Lijjat a Cooperative

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DECALARATION

Students of class T.Y.BMS. Semester-Fifth Div- A academic year 2009-2010

studying at Rizvi College of Arts, Science and Commerce, herby declare that the

work done on the project entitled Complete Analyses of Lijjat is true and any

reference used in the project is duly acknowledged.

Name of students Roll no. Signature

Yasmin Mujawar 30 (Group Leader)

Sufia Ansari 06

Azra Mirza 27

Karan Karkee 13

Nilesh Jaiswar 12

Date-


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CERTIFICATE

We, hereby certify that

Name of students Roll no.

Yasmin mujawar 30(Group leader)

Sufia ansari 06

Azra mirza 27

Karan karkee 13

Nilesh Jaiswar 12

studying in class T.Y.B.M.S. Semester V, Div A, academic year 2009-10 at Rizvi

College Of Arts, Science & Commerce has completed project entitled Complete Analyses

of Lijjat under my guidance.

To the best of my knowledge information in the project is original and authentic.

Signature

(Name-Prof.Shaneen mukadam)


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ACKNOWLEDGEMENT

First of all we would like to thanks the Mumbai University for having the

projects as a part of the B.M.S. curriculum.

Many people have influenced the shape and content of this project and many

supported me through it. We express our sincere gratitude to prof. Shaneen

mukadam for assigning me a project on which is an interesting and exhausting

subject. Complete Overview Kingfisher Airline

We would express our gratitude towards my all the group members without

whose immense support would not have being possible.

Their guidance, active support and help have made it possible to complete the

assignment.

We would also like to thank my family who have helped and encouraged me

throughout the working of the project.


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Executive Summary

The story of Lijjat Papad is full of entrepreneurial vase only. Shri Mahila Griha

Udyog Lijjat Papad, popularly known as Lijjat, is an Indian women's organizationmanufacturing various products. The organization's registered office is situated in

Mumbai and it has 67 branches and 35 divisions all over India. Started in 1959

with a capital of INR 80, Lijjat today has an annual turnover of around Rs. 315

crore (Rs. 3.15 billion), with Rs. 12 crore in exports and has around 42,000

employees. Lijjat is primarily a cottage industry, urban by its origin that has spread

to the rural areas. It is considered as one of the most remarkable enterprenual

initiative by women that is identified with women empowerment in India


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INTRODUCTION

Be it an evening snack, or a banquet or a meal at home, the Papad finds its due place on

the dining table. No Indian meal is complete without it, and India's biggest `Papad'

success story is undoubtedly, Lijjat.

Everyone enjoys 'rags to riches' stories and everyone likes tales of stupendous success

achieved through sheer determination. The story of Shri Mahila Griha Udyog Lijjat

Papad is all that and much more.

Intro To the Industry:

Shri Mahila Griha Udyog Lijjat Papad is registered under the KVIC Act- (Khadi &

Village Industries Commission)

The Khadi and Village Industries Commission (KVIC) is a statutory organization

established in 1956 by an Act of Parliament. It plays a pivotal role in the strengthening of

rural economy by promoting and developing Khadi and village industries. The main

objectives of the KVIC include skill improvement, providing employment in rural areas,

transfer of technology, rural industrialization and promoting self-reliance among the

people and to build up a strong rural community base.

The functions of the KVIC are generally to plan, promote, organize and assist inimplementation of programmes for the development of Khadi and village industries. To

achieve this, it undertakes:

Financing of eligible agencies;

Building of reserves of raw materials and implements supplying them at such rates as

may be decided;

Training of persons employed or desirous of seeking employment in Khadi and village

industries, supervisors and other functionaries;

R&D in Khadi and village industries products;

Promotion and encouragement of cooperative efforts among the persons engaged inKhadi and village industries.

The Khadi & Village Industries Commission (KVIC) has been playing an important role

in the Indian economy as a vehicle for generating large-scale employment with low

capital investment and short gestation period. Emphasis is to provide improved tools and

implements to the artisans in khaki as well as various village industries.


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Reason for formationof Lijjat

Lijjat was the brain child of seven semi-literate Gujarati housewives from Bombay (now

Mumbai). The women lived in Lohana Niwas, a group of five buildings in Girgaum.They wanted to start a venture to create a sustainable livelihood using the only skill they

had i.e. cooking. The seven women were Jaswantiben Jamnadas Popat, Parvatiben

Ramdas Thodani, Ujamben Narandas Kundalia, Banuben. N. Tanna, Laguben Amritlar

Gokani, Jayaben V. Vithalani, and one more lady whose name is not known

The women borrowed Rs 80 from Chaganlal Karamsi Parekh, a member of the Servants

of India Society and a social worker. They took over a loss-making Papad making

venture by one Laxmidasbhai and bought the necessary ingredients and the basic

infrastructure required to manufacture papad. OnMarch 15, 1959, they gathered on the

terrace of their building and started with the production of 4 packets of Papad. Theystarted selling the papad to a known merchant in Bhuleshwar. From the beginning, thewomen had decided that they would not approach anyone for donations or help, even if

the organization incurred losse.

Chaganlal Karamsi Parekh, popularly known as Chaganbapa, became their guide.

Initially, the women were making two different qualities of papads, in order to sell the

inferior one at a cheaper rate. Chaganbapa advised them to make a standard papad and

asked them never to compromise on quality. He emphasized to them the importance of

running it as a business enterprise and maintaining proper account.

Lijjat expanded as a cooperative system. Initially, even younger girls could join, but later

eighteen was fixed as the minimum age of entry. Within three months there were about

25 women making papads. Soon the women bought some equipment for the business,like utensils, cupboards, stoves, etc. In the first year, the organization's annual sales were

Rs. 6196. The broken papads were distributed among neighbours.

During the first year, the women had to stop production for four months during the rainy

season as the rains would prevent the drying of the papads. The next year, they solved theproblem by buying a cot and a stove. The papads were kept on the cot and the stove

below the cot so that the process of drying could take place in spite of the rains.
http://en.wikipedia.org/wiki/Gujarati_peoplehttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Girgaumhttp://en.wikipedia.org/wiki/Papadhttp://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Kalbadevihttp://en.wikipedia.org/wiki/Worker_cooperativehttp://en.wikipedia.org/wiki/Utensilhttp://en.wikipedia.org/wiki/Cupboardhttp://en.wikipedia.org/wiki/Stovehttp://en.wikipedia.org/wiki/Gujarati_peoplehttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Girgaumhttp://en.wikipedia.org/wiki/Papadhttp://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Kalbadevihttp://en.wikipedia.org/wiki/Worker_cooperativehttp://en.wikipedia.org/wiki/Utensilhttp://en.wikipedia.org/wiki/Cupboardhttp://en.wikipedia.org/wiki/Stove


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The group got considerable publicity through word of mouth and articles in vernacular

newspapers. This publicity helped it increase its membership. By the second year of its

formation, 100 to 150 women had joined the group, and by the end of the third year it had

more than 300 members. By this time, the terrace of seven founders could no longeraccommodate the members and the ingredients, so the kneaded flour was distributed

among the members who would take it to their homes and make papads. The papads werebrought back for weighing and packaging.

An attempt to start a branch in Malad suburb of Mumbai, in 1961, was unsuccessful. In

1962, the nameLijjat(Gujarati for "tasty") was chosen by the group for its products. The

name was suggested by Dhirajben Ruparel, was chosen in a contest held for the purpose,

with prize money of Rs. 5. The organization was named Shri Mahila Griha Udyog Lijjat

Papad. In many Indian languages, Mahila means women, Griha means home, Udyog

means industry. By 1962-63, its annual sales of papads touched Rs. 1.82 lakh.

In July 1966, Lijjat registered itself as a society under the Societies Registration Act

1860. In the same month, on Chaganbapa's recommendation, U N Deodhar, the chairman

of KVIC personally inspected the Lijjat. KVIC or Khadi Development and VillageIndustries Commission is a statutory body set up by the Government of India for

development of rural industries. In September 1966, KVIC formally recognized Lijjat as

a unit belonging to the "processing of cereals and pulses industry group" under the Khadi

and Village Industries Act. It was also recognized as a "village industry". In 1966, KVIC

granted it a working capital of Rs. 8 lakhs (0.8 million) and was allowed certain tax

exemption.

An attempt to start a branch in Sangli town, in 1966, was unsuccessful. The first branch

outside Maharashtra was established at Valod, Gujarat in 1968. After tasting tremendous

success with their papads, Lijjat began producing other products like khakhra (1974),

masala (1976), vadi, wheat atta, and bakery products (1979). In 1970s, Lijjat set up flourmills(1975), printing division (1977) and polypropylene packing division (1978). The

group also initiated some unsuccessful ventures such as cottage leather (1979), matches

(1979), and agarbattis (incense sticks.
http://en.wikipedia.org/wiki/Word_of_mouthhttp://en.wikipedia.org/wiki/Maladhttp://en.wikipedia.org/wiki/Gujarati_languagehttp://en.wikipedia.org/wiki/Indian_languageshttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Sanglihttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Masalahttp://en.wikipedia.org/wiki/Polypropylenehttp://en.wikipedia.org/wiki/Word_of_mouthhttp://en.wikipedia.org/wiki/Maladhttp://en.wikipedia.org/wiki/Gujarati_languagehttp://en.wikipedia.org/wiki/Indian_languageshttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Sanglihttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Masalahttp://en.wikipedia.org/wiki/Polypropylene


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EVALUTIONS of LIJJAT

Decentralizations

In two words -- decentralization works. Lijjat, have never shied away from sharing power

in all our activities. The Sarvodaya philosophy has always been our ideal.

All sister members of the institution are the owners. As I mentioned earlier, all profit or

loss is shared. Only we have the authority to decide the manner in which profit or loss

should be apportioned among ourselves.

The committee of 21 members manages the affairs of the institution. There are also

Sanchalikas, or supervisors, for each centre to look after the daily affairs of a centre. Butthe work of the institution is such that each and every member can take any initiative or

any decision.

At the same time, each and every member has the veto power. All decisions, major or

minor, are based on consensus among members. Any single member's objection can

nullify a decision.

Another important fact about the institution is that no male can become a member and no

male employee whether working or honorary or on salary basis has voting rights.

Other than following this philosophy for our institutional set up, we have try to avoid the

usual 'management nightmares.' For instance, production is carried out not in one central

location but in hundreds and thousands of individual homes.

The branch system ensures that every activity happens within its own ambit. Testing for

quality and packaging are done at every branch.


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Imagine if all the production from all over India were to be gathered at one central office

where it would be checked for quality, packed, transported to various depots anddistributors, if collection were to be centralised and if distribution of vanai and profits too

were centralised. Wouldn't it be a logistical nightmare?

Our solution is simple. Let the branch be responsible for all activities from production to

packaging to collection and distribution of vanai and profit for its particular geographical

region. In following this simple system, we don't solve management problems, but avoid

them.

Certain activities, however, are centralised. For one, all raw materials are purchased in

Mumbai and then distributed to the 62 branches to ensure consistent quality of Lijjat

Papad.

Given the vastness of India, every region produces different quality of urad, rice, spices,

et cetera. If procured locally, the final product would never be consistent in quality and

Lijjat would have no USP (unique selling proposition) in the market.

The other centralised process is the grinding of flour. We own two grinding mills, one in

Vashi (Navi Mumbai) and one in Nashik (in Maharashtra). Since the raw material is

purchased in Mumbai, grinding the flour at our own mills helps reduce costs.

Pricing of the products is also done at the head office. Lijjat papads all over India cost Rs

16.25 a kg. This price factors in the cost of raw materials, transport, taxes, distributors

commission, profit percentage and so on.


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Diversification

Shri Mahila Griha Udyog has diversified its various activities. Besides it's world

famous papads it also currently has -

A Flour Division at Vashi (Mumbai) where flour is milled from Udad Daland Moong Dal.

A Masala Division at Cottongreen (alongwith a Quality Control Laboratory)

at the same place where different kinds of spice powders like Turmeric,

Chillies, Coriander and ready mix masala and like Garam Masala, Tea

Masala, Pav Bhaji Masala, Punjabi Chole Masala etc. are prepared and

packed in consumer packs.

A Printing Division also at the same place.

Lijjat Advertising Division at Bandra (Mumbai)

A Khakhra Division at Buhari (Dist-Valod)

Chapati Divisions at Wadala, Borivali, Mulund & Kandivali (Hanuman

Nagar)

A Polypropylene set-up at Kashi-Mira Road.

A Vadiproducing factory at Valod.

A Bakery Division at Valod.

A Detergent Powder and Cakes manufacturing unit at Pune (Sanaswadi)

and Hyderabad.


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Targeting and Equity Issues

By the nature of its work and philosophy, Lijjat is a self-targeting enterprise.

Its pro-poor bias is part of its institutional genetic code. It is an articulated

working philosophy that the organisation is neither for the poor sisters, nor

for the rich ones (Basic Philosophy and Practices of our Organisation, Symbol

of Womens Strength- Lijjat Press 2004)

Since only women from the lower income groups are actually willing to do the work of

rolling papads, in itself a highly laborious and time consuming undertaking, the nature of

the activity makes for a self-selection among the economically active poor. There is also

self-selection in terms of women with a somewhat entrepreneurial aptitude since the

earnings are both in the form of both in the form of wages and shared profits. What iseven more important is their sense of ownership of the enterprise and the role that many

of them play in management.

This makes Lijjat one of the most equitably owned and managed enterprises operating

at this level. It also accounts for its rapid expansion and growth, which is a

reflection of a collective decision. Without proclaiming themselves as icons

of gender equity, the Lijjat members have demonstrated that it is possible to

run a profitable commercial enterprise entirely for and by women


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.

Marketing and Technology Linkages

One of the reasons for the success of the program is the well defined

strategy of forward and backward linkages in the project. This was facilitated

with the establishment of producers co-operatives, which helped in both

aggregation of produce as well as distribution of inputs, thereby creating

economies of scale in both the functions. The aggregation of produce also

helped in higher realization of prices.

The strategy of local value addition through peoples institution helped in

higher retention and thereby income among the producers. This was done

through the establishment of processing centres in a cluster of villages for

both mango and cashew. For marketing of the produce, the creation of

brand Vrindivan was another significant step which helped in tapping the

local retail market for mango pickles and pulp.

The marketing support function is done through the 12 Co-operatives,

which also acts as an apex body for 12-15 Ayojan Samitis. These institutions

are engaged in mango and cashew processing, marketing of farm produce,

purchase of inputs in bulk and distributing the same in a decentralised manner.

The wadi farmers have contributed Rs. 14.2 lakhs as a share capital. The

Vasundhara Co-operative is the oldest co-operative, which is providing the

marketing support to all newly formed co-operatives. In the financial year


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2003-04, about 192 tonnes of cashew and 560 tonnes of mango was

processed. The sales turnover of Vasundhara co-operative in 2000-01 was

Rs. 72.61 lakhs and it increased to Rs. 204.21 lakhs in 2003-04, registering

a growth of around 200 percent.

Replicability Potential

The spread of the program in the number of villages in three districts itself

is an evidence of the scope of replicability of the program. The intervention

can be started in hilly terrain or even in the plains with suitable agro-climatic

conditions with moderate to high rainfall areas. One of the key elements of

success is to ensure a market of the produce, which may not be done through

the program, at least in the initial stages.

The same program can be replicated around other activities, which can

judiciously use the existing natural resource base but with a shift from traditional

agriculture. The possible avenues could be floriculture, olericulture or even

cultivation of medicinal plants but with an existence of an assured buyer.

Financial Linkages

One of key factors to Lijjats success in terms of outreach and rapid scaling

up is the policy of internal generation of resources and rotating working

capital on a weekly/biweekly cycle. Marketing is on a strictly cash-and-carry

basis, allowing for funds to be continuously recycled in the business profit

margins were such that they enabled a rapid scaling up of operations through

continuous expansion. The Sisters Savings Fund is also available to the each


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of the Lijjat branches, to tide over short-term cash deficits, in case of necessity.

In addition to self-generated resources, borrowings from KVIC were resorted

to as and when required.

Business working model of Lijjat (structure)


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Distribution Channel of LIJJAT


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MAIN PRODUCTS

Lijjat's manufactures several products, of which the papad is the most famous:


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Papad (Five flavours: lasan, moong, mirch, Punjabi and urad

Khakhra

Appalam

Masala

Vadi

Gehu Atta (Wheat flour)

Bakery products

Chapati

SASA Detergent Powder

SASA Detergent Cake (Tikia)

SASA Nilam Detergent Powder

SASA Liquid Detergent

Lijjat has several divisions and manufacturing unit

Flour Division (Vashi)

Masala Division and Quality Control Laboratory (Cotton Green)

Printing Division (Cotton Green)

Advertising Division, Bandra

Khakhra Division, (Buhari, Valod district)

Chapati Divisions at Wadala,Borivali,Mulund and Kandivali

Polypropylene set-up (Kashi-Mira Road)

Vadi factory (Valod)

Bakery Division (Valod)

Detergent Powder and Cakes manufacturing unit (Dahisar) and office (Borivali)
http://en.wikipedia.org/wiki/Vashihttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Bandrahttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Valodhttp://en.wikipedia.org/wiki/Chapatihttp://en.wikipedia.org/wiki/Wadalahttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Mulundhttp://en.wikipedia.org/wiki/Kandivalihttp://en.wikipedia.org/wiki/Mira_Roadhttp://en.wikipedia.org/wiki/Dahisarhttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Vashihttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Bandrahttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Valodhttp://en.wikipedia.org/wiki/Chapatihttp://en.wikipedia.org/wiki/Wadalahttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Mulundhttp://en.wikipedia.org/wiki/Kandivalihttp://en.wikipedia.org/wiki/Mira_Roadhttp://en.wikipedia.org/wiki/Dahisarhttp://en.wikipedia.org/wiki/Borivali


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Others players Competing with LIJJAT

There is hardly any competition for lijjat because of its great market share and their

brand image. But there are some others players such as:-

1) Royal

2) Ganesh and other local brands.

Future Impact of LIJJAT

The future is never planned in lijjat papad.

They just believe in opening new branches in areas from were they receive complaints

(like no proper supply).

To come up with product which can provide employment to more and more womens?

The Institution thus paves the watt for women to become selr-reliant and self-confident.In the process Lijjat provides them The platform for improving their status in the

society ,which is their justified right.

The ladies are brimming with confidence. Lijjat is an Institution which has stood the trial

of time and tribulation and has achieved success because when basic management

principles and uncompromising quality consciousness are applied in conjunction with

sound business principles, there can be only one way for the ladies of the Lijjat-a brighter

and happier tomorrow .the pride and joy of fulfillment of cearting an opportunity for sent

employment of ladies in rural areas and to provide quality product at economical prices,

has diversified into manufacture of detergents with active support and blessings of khadi

& village Industries Commission as per KVIC act 1956.

The process of ,manufacturing detergent powder consists of manual mixing of various

chemicals, sieving the product and thenpacking it in poly bags.


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Detergent manufacturing provides theruralwomen withmeans of dignified and

respectable earnings.

Practical knowledge on LIJJAT

Lijjat papad is INDIAS biggest institution which is

By the women

For the women

And to the women.

Lijjat has no single owner

Only ladies work there but they treat as their joint co-owners

(Joint co-owner: Profit distributed equally)

42,000 womens work all over India

Lijjat papad has 72 branches

PERFORMING OF BRANCHES

Work starts early in the morning at around 4.30-5.30

In the morning dough is prepared and the womens are given dough to take at home.

The womens have to roll and dry the dough at home and get them the next day.

MONSOONS: Only local papad is prepared. Papad is not prepared to export during

monsoons.

HOW TO BECOME A MEMBER

A form is to be filled in the pink book.


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MOTIVE

To provide more and more employment to the womens and to generate employments

opportunities to others as expanding.

REGISTERED

Lijjat papad was registered under Bombay Public Trust Act, 1996.

TECHNOLOGY

NO machines are used in preparation of lijjat papad

As motive is to provide employment to more and more women.

So no use of machines.

But machines are used in others production of others products such as SASA detergents

etc.

SASA DETERGENT

Sasa detergent is now being shifted to Pune and Hyderabad.

Only ladies are working there.

1,200 ladies work for sasa detergent.

The work is done manually.

RAW MATERIALS FOR LIJJAT PAPAD

The raw materials are centrally purchased in Mumbai.

Black gram,hing(from iran),spices(from cochin) and garlic are centrally purchased in

Mumbai and then these raw materials are processed and then it is sent to the branches.


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Market share of LIJJAT PAPAD

If there is no competition than the quality will not be maintained.

Hence, competition is necessary.

Lijjat papad has 90% market share.

And the rest are owns by others

OTHER PRODUCTS SUPPLY IN MUMBAI HOTELS

They also provide chapattis to various institutions, hotels etc.

E.g. Chapatti is supplied to JW MARRIOT, Mahendra and Mahindra etc.

NO WAGES BUT VANAI

VANAI is the daily wages they earn.

It is called as vanai and not wages as the womens work there as joint co-owners and not

labors. The womens gets daily vanai.

DAILY WORK OF ROLLING PAPAD

Womens get Rs.21 for per kg of papad they make.

Minimum the women have to roll and dry 5kg of papad.

ACHIEVEMENT

It has received a back to back award from Khadi and Village Industries Commission asBest Village from 1998 to 2001.

Lijjat was also features in the programmed BUSINESS BIZARRE on BBC World,

CNBC and Star TV.


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INDEX

INTRODUCTION

REASON FOR THE FORMATION OF LIJJAT

EVOLUTION OF LIJJAT

BUSINESS STRUCTURE

MAIN PRODUCTS

PRACTICAL KNOWLEDGE ON LIJJAT

OTHERS PLAYERS COMPETING WITH LIJJAT

FUTURE IMPACT

RECOMMENDATION


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Recommendation

They must try to concentrate more on their business than their women

empowerment. They must try to bring constant change in their business to grow

more so that they can provide more employment opportunities.

They must try to bring changes in the PRODUCTS and to their PACKAGING its

very important factor due to its visuals appearances. They must try a different

packing e.g. color, pack, print etc.

Expanding the business is an very important factor for any company so as to

LIJJAT though its a cooperate but they follow the same mode of process as

corporate. So as same applies to LIJJAT they must try to expand their business in

the near by countries such as NEPAL, SRILANKA etc. its just an e.g. they must

try to go international.

Their market share of PAPAD is amazing they can improve in others sectors or

other products also by ways of various strategy research marketing of their

products etc. They must try to increase their others products sales also.

As they are in FMCG goods provider they must expand their product line by

coming up with new products such PICKLES, SWEETS as laddu, ready made

gulab jamun etc. this will also help their business to expand.

Coming up with a new product and hoping that product to be a success is very bigtask. PROMOTION can be a very useful weapon here. Providing small amount or

small part of that product with the existing one can do a job of survey. Through

the response of the customer they will come to know that the products will survive

in the market or not.


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Advertising play a very important role in products sales because due to looking at

the ads people come to know about the products. Advertise may cost but at the

same time they make a presence of the products in the market. Advertisement of

new products is important so that the people come to know the presence of it.

BIBLOGARPHY

WWW.GOOGLE.COM
http://www.google.com/http://www.google.com/

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Lijjat a Cooperative

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