CHAPTER I

1.1 INTRODUCTION
Dettol, Dove, Pears, Colgate, Coca-Cola, Dairy Milk, these are names which almost everyone
knows in India irrespective of his/her economic background. These and many more well-known
brand names are the kinds we use every day and have one thing in common: they are all a part of
the multi-billion dollar industry called the Fast Moving Consumer Goods (FMCG) industry.
Fast-moving consumer goods (FMCG), also known as consumer packaged goods (CPG), are
products that are sold quickly and at a relatively low cost. Examples include non-durable
household goods such as packaged foods, beverages, toiletries, candies, cosmetics, over-the-
counter drugs, dry goods, and other consumables.
The Fast-moving consumer goods (FMCG) sector is the 4th largest sector of the Indian
economy. It is characterized by high turnover consumer packaged goods, i.e. goods that are
produced, distributed, marketed and consumed within a short span of time. FMCG products that
dominate the market today are detergents, toiletries, tooth cleaning products, cosmetics, etc. The
FMCG sector in India also includes pharmaceuticals, consumer electronics, soft drinks packaged
food products and chocolates. Since the sector encompasses a diverse range of products,
different companies dominate the market in various sub-sectors. However, some of the top
FMCG companies in India are- Dabur (60%), Colgate (54.7%), Hindustan Unilever (54%).
Approximately 12-13 million retail stores exist across India, the large percentage of which
around 9 million are kirana stores. India FMCG sector’s comprises of few significant
characteristics like well-connected distribution network, high level of competition between the
organized and unorganized FMCG players, and low operational cost. In India, FMCG companies
have privilege of having easy availability of raw materials, cheaper labor costs and presence
across the entire value chain gives India a competitive advantage.
Indian population is spreading and becoming wealthy day by day, particularly the middle class and
the rural segments, offers immense opportunity which is left untapped to FMCG players. Growth
effect will be seen from product customization in the matured product categories like skin care,
processed and packaged food, mouth wash etc. In India, many MNCs have made their presence
through their subsidiaries (HUL, Reckitt Benckiser, P&G) and the companies launches innovative
products from their parent’s portfolio in the market regularly to ensure the steady growth. India is
a agriculture based economy and has a varied agro-climatic condition which offers extended raw
material base suitable for many FMCG sub sections like food processing industries etc.
Growing awareness, easier access, and changing lifestyle are the key growth drivers for the
consumer market. The focus on agriculture, MSMEs, education, healthcare, infrastructure and tax
rebate under Union Budget 2019- 20 was expected to directly impact the FMCG sector. Initiatives
undertaken to increase the disposable income in the hands of common man, especially from rural
areas, will be beneficial for the sector.

FMCG market in India

The FMCG sector is one of the largest sectors of the Indian economy. According to an FMCG
industry overview, revenues of the FMCG sector reached $ 52.75 bn in FY18, and are estimated to
reach $ 103.7 bn in 2020. As consumption in India grows at an unprecedented rate, the FMCG
industry remains a key sector for investors. Acknowledging these trends in the FMCG industry
profile, the Government of India has undertaken various initiatives to promote the sector. For
instance, 100% FDI is permitted in SBRT and cash-and-carry models of retail, and the minimum
capitalization for foreign FMCG companies to invest in India is $ 100 mn. Even the
implementation of GST in India has had far-reaching consequences for the sector, as the highest
selling FMCG products such as soap, toothpaste and hair oil now come under the 18% tax bracket
(as opposed to the previous 24%)
Number of households shopping on modern-trade channel grew 29.15% YoY in the September
quarter and shopping volume on the channel went up by 19.2% YoY.
In September 2021, rural consumption of FMCG increased 58.2% YoY; this is 2x more than the
urban consumption (27.7%).The domestic FMCG market increased 36.9% YoY in April-June
2021.
In the third quarter of FY20 in rural India, FMCG witnessed a double-digit growth recovery of
10.6% due to various government initiatives (such as packaged staples and hygiene categories);
high agricultural produce, reverse migration, and a lower unemployment rate. Rise in rural
consumption will drive the FMCG market. The Indian processed food market is projected to
expand to US$ 470 billion by 2025, up from US$ 263 billion in 2019-20.

WHAT IS FUNDAMENTAL ANALYSIS-

Fundamental analysis, in accounting and finance, is the analysis of a business's financial
statements (usually to analyze the business's assets, liabilities, and earnings); health and
competitors and markets. It also considers the overall state of the economy and factors
including interest rates, production, earnings, employment, GDP, housing, manufacturing
and management.
There are various tools and techniques that can be used for fundamental analysis, but they
have been categorized into two types of fundamental analysis: top-down analysis and
bottom-up analysis. Top-down analysis takes a broader view of the economy, starting with
the entire market before narrowing down into a sector, industry and finally a specific
company. Conversely, bottom-up analysis starts with a specific stock and widens out to
consider all the factors that impact its price. Most fundamental analysis is used for
evaluating share prices, but it can be used across a range of asset classes, such as bonds
and forex.
The tools that traders might choose for their fundamental analysis vary depending on
which asset is being traded. For example, share traders might choose to look at the figures
in a company’s earnings report: revenue, earning per share (EPS), projected growth or
profit margins. While forex traders may choose to assess the figures released by central
banks that allow insight into the state of a country’s economy.
Who uses fundamental analysis-
Fundamental analysis is used largely by long-term or value investors to identify well-
priced stocks and those with favorable prospects. Equity analysts will also use fundamental
analysis to generate price targets and recommendations to clients (e.g., buy, hold, or sell).
Corporate managers and financial accountants will also use financial analysis to analyze
and increase a firm's operating efficiency and profitability and to compare the firm against
the competition. Warren Buffett, one of the world's most renowned value investors, is a
promoter of fundamental analysis.
There are many factors that will increase demand and supply for a market. These factors
are complex, interrelated and their effect on price can change over time. A detailed model
and analysis is required to create a complete fundamental picture of the market. Supply and
demand is typically slow to react as supply and demand are with a strategy which protects
them from shocks to the market either in the form of supply or demand. These shocks can
come from events such as natural disasters, supply chain issues or product defects. For
example, if there a natural disaster and a major port for unloading of crude oil is damaged
so that ships cannot unload their cargo, creating a surprise and immediate reduction in
supply, that was not forecast or predicted in a supply and demand model.

Financial Ratios:
Financial ratios are generally computed from the financial statement of the
company. They tell us about the specific things about the company, for e.g.
dividend payout ratio tells us what percentage of the earnings, company pays as dividend.
Some of the most well-known valuation ratios are price-to-earnings and price-to-book.
Each valuation ratio uses different measures in its calculations. For
example, price-to-book compares the price per share to the company's book value. The
calculations produced by the valuation ratios are used to gain some
understanding of the company's value. The ratios are compared on an absolute basis,
in which there are threshold values. For example, in price-to-book, companies
trading below '1' are considered undervalued. Valuation ratios are also compared to the
historical values of the ratio for the company, along with comparisons to
competitors and the overall market itself.

Investments/Developments
Some of the recent developments in the FMCG sector are as follows:
•In November 2021, Tata Consumer Products (TCPL) signed definitive agreements to
acquire 100% equity shares of Tata SmartFoodz Limited (TSFL) from Tata Industries
Limited for a cash consideration of Rs. 395 crore (US$ 53.13 million). This move was in
line with TCPL’s strategic intent to expand into the value-added categories.
•In November 2021, Unilever Plc agreed to sell its global tea business to CVC Capital
Partners for EUR 4.5 billion (US$ 5.1 billion. The business being sold Ekaterra hosts a
portfolio of 34 tea brands including Lipton, PG Tips, Pukka Herbs and TAZO.
•In November 2021, McDonald’s India partnered with an FMCG company ITC to add a
differentiated fruit beverage, B Natural, to its Happy Meal, which will be available across
all McDonald’s restaurants in South and West India, primarily catering to children aged 3–
12 years.
•In October 2021, Procter & Gamble announced an investment of Rs. 500 crore (US$ 66.8
million) in rural India.
•In September 2021, PepsiCo commissioned its Rs. 814 crore (US$ 109.56 million) Kosi
Kalan foods facility in Mathura, Uttar Pradesh; it is the company's largest greenfield
manufacturing investment in India.
•In June 2021, Dabur India announced its Rs. 550 crore (US$ 75.6 million) investment to
set up a new plant in Madhya Pradesh for manufacturing of food products, Ayurveda
medicines and health supplements.
•As of June 2021, e-commerce share has already touched 7-8% for some of the largest
FMCG companies in the country, according to Accenture India.
•In July 2021, HUL launched in-store vending machine model, Smart Fill machine, for its
home care products with the aim to reuse and recycle plastic. Smart Fill machine will allow
consumers to reuse plastic bottles by refilling products from its brands like Surf Excel,
Comfort and Vim.
1.2 OBJECTIVES OF THE STUDY
 To know about the FMCG industry and its contribution towards Indian economy
 To know the quality of the products of the FMCG sector
 To study the comparative analysis of each company of FMCG sector
 To study the marketing strategy of each company of FMCG sector
 To know the profile of the FMCG sector

1.3 STATEMENT OF THE PROBLEM-:

In this today’s world people are often search for the fast action. They search for the product which
are easy to handle , easy to get anywhere they go.
Even if you aren’t familiar with the abbreviation FMCG, you’ll almost certainly have come into
contact ,probably every day with a variety of FMCG products and brands.
An abbreviation for “Fast Moving Consumer Goods”, the FMCG industry concerns products that
are sold quickly and at a relatively low cost – so things like packaged foods, toiletries, soft drinks,
over-the-counter medications, and so on.
Most people will have heard of some of the best-known brand names in FMCG – like Unilever,
P&G, PepsiCo and Nestle – but the industry also comprises thousands of other much smaller
brands, who produce everything from snack bars and tea bags to pens, toothpaste and shampoo.
Even so there are challenges for FMCG like, high competition, confusing brand in same category,
managing effective distribution is very difficult, identifying what to sale at different sale point is
difficult, rural distribution is difficult, Low shelf life etc. All the above reasons create a
problems /challenges for FMCG sector. Therefore an attempt has been to undertake research topic
entitled
“ A study on fundamental analysis of FMCG sector with reference to selected companies”

1.4 SIGNIFICANCE
The present study gives knowledge to the investors to choose a safe investment and to identify the
growth opportunities in the future. FMCG industry is one of the major and important industries in
the world. Large numbers of foreign investors are coming and investing in Indian FMCG sector
due to its large potential growth in future. From this study we understand the marketing strategies
of FMCG sector for their each company, the product differentiation for each company.
1.5 SCOPE OF THE STUDY
This study provides a precise presentation of data and guidelines that will help a fresh
investor as well as a venture investor to know vital aspects of investing. This study helps
to the investors to choose a safe investment and to identify the growth opportunities in
the future. FMCG industry is one of the major and important industries in the world.
Large numbers of foreign investors are coming and investing in Indian FMCG sector
due to its large potential growth in future. The scope of the study is limited to analyzing
the financial statements and periodical reports published by the company and the
information from the journals and websites.

1.6 METHODS OF DATA COLLECTION

1.6.1 Primary data collection-
Primary data for the study is collected through a comprehensive structured questionnaire.

1.6.2 Secondary data collection-

The data collected for the analysis is through the secondary sources like company’s annual report,
various websites etc.

1.7LIMITATIONS OF THE STUDY

Because of the pandemic it was become hard to go out of the house to visit physically to any
company for project. So this data is collected through the secondary sources like company’s
annual report, library sources like books, articles on company etc. hence the reliability of the data
is not 100% and I have taken only past 5year financial information.
 CHAPTER II

2. COMPANY PROFILE

Fast Moving Consumer Goods (FMCG) play a vital role in our lives to satisfy our basic needs.
FMCG products have a short shelf life that is produced in high volumes for rapid consumption.
Here I have chosen 5 companies of FMCG sector which are as follows-

1. HINDUSTAN UNILEVER

2.1 OVERVIEW-

Type Public

Traded as BSE
NSC
BSC NENSEX
NSC NIFTY 50

Industry Consumer goods

Prodessesor Hindustan vanspati

Manufacturing company(1931-1956)
Lever brothers India ltd(1933-1956)
United Tradors ltd
 Hindustan liver ltd

Founded 1933; 88 years ago

Headquarters Mumbai ndia

Key people Sanjiv Mehta (CEO)

Products Foods, cleaning agents, personal care, skin care and

water purifiers

Revenue Increase 40,415 crore (US$5.4 billion) (2020)

Number of employees 21,000 (2020)

.
Hindustan Unilever Limited is the oldest and the largest FMCG company in India.
Brands and products
HUL is the market leader in Indian consumer products with presence in over 20 consumer
categories such as soaps, tea, detergents and shampoos amongst others with over 700
million Indian consumers using its products. Sixteen of HUL's brands featured in the
ACNielsen Brand Equity list of 100 Most Trusted Brands Annual Survey carried out by
Brand Equity, a supplement of The Economic Times.
FOOD
A pouch of BRU instant coffee, product of Hindustan Unilever.
Annapurna salt and Atta (formerly known as Kissan Annapurna)
Bru coffee
Brooke Bond (3 Roses, Taj Mahal, Taaza, Red Label) tea
Kissan squashes, ketchups, juices and jams
Lipton ice tea
Knorr soups & meal makers and soupy noodles
Kwality Wall's frozen dessert
Magnum (ice cream)
Horlicks

HOMECARE
Active Wheel detergent
Comfort fabric softeners
Domex disinfectant/toilet cleaner
Rin detergents and bleach
Sunlight detergent and color care
Surf Excel detergent and gentle wash
Vim dish wash

PERSONAL CARE
Axe deodorant and after shaving lotion and soap
LEVER Ayush Therapy Ayurvedic health care and personal care products
International breeze
Clear anti-dandruff hair products
Clinic Plus shampoo and oil
Close Up toothpaste
Dove skin cleansing & hair care range: bar, lotions, creams and anti-per spirant deodorants
Denim shaving products
Glow and Lovely, skin lightening cream
Hamam
Indulekha ayurvedic hair oil
Lakmé beauty products and salons
Liril 2000 soap
Lux soap, body wash and deodorant
Pears soap, body wash
Pepsodent toothpaste
Pond's talcs and creams
Rexona
Sunsilk shampoo
Vaseline petroleum jelly, skin care lotions

CONTROVERSIES
1. Mercury pollution
In 2001 a thermometer factory in Kodaikanal run by Hindustan Unilever was accused of
dumping glass contaminated with mercury in municipal dumps, and selling it on to scrap
merchants unable to deal with it appropriately. Protests by local NGOs and Greenpeace
lead to the shutting of the factory in March 2001. After protest by activists led by Deepak
Malghan of the Indian Institute of Management Bangalore Hindustan Unilever admitted
before court to being guilty in the case in 2010.
2. Kumbh Mela ad
In March 2019 HUL's advertisement for its beverage Brooke Bond Red Label tea was
criticized on social media. A company tweet referred to the Kumbh Mela as a place where
elderly people get abandoned by their family members. This resulted in a severe backlash
in the form of an adverse hashtag trending on Twitter '#BoycottHindustanUnilever'.

MISSION STATEMENT
Unilever’s corporate mission is “to add vitality to life. We meet every day needs for
nutrition, hygiene and personal care with brands that help people feel good, look good and
get more out of life.” This mission statement underscores how the company satisfies
customers in various aspects of their lives. The following are the significant components in
Unilever’s mission statement:
a. Adding vitality to life
b. Meeting everyday needs for nutrition, hygiene, and personal care
c. Helping people feel good, look good, and get more out of life
Adding vitality to life is a general indicator of business strategy in Unilever’s corporate
mission statement. Such vitality is the value that consumers can expect from the
company’s products. The corporate mission also specifies the aspects of life where such
vitality is added. For example, Unilever’s food products address consumers’ vitality needs
in terms of nutrition. Furthermore, through these products, the company attracts customers
who want to feel good, look good, and get more out of life. The mission statement’s
specification of the types of products provides a foundation for the product mix in
Unilever’s marketing mix.

VISION STATEMENT
Unilever’s corporate vision is “to make sustainable living commonplace. We believe this is
the best long-term way for our business to grow.” This vision statement puts emphasis on
sustainability, especially among consumers. The following components are notable in
Unilever’s vision statement:
a. Commonplace sustainable living
b. Best long-term way
c. Business growth
Commonplace sustainable living is a core component in Unilever’s corporate vision
statement. This component shows the company’s efforts in changing its products to suit
current market conditions. For example, through sustainable design for home care and
personal care products, Unilever helps consumers reach their goals to integrate
sustainability in their lives. The corporate vision also states that commonplace
sustainability is the best long-term way for the business. Unilever understands the
importance of sustainability and other market trends shaping the industry. Moreover, the
vision statement reflects the company’s view of sustainability as a way to maintain
business growth. This vision statement aligns with Unilever’s corporate social
responsibility strategy to address business stakeholders in the consumer goods industry.

HINDUSTAN UNILIVER’S ACHIEVEMENTS

i. In 2012, HUL was recognized as one of the world's most innovative companies by
Forbes. With a ranking of number 6, it was the highest ranked FMCG company.
Hindustan Unilever Limited (HUL) won the first prize at FICCI Water Awards
2012 under the category of 'community initiatives by industry' for Gundar Basin
Project, a water conservationist initiative.
ii. Hindustan Unilever Limited won 13 awards at the Emvies 2012 Media Awards
organized by the Advertising Club Bombay in September 2012.
The company received four awards at the Spikes Asia Awards 2012, held in
September. The awards included one Grand Prix one Gold Award and two Silver
Awards.
iii. HUL's Chhindwara Unit won the National Safety Award for outstanding
performance in Industrial Safety. These awards were instituted by the Union
Ministry of Labor and Employment in 1965. HUL was one of the eight Indian
companies to be featured on the Forbes list of World's Most Reputed companies in
2007.
iv. In July 2012 Hindustan Unilever Limited won the Golden Peacock Occupational
Health and Safety Award for 2012 in the FMCG category for its safety and health
initiatives and continuous improvement on key metrics.
v. The Institute of Competitiveness, India, has recognized Hindustan Unilever
Limited's Project Shakti for ‘Creating Shared Value’ and bestowed upon the
company the Porter Prize for 2014. It ranked number one on the Forbes list of
‘Most Innovative Companies’ across the globe for 2014 and was ranked number
three on Fortune India's list of India's most admired companies in a list compiled
with the help of a global management consultancy Hay Group. It received an award
from Dun & Bradstreet Corporate Awards in 2014 and was Client of the Year at
Effies 2013 – 2014.
 vi. It also received an award as a 'Conscious Capitalist of the Year' at the 2013 Forbes
India Leadership Awards. HUL won 12 awards overall with 4 Gold’s, 4 Silvers
and 4 Bronzes at the 2013 Emvies Awards.
vii. In 2013, HUL ranked number two on the on Fortune India's 2013 '50 Most
Admired Companies list' and was declared the fourth most Respected Company in
India in a survey conducted by Business World in 2013.
viii. As per a 2015 Nielsen Campus Track-business school survey, Hindustan Unilever
emerged among the top employers of choice for B-school students graduating that
year. It has often been called a 'Dream Employer' for application by B-School
students in India.

DISTRIBUTION NETWORK-
i) C& FAs as buffer stock points
In the recent past, a significant change has been the replacement of the Company
Depot by a system of third party Carrying and Forwarding Agents (C&FAs)
The C&FAs act as buffer stock- points to ensure that stock-outs did not take place.
The C&FA system has also resulted in cost savings in terms of direct transportation
and reduced time lag in delivery. The most important benefit has been improved
customer service to the RS. The role performed by the Redistribution Stock lists
has also undergone changes over the years. Financing stocks, providing
manpower, providing service to retailers, implementing promotional activities,
extending indirect coverage, reporting sales and stock data, screening for transit
damages are some of the functions performed by the RS today.
ii) Formation of mother report
HUL has grown manifold over the years. In the process, the number of factories
and the number of SKUs too have increased. In order to rationalize the logistics and
planning task, an innovative step s been the formation of the Mother Depot and Just
in Time System (MD-JIT). Certain C&FAs were selected across the country to act
as mother depots. Each of them has a minimum number of JIT depots attached for
stock requirements. All brands and packs required for the set of markets which the
MD and JITs service in a given area are sent to the mother depot by all
manufacturing units. The JITs draw their requirements from the MD on a weekly or
bi-weekly basis.
iii) Redistribution Net
An IT-powered system has been implemented to supply stocks to redistribution
stock lists on a continuous replenishment basis. Launched in 2001, RS Net is part
of Project Leap, HUL’s end-to-end supply chain initiative. Project Leap begins
 with the supplier, runs through the factories and depots and reaches up to the RSs.
The objective is to catalyze HUL’s growth by ensuring that the right product is
available at the right place in the right quantities and at the right time.
Leap also aims at reducing inventories and improving efficiencies right through the
extended supply chain.
RS Net is one of the largest B2B e-commerce initiatives ever undertaken in India.

2. ITC LIMITED

2.1 OVERVIEW

Type Public

Traded as BSE: 500875

NSE: ITC

BSE SENSEX

NSE NIFTY 50

Industry Conglomerate

Predecessor W.D. & H.O. Wills

Founded 24 August 1910; 111 years ago

Headquarters Virginia House, Kolkata, West Bengal, India

Area served Indian subcontinent

Gulf countries

Key people Sanjiv Puri(Chairman & MD)

 Products Consumer goods Apparel Education Hotels
and Resorts Paperboards & Specialty papers
Packaging Agri business Information
technology Cigarettes

Revenue Increase 74,979 crore (US$10 billion)

(2020)

Established in 1910 as the Imperial Tobacco Company of India Limited, the company was
renamed as the India Tobacco Company Limited in 1970 and later to I.T.C. Limited in
1974. The company now stands renamed to ITC Limited, where "ITC" today is no longer
an acronym. The company completed 100 years in 2010 and as of 2019–20, had an annual
turnover of US$10.74 billion and a market capitalization of US$35 billion. It employs
36,500 people at more than 60 locations across India.
The company has 13 businesses in 5 segments. It exports its products in 90 countries. Its
products are available in 6 million retail outlets. ITC Limited is a holding company, which
is engaged in the marketing of fast moving consumer goods (FMGC).
Its Agri Business segment includes Agri commodities, such as soya, spices, coffee and leaf
tobacco.
Its brands includes -
Aashirvaad, Sunfeast Dark Fantasy, Bingo!, Yumitos, YiPPee!, Candyman, GumOn,
Classmate, Fiama Di Wills, Vivel, Superia, Engage, Wills Lifestyle, John Players,
Mangaldeep and Aim, among others.

MISSION STATEMENT
To enhance the wealth generating capability of the enterprise in a globalizing environment,
delivering superior and sustainable stakeholder value.

VISION STATEMENT
Sustain ITC's position as one of India's most valuable corporations through world class
performance, creating growing value for the Indian economy and the Company's
stakeholders.
ITC RESEARCH AND DEVELOPMENT

1. Driving Science-Led Product Innovation

ITC's state-of-the-art ITC Life Sciences and Technology Centre (LSTC) in Bengaluru is at
the core of driving science-led product innovation to support and build ITC's portfolio of
world-class products and brands. The LSTC team, comprising over 350 highly qualified
scientists, has a mandate to work on future-ready science platforms, design differentiated
products to address unique needs and deliver superior benefits to Indian consumers.
ITC LSTC has evolved over the years and is presently equipped with world-class scientific
infrastructure and state-of-the-art facilities to create knowledge and build intellectual
property through experimental research, rapid prototyping and process development.
Over 900 patents have been filed in a relatively short period of time, bearing testimony to
LSTC's vitality and capabilities.
2. Addressing emerging consumer needs
As the COVID-19 pandemic accelerated demand for health and hygiene products, LSTC
scientists and product development teams have enabled the Branded Packaged Foods and
Personal Care Businesses to deliver a range of differentiated and superior quality products
in the 'new normal'. Innovative science-based programs continue to be leveraged to drive
systematic reduction in salt, sugar and fat from packaged food products recipes, without
compromising on sensory attributes. Leading technology platforms in Hygiene and Health
& Wellness continue to power innovation and facilitate the development of next generation
product offerings to serve emerging consumer needs.
3. Centres of Excellence
Centres of Excellence in Biosciences, Agri-sciences and Materials, and robust research
platforms for Beauty & Hygiene, Heath & Wellness, Agro-forestry & Crop Sciences and
Sustainable Packaging Materials continue to drive world-class innovation. Rigorous
systems, processes and industry best practices have enabled securing global quality
certifications - a key enabler in delivering products with the highest standards in quality,
safety and efficacy to the Indian consumers.
In line with ITC's relentless focus on operational excellence and quality, each Business is
mandated to continuously innovate on materials, training, processes and systems to
enhance their quality competitiveness. Innovations are integral to the Business strategies
and LSTC actively collaborates with the Businesses in this regard, making ITC a
forerunner in introducing first-to-market innovative products for Indian consumers.
SWOT ANALYSIS
SWOT Analysis of ITC Limited focuses on Strength, Weakness, Opportunities, and
Threats. ITC Limited is an Indian conglomerate that operates in a variety of diversified
businesses. ITC has six separate industry verticals, FMCG, Hotel, Paperboards, Specialty
Papers, Packaging, IT, and Agribusiness.
Let’s discuss the SWOT Analysis of ITC Limited,
Strength
 ITC’s cigarette sector contributes a significant proportion of its sales to the FMCG.
 Increasing Revenue of ITC Limited in the year by year is its main strength. In the
year 2019, its revenue was 52,035 crore.
 Net profit is Rs. 13,389.80 Crores in 2020.
 Number of Employees 27279
 Portfolio of Companies:
Under its name, ITC has 6 large and diverse businesses that boost its total revenue
and allow ITC to innovate and pursue other business opportunities.
 Powerful brand:
ITC is a large brand house with most of its products leading the segments in which
it works.
 ITC owns some of the most famous cigarette brands, such as the Gold Flake and
Classic. It also owns Sunfeast, one of India’s highest-selling biscuits. Similarly, the
Aashirvaad Chaki Fresh Ata, the Yippee! , Engage, John Players, and Bingo are all
among the industry leaders in their respective groups.
 ITC’s hotel and property businesses are also doing well. With a portfolio like this,
ITC has become one of India’s most dominant conglomerates and is revered all
over the world.
 Efficient Social Business Initiatives:
The ITC has developed a three-pronged strategy that focuses on building national
economic, social, and environmental resources.
 ITC has a large and competent management team. Clear brand image, outstanding
promotional goods Diversified range of products and services, including FMCG,
hotel chains, paper & packaging, and agribusiness

Weakness
 High Proportion of Tobacco Product Revenues:
ITC has made continuous efforts to separate the FMCG sector from over-
dependence on tobacco products and has been successful in doing so to some
 degree. Nonetheless, tobacco products remain the biggest source of revenue
contributing more than 60 percent to FMCG’s overall revenue.
 Tobacco Products Association has an impact on the brand:
ITC has made a great deal of effort to enhance its corporate image, but the fact that
ITC has many tobacco products in its portfolio has an impact on its corporate
image. The increase in the Tobacco Tax has an effect on revenue: due to the rise in
the tax on tobacco products, rates and, subsequently, profits are affected.
 ITC is still dependent on its tobacco sales, and people have cheaper alternatives and
other brands.
 The hotel industry has not been able to build an enormous market share.

Opportunity
 Acquisitions:
ITC will continue to make strategic acquisitions, as it has done in the past, by
purchasing Savlon from Johnson & Johnson and B Natural from Balan Natural
Foods. Keeping in mind that the product fits into the current distribution network,
ITC will try to increase its product range and broaden its non-tobacco FMCG
business and thus improve its revenue base.
 Growth in purchasing power and changing lifestyles:
ITC can tap into rising buying power and changing customers’ lifestyles in India. It
will help to raise sales for all of its companies.
 Growing Personal Hygiene as well as Food Processing Industry in India:
ITC should use its distribution channel in the Personal Hygiene and Food
Processing Industry to capitalize on the growth of categories and thus increase
revenue.
 Tap opportunities created in the rural sector: the rising rural sector in India and
other developing nations are generating enormous opportunities to boost the
company’s bottom line.
 Mergers and acquisitions are planned to reinforce the brand.
 Increased people’s buying power, thus rising competition. More exposure to hotel
chains to increase market share.

Threat
 Intensifying rivalry in FMCG companies:
ITC is facing intense competition in its FMCG market from major MNCs such as
HUL and P&G and Indian FMCGs such as Patanjali and Dabur. It limits the market
share of the ITC.
 Regulations and Increased Taxation in Cigarette Business:
The Tobacco and Cigarette Industry in India continues to be regulated by strict
government regulations and the tax system. This poses a threat to the highly
profitable ITC Cigarette company.
 Increasing health awareness: there has been an increase in health awareness, which
has resulted in a decrease in the demand for tobacco products in India. Anti-
smoking programs throughout the country also have an effect on cigarette sales.
 Intense and increasing competition among other FMCG companies and hotel
chains.

ACHIEVEMENTS
1. ITC Limited has been adjudged 'Best Governed Company' at the 20th ICSI
National Awards for Excellence in Corporate Governance, 2020 in the Listed
Segment: Large Category
2. Mr Nakul Anand, Executive Director, won 'The Corporate Hotelier of the
World' Award 2019 from HOTELS, USA
3. ITC has been globally ranked no.1 amongst peers and no.3 overall by
Sustainalytics, a global Environmental, Social and Governance (ESG) rating
company, for ESG performance in the ~Food Products Industry'.
4. ITC's Agri Business received the Global Good Agricultural Practices (GAP)
certification, for its efforts in implementing sustainable agricultural practices
with chills farmers in Andhra Pradesh, Karnataka and Telangana.
5. ITC received 2 Effie Awards in the ~Integrated Marketing Campaign' and
Foods' Categories (Silver Awards highest honors) for Aashirvaad Atta's Tarun's
Tiffin' advertisement campaign.
6. The Savlon 'Healthy Hands Chalk Sticks' campaign was listed among 'Iconic
Work' of the decade in Cannes Lions Creativity Report, 2019
7. ITC won the 'Breakthrough Innovations Award' in the Superstar category from
Nielson, a global provider of market research, for its Engage ON product, 2019
8. ITC Head Office, Kolkata received the ~LEED Platinum' Certification in
Existing Building Operation & Maintenance category from the U.S. Green
Building Council.
9. ITC's Spices Business won the Award for Excellence in Export from the Spice
Board of India in 2018.
10. ITC's Paperboards Business was recognized as the Best Performer in the pulp &
paper sector by the Bureau of Energy Efficiency under the Perform, Achieve
and Trade Scheme in 2018
 3.DABUR

OVERVIEW-

Type public

Traded as BSE

NSC

Industry Consumer goods

Founded 1884 137 years ago

Founder S.K.Burman

Headquarters Gaziabad Uttar Pradesh , India

Area served World wide

Key people Amit Burman (Chairman)

Mohit Malhotra (CEO)

Products Skin care Hair care Oral hygiene Health

supplements Drinks

Revenue Increase 8,989 crore (US$1.2 billion) (2020)

 Number of employees 7,740 (March 2020)

Dabur Ltd is an Indian multinational consumer goods company, founded by S. K. Burman and
headquartered in Ghaziabad, Uttar Pradesh. It manufactures Ayurvedic medicine and natural
consumer products, and is one of the largest fast-moving consumer goods (FMCG) companies in
India. Dabur derives around 60% of its revenue from the consumer care business, 11% from the
food business and remaining from the international business unit.
Dabur demerged its Pharma business in 2003 and hived it off into a separate company, Dabur
Pharma Ltd. German company Fresenius SE bought a 73.27% equity share in Dabur Pharma in
June 2008 at 76.50 a share.
Dabur International, a fully owned subsidiary of Dabur India formerly held shares in the UAE-
based Weikfield International, which it sold in June 2012.

CONTROVERSY
Former executive director Pradip Burman was on the list of black money account holders on 27
October 2014 when BJP government revealed the names. Dabur rejected the black money charge.
In December 2020, a report by the Centre for Science and Environment showed that Dabur Honey,
along with other major brands' products, was adulterated with sugar syrup.

HISTORY
1884
Birth of Dabur
Dr. S. K. Burman launches his mission to make health care products in Calcutta.
1896
Setting up a manufacturing plant
With growing popularity of Dabur products, Dr. Burman expands his operations by setting up a
manufacturing plant for mass production of formulations.
Early 1900s
Ayurvedic medicines
Dabur enters the specialized area of nature-based Ayurvedic medicines , for which standardized
drugs are not available in the market.

1919
Establishment of research laboratories
The need to develop scientific processes and quality checks for mass production of traditional
Ayurvedic medicines leads to establishment of research laboratories.
1920
Expands further
Dabur expands further with new manufacturing units at Narendrapur and Daburgram. The
distribution of Dabur products spreads to Bihar and the North-East.
1936
Dabur India (Dr. S.K. Burman) Pvt. Ltd.
Dabur becomes a full-fledged company - Dabur India (Dr. S. K. Burman) Pvt. Ltd.
1972
Shift to Delhi
Dabur's operations shift to Delhi. A new manufacturing plant is set up in temporary premises in
Faridabad on the outskirts of Delhi.
1979
Sahibabad factory / Dabur Research & Development Centre (DRDC)
Commercial production starts in the new Sahibabad factory of Dabur, one of the largest and best
equipped production facilities for Ayurvedic medicines. Launch of full-fledged research
operations in pioneering areas of health care with establishment of the Dabur Research &
Development Centre (DRDC).
1986
Public Limited Company
Dabur becomes a Public Limited Company. Dabur India Ltd. comes into being after reverse
merger with Vidogum Limited.
1992
Joint venture with Agrolimen of Spain
Beginning a new chapter of strategic partnerships with international businesses, Dabur enters into
a joint venture with Agrolimen of Spain. This new venture is to manufacture and market
confectionery items in India.
1993
Cancer treatment
Dabur enters the specialized health care area of cancer treatment with its oncology formulation
plant at Baddi in Himachal Pradesh.

1994
Public issue
Dabur India Ltd. raises its first public issue. Due to market confidence in the Company, shares
issued at a high premium are oversubscribed 21 times.
1995
Joint Ventures
Extending its global partnerships, Dabur enters into a Joint Venture (JV) with Osem of Israel for
food and Bongrain of France for Cheese & other dairy products.
1996
3 separate divisions
For better operation and management, 3 separate divisions are created according to their product
mix - Health Care, Products Division, Family Product Division & Dabur Ayurvedic Specialities
Limited.
1997
Foods Division / Project STARS
Dabur enters full-scale in the nascent processed foods market with creation of a Foods Division.
Project STARS (Strive to Achieve Record Successes) is initiated to give a jump-start to the
Company and accelerate its growth performance.
1998
Professionals to manage the Company
With changing demands of business and to inculcate a spirit of corporate governance, the Burman
family inducts professional to manage the company. For the first time in the history of Dabur, a
non- family professional CEO sits at the helm of the company.
2000
Dabur India Ltd turnover crosses the Rs 1,000 Crore mark
Dabur establishes its market leadership status with a turnover of Rs.1,000 crores. From a small
beginning and upholding the values of its founder, Dabur now enters the august league of large
corporate businesses.
2003
Dabur demerges Pharma Business
Dabur India approved the demerger of its pharmaceuticals business from the FMCG business into
a separate company as part of plans to provide greater focus to both the businesses.
2005
Dabur aquires Balsara
As part of its inorganic growth strategy, Dabur India acquires Balsara's Hygiene and Home
products businesses, a leading provider of Oral Care and Household Care products in the Indian
Market, in a INR 143 Crore all cash deal. Dabur announces Bonus after 12 years
Dabur India announces issue of 1:1 bonus share to its shareholders (i.e. one share for every one
share held.)
2006
Dabur crosses $2bn market Cap, adopts US GAAP
Dabur India crosses the $2 billion mark in market Capitalization. The company also adopted US
GAAP in the line with the commitment to follow Global Best Practices and adopt highest
standards of transparency and governance.
Approves FCCB/GDR/ADR up to $200 million
Moving forward on the inorganic growth path Dabur India decides to raise upto $200 million from
the international market through bonds, FCCBs, GDR, ADR, QIPs or any other securities.
2007
Celebrating 10 years of Real
Dabur Foods unveils the new packaging and design for Real on the occasion of 10 years
completion of the brand. The new defined modern look depicts the natural goodness of the juice
from freshly plucked fruits. Foray into organized retail
Dabur India announces its foray into the organized retail business through a wholly-owned
subsidiary, H&B Stores Limited. Dabur goes on to further invest INR 140 Crores by 2010 to
establish its presence in the retail market in India with a chain of stores on the Health & Beauty
format.
Dabur Foods Merged With Dabur India
Dabur India decides to merge its wholly owned subsidiary Dabur Foods Limited with itself to
exact synergies and unlock operational efficiencies.
2008
Acquires Fem Care Pharma
Dabur India acquires Fem Care Pharma, a leading player in the women skin care market. Besides
an entry into the high growth skin care market with an established brand named Fem, this
transaction also offers Dabur a strong platform to enter newer product categories and markets.
2009
Dabur Red Paste joins 'Billion Rupee Brand' club
Dabur Red Paste becomes Dabur's 9th billion rupee brand by crossing the billion rupee turnover
mark within 5 years of its launch.
2010
Dabur makes its first overseas acquisition
Dabur makes its first overseas acquisitions by buying Hobi Kozmetik Group, a leading personal
care products company in Turkey, for $69 Million. This is followed in succession by the
acquisition of 100% equity in Namaste Laboratories LLC of the US for $100 Million.
2011
Dabur enters professional skin care market
Dabur enters professional skin care market with the launch of Oxylife Professional Facial Kit,
created exclusively for professional use. The range is further expanded with the launch of facials
and a body bleach under the brand Fem. Dabur India acquires 30-Plus from Ajanta Pharma
Dabur India Limited acquires Ajanta Pharma's over-the-counter brand '30-Plus'
2012
Dabur crosses Billion-Dollar Turnover Mark
Dabur India Ltd. surpasses the billion-dollar turnover mark during the 2011-12 fiscal to end the
year on a high note with net sales of INR 5283.17 Crores.
2013
Market Capitalization crosses the $5-Billion mark.
2015
Brand Real, Vatika and Amla cross the Rs. 1,000-Crore turnover mark.
2016
Dabur Gulabari and Dabur Lal Dant Manjan clock a turnover of Rs. 100 Crore each.
2017
Dabur India launches mobile honey testing lab
2018
Consolidated revenues in 2018-19 grew by 10.1 per cent to Rs 8533 crore from Rs 7748 crore in
the previous fiscal.

AWARDS / RECOGNITION
 Dabur Chyawanprash Immune India Campaign bags Gold Award for Best School Contact
program.
 Dabur among India's 50 Best Blue Chip Companies offering best investor returns.
 Dabur India listed among Top 5 Indian brands to look out for in 2010, according to MSN.
 Dabur India Ltd ranked 19th amongst India's Best Wealth Creators by Dalal Street Journal.
 Dabur placed 158 in BS-1000 list. In the Super Rank, Dabur placed No 9.
 Dabur is category winner in FMCG-Personal Care as biggest wealth creator.
 Dabur moves up 12 places to take 79th position in Super 100 list for 2009.
 Dabur India CEO Sunil Duggal among India's Most 'Valuable CEOs.
 Dabur India Ltd moves up 6 places In ET- 500 List for 2009.
 Dabur is India's 25th Most Valuable Brand.

MISSION STATEMENT
Ghar Ghar Ayurveda Contemporize Ayurveda and make it relevant for the next generation.

VISION STATEMENT
Dedicated to the Health and Well-Being of every household.

PRINCIPLES
 Ownership
This is our Company and we accept personal responsibility and accountability to meet
business needs.
 Passion for Winning
We all are leaders in our area of responsibilities with a deep commitment to deliver results. We
are determined to be the best at doing what matters the most.
 People Development
People are our most important asset. We add value through result-driven training, while
encouraging and rewarding excellence.
 Consumer Focus
We have superior understanding of consumer needs and develop products to fulfill them.
 Team Work
We work together on the principle of mutual trust and transparency in a boundary-less
organization. We are intellectually honest in advocating proposals, including recognizing risks.
 Innovation
Continuous innovation in products and processes is the basis of our success.
 Integrity
We are committed to the achievement of business success with integrity. We are honest with
consumers, with business partners and with each other.

SWOT ANALYSIS
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a technique used by the
company to determine its competitive position, to form strategies and plans accordingly, and to
achieve the organizational objective. A SWOT analysis of Dabur measures internal and
external factors, as well as current and future possibilities.
Strengths
Lower Prices: The low-fee shape of Dabur makes it less difficult for producers to fabricate
items or merchandise at lower prices after which promote it at a low fee within side the
markets.
Website & E-commerce: Dabur has a well-functioning and connecting website that fascinates
a massive quantity of site visitors and offers on e-commerce.
Bonus Tip: Digital marketing skills such as e-commerce management & Word Press website
training by IIDE are high in demand among students because of the rise in the use of these
methodologies by brands like Dabur and many more. So, if you also want to up skill yourself
then IIDE 13+ short term courses in digital marketing will surely help you to enhance your
knowledge. National Presence: It turned into setup within side the year 1884 so it has a
massive revel in on being and jogging the Indian Market. They have nice expertise in the
Indian marketplace.
Health Representer: It has a diverse product portfolio that includes fitness care merchandise,
splendour merchandise, juices in addition to dental care merchandise. It is likewise one of the
financially effective natural care brands in India.
Market Share: Share per cent of Dabur India is excellent within side the marketplace, it’s far
on the pinnacle of many opponents.
Wider Ratio: The ratio chain of Dabur India may be certainly considered one among their
powers and family members to fulfillment.
Weakness
Rules & Regulations: The Indian rules are very extraordinary from the Western international
wherein fruit juice is inebriated at some stage in breakfast.
Effect of Cola Market: Dabur’s product Real Fruit Juice is luxurious in comparison to aerated
drinks inclusive of Pepsi or Coca-Cola, and hence might not be willing in the direction of all
consumers.
duplicity: Many unbranded and duplicate products are being sold under the name of Dabur.
International Toothpaste Competitors: Dabur not only has competition from local brands, but
also international players like Colgate.
Less Merchandise to Local Retails: Distant from it, Dabur has now no longer directed on
increasing its merchandise through local retail stores.
Opportunities
Yoga & Ayurveda all over the World: Yoga and Hindu affiliation is proving greater power to
the worldwide penetration of Ayurvedic medicinal drug excessive humans have started to
apprehend that Ayurvedic drugs as Dabur, Himalayas, and so on haven’t any terrible impact.
Building Product Line: Dabur also can develop its product line to beautify the quantity of
domestic care and splendour commodities.
Recent Health Activities: The era of modernization and instant food has led to an unhealthy
lifestyle, and people are forced to take ayurvedic medicines and supplements like
Chyawanprash, Hajmola, etc.
Demand in Foreign Market: Dabur products have an equally high demand in foreign markets.
Introduction of Ayurvedic Beverages: Expansion of the product line and introducing ayurvedic
beverages can boost their business.
Threats
Competition from MNC’s: Dabur faces stiff opposition from big MNC’s like ITC, HUL,
Patanjali in the Indian marketplace and worldwide manufacturers.
Entrance of Local Bodies: With an increasing trend of ayurvedic medicines and supplements,
many local brands have also entered the market.
Too Many Products: Dabur seeks the attention of customers by providing a variety of
products, which also become a threat to the brand as many duplicates and unbranded goods are
sold under the same name.
 4.AMUL

OVERVIEW-

Type Co -operative society

Industry Food processing , FMCG

Founded 1946: 75 years

Founder Tribuvandas Patel

Headquarters Anand, Gujarat, India

Area served World wide

Key people Rupinder Singh Sodhi ( Managing Director)

Products Dairy

Revenue Increase 386 billion (US$5.1 billion) (2020)

Number of employees 1,000 (Marketing Arm)

3.6 million (3.6 million) (Milk producing

members)

INTRODUCTION-
'Amul is an Indian dairy cooperative society, based at Anand in the Indian state of Gujarat.
Formed in 1946, it is a cooperative brand managed by a cooperative body, the Gujarat Co-
operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by 3.6
million (3.6 million) milk producers in Gujarat, and the apex body of 13 District Milk
Unions, spread across 13,000 villages of Gujarat .Amul spurred India's White Revolution,
which made the country the world's largest producer of milk and milk products.
Kaira Union introduced the brand “Amul” for marketing its product range. The word
“Amul” is derived from Sanskrit word ‘Amulya’ which means ‘priceless’ or precious(a
name proposed by then founding leader of Agriculture College, Dr. Maganbhai Patel) was
founded in 1946 through the efforts of Tribhuvandas Kishibhai Patel. Amul's foundation
was a significant contributor to the white revolution in India.

CONTROVERSY
Vegan controversy-
According to a report by ET, India’s largest dairy brand Amul has countered animal rights
organization PETA’s suggestion to 'switch to plant-based dairy', questioning how
employment to crores of people could be provided if that were to be the case, and said
“foreign funded NGOs are running campaigns to tarnish the Indian dairy industry”.
The development comes days after self- regulating ad industry entity Advertising
Standards Council of India (ASCI) dismissed a plea filed by PETA against Amul for
stating that plant-based products can’t be called 'milk’. Food regulating entity FSSAI’s
draft regulation for dairy products already states that non-dairy products like soya and
almond milk cannot use the 'milk’ in their nomenclature.
RS Sodhi, managing director of Gujarat Cooperative Milk Marketing Federation
(GCMMF) which makes Amul milk, butter, ice-cream and cheese, said: “Who will provide
employment to 100 million farmers who depend on the cooperative dairy sector, if the
company stops using milk?” Sodhi said plant-based foods companies are encashing on the
equity of milk.
“These products are nothing but genetically modified lab foods that are made out of
chemicals and synthetic materials by big corporations with the only objective of profit
making and not livelihood,” he said. He further added: "Foreign funded NGOs are running
campaigns to tarnish the Indian dairy industry. Cattle are part of a dairy farmer’s family
and nobody tortures them."
Some Twitter users raised concern about the price of vegan products as most of the
population in the country won’t be able to even afford the price of vegan milk. In response
to the outrage of users, PETA responded by tweeting “Would you drink dog's milk? No.
Why? Because nature made dog's milk for puppies, cat's milk for kittens, rat's milk for
their babies, cow's milk for calves, and human milk for our babies. Nobody needs milk
after infancy or the milk of another species.”
MISSION STATEMENT
We at GCMMF (Gujarat Co-operative milk Marketing Federation) endeavor to satisfy the
taste and nutritional requirements of the customers of the world, through excellence in
marketing byour committed team. Through co-operative networking, we are committed to
offering quality products that provide best value for money.”

VISION STATEMENT
Amul’s vision is to provide more and more satisfaction to the farmers, employees and
distributers.

CSR-INITIATIVES
Amul has prepared a model low-cost toilet block that costs Rs.11,500 per unit. While
DRDA will support this initiative through subsidy ranging between Rs.4500 and Rs.4600
for BPL/APL families, Amul will provide its members an interest free loan worth Rs.4300
returnable in four years’ time. A member can pay up this loan by getting Rs.100 per month
deducted from his/her bill.
1. Amul Scholarships:
To encourage outstanding children of farmers in pursuing higher studies Amul introduced
scholarship schemes in 1992. The children are given scholarships for pursing Diploma,
Graduation, Post-Graduation and Doctorate. Every year the outstanding children are
identified from the villages and scholarships are provided to fulfill their dream of
achieving academic excellence. This effort has motivated greatly children to excel in their
studies and spread education in rural areas.
2. Amul Scholar Felicitation Programme:
Annually Amul felicitate outstanding children of employees who have secured highest
marks in 10th, 12th standards and Gold Medalist in graduation. Amul Scholars’
Felicitation Programme was initiated in 2004 and has facilitated many outstanding students
of Amul family.
3. Amul Vidya Shree & Vidya Bhushan:
Amul’s vision is to see an educated, talented and strong youth in a developed India of the
future and thereby contribute towards nation building. We at Amul believe that the sound
education of its youth is the foundation of every state. Hence it is the most basic
constituent for a developing nation like ours. Towards this philosophy, Amul Vidyashree
& Vidyabhushan Awards have been instituted to recognize the brilliance of the students
across India as well as the quality of education & guidance imparted by the schools they
study in. The inception of these awards dates back to 2004-05.
ADVERTISING
In 1966, Amul hired Sylvester da Cunha, the managing director of an advertising agency as
to design an ad campaign for Amul Butter. DaCunha designed a campaign as series of
hoardings with topical ads, relating to day-to-day issues. It was popular and earned a
Guinness World Record for the longest-running ad campaign in the world. In the 1980s,
cartoon artist Kumar Morey and scriptwriter Bharat Dabholkar had been involved with
sketching the Amul ads; the latter rejected the trend of using celebrities in advertisement
campaigns. Dabholkar credited chairman Verghese Kurien with creating a free atmosphere
that fostered the development of the ads.
Despite encountering political pressure on several occasions, DaCunha's agency has made
it a policy of not backing down. Some of the more controversial Amul ads include one
commenting on the Naxalite uprising in West Bengal, on the Indian Airlines employees
strike, and one depicting the Amul girl wearing a Gandhi cap.
In 2013, Amul tweeted a picture featuring the Amul butter girl, implying that "freedom of
choice" died in 2013, in opposition to the Supreme Court of India overruling the judgment
of the Delhi High Court and criminalizing homosexuality again.
On 17 October 2016, Amul butter girl celebrated 50 years since she first appeared in the
topical ad titled "Thorough bread". The ad showed a jockey holding a slice of bread during
the horse race season in 1966. The impish Amul girl had appeared for the first time even
before that, with Eustace Fernandez showed her offering bedtime prayers with a wink and
a lick of lips, saying "Give us this day our daily bread: with Amul butter".
Their Ad on Aagey Badhta Hai India had an excellent response from the audience. It
basically spoke about how their Milk is seen as a household product with catchy tune
associated to it. It has over 39 lakh (~4 million) views on YouTube.
In February 2020, Amul posted a picture of the Amul girl treating Joaquin Phoenix with
butter after his academy award win for his role in the 2019 film, Joker. Since Phoenix is a
vegan, Amul faced criticism and trolls from vegans in India and from PETA for the poor
knowledge of his vegan activism and life.
Amul posted a picture of its mascot Butter Girl celebrating with PV Sindhu for winning the
bronze medal in Tokyo Olympics in August 2021
 5.PARLE AGRO

OVERVIEW-

Type Private

Traded as Unlisted

Industry Consumer goods

Founded 1984,37 years ago

Headquarters Mumbai, India

Area served World wide

Key people Prakash Jayantilal Chauhan (Chairman &

MD)

Schauna Chauhan (CEO)

Alisha Chauhan (Director)

Nadia Chauhan (Director)

Products Frooti Appy Frio Cola Frio Orange

Frio Lemon

Revenue Increase 2,800 crore (US$431 million)

(2017)

Number of employees 5000

INTRODUCTION
Parle Agro commenced operations in 1984. It started with beverages, and later diversified
into bottled water (1993), plastic packaging (1996) and confectionery (2007). Frooti, the
first product rolled out of Parle Agro in 1985, became the largest selling mango drink in
India.
The original Parle group was amicably segregated into three non-competing businesses.
But a dispute over the use of "Parle" brand arose, when Parle Agro diversified into the
confectionery business, thus becoming a competitor to Parle Products. In February 2008,
Parle Products sued Parle Agro for using the brand Parle for competing confectionery
products. Later, Parle Agro launched its confectionery products under a new design which
did not include the Parle brand name. In 2009, the Bombay High Court ruled that Parle
Agro can sell its confectionery brands under the brand name "Parle" or "Parle Confi" on
condition that it clearly specifies that its products belong to a separate company, which has
no relationship with Parle Products

HISTORY.
Parle Agro is an offshoot of Parle Products, which was founded in 1929 in British India. It
was owned by the Chauhan family of Vile Parle, Mumbai. The original Parle company was
split into three separate companies owned by the different factions of the original Chauhan
family: Parle Products, led by Vijay, Sharad and Raj Chauhan (owner of the brands Parle-
G, Melody, Mango Bite, Poppins, Kismi Toffee Bar, Monaco and Krack Jack)
Parle Agro, led by Prakash Chauhan and his daughters (owner of the brands such as Frooti
and Appy) Parle Bisleri, led by Ramesh Chauhan
All three companies continue to use the family trademark name "Parle"
Parle Agro is an offshoot of Parle Products, which was founded in 1929 in British India. It
was owned by the Chauhan family of Vile Parle, Mumbai. The original Parle company was
split into three separate companies owned by the different factions of the original Chauhan
family:
Parle Products, led by Vijay, Sharad and Raj Chauhan (owner of the brands Parle-G,
Melody, Mango Bite, Poppins, Kismi Toffee Bar, Monaco and Krack Jack)
Parle Agro, led by Prakash Chauhan and his daughters (owner of the brands such as Frooti
and Appy) Parle Bisleri, led by Ramesh Chauhan All three companies continue to use the
family trademark name "Parle".
Parle Agro commenced operations in 1984. It started with beverages, and later diversified
into bottled water (1993), plastic packaging (1996) and confectionery (2007). Frooti, the
first product rolled out of Parle Agro in 1985, became the largest selling mango drink in
India. The original Parle group was amicably segregated into three non-competing
businesses. But a dispute over the use of "Parle" brand arose, when Parle Agro diversified
into the confectionery business, thus becoming a competitor to Parle Products. In February
2008, Parle Products sued Parle Agro for using the brand Parle for competing
confectionery products. Later, Parle Agro launched its confectionery products under a new
design which did not include the Parle brand name.[3] In 2009, the Bombay High Court
ruled that Parle Agro can sell its confectionery brands under the brand name "Parle" or
"Parle Confi" on condition that it clearly specifies that its products belong to a separate
company, which has no relationship with Parle Products.

LATEST UPDATE
1. Parle Agro enters dairy segment, launches flavored milk items under 'Smooth' brand
The diversification is backed by an in-depth research and extensive investment in modern
and innovative technologies to build a robust dairy infrastructure and introduce novel
products to the Indian consumers, the company said in a statement.
2. Parle Agro eyes Rs 10,000-crore turnover by 2022, to introduce new 'major product'
"In general as a company we don't go into a very large number of new product launches.
We really stay quite focused on select product launches and try to be able to build scale
with them.
3.Parle Agro locks horns with Walmart India in the Bombay HC over its product Appy
Fizz
In a rare incidence of a local company taking action against a multinational for alleged
trademark violation, Parle Agro has moved the Bombay High Court against Walmart India
for selling an apple drink with 'deceptively similar mark' as its Appy Fizz.
4. Parle Agro ropes in Allu Arjun as face of Frooti
With a strong focus on South India, the announcement is a part of the Parle Agro's
expansion plan to become a Rs 10,000 crore entity by 2022.

MISSION STATEMENT
"We will be leaders in our business by maintaining high quality, introducing new and
innovative products, reaching every part of India, remaining customer centric, constantly
upgrading our knowledge and skills"

VISION STATEMENT
"To be the leaders in our business. We will stand apart from the competition by being the
first in the market to innovate"

TOP COMPETITORS OF PARLE AGRO Pvt

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PARLE AGRO TO SET UP PLANT, INTRODUCE NEW MAJOR

PRODUCT BY 2022 MONDAY, 19 OCT 2020:
1. Parle Agro, the manufacturer of brands such as Frooti and Appy Fizz, is planning to set
up a new plant and introduce a new major product in the next two years.
2. The company is targeting to touch a turnover of Rs 10,000 crore by 2022. The
company clocked a turnover of Rs 6,500 crore in 2019 and had recently introduced its
new offering B-Fizz, a malt-flavored fruit juice based drink in the market and expects
an overall growth of 10 percent in 2020.
3. The entire Appy Fizz and now B-Fizz category have been an area where the company
has seen maximum growth and expansion.
4. The company is currently evaluating to have the next manufacturing facility to be set
up in Vijayawada, Andhra Pradesh.
5. It has already set up greenfield facilities in Sitarganj, Uttarakhand and Mysuru,
Karnataka, which are the largest in terms of size and manufacturing capacity amongst
all of the company's facilities.
6. It has a total of 67 manufacturing units across India, out of which nine are company-
owned beverage units and one is a standalone preform manufacturing unit, with the rest
being franchisee units.
7. In terms of marketing investment for the remaining 2020, the company will be
spending around Rs 40 crore on the marketing of B-Fizz.
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