A STUDY ON CAREER MANAGEMENT SYSTEM

With Reference To

PERAL BOTTILING PVT LTD, VISHAKHAPATNAM

A Project Report Submitted To J.N.T.U, KAKINADA in Partial Fulfillment of the

Requirements for Award of the Degree Of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

V.SANTOSHI DEEPTI

Regd No: 09PM1E0057

Under the esteemed guidance of

Mr. SAUMENDRA DAS

LL.M., M.B.A. (Ph.D)

Asst. professor

DEPARTMENT OF MANAGEMENT STUDIES

AITAM SCHOOL OF COMPUTER SCIENCE AND MANAGEMENT

(Approved by AICTE, New & Affiliated to JNTU, Kakinada)

K.KOTTURU, TEKKALI-532201

(2009-2011)

AITAM SCHOOL OF COMPUTER SCIENCE AND MANAGEMENT

(Approved by AICTE, New & Affiliated to JNTU, Kakinada)

K. Kotturu, Tekkali-532201

(2009-2011)

CERTIFICATE

This is to certify that the project entitled “A Study On CAREER MANAGEMENT

SYSTEM” with reference to “PEARL BOTTILING PVT LTD, VISHAKHAPATNAM” is

submitted by Miss. SANTOSHI DEEPTI.V, bearing Regd.No-09PM1E0057 is a partial

fulfillment of the requirement for the award of the degree of MBA, in AITAM SCHOOL OF

COMPUTER SCIENCE AND MANAGEMENT affiliated to Jawaharlal Nehru Technology

University is a record of confide work carried out by her under my guidance and

supervision.

The results embodied in this project work have not been submitted to any other

university or institute for the award of any degree or diploma.

Prof (Dr) D.Vishnumurthy Saumendra Das

PRINCIPAL PROJECT SUPERVISOR

ACKNOWLEDGEMENT

I hereby take this opportunity to express my sincere gratitude to, Dr.V.Nageswar

Rao, Director of ASCAM, Tekkali for giving me this opportunity to do this project.

It is profound sense of report that I wish to take this opportunity to reveal my

overwhelming gratitude to Dr.VISHNU MURTHY, Principal of ASCAM, for his guidance,

support, suggestions in this study.

I thank my project guide, Mr.Saumendra Das, Assistant Professor,

Department of Management studies, for providing me his valuable guidance, support

and suggestions in completion of this project.

I also thank my company guides to, Manager in HR and Training and Mrs.K.Satya

Guide and also I extend my thanks to MR.K.Sitaram, personal assistant (HR) for his

guidance and valuable suggestions in completing my project work.

I take it as privilege to extend my sincere thanks to all staff especially to those of

human resources department for their sincere cooperation and help without which this

would not have been completed.

(V.Santoshi Deepti)

DECLARATION

I hereby declare that this project report entitled ASTUDY ON CAREER

MANAGEMENT SYSTEM WITH REFERENCE TO PEARL BOTTLING PVT. LTD,

VISAKHAPATNAM”, ANDHRA PRADESH’’ is a bonafied work done by me and

submitted to DEPARTMENT OF M.B.A, AITAM SCHOOL OF COMPUTER SCIENCE &

MANAGEMENT, in partial fulfillment for the award of the degree of Master of Business

Administration is of my own and it is not submitted to any other university or has been

published any time before.

Place: TEKKALI (V.Santoshi Deepti)

Date:

CONTENTS

1. CHAPTER-1: INTRODUCTION PAGE NO

1.1 Introduction

1.2 Need for the study

1.3 Objectives of the study

1.4 Methodology

1.5 Limitations

2. CHAPTER-2: INDUSTRY PROFILE AND COMPANY PROFILE

2.1 Genesis and Growth

2.2 Organizational Structure

2.3 Financial Department

2.4 H R Department

2.5 Operations Department

2.6 Marketing department

2.7 Sales Department

2.8 Others

3. CHAPTER-3: CAREER MANAGEMENT SYSTEM

3.1 Theoretical Framework

4. CHAPTER-4: DATA ANALYSIS & INTERPRETATION

5. CHAPTER-5: SUMMARY & SUGGESTION

5.1 Summary

5.2 Findings

5.3 Suggestions

ANNEXURE: QUESTIONNARE

BIBILOGRAPHY

CHAPTER – 1

Introduction

1.1 Introduction of the Study:

Career is a lifelong assignment, which enables individual to earn money or to

satisfy himself. It is a way of life for a person. A career imposes a number of

responsibilities and duties on an individual. Different careers have different requirements

for example human skills, location, climate, etc. “A career may be thought of as a long-

term project for an individual life. One’s career may be “in” business, law, teaching,

entertainment, professional philanthropy, or something else” (Care, 1984).

According to Care (1984) career is a way of life one lives. Maanen (1977) give

definition of career as a series of related experiences that makes an individual’s life. Olson

and prince (1979) suggest career as a series of steps upward in the organization and see

career as a life time commitment to a specific field or organization.

Career is a term defined by the Oxford English Dictionary: "Course or progress

through life (or a distinct portion of life)" Nosow and Form (1962) provides the following

definitions:

"Sociologically the career refers to any pattern of occupational change (vertical and/or

Horizontal) of any occupational group” (Nosow and Form, 1962).

Consistent with this concept of career, Hall’s (2002) define career as different

attitudes and behaviors that linked with individuals and their work-related experiences and

actions over the life period. Here, career is a work related experience over a person’s life

indicates a long-time action rather than immediate performance and satisfaction.

Sims (1983) says: “To match the job and person, a commensurate frame work for

assessing job demands and personal characteristics is needed.”

Schein (1978) relates career to the career “anchors” an inner feeling of motivation

or a power of inspiration for an individual. He has mentioned that there are a number of

stages in the career cycle including growth, fantasy and exploration. An individual can

reach a realistic career choice by performing a number of jobs and by utilizing his abilities,

interests, thoughts, feelings and skills. “Other perceived important career anchors for

success include organizational stability, identity, geographic security and services”.

Career choice is a name of process that starts during early age. In an age when

students start thinking about making some career choice and continues till the time when

the individual is employed in any organization. Career choice is also influenced by health

and physical performance of an individual. Personality of a person also play an important

role when we talk about or it comes to selecting the right job for an individual. It's become

necessary for all persons to find appropriate careers today not merely for financial

reasons, but also for the satisfaction or excellence of life. By choosing a career that

matches your needs, your personality, you are more likely to perform a job happily.

1.2 Need for the study:

For any organization, having considerable size of human resource segment, managing

human relations assumes equal importance with other areas. Career management is also

an element in contribution of individual satisfaction and organizational health. Discontent

and dissatisfaction in employees if suppressed, even if surfaced and not addressed results

in various problems, ultimately leads to diseconomy in operations. So providing channels

to ventilate the employee opinions, understanding the problem, an organization in fact

constitutes the career management system.

Pearl bottling Pvt. Ltd. Has developed very good size of manpower and to reduce

the dissatisfaction arising from time to time in the career growth; it has evolved a career

management system. So with a motive to understand the……….

The nature of complaints.

Communication channels available to convey opinions.

Policies in operation.

To study the decision making in development of individual as well as organization

growth.

1.3 Significance of the Study:

This study contributes toward our understanding of career choice that every

individual makes in the long span of his/her life. And after making a career choice what

kind of relationship creates with their performance. Given this, the results of this study

provide information toward the following ends:

1. This study provides baseline information to improve our understanding of factors that

influence every one while making decision about the career he/she wants to adopt.

2. The result provides information about the relationship between career choice and

Employees performance.

3. The results also take into account the relationship between the satisfaction of employees

with their career and it’s out come on their performance. If employees are not satisfied

with their career choice or they don’t like present field of work what type of effects it has

on their performance.

1.4 Objective of the Study:

• To find out the factors and situations that influence individuals to choose a

career

• What kind of impact their career choice has on their performance at work.

• To identify and satisfy individual and group need in improving their career

growth.

• To strengthen an depreciate the human assets continuously by training and

development programs.

• To attain an effective utilization of human resources in the achievement of

organizational goals.

• To provide an opportunity for expressing their views.

• To provide facilities and conditions of work for maintaining stability in

employment and work for career development.

1.5 Methodology of the Study:

The collection of data refers to a planned gathering of information relevant to the

subject matter of the study from the units under investigation the method of collection of

data depends mainly upon the nature, objective and scope of the inquiry on one hand and

available of resources and time on the other hand. Data may be classified into primary and

secondary data, depending upon the nature and mode of collection.

Primary data

Secondary data

1) PRIMARY DATA: primary data is collected from the office staff, workersand

employees in the company through a structured schedules and personal interviews.

It can be collected by questionnaire, interviews, discussions with the concern

people and direct observation.

QUESTIONNAIRE: a structure of questionnaire was prepared an distributed

among the employees actually to known the real feeling About training

from the employees by PBPL the questionnaire was prepared on the basis

of my knowledge and help from my guide.

INTERACTION: personal interviews and interaction and labor it was all done

by me with the permission of HRM guide with employees and labors.

OBSERVATION: By observation it was studied that how far it is necessary

for all employees of PBPL.

2) SECONDARY DATA: secondary data was collected from various resources as

books, recorded of PBPL journals, annual reports, company records, company files,

company websites, etc.

1.6 Limitations of the Study:

Every study has its limitation because of some particular reasons in the

organization. There are some limitations in the study.

My study is limited only for 8 weeks which not sufficient enough to know about the

career management program in the organization and their development progress.

My sample size is only limited to100 no. of employees out of 170 employees in

the organization.

This survey is entirely based on the data given by workers.

Most of the information has been kept confidential and as such was not passed on

the part of the policy of the company.

Comparison of career development system with other companies is not possible

since the company’s information is not available.

It is also not possible to compare the career development system as the other

company policies, capacity, facilities and environment is different.

There is no chance to know the pressure from peer, superiors and trade unions on

employees highly confidential.

CHAPTER II

Industry profile and Company profile

2.1 Genesis and Growth:

Non-alcoholic soft drink beverage market can be divided into fruit drinks and soft

drinks. Soft drinks can be further divided into carbonated and non-carbonated drinks.

Colas, lemon and oranges are carbonated drinks while mango drinks come under non-

carbonated category. The soft drinks market till early 1990’s was in hands of domestic

players like Campa, thumps up, limca etc but with the opening up of economy and coming

of MNC players Pepsi and coke the market has come totally under their control. Worldwide,

coke is the leader in carbonated drinks market. In India it is Pepsi, which scores over coke

hut this difference is fast decreasing. Pepsi entered Indian market in 1991. Coke re-

entered (after they were thrown out in 1977, by the then central government) in 1993.

Pepsi has been targeting the youth and the sales have been doing well by sticking

to this youth segment. Coke on the other hand struggled initially in establishing itself in

the market, in a span of 7 years of its operations in the country it has changed its CEO four

times but finally they seem to have started understanding the pulse of Indian consumers.

Soft drinks are available in glass bottles, aluminum cans and PET bottles for home

consumption. Fountains also dispense then in disposable containers.

Segmentation:

The soft drinks market can be segmented on the basis of place of consumption and

on the basis of type of products. The soft drinks market can be segmented on the basis of

place of consumption divides the market into two parts:

On premise-80% of the consumption of soft drinks is on premise i.e. restaurants,

railways stations, cinema etc.

At home the rest 20% of the market compromises of the soft drink purchased for

consumption’ at home.

The soft drinks market can be segmented on the basis of types of products into

cola products and non-cola products.

Cola products account for nearly 62% of the total soft drinks market.

The brands that fall in this category are Pepsi, coca cola, and thumps up, diet

coke, diet Pepsi etc.

Non-cola segment, which constitutes 36%, can be divided into four categories

based on the type of flavor available, namely

Orange

Cloudy lime

Clear Lime

Mango

i. Orange flavor based soft drinks constitute around 17% of the market. The segment

is largely dominated by national brands like fanta of coca cola and Miranda orange

of Pepsi co. rest of the market is in hands of smaller brands like crush (earlier of

Cadbury Schweppes and now of coca cola), gold spot etc.

ii. Cloudy lime flavor constitutes 14% of the market and is largely dominated by limca

of coca cola and Miranda lemon of Pepsi co.

iii. Clear lime this segment of the market witnessed good growth initially with all the

players launching their brands in the segment. But now the growth in the segment

has slowed down, the brands available in this segment are 7up, mountain dew of

Pepsi, sprite of coca cola and Canada thy (earlier of Cadbury Schweppes and now of

coca cola). The segment constitutes 3% of the total soft drinks market.

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

competes with mango based fruit drinks like frooti. The leading brands in this

segment are: maazza of coca cola and slice of Pepsi Co.

There is very thin line of difference between the clear and cloudy lime. The most

obvious feature is that clear lime has to be bottled in green bottles as sunlight

harms the drink and changes the taste. There are some small local brands at city or

regional levels. Most of these are either merging with the two big players (coca cola

and Pepsi) or they command a very small

.

MAJOR PLAYERS IN SOFT DRINK INDUSTRIES:-

The two global majors Pepsi and coca-cola dominate the soft drink market in India.

Coca-cola, which had wound up its India operation during the introduction of the FERA

regime, re-entered India 16 years later in 1993. coca-cola, acquired a major chunk of the

soft drink market by buying out local brands Thumps up, Limca, Maaza and Gold spot from

Pearle Beverages, coca cola has also acquired Cadbury Schweppes soft drink brand crush,

Canada Dry and sport cola in early 1999 and now recently in October it acquired

distribution rights of these brands from IFB Agro limited. Pepsi started a couple of years

before coca cola in 1991. It bought over Mumbai based Duke’s range of soft drink brands.

Both the cola manufacturers come up with their own market share figures and claimed to

have increased their share.

SURVEY REPORT ON RETAILERS IN SOFT DRINK INDUSTRY:-

A survey was conducted to study the retailer’s views of the present market, future

trend and the consumer behavior patterns. The findings of the survey are as follows:

Retailers started that the consumers are loyal to the particular segment of the soft

drink i.e. cola, orange or lemon. But as far the loyalty for the brands in each

segment is concerned, it is not very significant.

43% of the retailers surveyed told that in the soft drinks advertising is the

component in driving sales. While 32% started promotional schemes 20% brand

loyalty as the reason.

As consumers are not very brand loyal where the purchase of soft drinks is

concerned, the retailer push becomes a critical issue. They usually sell the product

in which they get the maximum benefit. For this, the companies try to offer them

higher margins.

While distributors get margin of Rs. 8-9 per crate (1 crate = 24 bottles) at 3-4% of

MRP, retailers are given a margin of 10-12% of MRP. The retailers are not happy with this,

as the cost refrigeration is very high for soft drinks, To overcome this problem the

companies are offering visi coolers schemes to their main retailers.

GENESIS OF INDIAN SOFT DRINK MARKET:

India having a hot climate has always been a place of variety of drinks to cool, off

from the hot sunny days. Perhaps this aspect has served as a boom to soft drinks market

that made a simple appearance to the middle of hostile people but soon gained as access

that has carried over the past five decades which has also seen the ups and downs of this

thirst quenching market,

With the introduction of liberalization policies, many foreign multinationals have

started business ventures in India. The first attempt to enter India market in the soft drinks

market was made by Cock Pure Drinks Pvt. Ltd. Delhi was the first franchise bottles of

Coca-Cola. Export Corporation in 1950 with Swadeshi Movement started by Janata party

CCEC was asked to reduce its foreign capital holding 40% and delivers the know how to

Indian company. This refused forced CCEC to leave the country in 1977.

With the leaning of Coca-Cola the domestic soft drinks market got a lift and is raise

to capture the Indian market with Parle as the main leader, Gold spot, Thumps-up, Maaza

and Kismat became a house hold name. Its market share grew to 60% in 1991 and it

emerged as the market leader, The first challenge to the supremacy of Pane brands came

from Pepsi cola in May 1990. Pepsi that was in India from 1956-61 had left the country, as

its products were not found acceptable to the Indian public.

COMPANY PROFILE OF PEPSI FOODS INDIA:

Pepsi food India limited drinks is owned by multinational giant of beverages of

company incorporation of New York, USA which has a turnover of $28 billons and an

average sales volume of $10billion in the world. Prior o0fliberalization in 1990, corporation

entered into a joint venture with TATA group company Volta’s with 24% equity under the

Punjab agro industry corporation with 36% equity and with an investment of %95 million.

After LIBERLISATION of our economy, Volta’s share was acquired by leaving only 8% to the

Punjab agro industries and later on it bought all the equity shares and converted food from

a three way joint venture to a fully owned subsidiary.

Pepsi foods India limited is head quartered in New Delhi. It has 11 companies

owned bottling plants and 15 franchisees throughout the country. Company earlier used

Lehar as a prefix to each of its brand names. Later it was asked by the government to drop

the prefix to each of its brand name. later it was asked by the government to drop the

prefix another challenge is that parley has come from coca cola.

Thus parley and coke dominated the Indian soft drink market in the ensuing days.

Coca cola purchased parley’s brand such as thumps up, lima etc., along with its

distribution network in 1993, at present has a market share of 18.5% and ranks number

one in total sales of soft drinks, where as Pepsi has a market share of 47.8% and rank

next.

PBPL was incorporated in 1982 at Madhurawada in Visakhapatam district of Andhra

Pradesh for the purpose of manufacturing soft drinks. It was since then the company

has started commercial production of company cola products. It produced cola, orange

and lemon flavors under the brand names of thrill rush and sprint. It also produces Mc-

Dowell- bagpiper soda. It produced these drinks under franchise agreement, but the

company could not exist in the market due to the stiff competition from parley products. In

February 199, the company singed to manufacture and market the products under

franchise agreements. Franchise is a contract, which gives the company the right to do the

business under the name and image of principal’s according to this agreement, PBPL has

given its consent…….

To manufacture soft drink using the concentrate supplied by Pepsi foods

To sell the soft drinks and prices faced by advertises and market within specified

areas for the products of from April 23rd, PBPL started distributing the stocks received from

Cuttack plant. Commercial production started in PBPL from June 1992 on words Initially

four brands viz., seven-up, Miranda and Lehar soda were bottled and distributed where as

slice were supplied by Cuttack plant. In May 1993, a cloudy lemon flavor called “TEEM”

was introduced which was not very well received by may consumers because of the well

established “LIMCA”.

In April 1988 a new cloudy lemon flavor, namely Miranda lemon was introduced

after discounting TEAM. PBPL limited was appointed as franchise as franchise by food

limited, in activities originally constructed by camp-cola soft drink in 1980 at

Madhurawada due to losses suffered camp-cola, the unit became insolvent.

As a result Andhra Pradesh state finance corporation auctioned the premises, in

1990s, after which it was purchased by PBPL. It started production in 19s91, initially it

produced Mc-Dowell company’s brand-THRILL, RUSH, SPRINT,L MC-DOWELL’S SODA AND

BAGPIPER SODA. In February 1992, PBPL signed a memorandum with foods. The product

was launched in 1992. From April 1992, PBPL signed a memorandum with foods. The

product was launched in 1992. From April 23rd it started its distribution on receiving stocks

form Cuttack. However commercial production started at Visakhapatam form June 1992

onwards, in the beginning four drinks were bottled namely. PEPSI, Miranda, LEHAR SODA

SEVEN-UP were bottled and distributed were as SLICE continues to be supplied form

Guntur plant.

The company distributed its products in five districts, they are:-

VISAKHAPATNAM

SRIKAKULAM

VIZIANAGARAM

EAST GODAVARI

WEST GODAVARI

Pepsi Company in corporation, the 22 billion worth soft drinks, snacks and past

foods company has finally entered the Indian market. The Punjab Agro Industry

Corporation with 36 % equity and Tata Group Company Voltas with 24% equity were the

promoters of Pepsi which itself had 40% equity. Pepsi leaning only 8% to Punjab Agro

Industries acquired later Voltas share.

The Pepsi Company has been using “Lehar” as prefix to each of its brand names.

Later it was allowed by the government to drop the prefix. Another challenge to Pane

came from Coca-Cola. Thus Pepsi, Pane and Coke dominated the Indian soft drink market

in the ensuing days. Coca-Cola merged with Pane in the year 1993.

HISTORY:

Pepsi has one of the most intriguing histories of any product on the market. From

its humble beginnings the people of Pepsi make the story what it is - including its inventor,

customers, competition, corporate managers, salesmen, distributors, cartoon spokes-

persons and including some of the biggest names in entertainment history. There have

been good times and bad times - plus lots and lots of changes over the years. If you enjoy

Pepsi, you’ll enjoy the stories of the people who have made it possible.

PEPSI PHRASES:

The Pepsi marketing phrase has also changed many times. The marketing folks at

the company felt free to invent new phrases whenever they thought the public would be

receptive to the change.

1909-1939 - Delicious and Healthful

1939-1950 - Twice As Much for A Nickel Too

1950-1963 - The Light Refreshment

1953-1961 - Be Sociable

196 1-1963 - Now It’s Pepsi For Those Who Think Young

1963-1967 - Come Alive! You’re In the Pepsi Generation

1967-1969 - Taste That Beats the Others Cold

1969-1973 - You’ve got A Lot to Live, Pepsi’s Got A Lot To Give

1973-1975 - Join the Pepsi People Feeling’ Free

1975-1978 - Have a Pepsi Day

1978-1981 - Catch That Pepsi Spirit

198 1-1982 - Pepsi’s got Your Taste for Life!

1983-1983 - Pepsi now!

1984-1986 - Pepsi, the Choice of A New Generation

1986-1987 - We’ve got The Taste

1987-1990 - Pepsi’s Cool

1990-199 1 - You got the right one Baby UH HUH

1991-1992 - Gotta Have It

1992-1993 - Be Young, Have Fun, Drink Pepsi

1993-1994 - “Right Now

1994-1995 - Double Dutch Bus

1995-1996 - Drink Pepsi. Get Stuff

1996-1997 - Pepsi: There’s nothing official about it

1997-1998 - Generation Next

1998-1999 - It’s the cola

1999-2005 - Yeh dill mange more

2005-2006 - An ice cold Pepsi. It’s better than sex!

2006-2007 - Why You Dogging’ me”/”Taste the one that’s forever Young

2007-2008 - More Happy”/”Taste the once that’s forever young

2008-2009 - Something for Everyone

2009- Now - My Pepsi My Way.

MILESTONES OF PEPSI:

2007 Milestone:

Tropicana teams with weight watchers to.

Offer Tropicana light n healthy as part of ‘points’ program.

Pepsi lime and diet Pepsi lime launch

Tropicana Twister Soda Launched in April

The Fuddruckers restaurant chain signed a 7-year,l 5,6millon gallon agreement with Pepsi-

cola north America to serve Pepsi products.

Pepsi-Lipton Tea Partnership Announces New Lipton Original Iced Tea and New Lipton Iced

Tea: reformulated Ready – to- Drink teas hit store shelves.

Pepsi-cola North America adds to its portfolio of Dole 100% juices-ruby Red Grapefruit –as

well as a new line of 50% juice beverages called Dole lights.

Gatorade introduces Gatorade endurance formula.

Pepsi-cola north America announce4d it will add splendid @ brand sweetener to a Pepsi co

celebrates 40 the anniversary.

2006 Milestones:

Pepsi co Launches ‘Health Roads’ Wellness

Benefit for associates and their Families

PepsiCo’s new “smart Spot” program is featured as an example of the food industry’s

focus on health and wellness in today’s edition of USA today.

Frito-lay Launches Doritos and Cheats Halloween Treat Multi-Sacks.

Frito-Lay’s 24-acount Multi-sack variety pack won the Institute of packaging. Professional’s

(IOPP) Integrity award, one of the industry’s top a2wards, at this year’s Ameristar

packaging Awards.

Frito-lay introduces Doritos Black Pepper Jack

Diet Sierra Mist becomes sierra mist free.

2005 Milestones:

Pepsi co Launches Sierra Mist Nationally.

Pepsi co Launches “get active/stay Active” program.

Quaker chewy introduces Quaker Chewy Wholesome Favorites and Quaker Chewy Trail

Mix.

Gatorade unveils in-car hydration System for NASCAR Drivers.

So be sponsors U.S. Open Snowboarding Championships.

Pepsi announces plans to launch Mt. Dew live Wire, an orange drink, and this summer.

Pepsi cola signs an exclusive four year sponsorship deal with the Canadian Hockey

Association, making Pepsi the official soft drink.

Pepsi announces four year sponsorship agreement with the UK football Association

Frito Lay announces new line of snacks made with organic ingredients called “natural

Snacks”

Pepsi unveils a new tagline: “Pepsi. It’s the Cola. “it is the brand’s first major campaign

shift since 1999 and highlights how Pepsi goes with everything from food to fun

ACHIEVEMENTS/ AWARDS:

Best ever quality scores 3rd in country among 37 plants.

Highest achieved+540 score in Pepsi co AIB (American Institute of banking) and

+805 score in AIB audit.

Highest employee satisfaction scores with in jaipuria group.

In March 2007, Pepsi co china won the Pepsi co Innovation award and the 3D

marketing Innovation award.

Pepsi co has been named to the 100 best corporate citizens list for 2007 by

Business Ethics magazine.

Lowest Employee Attrition-13%, due to strong HR practices. (up to june-10 is 4%).

2.2 Organizational Structure

ORGANIZATION STRUCTUE AND MANAGEMENT:

The word organization has two common meaning. The first meaning signifies

institution or functional group, and the second one refers to the process of organizing the

away of work, which is arranged and allocated among member of the organization, so that

the goal of the organization can be achieved efficiently, the organizing process involves

balancing the company’s need; both for stability on one hand and change on the other

hand. Organizations structure give stability and reliability of its goals while altering an

organization structure can be a means of adopting and bringing in about a change, which

could otherwise be a source of resistance to change.

Organizing basically involves analysis of activities to be performed for achieving

organizational objectives group on them into various individuals and delegation them with

appropriate authority so that they can carry on their work properly. Organization structure

can be defined the position of company. An organization structure specifies the division on

work activities and shows us how different activities are linked.

Organization structure is a basic framework within which the manager’s decision

making behavior takes place. Structure basically deals with relationships. It is an important

scientific concept. In simple terms it may be defined as a pattern in which various parts or

components are inter related or inter connected.

There are five elements that comprise an organization structure

o Specialization of activities

o Standardization of activities

o Co ordination of activities

o Centralization an decentralization of activities

o Size of the work unit

The managing director, Mr. Haranath Reddy, is the head of the organization, which is ably

assisted by a team of senior, well qualified and experienced managing personnel.

ORGANIZATION PROFILE - PEPSI CO. INC:

Pepsi Co. Inc. is among the most successful consumer products companies in the

World, with 1998 revenues of over $22 billion and 1,51,000 employee. The company Frito-

lay company, the World largest manufacturer and distributor of snack chips and Tropicana

products, Inc., the World’s largest marketer and producer of branded juices. Pepsi

company brand names are among the best known and most respected in the World. Some

of the Pepsi Company’s brand names are 100 years old, but the corporation is relatively

young. Pepsi company, INC., was founded in the year 1965 through the merger of Pepsi-

Cola and Frito lay. Tropicana was acquired in 1998.Pepsi Company’s success is the result

of superior products, high standards of performance, distinctive competitive strategies and

high indignity of its works force. Pepsi Co. Inc., a World Head quarter is located in New

York, approximately 45 minutes from New York City.

ORGANIZATION CHART OF PEARL BOTTLING PVT.LTD

Managing director

CEO

Executive CEO

Head Finance Head AVP Sales

Managing Marketing

Head Operations

Head Human

Resource

Head Transport &

Shipping

2.3 Financial Department

Financial structure:

Any company, which has to start and operate its business, has to invest its capital I

fixed assets and floating assets and it also has to meet the daily requirements of the

company. However, depending on the nature of the business and the product being

offered by the company, the ratio of investment of capital in fixed and floating assets

differs.

The following shows the financial structure of the pearl bottling limited

TYPES OF CAPITAL AMOUNT (IN LAKHS)

Funds employed 60

Working capital 15

Institution finance 40

PLANT LAYOUT:

The layout of the bottling plant of PBPL confines or all the products based on the line

layout, the machines and equipment have been imported from Germany. Which produces

the best capital equipment in the world. The machinery and all the equipment are

Manager Finance

Manager TDM

Manager Modern

Trade

Manager Production

Asst. Manager

ADC

Asst. Manager

MarketingManager Quality Control

Sales Executives

ExecutivesManager

MaintenanceAsst. Accts

Executive

Manager TPT

Executives Shipping

arranged as per the sequence of operations. The machines and workers are specialized in

operations such s the preparations of syrup., cleaning the bottles, filling the bottles,

aerating and sealing the bottles with crowns. All these operations are carried on a

continuous movement the reasons for choosing the product layout are:

`There is continuous supply of materials.

The brands are all standardized products.

The demand for the products brand is reasonably stable.

The volume of production is adequate for the reasonable

utilization of equipment.

Due to the above reasons, the product layout offers certain advantages, the product cycle

is speeded up since the company follows a continuous operation movement; the cost of

material handling goes low. The total floor space is required by the machine is less than

for other types of plant layout.

PLANT CAPACITY:

The company installed latest up to date automatic plant confirming to plant layout,

the capacity of plant is 24000 bottles per hour i.e., at the speed of 400 bottles per minute.

The months from March to June, the plant is used to its full capacity by running three shirts

every day. Each shift consists of eight hrs of so, during the summer season, the plant is

run round the clock. This is because the demand reaches its peak in these summer months

hence the company has to produce enough bottles o soft drinks at a speed to keep in pace

with the disappearance of soft drinks from the shelves of the retailers.

FINANCE DEPARTMENT CHART

H R Functional Department Chart

HEAD FINANCE

MANAGER FINANCE

ASSISTANCE MANAGER

SENIOR EXECUTIVE ACCOUNT

ASSISTANCE EXECUTIVE

STORES

Sr. ExecutivesExecutive

Accountant

Accounts

Assistant

2.5 Production Department

MANUFACTURING PROCESS:-

Asst. General Manager HR (AGM)

Dy. Manager IR& Personnel Administrator Executive Legal & Administration Senior Executive (General administration)

Executive HR(Compensation &

MIS)

Personnel asst (HR & Personnel

activities)

7Soft drinks may be carbonated or non-carbonated. For carbonated 4 drinks

carbonation forms a critical part of the process. In carbonation carbon dioxide is dissolved

in the water, which is used in manufacturing the drink, Normally the ingredients in soft

drinks are as follows — acidulate (crifnic, malice or phosphoric acid), sweetener, flavor and

preservative.

MODERN MANUFACTURES

The Delhi based public sector under taking launched cola drink under brand name

of “77’ (Double Seven) in 1977. It has launched Orange and Lemon flavors. Pepsi Foods (P)

Ltd.

Pepsi, which was in India from 1 956-6 1, had left this country, as its products were

not acceptable to the Indian Public. But in 1 990 it entered the Indian market in

Collaboration with Punjab Agro Industries Corporation (PAIC) and Volta’s Pepsi produces

Cola, Mango, Orange, Clear Lemon and Cloudy Lemon flavours under the brand names of

Lehar Pepsi. Slice, Mirinda, Lehar 7-up and teem respectively. Recently, Pepsi Company

has acquired the Dukes Company of Bombay.

PRODUCTION SCHEDULE:

The production schedule is fixed by taking into consideration the present or current

market demand. It also caters to the availability of empty bottles and also the inventory

position of filled up bottles of varying flavor any defects are noticed the production is

suspended and the corrective measures are taken so as to set right the bottling, process

irregularities. ours. The production schedule for each brand fixed daily-i.e. filling up of the

bottles of each brand and flavor. This has an advantage wherein the branded products can

be manufactured one at a time. The glass bottles used for filling the soft drink are of the

volume capable of containing 30ml of soft drink.

There are also bottle of 200ml, 500 ml 1.5 liter and 2 liter capacities to fill by soft

drinks.

QUALITY CONTROL:

PBPL takes great care to maintain the quality by controlling the products in their

factory. The bottles are usually examined for impurities continuously as the bottles move

out. Samples are checked after every 10 minutes of the production time by the chemist for

its quality and hygienic condition. The chemical analysis is also make for flavors and the

gas content is also checked. Further samples from each batch are dispatched to the

affiliated parent agency company in each week for quality checkup, moreover, the agency

of the company also lifts samples from the market at random for quality check up at

anytime to make sure that the quality is maintained to the exact standard of the parent

company.

At the end of the production schedule, daily all the equipment plant floor and wet

patches are cleared with bleaching powder or some other solution. The standard o hygiene

maintained inside the production steps are commendable.

PERCENTAGE OF FLAVOUR MOVEMENT IN THE MARKET:

Cola 46.65%

Orange 19.45%

Cloudy lemon 12.44%

Clear lemon 12.22%

Mango 9.22%

MANUFACTURING PROCESS OF A SOFT DRINK:

For manufacturing a soft drink the following raw materials are required

1. Water

2. Sugar

3. Activate carbon powdered

4. Hyflousuper cell

5. Filter paper

6. Essence

7. Hydrated line

8. Ferrous sulphate

9. Bleaching powder

10.Soda bi carbonate

11.Carbon dioxide gas

12.Trisodium phosphate

13.Plastic crates

14.Activate carbon (granular)

15.Caustic soda

Operations Department:

2.6 Marketing Functional Department

MARKETING DEPARTMENT:

At the time release of the marketing strategy is the director, a very well

experienced and well groomed personality with over 15 year of experience in bottling

units. He is very good strategist and his decisions are always the best assets to the

marketing department.

He is responsible for directing products aggressively in to the market. The sales

manager ably steers the wheels of soft drink sin the entire territory. Before the onset of

summer two capable hands are given as assistants to the sales manager, and in addition

to the eight other sales executives are recruited to hammer out the volatile market.

The success of any enterprise directly depends upon the success of its marketing

function. Until 1990, a unit that was considered as sick is now slowly transformed into a

successful enterprise. The people behind the success are the marketing personnel M/s

Senior General Manager

Manager (Production)

Manager QualityAsst. manager

product availability manager

Senior Executive (plant shipping)

Executive (shipping)

PBLLPL is only assisted by one senior director in the area of marketing. As explained

earlier he is good and is considered to be practical business man, his policies and

programs paves the wary for success. The executive director marketing is assisted by the

sales managers. M/s PBPL is catering to north coastal Andhra Pradesh covering three

districts such as, VIZANAGARAM and SRIKAKULAM, each district is put directly under the

control of the area sales manager. While four assists the area manager of Visakhapatnam

sales supervisors the area manager of VIZIANAGARM an SRIKAKULAM are assisted by only

two sales supervisors each. The management of the unit is putting extra emphasis on

Visakhapatnam district. One reason for this is that Visakhapatnam is now a day maintains

the fastest growth rate in the entire Asian continents. Hence, the management determined

to catch up with the potential marketing of this steel city.

2.7 SALES AND DISTRIBUTION:

Today’s sales executives are professional; they plan, build, and maintain effective

organizations and design and utilize efficient control procedures.

SALES MANAGEMENT –DEFINED:

The planning, direction and control of personal selling, including recruiting,

selecting equipping assigning routing, supervision, paying and motivating as these tasks

apply to the personal sales force.

EVOLUTION OF SALES DEPARTMENT:

Prior to the industrial revolution there is not problem with selling because the

industries use to produce less quantity of goods, but after the industrial revolution newly

built machinery were truing out the quantities then the problem of sales marketing raised.

SEGMENTATION:-

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

the basis of type of products. The segmentation as the basis of place of consumption

divides the market into two parts:

On-premise 80% of the consumption of soft drinks is on premise i.e., restaurants,

railway stations, cinema etc.

At home the rest 20% of the market compromises of the soft drink purchased for

consumption at home. The market channels can be segmented on the basis of types

of products into cola products non cola products.

Cola products account for nearly 6 1-62% of the total soft drinks market. The brands

that fall in this category are Pepsi, Coca-Cola, Thumps-up, Diet Coke, Diet Pepsi etc

Non-Cola segment which constitutes 36% can be divided into 4 categories based on

the types of flavors available namely:

Orange: flavor based soft drinks constitute around 17% of the market. The segment

is largely dominated by national brands like Fanta of Coca-Cola and Miranda Orange

of Pepsi co, which collectively form 15% of the market rest of the market is in hands

of smaller brands like ‘Crush’ (earlier of Cadbury Schweppes and now of Coca-Cola),

‘Gold Spot’ etc.

Cloudy Lime: flavor constitutes 14% of the market and is largely dominated by

Limca of Coca-Cola and Miranda Lemon of Pepsi Co. Limca is the market leader with

around 70-75% of the market followed by Mirinda Lemon

Clear Lime: This segment of the market witnessed good growth initially with all the

players launching their brands in the segment. But now the growth in the segment

has slowed down. The brands available in this segment are 7-up of Pepsi, Spent of

Coca-Cola and Canada Dry (earlier of Cadbury Schweppes and now of Coca-Cola).

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

Mango: This flavor segment constitutes 2% of the total soft drinks market and it

directly competes with mango based fruit drinks like Frooti. The leading brands in

this segment are Maaza of Coca-Cola, Mango (earlier of Dukes now Pepsi Co.) and

Slice of Pepsi Co.

There is very thin line of difference between the Clear and Cloudy Lime. The most

obvious features is that Clear Lime has to be bottled in green bottles as sunlight

harms the drink and changes the taste. There are some small local brands at city or

regional levels. Most of these are either merging with the two big players. (Coca-

Cola, Pepsi) or they command a very small less than 3% of the total market in their

respective areas.

MARKET SIZE AND GROWTH:-

Soft drink market size for FY 2000 was around 270 mn cases (648mn bottles). The

market, which was witnessing 5-6% growth in the early 90’s and even slower growth at

around 2-3% in late 80’s.

Presently the market growth has slowed down with growth rate of 7- 8% per annum

compared to 22% growth rate in the previous year. The market size for FY20! is expected

to be 7000 mn bottles. The market growth of 22% till last year has got stifled due to high

excise duty of 40% leading to higher price of the end product.

TABLE: 4

Years Bottles (mn)

1994-95 1968

1995-96 2070

1996.97 2195

1997-98 2490

1998-99 2800

1990-00 3000

2000-01 3240

2001-02 4450

2002-03 4920

2003-04 5670

2004-05 6480

2005-06 7000

2007-08 8500

2008-09 9125

MARKET CHARACTERISTICS:-

The soft drink market is highly skewed in terms of places of consumption, in terms

of regional distribution of soft drink flavors as well as in terms of SKUS. While 80% of the

consumption in impulse based outside home 20% come from consumption at home, This

trend is slowly changing with increase in occasion bed sales. Changing life style, increasing

urbanization and impact of liberalization has slowly and gradually started moving the

market from impulse to occasion led and has refrigeration led consumption.

The market preferences are highly regionally based. While cool drinks have main

markets in metro cities and northern states of UP, Punjab, Haryana etc., Orange flavored

drinks are popular in southern states. Sodas too are sold largely in southern states besides

sales through bars. Western markets have preference towards mango-Flavored drinks.

Diet coke presently constitutes just 0.7% of the total carbonated beverage market.

In terms if SKUS the market is skewed towards 300 ml which constitutes around 80-

85% of the market, rest is the form of other pack sizes, but with increasing occasion led

and home refrigeration led consumption the sales of bigger SKUS like more than 11 ir.

Pack sizes has increased this has led to increase in contribution from PET bottle sales to

15% of the total turnover in FY00, and most of these PET bottle sales, up to 75% are in

urban areas.

Another skew ness is in terms of the time of the year when the consumption takes

places. Most of the sales of soft drinks take place during summers while just5-6% of total

sales takes place in winners. In summers the high season lasts 70-75 days, which

contributes, more than 50% of the total yearly sales.

The distribution network of Coca-Cola had 6.5 lacks outlets across the country-in

FY00 that the company is planning to increase to 8 lacks by FY01. On the other hand

PepsiCo’s distribution network had 6 lack outlets across the country during FY00, which it

is planning to increase to 7.5 lacks by FY01.

MAJOR PLAYERS AND MARKET SHARES:-

The two global majors Pepsi and Coca-Cola dominate the soft drink market in India.

Coca-Cola, which had winded up its India operations during the introduction of the FERA

regime, re-entered India 16 years later in 1993. Coca-Cola acquired a major chunk of the

soft drink marked by buying out local brands Thumps-up, Limca and Gold spot from Pane

beverages.

Coca-Cola had also acquired Cadbury Schweppes soft drinks brands crush, Canada

Dry and sport cola in early 1999 and now recently in Oct 2000 it acquired distribution

rights of these brands from IFB Agro limited.

Pepsi although started a couple of years before Coca-Cola in 1991 has a lower

market share today. It has bought over Mumbai based Duke’s range of soft drink brands.

Both the Cola manufacturing come up with their own market share figures and claim to

have increased their share.

Recently in August 00 Pepsi claimed to have increased its market share for first five

months of calendar year 2000, to 49% from earlier levels of 47.3%. While coke claims to

have increased its in the market to 57% in the same period from 55% in the corresponding

period last year. Coke figures are based on ORG’s date while that of Pepsi are based on

1MRG data.

MARKET SHARE (IN %):-

TABLE: 3

Brand Ms (org) % IMRB

Pepsi 41% 49%

Coal — Cola 57% 48%

Sales Department chart

The company distributed its products in five districts, they are:-

VISAKHAPATNAM

SRIKAKULAM

VIZIANAGARAM

EAST GODAVARI

WEST GODAVARI

Soft drink brands presently available:-

Table: 1

Cola Drink Clear

Lemon

Orange

Flavor

Cloudy

Lemon

Mango

Flavor

Soda

Pepsi Pepsi 7-up Mirinda

Orange

Mirinda

Lemon

Slice Lehar

Soda

Coca cola Coke Sprite Fanta Limca Maaza Kinleys

AVAILABILITY:-

These soft drinks are available in 200 ml, 300 ml, 500 ml, 1000 ml, 1500 ml, and

2000 ml bottles and in 330 ml cans.

General Manager (Sales)

Manager Visakhapatam

city

Manager Visakhapatam

district

Asst Manager Vijayanagaram

district

Asst Manager Srikakulam District.

Office asst management information system.

PEPSI - COLA COMPANY:-

Catles Braddham, M.C. druggist who first formulated Pepsi-Cola, founded Pepsi

Company’s beverages business at the turn of the century. Brand Pepsi and other Pepsi

cola products including diet Pepsi, Pepsi one, Mountain Dew, Slice and Mug brands account

for nearly one third of total soft drink sales in the united states, a consumer market

totaling about $ 56 billion.

Outside the United States, Pepsi cola company’s soft drinks operations include the

business of seven-up international. Pepsi cola beverages are available in about 170

countries. Pepsi cola began selling its products internationally in the year 1934 with its

operations in Canada. Operations grew rapidly beginning in the 1950’s. Today Pepsi-Cola

products account for about a quarter of all soft drinks sold internationally. Key Pepsi-Cola

international markets include Argentina, Brazil, China, India, Mexico, Philippines, Saudi

Arabia, Spain, Thailand and United Kingdom.

Pepsi cola provides advertising, marketing, sales and promotional support to Pepsi-

Cola bottlers and food service customers. This included some of the World’s best and most

recognized advertising. New advertising and existing promotions keep Pepsi-Cola brands

young. The company manufactures and sells soft drink concentrate to Pepsi-Cola bottlers.

The company also provides fountain beverages products.

PEPSI LOGOS:-

The Pepsi logo has changed many times over the years. Here’s a chronological

history of the various logos.

PEPSI FOODS (P) LTD:-

Pepsi, which was in India from 1956-61, had left this country, as its products were

not acceptable to the Indian Public. But in 1990 it entered the Indian market in

collaboration with Punjab Agro Industries Corporation (PAIC) and Voltas. Pepsi produces

Cola, Mango, Orange, Clear Lemon and Cloudy Lemon flavors under the brand names of

Lehar Pepsi. Slice, Mirinda, Lehar 7-up and teem respectively. Recently, Pepsi Company

has acquired the Dukes Company of Bombay.

CADBURY SCHWEPPES:-

Schweppes has launched 3 brands in (1995) four months and in Delhi, their Orange

Crush has picked up a 30% market share against Coke’s Fanta, Pepsi and Mirinda. The

other two brands at Canada Bry and Schweppes Tonic water Sunkist. This British beverage

gains also has stake in Dr. Pepper’s.

BACKGROUND:-

Non-alcoholic soft drink beverage market can be divided into fruit drinks and soft

drinks. Soft drinks can be further divided into carbonated and non-carbonated drinks. Cola,

Lemon and Oranges are carbonated drinks. Whole Mango drinks come under non-

carbonated category. The soft drinks market till early 1990’s was in hands of domestic

players like Campa, Thumps-up, Limca etc., but with opening up of economy and coming

of MNC players Pepsi and Coke the market has come totally under their control. While

World wide Coke is the leader in carbonated drinks market in India, it is Pepsi which scores

over coke but this difference is fast decreasing (courtesy huge Ad - spending by both the

players).

Pepsi entered Indian 1993. Pepsi has been targeting in products towards youth and

it has struck right chord with the market and the sales have been doing well by sticking to

this youth bandwagon. Coke on the other hand struggled initially in establishing it self in

the market. In a span of 7 years of its operations in the country it changed its CEO four

times but finally they seen to have started understanding the pulse of Indian consumption.

Fountains also dispense them in disposable container

ADVANTAGES AND LIMITATIONS OF FRANCHISE NETWORK:-

ADVANTAGES:-

Reduced investment levels in manufacturing equipments.

Savings on management time.

Regular supply of components.

Reduced interfacing and dealing with labour.

LIMITATIONS:-

Large volumes

Financial Support

Quality

RETAILER’S PERCEPTION:-

A survey was conducted to study the retailer’s views of the present market

, future trend and the consumer behavior patterns. The bindings of the survey are

as follows:

Retailers stated that the consumers are loyal to the particular segment of the soft

drink i.e. Cola, Orange or Lemon. But as far the loyalty for the brands in each

segment is concerned, it is not very significant.

43% of the retailers surveyed told that in soft drinks advertising is the key

component in drinking sales. While 32% stated promotional schemes and 20%

brand loyalty as the reasons.

As consumers are not very brand loyal where the purchase of soft drinks is

concerned, the retailer push becomes a critical issue. They usually sell the product

in which they get the maximum benefit. For this, the companies try to offer them

higher margins. While distributors get margin of Rs. 8—9 per crate (1 crate 24

bottles) at 3— 4% MRP, retailers are given a margin of 10—12% of MRP. The

retailers not happy with this as the cost of refrigeration is very high for soft drinks,

to over come this problem the companies visi-coolers schemes to their main

retailers.

SCENARIO OF SOFT DRINKS INDUSTRY IN INDIA:-

This year the season started off early with Pepsi and Coca-Cola introducing diet

cans for the first time in India. By Buying over local competition, the two American Cola

giants have cleared up the arena and are backing all their power behind the Indian

franchisees of their globe girdling brands. They are vying with each other to capture the

market by increasing the capital base in the country. It Pepsi will be investing Rs. 300

Crores, coke will be pumping in eight times as much Rs. 2,400 crores. The total investment

is a size and scale that the Rs. 1, 800 crores soft drinks business has never been before.

Both players see an enonnous potential in this country, where swigging carbonated

beverages is still considered a treat, virtually a luxury.

The soft drink industry in India has annual sales exceeding Rs. 12,000 crores and

most of the bottling companies have been doing flourishing business. In the past five years

all the bottling companies have grown and expanded their activities in the market and by

placing more and more of their soft drink cases in the market and by improving

refrigeration, supply of packaging, taste and concentration is changing the industry into a

dynamic one liking for non-conventional foods and beverages there is good possibility that

per capita, consumption will go up. Soft drinks some mainly in three flavors, Cola, Lemon

and Orange. According to estimates, cola dominates the market with 40% market share.

Lemon flavored drinks come second with 30% market share and Orange flavored

drinks third with a 20% market share. Other flavors account for the rest of the market.

Also, the Government of India considers soft drinks as non-essential commodity. Thus,

heavy excise duty is levied on bottled soft drink.

In a country like India where more than 70% of the population exists below the

poverty line, the trading activities of soft drinks industry is concentrated in and around big

and cities where the purchasing power of people is considered to be comparatively high.

MAINTENANCE:-

The low consumption of soft drinks in India may be attributed to the fact the prices

of soft drinks are inflated due to high excise duties and taxes. A bottler must pay as much

as 37% of price per case as excise duty, sales and turnover tax. A further 10% goes into

expenditure on local advertising and sales promotion. Distribution and transport cost take

care of another 10% Raw material cost, concentrate sugar, citric-acid, bottle cost, etc., and

eat off another 13/0. Production in terms of fuel, power maintenance and labour account

for another 14%. This lea’ the bottlers a margin of a 14% & 4% of this would go into over-

heads and interest charges, trimming down the margin to shrimphy 4%-5%. Since the

retail price of a bottle of a 200 ml soft drink ranges between Rs. 5 to 6,300 ml soft drink

ranges between Rs. 9 to 10. A bottling operation is variable only with large volumes.

However, the cola giants feel that per capita consumption can only go up and up. As

incomes, so do life styles, a pattern they have seen in many of the 195 countries they sell

their universal products in.

The fizzy drinks industry longs in a 10% growth on an average with estimated sales

of 140 millions cases (one case 24 bottles of 300 ml each). These are heady growth figures

the industry was both surprise by and unprepared for.

Bottles are disappearing from the shelves faster then they can be replaced. In peak

season, they found themselves short of capacity. Even though they were working three

shifts a day that is round the clock production. They had to turn around their trucks faster

to satisfy the great Indian thirst.

Industry sources put down the main reason for growth as high competitive activity.

Certainly, until Coco-Cola entered the scene, the business was growing at a fairly pace of

5%. The increase in the number of cases reflects higher demand, but does not quite

accurately measure the fact that so many more liters of the fizzy stuff is being sold, but

bottle sizes too been appeared from 250m1 to 200 ml. With growth rates zooming into

double digits, bottlers have been propelled into expanding capacities. With their big Time

pans, the MNCs have changed the face of this business, long dominated by small time

business men. The Cola makers with their ambitious targets and in order to reach them

have to build capacity infrastructure and also make their bottles more available and

affordable. There are 3, 00,000 retailers stocking soft drinks in India. Also soft drinks which

retail anywhere between Rs. 9.00 and 1 0.00 expensive when measured against

purchasing power. According to our study, it takes an Indian 1.5 hours of work to be able

buy a bottle, in other countries the norm being only 5 minutes. As the soft drink

manufactures concur their strategies, keeping an eye on each other, the clear winner of

the soft drinks is so fat the consumer.

COCA-COLA PARLE:-

Coca-Cola Export Corporation which left India in 1977 has re-entered Indian soft

drink. It has tied up with the Pane group which owns Thumps-up, Limca, Maaza, Citra and

Gold-spot. Coca-Cola along with its original brands Coke, Fanta is maintaining even the

Pane’s branch of soft drinks.

MARKETING ASPECTS OF KRISHNA MOHAN BEVERAGES CONSTRUCTION LTD.

PRODUCT:-

The product being offered by K.M.B.C. is a soft drink in six flavours namely Cola,

Lemon clear, Lemon cloudy, Orange, Mango and Soda. Except for slice K.M.B.C. has

bottling facilities for other brands.

PRICE:-

A 200 ml bottle soft drink are priced at 7 rupees while 300 ml bottle soft drink and

300 ml of Fountain Pepsi are priced at Rs.9.OO while a 500m1 costs Rs. 18!- and I liter at

Rs.27!-, 2 liters Rs.451- where the consumer can take the bottle along with the drink.

PROMOTION:-

As sales promotion, the company has painted pan shops with the Pepsi logo, put up

glow sign boards and bill boards at important junctions, pop advertising material like

stickers, danglers and gifts for consumers. It has also provided special refrigerators to

exclusive Pepsi retail outlets known as VlSI coolers.

PACKAGING:-

Soft drinks of different flavours are available in bottles of 200 ml, 300 ml, and 500

ml. I liter, 1.5 liter and 2 liters in addition it has installed nearly 80 dispensers throughout

the city.

DISTRIBUTION SET UP:-

Krishna Mohan Beverages and Construction Ltd., covers the five district of the

territory through 172 distributors appointed at various locations for secondary distribution

K M B C reaches the 2200 outlets of Vizag city through its four dealers Each dealer is

assigned a specific area which is further divided into dealer is given to salesman

depending upon the potential of his route. Visakhapatnam is divided into 4zones and the

market is serviced by:

1. SR. Enterprises

2. N.R. Enterprises

3. Surudhane Sales

The total covered by the plant is put to around 15,000 Nos. in the five districts and

Visakhapatnam city contributes to 2200 outlets Percentage of Flavor Movement in Market.

Cola - 46 65%

Orange - 19 45%

Cloudy Lemon - 1244%

Clear Lemon - 12 22%

Mango - 9 22%

During the survey it was found that the knowledge about the schemes provided by

the company to the account is less Some outlets don’t know about the schemes. The

explosive growth of global trade and international competition lead to globalization which

is the result of technological change This decade has witnessed remarkable advances in

the availability of information and the speed of communication. Both globalization and

technological changes open up many new opportunities in Market place offer good

marketing Market success goes to those companies which matched to the current

environmental imperatives today’s markets. are changing at an incredible pace these

changes are throwing companies into a state of confusion regarding strategy. To protect

their profits, companies have primarily responded by cutting those costs, re-engineering

their process and downsizing their work forces. Yet even companies that succeeded in

cutting their costs may fail to increase their revenue if they lack marketing vision and

marketing know how.

CHAPTER – 3

Theoretical framework of career

management

3.1 INTRODUCTION ABOUT CAREER MANAGEMENT

Career Management is the combination of structured planning and the active

management choice of one's own professional career. The outcome of successful career

management should include personal fulfillment, work/life balance, goal achievement and

financial assurity.

Effective human resource management encompasses career planning, career

development and succession planning. An organization without career planning and career

development initiatives is likely to encounter highest rate of attrition, causing much harm

to their plans and programmes. Similarly without succession planning, manning of

vacancies, particularly at higher levels, become difficult. With the increase scope for job

mobility and corporate race for global headhunting of good performers, it is now a well-

established fact that normal employment span for key performers remains awfully short.

At times it is even shorter than 3 years. This again strengthens the need for effective

career planning, career development and succession planning.

3.1.1 MEANING AND DEFINITION OF CAREER:

Career is a sequence of attitudes and behavior associated with the series of job and

work related activities over a person’s life time. As the literal definition of career focuses

on individually perceived sequence, to be more accurate, career may be either individual-

centered organization-centered. The word career covers all types of employment ranging

from semi-skilled through skilled, and semi professional to professional. The term careers

have often been restricted to suggest an employment commitment to a single trade skill,

profession or business firm for the entire working life of a person. In recent years,

however, career now refers to changes or modifications in employment during the

foreseeable future.

There are many definitions by management scholars of the stages in the

managerial process. The following classification system with minor variations is widely

used:

1. Development of overall goals and objectives,

2. Development of a strategy (a general means to accomplish the selected

goals/objectives),

3. Development of the specific means (policies, rules, procedures and activities) to

implement the strategy, and Systematic evaluation of the progress toward the

achievement of the selected goals/objectives to modify the strategy, if necessary.

3.1.2 Goals/objectives Development

The career management process begins with setting goals/objectives. A relatively

specific goal/objective must be formulated. This task may be quite difficult when the

individual lacks knowledge of career opportunities and/or is not fully aware of their talents

and abilities. However, the entire career management process is based on the

establishment of defined goals/objectives whether specific or general in nature.

The time horizon for the achievement of the selected goals/objectives - short term,

medium term or long term - will have a major influence on their formulation.

1. Short term goals (one or two years) are usually much more specific and limited in

scope. Short terms goals are, of course, are easier to formulate.

2. Intermediate goals (3 to 5 years) tend to be less specific and more open ended

than short term goals. Both intermediate and long term goals are more difficult to

formulate than short term goals because there are so many unknowns about the

future.

3. Long term goals (5+ years), of course, are the most fluid of all. Lack of life

experience and knowledge about potential opportunities and pitalls make the

formulation of long term goals/objectives very difficult. Long range goals/objectives,

however, may be easily modified as additional information is received without a

great loss of career efforts because of experience/knowledge transfer from one

career to another.

4. Making career choices and decisions – the traditional focus of careers interventions.

The changed nature of work means that individuals may now have to revisit this

process more frequently now and in the future, more than in the past.

5. Managing the organizational career – concerns the career management tasks of

individuals within the workplace, such as decision-making, life-stage transitions,

dealing with stress etc.

6. Managing 'boundary less' careers – refers to skills needed by workers whose

employment is beyond the boundaries of a single organization, a work style

common among, for example, artists and designers.

7. Taking control of one's personal development – as employers take less

responsibility, employees need to take control of their own development in order to

maintain and enhance their employability.

3.1.3 Significance and advantages of career development:

1. It reduces employee turnover by providing increase promotional avenues

2. It improves employee’s morale and motivation.

3. It enables organizations to man promotional vacancies internally, thereby,

provide opportunities to reduce the cost of managerial recruitment.

4. It ensures better utilization of employees’ skills to provide increased work

satisfaction to employee.

5. It makes employee adaptable to the changing recruitment of the organization.

6. It reduces the industrial disputes related to promotional matters and thereby

provides opportunity to the organization to sustain harmonious industrial

relations.

7. Career development program being an objective description of career

progression, it ensures equitable promotional decisions even for women and

minorities in an organization.

3.1.4 Purpose and objectives of career development:

1. To attract and retain effective persons in an organization.

2. To utilize human resources optimally.

3. To improve morale and motivation level of employees.

4. To reduce employee turnover.

5. To practice a balanced promotion from within policy

6. To make employees adaptable to changes.

7. To increase employees loyalty and commitment to the organizations.

8. To maintain harmonious industrial relations.

9. To inculcate equitable employment practices providing equal career

progression opportunities to women and minorities.

3.2 DIFFERENT STAGES OF CAREER DEVELOPMENT PROCESS

In order to design suitable career development programme, it is necessary to

understand the different stages of an individual employee. Actual stages from individual to

individual for obvious difference in perceived internal career. However, career

development stages, keeping in view the general requirements of people at different

hierarchical stages, may be grouped under following four categories.

1. EXPLORATORY STAGE:

This stage starts when a new employee joins the organization. An employee with

his qualification and knowledge when joins an organization finds him in an apparent

mismatch condition which even cannot be set right with induction programme of the

organization. It takes quite some time for him after thorough training to become adaptable

with the organization and more particularly with his job assignment.

Therefore, it is essential for the organization to sustain the behavioral as well as

operational deficiencies to help him to develop in the course of time. The best solution at

this stage is to allow the new entrant to perform some specific job and to confer freedom

in functioning. Some companies even allow the new entrant to undergo a compulsory job

rotation for reasonable time period. The purpose of such job rotational is to allow the

employee to select his preferred job from a wide range of available jobs in the

organization. However, for obvious functional specialties and different educational

requirements, such scheme is not successful in Indian organizations.

2. ESTABLISHMENT STAGE:

After a new entrant chooses his career from different given alternatives, he needs

to be provided with a regular feedback on his performance. Such performance feedback

enables the new employee to understand effectiveness of his performance and at the

same time he can also initiate required corrective action to make good of his functional

deficiencies. A successful career development process at establishment stage, therefore,

is important to retain employees in the organization and at the same time to develop a

sense of loyalty and commitment to the organizations.

3. MAINTENANCE STAGE:

This is a mid – career stage for employees, who strive hard to retain their

established name and fame. Therefore, at this stage employees need to put their

continuous efforts for self development. For an organization, career development process

at this stage, therefore, calls for renewing and updating the skills of employees particularly

in the context of changing environment to help employees to overcome their mid career

crises. Therefore, this stage is crucial and unless the organization adopts suitable career

development programme, it may face high employee turnover, who are in their mid age

group.

4. STAGE OF DECLINE:

Employees at this stage being prepared for retirement, get scared from

possible threat of reduced role of responsibilities in the organization. Such complexity is

behaviorally associated with old age of employees which unless set right through suitable

career development programme, may even render such employees in efficient or misfit for

the organization. Career development process at this stage, therefore, should aim at

helping the employees to get mentally prepared for retirement rituals, particularly to

prepare them to accept a reduced role and responsibilities, so that, they can find them

accommodative with family and society in later for their life.

3.3 PERFOMANCE APPRASIAL AS CAREER DEVELOPMENT

Performance appraisal is a part of career development. The latest mantra being

followed by organizations across the world being – "get paid according to what you

contribute" – the focus of the organizations is turning to performance management and

specifically to individual performance. Performance appraisal helps to rate the

performance of the employees and evaluate their contribution towards the organizational

goals. Performance appraisal as Career Development leads to the recognition of the work

done by the employees, many a times by the means of rewards and appreciation etc. It

plays the role of the link between the organization and the employees’ personal career

goals. Potential appraisal, a part of Performance appraisal, helps to identify the hidden

talents and potential of the individuals. Identifying these potential talents can help in

preparing the individuals for higher responsibilities and positions in the future. The

performance appraisal process in itself is developmental in nature. 

Performance appraisal is also closely linked to other HR processes like helps to

identify the training and development needs, promotions, demotions, changes in the

compensation etc. A feedback communicated in a positive manner goes a long way to

motivate the employees and helps to identify individual career developmental plans.

Based on the evaluation, employees can develop their career goals, achieve new levels of

competencies and chart their career progression. Performance appraisal encourages

employees to reinforce their strengths and overcome their weaknesses.

3.4 Career Planning

Career planning is a subset of career management. Career planning applies the

concepts of Strategic planning and Marketing to taking charge of one's professional future.

3.4.1 Career planning and career development process:

The dynamics and complexities of career development process have been made

amply clear through earlier discussions. It is clear that career development process cannot

be undertaken in isolation. Some issues are to be taken care of by the organization itself,

while some others are concerning the individual employees. Thus an improved career

planning process is the joint responsibility of both the organization and the employee.

Internal career needs (of individual employee), therefore, need to be integrated with the

external career opportunities (of the organization). Unfortunately, organizations do not

interact with the employees to understand their perceived career needs, instead they

depend on guess work to assume the needs, motives and anchors and move them around

on discretion. Such practices, therefore, lead to employees’ dissonance. Thus for having

good and improved career development process it is necessary both for the organization

and the employees to understand each other’s need and opportunities.

Career Development process should be made compatible to the changing needs of

the employees in their life cycle. These calls for creating flexible opportunity structures

and career paths to enable employees to identify them with such role positions at different

stages of their life-cycle.new employees should have adequate opportunities to gain on-

the-job knowledge and experience, so also to undergo training and education programs for

enriching job skills.

Improved career development process should also appreciate changing social

values with respect to work, life and leisure. Work, per se, is differently perceived by

different people. For some, it is a source of self-fulfillment, creative pursuit, future growth

and development, rising to the higher corporate ladder, etc. different employees is at

different places in the Maslow’s Hierarchical Needs ladder. Hence, different yardsticks

should be employed for each employee depending upon his/her perception of values.

Career Development process, therefore, should consider these aspects, or otherwise, the

whole exercise will suffer from the problem of employee dissonance.

3.4.2 Steps of career planning process:

Career planning process involves different activities or step in an organization. Such steps

are listed below:

Preparing Personnel Skills Inventories

The first step is to prepare personnel skills inventories. Such skills inventory is an

information system which contains data on employee’s skills and career goals. In addition,

there are required data banks, which provide following information.

The organization structure and the persons manning different positions in the

organization, their age, education, experience, training and career goals, status,

duties and responsibilities.

The performance record and ratings, inter-personal abilities of the employee.

Their preferred location, desires and constraints.

Whether the present strength is short or surplus to the requirements, if it is short,

the extent of shortage at different levels and the organizational resources

available to make good such shortages in future. If it is surplus, the measures

available to redeploy them through proper restructuring. Future requirement of

manpower for expansion of the company or for natural wastages like; death,

disability, retirement, discharge and dismissal, resignation, etc.

In most of the organizations, such information are computerized and periodically

reviewed and updated. After preparation of personnel skill inventories and additional data,

it is necessary to develop career paths for employees.

Career paths are logical mapping out of jobs, which represent a potential

progression tract that an employee may follow over time. Such mapping of job

progressions are done in the form of career ladders clubbing together similar lines of

occupation n job families. Job families are groups of homogenous job, i.e., job with similar

characteristics. An illustrative model of career paths for marketing jobs is presented below.

3.5 FUTURE OF CAREER PLANNING AND DEVELOPMENT IN INDIA –

ORGANISATIONAL ISSUES

In India we do not have any empirical studies worth the name on Career Planning

and Development. New challenges like, market globalization, deregulation and total

quality management have now made it imperative for organizations to restructure their

career planning and development programs to retain best talents. Companies like; Bajaj

Auto, Arvind Mills, Gujarat Ambuja, Reliance Industries, Bombay Dyeing, Hindustan Lever,

Crompton Greaves. TATA’s, etc. have now brought in many perceptive changes which can

be listed as below:

Most of the companies no consider employees as their important assets. The

concept of total quality management considers every employee as customers (internal) to

the organization. Making employees entrepreneurs for the organization and empowering

them, I no compelling the organization to re-design career progression tracks to attract

and retain the best employees. Making people psychologically prepared for ownership,

some organizations are also experimenting with flatter organization structure with

adequate decentralization.

Organizations are now more keen to get rid of those employees who are now

redundant due to changing requirements, by offering golden handshake, rather than

developing these persons for better redeployment. In addition, organizational restructuring

programmes are now rendering many employees surplus and it has become a major

problem for the organizations to redeploy employees in restructured jobs. career panic has

now become a global issue. most of the organizations fearing employee turnover, are now

working on designing jobs which can offer employees recognition, creativity (by lateral

transfers etc.), challenges and empowerment.

3.6 SUCCESSION PLANNING:

Growth and survival of the organization are the responsibilities of the top

management. To fulfill such responsibilities each organization need to plan management

succession. Succession planning is done in different time frames to ensure the availability

of right managerial personnel at the right time in right positions for continuing

organizational vitality and strength. Most of the organizations plant for immediate

requirements matching with their budgets and business plans. To avoid this, good

organizations try to make succession planning in three different time frames, i.e.

immediate (within one year), intermediate (1 to 5 years) and long range (beyond 5 years).

Prevailing managerial attitude, i.e. a potential threat from successor, which may not

sustain the desire of the managers to cling to their chairs, also stand against the success

of the succession planning.

3.6.1 Steps of succession Planning:

The first step is to prepare and develop a management staffing plan for all

anticipated needs in different time frames. For important position at top managerial level,

such planning should be done even for shorter duration, keeping in view the potential

threat from eventual natural wastages and so also from job switch and change (which has

now increased many times for obviously enhanced scope of job mobility). Other effects of

external factors like economic factors, overall man power factor should also be considered

while making such plan.

The second step is staffing and development. Staffing is concerned with

recruitment, selection and placement. Selection and placement may be either done from

outside or from within the organization through promotion and transfer/. In many

organizations, management adopts what they call grooming process for filling up

important managerial positions. A manager is groomed by giving temporary assignments,

attaching him/her with the highest officer are sometimes designating to the potential

promote as Officer on Special duty.

The third step is to ensure congenial organizational environment to retain the

desired managerial personnel. Unless this is done, the whole exercise for developing a

successor may have to be repeated.

The fourth step is to develop a good performance appraisal system to get feedback

on managerial performance and to review their progress and short false.

Preparation of management resource inventory is the final step in the succession

planning. Such inventory contain details of personal data, performance records, skills,

potential, career goals and career parts of managerial personnel.

CHAPTER – 4

Data Analysis & Interpretation

1. Do you aware of the employee development programs?

Table 4.1

Aware of employee

development

programs

Employee responsePercentages of

respondents (%)

YES 83 83%

NO 17 17%

TOTAL 100 100%

Fig 4.1

INTERPRETATION :

About 83% of employees said that they were much aware of the development

programs. It is because of by conducting meetings and counseling to all the employees in

the organisatiion.17% of employees said that they don’t know much about their

development programs, it may be due to lack of understanding or not interested in

knowing those activities.

2. Do you feel the promotion system yield the right kind of the people at the

right places?

Table 4.2

Promotion system

to right people at

right place

Employee

response

Percentages of

respondents (%)

YES 63 63%

NO 26 26%

CAN’T SAY 11 11%

TOTAL 100 100%

Fig 4.2

INTERPRETATION:

About 63% of employees accepts that they yields right place in the promotion by

considering the work done by them and their performance in the organization and 265 of

employees did not agree with the promotion system in their organization. It may be

because of disputes a raised with the head of the department, only 11% of employees

couldn’t answer because they might not been aware of this promotion system.Depending

on the attitudes of the employees and the work done by them they yield promotions at

right place.

3. How you are compensated by the organisation?

Table 4.3

Compensation to

employeesEmployee response

Percentages of

respondents (%)

YEARLY 54 54%

WEEKLY 11 11%

MONTHLY 35 35%

TOTAL 100 100%

Fig 4.3

INTERPRETATION:

We can clearly say that the employees in the organization are mostly

compensated yearly i.e. 54% because many of the employees are employed on contract

basis and remaining employees are compensated monthly i.e. 35% for their work done in

the organization and weekly basis to some employee’s i.e. 11%.

4. What is the basis of career development in your organization?

Table 4.4

Basis of career

development

Employee

response

Percentages of

respondents (%)

BASED ON SKILL 54 54%

FAVOURITISM 17 17%

RELATION WITH MANAGEMENT 29 29%

TOTAL 100 100%

Fig 4.4

I

INTERPRETATION:

About 54% said that the career development is based on their skills and

talent. 29% of employees career development is based on the relationship with

management in the organization and remaining 17% is based on employees favoritism.

This development will be favourable according to the employees.

5. Do you think career development in your organization is satisfactory?

Table 4.5

Career development

program is satisfactory

Employee

response

Percentages of

respondents (%)

YES 29 29%

NO 48 48%

CAN’T SAY 23 23%

TOTAL 100 100%

Fig 4.5

INTERPRETATION:

Here we can say that 48% of employees were not satisfied with their career

development activities in the organization, it may be because of lack of activities

given to them. 29% of employees were somewhat satisfied with present career

development programs and remaining 23% of employees could not say anything

about their organization development activities.

6. By whom you are getting advices for your career planning?

Table 4.6

Whom you are getting

advices

Employee

response

Percentages of

respondents (%)

HR MANAGER 34 34%

COLLEAGUES 17 17%

YOUR IMMEDIATE SUPERIOR 29 29%

OTHERS 20 20%

TOTAL 100 100%

FIG 4.6

INTERPRETATION :

About 34% of employees get the advices from their HR Manager by giving his

valuable suggestions and guidance to improve their career, 17% of employees said that

they get the advices from their colleagues in which they help each other in improving

their career. Only 29% of employees agreed that they get advices from their immediate

superiors and 20% of employees get from the others who may be outside the

organization.

7. Are the advices relevant to your career development?

Table 4.7

Advices relevant to career

development

Employee

response

Percentages of

respondents (%)

YES 60 60%

NO 17 17%

CAN’T SAY 23 23%

TOTAL 100 100%

FIG 4.7

INTERPRETATION;

About 60% said that they get relevant advices from their superiors and colleagues

which helps them for their career development programs and 17% did not agree that the

ideas they get are not relevant to their career development and remaining 23% of

employees could not tell anything about it because the advices might not fulfill their

development activities. The advices given to them should be always helpful in their career

planning.

8. Do you think you are comfortable with the present organization career

development programs?

Table 4.8

Comfortable with present

development programs

Employee

response

Percentages of

respondents (%)

YES 40 40%

NO 43 43%

CAN’T SAY 17 17%

TOTAL 100 100%

Fig 4.8

INTERPRETATION:

About 40% of employees were comfortable with the present organization career

development programmes. They might feel all the facilities given to the employees in the

organization are comfortable to them. But, 43% of employees were not comfortable with

the present organizational career development programmes and remaining 17% of

employees were either comfortable or not but, they did not support their answer.

9.How many times you got the promotions in your organization?

Table 4.9

Number of times promotions

in organization

Employee

response

Percentages of

respondents (%)

ONLY 1 TIME 43 43%

2 TIMES 32 32%

3 TIMES ABOVE 11 11%

NOT BEEN PROMOTED SO FAR 14 14%

TOTAL 100 100%

Fig 4.9

INTERPRETATION :

About 43% of respondents got promotion only once in the

organization. 32% of employees got promotions twice in the organization. 11% of

employees got promotion more than three times because the organization was happy with

their skills and talent used in the organization and has been promoted number of times.

Remaining 14% of employees has not been promoted due to lack of their skills and the

work done by them in the organization.

10. How many years an employee in the organization been promoted?

Table 4.10

Number of years employee

promoted in organization

Employee

response

Percentages of

respondents (%)

5-11 YEARS 23 23%

10-15 YEARS 29 29%

15 YEARS ABOVE 48 48%

TOTAL 100 100%

Fig 4.10

INTERPRETATION:

Many of the employees in the organization are promoted in 5 to 10 years

and we got maximum 43% response from the employees. 32% of employees in the

organization has been promoted for 10 - 15 years and remaining 11% of employees in the

organization been promoted more than 15 years.

11. Do you feel career counseling is necessary for career

development?

Table 4.11

Is career counseling

necessary

Employee

response

Percentages of

respondents (%)

YES 60 60%

NO 23 23%

CAN’T SAY 17 17%

TOTAL 100 100%

Fig 4.11

INTERPRETATION;

About 60% of respondents agree that they need career counseling for their

development. It helps them to improve their skills and will know the purpose of the career

development. They should have perfect planning in their career, but, 23% of respondents

disagrees that counseling is not necessary for the employees. They feel that they should

learn themselves by doing the work in the organization, and remaining 17% of

respondents couldn`t felt whether the counseling is necessary or not.

12. Is your organization gives preference for internal promotions?

Table 4.12

Internal preference for

promotion are given

Employee

response

Percentages of

respondents (%)

YES 23 23%

NO 49 49%

CAN’T SAY 28 28%

TOTAL 100 100%

Fig 4.12

INTERPRETATION:

Here we can clearly observe that 23% of employees agreed for the internal

preference for promotions in the organization because they will be given preference

basing upon their work or written exam conducted by the organization, 49% of employees

disagrees that there will be no internal preference for promotion in the organization by not

observing their talent and also due to partial disputes in the organization. 28% of

employees were not answerable for given question whether the internal preference for

promotion is given or not.

13. Is women employees are considered for promotion in your organization?

Table 4.13

Women employees are

considered for promotion

Employee

response

Percentages of

respondents (%)

YES 60 60%

NO 17 17%

CAN’T SAY 23 23%

TOTAL 100 100%

Fig 4.13

INTERPRETATION;

About 60% said that there will be equal preference given to women employees in

the organization for promotions .17% of employees did not agree that women employees

are not considered for the promotion in the organization because there might be disputes

among themselves in the organization and remaining 23% of employee said that they are

either can’t agree or disagree with the given statement.

14. How does your organization identify your talent?

Table 4.14

Identifying your talent in

organization

Employee

response

Percentages of

respondents (%)

BY COMPETENCIES 23 23%

BY RESULTS 23 23%

BY TRUST 54 54%

TOTAL 100 100%

Fig 4.14

INTERPRETATION:

From the above pie diagram, 54% of employees said that their talent is

recognized by trust (i.e.,by employee`s attitude, personality, perception) . 23% of

employees were identified with the help of results given by the organization and remaining

23% of employees talents were identified by their competencies. There will be a

competition among them in the organization. If the work given to them is completed then

they can be praised by their higher officials in recognizing their talent.

15. What is your level of understanding of the company’s quality management

system?

Table 4.15

Level of understanding

company’s quality

management

Employee

response

Percentages of

respondents (%)

MUCH TOO MUCH 14 14%

TOO MUCH 14 14%

JUST RIGHT 46 46%

TOO LITTLE 17 17%

MUCH TOO LITTLE 9 9%

TOTAL 100 100%

Fig 4.15

INTERPRETATION;

About 46% of respondents were just right in understanding their company’s

quality management system. 14% of respondents were much too much and also too

much in level of the understanding this system and 17% of respondents were too little in

understanding this quality system and remaining 9% of respondents were very much little

in understanding this quality management system.

16. How do you rate overall relationship between the company and its

employees?

Table 4.16

Relationship between

company and employees

Employee

response

Percentages of

respondents (%)

EXCELLENT 6 6%

VERY GOOD 40 40%

TYPICAL 11 11%

FAIR 29 29%

POOR 14 14%

TOTAL 100 100%

FIG 4.16

INTERPRETATION:

From the above diagram, it is said that 40% of respondents agree that they

have strong relationship between the company and employees. It is because of mutual

understanding between themselves in reaching their targets, 29% of respondents agree

that they have a fair relationship between the company and employees because they

might felt that company won’t be cooperative with them. 14% of respondents rate their

relationship very poor and 11% agree that it’s very typical to tell about the overall rating

but only 6% of respondents agree that they have an excellent rating relationship.

17. How do you rate the company’s business prospects for the next five years?

Table 4.17

Rating company’s business

prospects

Employee

response

Percentages of

respondents (%)

EXCELLENT 11 11%

VERY GOOD 34 34%

TYPICAL 17 17%

FAIR 23 23%

POOR 15 15%

TOTAL 100 100%

Fig 4.17

INTERPRETATION:

From the above graph, 34% of employees agreed that they will have a very good

improvement in their organization for the next five years by fulfilling their targets and

achieving them and only 11% of employees said that they will have excellent results for

the next 5 years.17% of employees said that there will be an typical result because there

should fulfill their targets and 23% of employees said that it is fair in rating their business

prospects and 15% said that it is very poor in rating their business prospects for the next

five years.

18. If you were to describe yourself, you would say that you are? (Tick more

than one)

Table 4.18

Describing yourselfEmployee

response

Percentages of

respondents (%)

OUTGOING 0 0%

CREATIVE 20 20%

ANALYTICAL 20 20%

SHY 0 0%

RESERVED 2 2%

ORGANISED 7 0%

CONFIDENT 45 52%

EMOTIONAL 6 6%

TOTAL 100 100%

FIG 4.18

INTERPRETATION:

From the above chart, we can observe that every employee in this

organization is so confident in themselves in completing their work and we got maximum

response 52% from all the employees. Remaining 20% are analytical and creative in doing

their work for the development of the organization and 6% are emotional and 2% are

reserved but they should overcome this and should feel free to express themselves.

19. How would you describe your relationship with the staff?

Table 4.19

Relationship with staffEmployee

response

Percentages of

respondents (%)

FULLY SATISFIED 23 23%

SATISFIED 65 65%

NOT SATISFIED 6 6%

CAN’T SAY 6 6%

TOTAL 100 100%

Fig 4.19

INTERPRETATION:

From the above graph, it is clearly shown that 65% of employees in the

organization themselves were satisfied with their staff and colleagues because they feel

the organization as their and feel responsible working in it and 23% of employees are fully

satisfied with their staff. They help each other in sharing their work and to reach their

targets .6% of employees were not satisfied with their staff because of competition among

themselves and remaining 6% of employees were not having genuine answer to give.

20. Do you feel your organization fulfill corporate social responsibility?

Table 4.20

Fulfilling corporate social

responsibility

Employee

response

Percentages of

respondents (%)

YES 63 63%

NO 26 26%

CAN’T SAY 11 11%

TOTAL 100 100%

Fig 4.20

INTERPRETATION:

From the above pie diagram, 63% said that they are satisfied in fulfilling corporate social

responsibility because every organization will follow the ethical values and cultural values,

26% of employees were not satisfied with the corporate social responsibility in their

organization and 11% of employees said that they can’t say about the corporate social

responsibility in their organization

CHAPTER – 5

Summary, Findings and suggestions

5.1 SUMMARY

In this summary the total project work which spreads in all the 5 chapters is briefly

presented.

In the first chapter introduction for the study, need for the study, objectives,

research methodology used for data collection and analysis are explained limitations for

the study also discussed.

Learning is continuum. It is a part of life. It may occur at any time and place. Man

learns either by encounter with new situations, facing new problems and by deriving new

solutions, by observation and practice, imitation and sometimes by pure innovation.

Employees at work learns from various sources from the work itself, from the peers, from

the superiors, from the subordinators from others who are in similar positions in similar or

some industry by interaction, by understanding various processes, through reading or

knowing the subject matter, by attending university programmes/courses and through

attending various general or special programmes.

Modern organizations expert their people should have requisite competencies,

which can contribute competitive advantage. Here in this occasion training and

development occupies crucial area in current HRD. Training and development is not a cost,

it is an investment, where organizations have intent of return over their investment from

there programmes.

Pepsi is a gainer in soft drinks market and it has number of bottling units in India.

Pearl bottling pvt.ltd, Visakhapatnam is conducting very good training and development

programmes to its staff in the plant. In view of its name for the employee training and

development programs and with an interest to understand the procedure and to learn

various aspects in its connection this study was undertaken.

In addition to comprehend the training practices of pearl bottling pvt.ltd, I also

intended to study the employee perception on various training programmes in the

organization with this in mind. I have conducted the project work. The clear objectives

before me for this study are

1. To understand the organizational profile Vis a Vis the industry profile.

2. To learn the procedural aspects of how the organization is conducting training need

analysis.

3. How, programs are organized, also.

4. To gather the employee opinion who have training in the organization.

In sufficient time, very busy employees preoccupied with their work, employee’s

perceptual bias are some of the limitations for this study.

For the purpose of collecting primary data and to gauge the employee perception

on various training programmes in pearl bottling pvt.ltd, I prepared a questionnaire, with

the help of my internal guide and the guides in the organization. A structural questionnaire

with 20 questions, all open ended, was distributed to a sample of employees. The collected

questionnaires were subjected to data analysis and the same information is reduced to

percentage analysis and data interpretation exercises. Based on the data interpretation, I

deducted various findings and conclusions. In this connection considered information

provided by executives and offices on training activities, in my interaction with them. For

secondary data, company records, annual reports, brochures and websites are utilized. For

theoretical frame work some of the text tools are referred.

In chapter II, an overview of the soft drink industry and various aspects of the

organization profile of pearl bottling pvy.ltd as a Pepsi co.ltd were presented lucidly. It

deals with genesis and growth, organization structure, industry profile and company

profile.

Non –alcoholic soft drink beverage market can be divided into fruit drinks and soft

drinks. Soft drinks further divided into carbonated and non-carbonated drinks. Colas,

lemon and oranges are carbonated drinks while mango drinks come under non-carbonated

category. The soft drinks market till early 1990’s was in hands of domestic players like

campa, thums up, limca etc but with the opening of economy and coming of MNC player’s

Pepsi and coke the market has come totally under their control. Pepsi entered Indian

market in 1991. Coke re-entered (after they were thrown out in 1977, by the central

government) in 1993. Pepsi has been targeting the youth and the sales have been doing

well by sticking to this youth segment. Coke on the other hand struggled initially in

establishing itself in the market. In a span of 7 years of its operations in the country it has

changed its CEO four times but finally they seem to have started understanding the pulse

of Indian consumers.

Soft drink market share grew to 60%in 1991 and it emerged as the market leader.

The first challenge to the supremacy of pearl brands came from Pepsi cola in may

1990.pepsi company in corporation, the 22billion worth soft drinks, snakes and past foods

company has finally entered the Indian market.

Coming to the brief on company profile, Pearl Bottling pvt.ltd (PBPL) was

incorporated in 1982 at Madhurawada in Visakhapatnam district of Andhrapradesh for the

purpose of manufacturing soft drinks. Pearl bottling private limited the franchise of the

Vishakhapatnam region to pearl beverages which belongs to pearl group. Head quarters

located at Delhi and mr.ck.jaipuria is the chairman managing director of the Pepsi food ltd.

Capacity of the plant is 24000 bottles per hour i.e. at the speed on the 400 B.P.M

implying 400 bottles per minute. In the months from March to June the plant is used to its

full capacity by running 3 shifts every day. Each shift consists of 8 hrs. So, during the

summer season the plant is run round the clock i.e., 24hr this is because the demand

reaches its peak in these summer months.

In chapter III, a brief presentation of the theoretical frame work on training and

development was given here in this chapter, both the traditional and modern approaches

of training and development are discussed in the traditional approach Most of the

organizations before never used to believe in training. They were holding the traditional

view that managers are born and not made. There were also some views that training is a

very costly affair and not worth.

In modern approach of training and development the Indian organizations have

realized the importance of corporate training. Training is now considered as more of

retention tool than cost. The training system in Indian industry has been changed to create

a smarter workforce and yield the best results.

The training is given to the employees based on their skills and knowledge. They

divided into 5 types and provide training in different ways.

UN skilled workers.

Semi skilled workers

Skilled workers

Sales man

Supervisory staff

The company using two types of training methods to train their employees. They are

On the job training

Off the job training

ON THE JOB TRAINING METHODS

The employees generally are trained on the job or through special in house training

programs. In this method, employees are coaches and instructed by skilled co workers or by

the special training instructors. In the job training method trainees they are as follows.

1. Trained by experienced work men.

2. Job instructions training.

3. Demonstration training method.

These on the job trainings conduct under the clear supervision of the experienced and

skilled employees.

OFF THE JOB TRAINING EMPLOYEES

The company also uses off the job training methods to train their employees. For

some employees outside training may be utilized to enhance, update or develop specific

skills they are providing the following off the training programs to their employee.

1. The conference method.

2. Program instruction trainings

3. Group training program

4. Lectures by the experts

5. Case studies sessions.

PROCEDURE OF IDENTIFYING TRAINING NEEDS AT PBPL

This exercise being done once in a year by the concerned departmental heads which

is through practical knowledge and interview of the associates. Here matrix is set

combining both behavioral and technical/professional expertise (function specific) (varies

department wise).

The HR manager, on completion of the exercise prepares a summary of training

and this finally leads to the making out of the training calendar for the year.

This exercise is being done through skill gap analysis and training needs.

HR department has to decide on the venue and faculty for the training to be

organized at times, in coordination with the concerned departmental heads.

Once the training is over, feedback is obtained from the associate about the

efficacy of the program.

IN PLANT TRAINING SCHEME

There are training and development activities conducted inside the organization for

their employees. Various forms of in plant training and development.

WORKERS DEVELOPMENT

Workers awareness development programmes will be conducted periodically with

the help of internal experts and external agencies. This includes.

4. Welfare programmers

5. Medical and health

6. Legal laws

7. First aid and safety

MANAGEMENT DEVELOPMENT

MD programs will be conducted to meet the requirements of the executive at all

levels in the company such programs shall be need based7result oriented and small aim at

developing the technical conceptual and HR skills of the executives.

In chapter IV data analysis and interpretation is presented. The responses to each

and every item in the questionnaire, provided by the employees and executives were

analyzed simply with percentage analysis with respect to the choices given in each item.

The information resulted in the data analysis is presented in tabular format and also in bar

diagrams for each item in the questionnaire, after data analysis the information is

interpreted and the same is also produced below the bar diagram.

In chapter V the last chapter findings and suggestions are presented. The major

findings are that majority of employees expressed that the organization provides them

with sufficient training and that to in personal sales are there was emphasis. At a

maximum time, the fresher’s receives training and all the employees said that the training

in the organization is beneficial to them Maximum(90%) number of employees told that HR

department provides the training maximum number of employees told that the training

provided in the organization consists of both theory and practical aspects also.

The employees expressed that due to training them are able to upgrade their skills

and in the maximum occasion the training is conducted using lecture method, having both

traditional and modern electronic teaching methods.

All of the employees told that they provide feedback on the programmes majority of

the employees expressed that the training in the organization is excellent.

Coming to the suggestions part, few suggestions are given in the report.

Suggestions as to the generation of awareness among the employees and the use, and the

time schedule of the same. It is also suggesting they even more co operation from the

superior officers will be helpful employees to serve their departments well. The same,

technical and computer oriented programs will fetch more benefit to both employees and

the organization.

5.2 Findings

Most of the employees expressed that Career development programme

in the organization is not satisfactory.

Promotional activities are not taking place properly.

Some of the employees disagrees that there will be no internal

preference for promotion in the organization by not observing their

talent and also due to partial disputes

Talent is recognized in the form of trust, not by the employees

competencies and results.

Most of the employees opinioned that career counseling is very much

essential.

In this organization all recruitments are taken place by the career

management section only in order to recruit technical and non-

technical.

They follow rating system in order to evaluate the performance of an

employee which is useful for their career growth.

Career management is a combination of structural planning and active

management choice of one’s own professional career.

It is a continuous process that is necessary for adapting to the changing

demands by investing the resources.

Based on their, personality and perception there will be promotions to

the employees in the organization.

Ethical values and cultural values are followed by them.

5.3 Suggestions

The company should provide the training facility for new adventing technologies,

also for other activities which help to build their career equalent with competent

employees.

Promotion is the crucial stage of motivation for any employee, in order to maintain

peace and harmony, the organization have to encourage the employees through

promotions I a regular intervals.

The organization need to recognize and encourage the competent & result-oriented

individuals to create a competitive atmosphere.

Career counseling should be given to them for developing their career and proper

planning is also considered.

If the organization can really look after the suggestions given by the employees and

implement some best ideas the dissatisfaction levels in the employees can be

reduced.

They should improve the succession planning to fulfill their responsibilities.

The management has to maintain good cooperation with all the levels of employees

and then it will lead to the organization development.

They have to look after the employee authority of employees which is given to

them under perfect. If the authority is same for all the employees then there will be

no difference between them.

They have to spend more time with the employees to enhance their performance in

work and also should help in their career path.

QUESTIONNARE

1.Do you aware of the employee development programs?

i)yes ii)No

2.Do you feel the promotion system yield the right kind of the people at the right

places?

i)Yes ii)No iii)Can’t say

3.How you are compensated by the organization?

i)Yearly ii)Weekly iii)Monthly

4.What is the basis of career development in your organization?

i)Based on skill ii)Favouritism iii)Relation with management

5.Do you think career development in your organization is satisfactory?

i)Yes ii)No iii)Can’t say

6.By whom you are getting advices for your career planning?

i)HR manager ii)Colleagues iii)Your immediate superior iv)Others

7.Are the advices relevant to your career development?

i)Yes ii)No iii)Can’t say

8. Do you think you are comfortable with the present organization career

development programs?

i)Yes ii)No iii)Can’t say

9.How many times you got the promotions in your organization?

i)Only 1 time ii)2Times iii)3 Times above iv)Not been promoted so

far

10. How many years an employee in the organization been promoted?

i)Yes ii)No iii)Can’t say

11. Do you feel career counseling is necessary for career development?

i)Yes ii)No iii)Can’t say

12. Is your organization gives preference for internal promotions?

i)Yes ii)No iii)Can’t say

13. Are women employees considered for promotion in your organization?

i)Yes ii)No iii)Can’t say

14. How does your organization identify your talent?

i)By competency ii)By results iii)By Trust

15. What is your level of understanding of the company’s quality management system?

i)Much too much ii)Too much iii)Just right iv)Too little iv)Much too little

16. How do you rate overall relationship between the company and its employees?

i)Excellent ii)Very good iii)Typical iv)Fair v)Poor

17. How do you rate the company’s business prospects for the next five years?

i)Excellent ii)Very good iii)Typical iv)Fair v)Poor

18. If you were to describe yourself, you would say that you are? (Tick more than one)

i)Outgoing ii)Creative iii)Analytical iv)Shy

v)Reserved vi)Organised vii)Confident viii)Emotional

19. How would you describe your relationship with the staff?

i)Fully Satisfied ii)Satisfied iii)Not Satisfied iv)Can’t Say

20. Do you feel your organization fulfill corporate social responsibility?

i)Yes ii)No iii)Can’t say

BIBILIOGRAPHY

S.No Author Paper/Book Publisher/magazine Vol.No. Year

1. P.Subba Rao Human resources

& Ind. relations

Himalaya III 1986

2. K.Aswathappa Personnel mngt &

Human resources

Tata Mc graw hill I 1991

3. Patrick forsyth Career

management

III 2002

4. Peter Herriot Career

management

challenge

1992

5. mondy Human resources

WEBSITES:

www.pepsi.co.in.

www.hr.com.

www.encyclopediabritinnica.com.

.