Kissan Unnati Kendra (KUK) is a new format of rural business hubs that aims to develop villages as productive units. KUKs will serve as milk procurement centers and rural retail outlets selling agriculture inputs, livestock inputs, consumer goods, and financial/insurance products. This will provide opportunities for selling branded products and developing private labels. By converting existing milk collection centers into KUKs and adding rural retail operations, it can boost revenues and ensure long-term sustainability for dairy businesses and rural communities.
This document discusses rural retailing in India and its future outlook. It notes that rural markets represent a large opportunity as two-thirds of India's consumers live in rural areas. Rural demand is growing for packaged foods, personal care products, and other goods. Several companies have customized their products, pricing, and distribution for rural consumers. While rural retailing faces challenges like infrastructure and taxation issues, the future outlook remains positive as rural incomes and consumption are expected to significantly increase over the next decade. Organized retailers and FMCG companies are recognizing the potential of rural markets.
Promotional strategy of fmcg company in rural marketPreetam Kumar
This document discusses the evolution of rural marketing in India and reasons for companies to target rural markets. It outlines 4 phases of rural marketing: pre-1960s focused on agricultural products; 1960s-1990s saw growth of agricultural inputs; 1990s-2000s saw expansion to household goods; and post-2000s where rural marketing has become a key focus. Key reasons for companies to target rural markets include saturation in urban areas, the large untapped rural population, and rising rural incomes driving demand for consumer products.
Hariyali Kisaan Bazaar - Rural Marketing (Retailing) in IndiaArjun Parekh
Hariyali Kisaan Bazaar case serves as an excellent case study to understand how Retail works in Rural India. It throws light on Rural Consumerism, Retailing in Rural Markets of India, etc.
The document summarizes the rural market context and opportunities in India. It notes that rural India has a large population and economy, generating $450 billion in income annually. However, rural markets have significant gaps like poor infrastructure, low agricultural productivity, and a lack of quality products and services. The Hariyali Kisaan Bazaar business model aims to address these gaps. It plans to increase rural incomes through agricultural services and a "one stop shop" retail approach, while also sourcing quality farm produce directly from farmers. The goal is to provide rural customers with better choices, trust, and value.
This document discusses marketing strategies for rural markets in India. It begins by noting how rural consumers have become more demanding and how a one-size-fits-all urban marketing strategy will not work for rural consumers, who have different priorities. It then provides background on the size and growth of rural markets in India, noting their immense potential given the large rural population and growing incomes. The document emphasizes that properly understanding rural consumers' communication preferences and developing appropriate products and messaging is key to success in rural marketing.
The document summarizes a study on fast-moving consumer goods (FMCG) products in rural markets in India. It discusses the background and need for the study, as well as the objectives and hypotheses. The study uses a sample of 418 rural consumers and retailers from villages in western Uttar Pradesh, India. Survey data was collected using questionnaires and analyzed using statistical techniques like descriptive statistics, frequencies, chi-square, factor analysis, and ANOVA. The findings provide insights into the consumer characteristics and factors influencing rural consumers' and retailers' purchasing behaviors and choices regarding FMCG products.
Rural markets in India offer significant opportunities for companies due to the large population size and increasing purchasing power. However, rural consumers have unique needs and preferences compared to urban consumers. Successful rural marketing strategies require understanding rural consumer behaviors and leveraging existing rural infrastructure like local markets. Examples of companies that have effectively tapped the rural market include Escorts, HLL, ITC, and BPCL through tailored approaches like focused local advertising, introducing smaller product packages, and establishing rural retail points of presence.
Hindustan Unilever has launched Project Shakti, a rural initiative to provide marketing infrastructure for products made by rural communities. The initiative aims to ensure rural producers have access to ready markets, allow products to reach a wide customer base, and facilitate financial benefits reaching producers. Shakti recruits and trains rural women as entrepreneurs to directly sell HUL products in villages, generating an average monthly income of Rs. 700-1,000. The program now operates in over 80,000 villages across 15 states.
This document discusses rural retailing in India and its future outlook. It notes that rural markets represent a large opportunity as two-thirds of India's consumers live in rural areas. Rural demand is growing for packaged foods, personal care products, and other goods. Several companies have customized their products, pricing, and distribution for rural consumers. While rural retailing faces challenges like infrastructure and taxation issues, the future outlook remains positive as rural incomes and consumption are expected to significantly increase over the next decade. Organized retailers and FMCG companies are recognizing the potential of rural markets.
Promotional strategy of fmcg company in rural marketPreetam Kumar
This document discusses the evolution of rural marketing in India and reasons for companies to target rural markets. It outlines 4 phases of rural marketing: pre-1960s focused on agricultural products; 1960s-1990s saw growth of agricultural inputs; 1990s-2000s saw expansion to household goods; and post-2000s where rural marketing has become a key focus. Key reasons for companies to target rural markets include saturation in urban areas, the large untapped rural population, and rising rural incomes driving demand for consumer products.
Hariyali Kisaan Bazaar - Rural Marketing (Retailing) in IndiaArjun Parekh
Hariyali Kisaan Bazaar case serves as an excellent case study to understand how Retail works in Rural India. It throws light on Rural Consumerism, Retailing in Rural Markets of India, etc.
The document summarizes the rural market context and opportunities in India. It notes that rural India has a large population and economy, generating $450 billion in income annually. However, rural markets have significant gaps like poor infrastructure, low agricultural productivity, and a lack of quality products and services. The Hariyali Kisaan Bazaar business model aims to address these gaps. It plans to increase rural incomes through agricultural services and a "one stop shop" retail approach, while also sourcing quality farm produce directly from farmers. The goal is to provide rural customers with better choices, trust, and value.
This document discusses marketing strategies for rural markets in India. It begins by noting how rural consumers have become more demanding and how a one-size-fits-all urban marketing strategy will not work for rural consumers, who have different priorities. It then provides background on the size and growth of rural markets in India, noting their immense potential given the large rural population and growing incomes. The document emphasizes that properly understanding rural consumers' communication preferences and developing appropriate products and messaging is key to success in rural marketing.
The document summarizes a study on fast-moving consumer goods (FMCG) products in rural markets in India. It discusses the background and need for the study, as well as the objectives and hypotheses. The study uses a sample of 418 rural consumers and retailers from villages in western Uttar Pradesh, India. Survey data was collected using questionnaires and analyzed using statistical techniques like descriptive statistics, frequencies, chi-square, factor analysis, and ANOVA. The findings provide insights into the consumer characteristics and factors influencing rural consumers' and retailers' purchasing behaviors and choices regarding FMCG products.
Rural markets in India offer significant opportunities for companies due to the large population size and increasing purchasing power. However, rural consumers have unique needs and preferences compared to urban consumers. Successful rural marketing strategies require understanding rural consumer behaviors and leveraging existing rural infrastructure like local markets. Examples of companies that have effectively tapped the rural market include Escorts, HLL, ITC, and BPCL through tailored approaches like focused local advertising, introducing smaller product packages, and establishing rural retail points of presence.
Hindustan Unilever has launched Project Shakti, a rural initiative to provide marketing infrastructure for products made by rural communities. The initiative aims to ensure rural producers have access to ready markets, allow products to reach a wide customer base, and facilitate financial benefits reaching producers. Shakti recruits and trains rural women as entrepreneurs to directly sell HUL products in villages, generating an average monthly income of Rs. 700-1,000. The program now operates in over 80,000 villages across 15 states.
Marketing practices by fmcg companies for rural market shailu (2)Md Aktar
This document provides a literature review and background on marketing practices by fast-moving consumer goods (FMCG) companies in rural markets in India. The literature review covers strategies used by companies like ITC and Hindustan Unilever to target rural consumers. It also discusses the differences between rural and urban markets in India and the need for tailored rural marketing strategies. The background section provides an overview of major FMCG companies in India like Nestle, Hindustan Unilever, Colgate, and Britannia and their history in the Indian market. It also discusses the evolution of the FMCG sector in India and key factors that have shaped marketing to rural consumers.
The document provides information about Hariyali Kisaan Bazaar, an initiative by Delhi Cloth and General Mills Company Limited (DSCL) to address challenges faced by Indian farmers. It discusses how Hariyali set up retail outlets called "Centers" and "Stores" within 15-30 km of villages to provide farmers access to inputs, advisory services, and output purchase. The initiative helped improve farmers' productivity, incomes and access to technology, credit, and markets. It also discusses the organization structure of Hariyali Kisaan Bazaar and alignment with objectives of inclusive growth in rural India. The document concludes by outlining some challenges faced in expanding the initiative such as maintaining profit margins, adapting to different customer
The document discusses rural retail in India, focusing on three major players: Godrej Adhar, ITC Chaupal, and Hariyali Kisan Bazaar. Hariyali Kisan Bazaar aims to simplify the rural retail experience for farmers by providing a one-stop shop for agricultural inputs, information services, product procurement, and more across its network of outlets. It now has over 177 outlets across 8 states and plans to expand further. The model provides farmers with better access to resources and pricing, helping to increase their incomes and standard of living.
This document provides an executive summary and table of contents for a project report on rural marketing. The executive summary discusses the evolution of thinking around rural marketing in India, from initially viewing rural and urban markets similarly to recognizing the need for a distinct rural marketing approach. It notes that factors beyond just income differentiate rural and urban India, requiring a tailored understanding of rural markets. The table of contents then outlines 15 sections that will be covered in the project report, including the nature of rural markets, rural consumer behavior, marketing strategies for rural markets, and media vehicles for promoting to rural audiences.
This document is a project report submitted by Suvransu Sekhar Pala to fulfill requirements of a PGDM program. The report examines the scope of rural marketing for fast moving consumer goods companies in India. It discusses the rural marketing environment, including the large size and characteristics of rural consumers, patterns of rural demand, and challenges of the rural market. The objectives are to analyze rural marketing strategies of FMCG companies and identify opportunities and challenges in tapping the rural market potential.
Scope of rural marketing in fmcg industriesShami Zama
This document provides an overview of the research methodology used in a report on the scope of rural marketing in fast-moving consumer goods (FMCG) industries in India. The report uses secondary research methods, collecting data from sources like magazines, journals, books, and the internet. The objective is to analyze the present and future of rural FMCG marketing in India, strategies used by different companies, challenges faced, and opportunities available. The research design involves both descriptive and conclusive secondary research to understand the industry and select key issues to explore further.
It is an initiative taken by DCM Shriram Consolidated Ltd. which provides end-to-end ground level support to the Indian farmer for improving their productivity and profitability.
The document provides an overview of rural marketing strategies used by major FMCG companies in India. It discusses key differences between urban and rural markets and growth in the rural market size. Specific strategies and campaigns by Hindustan Unilever Limited (HUL) are described, including Project Shakti and Khushiyon Ki Doli, which aim to directly reach smaller rural settlements and create livelihood opportunities for rural women. HUL's four-tier rural distribution system is also summarized.
Rural markets in India offer great potential for growth given that 2/3 of India's population lives in rural areas. Rural India has a large consuming class that accounts for 41% of the middle class and 58% of total disposable income. The size of key rural markets are FMCG at 80,000 crores, durables at 10,000 crores, and agri inputs including tractors at 55,000 crores. Rural consumers have less strict social structures now, improved infrastructure, and more disposable income. Companies need strategic marketing management, research and development, communication, and systematic structures to tap opportunities in rural markets and address challenges like rationalization and marketing indigenous goods.
This document discusses organized rural retailing in India. It provides examples of major organized rural retail models including Hariyali Kisaan Bazaar, Aadhaar Retailing, ITC Choupal Sagar, and Tata Kisan Sansar. These models operate retail stores in rural areas that offer agricultural inputs, consumer goods, services like credit and insurance to serve the needs of local farmers and communities. Organized rural retailing is seen as an important opportunity in India as around 70% of the population lives in rural areas with growing incomes and purchasing power.
- 70% of India's population lives in rural areas, representing a large potential market. However, rural markets face several challenges including lack of infrastructure, low literacy rates, seasonal incomes, cultural differences, and difficulties with distribution and media access.
- Some opportunities in rural markets include improving infrastructure, rising literacy rates due to government programs, increased access to credit and communication technologies, and a decline in poverty levels.
- Marketers must understand the uniqueness of rural areas to effectively tap into the large rural consumer base in India despite the challenges. With innovative marketing strategies tailored to rural needs, substantial growth can be achieved.
Rural marketing is defined as developing, pricing, promoting, and distributing rural-specific goods and services to satisfy consumer demand and achieve organizational objectives. It involves all aspects of the market structure including pre- and post-harvest operations for farm commodities in rural areas. Rural marketing has evolved over decades from agricultural marketing to marketing of agricultural inputs to current marketing of all products and services to both urban and rural consumers. The rural marketing model involves segmenting the rural market, selecting target markets, developing profiles of segments, defining and prioritizing their needs, developing or modifying the marketing mix, implementing plans, and controlling the process. Rural and urban markets differ in factors like infrastructure availability, income sources, lifestyles, socio-
Rural markets in India are growing in importance due to increasing awareness of brands, steady economic growth, and rising aspirations. Branding strategies must account for factors unique to rural consumers, such as lower literacy, preference for local media and events, price sensitivity, and seasonal demand. Successful rural branding relies on availability, affordability, acceptability, and awareness of products through tailored distribution networks and communications approaches. Companies are leveraging melas, local entrepreneurs, and customized products to build brand recognition and loyalty among value-conscious rural populations in India.
The document discusses suburban communities around major Indian cities that have become economically independent entities in their own right. It notes that suburbs like Noida, Gurgaon, and Navi Mumbai fulfill needs unmet by larger cities and have distinct identities and momentum. These "sibling locations" range in size from large places like Navi Mumbai to smaller ones like Salt Lake, and include both planned communities and spontaneously developed areas. They meet housing, office, or industrial needs left unfulfilled by their larger neighboring cities.
This document discusses rural haats (markets) in India and how they can be effectively used to penetrate rural markets. Some key points:
- Rural haats generate around Rs. 50,000 crore in annual sales and are an important part of rural life, with over 75% of villagers visiting weekly.
- States like Uttar Pradesh, Bihar, and West Bengal have the most haats. They provide shopping and entertainment for rural communities.
- Companies can benefit from haats by directly marketing and selling products without high advertising costs. Several companies have initiatives distributing samples and promoting health/products at haats.
- As rural incomes rise, demand for branded goods at haats is expected
This document provides an overview of rural and agricultural marketing modules and references. It discusses 7 modules covering rural marketing and agricultural marketing with a total of 7 modules and 40 sessions of 60 minutes each. It also lists 2 references on rural marketing. The document then provides details on the rural market in India including population statistics, number of villages, literacy rates, occupation breakdown and more. It discusses the promising potential of rural India as a market and various companies that have entered rural India. It also outlines taxonomy of rural markets and provides several case studies on rural marketing initiatives.
The document discusses rural marketing in India, including problems, prospects, and approaches. Some of the key problems in rural marketing are low literacy, seasonal demand tied to agriculture, poor transportation and infrastructure, and traditional decision-making processes. However, there are also significant prospects, such as in agriculture consulting, banking and loans, healthcare, telecommunications, and education. Common approaches to tap the rural market include direct selling, working with self-help groups, offering affordable small packages, product promotions at local events, and providing financing schemes to address cash flow issues. In conclusion, developing e-rural marketing and digital skills can further enhance rural marketing in India.
1. The document discusses rural marketing in India, noting that rural markets are large but scattered, heterogeneous, and have lower standards of living compared to urban areas.
2. It identifies several opportunities in rural markets, including rising rural prosperity as incomes become more reliable and dependent on non-agricultural sectors, and increasing rural consumption and marketing efforts by companies.
3. However, the document also notes several challenges to rural marketing like poor infrastructure, understanding diverse rural consumer behaviors and communication barriers, and the high costs associated with reaching widespread rural populations.
1. India is a major global producer of agricultural goods, ranking second worldwide in farm output and being the largest producer of many fruits, vegetables, milk, fibrous plants, rice, and wheat.
2. The marketing of agricultural produce in India has traditionally been inefficient and exploitative towards farmers due to the perishable and seasonal nature of crops.
3. Cooperative marketing societies and regulated markets were established to help farmers obtain reasonable prices and protect them from exploitation by middlemen. These institutions aim to increase transparency and farmer incomes.
The document describes the Adaptive Object-Model architecture style. It allows non-technical domain experts to change an application's object model by modifying metadata that describes the domain model, rather than requiring code changes. This separates what changes (business rules and domain knowledge) from what doesn't (core application logic). The adaptive object model stores the domain model configuration as metadata that can be changed at runtime to quickly adapt the application to new business requirements without code changes or redeployments.
Marketing practices by fmcg companies for rural market shailu (2)Md Aktar
This document provides a literature review and background on marketing practices by fast-moving consumer goods (FMCG) companies in rural markets in India. The literature review covers strategies used by companies like ITC and Hindustan Unilever to target rural consumers. It also discusses the differences between rural and urban markets in India and the need for tailored rural marketing strategies. The background section provides an overview of major FMCG companies in India like Nestle, Hindustan Unilever, Colgate, and Britannia and their history in the Indian market. It also discusses the evolution of the FMCG sector in India and key factors that have shaped marketing to rural consumers.
The document provides information about Hariyali Kisaan Bazaar, an initiative by Delhi Cloth and General Mills Company Limited (DSCL) to address challenges faced by Indian farmers. It discusses how Hariyali set up retail outlets called "Centers" and "Stores" within 15-30 km of villages to provide farmers access to inputs, advisory services, and output purchase. The initiative helped improve farmers' productivity, incomes and access to technology, credit, and markets. It also discusses the organization structure of Hariyali Kisaan Bazaar and alignment with objectives of inclusive growth in rural India. The document concludes by outlining some challenges faced in expanding the initiative such as maintaining profit margins, adapting to different customer
The document discusses rural retail in India, focusing on three major players: Godrej Adhar, ITC Chaupal, and Hariyali Kisan Bazaar. Hariyali Kisan Bazaar aims to simplify the rural retail experience for farmers by providing a one-stop shop for agricultural inputs, information services, product procurement, and more across its network of outlets. It now has over 177 outlets across 8 states and plans to expand further. The model provides farmers with better access to resources and pricing, helping to increase their incomes and standard of living.
This document provides an executive summary and table of contents for a project report on rural marketing. The executive summary discusses the evolution of thinking around rural marketing in India, from initially viewing rural and urban markets similarly to recognizing the need for a distinct rural marketing approach. It notes that factors beyond just income differentiate rural and urban India, requiring a tailored understanding of rural markets. The table of contents then outlines 15 sections that will be covered in the project report, including the nature of rural markets, rural consumer behavior, marketing strategies for rural markets, and media vehicles for promoting to rural audiences.
This document is a project report submitted by Suvransu Sekhar Pala to fulfill requirements of a PGDM program. The report examines the scope of rural marketing for fast moving consumer goods companies in India. It discusses the rural marketing environment, including the large size and characteristics of rural consumers, patterns of rural demand, and challenges of the rural market. The objectives are to analyze rural marketing strategies of FMCG companies and identify opportunities and challenges in tapping the rural market potential.
Scope of rural marketing in fmcg industriesShami Zama
This document provides an overview of the research methodology used in a report on the scope of rural marketing in fast-moving consumer goods (FMCG) industries in India. The report uses secondary research methods, collecting data from sources like magazines, journals, books, and the internet. The objective is to analyze the present and future of rural FMCG marketing in India, strategies used by different companies, challenges faced, and opportunities available. The research design involves both descriptive and conclusive secondary research to understand the industry and select key issues to explore further.
It is an initiative taken by DCM Shriram Consolidated Ltd. which provides end-to-end ground level support to the Indian farmer for improving their productivity and profitability.
The document provides an overview of rural marketing strategies used by major FMCG companies in India. It discusses key differences between urban and rural markets and growth in the rural market size. Specific strategies and campaigns by Hindustan Unilever Limited (HUL) are described, including Project Shakti and Khushiyon Ki Doli, which aim to directly reach smaller rural settlements and create livelihood opportunities for rural women. HUL's four-tier rural distribution system is also summarized.
Rural markets in India offer great potential for growth given that 2/3 of India's population lives in rural areas. Rural India has a large consuming class that accounts for 41% of the middle class and 58% of total disposable income. The size of key rural markets are FMCG at 80,000 crores, durables at 10,000 crores, and agri inputs including tractors at 55,000 crores. Rural consumers have less strict social structures now, improved infrastructure, and more disposable income. Companies need strategic marketing management, research and development, communication, and systematic structures to tap opportunities in rural markets and address challenges like rationalization and marketing indigenous goods.
This document discusses organized rural retailing in India. It provides examples of major organized rural retail models including Hariyali Kisaan Bazaar, Aadhaar Retailing, ITC Choupal Sagar, and Tata Kisan Sansar. These models operate retail stores in rural areas that offer agricultural inputs, consumer goods, services like credit and insurance to serve the needs of local farmers and communities. Organized rural retailing is seen as an important opportunity in India as around 70% of the population lives in rural areas with growing incomes and purchasing power.
- 70% of India's population lives in rural areas, representing a large potential market. However, rural markets face several challenges including lack of infrastructure, low literacy rates, seasonal incomes, cultural differences, and difficulties with distribution and media access.
- Some opportunities in rural markets include improving infrastructure, rising literacy rates due to government programs, increased access to credit and communication technologies, and a decline in poverty levels.
- Marketers must understand the uniqueness of rural areas to effectively tap into the large rural consumer base in India despite the challenges. With innovative marketing strategies tailored to rural needs, substantial growth can be achieved.
Rural marketing is defined as developing, pricing, promoting, and distributing rural-specific goods and services to satisfy consumer demand and achieve organizational objectives. It involves all aspects of the market structure including pre- and post-harvest operations for farm commodities in rural areas. Rural marketing has evolved over decades from agricultural marketing to marketing of agricultural inputs to current marketing of all products and services to both urban and rural consumers. The rural marketing model involves segmenting the rural market, selecting target markets, developing profiles of segments, defining and prioritizing their needs, developing or modifying the marketing mix, implementing plans, and controlling the process. Rural and urban markets differ in factors like infrastructure availability, income sources, lifestyles, socio-
Rural markets in India are growing in importance due to increasing awareness of brands, steady economic growth, and rising aspirations. Branding strategies must account for factors unique to rural consumers, such as lower literacy, preference for local media and events, price sensitivity, and seasonal demand. Successful rural branding relies on availability, affordability, acceptability, and awareness of products through tailored distribution networks and communications approaches. Companies are leveraging melas, local entrepreneurs, and customized products to build brand recognition and loyalty among value-conscious rural populations in India.
The document discusses suburban communities around major Indian cities that have become economically independent entities in their own right. It notes that suburbs like Noida, Gurgaon, and Navi Mumbai fulfill needs unmet by larger cities and have distinct identities and momentum. These "sibling locations" range in size from large places like Navi Mumbai to smaller ones like Salt Lake, and include both planned communities and spontaneously developed areas. They meet housing, office, or industrial needs left unfulfilled by their larger neighboring cities.
This document discusses rural haats (markets) in India and how they can be effectively used to penetrate rural markets. Some key points:
- Rural haats generate around Rs. 50,000 crore in annual sales and are an important part of rural life, with over 75% of villagers visiting weekly.
- States like Uttar Pradesh, Bihar, and West Bengal have the most haats. They provide shopping and entertainment for rural communities.
- Companies can benefit from haats by directly marketing and selling products without high advertising costs. Several companies have initiatives distributing samples and promoting health/products at haats.
- As rural incomes rise, demand for branded goods at haats is expected
This document provides an overview of rural and agricultural marketing modules and references. It discusses 7 modules covering rural marketing and agricultural marketing with a total of 7 modules and 40 sessions of 60 minutes each. It also lists 2 references on rural marketing. The document then provides details on the rural market in India including population statistics, number of villages, literacy rates, occupation breakdown and more. It discusses the promising potential of rural India as a market and various companies that have entered rural India. It also outlines taxonomy of rural markets and provides several case studies on rural marketing initiatives.
The document discusses rural marketing in India, including problems, prospects, and approaches. Some of the key problems in rural marketing are low literacy, seasonal demand tied to agriculture, poor transportation and infrastructure, and traditional decision-making processes. However, there are also significant prospects, such as in agriculture consulting, banking and loans, healthcare, telecommunications, and education. Common approaches to tap the rural market include direct selling, working with self-help groups, offering affordable small packages, product promotions at local events, and providing financing schemes to address cash flow issues. In conclusion, developing e-rural marketing and digital skills can further enhance rural marketing in India.
1. The document discusses rural marketing in India, noting that rural markets are large but scattered, heterogeneous, and have lower standards of living compared to urban areas.
2. It identifies several opportunities in rural markets, including rising rural prosperity as incomes become more reliable and dependent on non-agricultural sectors, and increasing rural consumption and marketing efforts by companies.
3. However, the document also notes several challenges to rural marketing like poor infrastructure, understanding diverse rural consumer behaviors and communication barriers, and the high costs associated with reaching widespread rural populations.
1. India is a major global producer of agricultural goods, ranking second worldwide in farm output and being the largest producer of many fruits, vegetables, milk, fibrous plants, rice, and wheat.
2. The marketing of agricultural produce in India has traditionally been inefficient and exploitative towards farmers due to the perishable and seasonal nature of crops.
3. Cooperative marketing societies and regulated markets were established to help farmers obtain reasonable prices and protect them from exploitation by middlemen. These institutions aim to increase transparency and farmer incomes.
The document describes the Adaptive Object-Model architecture style. It allows non-technical domain experts to change an application's object model by modifying metadata that describes the domain model, rather than requiring code changes. This separates what changes (business rules and domain knowledge) from what doesn't (core application logic). The adaptive object model stores the domain model configuration as metadata that can be changed at runtime to quickly adapt the application to new business requirements without code changes or redeployments.
Pragmatic Not Dogmatic TDD Agile2012 by Joseph Yoder and Rebecca Wirfs-BrockJoseph Yoder
This presentation challenges the "norm" for TDD. Testing should be an integral part of your daily programming practice. But you don’t always need to derive your code via many test-code-revise-retest cycles to be test-driven. Some find it more natural to outline a related set of tests first, and use those test scenarios to guide them as they write code. Once they’ve completed a “good enough” implementation that supports the test scenarios, they then write those tests and incrementally fix any bugs as they go. As long as you don’t write hundreds of lines of code without any testing, there isn’t a single best way to be Test Driven. There’s a lot to becoming proficient at TDD. Developing automated test suites, refactoring and reworking tests to eliminate duplication, and testing for exceptional conditions, are just a few. Additionally, acceptance tests, smoke tests, integration, performance and load tests support incremental development as well. If all this testing sounds like too much work, well…let’s be practical. Testing shouldn’t be done just for testing’s sake. Instead, the tests you write should give you leverage to confidently change and evolve your code base and validate the requirements of the system. That’s why it is important to know what to test, what not to test, and when to stop testing.
Purdue University's campus features many buildings designed with classical Greco-Roman architectural styles, including entryways inspired by Grecian temples, decorative tiles depicting chemistry symbols in labs, and fountains resembling those from Rome. The Frederick Hall of Administration most closely resembles the Parthenon with striking similarities to the famous Greek structure.
Being a Successful User-Centred Product ManagerAndrew Mayfield
This workshop is about building an effective and nimble user centred product team building great products for a global audience. It’s about deciding what a Minimum Viable Product really is and [the hard part:] what to do once you’ve got one. I’ll go behind the scenes at Optimal Workshop to discuss our design and development process, how we handle customer support and how the two are intertwined for the good of our customers.
El documento describe varios conceptos clave relacionados con el lenguaje y la comunicación. Explica que el lenguaje es un sistema organizado que se adquiere siguiendo reglas y que incluye estructuras profundas de significado. También cubre temas como símbolos, pensamiento, percepción, comprensión interpretativa, construcción de oraciones, conversación, comunicación estratégica y aptitud lingüística.
El documento describe la organización y estructura de los principales medios de comunicación masiva como libros, periódicos, películas, radio y televisión. Luego analiza las investigaciones sobre los efectos de estos medios en los individuos, incluyendo la exposición a la violencia y el sexo, la difusión de noticias, la asimilación de roles sociales, y los usos y gratificaciones que las personas obtienen de los medios de comunicación.
Este documento resume la investigación sobre el comportamiento no verbal en la comunicación humana. Explora cómo factores como la apariencia, gestos, movimientos, voz y espacio personal influyen en la comunicación y transmisión de mensajes e ideas. Además, examina cómo estos comportamientos no verbales pueden ser tanto innatos como aprendidos culturalmente y cómo juegan un papel importante en la comprensión, influencia y éxito de la interacción humana.
1. desarrollo histórico de la comunicación como cienciaDiana de Silan
El documento resume cuatro patrones históricos de pensamiento sobre la comunicación: 1) los sofistas enfatizaron el poder de la palabra aunque reconocieron su imprecisión, 2) la tradición aristotélica estudió la retórica y dialéctica para persuadir, 3) el cristianismo subordinó escritos paganos a las Escrituras, 4) los oradores en EEUU se enfocaron en movimientos vocales y corporales. También describe el desarrollo de la disciplina de la comunicación en el siglo XX y corrientes de investig
The document discusses and compares five methods for quality evaluation and validation: benchmarking, benchlearning, self-assessment, peer-review, and qualitative weighting and summation. Each method is defined and its process, advantages, and disadvantages are outlined. Benchmarking involves comparing an organization's performance to industry leaders, benchlearning focuses on integrating best practices, and self-assessment and peer-review are internal and external evaluations against set criteria. Qualitative weighting and summation is an alternative evaluation method that rates criteria qualitatively rather than numerically.
Este documento trata sobre la comunicación persuasiva. Explica que la comunicación persuasiva tiene la intención consciente de cambiar la conducta de otros mediante la transmisión de mensajes. Define la persuasión como un acto para modificar el pensamiento y acción de las personas manipulando sus motivos. También describe algunas variables que afectan el proceso de persuasión como la credibilidad de la fuente, similitud entre la fuente y el receptor, y estrategias de mensajes efectivos.
The document discusses agile development principles and practices, and how refactoring code supports adapting systems to changes. It covers how agile values individuals, collaboration, and responding to change over rigid processes. Refactoring is encouraged in agile to allow requirements and code to evolve safely. Testing is important for validating changes from refactoring. Examples of refactorings like extract method are provided. The document also discusses using refactoring and design patterns to make systems more adaptable to changing requirements.
It was back in ‘97 when Brian Foote and I first opined that: while much attention had been focused on high-level software architectural patterns, what is, in effect, the de-facto standard software architecture had seldom been discussed: the Big Ball of Mud. A Big Ball of Mud is haphazardly structured, sprawling, sloppy, duct-tape and bailing wire, spaghetti code jungle. We’ve all seen them. These systems show unmistakable signs of unregulated growth, and repeated, expedient repair. Information is shared promiscuously among distant elements of the system, often to the point where nearly all the important information becomes global or duplicated. The overall structure of the system may never have been well defined. If it was, it may have eroded beyond recognition. Programmers with a shred of architectural sensibility shun these quagmires. Only those who are unconcerned about architecture, and, perhaps, are comfortable with the inertia of the day-to-day chore of patching the holes in these failing dikes, are content to work on such systems. Somewhat to our astonishment, since our original statement, no one has ever undertaken to dispute this premise. Still, this approach endures and thrives. Why is this architecture so popular? Is it as bad as it seems, or might it serve as a way-station on the road to more enduring, elegant artifacts? What forces drive good programmers to build ugly systems? Can we avoid this? Should we? How can we make such systems better?
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The document lists the author "MrB-MMX" 20 times, indicating they made 20 separate posts or contributions. It also lists "notsogoodphotography" 12 times, showing they made 12 posts or contributions. The remaining lines list other single authors such as "lecates", showing this is a record of multiple contributors to a discussion.
Samridhi is an associate company of a microfinance institution in India that aims to promote sustainable employment. It operates dairy and vegetable vending platforms. The document describes Samridhi's new dairy model, which works with ultra-poor households and provides cows or goats in exchange for a portion of the milk. Within a few years, the cattle is owned by the client to provide long-term livelihood and assets. Samridhi pays clients a fixed wage even when cattle are dry and takes a share of milk below a productivity threshold to ensure stable income for the ultra-poor.
Marketing practices by fmcg companies for rural market shailu (2)Md Aktar
This document provides a literature review and background on marketing practices by fast-moving consumer goods (FMCG) companies in rural markets in India. The literature review covers strategies used by companies like ITC and Hindustan Unilever to target rural consumers. It also discusses the differences between rural and urban markets in India and the need for tailored rural marketing strategies. The background section provides an overview of major FMCG companies in India like Nestle, Hindustan Unilever, Colgate, and Britannia and their history in the Indian market. It also discusses the evolution of the FMCG sector in India and key factors that have shaped marketing to rural consumers.
The document discusses the growing importance of rural markets in India. It notes that over 70% of India's population lives in rural areas, yet they remain an untapped market. Rural incomes are rising due to increased agricultural procurement prices and government programs, growing the rural consumer market. Companies will need targeted marketing strategies to succeed in rural India, focusing on product relevance, affordable prices, widespread distribution networks, and culturally-appropriate communication. Developing a dedicated rural business vertical and leveraging new retail and IT models can help companies better access this sizable rural consumer base.
Indian rural market (potentital or paradox)Gaurav Rawal
Rural India has seen significant growth in connectivity and access to services like cellular networks, satellite TV, internet kiosks, radio, and community radio channels, allowing more effective communication. The rural population also has substantial purchasing power, estimated at over 1 trillion rupees annually. Many companies have launched products, campaigns, and initiatives targeted at rural consumers, focusing on affordability and local needs. These include low-cost smartphones, TVs, appliances, and financial products. Experts say that future growth lies in properly recognizing rural populations as valuable customer markets.
This document outlines a seminar presentation on rural business development in India. It discusses that 70% of Indians live in rural areas and depend on agriculture for their livelihood. It explores business opportunities in both agricultural sectors like crop farming, animal husbandry, and non-agricultural sectors like village industries, handicrafts and small shops. It notes the size of India's rural sector and challenges to rural business development like lack of infrastructure and credit. The role of the government in providing support through programs, facilities and loans is also covered. In conclusion, the document emphasizes the economic and social benefits of rural business development for India.
This document provides an overview of rural marketing in India. It begins with definitions of rural marketing and notes that rural markets make up two-thirds of India's population and generate almost half of national income. It then discusses observations about rural markets, including population distribution and media reach. Subsequent sections cover the rural population distribution across India, factors driving changes in rural demand such as new income sources and expectations, and common companies and products in the rural market. The document concludes with strategies for and challenges to rural marketing.
3rd november,2020 daily gloabl regional local rice e newsletterRiceplus Magazine
This document is the November 2nd, 2020 issue of the Daily Global, Regional & Local Rice E-Newsletter. It contains the following:
- Contact information and lists of the editorial board, editorial associates, and editorial advisory board of the newsletter.
- A collection of rice news headlines from around the world.
- The full text of several longer rice-related news articles, including one about a new hybrid rice variety in China achieving a record yield of nearly 22.5 tons per hectare, and another about an initiative in the Philippines aimed at building an inclusive local economy for rice farmers to help address issues caused by rice tariffication.
2nd november,2020 daily global regional local rice e newsletterRiceplus Magazine
This document is the November 2nd, 2020 issue of the Daily Global, Regional & Local Rice E-Newsletter. It contains the following:
- Contact information and lists of the editorial board, editorial associates, and advisory board for the newsletter.
- A collection of rice news headlines from around the world.
- The full text of several longer rice-related news articles, including one about a new record yield from hybrid rice in China, one about efforts to build an inclusive local economy among rice farmers in the Philippines, and one warning about potential food insecurity issues.
Rural markets in India are becoming increasingly important as more companies recognize their large potential. Rural consumers now have greater exposure to brands and products through television and are more literate about their options. Several FMCG companies have found success targeting rural consumers through strategies like smaller, affordable packaging and tying up with banks and self-help groups to improve distribution networks in villages. While income levels are lower in rural areas, the population is large and growing middle and high-income households in rural India are expected to double urban India's size, representing a major opportunity for companies able to effectively reach rural consumers.
1) The document discusses efforts to implement the idea of "Vocal for Local" by meeting local demand through local production, especially in villages in Banda district of India.
2) Key steps taken include sending farmers on knowledge tours, skill training, developing model excellence centers, cluster development, and engaging farmers in local mandi and programs to empower them and convert their mindset to business and self-reliance.
3) Preliminary outcomes include farmers thinking to increase their income, gaining knowledge, innovating differently, and reducing dependence on government with a changed mindset.
Rural India has been a neglected sector by Corporate world. Because of various challenges like very little incomes, lack of infrastructures, illiteracy levels and media darkness, Rural India was always a no no for Corporates. But in Last 10 years with Indian government increasing its spending, Rural consumers income is increasing. Rural India has surprised all by coming safe from the worst hit recession of human life.
HLL , Hero Honda, ITC are reaping benefits of being the first to travel road no one travelled.
Rural marketing involves assessing, stimulating, and converting the purchasing power in rural areas. It manages all activities related to moving products and services to rural consumers. While traditionally associated with agriculture, rural marketing also includes non-agricultural pursuits. The urban market is saturated, so the next five years belong to rural marketing. Rural markets are growing faster than urban ones due to factors like population size, rising prosperity, and lifestyle changes. However, reaching rural consumers remains a challenge due to issues like infrastructure, literacy levels, and understanding rural mindsets. Some companies having success in rural marketing include HLL, Coca-Cola, Amul, and ITC.
Rural marketing involves assessing, stimulating, and converting the purchasing power in rural areas. It manages all activities related to moving products and services to rural consumers. While traditionally associated with agriculture, rural marketing also includes non-agricultural pursuits. The urban market is saturated, so the next five years belong to rural marketing. Rural markets are growing faster than urban ones due to factors like population size, rising prosperity, and lifestyle changes. However, reaching rural consumers remains a challenge due to issues like infrastructure, literacy levels, and understanding rural mindsets. Some companies having success in rural marketing include HLL, Coca-Cola, Amul, and ITC.
The document discusses the growth of the rural market in India and its potential opportunities for FMCG companies. Some key points:
1. Rural India accounts for over 70% of the population but has low penetration of branded products, representing a major opportunity.
2. Rural incomes are rising as the number of middle-income households grows, increasing rural consumer spending power.
3. The rural FMCG market is already larger than the urban market at $63.5 billion and is growing at 3-4% annually, outpacing urban areas.
4. Many FMCG categories have over 50% rural market share, showing the potential for further expansion into rural India.
This document discusses rural marketing in India. It begins by defining rural marketing and describing how it differs from urban marketing. Key points include:
- Rural areas rely primarily on agriculture as an economic activity while urban areas focus more on manufacturing, trade, and services.
- The rural market is large in size and growing rapidly due to factors like increasing prosperity and consumption among rural populations.
- Reaching rural consumers presents challenges like poor infrastructure and low literacy.
- Several companies have found success marketing to rural Indians, such as Hindustan Unilever through low-cost products and Coca-Cola through universal appeal advertising.
- The rural market remains largely untapped and has great potential for
“Retailing includes all activities involved in selling goods or services directly to final consumers for personal , non business use.” - Philip Kotler
70% population lives in villages
About 6 lakh villages are in India
Rural retail are growing @7%
A real source of energy
Hub of raw materials
Potential for entrepreneurship in rural indiaVaishnav Kumar
The document discusses the potential for entrepreneurship in rural India. It notes that while agriculture employs 70% of the workforce, population growth is leading to overcrowding of farmland. Rural entrepreneurship could provide alternative employment opportunities. Some key points made include: rural entrepreneurship can generate employment and reduce income disparities; developing entrepreneurial skills through training is important; and sowing the idea of entrepreneurship in rural youth could revolutionize the economy if nurtured properly. Barriers like lack of funding, technical skills, and infrastructure need to be addressed to further develop rural entrepreneurship.
1. The document discusses rural marketing in India, highlighting the differences between rural and urban markets. Rural markets have large populations and are growing faster than urban markets.
2. It outlines some of the challenges of rural marketing like distribution problems and low literacy levels. However, it also notes factors that have made rural markets more viable like rising prosperity and consumption.
3. Several examples of successful rural marketing campaigns by companies like HLL, Coca-Cola, and Amul are provided. It is noted that while some progress has been made in tapping rural markets, significant potential remains.
1. The document discusses consumer behavior and brand preferences in rural India, specifically regarding fast moving consumer goods (FMCG).
2. Rural incomes are rising and lifestyles changing, creating major opportunities for FMCG companies in rural markets, which now account for around half of India's FMCG consumption.
3. Companies need innovative rural marketing strategies that consider differences between rural and urban consumers and variations within rural regions.
This document discusses rural marketing in India. It notes that over 70% of India's population lives in rural areas, with over 700 million people in around 580,000 villages. Rural India contributes around 29% of India's GDP. The document outlines the classification of India's economy into rural and urban sectors, with the rural sector further divided into agricultural and non-agricultural sub-sectors. It notes that rural markets in India are growing in size and potential due to factors like increased rural incomes, education, transportation and media exposure. Many companies are now targeting rural markets to tap this potential.
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Milk procurement , rural retail & agribusiness[1]
1. Business Head
Rural Retail & Agribusiness
Milk Procurement ,
G.S.Singh
2009
Solus Logistics Pvt. Ltd
F-213/A2nd floor , Lado Sarai,New Delhi
+91 11 42609111
+91 1142609114
Ganesh Singh/ RR& AB
2. Page 2 of 14
Milk Procurement
Rural Retail & Agribusiness
CONTENTS
Content Page No.
Background 3-4
Kissan Unnati Kendra 5
( A new Generation Rural Business Hubs )
Why Rural Retail & Agribusiness 5
Dairy Business – An update 6
Why Dairy Business 7
Market Size 8
Why Vegetable Procurement 8
Retailing Of FMCG, Non FMCG, Grocery, 8
Oil& Ghee, Spices, Sugar , Non-Food products, etc… 9
Agri-inputs, Livestock inputs 9
Private Labeling Market size . 9
Model- Kissan Unnati Kendra 10
What Required 11
Return On Investment ( ROI ) 12
How can We Associate 13
March 21, 2009
Solus/Rural Retail & Agribusiness
3. Page 3 of 14
Milk Procurement . Rural Retailing & Agribusiness
BACKGROUND
Kissan Unnati Kendra
( A New Generation Village Level Center with Milk Procurement , Rural Retail & Agribusiness)
Is A small effort for Livestock , Agriculture and Rural Development to develop villages as Productive Units
which are networked with global market and self-reliant through optimum utilization of local resources. If we
want to have sustainable growth rate of economy at seven percent and above to achieve the goal of Developed
India by 2020, it is necessary to bring qualitative change in our Livestock & Agriculture and ultimately with our
core competence Of Building Strong Relationship with Farmers. Through this initiative, we endeavor
participation of all in bringing rural prosperity in India through ……
”Kissan Unnati Kendras”
pesticid The role of KUK is to ensure delivery of appropriate technologies, quality inputs for
Livestock & agriculture and services to the farmers by linking them with banks, technology ( Internet ) and
development institutions, Milk Industry & Agri-industry, training and extension agencies and Government
departments. These Kendras are expected to perform as vibrant nodal growth bodies, facilitating farmers
through Backward and Forward linkages, delivery of programs, Milk Procurement , Vegetable Procurement ,
Commodity Procurement on One Hand while Selling Agri-inputs, Livestock Inputs , FMCG ,Non FMCG, Grocery on
other hand and serving as Two Way Plate-form for villages. In brief it is a Kendra for social and economic
development of villages . These centers would not only facilitate the agriculture & Livestock development but
also develop entrepreneurship at grass root level through imparting training and promoting allied business
activities in villages.
Information and Communication Technology (ICT) has gained momentum in recent years and is
playing crucial role in social transformation through empowering the society by access to information and
awareness. Kissan Unnati Kendras will be IT-enabled kendras and this facility serves two purpose at a time; one,
it provides link to the information resources and makes information accessible, and two, it helps in digitization of
livestock business , Procurement , local farming, resources and demographic information. Based on that proper
resource planning for the farmers is done.
We are sure that these Kendras with an integrated approach of development will bring qualitative changes in
Dariy & Agriculture, paying the way for vibrant rural society and for the Milk Industry suffering from Non-
Sustenance of Village Level Centers , Good Quality Milk , and Shrinking Milk Profits.
……………………………………..There is a major revolution that has begun in our country. It is taking place in large
tracts of rural India, especially in the north, west and the south. Except for those who are in the business and the
odd perspicacious observer, it is not yet understood by most. And it is set to explode over the next five years.
March 21, 2009
It is the Rural-Retail play. Let me take you through the story — starting with what is happening in significant
tracts of rural India, and then moving on to what some of the key players are planning in this exciting space. For
the last three years, my colleagues have been closely focusing on the changing face of, and the opportunities in,
different parts of rural India. Here are some nuggets of information.
Solus/Rural Retail & Agribusiness
4. Page 4 of 14
The Indian rural retail opportunity is currently estimated to be in excess of Rs. 1400
billion(1) (approximately US$34 billion). The figure is likely to touch Rs. 1800 billion (approximately
US$ 43 billion) in 2010 and go up to Rs. 2400 billion (approximately US$ 58 billion) by 2015, according
to CII – Yes Bank Study on the Rural Retail Sector released during the “Conference on Rural Retail: The
Next Phase in Retailing” organized by Confederation of Indian Industry (CII-Northern Region) .
“India’s rural markets are growing at double the rate of urban markets” The total number of rural
households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10 giving a
tremendous push to the rural retail opportunity.” The rural revolution is driven by rising purchasing
power, changing consumption patterns, increased access to information and communication
technology, improving infrastructure and increased government initiatives to boost the rural economy.
Technopak estimates that the size of the Indian retail market is at present around USD 300 billion with
the rural-urban split in the ratio 55 – 45. The rural market consumes about 53% of FMCG, and 59% of
durables in India.”
To start with, rural India accounts for over 50 per cent of India’s GDP. Since agriculture is less than 20
per cent of GDP, it follows that three-fifths of rural India’s income derives from industries and services.
There are 739 tehsils that are doing very well: the ownership of assets and amenities of rural households
in 239 of them are over two standard deviations better than the mean; and for the remaining 500
tehsils, it is between one and two standard deviations greater than the average. These are the zones of
growth and prosperity in rural India and, in most parts, belong to Punjab, Himachal, Haryana,
Uttaranchal, Western UP, most of Gujarat, parts of Maharashtra, parts of Rajasthan, Goa, all of
Kerala, and parts of Tamil Nadu, Karnataka and Andhra Pradesh.
Traditional FMCG players like Hindustan Lever, Dabur and Godrej have considerably strengthened and
deepened their distribution channels to leverage higher consumer demand. ITC has been using e-
Choupals to reduce middlemen, increase rural procurement, create price transparency, cut trading
margins and transact directly with farmers. Mahindra Finance has been quietly pushing loans
throughout up-country India with great success. Sunil Mittal’s Bharti has organised farmers in Punjab
to grow high value products that are then graded, sorted, cold stored and shipped for exports.
Heritage Foods India Limited ( Heritage Dairy) has converted its 7000 Village Level Procurement
Centers in “ Rural Retail & Agribusiness Centers” whereby selling Agri-inputs,Livestock inputs,
FMCG,Non-FMCG,Grocery , Oil & Ghee etc… and are Procuring Vegetables from the same.
Amul has also initiated the “Rural Retail Operations “ with introducing 150 FMCG ,and Grocery
Products through their exclusive Village Level Center Network.
The most audacious play of all That has in mind is the process of converting the Milk Procurement
March 21, 2009
Centers as the New Generation “ Kissan Unnati Kendras” .
Solus/Rural Retail & Agribusiness
5. Page 5 of 14
KISSAN UNNATI KENDRA
Is a new format of Rural Buisness Hubs ( RBHs) .
What does we have in mind ? Essentially, attempting a huge scale two-way play. First, to have each Village Level
Center as KUKs and Procurement Centre for the Fresh ( Milk & Vegetables ) Second, to use these KUKs as
retail outlets whereby selling Agri-inputs, Livestock input , Consumer goods( FMCG,Non FMCG, Grocery , Non-
Foods etc..) , and various types of financial/insurance products and services, IT access points as service provider
etc……..
Rural Retailing through Village Level Center not only provides opportunity for selling the Branded Products but
provides excellent opportunity for Developing Own Private Labels for FMCG , Non – FMCG and other Agri-
input/livestock input products for getting more profits & long term market leverages as most of the Survey
reveals the fact that Rural India Market is still driven by the Placement and Availability of the Products .
Why Rural Retail & Agribusiness with Dairy Industry ???
Milk Pie (2005-2006) Milk Pie .....2011
2005-2006,
Organized
Sector , 18% 2011, Organized
Sector , 36% 2011, Self
2005-2006, Self consumption ,
consumption , 46%
46%
2011,
2005-2006,
Unorganized
Unorganized
Sector , 18%
Sector , 36%
The overall scenario of Dairy Business Pie reflects a shifting pattern of Unorganized Sector ( Collection
Of Milk From Vendors – Class – A & B Contractors ) From 36% to 18 % - A declination of net 18%
whereas
The Organized Sector Milk Procurement ( collection of milk from Village Level Societies ) with a rise
from 18 % to 36% … A Nett rise of 18% by Year 2011.
The above shifting is an indication of losing the Procurement capacity of the Dairy Individuals whose
March 21, 2009
Milk procurement is Dependent on Class A & B contractors and simultaneously shows a significance of
Rise in the Procurement Of Mik with those who are Expanding with Village Level Centers.
Solus/Rural Retail & Agribusiness
6. Page 6 of 14
Dairy Business – An Update
Gone are the days when Milk Business was just Built upon a Gap of Supply V/s Availability & Most of the Old
time Leaders in the Industry geared up their Business in the ERA when Supply & availability was always a key
factor for Milk Business .
In the Present Era It is not the Availability and Supply alone which makes the Business Sound and expandable
but apart “Qulality Of Milk “ is the Strongest Key Factor dominating others .Milk Quality is like a Fragile Bond
which attracts after a long duration & services whereas is Broken by a’ Cup Taste ‘of Morning Tea.
“ The use of a Brand is Like a contract Between Consumer & Company For that every day is a
renewal. The Tough part : just once, the brand fails to meet the customer’s expectations or, more exactly, if
it fails to delight the customer, then the contract loses its value”
If sales continue to rise, means….. that contract has been honoured, again and again.
We Know Business Better ????
The First Part of the Contract Between a Milk Customer and Company is Quality.
The Second Part of the Contract is the Value for Money.
The third element of the contract is Availability.
The fourth part of the contract is Service.
In present scenario of Dairy Business Quality Milk is the utmost priority and for the sake of the same
setting up Village Level Centers is must.
& For Getting Maximum Revenue with Village Level Centers “ Rural Retail & Agribusiness” is must.
WHY ???? Setting up village level centers is a time consuming process which involves heavy
cost in setting up the systems and Eventually felt as sensitive for long term Sustenance .
The Milk Procurement Societies are mostly governed by the Society Incharge / Center Incharge or sometimes in
case of Bulk Milk coolers it is operated by the company itself . The basis for meeting the operating expense at the
center is the Milk commission Per Litre paid to center/society incharges . On an average basis One milk society at
village level procures 100 – 200 ltrs of Milk Per day and that contributes almost Rs 50 to Rs 100 for the society
incharge as the compensation towards the same which is examined as insufficient for his survival and thus he looks
/ slips for alternate options.
The company’s Gross Contribution with one village Level center i.e 100-200 kgs Milk is also not more than Rs 50 -
100/- ( shrinking everyday ) after meeting all the expense of Procurement , Management , Processing & marketing
March 21, 2009
etc….
it has been estimated that with an average sale of Rs 2500*/- with each VLC the incharge gets extra profits of Rs
200 – 300 /- Per day whereas Company also gets the similer extra amount from the Same Village Center with
the same infrastructure and resources This profit is almost equal to when we make the milk collection 4 times
from the same Village Level Center ??????
Rural Retail & Agribusiness Activities provides SPACE for both working on long term basis.
Solus/Rural Retail & Agribusiness
7. Page 7 of 14
Why Dairy Industry ????
Core business is Milk Procurement .
Established Network of Village Level Centers, Bulk Cooling Units / Chilling Centers
Established Two time Reach ( Logistics)
Built in Rural Team
Best Relationship with Farmers
Shrinking Profits
How this Network Facilitates the “ Rural Retail and Agribusiness Centers”
Milk Cooling Units /Chilling Centers are the established HUBS .
These hubs can act as a Cooling Unit for other fresh Produce i.e Vegetable also.
This Hub can act as a Centralized Warehouse for all the FMCG , Non-FMCG, Grocery ,Agri-inputs,
Livestock-input products etc…….
Village Level Centers (VLCs ) will work as the basic facilitators for Procurement of Vegetables as well for
selling the Products* with set pattern of commission .
These village Level centers will act as Spikes .
The Fresh Vegetables & Commodity etc… will be procured from the villages and will be send to Chilling
Center(Hub) whereby the Reverse Logistics will supply the Products on pre-set route to the village Level
centers.
Market Size :
( A) Vegetables
Food Tobacco and Beverages contributes to the bulk of the Expenditure Made by a Common Man from his
earnings to the Tune of 51 % of his total expenditures.
With respect to the total Food Expenditure this can be further split as under:
a) Cereals - 31 %
March 21, 2009
b) Milk - 16 % 59 %
28%
c) Vegetables - 12 %
Solus/Rural Retail & Agribusiness
8. Page 8 of 14
Why Vegetable Procurement???
Vegetable business has got serious attention in recent years after inception of
Organized Retail Industry in India . The 30- 40% sale of most of modern
traders( Retailers) is with Vegetables only . This can be exploited as a very
lucrative market for selling the vegetables as
a) Most of the Retailers do not have expertise of Rural Backend Operations
and are still are procuring their vegetable needs from the Local Mandi
which forces them to cost 20-25% more in landed cost when accounts for
the total expenditures of Vegetable Purchasing Team, Warehousing
Expenditures, Commission Paid to Vendors, Multi-channel Mandi
commissions etc…
b) The quality of Vegetables they are getting from mandi is not upto mark as
the Vegetable Quality is determined with the Handling i.e Less handling
more quality.
c) In the current Recession Period when most of the Retail Companies are
bent upon Cost Cutting operations the most hit listed one is the To Cut
down the Warehousing Cost .
d) In absence of Permission from FDI regulations to procure directly from the
farmers it is a serious play for the coming Foreign Giant Companies to
compete for the Local Hawkers for their Vegetable Needs through their “
Cash & Carry” / Whole Sale Formats.
e) The Need of Hour is to Serve as a Strong Backend Supply Company with
end to end Cold chain Facilities and providing them the Fresh and
March 21, 2009
affordable One Stop sourcing .
f) Apart from the modern trade the Export of Fresh Vegetables has booked
significant growth in past few years
Solus/Rural Retail & Agribusiness
9. Page 9 of 14
(B) Retailing Of FMCG, Non FMCG, Grocery, Oil& Ghee, Spices, Sugar , Non-Food
products, Agri-inputs, Livestock inputs in Branded and with private Labeling Market
size .
Rural Urban
Monthly Per Capita Expenditure ( MPCE) Rs. 565 1060
Food 305 441
Cereals 103 106
Milk &M.Products,Vegs,Edi.Oil 107 165
Non-Food 260 619
Fuels & Light 54 96
Clothing & Footwear 45 74
(As per the sixtieth National Sample Survey on “Household Consumer Expenditure in India” carried out by the National
Sample Survey Organisation (NSSO) in the Ministry of Statistics and Programme Implementation, Government of India,
(Report No. 505). )
Market Size :Market Size in Rural India for Food , Grocery, and other Products is almost equal
to the consumption of individual urban. The Market size can be estimated with the number of
Household we are reaching i.e with One Chilling Center whereby 100 -150 villages and
approximate 5000 Farmers are directly / indirectly attached and one farmer purchase average
Rs 50 /- per day or Rs 1500 /- per month products the One chilling canter can sell Rs + 1 crore
Products. / month .The Average GP for Food + other products can be estimated with 10 %
contributing 10 lacs / month .(The same chilling center if Procures 20,000 Ltrs milk per day
contributes app. 600000 litrs of milk with Aprx. GP of Rs 6 lack only)
March 21, 2009
Solus/Rural Retail & Agribusiness
11. Page 11 of 14
What Required ????
To Convert the Milk Procurement Centers into New Generation Rural
Retail & Agribusiness Centers ????
Village level centers
Chilling centers / bulk cooling points
Investment upto Rs 5 crores for converting 10 Chilling
Centers and 1500 VLCs in Rural Retail centers
Expertise to do the Business
Willingness to do the business.
March 21, 2009
Solus/Rural Retail & Agribusiness
12. Page 12 of 14
Rural Retail & Agribusiness Expected ROI Sheet
Rural Retail
Business Potential Workouts
Number of Chilling Centers 10
Number of Village Level Centers@ 150 center/cc 1500
Sale of One Village Level Center per day ( Rs) 3000
Sale of One Village Level Center per Month ( Rs) 90000
Sale of One village Level Center Per Year (Rs) 1080000
Sale of total VLCs per year 162, 0000000
GP ( 15%) 24,3000000
NP ( 3% ) 4,8600000
Agribusiness
Purchase of Vegetables
Per day per Chilling Center ( MT) 5
Per Month Per CC Vegetable Procurement ( MT) 150
Per Year Per CC Veg. Procurement (MT) 1800
Total Veg. Proc. From 10 CC (MT) 18000
Average Value of the Vegetables @ Rs 5/- per kgs 90000000
Gross Margin on the Vegetable Purchased @ 15 % 13500000
Nett Margin over the Vegs. @ 5 % 4500000
March 21, 2009
Nett Profit before Taxes ( A+B) 53100000
Solus/Rural Retail & Agribusiness
13. Page 13 of 14
Who We are and How Can we ASSOCIATE ??
We are a company presently doing business in Delhi with Cash & Carry (
Whole Sale ) with Name SAHI KEEMAT. And have initiated the business in
Delhi with 10 Stores and more than 200 Franchisee on fast rolling.
We are a team of Experts with + 15 years Experience in Retailing Venture
with privilege of setting up Known companies from Scratch and have
scaled up upto a business volume of + 100 crores several times .
We have experts for Rural Ventures having vast experience of working
with Dairy Industry, Especially with Milk Procurement , Vegetable
procurement , Setting Up Rural Retails , Developing Own Label Products
for Agri-inputs, Livestock inputs,FMCG and Non Foods, etc…
We have a dedicated team of IT professionals for setting the Edge
technology with at par excellence.
We have access to all the Modern Trade( Retail ) Markets and Export.
We can be your best partner with EXCELLENCE of Trade in Setting Up
Venture with saving Time and money having ability to take off with
minimum gestation period
We can Share with you Expertise , and also can associate with you .
We can facilitate our own Cash & Carry ( Whole Sale ) Stores for the
liquidation of Fresh ( Vegetables & Milk ) .
March 21, 2009
Solus/Rural Retail & Agribusiness
14. Page 14 of 14
March 21, 2009
Solus/Rural Retail & Agribusiness