Alternate Coverage of

NIST B–SCHOOL, BERHAMPUR, ORISSA
“ALTERNATE COVERAGE MODAL

For
P&G products”
In
The RURAL AREA of JHARKHAND
Dated: 15th June 2009 to 30th July 2009
Submitted in the Partial fulfillment of the

Post Graduate Diploma in Management
(2008-2010)
NIST B-SCHOOL, BERHAMPUR,

ORISSA
SUBMITTED TO-
Mr. NIRMAL KUMAR VERMA SUBMITTED BY-
(Account Manager, AJAY KUMAR
Ranchi, Jharkhand) ROLL NO. – 200810601
P&G Ltd. PGDM (F/T)
1
CONTENTS
CHAPTER PAGE NO
ACKNOWLEDGEMENT
PREFACE
OBJECTIVE OF DOING TRAINING
INTRODUCTION
ORGANIZATIONAL STRUCTURE
ABOUT PROJECT REPORT
OVERVIEW OF THE COMPANY
HISTORY OF P & G
PRODUCT PROFILE
STRATEGIC
CUSTOMER SATISFACATION
CRM
RESERCH MATHODOLOGY
PROBLEMS
PROCEDURE
FINDINGS
DESIGING DATA COLLECTION FORMS
SUGGESTION & RECOMMENDATION
CONCLUSION
Top 10 (FMCG) players
BIBLIOGRAPHY
2
ACKNOWLEDGEMENT
Our chief wants in life is somebody who can make us do what

we can, and a true teacher makes it possible by sharing his
experience with his student.
I offer my gratitude & privilege to acknowledge indebtness to

my esteemed guide Mr. Nirmal Kumar Verma (Account
Manager) for his constant encouragement and invaluable
guidance in the hour of need, without which this project would
have never been completed.
Submitting this project report, I pay deep regards to my Parents

whose blessings & wish provokes my encouragement to make
this task a successful and gives me moral & financial support.
Ajay Kumar
3
OBJECTIVE OF DOING TRAINING

As a part of PGDM course, training is necessary for a student some of the
main Reasons for this are given below:-
The foremost reason beyond training is that “marketing is not a more

chance offered to the student but is a unique opportunity of life time
carrier option.” working with the professionals of that field expose
students clearly to the market to learn.
They can easily learn the differences between the theoretical and
practical life of the business. They get an idea to work, after the
competition of their course. This is going to help them a lot in their.
A student can easily know the working procedure and technique of the
professionals. He can learn to solve disputes between the management
and the employee, which helps him to tackle Situation and also knowing
after sale services of P&G Distributors regarding their P&G, Ranchi.
The guidance of Mr. Nirmal Kumar Verma carried my project under his
able fulfillment of my training. I worked under different areas in
Jharkhand. This help in collection of primary data.
4
INTRODUCTION
Marketing is the most dynamic and challenging function of modern
business. In the age of globalization, there is cutthroat competition. There
are so many products in the market. It consists of those activities that
direct the flow good and services from producer to consumer. The
success of business depends on selling of goods on large scale and it
same time it most import satisfaction and marketing in the delivery of
standard of living to the society. The main objective of the business
organization is to create a product and sale it into the market at a price
that would yield net profit. A selling was an easier preposition in the
earlier age when there was not much of competition and almost no
choice was available to the customer but today the situation is completely
changed, today the age of competition where the particular brand
available in market in the different brand name and manufacture by
different companies. Now a customers has number of choice available in
the market and are has to choice a product according to his or her choice
and the size of the product.
This project is aimed to find out the “Alternate coverage model of P&G
products in the rural areas of Jharkhand” and searching for the
probable wholesalers or stockiest in those areas for the P&G company.
Survey shows that customer goods companies spend on promotion tool in

a given order.
a) Sale promotion
b) Personal selling
c) Adverting
d) Public relation
Effective communication is the essence of promotion. Marketing is

incomplete without effective communication with the protective buyer
about the right product at right time that is available at right place.
5
Communicating the product, its features, etc to the right target customer
by formulation right message in the language that understands by them.
6
ORGANIZATION STRUCTURE
Organization structure is basis of framework within which the manage

decision making behavior take place, Structure basically deals with
relationship. It is an important scientific concept. All science tries to
discover the structural relationship in the phenomena in which they are
interested.
For example –Biologist wants to know the structure of cells; the

astronomer wants to the structure of the universe. The economist seeks to
discover the structure of a labor market or money flow patterns.
Structure is pattern in which various parts or components are interrelated

or interconnected. This organization structure is the pattern of
relationship among various components or parts of organization.
The organization structure can be viewed as established pattern of

relationship among the components of organization, relationship among
these studies. It is patterning of this relationship some degree of
patterning which is referred to as organization structure.
Design of basic structure in which such issues as how the menu of the
organization will be desired and assigned among various positions,
group, division, department etc; and how to the co-ordination necessary
to accomplish total organizational objective will be achieved.
It is very difficult to study the organization structure separately from its

functional. For example Katz and khan obscene as follows in the context.
A social system is a structuring of event of happening other than of
physiological parts and its, therefore has to structure apart from its
7
functioning. According to Dalton have defined organization structure as

follows:
Organization structure refers to the differentiation and integration of

activation and authority, me and relationship in the organization.
Differentiation is the difference is cognitive and a national orientation
between manager in different functional department and differences in
organization structure among these department. Integrator refers to the
quality of the state of collaboration that required achieving unity of effort
by the organization.
8
WHAT IS PROJECT REPORT

A project report is written account of various activities to be undertaken
by the institution, organization or a firm and the technical, financial,
commercial and social viabilities.
In other word the project report states as to what business is intended to

be undertaken by the entrepreneur and where it would be physically
possible, financially via, commercially profitable, and socially device
sale to do such a business.
The preparation of such a statement serves following three important

actions:
a) It facilitated planning of business by setting guideline for future

action.
b) It provides a framework for the presentation of the information

regarding business require by the government for the grumping
license etc.
c) It helps of procuring finance from various financial institution and

bank, which ask for written information given any assistance.
Thus, various analysis such as product analysis and market survey

determining the size of the firm plant, location, selection, and
organization of the physical facilities, financial information, building
organization such as, launching the enterprise, tax planning etc. may put
them in the from of project report.
9
OVERVIEW OF THE COMPANY

The P&G community consists of over 135,000 Employees working in
over 80 countries worldwide. What began as a small, family-operated
soap and Candle Company now provides products and services of
superior quality and value to consumers in 140 countries.
Internships are the best way to showcase our company, work and people
-- We strongly believe that providing meaningful intern work is the best
way to let candidates preview what life and work will be like at P&G. We
treat interns as employees who mean they have access to the resources of
the company, are expected to perform to our high standards and are given
the same kind of performance feedback we give our full-time employees
not once, but twice during the summer.
Few companies can follow P&G with this strategy because their intern
conversion rates to full-time are too low to justify the tremendous cost
and training load such a large program places on the organization. Not so
at P&G. We have one of the highest intern conversion rates we are aware
of; usually more than double what is typical. It is a global goal to source
between 25-30% of our full-time hires from the former intern pool. We
also turn to these former interns to help lead our recruiting efforts at their
school, including identifying new ideas and participating in pre-recruiting
events.
On a P&G internship you will see through your own eyes the kind of
challenges we face everyday. If you are brimming with enthusiasm and
have a passion to learn we can offer you a unique opportunity to try out
P&G for yourself. By experiencing real work and real challenges that are
integral to our business you will be given the opportunity to demonstrate
your skills and see what life at P&G is really like, the good and the bad.
10
You will participate in introductory training sessions on arrival and from

then on we will guide and coach you as well as giving you access to our
internal Learning and Development programmers. Within your work you
will be expected to demonstrate initiative and leadership whilst learning
on the job. Our internships generally run for 45 days in the summer
period.
Internships are designed for students in their final or penultimate year of

study from all degree disciplines and backgrounds.
11
HISTORY OF P&G
William Procter, a candle maker, and James Gamble, a soap maker,

formed the company known as Procter & Gamble in 1837. The two men,
immigrants from England and Ireland respectively who had settled earlier
in Cincinnati, might never have met, had they not married sisters, Olivia
and Elizabeth Norris.
Since both their industries used similar resources, the Panic of 1837
caused intense competition between the two and as a result it led to
discord with the family. Alexander Norris, their father-in law decided to
call a meeting where he convinced his new sons-in-law to become
business partners. On October 31, 1837, as a result of the suggestion, a
new enterprise was born: Procter & Gamble.
The company prospered during the nineteenth century. In 1859, sales

reached one million dollars. By this point, approximately eighty
employees worked for Procter & Gamble. During the American Civil
War, the company won contracts to supply the Union Army with soap
and candles. In addition to the increased profits experienced during the
war, the military contracts introduced soldiers from all over the country
to Procter & Gamble's products. Once the war was over and the men
returned home, they continued to purchase the company's products.
In the 1880s, Procter & Gamble began to market a new product, an

inexpensive soap that floats in water. The company called the soap Ivory.
In the decades that followed, Procter & Gamble continued to grow and
change. The company became known for its progressive work
environment in the late nineteenth century. William Arnett Procter,
William Procter's grandson, established a profit-sharing program for the
company's workforce in 1887. He hoped that by giving the workers a
stake in the company, they would be less inclined to go on strike.
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Over time, the company began to focus most of its attention on soap,
producing more than thirty different types by the 1890s. As electricity
became more and more common, there was less need for the candles that
Procter & Gamble had made since its inception. Ultimately, the company
chose to stop manufacturing candles in 1920.
In the early twentieth century, Procter & Gamble continued to grow. The
company began to build factories in other locations in the United States,
because the demand for products had outgrown the capacity of the
Cincinnati facilities. The company's leaders began to diversify its
products as well and, in 1911, began producing Crisco, a shortening
made of vegetable oils rather than animal fats. In the early 1900s, Procter
& Gamble also became known for its research laboratories, where
scientists worked to create new products. Company leadership also
pioneered in the area of market research, investigating consumer needs
and product appeal. As radio became more popular in the 1920s and
1930s, the company sponsored a number of radio programs. As a result,
these shows often became commonly known as "soap operas”.
Vicks Product Inc. India, a branch of Vicks Product Inc. USA established
in 1951, was engaged in the manufacture (under loan license) and sale of
what is today India's Number One Health Care In historical terms Procter
& Gamble's relationship with India dates back to when brand - the
famous range of VICKS products.
In 1964, a public limited company, Richardson Hindustan Limited (RHL)

is formed which obtains an Industrial License to undertake manufacture
of Menthol and de mentholised peppermint oil and VICKS range of
products such as Vicks VapoRub, Vicks Cough Drops and Vicks Inhaler.
In May 1967, RHL introduces CLEARASIL, then America's number one

pimple cream. The Company also commences manufacture of Menthol
from basic stage leading to major foreign exchange savings. RHL
pioneered mentha farming activities at its Agricultural Research Center at
13
Bilaspur in Terai Region of Uttar Pradesh. Today India is the world's

largest manufacturer and exporter of Menthol.
In 1979, RHL launches VICKS ACTION 500. It also commenced

campus recruitment in this year and began recruitment from IIM
campuses as Day I recruiters.
In 1984, RHL sets up an Ayurvedic Research Laboratory. This is in

keeping with the Company's mission of delivering products of superior
quality to address the common ailments of the people such as cough and
colds.
In October 1985, after RHL becomes an affiliate of The Procter &

Gamble Company, USA, a state-of-the-art manufacturing facility at
Hyderabad for manufacture of the Vicks range of products is set up. This
facility is unique in the sense that its workforce consists of a highly
trained team of 40 women all experts at multiple tasks on the shop floor.
In 1989, Procter & Gamble India (after change in name from RHL)
launches Whisper - the breakthrough technology sanitary napkin which
will revolutionize the Indian feminine hygiene category.
In 1991, Procter & Gamble India launches Ariel detergent - another of P

& G's global, breakthrough technology products. Also, in the same year
the Mandideep (Bhopal) Factory starts its operations.
In 1992, The Procter & Gamble Company, US increases its stake in

Procter & Gamble India to 51% and then to 65%.
In 1993, Procter & Gamble India divests the Detergents business to

Procter & Gamble Home Products. In the same year, Procter & Gamble
India starts marketing Old Spice Brand of products.
14
In 1996, Goa Honda Factory starts its operations, manufacturing Vicks

VapoRub. In 1998, Goa Kundiam Factory starts its operations,
manufacturing Whisper pads.
In 1999 Procter & Gamble India Limited changed the name of the
Company to Procter & Gamble Hygiene and Health Care Limited.
In the same year Mediker Shampoo business is divested to Marico
Industries.
In 2000, Procter & Gamble Hygiene and Health Care Limited introduced
Whisper Ultra - a revolutionary and unique product in the history of
menstrual products in India
In August 2000, Procter & Gamble Hygiene and Health Care Limited
launched Vicks plus Medicated Lozenges, a product that provides
medicinal relief from sore throat. The uniqueness of Vicks plus
Medicated Lozenges lies in its anti-bacterial ingredient CPC
(Cetylpyridinium Chloride), which actually provides medicinal relief
from a sore throat.
In August 2000, Vicks Action 500+ was relaunched in an attractive True

Blue pack. The change from green to blue packaging brings Vicks Action
500 + in line with the new global packaging colours used for the Vicks
ranges of products worldwide.
In April 2001, Procter & Gamble Hygiene and Health Care Limited
reduced the prices of Whisper Ultra from Rs.80 to Rs.65 for a pack of
ten, making it affordable to Indian consumers.
In May 2002, Whisper announced a unique knowledge sharing initiative

for women – The Whisper Diary of Secrets. The Whisper Diary of
Secrets is a full-color 48-page, booklet designed to provide the new age
woman with information that she seeks on feminine hygiene, health and
beauty.
15
In August 2002, Procter & Gamble Hygiene & Health Care Limited
announced the launch of Whisper “Money Back” offer, which offers
consumers a chance to experience Whisper’s superior performance,
helping them forget the wetness; and if they are not satisfied, they get
their money back.
In June 2002, Procter & Gamble Hygiene & Health Care Limited
announced the launch of New Improved Vicks VapoRub – India’s
Number One Cold Rub – that provides multi-symptom relief from the six
symptoms of a child’s cold, namely – blocked nose, cough, body ache,
headache, muscle-stiffness and breathing difficulty. The medicinal
properties of New Improved Vicks VapoRub’s ingredients nilgiri
(eucalyptus oil), pudina (menthol) and kapoor (camphor) provide faster,
longer-lasting relief from these six symptoms of cold.
In July 2002, Procter & Gamble announced the launch of Vicks

Action500+ Night tablets, a specially designed cold medicine that gives
consumers multi-symptom relief from bothersome cold Symptoms like
headache and breathing difficulty, hence allowing restful sleep at night.
In October 2002, India’s number one cough and cold brand – Vicks –
celebrated its 50th Year in India and launched Dual Golden Jubilee
Offers to reward Indian consumers for 50 Years of trust and loyalty. The
first was a Free Vicks Inhaler worth Rs. 25 with every purchase of a
50gm Vicks VapoRub Jar (free gift worth 40% of the price of Vicks
VapoRub), and the second was a 30gm Vicks VapoRub Jar at the current
price of a 25gm jar, providing 20% Vicks VapoRub Free.
In October 2003, Procter & Gamble Hygiene & Healthcare Ltd. launched
New Vicks Formula 44 Cough Syrup which uniquely provides safe,
effective and long lasting relief for up to eight hours from tough
persistent coughs due to colds, as compared to four-hour relief provided
by a single dose of most popular cough syrup brands.
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In May 2004, Procter & Gamble Hygiene & Healthcare Ltd. we

commenced test marketing an economically priced and competitively
superior performing, WHISPER Choice pads in the southern states of
Karnataka, Tamil Nadu, Andhra Pradesh and Kerala at an affordable
introductory price of Rs.26 for ten pads, WHISPER Choice provides
three distinct benefits: 1) superior protection vs. other pads in its price
range; 2) With its unique dri-weave top sheet it provides one tenth the
wetness of ordinary (non woven) top sheet pads and 3) double adhesive
coverage to ensure that the pad stays in place much better than ordinary
pads.
Profile: Gillette (Procter and Gamble)
Who would have guessed that shaving supplies and batteries would be so
profitable for Gillette? As of January 2005, Procter & Gamble bought
Gillette for $57 billion. The company's responsible action on issues such
as animal welfare, recycled paper use in packaging, greenhouse gas
reduction, and workplace diversity have earned it praise. Although
Gillette has made significant efforts to increase its corporate
responsibility, the company's abuses are also significant. Gillette's toxic
emissions, lack of respect for human rights, and limited transparency are
all of concern.
The Environmental Working Group accuses Gillette of being one of the

top violators of the Clean Air Act, having engaged in illegal dumping of
waste in Santa Monica; CA. Gillette also took part in corporate efforts to
sue Massachusetts over a law preventing state agencies from doing
business with Burma. Gillette's new home is with Procter & Gamble.
Bottom line: contact Gillette and demand a higher standard of
sustainability.
View Procter & Gamble's profile for information on Gillette's parent and
to find campaigns to support.
17
About Gillette (Procter and Gamble)

Gillette manufactures cosmetics, personal care and consumer
products throughout 25 countries. In 2004, the company
recorded revenues of $10.06 billion and employed 28,700 people.
Gillette is based in Boston. In October 2005 Proctor & Gamble
purchased 100% of Gillette.
The intersection of two nameless dirt paths in a small town outside of

Bangalore, India, the sharp smell of dung hangs in the air. Uniformed
schoolchildren race about, and women from neighboring villages flood
the pathways carrying jute sacks bulging with weekly groceries. The
makeshift market place, or haat, is a flood of color -- blue tarp, coal-black
machetes, green vegetables, pastel underwear -- and a loud cacophony of
voices and competing claims. "More washes!" "More suds!" So declares
a "hawker," or a sometime sales rep from Hindustan Lever Ltd., the local
subsidiary of Dutch giant Unilever, the world's largest consumer-
products manufacturer.
The rep makes his case with a microphone and a truck well stocked with
detergents, soaps, and toothpastes.
His rival, standing a few feet away and armed with a megaphone, pitches
Lever knockoffs. "Costs less!" "Cleaner wash!" The spirited volley of
pitches in Kannada, the local language, attracts a jostling crowd.
Welcome to the new frontier of global capitalism, the spot where state-
of-the-art marketing meets the dirt road. The typical family in this town
earns 4,800 rupees (about $103) a year from raising crops and from
working occasional jobs in the city. Most wash their clothes and their
bodies in nearby ponds or at community water taps. If soap is used at all,
it's usually whichever brand is cheapest -- and people tend to use that
soap for everything: their bodies, their hair, and their garments. In this
country, the notion of brand and brand loyalty is fleeting, to say the least.
18
BRANDS OF P&G IN INDIA:-

Fabric Care
Procter & Gamble has two of its world-leading detergents – Tide and
Ariel, in India to cater to the main concerns of the Indian households,
namely, outstanding whiteness and stain-removal.
• Ariel Front-O-Mat
• Ariel 2 Fragrances
• Tide Detergent
• Tide Bar
Hair Care
P&G’s Beauty Business is over US$ 10 Billion in Global Sales, making
it one of the world’s largest beauty companies. The P&G beauty business
sells more than 50 different beauty brands including Pantene®, Olay®,
SK-II®, Max Factor®, Cover Girl®, Joy®, Hugo Boss®,
Herbal Esseces® and Clairol Nice ‘n’ Easy®. In India, P&G
beauty care business comprises of Pantene, the world’s
largest selling shampoo and Rejoice – Asia’s No. 1
Shampoo.
Procter & Gamble is committed to making every day in

the lives of its consumers better through the superior
quality of its products and services.
• Pantene Pro V
• Head & Shoulders
• Rejoice
Baby Care
• Pampers
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Feminine Care
Indian women share a special relationship with Whisper, since it spells

‘Total Freedom and Protection’ for them especially during those crudial
days of the month.
• Whisper
Health Care
Vicks is India’s No. 1 Cough & Cold Brand. It created the cold & cough
Over- the –Counter (OTC) category in India way back in1952 and has led
the category till date. Today it has completed more than 50 years in India.
Its current portfolio in India comprises Vicks Action 500+, Vicks
VapoRub, Vicks Cough Drops, Vicks Formula 44 Cough Syrup and
Vicks Inhaler. It was rated as ‘India’s Most Trusted Brand’ by the
‘Advertising & Marketing’ Magazine and continues to be on top charts of
Brand-Equity surveys till date.
The Vicks business in India is the biggest in the ASEAN-Australasia-

India (AAI) region.
Over the years, Vicks has launched several heart-tugging advertising

campaigns, some of which were – the ‘Happy Birthday Mummy’ and
‘Touch Therapy’ campaigns for Vicks VapoRub, the ‘Khich Khich Door
Karo’ ad for Vicks Cough Drops, the ‘Haan Bhai Haan’ ad for Vicks
Action 500.
• Vicks VapoRub
• Vicks Inhaler
• Vicks Formula 44
• Vicks Cough Drops
• Vicks Action 500+
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PRODUCT PROFILE
PRODUCT PROFILE OF P&G
DETAILS OF DIFFERENT PRODUCTS OF P & G:-

PRODUCTS OF P & G:-
 ORAL – B BRUSH SHINY CLEAN
• Oral – B Shiny clean

• Oral – B Fresh clean
• Oral – B Classic
• Oral – B Kids
• Oral – B Junior
• Oral – B Advantage
• Oral – B Vision
 ARIEL (FABRIC & HOME DARE)

• (18g, 200g, 500g, 1kg, 1.5kg, 500g Box Ultramatic,
1kg Box Ultramatic,)
 TIDE (FABRIC & HOME DARE)
• (13g, 20g, 200g Bag, 370g Bag, 500g Bag, 1kg Bag, 2kg
Bag, 4kg Bag, 4kg Bag , Tide Bar 75g, 125g, 250g)
 WHISPER (FEMALE CARE)
• Whisper Maxi 10’s/20’s

• Whisper Maxi x l 10’s/20’s
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• Whisper Slim Wings 8’s

• Whisper Ultra Wings 7’s /15’s
• Whisper Ultra xl Wings 7’s/15’s

• Whisper Choice Wings 8’s
• Whisper Choice with Tubes 8’s/15’s
 PAMPERS ACTIVE BABY (BABY CARE)
• Pamper Small 6-11 kg (28’s pack)

• Pamper Medium 6-11 kg (26’s pack, 6-11 kg 68pack)
• Pamper Large 9-11 kg (22’s pack, 6-11 kg 60’s pack)
• Pamper x Large xl 14 kg (20’s pack)
 PANTENE (HAIR CARE)
• Smooth & Silky (7.5ml, 100ml, 200ml, 400ml, 90ml)

• Hair Fall Control (7.5ml, 100ml, 200ml, 400ml, 90ml)
• Lively Clean (7.5ml, 200ml)
• Anti Dandruff (7.5ml, 100ml,200ml)
• Long Black (7.5ml, 100ml, 200ml)
• Hair Fall Protection (4ml)
 HEAD & SHOULDERS (HAIR CARE)
• Intensive Solution (Dry/DamagedHair7.5,70,200ml)

• Intensive Solution (Normal Hair 7.5,70,200ml)
• Ocean Fresh (7.5ml, 100ml, 200ml)
• Smooth & Silky (7.5ml, 100ml, 200ml)
• Silky Black (7.5ml, 100ml, 200ml)
• Nourishing Aloe Vera (7.5ml, 100ml, 200ml)
• Clean & Balanced(7.5ml, 100ml, 200ml)
• Refreshing Menthol (7.5ml, 100ml, 200ml)
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• Natural Shine (7.5ml, 100ml, 200ml)

• Basic Clean 4ml
• Thick & Strong 4ml
 REJOICE (HAIR CARE)
• Rich (4ml, 7.5ml, 100ml, 200ml, 400ml)

• Silky Clean ((7.5ml, 100ml, 200ml)
• Complete ((7.5ml, 100ml, 200ml, 400ml)
 VICKS (HEALTH CARE)
• Vicks Action 500

• Vicks Inhaler Jumbo
 SYSTEMS (GROOMING) GILLETTE®
• Gillette Mach3 (Cartridge 2’s, 4’s)

• Gillette Victor Plus
• Gillette Sensor Excel Razor
• Gillette 7o’clock pii™
• Wilkinson® Sword
• Wilkinson® Sword Saloon Pack
• Gillette Presto
 PERSONAL CARE
• Gillette Series Gel & Splash

• Gillette After Shave
• Gillette Shave Brush
• Wilkinson shave brush
 DURACELL BATTERIES
23
STRATEGIC
Definitions for strategy are as varied as for marketing. Long-term

planning is always at the core, and a difference is either made to the level
of decision-making – top management for strategy – or to the level of
detail involved, as a difference to tactics. Develops Drucker’s distinction
“doing things right” and “doing the right things” to distinguish between
operations management and strategic management respectively (Drucker
1973, p. 481). Strategic management means creating a strategy to ensure
future viability of the firm.
 Determination of the basic long-term goals and objectives of

an enterprise, and adoption of courses of action and the allocation
of resources necessary for carrying out these goals. (Chandler
1962)
This definition of strategy as an organizational process has remained

dominant to this day. Wright et al define strategy as Top management’s
plans to attain outcomes consistent with the organization’s missions and
goals. (Wright, Kroll, and Pringle 1992)
Mintzberg et al (1998) make a difference between strategy as a plan

When ahead a pattern when behind – a realized and an intended strategy.
Besides the common definition of a plan and a pattern, they offer a

perspective to strategy as an emergent phenomenon, in contrast to
deliberate actions. Furthermore, they distinguish strategy as a position:
“Strategy is the creation of a unique and valuable position, involving a
different set of activities”. (Michael 1996, p. 61) Fourth, they introduce a
fifth definition of strategy, as a perspective: “As perspective, in contrast,
24
strategy looks in – inside the organization, indeed, inside the heads of the
strategists, but it also looks up – to the grand vision of the enterprise.”
For the purposes of this study, an agreement as to the best exact
definition for strategy is unnecessary. The term will in this thesis cover
both the
traditional definitions based on long-range plans and their fulfillment.

However, since the StratMark perspective specifically includes all
components of the value network, the scope of strategy in this study must
cover long-range network-level plans of the top management for
operational, financial and managerial efficiency and effectiveness. Of the
five perspectives discussed by Mintzberg et al, the definition will mostly
exclude the “ploy” view to the domain of tactics. Strategy is seen as a
high-level process, involving the entire value network, initiated by top
management and heralded by every member of the organization as the
Strategy it is realized as. There is little need for distinction between the
StratMark group’s view on strategy and strategic marketing: the
perspective of strategic commercialization integrates the two.
STRATEGIC MARKETING
Defining and redefining strategic marketing is a major component of this
study. Throughout the analysis, the definitions for and streams of thought
within strategic marketing will be reflected on in terms of a pre-set
understanding of strategic marketing, namely that of the StratMark
research group. This is done in order to comply with the role of this thesis
as a background study for the project’s other components – the shared
terminological and theoretical base on which to build. The Initial
StratMark Perspective to Strategic Marketing Next, we define the
StratMark idea of strategic marketing that the study, as indeed the entire
research project, begins with. The key goals for this study are the further
development of this initial understanding through research into
conceptual parallels and by the identification of related streams of
thought and theory.
25
StratMark derives their understanding of strategic marketing from what

have been presented as the corresponding perspectives to marketing and
strategy.
In a sense, the StratMark perspective to strategic marketing constitutes a

theory of the firm: a goal setting, strategic framework for describing and
analyzing a company.
The StratMark perspective to strategic marketing agrees with the

concerns put forth by Hayes and Abernathy (1980): Marketing’s role has
been overshadowed at higher levels of management by those of financial
managers and lawyers. Marketing skills need to be brought to basic
research, technology, product development and introduction. Hayes and
Abernathy recognize the developments brought on with the development
of the market concept, but criticize shunning the customer concept and
the emphasis on short-term cost reduction and what is nowadays referred
to as “quarter-to-quarter capitalism”:
By their preference for servicing existing markets rather than creating
new ones and by their devotion to short-term returns and “management
by numbers”, [managers] have effectively sworn off long-term
technological superiority as a competitive weapon. In consequence, they
have abdicated their strategic responsibilities. Hayes and Abernathy
further contend that the general level of innovative product and market
development, and thus long-term competitive advantage, is severely
impeded by “market-driven strategies” and ROI oriented control systems.
Moreover, they recognize that at the strategic level, no problem will be
exclusively of production, finance or marketing. The StratMark
perspective is based on this distinction: strategic marketing is focused on
the top management’s long-term vision for competitive advantage
through product innovation, other “functions” being fully subservient to
this process.
The first is a descriptive-prescriptive dichotomy of concept purposes; of
goal phenomena and concepts interfaces for indirect study and influence
of those. The second dichotomy is based on differences in the logical and
philosophical foundations. Howard focuses on developing a framework
26
of normative descriptive methods. As a benchmark, he refers to the well-

established axiomatic descriptive theory of competition in the field of
industrial engineering.
The wide range of prescriptive concepts, both empirical and axiomatic, is

recognized. Howard’s concern is with widening the scope of marketing to
a theory-of-the-firm level: “The logic of marketing would be much surer
if an axiomatic approach so well exemplified by economic theory were

available.”
Strategic planning is the managerial process of developing and
maintaining a viable fit between the organization’s objectives and
resources, and its changing market opportunities the aim of the strategic
planning is to shape and reshape.
The company’s business and products so that they combine to produce

satisfactory profit and growth.
Strategic marketing is found everywhere. Yet, one will rarely come
across two identical definitions. Managers, leaders, researchers and
business apostles alike impose different meanings on the phrase. In
usage, it sprawls across the fields of marketing, product promotion,
management and strategy. There is a distinct need for a clarification.
Finnish business has relied first on raw materials and then on advanced
technology for global competitive advantage. The sustainability of the
present situation is suspect. For increased global competitiveness, Finnish
companies must involve a new appreciation of marketing in their
business and ways of thinking.
This thesis purports that the understanding of strategic marketing

remains, to this date, fragmented. Several general understandings of the
popularize on to achieve its goal. Strategic marketing should form the
core of leadership, based on which a company’s organization, activities
and relationship network are constructed and managed. For sustainable
competitive advantage, focus should be on effective strategic
commercialization, supported by a pervasive marketing spirit and solid
27
Technological foresight. A company will need to have resolve and

boldness to be marketing-driven, not market-driven.
This is broken down to four areas of research:

i. Understanding the current state research into strategic marketing
and marketing performance.
ii. Benchmarking Finnish companies with international best practices.
iii. The role of marketing spirit in business: creativeness,

innovativeness, courage, innovativeness, vision and cognition.
iv. A critical reflection on “theory versus practice”
The outcomes of research in working package 1 can be summarized in

the form of a question: “In practice, what should happen in Finland?” The
Second working package concerns the link between marketing and
business performance. Research is sub-divided as follows:
i. Evaluating and defining the strategic role of marketing.

ii. Developing both qualitative and quantitative metrics for marketing
competence within a broader definition of strategic marketing.
iii. Linking strategic marketing practices and business performance.
iv. Developing new tools for marketing and business performance

Again, research within the working package aims to answer a
question. As interaction between the two work packages; this
thesis falls in the first component of working package, with a
flexible
Interface to its co-topic in working. As far as strategic is concerned the

first called for managing the company’s businesses as an investment
portfolio. Any financial portfolio manager would continuously monitor
each investment vehicle in terms of whether more should be acquired,
some should be sold, or all should be sold. The same principle applies to
28
a company that operates several businesses, product line, or products.

The question is, which business entities deserve to be built, maintained,
phased down (harvested, milked) and terminated? This question is
especially critical when a company no longer commands enough funds to
feed all of its current businesses, as happened to many firms in the
seventies. In this situation, it does not make sense for company to cut
down its support proportionately from all businesses. Each business has a
different profit potential. A system is needed to assess future profit
potential as a basis for reallocating the company’s capital. Thus careful
resource allocation to a portfolio of businesses is one key idea

underlining strategic planning.
The second key idea calls for accurately assessing the future profit
potential of each business. The firm can no longer operate safely on a
one-year-at-a-time planning basis, nor can it plan for a longer period of
time by naively extrapolating past business trends. This has to learn how
to develop more analytical scenarios of future conditions in each market.
It would be costly to stay in market that the firm should abandon, or to

abandon a market that the firm should actively stay in. it is not sufficient
to use today’s sales or profits as a guide to which businesses deserve
backing.
For example: - if the Fond motor company used current profit as a guide
to investment in the seventies, it would have continued to pour money
into large cars, since the company was making the money at the time. But
Ford’s analysis showed that the profit on large cars would dry up, and
therefore Ford needed to reallocate its funds to improving its compact
cars, even though the company was currently losing money on compact
cars.
The third key underlying strategic planning is that of strategy. For each of
its businesses, the company must develop a “game plan” for achieving its
long-run objectives. Further-more, there is no one strategy that is optimal
for all competitors in that business. Each company must determine what
makes the most sense in the light of its industry position and its
29
objectives, opportunities, and resources. Hence are vastly different

current game plans of four major companies operating in today’s rubber
tire industry.
All of these companies exhibit varying adaptations to a rapidly changing

environment. Each has adopted a different game plan: Goodyear is
pressing for cost reduction; Michelin is pursuing innovation; Uniroyal
prefers diversification; and Armstrong is practicing niche-man ship by
entering small but highly profitable markets. Each strategy can be

successful under the right circumstance.
Marketing plays a critical role in the company’s strategic planning

process. According to a strategic planning manager at General Electric:
The marketing manager is the most significant functional contribution to
the strategic planning process, with leadership roles in defining the
business mission; analysis of the environmental, competitive, and
business situation; developing objective, goal, and strategic; and defining
product, market, distribution, and quality plans to implement the business
strategic. This involvement extends to the development of programs and
operating plans that are fully linked with the strategic plan.
The company’s mission is shaped by five elements. The first is history.

Every company has a history of aims, policies and achievements. In
redefining its purpose, the organization must not depart too radically
from its past history.
It would not make sense for Harvard University, e.g. to open two- year
junior colleges, even if these colleges represented a growth opportunity.
The second consideration is the current preferences of the management
and owners. Those who direct the company have their personal goals and
visions. If sears’s current management wants to serve higher-income
consumers, this goal is going to influence Sears’s mission statement.
Third environmental factors influence the organization’s mission. The
environment defines the main opportunities and threats that must be
30
taken into account. The girl scouts of America would not get far in
today’s environment with their former purpose, “to prepare young girls
for motherhood and wifely duties.” Fourth the organization’s resources
make certain missions possible and others not. The organization should
base its choice of purpose on its distinctive competences.
Mc Donald’s could probably enter the solar energy business, but this
would not use its main competence----providing low-cost food and fast
service to large groups of customers.
Organization develops their mission statements in order to share them

with their managers, employees, and in many cases, customers and
various publics.
A well-worked-out mission statement provides company personnel with a

shared sense of opportunity, direction, significance, and achievement.
The company mission statement acts as an “invisible hand” that guides
geographically scattered employees to work independently and yet
collectively toward realizing the organization’s goals.
Writing a formal company mission statement is not easy. Some

organizations will spend a year or two trying to prepare a satisfactory
statement about the purpose of their firm. In the purpose they will
discover a lot about themselves and their potential opportunities.
The mission statement should embody a number of characteristics to

make it maximally useful. It should focus on certain distinctive values,
rather than go after everything. The statement “we want to produce the
highest-quality products, offer the most service, achieve the widest
distribution, and sell at the lowest prices.” While sounding good, claims
too much. It fails to supply guidelines when confronting tough value
trade-offs.
31
The mission statement should define the competitive domain in which the
corporation will operate. The domain can be spelled out by statements on
scope; Industry Scope. The range of industries that the coporation will
consider.
Some corporations will operate in only a set of related industries, some in

only industrial goods, or services, and finally some in any industry. E.g.
Du Pont prefers to operate in the industrial market, whereas Dow is
willing to operate in the industrial and consumer markets. 3M will get

into almost any industry where it can see a profit at the end of the tunnel.
Market segment scope: The type of market or customers the corporation

wishes to serve. Some corporations will only serve the upscale market in
all their businesses. e.g. - Porsche only makes expensive cars, sunglasses,
and other accessories. Gerber, for a long time, only served the baby
market with its line of products.
Vertical scope: The degree to which the corporation will produce its own
needed supplies internally. At one extreme are corporations that perform
many of their activities internally, such as Ford, which owns its rubber
plantations, glass-manufacturing plants, and some steel foundries. At the
order extreme are corporations with low or no vertical integration, such
as the “hollow corporation” that consists of a person with a phone and a
desk who contracts outside for every service including design,
manufacture, marketing, and physical distribution.
Geographical scope: The range of regions, countries, or country groups
where the corporation wishes to operate.
At one extreme are companies that operate in a specific city or state and
at the other extreme are multinational like Unilever or Caterpillar which
operate in almost every one of the world’s 150-plus countries. The
company’s mission statement should be motivating. Employees need to
feel that their work is significant and contribution to people’s lives.
The mission should not be “to make profit”. Profits are the result of
accomplishing something useful outside the organization. When the
32
prosaic task of producing fertilizer is reshaped into the larger idea of

improving agricultural productivity to feed the world’s hungry, a new
sense of purpose comes over the employees.
When the task of selling vacuum cleaners is transformed into the larger
idea of creating a cleaner and healthier home environment, sales people
feel more challenged. Profits are the reward to companies that do their
basic job well.
The corporate mission statement should stress major policies that the
company wants to honor. Policies define how employees should deal
with customers, distributors, competitions, and other actors and publics.
Policies narrow the range of individual discretion, so that the company
acts consistently on important issues.
The company’s mission statement should provide a vision and direction

for the company for the next turn ten to twenty years. Mission are not
revised every few years in response to every new turn in the economy.
On the other hand, a company has to redefine its mission when it has lost
credibility or no longer defines an optimal course for the company.
Most companies, even small ones, operate several businesses. But these
businesses may not all be obvious. A corporation with twelve operating
divisions is not necessarily in twelve businesses.
One division may in fact contain several businesses, as when the division
produces different products for different customer groups. Sometimes
two divisions may be so interrelated that they form a single business.
Therefore companies must take the important step of identifying the
businesses they are undefined and managing each as a business.
Companies too often define their business in terms of a product they
make. They will say they are in the “auto business” or the “slide rule
business.” and so on. But this definition of a business is myopic. In his
“Marketing Myopia,” Levitt advanced the thesis that market definitions
of a business are superior to product definitions of a business. He argued
that a business must be viewed as a customer – satisfying process not
33
goods –producing process. Products are transient, but basic needs and
customer groups ensure forever.
A horse – Carriage Company will go out of business soon after the

automobile is invented. But the same company, if it defines its purpose as
that of providing transportation, will switch from making horse carriages
to making cars. Levitt encouraged companies to shift their business –
domain definition from a product to a market focus.
In developing a market – based definition of its business, management

should avoid a definition that is too narrow or too broad. Consider a lead
– pencil manufacture. If it sees itself as a small writing – instruments
company. It might expand into the production of pens and other small
writing instruments. If it sees itself as a writing-equipment company, then
it might also consider making typewriters and word-processing
equipment. The broadest concept of its business is that it is a
communication company, but this would be stretching things too far for a
lead-pencil manufacturer.
A business should be defined, according to Abell, in terms of three
dimensions: The customer groups that will be served, the customer needs
that will be met, and the technology that will satisfy these needs.
Consider for e.g., a small company that designs incandescent lighting
systems for television studios. Its customer group is television studios;
the customer need is lighting; and the technology is incandescent
lighting.
This company might want to expand into additional businesses. For e.g.:
it could decide to make lighting for other customer groups, such as
homes, factories, and offices. Or it could supply other services needed by
television studios, such as heating, ventilation, or air conditioning. Or it
could design other lighting technologies for television studios, such as
infrared or ultraviolet lighting. Each of the company’s businesses is
defined by the intersection of the three dimensions. If this company
expands into other cells, we say that it has widened its business domain.
34
Companies have to identify their businesses in order to manger them

strategically. General electric went through this grueling exercise some
years ago and identified forty-nine strategic business units (S B Us). An
S U B has three characteristics:
i. It is a single business or collection of related businesses that can be

planned separately and, in principle, can stand along from the rest
of the company.
ii. It has its own competitors, which it is truing to equal or surpass.
iii. It has a manager who is responsible for strategic planning and

profit performance and who controls most of the factors affecting
profit.
The purpose of identifying the corporation’s strategic business units is to

assign to these units strategic planning responsibilities. These units send
their plans to the corporation, which approves them or sends them back
for revision. The corporation reviews these plans in order to decide which
of its S B Us to build, maintain, harvest, and divest. Senior management
knows that its portfolio of businesses includes a number of “Yesterday’s
has-beens” as well as “tomorrow’s breadwinners.” But ir cannot rely on
just impressions: it needs analytical tools for classifying its businesses by
profit potential. In the past decade, several portfolio evaluation models
have come into widespread use. Two if the best known are the Boston
consulting group model and the General electric model.
The company’s next task is determined what objective, strategy, and

budget to assign to each SBU. Four alternative objectives can be
pursued:
i. Build. Here the objective is to increase the SBU’s market share,

even forgoing short-term earning to achieve this objective.
35
“Building” is appropriate for question marks whose shares have to

grow if they are to become stars.
ii. Hold. Here the objective is to preserve the SUB’s market share.
This objective is appropriate for strong cash cows if they are to
continue to yield a large positive cash flow.
iii. Harvest. Here the objective us to increase the SBU’s short-term
cash flow regardless of the long-term effect. This strategy is
appropriate for weak cash cows whose future is dim and from who
more cash flow is needed. Harvesting cab also be used with

question marks and dogs.
iv. Divest. Here the objective is to sell or liquidate the business

because resources can be better used elsewhere. That is appropriate
for dogs and question marks that are acting as a drag on the
company’s profits.
As time passes, SBUs change their position in the growth-share matrix.

Successful SBUs have a life cycle. They start as question marks, become
stars, then cash cows, and finally dogs toward the end of their life cycle.
For this reason, companies should examine not only the current positions
of their businesses in the growth-share matrix (as in a sbaoshot) but also
their moving positions (as in a motion picture).
Each business should be reviewed as to where it was last year, the year
before, and where it will probably move next year, the year after, and so
on, if the expected trajectory of given business is not satisfactory, the
company should ask its business’s manager to propose a new strategy and
likely resulting trajectory. Thus the growth-share matrix becomes a
planning frame-business and assigns the most reasonable objective.
Although the portfolio is basically healthy, wrong objective or strategies

could be assigned. The worst mistake would be to require all the SBUs to
aim for the same growth rate or return level; the very point of SBU
36
analysis is that each business has a different potential and requires its
own objective.
New Business Plan: - The Company’s plans for its existing businesses
will allow it to project total sales and profits. Often, however, projected
sales and profits will be less than what corporate management wants to
achieve over the planning horizon. After all, the portfolio plan will
include diverting some businesses, and these will need replacement. If
there is a gap between future desired sales and projected sales, corporate
management will have to develop or acquire new businesses to fill this
strategic planning gap.
A company can fill the gap in three ways.
i. The first is to identify further opportunities to achieve growth

within the company’s current businesses (intensive growth
opportunities).
ii. The second is to identify opportunities to build or acquire
businesses that are related to the company’s current businesses
(integrative growth opportunities).
iii. The third is to identify opportunities to add attractive businesses
that are unrelated to the company’s current businesses
(diversification growth opportunities).
37
CUSTOMER SATISFACTION IS THE

KEY SUCCESS IN
COMPETITIVE FMCG MARKET
The FMCG (Fast Moving Consuming Goods) industry has witnessed an
unprecedented growth in the last 20years. The Indian market opened up
to the global majors as a result of the policy of liberalization,
privatization and globalization. A country’s billion people work up to the
world outside. The Indian customer is now exposed to FMCG product
with new pack and variants of top quality standards and upgraded
technology, their innovative designs and dynamic performance. The
market changed from a seller’s to buyer’s market. The customer
welcomed this ‘change’ and enjoyed the ‘choice’ made available to him
by the ‘competition’. These three c’s:- change, choice and competition
revolutionized the profile of the customer, gave him focus where
everyone in the industry is emphasizing on his need, wants and demand.
For both manufacturer and dealers, the customer is the only source of
sale, profit and growth. Therefore the customer is the business. The share
of the customer is now more important than the share of the market.
38
What is the customer’s expectation? :- A customer want a total

solution of his transport needs in the form of high value product and high
value services with both functional and emotional benefits and with
integrated services and facilities, both tangible and intangible, all packed
to give him a wonderful sales experience.
Earlier the customer was satisfied just with the product. The perception
of “feel” of the customer is an important as the product and the services
offered to him. The customer is not just looking for highly technical
product and superior support services but also a relationship resulting
from a multiply of company activities that combine to forge a strong
bond with customer-one that is emotional as well rational.
Customer satisfaction is no longer enough to survive in today’s

competitive market place. Those in the FMCG trade are looking for a
customer’s delight and further to that adding little extra that makes the
customer to think “wow that has great” or “wow that’s what I call
service”.
“Customer satisfaction is a journey rather than a destination.” This means
an opening process to meet the customer’s need and behaviors in order to
develop stronger relations with them. Good customer relationships are
the heart and soul of business success. And all the FMCG Industry is
focusing on the processes D.S to build relationship with the customer by
knowing his product Preferences, budget and shopping habits and also
understanding the customer’s profitability.
Getting a customer is not difficulty, what is difficult is retaining him, and
the key to this is “maximizing the value of customer relationship”.
All manufactures are competing to give the best of the product by
offering superior quality services and a long-term relationship bondage
with the customer.
In the current FMCG industries scenario the distributor is single point of

contact (SPOC) for all customer, whether it is selling or servicing. So to
reach out to any customer, the manufacturer has to focus on the channel.
39
The distributor and the manufacturer are in business together to meet the
needs of the customer profitably. They both can only achieve this
profitability if they are bale to create superior customer value require in
the process of acquiring and retaining customer. It is the active
stakeholder in this distribution channel of the manufacturer.
A distributor and the customer are mirror image in the terms of

expectations. So a smooth selling would demand and equilibrium
between a distributor’s expectations from the manufacturer and the
customer personal expectation form the distributor, there will be little
difference.
The manufacturer and the dealer’s relationship should generate profit and
the distributor customer relation should additionally being satisfaction
and delight in the process of creating superior service values. A
harmonious relationship among the three can jointly and effectively meet
the customer expectation. It is enough to give the tangible to the
customers. It is equally important to provide the intangibles in the order
to affect the sale delivery. The experience has to be such that the
customer is elevated from the deriver seat to a king throne. The further
increases the importance of the distributor attaching an emotional thing to
sale process. There the distributor plays in retaining and acquiring
customer by using his skill, knowledge, and attitude. He wants the
integrated service of sale, service, and claim settlement all under one
roof.
40
CRM (CUSTOMER RELATIONSHIP

MANAGEMENT)
Customer relationship management means many companies are intent on

developing stronger bonds with their customer. This is the process of
managing detailed information about individual and carefully managing
of the customer “touch Points” with the aim of maximizing loyalty.
Today’s customers are becoming harder to please. They are smarts, more
prices conscious, more demanding, less forgiving and they are
approached by many challenge, according to Jeffery Gitoyer is not to
produce satisfied customer, several competitors can do this, this
challenges is to produce designated and loyal customer.
Motive of the P & G Company is how to make the better relationship
with customer.
41
RESEARCH METHODOLOGY
The other objectives of this project are as mentioned below:-
i. This study about different schemes that various companies are

providing to the distributors.
ii. What is the margin they are providing to the distributors?
iii. Which company is giving the best secondary scheme to the
distributors?
iv. Which company is having the most transparent scheme?
SAMPLING AND FIELD WORK
Sampling and field work plan regarding this project are as follows:
 Sorting out the distributors and retailers.
 Preparation of questionnaire.
 Visit to the sorted out distributors and retailers.
42
 Taking out the query from the distributors and retailers

according to the questionnaires.
DATA COLLECTION INSTRUMENT
A questionnaire is a simple formalized schedule to obtain record specific

and relevant information with tolerable accuracy and completeness.
SAMPLE SIZE AND SELECTION

The simple size of the survey chosen was 150 distributors & retailers
(both mixed) from the available bunch of distributors & retailers.
SURVEY AREA
i. Morhabadi, Ranchi (Jharkhand)
ii. Nagra Toli, Ranchi (Jharkhand)
iii. Kanta Toli (Jharkhand)
iv. Tamar, Ranchi (Jharkhand)
v. Burdhawan Compound (Jharkhand)
vi. Lowadih (Jharkhand)
vii. Karamtoli (Jharkhand)
viii. Lalpur (Jharkhand)
ix. Adelhatu (Jharkhand)
x. Murhu, Khunti (Jharkhand)
43
xi. Silli (Jharkhand)
xii. Torpa, Khunti (Jharkhand)
xiii. Pithoria, Ranchi (Jharkhand)
METHODOLOGY FOR PROCESSING

THE DATA
More than one method was used for procuring and analyzing the primary
data.
DATA COLLECTION METHODS
In the report only primary data has been taken into account. The primary
data were collected through questionnaire and personal interview.
COMMUNICATION APPROACH
The communication means adopted for obtaining the prerequisite data

consist of the following:
i. Observation : Though perceiving situation and action of

Distributers
ii. Questioning : Though personal self- administered multiple

choices questionnaire with few open ended
44
questions dichotomous and trichotomus

questions are also applied.
DATA COLLECTION SOURCES
Regarding this project various data has been obtained or collected

from the following person in Jharkhand.
 Distributors
 Retailers
MAJOR PROBLEM WE FIND DURING SURVEY
 Less margin
 Small Retailers are not satisfied
 Little transparency in schemes is required
 Company Executives are not visit
45
A SURVEY REPORT ON DIFFERENT RURAL

AREAS OF RANCHI DISTRICT.
Alternate coverage of P&G model in Jharkhand

(Rural Areas)
LOCATION - Morhabadi
Shop Name of Outlet Contact No. Address

No.
1. Sumit Store 0651-2551829 New Area Morhabadi
2. Sourabh Cosmetics 9835322014 New Area Morhabadi
3. Vishal Gen. Store 9234086231 New Area Morhabadi
4. Bina Store 9386111885 New Area Morhabadi
5. Sri Durga Store N.A. New Area Morhabadi

6. Riya Gen. Store N.A. New Area Morhabadi
7. Prasad Gen. Store 9939536845 Antu Chowk Morhabadi
46
8. Hanuman Store N.A. Antu Chowk Morhabadi
9. Ajay Bhandar N.A. Antu Chowk Morhabadi

10. Bhutpurwa Bhandar 9934371705 Antu Chowk Morhabadi
11. Jaishree Shoppee 9934071368 Antu Chowk Morhabadi

12. Prasad Bhandar N.A. Antu Chowk Morhabadi
13. Binay Bhandar 0651-2550424 Antu Chowk Morhabadi

14. Hanuman Store N.A. Antu Chowk Morhabadi
15. Divya Store 9334434126 Antu Chowk Morhabadi

(Rural Areas)
LOCATION – Nagra Toli, Ranchi
Shop Name of Outlet Owner Contact No. Address

No.
1. Mukesh Gen. Store Mukesh Kumar 9334077813 New Nagra Toli
2. Chaubay Store Dilip Chaubay 9334072162 New Nagra Toli
3. Santosh Store Santosh Kumar 9199395443 Nagra Toli
4. Welcome Store Kishna 9955119489 Nagra Toli
5. Deepak Store Tinku 9308640249 New Nagra Toli
6. Kalyani Store Rajesh Kumar 9934398709 New Nagra Toli
7. Sinha Store Dhawal Sinha 9905728567 New Nagra Toli
8. Vinod Store Vinod Kumar 9973670496 Near Nagratoli
9. Ghosh Gen. Store Dula Ghosh 9934516977 New Nagra Toli
10. Ram Bhandar Dhananjay N.A. New Nagra Toli
47

(Rural Areas)
LOCATION – Kanta Toli, Ranchi
Shop No. Name of Outlet Contact No. Address

1. Minal Bhandar 0651-6990133 DangraToli Chowk,
2. S. K. Bhandar N. A. DangraToli Chowk,
3. Gupta Store 9835994342 Peace Road, Dangratoli Chowk
4. Bharat Store N.A. Peace Road, Dangratoli Chowk

5. Sahil Store N. A Peace Road, Dangratoli Chowk
6. Saha Store 9204479282 Kanta Toli,
7. Asha Store N. A Kanta Toli,
8. Master Telecome N. A Kanta Toli,
48

(Rural Areas)
LOCATION - Tamar
Sho Name of Outlet Owner Contact No. Address

p
No.
1. Sanjay Store Jayant Kumar Sahu N.A. Bazar Area
2. Jain Store A.K.Jain 06530-252407 Purani Chowk

09934582825
3. Dayal Store Swami Dayal N.A Purani Chowk
4. Sharma Store Kush Sharma N.A. Purani Chowk
5. Gupta Gen. Store Shyam Kr. Gupta 9934582825 Ridy More
6. Ashok Store Ashok Sharma N.A. Bazar Area
7. Gagan Bhandar. Dadan Sharma N.A. Purani Chowk
8. Sona Gen. Store Mahabir Sahu N.A. Ridy More
49
9. Deepika Cosmetics Sudhanshu Babu N.A. Purani Chowk
10. Keshri Kirana Prahalad Keshri N.A. Main Road
11. Tarun Store Tarun Kumar Jain 9431157018 Main Road

(Rural Areas)
LOCATION – Burdhawan Compound, Ranchi

No.
1. Seema Store Vikash Kumar 9835528999 J. C. Road
2. Amit Store Amit Kumar 9430752132 J. C. Road
3. Krishna Store Rajesh Kumar 9334812220 J. C. Road
4. Sankar Bhandar Sankar Lal Vijay 9835326320 Dhobi Ghat
5. Sri Gajanan Bhandar Gajanan N.A. Dhobi Ghat
6. Sri Om Store Mr. Om N.A. Dhobi Ghat
7. Gupta Store Rakesh Gupta N.A. Dhobi Ghat
8. Shyam Bhandar Shyam Kumar N.A. Dhobi Ghat
9. Akshay Bhandar Akshyap Ksyap 9831520923 Lower Burdhawan
10. Shankar Store Shankar Kumar N.A. Lower Burdhawan
11. Jai Prakash Bhandar Jai Prakash 9334433951 Lower Burdhawan
12. Uttam Store A. C. Jain 9835310092 Lower Burdhawan
50
13. Gaurav Shoppee Gaurav Kumar 9934345126 Burdhawan Compound

14. Akash Store Chourashia 0651-6991168 Burdhawan Compound

(Rural Areas)
LOCATION – Lowadih, Ranchi

No.
1. Khushboo Store 92790447333 Samlong
2. Agrawal Store N. A. Lowadih Chowk
3. Naveen Gen. Store N. A. Lowadih Chowk
4. Saraisha Khaini 0651-6991003 Lowadih Chowk
5. Ashok Gen. Store N. A. Lowadih Chowk
6. Dev Store 9234096284 Lowadih Chowk
7. Ajit Gen. Store 0651-2260911 Lowadih Chowk
8. Dilip Store 0651-2260864 Lowadih Chowk
9. Chhotanagpur Foods 9234099834 Lowadih Chowk
10. Sah Store N. A. Lowadih Chowk
11. New Corner 9934156922 Lowadih Chowk
51

(Rural Areas)
LOCATION – Karam Toli, Ranchi

No.
1. Amit Bhandar 9234095588 Morhabadi Road
2. Muakan Store 0651-3242407 Karam Toli Chowk
3. Prakash Store 9334457685 Karam Toli Chowk
4. Krishna Store N.A. Ahir Toli
5. Sri Ganesh Bhandar 9835757679 Ahir Toli
6. Prakash Gen. Store 9304037355 Ahir Toli
7. Raghunandan Store 0651-256442 Ahir Toli
8. Dinesh Store 9905737424 Ahir Toli
9. Rishi Store 9934313784 Birga Colony
10. Tiwari Store 9709156246 Birga Colony
11. Sinha Store 0651-3207625 Professor Colony
52

(Rural Areas)
LOCATION – Lalpur, Ranchi

No.
1. P. K. Sales Dhananjay Kumar 9835960007 Behind PNT Colony
2. Mantu Store Ranjan Kr. Gupta N.A. Behind PNT Colony
3. Survi Store Pramod Kr. Bharti 9308073771 Behind PNT Colony
4. Popular Store S. K. Agrawal 9235083467 PNT Colony
5. Pawan Store Suresh Prasad 0651-3240582 PNT Colony

(Rural Areas)
LOCATION – Adelhatu, Ranchi

53
No.
1. Magadh Kirana Store N.A. Adelhatu
2. Mona Gen. Store N.A. Adelhatu
3. Hanuman Bhandar 9234099432 Adelhatu
4. Rakesh Gen. Store 0651-3203883 Adelhatu
5. Prasad Gen. Store 9835918751 Adelhatu
6. Swastik Store N.A. Sendwar Toli
7. Kanhaiya Bhandar 9234094565 Sendwar Toli

(RURAL AREA)
LOCATION - MURHU
54

No.
1 Gupta Store Shiv Kumar Gupta 9835730584 Main Road Murhu
2 R.K. Store R.K. Somani N.A. Main Road Murhu
3. Rupesh Gen. Store Rupesh Kumar N.A. Main Road Murhu
4. Jai Store Jaiveer Sahu N.A. Main Road Murhu

5. Sahu Gen. Store Ashok Sahu N.A. Main Road Murhu
6. Gupta Gen. Store Ranjeet Gupta 9431943213 Main Road Murhu
7. Sanjay Gen. Store Sanjay N.A. Main Road Murhu
8. Choudhary Bhandar Pradupn Choudhary N.A. Main Road Murhu
9. Sharma Gen. Store Akhilesh Sharma N.A. Main Road Murhu
10. Mamta Bhandar Anil Prasad N.A. Bazar Chowk
11. Vivek Store Vinod Srivastav N.A. Bazar Chowk
12. Deepak Gen. Store Deepak Kr. Gupta N.A. Bazar Chowk
13. Das Provisional Store Ghanshyam Das N.A. Bazar Chowk
14. Parmatma Bhandar Parmatma Thakur N.A. Bazar Chowk
15. Ganesh Kirana Dukan Akhilesh Shrama N.A. Main Road Murhu
ALTERNATE COVERAGE OF P&G MODEL IN

JHARKHAND (Rural Areas)
LOCATION – Silli
55
Shop No. Name of Outlet Owner Address

1. Sweta Gen. Store Sujit Kumar Bada Bazar
2. Vinod Gen. Store Vinod Kumar Bada Bazar
3. Nawal Gen. Store Nawal Kumar Bada Bazar
4. Gupta Gen. Store Rajiv Gupta Bada Bazar

5. Annapurna Bhandar Shankar Prasad Bada Bazar
6. Soni Gen. Store Vijay Lata Bypass Road
7. Shiv Kirana Store Umesh Pd. Shah Bypass Road
8. Shubham Shrinagar Sanjay Kumar Bypass Road
9. Shankar Gen. Store Shankar Kumar Bypass Road
10. Chandan Gen. Store Yashwant Sharma Bypass Road
56
ALTERNATE COVERAGE OF P&G MODEL IN

JHARKHAND (Rural Areas)
LOCATION - TORPA
57

No.
1. Das Gen. Store Mukul Das N.A Main Road Market
2. A.K.Bhandar A. K. Choudhary 9431546156 Main Road Market
3. Basant Store Basant Kr. Jaiswal 9304565462 Main Road Market
4. Saif General Store Asif N.A Main Road Market
5. Saif Gen. Store Vivek Kumar 9835175615 Main Road Market
6. Prasad Store Akhilesh Pd. N.A Main Road Market

7. Aggrawal Store Nagendra Prasad N.A Main Road Market
8. Chourasia Kirana Store Rajeev Chourasia N.A Main Road Market
9. Rai Bhandar Tarkeshwar Prasad 9334623558 Main Road Market
10. Sruti Bhandar Vivek Kumar N.A Main Road Market
11. Kumar Gen. Store Arvind Kumar N.A Main Road Market
12. Sandhya Stores S.J. Store N.A Main Road Market
13. 9334607040 / Hill Chowk, Nagar Bhawar

Uma Traders Pradeep Gupta
9334062220
14. Lalji General Store Sandri Devi N.A Hill Chowk, Nagar Bhawar
15. Gayatri Gen. Store JagdishPd. N.A Hill Chowk, Nagar Bhawar
16. Hill Chowk, Nagar Bhawar

Prasad General Store Jagdish Prasad 9304092677
Mehta Store Ashok Mehta N.A
Manoj General Store Ashok Kumar 06538-233594
19. Choudhary Bhandar S. K. Choudhary 9431193336 Hill Chowk, Main Road
ALTERNATE COVERAGE OF P&G

MODEL IN JHARKHAND
LOCATION - PITHORIA
58

No.
1. Kishan Sahu Store Rama Sahu 9939143910 Bazar Tad Market
2. Pancham Store Pancham Kumar 9835124371 Bazar Tad Market
3. Manorma Bhandar Baleshwar Prasad 9905598192 Bazar Tad Market
4. Amar Kirana Dukan Awdhesh Kr. N.A Bazar Tad Market

Singh
5. Laljee Gen. Store Suresh Kumar Lal 9308017571 Bazar Tad Market
6. Ruby Grocery Store Mithilesh Sharma N.A Bazar Tad Market
7. Arun Gen. Store Ranjeet Gupta N.A Bazar Tad Market
8. Maa Durga Bhandar Sanjeev Kumar N.A Bazar Tad Market
9. Rai Gen. Store Pratab Rai N.A Maharana Pratap Chowk
10. Saraswati Kirana Prabhat Ch. Das N.A Maharana Pratap Chowk
Store
11. Mandal Gen. Store Sunil Kr. Mandal 9835581626 Maharana Pratap Chowk
12. Singh Gen. Store Subodh Kumar N.A Maharana Pratap Chowk
13. Kumar Bhandar Pradeep Kumar N.A Maharana Pratap Chowk
14. Roop Sringar Sanjay Keshri N.A Maharana Pratap Chowk
15. Mala General Store Manisha Das 0651-2818596 Maharana Pratap Chowk
16. Manju Store Baleshwar Prasad N.A Maharana Pratap Chowk
17. Alok Kirana Dukan Arun Kumar 9835764285 Chaurasia Chowk
18. Manoj Bhandar Manoj Sahay N.A Chaurasia Chowk
19. Balak Kirana Ram Babu N.A Chaurasia Chowk
20. Keshri Store Niranjan Keshri 9931165853 Chaurasia Chowk
21. Sangam Store Dipesh Sinha N.A Chaurasia Chowk
59
PROCEDURE
In order to reach my objective, I have conducted a marketing survey in
different area of Jharkhand.
The survey process involves many steps because mere collection of

information does not complete the survey. The information must be
60
collected and proceed in a scientific manner to make it more mining full

and useful. Some of the major steps in my research are given below:-
(1) PROBLEM FORMULATION:-
The precise definition of the problem helps in determining the techniques

to be used, the extent of information to be collected etc; so I got an
identified objective to work on my training.
(2) DECISION ON FACT-GATHERING PROCESS:-
After defining the problem the second step, is to find out the strategic for
getting information. So, it was being decided that I will meet the clients
and collect the information regarding grossary retailer (Jharkhand). Also
in the mean time I have prepared a set of questionnaire to be filled by the
clients together the information I need.
(3) DATA COLLECTION:-
Usually survey techniques are used for gathering information. So, I

collected the required data through my questionnaire.
(4) THE MARKETING SAMPLES:-
The sample is a small group taken from the total population. Sampling is
essential to substantiate and interpretate the data. For my project I had got
a sample from different area of Jharkhand.
(5) DATA EVOLUTION:-
The data collected can’t be simply accepted because they might contain
unnecessary and/ over or under emphasized facts. So, it is a necessary
step for me to evolve the necessary data from the collected data.
(6) INTERPRETING THE DATA:-
61
Correct interpretation of data makes the research meaning full and

purpose full. So, my next step was to interpret the necessary data.
(7) REPORT PREPARATION:-

The final step in marketing research is summarizing the result of the
research and marketing a report. Hence, I have made this report as an
essential part of my project training.
FINDINGS:-
In order to reach by objective, I have visited many area of Jharkhand. My
visit to the whole seller and retailer shop consists of collecting the
necessary information’s from them through my questionnaire and an
informal talk with them.
62
I have visited many outlets of retailors in search of the biggest

wholesellers of the visited areas of (Jharkhand), based on the data
collected from the various outlets. The result in percentages and represent
them graphically for the sake of convenience.
DESIGNING DATA COLLECTION FORMS

The primary data was collected on the basis of survey method. In this
case the survey method was used because it was necessary to know about
the attitudes, opinions and reaction of the responded, which are intangible
state of mind and cannot be observed otherwise questionnaire method
was used of primary data. The secondary data, in some was collected
from the training manuals, websites and other record of the companies.
The data was first edited and then tabulated for calculation.
1. From where you get knowledge, idea, information about

P&G and Gillette product?
(i) Daily Newspaper [31] (ii) T. V. [80]
(iii) Radio [13] (iv) Others [36]
63
2. Do you know about P&G and Gillette product?
(i) Yes [140] (ii) No [20]
3. From where you get the P&G product?
(i) Whole sale [53] (ii) Retailer [40]
(iii)Company [36] (iv)Not Sale [21]
4. Is company executive visit at your store?
(i) Yes [64] (ii) No [97]
5. How the P&G executives take order from your store?
(i)By Using Detailer [0] (ii)White paper [36]
(iii)By Phone [32] (iv)simply asking [20]
(v)Palm Top [63]
6. When does the P&G product Delivered at your store?
(i)After taking Order[30] (ii)Same Day [39]
(iii)Evening [10] (iv)carry himself the product [18]
(v)Next Day.[63]
7. What is the ratio of visit at your store?
(i) Daily [7] (ii) Weekly [60]
(iii) Fortnightly [63] (iv) Monthly [20]
64
8. Are you satisfied with the service provider by the delivery vein?
(i) Yes [50] (ii) No [13]
9. Is your store new store?
(i)Yes [50] (ii) No [100]
10. To whom you think the close competitor of P&G?
(i)HUL [76] (ii)J&J [18]
(iii)Garnier [56]
11. Do customers ask himself for P&G Product?
(i) Yes [89] (ii) No [53]
12. Did you get any type of scheme & benefit from our company?
(i) Yes [80] (ii) No [70]
13. How you feel by selling P&G product?
(i) Excellent [17] (ii) Very Good [24]
(iii) Good [71] (iv) Average [15]
(v) Bad [15]

65
14. Which P&G product you sold most in a month?------------------------
(i) Tide [60] (ii) Panteen [12]
(iii) Head & Shoulder [42] (iv) Wishper [26]
(v) Vicks [12]
15. Do customers have any grievances regarding our product?
(i) Yes [30] (ii) No [120]
16. Remark--------------------------------------------------------------------------
(i) Good [56]
(ii) Very good [74]
(iii) Bad [20]
SUGGESTION AND RECOMMENDATION

Being the second largest player in FMCG products especially in
detergent market at national level, P&G still looking for its place in rural
market. It has dynamic strategy to cope up with the cut throat competition
66
in urban area. Only able to make its presence felt in small packages. As
everybody knows that 63% of the Indian population lives in rural area,
and if P&G Company wants to big player in India, or in Jharkhand the
company have to make the suppliers, or distributors in rural area for
smoothly supply of products in rural area.
67
Top Ten Players in FMCG Sector
S. NO. Companies
1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8 Britannia Industries
9. Procter & Gamble Hygiene and Health Care
10. Marico Industries
P&G
68
Procter & Gamble Latin America Procter & Gamble Germany
Procter & Gamble India Procter & Gamble Japan
Procter & Gamble France Procter & Gamble Europe
Procter & Gamble UK
Procter & Gamble Co
Type Public (NYSE: PG)
Founded 1837
One Procter & Gamble Plaza, Cincinnati, Ohio, USA 45202

Headquarters
A. G. Lafley, Chairman and CEO
Key people
Consumer goods
Industry
▲ US $76.476[1] billion (2007)
Revenue
▲ US $10.340[1] billion (2007)
Net income
138,000
Employees
Website www.pg.com
Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500, American global
corporation
BIBLIOGRAPHY
FOR BOOK REFERENCES
69
 MARKETING MANAGEMENT (PHILIP KOTLER)
FOR WEB REFERENCES

 www.pg.com
70

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NIST B–SCHOOL, BERHAMPUR, ORISSA

“ALTERNATE COVERAGE MODAL

Dated: 15th June 2009 to 30th July 2009

Submitted in the Partial fulfillment of the

NIST B-SCHOOL, BERHAMPUR,

SUGGESTION & RECOMMENDATION

Our chief wants in life is somebody who can make us do what

I offer my gratitude & privilege to acknowledge indebtness to

Submitting this project report, I pay deep regards to my Parents

OBJECTIVE OF DOING TRAINING

The foremost reason beyond training is that “marketing is not a more

Survey shows that customer goods companies spend on promotion tool in

Effective communication is the essence of promotion. Marketing is

Organization structure is basis of framework within which the manage

For example –Biologist wants to know the structure of cells; the

Structure is pattern in which various parts or components are interrelated

The organization structure can be viewed as established pattern of

It is very difficult to study the organization structure separately from its

functioning. According to Dalton have defined organization structure as

Organization structure refers to the differentiation and integration of

WHAT IS PROJECT REPORT

In other word the project report states as to what business is intended to

The preparation of such a statement serves following three important

a) It facilitated planning of business by setting guideline for future

b) It provides a framework for the presentation of the information

c) It helps of procuring finance from various financial institution and

Thus, various analysis such as product analysis and market survey

OVERVIEW OF THE COMPANY

You will participate in introductory training sessions on arrival and from

Internships are designed for students in their final or penultimate year of

William Procter, a candle maker, and James Gamble, a soap maker,

The company prospered during the nineteenth century. In 1859, sales

In the 1880s, Procter & Gamble began to market a new product, an

In 1964, a public limited company, Richardson Hindustan Limited (RHL)

In May 1967, RHL introduces CLEARASIL, then America's number one

Bilaspur in Terai Region of Uttar Pradesh. Today India is the world's

In 1979, RHL launches VICKS ACTION 500. It also commenced

In 1984, RHL sets up an Ayurvedic Research Laboratory. This is in

In October 1985, after RHL becomes an affiliate of The Procter &

In 1991, Procter & Gamble India launches Ariel detergent - another of P

In 1992, The Procter & Gamble Company, US increases its stake in

In 1993, Procter & Gamble India divests the Detergents business to

In 1996, Goa Honda Factory starts its operations, manufacturing Vicks

In August 2000, Vicks Action 500+ was relaunched in an attractive True

In May 2002, Whisper announced a unique knowledge sharing initiative

In July 2002, Procter & Gamble announced the launch of Vicks

In May 2004, Procter & Gamble Hygiene & Healthcare Ltd. we

Profile: Gillette (Procter and Gamble)

The Environmental Working Group accuses Gillette of being one of the

About Gillette (Procter and Gamble)

The intersection of two nameless dirt paths in a small town outside of

BRANDS OF P&G IN INDIA:-

Procter & Gamble is committed to making every day in

Indian women share a special relationship with Whisper, since it spells

The Vicks business in India is the biggest in the ASEAN-Australasia-

Over the years, Vicks has launched several heart-tugging advertising

DETAILS OF DIFFERENT PRODUCTS OF P & G:-

 ORAL – B BRUSH SHINY CLEAN

• Oral – B Shiny clean

 ARIEL (FABRIC & HOME DARE)

 TIDE (FABRIC & HOME DARE)

 WHISPER (FEMALE CARE)

• Whisper Maxi 10’s/20’s