A PROJECT REPORT

ON

PENETRATION OF MANGO DRINK IN NOIDA AND SURROUNDING MARKET

In partial fulfillment of the

Requirements for the award of Degree of

Master of Business Administration

Session: 2010 – 12

IIMT MANAGEMENT COLLEGE, MEERUT

Submitted To: Submitted By:

Mr. P.K. Ghosh SANDEEP KUMAR SINGH

Director Roll No.1007270125

MBA 3rd semester

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DECLARATION

It is certified that the Summer Training Project Report entitled PENETRATION OF MANGO

DRINK IN NOIDA AND SURROUNDING MARKET submitted in partial fulfillment of the

requirement for the degree of Master of Business Administration of Mahamaya Technical

University, Noida is a record of bonafide Summer Training project work conducted by me. I

have collected the data personally. The data given in the Summer Training Project Report is

genuine and original. Further, I also declare that it not submitted to any other university for the

award of any degree or diploma.

Date:

SANDEEP KUMAR SINGH

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ACKNOWLEDGEMENT

It gives me immense pleasure to express my indebtedness and deep sense of gratitude to my

supervisor and guide IIMT, Meerut for his valuable and scholarly guidance. his sympathetic

and helpful attitude and motivation helped me to work on this dissertation.

I am extremely grateful to Dr. P.K. Ghose, Director, IIMT , Meerut for having extended his

guidance during the course of this research project.

This acknowledgement would be incomplete without grateful mention of all the people who

formed the sample and were kind enough to fill in the questionnaire and respond warmly to my

questions.

I acknowledge my heart full gratitude to my dear father and mother respectively.

Last but not the least; I thank ALMIGHTY for His blessings.

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PREFACE

To start any business the success entirely depends on the marketing research done about the

particular product and the consumer attitude towards the product. Marketing research plays a

vital role in a business to make it success. The topic for research was PENETRATION OF

MANGO DRINK IN NOIDA AND SURROUNDING MARKET.

I have tried to put my best efforts to complete this task on the basis of skill that I have achieved

during my studies in the institute. I have put my maximum efforts to get the accurate statistical

data, if any error or any mistake in collecting the data, please ignore it.

In this research work, a survey was conducted about the prescribing preferences of consumer, the

market share of various brands of biscuits. The survey was conducted in Noida. A sample of 100

retailers had been taken.

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TABLE OF CONTENTS

Company Certificate

College Certificate

Declaration

Acknowledgement

Executive Summary

01 Introduction 09

02 Company Profile 29

03 Products 50

04 Market Mix 54

03 Project Description 72

04 Research Methodology 76

06 Data Analysis 77

08 Recommendation & Conclusion 94

10 Questionnaire 96

11 Bibliography 98

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Executive Summery

Penetration of mango drinks in Noida market implies the market share of mango drinks in Noida market. Here main three mango drinks giants Coca Cola, PepsiCo & Parle Agro marketed their mango drinks i.e. Maaza, Slice & Frooti respectively. India's mango obsession might be as old as the fruit but the business opportunities it is creating for food processing sector is something that has never happened before. While mango drink brands like Coca-Cola (Maaza), Pepsi (Slice), Dabur (Real Mango juice) and Parle Agro (Frooti) are promoting the category with new marketing and advertising campaigns.

New capacities, driven by the mango juice and drink segment, are being added even as the industry consolidates itself. The total domestic processing capacity for the king of fruits has gone up many times in the past two years and now is estimated at 12,000 tonne per day during the season. The demand for processed Indian mango products is growing by about 25% in both the domestic and the export markets.

The organised beverage market in India is ruled by mango juices, nectars and drinks that have about 85% of the market share; about 38 million cases of mango-based drinks are consumed by Indians every year.

Similarly Coca-Cola, whose Maaza is said to have more than 35% market share for mango drinks in India.

The demand for this mango drinks not only in Noida but all over India is abnormal. Anybody can’t forecast the exact demand & growth of this mango drinks eying on market. In Noida market 15 % sales solely comes from Maaza.

Study on Penetration of mango drinks gives a vivid idea about the present situation of mango drinks market in Noida area and above all the role & contribution of Maaza in this Noida market.

Maaza is produced only in three plants all over India. They are Dasna in UP, Khurda in Orissa & Wada in Maharashtra. These 3 plants produced & supply only 40 % of India’s Maaza demand. So, identifying the exact demand & delivering the product accordingly is the major challenge.

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INTRODUCTION

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Three leading companies have prominent presence in the soft drink industry. The leaders include

the Coca-Cola Company, PepsiCo, and Cadbury Schweppes. According to the Coca-Cola annual

report, it has the most soft drink sales with $32 billion. The Coca-Cola product line has several

popular soft drinks including Coca-Cola, Diet Coke, Fanta, Barq’s, Sprite, Maaza etc selling over

400 drink brands in about 200 nations. PepsiCo is the next top competitor with soft drink sales

grossing $28 billion for the two beverage subsidiaries, PepsiCo Beverages North America and

PepsiCo International. PepsiCo’s soft drink product line includes Pepsi, Mountain Dew,

Miranda, Slice etc which make up more than one quarter of its sales. Cadbury Schweppes, the

third major player had soft drink sales of $13 billion with a product line consisting of soft drinks

such as A&W Root Beer, Canada Dry, and Dr. Pepper.

These companies' products occupy large portions of any supermarket's shelf space, often

covering more territory than real food categories like dairy products, meat, or produce. The

prototype of all marketing and branding struggles, the "Cola Wars" keep expanding. The Pepsi

and Coca Cola keep rolling out the big guns: duelling pop stars, and new branded products in the

form of “Vanilla Coke" and “Pepsi Blue.” They are fighting on the TV, in the fast-food

restaurants, and in the supermarkets; they are also duelling in the schools. One of the biggest

pushes of the last few years has been convincing school districts, universities, and other

institutions to go all-Coke or all-Pepsi, in return for a (small) cut of the gross sales. Selling costly

sugared water and building an increasing demand for it, even in Third World countries, involves

marketing in its purest form, unsullied by any pre-existing need or local tradition. Markets in

Eastern Europe, China, India, and Mexico, among others, are expanding fast, and both Coke and

Pepsi are finding local partners (bottlers) in these countries to keep extending their reach. And

while the American market may be mature, there's still an opportunity worldwide to replace hot

beverages like coffee and tea that require some preparation with these cold, iconic ready-to-drink

brands.

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KEY SUCCESS FACTORS

Key factors for competitive success within the soft drink industry branch from the trends of the

macro environment. Primarily, constant product innovation is imperative. A company must be

able to recognize consumer wants and needs, while maintaining the ability to adjust with the

changing market. They must keep up with the changing trends.

Another key factor is the size of the organization, especially in terms of market share. Large

distributors have the ability to negotiate with stadiums, universities and school systems, making

them the exclusive supplier for a specified period of time. Additionally, they have the ability to

commit to mass purchases that significantly lower their costs. They must implement effective

distribution channels to remain competitive. Taste of the product is also a key factor for success.

Furthermore, established brand loyalty is a large aspect of the soft drink industry. Many

consumers of carbonated beverages are extremely dedicated to a particular product, and rarely

purchase other varieties. This stresses the importance of developing and maintaining a superior

brand image.

Price, however, is also a key factor because consumers without a strong brand preference will

select the product with the most competitive price. Finally, global expansion is a vital factor in

the success of a company within the soft drink industry. The United States has reached relative

market saturation, requiring movement into the global industry to maintain growth.

Variant Available

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Soft drinks are available in glass bottles, aluminium cans and PET bottles for home consumption. Fountains also dispense them in disposable containers. Non- alcoholic soft drinks beverage market can be divided into carbonated and non carbonated drinks. Cola, Lemon and Oranges are carbonated drinks while mango drinks come under non carbonated category. The market can also be segmented on the basis of types of products in the cola products and non-cola products. Cola products accounts for nearly 61-62% of the total soft drinks market. The brands that fall in this category are Pepsi, Coca-Cola, Thumps Up, Diet Coke, Diet Pepsi etc Non Cola segment which constitutes 36% can be divided into four categories based on the types of flavours

available namely: Orange, Cloudy Lime, Clear Lime and Mango. . Robust time ahead for soft

drinks Soft drinks are expected to see robust volume growth over the forecast period. This will

occur despite a total volume and constant value decline for carbonates. Growth will be led by

bottled water and, from a smaller base and with slower growth, fruit/vegetable juice. Health and

convenience are predicted to be the two most important factors affecting buying behaviour, as

carbonates and concentrates play second fiddle to healthier bottled water and fruit/vegetable

juice.

Overall Carbonated Soft Drink

In fact, Coke and Pepsi have a third major rival on the bottled soft drink shelves, namely

Cadbury-Schweppes. The big three carbonated beverage makers now exist in a stable oligopoly

those changes only by small increments and which controls over 90% of the market. Over the

years, Cadbury-Schweppes (the result of a merger between a British candy company and a British

beverage company) has improved its position by acquiring key brands in the US, namely Dr.

Pepper and Seven Up, along with A & W and Canada Dry. In 2001, however, Cadbury acquired

moribund RC Cola, giving it a cola drink to battle against the big guys. This gave the company

more shelf position and immediately gave the RC Cola brand, long a distant also-ran with weak

marketing muscles, more sales and market presence. Pepsi gave itself a small boost because of the

popularity of newly introduced Mountain Dew Code Red, a hyper-caffeinated soda. Coke's

numbers declined slightly. It's pretty indicative of this mature market that the only major move in

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market share comes through a takeover. Moreover, the takeover targets that are left are so small

that the biggest remaining brand doesn't make more than 1% difference in total volume.

Product Coverage

Asian speciality drinks; Bottled water; Carbonates; Concentrates; Fruit/vegetable juice;

Functional drinks; RTD coffee; RTD tea

Market trends and Industry challenges

In order to survive in this environment, companies must consider the market trends that will

likely shape the industry over the next few years. This will help soft drink companies to

understand the challenges they will encounter and to turn them into opportunities for process

improvement, enhanced flexibility and, ultimately, greater profitability.

Market trends for the soft drink industry can be summarized by six fundamental themes:

Changing consumer beverage preferences,

Featuring a shift toward health-oriented wellness

Drinks.

Growing friction between bottlers and

Manufacturers in the distribution system.

Continually increasing retailer strength.

Fierce competition.

Complex distribution system composed of multiple

Sales channels.

Beverage safety concerns and more-stringent

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Regulations.

Consumers turn to wellness and healthy drinks

In much of the developed world, a significant portion of the population is overweight or obese.

This includes two-thirds of Americans and an increasing number of Europeans. Consequently,

many people have started to actively manage their weight and change their lifestyles, a shift that

is reflected in their choices in the beverage aisles:

Demand has increased for beverages that are

Perceived to be healthy

Energy drink consumption has also climbed, due to

The increasingly active lifestyles of teenagers

This trend towards healthier drinks has created a number of new categories, and changed the

consumption trends of the beverage industry as a whole. While previously dominated by

carbonated soft drinks, the industry is now more evenly balanced between carbonates, and

product categories with a healthier image, such as bottled water, energy drinks and juice: While

carbonates are still the largest soft drink segment, bottled water is catching up fast, with an

average of 58 litters consumed annually per capita.

Among individual countries, Italy ranks number one in bottled water consumption, with the

average Italian drinking177 litters per year. Overall, bottled water represents the fastest growing

soft drink segment, expanding at 9percent annually. This growth is being partially driven by

increasing awareness of the health benefits of proper hydration. The industry has responded to

consumers’ desire for healthier beverages by creating new categories, such as energy drinks, and

by diversifying within existing ones. For example, the leading carbonated soft drink companies

have recently introduced products with 50%less sugar that fall mid-way between regular and diet

classifications. Similarly, a South African juice company has recently released a fruit-based

drink that contains a

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Full complement of vitamins and nutrients.

Bottled Water Market

Over the past 20 years, bottled water has been the beverage industry’s fastest growing segment

the world over, fuelled first by the desire for clean, safe drinking water and then by the demand

for single serves water as an alternative to other refreshment beverages.

Bottled water is a multi- million rupee growth industry on its way to becoming the most

consumed beverage. In India, bottled water market is valued at more than Rs 10 billion (Rs

1000cr) while maintaining an unimaginable annual growth rate of more than 60%. Even though

it accounts for only 5 percent of the total beverage market in India; branded bottled water is the

fastest growing industry in the beverage sector. Seeing the ever increasing potential, experts

predict that the market size of bottled water would surpass the size of the soft drinks market in

the near future. Many major Indian FMCG and multinational food corporation are also expected

to join the market, which has already more than 250, brands in the organized and unorganized

sector with large, medium and small scale production units. The market is also expected to

undergo a major consolidation phase. But even as the bottled water industry is in a powerful

position, of late it has come under increased scrutiny and criticism. Bottled water continues

uninhibited growth growing the fastest among all soft drinks, bottled water threw in another

strong performance in 2005 with double digit volume and current value growth. Home delivery

sales garnered pace, supported by population migration from rural to urban areas. This meant

increasing pressure on an already crumbling public water distribution system in most cities.

Tourism also boosted bottled water, with an increasing number of domestic and foreign tourists

creating greater demand for bottled water. Trade sources point to the presence of over 600

bottled water manufacturers in India and the number is predicted to grow in the forecast period

as demand continues unabated.

The market preference in India is highly region based. Whole cola drinks have main markets in

metro cities and northern states of UP, Punjab, Haryana etc. Orange flavoured drinks are popular

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in southern states. Sodas too are sold largely in southern states besides sales through bars. Western

markets have preference towards mango flavoured drinks. Diet Coke and Diet Pepsi constitute just

0.7% of the total carbonate beverage market.

Growth promotional activities

The government has adopted liberalized policies for the soft drink trade to give the industry a

boast and promote the Indian brands internationally. Although the import and manufacture of

international brands like Pepsi and Coke is enhanced in India the local brands are being

stabilized by advertisements, good quality and low cost.

The soft drinks market till early 1990s was in hands of domestic players like campa, thumps up,

Lima etc but with opening up of economy and coming of MNC players Pepsi and Coke the

market has come totally under their control.

The distribution network of Coca cola had6.5 lacks outlets across the country in FY00, which the

company is planning to increase to 10 lacks by FY10. On the other hand Pepsi Co's distribution

network had 6 lacks outlets across the country during FY00 which it is planning to increase to 9

Lacks by FY10.

Retailers’ power continuously increases

With Wal-Mart leading the charge, the world’s dominant retailers are demanding better service

and shorter order-to-delivery cycles from soft drink companies. This is dramatically reshaping

the industry, forcing soft drink companies to become more efficient, while taking pricing power

out of their hands. The dual need for improved supply chain agility and cost efficiency is

challenging suppliers to revaluate the ways in which they plan and manage their supply chains,

as they constantly search for approaches that will help them achieve the rock-bottom prices and

operational excellence now expected in the industry. Furthermore, the growth of private-label

products is encouraging manufacturers to take a number of steps to compete more effectively.

Increasingly, they are turning to innovation and new product introduction as a means to achieve

real differentiation as well as growth. Branded manufacturers are also looking to get closer to the

consumer, with many of the larger ones piloting direct-to-consumer marketing approaches. They

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are also trying to better understand the in-store consumer experience by monitoring the execution

of in-store activities. Nevertheless, many suppliers are losing brand equity. In recent years, a

couple of factors have been fuelling the growing competition between manufacturers and

Retailers:

Retailers are using their power to set higher standards for marketing and operational

excellence, including escalating demands for improved service quality and shorter order-

to-delivery cycles from manufacturers and distributors. Many of these demands, such as

RFID, not only squeeze margins but also require significant capital investments.

Because of their direct relationships with consumers, retailers have a deeper knowledge

of consumer behavior.

Competition is becoming more and more difficult

In the beverage manufacturing industry, competition is growing due to the following factors:

Constant demand for new niche products related to consumer preferences for healthier

and more diversified offerings

Industry consolidation, which has significantly raised the bar for the “scale needed to

compete”

The growth of private-label products.

These competitive pressures have led to:

SKU proliferation - number of SKUs in a typical beverage company has doubled from

1991 to 2001

A plethora of new product failures:

Only 20% are effective

Only 10% generate significant revenue

Most fail within the first two years

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Further consolidation and rationalization to capture cost savings by improving operations

and eliminating redundancy:

Industry leaders are acquiring small, high growth Companies

Mid-market players are vertically integrating

Profitability can only be improved through greater efficiency in the supply chain or

through more-effective trade promotions, which usually require considerable

expenditures

Statutory regulation is increasing

Governments around the world are concerned about food safety and quality. Periodically, safety

failures make big news in the global press. Amid this growing concern, regulators are cracking

down on sanitation and variety of other food-safety requirements.

While food safety is the major focus in Europe, the emphasis in the US is more on bio-terrorism

and food security. However, the provisions in the 2005traceability legislation in the US, which

stemmed from the Bioterrorism Act of 2002, and those in the EU Directive 178, Articles 18 and

19, are very similar. The U.S. Food and Drug Administration (FDA) is proposing the registration

and tracking of almost all domestic and imported food articles, but some are concerned that the

complexity of the rules will overwhelm both the food industry and the FDA.

Each soft drink company must take these industry challenges into consideration, as well as its

own strengths and market position, when looking for ways to drive innovation, accelerate growth

and increase margins. The next section outlines where some of the most promising opportunities

for accomplishing these objectives can be found.

Trends and Opportunities in the Soft Drink Industry

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The Ingredients for Success

Soft drinks are gradually overtaking hot drinks as the biggest beverage sector in the world, with

consumption rising by around 5 percent a year according to a recent report from Zenith

International. But while the US remains the biggest market for now, Asia is likely to be the main

driver of sales growth in the future.

The industry on the whole is encountering new opportunities and challenges. Changing

consumer demands and preferences require new ways of maintaining current customers and

attracting new ones. Amid ever-increasing competition, beverage companies must intensely court

customers, offer high quality products, efficiently distribute them, ensure safety, and keep prices

low – all while staying nimble enough to exploit new markets by launching new products.

Market trends for the soft drink industry can be characterized by six fundamental themes:

1. Changing consumer beverage preferences, featuring a shift toward

health-oriented, wellness drinks

2. Growing friction in the distribution system, induced by bottlers and

manufacturers with conflicting interests

3. Continually increasing retailer strength and a corresponding decrease in the power of soft

drink companies

4. Fierce competition, fueled by growth of private labels and product/packaging

proliferation

5. A complex sales environment, composed of multiple channels all with unique

management requirements

6. Beverage safety issues, driven by newly enacted US and EU regulatory requirements

each soft drink company must take these industry challenges into consideration, as well

as its own strengths and market position, when looking for ways to drive innovation,

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accelerate growth and increase margins.

PORTER’S FIVE FORCE ANALYSIS OF SOFT DRINK INDUSTRY

Both concentrate producers (CP) and bottlers are profitable. These two parts of the industry are

extremely interdependent, sharing costs in procurement, production, marketing and distribution.

Many of their functions overlap; for instance, CPs does some bottling, and bottlers conduct many

promotional activities. The industry is already vertically integrated to some extent. They also

deal with similar suppliers and buyers. Entry into the industry would involve developing

operations in either or both disciplines. Beverage substitutes would threaten both CPs and their

associated bottlers. Because of operational overlap and similarities in their market environment,

we can include both CPs and bottlers in our definition of the soft drink industry. In 1993, CPs

earned 29% EBIT profits on their sales, while bottlers earned 9% profits on their sales, for a total

industry profitability of 14%. This industry as a whole generates positive economic profits.

Rivalry:

Revenues are extremely concentrated in this industry, with Coke and Pepsi, together with their

associated bottlers, commanding 73% of the case market in. Adding in the next tier of soft drink

companies, the top six controlled 89% of the market. In fact, one could characterize the soft

drink market as an oligopoly, or even a duopoly between Coke and Pepsi, resulting in positive

economic profits. To be sure, there was tough competition between Coke and Pepsi for market

share, and this occasionally hampered profitability.

For example, price wars resulted in weak brand loyalty and eroded margins for both companies

in the 1980s. The Pepsi Challenge, meanwhile, affected market share without hampering per case

profitability, as Pepsi was able to compete on attributes other than price.

Substitutes:

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Through the early 1960s, soft drinks were synonymous with “colas” in the mind of consumers.

Over time, however, other beverages, from bottled water to teas, became more popular,

especially in the 1980s and 1990s. Coke and Pepsi responded by expanding their offerings,

through alliances (e.g. Coke and Nestea), acquisitions (e.g. Coke and Minute Maid), and internal

product innovation (e.g. Pepsi creating Orange Slice), capturing the value of increasingly popular

substitutes internally. Proliferation in the number of brands did threaten the profitability of

bottlers through 1986, as they more frequent line set-ups, increased capital investment, and

development of special management skills for more complex manufacturing operations and

distribution. Bottlers were able to overcome these operational challenges through consolidation

to achieve economies of scale. Overall, because of the CPs efforts in diversification, however,

substitutes became less of a threat.

Power of Suppliers:

The inputs for Coke and Pepsi’s products were primarily sugar and packaging. Sugar could be

purchased from many sources on the open market, and if sugar became too expensive, the firms

could easily switch to corn syrup, as they did in the early 1980s. So suppliers of nutritive

sweeteners did not have much bargaining power against Coke, Pepsi, or their bottlers.

NutraSweet, meanwhile, had recently come off patent in 1992, and the soft drink industry gained

another supplier, Holland Sweetener, which reduced Searle’s bargaining power and lowering the

price of aspartame.

With an abundant supply of inexpensive aluminium in the early 1990s and several can

companies competing for contracts with bottlers, can suppliers had very little supplier power.

Furthermore, Coke and Pepsi effectively further reduced the supplier of can makers by

negotiating on behalf of their bottlers, thereby reducing the number of major contracts available

to two. With more than two companies vying for these contracts, Coke and Pepsi were able to

negotiate extremely favorable agreements. In the plastic bottle business, again there were more

suppliers than major contracts, so direct negotiation by the CPs was again

effective at reducing supplier power.20

Power of buyers:

The soft drink industry sold to consumers through five principal channels: food stores,

convenience and gas, fountain, vending, and mass merchandisers. Supermarkets, the principal

customer for soft drink makers, were a highly fragmented industry. The stores counted on soft

drinks to generate consumer traffic, so they needed Coke and Pepsi products. But due to their

tremendous degree of fragmentation (the biggest chain made up 6% of food retail sales, and the

largest chains controlled up to 25% of a region), these stores did not have much bargaining

power. Their only power was control over premium shelf space, which could be allocated to

Coke or Pepsi products. This power did give them some control over soft drink profitability.

Furthermore, consumers expected to pay less through this channel, so prices were lower,

resulting in somewhat lower profitability.

National mass merchandising chains such as Wal-Mart, on the other hand, had much more

bargaining power. While these stores did carry both Coke and Pepsi products, they could

negotiate more effectively due to their scale and the magnitude of their contracts. For this reason,

the mass merchandiser channel was relatively less profitable for soft drink makers.

The least profitable channel for soft drinks, however, was fountain sales. Profitability at these

location was so abysmal for Coke and Pepsi that they considered this channel “paid sampling.”

This was because buyers at major fast food chains only needed to stock the products of one

manufacturer, so they could negotiate for optimal pricing. Coke and Pepsi found these channels

important, however, as an avenue to build brand recognition and loyalty, so they invested in the

fountain equipment and cups that were used to serve their

products at these outlets. As a result, while Coke and Pepsi gained only 5% margins, fast food

chains made 75% gross margin on fountain drinks.

Vending, meanwhile, was the most profitable channel for the soft drink industry. Essentially

there were no buyers to bargain with at these locations, where Coke and Pepsi bottlers could sell

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directly to consumers through machines owned by bottlers. Property owners were paid a sales

commission on Coke and Pepsi products sold through machines on their property, so their

incentives were properly aligned with those of the soft drink makers, and prices remained high.

The customer in this case was the consumer, who was generally limited on thirst quenching

alternatives.

The final channel to consider is convenience stores and gas stations. If Mobil or Seven-Eleven

were to negotiate on behalf of its stations, it would be able to exert significant buyer power in

transactions with Coke and Pepsi. Apparently, though, this was not the nature of the relationship

between soft drink producers and this channel, where bottlers’ profits were relatively high, at

$0.40 per case, in. With this high profitability, it seems likely that Coke and Pepsi bottlers

negotiated directly with convenience store and gas station owners.

So the only buyers with dominant power were fast food outlets. Although these outlets captured

most of the soft drink profitability in their channel, they accounted for less than 20% of total soft

drink sales. Through other markets, however, the industry enjoyed substantial profitability

because of limited buyer power.

Barriers to Entry:

It would be nearly impossible for either a new CP or a new bottler to enter the industry.

New CPs would need to overcome the tremendous marketing muscle and market presence of

Coke, Pepsi, and a few others, who had established brand names that were as much as a century

old. Through their DSD practices, these companies had intimate relationships with their retail

channels and would be able to defend their positions effectively through discounting or other

tactics. So, although the CP industry is not very capital intensive, other barriers would prevent

entry. Entering bottling, meanwhile, would require substantial capital

investment, which would deter entry. Further complicating entry into this market, existing

bottlers had exclusive territories in which to distribute their products. Regulatory approval of

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intrabrand exclusive territories, via the Soft Drink Interbrand Competition Act of 1980, ratified

this strategy, making it impossible for new bottlers to get started in any region where an existing

bottler operated, which included every significant market in the US.

BEVERAGE INDUSTRY IN INDIA

India is home to one of the most ancient cultures in the world dating back over 5000 years.

Beverages industry in India plays an important role in the Indian FMCG market. It is an industry,

in which the players constantly innovate, in order to come up with better products to gain more

market share and to satisfy the existing consumers.

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BEVERAGES

Alcoholic Non-Alcoholic

Carbonated Non-Carbonated

Cola Non-Cola Non-Cola

The beverage industry is vast and there various ways of segmenting it, so as to cater the right

product to the right person. The different ways of segmenting it are as follows:

Alcoholic, non-alcoholic and sports beverages

Natural and Synthetic beverages

In-home consumption and out of home on premises consumption.

Age wise segmentation i.e. beverages for kids, for adults and for senior citizens

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Segmentation based on the amount of consumption i.e. high levels of

consumption and low levels of consumption.

If the behavioural patterns of consumers in India are closely noticed, it could be observed that

consumers perceive beverages in two different ways i.e. beverages are a luxury and that

beverages have to be consumed occasionally. These two perceptions are the biggest challenges

faced by the beverage industry. In order to leverage the beverage industry, it is important to

address this issue so as to encourage regular consumption as well as and to make the industry

more affordable.

Four strong strategic elements to increase consumption of the products of the beverage industry

in India are:

The quality and the consistency of beverages needs to be enhanced so that

consumers are satisfied and they enjoy consuming beverages.

The credibility and trust needs to be built so that there is a very strong and safe

feeling that the consumers have while consuming the beverages.

Consumer education is a must to bring out benefits of beverage consumption

whether in terms of health, taste, relaxation, stimulation, refreshment, well-being

or prestige relevant to the category.

Communication should be relevant and trendy so that consumers are able to find

an appeal to go out, purchase and consume.

THE SOFT DRINK MARKET

The soft drink markets can be segmented on the basis of place of consumption or on the basis of

type of products.

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The segmentation on the basis of place of consumption divides the market into two parts: -

On-premise- 55% of the consumption of soft drinks is on premise i.e. restaurants,

railways stations, cinema etc.

At-home- the rest 45% of the market compromises of the soft drink purchased for

consumption at home.

The market can also be segmented on the basis of types of products into cola products and non-

cola products.

Cola products account for nearly 61-62% of the total soft drinks market. The brands that fall

in this category are Pepsi, Coca-Cola, Thumps Up, and diet coke, Diet Pepsi etc.

Non-cola segment which constitutes 36% can be divided into 4 categories based on the types

of flavors available, namely:

o Orange

o Cloudy Lime

o Clear Lime

o Mango

i. Orange flavor based soft drinks constitute around 20% of the market. The segment is largely

dominated by national brands like Fanta of Coca Cola and Mirinda Orange of PepsiCo,

which collectively form15% of the market rest of the market is in hands of smaller brands

like Crush (earlier of Cadbury Schweppes and now of coca Cola), Gold Spot etc.

ii.  Cloudy Lime flavor constitutes 17% of the market and is largely dominated by Limca of

coca cola and Mirinda Lemon of PepsiCo. Limca is the market leader with around 70-75% of

the market followed by Mirinda Lemon.

iii. Clear Lime: this segment of the market witnessed good growth initially with all the players

launching their brands in the segment. But now the growth in the segment has slowed down.

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The brands available in this segment are 7 Up, mountain dew of Pepsi, Sprite, nimbu fresh of

Coca Cola. The segment constitutes 3% of the total soft drinks market.

iv. Mango: this flavor segment constitutes 2% of the total soft drinks market and it directly

competes with mango based fruit drinks like Frooti. The leading brands in this segment are:

Maaza of Coca Cola, Mangola (Earlier of Dukes now of PepsiCo) and Slice of PepsiCo.

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COMPANY OVERVIEW

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COCA COLA COMPANYTHE COCA COLA COMPANY

Coca-Cola was created in 1886 by John S Pemberton, a pharmacist in Atlanta, Georgia, who

sold the syrup mixed with fountain water as a potion for mental and physical disorders. The

formula changed hands three more times before Asa D. Candler added carbonation and by

2003, Coca-Cola was the world’s largest manufacturer, marketer, and distributor of

nonalcoholic beverage concentrates and syrups, with more than 500 widely recognized

beverage brands in its portfolio.

With the bubbles making the difference, Coca-Cola was registered as a trademark in 1887

and by 1895, was being sold in every state and territory in the United States. In 1899, it

franchised its bottling operations in the U.S., growing quickly to reach 370 franchisees by

1910. Headquartered in Atlanta with divisions and local operations in over 200 countries

worldwide, Coca-Cola generated more than 70% of its income outside the United States by

2003

INTERNATIONAL EXPANSION

Coke’s first international bottling plants opened in 1906 in Canada, Cuba, and Panama. By

the end of the 1920’s Coca-Cola was bottled in twenty-seven countries throughout the world

and available in fifty-one more. In spite of this reach, volume was low, quality inconsistent,

and effective advertising a challenge with language, culture, and government regulation all

serving as barriers. Former CEO Robert Woodruff’s insistence that Coca-Cola wouldn’t

“suffer the stigma of being an intrusive American product,” and instead would use local

bottles, caps, machinery, trucks, and personnel contributed to Coke’s challenges as well with

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a lack of standard processes and training degrading quality.

Coca-Cola continued working for over 80 years on Woodruff’s goal: to make Coke available

wherever and whenever consumers wanted it, “in arm’s reach of desire.” The Second

World War proved to be the stimulus Coca-Cola needed to build effective capabilities

around the world and achieve dominant global market share. Woodruff’s patriotic

commitment “that every man in uniform gets a bottle of Coca-Cola for five cents, wherever

he is and at whatever cost to our company” was more than just great public relations. As a

result of Coke’s status as a military supplier, Coca-Cola was exempt from sugar rationing

and also received government subsidies to build bottling plants around the world.

TURN OF THE CENTURY GROWTH IMPERATIVE

The 1990’s brought a slowdown in sales growth for the Carbonated Soft Drink (CSD)

industry in the United States, achieving only 0.2% growth by 2000 (just under 10 billion

cases) in contrast to the 5-7% annual growth experienced during the 1980’s. While per capita

consumption throughout the world was a fraction of the United States’, major beverage

companies clearly had to look elsewhere for the growth their shareholders demanded. The

looming opportunity for twenty-first century was in the world’s developing markets with

their rapidly growing middle class populations.

THE WORLD’S MOST POWERFUL BRAND

Interbrand’s Global Brand Scorecard for 2003 ranked Coca-Cola the #1 Brand in the World

and estimated its brand value at $70.45 billion . The ranking’s methodology determined a

brand’s valuation on the basis of how much it was likely to earn in the future, distilling the

percentage of revenues that could be credited to the brand, and assessing the brand’s strength to

determine the risk of future earnings forecasts. Considerations included market leadership,

stability, and global reach, incorporating its ability to cross both geographical and cultural

borders.

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From the beginning, Coke understood the importance of branding and the creation of a

distinct personality. Its catchy, well-liked slogans (“It’s the real thing” (1942, 1969),

“Things go better with Coke” (1963), “Coke is it” (1982), “Can’t beat the Feeling” (1987),

and a 1992 return to “Can’t beat the real thing”) linked that personality to the core values

of each generation and established Coke as the authentic, relevant, and trusted refreshment

of choice across the decades and around the globe.

PATENTS, COPYRIGHTS, TRADE SECRETS AND TRADEMARKSCompany owns numerous patents, copyrights and trade secrets, as well as substantial know-how

and technology, which we collectively refer to as ‘‘technology.’’ This technology generally

relates to Company’s products and the processes for their production; the packages used for

products; the design and operation of various processes and equipment used in business; and

certain quality assurance software. Some of the technology is licensed to suppliers and other

parties. Company’s sparkling beverage and other beverage formulae are among the important

trade secrets of Company.

Company own numerous trademarks that are very important to business. Depending upon the

jurisdiction, trademarks are valid as long as they are in use and/or their registrations are properly

maintained. Pursuant to company’s bottler’s agreements, company authorize bottlers to use

applicable Company trademarks in connection with their manufacture, sale and distribution of

Company products. In addition, we grant licenses to third parties from time to time to use certain

of company’s trademarks in conjunction with certain merchandise and food products.

EMPLOYEES

Company refer to its employees as ‘‘associates.’’ As of December 31, 2009 and 2008, Company

had approximately 92,800 and 92,400 associates, respectively, of which approximately 17,900

and 16,500, respectively, were employed by consolidated variable interest entities (‘‘VIEs’’).

The increase in the total number of associates in 2009 was primarily due to an increase in the

Latin America operating group driven by its finished product business, as well as an increase in 33

the Bottling Investments operating group. These increases were partially offset by the impact of

the Company’s ongoing productivity initiatives. As of December 31, 2009 and 2008, Company

had approximately 11,700 and 13,000 associates, respectively, located in the United States,

including Puerto Rico, of which approximately 190 and 90, respectively, were employed by

consolidated VIEs.

Coca cola company, through its divisions and subsidiaries, has entered into numerous collective

bargaining agreements. Company currently expect that it will be able to renegotiate such

agreements on satisfactory terms when they expire. The Company believes that its relations with

its associates are generally satisfactory.

CORE CAPABILITIES

Consumer Marketing

Marketing investments are designed to enhance consumer awareness of and increase consumer

preference for brands. This produces long-term growth in unit case volume, per capita

consumption and share of worldwide non alcoholic beverage sales. Through company’s

relationships with bottling partners and those who sell coke products in

the marketplace, coke create and implement integrated marketing programs, both globally and

locally, that are designed to heighten consumer awareness of and product appeal for coke brands.

In developing a strategy for a Company brand, coke conduct product and packaging research,

establish brand positioning, develop precise consumer communications and solicit consumer

feedback. Coke integrated marketing activities include, but are not limited to, advertising, point-

of-sale merchandising and sales promotions.

Coke have disciplined marketing strategies that focus on driving volume in emerging markets,

increasing coke’s brand value in developing markets and growing profit in most developed

markets. In emerging markets, Company is investing in infrastructure programs that drive

volume through increased access to consumers. In developing markets, where

consumer access has largely been established, coke’s focus is on differentiating its brands. In

company’s most developed markets, coke continue to invest in brands and infrastructure

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programs, but at a slower rate than revenue growth. Company has focused on affordability and

ensuring they are communicating the appropriate message based on the current

economic environment.

Commercial Leadership

The Coca-Cola system has millions of customers around the world who sell or serve our

products directly to consumers. Coke focus on enhancing value for its customers and providing

solutions to grow its beverage businesses. Company’s approach includes understanding each

customer’s business and needs, whether that customer is a sophisticated retailer in a developed

market or a kiosk owner in an emerging market. Coke focus on ensuring that its customers have

the right product and package offerings and the right promotional tools to deliver enhanced value

to themselves and the company. Company is constantly looking to build new beverage

consumption occasions to its customers’ outlets through unique and innovative consumer

experiences, product availability and delivery systems, and beverage merchandising and

displays. Coke participate in joint brand-building initiatives with our customers in order to drive

customer preference for its brands. Through coke’s commercial leadership initiatives, coke

embed ourselves further into its retail customers’ businesses while developing strategies for

better execution at the point of sale.

Franchise Leadership

Coke must continue to improve its franchise leadership capabilities to give Company and our

bottling partners the ability to grow together through shared values, aligned incentives and a

sense of urgency and flexibility that supports consumers’ always changing needs and tastes. The

financial health and success of coke’s bottling partners are critical components of the Company’s

success. Company work with its bottling partners to identify system requirements that enable

coke to quickly achieve scale and efficiencies, and we share best practices throughout the

bottling system. Coke system leadership allows company to leverage recent acquisitions to

expand our volume base and enhance margins. With coke’s bottling

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partners, we work to produce differentiated beverages and packages that are appropriate for the

right channels and consumers. Coke also design business models for sparkling and still

beverages in specific markets to ensure that coke appropriately share the value created by these

beverages with our bottling partners. Coke will continue to build a supply chain network that

leverages the size and scale of the Coca-Cola system to gain a competitive advantage.

THE COCA COLA SYSTEM

We are a global business that operates on a local scale in every community where we do

business. We create global reach with local focus because of the strength of the Coca-Cola

system, which comprises our Company and our bottling partners—more than300 worldwide. Our

Company manufactures and sells concentrates, beverage bases and syrups to bottling operations;

owns the brands; and is responsible for consumer brand marketing initiatives. Our bottling

partners manufacture, package, merchandise and distribute the finished branded beverages to our

customers and vending partners, who then sell our products to consumers.

All bottling partners work closely with customers—grocery stores, restaurants, street vendors,

convenience stores, movie theatres and amusement parks, among many others—to execute

localized strategies developed in partnership with our Company. Customers then sell our

products to consumers at a rate of 1.6 billion servings a day.

Our business operations are divided into the following geographies: Eurasia and Africa, Europe,

Latin America, North America and Pacific as well as our Bottling Investments Group.

MISSION OF COCA-COLA

Create consumer products services and communications customer service and bottling system

strategy process and tools in order to create competitive advantage and deliver superior value to-

Consumers as a superior beverage experience.

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Consumers as an opportunity to grow profit through the use of finished drinks.

Bottlers as an opportunity to make reasonable to grow profits and value added

Suppliers as an opportunity to make reasonable when creating real value added in

environment of system wide teamwork, flexible business system and continuous

improvement.

Indian society in form of contribution to economic and social development

VISION OF COCA-COLA

VISION FOR SUSTAINABLE GROWTH

PROFIT: Maximizing return to shareowners while being mindful of our overall

responsibilities.

PEOPLE: Being a great place to work where people are inspired to be the best they

can be.

PORTFOLIO: Bringing to the world a portfolio of beverage brands that anticipate

and satisfy peoples’ Desires and needs.

PARTNERS: Nurturing a winning network of partners and building mutual loyalty.

PLANET: Being a responsible global citizen that makes a difference.

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VISION 2020The world is changing all around us. To ensure our business will continue to thrive over the next

10 years and beyond, we are looking ahead to understand the trends and forces that will shape

our industry in the future. Our 2020 Vision creates a long-term destination for our business. It

provides us with business goals that outline what we need to accomplish with our global bottling

partners in order to continue winning in the marketplace and achieving sustainable, quality

growth. For each goal, we have a set of guiding principles and strategies for winning throughout

the entire Coca-Cola system.

VALUE

Coca-Cola is guided by shared values that both the employees as individuals and the Company

will live by; the values being:

LEADERSHIP: The courage to shape a better future

PASSION: Committed in heart and mind

INTEGRITY: Be real

ACCOUNTABILITY: If it is to be, it’s up to me

COLLABORATION: Leverage collective genius

INNOVATION: Seek, imagine, create, delight

QUALITY: What we do, we do well

HINDUSTAN COCA COLA BEVERAGES PRIVATE LIMITED

COKE IN INDIA:

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Coca-Cola was the leading soft drink brand in India until 1977 when it left rather than reveals

its formula to the government and reduce its equity stake as required under the Foreign Exchange

Regulation Act (FERA) which governed the operations of foreign companies in India. After a16-

year absence, Coca-Cola returned to India in 1993, cementing its presence with a deal that gave

Coca-Cola ownership of the nation's top soft-drink brands and bottling network. Coke’s

acquisition of local popular Indian brands including Thums Up (the most trusted brand in

India21), Limca, Maaza, Citra and Gold Spot provided not only physical manufacturing,

bottling, and distribution assets but also strong consumer preference. This combination of local

and global brands enabled Coca-Cola to exploit the benefits of global branding and global trends

in tastes while also tapping into traditional domestic markets. Leading Indian brands joined the

Company's international family of brands, including Coca Cola, diet Coke, Sprite and Fanta, plus

the Schweppes product range. In 2000, the company launched the Kinley water brand and in

2001, Shock energy drink and the powdered concentrate Sunfill hit the market.

From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making it one of the

country’s top international investors. By 2003, Coca-Cola India had won the prestigious

Woodruf Cup from among 22 divisions of the Company based on three broad parameters of

volume, profitability, and quality. Coca-Cola India achieved 39% volume growth in 2002 while

the industry grew 23% nationally and the Company reached breakeven profitability in the region

for the first time. Encouraged by its 2002 performance, Coca-Cola India announced plans to

double its capacity at an investment of $125 million (Rs. 750 crore) between September 2002

and March 2003.

Coca-Cola India produced its beverages with 7,000 local employees at its twenty-seven wholly

owned bottling operations supplemented by seventeen franchisee-owned bottling operations and

a network of twenty- nine contract-packers to manufacture a range of products for the company.

The complete manufacturing process had a documented quality control and assurance program

including over 400 tests performed throughout the process.

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The complexity of the consumer soft drink market demanded a distribution process to support

700,000 retail outlets serviced by a fleet that includes 10-ton trucks, open-bay three wheelers,

and trademarked tricycles and pushcarts that were used to navigate the narrow alleyways of the

cities. In addition to its own employees, Coke indirectly created employment for another 125,000

Indians through its procurement, supply, and distribution networks.

MARKETING STRATEGYCoca-Cola CEO Douglas Daft set the direction for the next generation of success for his global

brand with a “Think local, act local” mantra. Recognizing that a single global strategy or single

global campaign wouldn’t work, locally relevant executions became an increasingly important

element of supporting Coke’s global brand strategy.

In 2001, after almost a decade of lagging rival Pepsi in the region, Coke India re-examined its

approach in an attempt to gain leadership in the Indian market and capitalize on significant

growth potential, particularly in rural markets. The foundation of the new strategy grounded

brand positioning and marketing communications in consumer insights, acknowledging that

urban versus rural India were two distinct markets on a variety of important dimensions. The soft

drink category’s role in people’s lives, the degree of differentiation between consumer segments

and their reasons for entering the category, and the degree to which brands in the category

projected different perceptions to consumers were among the many important differences

between how urban and rural consumers approached the market for refreshment.

In rural markets, where both the soft drink category and individual brands were undeveloped,

the task was to broaden the brand positioning while in urban markets, with higher category and

brand development, the task was to narrow the brand positioning, focusing on differentiation

through offering unique and compelling value. This lens, informed by consumer insights, gave

Coke direction on the trade-off between focus and breadth a brand needed in a given market and

made clear that to succeed in either segment, unique marketing strategies were required in urban

versus rural India.

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BRAND LOCALIZATION STRATEGY: THE TWO INDIA

INDIA A: “Life ho to aisi”

“India A,” the designation Coca-Cola gave to the market segment including metropolitan areas

and large towns, represented 4% of the country’s population.33 This segment sought social

bonding as a need and responded to aspirational messages, celebrating the benefits of their

increasing social and economic freedoms. “Life ho to aisi,” (life as it should be) was the

successful and relevant tagline found in Coca-Cola’s advertising to this audience.

INDIA B: “Thanda Matlab Coca-Cola”

Coca-Cola India believed that the first brand to offer communication targeted to the smaller

towns would own the rural market and went after that objective with a comprehensive strategy.

“India B” included small towns and rural areas, comprising the other 96% of the nation’s

population. This segment’s primary need was out-of-home thirst-quenching and the Coca-Cola

India no. 1. Soft drink category was undifferentiated in the minds of rural consumers.

Additionally, with an average Coke costing Rs. 10 and an average day’s wages around Rs. 100,

Coke was perceived as a luxury that few could afford.

In an effort to make the price point of Coke within reach of this high-potential market, Coca-

Cola launched the Accessibility Campaign, introducing a new 200ml bottle, smaller than the

traditional 300ml bottle found in urban markets, and concurrently cutting the price in half, to Rs.

5. This pricing strategy closed the gap between Coke and basic refreshments like lemonade and

tea, making soft drinks truly accessible for the first time. At the same time, Coke invested in

distribution infrastructure to effectively serve a disbursed population and doubled the number of

retail outlets in rural areas from 80,000 in 2001 to 160,000 in 2003, increasing market

penetration from 13 to 25%. Coke’s advertising and promotion strategy pulled the marketing

plan together using local language and idiomatic expressions. “Thanda,” meaning cool/cold is

also generic for cold beverages and gave “Thanda Matlab Coca-Cola” delicious multiple

meanings. Literally translated to “Coke means refreshment,” the phrase directly addressed both

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the primary need of this segment for cold refreshment while at the same time positioning Coke as

a “Thanda” or generic cold beverage just like tea, lassi, or lemonade. As a result of the Thanda

campaign, Coca-Cola won Advertiser of the Year and Campaign of the Year.

RURAL SUCCESS

Comprising 74% of the country's population, 41% of its middle class, and 58% of its disposable

income, the rural market was an attractive target and it delivered results. Coke experienced 37%

growth in 2003 in this segment versus the 24% growth seen in urban areas. Driven by the launch

of the new Rs. 5 product, per capita consumption doubled between 2007 - 2008. This market

accounted for 80% of India’s new Coke drinkers, 30% of 2008 volume, and was expected to

account for 50% of the company’s sales in 2008.

HCCBPL STRUCTURE

Coca-cola is a world class company in "low margin, high volume" business which means

sales of high volume for the product in order to be profitable and complete in the global

market.

* Company Owned Bottling Operation (COBO)

* Franchisee Owned Bottling Operation (FOBO)

COBO :

COBO stand for company owned bottling operations; COBO has been of Coke Company's

biggest strategy, which has proved to be winner. A bottling operation is a capital intensive

business, particularly so the returnable bottle market like in India and the investment is the

forth level.

Apart from the capital cost of plant and equipment the bottles has to invest in bottles and

crates, truck and cooling structure (Visi. Coolers and ice boxes) at the retail point industry

estimates @Rs. Crate which is equivalent to the price at which the crate enters the distribution

system Bottlers operates on margins around 10% with the bulk of the killing (between Rs. 24

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and Rs. 30 per crate or about 20%) being made by the retailer. Excise and other taxes

amounting Rs. 40 per crate. The going for a COBO is the risk of coke Company and it is also

implied a big attitude change from a totally marketing orientation to an operation mindset.

COBO'S IN INDIA

COBO’s are present across the nation, the locations are given below:

Mumbai, Bangalore, Ahemadabad, Chennai, Calcutta & Jalpaiguri unit also FOBO

FOBO stand for franchise owned bottling operation, in India Pepsi has franchise. In the case

the company supplies its soft drink concentrate to its franchies (bottle syrup). Coca-cola has

taken a more capital - intensive route of the owning and running its own plants along side

those of its franchises.

Coca-cola pumped in money to upgrade plants of franchises, which were weaker did not have

financial worth were given massive support in form of interest free loans to upgrade their

operations.

Getting into FOBO has helped Coke Company on several fronts. First, it has enabled Pepsi to

focus on marketing operations as much as it has on operation fronts. Another gain of going

FOBO is that since the franchises have to invest in plants and machines glass bottles, trucks,

and infrastructure, the cost burden has been reduced.

FOBO

FOBO stand for franchise owned bottling operation, in India Pepsi has franchise. In the case

the company supplies its soft drink concentrate to its franchies (bottle syrup). Coca-cola has

taken a more capital - intensive route of the owning and running its own plants along side

those of its franchises.

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Coca-cola pumped in money to upgrade plants of franchises, which were weaker did not have

financial worth were given massive support in form of interest free loans to upgrade their

operations.

Getting into FOBO has helped Coke Company on several fronts. First, it has enabled Pepsi to

focus on marketing operations as much as it has on operation fronts. Another gain of going

FOBO is that since the franchises have to invest in plants and machines glass bottles, trucks,

and infrastructure, the cost burden has been reduced.

FOBO IN INDIA:

FOBO are located at the following places:

Part of Delhi, Punjab, Part of Andhra Pradesh, Calcutta and south bengal.

PRODUCTION PROESS OF COCA-COLA

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REFINED SUGAR WATER TREATMENT

SIMPLE SYRUPCARBON DIOXIDE

FILTARATION

CONCENTRATION

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FINAL SYRUP

DE-CREATOR PROPOTIONER COOLER

FILTER CROWNER

EMPTY BOTTLE IMDEPECTION

FULL PRODUCT INSPECTION

BOTTLE WASH

PREE-IN-FEED INSPECTION

UNCASHERCASE CLEANING

WARE-HOUSE

PACKING

Regional Vice President (South)

ORGANIZATION STRUCTURE

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Region VicePresident AGM/AOD

Unit 1

AGM/AOD Unit 2

AGM/AODUnit 3

Region Manager Channel

Region Finance

Region Human Resource

Region Customer Service

Region External Affairs

Region Cold Drink

Region Legal

Region BSG

Region Capability dev Manager

Region Capability Management

Region Channel

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A.G.M

Manager (Prodn & Maint.)

Production Executive

Manufacturing

Maintainance Executive

Lab Incharge Chemist

Manager (HR)

Executivce / Staff

Sales Manager

Executive / Staff

MD/Presellers

Finance Manager

Executive

Marketing Op. Executive

Executive

Manager Q.A.

Chemist

ETP Operator

Worker

Human ResourceManager

Finance Manager

General Sales

Manager

Sales Executive

Market Developer

DistributorsAnd

Salesmen

ChannelManager

Marketing

Key Accounts

Area CapabilityManager

Sales Trainers

SALES DEPARTMENT STRUCTURE

PRODUCT MIX OF COCA COLA

BOTTLES:

Coca-cola 200ml...300ml...600ml...1500ml...

Thums up 200ml...300ml...600ml….1500ml….

Sprite 200ml...300ml...600ml...1500ml...

Limca 200ml...300ml...600ml...1500ml...

Fanta 200ml...300ml...600ml...1500ml

Maaza (mango) 250ml…..600ml…….1200ml

Minute maid Nimbu fresh 400ml

Minute maid (pulpy orange) 400ml……1000ml

Kinley (Soda) 300ml...500ml

Kinley (Water) 1000ml

CANS:

Diet coke 330ml

Coca-cola 330ml

Thumps up 330ml

Fanta 330ml

Kinley(soda) Mostly those who consumer liquor.

Kinley (Water ) Preferred by all type of consumers.

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COMPETITORS TO HCCBPLThe key competitors for HCCBPL are the following

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PepsiCo: The PepsiCo challenge, to keep up with archrival, the Coca-Cola Company

never ends for the World's # 2, carbonated soft-drink maker. The company's soft drinks

include Pepsi, Mountain Dew, and Slice. Cola is not the company's only beverage;

PepsiCo sells Tropicana orange juice brands, Gatorade sports drink, and Aquafina water.

PepsiCo also sells Dole juices and Lipton ready-to-drink tea. PepsiCo and Coca-Cola hold

together, a market share of 95% out of which 60.8% is held by Coca-Cola and the rest

belongs to Pepsi.

Nestlé: Nestle does not give that tough a competition to Coca-Cola as it mainly deals with

milk products, Baby foods and Chocolates. But the iced tea that is Nestea which has been

introduced into the market by Nestle provides a considerable amount of competition to the

products of the Company. Iced tea is one of the closest substitutes to the Colas as it is a

thirst quencher and it is healthier when compared to fizz drinks. The flavored milk

products also have become substitutes to the products of the company due to growing

health awareness among people.

Dabur: Dabur in India, is one of the most trusted brands as it has been operating ever

since times and people have laid all their trust in the Company and the products of the

Company. Apart from food products, Dabur has introduced into the market Real Juice

which is packaged fruit juice. These products give a strong competition to Maaza and the

latest product Minute Maid Pulpy Orange.

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MARKETING MIX (4 P’s)Marketing Mix is the set of marketing tools that the firm uses to pursue its marketing objectives.

It has a classification for these marketing tools. These marketing are classified and called as the

Four Ps i.e. Product, Price, Place and Promotion.

The most basic marketing tool is product which includes product design, quality, features,

branding, and packaging. A critical marketing tool is price i.e. the amount of money that

customers pay for the product. It also includes discounts, allowances, credit terms and payment

period.

Place is another key marketing mix tool. And it includes various activities the company

undertakes to make the product accessible and available to the customer. Some factors that

decide the place are transport facilities, channels of distribution, coverage area, etc.

Promotion is the fourth marketing mix tool which includes all the activities that the company

undertakes to communicate and promote its product to target market. Promotion includes sales

promotion, advertising, sales force, public relations, direct marketing, etc.

PRODUCT

A business needs to consider the products that it produces and the stage of the product life cycle

that a product is at. Marketing strategies will vary according to the type of product and its stage

in life cycle.

In marketing, a product is anything that can be offered to a market that might satisfy a want or

need. It is of two types: Tangible (physical) and Intangible (non-physical). Since services have

been at the forefront of all modern marketing strategies, some intangibility has become essential

part of marketing offers. It is therefore the complete bundle of benefits or satisfactions that

buyers perceive they will obtain if they purchase the product. It is the sum of all physical,

psychological, symbolic, and service attributes, not just the physical merchandise. All products

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offered in a market can be placed between Tangible (Pure Product) and Intangible (Pure Service)

spectrum.

A product is similar to goods. In accounting, goods are physical objects that are available in the

marketplace. This differentiates them from a service, which is a non-material product. The term

goods is used primarily by those that wish to abstract from the details of a given product. As

such it is useful in accounting and economic models. The term product is used primarily by those

that wish to examine the details and richness of a specific market offering. As such it is useful to

marketers, managers, and quality control specialists. A service is a non-material or intangible

product - such as professional consultancy, serving, or an entertainment experience.

The Pepsi-Cola drink contains basic ingredients found in most other similar drinks including

carbonated water, high fructose corn syrup, sugar, colourings, phosphoric acid, caffeine, citric

acid and natural flavours. The caffeine free Pepsi-Cola contains the same ingredients but no

caffeine.

PRICE

In economics and business, the price is the assigned numerical monetary value of a good, service

or asset. Price is also central to marketing where it is one of the four variables in the marketing

mix that business people use to develop a marketing plan. Pricing is a big part of the marketing

mix. Choosing the right price and the right pricing strategy is crucial to the marketing process.

The price of the product is not something that is fixed. On the other hand the price of the product

depends on many other factors. Some times the price of the product has got nothing to do with

the actual product itself. The price may act as a way to attract target customers.

The price of the product is decided keeping many things in mind. These things include factors

like cost incurred on the product, target market, competitors, consumer buying capacity etc.

Pepsi again decides it price on the basis of competition. The best think about the company Pepsi

is that it is very flexible and it can come down with the price very quickly. The company is

renowned to bring the price down even up to half if needed.

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PLACE

Place is a term that has a variety of meanings in a dictionary sense, but which is principally used

in a geographic sense as a noun to denote location, though in a sense of a location identified with

that which is located there.

In marketing, place refers to one of the 4 P's, defined as "the market place". It can mean a

geographic location, an industry, a group of people (a segment) to whom a company wants to sell

its products or services, such as young professional women (e.g. for selling cosmetics) or

middle-aged family men (e.g. for selling family cars).

Pepsi again has spread worldwide. Pepsi when entering a new market does not go in alone but it

looks for partners and mergers. Till now Pepsi has collaborated with companies like Quaker

Oats, Frito-lays, Lipton, Starbucks, etc. Pepsi like Coke has spread all over the world. It is

because of this worldwide spread that now it is coming up with Advertisements which can be

broadcasted in the different nations in the world.

PROMOTION

This refers to the promotion of the product to the target market. This is achieved through a

combination of: advertising: use of electronic and print media. The "reach" (how many people

will see the advert), frequency (how many times will I advertise the product?) and impact of the

advertising must also be evaluated.

Promotion is one of the four aspects of marketing. Promotion comprises four subcategories:

1. Advertising

2. Personal selling

3. Sales promotion

4. Publicity and public relations

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Personal selling: what happens in the "shop", contact between sales people and consumers or

customers.

Sales promotion: use of gimmicks and incentives e.g. competitions.

Sponsorship and promotional licensing: including specific products sold under license that

promotes the business (e.g. football jumpers).

Publicity or public relations: "adversarial" in local papers or special promotional materials.

The specification of these four variables creates a promotional mix or promotional plan. A

promotional mix specifies how much attention to pay to each of the four subcategories, and how

much money to budget for each. A promotional plan can have a wide range of objectives,

including: sales increases, new product acceptance, creation of brand equity, positioning,

competitive retaliations, or creation of a corporate image.

Both the companies Pepsi and coke are famous for their promotions. The rivalry was first started

when Pepsi started with its blind taste tests known as the Pepsi Challenge. The challenge is

designed to be a direct response to critics who allege that Coca-Cola and Pepsi-Cola are identical

drinks, with no meaningful differences. The challenge takes the form of a taste test. At malls,

shopping centers and other public locations, a Pepsi representative sets up a table with two blank

cups, one containing Pepsi and one with Coke. Shoppers are encouraged to taste both colas, and

then select which drink they prefer. Then the representative reveals the two bottles so the taster

can see whether they preferred Coke or Pepsi. If Pepsi is revealed, the shopper is given a small

prize. The implication is that Pepsi tastes better than Coke, and thus consumers should purchase

Pepsi.

CORPORATE SOCIAL RESPONSIBILITYAs one of the largest and most prominent companies in the world, Coca-Cola took seriously its

ability and responsibility to positively affect the communities in which it operated. The

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company’s mission statement, called the Coca-Cola Promise, stated: “The Coca-Cola Company

exists to benefit and refresh everyone who is touched by our business.” The Company has made

efforts towards good citizenship in the areas of community, by improving the quality of life in

the communities in which they operate, and the environment, by addressing water, climate

change and waste management initiatives. Their activities also included The Coca-Cola Africa

Foundation created to combat the spread of HIV/AIDS through partnership with governments,

UNAIDS, and other NGOs, and The Coca-Cola Foundation, focused on higher education as a

vehicle to build strong communities and enhance individual opportunity.

Coca-Cola’s footprint in India was significant as well. The Company employed 7000 citizens

and believed that for every direct job, 30-40 more were created in the supply chain. Like its

parent, Coke India’s Corporate Social Responsibility (CSR) initiatives were both community and

environment-focused. Priorities included education, where primary education projects had been

set up to benefit children in slums and villages, water conservation, where the Company

supported community-based rainwater harvesting projects to restore water levels and promote

conservation education, and health, where Coke India partnered with NGOs and governments to

provide medical access to poor people through regular health camps. In addition to outreach

efforts, the company committed itself to environmental responsibility through its own business

operations in India including:

Environmental due diligence before acquiring land or starting projects

• Environmental impact assessment before commencing operations

• Ground water and environmental surveys before selecting sites

• Compliance with all regulatory environmental requirements

• Ban on purchasing CFC-containing refrigeration equipment

• Waste water treatment facilities with trained personnel at all company-owned bottling

operations

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• Energy conservation programs

• 50% water savings in last seven years of operations

MARKET SEGMENTATION OF COCA COLA

SEGMENTATION

Channel cluster Locality income Outlet volumes

GROCERY LOW DIAMOND

GOLD

E&D-1/2 MEDIUM SILVER

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CONVINIENCE HIGH BRONZE

Classification of outlets on the basis of volume

There are four types of outlets according to the volume of sales of the outlet-

Diamond - 800>C/s & above per year

Gold - 500-799C/s per year

Silver - 200-499C/s per year

Bronze - <200C/s per year

CHANNEL CLUSTER

(A) GROCERY STORE

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Grocery (customer profile): Store stocking a variety of regular uses household items. The

channels provide an opportunity for penetration as it propels home consumption. It includes all

kirana stores, juice, departmental stores, supermarkets, provision stores etc.

Necessary Availability - 1.5 liter and 300ml

(B) EATING & DRINKING CHANNEL- 1

Eating and Drinking Channel: Outlets which are having less than five tables comes under

channel one. Outlets range from the high-end restaurants to the smaller dhabas. These outlets

offer multiple opportunities to effect sales as people usually order something to drink along with

food. It includes

- Restaurants

- Bars and Pubs

- Dhabas

- Cafes

(C) EATING & DRINKING CHANNEL 2

It includes bakery, sweet shops, tea shops, soft drink shops and juice centre which have more

than five tables.

(D) CONVENIENCE CHANNEL

Pan/bidi shops (customer profile) : This segment includes PAN BIDDI outlets that stock

cigarettes, mint, confectionary. It covers STD/ISD phone booths, travel channel etc. Small

outlets that mainly sell 200ml or 300ml bottles. They may also sell 600ml.

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BRAND ORDER SYATEM OF COCA COLA COLOJ-K

COLA LEMON ORANGE JUICE KINLEY

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COKE FANTA KINLEY

THUMS UP

SPRITE MAAZA

MMPO/MMNF

LIMCA

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Coca-Cola: Coca-Cola is the most popular and biggest-selling soft drink in history, as well as the best-known product in the world.

Created in Atlanta, Georgia, by Dr. John S. Pemberton, Coca-Cola was first offered as a fountain beverage by mixing Coca-Cola syrup with carbonated water. Coca-Cola was introduced in 1886, patented in 1887, registered as a trademark in 1893 and by 1895 it was being sold in every state

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and territory in the United States. In 1899, The Coca-Cola Company began franchised bottling operations in the United States.

Coca-Cola might owe its origins to the United States, but its popularity has made it truly universal. Today, you can find Coca-Cola in virtually every part of the world.

Available in the following flavors: Cola, Cola Green Tea, Cola Lemon, Cola Lemon Lime, Cola Lime, Cola Orange and Cola Raspberry.

Sprite

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Introduced in 1961, sprite is the world's leading lemon-lime flavoured soft drink. Sprite is sold in more than 190 countries and ranks as the no. 4 soft drink worldwide, with a strong appeal to young people. Millions of people enjoy sprite because of its crisp, clean taste that really quenches your thirst. But sprite also has an honest, straightforward attitude that sets it apart from other soft drinks. Sprite encourages you to be true to who you are and to obey your thirst.

Available In The Following Flavors: Bitter Lemon Citrus Grapefruit, Citrus, Lemon And Lemon Lime.

Slogan:- “Taste the Thunder”

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It is a leading carbonated soft drink and most trusted brand in

India. Originally introduced in 1977. “Coca-Col” Company acquired

Thumps UP in 1993

This Thirst-Quenching Beverage Features A Fresh, Light Lemon-Lime Taste and Fun-Loving Attitude. It's A Home-Grown, National Treasure In India, Where It Was Acquired By The Coca-Cola Company In 1993. Limca Continues To Build A Loyal Following Among Young Adults Who Love The Lighthearted Way It Complements The Best Moments Of Their Lives.

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Available In the Following Flavour: Lemon Lime.

: Available in Europe since the 1940s, Fanta was introduced in the United States in 1960. Consumers around the world, particularly teens, fondly associate Fanta with happiness and special times with friends and family. This positive imagery is driven by the brand's fun, playful personality, which goes hand in hand with its bright colour, bold fruit taste and tingly carbonation.

Beginning in 2009, the U.S. markets will see Fanta Regular Orange, Fanta Zero Orange, Fanta Apple and Fanta Grapefruit in 100% natural flavours.

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Drink Type: Juice/Juice Drink

Maaza: With the real fruit taste kids love, plus added calcium, Maaza's tagline, "Yaari-Dosti Taaza Maaza," means "friendship moments with fresh Maaza" in Hindi.

Available in the following flavors: Mango, Orange and Pineapple.

Available in the following location: India.

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Drink Type: Water

Kinley: Kinley is a high quality bottled water processed with added minerals popular among adults who seek a better quality of life and a healthy lifestyle.

Available in the following flavor: Unflavored.

Drink Type: Soft Drink

Kinley: Kinley is a carbonated water that comes in wide array of variants such as tonic, bitter lemon, club soda and a myriad of fruit flavors.

Available in the following flavors: Apple Peach, Bitter Grapefruit, Bitter Herbal, Bitter Lemon, Bitter Water, Blueberry Pomegranate, Club Soda, Ginger Ale, Lemon and Raspberry.

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Penetration of mango drinks in Noida market

Penetration of mango drinks in Noida market implies the market share of mango drinks in Noida market. Here main three mango drinks giants Coca Cola, PepsiCo & Parle Agro marketed their mango drinks i.e. Maaza, Slice & Frooti respectively.

Maaza is produced only in three plants all over India. They are Dasna in UP, Khurda in Orissa & Wada in Maharashtra. These 3 plants produced & supply only 40 % of India’s Maaza demand. So, identifying the exact demand & delivering the product accordingly is the major challenge.

Study on Penetration of mango drinks gives a vivid idea about the present situation of mango drinks market in Noida area and above all the role & contribution of Maaza in this Noida market. There are three factors are very important for measuring the market share of Maaza in Noida market. Co-ordination of these three factors is very important for positioning Maaza as the best selling product in Noida market. They are

1. Analysis of market for understanding the market scenario & position.2. Analysis of Product Maaza in respect of Noida market.3. Analysis of supply history & forecast the future demand.

Market analysis for understanding the market scenario & position of Maaza.

Market analysis is a very important tool for understanding the market scenario & the position of a product in the market. Through the analysis we can get the information regarding the

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opportunity and the threats lying in the market and what type of problem & difficulties are facing the products. Market analysis also identifies the consumers’ preferences for the product and what will be the future trends. This analysis also helps the marketers to understand & compare their product with their competitors. What are the special offers & promotional events the competitors are delivering for capturing the market.

Here I chose 1200 outlets randomly as sample for analysing the market of Noida area. I chose the retail outlets according to the geographic area of Noida not depending on demographical basis.

After visiting the outlets I ask some questions to the retailers about the current position and his/her opinion regarding the mango drinks marketing strategy adopted by Maaza and Maaza’s position.

Analysis of Product Maaza in respect of Noida market.

Product analysis is very important to know what are the strengths, weakness, opportunity & threats they have. Comparative study of different mango drinks gives a vivid idea about their positions, strengths & weakness in the respective market. Details analysis of this gives a better outlook to the marketers for understanding their own product as well as the competitors.

Analysis of supply history & forecast the future demand

In every FMCG companies supply chain management is vital. In the modern supply chain, forecasting is necessary for companies that manufacture items for inventory and that are not made to order. Manufacturers will use material forecasting to ensure that they produce the level of material that satisfies their customers without producing an overcapacity situation where too much inventory is produced and remains on the shelf. Equally, the forecast must not fall short and the manufacturer finds them without inventory to fulfil customer’s orders. The forecast is not static and should be reviewed by management on a regular basis. This is to ensure that information on future trends, the internal or external environment is incorporated into the forecast to give a more accurate calculation.

Statistical forecasts are best estimates of what will occur in the future based on the demand that has occurred in the past. Historical demand data can be used to produce a forecast using simple

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linear regression. This gives equal weighting to the demand of the historical periods and projects

the demand into the future. (2)

Availability of right products at the right time is the basic principle of supply chain management. A good forecast will support the stockist, distributers & market developers (MD) to deliver the goods to the customers at the right time, which will automatically increase and brand loyalty of the customers towards the company.

Objectives

To analyze present mango drinks market scenario in Noida market area.

To analyze competitors & theirs marketing strategy. To maximize the market share through well distribution. To forecast future sales & build a good warehousing system as

well as build a good supply chain management system.

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DATA COLLECTION

The data which I have collected are purely primary data. A total of one thousand two hundred outlets were visited in Noida market. By that I have collected the details of the retailers and took some suggestions also from them. My mentor suggests me the area where I’ll go to collect the information. Every Monday my mentor gave me the instruction where to go and every Saturday he checked the data which I have collected and on the basis of this he used to give me the suggestions and instructions. The only challenges I have faced that some of the retailers aren’t want to help me to collect the data properly. On the other hand I faced lot of problems as a stranger to find out the retail shops in some remote geographic places in Noida market area. I have analysed and compiled the data based on the suggestions given from my mentor. The final collected data of Noida market is given as follows.

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RESEARCH METHODOLOGY

The research includes the study which was descriptive in nature. It basically aims about

how coke schemes plays in the mind of shopkeepers and the consumers.

The study includes two methods-

(a)PRIMARY

(b)SECONDARY

Primary includes the following ways-

•Observation

•Experiment

•Survey

Here we include the primary method of survey

Tools Used for Data Collection:

Questionnaire-A set of given questionnaire was their to make the survey.

•Area of Survey-

Sukna, Matigara, Salugara, Bidhan market, NJP,Laketown, Junction,Sevoke road, Champasari

area, Hakim para, Haider para, Bagdogra

Sampling plan

•Sampling unit - Owners of the retail outlets.

•Sampling size- 1200 outlets

•Sampling procedure-Random sampling

•Sampling method- Retailers survey

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Collected Data

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Maaza

69%

Slice22%

Frooti9%

Market Share of Mango Drinks Brands in noida

Market

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Coca Cola55%PepsiCo

36%

Parle Agro9%

Effective Supply of Mango Drinks in noida Market

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Coca Cola61%

PepsiCo31%

Parle Agro8%

Market Share of Mango Drinks According to Margin

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Coca Cola27%

PepsiCo68%

Parle Agro5%

Market Share of Mango Drinks According to

Scheme

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SWOT Analysis of Mango Drinks in India

Strength

1. Market leader in NCSD category-60% Market share.

2. As a fruit juice Mango drinks is mostly accepted throughout India.

3. Ready to serve fruit drinks.4. Enriched by different vitamins.5. Lower entry barrier.

Weakness

1. Consumers are mostly children & women.

2. Presence of higher amount of carbohydrates & sugar.

3. It isn’t perceived as health drinks.

Opportunity

1. Higher availability of resources.2. Target customers are frequent buyers.

Threat

1. Availability of other fruit juices in reasonable prices.

2. Tight competitions with carbonated soft drinks.

3. High consumer preference for flavors other than mango and green mango.

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SWOT Analysis of Maaza

Strength

1. Mostly accepted fruit drinks.2. Available in different pack size.3. Maaza has got a strong Brand Equity.4. Efficient distribution network-readily

available.5. Maaza is a health drink - Contains

Vitamin A, B, C.

Weakness

1. Chilled form taste better.2. Maaza is not perceived as a health

drink. As per survey majority of respondent didn’t consider Maaza has a health drink.

3. Margin given to retailers and distributors is less as compared to its competitors.

4. Maaza has no brand ambassador.

Opportunity

1. Huge untapped unorganized sector in NCSD category.

2. Growing market share of NCSD category.

3. Ready to serve fruit drinks.4. Available throughout the year.5. Huge untapped market in other flavors

- Orange, Pineapples, Grape.6. Demographically, in the coming years

around 55% of the population will consist of below 35 years in age, which should be major target market for Maaza.

Threat

1. So many competitors.2. Competitors are having many pack

sizes.

3. Presence of huge unorganized market.

4. High consumer preference for flavors other than mango and green mango.

5. Competition with Soft drinks giants – Parle Agro and Pepsi.

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SWOT Analysis of Slice

Strength

1. Different pack size.2. Slice got good brand equity.3. Most popular brand ambassador.4. Running more Schemes.

Weakness

1. Taste is not good like its competitors.2. Not perceived as health drinks.

Opportunity

1. Growing market share in NCSD group.2. Increasing health awareness among

consumers, 88% of those preferred fruit drink to carbonated drink.

Threat

1. Main competitor is Maaza & Frooti, they have good market share.

2. Tight competition with carbonated soft drinks.

3. High consumer preference for flavors other than mango and green mango.

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SWOT Analysis of Frooti

Strength

1. Innovative - First packaged Mango drink in Indian market, first to introduce Tetra pack, PET bottle packaging in NCSD category.

2. Frooti has got a very large quantity basket - available in various quantities like 65 ml, 200 ml, 250 ml, 500 ml and 1 Liter & 2liter.

3. Efficient distribution network-readily available.

4. Frooti has got a strong Brand Equity.

Weakness

1. Frooti is not perceived as a health drink. As per survey majority of respondent didn’t consider Frooti has a health drink.

2. Frooti has limited variety of flavor - only mango .

3. Margin given to retailers and distributors is less as compared to its competitors.

4. The main target audience of Frooti is kids.

5. No brand expansion - Brand equity of Frooti is not utilized properly.

Opportunity

1. Huge untapped unorganized sector in NCSD category.

2. Huge untapped market in other flavors - Orange, Pineapples, Grape.

3. Growing market share of NCSD category.

4. Demographically, in the coming years around 55% of the population will consist of below 35 years in age, which should be major target market for Frooti.

5. Increasing health awareness among consumers, 88% of those preferred fruit drink to carbonated drink.

Threat

1. Decreasing share in NCSD category - Fruit juice segment consisting of Real and Tropicana is increasing at the rate of 20-25% per annum as compared to sluggish growth in other segment.

2. Presence of huge unorganized market.3. High consumer preference for flavors

other than mango and green mango.4. Competition with global giants - Coke

and Pepsi.

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Differential analysis of Mango Drinks According to Price in Noida Market

Prices of MaazaPet Size 200 ml

TTP250 ml Mobile 250 ml RGB 600 ml

Mobile1200 ml Mobile

Price (Rs) 12 17 12 28 50

Prices of SlicePet Size 200 ml TTP 200 ml RGB 500 ml Mobile 1200ml Mobile

Price (Rs) 10 10 25 55

Prices of FrootiPet Size 110 ml

TTP200 ml TTP

250 ml 500 ml + (100 ml Free)

1000 ml+ (200 ml Free)

2000 ml

Price (Rs) 5 10 13 27 45 70

Different company, having different pack size to meet the demand of different levels of customers. Such as, Maaza having 200 ml TTP, 250 ml RGB (returnable glass bottle), 250 ml Mobile pack, 600 ml Mobile pack & 1200 ml Mobile pack. Slice is having 200 ml TTP, 200 ml RGB, 500 ml Mobile, and 1200 ml Mobile pack.

Companies are generally having so many pack sizes only for meeting different types of demand of different kind of customers. Now a days The companies are looking at larger pack formats and will focus on a well planned SKU (stock-keeping unit) strategy to addresses ‘on-the-go’ as well

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as ‘in-home’ consumption for drinks. As an example of Frooti a one-liter carton and two-liter PET pack to cater mainly to in-home consumers and families who prefer staggered consumption. A 600 ml PET bottle priced Rs 28 is another new launch of Maaza, targeted at on-the-go consumers. Prices of Frooti in various SKUs range from Rs 5 for a 100 ml pack to Rs 70 for the two-liter pack.(1)

On the other hand, companies are also adapting different pricing strategy to attract the customers. While Maaza 1200 ml offers to the customers at a price of 50, same time its competitor Frooti adopt different policy to compete with its rival Maaza by offering 1000ml Frooti at a price of only 45, in which 200 ml is absolutely free. So, customers are getting 1200 ml mango drinks at an Rs 45 only. Frooti is also adapted another policy to attract little amount consuming customers by making 110 ml TTP at only Rs 5.

According to this kind of strategy, Maaza is far behind from its competitors. Because they don’t have 100 ml TTP which is especially for children, the lower volume customers. On the other hand, when customers are getting 1200ml Frooti in Rs 45, so why they would pay more for Maaza.

In general retailers are selling each of these products above the MRP. MRP of 600 ml Maaza is Rs. 28, so retailers can easily sell it in Rs. 30. But in case of 1200 ml Maaza, the MRP is Rs. 50. If the retailers want to sell it above 50 then customers need to pay some more coins which are very difficult for customers. Same thing happen with TTP, whose MRP is 12, so retailers are asking for 15 or 20 for this TTP. So, retailers are much interested to sell Tropicana TTP whose price Rs 10. 600 ml Maaza is best selling product as well as best selling pet size only because is price.

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Hypothesis test for Market Share of Mango Drinks Brands

Null hypothesis (H0 ):Maaza has more Market share than its main competitors (Slice & Frooti).

Alternate Hypothesis (H1):Maaza has not more Market share than its main competitors (Slice & Frooti).

Let the level of significance is(α)= 5%In testing the hypothesis since the test is two tailedSo, Z =+-1.96

TEST FORMULA

Z=P1-P2/√PQ[1+ 1]/ n1 n2

P= n1P1 +n2P2/ n1+n2

Q= (1-P)Where,

P-Total population proportion of Maaza & its competitors.

P1-Sample proportion of Maaza

P2-Sample proportion of Slice & Frooti

n1- sample size of Maaza

n2- sample size of Slice & Frooti

After calculated value is Z=1.34 which is less then calculated from the tableZ=1.96 hence null hypothesis is accepted.

CONCLUSION –

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Maaza has more Market share than its main competitors (Slice & Frooti).

SWOT Analysis of Maaza in Noida Market

Strength

1. Most selling & most demanded mango drink in Noida market.

2. Adopted good pricing strategy.3. Available in different pack size.4. Efficient distribution network-readily

available.5. Maaza has good brand equity.6. Most tasty mango drinks as per

customer survey.

Weakness

1. Availability is very poor.2. Margin given to retailers and

distributors is less as compared to its competitors.

3. No advertisements of Maaza.4. No schemes running for Maaza.5. All the pack sizes aren’t available all

the time.6. Lower margin for retailers.7. No promotional offers for Maaza.

Opportunity

1. Huge untapped market.2. Huge selling as a tourist spot.3. Regular demand throughout the year,

less seasonal variance.4. Target customers are frequent buyers.5. Available plenty untapped market

Threats

1. Competitors run good schemes.2. Availability of Slice & Frooti is better

than Maaza.3. Not produced in local plant (Rani

nagar).4. Transportation, Supply & distribution

cost is too high than its competitors. 5. Supply is very poor.

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Sales Forecasting

Here I put the last four months Maaza sales report of Noida area. From this data, by using Trend projection Model of forecasting I got July month’s approximate Sales figure. All the figures in Case.

Month Sales of Maaza (in Case)March 6408April 8776May 5407June 7909 (till 28th June)July 7408 (Forecasted)

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March April May June July

6408

8776

5407

79097408.5

Sales Figure of Maaza in Siliguri MarketSeries1

I use the Trend Projection Model for forecasting July months sale because in this kind of past sales shows a consistent increase or decrease over time. Because this kind of time series is not stable, so Trend Projection Model is the best applicable model for forecasting the future sales.

According to the market survey & from the data analysis I got that demand for 600 ml Maaza is 72%, 250 ml Maaza is 16%, TTP is 8% and for 1200 ml Maaza is only 4%.

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600 ml72%

1200 ml4%

250 ml16%

TTP8%

Most Sold Pet Sizes of Maaza

From the above data & figure we can interpret the future demand for July accordingly:

Pet Size Demand Percentage Forecasted Demand for July (in Case)

600 ml 72 5334250 ml 16 1185TTP 8 592

1200 ml 4 296

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Recommendation & Conclusion

Delivery should be maintained to get good return from the market.

Sales People and delivery persons should properly monitor the market whether

stocks are available and are properly utilized in the market or not.

Display material should be provided to the retailers on more regular basis to

Increase the sales level.

Maintenance work of refrigerator; i.e. purity must be improved.

The company should take steps to replace damaged or unsellable Mazza

Drinks frequently from the retailers.

At every social parks, petrol pumps we should install Fountain Machine. It will be helpful

in generating impulse purchase and also as awareness about the products of the company

among the consumers.

Improve the co-ordination between supply & demand of Maaza.

Steady and fast implementation of promotional activities (etc: discounts).

Need to start local advertisements for Maaza.

Try to improve retailer’s margin.

Need to store 14 days stock in the warehouse of the distributers.

Make effective availability of products in remote areas also.

Company should keep a track on its retailer’s feedback.

Need to change the pricing strategy.

Increase production capacity of existing Maaza plant.

Maintain sufficient resources (manpower & vehicles) for increasing market share.

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Learning Outcome

The learning outcome that I have experienced by doing this project is invaluable. This

helps me to understand entire marketing situation of coke in Noida market. The strategies

adopted by coke to increase its market share are unique in nature. And the entire

organization structure is different from its main competitor Pepsi. The main difference is

in the case of market developers. Instead of market developers Pepsi has only sales man.

This is considered as the main reason that makes coke unique from Pepsi. I am confident

that, I will be able to implement these acquired skills in my future.

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QUESTIONERE

Name of the retailers,

Name of the retail Shop

The contact no. of the retailer

Availability of pack sizes in chilled & worm form in the retail shop

Which is the most sold product?

Which is the most sold pack size?

Which company’s supply is good?

Which company’s margin is good?

Which company runs most schemes?

Any idea or command or recommendations from retailers.

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ANEXTURE

Table for Collecting Data.

SerialNo

Name of Retail shop

Name of Retailer

Phone no

Availability Most sold product

Most sold pet size

Good supply

Good margin

More Scheme

Suggestions or ideaChilled Warm

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References

Marketing Management : 13th Edition, Pearson Education, byPhilip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileswar Jha.

Quantitative Methods for Business: 10th Edition, Cengage Learning. byDavid R. Anderson, Dennis J. Sweeney, Thomas A. Williams.

Sales and Channel Management byKrishna K Havaldar & Vasant M Cavale

Research Methodology byC.R Kothari

www.google.com

www.thecoca-colacompany.com

www.coca-colaindia.com

http://www.drinks-business-review.com/news/mango_beverage_market_reportedly_attracts_new_players_in_india

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