Pillai’s Institute of Management Studies and Research

Sector-16, New Panvel- 410206

A REPORT

ON

Market Study
FOR
Autonomous Underwater Vehicle and Remotely Operated
underwater vehicle

SUBMITTED BY

Namit Ketankumar Jaitpal

For the degree of

MASTERS IN MANAGEMENT STUDIES

UNIVERSITY OF MUMBAI

UNDER THE GUIDANCE OF

Prof. C.K.Sreedharan
 DECLARATION

I hereby declare that the Summer Internship Project Report, prepared by me under the guidance
of Prof C.K.Sreedharan is a bonafied work undertaken by me and it is not submitted to any other
University or institution for the award of any degree/ diploma / certificate or published any time
before. I also declare that the report free of any plagiarism.

Name- Namit Ketankumar Jaitpal

Roll no- 171129

Signature of Student
 CERTIFICATE

This is to certify that the summer internship project entitled “Market Study For Autonomous
Underwater Vehicle and Remotely Operated underwater vehicle” submitted by Mr.
NAMIT KETANKUMAR JAITPAL, During semester III in partial fulfillment of the Master's
Degree in Management studies recognized by University of Mumbai for the academic year
_________ and represents the work done at __________________
The project work is original and has not been submitted earlier for the award of any degree/
diploma or associate ship of any other University/ institution.

Name- Namit Ketankumar Jaitpal

Date-

Signature of the Guide

 ACKNOWLEDGEMENT

The satiation and euphoria that accompany the successful completion of the project would be
incomplete without the mention of the people who made it possible.
I would like to take the opportunity to thank and express my deep sense of gratitude to my
corporate mentor Mr. Manoj khanka and my faculty mentor Mr. C.K.Sreedharan I am greatly
indebted to both of them for providing their valuable guidance at all stages of the study, their
advice, constructive suggestions, positive and supportive attitude and continuous encouragement,
without which it would have not been possible to complete the project.
I would also like to thank Mr. Manoj khanka (Marketing Manager) who in spite of busy schedule
has co-operated with me continuously and indeed, his valuable contribution and guidance have
been certainly indispensable for my project work.
I am thankful to Mr. Manoj khanka for giving me the opportunity to work with PARLE and
learn.
I owe my wholehearted thanks and appreciation to the entire staff of the company for their
cooperation and assistance during the course of my project.
I hope that I can build upon the experience and knowledge that I have gained and make a
valuable contribution towards this industry in coming future.
 EXECUTIVE SUMMARY

Parle biscuit Co. is one of the major and popular brand of biscuit which is launched by Parle in
1939, The growth of Parle Biscuits has been tremendous and has acquired a significant amount
of market share in short period of time by overcoming big players in the market. Parle is
professionally managed focused on meeting the customer requirements for a large component of
their spend across fashion, food, home and lifestyle segments.

The objective of the project is to know the consumers preferences for Biscuits, to study the
Market Potential of Biscuit and the report contains a brief introduction of Parle biscuit co. The
company has interests in various sectors and they provide consistent quality products to meet the
customer requirements.

Satisfying our customers is an essential element to staying in business in this modern world of
global competition. We must satisfy and even delight our customers with the value of our
products and services to gain their loyalty and repeat business.

Customer satisfaction is therefore a primary goal of process improvement programs. So how

satisfied are our customers? One of the best ways to find out is to ask them using Customer
Satisfaction Surveys. These surveys can provide management with the information they need to
determine their customers level of satisfaction with their products and with the services
associated with those products. Employees and the management of the store can use the survey
information to identify opportunities for improving the existing product variants and to introduce
new products. This project includes details on designing your own customer satisfaction
questionnaire, tracking survey results and turn survey data into useful information.

This report clearly mentions objective of the study and the research methodology utilized. Both
primary data and secondary data are used for the study. The data collection method used is
structured non disguised questionnaire in which the types of questions used are of multiple
choice. The report contains a detailed view of the tasks, which have been undertaken to analyze
the market of Parle biscuit co.. Various sets of questionnaire have been prepared to know the
preferences of consumers about the Biscuits.consumption, more schemes like „Seasonal
Schemes‟ and other schemes can be given to the consumers.
Part A:

INDEX

SR NO. CONTENT PAGE

NO.

1 INTRODUCTION TO THE PROJECT

2 COMPANY PROFILE
2.1 ORGANISATION HISTORY IN BRIEF
2.2 DETAILS OF TOP MANAGEMENT

2.3 SIZE OF THE ORGANIZATION

2.4 MISSION AND VISSION OF THE
ORGANIZATION
3 INDUSTRY ANALYSIS
3.1 PESTEL ANALYSIS
3.2 PORTER’S FIVE FORCES ANALYSIS
3.3 PORTER’S GENERIC STRATEGY
4 COMPANY ANALYSIS
4.1 SWOT ANALYSIS
4.2 7’S MACKENZIE
4.3 BCG MATRIX
4.4 ANSOFF MATRIX
5 INTRODUCTION TO PART (B)
5.1 OBJECTIVE OF THE STUDY
5.2 EXPECTED BENEFITS
5.3 LIMITATION OF THE COMPANY
6 METHODOLOGY
7 OBSERVATION
7.1 CLASSIFICATION OF OBSERVATION
7.1.2 SELF LEARNING IN ORGANIZATION
7.2 TRENDS AND PATTERNS OF THE COMPANY
8 CRITICAL ISSUES AND PROBLEMS OF THE
COMPANY
9 CONCLUSION
9.1 SUMMARY OF TRENDS IN ORGANIZATION
9.2 SUMMARY OF FEEDBACK IN ORGANIZATION
10 PART (C)
10.1 Reference
 Introduction

Parle Products has been India's largest manufacturer of biscuits and confectionery for almost

80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very

popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach

spanning even to the remotest villages of India, the company has definitely come a very long

way since its inception.

Many of the Parle products - biscuits or confectioneries, are market leaders in their category

and have won acclaim at the Monde Selection, since 1971. With a 40% share of the total

biscuit market and a 15% share of the total confectionary market in India, Parle has grown to

become a multi-million dollar company. While to the consumers it's a beacon of faith and

trust, competitors look upon Parle as an example of marketing brilliance.

Over the years Parle has grown to become a multimillion-dollar company with many of the

products as market leaders in their category. Parle Products began manufacturing biscuits, in

addition to sweets and toffees. Having already established a reputation for quality, the Parle

brand name grew in strength with this diversification. Parle Glucose and Parle Monaco were

the first brands of biscuits to be introduced, which later went onto become leading brand

names itself for great taste and quality.

Today, the great strength of Parle Products is the extremely widespread distribution network.

Even at the remotest places, you can buy Parle biscuits and sweets from the local grocer. It

has taken years to create this extensive network. Parle‘s sales force started with one salesman

in Bombay and some agents in few other cities. Gradually, Parle Products expanded. Soon

sweets and biscuits were being sent by rail to Calcutta, Delhi, Karachi, Madras and other
major cities. As production increased, distribution was amplified. Full time salesmen were

appointed in different areas. Currently, Parle Products has over 33, 00,000 distribution

outlets.

Hygiene is the precursor to every process at Parle. From husking the wheat and melting the

sugar to delivering the final products to supermarkets and store shelves nationwide, care is

taken at every step to ensure the best product of long-lasting freshness. Every batch of

biscuits, confectioneries & snacks are thoroughly checked by expert staff, using the most

modern equipments. This ensures consistent and perfect quality across the nation and abroad.

Concentrating on consumer tastes and preferences, the Parle brand has grown from strength

to strength ever since its inception. The factories at Bahadurgarh, Haryana and Neemrana,

Rajasthan are the largest biscuit and confectionery plants in the country. The factory in

Mumbai was the first to be set up, followed soon by the one in Bangalore, Karnataka. Parle

also has 10 manufacturing units for biscuits and 75 manufacturing units for confectioneries

on contract.

All Parle products are manufactured under the most hygienic conditions. Great care is

exercised in the selection & quality control of raw materials, packaging materials & rigid

quality standards are ensured at every stage of the manufacturing process. Every batch of

biscuits & confectioneries are thoroughly checked by expert staff, using the most modern

equipment.

The Care is taken at every step to ensure the best product of long-lasting freshness. Every

batch of Biscuits, Confectionaries & Snacks are thoroughly checked by expert staff using the

most modern equipment. This ensures consistent and perfect quality across the nation and

abroad.
India Biscuits Industry is the largest among all the food industries. India is known to be the
second largest manufacturer of biscuits, the first being USA. It is classified under two sectors:
organized and unorganized. The size of the biscuit industry is estimated to be about 1.95million
tones valued at Rs. 68.6 billion of which organized sector produces about 57% of branded
biscuits in volume terms and 64% in value terms. It has a turnover of aroundRs.3000 crores.

In biscuit category we have three very large players Parle, Britannia and Parle biscuit co..
Besides, there are about 50 medium players and about 2500 small scale units. In the unorganized
sectors we have over 30000 small, very small and tiny units spread all over the country. Our
bakery industry thus is quite big in that sense. Biscuit industry was also reserved for small scale
earlier. It was de-reserved in 1997-98. Since then the industry is growing at a rate of over 10 per
cent. Post de-reservation many local and regional players have started producing for Parle or
Britannia as franchised units. Glucose and Marie are two varieties of biscuits which represent the
largest segments.

India Biscuits Industry came into limelight and started gaining a sound status in the bakery
industry in the later part of 20th century when the urbanized society called for ready made food
products at a tenable cost. Biscuits were assumed as sick-mans diet in earlier days. Now, it has
become one of the most loved fast food product for every age group. Biscuits are easy to carry,
tasty to eat, cholesterol free and reasonable at cost. States that have the larger in take of biscuits
are Maharashtra, West Bengal, Andhra Pradesh, Karnataka, and Uttar Pradesh. Maharashtra and
West Bengal, the most industrially developed states, hold the maximum amount of consumption
of biscuits. Even, the rural sector consumes around 55percent of the biscuits in the bakery
products.

The production capacity of wafer biscuits is 60 MT and the cost is Rs.56,78,400 with a motive
power of 25 K.W. Indian biscuit industry has occupied around 55-60 percent of the entire bakery
production. Few years back, large scale bakery manufacturers like Cadbury, Nestle, and Brooke
bond tried to trade in the biscuit industry but couldnt hit the market because of the local
companies that produced only biscuits.

The Federation of Biscuit Manufacturers of India (FBMI) has confirmed a bright future of India
Biscuits Industry. According to FBMI, a steady growth of 15 percent per annum in then ext 10
years will be achieved by the biscuit industry of India. Besides, the export of biscuits will also
surpass the target and hit the global market successfully.

Biscuit consumption per capita in India has grown to 2.1kg per capita in comparison to 10kgper
capita consumption in USA , UK and Europe . GCC has consumption up to 6 kg per capita.
According to IBMA, the biscuit industry in India witnessed annual growth as 15% in 2003-
04,14% in 2004-05 and 2005-06, 13% in 2006-07, 15% in 2007-08 and 17% in 2008-09. While
the growth rate has been stagnating during last 4 years, it has picked up momentum during
the2007-08 and the first quarter of 2008-09 mainly on account of exemption from Central Excise
Duty on biscuits with MRP up to INR 100 per kg, as per Union Budget for 2007-08.

The organized biscuit manufacturing industry‟s annual production were around 1.1 million tons
in 2003-04, 1.25 million tons in 2004-05, 1.4 million tons in 2005-06, 1.6 million tons in 2006-
07 and 1.7 tons in 2007-08.

Rural -Urban market penetration for biscuits has been 75%/85% for urban market and 55%/65%
for rural market. Branded / Organised to Unbranded/ Unorganised market share of biscuit has
been 60% for organised sector and 40% for un organised sector.

Biscuit consumption pattern in the country are Northern India 25%, Western India
23%,Southern India 24% and Eastern India 28%. Export share is around 15% of total production.
 2.Company profile

Over the year, Parle has grown to become a multi-million US Dollar company. In 1929 a small
company by the name of Parle products emerges in British dominant India. Parle derived from
the name of the Indian railway station Vileparle near Mumbai. The goal was to spread joy and
happiness and cheer to children and adults, all over the country with its sweet and candies.Parle
products have been India’s largest biscuits and confectionary manufacturer. Apart from the
factories in Mumbai and Bangalore, Parle also has its factories in Rajasthan, Haryana, Khopoli,
The largest biscuits and confectionary palnt in the country. Each factories has state of the art
machinery with automatic printer and packaging facilities

Parle was establish in 1929 and was owned by the Chauhan family of Vileparle Mumbai

Available Anywhere: Today, the great strength of Parle Products is the extremely widespread

distribution network. Even at the remotest places, you can buy Parle biscuits and sweets from the

local grocer. It has taken years to create this extensive network. Parle’s sales force started with
one

salesman in Bombay and some agents in few other cities. Gradually, Parle Products expanded.

Soon sweets and biscuits were being sent by rail to Calcutta, Delhi, Karachi, Madras and other

major cities. As production increased, distribution was amplified. Full time salesmen were

appointed in different areas. Currently, Parle Products has over 33, 00,000 distribution outlets.
 2.1.History

A long time ago, when the British ruled India, a small factory was set up by Mohanlal Dayal
Chauhan in the suburbs of Mumbai city, to manufacture sweets and toffees. The year was 1929
and the market was dominated by famous international brands that were imported freely. Despite
the odds and unequal competition, this company called Parle Products, survived and succeeded,
by adhering to high quality and improvising from time to time. A decade later, in 1939, Parle
Products began manufacturing biscuits, in addition to sweets and toffees. Having already
established a reputation for quality, the Parle brand name grew in strength with this
diversification. Parle Glucose and Parle Monaco were the first brands of biscuits to be
introduced, which later went on to become leading names for great taste and quality.

The original Parle company was split into three separate companies, owned by the different
factions of the original Chauhan family:

Parle Products, led by Vijay, Sharad and Anup Chauhan (owner of the brands Parle-G, Melody,
Mango Bite, Poppins, Monaco and KrackJack) Parle Agro, led by Prakash Chauhan and his
daughters Schauna, Alisha and Nadia (owner of the brands such as Frooti and Appy)

All three companies continue to use the family trademark name "Parle". The original Parle group
was amicably segregated into three non-competing businesses. But a dispute over the use of
"Parle" brand arose, when Parle Agro diversified into the confectionary business, thus becoming
a competitor to Parle Products. In February 2008, Parle Products sued Parle Agro for using the
brand Parle for competing confectionary products. Later, Parle Agro launched its confectionery
products under a new design which did not include the Parle brand name In 2009, the Bombay
High Court ruled that Parle Agro can sell its confectionery brands under the brand name "Parle"
or "Parle Confi" on condition that it clearly specifies that its products belong to a separate
company, which has no relationship with Parle Products.
To ensure benefit to society and to the corporation for sustainable development by imparting
measurable values to all stakeholders in every aspect of our operations. Ensuring Corporate
Social Responsibility is adopted through principles implementations that contribute to our
country's social, cultural, and environmental development and help in developing the awareness
on these issues.
 2.2 BOARD OF TOP MANAGEMENT:

NAME OF MEMBERS DESIGNATION

Vijay K Chauhan Chairman & Managing Director

Sharad P Chauhan Managing Director

Raj K Chauhan Managing Director

Ajay V Chauhan Executive Director

Anup S Chauhan Executive Director

Samar S Chauhan Executive Director

2.3 Size of the organization

Apart from the original factory in Mumbai, Parle has manufacturing facilities
at Neemrana (Rajasthan), Bangalore (Karnataka), Kutch (Gujarat), Khopoli (Maharashtra),
Pantnagar (Uttarakhand), Sitarganj (Uttarakhand) and Bahadurgarh (Haryana). Bahadurgarh(
Haryana) and Pantnagar(Uttarakhand) plant are one of the largest manufacturing plants of Parle
in India. It deploys large scale automation for manufacturing of quality biscuits. It also has
several manufacturing units on contract.
Parle Biscuit Pvt. Ltd. Khopoli is spread over thirteen acre and has about 1000 employees
working.
 2.4 VISION
To ensure benefit to society and to the corporation for sustainable development by imparting
measurable values to all stakeholders in every aspect of our operations. Ensuring Corporate
Social Responsibility is adopted through principles implementations that contribute to our
country's social, cultural, and environmental development and help in developing the awareness
on these issues.

MISSION
To work on the popularity, adoption, and implementation of the concept of Corporate Social
Responsibility while adding measurable values to the community and to our company along with
managing related processes to the advantage of all concerned in a way that becomes model for
other corporations for replication.

The Company’s CSR mission is to contribute to the social and economic development of the
community. Through a series of interventions the Company seeks to mainstream economically,
physically and socially challenged groups and to draw them into the cycle of growth,
development and empowerment. At the core of this is its commitment to reach out to
marginalized communities through its LEAP – “Livelihood Empowering Action Plans“ that
ensures multi-stakeholders approach in creating a sustainable impact through various social-
economic projects listed in “Annexure A”.

The Company’s strategy is to integrate its activities in community development, social

responsibility and environmental responsibility and encourage each business unit or function to
include these considerations into its operations.

“ANNEXURE A”

“Livelihood Empowering Action Plans”

(AREAS OF CSR INTERVENTION)

Enumerated below are the areas under which the Company will implement its CSR Projects.
This will be reviewed from time to time by the CSR Committee of the Board and specific
initiatives under these will be undertaken in line with the CSR Policy to meet the overall
objectives of these interventions.

1. Empowering through “Livelihood Empowering Action Plans” - LEAP Category: Companies

Act- 2013, Schedule VII (i) Eradicating Hunger, Schedule VII (ii) Livelihood Enhancing
Projects, Schedule VII (ii) Empowering Women

The Company’s Sustainable Livelihood Initiatives are designed to empower thousands of people,
particularly women in rural parts of India. Through this initiative, the Company reaches out to
the underprivilegedsegments of society and in doing so, it seeks to help as many people as
possible at the bottom of the pyramid by providing them with livelihood options. Under this
project the Company will continue to support people (primarily woman) who are financially
excluded through a holistic approach that will also offer training for enhancing occupation skills,
financial literacy and market linkages.

2. Financial Literacy and Inclusion

Category: Companies Act -2013, Schedule VII (i) Promoting Education, Schedule VII (ii)
Livelihood Enhancing Projects The Company believes that absence of financial knowledge can
lead to poor financial decisions that can have an adverse effect on the financial health of an
individual. The Company will endeavor to provide familiarity with and understanding of
financial products, especially of rewards and risks, in order to better equip the financially
excluded to make informed choices. These projects will endeavor to promote financial literacy
amongst various segments such as students, senior citizens and others in the communities,
directly or through implementing partners.

One of the main impediments to the increasing effective financial inclusion is the lack of credit
in rural areas. The Company will seek to address this through innovative approaches, one of
which will be through its ‘Grameen Mahotsav’ that will provide information on financial
products and services in particular to those in rural markets with limited access to financial
services.

3. Promoting Education

Category: Companies Act -2013, Schedule VII (i) Promoting Education

Education is one of the building blocks of any nation. With the aim of having ‘every child in
school and learning’ the Company’s interventions will aim at mainstreaming children and
improving the quality of education they receive. A multitude of interventions such as educational
sponsorships to students belonging to economically/socially/physically challenged categories,
supporting the infrastructure or running cost of reading programs, libraries, supportive classes,
computers, science laboratories, etc. will be undertaken to create a conducive learning
environment and to promote learning. Within the scope of education, programs aimed at bridging
the skill gap, in particular in the Companying industry, and transforming candidates into job
ready professionals will also be covered.

4. Skill Training and Livelihood Enhancement Category: Companies Act -2013, Schedule VII
(ii) Employment Enhancing Vocational Skills and Livelihood Enhancing projects A growing
economy like India requires a large and skilled workforce. The Company’s skill training
initiatives will aim at training and capacity development of youth and women from economically
weaker sections of society, and to empower them to gain access to opportunities for sustainable
livelihood and growth.

The Company will support technical training courses, Skill Development Centers, non formal
vocational programs aimed at creating livelihood opportunities, soft skill training aimed to
facilitate integration into mainstream and soft loans for self- financing of training. Under the
scope of this initiative, the Company will also support upgrading skills and capacity building of
farmers by introducing innovative methods of cultivation and creating market linkages.

5. Promoting Blood Donation

Category: Companies Act -2013, Schedule VII (i) Promoting Preventive Healthcare
Aimed at addressing the very critical issue of the availability of blood this initiate is currently
one of the major areas in which the Company and its employees are actively engaged. The
Company will continue to conduct Blood Donation Drives and will expand the same to support
the set up of ‘Blood Storage Units’ in rural locations that do not have a blood Company’s, to
ensure supply of blood.

6. Environmental Sustainability

Category: Companies Act -2013, Schedule VII (iv) Ensuring Environmental Sustainability,
Conservation of Natural Resources and Maintaining the quality of soil.

Sustainability is one of the core values of the Company and climate change mitigation and
environmental improvements are essential elements of its strategy for sustainability. The
Company will initiate multiple projects implemented directly or through consultant partners to
manage its emissions and to introduce environmental friendly practices. Social Communication
will be used as an effective tool in influencing behavior and creating a sustainable environment
for the community. The Company will encourage investment in energy efficient technology,
developing socially and environmentally friendly products and services, improving access to
water by creating/sponsoring irrigation and water storage structures, promoting public transport
by creating appropriate infrastructure, benchmarking and reporting on Sustainability projects.

7. Eradicating Poverty

Category: Companies Act -2013, Schedule VII (i) Eradicating Poverty, Hunger and Malnutrition
The Company recognizes the need to reach out to those at the bottom of the pyramid by
providing them with need based assistance. The Company will also encourage employees to
continue to contribute to society by undertaking projects in their respective areas.

The Company’s Payroll Giving Program will encourage employees to donate a part of his/her
salary. This amount may be matched by the Company and the combined amount donated by the
employee to a cause of his/her choice. These causes may include providing rations/nutrition,
medical care, supporting education, etc.

8. Rural Development

Category: Companies Act -2013, Schedule VII (x) Rural Development

With the objective of contributing to the improvement of the economic and social well-being of
people in rural areas, the Company will initiate programs that empower the rural population.
These will range from making financial services and products available to these areas and
bringing them within the Companying fold, to creating innovative products to suit the
requirements of the rural population. The Company will support projects providing
electrification through solar or alternate methods, improving access to water, healthcare &
sanitation, and construction & running cost of schools and health centers, amongst others.
 INDUSTRY ANALYSIS

3.1 PESTEL ANALYSIS

A PESTEL analysis is a framework or tool used by marketers to analyse and monitor the macro-
environmental (external marketing environment) factors that have an impact on an organisation.
The result of which is used to identify threats and weaknesses which is used in a SWOT analysis.

• Stability of government
• Conducive Environment for business
• Tax Policies
• International trade regulations & restrictions
Political & Legal • Employment laws
• Competition Regulation, Safety Regulation
• Contract enforcement law
• Government Support
• Consumer protection law

• Parle has good Economic growth

Economic • Interest rates and monetary policies
• Per capita disposable income
• Inflation rate

• Income distribution
• Demographics of population
• Growth rate, age distribution
Social • Labour of social mobility
• Life cycle, education, fashion
• Living condition
• Health consciousness
 • Industry focus on technological efforts
• New inventions and development
• Rate of technology transfer
• Energy use and cost
Technology • Government research spending
• Changes in IT , telecommunication, etc

• Environmental regulations and protection

• Eco-friendliness
Environment • Low pollution as per the norms of the country
3.2 PORTERS FIVE FORCES
 3.3 PORTER’S GENERIC STRATEGY:

BROAD

COST LEADERSHIP DIFFERENTIATION

SCOPE

COST FOCUS DIFFERENTIATION FOCUS

NARROW
COST DIFFERENTIATION

COST LEADERSHIP:

DEFINITION: Cost leadership is a term used when a company projects itself as the cheapest
manufacturer or provider of a particular product or commodity in a competition. It is difficult to
deploy the strategy because the management must constantly work on reducing cost at every
level to remain competitive.

Parle’s Cost leadership is a part of marketing strategy. Although, it is highly effective in gaining
market share as well as drawing the customers' attention, it is difficult to deploy. The
management team of the company has to constantly work towards reducing the cost of not just
one product, but the entire range of products in the company's portfolio. Parle’s gluco biscuits is
the best example of cost leadership.Its Rs5 pack biscuit is ruling the market since a long time.

DIFFERENTIATION:
A differentiation strategy is appropriate where the target customer segment is not price-
sensitive, the market is competitive or saturated, customers have very specific needs which are
possibly under-served, and the firm has unique resources and capabilities which enable it to
satisfy these needs in ways that are difficult to copy. These could include patents or other
Intellectual Property (IP), unique technical expertis

EXPLANATION: Parle Products, the country’s largest biscuits maker that made over 10 launches in the
last two years, has decided to add more crunch to its cookie offering even as competition is heating up
between the company and rival Britannia.

Parle recently launched Parle Milano Centre Filled - Dark Cookies, which are dark chocolate
shells with a chocolate cream filling.This is how Parle is trying to be different with its
competitors.

COST FOCUS:

A marketing strategy in which a company concentrates its resources on entering or expanding in

a narrow market or industry segment .
A focus strategy is usually employed where the comopany knows its segment and has products
to competitively satisfy its needs. Focus strategy is one of three generic marketing strategy

https://www.marketing91.com/marketing-strategy-parle/st

http://open.lib.umn.edu/strategicmanagement/chapter/5-5-focused-cost-leadership-and-focused-
differentiation/

Keeping price same from 1996-2006 without compromising on quality, Parle did this by adding
more manufacturing locations, increasing efficiency of the factories and reducing the
transportation cost which helped the company in emerging as the largest selling biscuits in the
world by volume.

DIFFERENTIATION FOCUS:

Firms that compete based on uniqueness and target a narrow market are following a focused
differentiations strategy.

Example:
  The uniqueness of the product is its Price which wasn’t change singe since 1996-
2006
 The other aspect of the product is the packaging

4. COMPANY ANALYSIS

4.1. SWOT ANALYSIS

S : Strength W : Weakness O : Opportunities T : Threats

 Most popular  Similar  Innovative by  Rise in the cost
brand products introducing of Raw
produced by products for Materials
many health
companies conscious
 Eg. Marie, people
Glucose etc.
 Affordable  Dependence on  Growth of  Competition
prices Parle-G brand food’s from other
for most of its industry in brands like
revenue India Pepsico, etc
 Strong supply  Aggressive
chain network marketing and
advertising
 Popular  Rise in
subsidiary purchasing
brands Eg . power of
Monacco, consumer
melody, etc
 High brand  Product line
recall extensions
 Diverse
product
portfolio Eg.
Biscuits,
Sweets and
Snacks
 Strong
presence in
rural markets
 Amounts the
most sold
biscuits in the
world
 Variety of
CSR activities
like design
for change,
 Olympic of
gold quest,

4.2. 7s Framework

The McKinsey 7S Framework is a management model developed by well-known business

consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA--
"Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.
This was a strategic vision for groups, to include businesses, business units, and teams. The 7 Ss
are structure, strategy, systems, skills, style, staff and shared values.

The model is most often used as an organizational analysis tool to assess and monitor changes in
the internal situation of an organization.

The model is based on the theory that, for an organization to perform well, these seven elements
need to be aligned and mutually reinforcing. So, the model can be used to help identify what
needs to be realigned to improve performance, or to maintain alignment (and performance)
during other types of change.
Whatever the type of change – restructuring, new processes, organizational merger, new systems,
change of leadership, and so on – the model can be used to understand how the organizational
elements are interrelated, and so ensure that the wider impact of changes made in one area is
taken into consideration.

The 3Ss across the top of the model are described as 'Hard Ss':

• Strategy: The direction and scope of the company over the long term.

Parle has adopted the market penetrating strategy i.e. low price along with

Parle co. is looking to acquire the large market share and to remain the leader in biscuits sector

• Structure: The basic organization of the company, its departments, reporting lines, areas of
expertise, and responsibility (and how they inter-relate).

MD

GM

Production ngineer Printing Deputy HR Finance

manager Manager manager manager manager manager

Shift Shift Senior enior

Supervisor
incharge Engineer Executive Executive

Supervisor Worker Worker Executive

Worker Admin

IT
Manager

• Systems: Formal and informal procedures that govern everyday activity, covering everything
from management information systems, through to the systems at the point of contact with the
customer (retail systems, call centre systems, online systems, etc).
The 4Ss across the bottom of the model are less tangible, more cultural in nature, and were
termed 'Soft Ss' by McKinsey:

• Skills: The capabilities and competencies that exist within the company. What it does
best.

1. Friendly knowledgeable staff

2. Skilled staff of Parle produce products more efficirntly

• Shared values: The values and beliefs of the company. Ultimately they guide
employees towards 'valued' behavior.

• Staff: The company's people resources and how they are developed, trained, and
motivated

1. Flexible working hours

2. Lower employment turnover

• Style: The leadership approach of top management and the company's overall
operating approach.

1. Parle biscuits co. Increases motivations through reviews and raises

2. Employees of Parle co. are allowed to make decisions and participate.

In combination they provide another effective framework for analyzing the organization and its
activities. In a marketing-led company they can be used to explore the extent to which the
company is working coherently towards a distinctive and motivating place in the mind of
consumer.
 4.3 BCG MATRIX

The Boston consulting Group‘s portfolio matrix allows a firm to visually display information
about each of its. The BCG matrix has as its axes the market growth rate (Broken into high and
low growth) and the relative market share as compared to the largest competitors (high and low
relative market share). The BCG matrix method is based on product life cycle theory that
determine the product portfolio of a unit which contains both high growth product & low growth
product having 2 Dimensions: Market share & Market growth.

BCG HAS 4 CATEGORIES:

1. STARS:

(High growth & High market share)

 Stars are market leaders and growing fast. Stars have large reported profits but require a
lot of cash to finance the rapid growth. As per the company‘s survey,
 Parle G is touching the peek of success & therefore comes under the STAR category
thereby the Co. can invest a large sum for its upliftment .

2. CASH COWS

(Low growth, High market share)

 A cash cow usually generates more cash than is required to maintain its market share. It
is in low-growth market but has a dominant market share. Profits & cash generation
should be high due to its Low growth, the investment needed to be Low to keep Profits
High
 The products like krackjack, parle Marie, hide & seek comes under this category.

3. QUESTION MARK:

(High growth, Low Market share)

 It has worst cash characteristics because of High demands & Low returns due to Low
market share makes the Co. to sell off & deliver cash.Products .
 Parle CHOX, NIMKIN KREAMS GOLD, PARLE 20-20, MONACO JEERA comes
under this.

4. DOGS:

(Low growth, Low market share)

 The products like SIXER,JEFFS, MUST BITES,MUST STIX &MUST CHIPS

Conclude with DOGS as they need to be Divested because they are doing no good for
the Co. & have remained as an liability.
 4.4 ANSOFF MATRIX

NEW OLD

LINE BRAND
EXTENSION EXTENSION

MULTI NEW
BRAND BRAND
NEW

Parle follows both line extension and brand extension for its products .For a product like Parle-G
it followed line extension with the introduction of Parle-G milk Shakti and Parle-G magix which
has 2 flavors- choco and cashew. Initially Parle used to produce only confectionaries. Parle
followed brand extension with the introduction of products in the biscuits and snacks category.
In this way, by concentrating on consumer tastes and preferences and emphasizing Research &
Development, the Parle brand grows from strength to strength.
PART-B

Experiential learning Project [Type-III]

5. Introduction

Experiential learning focuses on the learning process for the individual. We take the information
through our senses, but eventually we learn by doing things. Thus one makes discoveries and
experiments with knowledge first hand.

I tried to study the transportation part of the company .How the lorry receipt is filled .How to
deal with the dealers and wholesalers. And how to maintain the healthy relation with our seniors
and colleagues

5.1 Objective of the study

1. To study the Parle co. distribution network

2. To study the selection process of Channel member of Parle

3. To understand and analyse the lorry receipt (LR) entry and operation of the company

4. To understand Wholesalers monthly sales and benefits they get

5. To analyse the shopkeepers and Customers perceptions on Parle biscuits

5.2 Expected benefits

 The learning of Distribution process of Parle co. will help us to know the complete flow
of products from production to end consumer
 By doing the proper selection process we can find the genuine and reliable distributer
 There are several benefits of learning about LR entry ,this function is responsible for
managing the process of creating goods
 By visiting to wholesalers we can find out the demand of the products in the market and
total consumptions of the products in a month which will help us to figure out how
strongly the company’s sales is growing and the distributors mindset
 We can figure out the taste and preferences of the consumer
5.3 Limitations of the study
The major disadvantage was , as this is an experiential based learning project, no work was
given to us. We were just supposed to observe and analyse different activities taking place
in Parle biscuits co.
 If there is a Defect in any stage of transportation then it may cause a major loss to
company’s product
 Wrong feedback can lead to generate wrong data. If the consumer is not interested then
he may not give proper feedback and this leads to spoiling the survey.
 Improper communication with the supplier may affect the supply chain of biscuits
distribution

6. Methodology

 Ethnographic Study (Collecting information as a participant observer)

 The distribution network of Parle biscuits Co.
I have observed that the Parle uses intensive Distribution for Parle G. This is the
ideal strategy for the market leader as intensive distribution has the following
advantages which I have noticed
a. Increases coverage and sales
b. Increases product availability
c. Parle encourages retailers to compete aggressive .Due to which
competition rises and high competition leads to narrow margins for the
retails hence, increases the ultimate margin for the manufacturer.
 The Parle distribution network for biscuits has essential four levels as shown
below:
 Parle Depots
 Wholesalers and Distributers
 Carry Forward Agents (if required)
 Retailers

The Distribution Channel Network: PARLE

Manufacturing Unit of Parle

Parle Depots

Wholesalers and Distributors

Transportation to next level

Retailers:city stores

Procurement Customers
PARLE DISTRIBUTION NETWORK LOGISTICS

o The selection process of the Channel Members for the Parle

While selecting the channel member Parle takes a host of factors in to

consideration. The supply chain depends upon the efficiency and the coverage by
the channel member
The following are the host of factor considered by the company in the selection
process:
 Authentication is required of the channel member for identity purpose ex-
Name and address proof, Photograph of the location.
 Proof of solvency which requires name and address of the channel member’s
bankers
 Safety of the inventory .Which means that the dealer/distributor should get
the company insured.
 A detail of storage space and refrigeration facility has to be provided to the
company which means Perishable goods kept by the distributor/dealer
should be in good condition
 Details of the delivery vehicle
 Light commercial Vehicle
 Matador
 3 Wheeler van
 The number and model of each of the vehicle needs to be registered
to the company
  Analyse the shopkeepers and Customers perceptions on Parle biscuits
 FINDING AND ANALYSIS.
Questionnaires
1. The first question was asked about the stock of biscuits which respondent kept in the
shops
Analysis:
According to survey most of the shopkeepers kept the products of Parle and Britannia
more than other products. According to the data we can analyse that 40% of stock is
filled with Parle 34% is filled with Britannia and remaining 26 percent is filled with other
brands
 Storage

Parle
Britania
Others

2. Which season the consumption of Parle is high?

Analysis:
According to survey, the consumption of Parle products is more in the winter and rainy
season, as compared to summer.

3. Which brands schemes is more profitable to you (shopkeeper)

Analysis:
According to survey, various no of respondent says Parle product schemes is more
profitable .As percentage of providing schemes by Parle is more than other brands
products like Britannia, Marigold, Sun feast.

4. What do you want to say about the service of Parle?

 Analysis:
The survey founded that the shopkeepers are satisfied with service provided by the Parle.
Overall, the only thing is to say is that it is ok. At some of the places the shopkeeper
responded that the distributor doesn’t give regular supply of products and also they were
not responding timely.

5. What would you like to say about Parle schemes?

Analysis
On the basis of above data most of the people says that percentage of providing scheme is
good as compared to other products brands for e.g. if Britannia provide marigold scheme,
such as 2 more on purchase of 50 units then the Parle will provide 3 more units on
purchase of 50 units
 Observations
 Safety is their primary concern and thus and thus they have installed the latest and the
most modern fire-fighting system at their facility that is clubbed with smoke detector
and alarm system and a sprinkler system to curbe the flames instantly. Reducing
chances of any damage to the property and goods kept there.
 The premises are in the safe hands with their trusted security teams, manning the
place 24*7 under strict vigilance. For adding security the CFS is also monitored
remotely and on site with high definition CCTV Surveillance Cameras that are
activated 24*7 and have backup facility of up to 45 days. Security is tightly roped
and connected with each other with metal detectors and all access control for
personal movement and monitoring on the property.
 The location of the company is at a place where everything is at its convenient
due to which the transportation is very easy
 Keeping up trend with technology, they are in process of installing a system
through which they can take order directly from dealers and process up the
requirement. Which will help to reduce the time in future as of now which takes
more time to receive the orders

7.1 Classification of observations

7.1.1About organizational training

In Parle co. we weren’t given any training. They asked us to observe and analyse the different
processes taking place in the company.

7.1.2 About self learning

 During training I learn some soft skills
 I learnt how to maintain good relations with the colleague
 The distribution of the products to distributors

7.2Trends / Patterns:

8 Identification of critical issues or problem areas if any

 Due to less automatic equipments the company is lagging behind in taking orders and
processing it
 Due to small factory size labor turnover is high
 9 Conclusion

I want to conclude my project by saying that marketing strategy is 4ps such as product,

promotion, price and place. These are all important aspects of marketing strategy. Without these
aspects marketing is not possible. Marketing strategy is all about marketing a product. In these
marketing mix sellers ,retailers, buyers, and wholesalers play an important role. There is lot of
scope in marketing strategy. Parle company had made huge profit by marketing their products in
India and in foreign countries .It was concluded that Parle is the first preference of both the
customers and retailers(Organized and unorganized both) because of its price and brand image.

The Parle Biscuit brands, such as, Parle-G, Monaco, krack jack, Marie Choice, Hide and

Seek enjoy a strong imagery and appeal amongst consumers across the world. Which has
resulted into Parle-G being the ―world‟ s largest selling biscuit .The Parle name symbolizes
quality, health and great taste. Constantly innovating and catering to new tastes PARLE-G has
built its reputation. Parle Products Pvt Ltd. is now lagging in services to retailers because of
improper supply and distribution in some areas and competitors taking advantage of these points
.Parle Company should take into consideration the opportunities and threats as discussed above.
This will help the company to maintain its brand image for long time.

Parle Agro is a leading Indian Food and Beverage Company, the only Indian transnational

gaint with the past experience of having successfully launched leading soft drinks like Frooti,

Appy, and Bailley´. Toady its brand portfolio consists of No.1 brands like frooti along with

Appy, and Bailley.

9.1 Summary of trend in organization

 Daily weekly monthly records are maintained and also reviewed by higher
authorities along with that the daily goods at the warehouse and work of
loading and unloading is been scrutinized.
 Sample from each lot is tested before issuing it for quality and specification
check and it also gives base to reject sample if faulty
 Carting system is built from ware house to manufacturing unit to avoid
product and time wastage

9.2 Summary of feedback given to organization

On the basis of my summer training report, and the survey I am suggest to the company to
increase the sales volume by following way:

 To take correct measure to overcome the problems of late and delay supply of products.
 To improve the service of the product

 Company should increase the quality of the product in the present time.
consumer want different flavor with high Quality. To face the competition from other
company and increase the market share the company should improve the quality of different
product and increase sales.

 Print media and television are the major source of awareness, so these Medias can be
concentrate more for efficient results.
  The ages groups 30-45 and above are not interested to consume the biscuits, so
these potential groups can concentrate.

 The retailer complains about the profit margin because it is less and not interested to sale it
so some discount should be given to retailer to motivate them to the increase profit margin and help in
increase the sales

 The company should provide the proper solution to the shopkeeper on time

9.3 Summary of Self learning

The main thing which I got to learn is how exactly the work is been performed in the Parle co. in
details

 I also observed and try to understand the making process of Parle G biscuits
 I also got to know the dealers located in Khopoli region