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    Project Report

    OnEMERGING TREND IN MORDEN RETAIL FORMAT

    WITH SPECIAL REFERENCE TO HUL (SHAKTI), ITC

    (E-CHAUPAL) & GODREJ (ADHAAR)

    http://var/www/apps/conversion/current/tmp/scratch23620/mbanetbook.blogspot.com
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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