Report 7
Report 7
OF JHARKHAND
Submitted by,
Sachin Kumar
Register No.: 09JEPG118
Under the guidance of
Prof. HEMANT KUMAR S
Professor
SBM Jain College
Bangalore
1
DECLARATION
Bangalore,
July____,2010 Sachin Kumar
2
Prof. Hemanth Kumar S
Professor
SBM Jain College
Bangalore
_____________________________________________________________
CERTIFICATE
Our chief wants in life is somebody who can make us do what we can, and a
true teacher makes it possible by sharing his experience with his student.
Sachin Kumar
4
CONTENTS
CHAPTER PAGE NO
ACKNOWLEDGEMENT 4
PREFACE 5
OBJECTIVE OF DOING TRAINING 6
INTRODUCTION 7
ORGANIZATIONAL STRUCTURE 8
ABOUT PROJECT REPORT 9
OVERVIEW OF THE COMPANY 10
HISTORY OF P & G 11-14
PRODUCT PROFILE 15-17
STRATEGIC 18-27
CUSTOMER SATISFACATION 28&29
CRM 29
RESERCH MATHODOLOGY 30-32
PROBLEMS 32-44
PROCEDURE 45
FINDINGS 46
DESIGING DATA COLLECTION FORMS/ 46-49
5
OBJECTIVESOF DOING TRAINING
• They can easily learn the differences between the theoretical and
practical life of the business. They get an idea to work, after the
competition of their course.
• A student can easily know the working procedure and technique of the
professionals. He can learn to solve disputes between the
management and the employee, which helps him to tackle Situation
and also knowing after sale services of P&G Distributors regarding
their P&G, Ranchi.
6
INTRODUCTION
This project is aimed to find out the “Alternate coverage model of P&G
products in the rural areas of Jharkhand” and searching for the probable
wholesalers or stockiest in those areas for the P&G company.
7
ORGANIZATION STRUCTURE
For example –Biologist wants to know the structure of cells; the astronomer
wants to the structure of the universe. The economist seeks to discover the
structure of a labor market or money flow patterns.
Structure is pattern in which various parts or components are interrelated or
interconnected. This organization structure is the pattern of relationship
among various components or parts of organization.
The organization structure can be viewed as established pattern of
relationship among the components of organization, relationship among these
studies. It is patterning of this relationship some degree of patterning which is
referred to as organization structure.
Design of basic structure in which such issues as how the menu of the
organization will be desired and assigned among various positions, group,
division, department etc; and how to the co-ordination necessary to
accomplish total organizational objective will be achieved.
It is very difficult to study the organization structure separately from its
functional. For example Katz and khan obscene as follows in the context. A
social system is a structuring of event of happening other than of physiological
parts and its, therefore has to structure apart from its functioning. According to
Dalton have defined organization structure as follows:
Organization structure refers to the differentiation and integration of activation
and authority, me and relationship in the organization. Differentiation is the
difference is cognitive and a national orientation between manager in different
functional department and differences in organization structure among these
department. Integrator refers to the quality of the state of collaboration that
required achieving unity of effort by the organization.
8
WHAT IS PROJECT REPORT
9
OVERVIEW OF THE COMPANY
10
HISTORY OF P&G
William Procter, a candle maker, and James Gamble, a soap maker, formed
the company known as Procter & Gamble in 1837. The two men, immigrants
from England and Ireland respectively who had settled earlier in Cincinnati,
might never have met, had they not married sisters, Olivia and Elizabeth
Norris.
Since both their industries used similar resources, the Panic of 1837
caused intense competition between the two and as a result it led to discord
with the family. Alexander Norris, their father-in law decided to call a meeting
where he convinced his new sons-in-law to become business partners. On
October 31, 1837, as a result of the suggestion, a new enterprise was born:
Procter & Gamble.
11
Over time, the company began to focus most of its attention on soap,
producing more than thirty different types by the 1890s. As electricity became
more and more common, there was less need for the candles that Procter &
Gamble had made since its inception. Ultimately, the company chose to stop
manufacturing candles in 1920.
In 1989, Procter & Gamble India (after change in name from RHL) launches
Whisper - the breakthrough technology sanitary napkin which will revolutionize
the Indian feminine hygiene category.
In 1991, Procter & Gamble India launches Ariel detergent - another of P & G's
global, breakthrough technology products. Also, in the same year the
Mandideep (Bhopal) Factory starts its operations.
In 1992, The Procter & Gamble Company, US increases its stake in Procter &
Gamble India to 51% and then to 65%.
In 1993, Procter & Gamble India divests the Detergents business to Procter &
Gamble Home Products. In the same year, Procter & Gamble India starts
marketing Old Spice Brand of products.
In 1999 Procter & Gamble India Limited changed the name of the Company to
Procter & Gamble Hygiene and Health Care Limited.
In the same year Mediker Shampoo business is divested to Marico Industries.
In August 2000, Vicks Action 500+ was relaunched in an attractive True Blue
pack. The change from green to blue packaging brings Vicks Action 500 + in
12
line with the new global packaging colours used for the Vicks ranges of
products worldwide.
In April 2001, Procter & Gamble Hygiene and Health Care Limited reduced
the prices of Whisper Ultra from Rs.80 to Rs.65 for a pack of ten, making it
affordable to Indian consumers.
In August 2002, Procter & Gamble Hygiene & Health Care Limited announced
the launch of Whisper “Money Back” offer, which offers consumers a chance
to experience Whisper’s superior performance, helping them forget the
wetness; and if they are not satisfied, they get their money back.
In July 2002, Procter & Gamble announced the launch of Vicks Action500+
Night tablets, a specially designed cold medicine that gives consumers multi-
symptom relief from bothersome cold Symptoms like headache and breathing
difficulty, hence allowing restful sleep at night.
In October 2002, India’s number one cough and cold brand – Vicks –
celebrated its 50th Year in India and launched Dual Golden Jubilee Offers to
reward Indian consumers for 50 Years of trust and loyalty. The first was a
Free Vicks Inhaler worth Rs. 25 with every purchase of a 50gm Vicks
VapoRub Jar (free gift worth 40% of the price of Vicks VapoRub), and the
second was a 30gm Vicks VapoRub Jar at the current price of a 25gm jar,
providing 20% Vicks VapoRub Free.
In October 2003, Procter & Gamble Hygiene & Healthcare Ltd. launched New
Vicks Formula 44 Cough Syrup which uniquely provides safe, effective and
long lasting relief for up to eight hours from tough persistent coughs due to
colds, as compared to four-hour relief provided by a single dose of most
popular cough syrup brands.
In May 2004, Procter & Gamble Hygiene & Healthcare Ltd. we commenced
test marketing an economically priced and competitively superior performing,
WHISPER Choice pads in the southern states of Karnataka, Tamil Nadu,
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Andhra Pradesh and Kerala at an affordable introductory price of Rs.26 for ten
pads, WHISPER Choice provides three distinct benefits: 1) superior protection
vs. other pads in its price range; 2) With its unique dri-weave top sheet it
provides one tenth the wetness of ordinary (non woven) top sheet pads and 3)
double adhesive coverage to ensure that the pad stays in place much better
than ordinary pads.
Who would have guessed that shaving supplies and batteries would be so
profitable for Gillette? As of January 2005, Procter & Gamble bought Gillette
for $57 billion. The company's responsible action on issues such as animal
welfare, recycled paper use in packaging, greenhouse gas reduction, and
workplace diversity have earned it praise. Although Gillette has made
significant efforts to increase its corporate responsibility, the company's
abuses are also significant. Gillette's toxic emissions, lack of respect for
human rights, and limited transparency are all of concern.
The Environmental Working Group accuses Gillette of being one of the top
violators of the Clean Air Act, having engaged in illegal dumping of waste in
Santa Monica; CA. Gillette also took part in corporate efforts to sue
Massachusetts over a law preventing state agencies from doing business with
Burma. Gillette's new home is with Procter & Gamble. Bottom line: contact
Gillette and demand a higher standard of sustainability. View Procter &
Gamble's profile for information on Gillette's parent and to find campaigns to
support.
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BRANDS OF P&G IN INDIA:-
Fabric Care
Procter & Gamble has two of its world-leading detergents – Tide and Ariel, in
India to cater to the main concerns of the Indian households, namely,
outstanding whiteness and stain-removal.
• Ariel Front-O-Mat
• Ariel 2 Fragrances
• Tide Detergent
• Tide Bar
Hair Care
P&G’s Beauty Business is over US$ 10 Billion in Global Sales, making it one
of the world’s largest beauty companies. The P&G beauty business sells more
than 50 different beauty brands including Pantene®, Olay®, SK-II®, Max
Factor®, Cover Girl®, Joy®, Hugo Boss®, Herbal Esseces® and Clairol Nice
‘n’ Easy®. In India, P&G beauty care business comprises of Pantene, the
world’s largest selling shampoo and Rejoice – Asia’s No. 1 Shampoo.
Procter & Gamble is committed to making every day in the lives of its
consumers better through the superior quality of its products and services.
• Pantene Pro V
• Head & Shoulders
• Rejoice
Baby Care
• Pampers
15
Feminine Care
Indian women share a special relationship with Whisper, since it spells ‘Total
Freedom and Protection’ for them especially during those crudial days of the
month.
• Whisper
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• (13g, 20g, 200g Bag, 370g Bag, 500g Bag, 1kg Bag, 2kg
Bag, 4kg Bag, 4kg Bag , Tide Bar 75g, 125g, 250g)
17
HEAD & SHOULDERS (HAIR CARE)
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• Wilkinson® Sword
• Wilkinson® Sword Saloon Pack
• Gillette Presto
PERSONAL CARE
DURACELL BATTERIES
Soaps
The product categories can be classified into three segments; premium (Lux,
Dove), popular (Nirma, Cinthol), and economy (Nirma Bath, Lifebuoy). The
price differential between the premium and economy segments is about 2X.
The popular and economy segments account for about 4/5ths of the entire
market for soaps.
Raw Materials:- 80% of the raw materials used in soap are oils. Since
animal fats (which are used worldwide and are far superior to vegetable oils
and also cost effective) are banned in India, Indian soap manufacturers are
forced to use vegetable fats and hence settle for a poorer quality of soap.
Various kinds of oils such as rice bran, palm, soyabean, neem, karanji, olive,
kopra etc. are used for manufacturing of soap, depending upon its positioning.
The most commonly used oil is rice bran, followed by palm. Other oils are also
added but in a small quantity to get different variants of soaps.
19
Rice bran and palm oil are the most common base oil used in nearly all
soaps, Apart from the base other additives used are perfumes, colour and
other more expensive oils in small quantities. Since these additives are added
in small quantities they do not make much difference to the cost structure.
Therefore the contribution (excluding packaging cost) on premium soaps vis-
à-vis the popular soaps is substantially higher.
Distribution network
Soaps are available in 5 m retail outlets in India, 3.75 m of which are in the
rural areas. Therefore availability of these products is not a problem. 75% of
India's population is in the rural areas; hence about 50% of the soaps are sold
in the rural markets.
Growth
Detergents
The synthetic detergent market can be classified into premium (Surf, Ariel),
mid-price (Rin, Wheel) and popular segments (Nirma), which account for 15%,
20
40% and 45% of the total market, respectively. The product category is fairly
mature and is dominated by two players, HLL and Nirma. Nirma created a
revolution in the market by pioneering the concept of low-cost detergents.
Currently, the market is highly segmented with the differential between the
premium and popular segments at almost 7X.
Growth
High consumer awareness and penetration levels will enable the market to
grow at an average 8-10% per annum with slightly higher growth in the rural
areas. Higher penetration stems from popularity of low-cost detergents.
Hence, besides increase in per capita consumption, there is tremendous
scope for movement up the value chain.
HLL, Nirma and P&G are the major players in the market with 40%, 30% and
12% share, respectively. While HLL dominates the premium segment, Nirma
is the leader in the popular segment.
The annual value of personal products business in India, including oral care,
hair cares and skin cares products, is currently estimated to be Rs 54.6 bn.
Just five years ago personal products were considered to be luxury items
and attracted a high excise duty of 120% (except the oral care category).
Gradual taxation reforms in India since 1991 have lowered the excise duty
rates to a reasonable 30%, making these products more affordable. At the
same time, rising income levels have led to rising aspirations on the part on
Indian consumers. These factors have been the catalysts in the exponential
growth rate in the personal product category over the past five years.
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Cosmetics
Feminine Hygiene
OralCare
The oral care market can be segregated into toothpaste (60%),
toothpowder (23%) and toothbrushes (17%). While 60% of toothpaste
is sold on the family platform, around 35% is sold on cosmetic
propositions. On the other hand, while toothpowder accounts for 52%
of the market, red toothpowder accounts for 40% and black
toothpowder accounts 8%. The penetration level of toothpast/powder in
urban areas is 3X that in the rural areas. Traditional materials such as
neem and tobacco are popular for cleaning in the rural areas,
Frequency of usage for toothpaste is only 1.5 times among other
consumers, compared with 2 times in the developed world. Per capita
consumption of toothpaste is only 70 gm compared with 300 gm in
Europe and 150 gm in Thailand.
Given the low per capita consumption and penetration rates, toothpaste
demand is mainly being driven by the overall market growth of 8-10%.
Toothpowder growth is also being driven by the rural segment.
The hair oil market is huge, valued at Rs 6 bn. Due to the varied
consumption habits of consumers across the country, where coconut
oil and edible oil are interchangeably used, the size of the market is
likely to be higher than estimated. More importantly, the market is
growing at an impressive 6-7% in volume terms despite the high
Penetration level.
22
comprises the non greasy perfumed oil.
Usage of hair oil is an everyday habit with 50% of the population out of
which some perceive that massaging the head with hair oil has a
cooling impact. The penetration of hair oil is fairly high at around 87%
and evenly distributed among the urban and rural areas.
Skin Care
While the awareness rate is high in both urban areas accounting for
60% and rural areas accounting for 30%, the penetration level is low for
both. This is because of apprehensions that usage of skin care
products may benefit in the long run due to the chemical contents.
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Many households prefer to use traditional and natural home made
products.
Since the market is at a very nascent stage with very low penetration
levels, the growth rates are expected to be higher at 24-255 over the
next five years. New players such as Avon and Oriflame have entered
the market with the natural ingredient benefit platform, which could
further spur growth.
Cosmetics
The cosmetic segment primarily comprises of colour cosmetics (face,
eye, lip and nail care products), perfumes, talcum powder and
deodorants. All these are very small segments.
Attar and alcoholic perfumes each account for 50% of the fragrance
market estimated at Rs 3 bn. In the alcoholic perfume market, 1/3rd
represented by an unorganised, with the balance largely imported. The
June 98 budget halved duties to 50%. Lakme has a minor presence in
the segment.
24
followed by skin care, shampoos and toothpaste. HLL has launched a
couple of products in this segment.
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STRATEGY
26
For the purposes of this study, an agreement as to the best exact definition for
strategy is unnecessary. The term will in this thesis cover both the traditional
definitions based on long-range plans and their fulfillment. However, since the
StratMark perspective specifically includes all components of the value
network, the scope of strategy in this study must cover long-range network-
level plans of the top management for operational, financial and managerial
efficiency and effectiveness. Of the five perspectives discussed by Mintzberg
et al, the definition will mostly exclude the “ploy” view to the domain of tactics.
Strategy is seen as a high-level process, involving the entire value network,
initiated by top management and heralded by every member of the
organization as the Strategy it is realized as. There is little need for distinction
between the StratMark group’s view on strategy and strategic marketing: the
perspective of strategic commercialization integrates the two.
STRATEGIC MARKETING
27
The StratMark perspective to strategic marketing agrees with the concerns put
forth by Hayes and Abernathy (1980): Marketing’s role has been
overshadowed at higher levels of management by those of financial managers
and lawyers. Marketing skills need to be brought to basic research,
technology, product development and introduction. Hayes and Abernathy
recognize the developments brought on with the development of the market
concept, but criticize shunning the customer concept and the emphasis on
short-term cost reduction and what is nowadays referred to as “quarter-to-
quarter capitalism”:
By their preference for servicing existing markets rather than creating new
ones and by their devotion to short-term returns and “management by
numbers”, [managers] have effectively sworn off long-term technological
superiority as a competitive weapon. In consequence, they have abdicated
their strategic responsibilities. Hayes and Abernathy further contend that the
general level of innovative product and market development, and thus long-
term competitive advantage, is severely impeded by “market-driven
strategies” and ROI oriented control systems. Moreover, they recognize that
at the strategic level, no problem will be exclusively of production, finance or
marketing. The StratMark perspective is based on this distinction: strategic
marketing is focused on the top management’s long-term vision for
competitive advantage through product innovation, other “functions” being
fully subservient to this process.
The first is a descriptive-prescriptive dichotomy of concept purposes; of goal
phenomena and concepts interfaces for indirect study and influence of those.
The second dichotomy is based on differences in the logical and philosophical
foundations. Howard focuses on developing a framework of normative
descriptive methods. As a benchmark, he refers to the well-established
axiomatic descriptive theory of competition in the field of industrial
engineering.
The wide range of prescriptive concepts, both empirical and axiomatic, is
recognized. Howard’s concern is with widening the scope of marketing to a
theory-of-the-firm level: “The logic of marketing would be much surer if an
axiomatic approach so well exemplified by economic theory were available.”
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Strategic planning is the managerial process of developing and maintaining a
viable fit between the organization’s objectives and resources, and its
changing market opportunities the aim of the strategic planning is to shape
and reshape.
The company’s business and products so that they combine to produce
satisfactory profit and growth.
Strategic marketing is found everywhere. Yet, one will rarely come across two
identical definitions. Managers, leaders, researchers and business apostles
alike impose different meanings on the phrase. In usage, it sprawls across the
fields of marketing, product promotion, management and strategy. There is a
distinct need for a clarification. Finnish business has relied first on raw
materials and then on advanced technology for global competitive advantage.
The sustainability of the present situation is suspect. For increased global
competitiveness, Finnish companies must involve a new appreciation of
marketing in their business and ways of thinking.
This thesis purports that the understanding of strategic marketing remains, to
this date, fragmented. Several general understandings of the popularize on to
achieve its goal. Strategic marketing should form the core of leadership,
based on which a company’s organization, activities and relationship network
are constructed and managed. For sustainable competitive advantage, focus
should be on effective strategic commercialization, supported by a pervasive
marketing spirit and solid Technological foresight. A company will need to
have resolve and boldness to be marketing-driven, not market-driven.
29
iv. A critical reflection on “theory versus practice”
iv. Developing new tools for marketing and business performance Again,
research within the working package aims to answer a question. As
interaction between the two work packages; this thesis falls in the first
component of working package, with a flexible
New Business Plan: - The Company’s plans for its existing businesses will
allow it to project total sales and profits. Often, however, projected sales and
profits will be less than what corporate management wants to achieve over
the planning horizon. After all, the portfolio plan will include diverting some
businesses, and these will need replacement. If there is a gap between future
desired sales and projected sales, corporate management will have to
develop or acquire new businesses to fill this strategic planning gap.
30
ii. The second is to identify opportunities to build or acquire businesses
that are related to the company’s current businesses (integrative
growth opportunities).
31
superior support services but also a relationship resulting from a multiply of
company activities that combine to forge a strong bond with customer-one that
is emotional as well rational.
Customer satisfaction is no longer enough to survive in today’s competitive
market place. Those in the FMCG trade are looking for a customer’s delight
and further to that adding little extra that makes the customer to think “wow
that has great” or “wow that’s what I call service”.
“Customer satisfaction is a journey rather than a destination.” This means an
opening process to meet the customer’s need and behaviors in order to
develop stronger relations with them. Good customer relationships are the
heart and soul of business success. And all the FMCG Industry is focusing on
the processes D.S to build relationship with the customer by knowing his
product Preferences, budget and shopping habits and also understanding the
customer’s profitability.
Getting a customer is not difficulty, what is difficult is retaining him, and the
key to this is “maximizing the value of customer relationship”.
All manufactures are competing to give the best of the product by offering
superior quality services and a long-term relationship bondage with the
customer.
In the current FMCG industries scenario the distributor is single point
of contact (SPOC) for all customer, whether it is selling or servicing. So to
reach out to any customer, the manufacturer has to focus on the channel.
The distributor and the manufacturer are in business together to meet the
needs of the customer profitably. They both can only achieve this profitability if
they are bale to create superior customer value require in the process of
acquiring and retaining customer. It is the active stakeholder in this distribution
channel of the manufacturer.
A distributor and the customer are mirror image in the terms of expectations.
So a smooth selling would demand and equilibrium between a distributor’s
expectations from the manufacturer and the customer personal expectation
form the distributor, there will be little difference.
The manufacturer and the dealer’s relationship should generate profit and the
distributor customer relation should additionally being satisfaction and delight
in the process of creating superior service values. A harmonious relationship
32
among the three can jointly and effectively meet the customer expectation. It
is enough to give the tangible to the customers. It is equally important to
provide the intangibles in the order to affect the sale delivery. The experience
has to be such that the customer is elevated from the deriver seat to a king
throne. The further increases the importance of the distributor attaching an
emotional thing to sale process. There the distributor plays in retaining and
acquiring customer by using his skill, knowledge, and attitude. He wants the
integrated service of sale, service, and claim settlement all under one roof.
Today’s customers are becoming harder to please. They are smarts, more
prices conscious, more demanding, less forgiving and they are approached by
many challenge, according to Jeffery Gitoyer is not to produce satisfied
customer, several competitors can do this, this challenges is to produce
designated and loyal customer.
Motive of the P & G Company is how to make the better relationship with
customer.
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RESEARCH METHODOLOGY
Sampling and field work plan regarding this project are as follows:
Sorting out the distributors and retailers.
Preparation of questionnaire.
Visit to the sorted out distributors and retailers.
Taking out the query from the distributors and retailers according to
the questionnaires.
More than one method was used for procuring and analyzing the primary
data.
In the report only primary data has been taken into account. The primary data
were collected through questionnaire and personal interview.
APPROACH
The communication means adopted for obtaining the prerequisite data consist
of the following:
35
i. Observation : Though perceiving situation and action of
Distributers
Regarding this project various data has been obtained or collected from
the following person in Jharkhand.
Distributors
Retailers
Less margin
36
A SURVEY REPORT ON DIFFERENT RURAL AREAS OF
RANCHI DISTRICT.
LOCATION - Morhabadi
37
Alternate coverage of P&G model in Jharkhand
(Rural Areas)
38
Alternate coverage of P&G model in Jharkhand
(Rural Areas)
39
Alternate coverage of P&G model in Jharkhand
(Rural Areas)
LOCATION - Tamar
40
Alternate coverage of P&G model in Jharkhand
(Rural Areas)
41
Alternate coverage of P&G model in Jharkhand
(Rural Areas)
42
(Rural Areas)
43
(Rural Areas)
12. Deepak Gen. Store Deepak Kr. Gupta N.A. Bazar Chowk
15. Ganesh Kirana Dukan Akhilesh Shrama N.A. Main Road Murhu
45
LOCATION – Silli
46
LOCATION - TORPA
LOCATION - PITHORIA
47
Shop Name of Outlet Owner Contact No. Address
No.
1. Kishan Sahu Store Rama Sahu 9939143910 Bazar Tad Market
10. Saraswati Kirana Prabhat Ch. Das N.A Maharana Pratap Chowk
Store
11. Mandal Gen. Store Sunil Kr. Mandal 9835581626 Maharana Pratap Chowk
12. Singh Gen. Store Subodh Kumar N.A Maharana Pratap Chowk
PROCEDURE
48
The survey process involves many steps because mere collection of
information does not complete the survey. The information must be collected
and proceed in a scientific manner to make it more mining full and useful.
Some of the major steps in my research are given below:-
After defining the problem the second step, is to find out the strategic for
getting information. So, it was being decided that I will meet the clients and
collect the information regarding grossary retailer (Jharkhand). Also in the
mean time I have prepared a set of questionnaire to be filled by the clients
together the information I need.
The final step in marketing research is summarizing the result of the research
and marketing a report. Hence, I have made this report as an essential part of
my project training.
49
FINDINGS:-
50
information’s from them through my questionnaire and an informal talk with
them.
The primary data was collected on the basis of survey method. In this case
the survey method was used because it was necessary to know about the
attitudes, opinions and reaction of the responded, which are intangible state of
mind and cannot be observed otherwise questionnaire method was used of
primary data. The secondary data, in some was collected from the training
manuals, websites and other record of the companies. The data was first
edited and then tabulated for calculation.
51
(i) Daily Newspaper [31] (ii) T. V. [80]
Daily
Newspaper 31
T.V. 80
Radio 13
Others 36
52
(i) Yes [140] (ii) No [20]
According to survey in rural area I found that 87% population know about
the product
this show the good significant of future growth .
53
(i) Whole sale [53] (ii) Retailer [40]
Wholesale 53
Retailer 40
Company 36
Not Sale 21
about 36% are from the retailer and wholesale have got the maximum
sources of buying
54
(i) Yes [64] (ii) No [97]
Yes 64
No 97
55
(i)By Using Detailer [0] (ii)White paper [36]
Using
Detailer 0%
White
Paper 36%
Phone 32%
Simply
Asking 20%
Palmtop 63%
56
6. When does the P&G product Delivered at your store?
(v)Next Day.[63]
After marketing
over 19%
same day 24%
Evening 7%
Next day 11%
carry himself the
product 39%
According to survey,I found that P&G products are delivered on the same day after ordering
to the distributer,about 39% stores tells that they carry their products with themselves and
delivered according to the order placed,24% stores get their products by same day of ordering
57
7. What is the ratio of visit at your store?
Daily 6%
weekly 38%
monthly 41%
fortnigh
tly 15%
58
8. Are you satisfied with the service provider by the delivery vein?
Yes 80%
NO 20%
59
9. Is your store new store?
Yes 33%
No 67%
60
10. To whom you think the close competitor of P&G?
(iii)Garnier [56]
HUL 51%
J&J 12%
Garnie
r 37%
61
11. Do customers ask himself for P&G Product?
Yes 63%
No 37%
62
12. Did you get any type of scheme & benefit from our company?
Yes 53%
No 47%
63
13. How you feel by selling P&G product?
Exelle
nt 12%
Very
good 16%
Good 50%
Avera
ge 11%
64
bad 11%
Tide 39%
panteen 8%
Head &
Shoulder 28%
Wishper 17%
65
Vicks 8%
Yes 20%
No 80%
66
16. Remark--------------------------------------------------------------------------
Good 38%
Very good 49%
Bad 13%
67
According to graphical analysis we can state that P&G products satifies 49%
in the rural area.
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The Internal Environment
SWOT Analysis
Opportunities: Global market share can also increase, the scale of our
competitors is not so big, comply with the standards of cooperation can
enhance the competitiveness of products, adequate labor, economic
development will increase demand for a new government, and other
69
preferential policies.
Resources: P&G Company has excellent cash flow, strong balance sheet,
superior past performance, superior CEO characteristics, experienced
managers, well-trained, motivated, loyal employees, special skills and
learning, excellent reputation, superior technology development, excellent
structure and systems, high-performance culture, etc.
70
S. NO. Companies
1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8 Britannia Industries
P&G
71
Procter & Gamble India Procter & Gamble Japan
Founded 1837
Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500, American global
corporation
BIBLIOGRAPHY
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