PROJECT ON MAAZA FRESH

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

EXECUTIVE SUMMARY

“Market penetration” is one of the four growth strategies of the Product-Market

Growth Matrix defined by Ansoff. Market penetration occurs when a company

enters/penetrates a market with current products. The best way to achieve this is by

gaining competitors' customers (part of their market share). Other ways include attracting

non-users of your product or convincing current clients to use more of your

product/service (by advertising etc).

The project assigned to me is “Market Penetration of Maaza Tetra Pak (Salugara

and Bagdogra market)” and to make this project I have prepared a questionnaire to

conduct a survey on outlets present in these markets. Each of these markets i.e. Salugara

and Bagdogra are controlled by different MDs (Market Developer) who accompanied me

throughout the project. For the initial days, I was required to fetch orders for Maaza Tetra

Pak from the outlets which gave me valuable insights and understanding of the topic,

since it also involved interaction with the retailers.

The Siliguri market has three distributors for Hindustan Coca Cola Beverages Pvt

Ltd and they are Aqua Sales, Gupta Enterprise and Roys Sales Agency. The project

undertaken by me covers Salugara and Bagdogra markets and the distributors of these

markets are Gupta Enterprise and Roy Sales Agency respectively. Since Salugara and

Bagdogra are under the vicinity of different distributors, therefore, this project also

provides the comparative study of these distributors based on Market Penetration of

Maaza Tetra Pak.

Bharati Vidyapeeth Institute of Management and Research, New Delhi1


CHAPTER- I

INTRODUCTION



SOFT DRINK INDUSTRY: OVERVIEW

Three leading companies have prominent presence in the soft drink industry. The

leaders include the Coca-Cola Company, PepsiCo, and Cadbury Schweppes. According

to the Coca- Cola annul report; it has the most soft drink sales with $32 billion. The

Coca-Cola product line has several popular soft drinks including Coca-Cola, Diet Coke,

Fanta, Barq’s, Sprite, Maaza etc selling over 400 drink brands in about 200 nations.

PepsiCo is the next top competitor with soft drink sales grossing $28 billion for the two

beverage subsidiaries, PepsiCo Beverages North America and PepsiCo International.

PepsiCo’s soft drink product line includes Pepsi, Mountain Dew, Miranda, Slice etc

which make up more than one quarter of its sales. Cadbury Schweppes, the third major

player had soft drink sales of $13 billion with a product line consisting of soft drinks such

as A&W Root Beer, Canada Dry, and Dr. Pepper.

These companies' products occupy large portions of any supermarket's shelf

space, often covering more territory than real food categories like dairy products, meat, or

produce. The prototype of all marketing and branding struggles, the "Cola Wars" keep

expanding. The Pepsi and Coca Cola keep rolling out the big guns: dueling pop stars, and

new branded products in the form of “Vanilla Coke" and “Pepsi Blue.” They are fighting

on the TV, in the fast-food restaurants, and in the supermarkets; they are also dueling in

the schools. One of the biggest pushes of the last few years has been convincing school

districts, universities, and other institutions to go all-Coke or all-Pepsi, in return for a

(small) cut of the gross sales. Selling costly sugared water and building an increasing

demand for it, even in Third World countries, involves marketing in its purest form,

unsullied by any pre-existing need or local tradition. Markets in Eastern Europe, China,

India, and Mexico, among others, are expanding fast, and both Coke and Pepsi are

finding local partners (bottlers) in these countries to keep extending their reach. And

while the American market may be mature, there's still an opportunity worldwide to



replace hot beverages like coffee and tea that require some preparation with these cold,

iconic ready-to-drink brands.

KEY SUCCESS FACTORS

Key factors for competitive success within the soft drink industry branch from the

trends of the macro environment. Primarily, constant product innovation is imperative. A

company must be able to recognize consumer wants and needs, while maintaining the

ability to adjust with the changing market. They must keep up with the changing trends.

Another key factor is the size of the organization, especially in terms of market

share. Large distributors have the ability to negotiate with stadiums, universities and

school systems, making them the exclusive supplier for a specified period of time.

Additionally, they have the ability to commit to mass purchases that significantly lower

their costs. They must implement effective distribution channels to remain competitive.

Taste of the product is also a key factor for success.

Furthermore, established brand loyalty is a large aspect of the soft drink industry.

Many consumers of carbonated beverages are extremely dedicated to a particular product,

and rarely purchase other varieties. This stresses the importance of developing and

maintaining a superior brand image.

Price, however, is also a key factor because consumers without a strong brand

preference will select the product with the most competitive price. Finally, global

expansion is a vital factor in the success of a company within the soft drink industry. The

United States has reached relative market saturation, requiring movement into the global

industry to maintain growth.



Variant Available

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

home consumption. Fountains also dispense them in disposable containers. Non-

alcoholic soft drinks beverage market can be divided into carbonated and non carbonated

drinks. Cola, Lemon and Oranges are carbonated drinks while mango drinks come under

non carbonated category. The market can also be segmented on the basis of types of

products in the cola products and non-cola products. Cola products accounts for nearly

61-62% of the total soft drinks market. The brands that fall in this category are Pepsi,

Coca-Cola, Thumps Up, Diet Coke, Diet Pepsi etc Non Cola segment which constitutes

36% can be divided into four categories based on the types of flavors available namely:

Orange, Cloudy Lime, Clear Lime and Mango. . Robust time ahead for soft drinks Soft

drinks are expected to see robust volume growth over the forecast period. This will occur

despite a total volume and constant value decline for carbonates. Growth will be led by

bottled water and, from a smaller base and with slower growth, fruit/vegetable juice.

Health and convenience are predicted to be the two most important factors affecting

buying behavior, as carbonates and concentrates play second fiddle to healthier bottled

water and fruit/vegetable juice.

Overall Carbonated Soft Drink

In fact, Coke and Pepsi have a third major rival on the bottled soft drink shelves,

namely Cadbury-Schweppes. The big three carbonated beverage makers now exist in a

stable oligopoly those changes only by small increments and which controls over 90% of

the market. Over the years, Cadbury-Schweppes (the result of a merger between a British

candy company and a British beverage company) has improved its position by acquiring

key brands in the US, namely Dr. Pepper and Seven Up, along with A & W and Canada

Dry. In 2001, however, Cadbury acquired moribund RC Cola, giving it a cola drink to

battle against the big guys. This gave the company more shelf position and immediately

gave the RC Cola brand, long a distant also-ran with weak marketing muscles, more sales

and market presence. Pepsi gave itself a small boost because of the popularity of newly



introduced Mountain Dew Code Red, a hyper-caffeinated soda. Coke's numbers declined

slightly. It's pretty indicative of this mature market that the only major move in market

share comes through a takeover. Moreover, the takeover targets that are left are so small

that the biggest remaining brand doesn't make more than 1% difference in total volume.

Product coverage

Asian speciality drinks; Bottled water; Carbonates; Concentrates; Fruit/vegetable

juice; Functional drinks; RTD coffee; RTD tea

Market trends and industry challenges

In order to survive in this environment, companies must consider the market

trends that will likely shape the industry over the next few years. This will help soft drink

companies to understand the challenges they will encounter and to turn them into

opportunities for process improvement, enhanced flexibility and, ultimately, greater

profitability.

Market trends for the soft drink industry can be summarized by six fundamental themes:

Changing consumer beverage preferences, featuring a shift toward health-oriented

wellness drinks.

Growing friction between bottlers and manufacturers in the distribution system.

Continually increasing retailer strength.

Fierce competition.

Complex distribution system composed of multiple sales channels.

Beverage safety concerns and more-stringent regulations.



Consumers turn to wellness and healthy drinks

In much of the developed world, a significant portion of the population is

overweight or obese. This includes two-thirds of Americans and an increasing number of

Europeans. Consequently, many people have started to actively manage their weight and

change their lifestyles, a shift that is reflected in their choices in the beverage aisles:

Demand has increased for beverages that are

Perceived to be healthy

Energy drink consumption has also climbed, due to

The increasingly active lifestyles of teenagers

This trend towards healthier drinks has created a number of new categories, and

changed the consumption trends of the beverage industry as a whole. While previously

dominated by carbonated soft drinks, the industry is now more evenly balanced between

carbonates, and product categories with a healthier image, such as bottled water, energy

drinks and juice: While carbonates are still the largest soft drink segment, bottled water is

catching up fast, with an average of 58 litters consumed annually per capita.

Among individual countries, Italy ranks number one in bottled water consumption, with

the average Italian drinking177 litters per year. Overall, bottled water represents the

fastest growing soft drink segment, expanding at 9percent annually. This growth is being

partially driven by increasing awareness of the health benefits of proper hydration. The

industry has responded to consumers’ desire for healthier beverages by creating new

categories, such as energy drinks, and by diversifying within existing ones. For example,

the leading carbonated soft drink companies have recently introduced products with

50%less sugar that fall mid-way between regular and diet classifications. Similarly, a

South African juice company has recently released a fruit-based drink that contains a

Full complement of vitamins and nutrients.



HISTORY: THE COCA- COLA COMPANY

The Early Days

Coca-Cola was created in 1886 by John Pemberton, a pharmacist in Atlanta,

Georgia, who sold the syrup mixed with fountain water as a potion for mental and

physical disorders. The formula changed hands three more times before Asa D. Candler

added carbonation and by 2003, Coca-Cola was the world’s largest manufacturer,

marketer, and distributor of nonalcoholic beverage concentrates and syrups, with more

than 400 widely recognized beverage brands in its portfolio.

With the bubbles making the difference, Coca-Cola was registered as a trademark

in 1887 and by 1895, was being sold in every state and territory in the United States. In

1899, it franchised its bottling operations in the U.S., growing quickly to reach 370

franchisees by 1910. Headquartered in Atlanta with divisions and local operations in over

200 countries worldwide, Coca-Cola generated more than 70% of its income outside the

United States by 2003

International expansion

Coke’s first international bottling plants opened in 1906 in Canada, Cuba, and

Panama. By the end of the 1920’s Coca-Cola was bottled in twenty-seven countries

throughout the world and available in fifty-one more. In spite of this reach, volume was

low, quality inconsistent, and effective advertising a challenge with language, culture,

and government regulation all serving as barriers. Former CEO Robert Woodruff’s

insistence that Coca-Cola wouldn’t “suffer the stigma of being an intrusive American

product,” and instead would use local bottles, caps, machinery, trucks, and personnel

contributed to Coke’s challenges as well with a lack of standard processes and training

degrading quality. Coca-Cola continued working for over 80 years on Woodruff’s goal:

to make Coke available wherever and whenever consumers wanted it, “in arm’s reach of

desire.” The Second World War proved to be the stimulus Coca-Cola needed to build

effective capabilities around the world and achieve dominant global market share.

Woodruff’s patriotic commitment “that every man in uniform gets a bottle of Coca-Cola



for five cents, wherever he is and at whatever cost to our company”14 was more than just

great public relations. As a result of Coke’s status as a military supplier, Coca-Cola was

exempt from sugar rationing and also received government subsidies to build bottling

plants around the world to serve WWII troops.

Turn of the Century Growth Imperative

The 1990’s brought a slowdown in sales growth for the Carbonated Soft Drink

(CSD) industry in the United States, achieving only 0.2% growth by 2000 (just under 10

billion cases) in contrast to the 5-7% annual growth experienced during the 1980’s. While

per capita consumption throughout the world was a fraction of the United States’, major

beverage companies clearly had to look elsewhere for the growth their shareholders

demanded. The looming opportunity for twenty-first century was in the world’s

developing markets with their rapidly growing middle class populations.

The World’s Most Powerful Brand

Interbrand’s Global Brand Scorecard for 2003 ranked Coca-Cola the #1 Brand in

the World and estimated its brand value at $70.45 billion. The ranking’s methodology

determined a brand’s valuation on the basis of how much it was likely to earn in the

future, distilling the percentage of revenues that could be credited to the brand, and

assessing the brand’s strength to determine the risk of future earnings forecasts.

Considerations included market leadership, stability, and global reach, incorporating its

ability to cross both geographical and cultural borders.

From the beginning, Coke understood the importance of branding and the creation

of a distinct personality. Its catchy, well-liked slogans (“It’s the real thing” (1942, 1969),

“Things go better with Coke” (1963), “Coke is it” (1982), “Can’t beat the Feeling”

(1987), and a 1992 return to “Can’t beat the real thing”) linked that personality to the

core values of each generation and established Coke as the authentic, relevant, and

trusted refreshment of choice across the decades and around the globe.



THE COCA COLA SYSTEM

We are a global business that operates on a local scale in every community where

we do business. We create global reach with local focus because of the strength of the

Coca-Cola system, which comprises our Company and our bottling partners—more

than300 worldwide. Our Company manufactures and sells concentrates, beverage bases

and syrups to bottling operations; owns the brands; and is responsible for consumer brand

marketing initiatives. Our bottling partners manufacture, package, merchandise and

distribute the finished branded beverages to our customers and vending partners, who

then sell our products to consumers.

All bottling partners work closely with customers—grocery stores, restaurants,

street vendors, convenience stores, movie theatres and amusement parks, among many

others—to execute localized strategies developed in partnership with our Company.

Customers then sell our products to consumers at a rate of 1.6 billion servings a day.

Our business operations are divided into the following geographies: Eurasia and

Africa, Europe, Latin America, North America and Pacific as well as our Bottling

Investments Group.

MISSION OF COCA-COLA

Create consumer products services and communications customer’s service and

bottling system strategy process and tools in order to create competitive advantage and

deliver superior value to-Consumers as a superior beverage experience.

Consumers as an opportunity to grow profit through the use of finished drinks.

Bottlers as an opportunity to make reasonable to grow profits and value added

Suppliers as an opportunity to make reasonable when creating real value added in

environment of system wide teamwork, flexible business system and continuous

improvement.

Indian society in form of contribution to economic and social development.



VISION OF COCA-COLA

VISION FOR SUSTAINABLE GROWTH

PROFIT: Maximizing return to shareowners while being mindful of our

overall responsibilities.

PEOPLE: Being a great place to work where people are inspired to be the

best they can be.

PORTFOLIO: Bringing to the world a portfolio of beverage brands that

anticipate and satisfy peoples’ Desires and needs.

PARTNERS: Nurturing a winning network of partners and building mutual

loyalty.

PLANET: Being a responsible global citizen that makes a difference.

VISION 2020

The world is changing all around us. To ensure our business will continue to

thrive over the next 10 years and beyond, we are looking ahead to understand the trends

and forces that will shape our industry in the future. Our 2020 Vision creates a long-term

destination for our business. It provides us with business goals that outline what we need

to accomplish with our global bottling partners in order to continue winning in the

marketplace and achieving sustainable, quality growth. For each goal, we have a set of

guiding principles and strategies for winning throughout the entire Coca-Cola system.



VALUE

Coca-Cola is guided by shared values that both the employees as individuals and

the Company will live by; the values being:

LEADERSHIP: The courage to shape a better future

PASSION: Committed in heart and mind

INTEGRITY: Be real

ACCOUNTABILITY: If it is to be, it’s up to me

COLLABORATION: Leverage collective genius

INNOVATION: Seek, imagine, create, delight

QUALITY: What we do, we do well



Type

Public (NYSE: KO)

Dow Jones Industrial Average

component

Industry Beverage

Founded 1892

Headquarters Atlanta, Georgia, United States

Area served Worldwide

Key peopleMuhtar Kent(Chairman and CEO)

Products

Coca-ColaCarbonated Soft DrinksWaterOther Non-alcoholic beverages

Revenue ▲ US$31.0 Billion (FY 2009)

Operating income

▲ US$8.23 Billion (FY 2009)

Net incom e ▲ US$5.82 Billion (FY 2009)

Total assets ▲ US$48.7 Billion (FY 2009)

Total equity ▲ US$24.8 Billion (FY 2009)

Employees 92,400 (October 2009)

WebsiteKO.com or The Coca-Cola Company Corporate Website

Source: www.wikipedia.com

HINDUSTAN COCA- COLA BEVERAGES PRIVATE LIMITED (HCCBPL)

ABOUT THE COMPANY


http://en.wikipedia.org/wiki/Types_of_business_entity

http://www.thecoca-colacompany.com/


http://www.ko.com/

http://en.wikipedia.org/wiki/Website

http://en.wikipedia.org/wiki/Employment

http://en.wikipedia.org/wiki/United_States_dollar

http://en.wikipedia.org/wiki/Ownership_equity

http://en.wikipedia.org/wiki/United_States_dollar

http://en.wikipedia.org/wiki/Asset

http://en.wikipedia.org/wiki/United_States_Dollar

http://en.wikipedia.org/wiki/Net_income


http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxes

http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxes


http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/Non-alcoholic_beverage

http://en.wikipedia.org/wiki/Water

http://en.wikipedia.org/wiki/Soft_Drink

http://en.wikipedia.org/wiki/Carbonation

http://en.wikipedia.org/wiki/Coca-Cola

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Chief_executive_officer

http://en.wikipedia.org/wiki/Chairman

http://en.wikipedia.org/wiki/Muhtar_Kent

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Atlanta,_Georgia

http://en.wikipedia.org/wiki/Beverage

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Dow_Jones_Industrial_Average

http://www.nyse.com/about/listed/quickquote.html?ticker=ko

http://en.wikipedia.org/wiki/New_York_Stock_Exchange

http://en.wikipedia.org/wiki/Public_company


India is home to one of the most ancient cultures in the world dating back over

5000 years. At the beginning of the twenty-first century, twenty-six different languages

were spoken across India, 30% of the population knew English, and greater than 40%

were illiterate. At this time, the nation was in the midst of great transition and the

dichotomy between the old India and the new was stark. Remnants of the caste system

existed alongside the world’s top engineering schools and growing metropolises as the

historically agricultural economy shifted into the services sector. In the process, India had

created the world’s largest middle class, second only to China.

A British colony since 1769 when the East India Company gained control of all

European trade in the nation, India gained its independence in 1947 under Mahatma

Gandhi and his principles of non-violence and self-reliance. In the decades that followed,

self-reliance was taken to the extreme as many Indians believed that economic

independence was necessary to be truly independent. As a result, the economy was

increasingly regulated and many sectors were restricted to the public sector. This

movement reached its peak in 1977 when the Bhartiya Janta Party government came to

power and Coca-Cola was thrown out of the country. In 1991, the first generation of

economic reforms was introduced and liberalization began.

COKE IN INDIA

Coca-Cola was the leading soft drink brand in India until 1977 when it left rather

than reveals its formula to the government and reduces its equity stake as required under

the Foreign Exchange Regulation Act (FERA) which governed the operations of foreign

companies in India. After a 16-year absence, Coca-Cola returned to India in 1993,

cementing its presence with a deal that gave Coca-Cola ownership of the nation's top

soft-drink brands and bottling network. Coke’s acquisition of local popular Indian brands

including Thums Up (the most trusted brand in India), Limca, Maaza, Citra and Gold

Spot provided not only physical manufacturing, bottling, and distribution assets but also

strong consumer preference. This combination of local and global brands enabled Coca-



Cola to exploit the benefits of global branding and global trends in tastes while also

tapping into traditional domestic markets.

Leading Indian brands joined the Company's international family of brands,

including Coca-Cola, diet Coke, Sprite and Fanta, plus the Schweppes product range. In

2000, the company launched the Kinley water brand and in 2001, Shock energy drink and

the powdered concentrate Sunfill hit the market.

From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making

it one of the country’s top international investors. By 2003, Coca-Cola India had won the

prestigious Woodruff Cup from among 22 divisions of the Company based on three

broad parameters of volume, profitability, and quality. Coca-Cola India achieved 39%

volume growth in 2002 while the industry grew 23% nationally and the Company

reached breakeven profitability in the region for the first time. Encouraged by its 2002

performance, Coca-Cola India announced plans to double its capacity at an investment of

$125 million (Rs. 750 crore) between September 2002 and March 2003.

Coca-Cola India produced its beverages with 7,000 local employees at its twenty-

seven wholly-owned bottling operations supplemented by seventeen franchisee-owned

bottling operations and a network of twenty-nine contract-packers to manufacture a range

of products for the company. The complete manufacturing process had a documented

quality control and assurance program including over 400 tests performed throughout the

process.

The complexity of the consumer soft drink market demanded a distribution

process to support 700,000 retail outlets serviced by a fleet that includes 10-ton trucks,

open-bay three wheelers, and trademarked tricycles and pushcarts that were used to

navigate the narrow alleyways of the cities. In addition to its own employees, Coke

indirectly created employment for another 125,000 Indians through its procurement,

supply, and distribution networks. Sanjiv Gupta, President and CEO of Coca-Cola India,

joined Coke in 1997 as Vice President, Marketing and was instrumental to the company’s



success in developing a brand relevant to the Indian consumer and in tapping India’s vast

rural market potential. Following his marketing responsibilities, Gupta served as Head of

Operations for Company-owned bottling operations and then as Deputy President. Seen

as the driving force behind recent successful forays into packaged drinking water,

powdered drinks, and ready-to-serve tea and coffee, Gupta and his marketing prowess

were critical to the continued growth of the Company.

MARKETING COLA IN INDIA

The post-liberalization period in India saw the comeback of cola but Pepsi had

already beaten Coca-Cola to the punch, creatively entering the market in the 1980’s in

advance of liberalization by way of a joint venture. As early as 1985, Pepsi tried to gain

entry into India and finally succeeded with the Pepsi Foods Limited Project in 1988, as a

JV of PepsiCo, Punjab government-owned Punjab Agro Industrial Corporation (PAIC),

and Voltas India Limited. Pepsi was marketed and sold as Lehar Pepsi until 1991 when

the use of foreign brands was allowed under the new economic policy and Pepsi

ultimately bought out its partners, becoming a fully-owned subsidiary and ending the JV

relationship in 1994.

While the joint venture was only marginally successful in its own right, it allowed

Pepsi to gain precious early experience with the Indian market and also served as an

introduction of the Pepsi brand to the Indian consumer such that it was well-poised to

reap the benefits when liberalization came. Though Coke benefited from Pepsi creating

demand and developing the market, Pepsi’s head-start gave Coke a disadvantage in the

mind of the consumer. Pepsi’s appeal focused on youth and when Coke entered India in

1993 and approached the market selling an American way of life, it failed to resonate as

expected.

Brand Localization Strategy: The Two India

India A: “Life ho to aisi”



“India A,” the designation Coca-Cola gave to the market segment including

metropolitan areas and large towns, represented 4% of the country’s population. This

segment sought social bonding as a need and responded to inspirational messages,

celebrating the benefits of their increasing social and economic freedoms. “Life ho to

aisi,” (life as it should be) was the successful and relevant tagline found in Coca-Cola’s

advertising to this audience.

India B: “Thanda Matlab Coca-Cola”

Coca-Cola India believed that the first brand to offer communication targeted to

the smaller towns would own the rural market and went after that objective with a

comprehensive strategy. “India B” included small towns and rural areas, comprising the

other 96% of the nation’s population. This segment’s primary need was out-of-home

thirst-quenching and the soft drink category was undifferentiated in the minds of rural

consumers. Additionally, with an average Coke costing Rs. 10 and an average day’s

wages around Rs. 100, Coke was perceived as a luxury that few could afford.

In an effort to make the price point of Coke within reach of this high-potential

market, Coca-Cola launched the Accessibility Campaign, introducing a new 200ml

bottle, smaller than the traditional 300ml bottle found in urban markets, and concurrently

cutting the price in half, to Rs. 5. This pricing strategy closed the gap between Coke and

basic refreshments like lemonade and tea, making soft drinks truly accessible for the first

time. At the same time, Coke invested in distribution infrastructure to effectively serve a

disbursed population and doubled the number of retail outlets in rural areas from 80,000

in 2001 to 160,000 in 2003, increasing market penetration from 13 to 25%. Coke’s

advertising and promotion strategy pulled the marketing plan together using local

language and idiomatic expressions. “Thanda,” meaning cool/cold is also generic for cold

beverages and gave “Thanda Matlab Coca-Cola” delicious multiple meanings. Literally

translated to “Coke means refreshment,” the phrase directly addressed both the primary

need of this segment for cold refreshment while at the same time positioning Coke as a

“Thanda” or generic cold beverage just like tea, lassi, or lemonade. As a result of the



Thanda campaign, Coca-Cola won Advertiser of the Year and Campaign of the Year in

2003.

RURAL SUCCESS

Comprising 74% of the country's population, 41% of its middle class, and 58% of

its disposable income, the rural market was an attractive target and it delivered results.

Coke experienced 37% growth in 2003 in this segment versus the 24% growth seen in

urban areas.

Driven by the launch of the new Rs. 5 product, per capita consumption doubled

between 2001-2003. This market accounted for 80% of India’s new Coke drinkers, 30%

of 2002 volume, and was expected to account for 50% of the company’s sales in 2003.



HINDUSTAN COCA- COLA BEVERAGES PRIVATE

LIMITED (HCCBPL) STRUCTURE

Coca-cola is a world class company in "low margin, high volume" business

which means sales of high volume for the product in order to be profitable and

complete in the global market.

Company Owned Bottling Operation (COBO)

Franchisee Owned Bottling Operation (FOBO)

COBO :

COBO stand for company owned bottling operations; COBO has been of Coke

Company's biggest strategy, which has proved to be winner. A bottling operation is a

capital intensive business, particularly so the returnable bottle market like in India and

the investment is the forth level.

Apart from the capital cost of plant and equipment the bottles has to invest in bottles

and crates, truck and cooling structure (Visi Coolers and ice boxes) at the retail point

industry estimates @ Rs. Crate which is equivalent to the price at which the crate

enters the distribution system Bottlers operates on margins around 10% with the bulk

of the killing (between Rs. 24 and Rs. 30 per crate or about 20%) being made by the

retailer. Excise and other taxes amounting Rs. 40 per crate. The going for a COBO is

the risk of coke Company and it is also implied a big attitude change from a totally

marketing orientation to an operation mindset.

COBO'S IN INDIA

COBO’s are present across the nation, the locations are given below:

Mumbai, Bangalore, Ahemadabad, Chennai, Calcutta & Jalpaiguri unit also



FOBO

FOBO stand for franchise owned bottling operation, in India Pepsi has

franchise. In the case the company supplies its soft drink concentrate to its franchises

(bottle syrup). Coca-cola has taken a more capital - intensive route of the owning and

running its own plants along side those of its franchises.

Coca-cola pumped in money to upgrade plants of franchises, which were

weaker did not have financial worth were given massive support in form of interest

free loans to upgrade their operations.

Getting into FOBO has helped Coke Company on several fronts. First, it has

enabled Pepsi to focus on marketing operations as much as it has on operation fronts.

Another gain of going FOBO is that since the franchises have to invest in plants and

machines glass bottles, trucks, and infrastructure, the cost burden has been reduced.

FOBO IN INDIA:

FOBO are located at the following places:

Part of Delhi, Punjab, Part of Andhra Pradesh, Calcutta and South Bengal



ORGANISATIONAL CHART



ORGANISATIONAL STRUCTURE



SALES DEPARTMENT STRUCTURE



CHALLENGES FOR COCA COLA

The Coca-Cola Company and its products have been criticized by various sources

for various reasons including negative health effects resulting from consumption of its

products, exploitative labor practices, high levels of pesticides in its products, building

plants in Nazi Germany which employed slave labor, environmental destruction,

monopolistic business practices, hiring paramilitary units to murder trade union leaders,

and marketing unhealthy products to children.

Health effects Acidity and tooth decay

Numerous court cases have been filed against the Coca-Cola Company since the

1940s alleging that the acidity of the drink is dangerous and it causes tooth decay.

High fructose corn syrupHigh fructose corn syrup was rapidly introduced in many processed foods and

soda drinks in the US over the period of about 1975–1985. Since 1985 in the U.S., Coke

has been made with high fructose corn syrup instead of sucrose to reduce costs. One of

the reasons this has come under criticism is because the corn used to produce corn syrup

often comes from genetically altered plants. Some nutritionists also caution against

consumption of high fructose corn syrup because of possible links to obesity and

diabetes. High fructose corn syrup has been shown to be metabolized differently than

sugar by the human body.

India secret formula banCoca-Cola was India's leading soft drink until 1977 when it left India after a new

government ordered the company to turn over its secret formula for Coca-Cola and dilute

its stake in its Indian unit as required by the Foreign Exchange Regulation Act (FERA).In

1993, the company (along with PepsiCo) returned in pursuance of India's Liberalization

policy.


http://en.wikipedia.org/wiki/Liberalization

http://en.wikipedia.org/wiki/PepsiCo

http://en.wikipedia.org/wiki/Diabetes

http://en.wikipedia.org/wiki/Obesity

http://en.wikipedia.org/wiki/Maize

http://en.wikipedia.org/wiki/Sucrose

http://en.wikipedia.org/wiki/High_fructose_corn_syrup

http://en.wikipedia.org/wiki/High_fructose_corn_syrup

http://en.wikipedia.org/wiki/Acidity

http://en.wikipedia.org/wiki/Marketing

http://en.wikipedia.org/wiki/Trade_union

http://en.wikipedia.org/wiki/Paramilitary

http://en.wikipedia.org/wiki/Monopolistic

http://en.wikipedia.org/wiki/Natural_environment

http://en.wikipedia.org/wiki/Slave_labor

http://en.wikipedia.org/wiki/Nazi_Germany

http://en.wikipedia.org/wiki/Pesticide

http://en.wikipedia.org/wiki/The_Coca-Cola_Company


Environmental issues

In India, there exists widespread concern over how Coca-Cola is produced. In

particular, it is feared that the water used to produce Coke may contain unhealthy levels

of pesticides and other harmful chemicals. It has also been alleged that due to the amount

of water required to produce Coca-Cola, aquifers are drying up and forcing farmers to

relocate.

Pesticide use

In 2003, the Centre for Science and Environment (CSE), a non-governmental

organization in New Delhi, said aerated waters produced by soft drinks manufacturers in

India, including multinational giants Pepsico and Coca-Cola, contained toxins including

lindane, DDT, malathion and chlorpyrifos — pesticides that can contribute to cancer and

a breakdown of the immune system. Tested products included Coke, Pepsi, and several

other soft drinks (7Up, Mirinda, Fanta, Thums Up, Limca, Sprite), many produced by

The Coca-Cola Company.

Water useEnvironmental degradation in the form of depletion of the local ground water

table due to the utilization of natural water resources by the company poses a serious

threat to many communities.

Coca-Cola's operations in India have come under intense scrutiny as many

communities are experiencing severe water shortages as well as contaminated

groundwater and soil that some assert are a result of Coca-Cola's bottling operations. A

massive movement has emerged across India to hold the Coca-Cola Company

accountable for its actions. The state of Kerala imposed a ban of colas from the state only

to be quashed by Coca Cola; the matter is pending in the Supreme Court. The Plachimada

plant in Kerala state, one of Coca-Cola's largest bottling facilities in India, has remained

shut for 17 months now because the village council has refused to renew its license,

blaming the company for causing water shortages and pollution.


http://en.wikipedia.org/wiki/Kerala

http://en.wikipedia.org/wiki/Kerala

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Water_table

http://en.wikipedia.org/wiki/Water_table

http://en.wikipedia.org/wiki/Sprite_(soft_drink)

http://en.wikipedia.org/wiki/Limca

http://en.wikipedia.org/wiki/Thums_Up

http://en.wikipedia.org/wiki/Fanta

http://en.wikipedia.org/wiki/Mirinda

http://en.wikipedia.org/wiki/7Up

http://en.wikipedia.org/wiki/Pesticides

http://en.wikipedia.org/wiki/Chlorpyrifos

http://en.wikipedia.org/wiki/Malathion

http://en.wikipedia.org/wiki/DDT

http://en.wikipedia.org/wiki/Lindane

http://en.wikipedia.org/wiki/New_Delhi

http://en.wikipedia.org/wiki/Non-governmental_organisation

http://en.wikipedia.org/wiki/Non-governmental_organisation

http://en.wikipedia.org/wiki/Aquifer

http://en.wikipedia.org/wiki/Pesticide

http://en.wikipedia.org/wiki/India


In Sivaganga District of Tamil Nadu state there were several protests and rallies

opposing the proposed Coca Cola bottling plant in fear of water depletion and

contamination. The president of the Gangaikondan panchayat, Mr. V. Kamson died under

mysterious circumstances two days after going back and forth in his resentment against

the upcoming Coca-cola bottling plant in the village. When asked about the conflicting

statements, he said: "I am under immense pressure from the public, police and other

quarters. So I have issued this statement." Five other Indian states have announced partial

bans on the drinks in schools, colleges and hospitals.

PackagingPackaging used in Coca-Cola's products has a significant environmental impact

but the company strongly opposes attempts to introduce mechanisms such as container

deposit legislation.

Economic business practices Monopolistic

In 2000, a United States federal judge dismissed an antitrust lawsuit filed by

PepsiCo Inc. accusing Coca-Cola Co. of monopolizing the market for fountain-dispensed

soft drinks in the United States.

In June 2005, Coca-Cola in Europe formally agreed to end deals with shops and

bars to stock its drinks exclusively after a European Union investigation found its

business methods stifled competition.

In November 2005, Coca-Cola's Mexican unit - Coca-Cola Export Corporation -

and a number of its distributors and bottlers were fined $68 million for unfair commercial

practices. Coca-Cola is appealing the case.

Marketing

In 1993, US investigative journalist Mark Pendergrast published For God Country

and Coca Cola (ISBN 0465054684), an in-depth study of the marketing phenomenon

which had made Coca-Cola synonymous with US culture.


http://en.wikipedia.org/wiki/US_culture

http://en.wikipedia.org/wiki/Marketing

http://en.wikipedia.org/wiki/Special:BookSources/0465054684

http://en.wikipedia.org/w/index.php?title=For_God_Country_and_Coca_Cola&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=For_God_Country_and_Coca_Cola&action=edit&redlink=1

http://en.wikipedia.org/wiki/Mark_Pendergrast

http://en.wikipedia.org/wiki/Competition

http://en.wikipedia.org/wiki/European_Union

http://en.wikipedia.org/wiki/PepsiCo

http://en.wikipedia.org/wiki/Antitrust

http://en.wikipedia.org/wiki/Tamil_Nadu

http://en.wikipedia.org/wiki/Sivaganga_District


In 2004, the British government launched a wide-ranging review into food

promotion and childhood obesity. One survey found that Coca-Cola broadcasted a high

proportion of their advertisements during children's television. The company removed its

branding from vending machines in Scottish schools in December 2003, replacing it with

a graphic of an urban scene.

"Channel stuffing" settlementCoca-Cola Co, on July 7, 2008 compromised to pay $137.5 million (69.4 million

pounds) to settle an October 2000 shareholder lawsuit. Coca-Cola was charged in a U.S.

District Court for the Northern District of Georgia, with "forcing some bottlers to

purchase hundreds of millions of dollars of unnecessary beverage concentrate to make its

sales seem higher." Institutional investors, led by Carpenters Health & Welfare Fund of

Philadelphia & Vicinity, accused Coca-cola of "channel stuffing," or artificial inflation of

Coca-Cola's results which gave investors a false picture of the company's health. The

settlement applies to Coca-Cola common stock owners from Oct 21, 1999 to March 6,

2000.

Employee issues

Racial discrimination

In November 2000, Coca-Cola agreed to pay $192.5 million to settle a class

action racial discrimination lawsuit and promised to change the way it manages,

promotes and treats minority employees in the US. In 2003, protesters at Coca-Cola's

annual meeting claimed that black people remained underrepresented in top management

at the company, were paid less than white employees and fired more often. In 2004, Luke

Visconti, a co-founder of Diversity Inc., which rates companies on their diversity efforts,

said: "Because of the settlement decree, Coca-Cola was forced to put in management

practices that have put the company in the top 10 for diversity."


http://en.wikipedia.org/wiki/Diversity_Inc.

http://en.wikipedia.org/wiki/Racial_discrimination

http://en.wikipedia.org/wiki/Class_action

http://en.wikipedia.org/wiki/Class_action

http://en.wikipedia.org/wiki/Channel_stuffing

http://en.wikipedia.org/wiki/Georgia_(U.S._state)

http://en.wikipedia.org/wiki/Childhood_obesity

http://en.wikipedia.org/wiki/British_government


Shareholder resolution attempt (2002)In 2002, Christian Brothers Investment Services, Inc. submitted, along with other

co-filers, a shareholder resolution that called for Coca-Cola to adopt a code of conduct on

bottling practices and employee relations. Problems in Colombia were cited, but the

proposal called for "clear standards for its suppliers, vendors and bottlers." The resolution

received support from Coca-Cola unions in Colombia, Guatemala, Zimbabwe, the

Philippines, and the United States.

However, Coca Cola's board of directors recommended rejecting the proposal,

noting in the proxy: "We believe that the Company's existing policies address

substantially all of the concerns raised in this proposal and that the proposal is therefore

unnecessary... For example, both our policy and the Principles specifically provide that

we (i) will not condone the exploitation of children, physical punishment or involuntary

servitude; and (ii) will pay wages that enable our employees to meet their basic needs.

Ultimately, shareholders rejected the resolution.

2010 Polish election campaignDuring Polish presidential election campaign 2010 two DJs of Radio "Eska

Rock", Wojewodzki and Figurski, recorded a hip-hop song parodying the political usage

of funerals of victims of 2010 Polish Air Force Tu-154 crash. The song's most attacked

verse referred to burying the dead president among Polish kings at the Wawel castle hill.

The authors also parodied the "I love Poland"-style of nationalistic politicians. Refrain

criticized the dog-eat-dog approach of political usage of mourning and country-wide

grief. The song quickly spread over social networks, by-passing mainstream media

controlled by nationalist politicians that use censorship against their opponents Coca-

Cola responded to the appeals of Polish nationalist activists and announced that its logo

will be removed from "Eska Rock" Internet appearance.


http://en.wikipedia.org/wiki/2010_Polish_Air_Force_Tu-154_crash

http://en.wikipedia.org/w/index.php?title=Employee_relations&action=edit&redlink=1

http://en.wikipedia.org/wiki/Code_of_conduct

http://en.wikipedia.org/wiki/Shareholder_resolution

http://en.wikipedia.org/w/index.php?title=Christian_Brothers_Investment_Services,_Inc.&action=edit&redlink=1


CLASSIFICATION OF OUTLETS AND BRAND

ORDER SYSTEM

Classification of outlets on the basis of volume

There are four types of outlets according to the volume of sales of the

outlet-Diamond - 800>C/s & above per year

Gold - 500-799C/s per year

Silver - 200-499C/s per year

Bronze - <200C/s per year

CHANNEL CLUSTER

(A) GROCERY STORE

Grocery (customer profile): Store stocking a variety of regular uses household items. The

channels provide an opportunity for penetration as it propels home consumption. It

includes all kirana stores, juice, departmental stores, supermarkets, provision stores etc.

Necessary Availability - 1.5 liter and 300ml

(B) EATING & DRINKING CHANNEL- 1

Eating and Drinking Channel: Outlets which are having less than five tables come under

channel one. Outlets range from the high-end restaurants to the smaller dhabas. These

outlets offer multiple opportunities to effect sales as people usually order something to

drink along with food. It includes

- Restaurants

- Bars and Pubs

- Dhabas

- Cafes



(C) EATING & DRINKING CHANNEL 2

It includes bakery, sweet shops, tea shops, soft drink shops and juice centre which have

more than five tables.

(D) CONVENIENCE CHANNEL

Pan/bidi shops (customer profile): This segment includes PAN BIDDI outlets that stock

cigarettes, mint, and confectionary. It covers STD/ISD phone booths, travel channel etc.

Small outlets that mainly sell 200ml or 300ml bottles. They may also sell 600ml.

BRAND ORDER SYSTEM OF COCA COLA COLOJ-K

COLA LEMON ORANGE JUICE KINLEY

COKE FANTA

KINLEY THUMS UP

SPRITE MAAZA



MMPO/MMNF

LIMCA

PRODUCT PORTFOLIO



COMPETITORS

The competitors to the products of the company mainly lie in the nonalcoholic

beverage industry consisting of juices and soft drinks.

The key competitors in the industry are as follows:



PepsiCo: The PepsiCo challenge, to keep up with arch rival, the Coca-Cola

Company never ends for the World's # 2, carbonated soft drink maker. The company's

soft drinks include Pepsi, Mountain Dew, Mirinda and Slice. Cola is not the company's

only beverage; PepsiCo sells Tropicana orange juice brands, Gatorade sports drink, and

Aquafina water. PepsiCo also sells Dole juices and Lipton ready-to-drink tea. PepsiCo

and Coca-Cola hold together, a market share of 95% out of which 60.8% is held by Coca-

Cola and the rest belongs to Pepsi.

Nestlé: Nestle does not give that tough a competition to Coca-Cola as it mainly

deals with milk products, Baby foods and Chocolates. But the iced tea that is Nestea

which has been introduced into the market by Nestle provides a considerable amount of

competition to the products of the Company. Iced tea is one of the closest substitutes to

the Colas as it is a thirst quencher and it is healthier when compared to fizz drinks. The

flavored milk products also have become substitutes to the products of the company due

to growing health awareness among people.

Dabur: Dabur in India, is one of the most trusted brands as it has been operating ever

since times and people have laid all their trust in the Company and the products of the

Company. Apart from food products, Dabur has introduced into the market Real Juice

which is packaged fresh fruit juice. These products give a strong competition to Maaza

and the latest product Minute Maid Pulpy Orange.

Parle Agro: Parle Agro is a household name in the beverages industry and has

leading brands like Frooti, consistent winner of India's fruit beverage brand, Appy, Appy

Fizz and packaged drinking water, Bailley.

A pioneer in the Indian industry, Parle Agro is associated with many firsts. They were the

first to introduce fruit drinks in tetra packaging, first to introduce apple nectar and the

first to introduce fruit drinks in PET bottles

SWOT ANALYSIS

STRENGTHS



DISTRIBUTION NETWORK: The Company has a strong and reliable distribution

network. The network is formed on the basis of the time of consumption and the amount

of sales yielded by a particular customer in one transaction. It has a distribution network

consisting of a number of efficient salesmen, 700,000 retail outlets and 8000 distributors.

The distribution fleet includes different modes of distribution, from 10-tonne trucks to

open-bay three wheelers that can navigate through narrow alleyways of Indian cities and

trademarked tricycles and pushcarts.

STRONG BRANDS: The products produced and marketed by the Company have a

strong brand image. People all around the world recognize the brands marketed by the

Company. Strong brand names like Sprite, Fanta, Limca, Thums Up and Maaza add up to

the brand name of the Coca-Cola Company as a whole. The red and white Coca- Cola is

one of the very few things that are recognized by people all over the world. Coca-Cola

has been named the world's top brand for a fourth consecutive year in a survey by

consultancy Interbrand. It was estimated that the Coca-Cola brand was worth

$70.45billion.

Source: (http://news.bbc.co.uk/1/hi/business/4706275.stm)

LOW COST OF OPERATIONS: The production, marketing and distribution

systems are very efficient due to forward planning and maintenance of consistency of

operations which minimizes wastage of both time and resources leads to lowering of

costs.

WEAKNESSES

SMALL SCALE SECTOR RESERVATIONS LIMIT ABILITY TOINVEST AND ACHIEVE ECONOMIES OF SCALE: The Company’s operations are

carried out on a small scale and due to Government restrictions and ‘red-tapism’, the

Company finds it very difficult to invest in technological advancements and achieve

economies of scale.

OPPORTUNITIES

LARGE DOMESTIC MARKETS: The domestic market for the products of the

Company is very high as compared to any other soft drink manufacturer. Coca-Cola India



claims a 58 per cent share of the soft drinks market; this includes a 42 per cent share of

the cola market. Other products account for 16 per cent market share, chiefly led by

Limca. The company appointed 50,000 new outlets in the first two months of this year, as

part of its plans to cover one lakh outlets for the coming summer season and this also

covered 3,500 new villages. In Bangalore, Coca-Cola amounts for 74% of the beverage

market.

EXPORT POTENTIAL: The Company can come up with new products which are

not manufactured abroad, like Maaza etc and export them to foreign nations. It can come

up with strategies to eliminate apprehension from the minds of the people towards the

Coke products produced in India so that there will be a considerable amount of exports

and it is yet another opportunity to broaden future prospects and cater to the global

markets rather than just domestic market.

HIGHER INCOME AMONG PEOPLE: Development of India as a whole has lead

to an increase in the per capita income thereby causing an increase in disposable income.

Unlike olden times, people now have the power of buying goods of their choice without

having to worry much about the flow of their income. The beverage industry can take

advantage of such a situation and enhance their sales.

THREATS

IMPORTS: As India is developing at a fast pace, the per capita income has increased

over the years and a majority of the people is educated, the export levels have gone high.

People understand trade to a large extent and the demand for foreign goods has increased

over the years. If consumers shift onto imported beverages rather than have beverages

manufactured within the country, it could pose a threat to the Indian beverage industry as

a whole in turn affecting the sales of the Company.

TAX AND REGULATORY SECTOR: The tax system in India is accompanied by a

variety of regulations at each stage on the consequence from production to consumption.

When a license is issued, the production capacity is mentioned on the license and every

time the production capacity needs to be increased, the license poses a problem.



Renewing or updating a license every now and then is difficult. Therefore, this can limit

the growth of the Company and pose problems.

SLOWDOWN IN RURAL DEMAND: The rural market may be alluring but it is

not without its problems: Low per capita disposable incomes that is half the urban

disposable income; large number of daily wage earners, acute dependence on the vagaries

of the monsoon; seasonal consumption linked to harvests and festivals and special

occasions; poor roads; power problems; and inaccessibility to conventional advertising

media. All these problems might lead to a slowdown in the demand for the company’s

products.

PEST ANALYSIS



The PEST analysis examines changes in a marketplace caused by Political, Economical,

Social and Technological factors.

POLITICAL ANALYSISNon-alcoholic beverages fall within the food category under the FDA. The

government plays a role within the operation of manufacturing these products in terms of

regulations. There are potential fines set by the government on companies if they do not

meet a standard of laws.

The following are some of the factors that could cause Coca-Cola company's

actual results to differ materially from the expected results described in their underlying

company's forward statement:-

Changes in laws and regulations, including changes in accounting standards,

taxation requirements, (including tax rate changes, new tax laws and revised tax law

interpretations) and environmental laws in domestic or foreign jurisdictions.

Changes in the non-alcoholic business environment. These include, without

limitation, competitive product and pricing pressures and their ability to gain or maintain

share of sales in the global market as a result of action by competitors.

Political conditions, especially in international markets, including civil unrest,

government changes and restrictions on the ability to transfer capital across borders.

Their ability to penetrate developing and emerging markets, which also depends on

economic and political conditions, and how well they are able to acquire or form strategic

business alliances with local bottlers and make necessary infrastructure enhancements to

production facilities, distribution networks, sales equipment and technology.

ECONOMIC ANALYSIS

Last year the U.S. economy was strong and nearly every part of it was growing

and doing well. However, things changed. Most economists loosely define a recession as



two consecutive quarters of contraction, or negative GDP growth. On Monday 26, the

government officially declared that the U.S. has been in recession since March. (CBS

Market Watch. “U.S. Officially in a recession." Rex Nutting. [Nov 26, 2001].

www.cbsmarketwatch.com)

However, because of aggressive action by the Federal Reserve and Congress it will be

short and mild. The economy will return to sustained, positive growth in the first half of

2002.

SOCIAL ANALYSIS

Many U.S. citizens are practicing healthier lifestyles. This has affected the non-

alcoholic beverage industry in that many are switching to bottled water and diet colas

instead of beer and other alcoholic beverages. Also, time management has increased and

is at approximately 43% of all households. (http://www.cdf-mn.org). The need for bottled

water and other more convenient and healthy products are in important in the average

day-to-day life.

Consumers from the ages of 37 to 55 are also increasingly concerned with

nutrition. There is a large population of the age range known as the baby boomers. Since

many are reaching an older age in life they are becoming more concerned with increasing

their longevity. This will continue to affect the non-alcoholic beverage industry by

increasing the demand overall and in the healthier beverages.

TECHNOLOGICAL ANALYSIS

Some factors that cause company's actual results to differ materially from the

expected results are as follows:



The effectiveness of company's advertising, marketing and promotional programs.

The new technology of internet and television which use special effects for advertising

through media. They make some products look attractive. This helps in selling of the

products. This advertising makes the product attractive. This technology is being used in

media to sell their products.

Introduction of cans and plastic bottles have increased sales for Coca-Cola as

these are easier to carry and you can bin them once they are used.

As the technology is getting advanced there has been introduction of new

machineries all the time. Due to introduction of this machineries the production of the

Coca-Cola Company has increased tremendously then it was few years ago CCE has six

factories in Britain which use the most stat-of the-art drinks technology to ensure top

product quality and speedy delivery. Europe's largest soft drinks factory was opened by

CCE in Wakefield, Yorkshire in 1990. The Wakefield factory has the technology to

produce cans of Coca-Cola faster than bullets from a machine gun.



CHAPTER- II

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY



RESEARCH DESIGN FOLLOWED

Descriptive Research is the research method used because descriptive studies

embrace a large proportion of market research. The purpose is to provide an accurate

snapshot of some aspect of the market environment. Descriptive research is more rigid

than exploratory research and seeks to describe users of a product, determine the

proportion of the population that uses a product, or predict future demand for a product.

As opposed to exploratory research, descriptive research should define questions, people

surveyed, and the method of analysis prior to beginning data collection. In other words,

who, what, where, when, why, and how aspects of the research should be defined.

SAMPLING:-

SAMPLING TECHNIQUE USED

In this project the technique of sampling used was Judgment sampling. Judgment

sampling involves the choice of subjects who are most advantageously placed or in the

best position to provide the information required.

SAMPLE UNIT

In this project sample were the retailers in Salugara and Bagdogra region & the

aim was to know the penetration level of Maaza Tetra Pak and the competitors present

in the market.

SAMPLE SIZE: 200 Retailers.Salugara- 83 retailers and Badogra- 117 retailers

DATA COLLECTION TECHNIQUES

SOURCES OF DATAPRIMARY DATA

To collect primary data from Retailer’s Questionnaires were used. Questionnaire

was prepared very carefully so that it may prove to be effective in collecting the right

information.

SECONDARY DATA



Secondary data collected from different website. This secondary data formed the

conceptual background for the project. This secondary data was compared with the

primary data collected in area.

RESEARCH INSTRUMENTThe research instrument used in the project was Questionnaire to collect primary

information, it provided flexibility by using more close ended and few open ended

questions.

METHOD OF DATA COLLECTIONInformation was collected by personally contacting retailers through interviews.

ANALYSIS AND STATISTICAL TECHNIQUE USEDTypes of data analysis techniques used in the project:

- Tabular analysis.

- Graphical analysis.

- Percentage analysis.

OBJECTIVES OF THE RESEARCH



PRIMARY OBJECTIVE

To study the presence of Maaza Tetra Pak in Salugara and Bagdogra Market

To analyse the potential market for Maaza Tetra Pak

To collect information about the competitors

SECONDARY OBJECTIVE

To analyze the factors influencing perception and buying decisionof consumers.

SCOPE OF THE RESEARCH

The study is carried out in Salugara and Bagdogra markets hence its scope is mainly

limited to Salugara and Bagdogra.

It gives information about the size of the retail network.

It gives information about the services given by distributor to their retailers.

It gives information about the competitors’ products.

It will serve consumer in better manner.

It provides suggestions to the company to improve their products sales.

It gives information about the sales promotion activities to improve the sale.

LIMITATIONS OF THE RESEARCH



Some of the retailers were too busy to participate for the survey.

The monsoon hindered the survey and the collection of data.

The survey was limited only for two markets ( Salugara and Bagdogra)

Time period of the project was only 50 days which made it difficult to understand the market completely.



CHAPTER- III

CONCEPTUAL DISSCUSION

LITERATURE REVIEW



The Ansoff Product-Market Growth Matrix is a marketing tool created by Igor

Ansoff and first published in his article "Strategies for Diversification" in the Harvard

Business Review (1957). The matrix allows marketers to consider ways to grow the

business via existing and/or new products, in existing and/or new markets – there are four

possible product/market combinations. This matrix helps companies decide what course

of action should be taken given current performance. The matrix consists of four

strategies:

Market penetration (existing markets, existing products): Market penetration

occurs when a company enters/penetrates a market with current products. The

best way to achieve this is by gaining competitors' customers (part of their market

share). Other ways include attracting non-users of your product or convincing

current clients to use more of your product/service, with advertising or other

promotions. Market penetration is the least risky way for a company to grow.

Product development (existing markets, new products): A firm with a market for

its current products might embark on a strategy of developing other products

catering to the same market (although these new products need not be new to the

market; the point is that the product is new to the company). For example,

McDonald's is always within the fast-food industry, but frequently markets new

burgers. Frequently, when a firm creates new products, it can gain new customers

for these products. Hence, new product development can be a crucial business

development strategy for firms to stay competitive.

Market development (new markets, existing products): An established product

in the marketplace can be tweaked or targeted to a different customer segment, as

a strategy to earn more revenue for the firm. For example, Lucozade was first

marketed for sick children and then rebranded to target athletes. This is a good

example of developing a new market for an existing product. Again, the market

need not be new in itself; the point is that the market is new to the company.

Diversification (new markets, new products): Virgin Cola, Virgin Megastores,

Virgin Airlines, Virgin Telecommunications are examples of new products


http://en.wikipedia.org/wiki/Diversification_(marketing_strategy)

http://en.wikipedia.org/wiki/Lucozade

http://en.wikipedia.org/wiki/Market_development

http://en.wikipedia.org/wiki/McDonald's

http://en.wikipedia.org/wiki/Product_development

http://en.wikipedia.org/wiki/Market_penetration

http://en.wikipedia.org/wiki/Igor_Ansoff

http://en.wikipedia.org/wiki/Igor_Ansoff


created by the Virgin Group of UK, to leverage the Virgin brand. This resulted in

the company entering new markets where it had no presence before.

The matrix illustrates, in particular, that the element of risk increases the further

the strategy moves away from known quantities - the existing product and the existing

market. Thus, product development (requiring, in effect, a new product) and market

extension (a new market) typically involve a greater risk than `penetration' (existing

product and existing market); and diversification (new product and new market)

generally carries the greatest risk of all. In his original work, which did not use the matrix

form, Igor Ansoff stressed that the diversification strategy stood apart from the other

three.

While the latter are usually followed with the same technical, financial, and

merchandising resources which are used for the original product line, diversification

usually requires new skills, new techniques, and new facilities. As a result it almost

invariably leads to physical and organizational changes in the structure of the business

which represent a distinct break with past business experience.

For this reason, most marketing activity revolves around penetration.


http://en.wikipedia.org/wiki/Virgin_(company)


ABOUT THE PRODUCT

Maaza“Yaari Dosti Taaza Maaza”

Maaza is a Coca-Cola fruit drink brand marketed in India and Bangladesh,

the most popular drink being the mango variety so much that over the years, the Maaza

brand has become synonymous with Mango. Initially Coca-Cola had also launched

Maaza in orange and pineapple variants, but these variants were subsequently dropped.

Coca-Cola has recently re-launched these variants again in the Indian market.

Mango drinks currently account for 90% of the fruit juice market in India. Maaza

currently dominates the fruit drink category and competes with Pepsi's Slice brand of

mango drink and Frooti, manufactured by Parle Agro.

While Frooti was sold in small cartons, Maaza and Slice were initially sold in

returnable bottles. However, all brands are also now available in small cartons and large

PET bottles. Of late, the Indian market is witnessing the entry of a large number of small

manufacturers producing only mango fruit drink.

Maaza has a distinct pulpy taste as compared to Frooti and tastes slightly sweeter

than Slice. Maaza claims to contain mango pulp of the Alphonso which is known as

“King of Mangoes” in India and Totapuri variety.

HISTORY


http://en.wikipedia.org/wiki/Alphonso_(mango)

http://www.facebook.com/pages/w/109549845737111






Maaza was launched in 1976 in India. The Union Beverages Factory, based in the

United Arab Emirates, began selling Maaza as a franchisee in the Middle East and Africa

in 1976. By 1995, it had acquired rights to the Maaza brand in these countries through

Maaza International Co LLC Dubai. In India, Maaza was acquired by Coca-Cola India in

1993 from Parle-Bisleri along with other brands such as Limca, Citra, Thums Up and

Gold Spot. As for North America, Maaza was acquired by House of Spices in 2005.

SWOT ANALYSIS OF MAAZA TETRA PAK

STRENGTHS

Most demanded mango juice in TP.

Maaza has good Brand Equity.

Maaza TP can be preserved for longer duration.

Efficient distribution network readily available.

WEAKNESSESS

Maaza TP doesn’t run advertisements.

Retailers are unaware of the margin

earned by selling Maaza TP.

Retailers don’t find the price to be reasonable.

Promotional offers are weak or negligible in comparison to its competitors.

Maaza comes only in one variant.

OPPORTUNITIES

45% of the markets are untapped.

2) The markets surveyed witnesses a lot of travelers hence stocking ‘Pocket Maaza’ adequately in these markets can boost sales.

THREATS

Supply of competitors’ Tetra Pak is strong in remote locations which are eating up the market share of Maaza TP.

Maaza is not produced in Raninagar Plant.

There are many competitors of Maaza TP.




http://en.wikipedia.org/wiki/Citra





CHAPTER- IV

DATA ANALYSIS



QUESTION 1

SALUGARA BAGDOGRA

SALUGARA AND BAGDOGRA COMBINED

INFERENCE:

There is huge market which is untapped for reasons ranging from competition, irregular supply, high price etc. Maaza Tetra Pak is losing its market share to local players and other companies due to availability of substitute products.



QUESTION 3

SALUGARA BAGDOGRA


INFERENCE:

The consumers were found to be aware of availability of Maaza in Tetra Pak.



QUESTION 4 SALUGARA

BAGDOGRA


INFERENCE:

From the charts we can figure out that most of the retailers in both the markets sell 1-10 cases of Maaza TP in a month and only a minuscule number of retailers go beyond 10 cases.



QUESTION 5SALUGARA

BAGDOGRA


INFERENCE:

Out of all the retailers who stock Maaza be it Salugara, Bagdogra or the combination of both the markets it is seen that Maaza TP dominates the sale, as Coca Cola is found to be a dominant player in these markets.



QUESTION 7 SALUGARA BAGDOGRA


INFERENCE:

On an average 72% of the retailers who stock Maaza TP in both the markets are happy with their distributors. And the 28% of the remaining few are unhappy with the distributor and the reasons range from irregular supply, absence of credit facility with coke to issues with the coolers.



QUESTION 9

SALUGARA BAGDOGRA


INFERENCE:

From the following results it is evident that consumers and retailers are unaware of the benefits of Tetra Pak. Some of the benefits are; it takes less shelf space, juice can be preserved for longer duration, it is easy to carry, the Tetra Pak is environment friendly as it can be recycled etc. When the benefits were told to the retailers they gave a positive gesture, hence, little education by the MDs (Market Developers) can help Maaza TP to tap the potential market.



QUESTION 10

SALUGARA BAGDOGRA


INFERENCE:

One of the major issues which restrain retailers to stock Maaza Tetra Pak is its price. Maaza Tetra Pak comes with a price tag of Rs 12, which make the retailers as well as the consumers to struggle in fending off the change. The retailers want Maaza to come either in Rs 10 or Rs 15 packages.



QUESTION 11

SALUGARA BAGDOGRA


INFERENCE:

Maaza Tetra Pak is a hit among the consumers up to the age of 40. Maaza Tetra Pak is marketed as “pocket Maaza” therefore consumers are found to be up to the age of 40 who travel and move a lot.



QUESTION 12

SALUGARA BAGDOGRA


INFERENCE:

It was difficult to find the gender which consumed Maaza Tetra Pak the most, many retailers said that both the genders consumed Maaza Tetra Pak equally.



QUESTION 15

SALUGARA BAGDOGRA


INFERENCE:

The retailers were found to be unhappy as the schemes are not reaching them. The retailers have often discovered that though Coca Cola has schemes, the MDs (Market Developers) do not reveal the schemes to them.



CHAPTER- V

FINDINGS



FINDINGS

The survey revealed that Salugara has 55% of the retailers who stock Maaza,

while in Bagdogra 56% of the retailers stock Maaza. And combining both the

markets 55% of the retailers stock Maaza i.e. 111 retailers said ‘Yes’ while ‘89’

retailers said ‘No’

The 89 retailers forming 45% of the sample size do not stock Maaza for reasons

like they stock only Pepsi’s products, even if they sell Coke’s product they are

unaware of the margin earned on selling TP and some of them do not stock Maaza

TP because it doesn’t sell, and some do not stock Maaza because of its price

which makes it difficult for the customers and the retailers to fend change.

Out of 46 retailers in Salugara who stock Maaza TP 85% answered in favor of

this question. And out of 65 retailers in Bagdogra who stock Maaza TP 95% of

them were in favor of this question .All in all combining both the markets 91% of

the retailers which is 111 retailers who stock Maaza TP answered in favor of this

question

Most of the retailers in both the markets sell 1-10 cases of Maaza TP in a month

and only a minuscule number of retailers go beyond 10 cases.

Out of all the retailers who stock Maaza be it Salugara, Bagdogra or the

combination of both the markets it is seen that Maaza TP dominates the sale.

It was found that Maaza TP sells mostly because of its Taste, while the other

products sell either they give good offers or when there is irregular supply of

Maaza.

On an average 72% of the retailers who stock Maaza TP in both the markets are

happy with their distributors. And the 28% of the remaining few are unhappy with



the distributor and the reasons range from irregular supply, absence of credit

facility with coke to issues with the coolers.

It was noticed that majority of the retailers i.e. 109 retailers out of 111 who stock

Maaza TP aren’t aware of the benefits attached with selling Tetra Paks.

78% of the retailers in Salugara and 71% of the retailers in Bagdogra don’t find

the price of Maaza TP to be reasonable. This makes it 74% combining both the

markets who do not find the price to be reasonable.

It was found that in Salugara the age group ‘20-40’ consumes Maaza TP the most

followed by the age group ‘Up to 20’. Similarly, in Bagdogra the age group ‘Up

to 20’ is leading followed by ’20-40’ age group.

When both the markets are combined the leading group is ’20-40’ followed by

‘Up to 20’. Looking at the charts we can conclude that Maaza TP is consumed

by people mostly up to the age of 40.

Combining both the markets 53% of the retailers are unsure whether Maaza is

consumed mostly by male or female, while the remaining lot has rated female

25% and male as 22% which is very close. Therefore, it can be said that Maaza

TP is equally preferred by both the genders.

All the retailers stocking Maaza TP has ranked Maaza as number 1 in both the

markets when it comes to getting offers for selling the product while all the other

products have a tough competition.

As it was seen earlier that Maaza leads when it comes to giving offers to its

retailers. Likewise the retailers ranked Maaza the number 1 product when it

comes to margin earned in selling the product.



It was found that the retailers were enjoying offers from other brands while they

were not getting any offers from Maaza in the previous month.

The retailers have rated the attributes (Quality, Brand Image, Availability,

Packaging and Margin) of Maaza. The three attributes i.e. Quality, Brand Image

and Packaging has favored well while the attributes Availability and Margin is to

be taken care of.



CHAPTER- VI

CONCLUSIONS



RECOMMENDATIONS

The survey shows that there is a Market of 45% combining both the Salugara and

Bagdogra Market which is untapped. The untapped market can be captured if the

Market Developers are persuasive in selling Maaza Tetra Pak and they can

proactively explain that the retailers earn more margins while selling Maaza Tetra

Pak. It was found that most of the retailers are unaware of the margin earned on

selling Tetra Pak which is more than selling RGB.

Retailers and Consumers should be educated about the benefits of using Tetra

Pak. The information that it can be preserved for long, Tetra Pak Packages are

fully recycled and consumers can easily carry it along, it takes less shelf space etc.

should be explained.

During the outlet visit for survey none of the stores had hoardings or banners with

Maaza Tetra Pak on it; therefore to create awareness among non-consumers that

Maaza comes in Tetra Pak too, hoardings and banners must bear the picture of

Maaza Tetra Pak.

Since Coca Cola maintains a database for its retailers, henceforth, all the schemes,

discounts, or offers can be sent through SMS to help retailers know the schemes.

Price of the product should change either to Rs 10 or Rs 15 so that the retailers

unwilling to sell the product fearing fending of change can stock the product too.

Retailers present in remote locations which were noticed to be selling juices of

other brands due to irregular supply of the product can pose a threat as Maaza

Tetra Pak can lose its market share gradually.



Organizing sales promotion specifically designed for Maaza Tetra Pak can be

rolled. For instance, every year Coca Cola hires Summer Trainees and this

resource can be used to set up stalls in various locations and sell the product at a

price sold to retailers.

Incentives & schemes should be given to the retailers and sales audit should be

carried to check whether the schemes are being communicated properly by

distributors and sales person or not.

Provide consistent service to retailers as this will help gain company goodwill in

the market.



APPENDICES



QUESTIONNAIRE

Name of the Outlet: Area:

1. Do you stock Maaza Tetra Pak?

YES NO

2. If No, why? Multiple choices

HIGH PRICE LEAKED PRODUCTS NOT REPLACED

LESS MARGIN

UNATTRACTIVE OFFERS OTHERS, PLEASE SPECIFY

3. Do you think that consumers are aware that Maaza also comes in Tetra Paks?

YES NO

4. Approximately, how many cases do you sell in a month (only Maaza TP)

1-10 10-20 20-30 30-40 40 AND ABOVE

5. Which juice (Tetra Pak) do you sell the most?

MAAZA SLICE FROOTI

REAL TROPICANA OTHERS, PLEASE SPECIFY

6. What is the reason for its sale? Multiple choices

LOW PRICE HIGH MARGIN GOOD SCHEMES

TASTE OTHERS, PLEASE SPECIFY

7. Are you satisfied with the distributor?

YES NO

8. If No, why

NO CREDIT IRREGULAR SUPPLY OTHERS, PLEASE SPECIFY



9. Are you aware of the benefits of the Tetra Pak?

YES NO

10. Is the price of MaazaTP reasonable?

YES NO

11. Which among the following (age group) consumes Maaza TP the most?

UPTO 20 20-40 40-60 60 AND ABOVE

12. According to you which gender consumes Maaza TP the most?

MALE FEMALE CAN’T SAY

13. Which juice (Tetra Pak) among the following gives good offers? Rank them

MAAZA SLICE FROOTI REAL TROPICANA

14. According to the margin earned rank the products (Tetra Pak)

MAAZA SLICE FROOTI REAL TROPICANA

15. Do you get any offers or schemes on Maaza Tetra Pak from the company?

YES NO

16. Give your ratings to following attributes of Maaza TP

ATTRIBUTES VERY GOOD

GOOD AVERAGE BAD VERY BAD

QUALITYBRAND IMAGEAVAILABILITYPACKAGINGMARGIN

17. What improvements or suggestions do you give for Maaza TP?



LIST OF ALL THE RETAILERS SURVEYED

SERIAL NO. NAME OF THE RETAILERS AREABAGDOGRA

1. Ajanta Hotel Bagdogra2. Anil Stores Bagdogra3. Apni Dukan Bagdogra4. Arya Bakery Bagdogra5. Banik Stores Bagdogra6. Bappa Pan Ghar Bagdogra7. Bappa Pan Ghar Bagdogra8. Bhai Bhai Bagdogra9. Bharati Hotel Bagdogra10. Bichitra Stores Bagdogra11. Bishnu Pan Ghar Bagdogra12. Biswajit Pan Ghar Bagdogra13. Cakes R Us Bagdogra14. Choice Stores Bagdogra15. City Dhaba Bagdogra16. Cosmetic Corner Bagdogra17. Deep Stores Bagdogra18. Deepanjali Telecom Bagdogra19. Diet Restaurant Bagdogra20. Dilip Pan Ghar Bagdogra21. Dipti’s Bagdogra22. Ellisa’s Restaurant Bagdogra23. Farhan Telecom Bagdogra24. Ganesh Bhandar Bagdogra25. Ganesh Hotel Bagdogra26. Ganga Hotel Bagdogra27. Gautam Pan Ghar Bagdogra28. Gautam Pan Ghar Bagdogra29. Ghosh Bhandar Bagdogra30. Ghosh Brothers Bagdogra31. Gopal Stores Bagdogra32. Gupta General Stores Bagdogra33. Gurung Hotel Bagdogra34. Hanuman Stores Bagdogra35. Hanuman Sweets N Snacks Bagdogra36. Haryana Stores Bagdogra37. Hasi Pan Ghar Bagdogra38. Hotel Bagdogra39. Hotel Chakachak Bagdogra40. Hotel Jagat Bagdogra41. Hotel Kamakhya Bagdogra42. Hotel Ramakrishna Bagdogra43. Hotel Sonar Bangla Bagdogra44. Hriday Enterprise Bagdogra



SERIAL NO. NAME OF THE RETAILERS AREA45. Jaiswal Stores Bagdogra46. Joy Maa Hotel Bagdogra47. Joy Maa Kali Pan Stores Bagdogra48. Kadri Stores Bagdogra49. Kalpatru Hotel Bagdogra50. Kamal Stores Bagdogra51. Kerala Hotel Bagdogra52. Lakhan Shaha Bagdogra53. Lama Hotel Bagdogra54. Laxmi Bhandar Bagdogra55. Leya Stores Bagdogra56. Lokesh Pan Ghar Bagdogra57. M/S Sanjay Stores Bagdogra58. Maa Durga Stores Bagdogra59. Maa Minati Sweets Bagdogra60. Maina Di Bagdogra61. Manik Hotel Bagdogra62. Manoj Pan Bhandar Bagdogra63. Matri Bhandar Bagdogra64. Matri Bhandar Bagdogra65. Mondal Stores Bagdogra66. Mouchak Bagdogra67. Narayan Fast food Bagdogra68. Netai Pan Ghar Bagdogra69. New Jay Kali Stores Bagdogra70. Omkar Stores Bagdogra71. Pandey Pan Ghar Bagdogra72. Pawan Pan Ghar Bagdogra73. Poltu Telecom Bagdogra74. Pooja Stores Bagdogra75. Prabhabati Hotel Bagdogra76. Pradeep Stores Bagdogra77. Pradip Pan Ghar Bagdogra78. Prasam Thapa Bagdogra79. Prassana Gift House Bagdogra80. Priyadarshini Bagdogra81. Puroshotam Bhandar Bagdogra82. Raj Fast Food Bagdogra83. Raj Stores Bagdogra84. Rakesh Fast Food Bagdogra85. Rita Stores Bagdogra86. Roy Stores Bagdogra87. Royal Enterprise Bagdogra88. Saha Stores Bagdogra89. Saha Tea Stall Bagdogra90. Sahaj Bagdogra91. Samrat Store Bagdogra92. Samrat Sweets Bagdogra



SERIAL NO. NAME OF THE RETAILERS AREA93. Sanjay Hotel Bagdogra94. Sapna Sweets Bagdogra95. Sarkar Sweets Bagdogra96. Saumya Hotel Bagdogra97. Saundarya Bagdogra98. Saurav Hotel Bagdogra99. Sen Pan Ghar Bagdogra100. Seouli Telecom Bagdogra

101. Shah Brothers Bagdogra

102. Shiv Bhandar Bagdogra

103. Shivang Fast Food Bagdogra

104. Shubham Stores Bagdogra

105. Soma Sweets Bagdogra

106. Sri Krishna Mistana Bhandar Bagdogra

107. Subash Tea Stores Bagdogra

108. Sudha Pepsi Hotel Bagdogra

109. Sudha Sagar Restaurant Bagdogra

110. Sugary And Confectionary Bagdogra

111. Suraj Telecom Bagdogra

112. Suraj Tiwari Bagdogra

113. Swad Sweets N Snacks Bagdogra

114. Sweets N Snacks Parlour Bagdogra

115. Tuhin Hotel Bagdogra

116. Variety Stores Bagdogra

117. VIP Sweets Bagdogra

SALUGARA118. Abodh Saha Salugara

119. American Grab Salugara



120. Annapurna Hotel Salugara

121. Appa Hotel Salugara

122. Baba Lokenath Pan Ghar Salugara

123. Bacha Pan Ghar Salugara

124. Bickey Stores Salugara

125. Bikash Stores Salugara

126. Binod Stores Salugara

127. Bisuti Stores Salugara

128. Debnath Pan Ghar Salugara

129. Deep Communication Salugara

130. Dimpal Stores Salugara

131. Dipa Stores Salugara

132. Dorjee Hotel Salugara

133. Dubey Stores Salugara

134. Duja Prasad Salugara

135. Flavours of Mughals Salugara

136. Flavours of Shanghai Salugara

137. Fresh Shop Salugara

138. Ganjong Hotel Salugara

SERIAL NO. NAME OF THE RETAILERS AREA139. Ghosh Mistana Bhandar Salugara

140. Gitanjali Stores Salugara

141. Goon Goon Hotel Salugara

142. Gupta Stores Salugara

143. Guru Saran Store Salugara



144. Hari Madhab Brothers Salugara

145. Hill Hotel Salugara

146. Himalaya Hotel Salugara

147. Hiralal Sons Salugara

148. Hotel Manakamna Salugara

149. Hotel Zambala Salugara

150. Indrani Rana Salugara

151. Janki Hotel Salugara

152. Joy Refreshment Station Salugara

153. Khusbu Pradhan Salugara

154. Khushi Stores Salugara

155. Maa Kali Stores Salugara

156. Mama Hotel Salugara

157. Manisha Salugara

158. Manoj Hotel Salugara

159. Mariam Communication Salugara

160. Mita Hotel Salugara

161. Mondal Stores Salugara

162. Nilam Stores Salugara

163. Nirmal Hotel Salugara

164. Noor Hotel Salugara

165. Ocean Hotel Salugara

166. Om Jagdamba Store Salugara

167. Paul Hotel Salugara

168. Phulwaya Pradhan Salugara



169. Pooja Bhutia Salugara

170. Pooja Stores Salugara

171. Poojan Pan Ghar Salugara

172. Popular Hotel Salugara

173. Pradhan Stores Salugara

174. Prashant Tamang Salugara

175. Raj Pan Ghar Salugara

176. Raja Hotel Salugara

177. Rajesh Stores Salugara

178. Ravi Hotel Salugara

179. S.M. Singh Salugara

180. Sai Momo Salugara

181. Sapna Pan Ghar Salugara

182. Shatrughan Singh Salugara

183. Sherpa Restaurant Salugara

184. Sonia Pan Ghar Salugara

185. Sonia Pan Store Salugara

SERIAL NO. NAME OF THE RETAILERS AREA186. Spices Salugara

187. Srawan Stores Salugara

188. Sri Balaji Stores Salugara

189. Suraj Pan Ghar Salugara

190. Tara Dhaba Salugara

191. Tarachand Pan Ghar Salugara

192. Tashi Hotel Salugara



193. Tata Café Salugara

194. Tibet Restaurant Salugara

195. Umesh Hotel Salugara

196. Umesh Prasad Salugara

197. Urs Restaurant Salugara

198. Uttam Hotel Salugara

199. Variety Stores Salugara

200. Vishal Centre Salugara

BIBLIOGRAPHY



Books

Marketing Management -Philip Kotler, Published by Pearson Education, Seventh Indian

Reprint, 2005

Research Methods for Business Students- Mark Saunders, Philip Lewis, Adrian Thornhill

Marketing Research- G.C. Beri, Published by Tata McGraw-Hill, Third Edition

Websites

www.thecoca-colacompany.com

www.coca-colaindia.com

www.wikipedia.com

www.economictimes.com

www.agriculturalproductsindia.com

www.facebook.com


http://www.economictimes.com/

http://www.coca-colaindia.com/


PROJECT ON MAAZA FRESH

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