A Project Report On

“ANALYZING AND ENHANCING

MARKET OPPORTUNITIES OF

COCA COLA IN GHAZIABAD.”

2008-10

Under the Supervis ion of: Submitted By:

Prof . Ritu Wadhwa Sheetal Kachroo

( P G D M - M a r k e t i n g 2 n d Y e a r )

JAIPURIA INSTITUTE OF

MANAGEMENT NOIDA

ACKNOWLEDGEMENT

The Resea rch r epo r t w i l l be i ncomple t e w i thou t a cknowledge

g iv ing my s ince re , g r a t i t ude t o a l l pe r sons who have he lped me

i n t he p r epa ra t i on o f t h i s r epo r t . F i r s t o f a l l , I t hank “GOD

ALIMIGHTY” fo r t he b l e s s ings showered on me t h roughou t

t h i s p ro j ec t work , wh ich ha s he lped me i n t he succe s s fu l

comple t i on o f t he t r a i n ing . I exp re s s ou r t hanks t o H indus t an

Coca Co la Beve rages Pv t . L td . (HCCBPL) fo r g r an t i ng me t he

pe rmi s s ion t o work w i th t he e s t e em o rgan i za t i on .

I am a l so t hank fu l t o Mr. V ineesh Pr iyadarshan (GSM) and

t hen t o Mr. A lok Aggarwa l (ASM) and t hen t o Sushant

T iwar i (SE) o f Coca co l a H indus t an Beve rage L td . They

gu ided and he lped me i n a l l pos s ib l e ways t hey cou ld , a t eve ry

s t age o f t he r epo r t .

I wou ld a l so l i ke t o t hank a l l t he Execu t i ve s , d i s t r i bu to r s &

s t a f f o f H indus t an Coca Co la Beve rages Pv t . L td . who

p rov ided u s a l l t he r e l evan t i n fo rma t ion and t he i r k ind

suppo r t , on t he ba s i s o f wh ich t h i s r epo r t ha s been p r epa red .

I t hank my co l l ege J a ipu r i a I n s t i t u t e o f Managemen t fo r hav ing

g iven me t h i s oppo r tun i t y t o pu t t o p r ac t i c e , t he t heo re t i c a l

knowledge t ha t I impa r t ed f rom the p rog ram. I t hank t he

i n t e rn sh ip men to r , Ri tu Wadhwa fo r hav ing gu ided and

suppo r t ed me t h rough t he cou r se o f t he i n t e rn sh ip . I t ake t h i s

oppor tun i t y t o t hank my pa ren t s and f r i ends who have been

w i th me and o f f e r ed emo t iona l s t r eng th and mora l suppo r t .

Las t bu t no t t he l e a s t , I am thank fu l t o a l l Re t a i l e r s who gave

u s t he i r p r ec ious t ime and suppo r t t o fu l f i l l t h i s t a sk , w i thou t

t he i r co -ope ra t i on t he s t udy wou ld no t have s een t he l i gh t o f

t he day& comple t e .

Shee ta l Kachroo

PGDM –Marke t ing

2 n d Year .

PREFACE

In summer t he consumpt ion o f so f t d r i nks i s more due t o ho t

wea the r i n t h i s t ime ch i l l ed wea the r i s needed eve rywhe re and

eve rybody i r r e spec t i ve o f age d i f f e r ence . I n t he ma rke t

peop l e s no t on ly need wa t e r , bu t t hey wan t some t a s t e t oo .

He re comes t he need o f so f t d r i nks : i t h a s become an e s sen t i a l

pa r t o f ma rke t a s peop l e l i ke i t i n add i t i on t o t he bo t t l e s , now

days packages o f so f t d r i nks i . e . T in cans , Pe t packs o f i . e .

L i t t e r s c an i s t e r s and d i spense r s a r e i n t roduced t o enhance t he

impac t i n s a l e s .

The PGDM cu r r i cu lum i s de s igned i n such a way t ha t s t uden t

c an g r a sp max imum knowledge and can ge t p r ac t i c a l exposu re

t o t he co rpo ra t e wor ld i n m in imum poss ib l e t ime . Bus ine s s

s choo l s o f t oday r ea l i z e t he impor t ance o f p r ac t i c a l knowledge

ove r t he t heo re t i c a l ba se .

The r e sea r ch r epo r t i s nece s sa ry fo r t he pa r t i a l f u l f i l lmen t o f

PGDM cu r r i cu lum and i t p rov ide s an oppo r tun i t y t o t he s t uden t

i n unde r s t and ing t he i ndus t ry w i th spec i a l emphas i s on t he

deve lopmen t o f sk i l l s i n ana lyz ing and i n t e rp r e t i ng p r ac t i c a l

p rob l ems t h rough t he app l i c a t i on o f managemen t t heo r i e s and

t e chn iques . I t i s a new p l a t fo rm o f l e a rn ing t h rough p rac t i c a l

expe r i ence , wh ich i nco rpo ra t e s su rvey and compa ra t i ve

ana ly s i s . I t g i ve s t he l e a rne r an oppo r tun i t y t o r e l a t e t he

t heo ry w i th t he p r ac t i c e , t o t e s t t he va l i d i t y and app l i c ab i l i t y

o f h i s c l a s s room l ea rn ing aga in s t r e a l l i f e bus ine s s s i t ua t i ons .

EXECUTIVE SUMMARY

Coca -Co la , t he p roduc t t ha t ha s g iven t he wor ld i t s be s t -known

t a s t e was bo rn i n A t l an t a , Geo rg i a , on May 8 , 1886 . Coca -Co la

Company i s t he wor ld ’ s l e ad ing manufac tu r e r , ma rke t e r and

d i s t r i bu to r o f non -a l coho l i c beve rage concen t r a t e s and sy rups ,

u sed t o p roduce nea r l y 400 beve rage b r ands . I t s e l l s beve rage

concen t r a t e s and sy rups t o bo t t l i ng and cann ing ope ra to r s ,

d i s t r i bu to r s , f oun t a in r e t a i l e r s and foun t a in who le sa l e r s . Coca -

Co la was f i r s t i n t roduced by John Sy th Pembe r ton , a

Pha rmac i s t , i n t he yea r 1886 i n A t l an t a , Geo rg i a when he

concoc t ed ca r ame l - co lo r ed sy rup i n a t h r ee - l egged b r a s s ke t t l e

i n h i s backya rd . He f i r s t “d i s t r i bu t ed” t he p roduc t by ca r ry ing

i t i n a j ug down the s t r e e t t o J acob ’ s Pha rmacy and cus tomer s

bough t t he d r i nk fo r f i ve c en t s a t t he soda foun t a in .

Ca rbona t ed wa t e r was t e amed wi th t he new sy rup , whe the r by

acc iden t o r o the rwi se , p roduc ing a d r i nk t ha t was p roc l a imed

“de l i c i ous and r e f r e sh ing” , a t heme t ha t con t i nues t o e cho

t oday whe reve r Coca -Co la i s en joyed .

Coca -Co la o r i g ina t ed a s a soda foun t a in beve rage i n 1886

s e l l i ng fo r f i ve c en t s a g l a s s . Ea r l y g rowth was impre s s ive , bu t

i t was on ly when a s t r ong bo t t l i ng sy s t em deve loped t ha t

Coca -Co la became t he wor ld - f amous b r and i t i s t oday . Coca -

Co la was t he l e ad ing so f t d r i nk b r and i n Ind i a un t i l 1977 ,

when i t l e f t r a t he r t han r evea l s i t s f o rmu la t o t he Gove rnmen t

and r educes i t s equ i t y s t ake a s r equ i r ed unde r t he Fo re ign

Regu l a t i on Ac t (FERA) wh ich gove rned t he ope ra t i ons o f

f o r e ign compan i e s i n Ind i a . I n t he new l i be r a l i z ed and

de regu l a t ed env i ronmen t i n 1993 , Coca -Co la made i t s r e - en t ry

i n t o Ind i a t h rough i t s 100% owned subs id i a ry , HCCBPL, t he

Ind i an bo t t l i ng a rm o f t he Coca -Co la Company .

The ma in ob j ec t i ve o f t h i s r epo r t a t t emp t s t o r evea l t he s ec r e t s

and t oo l s wh ich wou ld be he lp fu l i n ho r i zon t a l ma rke t

expans ion fo r t he who le coca co l a p roduc t r ange by f i r s t

ana lyz ing and t hen enhanc ing t he ma rke t o f Coca Co la . The

s t udy was d iv ided i n to two pa r t s . F i r s t was t o ana lyze t he

ex i s t i ng marke t , t r y t o f i nd t he i r p rob l ems and r ea sons fo r

do ing bus ine s s w i th company . I n s econd pa r t un touched marke t

was exp lo red and t he i r r e a sons fo r no t do ing bus ine s s w i th

company whe re s t ud i ed . Thus r epo r t w i l l p rov ide an

oppo r tun i t y t o know ex i s t i ng and new r e t a i l e r s p sychog raph i c

needs , i t may p rov ide an oppo r tun i t y t o t he Coca -Co la t o f r ame

a good fu tu r e p l an t o s a t i s fy max imum needs , t a s t e p r e f e r ences

o f t he r e t a i l e r s and e s t ab l i shed i t s gu id ing ro l e i n t he ma rke t

o f Ghaz i abad & in ma rke t i ng p l an fo r d i f f e r en t a r ea s .

TABLE OF CONTENTS

S .NO. PARTICULARS P. NO.

1. INTRODUCTION

1 .1 A B r i e f I n s i g h t - T h e F M C G I n d u s t r y i n I n d i a1 .2 A B r i e f I n s i g h t – B e v e r a g e I n d u s t r y i n I n d i a

1

35

2. THE COCA COLA COMPANY

2 .1 H i s to ry

2 .2 Man i f e s to fo r Growth 2 . 2 .1 Va lue s 2 . 2 .2 Mi s s ion 2 . 2 .3 V i s ion fo r Sus t a inab l e Growth

2 .3 So f t Dr ink Marke t in Ind ia

9

9

11111212

13

3. HINDUSTAN COCA COLA BEVERAGES PVT. LTD. (HCCBPL)

3 .1 Abou t t he Company

3 .2 Man i f e s to fo r Growth 3 . 2 .1 Va lue s 3 . 2 .2 V i s ion fo r Su i t ab l e Growth 3 . 2 .3 Mi s s ion 3 . 2 .4 Qua l i t y Po l i cy

3 .3 SWOT Ana lys i s o f HCCBPL 3 . 3 .1 S t r eng ths 3 . 3 .2 Weaknes se s 3 . 3 .3 Oppor tun i t i e s 3 . 3 .4 Th rea t s

16

16

1919202021

2121222324

4.PRODUCTS

26

5. ABOUT PROJECT 34

5 .1 Da t a Co l l e c t i on

5 .2 Types o f Expans ion 5 . 2 .1 Ve r t i c a l Expans ion 5 . 2 .2 Hor i zon t a l Expans ion

5 .3 Hor i zon t a l Expans ion 5 . 3 .1 Reasons fo r Hor i zon t a l Expans ion . 5 . 3 .2 Bene f i t s o f Hor i zon t a l Expans ion 5 . 3 .3 Advan t ages o f Hor i zon t a l Expans ion ove r Ve r t i c a l Expans ion

5 .4 Seven Cr i t e r i a ’ s

5 .5 Segmen ta t i on Mode l

5 .6 P rocedu re fo r Open ing a New Ou t l e t 5 . 6 .1 Ana lys ing t he ou t l e t

5 .7 S t eps fo r Ta rge t i ng t he New Re t a i l e r s

5 .8 Pa raphe rna l i a Used

5 .9 In t ang ib l e E l emen t o f P ro j ec t 5 . 9 .1 R .E .D Su rvey

35

353536

36373737

40

42

4344

45

48

4949

6.INTRODUCTION TO STUDY

6 .1 Pu rpose o f t he S tudy

6 .2 Ob jec t i ve o f t he S tudy

6 .3 Work Ass igned

6 .4 Ob jec t i ve o f t he Work 6 . 4 .1 P r ima ry Ob jec t i ve 6 . 4 .2 Seconda ry Ob jec t i ve

50

50

50

50

515151

7.RESEARCH METHODOLOGY

52

8. 55

FINDINGS & ANALYSIS

8 .1 Ques t i onna i r e fo r Ex i s t i ng Re t a i l e r s

8 .2 Ques t i onna i r e fo r New Re t a i l e r s

8 .3 O the r Gene ra l F ind ings

55

67

74

9. LIMITATIONS, SUGGESTIONS & CONCLUSION

9.1 L imi ta t i ons

9 .2 Sugges t i ons

9 .3 Conc lus ion

78

78

79

82

10.SIGNIFICANCE OF STUDY

10 .1 To t he Resea rche r

10 .2 To t he Company

10 .3 To O the r s

83

83

83

83

11. ACHIEVEMENTS IN TERMS OF SALES

11 .1 Mode l s & Work ing Fo rma t s

11 .2 The 3 A’ s S t r a t egy

11 .3 Work ing Me thodo logy 11 .3 .1 Rou t e v i s i t

11 .4 Focus on Ava i l ab i l i t y o f P roduc t s i n Ou t l e t s11 .5 Focus on V i s ib i l i t y o f Coke P roduc t s i n Ou t l e t s11 .6 Ach i evemen t s11 .7 Some Impor t an t Po in t s

84

84

85

8686

86878792

BIBLIOGRAPHY 95

APPENDIX

MISCELLANEOUS

LIST OF FIGURES

Fig. No. Part iculars Page No.

Chapter 11 Marke t o f Dr inks i n Ind i a 22 Soda Compan i e s Marke t Sha re & Change

i n Vo lume , Wor ld Wide3

3 Beve rage Indus t ry i n Ind i a 64 Marke t Sha re o f So f t Dr inks i n Ind i a 7

Chapter 25 Vi s ion fo r Su i t ab l e Growth 13

Chapter 36 Loca t i on o f COBO, FOBO & Con t r ac t

Packag ing i n Ind i a18

7 Cha in Fo l l owed f rom Manufac tu r e r t o Re t a i l e r

25

Chapter 58 Oppor tun i t y t o Open New Ou t l e t s 359 Impac t o f New Re t a i l e r s on Bus ine s s 37

10 Impac t o f New Re t a i l e r s on D i s t r i bu to r s 38

Chapter 811 Loca t i on o f Ex i s t i ng Ou t l e t s 5512 Type o f Ex i s t i ng Ou t l e t s 5613 Dep th o f P rob l ems i n D i f f e r en t Area s 6614 Loca t i on o f New Ou t l e t s 6815 Type o f New Ou t l e t s 6816 Exc lus ive Ou t l e t s 7617 Di f f e r en t Type o f Ou t l e t s Se l l i ng

D i f f e r en t B rands

7

73

LIST OF TABLES

TABLE No . Par t i cu lar s Page No .

Chapter 8 CROSS TABULATION

1 . Loca t i on & Sa l e 582 . Type o f Ou t l e t & Reasons fo r Do ing

Bus ine s s w i th Coke60

3 . Loca t i on & P rob l ems Faced Whi l e Do ing Bus ine s s

63

4 . Type o f Ou t l e t & Reasons fo r No t Do ing Bus ine s s

69

5 . Loca t i on & L i f e span o f bus ine s s 72

CHAPTER - 1

INTRODUCTION

Coca -Co la , t he p roduc t t ha t ha s g iven t he wor ld i t s be s t -known

t a s t e was bo rn i n A t l an t a , Geo rg i a , on May 8 , 1886 . Coca -Co la

Company i s t he wor ld ’ s l e ad ing manufac tu r e r , ma rke t e r and

d i s t r i bu to r o f non -a l coho l i c beve rage concen t r a t e s and sy rups ,

u sed t o p roduce nea r l y 400 beve rage b r ands . I t s e l l s beve rage

concen t r a t e s and sy rups t o bo t t l i ng and cann ing ope ra to r s ,

d i s t r i bu to r s , f oun t a in r e t a i l e r s and foun t a in who le sa l e r s . The

Company’ s beve rage p roduc t s compr i s e s o f bo t t l ed and canned

so f t d r i nks a s we l l a s concen t r a t e s , sy rups and no t - r eady - to -

d r i nk powde r p roduc t s . I n add i t i on t o t h i s , i t a l so p roduces and

marke t s spo r t s d r i nks , t e a and co f f ee . The Coca -Co la Company

began bu i l d ing i t s g loba l ne twork i n t he 1920s . Now ope ra t i ng

i n more t han 200 coun t r i e s and p roduc ing nea r l y 400 b r ands ,

t he Coca -Co la sy s t em has succe s s fu l l y app l i ed a s imp le

fo rmu la on a g loba l s ca l e : “P rov ide a momen t o f r e f r e shmen t

fo r a sma l l amoun t o f money - a b i l l i on t imes a day . ”

The Coca -Co la Company and i t s ne twork o f bo t t l e r s compr i s e

t he mos t soph i s t i c a t ed and pe rva s ive p roduc t i on and

d i s t r i bu t i on sy s t em in t he wor ld . More t han any th ing , t ha t

sy s t em i s ded i ca t ed t o peop l e work ing l ong and ha rd t o s e l l t he

p roduc t s manufac tu r ed by t he Company . Th i s un ique

wor ldwide sy s t em has made The Coca -Co la Company t he

wor ld ’ s p r emie r so f t -d r i nk en t e rp r i s e . F rom Bos ton t o Be i j i ng ,

f r om Mon t r ea l t o Moscow, Coca -Co la , more t han any

o the r consumer p roduc t , ha s b rough t p l ea su re t o t h i r s t y

consumer s a round t he g lobe . Fo r more t han 115 yea r s ,

Coca -Co la ha s c r ea t ed a spec i a l momen t o f p l ea su re fo r

hund reds o f m i l l i ons o f peop l e eve ry day .

The Company a ims a t i nc r ea s ing sha reowne r va lue ove r t ime .

I t a ccompl i she s t h i s by work ing w i th i t s bus ine s s pa r t ne r s t o

de l i ve r s a t i s f ac t i on and va lue t o consumer s t h rough a

wor ldwide sy s t em o f supe r io r b r ands and s e rv i ce s , t hus

i nc r ea s ing b r and equ i t y on a g loba l ba s i s . They a im a t

manag ing t he i r bus ine s s we l l w i th peop l e who a r e s t r ong ly

commi t t ed t o t he Company va lue s and cu l t u r e and p rov id ing an

app rop r i a t e l y con t ro l l ed env i ronmen t , t o mee t bus ine s s goa l s

and ob j ec t i ve s . The a s soc i a t e s o f t h i s Company j o in t l y t ake

r e spons ib i l i t y t o ensu re compl i ance w i th t he f r amework o f

po l i c i e s and p ro t ec t t he Company’ s a s se t s and r e sou rce s wh i l s t

l im i t i ng bus ine s s r i sk s .

F i g u r e 1 : M a r k e t o f d r i n k s i n I n d i a

( S o u r c e : - B e v e r a g e s M a r k e t i n g C o r p o r a t i o n )

F i g u r e 2 : S o d a c o m p a n i e s m a r k e t s h a r e & c h a n g e i n v o l u m e , w o r l d w i d e

( S o u r c e : - B e v e r a g e D i g e s t )

1 .1: A BRIEF INSIGHT- THE FMCG INDUSTRY IN

INDIA

Fas t Mov ing Consumer Goods ( FMCG ) , a l so known a s

Consumer Packaged Goods ( CPG ) a r e have a qu i ck t u rnove r

and r e l a t i ve ly l ow cos t . Consumer s gene ra l l y pu t l e s s t hough t

i n to t he pu rchase o f FMCG than t hey do fo r o the r p roduc t s .

The Ind i an FMCG indus t ry w i tne s sed s i gn i f i c an t changes

t h rough t he 1990s . Many p l aye r s had been f ac ing s eve re

p rob l ems on accoun t o f i nc r ea sed compe t i t i on f rom sma l l and

r eg iona l p l aye r s and f rom s low g rowth ac ros s i t s va r i ous

p roduc t c a t ego r i e s . As a r e su l t , mos t o f t he compan i e s we re

fo r ced t o r evamp the i r p roduc t , ma rke t i ng , d i s t r i bu t i on and

cus tomer s e rv i ce s t r a t eg i e s t o s t r eng then t he i r pos i t i on i n t he

ma rke t .

By t he t u rn o f t he 20 th cen tu ry , t he f a ce o f t he Ind i an FMCG

indus t ry had changed s i gn i f i c an t l y . Wi th t he l i be r a l i z a t i on and

g rowth o f t he Ind i an economy , t he Ind i an cus tomer w i tne s sed

an i nc r ea s ing exposu re t o new domes t i c and fo r e ign p roduc t s

t h rough d i f f e r en t med i a , such a s t e l ev i s i on and t he In t e rne t .

Apa r t f r om th i s , soc i a l changes such a s i nc r ea se i n t he number

o f nuc l ea r f ami l i e s and t he g rowing number o f work ing

coup l e s r e su l t i ng i n i nc r ea sed spend ing power a l so con t r i bu t ed

t o t he i nc r ea se i n t he Ind i an consumer s ' pe r sona l consumpt ion .

The r ea l i z a t i on o f t he cus tomer ' s g rowing awarenes s and t he

need t o mee t chang ing r equ i r emen t s and p r e f e r ences on

accoun t o f chang ing l i f e s t y l e s r equ i r ed t he FMCG p roduc ing

compan i e s t o fo rmu la t e cus tomer - cen t r i c s t r a t eg i e s .

These changes had a pos i t i ve impac t , l e ad ing t o t he r ap id

g rowth i n t he FMCG indus t ry . I nc r ea sed ava i l ab i l i t y o f r e t a i l

space , r ap id u rban i za t i on , and qua l i f i ed manpower a l so

boos t ed t he g rowth o f t he o rgan i zed r e t a i l i ng s ec to r .

HLL l ed t he way i n r evo lu t i on i z ing t he p roduc t , ma rke t ,

d i s t r i bu t i on and s e rv i ce fo rma t s o f t he FMCG indus t ry by

focus ing on ru r a l ma rke t s , d i r e c t d i s t r i bu t i on , c r ea t i ng new

p roduc t , d i s t r i bu t i on and s e rv i ce fo rma t s . The FMCG sec to r

a l so r e ce ived a boos t by gove rnmen t l ed i n i t i a t i ve s i n t he 2003

budge t such a s t he s e t t i ng up o f exc i s e f r e e zones i n va r i ous

pa r t s o f t he coun t ry t ha t w i tne s sed f i rms mov ing away f rom

ou t sou rc ing t o manufac tu r i ng by i nves t i ng i n t he zones .

Though t he abso lu t e p ro f i t made on FMCG p roduc t s i s

r e l a t i ve ly sma l l , t hey gene ra l l y s e l l i n l a rge number s and so

t he cumula t i ve p ro f i t on such p roduc t s c an be l a rge . Un l ike

some i ndus t r i e s , such a s au tomob i l e s , compu te r s , and a i r l i ne s ,

FMCG does no t su f f e r f rom mass l ayo f f s eve ry t ime t he

economy s t a r t s t o d ip . A pe r son may pu t o f f buy ing a c a r bu t

he w i l l no t pu t o f f hav ing h i s d inne r .

Un l ike o the r e conomy sec to r s , FMCG sha re f l oa t i n a s t e ady

manne r i r r e spec t i ve o f g loba l ma rke t d ip , because t hey

gene ra l l y s a t i s fy r a t he r f undamen ta l , a s opposed t o l uxu r ious

needs . The FMCG sec to r , wh i ch i s g rowing a t t he r a t e o f 9% i s

t he fou r th l a rge s t s ec to r i n t he Ind i an Economy and i s wor th

Rs .93000 c ro re s . The ma in con t r i bu to r , mak ing up 32% o f t he

s ec to r , i s t he Sou th Ind i an r eg ion . I t i s p r ed i c t ed t ha t i n t he

yea r 2010 , t he FMCG sec to r w i l l be wor th Rs .143000 c ro re s .

The s ec to r be ing one o f t he b igges t s ec to r s o f t he Ind i an

Economy p rov ide s up t o 4 m i l l i on j obs .

1.2: A BRIEF INSIGHT: BEVERAGE INDUSTRY IN

INDIA

In Ind i a , beve rages fo rm an impor t an t pa r t o f t he l i ve s o f

peop l e . I t i s an i ndus t ry , i n wh ich t he p l aye r s cons t an t l y

i nnova t e , i n o rde r t o come up w i th be t t e r p roduc t s t o ga in

more consumer s and s a t i s fy t he ex i s t i ng consumer s .

F I G U R E 3 : B e v e r a g e i n d u s t r y i n I n d i a

F i g u r e 4 : M a r k e t s h a r e s ( % ) o f s o f t d r i n k s i n I n d i a

( S o u r c e : - w w w . G o o g l e . c o m – I m a g e s )

Carbonated Non-Carbonated

Cola Non-Cola Non-Cola

Beverages

Alcoholic Non-Alcoholic

The beve rage i ndus t ry i s va s t and t he r e va r i ous ways o f

s egmen t ing i t , s o a s t o c a t e r t he r i gh t p roduc t t o t he r i gh t

pe r son . The d i f f e r en t ways o f s egmen t ing i t a r e a s f o l l ows :

Alcoho l i c , non -a l coho l i c and spo r t s beve rages

Natu ra l and Syn the t i c beve rages

In -home consumpt ion and ou t o f home on p r emi se s

consumpt ion .

Age wi se s egmen ta t i on i . e . beve rages fo r k id s , f o r

adu l t s and fo r s en io r c i t i z ens

Segmen ta t i on ba sed on t he amoun t o f consumpt ion i . e .

h i gh l eve l s o f consumpt ion and l ow l eve l s o f

consumpt ion .

I f t he behav iou ra l pa t t e rn s o f consumer s i n Ind i a a r e c l o se ly

no t i c ed , i t cou ld be obse rved t ha t consumer s pe r ce ive

beve rages i n two d i f f e r en t ways i . e . beve rages a r e a l uxu ry and

t ha t beve rages have t o be consumed occa s iona l l y . These two

pe rcep t i ons a r e t he b igges t cha l l enges f a ced by t he beve rage

i ndus t ry . I n o rde r t o l eve rage t he beve rage i ndus t ry , i t i s

impor t an t t o add re s s t h i s i s sue so a s t o encou rage r egu l a r

consumpt ion a s we l l a s and t o make t he i ndus t ry more

a f fo rdab l e .

Four s t r ong s t r a t eg i c e l emen t s t o i nc r ea se consumpt ion o f t he

p roduc t s o f t he beve rage i ndus t ry i n Ind i a a r e :

The qua l i t y and t he cons i s t ency o f beve rages needs t o be

enhanced so t ha t consumer s a r e s a t i s f i ed and t hey en joy

consuming beve rages .

The c r ed ib i l i t y and t r u s t needs t o be bu i l t so t ha t t he r e i s

a ve ry s t rong and s a f e f e e l i ng t ha t t he consumer s have

wh i l e consuming t he beve rages .

Consumer educa t i on i s a mus t t o b r i ng ou t bene f i t s o f

beve rage consumpt ion whe the r i n t e rms o f hea l t h , t a s t e ,

r e l axa t i on , s t imu la t i on , r e f r e shmen t , we l l -be ing o r

p r e s t i ge r e l evan t t o t he c a t ego ry .

Communica t i on shou ld be r e l evan t and t r endy so t ha t

consumer s

The beve rage marke t ha s s t i l l t o a ch i eve g r ea t e r pene t r a t i on

and a l so a w ide r sp r ead o f d i s t r i bu t i on . I t i s impor t an t t o l ook

a t t he en t i r e beve rage marke t , a s a b ig oppo r tun i t y , f o r b r and

and s a l e s g rowth i n t u rn t o add up t o t he ove ra l l g rowth o f t he

food and beve rage i ndus t ry i n t he e conomy .

CHAPTER - 2

THE COCA-COLA COMPANY

2.1: HISTORY

h i s s t o ry beg in s i n A t l an t a , Geo rg i a on May 8 ,

1886 , when a pha rmac i s t c a l l ed Dr . John Smi th

Pembe r ton f i r s t m ixed Coca -Co la i n h i s back ya rd .

Th i s f o rmu la , wh ich was made f rom ca rbona t ed

wa t e r , c ane suga r sy rup , c a f f e ine , ex t r ac t s o f ko l a nu t s and

co l a l e aves , was b rough t t o t he nea rby J acobs ’ Pha rmacy whe re

i t made i t s Debu t a s a so f t d r i nk t he s ame day , s e l l i ng fo r on ly

5 c en t . H i s bookkeepe r named t h i s d r i nk “Coca -Co la” a f t e r t he

f i r s t two i ng red i en t s and t he s ame d i s t i nc t i ve s c r i p t he wro t e i t

i n i s t he s ame l ogo t hey u se t o t h i s day .

T

He f i r s t “d i s t r i bu t ed” t he p roduc t by ca r ry ing i t i n a j ug down

the s t r e e t t o J acob ’ s Pha rmacy and cus tomer s bough t t he d r i nk

fo r f i ve c en t s a t t he soda foun t a in . Ca rbona t ed wa t e r was

t e amed wi th t he new sy rup , whe the r by acc iden t o r o the rwi se ,

p roduc ing a d r i nk t ha t was p roc l a imed “de l i c i ous and

r e f r e sh ing” , a t heme t ha t con t i nues t o e cho t oday whe reve r

Coca -Co la i s en joyed .

Dr . Pembe r ton ’ s pa r t ne r and book -keepe r , F r ank M. Rob inson ,

sugges t ed t he name and penned “Coca -Co la” i n t he un ique

f l owing s c r i p t t ha t i s f amous wor ldwide even t oday . He

sugges t ed t ha t “ t he two Cs wou ld l ook we l l i n adve r t i s i ng . ”

The f i r s t newspape r ad fo r Coca -Co la soon appea red i n The

A t l an t a Jou rna l , i nv i t i ng t h i r s t y c i t i z ens t o t r y “ t he new and

popu l a r soda foun t a in d r i nk . ” Hand-pa in t ed o i l c l o th s i gns

r e ad ing “Coca -Co la” appea red on s t o r e awn ings , w i th t he

sugges t i ons “Dr ink” added t o i n fo rm pas se r sby t ha t t he new

beve rage was fo r soda foun t a in r e f r e shmen t .

By t he yea r 1886 , s a l e s o f Coca -Co la ave raged n ine d r i nks pe r

day . The f i r s t yea r , Dr . Pembe r ton so ld 25 ga l l ons o f sy rup ,

sh ipped i n b r i gh t r ed wooden kegs . Red ha s been a d i s t i nc t i ve

co lou r a s soc i a t ed w i th t he so f t d r i nk eve r s i nce . Fo r h i s

e f fo r t s , Dr . Pembe r ton g ros sed $50 and spen t $73 .96 on

adve r t i s i ng . Dr . Pembe r ton neve r r e a l i z ed t he po t en t i a l o f t he

beve rage he c r ea t ed . He g r adua l l y so ld po r t i ons o f h i s bus ine s s

t o va r i ous pa r t ne r s and , j u s t p r i o r t o h i s dea th i n 1888 , so ld

h i s r ema in ing i n t e r e s t i n Coca -Co la t o Asa G . Cand l e r , a n

en t r ep reneu r f rom At l an t a . By t he yea r 1891 , Mr . Cand l e r

p roceeded t o buy add i t i ona l r i gh t s and acqu i r e comple t e

owne r sh ip and con t ro l o f t he Coca -Co la bus ine s s . Wi th in fou r

yea r s , h i s me rchand i s i ng f l a i r had he lped expand consumpt ion

o f Coca -Co la t o eve ry s t a t e and t e r r i t o ry a f t e r wh ich he

l i qu ida t ed h i s pha rmaceu t i c a l bus ine s s and focused h i s f u l l

a t t en t i on on t he so f t d r i nk . Wi th h i s b ro the r , John S . Cand l e r ,

John Pembe r ton ’ s fo rmer pa r t ne r F rank Rob inson and two

o the r a s soc i a t e s , Mr . Cand l e r f o rmed a Geo rg i a co rpo ra t i on

named t he Coca -Co la Company . The t r ademark “Coca -Co la , ”

used i n t he ma rke tp l ace s i nce 1886 , was r eg i s t e r ed i n t he

Un i t ed S t a t e s Pa t en t Of f i c e on J anua ry 31 , 1893 .

The bus ine s s con t i nued t o g row, and i n 1894 , t he f i r s t sy rup

manufac tu r i ng p l an t ou t s i de A t l an t a was opened i n Da l l a s ,

Texas . O the r s we re opened i n Ch i cago , I l l i no i s , and Los

Ange l e s , Ca l i fo rn i a , t he fo l l owing yea r . I n 1895 , t h r ee yea r s

a f t e r The Coca -Co la Company’ s

i nco rpo ra t i on , r epo r t t o sha re owne r s t ha t “Coca -Co la i s now

d runk i n eve ry s t a t e and t e r r i t o ry i n t he Un i t ed S t a t e s . ”

As demand fo r Coca -Co la i nc r ea sed , t he Company qu i ck ly

ou tg rew i t s f a c i l i t i e s . A new bu i l d ing e r ec t ed i n 1898 was t he

f i r s t headqua r t e r s bu i l d ing devo t ed exc lu s ive ly t o t he

p roduc t i on o f sy rup and t he managemen t o f t he bus ine s s . I n

t he yea r 1919 , t he Coca -Co la Company was so ld t o a g roup o f

i nves to r s f o r $25 mi l l i on . Robe r t W. Woodru f f became t he

P re s iden t o f t he Company i n t he yea r 1923 and h i s more t han

s i x ty yea r s o f l e ade r sh ip t ook t he bus ine s s t o unsu rpas sed

he igh t s o f commerc i a l succe s s , mak ing Coca -Co la one o f t he

mos t r e cogn i zed and va lued b r ands a round t he wor ld .

2.2: MANIFESTO FOR GROWTH

2 .2 .1 : Va lues :

Coca -Co la i s gu ided by sha red va lue s t ha t bo th t he emp loyees

a s i nd iv idua l s and t he Company w i l l l i ve by ; t he va lue s be ing :

Leade r sh ip : The cou rage t o shape a be t t e r f u tu r e .

Pa s s ion : Commi t t ed i n hea r t and mind .

I n t eg r i t y : Be r ea l .

Accoun t ab i l i t y : I f i t i s t o be , i t ’ s up t o me .

Co l l abo ra t i on : Leve rage co l l e c t i ve gen iu s .

I nnova t i on : Seek , imag ine , c r ea t e and de l i gh t .

Qua l i t y : Wha t we do , we do we l l .

2 .2 .2 : Mis s ion

To r e f r e sh t he wor ld , i n body , m ind , and sp i r i t .

To in sp i r e momen t s o f op t im i sm , t h rough ou r b r ands ou r

a c t i ons .

To c r ea t e va lue and make a d i f f e r ence , eve rywhe re we

engage .

2 .2 .3 : V i s ion for sus ta inab le growth

P ro f i t : Max imiz ing r e tu rn t o sha reowne r s wh i l e be ing

mind fu l o f ou r ove ra l l r e spons ib i l i t i e s .

Peop l e : Be ing a g r ea t p l ace t o work whe re peop l e a r e

i n sp i r ed t o be t he be s t t hey can be .

Po r t fo l i o : B r ing ing t o t he wor ld a po r t fo l i o o f beve rage

b r ands t ha t an t i c i pa t e and s a t i s fy peop l e ’ s de s i r e s and

needs .

Pa r t ne r s : Nur tu r i ng a w inn ing ne twork o f pa r t ne r s and

bu i l d ing mu tua l l oya l t y .

P l ane t : Be ing a r e spons ib l e g loba l c i t i z en t ha t makes a

d i f f e r ence .

F i g u r e 5 : V i s i o n f o r s u s t a i n a b l e g r o w t h

( S o u r c e : - H C C B P L ) .

2.3: SOFT DRINK MARKET IN INDIA

Today Ind i a i s one o f t he mos t po t en t i a l ma rke t s , w i t h

popu l a t i on o f a round 900 mi l l i on peop l e , t he Ind i an so f t d r i nks

ma rke t was on ly o f 200 ca se s pe r yea r . Th i s was ve ry l ow even

compa red t o Pak i s t an and Ph i l i pp ine s . Popu l a t i on and po t en t i a l

ma rke t a r e two ma jo r r e a sons fo r ma jo r mu l t i na t i ona l

compan i e s o f en t e r i ng Ind i a . They f ee l t ha t a huge popu l a t i on

coup l ed w i th l ow consumpt ion can on ly l e ad t o an i nc r ea se i n

t he so f t d r i nk marke t . Ano the r i nc r ea se i n t he s a l e o f so f t

dr inks i n t he s co rch ing hea t and t he c l ima t e o f I nd i a , wh i ch i s

t oge the r have con t r i bu t ed t o a 30% g rowth i n t he so f t d r i nks

i ndus t ry . I f t he demand con t i nues g rowing a t t he s ame r a t e ,

w i th in two yea r s t he vo lume cou ld t ouch 1 b i l l i on ca se s . A l l

t he se f a c to r s a r e t he r e a sons fo r t he en t ry two g i an t o f t he so f t

d r i nk i ndus t ry o f t he wor ld t o en t e r t he Ind i an marke t . These

two g i an t s Peps i and Coca -Co la , Themse lve s sha re 96% o f t he

so f t d r i nk marke t sha r e . Res t i s sha r ed by Cadbury ’ s

Schweppes , Campa Co la and o the r so f t d r i nk b r ands . Bu t was

t he s cene s ame 20 yea r s ago? The answer i s No . 1970 was t he

yea r o f pu re so f t d r i nks Campa Co la and Pa r l e peop l e (Thums

Up and L imca ) .

So f t d r i nk cons i s t s o f a f l avou r ba se , swee t ene r and ca rbona t ed

wa t e r . I n gene ra l t e rms non -a l coho l i c d r i nks a r e cons ide red a s

so f t d r i nks t h i s name so f t d r i nk was g iven by Amer i cans a s

aga in s t ha rd wh ich i s ma in ly a l coho l i c . The ma jo r pa r t i c i pan t s

i nvo lved i n t he p roduc t i on and d i s t r i bu t i on o f so f t d r i nk a r e

concen t r a t e and sy rup p roduce r s , bo t t l e r s and r e t a i l channe l .

Concen t r a t e p roduce r s manufac tu r e ba s i c so f t d r i nk f l avou r s

and r e t a i l channe l r e f e r s t o bus ine s s l oca t i on t ha t t e l l s o r

s e rve s t he p roduc t s d i r e c t l y t o consumer s .

So f t d r i nk i s no t a p roduc t , wh i ch a pe r son p l ans t o buy be fo re

hand , bu t i s an impu l se pu rchase . Lo t s o f s a l e depends upon

t he s t r eng th o f me rchand i z ing done a t t he po in t o f s a l e . I t a l l

beg in i n 1977 , a change i n c en t r a l gove rnmen t l ed t he ex i t o f

coca -co l a wh ich p r e f e r r ed t o qu i t r a t he r d i l u t i ng i t s equ i t y t o

40% in compl i ance w i th t he Fo re ign Exchange Regu l a t i on Ac t

(FERA) . The f i r s t na t i ona l co l a d r i nk t o pop up was doub l e

seven . I n t he mean t ime , Pu re Dr inks , De lh i on coke ’ s ex i t ,

sw i t ched ove r t o Campa Co la .

The beg inn ing o f 1980 ’ s s aw the b i r t h o f ano the r co l a d r i nk ,

Thums Up , Pa r l e t he Go ld spo t peop l e , l aunched i t i n 1978 -79 ,

a s “Re f r e sh ing Co la” . By t he mid -e igh t i e s Mc Dowe l l s

l aunched Thr i l l , and by t he l a t e e i gh t i e s t he r e was Doub le

Co l a , wh i ch en t e r ed i n Ind i a ma rke t , a s a NRO-run ou t f i t w i t h

i t s p l an t i n Nas ik (Maha ra sh t r a ) , i n 1978 Pa r l e , I nd i an so f t

d r i nks ma rke t ( sha re 33%) w i th i t s go ld spo t and L imca

b r ands . La t e r Thums Up a l so s t a r t ed Thums Up . A t t he s ame

t ime t he t h r ea t t o t he Ind i an so f t d r i nks was t ha t o f f ru i t

d r i nks . I n 1988 , f ru i t d r i nks ma rke t was va lued a t Rs . 40

c ro r e s and g r ew a t t he r a t e 20%.

Coca -Co la en t e r ed Ind i an by buy ing up t o 69% o f t he 1 ,800

c ro r e s so f t d r i nk marke t ( i . e . 5 Pa r l e Expor t b r ands o f Thums

Up’ s , L imca , Go ld spo t , C i t r a & Maaza ) . Today t he s cene ha s

changed mak ing i t a d i r e c t ba t t l e be tween two g i an t Coca -Co la

and Peps i . The p i c tu r e w i l l become c l ea r e r by l ook ing a t t he

Ind i a ma rke t sha r e s i n t he beve rage i ndus t ry .

One o f t he s t r onges t weapons i n Coke a rmoury i s t he

f l ex ib i l i t y i t ha s empowered i t s peop l e w i th . I n Coke eve ry

emp loyee , may he be a manage r o r s a l e sman , have an au tho r i t y

t o t ake wha t eve r s t eps he o r she f e e l s w i l l make t he consumer s

awa re o f t he b r and and i nc r ea se i t s consumpt ion . Thus Coke

be l i eve s i n e s t ab l i sh ing and nu r tu r i ng c r ed i t ab i l i t y o f t he

s a l e sman and mak ing commi tmen t t o g row bus ine s s i n

a ccoun t s . A l l t he se f a c to r s t oge the r l ed t o a h igh g rowth i n t he

Ind i an marke t and cons t an t l y i nc r ea s ing marke t sha r e .

CHAPTER - 3

HINDUSTAN COCA-COLA BEVERAGES

PRIVATE LIMITED (HCCBPL)

3.1: ABOUT THE COMPANY

Eve ry pe r son who d r i nks a Coca -Co la en joys a momen t o f

r e f r e shmen t and sha re s an expe r i ence t ha t m i l l i ons o f o the r s

have s avou red . A l l o f t hose i nd iv idua l expe r i ence s combined

have c r ea t ed a wor ldwide phenomenon – a t r u ly g loba l b r and .

On t he d i s t r i bu t i on f ron t , 10 - t onne t r ucks , open -bay t h r ee -

whee l e r s t ha t c an nav iga t e t he na r row a l l eyways o f I nd i an

c i t i e s , en su re ava i l ab i l i t y o f Coke b r ands i n eve ry nook and

co rne r o f t he coun t ry . The company-owned Bo t t l i ng a rm o f t he

Ind i an Ope ra t i ons , H indus t an Coca -Co la Beve rages P r i va t e

L imi t ed i s r e spons ib l e fo r t he manufac tu r e , s a l e and

d i s t r i bu t i on o f beve rages a c ro s s t he coun t ry .

Coca -Co la was t he l e ad ing so f t d r i nk b r and i n Ind i a un t i l

1977 , when i t l e f t r a t he r t han r evea l s i t s f o rmu la t o t he

Gove rnmen t and r educes i t s equ i t y s t ake a s r equ i r ed unde r t he

Fo re ign Regu l a t i on Ac t (FERA) wh ich gove rned t he ope ra t i ons

o f f o r e ign compan i e s i n Ind i a . Coca -Co la r e - en t e r ed t he Ind i an

marke t on 26 t h Oc tobe r 1993 a f t e r a gap o f 16 yea r s , w i th i t s

l aunch i n Agra . An ag reemen t w i th t he Pa r l e Group gave t he

Company i n s t an t owne r sh ip o f t he t op so f t d r i nk b r ands o f t he

na t i on . Wi th acce s s t o 53 o f Pa r l e ’ s p l an t s and a we l l s e t

bo t t l i ng ne twork , an exce l l en t ba se fo r r ap id i n t roduc t i on o f

t he Company’ s In t e rna t i ona l b r ands was fo rmed . The Coca -

Co la Company acqu i r ed so f t d r i nk b r ands l i ke Thumps Up ,

Go ld -Spo t , L imca , Maaza , wh ich we re f l oa t ed by Pa r l e , a s

t he se p roduc t s had ach i eved a s t r ong consumer ba se and

fo rmed a s t r ong b r and image i n Ind i an marke t du r ing t he r e -

en t ry o f Coca -Co la i n 1993 .Thus t he se p roduc t s became a pa r t

o f r ange o f p roduc t s o f t he Coca -Co la Company .

In t he new l i be r a l i z ed and de regu l a t ed env i ronmen t i n 1993 ,

Coca -Co la made i t s r e - en t ry i n to Ind i a t h rough i t s 100% owned

subs id i a ry , HCCBPL, t he Ind i an bo t t l i ng a rm o f t he Coca -Co la

Company . Howeve r , t h i s was ba sed on numerous commi tmen t s

and s t i pu l a t i ons wh ich t he Company ag reed t o imp lemen t i n

due cou r se . One such ma jo r commi tmen t was t ha t , t he

H indus t an Coca -Co la Ho ld ings wou ld d ive s t 49% o f i t s

sha r eho ld ing i n f avou r o f r e s i den t sha r eho lde r s by June 2002 .

Coca -Co la i s made up o f 7000 l oca l emp loyees , 500 manage r s ,

ove r 60 manufac tu r i ng l oca t i ons , 27 Company Owned Bo t t l i ng

Ope ra t i ons (COBO) , 17 F ranch i s ee Owned Bo t t l i ng Ope ra t i ons

(FOBO) and a ne twork o f 29 Con t r ac t Packe r s t ha t f a c i l i t a t e

t he manufac tu r e p roce s s o f a r ange o f p roduc t s f o r t he

company . I t a l so ha s a suppo r t i ng d i s t r i bu t i on ne twork

cons i s t i ng o f 700 ,000 r e t a i l ou t l e t s and 8000 d i s t r i bu to r s .

A lmos t a l l goods and s e rv i ce s r equ i r ed t o c a t e r t o t he Ind i an

marke t a r e made l oca l l y , w i th he lp o f t e chno logy and sk i l l s

wi th in t he Company . The complex i t y o f t he Ind i an marke t i s

r e f l e c t ed i n t he d i s t r i bu t i on f l e e t wh ich i nc ludes d i f f e r en t

modes o f d i s t r i bu t i on , f r om 10 - tonne t r ucks t o open -bay t h r ee

whee l e r s t ha t c an nav iga t e t h rough na r row a l l eyways o f I nd i an

c i t i e s and t r ademarked t r i cyc l e s and pushca r t s .

“Th ink l oca l , a c t l oca l ” , i s t he man t r a t ha t Coca -Co la fo l l ows ,

w i th punch l i ne s l i ke “ Li fe ho to A i s i ” fo r Urban Ind i a and

“ Thanda Mat lab Coca -Co la ” fo r Rura l I nd i a . Th i s r e su l t ed i n

a 37% g rowth r a t e i n ru r a l I nd i a v i s a -v i e 24% g rowth s een i n

u rban Ind i a . Be tween 2001 and 2003 , t he pe r c ap i t a

consumpt ion o f co ld d r i nks doub l ed due t o t he l aunch o f t he

new packag ing o f 200 ml r e t u rnab l e g l a s s bo t t l e s wh ich we re

made ava i l ab l e a t a p r i c e o f Rs .5 pe r bo t t l e . Th i s new marke t

a ccoun t ed fo r ove r 80% o f Ind i a ’ s new Coca -Co la d r i nke r s . A t

Coca -Co la , t hey have a l ong s t and ing be l i e f t ha t eve ryone who

t ouches t he i r bus ine s s shou ld bene f i t , t he r eby i nduc ing t hem to

upho ld t he se va lue s , enab l i ng t he Company t o a ch i eve succe s s ,

r e cogn i t i on and l oya l t y wor ldwide .

F i g u r e 6 : L o c a t i o n s o f C O B O , F O B O & C o n t r a c t P a c k a g i n g i n I n d i a .

( S o u r c e : - w w w . G o o g l e . c o m – I m a g e s )

3.2: MANIFESTO FOR GROWTH

3 .2 .1 : Va lues

The va lue s t ha t t he emp loyees i n t he Company a r e expec t ed t o

keep up t o and work by r egu l a r l y a r e a s f o l l ows :

Leade r sh ip : To t ake an i n i t i a t i ve and l e ad , mo t iva t e and

d r i ve t he t e am wi th ene rgy and zea l , t o de l i ve r

ou t s t and ing r e su l t s .

I nnova t i on : To con t i nuous ly s t r i ve fo r p rog re s s and

r each t he nex t l eve l o f exce l l ence i n eve ry th ing we do .

Pa s s ion : To be deep ly commi t t ed and d i sp l ay d r i ve and

ene rgy i n t he ques t t o de l i ve r ou t s t and ing pe r fo rmance .

Teamwork : To un i t e f o r g r ea t e r s t r eng th and work

co l l e c t i ve ly a s a g roup t owards t he a ch i evemen t o f

common goa l s .

Owne r sh ip : To t h ink and ac t l i ke owne r s a t a l l l eve l s ; t o

have dec i s i ons t aken a t t he l owes t app rop r i a t e l eve l .

Accoun t ab i l i t y : To be i nd iv idua l l y and t r anspa ren t l y

a ccoun t ab l e t o ou r co l l e agues fo r de l i ve r i ng ag reed

t a rge t s and goa l s .

3 .2 .2 : V i s ion for sus ta inab le growth

To p rov ide excep t i ona l s t r a t eg i c l e ade r sh ip i n t he Coca -Co la

Ind i a Sys t em- re su l t i ng i n consumer and cus tomer p r e f e r ence

and l oya l t y , t h rough Coca -Co la ’ s commi tmen t t o t hem, and i n

a h igh ly p ro f i t ab l e Coca -Co la Corpo ra t e b r anded beve rages

sy s t em.

3 .2 .3 : Mis s ion

To c r ea t e consumer p roduc t s , s e rv i ce s and commun ica t i ons ,

cu s tomer s e rv i ce and bo t t l i ng sy s t em s t r a t eg i e s , p roce s se s and

t oo l s i n o rde r t o c r ea t e compe t i t i ve advan t age and de l i ve r

supe r io r va lue t o ;

Consumer s a s a supe r io r beve rage expe r i ence .

Consumer s a s an oppo r tun i t y t o g row p ro f i t s t h rough t he

u se o f f i n i shed d r i nks .

Bot t l e r s a s an oppo r tun i t y t o g row p ro f i t s i n vo lumes .

Bot t l e r s a s a t r ademark enhancemen t and pos i t i ve e conomic

va lue added .

Supp l i e r s a s an oppo r tun i t y t o make r ea sonab l e p ro f i t s when

c r ea t i ng r ea l va lue - added i n an env i ronmen t o f sy s t em-wide

t e am work , f l ex ib l e bus ine s s sy s t em and con t i nuous

improvemen t .

Ind i an soc i e ty i n t he fo rm o f a con t r i bu t i on t o e conomic and

soc i a l deve lopmen t .

3 .2 .4 : Qua l i ty po l i cy

“To ensu re cus tomer de l i gh t , we commi t t o qua l i t y i n ou r

t hough t s , deeds and ac t i ons by con t i nua l l y improv ing ou r

p roce s se s eve ry t ime . ”

3.3: SWOT ANALYSIS OF HCCBPL

3 .3 .1 : S trengths

D i s t r i bu t i on ne twork : The Company ha s a s t r ong and

r e l i ab l e d i s t r i bu t i on ne twork . The ne twork i s f o rmed on

t he ba s i s o f t he t ime o f consumpt ion and t he amoun t o f

s a l e s y i e lded by a pa r t i cu l a r cus tomer i n one t r ansac t i on .

I t ha s a d i s t r i bu t i on ne twork cons i s t i ng o f a number o f

e f f i c i en t s a l e smen , 700 ,000 r e t a i l ou t l e t s and 8000

d i s t r i bu to r s . The d i s t r i bu t i on f l e e t i nc ludes d i f f e r en t

modes o f d i s t r i bu t i on , f r om 10 - tonne t r ucks t o open -bay

t h r ee whee l e r s t ha t c an nav iga t e t h rough na r row

a l l eyways o f I nd i an c i t i e s and t r ademarked t r i cyc l e s and

pushca r t s .

S t rong b r ands : The p roduc t s p roduced and marke t ed by

t he Company have a s t r ong b r and image . Peop l e a l l

a round t he wor ld r e cogn i ze t he b r ands marke t ed by t he

Company . S t rong b r and names l i ke Sp r i t e , Fan t a , L imca ,

Thums Up and Maaza add up t o t he b r and name o f t he

Coca -Co la Company a s a who le . The r ed and wh i t e Coca -

Co la i s one o f t he ve ry f ew th ings t ha t a r e r e cogn i zed by

peop l e a l l ove r t he wor ld . Coca -Co la ha s been named t he

wor ld ' s t op b r and fo r a f ou r th consecu t i ve yea r i n a

su rvey by consu l t ancy In t e rb r and . I t was e s t ima t ed t ha t

t he Coca -Co la b r and was wor th $70 .45b i l l i on .

Low cos t o f ope ra t i ons : The p roduc t i on , ma rke t i ng and

d i s t r i bu t i on sy s t ems a r e ve ry e f f i c i en t due t o fo rwa rd

p l ann ing and ma in t enance o f cons i s t ency o f ope ra t i ons

wh ich min imize s was t age o f bo th t ime and r e sou rce s

l e ads t o l ower ing o f cos t s .

3 .3 .2 : Weaknesse s

Low expo r t l eve l s : The b r ands p roduced by t he company

a r e b r ands p roduced wor ldwide t he r eby mak ing t he

expo r t l eve l s ve ry l ow . In Ind i a , t he r e ex i s t s a ma jo r

con t rove r sy conce rn ing pe s t i c i de s and o the r ha rmfu l

chemica l s i n bo t t l ed p roduc t s i nc lud ing Coca -Co la . I n

2003 , t he Cen t r e fo r Sc i ence and Env i ronmen t (CSE) , a

non -gove rnmen ta l o rgan i za t i on i n New De lh i , s a i d

a e r a t ed wa t e r s p roduced by so f t d r i nks manufac tu r e r s i n

Ind i a , i nc lud ing mu l t i na t i ona l g i an t s Peps iCo and Coca -

Co la , con t a ined t ox in s i nc lud ing L indane , DDT,

Ma la th ion and Ch lo rpy r i fo s - pe s t i c i de s t ha t c an

con t r i bu t e t o c ance r and a b r eakdown o f t he immune

sys t em. The re fo re , peop l e ab road , a r e app rehens ive abou t

Coca -Co la p roduc t s f rom Ind i a .

Sma l l s ca l e s ec to r r e se rva t i ons l im i t ab i l i t y t o i nves t and

a ch i eve economies o f s ca l e : The Company’ s ope ra t i ons

a r e c a r r i ed ou t on a sma l l s ca l e and due t o Gove rnmen t

r e s t r i c t i ons and ‘ r ed - t ap i sm’ , t he Company f i nds i t ve ry

d i f f i cu l t t o i nves t i n t e chno log i ca l advancemen t s and

ach i eve economies o f s ca l e .

3 .3 .3 : Oppor tun i t i e s

La rge domes t i c ma rke t s : The domes t i c ma rke t f o r t he

p roduc t s o f t he Company i s ve ry h igh a s compa red t o any

o the r so f t d r i nk manufac tu r e r . Coca -Co la Ind i a c l a ims a

58 pe r c en t sha r e o f t he so f t d r i nks ma rke t ; t h i s i nc ludes

a 42 pe r c en t sha r e o f t he co l a ma rke t . O the r p roduc t s

a ccoun t f o r 16 pe r c en t ma rke t sha r e , ch i e f l y l ed by

l imca . The company appo in t ed 50 ,000 new ou t l e t s i n t he

f i r s t two mon ths o f t h i s yea r , a s pa r t o f i t s p l ans t o cove r

one l akh ou t l e t s f o r t he coming summer s ea son and t h i s

a l so cove red 3 ,500 new v i l l age s . I n Banga lo re , Coca -

Co la amoun t s fo r 74% o f t he beve rage marke t .

Expo r t po t en t i a l : The Company can come up w i th new

p roduc t s wh ich a r e no t manufac tu r ed ab road , l i ke Maaza

e t c and expo r t t hem to fo r e ign na t i ons . I t c an come up

w i th s t r a t eg i e s t o e l im ina t e app rehens ion f rom the minds

o f t he peop l e t owards t he Coke p roduc t s p roduced i n

Ind i a so t ha t t he r e w i l l be a cons ide rab l e amoun t o f

expo r t s and i t i s ye t ano the r oppo r tun i t y t o b roaden

fu tu r e p ro spec t s and ca t e r t o t he g loba l ma rke t s r a t he r

t han j u s t domes t i c ma rke t .

H ighe r i ncome among peop l e : Deve lopmen t o f I nd i a a s a

who le ha s l e ad t o an i nc r ea se i n t he pe r c ap i t a i ncome

the r eby caus ing an i nc r ea se i n d i sposab l e i ncome . Un l ike

o lden t imes , peop l e now have t he power o f buy ing goods

o f t he i r cho i ce w i thou t hav ing t o wor ry much abou t t he

f l ow o f t he i r i ncome . The beve rage i ndus t ry c an t ake

advan t age o f such a s i t ua t i on and enhance t he i r s a l e s .

3 .3 .4 : Threa t s

Impor t s : As Ind i a i s deve lop ing a t a f a s t pace , t he pe r

c ap i t a i ncome ha s i nc r ea sed ove r t he yea r s and a

ma jo r i t y o f t he peop l e a r e educa t ed , t he expo r t l eve l s

have gone h igh . Peop l e unde r s t and t r ade t o a l a rge ex t en t

and t he demand fo r f o r e ign goods ha s i nc r ea sed ove r t he

yea r s . I f consumer s sh i f t on to impor t ed beve rages r a t he r

t han have beve rages manufac tu r ed w i th in t he coun t ry , i t

cou ld pose a t h r ea t t o t he Ind i an beve rage i ndus t ry a s a

who le i n t u rn a f f ec t i ng t he s a l e s o f t he Company .

Tax and r egu l a to ry s ec to r : The t ax sy s t em in Ind i a i s

a ccompan i ed by a va r i e t y o f r egu l a t i ons a t e ach s t age on

t he consequence f rom p roduc t i on t o consumpt ion . When

a l i c ense i s i s sued , t he p roduc t i on capac i t y i s men t i oned

on t he l i c ense and eve ry t ime t he p roduc t i on capac i t y

needs t o be i nc r ea sed , t he l i c ense pose s a p rob l em.

Renewing o r upda t i ng a l i c ense eve ry now and t hen i s

d i f f i cu l t . The re fo re , t h i s c an l im i t t he g rowth o f t he

Company and pose p rob l ems .

S lowdown in ru r a l demand : The ru r a l ma rke t may be

a l l u r i ng bu t i t i s no t w i thou t i t s p rob l ems : Low pe r

c ap i t a d i sposab l e i ncomes t ha t i s ha l f t he u rban

d i sposab l e i ncome ; l a rge number o f da i l y wage ea rne r s ,

a cu t e dependence on t he vaga r i e s o f t he monsoon ;

s ea sona l consumpt ion l i nked t o ha rve s t s and f e s t i va l s

and spec i a l occa s ions ; poo r roads ; power p rob l ems ; and

i nacce s s ib i l i t y t o conven t i ona l adve r t i s i ng med i a . A l l

t he se p rob l ems migh t l e ad t o a s l owdown in t he demand

fo r t he company’ s p roduc t s .

F i g u r e 7 : C h a i n f o l l o w e d f r o m m a n u f a c t u r e t o r e t a i l e r

Manufacturing Plant, DASNA

Sales and Distribution Operations

Distributors

Outlets

Outlets

Indirect Distribution

Direct Distribution

CHAPTER - 4

PRODUCTS

The Coca -Co la Company o f f e r s a w ide r ange o f

p roduc t s t o t he cus tomer s i nc lud ing beve rages ,

f r u i t j u i c e s and bo t t l ed mine ra l wa t e r . The

Company i s *a lways l ook ing t o i nnova t e and come up w i th ,

e i t he r comple t e new p roduc t s o r new ways t o bo t t l e o r pack t he

ex i s t i ng d r i nks . The Coca -Co la Company ha s a w ide r ange o f

p roduc t s ou t o f wh ich t he fo l l owing p roduc t s a r e ma rke t ed by

HCCBPL:

BRANDS OF INDIA: -

The wor ld ' s f avou r i t e d r i nk . The wor ld ' s mos t va luab l e b r and .

The mos t r e cogn i zab l e word ac ros s t he wor ld a f t e r OK. Coca -

Co la ha s a t r u ly r emarkab l e he r i t age . F rom a humble

beg inn ing i n 1886 , i t i s now the f l ag sh ip b r and o f t he l a rge s t

manufac tu r e r , ma rke t e r and d i s t r i bu to r o f non -a l coho l i c

beve rages i n t he wor ld . I n Ind i a , Coca -Co la was t he l e ad ing

so f t -d r i nk t i l l 1977 when gov t . po l i c i e s nece s s i t a t ed i t s

depa r tu r e . Coca -Co la made i t s r e t u rn t o t he coun t ry i n 1993

and made s i gn i f i c an t i nves tmen t s t o ensu re t ha t t he beve rage i s

ava i l ab l e t o more and more peop l e , even i n t he r emo te and

i nacce s s ib l e pa r t s o f t he na t i on . Coca -Co la r e t u rned t o Ind i a i n

1993 and ove r t he pa s t t en yea r s ha s c ap tu r ed t he imag ina t i on

o f t he na t i on , bu i l d ing s t rong a s soc i a t i ons w i th c r i cke t , t he

t h r i v ing c inema i ndus t ry , mus i c e t c . Coca -Co la ha s been ve ry

s t rong ly a s soc i a t ed w i th c r i cke t , sponso r ing t he Wor ld Cup i n

1996 and va r i ous o the r t ou rnamen t s , i nc lud ing t he Coca -Co la

Cup i n Shar jah i n t he l a t e n ine t i e s . Coca -Co la ' s adve r t i s i ng

campa igns Jo Chaho Ho Jaye and Li fe ho to A i s i we re ve ry

popu l a r and had en t e r ed t he you th ' s vocabu l a ry . I n 2002 , Coca -

Co la l aunched t he campa ign " Thanda Mat lab Coca -Co la "

which sky-rocketed the brand to make it India's favourite soft-drink brand.

In 2003, Coke was available for just Rs. 5 across the country and this

pricing initiative together with improved distribution ensured that all brands

in the portfolio grew leaps and bounds.

Glas s PET Can Foun ta in

200 ml , 300

ml , 500 ml ,

1000 ml

500 ml , 1 . 5 L ,

2 L , 2 . 25 L ,

500 ml + 100 ml

330 mlVar ious

S i ze s

Gla s s PET Can Foun ta in

200 ml , 300 ml ,

500 ml , 1000 ml

500 ml , 1 . 5 L ,

2 L , 2 . 25 L ,

500 ml + 100 ml

330 mlVar ious

S i ze s

Lime n '

l emoni L imca , t h e d r i nk t ha t c an ca s t a t angy r e f r e sh ing spe l l

on anyone , anywhe re . Bo rn i n

1971 , L imca ha s been t he o r i g ina l t h i r s t

cho i ce , o f m i l l i ons o f consumer s

fo r over 3 decades. The brand has been

Thums Up is a leading carbonated soft drink and most trusted brand in India. Originally introduced in 1977, Thums Up was acquired by The Coca-Cola Company in 1993.

Thums Up is known for its strong, fizzy taste and its confident, mature and uniquely masculine attitude. This brand clearly seeks to separate the men from the boys.

displaying healthy volume growths year on year and Limca

continues to be the leading flavour soft drink in the country.

The success formula? The sharp fizz and lemoni bite combined with

the single minded positioning of the brand as the ultimate refresher has

continuously strengthened the brand franchise. Limca energizes refreshes

and transforms. Dive into the zingy refreshment of Limca and walk away a

new person.

Glas s PET Can Foun ta in

200 ml , 300 ml , 500

ml , 1000 ml

500 ml , 1 . 5 L ,

2 L , 2 . 25 L ,

500 ml + 100 ml

330 ml Var ious S i ze s

Wor ldwide

Sp r i t e i s r anked a s t he No . 4 so f t d r i nk & i s so ld i n more t han

190 coun t r i e s I n Ind i a , Sp r i t e was l aunched i n yea r 1999 &

today i t ha s g rown to be one o f t he f a s t e s t g rowing so f t d r i nks ,

l e ad ing t he C l ea r l ime ca t ego ry . Today Sp r i t e i s pe r ce ived a s a

you th i con . Why? Wi th a s t r ong appea l t o t he you th , Sp r i t e ha s

s t ood fo r a s t r a i gh t f o rwa rd and hones t a t t i t ude . I t s c l e a r c r i sp

r e f r e sh ing t a s t e encou rages t he t oday ' s you th t o t r u s t t he i r

i n s t i nc t s , i n f l uence t hem to be t r ue t o who t hey a r e and t o

obey t he i r t h i r s t

G la s s PET Can Foun ta in

200 ml , 300

ml ,

500 ml , 1 . 5 L ,

2 L , 2 . 25 L ,

500 ml + 100 ml

330 mlVar ious

S i ze s

In t e rna t i ona l l y , Fanta - The ' o r ange '

d r i nk o f The Coca -Co la Company , i s

s een a s one o f t he f avo r i t e d r i nks s i nce

1940 ' s .

Fan t a en t e r ed t he Ind i an marke t i n t he

yea r 1993 . Ove r t he yea r s Fan t a ha s occup i ed a s t r ong marke t

p l ace and i s i den t i f i ed a s "The Fun Ca t a ly s t " . Pe r ce ived a s a

f un you th b r and , Fan t a s t ands fo r i t s v ib r an t co lou r , t emp t ing

t a s t e and t i ng l i ng bubb l e s t ha t no t j u s t up l i f t s f e e l i ngs bu t a l so

he lp s f r e e sp i r i t t hus encou rag ing one t o i ndu lge i n t he

momen t . Th i s pos i t i ve image ry i s a s soc i a t ed w i th happy ,

chee r fu l and spec i a l t imes w i th f r i ends .

Maaza was

l aunched i n 1976 .

The re was a d r i nk

t ha t o f f e r ed t he

s ame r ea l t a s t e o f f ru i t j u i c e s and was ava i l ab l e t h roughou t t he

yea r . I n 1993 , Maaza was acqu i r ed by Coca -Co la Ind i a . Maaza

cu r r en t l y domina t e s t he f ru i t d r i nk ca t ego ry . Ove r t he yea r s ,

b r and Maaza ha s become synonymous w i th Mango . Th i s ha s

been t he r e su l t o f such succe s s fu l c ampa igns l i ke " Taaza

Mango ,Maaza Mango " and " Bota l me in Aam, Maaza ha in

Glas s PET Can Foun ta in

200 ml , 300

ml ,

500 ml , 1 . 5 L ,

2 L , 2 . 25 L ,

500 ml + 100 ml

330 mlVar ious

S i ze s

Naam " . Consumer s r ega rd Maaza a s who le some , na tu r a l , f un

d r i nk wh ich de l i ve r s t he r e a l expe r i ence o f f ru i t . The cu r r en t

adve r t i s i ng o f Maaza pos i t i ons i t a s an enab l e r o f f un

f r i endsh ip momen t s be tween moms and k id s a s moms t ru s t t he

b r and and t he k id s l ove i t s t a s t e . The campa ign bu i l d s on t he

ex i s t i ng equ i t y o f t he b r and and de l i ve r s a r e l evan t emo t iona l

bene f i t t o t he moms r i gh t l y c ap tu r ed i n t he t ag l i ne " Yaar i

Dos t i Taaza Maaza "

Gla s s Te t r a pack PET Foun ta in

200 ml ,

250 ml

125 ml ,

200 ml1000 ml Var ious S i ze s

Wate r , a t h i r s t quenche r t ha t r e f r e shes , a

l i f e g iv ing fo r ce t ha t washes a l l t he

t ox in s away . A r i t ua l pu r i f i e r t ha t

c l e anse s , pu r i f i e s , t r an s fo rms . Wa te r ,

t he mos t ba s i c need o f l i f e , t he ve ry

su s t enance o f l i f e , a c e l eb ra t i on o f l i f e

i t s e l f .

The impor t ance o f wa t e r c an neve r be unde r s t a t ed . Pa r t i cu l a r l y

i n a na t i on such a s Ind i a whe re wa t e r gove rns t he l i ve s o f t he

m i l l i ons , be i t a s pa r t o f eve ryday r i t ua l s o r a s t he monsoon

wh ich g ive s l i f e t o t he sub -con t i nen t . K in l ey wa t e r

unde r s t ands t he impor t ance and va lue o f t h i s l i f e g iv ing fo r ce .

K in l ey wa t e r t hus p romi se s wa t e r t ha t i s a s pu re a s i t i s mean t

t o be . Wa te r you can t r u s t t o be t r u ly s a f e and pu re .

K in l ey wa t e r comes w i th t he a s su rance o f s a f e ty f rom the

Coca -Co la Company . Tha t i s why we i n t roduced K in l ey w i th

r eve r se -o smos i s a l ong w i th t he l a t e s t t e chno logy t o ensu re t he

pu r i t y o f ou r p roduc t . Tha t ' s why we go t h rough r i go rous

t e s t i ng p rocedu re s a t e ach and eve ry l oca t i on whe re K in l ey i s

p roduced . Because we be l i eve t ha t r i gh t t o pu re , s a f e d r i nk ing

wa t e r i s f undamen ta l .

I n t he company ' s j ou rney t owards t he

v i s i on ' l e ad ing t he beve rage r evo lu t i on

i n Ind i a ' , now even Ga ram ma t l ab Coca -

Co la . A ho t new l aunch f rom Coca -Co la

Ind i a . Geo rg i a , qua l i t y t e a and co f f ee

s e rved f rom s t a t e o f t he a r t vend ing

mach ine s i s pos i t i oned t o t ap i n to t he na t i on ’ s b igges t

beve rage ca t ego ry . Geo rg i a , wh i ch p romi se s a g r ea t t a s t i ng ,

cons i s t en t , hyg i en i c and a f fo rdab l e cuppa i s ava i l ab l e i n a

r ange o f 7 s i z z l i ng f l avou r s , Adrak , Ela i ch i , Masa la and

P la in t ea Cappucc ino , Mochacc ino and Regu lar co f f ee .

Geo rg i a i s cu r r en t l y i n t he ro l l ou t s t age a f t e r a succe s s fu l

l aunch i n De lh i & Ko lka t a . Geo rg i a a ims t o become the

consumer s p r e f e r r ed cho i ce o f ho t beve rage when he i s on t he

go ; t he b r and i s we l l on cou r se t o a ch i ev ing i t s v i s i on . Whi l e

Geo rg i a i s a mass ma rke t o f f e r i ng , Geo rg i a Go ld i s t he

p r emium b rand wh ich ca t e r s t o t he conno i s seu r . Made f rom

f r e sh ly roa s t ed and g round co f f ee beans , Geo rg i a Go ld i s

de l i c i ous t a s t i ng a roma wi th t he t an t a l i z i ng a roma o f f r e sh

co f f ee . Cu r r en t l y ava i l ab l e exc lu s ive ly a t McDona ld ’ s ou t l e t s

a c ro s s t he coun t ry Geo rg i a Go ld ha s d r i ven co f f ee s a l e s

t h rough t he roo f . The succe s s o f ho t beve rages f rom Georg i a

Go ld ha s r e su l t ed i n ex t ens ion i n to t he co ld ca t ego ry , w i th t he

i n t roduc t i on o f I c e Tea and Co ld Cof f ee

MINUTE MAID - A 62 year succes s

s tory .

The h i s t o ry o f t he Minu t e Ma id b r and

goes a s f a r back a s 1945 when t he

F lo r i da Foods Corpo ra t i on deve loped

o r ange j u i ce powde r . The company

deve loped a p roce s s t ha t e l im ina t ed 80 pe rcen t o f t he wa t e r i n

o r ange j u i ce , f o rming a f rozen concen t r a t e s t ha t when

r econs t i t u t ed c r ea t ed o r ange j u i ce . They b r anded i t Minu t e

Ma id , a name conno t i ng t he conven i ence and t he ea se o f

p r epa ra t i on ( In a m inu t e ) . Minu t e Ma id t hus moved f rom a

powde red concen t r a t e t o t he f i r s t eve r o r ange j u i ce f rom

concen t r a t e . Minute Maid - One o f the wor ld ' s l arges t ju i ce

and ju i ce dr ink brands over the years, through innovations and

unmatched consumer experience provided in over 60 countries, Minute

Maid brand has clearly become one of the world's largest juice and juice

drink brands. The launch of Minute Maid Pulpy Orange in India (starting

with the south of the country) is aimed to further extend the leadership of

Coca-Cola in India in the juice drink category.

Ava i l ab l e i n two PET pack s i z e s

  400 m l and 1 l i t r e and 1 .25 l i t r e s .

CHAPTER - 5

ABOUT PROJECT

The work a s s igned was t o ana lyze and enhance t he ma rke t

oppo r tun i t i e s f o r Coca Co la i n Ghaz i abad , by c r ea t i ng

awarenes s t o r e t a i l e r s abou t t he b r and va lue , p ro f i t r a t i o and

t o f i nd ou t t he f a c to r s wh ich a r e c r ea t i ng imped imen t i n i t s

expans ion .

Thus p ro j ec t was d iv ided i n to two pa r t s : -

Fir s t Par t : -

A n a l y z e t h e n e e d s a n d w a n t s o f e x i s t i n g r e t a i l e r s

( c u s t o m e r s ) .

F i n d o u t t h e p r o b l e m s f a c e d b y t h e m w h i l e d o i n g b u s i n e s s

w i t h C o k e .

3 6 T h e r e r e a s o n s o f d o i n g b u s i n e s s w i t h C o k e .

F o r t h i s s u r v e y o n 3 5 0 e x i s t i n g o u t l e t s w a s d o n e .

Second Par t : -

F i n d o u t t h e r e a s o n s f o r n o t d o i n g b u s i n e s s w i t h C o k e f r o m

n e w r e t a i l e r s ( c u s t o m e r s ) .

F o r t h i s s u r v e y o n 2 5 0 n e w o u t l e t s w a s d o n e .

Whi le do ing s econd par t o f the survey f ew new out l e t s were

opened , OYA re fr igera tors were so ld & Vi s i - Coo l er s were

in s ta l l ed .

5.1: DATA COLLECTION:-

Data was co l l e c t ed f rom d i f f e r en t l oca t i ons o f Ghaz i abad

a s : -

1 . Gov indpu ram

2 . Kav i Naga r

3 . Rakesh Marg

4 . Ghan t agha r

5 . Dadr i Road

6 . Gandh i Naga r

7 . Ma l i wada

8 . Shas t r i Naga r

5.2: TYPES OF EXPANSION

Expans ion can be done bo th ve r t i c a l l y & ho r i zon t a l l y and fo r

t h i s d i f f e r en t ques t i onna i r e s we re p r epa red fo r bo th ex i s t i ng

and new r e t a i l e r s .

5 . 2 . 1 : V e r t i c a l l y e x p a n s i o n

I t means i nc r ea s ing t he ex i s t i ng ou t l e t s c apac i t y o f s a l e s .

The re a r e fo l l owing t e chn iques u sed i n ve r t i c a l expans ion :

RED ( R igh t Execu t i on Da i l y )

PJP (P re Jou rney P l anne r )

Pre Se l l

5 .2 .2 : Hor i zonta l expans ion

I t m e a n s o p e n i n g n e w o u t l e t s . I t i s d o n e t o i n c r e a s e t h e m a r k e t

s h a r e a n d t o i n c r e a s e t h e v i s i b i l i t y o f p r o d u c t i n t h e m a r k e t w h i c h

w i l l u l t i m a t e l y l e a d t o h i g h e r s a l e s v o l u m e a n d l a r g e r m a r k e t

s h a r e .

5.3: HORIZONTAL EXPANSION

5 .3 .1 : Reasons for hor i zonta l expans ion

F i g u r e 8 : O p p o r t u n i t y t o o e n n e w o u t l e t s ( I n d i a ) .

( S o u r s e : - A C N e i l s e n – R e t a i l a u d i t & F M C G t r a c k )

A b o v e d a t a s h o w s t h a t C o k e i s f a r b e h i n d f r o m i t s c o m p e t i t o r s

i n c a s e o f m a r k e t c o v e r a g e t h u s h u g e p o t e n t i a l f o r e x p a n s i o n .

5 .3 .2 : Bene f i t s o f hor i zonta l expans ion

Improves p ro f i t ab i l i t y o f d i s t r i bu to r s

Helps improve rou t e p roduc t i v i t y

Inc r emen ta l r evenue fo r t he bus ine s s

Helps i n d i s t r i bu t i ng t he ma rke t demand

Inc r ea se ma rke t v i s i b i l i t y

5 .3 .3 : Advantage o f hor i zonta l expans ion over ver t i ca l

expans ion

Both expans ion t e chn iques a r e mean t f o r i nc r ea s ing s a l e s

vo lumes . Bu t i n ho r i zon t a l expans ion company can ea rn more

p ro f i t s by spend ing l e s s . Le t ’ s s ee t he p ro f i t s t o ry o f

ho r i zon t a l expans ion .

F i g u r e 9 : I m p a c t o f n e w o u t l e t s o n b u s i n e s s ( S o u r c e :

H C C B P L , M o n t h l y C i r c u l a r , J u n e ) .

F i g u r e 1 0 : I m p a c t o f n e w o u t l e t s o n d i s t r i b u t o r s

( S o u r c e : H C C B P L , M o n t h l y C i r c u l a r , J u n e ) .

Above t ab l e s c l e a r l y i nd i ca t e t he impor t ance o f open ing new

ou t l e t s . By do ing ve r t i c a l expans ion on ly g rowth i n p ro f i t was

no t ve ry e f f ec t i ve bu t because o f open ing j u s t 200 new ou t l e t s

sa l e s i nc r ea sed t o a l a rge ex t en t . To t a l p ro f i t ma rg in and

r e tu rn on i nves tmen t a l so i nc r ea sed .

5.4: SEVEN CRITERIAS TO FORM A NEW

OUTLET

1 . Ou t l e t a l r e ady owns e l ec t r i c ch i l l i ng equ ipmen t o f any

t ype–

Th i s i s nece s sa ry t o open an ou t l e t wh i ch much ha s i t s own

ch i l l i ng equ ipmen t because i n i t i a l l y company canno t p rov ide a

new coo l e r . So , i t ’ s p r e f e r ab l e t ha t he s t a r t s h i s bus ine s s w i th

h i s own ch i l l i ng equ ipmen t and a s bus ine s s g rows company can

p rov ide h im coo l e r . Company a l so p rov ide s OYA r e f r i ge r a to r s

a t r educed p r i c ed f rom marke t .

(Fo r ru r a l a r ea s I c e Box , Ou t l e t s l oca t i on and da i l y s a l e s i s

kep t i n m ind wh i l e g iv ing p r e f e r ence t o SGA) .

2 . Ou t l e t i s a l r e ady s e l l i ng Peps i p roduc t s

Th i s c r i t e r i on ensu re s t ha t ou t l e t i s su i t ab l e fo r t he bus ine s s i n

so f t d r i nks , i t h a s demand fo r so f t d r i nks and can a l so s e l l

Coke p roduc t s , t he on ly t h ing r equ i r ed i s t o so lve t he p rob l ems

and f i na l i z e t he ag reemen t .

3 . Ou t l e t i s on t he ma in road o r ha s 2 ad j acen t r oads

The shop mus t be e a s i l y r e achab l e fo r ou r s a l e sman , e l s e i t

wou ld a f f ec t t he e conomies o f s ca l e and i t w i l l no t be a

p ro f i t ab l e bus ine s s t o go on w i th .

4 . The re a r e no o the r ou t l e t s s e l l i ng So f t Dr inks w i th in 150

s t eps i n any d i r ec t i on f rom tha t ou t l e t

Th i s i s done t o c r ea t e pa r t i cu l a r popu l a t i on c lu s t e r a t one

po in t on ly t o p r even t t he l oca l compe t i t i on among Coke

ou t l e t s .

5 . Ou t l e t i s l i s t ed a s pa r t o f t he l i s t o f non -dea l e r s submi t t ed

by N ie l s en

A C N I E L S E N h a s p r o v i d e s u s a l i s t o f p o t e n t i a l o u t l e t s i n

G h a z i a b a d , i f o u r t a r g e t o u t l e t i s i n t h e l i s t i t m u s t b e a p p r o a c h e d

w i t h o u t c o n s i d e r i n g a n y o t h e r c r i t e r i a .

6 . I t i s an E & D ou t l e t w i th 5 t ab l e s

The re a r e 2 t ypes o f E&D ou t l e t s ,

E &D Type 1 & 2

E&D 1 - Does no t have a p l ace t o s i t .

E&D 2 - The ou t l e t shou ld have a p l ace t o s i t .

C r i t e r i a no . 6 i s va l i d on ly fo r E&D 1

7 . I t i s an ou t l e t s t ock ing b r anded FMCG p roduc t s .

(P roduc t s i n t he r ange o f Rs . 20 and above )

Th i s i s ve ry impor t an t c r i t e r i a t o ensu re t ha t t he ou t l e t keeps

b r anded p roduc t and can spend some money t o pu rchase a

b r anded p roduc t . The t a rge t ed ou t l e t mus t mee t a t l e a s t 2

c r i t e r i a ou t o f 7 men t i oned above ; i f t he ou t l e t does no t mee t

above c r i t e r i on i t w i l l no t be a p ro f i t ab l e ou t l e t .

x

Grocery: Selling household items etc.

E & D Type 1: Does not have a place to sit.

E & D Type 2: The outlet should have a place to sit.

Convenience: Small stores or shops e.g. STD booths

OULLET CLASSIFICATION

KO VPO SLAB(PHY C/S)

DIAMOND

GOLD

SILVER

BRONZE

>800

500-799

200-499

<200

MEDIUM

OUTLETVOLUME

MEDIUM

Classifying Outlets basis Volume Per Outlet

Similar grouping of Outlets basis format & shopper ocasion

Segmenting Consumers on basis of Income

CHANNELCLUSTER

LOCALITYINCOME

LOW

HIGH

CONVENIENCE

GROCERY

E & D

TYPE 1

TYPE 2

DIAMOND

GOLD

SILVER

BRONZE

5.5: SEGMENTATION MODEL

Coke’s Markets can be Segmented along 3 Lines- Outlet Volume,Locality Income & Channel Cluster.

T h i s m o d e l i s f o l l o w e d b y t h e c o m p a n y w h i l e s e g m e n t i n g - T y p e o f

o u t l e t s , v o l u m e & t h e i r i n c o m e .

5.6: PROCEDURE FOR OPENING A NEW

OUTLET:-

Find a p robab l e o r Dry ou t l e t :

Dry ou t l e t c an be de f i ned a s an ou t l e t t ha t u sed t o s e l l

coke be fo re bu t now i t i s no t a c t i va t ed and r e luc t an t i n

do ing bus ine s s w i th coke . He may be a compe t i t o r ’ s

ou t l e t .

Sc ru t i n i ze t he ou t l e t :

I n t h i s s t ep I had t o f i nd t he pos s ib i l i t y and su i t ab i l i t y o f

t he ou t l e t f o r keep ing t he coke p roduc t s . The re a r e 7

c r i t e r i on de f i ned and t he ou t l e t mus t mee t a t l e a s t two o f

t hem. My job i s a l so t o ana lyze whe the r s e l l i ng h im coke

wou ld be p ro f i t ab l e o r no t . A l so t he popu l a t i on c lu s t e r

and foo t f a l l s i s a l so ana lyzed and acco rd ing ly dea l i s

f i na l i z ed .

Targe t i ng t he ou t l e t :

Af t e r I have ana lyzed t he ou t l e t , I have t o app roach t he

ou t l e t owne r . Then I exp l a in h im abou t t he p roduc t r ange

o f my company . Then I t e l l h im abou t t he cos t , s e l l i ng

p r i c e s and s chemes g iven on t he p roduc t . I t r y t o

conv ince h im tha t do ing bus ine s s w i th coke i s ve ry

p ro f i t ab l e and conven i en t f o r h im and i t w i l l add more

cus tomer s and money t o h i s bus ine s s i . e . exp l a in ing h im

the p ro f i t s t o ry .

So lv ing t he p rob l ems :

I a l so l i s t en t o my cus tomer ve ry ca r e fu l l y t o h i s que r i e s ,

ob j ec t i ons and p rob l ems and t r y t o so lve t hem wi th t he

d i f f e r en t so lu t i ons p rov ided by t he company . Ma in ly t he

p rob l em i s abou t SGA (Se l l i ng Good Asse t s ) &

ag reemen t fo r i t was done by ana lyz ing t he ou t l e t .

In se r t i on o f t he o rde r :

I f he i s conv inced I i n fo rm the s a l e sman g ive h im the

add re s s o f new ou t l e t and t e l l h im the s t ock t o be

de l i ve r ed and end succe s s fu l l y .

My job was a l so t o l ook a f t e r t he s a l e s o f t he ou t l e t & in fo rm

conce rn ing au tho r i t y i f any p rob l em.

5 .6 .1 : Ana lyz ing the ou t l e t

Once t he ou t l e t ha s me t t he r equ i r ed c r i t e r i a we have t o t a rge t

t ha t ou t l e t . Be fo re t a rge t i ng we have t o qu i ck ly ana lyze t he

popu l a t i on c lu s t e r a round t he ou t l e t . We have t o ana lyze

i ncome g roup o f peop l e l i v ing a round t he ou t l e t because t he se

peop l e w i l l be t he cus tomer t o ou r r e t a i l e r . Th i s he lp s u s

mak ing an app roach t o t he ou t l e t a l so we have t o de t e rmine t he

dens i t y o f popu l a t i on ; t h i s w i l l de t e rmine t he foo t f a l l s on t he

ou t l e t . As we know beve rage bus ine s s depends upon t he s a l e s

vo lume so foo t f a l l s and popu l a t i on c lu s t e r de t e rmina t i on i s

ve ry impor t an t .

Th i s i s done ve ry qu i ck ly and p roduc t r ange i s o f f e r ed

acco rd ing ly . Fo r example - i n u rban a r ea MMPO and Maaza a r e

mos t s e l l i ng p roduc t s , bu t i n ru r a l a r ea sma l l packs (200ml )

a r e more succe s s fu l .

5.7: STEPS FOR TARGETING THE NEW

RETAILERS-

Befo re t a rge t i ng a new ou t l e t ( cus tomer ) , we have t o p r epa re

phys i ca l l y and men t a l l y & fo l l owing s e t s we re fo l l owed : -

Take In i t i a t i ve

Dea l w i th ob j ec t i ons

Pro f i t S to ry

Any o the r quanda ry

S u s t a i n r e l a t i o n s

Take In i t i a t i ve - We pe r sona l l y con t ac t t he r e t a i l e r . As a

r ep re sen t a t i ve f rom Coke we t e l l abou t t he company , t he

p ro j ec t r ange , abou t t he p ro f i t ma rg in s , o f f e r s , s chemes e t c .

D e a l w i t h o b j e c t i o n s - H e r e r e t a i l e r p u t s h i s o b j e c t i o n s a n d w e

h a v e t o t a c k l e t h e m v e r y c a r e f u l l y , s o m e c o m m o n o b j e c t i o n s r a i s e d

a r e a s : -

1- Your Bus ine s s i s NOT Very money - sp inn ing?

Answer -

Our p roduc t s have Good Marg in i n t he r ange o f 7% - 15%,

h ighe r t han mos t o f t he p roduc t s you s e l l .

Our p roduc t s a r e we l l known and have a f a s t e r r o t a t i on

wh ich w i l l r e su l t i n h ighe r e a rn ings fo r you .

We have a w ide r ange o f p roduc t t o o f f e r wh ich w i l l he lp

you ca t e r t o l a rge r number o f cus tomer s .

We ensu re bus ine s s round t he yea r by ac t i va t i ng you r ou t l e t

and p roduc t p romot ions .

2- The nea rby ou t l e t i s s e l l i ng So f t d r i nk . Why shou ld I s e l l ?

Answer -

W o u l d y o u n o t l i k e t o m a k e m o r e p r o f i t s ?

O u r p r o d u c t i s u s u a l l y p u r c h a s e d o n i m p u l s e a n d c a n b e b o u g h t

a l o n g w i t h o t h e r p r o d u c t s y o u s e l l .

T h e r e a r e p r o d u c t s s o l d i n n e a r b y o u t l e t t h a t i s a v a i l a b l e i n

y o u r o u t l e t a s w e l l . S o w h y n o t s o f t d r i n k s .

3- How wi l l you s e rv i ce my ou t l e t ? Wi l l I ge t s t ocks I wan t ?

Answer -

We have a t r a i ned s a l e sman who se rv i ce s ou t l e t s i n you r

a r ea . He w i l l v i s i t you r ou t l e t tw i ce i n a week .

O u r p r o d u c t s h a v e s h e l f l i f e s o w e w o u l d t a k e e x t r a c a r e s o a s

n o t t o s u p p l y y o u m o r e s t o c k s .

Our supe r io r d i s t r i bu t i on sy s t em and p roce s se s w i l l en su re

you t o ge t t he r equ i r ed s t ocks i n t ime .

Prof i t S tory - We exp l a in t o t he ou t l e t t he p ro f i t s t o ry ; we

keep i n m ind t ha t i nves tmen t shou ld be t o ld on da i l y ba s i s and

p ro f i t s i n l ong t e rm .

Example - I nves tmen t o f Rs . 910 w i l l add more t han Rs . 16 ,000

t o t he yea r l y p ro f i t o f t he r e t a i l e r i f he s e l l s on ly 2 packs o f

2 l t s so f t d r i nk (9*2+2 f r ee ) da i l y . (As C .P i s Rs . 455 & S .P i s

Rs . 495 fo r 2 l t . p ack so , p ro f i t i s Rs . 40 on 1 pack so , on 2 i t

w i l l be Rs , 80 Pe r day i . e . Rs . 2 , 400 /mon th and fo r peek

s ea son (3 mon ths - Apr i l , May & June i n wh ich s a l e i s suppose

t o be 50% o f e s t ima t ed yea r l y s a l e s ) t he p ro f i t w i l l be Rs .

2400*3= Rs . 7 , 200 & Rs . 14 ,400 fo r who le yea r (Rs . 7 , 200 fo r

nex t 9 mon ths . ) Subs t r a t e e l e c t r i c i t y b i l l (Rs . 8 pe r un i t ,

app rox da i l y Rs . 16 so yea r l y 16*365 = Rs . 5 , 840 .

Rs . 14 ,400 (P ro f i t ) – Rs . 5 , 840 (E l ec t r i c i t y b i l l ) + Rs . 7 , 920

(D i scoun t a s f r e e 2 600ml bo t t l e s w i th 2 packs , so p ro f i t = Rs .

44 pe r day , Rs 1 ,320 pe r mon th , f o r peek s ea son Rs . 3960 (Rs .

1320*3) & fo r who le yea r (Rs . 3 , 960 + Rs . 3 , 960 ( fo r nex t 9

mon ths ) ) = Rs . 7 , 920 ) = Rs . 16 ,480

Th i s amoun t o f p ro f i t i s on on ly 2 2 l t packs & i t w i l l su r e ly

i nc r ea se i f he s e l l s comple t e p roduc t r ange .

Any o ther quandary - I f t he r e t a i l e r s a r e hav ing any p rob l em

we p rov ide t hem wi th be s t op t ima l so lu t i on .

Example - I f he doesn ’ t have d i sp l ay i t em we wi l l p rov ide h im

wi th d i sp l ay r acks , hange r s , wa l l pa in t i ngs e t c .

Sus ta in re la t i ons - We as su re h im the good supp ly o f s t ock and

good s e rv i ce qua l i t y t ha t w i l l be p rov ided by t he company . We

t ake h i s con t ac t no . and add re s s fo r de l i ve ry o f goods and fo r

f u r t he r r e f e r ences .

5.8: PARAPHERNALIA USED:

1 . P ro f i t s t o ry (P 46 )

2 . The Sa l e s p r e sen t e r (Append ix 3 ) .

I t i s the mos t impor tant too l , a s i t conta ins a l l the in format ion re la t ed to d i f f eren t mode l s , ac t i va t ion s tandards , she l f order s tandards , ac t i va t ion s tandards , brand order , coo l er spec i f i ca t i ons , energy management sy s t em & pro f i t s tor i e s .

3 . Schemes & d i s coun t s .

4 . D i sp l ay coo l e r s (VIS I -COOLER) .

5 . Po in t o f s a l e ma t e r i a l (POSM) .

6 . Re f r i ge r a to r s (OYA re f r i ge r a to r s a t d i s coun t ed r a t e , t hus

becomes r e t a i l e r ’ s p rope r ty , OYA – Own Your Asse t s ) .

7 . D i sp l ay t oo l s ( hange r s , r a cks , po l e heade r , pos t e r s , e t c , ( I n

Append ix 3 )

8 . I c e box

9 . Fo r some r e t a i l e r s o r a r ea s be fo re app roach ing we have t o

be we l l p r epa red & t ack l e t he i r p rob l ems w i se ly .

10 . Fo l l ow up - I t p l ays a ve ry impor t an t r o l e o f s a l e s

p romot ion a s we obse rve i n t he ma rke t t ha t some r e t a i l e r s we re

con fused , and t hey needed t ime t o dec ide , i t ’ s a r e spons ib i l i t y

t o fo l l ow them up p rope r ly . We app roach t hem aga in and aga in

and so lve t he i r p rob l em each t ime .

11 . Ques t i onna i r e s (Append ix 1 ) .

12 . T r acke r fo r new & ex i s t i ng ou t l e t s (Append ix 2 ) .

5.9: INTANGIBLE ELEMENT

In t h i s e l emen t we make su re t he ava i l ab i l i t y o f t he p roduc t t o

t he r e t a i l e r , t o do t h i s we have t o i n fo rm the r e spec t i ve

s a l e sman o f t ha t pa r t i cu l a r a r ea abou t t he ou t l e t s l oca t i on , and

t hus s t ock r equ i r ed . I a l so make su re t ha t t he p roduc t mus t be

de l i ve r ed on t ime a t t he ou t l e t .

To i nc r ea se s a l e s on t he ex i s t i ng ou t l e t o r new ou t l e t s we have

t o adop t ve r t i c a l expans ion s t r a t egy (VMS) , IN VMS the re a r e

3 t oo l s u sed ,

P r e s e l l - B y t h i s d e m a n d o f t h e s t o c k b y a p a r t i c u l a r r e t a i l e r

i s c a l c u l a t e d a n d r e q u i r e d s t o c k i s p r o v i d e d a t t h e o u t l e t ,

w i t h i n t i m e .

PJP (PRE JOURNEY PLANNER) –We make a t ime

s chedu l e fo r app roach ing t he ou t l e t s f o r de l i ve r i ng t he

p roduc t .

R.E .D- R igh t Execu t i on Da i l y i s t he su rvey me thod t ha t

company s t a r t ed ea r l i e r . Fo r t he su rvey o f R .E .D . ,

Company had h i r ed t he peop l e f rom A .C . NIELSON one

o f t he be s t su rvey company . Th i s su rvey ge t s done once

o r tw ice a mon th . R .E .D i s t he s e t o f no rms d iv ided i n to

ou t l e t w i se .

5 .9 .1 : About the R .E .D survey

The su rvey ha s be ing conduc t ed t o check t he coo l e r

managemen t , ava i l ab i l i t y o f p roduc t s , d i sp l ays e t c . i n

sho r t t o c ro s s check g round l eve l work o f r e l a t ed

emp loyees o f Coke .

CHAPTER - 6

INTRODUCTION TO STUDY

6.1: PURPOSE OF THE STUDY

The s t udy was ca r r i ed t o ga in an i n s igh t abou t t he pe r cep t i on

o f t he r e t a i l e r s abou t t he company and t o s t udy va r i ous f a c to r s

wh ich d i r ec t l y o r i nd i r ec t l y i n f l uence t he s a l e o f t he company .

6.2: OBJECTIVES OF THE STUDY

To iden t i fy t he needs and wan t s o f bo th t he r e t a i l e r s and

dea l e r s and how we l l a r e t hey be ing managed by t he

company’ s anx ious au tho r i t i e s .

To f i nd ou t va r i ous r e a sons wh ich a r e c r ea t i ng s t umb l ing

b lock i n ma rke t expans ion .

To iden t i fy t he wake fu lne s s o f t he b r and and t he

company’ s p roduc t s i n t he ma rke t .

To f i nd ou t t he g r a t i f i c a t i on l eve l o f cus tomer s and

p rob l ems f aced wh i l e do ing bus ine s s w i th Coke .

6.3: WORK ASSIGNED

The work a s s igned was t o ana lyze and enhance t he ma rke t

oppo r tun i t i e s f o r Coca Co la i n Ghaz i abad , by c r ea t i ng

awarenes s t o r e t a i l e r s abou t t he b r and va lue , p ro f i t r a t i o and

t o f i nd ou t t he f a c to r s wh ich a r e c r ea t i ng hu rd l e i n i t s

expans ion .

6.4: OBJECTIVES OF THE WORK

6 .4 .1 : Pr imary Objec t i ve s :

The p r ime ob j ec t i ve was t o ana lyze and enhance t he ma rke t

oppo r tun i t i e s f o r Coca Co la i n Ghaz i abad .

6 .4 .2 : Secondary Objec t i ve s :

To f i nd t he r e a sons f rom the r e t a i l e r s f o r no t s e l l i ng

Coke p roduc t s .

To c r ea t e awa renes s among new r e t a i l e r s abou t t he

company , b r and va lue , p roduc t l i ne & p ro f i t r a t i o .

T o f i n d o u t t h e r e a s o n s b e h i n d t h e i r u n a w a r e n e s s .

T o f i n d o u t n e w w a y s t o m a k e t h e m a w a r e a b o u t d i f f e r e n t

o f f e r s .

To max imize t he ma rke t sha r e o f Coke i n Ghaz i abad

r eg ion by mak ing ag reemen t s w i th new dea l e r s &

r e t a i l e r s .

Ra t io o f exc lu s ive t ype o f ou t l e t s s e l l i ng d i f f e r en t

b r ands .

Try t o fo rm & conve r t ex i s t i ng ou t l e t s a s Coke

Monopo l i s t s by exp l a in ing t hem the p ro f i t s t o ry and

p rov id ing t hem wi th spec i a l d i s coun t s & schemes .

To fo rmu la t e t he s t r a t eg i e s fo r t a rge t i ng t he r e t a i l e r s

e f f ec t i ve ly .

.

CHAPTER - 7

RESEARCH METHODOLOGY

Type o f r e search: Exp lo ra to ry and de sc r i p t i ve Resea rch

Type o f da ta co l l e c t ed :

1 . P r ima ry da t a

2 . Seconda ry da t a

Resea rch i n s t rumen t : P r i n t ed Ques t i onna i r e was u sed

a s t he r e sea r ch i n s t rumen t t o co l l e c t t he r equ i r ed

i n fo rma t ion .

Area o f su rveys : The su rvey was conduc t ed i n

d i f f e r en t l oca t i on o f Ghaz i abad c i t y .

1 . Pr imary da t a co l l e c t i on me thods–

Gene ra l obse rva t i on me thod -

The r e t a i l e r s we re obse rved t o have an i n s igh t abou t t he

m indse t and p r e f e r ence fo r a pa r t i cu l a r b r and .

Persona l in t erac t ion method-

I made i n t e r ac t i ons w i th some r e t a i l e r s du r ing marke t

su rvey , who wan t t o g ive some ex t r a i n fo rma t ion o the r

t han ques t i onna i r e and who we re busy and no t r e ady t o

f i l l t he ques t i onna i r e . Th i s was conduc t ed w i thou t t he

he lp o f any ques t i onna i r e . The ob j ec t i ve was t o d r aw a

gene ra l unde r s t and ing abou t t he i r p rob l ems , pe r fo rmance

o f t he d i s t r i bu t e r , t he i r p r e f e r ences and o the r u se fu l

i n fo rma t ion . Th i s t e chn ique he lped t o c l e a r doub t s

a r i s i ng due t o obse rva t i on me thod .

Ques t ionna ire method-

Ques t i onna i r e was d iv ided i n two pa r t s . F i r s t pa r t was

fo r ex i t i ng r e t a i l e r s ( cus tomer s ) . The o the r pa r t was fo r

new r e t a i l e r s . The ba s i c a im o f bo th was t o ana lyze t he

p sycho logy , need & wan t s o f r e t a i l e r s .

2 . Secondary da ta co l l e c t i on methods -

Seconda ry da t a was co l l e c t ed f rom va r ious webs i t e s –

Coca Co la Ind i a , Beve rage Marke t i ng Corpo ra t i on ,

Canadean , Beve rage D iges t , Myen joyzone , f r om company

r eco rds and da t a o f AC Ne i l son ’ s r e sea r ch e t c . t o have a

comprehens ive knowledge abou t t he beve rage i ndus t ry

and H indus t an Coca Co la Beve rages Pv t . L td .

Time d imens ion:

The t ime d imens ion o f t he s t udy was app rox ima te ly 8

weeks a s p rov ided by t he i n s t i t u t e gu ide l i ne s du r ing

summer t r a i n ing pe r i od .

Sampl ing un i t :

The r e t a i l e r s o f Groce ry shop , E & D , Conven i ence shop ,

Med ic ine s t o r e and Ju i ce co rne r s was s e l ec t ed f rom

d i f f e r en t p l ace s o f Ghaz i abad .

Sampl ing s i z e : 550 Ou t l e t s .

Sampl ing p rocedu re : As Coke ha s ma in ly t h r ee

t ypes o f modu le s o f cus tomer s a s : -

Groce ry s t o r e , Conven i ence s t o r e & E&D wi th

d i f f e r en t g r ades so s amp l ing s i z e was d iv ided

acco rd ing t o a r ea , t ype o f s t o r e & VPO o f t he

s t o r e .

Sampl ing me thod : Da t a we re co l l e c t ed by r e t a i l e r

su rvey . The r e t a i l e r s we re d i r ec t l y con t ac t ed and

i n t e rv i ewed a t t he i r r e t a i l coun t e r .

CHAPTER - 8

FINDINGS & ANALYSIS

STATUS OF OUTLETS COVERED FOR SAMPLE

SIZE

O u t o f s a m p l e s i z e o f 6 0 0 - o l d r e t a i l e r s w e r e 3 5 0 a n d n e w w e r e

r e t a i l e r s 2 5 0 .

8.1: QUESTIONNAIRE FOR EXISTING RETAILERS

Q1. Name o f Ou t l e t :

Q2. Loca t i on :

For f i r s t pa r t o f su rvey (ex i s t i ng r e t a i l e r s ) l oca t i on was dec ided

acco rd ing t o s a l e s ; ( da t a f rom Hindus t an So f t Dr inks ) a r ea

hav ing more s a l e s was g iven more pa r t o f s amp le s i z e fo r

ex i s t i ng ou t l e t s , i n o rde r t o unde r s t and t he p sycho logy o f

ex i s t i ng ou t l e t s a s shown in F igu re 9 .

Q3. Li fe span o f bus ine s s :

Q4. To t a l s a l e pe r day :

Q5. Cr i t e r i a no . ’ s ( 7 c r i t e r i a ’ s f o r a new ou t l e t ) o f t he r e t a i l e r :

Q6. Type o f Ou t l e t :

Each rou t e unde r HSD was ana lyzed w i th de l i ve ry van &

comple t e knowledge abou t t he a r ea was t aken f rom

r e spec t i ve ma rke t deve lope r o f e ach a r ea . So ,

d i s t r i bu t i on o f s amp le s i z e fo r t ype o f ou t l e t s ( ex i s t i ng )

was acco rd ing t o t he rou t e p l an o f de l i ve ry vans a s

shown in c l e a r i n F igu re 10 .

As c l ea r f rom g raph o f ex i s t i ng ou t l e t s t he mos t o f t he ou t l e t s

we app roached a r e Groce ry s t o r e s , E & Ou t l e t s and

Conven i ence s t o r e s . I t makes c l e a r t ha t Coke i s hav ing ve ry

l e s s bus ine s s w i th Med ica l s t o r e s & Ju i ce co rne r s . So , t h i s pa r t

o f ma rke t needs more a t t en t i on . The re i s huge po t en t i a l i s t h i s

a r ea so mus t be t a rge t ed e f f ec t i ve ly .

E & D ex i s t i ng ou t l e t s cove red we re 71 a s 53 we re E&D 1 &

18 E&D 2 .

I t s i gn i f i e s t ha t company i s l a ck ing i n s a l e s f o r E&D 2 .

Q7. Dea l w i th beve rages , packaged j u i ce s and packaged wa t e r :

Q 8 . I f y e s , w h i c h b r a n d s ?

Q 9 . R e t a i l e r s V P O ( V o l u m e P e r O u t l e t )

Q10 . How o f t en do u o rde r?

Q11 . Reasons fo r do ing bus ine s s w i th Coke

Q12 . Prob l ems f aced wh i l e do ing bus ine s s w i th Coke .

Cross tabulat ion of Q2 (Locat ion) & Q4 (Sale per

day)

Sa le per day o f Coke (Rs )

S .

No

Locat ion &

No .o f ou t l e t s

<

2 5 0

2 5 1 -

5 0 0

5 0 1 -

7 5 0

7 5 1 -

1 0 0 0

1 0 0 1

1 2 5 0

>

1 2 5 1 T o t a l

1 .

Gov indpuram

(89)

%

Wi

th

In

Th

e

Lo

cat

ion

3 . 3 7 1 0 . 1 1 2 2 . 4 7 2 3 . 6 0 2 5 . 8 4 1 4 . 6 1 1 0 0

2 .

Kav i nagar

(75 ) 2 . 6 6 1 2 2 1 . 3 3 1 0 . 6 7 3 7 . 3 3 1 6 . 0 1 1 0 0

3 .

Rakesh Marg

(62 ) 9 . 6 8 4 1 . 9 4 1 4 . 5 1 9 . 6 8 1 7 . 7 4 6 . 4 5 1 0 0

4 .

Ghantaghar

(43 ) 2 7 . 9 0 5 1 . 1 6 1 6 . 3 0 0 4 . 6 4 0 1 0 0

5 .

Dadr i Road

(30 ) 1 0 2 3 . 3 3 1 6 . 3 0 0 2 3 . 3 3 2 6 . 6 7 1 0 0

6 .

Gandhi Nagar

(10 ) 4 0 1 0 3 0 0 2 0 0 1 0 0

7 .

Mal i wada

(19 ) 2 1 . 0 5 3 1 . 5 8 2 1 . 0 5 1 5 . 7 9 1 0 . 5 3 0 1 0 0

8 .

Shas tr iNagar

(22 ) 3 6 . 3 6 3 1 . 8 2 0 2 2 . 7 3 9 . 0 9 0 1 0 0

T o t a l ( % / 1 0 0 * N o . f o r

e a c h o n e & t h e m o f a l l ) 4 2 8 6 6 2 4 1 7 7 3 4

( a p p o

x ) 3 5 0

T a b l e 1 : C r o s s t a b u l a t i o n o f L o c a t i o n & S a l e o f C o k e .

INTERPRETATION

Above t ab l e shows t he r e l a t i onsh ip be tween t he ave rage s a l e s

pe r day and t he l oca t i on & No . o f ou t l e t s . I n my samp le o f 350

ex i s t i ng ou t l e t s , I f ound t ha t a l l t he ou t l e t s a r e no t even ly

d i s t r i bu t ed i n c a se o f s a l e s i n a pa r t i cu l a r a r ea and i ncome

l eve l o f d i f f e r en t r e t a i l e r s o f d i f f e r en t a r ea s va r i e s a l o t . I t i s

a l so c l e a r t ha t s a l e pe r day o f Coke i n max imum ou t l e t s

cove red i n ou r a r ea i s be tween Rs .1001 – 1250 .

Reasons for do ing bus ines s w i th Coke

S .

No

Type o f

Out l e t s B BS HD GS HP GQ AO

Grocery

1 . S tores (142 )

%

With i

n

Type

Of

Bus in

es s

7 9 . 5 0 2 9 . 5 8 8 4 . 5 0 5 4 . 9 3 4 4 . 3 6 7 8 . 8 7 4 7 . 8 9

2 .

Medica l

S tores (6 ) 1 6 . 6 7 0 3 3 . 3 3 1 6 . 6 7 0 0 0

3 .

E & D

Out l e t s (71 ) 8 5 . 1 4 2 4 . 3 2 4 8 . 6 5 7 4 . 3 2 2 9 . 7 3 7 8 . 3 8 6 6 . 2 1

4 .

Conven ience

s tore (128 ) 7 5 3 8 . 2 8 8 8 . 2 8 5 7 . 8 0 2 9 . 6 9 7 6 . 5 6 6 0 . 9 3

5 .

Ju i ce

Corners (3 ) 3 3 . 3 3 0 0 0 0 0 0

Tota l (% / 100 * Tota l No .

f or each one , then sum o f

a l l ) .

274 109 271 208 123 268 198

Cross tabulat ion of Q6 (Type of out let ) & Q11

(Reasons for doing business with Coke) .

T a b l e 2 : C r o s s t a b u l a t i o n o f T y p e o f o u t l e t s & R e a s o n s f o r d o i n g

b u s i n e s s w i t h C o k e .

B - Brand value, BS – Better scheme, HD – High demand, GS – Good Supply, HP – High profit, GS – Good Service Quality, AO – Any Other

INTERPRETATION

From th i s t ab l e i t i s c l e a r t ha t max imum re t a i l e r s wan t t o do

bus ine s s w i th Coke because o f B rand va lue , H igh demand and

Good s e rv i ce qua l i t y . I t a l so shows t ha t : -

The ma jo r r e a sons fo r keep ing Coca Co la p roduc t s by

g roce ry s t o r e a r e b r and va lue , h igh demand and good

s e rv i ce qua l i t y , bu t l e s s popu l a t i on i s s a t i s f i ed w i th

s chemes and d i s coun t s p rov ided by company . Af t e r

ana ly s ing marke t i t was found t ha t Peps i i s p rov id ing

more s chemes and d i s coun t s a s compa re t o Coke .

Sa l e o f p roduc t s i n Med ica l s t o r e s i s ve ry l e s s so huge

po t en t i a l i s t he r e . Company shou ld make e f f ec t i ve

s chemes t o mo t iva t e t hem to s e l l t he i r p roduc t s .

The ma jo r r e a sons fo r s e l l i ng Coke p roduc t s by E & D

ou t l e t s a r e B rand va lue , Demand and Good supp ly

qua l i t y .

Bu t a f t e r ana lyz ing t he E & D ou t l e t s E & D type 1

a r e 53 and t ype 2 on ly 21 . E & D type 2 ou t l e t s

we re s e l l i ng more Peps i a s company i s p rov id ing

t hem se l l i ng a s se t s l i ke cha i r s , t ab l e s , r a cks e t c

A f t e r s t udy ing Conven i ence s t o r e ma rke t i t c ame t o know

tha t t h i s s ec to r was mos t s a t i s f i ed and t hey a r e en joy ing

l o t o f r e a sons fo r do ing bus ine s s w i th Coke .

I f d i s cus s ing Ju i ce co rne r s , Coke i s hav ing ve ry l e s s

r e ach t o t hem. The re i s a ma jo r gap wh ich needs t o be

b r i dged .

In Ghaz i abad t h i s i s s ec to r i s a lmos t un t apped so , l o t o f

po t en t i a l t o i nc r ea se bus ine s s i s t he r e .

Cross tabulation of Q2 (Location) & Q12 (Problems faced while doing business

with Coke).

P r o b l e m s f a c e d w h i l e d o i n g b u s i n e s s w i t h

C o k e

A v g .

( S u m

o f a l l /

N o . )

S .

N o

.

L o c a t i o n o f

o u t l e t s TF SM SA DO CI DM AO

1 .

G o v i n d p u r a m

( 8 9 )

%

W i t

h

I n

T h e

L o c

a t i o

n

2 5 . 8 4 7 . 8 7 1 4 . 6 0 6 2 . 9 2 4 8 . 3 1 7 0 . 7 8 3 0 . 3 3 2 . 9 3

2 .

K a v i n a g a r

( 7 5 ) 2 2 . 6 7 8 1 8 . 6 7 2 5 . 3 3 4 6 . 6 7 3 0 . 6 7 4 6 . 6 7 2 . 6 5

3 .

R a k e s h M a r g

( 6 2 ) 4 0 . 3 2 2 7 . 4 1 1 . 2 9 3 7 . 0 9 6 1 . 2 9 5 8 . 0 6 6 1 . 2 9 4 . 7 9

4 .

G h a n t a g h a r

( 4 3 ) 4 4 . 1 8 1 8 . 6 6 . 9 7 3 4 . 8 8 6 2 . 7 9 1 3 . 9 5 3 7 . 2 0 5 . 0 8

5 .

D a d r i R o a d

( 3 0 ) 6 . 6 7 3 . 3 3 0 2 3 . 3 3 2 3 . 3 3 7 0 5 6 . 6 7 6 . 1 1

6 .

G a n d h i N a g a r

( 1 0 ) 0 0 4 0 0 5 0 4 0 2 0 1 5

7 .

N e h r u M a r g

( 1 9 ) 2 1 . 0 5 1 0 . 5 0 3 1 . 5 7 4 7 . 3 6 0 5 7 . 8 9 8 . 8 6

8 .

S h a s t r i

N a g a r ( 2 2 ) 2 7 . 2 7 0 1 3 . 6 3 3 1 . 8 1 1 8 . 1 8 0 4 0 . 9 0 6

T o t a l ( % / 1 0 0 * N o . f o

r e a c h o n e & t h e m o f a l l ) 9 6 4 1 7 1 1 3 3 1 6 8 1 4 4 1 5 5

T a b l e 3 : C r o s s t a b u l a t i o n o f L o c a t i o n & P r o b l e m s f a c e s w h i l e d o i n g

b u s i n e s s w i t h C o k e

INTERPRETATION

1 . F rom the above c ro s s t abu l a t i on i t i s c l e a r t ha t Gandh i

Naga r i s f a c ing more p rob l ems wh i l e do ing bus ine s s w i th

Coke fo l l owed by Nehru Marg & Dadr i

2 . I t a l so r evea l s t he f a c t t ha t mos t common p rob l em i s ,

comple t e i n fo rma t ion & da i l y s chemes . Acco rd ing t o

r e t a i l e r s de l i ve ry men we re no t p rov id ing t hem the comple t e

i n fo rma t ion .

3 . As d i s t r i bu t i on i s i nd i r ec t and some t imes t he r e i s sho r t age

f rom p l an t t oo , da i l y i n o rde r s becomes t r oub l e fo r

r e t a i l e r s .

4 . As c l e a r f rom the t ab l e t ha t mos t common p rob l em f aced by

r e t a i l e r s i s , comple t e i n fo rma t ion & da i l y s chemes . The

r ea sons we re t ha t a s s chemes we re chang ing da i l y and no

wr i t t en no t i c e comes f rom conce rned au tho r i t i e s t hey have

no cho i ce o the r t han t o a sk de l i ve ry man abou t t he s chemes

& have t o be l i eve on h im up t o a g r ea t ex t end .

Any o ther prob lems are a s : -

Re ta i l e r s wan t c r ed i t f a c i l i t i e s .

Mode o f paymen t .

Se rv i ce o f V i s i coo l e r s .

Size o f coo l e r no t i n p rope r r a t i o w i th s a l e s .

Bus t ed Bo t t l e r ep l acemen t cond i t i ons .

B.T .C (Be low the c rown) o f f e r s : -

Re t a i l e r s we re no t s a t i s f i ed w i th t he B .T .C o f f e r s , a s

r e t a i l e r ha s t o pay on spo t i t s cu s tomer s t he d i s coun t

unde r B .T .C and company was t ak ing l o t o f t ime t o pay

t hem back and even some t imes t hey we re no t a ccep t ed by

company a s t hey come wi th sho r t l i f e pe r i od . Los s due t o

de l ay i n co l l e c t i ng and submi t t i ng t hose c rowns i n

company wh ich i s t he du ty o f s a l e s man ha s t o be

unwi l l i ng ly bea r by t he r e t a i l e r . P rob l em become t e r r i b l e

when a cus tomer demands a g i f t men t i oned unde r B .T .C .

Po l i c i e s made fo r Schemes and d i s coun t s : -

Whi l e do ing f i r s t pa r t o f my su rvey t ha t was t o ana lyze

ex i s t i ng r e t a i l e r s an impor t an t f a c t c ame t o my no t i c e t ha t

s chemes and d i s coun t s we re no t f i xed i . e . t hey change

f r equen t l y and s a l e s man we re t ak ing undue advan t age o f

t h i s po l i cy .

T i m i n g a n d f r e q u e n c y o f v a n : -

I t was mos t common p rob l em o f r e t a i l e r s o f Ghan t agha r and

Rakesh Marg . The r ea son was t ha t de l i ve ry vans o f t he se

two a r ea s we re o f l e s s c apac i t y and t he a r ea i s a l so

conges t ed . These f a c to r s become p rob l em fo r t he de l i ve ry

men t o r e ach eve ry r e t a i l e r i n s ame day .

But i f we d i s cuse s Shas t r i Naga r and Gov indpu ram, t he se

two a r ea s a r e l a rge s t a r ea s unde r H indus t an So f t Dr inks

(HSD) , t hus becomes d i f f i cu l t f o r t he de l i ve ry van t o cove r

who le a r ea i n one day .

Moreove r p rob l ems become wor se when demand o f so f t

d r i nks i s h igh and de l i ve ry van becomes emp ty be fo re

cove r ing t he who le a r ea .

F e w r e t a i l e r s d i d n o t a l s o l i k e t h e b e h a v i o u r o f S a l e s m a n .

Depth o f prob lems in d i f f eren t areas . F igure 13

8.2: QUESTIONNAIRE FOR NEW RETAILERS

Q1. Name o f Ou t l e t :

Q2. Loca t i on :

Q3. Li fe span o f bus ine s s :

Q4. To t a l s a l e pe r day :

Q5. Cr i t e r i a no ’ s

Q6. Type o f Ou t l e t

Q 7 . R e a s o n s f o r n o t d o i n g b u s i n e s s w i t h C o k e ?

Sugges t i ons , i f any : -

F i n d i n g s - Q 2 & Q 6 - L o c a t i o n & T y p e o f o u t l e t .

For d i s t r i bu t i on o f t he s amp le s i z e fo r new loca t i on & new

ou t l e t s i t was dec ided t ha t t he a r ea & type o f ou t l e t s wh ich

we re g iv ing l e s s s a l e s mus t be hav ing more pa r t o f s amp le

s i z e , i n o rde r t o smudge t he r e a sons fo r l e s s s a l e s i n pa r t i cu l a r

a r ea and t ype o f ou t l e t .

Cross tabulat ion of Q6 (Type of out let ) & Q7

(Reasons for not doing business with Coke) .

Reasons for no t do ing bus ines s w i th Coke

S .

No

T y p e o f

O u t l e t N A L D P C P C D S L N A O

1 .

G r o c e r y

S t o r e ( 4 2 ) %

W i t

h

I n

T y p

e

O f

B u s i

n e s s

3 5 . 7

1

0 2 8 . 5

7

6 4 . 2

9

3 2 . 4

8

5 9 . 5

2

0 0 1 9 . 0

5

2 .

M e d i c a l

S t o r e ( 7 0 ) 4 4 . 2

9

7 7 . 1

4

4 2 . 8

6

4 0 3 8 . 5

7

4 . 2 8 0 4 4 . 2

9

0

3 .

E & D

O u t l e t s ( 5 2 ) 5 3 . 8

5

0 2 1 . 1

5

3 2 . 6

9

0 6 3 . 4

6

0 0 2 3 . 0

7

4 .

C o n v e n i e n c e

S t o r e s ( 4 1 ) 2 9 . 2

7

0 3 4 . 1

5

1 9 . 5

1

0 5 3 . 6

7

0 0 1 4 . 6

3

5 .

J u i c e

C o r n e r s ( 4 5 ) 2 2 . 2

2

6 2 . 2

2

3 7 . 7

8

8 2 . 2

2

1 5 . 5

6

6 . 6 7 2 8 . 8

9

7 3 . 3

3

5 1 . 1

1

T o t a l ( % / 1 0 0 * T o t a l

N o . o f o u t l e t s , t h e n s u m

o f a l l ) .

9 6 8 2 8 4 1 1 7 4 8 8 6 1 3 6 4 4 9

T a b l e 4 : C r o s s t a b u l a t i o n o f T y p e o f o u t l e t s & R e a s o n s f o r n o t

d o i n g b u s i n e s s w i t h C o k e

NA – Never approached by the company, LD – Less Demand, P – Profitability, CP – Company Policies, C – Competition from nearby outlet, DS – Distribution System, L – Lack of space in shop, N – Non Suitability, AO – Any other.

INTERPRETATION

The r ea sons fo r no t do ing bus ine s s w i th Coke we re s egmen ted

i n to 9 ma jo r f a c to r s . The ma jo r r e a son was t ha t r e t a i l e r s we re

no t s a t i s f i ed w i th company po l i c i e s a s c l e a r f rom the t ab l e t oo .

A ma jo r f a c to r i s : -

Se l l i ng Goods Asse t s (SGA) .

I t means t hose a s se t s wh ich he lp a r e t a i l e r t o s e l l goods . As

r e f r i ge r a to r was an impor t an t SGA fo r a r e t a i l e r and eve ry

r e t a i l e r was demand ing i t , s o i t was becoming imposs ib l e fo r

t he company t o s a t i s fy need o f eve ry r e t a i l e r .

S e c o n d m a j o r f a c t o r w a s c o m p a n y n e v e r a p p r o a c h e d a n d a c c o r d i n g

t o c o m p a n y t o o , t h e y h a v e o n l y c o v e r e d 1 3 % F M C G o u t l e t s , w h i l e

F M C G g i a n t H U L h a s c o v e r e d 8 2 % F M C G o u t l e t s . T h u s l o t o f

s c o p e f o r c o m p a n y t o e x p a n d b u s i n e s s .

T h i r d l y i n G h a z i a b a d d i s t r i b u t i o n i s i n d i r e c t ( m a n u f a c t u r e r t o

d e a l e r t h e n t o m a r k e t ) , a n d r e t a i l e r s h a v e c o m m e n t e d a l o t o n t h i s

f a c t o r a n d e f f e c t o f t h i s i s s h o w n i n t a b l e t o o .

F o u r t h l y C o k e i s p r o v i d i n g l e s s c o m m i s s i o n , s c h e m e s a n d

d i s c o u n t s a s c o m p a r e t o i t s f o l l o w e r P e p s i a n d r e t a i l e r s a r e o n l y

i n t e r e s t e d i n p r o f i t .

N o n s u i t a b i l i t y w a s a n o t h e r f a c t o r a s m e d i c a l s t o r e s a n d j u i c e

c o r n e r s w e r e r e s i s t i n g f o r d o i n g b u s i n e s s w i t h C o k e . C o m p a n y

n e e d t o m a k e s p e c i a l p o l i c i e s t o t a b t h i s u n t o u c h e d m a r k e t .

A n y o t h e r f a c t o r s i n c l u d e : -

Prov id ing s e l l i ng good a s se t s (S .G .A) t o r e t a i l e r s

a t t he i n i t i a l s t age was imposs ib l e fo r t he company

so t o s a t i s fy needs o f eve ry r e t a i l e r , company g ive s

t he p r i o r i t y l eve l t o t hem, wh ich depends on

l oca t i on , s a l e o f p roduc t s e t c .

The ma jo r r e a son fo r no t en t e r i ng i n so f t d r i nk

s ec to r by g roce ry s t o r e i s t ha t t hey f i nd l o t o f

p rob l em when cus tomer s t ake R .G .B bo t t l e s and

don ’ t r e t u rn t hem back .

Lack o f knowledge abou t t he p roduc t l i ne .

Cross tabulation of Q2 (Location) & Q3 (Life

L i f e s p a n o f b u s i n e s s ( Y e a r s )

T o t a lS .

N o

L o c a t i o n o f

o u t l e t s < 1 1 - 3 > 3 - 5 > 5 - 7 > 7 - 9 > 9

1 .

G o v i n d p u r a m

( 2 0 )

%

W i t h

I n

T h e

L o c a

t i o n

0 2 0 3 5 3 0 0 1 5 1 0 0

2 .

K a v i N a g a r

( 2 3 ) 4 . 3 4 3 0 . 4 3 1 7 . 3 9 0 0 0 1 0 0

3 .

R a k e s h M a r g

( 2 5 ) 0 1 2 3 6 5 2 0 0 1 0 0

4 .

G h a n t a g h a r

( 2 7 ) 0 3 . 7 4 4 . 4 4 5 1 . 8 5 0 0 1 0 0

5 .

D a d r i R o a d

( 3 9 ) 2 3 . 0 7 1 9 . 2 3 1 1 . 5 3 4 6 . 1 5 0 0 1 0 0

6 .

G a n d h i N a g a r

( 3 3 ) 0 9 . 0 9 2 1 . 2 1 3 9 . 3 9 3 0 . 3 0 0 1 0 0

7 .

N e h r u M a r g

( 3 7 ) 2 . 7 0 4 0 . 5 4 4 5 . 9 4 0 0 1 0 . 8 1 1 0 0

8 .

S h a s t r i N a g a r

( 4 6 ) 2 8 . 2 6 4 5 . 6 5 1 3 . 0 4 0 1 3 . 0 4 0 1 0 0

T o t a l ( % / 1 0 0 * T o t a l

N o . o f o u t l e t s , t h e n s u m

o f a l l ) .

2 4 6 1 6 7 6 4 1 6 4

( a p p r

2 5 0

span of business) .

T a b l e 5 : C r o s s t a b u l a t i o n o f L o c a t i o n & L i f e s p a n o f b u s i n e s s .

INTERPRETATION

I t i s c l e a r t ha t t he r e i s huge po t en t i a l f o r t he company t o

expand i t s bus ine s s a s l o t o f ma rke t i s i n t a c t . Company shou ld

f i r s t f i nd ou t t he r e a sons why t h i s ma rke t r ema in un touched

and t hen ex t end i t s p roduc t l i ne t o t he se un touched r e t a i l e r s by

p rov id ing be t t e r gu idance t o s a l e s peop l e and by p rov id ing

l uc r a t i ve s chemes t o t he se r e t a i l e r s .

OTHER GENERAL FINDINGS

Pr i c ing o f p roduc t s a s - 200 ml fo r Rs . 8 & 600 ml fo r Rs . 22 .

I t becomes d i f f i cu l t f o r t he r e t a i l e r t o pay back t he ba l ance

money .

Compe t i t i on w i th l oca l d r i nk l i ke - F ru i t j u i c e , l emon wa t e r ,

sha rba t , l a s s i & t e a .

Compe t i t i on w i th l oca l d r i nk b r ands l i ke - J ayan t i , L i j j e t , P r em

j i i n sma l l a r ea s .

Mos t o f r e t a i l e r s a r e hav ing p rob l em wi th t im ing and

f r equency o f van . Dea l e r s shou ld i nc r ea se t he f r equency o r add

more veh i c l e s we re r equ i r ed .

I mpur i t y o f Coke V i s i coo l e r s .

Brand o rde r i s no t ma in t a ined i n coo l e r s .

The marke t i ng s t r a t egy o f Coca -Co la i s be t t e r t han i t s ma in

compe t i t o r .

The s a l e s p romot ion t e chn iques l i ke - d i s coun t t o monopo ly

r e t a i l e r s & schemes on p roduc t s i s be t t e r t han t he compe t i t o r s .

The marke t sha r e o f Coke p roduc t s i s h ighe r t han t he o the r

p roduc t s .

Thums-up i s t he l e ad ing b r and o f Coca -Co la i n d i f f e r en t

r eg ions .

Sa l e o f a p roduc t i s l a rge ly ba sed on d i sp l ay .

Company i nves t i ng more focus now in r e t a i l e r s o f r u r a l a r ea s .

Aggre s s ive adve r t i s i ng campa igns o f Coca -Co la i n Ghaz i abad

he lped i t l o t t o i nc r ea se i t s s a l e s .

I f ound t he p rope r d i sp l ay o f p roduc t s i n r a cks & in coo l e r s .

Sa l e s o f Coke a r e i nc r ea s ing ly r ap id ly i n Ghaz i abad marke t

whe re I do work s t udy mos t l y .

Re ta i l e r s p l ay an impor t an t r o l e wh i l e s e l l i ng p roduc t s a s t hey

can d ive r t t he de s i r e o f a cus tomer by p rov id ing s ame t h ing o f

o the r b r ands .

Found many good ou t l e t s t ha t wan t V i s i coo l e r s f rom coca -

co l a .

Also found dead & use l e s s coo l e r s .

Some r e t a i l e r s compla in abou t t he s e rv i ce & r epa i r o f coo l e r s .

Re ta i l e r s wan t i f company wan t t o change s chemes da i l y

de l i ve ry peop l e shou ld come wi th wr i t t en o rde r s f rom

conce rned au tho r i t i e s a s t hey f e l l t hey a r e chea t ed .

The mos t popu l a r f l avou r i n t he ma rke t i s Thums Up .

From the Coca -Co la p roduc t s Thums Up and t he Peps i

p roduc t s Dew i s t he h ighes t s e l l i ng i n t he ma rke t .

Coca -co l a i s t he ma rke t l e ade r i n ove ra l l ma rke t .

In t he c a se o f t he packaged d r i nk ing wa t e r Aqua f ina

(Peps i ) i s s e l l i ng more t han K in l ey (Coke ) .

I have found t ha t a r e t a i l e r g ive s more p r e f e r ence t o t he

Coca -Co la p roduc t s l i ke Thums-Up , Mazaa , Sp r i t e ,

L imca and Fan t a .

Minu te Ma id , pu lpy o r ange i s s e l l ab l e more i n Kav i

Naga r ma rke t .

I f d i s cus s ing s chemes & d i s coun t s , Peps i i s p rov id ing

more s chemes t han t he Coca -Co la .

Sa l e s have i nc r ea sed a f t e r l oca t i ng V i s i coo l e r ou t s i de o f

ou t l e t .

The compan i e s ’ new concep t p r e - s a l e i s we l comed i n

ma rke t

Few r e t a i l e r s do no t ge t t he company’ s a c tua l s cheme .

Produc t s a r e so ld ou t o f a s s i gned a r ea s by d i s t r i bu to r s i n

o rde r t o i nc r ea se s a l e s .

I f r e t a i l e r s compla in t s r ega rd ing d i s coun t i ng & t r ade

s cheme t hen t hey a r e no t r e sponded p rope r ly .

The re i s a commun ica t i on gap i n d i s t r i bu t i on channe l so

r e t a i l e r s a r e no t ge t t i ng advan t ages o f d i s coun t i ng &

t r ade s cheme .

Exclusive out lets found during survey on

exist ing out lets:

F i g u r e 1 6 : E x c l u s i v e o u t l e t s

Different types of out lets se l l ing di f ferent brands

F i g u r e 1 7 : D i f f e r e n t t y p e s o f o u t l e t s s e l l i n g d i f f e r e n t b r a n d s

CHAPTER - 9

LIMITATIONS, SUGGESTIONS

& CONCLUSION

9.1: LIMITATIONS

The s t udy was r e s t r i c t ed t o 8 r eg ions o f Ghaz i abad on ly , w i th

s amp le s i z e o f 550 (350 new ou t l e t s & 200 new ou t l e t s ) so , t he

i n t e rp r e t a t i ons & f i nd ings a r e a cco rd ing ly t o i t on ly .

The t ime pe r i od o f 2 mon ths was t he ma jo r l im i t a t i on .

Due t o t he f i nanc i a l and t ime cons t r a in t s t he s t udy was no t

ab l e t o i nc lude more r e t a i l e r s .

To conv ince t he r e t a i l e r f o r a p rope r i n t e rv i ewing p roce s s was

a l so d i f f i cu l t .

Re ta i l e r s some t ime g ive wrong da t a .

The r e luc t ance on t he pa r t o f t he r e t a i l e r s was a l so a ma jo r

s e tback .

The ana ly s i s o f p ro j ec t was ba sed on obse rva t i ons and

i n t e rp r e t a t i on on t he ba s i s o f s amp le su rvey .

Anothe r l im i t a t i on cou ld be l a ck o f knowledge . Be ing a

s t uden t I unde r t ake t h i s p ro j ec t a s a l e a rn ing expe r i ence . I

have made many mi s t akes and t hen l e a rned f rom them. I have

t r i ed my be s t t o be a s au then t i c and a s a ccu ra t e a s pos s ib l e i n

t he r e sea r ch ana ly s i s t ak ing t he he lp o f my p ro j ec t men to r on

r e l evan t p r ima ry and s econda ry da t a .

The s econda ry da t a was no t e a s i l y ava i l ab l e .

Limi t ed knowledge o f t he r e sea r che r i n t he f i e l d o f r e sea r ch

may l e ad t o i n t e rp r e t a t i on e r ro r s .

Cer t a in r e t a i l e r s we re no t comfo r t ab l e d ivu lg ing t he f i gu re s

and da t a , a s t hey wan t t o keep i t con f iden t i a l .

The r e sponden t s may be ba sed o r i n f l uence by o the r f a c to r .

A busy s chedu l e o f dea l e r s / r e t a i l e r s had made my co l l a t i on o f

i n fo rma t ion ve ry d i f f i cu l t .

The p ro j ec t i on i s pu re ly ba sed on ve rba l mee t i ngs and may be

i n f l uenced by unp receden t ed f ac to r s .

Non-co -ope ra t i ve behav iou r o f r e sponden t was a b ig p rob l em

in t h i s su rvey & i t i s t he impor t an t f a c t wh ich shou ld be t aken

i n to cons ide ra t i on .

The mino r concep t & t e chn iques a t t he ma rke t i ng managemen t

a r e u sed s i gn i f i c an t i n t he p ro j ec t conce rn .

The r e sea r ch was ba sed on p r ima ry co l l e c t i on o f da t a so t he r e

may be chances o f human e r ro r and b i a snes s .

9.2: SUGGESTIONS

The company shou ld measu re r e t a i l e r s ’ s a t i s f ac t i on r egu l a r l y .

Company can i nc r ea se t he s a l e s i f i t w i l l cons ide r more on

r e t a i l e r s , t he i r sugges t i ons o r compla in t s abou t s e rv i ce and

p roduc t so t ha t nece s sa ry ac t i ons c an be t aken .

Rev iew mee t i ng shou ld be o f t en he ld so t ha t t he work ing

pa t t e rn o f t he s a l e s peop l e c an be checked and improved i f

needed .

Company r ep re sen t a t i ve s shou ld v i s i t r e t a i l e r s and shou ld

make a l ong - t e rm l i a i son w i th r e t a i l e r s so t ha t t hey can push

t he p roduc t .

Since b r and va lue o f Coke & expec t a t i on o f r e t a i l e r s f rom th i s

b r and i s h igh , a s t he b r and image shows t he i r qua l i t y i s

supe rvene so t he company shou ld a l so t ake f eedback t ime t o

t ime . By t h i s t hey can ma in t a in t he i r b r and l oya l t y i n t he i r

cu s tomer s .

Dis t r i bu t e r s shou ld be conv inced t o pa s s t he i ncen t i ve s t o t he

r e t a i l e r s so t ha t t hey a r e mo t iva t ed t o p romote t h i s b r and .

Inc r ea se t he number o f dea l e r s and r e t a i l e r s a s t h i s w i l l he lp

i n mak ing h igh s a l e s vo lume .

Cash d i s coun t shou ld be g iven &i t shou ld be compe t i t i ve and

l u r i ng .

Try t o ma in t a in t he good image o f t he monopo ly ou t l e t s i n

ma rke t by deve lop ing t he image i . e . by g low boa rds , s i gn

boa rds , and po in t o f s a l e ma t e r i a l (P .O .S .M) and by p rov id ing

good qua l i t y s e rv i ce s . By t h i s t he monopo ly o f t he r e t a i l e r w i l l

con t i nue and i t w i l l p romote o the r r e t a i l e r s t o adop t Coke

monopo ly .

Company shou ld a l so a t t a i n t o sma l l ou t l e t s so t ha t t he r e s a l e s

c an i nc r ea se .

Company shou ld d ive r se i t s bus ine s s i n r e l a t ed pa r t s o f

F .M.C .G sec to r l i ke - I ce c r eams , bu t t e r & choco l a t e s a s

company ha s we l l e s t ab l i shed sy s t ems i n eve ry .

Now company shou ld l aunch new t a s t e o f so f t d r i nks l i ke

r e cen t l y l aunched Minu t e Ma id & a l so l aunched new p roduc t i n

ano the r f l avou r s .

Company r ep re sen t a t i ve s shou ld s ea r ch new a r ea s fo r i nc r ea se

i n s a l e s .

In w in t e r Sea son company g ive s more d i s coun t & schemes t o

t he r e t a i l e r s so t hey s e l l more ou r p roduc t .

Company mus t make agg re s s ive & new s t r a t eg i e s t o f i gh t w i th

ma jo r compe t i t o r s and l oca l co ld d r i nks b r ands .

Company shou ld p romote new dea l e r s .

I f pos s ib l e t r y t o g ive more d i s coun t s and s chemes we re eve r

r equ i r ed .

Supp ly and d i s t r i bu t i on sy s t em shou ld improve i n t he

a r ea s l i ke Ghan t agha r and Rakesh Marg .

The company shou ld work ou t i n t he i r compla in t s

r ega rd ing t o t he V i s i coo l e r .

Company shou ld g ive p rope r s chemes t o t he ou t l e t .

The r e f r i ge r a to r pu r i t y shou ld be g iven t he p r i o r i t y .

Overa l l s e rv i ce s shou ld be improved fo r ge t t i ng more

s a l e s and t o con t i nue t o be t he ma rke t l e ade r .

Prope r u sage o f P .O .S .M ma te r i a l .

Company shou ld t ake t he p rob l em o f “ cu t o f f r a t e s

s e r i ous ly” .

Coca -Co la shou ld be wr i t t en on f l o r e scen t boa rds

d i sp l ay ing l oca t i on and d i s t ance s on road .

I l l ega l d i s t r i bu t i on done by some d i s t r i bu to r s shou ld be

min imized .

9.3: CONCLUSION

Eve ry th ing i n t h i s wor ld i s made t o u t i l i z e p rope r ly bu t

i t shou ld be r e ach a t t he p rope r pe r son o r t o t he p rope r

u t i l i z ed a r ea s . O the rwi se t he va lue added t o t hose t h ings

became i n ve in .

As t he r e i s a p rove rb : -

“Far from eye , far from heart”

Thus marke t i ng ro l e p l ays a ve ry impor t an t r o l e i n

a ch i ev ing t he ob j ec t i ve s o f a company . Undoub t l y , va lue

u t i l i t y i s c r ea t ed by t he manufac tu r e o f p roduc t o r

s e rv i ce bu t t ime and p l ace u t i l i t i e s a r e c r ea t ed by

marke t i ng ro l e . Acco rd ing t o Drucker , “Both the

marke t and the d i s t r ibut ion channe l s are o f t en more

cruc ia l than the produc t” .

They a r e p r ima ry : t he p roduc t i s s econda ry . I n an

economy l i ke t ha t o f I nd i a , whe re ma rg ina l sho r t age s c an

l e ad t o d i sp ropo r t i on , d i s t o r t i on i n p r i c e s , a dependab l e

and e f f i c i en t d i s t r i bu t i on sy s t em i s ve ry much e s sen t i a l .

The d i s t r i bu t i on sy s t em c r ea t e s a va lue added t o a l l mos t

a l l p roduc t s .

A l l f r om the above s t udy no t w i th s t and ing i t s r e s t r i c t i ng

e f fo r t s Peps i i s s t i l l f a r away w i th i t s g r ea t compe t i t o r

l i ke Coke .

CHAPTER - 10

SIGNIFICANCE OF STUDY

10.1: To the researcher:

I t gave a chance t o u se t he concep tua l knowledge i n a c tua l

env i ronmen t and p r epa re s t he r e sea r che r t o u se t he knowledge

fo r be t t e r i n h i s f u tu r e endeavour s .

I t he lped i n t he a s se s s ing t he f a c to r s , wh i ch i n f l uenced t he

r e t a i l e r s pu rchas ing and s e l l i ng p roduc t s t o t he consumer f rom

Coca -Co la .

The s t udy i s e s sen t i a l f o r t he r e sea r che r i n pa r t i a l f u l f i lmen t

o f PGDM cu r r i cu lum. The s t udy gave t he r e sea r che r t he

expe r i ence s t o conduc t su rvey .

10.2: To the company:

Cold d r i nks compan i e s a r e f a c ing a g r ea t compe t i t i on

nowadays . Consumer s a r e ve ry much aware and cu r ious abou t

s a f e ly p roduc t s , s e rv i ce s , b r ands and o the r upcoming p roduc t s .

Th i s s t udy p rov ide s an i n s igh t t o t he company t ha t wha t k ind

o f s t r a t eg i e s mus t be adop t ed i n o rde r t o s e l l more p roduc t s t o

consumer s and a l so s a t i s fy ing t hem.

10.3: To the others :

The s t udy gave an i n s igh t i n to va r i ous a spec t s o f t he Beve rage

compan i e s , d i s cus sed i n t h i s s t udy . One can ea s i l y come t o

know abou t wha t i s happen ing i n Beve rage compan i e s i n t he

cu r r en t env i ronmen t . How they make a t t r a c t i on o f Re t a i l e r s &

consumer mind .

CHAPTER - 11

ACHIEVEMNTS IN TERMS OF SALES

FOR THE COMPANY.

In two mon ths o f summer t r a i n ing work I r e ce ive an exc lu s ive

l i ve p ro j ec t work . Whi l e do ing su rvey we we re t o ld t o expand

marke t sha r e o f Coke i n a r ea unde r t he H indus t an so f t Dr ink

(HSD) t he l e ad ing d i s t r i bu t e r o f coca co l a i n Ghaz i abad . The i r

p r ev ious ach i eved s a l e s we re 3 .20 l akh ’ s c a se s pe r yea r .

A cu r r en t t a rge t ave rage s a l e fo r t hem by company i s 3 . 5

l akh ’ s c a se s .

11.1: MODELS AND WORKING FORMATS

These we re made c l ea r t o u s be fo re work ing on t h i s l i ve

p ro j ec t and t hey a r e a s : -

SEGMENTATION MODEL: - Append ix 3

PITA MODEL : - P opu l a t i on ( number o f shoppe r s o r

consumer s i n g iven un ive r se ) + Inc idence (% o f popu l a t i on

t ha t buy ou r p roduc t ) + T r ansac t i on s i z e ( amoun t i n vo lume

bough t pe r t r ansac t i on ) + Avg . P ro f i t ( amoun t o f p ro f i t i n

va lue pe r t r ansac t i on ) .

Append ix 3

Work ing fo rma t fo r new and ex i s t i ng ou t l e t s .

Append ix 2

Var ious ques t i ons we re a sked f rom bo th new and ex i s t i ng

r e t a i l e r s a s men t i oned i n fo rma t .

11.2: THE 3A’S STRATEGY WAS FOLLOWED:-

Thi s s t r a t egy i s f o r i nc r ea s ing number s o f r e t a i l e r s and i s

ba sed on t he be l i e f t ha t consumer s w i l l buy ou r p roduc t s i t

t hey a r e Ava i l ab l e , Af fo rdab l e and Accep t ab l e .

The 3A’s i s Coca -Co la unde r ly ing s t r a t egy fo r mee t i ng i t s goa l

t o r e ach i nc r ea s ing number s o f consumer ’ s . How does Coke

pos i t i on i t s l im i t ed r e sou rce s t o he lp mee t i t s be s t . A b r i e f

exp l ana t i on o f t he se 3A’s i s a s f o l l ow: -

Avai lab i l i t y : -

Some o f t he ways i n wh ich t he Coca -Co la Company hopes t o

i nc r ea se ava i l ab i l i t y o f i t s p roduc t i nc lude improved o r

i nnova t i ve packag ing , d i spens ing sy s t ems , d i s t r i bu t i ons

sy s t em, and marke t i ng .

Affordab i l i t y : -

The ways t o add re s s a f fo rdab i l i t y i nc lude p r i c i ng dec i s i ons , a s

we l l a s r e sou rce managemen t . To make i t s p roduc t ava i l ab l e a t

a p r i c e a f fo rdab l e t o t he consumer . Con t i nua l l y p roce s se s more

e f f i c i en t and t he r e fo re more cos t - e f f ec t i ve .

Acceptab i l i t y : -

Making Coke b r and and i t s p roduc t l i ne t he beve rage cho i ce

fo r any occa s ions depends on a va r i e t y o f s t r a t eg i e s t o r e ach

t he t a rge t aud i ence . The common s t r a t eg i e s be spoke t o e f f ec t

a ccep t ab i l i t y we re t hough sponso r sh ip s , p romot ion you th

marke t a c t i v i t i e s , commun i ty p rog rams , and o the r a c t i va t e s .

11.3: WORKING METHODOLOGY

11 .3 .1 : Route v i s i t : -

We v i s i t ed t he rou t s w i th t he d i s t r i bu t e r ’ s veh i c l e whe re t he

d i s t r i bu t e r supp l i e s t he p roduc t s .

I obse rved t he d i sp l ay no rms fo r ou t l e t s i n a l l r ou t e & each

t ype o f ou t l e t .

Eve ry morn ing I wen t t o one co r r e spond ing rou t e & obse rved

a l l t e chn iques o f s e l l i ng p roduc t t o r e t a i l e r s by coca -co l a

s a l e sman & a l so t r y t o know the men t a l i t y o f t he consumer s

and r e t a i l e r s .

I v i s i t ed a l l r ou t e s unde r HSD wi th de l i ve ry man and marke t

deve lope r s o f r e spec t i ve a r ea s .

With t h i s work I t ake i n t e rv i ew r e t a i l e r s a sk t hem abou t OYA

re f r i ge r a to r s , v i s i coo l e r s & d i sp l ay i t ems .

11.4: FOCUS ON AVAILABILITY OF PRODUCTS

IN OUTLET.

The re i s b ig d i f f e r ence be tween t he ava i l ab i l i t y o f p roduc t s i n

ma rke t & ou t l e t s . Coca -Co la wan t t ha t t he i r p roduc t d i sp l ayed

i n e ach ou t l e t i n ma rke t so , i t i s impor t an t t ha t t he p roduc t

f i r s t ava i l ab l e i n ma rke t a f t e r t han i t pu t on ou t l e t s .

11.5: FOCUS ON VISIBILTY OF COKE PRODUCTS

IN OUTLETS.

The a im o f coca -co l a i s t ha t i t s p roduc t shou ld be v i s i b l e fo r

t he cus tomer s so company g ive s t o r e t a i l e r s r a cks so many

d i sp l ay i t ems .

Now days t he company i s g iv ing V i s i coo l e r s t o r e t a i l e r s f o r

v i s i b l e t he i r ch i l l ed p roduc t i n ma rke t f o r more s a l e s .

Ext r a focus was g iven on monopo ly ou t l e t s and P re s e l l i ng

concep t .

11.6: ACHIEVEMENTS.

I opened 27 new ou t l e t s , i n s t a l l ed 4 OYA re f r i ge r a to r s (Own

Your Asse t s ) append ix 4 , i n s t a l l ed 49 V i s i coo l e r s ( i n ex i s t i ng

& new ou t l e t s ) and upg raded r e f r i ge r a to r s o f 7 ou t l e t s .

STATUS, E = Ex i s t ing , N = New . *

Where coo l er s i z e was upgraded .

OYA = Own Your Asse t s (Re fr igera tors so ld by co l l e c t ing

dra f t ) .

DADRI ROAD

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . B a b a H o t e l L o h a i m a n d i E 9

2 . S h i v K i r y a n a S t o r e C h a p r o l a E 9

3 . C h a w a l M i l l , C a n t e e n C h a p r o l a E 3 0

4 . G o y a l P r o v i s i o n a l

S t o r e

L o h a i M a n d i N 9

5 . A n j u L a l k u w a N 9

6 . A n u p u r a n a L a l k u w a E 2 0 *

7 . S a w a t i S t o r e L a l k u w a E 2 0

8 . S a m t a l - 1 D a d r i r o a d E 3 0 *

9 . L a v i s h G e n e r a l S t o r e C h a p r o l a E 9

1 0 . B O B Y G E N E R A L

S T O R E

G i r d a r p u r N 9

1 1 . R A K E S H K I R Y A N A L a l K u w a N O Y A

GOVINDPURAM

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . S a c h i n B o o k D e p o I n d e r g a d i E 2 0

2 . D u r g a C o n f e c t i o n a r y G a n g a p u r a m E 3 0 *

3 . M u s k a n C o n f i c t i o n a r y G a n g a p u r a m N 3 0

4 . S a n t o s h D e p t . S t o r e G a n g a p u r a m N 9

5 . A k g C o l l e g e ( B o y s

H o s t e l )

G o v i n d p u r a m E 9

6 . R a i n b o w H a r s a v a N 2 0

7 . S i n g h a l S w e e t s G o v i n d p u r a m E 2 0

8 . P u j a D e p a r t m e n t a l

S t o r e

G o v i n d p u r a m E 2 0

9 . K o s h i k M e d i c o a c h G o v i n d p u r a m N 9

1 0 . L a x m i P r o v . S t o r e G o v i n d p u r a m N O Y A

GANDHI NAGAR

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . S n o w B e l l I c e P o i n t G a n d h i N a g a r N 2 0

2 . H i n d S u p e r S t o r e G a n d h i N a g a r E 2 0

3 . D o l p h i n S t o r e M m s C o l l e g e E 3 0 *

4 . R a j u S w e e t s T e h s i l N 9

5 . B a b a r S w e e t s T e h s i l E 9

6 . R a j K u m a r T e a

S t a l l

T e h s i l N 9

7 . Y a d a v S w e e t s T e h s i l N 2 0

KAVI NAGAR

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . G o y a l F B l o c k E 9

2 . A r c h n a C o s m e t i c E B l o c k , N a g a r

N i g a m

N 9

3 . R o h i P r o v . S t o r e K B l o c k , S h i v

M a n d i r

N 9

4 . S e t t y E l e c t r o n i c s C B l o c k N 2 0

5 . G a n d h i

C o m m u n i c a t i o n

F B l o c k E 9

6 . B a l a J i C o l d D r i n k H a p u r R o a d N _

MALI WADA

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . K w a l i t y S t o r e M a l i W a d a E 2 0

2 . P a v i t r a M a l i W a d a N 9

3 . N e w D h a r m D a i r y N e h r u N a g a r N 9

SHASTRI NAGAR

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . G o o d M o r n i n g S h a s t r i N a g a r E 9

2 . I s h u C o n f e c t i o n a r y S h a s t r i N a g a r E 9

3 . S h u b h a m P r o v . S t o r e M a h i n d r a E n c l a v e E 9

4 . S o n a P r o v . S t o r e M a h i n d r a E n c l a v e N 9

5 . A . K C o n f e c t i o n a r y M a i n R o a d E 9

6 . L a l i t P a n S h a s t r i N a g a r E 2 0 *

7 . S h i v a m M a h i n d r a E n c l a v e E 3 0 *

8 . C h o d h a r y D e p t .

S t o r e

S h a s t r i N a g a r E ` 3 0 *

9 . V a n d h n a P r o v . S t o r e M a h i n d r a E n c l a v e N O Y A

1 0 . T i r u p a t i B a l a j i M a h i n d r a E n c l a v e N O Y A

RAKESH MARG

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . V i d a t r i K e n d r a A s h o k N a g a r E 9

2 . K a m a k T h o k V i k r e t a N e h r u N a g a r N 9

3 . G o v a C o n f i c t i o n a r y A s h o k N a g a r E 9

4 . C h a c h a D i s h A s h o k N a g a r N 9

5 . G o r a v P r o v . S t o r e R a k e s h M a r g N 2 0

GANTAGARH

S . N O . N A M E O F O U T L E T L O C A T I O N S T A T U S S I Z E

1 . F a r d e e n C o n f e c t i o n a r y G h a n t a g h a r E 9

2 . B a l a j i F o o d P o i n t G h a n t a g h a r N 9

3 . F i n e C h i c k e n P o i n t N e a r M a n o h a r

C i n e m a

E 2 0

4 . P r i n c e B e a u t y C o r n e r G h a n t a g h a r N 9

11.6: SOME IMPORTANT POINTS

Bene f i t s o f in s ta l l ing a V i s i coo l er : -

At t r ac t i ve p r e sen t a t i on o f p roduc t s .

Consumer ’ s conn ivances e a s i e r a cce s s t o t he p roduc t .

Inc r ea se i n s a l e s and i ncome . When consumer s ee t he p roduc t

he w i l l i ng t o buy i t .

I t f i l l s t he consumer s wan t & wi l l i ngnes s .

The s a l e spe r sons ea s i l y come t o knows t ha t wha t i s i n t he

coo l e r and wha t wou ld be t he demand o f t he r e t a i l e r .

Bene f i t s o f in s ta l l a coo l er ou t s ide the ou t l e t : -

Large r i ncome . More consumer s w i l l buy beve rages f rom shop .

JO DIKTA HAI WHO BIKHTA HAI .

Inc r ea se i n s e l l i ng space .

Out s ide coo l e r a rouse s more consumer s ’ i n t e r e s t and i nc r ea se

s a l e s t h rough good beve rage exposu re .

Out s ide ou t l e t , i t en l a rge s t he amoun t o f consumer s v i s i t i ng

ou t l e t s .

Eas i e r a cce s s t o ch i l l ed p roduc t t r i gge r s t he consumer s

pu rchase impu l se .

Ef fec t i ve u se o f shop space .

At t r ac t i ve and conven i en t f o rm o f beve rage p r e sen t a t i on .

Compl imen t a ry i n s t a l l a t i on and s e rv i ce s .

Cooler in s ta l l a t i on proces s : -

Company s e t t he coo l e r s i n a sy s t ema t i c way t he way i s

f o l l owing .

To examine t he p r ime pos i t i on o f V i s i coo l e r ou t s i de t he

ou t l e t .

Nigh t cove r fo r t he coo l e r .

Af te r e s t ab l i shmen t o f t he gua rde r t han coo l e r s e t

When coo l e r ha s been s e t i n gua rde r t han t he p r i c e

commun ica t i on on coo l e r t r ay & se t t he t r ays p rope r ly i n

coo l e r s .

When t he coo l e r i s p rope r ly i n s t a l l ed a t ou t l e t a f t e r i t i s

cha rged by Coke p roduc t s f o l l ow the b r and o rde r .

We a l so s e t t he menu boa rds w i th combo on e & d ou t l e t s .

On sma l l conven i ence ou t l e t s we pu t t he i r a l so hang ing r ack .

Se t up wa rm d i sp l ay on ou t l e t s .

Bene f i t s o f s e t t ing up menu boards w i th combo : -

Transac t i on va lue i nc r ea se s (mea l + beve rages ) and a s a r e su l t ,

r a i s e s t r ade t u rnove r and i ncome .

At t r ac t i ve o f f e r f o r t he consumer s .

Combo v i sua l i z a t i on sho r t ens consumer ’ s dec i s i on mak ing

t ime .

Chosen mea l s pu rchase sugges t i on makes d i sh p r epa ra t i on and

s a l e s p l ann ing ea s i e r .

See ing “ sav ing” commun ica t i on consumer s pe r ce ive combo a s

p romot ion and buy t hem more w i l l i ng ly .

Combo p r i c e i s p rominen t l y v i s i b l e t o t he consumer .

Bene f i t s o f s e t t ing up hang ing rack

Eas i e r a cce s s t o p roduc t f o r consumer s .

Eas i e r p roduc t me rchand i s i ng .

Produc t i n o rde r and v i s i b l e .

Se l l i ng space en l a rgemen t u s ing sma l l ou t l e t space .

Placed on consumer s rou t e w i l l t r i gge r impu l se so t ha t a l o t o f

consumer s w i l l buy beve rages i n soaps t hus i nc r ea s ing

t r ansac t i on va lue .

Bene f i t s o f s e t t ing up warm d i sp lay

At t r ac t i ve p r e sen t a t i on o f p roduc t s i n coo l e r s .

Consumer ’ s conn ivances e a s i e r a cce s s t o t he p roduc t .

Inc r ea se i n s a l e s and i ncome . When consumer s ee s t he p roduc t

he w i l l be w i l l i ng t o buy i t .

Less t ime spen t by t he shop s t a f f i n f i l l i ng up t he p roduc t s .

I t f i l l s t he consumer s wan t & wi l l i ngnes s .

See ing “ sav ing” commun ica t i on consumer s pe r ce ive d i sp l ay a s

p romot ion and buy t hem more w i l l i ng ly .

BIBLIOGRAPHYWEBSITES

Coca Cola India

Myenjoyzone

Beverage Market ing Corporat ion

Beverage Digest

BOOKS

Company’s monthly c irculars

AC Nei lson research papers

APPENDIX

Questionnaires

Work Formats

Sales Presenter

Drafts

Cash Bills

APPENDIX – 1

Ques t i onna i r e fo r Ex i s t i ng Ou t l e t s :

Hindustan Coca Cola Beverages Pvt. Ltd.

Disc la imer : -

T h i s s u r v e y i s b e i n g c a r r i e d o u t t o i n c o m p l i a n c e o f t h e c o u r s e c u r r i c u l u m o f t h e

S u m m e r T r a i n e e , b y f i l l i n g o u t t h i s q u e s t i o n n a i r e y o u a c c e p t a n d p r o v i d e t h e

p e r m i s s i o n t o u s e t h e d a t a i n t h e s u r v e y . T h e q u e s t i o n n a i r e w i l l t a k e 5 - 6 m i n s . t o

f i l l o u t ( r e s u l t o f t h e p i l o t t e s t ) . J u s t t i c k ( ) w h i c h e v e r i s a p p l i c a b l e i n t h e

a p p r o p r i a t e q u e s t i o n s .

Ques t ionna ire

Q1 . Name o f Ou t l e t :

Q2. Loca t i on :

Q3. Li fe span o f bus ine s s :

Q4. To t a l r evenue pe r day :

Q5. Cr i t e r i a no . ’ s ( 7 c r i t e r i a ’ s f o r a new ou t l e t ) o f t he r e t a i l e r .

Q6. Type o f Ou t l e t

a . Groce ry S to r e b . Med ica l S to r e c . E & D

Ou t l e t s

d . Conven i ence s t o r e e . Ju i ce Corne r T1

T2

Q7. Dea l w i th beve rages , packaged j u i ce s and packaged wa t e r

a . Yes b . No c . No t a l l

Q8 . I f ye s , wh i ch b r ands?

a . Peps i b . Coco co l a c . Pa r l e

d . Dabur e . Any o the r s

Q9. Re t a i l e r s VPO (Vo lume Pe r Ou t l e t )

a . Coke b . Peps i c . Fo r

o the r

Q10 . How o f t en do u o rde r?

Q11 . I f you do bus ine s s w i th Coke , g ive r e a sons fo r keep ing

i t .

a . B rand Va lue b . Be t t e r s cheme

c . H igh Demand d . Good Supp ly

e . H igh P ro f i t Marg in f . Good Se rv i ce

Qua l i t y

g . Any O the r

Q12 . Any p rob l em do you f ace wh i l e do ing bus ine s s w i th a

Coke .

a . T iming & F requency o f Van b . Sa l e s man’ s ab i l i t y

c . Sa l e s man’ s a t t i t ude d . Da i l y i n o rde r s

e . Comple t e i n fo rma t ion & da i l y s chemes

f . De l i ve ry man’ s p ro fe s s iona l i sm

h . Any Othe r

Sugges t i ons , i f any : -

S igna tu r e Da ted : - …/…/2009

Questionnaire for New Outlets:

Hindustan Coca Cola Beverages Pvt. Ltd.

Disclaimer:-This survey is being carried out to in compliance of the course curriculum of the Summer Trainee, by filling out this questionnaire you accept and provide the permission to use the data in the survey. The questionnaire will take 5-6 mins. to fill out (result of the pilot test). Just tick ( ) whichever is applicable in the appropriate questions.

QuestionnaireQ1. Name of Outlet:

Q2. Location:

Q3. Life span of business:

Q4. Total sale per day:

Q5. Criteria no.’s (7 criteria’s for a new outlet) of the retailer?

Q6. Type of Outlet a. Grocery Store b. Medical Store c. E & D Outlets

d. Convenience store e. Juice Corner T1 T2

Q7. Reasons for not doing business with Coke?

a. Never approached by the company b. Less Demand

c. Profitability d. Company Policies e. Competition from the near by outlet f. Distribution system g. lack of space in shop h. Non Suitability i. Any other

Suggestions, if any:-

Signature Dated: - …/…/2009

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