Mahashian Di Hatti Private Limited, known as MDH, is the second largest player in the Indian spice market with a 12% market share, primarily engaged in producing and selling traditional spices. Founded in 1919, the company aims to increase market penetration through competitive pricing, extensive advertising, and CSR activities, including operating hospitals and schools. Future plans focus on expanding the Indian market, producing new blends, and targeting global cuisines.

1. Mahashian Di Hatti
Private Limited

2. COMPANY

3. INDIAN SPICE INDUSTRY
• Largely unorganized market
• Market is dominated by players such as MTR, Badshah, MDH,
Everest, etc.
• Tata chemical shas launched its spices brand TATA Sampann
Spices.
• In April 2021 , export of spices to that $398.50M.

4. COMPANY PROFILE
Mahashian Di Hatti Private Limited, doing business as MDH, is
an Indian spice producer and seller based in New Delhi, India. It
is the second largest leader in the Indian market with 12%
market share, following S. Narendrakumar's Everest Spices.
Mahashay Chunnilal Gulati set up the masala company in 1919
in Sialkot, Pakistan.

5. SECRET FORMULA
• Mahashay ji doesn’t have any
secret formula behind his
grand success.
• Principles : Honoring the
commitments,
Ser ving customers with pure and

6. MARKET

7. MARKET
•MARKETING STRATEGIES
PARENT COMPANY - MAHASHIAN DI HATTI
CATEGORY - FOOD PROCESSING AND PRODUCTS
SECTORS - FOOD AND BEVERAGES
TAGLINE – ASLI MASALE SACH SACH MDH!
USP – UNIQUE TRADITIONAL BLENDS OF SPICES

8. STP
SEGMENT – All users of spices (undifferentiated/mass
marketing)
TARGET GROUP – Users of traditional spices
POSITIONING – Traditional spices of India

9. GROWTH OF MDH
HAND-GROUND SPICES
-> AUTOMATED
MACHINES
CARDBOARD PACKAGE
-> NEW INNOVATION
PLANTS AT – DELHI,
NAGAUR, GHAZIABAD,
AMRITSAR, SHARJAH
(UAE) ETC.
OVER 2000+
EMPLOYED EVERY YEAR
RANKED 490TH AMONG
UNLISTED CO OF INDIA
(2001)
MEMBER OF BUREAU
OF INDIAN STANDARDS
GLOBAL TOP 3 RANK IN
SPICES
STARTED CSR
ACTIVITIES

10. PRODUCT MIX
GROUND
SPICES
• BLACK PEPPER
• DHANIYA POWDER
• HALDI POWDER
• JEERA POWDER
• KASHMERE MIRCH POWDER
• KASOORI METHI
• LAL MIRCH
• WHITE PEPPER BLEND
SPICES
• AMCHUR POWDER
• BIRYANI MASALA
• BUTTER CHICKEN
• CHANNA MASALA
• CHICKEN MASALA
• CHUNKI CHAAT MASALA
• CHUTNEY PUSHINA MASALA
• JAL JEERA MASLA
• DAL MAKHNI MASALA
• DAHI VADA MASALA
• CURRY POWDER
OTHER
PRODUCTS
• KESAR
• DANT MANJAN
• HAWAN SAMAGRI

11. PRICING
• It aims to increase sales, and thereby revenue by selling
higher volumes at an affordable price.
• MDH is penetrating into the market by competitive
pricing strategy so as to maintain a firm hold on the
consumer market.
• Apart from the exceptions, the prices of spices var y from
Rs. 25 to 70 for a 100 -gram packaging, which is
reasonable

12. PROMOTION
MDH followed two strategies for promotion of its products
:-
1. Pull strategy – Great emphasis on T V ads. (1st T V ad in
1984).
2. Push strategy – Point of sale

13. PLACE
1. 15 factories supplying over network of 1000s stockists,
and 8 lakh retail dealers in India
2. Raw material acquired directly from contact farmers to
maintain unique taste and quality
3. Over 60 spices and blends are exported to over 500+
countries like USA , Canada, UK, South East asia etc.

14. COMPETETIORS
1. The FMCG market is the near to per fectly
competitive market (oligopolistic market),
which has less no. of players in the market
and the market share is almost equally
divided.
2. If one is not available, an individual may
pick up other one, unless and until the brand
has not transformed itself in a cult.

15. CSR

16. CSR ACTIVITIES
• Mahashay Chunnilal charitable trust- maintains
trust amongst it’s loyal customer base.
• Trust operates 250+ bed hospital, a mobile hospital
for slum and 4 schools in New Delhi
• Various social organization can get need based
grants from the trust
• Sandesh- focusing on traditional family values of
India.

17. FUTURE
SCOPE

18. FUTURE SCOPE
• Widen the Indian spice market and convert consumer
from unbranded product
• Beside dr y blends, produce wet blend
• Extension in the ready to eat segment
• Rework advertising strategy and also focus on the
market in the south.
• Focus on global cuisine like Chinese, Thai and Italian.

19. BIBLIOGRAPHY
• https://mdhspices.com
• https://www.themarcomavenue.com
• https://thestrategystory.com
• https://www.socialsamosa.com

20. PRESENTED BY :-
DEEPANSHU SHARMA
DIGVIJAY SINGH
KASHISH KALRA
KAVISH SEKHRI
KIRTI RAI
KHYATI GUPTA
• 21BSP0791
• 21BSP0
• 21BSP0860