This is the SIP report of Amul. If you want more details then follow me on LinkedIn https://www.linkedin.com/in/abhishek-k-6ab76818b

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A STUDY ON
“SALES AND DISTRIBUTION OF AMUL’S PRODUCTS AT RETAIL LEVEL”
UNDERTAKEN AT
“AMUL”
SUBMITTED TO
INDIRA INSTITUTE OF MANAGEMENT, PGDM
POST GRADUATION DIPLOMA IN MANAGEMENT
BY
Abhishek kumar
(PGDM BATCH 2021-2023)
s
UNDER THE GUIDANCE OF
Dr. Sakshi mann
INDIRA INSTITUTE OF MANAGEMENT PGDM PUNE

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COLLEGE CERTIFICATE
This is to certify that the Summer Internship Project Report titled “SALES AND DISTRIBUTION
OF AMUL’S PRODUCTS AT RETAIL LEVEL” is a record of project done by “Abhishek
Kumar” under my guidance and that it has not previously formed the basis for the award of any degree,
fellowship, or associateship to him. While completing this assignment, we found him/ her sincere and
hardworking. We wish him all success in his future endeavor.
Prof. Krushna P Mishra Dr. Sakshi Mann
Director In Charge SIP Mentor
Indira Institute of Management PGDM Indira Institute of Management PGDM
.

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COMPANY CERTIFICATE

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DECLARATION
I hereby declare that the Summer Internship Project (SIP) report on “SALES AND DISTRIBUTION
OF AMUL’S PRODUCTS AT RETAIL LEVEL’ is an original piece of work done by me under
the guidance of (Sakshi Mann). All primary, secondary data and other relevant information drawn
from different sources for this report are duly acknowledged by me. This report is in partial fulfilment
of degree of Post Graduate Diploma in Management (21june to 21july) 2020-22 from Indira Institute
of Management. I have put all my sincere efforts in making this report. No part of this report has been
submitted by me to any university / institution for the award of any diploma or degree

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ACKNOWLEDGEMENT
It takes great pleasure for me to acknowledge my deep sense of gratitude to all those who have helped me
in completing this project successfully. first, I would like to thank Indira institute of management for
providing me an opportunity to undertake a project as a partial fulfilment of my PGDM Degree. It gives
me immense pleasure in completing the project & submitting the final report. The support and guidance
received from allmembers who contributed & contributing to this project, was vital for the successfor the
project. I am indebted to my Mentor (Senior Sales Executive, Amul), for being my mentor throughout the
period of my internship and setting apart time from her busy schedule and making herself available, for
guiding me through thecontents of this report. Her open approach and a unique management style stirred
curiosity within me. I would like to thank my faculty, family members and friends without their support
this project would be a distant reality
ABHISHEK KUMAR
21IIMPPGDM063

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TABLE OF CONTENTS
SR. NO. PARTICULAR PAGE
01 EXECUTIVE SUMMARY OF THE PROJECT 07
02 INTRODUCTION 08
03 OVERVIEW OF THE INDUSTRY 09-12
04 COMPANY PROFILE 13-25
05 OBJECTIVE OF THE PROJECT 25
06 RESEARCH METHODOLOGY 26-27
07 DATA ANALYSIS 28-38
08 SWOT ANALYSIS OF AMUL 39
09 ANALYSIS AND FINDING 40
10 SUGGESTION AND RECOMMENDATION 41
11 LIMITATION 42
12 CONCLUSION 43
13 BIBLIOGRAPHY 44
14 APPENDIX (QUESTIONNAIRE) 45

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EXECUTIVE SUMMARY OF THE PROJECT
A project report has been prepared on “SALES AND DISTRIBUTION OF AMUL’S PRODUCTS AT
RETAIL LEVEL.” from AMUL. This project is focused on these main factors: -
 Comprehensive analysis of Amul milk in the Retail market and multivendor market
 Competitive analysis with other competitors in the Retail market and multivendor market.
I have visited various key outlets of retail market and multivendor market at different region of Akurdi to
find out the problems of Amul milk based on several parameters like scheme or cash preference, service
satisfaction, delivery satisfaction. A competitive study against the competitors was done based on several
parameters like service satisfaction, distributor’s margin, scheme provider, to understand the current
scenario of Amul milk and the competitors’ brand in the market, and a customer survey was conducted to
know about their preferences and needs and also conducted for umbrella promotion for promoting. This
project was done to find out the key issues of Amul milk as well as competition mapping with other
brands and provide strong recommendation to the company which can be implemented to obtain a better
result. Some recommendations for Amul to retain the leading positions are: -
 Packaging should be improved to avoid spoiling problem and leakage problem.
 Scheme is one of the biggest issue for Amul milk in distributor’s market which has to be solved
providing a better solution to the distributor.
 Less profit margin for both distributors and retailers, so this problem will be solved to arrange a
quarterly meeting with distributor and retailers differently.
 Distribution channel by the distributors must be clear to maintain a uniform dealer margin, and do not
change distributor frequently because he is the only one person who act as a connecting link between
company and retailers

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Introduction
Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India. The word Amul is
derived from the Sanskrit word Amulya meaning rare, valuable. The co-operative was initially referred
to as Anand Milk Federation Union Limited hence the name AMUL.
Formed in 1946, it is a brand managed by a cooperative body, the Gujarat Co-operativeMilk Marketing
Federation Ltd. (GCMMF), which today is jointly owned by 3.6 million milk producers in Gujarat.
Amul spurred India's White Revolution, which made the country the world's largest producer of milk and
milk products. In the process Amul became the largest food brandin India and has ventured into markets
overseas.
Dr. Verghese Kurien, founder-chairman of the GCMMF for more than 30 years (1973–2006), is credited
with the success of Amul. Over the years, brands created by cooperative have become synonymous with
quality and value. Brands like Amul (GCMMF), Vijaya (AP), Verka (Punjab), Saras (Rajasthan) are 9
among those that has earned customer confidence.

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MILK INDUSTRY IN INDIA
 Today, India is ‘The Oyster’ of the global dairy industry. It offers opportunities in large number to
entrepreneurs worldwide, who wish to capitalize on one of the world’s largest and fastest growing
markets for milk and milk products.
 The Indian dairy industry is rapidly growing, trying to keep pace with the galloping progress around the
world. It may transfer technology, sign joint ventures or use India as a sourcing center for regional
exports.
 India’s dairy sector is expected to triple its production in the next 10 years in view of expanding
potential for export to Europe and the West. Moreover, with WTO regulations expected to come into
force in coming years all the developed countries which are among big exporters today would have to the
support and subsidy to their domestic milk products sector.
 Also, India today is the lowest cost producer of per liter of milk in the world. Also, to take advantage of
this lowest cost of milk production and increasing production in the country multinational companies are
planning to expand their activities here. Some of these milk producers have already obtained quality.
 India has the credit of being the largest producer as well as the biggest consumer of milk in the world. It
also has the world’s largest dairy herd (comprised of cows and buffalos)
.
 Milk production in the country has grown at a compound annual growth rate of about 6.2 per cent to
reach 209.96 Mn tones in 2020-21 from146.31 Mn tonnes in 2014-15
 A budgetary outlay of INR 31,560 Crore is recommended by the working group for 12th Five Year Plan
of Planning commission of India for animal husbandry and dairy sector to achieve growth rate of 6%.
 In the past 20 years, milk production in India has doubled and has reached the 116.2 million tons a year
thus becoming India’s No. 1 farm commodity.
 The Indian dairy market size reached a value of nearly INR 11356.6 billion in 2020. The Indian dairy
market is expected to grow at a CAGR of around 15.4% in the forecast period of

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 Operation Flood has led to the modernization of India’s dairy sector and created a strong network
for procurement processing and distribution of milk by the co-operative sector.
 Per capita availability of milk has increased from 132 gm. per day in 1950 to over 220 gm. per
day in 1998.
 The main trust of operation flood was to organize dairy co-operatives in the milk shed areas of the
village, and to link them to the metro cities, which are the main market for pouch milk
 Today’s per capita consumption has been increased up to 290 gm. per day (2012-13)
India has always been the largest producer (an estimated 400 million liters per day currently) and
consumer of milk in the world. But it remained a boring market largely because the per capita
consumption was low, and most of the milk was consumed in its basic, liquid form, or at best as ghee and
some butter. Over the past few years, though, a couple of things have changed to make the market vastly
more attractive to new players. One, as global dairy consumption stagnates or even dips, Indian
consumption is going up. India's per capita consumption of milk at 97 liters a year is way below that of
western countries like the US, which boasts per capita consumption of 285 liters per year, or the EU,
which consumes 281 liters per capita per year. But while Indian per capita demand is going up 4.5 per
cent year-on-year, global per capita consumption is growing at an anemic 1.5 per cent, and in some
countries in the West it may be falling, points out T. Nandakumar, Chairman, National Dairy
Development Board (NDDB).

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Fig: Indian Dairy Market Structure
Nevertheless, the Indian dairy sector has started as the producer-owned and professionally-
managed cooperative system. As of March 2001, India's 96,000 local dairy cooperative
societies (DCS) included more than ten million farmers 3 have integrated in a three-tiered
cooperative structure. Though dairy cooperative has found throughout India, the cooperative
movement has been more successful in few States, notable Gujarat. Gujarat’s success can be
attributed to a higher rate of farmer activism and more efficient political institution.
Over the years, States have developed popular dairy brands such as Amul from Gujarat. These
brands have earned high degrees of brand recognition and customer confidence, especially
within in the respective states. The Indian dairy industry faces changes from the international
dairy market.
The Indian dairy market had characters characterized by relatively high cost in milk production,
processing and marketing, and relatively poor quality of milk due to unhygienic handling, this
could potentially pause a significant threat to industry and its farmers.
A majority (77%) of the milk sold in India is unorganized and in the form of loose milk sold bymilkmen.
The organized sector in liquid milk is highly fragmented with several regional players and
co-operatives. Consumers are shifting from loose liquid milk to branded packaged milk due safety and
quality concerns. The organized liquid milk market is growing faster than the unorganized market. Amul
has a strong presence in rural as well as urban parts India and is currently the largest private player in
India.
Indian Dairy Market
Organized Dairy Market
Unorganized Dairy
Market
Cooperatives PrivateDairies
Traditional
Milkmen
Self
Consumption at
Home

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BRIEF PROFILE OF THE PLAYERS IN THE INDUSTRY: -
The Birth of Amul: -
 It all began when milk became a symbol of protest
 Founded in 1946 to stop the exploitation by middlemen
 Inspired by the freedom movement
The seeds of this unusual saga were sown more than 65 years back in Anand, a small town in the state of
Gujarat in western India. The exploitative trade practices followed by the local trade cartel triggered off the
cooperative movement. Angered by unfair and manipulative practices followed by the trade, the farmers of
the district approached the great Indian patriot Sardar Vallabhbhai Patel for a solution. He advised them to
get rid of middlemen and form their own co-operative, which would have procurement, processing, and
marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under the
inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel, they
formed their own cooperative in 1946.
Main products produced by Amul industries are: -
Amul's product range includes milk powders, milk, butter, ghee, cheese, dahl, yoghurt, buttermilk,
chocolate, ice cream, cream, biscuit, shrikhand, paneer, Gulab jamuns, flavored milk, basundi, Amul's
lassi Pro-Biotic, Ice-cream and others.

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COMPANY PROFILE
AMUL INDUSTRIES LIMITED
Amul is an Indian dairy cooperative, based at Anand in the state of Gujarat, India. Formed in
1950, it is a brand managed by a cooperative body, the Gujarat Co-operative Milk Marketing
Federation Ltd. (GCMMF), which today is jointly owned by 3.6 million milk producers in
Gujarat.
The Company's principal activity is the manufacture and sale of milk, chocolate, ice cream and
dairy products.
Overview of the Company: -
Name: - Amul
Type: - Cooperative
Industry: - Dairy/FMCG
Headquarters: - Anand, Gujarat, India
Area Served: - Multinational
Product: - Milk, Chocolate, Ice Cream and Dairy
founder Chairman: - Verghese Kurien
VISION & MISSION :-
Vision: -
Amul ‟svision is to provide more and more satisfaction to the farmers, employees and distributers
Mission: -
We at GCMMF (Gujarat Co-operative Milk Marketing Federation) endeavor to satisfy the taste and
nutritional requirements of the customers of the world, through excellence in marketing by our
committed team. Through co-operativenetworking, we are committed to offering quality products that
provide best value for money.

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History: -
Amul cooperative registered on 14 December 1946 as a response to the exploitation of marginal
milk producers by traders or agents of the only existing dairy, the Polson dairy, in the small city
distances to deliver milk, which often went sour in summer, to Polson. The prices of milk were
arbitrarily determined. Government had given monopoly rights to Polson to collect milk from Kaira
and supply it to Bombay city.
Angered by the unfair trade practices, the farmers of Kaira approached Sardar Vallabhbhai Patel
under the leadership of local farmer leader Tribhuvandas K. Patel. He advised them to form a
cooperative and supply milk directly to the Bombay Milk Scheme instead of Polson (who did the
same but gave them low prices). He sent Morarji Desai to organise the farmers. In 1946, the milk
farmers of the area went on a strike which led to the setting up of the cooperative to collect and
process milk. Milk collection was decentralized, as most producers were marginal farmers who
could deliver, at most, 1–2 liters of milk per day. Cooperatives were formed for each village, too.
The cooperative was further developed and managed by Dr.Verghese Kurien with H.M. Dalaya.
Dalaya's innovation of making skim milk powder from buffalo milk (for the first time in the world)
and a little later, with Kurien's help, making it on a commercial scale, led to the first modern dairy
of the cooperative at Anand, which would compete against established players in the market.
Kurien's brother-in-law K.M. Philip sensitized Kurien to the needs of attending to the finer points
of marketing, including the creation and popularization of a brand. This led to the search for an
attractive brand name. In a brainstorming session, a chemist who worked in the dairy laboratory
suggested Amul, which came from the Sanskrit word "amulya", which means "priceless" and
"denoted and symbolized the pride of swadeshi production”.
The trio's (T. K. Patel, Kurien, and Dalaya's) success at the cooperative's dairy soon spread to
Anand's neighborhood in Gujarat. Within a short span, five unions in other districts – Mehsana,
Banaskantha, Baroda, Sabarkantha and Surat – were set up. To combine forces and expand the
market while saving on advertising and avoid competing against each other, the GCMMF, an apex
marketing body of these district cooperatives, was set up in 1973. The Kaira Union, which had the
brand name Amul with it since 1955, transferred it to GCMMF.

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In 1999, it was awarded the "Best of all" Rajiv Gandhi National Quality Award.
Technological developments at Amul have subsequently spread to other parts of India.
The GCMMF is the largest food products marketing organisation of India. It is the apex organisation
of the dairy cooperatives of Gujarat. It is the exclusive marketing organisation for products under
the brand name of Amul and Sagar. Over the last five and a half decades, dairy cooperatives in
Gujarat have created an economic network that links more than 3.1 million village milk products
with millions of consumers in India. Gujarat Cooperative Milk Marketing Federation Ltd.
Overseas: -
For the Gujarat Cooperative Milk Marketing Federation (GCMMF), which markets milk products
under the Amul brand, is aggressively focusing on taking the brand to overseas markets.
In fact, Amul products are now available in shelves across several countries including the US, China
Australia, West Asian countries, and those in Africa.
With an eye on both consumer (which includes products such as cheese, butter, ghee and shrikhand)
and commodity (skim milk and butter oil) exports, GCMMF is targeting export revenues of about
Rs. 200 crore this year.
"Exports of milk products from India have become lucrative now. With most countries having
reduced subsidies on milk products as per the WTO guidelines, milk products from India have
become competitive in international markets. Earlier, international prices were lower than Indian
prices. For our consumer products, we are targeting markets which have a large population of non-
resident Indians," Mr. R.S. Sodhi, Head Marketing, GCMMF, said.
On the commodity exports front, GCMMF has tied up with dairies in other countries. Most of the
exports of skim milk and butter oil are to neighboring countries, West Asia, Africa, Afghanistan,
China, and Singapore.
Interestingly, China is emerging as a lucrative market for milk products exports. "China is a net
importer of milk products. Also, the per capita consumption of dairy products in China is one- fourth
of that in India with demand growing at 33 per cent," Mr. Sodhi said.
However, exporting to the European countries is still a tough task due to the number of non-tariff
barriers in place.
India is the world's largest producer of milk with production growing at 4.5 per cent annually.

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The Milk King: -
With Amul stepping into the market, tricity customers will have more options to buy quality milk
at competitive rates. Earlier, Verka --- being the biggest player in the organized sector --- used to
dictate milk prices but now with another option available, prices would remain under control.
Competition will ensure quality, say experts.
Dairy farmers all smile
Dairy farmers are likely to get better procurement price for their produce. It will also give a much-
needed boost to the dairy industry.
Amul pays Rs 565 per kg fat along with bonus to its suppliers, while Verka pays around Rs 520.
“Verka will have to improve its quality and increase its procurement rates to retain suppliers. As of
now, Amul is not procuring directly from dairy farmers and is banking on contractors for supply.
But once they start procurement from dairy farmers, it would definitely make things difficult for
Verka,” said a former chairman of Verka milk plant.
Amul made its first plant functional in Batala in Gurdaspur district in November 2014. Most of its
procurement is being done from Batala from where the milk is sent for packaging to a plant in
Khamano in Fatehgarh Sahib district.
Growth and Profitability: -
Dairy major Amul on Saturday reported an 18 per cent increase in turnover at Rs. 27,085 crores for
the last fiscal on an across-the-board sales increase.
The GCMMF said it registered a sales turnover of Rs 38,542 crore in 2019-20, which is 17 per cent
higher than the previous financial year
Gujarat Co-operative Milk Marketing Federation (GCMMF), which markets Amul brand of milk
and dairy products, had posted a turnover of Rs. 52000 crores.
The federation said it aims to achieve a group business turnover of Rs 1 lakh crore by 2024-25.
"We have achieved volume sales growth in all product categories," said R S Sodhi, Managing
Director, and GCMMF.
Pouch milk, the highest turnover product, has shown volume growth in double digits while products
like butter, ghee, ice cream, UHT milk, flavored milk, paneer, and fresh cream have also registered
a double-digit growth.
Sodhi asserted that there was no negative impact of demonetization on its business.
He added that member unions of GCMMF have opened more than 12.5 lakh new bank accounts for
milk producer members and their almost entire payment is channelized.

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adding new markets, launching of new products, and adding new milk processing capacities across
India.
Fig. Sales turnover in crore
Business
Joint Venture: -
Shares of Escorts Ltd were trading higher 4% at Rs. 139 on BSE Today. The Company in pact with
Amul Industries for manufacturing specialised tractors. Steeltrac is a specialised tractor which is
complimentary to general purpose tractors which can efficiently operations like inter- weeding for
farmers growing row- crops.
The stock opened at Rs. 134.35 as against the previous close of Rs. 134 on BSE. It has hit a high of
Rs. 140 and a low of Rs. 134 on BSE today.
Total traded quantity on the counter stood at over 1.85 lk shares on BSE.
Meanwhile, the benchmark BSE Sensex is trading at 28,879 up 97 points.
Dairy Products: -
Dairy products contribute close to 30% to Amul’s revenue. Britannia trades and markets dairy
products, and its dairy portfolio grew to 57% in 2000-01 and by 30% in 2001-02. Amul holds an
equity stake in Dynamix Dairy and outsources the bulk of its dairy products from its associate. Its
main competitors are Nestlé India, the National Dairy Development Board (NDDB), and Britannia
Industry Ltd.

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Milk’s: -
The company's factories have an annual capacity of 36,50,00000 liters. The brand names of milks
include Amul Taaza, Amul Slim n Trim, Amul Gold, Amul Shakti, and Amul A2 buffalo milk.
Amul Taaza, the mass market brand, realized 55% of Amul milk revenues in 2006.
Out of the 400 million liters of milk that India produces per day, 160 million liters per day (48 per
cent) is retained by the producers for their own consumption. The surplus milk that is available for
sale is around 240 million liters per day (52 per cent) and out of that only 70 million liters per day
is being used by the organized sector - consisting of co-operatives such as Amul, Mother Dairy
(wholly owned subsidiary of NDDB) and Nandini (a brand owned by the Karnataka Cooperative
Milk Producers Federation (KMF), as well as private sector players such as Nestle and Danone.
Over 170 million liters of the surplus milk continues to be with the unorganised sector, comprising
traditional doodhwalas. In value terms, the Indian milk economy is worth Rs 5 lakh crore, growing
at a CAGR of 15-16 per cent, out of which the organised milk economy is worth Rs 80,000 crore.
Over 80 per cent of milk consumption in India is that of liquid milk and over 55 per cent of the
revenue of large co-operatives, such as Amul and Nandini, comes from selling liquid milk. There
are still limited takers for value-added dairy products such as cheese, yogurts or flavored milk, but
this is where much of the action is taking place today simply because of its higher margins, and the
ability to differentiate and introduce new products. Equally, the fact that the milk cooperatives did
not tap this market until the multinationals came in made it an area where the competition was
relatively equal.

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Awards and recognition: -
 GCMMF (Amul) won the World Dairy Innovation Awards-2014 of Best Marketing Campaign
for its “Eat Milk with Every Meal” campaign. The finalists and winners in the World Dairy
Innovation Awards 2014 were announced on 17 June 2014 at the 8th Global Dairy Congress in
Istanbul, Turkey. Sh K. M Jhala, Chief General Manager, received the award.
 Gujarat Cooperative Milk Marketing Federation Ltd. received Forbes India Leadership Awards
2015 in the category of "Conscious Capitalist for the Year". Shri R S Sodhi, managing director,
GCMMF received this prestigious award at a sparkling event held in Mumbai on 30th September
2015.
 GCMMF (Amul) won the 12th BML Munjal Award - 2017 for “Business Excellence through
Learning and Development” in the Manufacturing - Public/Co-operative Sector category. The
Award & Citation were received by our MD from Shri Prakash Javadekar, Hon’ble Union
Minister of Human Resource Development during the Mind mine Summit, and an Annual
Flagship event of Hero Enterprise, held in New Delhi on 20th April, 2017.
 Dr. R.S. Sodhi, Managing Director, GCMMF Ltd. received the IAA Leadership Awards 2019
Marketer of the year FMCG Food by IAA (International Advertising Association-India chapter
during the 7th edition of the IAA Leadership Awards held on 26th July 2019 in Mumbai.
 Gujarat Cooperative Milk Marketing Federation Ltd. (Amul) received the Excellence in Crisis
Superheroes Award from IMC Ramakrishna Bajaj National Quality Award Trust in an e-event
held on Friday, 30 October 2020.

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BUSINESS MODEL
The AMUL Model:
The Amul Model of dairy development is a three-tiered structure with the dairy
cooperative societies at the village level federated under a milk union at the district level
and a federation of member unions at the state level.
 Establishment of a direct linkage between milk producers and consumers by
eliminating middlemen
 Milk Producers (farmers) control procurement, processing and marketing
 Professional management
Fig. The Amul model

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The Amul model has helped India to emerge as the largest milk producer in the world. More
than 16 million milk producers pour their milk in 185903 dairy cooperative societies across
the country.
Their milk is processed in 218 District Co-operative Unions and marketed by 28 State
Marketing Federations, ensuring a better life for millions.

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PORTER’S FIVE FORCE ANALYSIS
Competitive rivalry
Amul Butter enjoys a significant market share. It has market share of 79.1% in the
domestic market of size $459 million. So as such, the competition current is not
threatening the position of Amul in the butter industry. But when it comes to low fat butter,
Amul is in a battle. Zydus Wellness’ Nutra lite is gaining market share in the low fat, low
cholesterol butter category, a category where Amul has not been able to establish itself as yet. It
has two products in this category, Amul Delicious and Amul Lite.
Threat of substitutes :-
Threat of substitutes is high. There is increasing awareness about the potential
health concerns around consumption of certain dairy products, especially butter. The fact that
Amul’s own low fat, low cholesterol butter variants have not been able to gain
significant market share leaves the door open for other companies to take advantage
of this potential weakness. Also, margarine, cheese spreads, and jams are being used
instead of butter as table spreads and the options in the market are plenty.
Competitive
Rivalry
MEDIUM
Threat Of New
Entrants
MEDIUM
Bargaining
Power Of
Customers
HIGH
Threat of
Substitutes
HIGH
Bargaining
Power Of
Suppliers
LOW

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Threat of new entrants:-
Threat of new entrants is medium. The barriers to entry are low and as such, there isa probability
that some big player might want to enter the market. That being said, the significant market
share that Amul holds means its position is quite secure. The established distribution network
is an advantage for Amul. The biggest plus for Amulis the supplier base it enjoys. It has a strong
connection with rural milk producers
Bargaining Power of Buyers:-
There is high bargaining power of the purchasers due to excellent competition. Switching expense
is rather low for the customers as many companies sale a variety of comparable items. This
appears to be an excellent risk for any company. Hence, Amul Dairy makes certain to keep its
customers pleased. This has led Amul Dairy to be one of the devoted business in eyes of its
purchasers.
Bargaining Power of Suppliers:-
In the food and drink industry, Amul Dairy owes the biggest share of market requiring higher
number of supply chains. In response, Amul Dairy has actually also been worried for its providers
as it believes in long-lasting relations.
Corporate Social Responsibility, The Amul Way
Corporate social responsibility (CSR) has been defined as the -commitment of business to contribute
to sustainable economic development working with employees, their families, the local community,
and society at large to improve their quality of life, in ways that are both good for business and good
for development. I To meet with the CSR it is expected that a business in its entire procurement-
production-processing-marketing chain should focus on human development involving the
producer, the worker, the supplier, the consumer, the civil society, and the
environment. Indeed, a very tough task. Most businesses would certainly flounder in not being able
to achieve at least one or many of those expectations. But AMUL has shown the way.
CSR – Sensitive Organisational Structure
AMUL is a three-tier co-operative organisation. The first tier is the co-operative society at the
village, of which; milk producers are voluntary members, managing the co- operative through a
democratically elected 9-member managing committee, and doing business by purchasing milk
from members and selling it to the district level co- operative. There are more than 11,000 co-

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operatives in villages of Gujarat. The second tier is the district co-operative that processes milk
into milk products, markets locally and sells surplus to the state co-operative for national and
international marketing. There are 12 district co-operatives each being managed by a 15-member
board elected by the college comprising the nominated representatives or chairmen of the village
co-operatives. Third tier is the state level co-operative - the Gujarat Co-operative Milk Marketing
Federation (GCMMF) responsible for national and international marketing of milk and milk
products produced and sold to it. The GCMMF is managed by the board democratically elected by
and from amongst the chairmen of the district co-operatives. The entire three-tier structure with
the GCMMF at its apex, is a unique institution because it encompasses the entire chain from
production of raw material to reaching the consumer with the end product. Every function involves
human intervention: 23.60 lakh primary milk producers; 35,000 rural workmen in more
than 11,400 village societies; 12,000 workers in 15 dairy plants; 750 marketing professionals;
10,500 salesmen in distribution network and 600.000 salesmen in retail network.
Accumulation of human capital is sine qua non for the development and growth of any enterprise
or economy. The GCMMF is sensitive towards CSR. It believes that technology and capital are
replicable inputs but not the human capital. Since men are the basis for achieving the CSR, the
GCMMF lays emp-hasis on their development into competent, courteous, credible, reliable,
responsive communicators and performers’
CSR- Sensitive Business Philosophy: -
The first step towards discharging the CSR is the business philosophy of the GCMMF. It is two-
fold: one, to serve the interests of milk producers and second, to provide quality products to
consumers as value for money. Evolution of an organisational system has ensured that the
corporate social responsibility towards the primary milk producers, village and the ecological
balance is fulfilled. The milk producers are paid for their milk in accordance with market forces
and realisation of value for their produce. Invariably the price paid to the member-producers in
Gujarat is higher by 15 per cent than the national average.
Amul Relief Trust:-
A devastating earthquake (Richter scale - 7.9) hit Gujarat on 26th January 2001. The epicenter of
the quake was in Kutch district. It caused death of thousands of people, tens of thousands were
injured, hundreds of thousands were rendered homeless, and damage of billions of Rupees was
done.
GCMMF formed a specific organization named "Amul Relief Trust" (ART) under the
Chairmanship of Dr.V. Kurien in 2001 with a donation of Rs. 50 Millions for reconstruction of the
school buildings damaged in the 2001 earthquake in the Kutch area.
The Trust reconstructed 6 schools damaged by the above earthquake at a cost of Rs.41.1 millions

25. 25 | P a g e
in Kutch area. Four of these schools started re-functioning from the last two academic sessions
and the other two schools from the current session.
 A school reconstructed by Amul Relief Trust in the earthquake affected Ratadia Village
in Mundra Taluka of Gujarat
 A school reconstructed by Amul Relief Trust in the earthquake affected Nana Asalia
Village in Mundra Taluka of Gujarat.
 A school reconstructed by Amul Relief Trust in the earthquake affected Nana Moti bhadai
Village in Mandavi Taluka of Gujarat
Tree Plantation: -
AMUL took an oath on 15th August 2007, after the flag hoisting ceremony, to plant a sapling and
ensure that it grew into a tree. Farmers have also created nurseries to produce saplings and almost
45 such nurseries have been created as of date.
Whole dairy cooperative farmers of Gujarat under GCMMF have so far planted 312 lakh saplings.
Considering 47% survivability (based on post plantation survey data), when the saplings fully
grow up, would provide additional 1,39,735 ha. of green cover which is additional 6.41% forest
cover for Gujarat.
OBJECTIVE OF THE PROJECT
Amul industry in India in the organized sector produces around 70% of the total production, the
balance 30% being contributed by the others milk brands.
During the last seven years, Amul’s milk procurement prices to its farmer-members more than
doubled from Rs. 24.30 per liter for buffalo milk (Rs. 337 per kg fat) in 2009-10 to Rs. 49 per liter
(Rs. 680 per kg fat) in 2016-17. Since the cooperative’s total milk procurement also doubled
during this period, from 90.9 lakh liters per day to 176.5 lakh liters per day, this effectively
increased the income of its dairy farmers, four-fold in the last seven years.
Amul is currently procuring around 150 lakh liters of milk daily from around 35 lakh milk
producer members from over 18,500 villages.
This project is focused on the two main factors of a company, these are : -
 Comprehensive analysis of problems of Amul milk in the Retail market. .
 Competitive analysis with other competitors in the Retail market.

26. 26 | P a g e
I have done the first part of the project based on some parameters which are very effective to find
out the problems of Amul pouch milk in the retail market and distributors market. Those
parameters and the importance of the parameters are: -
 Preference for incentives: Amul does not have its own point and cash or schemes system as
their incentives. Some of the shopkeepers want scheme and some of them want extra pouch
packets in every caret. This problem has to be recovered to maintain a healthy relation with the
shopkeepers.
 Delivery: A survey was conducted to understand the delivery related problems in retail and
multivendor market. It is very important problem, and it has to be recovered very fast because if
delivery of the ordered products are not placed within time then availability of the product goes
down which results decrease of, to off take and market share.
 The segment of pouch milk which consists of high rate of customer demand but low rate of
delivery system: A Survey was conducted in retail market to understand that which segment of
pouch milk has higher demand but lower availability.
RESEARCH METHODOLOGY
Introduction: -
The process used to collect information and data for the purpose of making project decision is called
research methodology. The methodology may include interactions, surveys, and other research
techniques and could include both present and historical information. This project was conducted
through interactions of shopkeepers based on some parameters in questionnaire form and retail
survey was conducted to understand the preference of retailer.
Mechanics: -
Place: -
 The survey was conducted to the outlets of retail market and different shops of wholesale
multivendor market.
 I visited to the different outlets of sambaji Nagar, Kasturi Market, Gharkul, Sane chowk for retail

27. 27 | P a g e
market survey to collect the data
.
 I visited to the different shops of multivendor market at Akurdi region for the survey.
SAMBHAJI NAGAR, AKURDI
Sample size: -
I have visited more than 30 outlets including retail and distributors or ADA market.
Time of completion of project: -
Total days of completion of project is 60 days.
Presentation of data: -
 At first the primary data are accumulated from the shopkeepers.
 Secondary data are used for industry and company overview.
 The data are presented statistically with the help of Microsoft Excel. Comprehensive analysis of
Amul fresh product in Retail market:

28. 28 | P a g e
Comprehensive analysis of Amul milk in the Retail market and multivendor market
Date:
20th
June
to 25th
June
Name Of AMD: - Salunke Enterprises
Location- sambhaji Nagar, Kasturi Market, Gharkul, Sane chowk
Sr.
No.
Retailer's Shop
Name
Retailer's
Name
Contact No. Type of
Shop
location Sale of
Amul
milk(ltr)
1 Jogmaya super
market 9665033508
Grocery Sambaji
Nagar
21
2 Shree raj general
stores
Grocery Sambaji
Nagar
02
3 Ashapura
traders
Grocery Sambaji
Nagar
10
4
Tejas Dairy tejas 9595384142
Sambaji
Nagar
10
5 Hanuman
trading Co.
kiran
choudary 8796826012
Grocery Sambaji
Nagar
29
6 Real sweet
corner shankarlal 8999249025
Sweets Sambaji
Nagar
46
7
Dwarka sweets
Rohit
patel 7378430930
Sweets Sambaji
Nagar
5
8
Ronak super
market Ashok 9404385730
Grocery
Sambaji
Nagar
9
9
mukesh trading Dinesh 90492993298
Grocery Sambaji
Nagar
30
10
mathura sweets
Choudhar
y 8149239054
Sweets Sambaji
Nagar
9
11
Pawan market P.B. 9637123219
Grocery Sambaji
Nagar
23
12
vinayak trading
fulchand
Choudhar
y 9970512142
Grocery
Sambaji
Nagar
34
13
Bandan sweets
Choudhar
y 7709050513
Sweets Sambaji
Nagar
20
14 Mahadev siravi 8766524890 Grocery Sambaji 10

29. 29 | P a g e
trading Nagar
15
Hanuman
traders
suresh
Choudhar
y 9730410621
Grocery
Sambaji
Nagar
13
16 Datta krupa
dairy kishor 9011058100
Milk
shop
Sambaji
Nagar
12
17 Annapurna
super shopee sonal 7385524410
Grocery Sambaji
Nagar
-
18
Krushna sweets
Choudhar
y 8999276974
Sweets Kasturi
market
30
19
Utsav sweets
Choudhar
y 9637111071
Sweets Kasturi
market
36
20 Abhay
enterprises
Grocery Sambaji
Nagar
-
21
Golden dairy
Milk
shop
Sambaji
Nagar
5
22
Vishwas Mart 9823932236
Grocery Sambaji
Nagar
4
23
Sai agencies 8329615924
Sambaji
Nagar
14
24 Vishwapreet
super shoopy ravindra 9673929646
Grocery Sambaji
Nagar
15
25
Apple sweets
chandan
choudary 9028992945
Sweets Sambaji
Nagar
75
26
Imam jalal Imam jalal 9763201488
Grocery Gharkul ,
sambaji
nagar
2
27
Omkar unde
Omkar
unde 7709536258
Grocery Gharkul ,
sambaji
nagar
4
28
Dyansehwar
khedkar
Dnyanesh
war
khedkar 8975814643
Grocery Gharkul ,
sambaji
nagar
4
29
Sangita jadhav
Sangita
jadhav 9970962420
Grocery Gharkul ,
sambaji
nagar
2
30
rajashree kadam
Rajshree
kadam 9773977443
Grocery Gharkul ,
sambaji
nagar
3
31
Anand satwadar
Anand
satwadar 9665033508
Grocery Gharkul ,
sambaji
5

30. 30 | P a g e
nagar
32
Sai mini stores 9511636786
Icecream
parlour
Gharkul ,
sambaji
nagar
24
33
sadguru puja
bhandar
sadguru
puja
Bhandar
Puja
Shops
Gharkul ,
sambaji
nagar
6
Competitive analysis with other competitors in the Retail market.
Date:
20th
June
to 25th
June
Name Of AMD: - Salunke Enterprises
Location- sambhaji Nagar, Kasturi Market, Gharkul, Sane chowk
Sr.
No.
Retailer's Shop
Name
Retailer's
Name
Contact No. Type of
Shop
location Sale of
Amul
milk(ltr)
Sale of
other
milk(ltr)
1 Jogmaya super
market 9665033508
Grocery Sambaji
Nagar
21 42
2 Shree raj general
stores
Grocery Sambaji
Nagar
02 30
3 Ashapura
traders
Grocery Sambaji
Nagar
10 20
4 Tejas Dairy tejas 9595384142 Sambaji 10 55
74%
24%
2%
0%
Sales of Amul milk (ltr)
Amul Taaza Amul Gold Amul A2 Amul cow

31. 31 | P a g e
Nagar
5 Hanuman
trading Co.
kiran
choudary 8796826012
Grocery Sambaji
Nagar
29 24
6 Real sweet
corner shankarlal 8999249025
Sweets Sambaji
Nagar
46 48
7
Dwarka sweets
Rohit
patel 7378430930
Sweets Sambaji
Nagar
5 72
8
Ronak super
market Ashok 9404385730
Grocery
Sambaji
Nagar
9 40
9
mukesh trading Dinesh 90492993298
Grocery Sambaji
Nagar
30 28
10
mathura sweets
Choudhar
y 8149239054
Sweets Sambaji
Nagar
9 65
11
Pawan market P.B. 9637123219
Grocery Sambaji
Nagar
23 25
12
vinayak trading
fulchand
Choudhar
y 9970512142
Grocery
Sambaji
Nagar
34 30
13
Bandan sweets
Choudhar
y 7709050513
Sweets Sambaji
Nagar
20 42
14 Mahadev
trading siravi 8766524890
Grocery Sambaji
Nagar
10 24
15
Hanuman
traders
suresh
Choudhar
y 9730410621
Grocery
Sambaji
Nagar
13 36
16 Datta krupa
dairy kishor 9011058100
Milk
shop
Sambaji
Nagar
12 32
17 Annapurna
super shopee sonal 7385524410
Grocery Sambaji
Nagar
- 87
18
Krushna sweets
Choudhar
y 8999276974
Sweets Kasturi
market
30 28.5
19
Utsav sweets
Choudhar
y 9637111071
Sweets Kasturi
market
36 54
20 Abhay
enterprises
Grocery Sambaji
Nagar
- 58
21
Golden dairy
Milk
shop
Sambaji
Nagar
5 76
22
Vishwas Mart 9823932236
Grocery Sambaji
Nagar
4 52
23 Sai agencies 8329615924 Sambaji 14 -

32. 32 | P a g e
Nagar
24 Vishwapreet
super shoopy ravindra 9673929646
Grocery Sambaji
Nagar
15 34
25
Apple sweets
chandan
choudary 9028992945
Sweets Sambaji
Nagar
75 26
26
Imam jalal Imam jalal 9763201488
Grocery Gharkul ,
sambaji
nagar
2 30
27
Omkar unde
Omkar
unde 7709536258
Grocery Gharkul ,
sambaji
nagar
4 04
28
Dyansehwar
khedkar
Dnyanesh
war
khedkar 8975814643
Grocery Gharkul ,
sambaji
nagar
4 16
29
Sangita jadhav
Sangita
jadhav 9970962420
Grocery Gharkul ,
sambaji
nagar
2 04
30
rajashree kadam
Rajshree
kadam 9773977443
Grocery Gharkul ,
sambaji
nagar
3 02
31
Anand satwadar
Anand
satwadar 9665033508
Grocery Gharkul ,
sambaji
nagar
5 8
32
Sai mini stores 9511636786
Icecream
parlour
Gharkul ,
sambaji
nagar
24 38
33
sadguru puja
bhandar
sadguru
puja
Bhandar
Puja
Shops
Gharkul ,
sambaji
nagar
06 30

33. 33 | P a g e
DATA ANALYSIS
DATA ANALYSIS “SALES AND DISTRIBUTION OF AMUL’S PRODUCTS AT RETAIL
LEVEL”
 It all began when milk became a symbol of protest
 Founded in 1946 to stop the exploitation by middlemen
 Inspired by the freedom movement
in 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel.
Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and
Tribhuvan Das Patel, they formed their own cooperative in 1946.
The analysis and interpretation of the data involves the analyzing of collected data and
interpreting it with pictorial presentation such as bar charts and pie charts.
1. Preference of Retailers to milk brand.
Brands Respondend
Amul 10
Mother dairy 03
Gokul 15
chitale 02
AMUL MILK
32%
OTHER MILK
68%
RATIO (ltr)
AMUL MILK OTHER MILK

34. 34 | P a g e
katraj 03
2. Do you stock Amul milk?
Response No. of Respondent % Of respondend
YES 30 90%
NO 3 10%
3. If yes, do you get sufficient stock of Amul milk?
Response No. of Responded % of Respondend
Yes 19 57.5 %
No 14 42.4 %
90%
10%
% of respondent
YES
NO
10
3
15
2 3
0
2
4
6
8
10
12
14
16
Amul Mother dairy Gokul chitale katraj
Respondents

35. 35 | P a g e
4. If no, why don’t you stock Amul milk?
Response No. of Responded % Of Respondend
Absence of packing date 3 9.09 %
Low margin. 19 57.5 %
No replacement for leakage 9 27.2 %
Low distribution 2 6.06 %
5 . Preference of Retailers to milk brand.
58%
42%
% of Respondent
Yes No
9%
58%
27%
6%
% Of Responded
Absence of packing date Low margin.
No replacement for leakage Low distribution

36. 36 | P a g e
A. Amul Taaza
B. Amul Slim n Trim
C. Amul Gold
D. Amul A2
Response No. of Responded % Of Responded
Amul Taaza 20 60.06%
Amul Slim n Trim 2 6.06%
Amul Gold 8 24.2%
Amul A2 3 9.09%
6 . What size of the milk packets do you prefer to store?
250 ml 500 ml 1 ltr 6 ltr
7. Do you think that the price of the product is higher than the competitor’s product?
250 ml
500 ml
1 ltr
6 ltr
250 ml 500 ml 1 ltr 6 ltr
61%
6%
24%
9%
% of respondent
Amul Taaza
Amul Slim n Trim
Amul Gold
Amul A2

37. 37 | P a g e
Response No. of Responded % Of Respondend
Strongly Agree 12 36.36%
Strongly Disagree 8 24.24%
Agree 10 30.30%
Neither 3 9.09%
8. How much profit do you get on other milk products?
Response No. of Responded % Of Respondend
More than Amul 25 75%
Less than Amul Milk 0 0%
Same as Amul Milk 5 15%
No Profit 3 9.09%
36.36%,
37%
24.24%,
24%
30.30%,
30%
9.09%, 9%
% Of Respondent
Strongly Agree
Strongly Disagree
Agree
Neither

38. 38 | P a g e
64%
36%
% Of Respondent
Yes No
9. Are you satisfied with Amul milk distributor?
Response No. of Responded % Of Respondend
Yes 21 63.6 %
No 12 36.3 %
More than
Amul
Less than
Amul Milk
Same as
Amul Milk
No Profit
% OF RESPONDENT

39. 39 | P a g e
SWOT ANALYSIS OF AMUL
Strengths:-
 The Company is having Indian origin thus creating feeling of oneness in the mind of the
customers.
 If manufactures only milk and milk products, which is purely vegetarian thus providing
quality confidence in the minds of the customers.
 It is aiming at rural segment, which covers a large area of loyal customers, which other
companies had failed to do.
 People are quite confident for the quality products provided by Amul.
 Amul has its base in India with its butter and so can easily promote chocolates without
fearing of loses.
Weaknesses:-
 There are various competitive players in the chocolate market, which acts as major
competitors restricting their growth.
 Leakage problem in pouch milk. No schemes are provided by the company to the
distributors and the retailers also.
 There is a huge problem in distribution channel in India.
 Less profit margin compared to the others milk brands.
Opportunities:-
 There is a lot of potential for growth and development as huge population stay in rural
market where other companies are not targeting.
 The milk market is at growth stage with very less competition, so by introducing new
brand and incentive advertising there can be a very good scope in future.
Threats:-
 The major threats is from other companies who hold the majority share of consumers in
Indian market i.e. Red Cow, Metro, and Mother Dairy.
 There exists no brand loyalty in the milk market and consumers frequently sfit their
brands.
 The biggest threats for Amul milk is Reliance milk entering in milk market.

40. 40 | P a g e
ANALYSIS AND FINDING
 Retailers:-
 Retailers are not interested because they don’t have storage facility but if company provides
them such facility, they will be sale Amul milk.
 Because of low profit margin almost all retai8lers are not interested in Amul milk for selling.
 On questions, why retailers are not interested in selling Amul pouch rather than increasing the
product, it is found they were not happy with the margin, replacement, and it gets spoil.
 Retailers were selling different brands, because they were able to receive more margin from
non-popularized brand that they could not form well-known brands.
 All retailers get Amul pouch milk from company selected distributors.
 When question came to retailers rating towards Amul pouch milk, most of the responded
complaining about profit margin and product life.
 Retailers also demand for the replacement for damage due to spoilage, leakage that they have to
bear when the Amul pouch milk gets spoil or leakage.
 Bulk Users (Multivendor, Sweet Shops): -
 In sweet Shop the awareness level of Amul pouch milk is 95% but it is hard to find that max to
max only 3% are consuming Amul pouch milk.
 The preferences of purchasing Amul pouch milk by bulk by the multivendor users are mainly
quality, demand, and timely availability.
 Higher price that is not meeting the competitors rate as bulk user are very price sensitive.
BCG Matrix of Amul: -

41. 41 | P a g e
 Question Mark: - High Growth, Low market share. Most business start of as a question mark.
Question mark have potential to become after and eventually cash cow but can also become
a dog.
 Star: - High growth, High market share. Star is leaders in business. They also require heavy
investment to maintain its market share. Attempts should be made to hold the market share
otherwise the star will become a Cash Cow.
 Cash Cow: - Low growth, High market share. It generates more cash than required. It
extracts the profit by investing as little cash as possible. They are located an industry that is
mature, not growing, or declining.
 Dog: - Low growth, Low market share. Dogs are the cash traps. Dogs do not potential to
bring in much cash. Number of dogs in the company should minimized. Business is
situated at a declining stage. Dog Market Growth Rate Relative Market Share
RECOMMENDATIONS AND SUGGESTIONS
 Give the credit purchase facility to their regular retailers.
 250 ml milk pouch should make available to retailers for selling, because
lower income family has intention to buy small pouch milk.
 There is need to create a common platform for all the retailers so thattheir
complains should be solved.
 As quick as possible try to settle the various claims and problems of the retailers.
 Provide good schemes and offer to the retailer. Some scrutiny should befollow
to check the scheme get being communicated properly by distributors or sales
 Supply should be regular to all the outlets including those that lie in the pocket
roads and not just in the outlets which lie on the easily accessible routes.
 It has been found that there is no awareness among the retailers regarding the
newly launched products of Amul such as A2 buffalo milk and itsvariants. So, it
is advisable to the company to conduct various awareness programs like
distributing of pamphlets outside the retail shops and more advertisement through
the media.
 Company should take care of retailers by solving their problems and should call back or
timely visit should be given to retail outlets by appointing separate company representative

42. 42 | P a g e
Limitations: -
This report had to work under several constraints and limitations. Some of the key limitations are:
 The survey is limited only for one distributor.
 Time period of the project was 8 weeks, which may not be enough to understand the whole
Market.
 Convenient sampling was used as the mode of conducting the research.
 The psychology and temperament of a respondent play a significant role. Some
respondents are more sensitive as against others who are more tolerant. A change in the
composition of the respondents can affect the answers adversely or favorably.
 Respondents may not have been true in answering various questions and may be biased to
certain other questions.
 Out of the whole research and analysis, only three major brands could be highlighted,
leaving aside the other non-popular brands.
 The questionnaire mostly contained multiple choice questions; therefore, many
respondents did not give a proper thought before up the questions, and some even ticked
things, which were not applicable. Therefore, all this increased the bias.
 The sample size of Retailers / Wholesalers was very small and therefore response from
them does not reflect the exact view because they may to biased.

43. 43 | P a g e
CONCLUSION
Amul means different things to different people.
To a milk producer – A life enriching experience to a consumer – Assurance of having wholesome
milk to a mother – A reliable source of nourishment for her child to the country – Rural
development and self-reliance
As we know that Amul is very big organization and market leader in dairy products. It has
maximum market share in Milk, Butter, and Cheese & Ice-Cream which are its main/core
products. But in case of local market like Pune the Amul milk is not a popular product as
compared to other Amul Products. With the help of research, company can find out its week
points in Milk product and can increase its market share through rectify mistakes. People have
believed in Amul’s product, and they will accept it also if effective actions were taken.
 The survey resulted into following conclusions: -
 Amul must come up with new promotional activities such that people become aware about
Amul Milk like Amul Tazza & Gold.
 Quality is the dominating aspect which influences consumer to purchase Amul product, but
prompt availability of other Milk brands and aggressive promotional activities by others
influences the consumer towards them and also leads to increase sales.
 In comparison to Amul Milk, the other players such as Gokul, Mother Dairy, and Metro
and some others milk provide a better availability and give competition to the hilt.
 People are mostly satisfied with the overall quality of Amul Milk, but for the existence in
the local market Amul must use aggressive selling techniques.

44. 44 | P a g e
BIBLIOGRAPHY
 http://economictimes.indiatimes.com/topic/amul
 https://www.nddb.coop/
 www.amul.com
 www.wikipedia.com
 http://www.firstpost.com/tag/amul
 https://www.financialexpress.com/archive/corporate-social-responsibility-the-amul-
way/112172/#:~:text=Every%20function%20involves%20human%20intervention,sal%2D
esmen%20in%20retail%20network.
 https://casemarathon.com/darden/amul-dairy/porters-analysis.php

45. 45 | P a g e
APPENDIX (QUESTIONNAIRE)
DATE RETAILER FEEDBACK FORM
ADM NAME:
LOCATION:
SR.
NO
RETAILER
NAME
CONTACT
NO.
ADDRESS QUALITY WHY
THIS
BRAND
REASON
FOR
ANOTHER
(FEEDBACK)

46. 46 | P a g e
 QUESTIONNAIRE FOR DISTRIBUTOR MARKET AND KEY ACCOUNTS FOR
COMPETITIVE STUDY BETWEEN AMUL MILK AND OTHERS BRAND
I. WHICH COMPANY IS BETTER FOR STOCK SATISFACTION?
AMUL ( ) OTHERS ( )
II. WHICH COMPANY IS BETTER REGULAR SERVICE PROVIDOR?
AMUL ( ) OTHERS ( )
III. WHICH COMPANY HAS HIGH DAMAGE RELATED ISSUE?
AMUL ( ) OTHERS ( )
IV. WHICH COMPANY IS BETTER SCHEME PROVIDOR?
AMUL ( ) OTHERS ( )
V. WHICH COMPANY’S MILK HAVE CONSUMER PREFERENCE?
AMUL ( ) OTHERS ( )