknowledges the fact that the study has limitations. Since it is only conducted on
5 Private Commercial Banks, the study may not represent the most accurate picture of the banking industry.
Business Confidence Survey: International Trade CouncilTrade Council
The Global Business Confidence Survey is designed to take the pulse of companies and sectors and reports on the conditions for businesses like yours. It offers valuable insights into trends of US and global business confidence by surveying people from across a broad spectrum of industries. The survey draws information from a range of sectors about current and historical business growth trends, efficiency, employment, regulation and other conditions affecting industry.
Key users of statistical data include government agencies, trade bodies, chambers of commerce and academic researchers.
The report is produced by the International Trade Council (www.tradecouncil.org).
Founded in 1956, the International Trade Council (ITC) is a non-profit organization with more than 29,000 members coming from 1289 industries across 76 countries.
The Council assists members to identify new trade opportunities, generate beneficial mentoring relationships, mediate trade disputes and overcome technical barriers to trade.
The Council works also with corporations, trade agencies and legislators to identify and share best practices and to achieve sustainable improvements in every aspect of domestic and international trade.
Website: www.tradecouncil.org Accredited Supplier Website: www.itcapproved.org
The Internship was an excellent opportunity for me to relate my academic knowledge with the industry trend. I am really grateful to Institute of Information Technology, University of Dhaka for providing me this opportunity. Here is the report based on my experiences and learnings during my internship at Orion Informatics Ltd., starting from January 01 to June 30, 2014.
SIP Project Report on "A Study of Entire Selling Operation of Matrix Cellular...Souvik Bose
This project report is all about what happened in Matrix Cellular. You will find all relevant quires regarding Matrix Cellular International Services Ltd.
Internet of Things (IoT) & Industrial Internet of Things (I²oT) is bringing changes to the value chain and impacting Industrial Automation organizations to make a smart and sustainable world which is connected using technologies like IPv6, Cloud Computing, Fog Computing, Big Data and Big Data Analytics. The main focus is how these responsible organizations are making their business plan for IoT for saving time, money and supporting business intelligence efforts to have quality control, sustainable and green practices, supply chain traceability and overall supply chain efficiency.
This module is aimed at helping you perform these roles to the best of your ability. As such, it provides you with information on assessment and evaluation in general and on outcomes-based assessment in particular. It attempts to show you how assessment contributes to quality teaching and learning and how it promotes accountability. Most importantly, though, it places assessment in context, indicating how it could be used as a tool for transformation
Challenges of Product Managers in ICT Industry in Saudi ArabiaAbdulsalam Ghaleb
The Challenges of Product Managers in ICT Industry in Saudi Arabia.
it's my Master's thesis that presented to Geneva Business School to obtaining a Master's degree in International Management.
Report on Dabur\'s Visual Merchandising activities and trade promotions and problems with Dabur at Noida
For full report mail me at malhotra.vikas84@gmail.com
The purpose of this plan is to find the right actions to develop a strategy in order to access the Moroccan or Thailand market, solving cultural differences and other challenges. Collecting information about the target market is a key ingredient to identifying challenging external factors such as language, culture, amount of competitors and market environment in general Lack of knowledge or familiarity with the target market environment, customer needs, business culture and competitors might mislead us in this process of Moroccan and Thailand entry.
An internship is a period of work experience offered by an employer to give students and graduates exposure to the working environment. It presents a directed, pragmatic learning experience outside of the normal classroom setting, in which students sharpen skills, gain expertise through work on advanced productions and be familiar with how professional companies or organizations operate. It offers a chance to relate a student‘s theoretical knowledge with the tougher real world environments.
Institute of Information Technology (IIT), University of Dhaka provides such a delightful opportunity to their students within their bachelor program. The main purpose of internship is to get the student exposed to the job market. Being an intern I crave to confess that my main challenge was to translate the theoretical concepts into the real life experience. IIT introduces the internship program and the study has following purposes:
To get and organize detail knowledge on the job responsibility.
To prudent the real business world.
To find out the conformity about real scenario with the lessons learned in IIT of Dhaka University
To fulfill the requirements of Bachelor of Science and Software Engineering (BSSE) Program. I feel proud for being a student of IIT and was sent to Orion Informatics Limited to complete my internship. With having a job count of zero, I started my journey of internship in Orion Informatics Ltd as an intern from 1st January, 2014. The expectations were high and now almost nearing the end of my internship I must admit that it was really an amazing experience.
The journey was not simple as it hears. There were many obstacles that I have faced. I had to handle those obstacles by accepting those challenges as my opportunity. The skills that I have gathered from ‗Orion‘ are immeasurable to me. I am greatly owed to Orion Informatics Ltd for
17
their kind help. In addition to that, some of the non-technical skills that I have procured, combined with those technical skills will certainly prove handy in my future jobs.
This report is the result of five months long internship program conducted in Orion Informatics Limited and is prepared as a requirement for the completion of the Bachelor of Science and software Engineering (BSSE) program of Dhaka University at IIT. The objective of the report can be classified into two forms. Those are -
General Objective
Specific Objective
18
1.2.1 General Objective
This internship report is prepared primarily to fulfill the Bachelor of Science and Software Engineering (BSSE) degree requirement under the Institute of Information Technology, University of Dhaka.
1.2.2 Specific Objective
More specifically, this study entails the following aspects:
To give an overview of Orion Informatics Limited.
To focus on the products, services, work environment and facilities provided to employees of Orion Informatics Limited.
To discuss the Standards and Effects of
OfficeCentral User Manual for Global Configurations (English) V1R1venturesmarketing
OfficeCentral is a system that uses cloud technology (internet cloud-based software) and includes essential modules to manage a company, namely HRMS, Salary Calculation (Payroll), Accounts, and Customer Management (CRM).
OfficeCentral is a web application specially designed for small and medium industrial companies to manage companies more efficiently and smoothly.
We are providing online assistance to help you learn OfficeCentral User Manual for Global Configurations.
The Internship was an excellent opportunity for me to relate my academic knowledge with the industry trend. I am really grateful to Institute of Information Technology, University of Dhaka for providing me this opportunity. Here is the report based on my experiences and learnings during my internship at Orion Informatics Ltd., starting from January 01 to June 30, 2014.
SIP Project Report on "A Study of Entire Selling Operation of Matrix Cellular...Souvik Bose
This project report is all about what happened in Matrix Cellular. You will find all relevant quires regarding Matrix Cellular International Services Ltd.
Internet of Things (IoT) & Industrial Internet of Things (I²oT) is bringing changes to the value chain and impacting Industrial Automation organizations to make a smart and sustainable world which is connected using technologies like IPv6, Cloud Computing, Fog Computing, Big Data and Big Data Analytics. The main focus is how these responsible organizations are making their business plan for IoT for saving time, money and supporting business intelligence efforts to have quality control, sustainable and green practices, supply chain traceability and overall supply chain efficiency.
This module is aimed at helping you perform these roles to the best of your ability. As such, it provides you with information on assessment and evaluation in general and on outcomes-based assessment in particular. It attempts to show you how assessment contributes to quality teaching and learning and how it promotes accountability. Most importantly, though, it places assessment in context, indicating how it could be used as a tool for transformation
Challenges of Product Managers in ICT Industry in Saudi ArabiaAbdulsalam Ghaleb
The Challenges of Product Managers in ICT Industry in Saudi Arabia.
it's my Master's thesis that presented to Geneva Business School to obtaining a Master's degree in International Management.
Report on Dabur\'s Visual Merchandising activities and trade promotions and problems with Dabur at Noida
For full report mail me at malhotra.vikas84@gmail.com
The purpose of this plan is to find the right actions to develop a strategy in order to access the Moroccan or Thailand market, solving cultural differences and other challenges. Collecting information about the target market is a key ingredient to identifying challenging external factors such as language, culture, amount of competitors and market environment in general Lack of knowledge or familiarity with the target market environment, customer needs, business culture and competitors might mislead us in this process of Moroccan and Thailand entry.
An internship is a period of work experience offered by an employer to give students and graduates exposure to the working environment. It presents a directed, pragmatic learning experience outside of the normal classroom setting, in which students sharpen skills, gain expertise through work on advanced productions and be familiar with how professional companies or organizations operate. It offers a chance to relate a student‘s theoretical knowledge with the tougher real world environments.
Institute of Information Technology (IIT), University of Dhaka provides such a delightful opportunity to their students within their bachelor program. The main purpose of internship is to get the student exposed to the job market. Being an intern I crave to confess that my main challenge was to translate the theoretical concepts into the real life experience. IIT introduces the internship program and the study has following purposes:
To get and organize detail knowledge on the job responsibility.
To prudent the real business world.
To find out the conformity about real scenario with the lessons learned in IIT of Dhaka University
To fulfill the requirements of Bachelor of Science and Software Engineering (BSSE) Program. I feel proud for being a student of IIT and was sent to Orion Informatics Limited to complete my internship. With having a job count of zero, I started my journey of internship in Orion Informatics Ltd as an intern from 1st January, 2014. The expectations were high and now almost nearing the end of my internship I must admit that it was really an amazing experience.
The journey was not simple as it hears. There were many obstacles that I have faced. I had to handle those obstacles by accepting those challenges as my opportunity. The skills that I have gathered from ‗Orion‘ are immeasurable to me. I am greatly owed to Orion Informatics Ltd for
17
their kind help. In addition to that, some of the non-technical skills that I have procured, combined with those technical skills will certainly prove handy in my future jobs.
This report is the result of five months long internship program conducted in Orion Informatics Limited and is prepared as a requirement for the completion of the Bachelor of Science and software Engineering (BSSE) program of Dhaka University at IIT. The objective of the report can be classified into two forms. Those are -
General Objective
Specific Objective
18
1.2.1 General Objective
This internship report is prepared primarily to fulfill the Bachelor of Science and Software Engineering (BSSE) degree requirement under the Institute of Information Technology, University of Dhaka.
1.2.2 Specific Objective
More specifically, this study entails the following aspects:
To give an overview of Orion Informatics Limited.
To focus on the products, services, work environment and facilities provided to employees of Orion Informatics Limited.
To discuss the Standards and Effects of
OfficeCentral User Manual for Global Configurations (English) V1R1venturesmarketing
OfficeCentral is a system that uses cloud technology (internet cloud-based software) and includes essential modules to manage a company, namely HRMS, Salary Calculation (Payroll), Accounts, and Customer Management (CRM).
OfficeCentral is a web application specially designed for small and medium industrial companies to manage companies more efficiently and smoothly.
We are providing online assistance to help you learn OfficeCentral User Manual for Global Configurations.
Report on mapro & fmcg sector and sales promotionKunal Pal
a complete project report for b school student faculty and management people.containing fmcg industry growth sale promotion techniques mapro sweet sauces and many more.
This project has been assigned as a requirement for 'Strategic Marketing', one of the major courses in BBA. The report on this project, we have launched the brand H&M into Bangladesh. We have tried to apply all
kinds of marketing strategies by analysis and evaluating the local market and the consumers‟
needs and wants.
At first, we have done the environmental analysis. We have done both micro and macro analysis
by following PESTLE and Porter‟s Five Forces. We have also identified out direct and indirect
competitors.
Then we have set our strategic decision at corporate level, SBU level and functional level. Then
we chose out segmentation, targeting and positioning for the Bangladeshi market. We also
decided our action plans for clients and customers.
After that, we have chosen our innovation strategy for this market and decided every product line
for Bangladeshi people. We have also introduced new customized line for Bangladeshi
consumers. Then we fixed the brand elements for focusing.
Finally, we have selected our communication objectives. Based on these, we have chosen our
message strategy, execution and source. Then we decided to utilize promotional tools and their
medium in details.
Non-bank financial companies ( NBFCs ) are financial institutions that provide banking services without meeting the legal definition of a bank, i.e. one that does not hold a banking license. These institutions typically are restricted from taking deposits from the public depending on the jurisdiction. Nonetheless, operations of these institutions are often still covered under a country's banking regulations.
DMA (Direct Marketing Association) Email Tracker Study 2017Christopher Hughes
Despite new innovations in customer engagement, email marketing still outperforms all other marketing channels in terms of return on investment, the average ROI for every £1 spent increased compared to last year, up to £30.01 from £29.64 last year.
One in ten marketers admit their emails aren’t relevant to customers. Are we in danger of killing email with irrelevant content?
While email remains ‘important’ or ‘very important’ for the vast majority, 95%, of marketers, it's a curious paradox that fewer than one in 10 (9%) say all their emails are relevant to their customers.
What Does the Active Steering Malfunction Warning Mean for Your BMWTanner Motors
Discover the reasons why your BMW’s Active Steering malfunction warning might come on. From electrical glitches to mechanical failures and software anomalies, addressing these promptly with professional inspection and maintenance ensures continued safety and performance on the road, maintaining the integrity of your driving experience.
𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
IBS monitors and manages your BMW’s battery performance. If it malfunctions, you will have to deal with an array of electrical issues in your vehicle. Recognize warning signs like dimming headlights, frequent battery replacements, and electrical malfunctions to address potential IBS issues promptly.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
What Does the PARKTRONIC Inoperative, See Owner's Manual Message Mean for You...Autohaus Service and Sales
Learn what "PARKTRONIC Inoperative, See Owner's Manual" means for your Mercedes-Benz. This message indicates a malfunction in the parking assistance system, potentially due to sensor issues or electrical faults. Prompt attention is crucial to ensure safety and functionality. Follow steps outlined for diagnosis and repair in the owner's manual.
Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
Why Is Your BMW X3 Hood Not Responding To Release CommandsDart Auto
Experiencing difficulty opening your BMW X3's hood? This guide explores potential issues like mechanical obstruction, hood release mechanism failure, electrical problems, and emergency release malfunctions. Troubleshooting tips include basic checks, clearing obstructions, applying pressure, and using the emergency release.
What Exactly Is The Common Rail Direct Injection System & How Does It WorkMotor Cars International
Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
Comprehensive program for Agricultural Finance, the Automotive Sector, and Empowerment . We will define the full scope and provide a detailed two-week plan for identifying strategic partners in each area within Limpopo, including target areas.:
1. Agricultural : Supporting Primary and Secondary Agriculture
• Scope: Provide support solutions to enhance agricultural productivity and sustainability.
• Target Areas: Polokwane, Tzaneen, Thohoyandou, Makhado, and Giyani.
2. Automotive Sector: Partnerships with Mechanics and Panel Beater Shops
• Scope: Develop collaborations with automotive service providers to improve service quality and business operations.
• Target Areas: Polokwane, Lephalale, Mokopane, Phalaborwa, and Bela-Bela.
3. Empowerment : Focusing on Women Empowerment
• Scope: Provide business support support and training to women-owned businesses, promoting economic inclusion.
• Target Areas: Polokwane, Thohoyandou, Musina, Burgersfort, and Louis Trichardt.
We will also prioritize Industrial Economic Zone areas and their priorities.
Sign up on https://profilesmes.online/welcome/
To be eligible:
1. You must have a registered business and operate in Limpopo
2. Generate revenue
3. Sectors : Agriculture ( primary and secondary) and Automative
Women and Youth are encouraged to apply even if you don't fall in those sectors.
Things to remember while upgrading the brakes of your carjennifermiller8137
Upgrading the brakes of your car? Keep these things in mind before doing so. Additionally, start using an OBD 2 GPS tracker so that you never miss a vehicle maintenance appointment. On top of this, a car GPS tracker will also let you master good driving habits that will let you increase the operational life of your car’s brakes.
In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
Core technology of Hyundai Motor Group's EV platform 'E-GMP'Hyundai Motor Group
What’s the force behind Hyundai Motor Group's EV performance and quality?
Maximized driving performance and quick charging time through high-density battery pack and fast charging technology and applicable to various vehicle types!
Discover more about Hyundai Motor Group’s EV platform ‘E-GMP’!
Core technology of Hyundai Motor Group's EV platform 'E-GMP'
Dabur visual merchnadising report ch
1. Dabur Visual Merchnadising Report — Document
Transcript
1. Sales, Merchandizing & Review of Competitor activities at CSD-Noida SIP Project
Report Submitted in Partial Fulfillment of the Requirements for the PGDM Program By
Vikas Malhotra – 08FN106 Supervisors: Mr. R.S.Arora (Dabur India Ltd) Dr.
Punyashree Panda (Faculty, IMT-N) Dr. Ranjeet Nambudiri (Faculty, IMT-N)
INSTITUTE OF MANAGEMENT TECHNOLOGY, NAGPUR 2008-10 PGDM 08-10-
IMT-Nagpur Page 1
2. Acknowledgement I take privilege to express my immense gratitude to Dabur India
Limited for providing me with this opportunity and excellent facilities for completion of
the project. I would also like to extend my gratitude to Mr. R.S.Arora for his
encouragement. I extend my heartfelt gratitude to Mr. Amitabh Banarjee, who has been
instrumental in inspiring me to take up this project. Now, I would like to acknowledge
the generous support of Mr. Vishal Bakshi. I would like to express my sincere thanks to
my faculty guide Dr. Punyashree Panda and Dr. Ranjeet Nambudiri who has been
responsible for inculcating the confidence to carry out the project and who has helped me
to face the impediments during the course of the project with inflexible resolution. Last
but not the least I would like to thank my Parents and Friends for their continuous support
and encouragement. Vikas Malhotra 08FN106 PGDM 2008-10 PGDM 08-10-IMT-
Nagpur Page 2
3. Table of Contents Executive Summary
................................................................................................................... 5 Introduction
................................................................................................................................ 7 Dabur
SWOT ....................................................................................................................... 12
Industry
Profile......................................................................................................................... 13
Industry SWOT .....................................................................................................................
15 Objective
.................................................................................................................................. 18
Concepts Used
......................................................................................................................... 19
Merchandising .....................................................................................................................
19 Why merchandising matters?
.............................................................................................. 20 Psyche of a Shopper
........................................................................................................... 20 Battle of the
Brands ........................................................................................................... 20 Shelf
Appeal........................................................................................................................ 21
CSD .......................................................................................................................................
21 CSD canteens visited under project guidelines
.................................................................... 22 Products
Observed............................................................................................................... 22 Major
Product’s Profile ........................................................................................................ 24
Reports prepared
..................................................................................................................... 25 1. SKU
2. availability report ................................................................................................ 26 2.
Displayed Quantity report ............................................................................................ 26 3.
Display of other SKU’s ................................................................................................ 26 4.
Merchandising report ................................................................................................... 26 5.
Consumer Behavior ..................................................................................................... 26
Methodology followed
............................................................................................................. 26 1. SKU
availability report ................................................................................................ 26 2.
Displayed quantity report ............................................................................................. 27 3.
Display of other SKU’s report ..................................................................................... 27 4.
Merchandising report ................................................................................................... 27 5.
Consumer behavior report............................................................................................ 28
PGDM 08-10-IMT-Nagpur Page 3
4. Tabulations and Findings
..................................................................................................... 28 1. SKU availability
report ................................................................................................ 28 2. Displayed
Quantity report ............................................................................................ 29 3. Display
of other SKU’s report ..................................................................................... 41 4.
Merchandising report ................................................................................................... 42
Guidelines for a Good Display......................................................................................... 42
Causes for Improper display ............................................................................................ 44
Display pattern used by other companies (competitive and non-competitive) ................ 47
Consumer Behavior and merchandizing cases report ..........................................................
49 Consumer Survey .............................................................................................................
49 Merchandizing Experiments and findings .......................................................................
49 Understanding – Interpretations
............................................................................................... 50 Recommendations
.................................................................................................................... 54 Limitations
of the study ........................................................................................................... 55 Scope
for improvement ............................................................................................................ 56
Annexure
.................................................................................................................................. 57
Format of Consumer Survey ................................................................................................
57 Merchandising data collection sheets
.................................................................................. 58 Table of Figures
.................................................................................................................... 62
BIBILIOGRAPHY
.................................................................................................................. 63 PGDM 08-10-
IMT-Nagpur Page 4
5. Executive Summary Merchandising is the activity of promoting the sale of goods,
especially by their presentation in retail outlets. This includes combining product,
environment, and space into a stimulating and engaging display to encourage the sale of a
product or service. It has become an important element in retailing that is a team effort
involving senior management, architects, merchandising managers, buyers, the visual
merchandising director, designers, and staff. Retail professionals display to make the
shopping experience more comfortable, convenient and customer friendly by: • Making it
3. easier for the shopper to locate the desired category and merchandise. • Making it easier
for the shopper to self-select. • Making it possible for the shopper to co-ordinate &
accessorize. • Providing information on sizes, colours & prices. • Informing about the
latest fashion trends by highlighting them at strategic locations. With the recession all
around companies are left with few options to increase sales. The prominent amongst
them is that the product should appeal more to the consumer. With this thing the project
regarding how to increase sales more without spending massive amount of money I was
allotted the project. Dabur India ltd is one of the renowned FMCG company in India.
Dabur India ltd also sells its product through Canteen Stores Department run by Indian
Ministry of Defence. While the price at CSD outlets is lower than the local market but the
sales volume is quite high. The stores only provide material to people of Armed Forces.
These stores are of self-service format. PGDM 08-10-IMT-Nagpur Page 5
6. The problem with these stores is that Dabur’s Volume at these stores was declining and
the company wanted to know the reason for that. The companies generally collaborate
and deploy a single person for 4-5 brands. The aims to find out the level of SKU’s
available during a given period of time at CSD, competitors activity at these outlets,
quality of the display of Dabur products with comparison to that of competitors, the
working style of merchandising staff and alternatives to improve the merchandising at
CSD. The methodology adopted was visual observation while keeping a record of SKU’s
available at the outlet compared to competitors. A survey was done to check the
consumer response, in addition to various consumer behavior experiments. A daily record
of working of merchandising staff was also kept. The results revealed that Dabur was
actually facing the problem due to inefficient merchandizing staff. The interest level of
the merchandizing staff was on continuous decline as the product’s line and length was
quite long and the area of outlets which he had to cover was exceptionally wide.
Suggestions were provided regarding a change in the merchandising agency and use of
other innovative display boards. These display boards can help the company to increase
its visual appeal at these counters. PGDM 08-10-IMT-Nagpur Page 6
7. Introduction Dabur India Limited is a leading Indian consumer goods company with
interests in health care, Personal care and foods. Over more than a 125 years have been
dedicated to providing nature-based solutions for a healthy and holistic lifestyle. Through
the comprehensive range of products, they touch the lives of all consumers, in all age
groups, across all social boundaries. And this legacy has helped them develop a bond of
trust with their consumers. Dabur India Limited has marked its presence with some very
significant achievements and today commands a market leadership status. Its story of
success is based on dedication to nature, corporate and process hygiene, dynamic
leadership and commitment to our partners and stakeholders. The results of policies and
initiatives of Dabur speak for themselves in all over the corporate sector. Certain facts
about the company. Leading consumer goods Company in India with a turnover of
Rs.2233.72 Crore (FY07). 2 major strategic business units (SBU) - Consumer Care
Division (CCD) and Consumer Health Division (CHD). 3 Subsidiary Group companies
- Dabur Foods, Dabur Nepal and Dabur International and 3 step down subsidiaries of
Dabur International - Asian Consumer Care in Bangladesh, African Consumer Care in
Nigeria and Dabur Egypt. 13 ultra-modern manufacturing units spread around the
globe Products marketed in over 50 countries. Wide and deep market penetration
4. with 47 C&F agents, more than 5000 distributors and over 1.5 million retail outlets all
over India. PGDM 08-10-IMT-Nagpur Page 7
8. Figure 1 Dabur's worldwide presence. CCD, dealing with FMCG Products relating to
Personal Care and Health Care Leading brands - Dabur - The Health Care Brand
Vatika-Personal Care Brand Anmol- Value for Money Brand Hajmola- Tasty
Digestive Brand and Dabur Amla, Chyawanprash and Lal Dant Manjan with Rs.100
crore turnover each Vatika Hair Oil & Shampoo the high growth brand Strategic
positioning of Honey as food product, leading to market leadership (over 40%) in
branded honey market Dabur Chyawanprash the largest selling Ayurvedic medicine
with over 65% market share. Leader in herbal digestives with 90% market share
Hajmola tablets in command with 60% market share of PGDM 08-10-IMT-Nagpur Page
8
9. digestive tablets category Dabur Lal Tail is the 2nd Largest Brand of Baby Massage
Oil with 33% Market Share. CHD (Consumer Health Division), dealing with classical
Ayurvedic medicines Has more than 250 products sold through prescriptions as well as
over the counter Table 1Dabur's product portfolio PGDM 08-10-IMT-Nagpur Page 9
10. Major categories in traditional formulations include: - Asav Arishtas - Ras
Rasayanas - Churnas - Medicated Oils Proprietary Ayurvedic medicines developed by
Dabur include: -Nature Care Isabgol - Madhuvaani - Trifgol Division also works for
promotion of Ayurveda through organized community of traditional practitioners and
developing fresh batches of students. Dabur intend to significantly accelerate profitable
growth. To do this, they will: Focus on growing core brands across categories,
reaching out to new geographies, within and outside India, and improve operational
efficiencies by leveraging technology. Be the preferred company to meet the health
and personal grooming needs of target consumers with safe, efficacious, natural solutions
by synthesizing deep knowledge of ayurveda and herbs with modern science. Provide
consumers with innovative products within easy reach. Build a platform to enable
Dabur to become a global ayurveda leader. Be a professionally managed employer of
choice, attracting, developing and retaining quality personnel. Be responsible citizens
with a commitment to environmental protection. Provide superior returns, relative to
our peer group, to our shareholders. PGDM 08-10-IMT-Nagpur Page 10
11. Figure 2 Journey of Dabur PGDM 08-10-IMT-Nagpur Page 11
12. Dabur SWOT STRENGTHS: Century Old Company. Established Brand.
Ayurvedic/ herbal Product line. Leader in Herbal Digestives where the product has 90%
of the market share. Innovativeness in Promotions. WEAKNESS: Profitability is
uneven across product line. OPPORTUNITIES: Extend Vatika brand to new
categories like Skin Care and body wash segments. Launch several OTC brands.
Southern India Market. Exploring new geographical areas- local as well global. Oral
Care Segment. Launching new Products like Hair oils, Herbal and Gel Toothpastes
etc. PGDM 08-10-IMT-Nagpur Page 12
13. THREATS: Competition in the FMCG sector from well established names.
Other fields of medicine- Allopathic and Homeopathic. Markets where Herbal products
are not recognized. Industry Profile Fast Moving Consumer Goods (FMCG), also
known as Consumer Packaged Goods (CPG), are products that have a quick turnover and
relatively low cost. Though the absolute profit made on FMCG products is relatively
5. small, they generally sell in large numbers and so the cumulative profit on such products
can be large. The Indian FMCG sector is the fourth largest sector in the economy with a
total market size in excess of US$ 15.1 billion. It has a strong MNC presence and is
characterized by a well established distribution network, intense competition between the
organized and unorganized segments and low operational cost. Availability of key raw
materials, cheaper labor costs and presence across the entire value chain gives India a
competitive advantage. The FMCG market is set to treble from US$ 15.6 billion in 2008
to US$ 33.4 billion in 2015. Penetration level as well as per capita consumption in most
product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating
the untapped market potential. Burgeoning Indian population, particularly the middle
class and the rural segments, presents an opportunity to makers of branded products to
convert consumers to branded products. Growth is also likely to come from consumer
'upgrading' in the matured product categories. With 200 million people expected to shift
to processed and packaged food PGDM 08-10-IMT-Nagpur Page 13
14. by 2010, India needs around US$ 28 billion of investment in the food-processing
industry. Figure 3 Average Consumer spending profile An average Indian spends around
40 per cent of his income on grocery and 8 per cent on personal care products. The large
share of fast moving consumer goods (FMCG) in total individual spending along with the
large population base is another factor that makes India one of the largest FMCG
markets. The FMCG industry is set to grow 20- 30 per cent in 2009-10, up from 10-20
per cent in 2008-09. The growth would be driven by the launch of new products and
increasing rural consumption, according to industry experts. By definition, FMCG
addresses a very core need in the consumer’s life and so it is less prone to economic
swings than high ticket items such as television or even apparel. Price increases on
products by the companies have also been well-absorbed PGDM 08-10-IMT-Nagpur
Page 14
15. by the market, and so there is no reason to question the growth rate projections. There
has not been any drop in demand for consumer products at popular price points.
However, there may have been some narrowing in demand at the top-end of the market;
in the mass market, demand continues to be strong, both from rural and urban markets.
FMCG sector is perceived as a defensive sector and safe haven for investment in
turbulent times. The sector is considered so due to the strong characteristics of the FMCG
business that relies on domestic consumption. With the input cost inflation easing, a
better margin picture in the coming quarters can be expected. We expect rural markets to
continue to witness buoyancy in the demand due to higher minimum support price for
farm produce, farm loan waiver scheme and the steep increase in the salaries of
government employees’ consequent to the implementation of the Sixth Pay
Commissions. Industry SWOT Strengths: Well-established distribution network
extending to rural areas. Strong brands in the FMCG sector. Low cost operations.
Weaknesses: Low export levels. Small scale sector reservations limit ability to invest
in technology and achieve economies of scale. Several "me-too’’ products.
Opportunities: Large domestic market. PGDM 08-10-IMT-Nagpur Page 15
16. Export potential. Increasing income levels will result in faster revenue growth.
Threats: Imports Tax and regulatory structure. Slowdown in rural demand. Policy
issues Tax reforms The government has gradually removed the restrictions on imports of
consumer goods in the country and also significantly reduced custom duties. The
6. domestic tax structure of these products, however, has not been rationalized to provide
level playing field for competition. This is adversely affecting the growth of the FMCG
industry and could have far reaching adverse impact. The following taxation issues need
urgent attention of the government: 1) Extremely high incidence of tax on certain product
categories. Some FMCG products such as shampoos, processed food, soft drinks and
toiletries containing alcohol attract high rates of excise duty and sales tax. The total tax
incidence in some cases is more than 60 per cent of the cost or more than 30 per cent of
MRP. Such high tax incidence hampers growth of these product categories besides
encouraging manufacture of spurious products and smuggling. It is recommended that the
total excise incidence of FMCG products should not exceed 16 per cent in the case of non
food items and eight per cent in the case of processed foods. Similarly, the marginal rates
of sales tax, which is currently in the range of 10 to 25 per cent, should not exceed 12 per
cent. PGDM 08-10-IMT-Nagpur Page 16
17. 2) Irrational domestic tax structure encouraging imports. Significant reduction in
custom duty rates of consumer goods has made imported product cheaper as compared to
indigenously manufactured products, due to irrational domestic tax structure. For
instance, goods manufactured in India suffer from cascading effects of taxes on inputs as
additional cost compared to imports. The cascading effect of sales tax and local levies on
inputs used in domestic manufacture should be eliminated by providing either MODVAT
credit or by introducing notional VAT covering both central and state taxes on an urgent
basis. Moreover, MRP-based excise duty is levied on a large number of FMCG products.
Countervailing duty on the same product when imported is charged on CIF value. The
MRP based assessable value for excise duty does not allow abatement for post
manufacturing costs such as advertising and selling expenses whereas CIF value
considered for the purpose of import duty does not include costs of these elements
incurred subsequently by importers. This differential basis creates unfair competition as
tax incidence on domestic manufacture could be considerably higher in case of those
products which incur significant marketing and distribution cost. There is a need to bring
parity in tax incidence between domestic manufacture and imports by including all such
elements of post manufacturing costs while deciding the abatement percentage of MRP
based duty. 3) Inverted Duty structure for selected inputs. Duty on certain raw materials
is higher or the same as compared to finished products in which these materials are used.
Such raw materials include oils and chemicals like Soda ash, caustic soda and LAB. In
addition to customs duty, raw materials are also subject to SAD/sales tax and octroi and
therefore total tax incidence and cost of PGDM 08-10-IMT-Nagpur Page 17
18. indigenous manufacture goes up. The import duty on raw materials needs to be
rationalized so that it does not exceed 60 to 70 per cent of the duty on finished goods. 4)
Need for rationalization of taxes on processed foods. Processed food industry, with its
vertical integration with the agricultural sector has significant potential for employment
generation and economic growth. The existing tax structure and its high overall
incidence, however, have been hampering the growth of the processed industry. The
increase in excise duty in last year’s budget from eight per cent to 16 per cent has
adversely affected the growth of processed foods industry. It is recommended that
marginal rate of excise duty on processed foods should not be more than eight per cent
and the sales tax should be levied at four per cent. 5) Cascading effect of Special Excise
Duty. The special excise duty introduced last year is not "cen-vatable’’ except in the case
7. of selected products. Most FMCG products covered by tariff chapter 33 such as
shampoos, ice creams and cosmetics are subject to SED. This tariff chapter also contains
very wide definition of the term "manufacture’’ which includes labeling, relabeling or
conversion of large packs into small packs. The levy of SED on such products therefore
leads to double taxation when goods are labeled or converted into small packs after
manufacture. It is recommended that SED should be made "cen- vatable’’; alternatively
the term "manufacture’’ needs modification , at least for the purpose of SED by
excluding labeling, relabeling or conversion into small packs. Objective With the
increasing battle of fierce competition amongst the existing players and the entry of new
players, the FMCG companies are forced to reduce on to their margins. Companies have
limited options left to stay in the market. And one of the aspects to PGDM 08-10-IMT-
Nagpur Page 18
19. increase their sales is to increase the visual appeal and appearance of the products and
to change with changing activities of the competitors. Objectives of the project are: 1. To
maintain a report on the displayed stock availability of the Dabur’s products as well as of
its competitors (all SKU’s). 2. To analyze the display quality of Dabur as well as its
competitor’s product. 3. To analyze the merchandizing activities done by the
competitors’ brand. 4. To review the workings of merchandizing staff employed at sites.
5. To analyze the consumer behavior. 6. To analyze consumer behavior in regard to
Dabur’s 5Ps with the help of marketing survey. 7. To analyze the criteria for the
allotment of shelf space. Concepts Used Merchandising In retail commerce,
merchandising means maximizing merchandise sales using product design, selection,
packaging, pricing, and display that stimulates consumers to spend more. This includes
disciplines in pricing and discounting, physical presentation of products and displays, and
the decisions about which products should be presented to which customers at what time.
In the supply chain, merchandising is the practice of making products in retail outlets
available to consumers, primarily by stocking shelves and displays. While this used to be
done exclusively by the stores' employees, many retailers have found substantial savings
in requiring it to be done by the manufacturer, vendor, or wholesaler that provides the
products to the retail store. By doing this, retail stores have been able to substantially
reduce the number of employees needed to run the store. While stocking shelves and
building displays is often done when the product is delivered, it is increasingly a separate
activity from delivering the product. In grocery stores, for PGDM 08-10-IMT-Nagpur
Page 19
20. example, almost all products delivered directly to the store from a manufacturer or
wholesaler will be stocked by the manufacturer's/wholesaler's employee who is a full
time merchandiser. Why merchandising matters? Without a merchandising strategy,
products on the store shelf are left to fend for themselves among a sea of competing
products. Beyond packaging, brand name and price, shoppers must pore over the fine
print to determine whether or not a product qualifies for purchase. With the help of a
carefully formulated merchandising strategy, retail marketers can highlight the unique
value and benefits of a featured brand to pursue and attain the coveted status of category
leader. Psyche of a Shopper The shopper is a complex target, faced with too little time,
too many choices, and too much information. An effective merchandising strategy will
simplify the decision- making process, validate the shopper’s purchase criteria, and
accelerate the journey to the checkout stand. Battle of the Brands Product selection has
8. become a science. In the case of produce, it’s based on source, ingredients, nutrition,
price, expiration date, number of servings and visual or perceived quality. Although all
these attributes are important, merchandising applies research and analysis to identify and
highlight the key benefits and unique properties of the brand. The resulting
merchandising solution will present the compelling reason to buy that will appeal to the
highest percentage of the target audience. PGDM 08-10-IMT-Nagpur Page 20
21. Shelf Appeal Your brand must stake its claim to the much sought-after real estate at
the point of destination on the store shelf. If you are successful in stimulating interest in
your brand and the benefits it offers the consumer, shoppers will return to that section of
the store and incorporate it into their regular store “circuit.” Once you have established
your territory, you must guard it from adjacent competing brands through ongoing
reinforcement of your P-O-P promotional message, brand and call to action. CSD
Canteen Stores Department ('CSD') is run by the Indian Ministry of Defence, and has a
presence in all major military bases operated by the Indian Armed Forces. CSD sells a
wide variety of products like household provisions, kitchen appliances, alcoholic drinks,
cars, sports equipment, exclusively for active and retired members of the Armed Forces.
Generally, these goods are procured by CSD in bulk, and sold at concessional rates,
compared with retail prices. The CSD has grown from a turnover of Rs. 48 in 1948 to
over Rs. 2.700 crore in 1998-99 - a growth of over 4500 times. Turnover per employee in
1998-99 was Rs. 122 lakhs. The CSD serves 16 million people - 5% of India's population
which can afford consumer items and durables. The CSD's profits are ploughed back into
Welfare Schemes for Defence Personnel and their families. The CSD has a very low ratio
of operating expenses to turnover - 1.30% - perhaps the lowest in any organization in the
country. With 33 Area Depots and 3400 Unit-Run-Canteens (URCs), the CSD serves the
services in all the parts of the country - from Ladakh in the North, Tamil Nadu and
Kerala in the South, Nagaland in the East, Rajasthan in the West and even Port Blair. The
CSD maintains an inventory of 2800 items that cover a wide range, from shoe laces to
cars. The CSD has 'Bi-annual Sales cum-After-Sales Melas' at its Area Depots which
includes items not in the CSD's inventory. It caters not just to the PGDM 08-10-IMT-
Nagpur Page 21
22. services personnel and their families but also to GREF, NCC Units at Group HQ
level, TA units, CDA's staff, Ordinance factories, Embarkation HQs, Civilians paid from
Defence estimates and Para-military forces under operational/administrative control of
the Army. It is the only department in the Ministry of Defence where defence civilians
are actually serving in forward and high altitude areas, shoulder to shoulder with the
combatant personnel of the Armed Forces. CSD canteens visited under project guidelines
1. Delhi Area Station Canteen Sec 37, Noida (U.P) Under army command. 2. Air Force
Canteen Sec 21, Noida (U.P) Under Air Force Command. 3. Coast guard Canteen. Sec
23, Noida (U.P) Under Coast Guard Command. Products Observed S. No Category
Product 1 Amla Hair Oil 100ml 2 Amla Hair Oil 200ml 3 Amla Hair Oil 300ml 4 Vatika
Hair Oil 150ml 5 Vatika Hair Oil + Scheme 6 Vatika Hair Oil 300ml HO-DIL 7 Vatika
Hair Oil + Scheme 8 Vatika HC Shampoo 9 Vatika AD Shampoo 10 Vatika Smooth &
Silky 200ml 11 Vatika DC Shampoo 200ml 12 Lal Danth Manjan 150gm 13 Lal Danth
Manjan 60gm PGDM 08-10-IMT-Nagpur Page 22
23. 14 Red Tooth Paste 50gm 15 Red Tooth Paste 100gm 16 Red Tooth Paste 200gm 17
Lal Tail 18 Odopic Scouring Bar 400gm 19 Odopic Scouring Bar 600gm HO-HC 20
9. Babool Toothpaste 200gms 21 Promise Toothpaste 200gms 22 Meswak Toothpaste
100gm 23 Odomos Mosq. Rep. Lotion 24 Odomos Mosq.Rep. Cream 25 Odonil Air
Freshener 100gm LS-HC 26 Odonil Air Freshener 50 gm 27 Odonil Room Spray 250gm
28 Toilet Cleaner 500ml+Odonil 50 gm 29 Toilet Cleaner Sani F. Dew 500ml 30
Gulucose 100gm 31 Gulucose 500gm 32 Shudh Madhu 250gm 33 Shudh Madhu 500gm
34 Shudh Madhu 1kg 35 Hajmola Bottle 36 Pudin Hara LS-DIL 37 Dabur Chyawanprash
Awaleh 1kg 38 Chywanprash Awaleh+ 40gm Honey 39 Chywanprash Awaleh 1kg Spl
40 Chywanprsh 500gm Spl 41 Lavan Bhaskar Churna 120gm 42 Shilajit 30caps 43
Nature Care 100gm 44 Nature Care 375gm 45 Real Orange Juice 1ltr 46 Real Guava
1000ml LS-Foods 47 Real Mango Nectar 200ml 48 Real Orange Nectar 200ml` 49 Real
Guava 200ml PGDM 08-10-IMT-Nagpur Page 23
24. 50 Hommade Ginger Garlic 200gms 51 Hommde Tomato Pure 200gm Table 2
Dabur's Product watched at CSD outlets Major Product’s Profile Figure 4 Dabur's
Products Dabur Amla Introduced in early 50's in northern India. Becomes largest
selling branded hair oil. Original French perfume formulation with goodness of Amla.
First branded perfumed hair oil. Expanded market to go national in 70's. Flagship
brand in Hair Care category of Dabur. Over Rs.180 crore turnover. 10% share in
Rs.1600 crore Hair Oil market. Dabur Chyawanprash Derived from 2500 year old
Ayurvedic formula. Totally chemical-free, natural and safe. Powerful combination
of herbs and plant extracts in a base of Amla fruit pulp. PGDM 08-10-IMT-Nagpur Page
24
25. Refined by Dabur to provide traditional goodness with best quality. Reinforces
the immune system & helps fight disease. Trusted health provider of a majority of
Indian households. Odonil Originally bought from Balsara the brand is properly placed in
active air freshener category. The product is available in block as well as aerosol form.
The problem area for the company is the threat from low priced substitutes. Dabur Honey
Dabur India Limited saw the potential of honey beyond its remedial value. Helping every
household imbibe the goodness of this natural wonder liquid in their day-to- day life.
Dabur Honey launched as a food product Largest player in the branded honey market,
commanding 80% of the total share Recently launched n convenient easy to use
squeeze pack. Focusing on promoting food led usage. Real Most preferred taste and
wide acceptance-A research conducted by Synovate. Fastest growing brand-6th
National dairy and Beverage Seminar. HACCP and GMP Certifications-Societe
Generale De Surveillance Reports prepared To facilitate the project work, 5 different
reports were prepared covering all the aspects of the project. PGDM 08-10-IMT-Nagpur
Page 25
26. 1. SKU availability report Under this only the SKU’s of the Dabur brand were
considerd and their availability at the three outlets were analyzed during the project work.
2. Displayed Quantity report Under this the displayed quantity of the Dabur products as
well as competitor brands was observed. Also the display location was also recorded so
as to facilitate the analyzing of the quality of the display. 3. Display of other SKU’s The
display of other SKU’s was also observed where the competitor activity was nil or the
competitor activity was not allowed to be watched. 4. Merchandising report It consisted
the working of the merchandising staff of the Dabur as well as of other brands. Report
also consisted of analyzing the display of other brands listed over there, making
necessary changes to improve and re-evaluating the whole procedure. 5. Consumer
10. Behavior It consisted of recording consumer behavior regarding products different
aspects. Conducting a marketing survey to analyze the image of Dabur’s product in mind
of consumers. Methodology followed Different methodologies were used for different
reports. In general the methodology ranged from physical observation, talking to CSD
manager to conducting survey. 1. SKU availability report Under this physical check of
the displayed quantity was done. The total SKU’s to be watched was 51. On an average it
took about 1 hr to complete this report. PGDM 08-10-IMT-Nagpur Page 26
27. For this a printed data sheets were provided from Dabur enlisting all the SKU’s
available to sale from the company end. 2. Displayed quantity report A visual check was
done so as to ascertain the quantity of goods displayed by Dabur as well as its
competitors. Moreover a track record of the time period a product takes to sell and the
quality of the display was also maintained so as to facilitate the following quests Best-
Fully stacked-Widest Display. Highest-Fastest-Consistent Selling. Display shelf
quality – Improper – Normal –Good. Display shelf positions Top-Middle- Bottom. 3.
Display of other SKU’s report Under this a physical check was done so as to analyze the
availability of Dabur products that doesn’t have any competition over there. The display
quality of the products was also observed. 4. Merchandising report Workings of the
merchandising staff was observed visually as well as on output of task given to them. A
proper visual record was maintained of Dabur merchandizing as well as merchandizing
done by the other companies using Photographs taken at CSD outlets and were later
compared to other outlets. To facilitate this, guidelines for proper & improper displays
were first formulated and the deviation with regard to guidelines was recorded.
Innovative merchandizing options used by the other non-competitive brands were also
visually recorded. Products’ mixing with cheaper substitute product was also recorded
and its impact of sales was calculated using normal stastics. PGDM 08-10-IMT-Nagpur
Page 27
28. 5. Consumer behavior report Consumer response to Product, Price, Place, Promotion
and Packaging were observed using a 5 question Un-official survey. 4 different
Consumer Behavior activities were also done at the outlets and the response to them was
also observed. Tabulations and Findings 1. SKU availability report S. No Category
SKU's available Combined Total 1 HO-DIL 6 2 LS-DIL 6 12 3 4 HO-HC LS-HC 3 2 5
20 5 LS Foods 3 3 Table 3 Sec 37 Delhi Area Station Canteen SKU status S. No
Category SKU's available Combined Total 1 HO-DIL 6 2 LS-DIL 6 12 3 4 HO-HC LS-
HC 2 0 2 15 5 LS Foods 1 1 Table 4 Sec 23 Coast Guard Canteen SKU status PGDM 08-
10-IMT-Nagpur Page 28
29. S. No Category SKU's available Combined Total 1 HO-DIL 5 2 LS-DIL 5 10 3 4
HO-HC LS-HC 2 1 3 15 5 LS Foods 2 2 Table 5 Sec 21 Air Force Canteen SKU status 2.
Displayed Quantity report Sec 37 Delhi Area Station Canteen Date Product& Quantity
Available Red Tooth Paste 50gm Meswak 100gm Promise 200gm Babool 200gm
Display Counter Stock out Top-Easily Visible Top Top 28-May-09 0.5 1 2.5 0.5 29-May-
09 0.5 1 2.5 0.5 2-Jun-09 0.25 1 2 0.5 3-Jun-09 0.25 1 2 0.25 5-Jun-09 0.25 0.5 1.5 0.25
6-Jun-09 0 0.5 1.5 2 9-Jun-09 0 0.25 1 1.5 Date Product& Quantity Available Colgate
Adv. White Colgate Total Colgate Herbal Colgate 150gm 150gm 200 200gm Display
Counter 2nd Stock out 2nd Top 28-May-09 1.5 0.5 0.25 1 29-May-09 1.5 0.5 0.25 1 2-
Jun-09 1.5 0 0 0 3-Jun-09 1.5 0 0 0 5-Jun-09 1 0 0 0 6-Jun-09 1 0 1 0.5 9-Jun-09 1 0 1 0.5
PGDM 08-10-IMT-Nagpur Page 29
13. Display Counter Stock out Top Top 5-Jun-09 0 3 12 6-Jun-09 0 2.5 11 8-Jun-09 0 2 10
Odonil Aroma Display Counter Stock out 2nd 5-Jun-09 0.5 1 6-Jun-09 0.5 1 8-Jun-09
0.25 1 PGDM 08-10-IMT-Nagpur Page 40
41. Real 1ltr Real 200ml Display Counter FLOOR 3rd 5-Jun-09 1 4 6-Jun-09 8 0 8-Jun-
09 6 0 3. Display of other SKU’s report S. No Category Product Name Displayed
Quantity Display Shelfs 1 HO-DIL Lal Dant Manjan 150gm 0.5 2nd Shelf-Scattered 2
HO-DIL Lal Dant Manjan 60gm 3 2nd Shelf-Scattered 3 HO-DIL Lal Tail 60ml 1 3rd 4
LS-HC Odonil Room Spray 0.5 Top-Scattered 5 LS-DIL Shudh Madhu 500gm 3 2nd 6
LS-DIL Shudh Madhu 1kg 2 2nd 7 LS-DIL Hajmola Bottle 0.25 3rd 8 LS-DIL
Chyawanprakash 2 2nd 9 LS-DIL LBC 120gm 1 Top 10 LS-DIL Shilajit N/A Extension
Counter 11 LS-DIL Nature Care100gm 1 Top-Corner 12 LS-DIL Nature Care 375gm 1
Top-Corner 13 LS-Foods Homemade Ginger-Garlic 0.5 Top Table 6 Sec 37 Delhi Area
Station Canteen (other SKU report) S. No Category Product Name Displayed Quantity
Display Shelf 1 HO-DIL Lal Dantmanjan 60 gms 1 Top 2 HO-DIL Lal Tail 0.5 2nd 3
LS-DIL Chywanprakash 1kg 1 Top 4 LS-DIL LBC 120 gms 1 2nd 5 LS-DIL Shilajit 0.5
Top 6 LS-DIL Nature Care100 1 2nd Table 7 Sec 23 Coast Guard Canteen (other SKU
report) PGDM 08-10-IMT-Nagpur Page 41
42. S. No Category Product Name Displayed Quantity Display Shelf 1 HO-DIL Lal
Danth Manjan 150gms 2 Top 2 HO-DIL lal Danth manjan 60gms 2 3rd 3 LS-DIL
Hajmola 3 3rd 4 LS-DIL LBC 120gm 2 3rd 5 LS-DIL Shilajit 0.5 3rd 6 LS-DIL Nature
care 100gm 1 Top 7 LS-DIL Nature Care 375gm 1 top Table 8 Sec 23 Coast Guard
Canteen (other SKU report) 4. Merchandising report Too often when selling, brand
managers are satisfied with simply getting a placement and fail to take the next step –
which is to help insure successful turnover by obtaining the best possible placement.
When proper merchandising techniques are applied, sales results are measurably
improved. The best companies in the industry make a habit of paying attention to these
important details. It is important to provide solid business reasons for getting products
placed in the most advantageous positions and even then there is no guarantee of getting
what we desire. Guidelines for a Good Display Fully stacked shelves. Neatly and
systematically placed goods. Clear line of division from other products. No-mixing
of cheap substitutes. Accessible height. PGDM 08-10-IMT-Nagpur Page 42
43. Figure 5 Sec 37 DASC Products properly stacked Figure 6 Sec 23 Coast Guard
Products properly stacked PGDM 08-10-IMT-Nagpur Page 43
44. Figure 7 Sec 23 Coast Guard Products properly stacked Causes for Improper display
Un-organized goods. Unutilized shelf space. No Branding. Loosely placed
goods. No-segregation of products. Incomplete information about the product.
PGDM 08-10-IMT-Nagpur Page 44
45. Figure 8 Sec 21 Air Force Mixing of Product – Improper display Figure 9 Sec 23
Coast Guard Products not placed properly – Improper display PGDM 08-10-IMT-Nagpur
Page 45
46. Figure 10 Sec 21 Air Force Products- Products placed on floor. Figure 11 Sec 21 Air
Force – Shelves not fully stacked. PGDM 08-10-IMT-Nagpur Page 46
47. Display pattern used by other companies (competitive and non-competitive) Figure
12 Price tags Figure 13 External Displays PGDM 08-10-IMT-Nagpur Page 47
48. Figure 14 Product line display counters Figure 15 Hanging Advertisements PGDM
08-10-IMT-Nagpur Page 48
14. 49. Consumer Behavior and merchandizing cases report Consumer Survey A small
survey was done in response to company’s requirement regarding the customers’
perception of Dabur product in regard to marketing 5Ps. Consumer Response to Dabur's
5 Ps Consumers responses were required on a scale of 0 to 5 on following parameters. 0
being the poorest 5 being the highest. TOTAL AVG. Product 2 4 5 2 2 4 4 4 3 3 4 4 41
3.42 Price 4 3 4 3 4 4 4 5 3 4 4 2 44 3.67 Place 2 3 1 2 2 3 1 4 4 2 1 3 28 2.33 Promotion
3 4 3 2 4 4 4 3 2 4 3 3 39 3.25 Packaging 3 4 3 4 5 4 4 3 2 1 2 1 36 3.00 Merchandizing
Experiments and findings Following experiments were done and certain discrepancies
were found out. S. No Date Canteen Activity 1 5-Jun-09 DASC A substitute of Odonil
was found mixed with the product in the same rack. The display of the substitute was
made similar to the display of the odonil making it hard to differentiate in the first
observation. 2 5-Jun-09 DASC Out of 50 people buying Toothpaste only 7 stopped to
stare at Meswak and after looking at packing and comparing only 4 finally bought it. The
people who rejected it went for Pepsodent germicheck(2) and Colgate Herbal(1) 3 5-Jun-
09 DASC Out of 12 people buying Hair oil only 1 stepped to buy Dabur Amla, others
went for smaller packs of other brands. 4 5-Jun-09 Air Force In random check it was
found out that Sanifresh was mixed with a substitute of local brand Admiral & Colonel. 5
6-Jun-09 DASC On being placed Dabur AD shampoo along with Head & Shoulders
products demand increased and the quantity of .5 cases PGDM 08-10-IMT-Nagpur Page
49
50. was sold in time period of 3 hrs. People buying Head & Shoulders started comparing
Vatika Active Dandruff along with it. 6 6-Jun-09 DASC Real juices continued to be sold
as earlier but with similar products like Frooti, Rasna, etc placed along is losing the
vibrancy of its color. The product needs to be placed in a different area with more source
of light. 7 8-Jun-09 Air Force Whole of the Shampoo & Hair oil counter was stock out
leading to 2 case sale of Active dandruff 200ml & Dabur Amla 2.5 Cases in a day. 8 8-
Jun-09 Coast Guard It was found out that the shelves of head & Shoulder & Colgate were
once filled in the morning and in the later day they were only restacked. The stocking of
the product generally took 1.5-2hrs. Later in the day the job of the merchandizing boy
typically was to check whether the products are properly stacked or not. A merchandizing
boy typically handles 4-5 Companies. After lunch only re-shelving was done not
replenishment. Table 9 Consumer Experiments and merchandising review Understanding
– Interpretations A different report gives different interpretation, but the one thing that
was evident among the all, was that the Dabur had problem with its merchandizing. To
understand the problem with, we first needed to assess the profile of the consumer at
CSD outlets. Consumer at CSD had these characteristics. Around 60% were females
with 40+ ages. Most of consumers at CSD didn’t want to bend down to lower counters.
Consumers have fixed budget, so they knew there budget and their requirements were
already decided. Any price increase can have a tremendous downward spiral effect on
their purchase behavior. Fully stacked counters were the first to catch eyes. Product
comparison was the least because of already abundant knowledge of the brand. PGDM
08-10-IMT-Nagpur Page 50
51. Availablity of Dabur SKU's at CSD. DAAC Air Force Coast Guard TOTAL 5th June
24 15 14 47 6th June 20 15 15 47 8th June 20 15 15 47 9th June 20 15 15 47 30 25 20
DAAC 15 Air Force 10 Coast Guard 5 0 5th June 6th June 8th June 9th June Table 10
SKU Availablity report As the month had just began and the supplies were being awaited
15. from the Central Depot, most of the SKU’s of all the brand were going stock out. The
consumer had to resort to other available brands. This shows a switching behavior. The
consumer didn’t resort to external buying because of huge differences in prices. Product
Category Highest Selling Fastest Selling Consistent Selling Toothpaste Colgate 100gm
Colgate 100gm Colgate 100gm Shampoo Head & Shoulders 400 Pantene 200 Active
Dandruff 200 Gulucose No Competition Hair Oil Dabur Amla 300ml Parachute 2L
Dabur Amla 300ml Sanifresh Harpic Harpic Harpic PGDM 08-10-IMT-Nagpur Page 51
52. Odonil Odonil Odonil Odonil Juices Real has no competition Table 11 Product-Time
display report Colgate was still the leader in the toothpaste segment because of its strong
brand loyalty. The product use to be sold like a hot cake. The product had many SKU’s
but it didn’t cannibalized its own SKU’s rather it ate the share of its competitors. Under
the hair oil segment Dabur Amla was the most visible product, this can be said because of
the poor packaging of its competitors and loyalty among the upper age band of the
consumer. Product Category Best Display Fully Stacked Widest Display Toothpaste
Pepsodent Germicheck Pepsodent Pepsodent Shampoo Head & Shoulders Pantene Head
& Shoulders Gulucose Extension Counter Display Hair Oil Dabur Amla 300 Parachute
500ml Dabur Amla 300 Sanifresh Harpic Harpic Harpic Odonil Odonil N/A Juices
ONLY Product Displayed Table 12 Best Display report Pepsodent Germicheck had the
best display and was the most refilled and re-stacked counter, leading to clean & tidy
display of the product. Head & Shoulder had the best & Consistent display among all the
categories across all the CSD outlets, because of PGDM 08-10-IMT-Nagpur Page 52
53. its dedicated merchandizing workforce. The product continued to enjoy a top shelf
along with proper price tags mentioned below it and hanging advertisements. 15 15 11 10
7 7 5 0 Top 2nd 3rd Stock out Table 13 Shelve Display position The display of the
product is the most important criteria for sales. If a product is not properly visible, is
stacked behind another product or is not at proper height then chances are high for low
sales volume, until and unless followed by huge brand loyalty. Most of the products of
Dabur were placed on 2nd shelf, so chances were high for their low visibility, until &
unless followed by huge advertisements at CSD shelves. PGDM 08-10-IMT-Nagpur
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54. 25 20 6 15 6 Improper 10 2 Normal 2 3 5 1 Good 2 13 4 6 2 0 3 Top 2nd 3rd Total
Table 14 Display Quality report Among the display of the Dabur product 6 products were
found to be of improperly displayed. On the further research it was found that the
problem area was the merchandizing person. The person was not interested in Dabur
brand. He had 4 more brands and didn’t paid any attention towards the Dabur products.
Later during the research work it was found that person was going to leave the Dabur
brand. These kinds of moves by merchandising staff can deeply affect the sales at CSD
counters for a short period of time. Any deviation in this sort should be resorted at first
go. Recommendations These can be the solutions for the above stated problem. 1. The
company needs to deploy a single brand full time employ for Noida CSD only. This will
increase the cost of the company, but the will tremendously increase the visual appeal of
the products and consistent good display. PGDM 08-10-IMT-Nagpur Page 54
55. 2. Company should not go in contract with a third party for the merchandizing staff.
As the staff deployed by them keeps on changing on short intervals and the new person
might not be aware of the brand characteristics. 3. The basic criteria to get the top shelves
in CSD outlets is to provide the canteens with display shelves, in return they provide a
16. consistent top shelf for a time period. A cost evaluation of this can be done and further
new shelves can be provided to CSD outlets. This also helps build relationship with the
staff at the outlets. 4. A periodic review needs to be done to analyze the change the
customer buying preferences at CSD. 5. A periodic review of merchandising staff needs
to be done, so as to check the performance. The salary structure can be incentive based on
how much care a person takes to enlist the brands at CSD. 6. Shelfs to be refilled thrice a
day. 7. Hanging display boards to be placed. 8. Outside hoarding in collaboration with
CSD outlet management can be provided, so as to increase the appeal of the product. The
boards can be placed next to CSD outlet gates. 9. Display boards, hanging
advertisements, price tags should be provided so as to provide more and more
information about the product. 10. Upper shelves to be utilized more for display rather
than stockings. Limitations of the study Every research work has limitations. So does this
one also had. 1. Time frame PGDM 08-10-IMT-Nagpur Page 55
56. 2. The time frame setup was quite less as compared to the time period sales force
devotes to merchandizing. Initial time period was involved in learning the rules and
regulations of CSD outlets. Followed by merchandizing training. 3. Wide segment to
cover 51 products were to be covered per canteen, totaling to 153 products in all.
Maintaining a record of that data was a tedious job. Moreover, the outlets were located
far off from each other, so commuting between them took time. 4. Accessibility to
outlets. Accesses to outlets were governed by the permission of the store manager and
any consumer activity carried out required his permission. 5. Limited scope of interaction
with the consumer Time is the most valuable product for the consumer. So it was hard to
convince them to talk in their precious time. 6. Stock out position The project was done
in the time when most of the products were stock out at the outlet and were awaiting
fresh supply from the central depot. Scope for improvement The project should be done
at different intervals of the year with regular performance measurement of merchandizing
staff. PGDM 08-10-IMT-Nagpur Page 56
57. Annexure Format of Consumer Survey QUESTIONNAIRE Consumer View of
Dabur Name: Contact No: Would you like to be contacted by Dabur for further review?
Answer the questions on a scale of 0 to 5. 0 being the poorest and 5 being the highest. 1
Kindly rate the Dabur product according to use? 0 1 2 3 4 5 2 Kindly rate the Dabur
product according to Packaging? 0 1 2 3 4 5 3 Kindly rate the Dabur product according to
Promotional activity? 0 1 2 3 4 5 4 How do you find the prices of Dabur, as per your
reach? 0 1 2 3 4 5 5 Kindly rate Dabur product as per the placements at the counter? 0 1 2
3 4 5 Thanks for your time Official use: Date: Outlet: PGDM 08-10-IMT-Nagpur Page
57
58. Time: Consumer Type: Remark: Merchandising data collection sheets Dabur Sheet
1 S. Display Display Category Product Remarks No Counter Quality 1 HO-DIL Amla
Hair Oil 100ml 2 HO-DIL Amla Hair Oil 200ml 3 HO-DIL Amla Hair Oil 300ml 4 HO-
DIL Vatika Hair Oil 150ml 5 HO-DIL Vatika Hair Oil + Scheme 6 HO-DIL Vatika Hair
Oil 300ml 7 HO-DIL Vatika Hair Oil + Scheme 8 HO-DIL Vatika HC Shampoo 9 HO-
DIL Vatika AD Shampoo 10 HO-DIL Vatika Smooth & Silky 200ml 11 HO-DIL Vatika
DC Shampoo 200ml 12 HO-DIL Lal Danth Manjan 150gm 13 HO-DIL Lal Danth
Manjan 60gm 14 HO-DIL Red Tooth Paste 50gm 15 HO-DIL Red Tooth Paste 100gm 16
HO-DIL Red Tooth Paste 200gm 17 HO-DIL Lal Tail Total 18 HO-HC Odopic Scouring
Bar 400gm 19 HO-HC Odopic Scouring Bar 600gm 20 HO-HC Babool Toothpaste