I did my Internship at Mapro Foods as an Intern for 2 months under National Sales Manager and worked in Modern Trade at Bengaluru.

1. Internship Presentation
“A STUDY ON SALES BEHAVIOUR OF MODERN
TRADE OF MAPRO FOODS IN BENGALURU”
PRESENTED BY
VIKYATH A S
817036
MBA (Final Year)
UNDER THE GUIDANCE OF
YATHISH KUMAR
National Sales Manager (NSM)
Mapro Foods Pvt. Ltd.
122, Shendurjane, Wai, Dist. Satara,
Maharashtra, India
Dr. VIMAL PANT
Associate Professor
NIFTEM, Kundli, Sonepat, Haryana
Duration: 18th June 2018 – 18th August 2018

2. COMPANY PROFILE
Located around the idyllic hill-town of Panchgani in western India, Mapro Foods manufactures Fruit Jams, Fruit beverage
concentrates like Crushes and Squashes, Toppings, Lounges, Falero and Mazaana etc. with an annual processing capacity of
around 30 thousand MT. Mapro Foods is a market leader in western India. Founded in 1959, the company has grown organically
over the last five decades with sustained profitability.
 Estimated Annual Sales (USD) : US$5 Million - US$10 Million
 Year of Establishment : 1959
 CEO / Legal Representative : Mayur Vora
 Corporate Status : Corporation/Limited Liability Company
 Products Manufacturing : Food Products (Fruit and Beverages Products)
& Supplying
 Head Branch : 122, Shendurjane Wai-Surur Road
Wai, 412 803 India
 Website : www.mapro.com

3. • Mapro's portfolio of products provides a high quotient of natural fruit in the form of Jams, Falero, Syrups, Crushes, Squashes,
Dessert Toppings, Lounges and Mazaana.
• Mapro's products are known for their wholesome taste, quality and also their natural goodness and nutritive value.
• The various products of Mapro Foods are as follows:
 JAMS
 FALERO
 SYRUPS
 CRUSHES
 SQUASHES
 DESSERT TOPPINGS
 LOUNGES
 MAZAANA etc.
MAJOR PRODUCTS

4. SQUASHES CRUSHES
FALERO MAZAANA TOPPINGS LOUNGE
SYRUPSJAMS

5. • CUSTOMERS: Mapro Foods Pvt Ltd has customers from a wide range of people. Mostly the customers of the
company are children as the products of Mapro are targeted for this group only i.e. Mapro produces chocolates,
jellies, jams and many more which is mostly liked by the children only. But this does not mean that other age
groups are not covered.
• COMPETITORS:
Kissan:
In jams, Mapro Foods Pvt Ltd is close second to kissan in market share.
Mala’s:
It manufactures jam, crush, squash, cordials, syrups which is same as the manufacturing of Mapro Foods
Pvt Ltd.
Manama:
Their range of products consists of cordials, syrups, fruit and chocolate dessert toppings.
CUSTOMERS & COMPETITORS

6. • The art of meeting and exceeding the sales goals of an organization
through effective planning, controlling, budgeting and leadership
refers to sales management.
• The typical objectives of the company includes:
Profitability
Sales-volume
Market share
Growth
Corporate-image
• The company is in the process of establishing a sales force to monitor
the spread in these regions. The strategy is to have a single distributor
for each city to ensure product placement in the supermarkets,
shopping malls, dry fruit shops and general grocery stores.
• In order to track the movement of products from the distributor to the
retailer, Mapro is putting in place an online module which will enable
the sales force to feed daily sales trends and figures.
SALES & MANAGEMENT

7. • A distribution channel is a chain of businesses or intermediaries
through which a good or service passes until it reaches the end
consumer. It can include wholesalers, retailers, distributors and
even the internet.(3 Tier channel distribution)
• Mapro has established widespread distribution channels to reach its
customers in West, North and South India. Its network comprises of
12 super stockists and over 300 distributors across 17 Indian states.
• Mapro’s products are available in a large number of stores and it
has a visible presence in almost all the major cities across the
country.
• They have plans to penetrate in other geographical regions, and also
in smaller towns; and welcome communication from interested
parties with manpower and infrastructure for retail distribution.
DISTRIBUTION CHANNEL

8. • The sales stock of the company received from the company
depot, and the frequency of the stock receipt from depot is
weekly.
• The credit period allowed by the company is 5-10 days; and
distributors are satisfied with the credit facility offered by the
company.
• The company fully support to the distribution so that they are
very happy.
• Distributors are agreed that their business is having
significant growth with the company product.
• Company will provide pre-launching information on the new
product at the appropriate time to the distributors.
DISTRIBUTION PROCESS

9. • Trade marketing is a wider marketing discipline that aims to increase demand with supply chain partners such as
wholesalers, retailers, or at the distributor level, rather than just at the customer level.
• Trade marketing is also called b2b marketing or business-to-business marketing.
• Basically there are three types of vertical trades in the distribution channel. They are as follows,
General Trade (GT): General trade is basic retailing, i.e. small scale business targeting the consumers who
opt day to day purchases in small quantity.
Modern Trade (MT): Modern trade involves a more planned and organized approach to distribution and
logistics management. Modern trade includes the larger players such as supermarket chains, mini-markets,
hypermarkets, etc. This involves aggregation of demand across a diverse product range.
Institutional Trade or HoReCa (Hotel, Restaurant and Caters): Institutional sales means selling products
to business units or institutions or it can be termed as business to business (b2b). Species companies sell its
species direct to hotels, restaurants, and caters, which is also known as HoReCa selling.
VERTICALS OF DISTRIBUTION CHANNEL

10. • Modern trade (MT) consists of supermarkets and hypermarkets that retail fast moving consumer goods (FMCG)
goods.
• Performance in modern trade depends on ensuring sales fundamentals and display is optimally planned and
executed.
• This requires data on sales fundamentals from each store be captured and collated intelligently rebounded.
• Different types of modern trade markets:
Metro cash & carry outlets
DMart
Reliance
Big bazaar
Spar hypermarkets
More supermarkets etc.
MODERN TRADE

11. • Process analysis was done on the basis of sales data. It was observed that one could see deltas between order
quantities as it moves to further stages. Major gaps between the quantities can be categorized as customer service
entry error or compromise for urgent cases, planning gap and warehouse picking issues.
• A purchase order is a document that is sent from a buyer to a supplier. This document features the details of the
goods that the buyer wishes to purchase and the quantities of each item that they are ordering.
• The document should include all relevant product identifiers including product numbers, colors, sizes and any
other information which would be required to distinguish that product or variant from all others.
PROCESS ANALYSIS OF MODERN TRADE

12. • One of the most effective ways to generate sales is by offering consumers
a free trial of the product. Products that are being marketed as different or
with demonstrable differences, advantages and appeal are effective at
guiding a consumer’s opinion and resulting purchase intent.
• Sampling can occur within retail outlets, on-street exposure sampling, or at
special events like concerts, sporting events, conventions, fairs or places
where large crowds are likely to gather.
• Product sampling marketing campaigns provide immediate value and have
a long-lasting impact on sales compared to other sales promotion
techniques. The value of a free sample delivery campaign may be tracked
for a year or longer, while a value-added coupon’s impact may be tracked
for two to four months.
• In fact, sampling can lead to quick brand building and purchase decision,
with immediate, measurable sales impact.
PROMOTIONAL SAMPLING

14. • Visiting all the shops allocated by the guide daily.
• Asking permission to the officials in supermarkets for setting up small sample stalls for giving blind test.
• Checking whether all the products are kept in customer’s eye level in the supermarket.
• Enquiring the shop owners whether they have plans for increasing the present order level.
• Enquiry in concern with knowledge level of brand to the customers.
• Was appointed at stores to know the buying frequency of customers.
• Was keenly enquiring that the customers are making repeated purchases and enquiring about the satisfaction of the
product from the customer.
• Visiting new shops for encouraging order.
• Creating awareness about brand.
• Introducing product to new shops.
• Enquiry about the sales generation.
ACTIVITY & WORK

15. • Mapro need strategic investors to grow beyond their limited geographical reach. Private equity companies that
specialise in consumer business can help them build processes and a management team, and take their brands to
a national level.
• Following are the learnings from this internship.
Fully driven field work which made us capable of a good marketing personnel who can negotiate with the
retailers and customers with the selling concept.
We understood and study limitation was restricted to a particular district and identified that the Mapro food
products doesn’t have a great brand awareness in the Bengaluru circle.
Lack of advertisements and marketing the products and brand are unaware to the population even though the
product is of premium quality.
We understood that the people of Karnataka are ready to buy the product but without a brand awareness and
a direct entry to the food and beverages sector the increase in sales revenue will be still in a dull state.
CONCLUSION & SUGGESTIONS

16. EXAMPLE OF RETAILER SALES DATA

17. T
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