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Project Report
OnEMERGING TREND IN MORDEN RETAIL FORMAT
WITH SPECIAL REFERENCE TO HUL (SHAKTI), ITC
(E-CHAUPAL) & GODREJ (ADHAAR)
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CONTENTS
Chapter 1. Introduction & Background
1.1 Company Profile
1.2 Objective of the Project
Chapter 2. Research Methodology & Design
Chapter 3. Research Findings
Chapter 4. Conclusion
Chapter 5. Limitations
Chapter 6. Suggestion
References
Books
Web sources
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Chapter 1
Introduction
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Introduction
From the strict marketing point of view, the market structure in India is dichotomous
having rural and urban markets. But many do not concur with this view as they contendthat consumer everywhere is a consumer and hence their needs, aspirations, beliefs and
attitudes will also be the same. The fact, however, remains that there are certain unique
characteristic features which call for separate marketing strategies to be distinctively
developed to suit the rural and urban market behaviour.
Conditions existing in urban markets at present can also be analyzed in this context. First,
the urban markets have almost reached a saturation level that further tapping them with a
high profit margin has become difficult. Secondly, competition is becoming tough in urban
markets compelling many firms to incur heavy costs in promotional expenditure. Thirdly,
the awareness level of urban consumers is high and hence product features have to be
changed often. Needless to say this process needs a huge investment which will have a
negative impact on profitability. Thus, except perhaps for easy reach the urban markets
have become as oasis.
Significance of Rural Markets
The rural markets are estimated to be growing fastly compared to the urban markets. The
potentiality of rural markets is said to be like a 'woken up sleeping giant'. These facts are
substantiated in a study of market growth conducted by various researches. In recent years,
rural markets have acquired significance in countries like China and India, as the overall
growth of the economy has resulted into substantial increase in the purchasing power of the
rural communities. On account of the green revolution in India, the rural areas are
consuming a large quantity of industrial and urban manufactured products. In this context,
a special marketing strategy, namely, rural marketing has taken shape. Sometimes, rural
marketing is confused with agricultural marketing the later denotes marketing of produce
of the rural areas to the urban consumers or industrial consumers, whereas rural marketing
involves delivering manufactured or processed inputs or services to rural producers or
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consumers.
A number of factors have been recognized as responsible for the rural market boom to
come into existence:
1. Increase in population and hence increase in demand.
2. A marked increase in the rural income due to agrarian prosperity.
3. Standard of living is also increasing in rural areas.
4. Large inflow of investment for rural development programmes from government and
other sources.
5. Increased contact of rural people with their urban counterparts due to development of
transport and wide communication network.
6. Increase in literacy and educational level and resultant inclination to sophisticated lives
by the rural folks.
7. Inflow of foreign remittances and foreign made goods into rural areas.
8. Change in the land tenure systems causing a structural change in the ownership patterns
and consequent changes in the buying behaviour.
9. Rural markets are laggards in picking up new products. This will help the companies to
phase their marketing efforts. This will also help to sell inventories of products out dated in
urban markets.
Rural market has following arrived and the following facts substantiate this.
What makes Rural Markets Attractive?
* 742 million people
* Estimated annual size of the rural market
- FMCG Rs. 65,000 Crores
- Durables Rs. 5,000 Crores
- Agri-inputs (incl. tractors) Rs. 45,000 Crores
- 2 / 4 wheelers Rs. 8,000 Crores
* In 2001-02, LIC sold 55 % of its policies in rural India.
* Of two million BSNL mobile connections, 50% in small towns/villages.
* Of the six lakh villages, 5.22 lakh have a Village Public Telephone (VPT)
* 41 million Kisan Credit Cards issued (against 22 million credit-plus-debit cards in urban)
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with cumulative credit of Rs. 977 billion resulting in tremendous liquidity.
* Of 20 million Rediffmail signups, 60 % are from small towns. 50% transactions from
these towns on Rediff online shopping site
* 42 million rural HHs availing banking services in comparison to 27 million urban HHs.
* Investment in formal savings instruments: 6.6 million HHs in rural and 6.7 million in
urban
Opportunities: In Rural Marketing
Infrastructure is improving rapidly.
- In 50 years only 40% villages connected by road, in next 10 years another 30%.
- More than 90 % villages electrified, though only 44% rural homes have electric
connections.- Rural telephone density has gone up by 300% in the last 10 years; every 1000+ pop is
connected by STD.
* Social Indicators have improved a lot between 1981 and 2001
- Number of "pucca" houses doubled from 22% to 41% and "kuccha" houses halved
(41% to 23%)
- Percentage of BPL families declined from 46% to 27%
- Rural Literacy level improved from 36% to 59%
* Low penetration rates in rural so there are many marketing opportunities.
Durables Urban Rural Total (% of rural HH)
CTV 30.4 4.8 12.1
Refrigerator 33.5 3.5 12.0
FMCGs Urban Rural Total (% of rural HH)
Shampoo 66.3 35.2 44.2
Toothpaste 82.2 44.9 55.6
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* Marketers can make effective use of the large available infrastructure
- Post offices - 1, 38,000
- Haats (periodic markets) - 42,000
- Melas (exhibitions) - 25,000
- Mandis (agri markets) - 7,000
- Public distribution shops - 3, 80,000
- Bank branches - 32,000
* Proliferation of large format rural retail stores which have been successful also.
- DSCL Haryali stores
- M & M Shubh Labh stores
- TATA/Rallis Kisan Kendras
- Escorts rural stores
- Warnabazaar, Maharashtra (annual sale Rs. 40 crores)
EMERGING TRENDS IN MARKETS
ONLINE RURAL MARKET (INTERNET, NICNET):
Rural people can use the two-way communication through on line service for crop
information, purchases of Agri-inputs, consumer durable and sale of rural produce
online at reasonable price. Farm information online marketing easily accessible in rural
areas because of spread of telecommunication facilities all over India. Agricultural
information can get through the Internet if each village has small information office.
INFORMATION THROUGH LOCAL AGRICULTURE
INPUT DEALERS
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Most of the dealers have direct touch with the local farmers; these farmers need
awareness about pests, decease, fertilizers, seeds, technology and recent developments.
For this information, farmers mostly depend on local dealers. For development of rural
farmers the government may consider effective channel and keep information at
dealers, for farmer education hang notice board and also train the dealer recent changes
and developments in agriculture.
National Chain Stores: large number of stores set up in different rural areas throughout
the country by the same organization for marketing its products. Thus national chain
stores can serve large number of customers in rural area.
COST BENEFIT ANALYSIS
Cost benefit can be achieved through development of information technology at the
doorsteps of villagers; most of the rural farmers need price information of agri-produce
and inputs. If the information is available farmers can take quick decision where to sell
their produce, if the price matches with local market farmer no need to go near by the
city and waste of money & time it means farmers can enrich their financial strength.
NEED BASED PRODUCTION
Supply plays major role in price of the rural produce, most of the farmers grow crops in
particular seasons not through out the year, it causes oversupply in the market and
drastic price cut in the agricultural produce. Now the information technology has been
improving if the rural people enable to access the rural communication, farmers
awareness can be created about crops and forecasting of future demand, market taste.
Farmers can equates their produce to demand and supply, they can create farmers
driven market rather than supply driven market. If the need based production system
developed not only prices but also storage cost can be saved. It is possible now a days
the concept of global village.
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MARKET DRIVEN EXTENSION
Agricultural extension is continuously going through renewal process where the focus
includes a whole range of dimensions varying from institutional arrangements,
privatization, decentralization, partnership, efficiency and participation. The most
important change that influences the extension system is market forces. There is a need
for the present extension system to think of the market driven approach, which would
cater the demands of farmers.
PROCESSING INDUSTRY
India is the second largest producer of fruits and vegetables in the world with an annual
production of more than 110 million tones of fruit and vegetable only 1.3 percent of the
output is processed by the organized sector commercially, the reason higher
consumption in fresh form. However, as the packaging, transportation and processing
capacities increase, the market for processed fruits and vegetables is projected to grow
at the rate of about 20 % per annum. 100 % export oriented units (EOU) and Joint
venture units required improving the processing industry.
APANAMANDI / KISAN MANDI / RYTHUBAZAAR
There is a need to promote direct agricultural marketing model through retail outlets of
farmer's co-operatives in urban areas. The direct link between producers and consumers
would work in two ways: one, by enabling farmers to take advantage of the high price
and secondly, by putting downward pressure on the retail prices.
RURAL AGRI- EXPORT
Rural produce, raw fruits and vegetable, processing goods, have the potential market in
Asian, Europe and western countries. Particularly soudhy countries have commendable
potential for Indian rural produce.
Integrated Marketing
Under this concept, both the supply of inputs and servicing of inputs are undertaken at
the same point or by the same company.
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Classification of Customers
India 1 India 2 India 3
Consuming Class Serving Class Struggling class
Constitutes only 14 % of
the countrys population
Most of these customers
have a substantial
disposable income and
they form part of usually
called as the upper
middle and the lower
middle class
Includes people like
drivers, house hold
helpers, office peons,
liftmen, washer man etc.
These people make life
easier and more
comfortable for the
consuming class or India
1.
Research indicates that for
every India one at least
three India Twos are there,
making up approx. 55 %
of the population but due
to low income they have a
very little disposable
income to spend on
buying aspirational goods
& services .
It lives hand-to-mouth
existence, so can not
afford to even aspire for
good living.
Unfortunately this
segment will continue to
be on the peripheries of
the consumption cycle in
India, in years to come.
Source: Future Group Research, Published in the Book It Happened in India by
Kishore Biyani, 2007 issue.
Emerging Trends in Modern Retail Formats:
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It is difficult to fit a successful international format directly and expect a similar
performance in India. The lessons from multinationals expanding to new geographies also
point to this. For example, Wal-Mart is highly successful in USA but the story is different
in Asian countries like China. Therefore, it is important for a retailer to look at local
conditions and insights into the local buying behavior before shaping the format choice.
Considering the diversity in terms of taste and preferences prevailing in India, the retailers
may go for experimentation to identify the winning format suited to different geographies
and segments. For example, the taste in south is different from that in north and this brings
challenges to the retailers. Therefore, most of grocery retailers are region centric at this
point in time. The available research findings on retail indicate the following trends in
Modern Retail formats:
1) Trial & Error: Now a number of retailers are in a mode of experimentation and
trying several formats which are essentially the representation of retailing concepts
to fit into the consumer mind space. Apart from geography even rural and urban
divide poses different kind of challenge to the retailer. Pantaloon Retail India is
experimenting with several retail formats to cater to a wide segment of consumers
in the market. Some of the new formats are Fashion Station (popular fashion), Blue
Sky (fashion accessories), aLL (fashion apparel for plus-size individuals),
Collection i (home furnishings), Depot (books & music) and E-Zone (Consumerelectronics).
2) Emergence of Wholesale Clubs: Since retailers are trying to segment the
market with the help of formats, they developed another new format in the form of
Wholesale Club to sell a segment of consumers, who purchase on bulk and look out
for substantial discounts and offers. The new format is going to be a kind of
wholesale club which is likely to be located close to Food Bazaar. Consumers who
are interested to purchase on bulk can take benefit from this format. Similarly the
Land mark group also operates multiple formats such as hypermarket (Max),
departmental store (Lifestyle), Shoe mart and Funcity8 etc. Such experimentation
and identification of an appropriate format for the local conditions would separate
winners from losers in India, possibly implying multiple formats could be the
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reality in the long run. Pantaloon Retail India Ltd is a live example of that in Indian
scenario.
3) Increasing Acceptance of Rural Markets: Mall-mania is phenomenal in
India and is spreading fast and entering even the second tier cities in India. Real
estate developers are jumping very fast to take this further from Metro cities to
smaller cities and corporate houses like ITC and Sriram group are making steady
progress to make this phenomena feasible in rural markets as well. There is no
denying that the top notch cities like Mumbai, Delhi, Bangalore, Hyderabad,
Kolkata, Chennai and Pune are leading the way but the second tier cities like
Ludhiana, Chandigarh, Nagpur and Surat are also catching the eye of all retailers.
Retail developers are in such a mood that they may over ride the requirement in a
specific city.
4) Govt. is also promoting the Development of Modern Retail
Formats: Large format malls are increasingly getting prominence with adequate
retail space allocated to leisure and entertainment. Some states like Punjab have
lifted entertainment tax on multiplexes till 2009. This boosted the confidence of the
mall developers to accommodate entertainment players like PVR, Waves, Adlab
and Fun Republic in large malls.
5) Efficient Buying: Increasing Importance of Supermarkets &
Discount Stores:Such a format provides the greatest selection of any general
merchandize and very often serves as the anchor store in shopping mall or shopping
centre. In India, the number of department stores is less as compared to other retail
formats such as supermarkets and discount stores. Shoppers' Stop is the first one to
open a department store in the early 1990s and currently operates 19 stores in 10
different cities in India .The store strongly focuses on lifestyle retailing and mainly
divides into five departments such as apparel, accessories, home dcor, gift ideas
and other services. Shoppers Stop is getting stronger and stronger year after year.
It attracts more than 12 million shoppers every year with a conversion rate of 38 per
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cent. In the end of FY2000 this retailer had 5 stores and is in the process of
reaching 39 stores with retail space of 2,502,747 sq ft by FY08.
Another operator Lifestyle India began operations in 1998 with its first store in Chennai
in 1999 and in March 2006 it opened one of the largest department stores in the same
city. The store spreads over 75,000 sq. ft and store provides customers a great shopping
experience with three floors of apparel, footwear, products for children, household
furniture and decor, health and beauty products.
6) Hypermarkets: The Biggest Crowd Puller: Hypermarkets have emerged
as the biggest crowd pullers due to the fact that regular repeat purchases are a norm
at such outlets. Hypermarkets not only offer consumers the most extensive
merchandise mix, product and brand choices under one roof, but also create
superior value for money advantages of hypermarket shopping. With product
categories on offer ranging from fresh produce and FMCG products to electronics,
value apparels, house ware, do it yourself (DIY) and outdoor products, the
hypermarkets are emerging as one of the popular formats in India.. Number of
players operating hypermarket format are increasing day by day. One of the leading
players in this format is Pantaloon Retail India Limited which operates 32 Big
Bazaars in twenty cities. In early 2006, the K. Raheja Corp (C.L. Raheja Group)
has introduced its value retail concept hyper city which is the countrys largesthypermarket at 118000 sq ft. hyper city Retail plans to open 55 hypermarkets by
2015. As the market is expanding and consumers are in a mood to accept changes,
hypermarkets are getting overwhelming response from consumer. Currently there
are about 40 odd hypermarkets in India but this format holds a great potential for
growth.
7) Customers still rely on traditional concepts: A super market normally
sells grocery, fresh, cut vegetables, fruits, frozen foods, toiletries, cosmetics, small
utensils, cutlery, stationery and Gift items. In India Food World, Food Bazaar,
Nilgiri (30 plus stores), and Adani are the leading super market operators .One of
the biggest super market operators in the western India is Adani Retail Limited
which operates Adani super market plans to continue its journey to reach total 19
cities with the store strength of 60 plus in the state of Gujarat. ARL also plans to
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expand its operation in the neighboring states of Rajasthan, Madhya Pradesh,
Maharashtra and Chhattisgarh.
Subhiksha is one of the leading super market operators, who largely operates in the
southern part of India is expanding to western India. One more retailer Reliance
Retail is on the move and this retailer opened its Reliance Fresh-a super market chain
with 11 stores in Hyderabad in November 2006 and is planning to enter 70 more cities
within 2 years.
8) Emergence of Private-Label Brands: The private labels are offering
flexibility to both the retailer and the consumer on price front. The objective of the
store is to offer variety at affordable price in each category. Food Bazaar have made
the transition from just a grocery retailer to developing emotional bonding with
shoppers by providing some value added services to the shoppers. Some of these
initiatives include : ( Jo Dikhta Hai wo hi Bikta Hai )
Live chakki: which allows customers to buy fresh wheat and have it grinded there
at the store
Fresh Juice counter: This provides customer to have fresh juices.
Live dairy: This provides customers with fresh milk and milk products.
Live kitchen: Customers have the option of buying vegetables, getting themchopped, cooked fully or partly. Soups, salads and sandwiches are also available at live
kitchen.
9) Ease of Shopping & Customized Services: Order of the Day: To
activate it a new format has emerged in the name of Convenience
Store. A Convenience store offers locational advantage to the shoppers and
provides ease of shopping and customized service to the shoppers. It charges
average to above average prices, depending on the product category and carries amoderate number of stock keeping units (SKUs). Normally it remains open for long
hours and shoppers use it for buying fill-in merchandize and emergency purchases.
In India, Convenience stores occupied 23 thousand sq. meter of retail space with
sales of about Rs 1347 million in 2005 and are expected occupy 85 thousand square
meter of selling space by 2010 .
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10) Magnetic Effect: Discounters not Shopkeepers: Wal-Mart, the largest
retailer in the world is a discounter. Practically the discounters offer several
advantages such as lower price, wider assortment and quality assurance. The
discounters like Wal-Mart and Aldi were able to quickly build scale and pass on the
benefits to the consumer. However, in the long run success depends on the
operational efficiency and consistent value delivery to the consumer. The same
retailer Wal-Mart struggles in Asian countries like China but extremely successful
in USA. It is believed that the average Indian consumer is highly price-sensitive
and looks for savings in term of money in their grocery purchase. So price-value
equation is a critical component in most of the grocery purchases.
11) Category Killer: A New Concept imported from U.S.: The category
killer concept originated in the U.S. due to abundance of cheap land and the
dominant car culture. Category Killer is a kind of discount specialty store that
offers less variety but deep assortment of merchandise. By offering a deep
assortment in a category at comparative low prices, category specialist can be able
to kill that specific category of merchandize for other retailers. Generally such
kind of retailers uses a self service approach. They use their buying power to
negotiate low prices, excellent terms and assured supply when items are scarce. In
India this kind of retail stores are not prevalent at this point of time. But there isscope for such kind of format. In India, Mega-Mart is one sort of category killer
which sells apparel products.
12) Dollar Stores: Dollar stores have their roots in America's homey five-and-
dimes, the general stores that offered a range of products at low prices. But modern
dollar-store retailers are having more sophisticated operations; leveraging their
growing buying power to strike special deals with vendors and continuously
striving for unique advantage of both convenience and price. Some chains sell all
their goods at $1 or less. Others offer selected items at higher prices. Most sell a
combination of paper products, health and beauty supplies, cleaning products, paper
and stationery, household goods, toys, food and sometimes clothing. Both private-
label and brand-name goods fill the shelves. They are looking for employing
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technology to manage large distribution networks. Store 99 is the example of it in
Indian Scenario.
13) Retail Development in Rural India: A Market with Silver lining:
Chennai based market research firm Francis Kanoi estimated the size of the rural
market to be INR 1, 08,000 crore annually. During the survey in 2002 the firm took
into account four categories - FMCG, durables, agri-inputs, and two- and four-
wheelers for theirestimation. Rural incomes are growing steadily as well. NCAER
data shows while the number of middle-class households (with annual income
between Rs 45,000 and Rs 2.15 lakh) is at 16.4 million in urban India, the figure
stands at 15.6 million18 in the rural areas, data from. Largely this rural market is
untapped and there is huge opportunity for retailers.
Recent Developments in Rural Retailing: Therefore, in recent times rural
retailing is witnessing explorations by both corporate houses and entrepreneurs ITC's
Choupal Sagar, HLL's project Shakthi and Mahamaza are some of the models being tried
out. At this juncture there is no conclusive evidence of winning rural retail formats
available. However, corporate forays into rural retail are expected to bring more
experimentation and innovation in term of retail format. The Godrej Adhaar, the rural retail
initiative of Godrej Agrovet Ltd operates a chain of 18 stores providing a host of services
to farmers and their families and is planning to set up at least 1,000 stores19 across ruralIndia in the next five years. Apart from Godrej Adhar and Choupal Sagar other formats
operating successfully in the rural area are, M & M Shubh Labh stores, Escorts rural stores,
Tata Kisan Sansar, and Warnabazaar, Maharashtra (annual sale Rs 40 crore).
DSCL Haryali Kisan Bazaar
Hariyali stores keep wide range of product assortments such as fertilizers, pesticides, farm
implements, seeds, animal feed and irrigation equipment among other agriculture related
products. They also have officers who offer free advices to farmers regarding bestagriculture practices. Offering insurance and financial services to farmers is part of the
business. So far, 22 "Hariyali" Stores have been operational in different states across North
India. Farmer response has been extremely encouraging. A centre is attracting 150 - 200
farmers a day. Hariyali Kisaan Bazaar has plans to rapidly scale up the operations & create
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a national footprint covering all the major agricultural markets of the country. Mahindra
& Mahindra Shubh Labh
This is the rural initiative taken by Mahindra & Mahindra group to provide complete
package of products and services related to firm productivity. One of the basic objectives isto establish market linkage and optimize farm produce supply chain. There are about
franchised Shub Labh store established in ten states in India.
14: e-Retailing: The importance of internet retailing is growing all over the world.
Some internet retailers such as e Bay and rediff.com are providing a platform to vendors to
sell their products online and they do not take the responsibility of delivering the product to
buyer. They provide virtual shopping space to the vendors. On the other hand online
retailers like amazon.com and walmart.com have to maintain their warehouse to stock
products and take the responsibility of delivering products to the buyer. So, most of the
brick and mortar stores are entering into online retailing as they have physical
infrastructure and they can use that to capture additional consumer wallet. All the big
retailers like Target, Sears and Kmart are operating online shop and some manufactures
also operate online.
For example Apple Inc. operates through apple.com and Dell Inc. sells its products online
Through dell.com.
In India internet retailing is growing by 29% CAGR and Euro-monitor report estimates that
the a CAGR 48 per cent and in value term it going to touch INR 27 billion by 2010 from
INR 4 billion in 2005. The report also predicts that the contribution of internet retailing to
non-store retailing to is likely to be 46 per cent by 2010.
Emerging recent developments in the Indian Mall Development scenario include the
coming up of so called Gen X Malls and Central which is a Seamless Mall. Gen X
Malls have been defined Chesterton Megharaj as greater than 5, 00,000 sq.ft andincorporate large entertainment area with enough space for parking and excellent
infrastructural benefit that shall be passed on to the retailer . The target audience for
the Gen X malls is tourist /out of town visitor and the person from the city looking for
entertainment options. So, we can say that we are moving from a nation of Dukandars
to a Nation that loves to shop.
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After 1991: This post-economic reform period evidenced both setbacks and progress.
Rural income poverty increased from 34% in 1989-90 to 43% in 1992 and then fell to 37%
in 1993-94. Urban income poverty went up from 33.4% in 1989-90 to 33.7% in 1992 and
declined to 32% in 1993-94 Also, NSS data for 1994-95 to 1998 show little or no poverty
reduction, so that the evidence till 1999-2000 was that poverty, particularly rural poverty,
had increased post-reform. However, the official estimate of poverty for 1999-2000 was
26.1%, a dramatic decline that led to much debate and analysis. This was because for this
year the NSS had adopted a new survey methodology that led to both higher estimated
mean consumption and also an estimated distribution that was more equal than in past NSS
surveys. The latest NSS survey for 2004-05 is fully comparable to the surveys before 1999-2000 and shows poverty at 28.3% in rural areas, 25.7% in urban areas and 27.5% for the
country as a whole, using Uniform Recall Period Consumption. The corresponding figures
using the Mixed Recall Period Consumption method was 21.8%, 21.7% and 21.8%
respectively. Thus, poverty has declined after 1998, although it is still being debated
whether there was any significant poverty reduction between 1989-90 and 1999-00. The
latest NSS survey was so designed as to also give estimates roughly, but not fully,
comparable to the 1999-2000 survey. These suggest that most of the decline in rural
poverty over the period during 1993-94 to 2004-05 actually occurred after 1999-2000.
In summary, the official poverty rates recorded by NSS are:
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Year RoundUniform Poverty
Rate (%)Mixed (%)
Poverty
Reduction per
year(%)
Mixed
Reduction (%)
1977-78 32 51.3
1983 38 44.5 1.3
1987-88 43 38.9 1.2
1993-94 50 36.0 0.5
1999-00 55 26.9
2004-05 61 27.5 21.8 0.8 1.0
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HUL (SHAKTI)
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer GoodsCompany, touching the lives of two out of three Indians with over 20 distinct categories inHome & Personal Care Products and Foods & Beverages. The companys Turnover is Rs.20, 239 crores (for the 15 month period January 1, 2008 to March 31, 2009).
HUL is a subsidiary of Unilever, one of the worlds leading suppliers of fast movingconsumer goods with strong local roots in more than 100 countries across the globe withannual sales of 40.5 billion in 2008. Unilever has about 52% shareholding in HUL.
Hindustan Unilever was recently rated among the top four companies globally in the list ofGlobal Top Companies for Leaders by a study sponsored by Hewitt Associates, inpartnership with Fortune magazine and the RBL Group. The company was ranked numberone in the Asia-Pacific region and in India.
The mission that inspires HUL's more than 15,000 employees, including over 1,400managers, is to add vitality to life". The company meets everyday needs for nutrition,hygiene, and personal care, with brands that help people feel good, look good and get moreout of life. It is a mission HUL shares with its parent company, Unilever, which holdsabout 52 % of the equity.
Heritage
HULs heritage dates back to 1888, when the first Unilever product, Sunlight, wasintroduced in India. Local manufacturing began in the 1930s with the establishment ofsubsidiary companies. They merged in 1956 to form Hindustan Lever Limited (Thecompany was renamed Hindustan Unilever Limited on June 25, 2007). The companycreated history when it offered equity to Indian shareholders, becoming the first foreignsubsidiary company to do so. Today, the company has more than three lakh residentshareholders.
HULs brands -- like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Sunsilk,Clinic, Close-up, Pepsodent, Lakme, Brooke Bond, Kissan, Knorr, Annapurna, Kwality-Walls - are household names across the country and span many categories - soaps,detergents, personal products, tea, coffee, branded staples, ice cream and culinary products.They are manufactured in over 35 factories, several of them in backward areas of thecountry. The operations involve over 2,000 suppliers and associates.HUL's distributionnetwork covers 6.3 million retail outlets including direct reach to over 1 million.
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HUL has traditionally been a company, which incorporates latest technology in all itsoperations. The Hindustan Lever Research Centre (now Hindustan Unilever ResearchCentre) was set up in 1958.
Doing Well by Doing Good
HUL believes that an organisations worth is also in the service it renders to thecommunity. HUL focuses on hygiene, nutrition, enhancement of livelihoods, reduction ofgreenhouse gases and water footprint.It is also involved in education and rehabilitation ofspecial or underprivileged children, care for the destitute and HIV-positive, and ruraldevelopment. HUL has also responded in case of national calamities / adversities andcontributes through various welfare measures, most recent being the relief andrehabilitation of the people affected by the Tsunami disaster, in India.
Project Shakti was launched in the year 2001 in the Nalgonda district situated inAndhra Pradesh.HULs Project Shakti is a rural initiative that targets small villages
populated by less than 5000 individuals. Through Shakti, HUL is creating micro-enterprise opportunities for rural women, thereby improving their livelihood and thestandard of living in rural communities. Shakti also provides health and hygieneeducation through the Shakti Vani programme.The program now covers 15 states inIndia and has over 45,000 women entrepreneurs in its fold, reaching out to 100,000villages and directly reaching to over three million rural consumers.
HUL also runs a rural health programme, Lifebuoy Swasthya Chetana. The programmeendeavours to induce adoption of hygienic practices among rural Indians and aims to bringdown the incidence of diarrhoea. It has already touched 120 million people inapproximately 50, 676 villages across India.
If Hindustan Unilever straddles the Indian corporate world, it is because of being single-minded in identifying itself with Indian aspirations and needs in every walk of life.
The recruitment of a Shakti Entrepreneur or Shakti Amma (SA) begins with theexecutives of HUL identifying the uncovered village. The representative of thecompany meets the panchayat and the village head and identify the woman whothey believe will be suitable as a SA. After training she is asked to put up Rs 20,000as investment which is used to buy products for selling. The products are then solddoor-to-door or through petty shops at home. On an average a Shakti Amma makesa 10% margin on the products she sells.
It is the association between the company and the self help groups and financial
institutions.
The Shakti Entrepreneur programme creates income- generating capabilities forunderprivileged rural women by providing them with a sustainable micro-enterpriseopportunity.
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* The Shakti Vani programme improves rural quality of life by spreading awarenessof best practices in health and hygiene.
* The iShakti community portal tries to empower rural communities by creatingaccess to relevant information.
Objective of Shakti program
The Shakti entrepreneur program creates livelihood opportunities forunderprivileged rural women.
The Shakti Vani program works to improve the quality of life in rural India, byspreading awareness of best practices in health and hygiene.
They are also studying the consumption habits of the rural people.
HOW IT WORKS
Villages with a population of about 20003000 are selected Personnel from HUL approach SHGs Selection of the Shakti Amma HUL vouches for Shakti Ammas with banks for credit one Shakti entrepreneur
is appointed for one village &
Villages that are about 2 kilometres
apart from her village
(satellite villages ).
The Shakti dealer places initial orders worth Rs. 15,000/(principal customer ofHUL)
Finance : Self+SHG+micro credit Training by the Rural sales promoter.
The Shakti dealer organizes, a Shakti Day in the village (display of products &free gifts ) Core Brands: Lifebuoy, Wheel, Pepsodent, Annapurna salt, Clinic Plus, Lux,
Ponds, Nihar and 3 Roses tea.
Vision 2010
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100,000 Entrepreneurs
500,000 villages
600 million Consumers
Shakti shall reach every home in every village, create sustainable livelihood opportunities,and enhance the quality of life in rural India
Future plans
Project Shakti plans to extend to the states of West Bengal, Punjab and Rajasthan. Partnership with other non-competitor companies to sell their products through the
Shakti network. Nippo, TVS Motor for mopeds, insurance companies for LIC policies.
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ITC E-chupal
ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of
India Limited. As the Company's ownership progressively Indianised, the name of the
Company was changed from Imperial Tobacco Company of India Limited to India
Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. In recognition of
the Company's multi-business portfolio encompassing a wide range of businesses -
Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards &
Specialty Papers, Agri-business, Foods, Lifestyle Retailing, Education & Stationery and
Personal Care - the full stops in the Company's name were removed effective September
18, 2001. The Company now stands rechristened 'ITC Limited'.
ITC is one of India's foremost private sector companies with a market capitalisation of
nearly US $ 19 billion and a turnover of over US $ 5 billion.* ITC is rated among the
World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies
by Forbes magazine, among India's Most Respected Companies by BusinessWorld andamong India's Most Valuable Companies by Business Today. ITC ranks among India's `10
Most Valuable (Company) Brands', in a study conducted by Brand Finance and published
by the Economic Times. ITC also ranks among Asia's 50 best performing companies
compiled by Business Week.
ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers,
Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology,
Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products.
While ITC is an outstanding market leader in its traditional businesses of Cigarettes,
Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even
in its nascent businesses of Packaged Foods & Confectionery, Branded Apparel, Personal
Care and Stationery.
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As one of India's most valuable and respected corporations, ITC is widely perceived to be
dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration "a
commitment beyond the market". In his own words: "ITC believes that its aspiration to
create enduring value for the nation provides the motive force to sustain growing
shareholder value. ITC practices this philosophy by not only driving each of its businesses
towards international competitiveness but by also consciously contributing to enhancing
the competitiveness of the larger value chain of which it is a part."
ITC's diversified status originates from its corporate strategy aimed at creating multiple
drivers of growth anchored on its time-tested core competencies: unmatched distribution
reach, superior brand-building capabilities, effective supply chain management and
acknowledged service skills in hoteliering. Over time, the strategic forays into new
businesses are expected to garner a significant share of these emerging high-growth
markets in India.
ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one
of the country's biggest foreign exchange earners (US $ 3.2 billion in the last decade). The
Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its
competitiveness by empowering Indian farmers through the power of the Internet. This
transformational strategy, which has already become the subject matter of a case study at
Harvard Business School, is expected to progressively create for ITC a huge rural
distribution infrastructure, significantly enhancing the Company's marketing reach.
ITC's wholly owned Information Technology subsidiary, ITC Infotech India Ltd, provides
IT services and solutions to leading global customers. ITC Infotech has carved a niche for
itself by addressing customer challenges through innovative IT solutions.
ITC's production facilities and hotels have won numerous national and international awards
for quality, productivity, safety and environment management systems. ITC was the first
company in India to voluntarily seek a corporate governance rating.
ITC employs over 26,000 people at more than 60 locations across India. The Company
continuously endeavors to enhance its wealth generating capabilities in a globalising
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environment to consistently reward more than 3,47,000 shareholders, fulfill the aspirations
of its stakeholders and meet societal expectations. This over-arching vision of the company
is expressively captured in its corporate positioning statement: "Enduring Value. For the
nation. For the Shareholder."
Rural market E CHUPAL
Before ITC introduced us to e-Choupal, we were restricted to selling our produce in thelocal mandi. We had to go through middlemen and prices were low. ITC trained me tomanage the Internet kiosk and I became the e-Choupal Sanchalak in my village. Today weare a community of e-farmers with access to daily prices of a variety of crops in India andabroad this helps us to get the best price. We can also find out about many otherimportant things weather forecasts, the latest farming techniques, crop insurance, etc. e-
Choupal has not only changed the quality of our lives, but our entire outlook.
e-Choupal Now
States covered 10
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Villages covered 40,000
No. of e-Choupals 6,500
Farmers e-empowered 4 million
A powerful illustration of corporate strategy linking business purpose to larger societal
purpose, e-Choupal leverages the Internet to empower small and marginal farmers who
constitute a majority of the 75% of the population below the poverty line.
By providing them with farming know-how and services, timely and relevant weather
information, transparent price discovery and access to wider markets, e-Choupal enabled
economic capacity to proliferate at the base of the rural economy.
Today 4 million farmers use e-Choupal to advantage bargaining as virtual buyers
co-operatives, adopting best practices, matching up to food safety norms. Being linked
to futures markets is helping small farmers to better manage risk. e-Choupal has been
specially cited in the Government of Indias Economic Survey of 2006-07, for its
transformational impact on rural lives.The network of 6,500 e-Choupal centres
spread across 40,000 villages has emerged as the gateway of an expanding spectrum of
commodities leaving farms wheat, rice, pulses, soya, maize, spices, coffee, aqua-
products. The reverse flow carries FMCG, durables, automotives and banking
services back to villages
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ITC has continued to build new infrastructure by supplementing the farmgate presence of
e-Choupal with new physical infrastructure rural marketing hubs called Choupal Saagars,
positioned within tractorable distance of 30 e-Choupal centres and their user communities.
The e-Choupal Choupal Saagar hub and spoke combination is unprecedented grassroots
click and mortar infrastructure transporting rural local economies to a new level of
productivity and consumption.
Choupal Saagars offer a combination of services to rural India.
Made-to-design agri-business hubs, they function as:
1. ITC agri-sourcing centres providing farmers a transparent best price sales window,
2. shopping centres bringing a range of products comparable to urban levels of choice,
and
facilitation centres delivering a host of farm-related services training, soil testing, product
quality certification, medical and clinical services, cafeteria and fuel station. 24 Choupal
Saagar hubs are already in operation in 3 states, to grow to 100 by 2010
ITCs strategic intent is to develop e-Choupal as a significant two-way multidimensional
delivery channel, efficiently carrying goods and services out of and into rural India. By
progressively linking the digital infrastructure to a physical network of rural business hubs
and agro-extension services, ITC is transforming the way farmers do business, and the way
rural markets work
e Choupal is an initiative ofITC Limited (a large multi business conglomerate in India) tolink directly with rural farmers for procurement ofagricultural / aquaculture produce likesoybeans, wheat, coffee, and prawns. eChoupal was conceived to tackle the challengesposed by the unique features of Indian agriculture, characterized by fragmented farms,
weak infrastructure and the involvement of numerous intermediaries
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Springboard for competitive farming
The digital and physical infrastructure has a third dimension. It galvanises ITCs constant
agency for propagating adoption of best practices in farming and soil and water
management.
In 2006-07, ITCs unique paid Choupal Khet Pradarshan farm extension service conducted
over 15,000 Field demonstrations in 9 states. This continuous interaction sustains the rising
tide of productivity channeled by the click and mortar infrastructure.
The 1 million tons of wheat sourced by ITC over e-Choupal strategically supporting its
packaged foods business makes e-Choupal robust and open, a successful application of
business logic to serve a larger cause.
Effects of eChoupal
ITC Limited has now established computers and Internet access in rural areas across
several agricultural regions of the country, where the farmers can directly negotiate the sale
of their produce with ITC Limited. The PCs and Internet access at these centres enable the
farmers to obtain information on mandi prices, good farming practices and place orders for
agricultural inputs like seeds and fertilizers. This helps farmers in improving the quality of
produce, and also helps in realizing a better price. Each ITC Limited kiosk having an
access to Internet is run by a sanchalak a trained farmer. The computer housed in the
sanchalaks house is linked to the Internet via phone lines or by a VSAT connection and
serves an average of 600 farmers in the surrounding ten villages within about a 5 km
radius. The sanchalak bears some operating cost but in return earns service fee for the e-
transactions done through his eChoupal. The warehouse hub is managed by the same
traditional middle-men, now called samyojaks, but with no exploitative power due to the
reorganised role. Indeed these middlemen make up for the lack of infrastructure and fulfill
critical jobs like cash disbursement, quantity aggregation and transportantion.
Due to the eChoupal services, farmers have seen a rise in their income levels because of
rise in yields, improvement in quality of output and a fall in transaction costs. Even small
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farmers have gained from the initiative. Customized and relevant knowledge is offered to
the farmers despite heterogeneous cultures, climates and scales of production. Farmers can
get real-time information despite their physical distance from the "mandis". The system
saves procurement costs for ITC Limited. The model is quite different from the other
models, as the farmers do not pay for the information and knowledge they get from
eChoupals. The principle of the eChoupals is to inform, empower and compete. At the
same time ITC Limited also has extracted value in four steps to make the model sustainable
and scalable:
1. elimination of non-value added activities
2. differentiated product through identity preserved supply chains
3. value added products traceable to farm practices4. e-market place for spot transactions and support services to futures exchange
One of the factors leading to eChoupal's success is ITC's managerial expertise in executing
complex projects and managing costs. ITC Limited adopted a flexible project management
approach called "roll out, fix it, and scale up" to deal with uncertainties in a pioneering
model.
There are 6,500 eChoupals today. ITC Limited plans to scale up to 20,000 eChoupals by2012 covering 100,000 villages in 15 states, servicing 15 million farmers.
Critical problem
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Mission Sunehra Kal, ITCs rural capacity building programme, now
active in 11 States, empowers rural communities to adopt
sustainable changes that make them economically competitive and socially secure.
In the rural communities where the mission has put down roots there is a new spirit of
optimism and confidence. People have augmented and diversified their livelihoods.
Education for children, employment for women, sanitation and family health have taken on
a new urgency. Every family and every farm has resources to build a better future.
Stagnation and deterioration have given way to change and improvement.
To accomplish this change, ITC targets four problems, which it believes are the
fundamental obstacles to productivity and growth in the farm sector :
1. Loss of productivity through soil erosion caused by intensification of land use and
decline of water tables and forest resources.
2. Dependence on out-moded farm practices and inferior inputs.
3. Loss and disruption of farm incomes and non-availability of alternative livelihoods.
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ITCs mission is to build community based capacity to remove these
adverse conditions
and create the basis for renewed agrarian prosperity:
help farmers to achieve higher farm productivity,
enable communities to develop and manage water, soil and forest resources for long
term ecological security,
empower rural men and women by creating new non-farm livelihoods,
facilitate development of infrastructure for primary education, health
ITC enables farmers to implement solutions that are sustainable because they are
1. mutually reinforcing,
2. based on knowledge transfer and co-operative application of technology,
3. dependent on mobilisation and optimisation of local resources.
The delivery model mobilises a four-way partnership between village communities,
specialist NGOs, the Government and ITC, bringing to every initiative the best relevant
management and technical expertise.
ITC has also worked with State Governments in pioneering public-private partnerships. In
Andhra Pradesh, 3,596 hectares of wasteland have been developed so far through a
collaboration with the State Governments rural poverty reduction project, Indira Kranthi
Padham, and its Comprehensive Land Development programme. ITC has also signed a
landmark agreement with the Government of Rajasthan to bring 5,000 hectares under soil
and moisture conservation in the drought-prone Bhilwara district.
By augmenting water resources and forest cover and fostering organic soil management,ITC has enhanced farm productivity. It has simultaneously opened up new avenues of non-
farm income and employment to reduce pressure on land.
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Godrej AadharGodrej Group is one of the largest conglomerates based in Mumbai, India, involved in
various industries that include appliances, precision equipment, machine tools, furniture,
healthcare, interior solutions, office equipment, food-processing, security, materials
handling and industrial storage solutions, construction and information technology. Its
products include security Systems and Safes, Typewriters and Word processors, Rocket
Launchers, Refrigerators and Furniture, Outsourcing Services, Machine Tools and Process
Equipment, Cosmetics and Detergents, Engineering Workstations, Medical Diagnosticsand Aerospace Equipment, Edible Oils and Chemical, Mosquito Repellents, Car perfumes,
Chicken and Agri-products, Material Handling Equipments Like FORKLIFT Trucks,
Stackers, Tyre handlers, Sweeping machines, access equipments etc. The Group is headed
by Mr. Adi Godrej & Mr. Jamshyd Godrej.
Traditionally, Vikhroli, a suburb to the Northeast of Mumbai has been Godrej's
manufacturing base, but increasingly the group have moved significant production facilities
away from Mumbai. The Godrej group also owns vast land in Vikhroli, occupying 3500
acres (14 sq km) of land on both sides of the Vikhroli section of the LBS marg. That makes
the Godrej group the biggest private land owner in Mumbai by far[citation needed]. Such vast
land can, in theory, be used to create at least 1500 acres of residential floor space, which, at
very modest rates (Rs.10000/sq ft), can be sold for USD 16 billion . Thus, the Godrej group
is sitting on an invisible cashpile that is envy of other Indian conglomerates.
Aadhar Retailing
agri-services to direct sourcing from farmers, Aadhar Retailing is now getting into the
business of output management with farmers across the country. With the Future Group
owing a 70 per cent stake in Godrej Aadhar, the newly formed company, Aadhar, would
now serve as a procurement hub for the Future Groups retail formats such as Food Bazaar
and KBs Fair Price and even become supplier to other retailers across the country.
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Mr Arvind Chaudhary, Chief Executive Officer, Aadhar Retailing, toldBusiness Line, We
have now started buying the farmers produce and getting into the business of output
management. With the intention of selling the farmers produce to other retailers, we would
be adding one crop after another and help them in managing their produce, stated Mr
Chaudhary.
Reaching out to 50,000 farmers every month, the company has already employed 300
people to directly access the produce of farmers across 2,000-odd villages in the country.
The States where farmers are being approached include Punjab, Haryana, Maharashtra and
Gujarat.
With the Future Groups cash-and-carry format on the backburner, sourcing from farmers
and helping them sell their produce to other retailers is being seen as an extension of the
same format by analysts.
Not wanting to be compared with ITCs e-Choupal, Aadhar Retailing believes it would
operate in the business of providing solutions for farmers. We would operate on a
different model from e-Choupal as we would be advising farmers on what to produce and
giving services such as soil testing and weather prediction facilities. The purpose is to
become a one-stop-shop in the rural areas, says Mr Chaudhary.
Fresh inputs
Meanwhile, the existing 66 Godrej Aadhar outlets would also be stocking the Future
Groups private labels and financial products to extend its current portfolio. New brands
such as Koryo (for consumer durables) and food brands such as Tasty Treat and Fresh N
Pure would be making an appearance at the Aadhar outlets.
Besides, with the Future Group having forged strategic alliances with players such as
GlaxoSmithKline to develop the Gopika brand of ghee, its outlets would also see the brand
making an appearance at Aadhar outlets. Financial products, such as insurance-based
products of Future Generalli, would also get sold at the outlets.
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Besides, there is also a possibility of the Future Card (the Future Groups loyalty cum
credit card) being introduced.
Corporate details
Adi Godrej is the current Chairman of the Godrej Group. Godrej & Boyce Mfg. Co. Ltd. is
headed by Mr. Jamshyd Godrej. The Group revenue was approximately US$ 1.7 billion in
financial year 06/07. Godrej Interio is the flagship company of the group.
The Godrej group can be broadly divided into two major holding companies, working
independently:
1. Godrej Industries Ltd.
2. Godrej & Boyce Mfg. Co. Ltd.
The Major Companies, subsidiaries and affiliates are
Chemical & Commodities
Godrej Industries
Chemicals
Veg Oils
FMCG
Godrej Consumer Products
Keyline Brands UK
Rapidol South Africa
Godrej Global Mideast FZE
Godrej SCA Hygiene Limited
Godrej Hershey Foods & Beverages Limited
Nutrine
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Godrej Sara Lee
AGRI
Godrej Agrovet
Animal Feeds
Goldmohur Foods and Feeds
Golden Feed Products
Higashimaru Feed Products
Oil Palm
Agri Inputs
Godrej Aadhaar
Nature's Basket
Integrated Poultry Business
Plant Biotech
Services
Godrej HiCare (Pest Management Services) Godrej Global Solutions (ITES)
Godrej Properties
Achievement
In 1897, Godrej Introduced the first lock with lever technology in India.
In 1902, Godrej made the first Indian safe.
In 1920, Godrej made soap using vegetable oil, which was a huge hit with thevegetarian community in India
In 1955, Godrej produced India's first indigenous typewriter
In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam)
Introduced India's first and only 100% CFC, HCFC, HFC free refrigerators
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Godrej Agrovet
Godrej Agrovet (GAVL) is a diversified agribusiness company with interests in animal
feed, oil palm plantations, agrochemicals and poultry.It is headquartered at Vikhroli,
Mumbai India. The business was set up in 1971. GAVL today has 45 manufacturing
facilities across India, a network of over 10,000 rural distributors, dealers & agents and
over 1900 employees committed to improving the lives of Indian farmers. The
company has a presence in 21 states.Under the guidance of Chairman, noted
industrialist Nadir Godrej and its Cheif Executive Officer Balram Singh Yadav , GAVL
today occupies the position of India's largest animal feed company, producing over
750,000 tons of nutritionally balanced feed for diary cattle, poultry & aquaculture
every year.
Its oil palm plantation business is the market leader in India, with over 35,000 hectares of
smallholder cultivation across Andhra Pradesh, Karnataka, TamilNadu, Orissa, Goa,
Gujarat & Mizoram.
With the intend of radically improving farmer economics, the agrochemicals
business focuses on innovative and environmentally sensitive products.It has
dominant market share in plant growth promoters & soil conditioners.
GAVL has introduced fresh, chilled chicken to Indian consumer over the past decade, and
now has a 20% market share in processed poultry. Its Real good chicken brand is the
best known fresh poultry product in India, with a consumer loyalty about 80%.
The Rs 900 crore Godrej Agrovet Ltd, a unit of the $1 billion Godrej Industries Ltd, will
open 1,000 'hub-and- spoke' centres in rural and semi-urban areas across the country in the
next five years.
These centres will also provide technical services like farm management, soil micro-
nutrient analyses to farmers. The hub would cover about 10,000 sq ft and spoke 3,000 sq ft,
each costing about Rs 75 lakh and Rs 30 lakh respectively.
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These outlets will sell agro-products like seeds, pesticides, fertilisers and grocery, apparel,
footwear, home appliances, furniture and kitchen appliances. It will also house banks,
insurance offices, pharmacies, post offices and petrol pumps.
R S Vijan, executive vice-president, Godrej Agrovet, said: "We have decided to expand in
rural and semi-urban markets. We will open 100-120 stores in the country in this financial
year and these centres would be funded and managed by the company itself."
Godrej Agrovet posted a turnover of Rs 900 crore in 2005-06 and is expecting revenues of
Rs 3,500-4,000 crore from these stores in the next five years.
At present, it has 24 Aadhaar centres in Maharashtra, Punjab, West Bengal, Orissa and
Tamil Nadu. It has earmarked Rs 750 crore to train technical and marketing staff.
Godrej Agrovet is a key player in the farm segment with a large presence in cattle and
poultry feed. It covers the whole spectrum of poultry business -- from breeding and
hatching broilers to the marketing of its branded chicken. The company also has foothold
in animal feeds, agricultural inputs and palm oil, and retail presence in urban areas through
Nature's Basket. The animal feed segment constitutes about 75% of the company's
revenues; almost 10% comes from poultry and the remaining from the rest of the
businesses.
Recently, the firm signed a deal with Apollo Pharmacy, part of the Apollo Hospitals group
and the country's largest retail pharmacy chain, to give medical support to the farming
community.Earlier in January, in a bid to strengthen its hold on the farmer, Godrej Aadhaar
had launched two new formats. The large format stores have been opened at Mancher and
Alephata on the Pune-Nashik highway in Maharashtra, taking the Aadhaar tally to 18
nationally.
To increase its rural reach, Godrej Agrovet, which set up Aadhaar a year ago, is now
moving away from being a standalone outlet to hub and spoke model.
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Aadhaars Structure
(Agri. section)
Store In-Charge (S I)
Technical Service Incharge (T S I)
Field Service Assistance (F S A)
Farmer (Target Customer)
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Benefit of Multinational companies in Rural Market
RURAL INDIA with its traditional perceptions has grown up over the years, not only in
terms of income, but also in terms of thinking. The rural markets are growing at about two
time faster pace than urban markets, not surprisingly, rural India accounts for 60 per cent of
the total national demand.
According to a survey conducted by Mckinsey in 2007, rural India with a population of 630
million (approximately) would become bigger than total consumer market in countries such
as South Korea or Canada in another 20 years and it will grow at least four times from its
existing size.
Gone are the days when rural consumer went to nearby city to buy branded products andservices. The rural consumer is growing and this is an opportunity to grab the market share
for all the global players in the market -- whether it is into Fast Moving Consumer Goods
(FMCG) sector or retail sector (either insurance or banking or for that sake any other
sector).
The FMCG sector includes companies like Indian Tobacco Corporation (ITC), Godrej,
Hindustan Lever Limited (HLL), Gujarat Cooperative Milk Marketing Federation
(GCMMF-Amul) and Dabur India Limited. All these have shown a strong global presence
in the rural sector and it can be said that all the FMCG companies should target the rural
sector.
Some FMCGs products like toothpaste, hair oil and other like shampoos have done much
better in the rural areas than the urban and the semi urban areas. It has been a phenomenon
that the sales of many companies have gone up; Coca-Cola, Nestle and Godrej too have
also reported better sales in rural areas.
The retail sector has a huge potential for growth as a study shows that opportunities in rural
retail sector were estimated to be over $34 billion in the year 2007, which is expected to
touch $43 billion by the year 2010. It can be seen from the market that companies like
Reliance, Subhiksha are expanding in the rural market. ITC has launched its first rural mall
Chaupal Sagar, which offers products ranging from FMCG to electronic appliance to
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automobiles. Indian Oil is planning to invest $ 189.10 in the rural areas during the financial
year 2009.
Insurance sector has one of the biggest potential in the upcoming scenario and the fact lies
in the statement that only eight to 10 per cent of the rural households are covered by life
insurance. Rural investments are limited to their available option -- post offices and a few
limited commercial banks rural extension counters. The remaining 90 per cent offer a huge
potential as such for the insurance companies. The rural market is vibrant and holds
tremendous potential for growth of insurance business, particularly because of the strong
saving habits. LIC has a target of selling four million policies in the current financial year.
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OBJECTIVE
OBJECTIVE
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"Any task without sound objectives is like Tree without roots". Similarly in case of any
research study undertaken, initially the objectives of the same are determined and
accordingly the further steps are taken on. A research study may have many objectives but
all these objectives revolve around one major objective which is the focus of the study. In
this study, the focus is on the emergence of Rural markets as the most happening market on
which every marketer has an eye. And so this study will be based on studying the
emergence of rural market in various contexts.
The following are the objectives of this research study :-
To study the emergence of Rural markets in the context of India.
To study the present scenario of rural marketing in India.
To study the future prospects of rural markets and their scope for the MNCs and
Indian companies, in India.
To study the challenges faced by rural marketers in India.
To study the reasons of popularity of rural markets in India.
To measure the success of rural marketing campaign of few brands in Terms of
consumer appreciation.
To study the determinants of specification factors which can decide the success the
rural promotion strategy.
To evaluate the effects of adopting the specific brand ambassadors in the rural
marketing context.
.
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Chapter 2
RESEARCHMETHODOLOGY
&
DESIGN
RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem. In it we studythe various steps that are generally adopted by a researcher in studying his research problemalong with logic behind them.
TYPE OF RESEARCH-
To Study on emerging trend in modern retail format. I have gone through various news papers, magazines, websites and collected information and data. And my study based onexploratory research.
DATA COLLECTION :-
In data collection method we shall collect the secondary data from the following sources.
News paperMagazineInternet
PARAMETERS OF RESEARCH
Business processServiceSatisfaction
RESEARCH DESIGN :
The study is a cross sectional study because the data were collected from many sources. Forthe purpose of present study a related sample of population was selected on the basis of
convenience.RESEARCH INSTRUMENT:
This work was carried out through Secondary data based.
TOOLS TO BE USED:
MS Excel
MS word
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Chapter 3
RESEARCHFINDINGS
FINDINGS
There are very big opportunity in rural market thats why many big giants are move to rural
market .they made serious efforts to tap the potential ,initially, innovation were confined to
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product or services offering, or to packaging (SKUs),price (point) and communication
strategy by brands.
Companies are concentrated on low cost product
5 Rs product are very famous in rural market
They use communication in local medium ( folk media ,haats,melas)
They make small size /quantity products for rural India
There are a change in rural people lifestyle.
Rural peoples are aware with urban market.
Lots of job opportunities are coming in rural market.
Growth of employment .
Rural people are aware with information technology with help of these Companies.
Farmers are benefited with ITC E chupal & Godrej Aadhar & hul shakti .
Increase the productivity of rural India.
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Chapter 4
CONCLUSION
CONCLUSION
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Marketers make consistent attempt to innovate tools and strategy to overcome the
challenges they face in the business arena .business innovation are broadly classified under
two heads ,namely product/service innovation and process innovation .marketers need to
design creative solution to overcome challenges typical of the rural environment such as
physical distribution channel management and promotion and communication.
Corporate India and govement bodies alike have made several efforts to bridge the gap
between rural and urban India .the ICT-drive value chain and the organized retail format
have been found to be the best innovation for rural India.
ITC e-Choupal, Godrej Aadhar & HUL Shakti, an innovative strategy which is elaborative
and extensive in rural markets so far. Critical factors in the apparent success of the venture
are they provide extensive knowledge of agriculture, the & has made to retain many
aspects of the existing production system, including retaining the integral importance of
local partners, the companies commitment to transparency, and the respect and fairness
with which both farmers and local partners are treated.
The concepts, which are becoming more important in every market, include color, product
attractiveness visibility, and display quality. In addition, availability (meeting local demand
by increasing production locally), acceptability (building brand equity), and affordability
(pricing higher than local brands, but adapting to local conditions) are the key factors.
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Chapter 5
LIMITATIONS
LIMITATIONS
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Problems related to rural marketing
Barter system.
Underdeveloped people and underdeveloped markets
Lack of proper physical communication facilities.
Many language and Dialects.
Dispersed population and trade.
Poor road connectivity.
poor availability of dealers.
low destiny of shops per village and high variation in their concentration.
poor storage system,leading to inadequate stocking .
Inadequate Media coverage for rural communication.
Highly credit driven market and low investment capacity of retailers.
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Chapter 6
SUGGESTION
SUGGESTION
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PRICING
Pricing is the major element for rural marketing so cheaper price product are affordable for
rural people.
IMPROVEMENT IN TECHNOLOGY
Technology is the major part of the rural area without nothing is possible
through media and electrification we improve the lifestyle of rural people.
MAINTAIN THE QUALITY STANDARD
Quality standard is also very important part of rural market because some people are
quality oriented customer.
ESTABLISHMENT OF DISTRIBUTION CHANNELS
Rural market certainly offer a big attraction to marketers, it would be nave to think that
any company can enter the market without facing any problem and walk away with sizable
share .but there are large number of small marketers .
Make a good distribution channel.
Underdeveloped people and underdeveloped markets
Lack of proper physical communication facilities so trained people.
Make an opinion leader for every village.
Increase the communication strategy in villages
Many language and Dialects
Make the idol distribution channel in the villages .
Improve the electrification in the villages.
Provide the training program for rural people.
Motivate to increase investment capacity of retailers.
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REFERENCES
BIBLIOGRAPHY
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BOOKS:
Marketing Research Paneerselvam
Research Methodology C.R Kothari
Principles of Marketing Philip Kotler
Rural Marketing -Pradeep kashyap
WEB RESOURCES:
www.godrej.com
www.google.com
www.hul.co.in
www.itcportal.com
MAGAZINE:
Outlook Express
Business today
Money Outlook
NEWS PAPER:
Business standard
Times of India
Economic times