lipin v

A STUDY OF COMPETITION ANALYSIS OF RAIDCO FAMILY CURRY POWDER AT RAIDCO UNIT, MAVILAYI, CANNANORE, KERALA Summer training report submitted to the ANNA UNIVERSITY COIMBATORE For the award of the degree of

MASTER OF BUSINESS ADMINISTRATION Submitted by

LIPIN V 108001613006 Under the Supervision and Guidance of

Mrs. S. Gayathri

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

PGP COLLEGE OF ENGINEERING AND TECHNOLOGY NAMAKKAL JULY 2011

BONAFIDE CERTIFICATE

This is to certify that the summer training report, entitled “Competition Analysis of Raidco Family Curry Powder at Raidco Unit, Mavilayi, Cannanore” submitted to the Anna University Coimbatore in Partial fulfillment of the requirements for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION is a record of original research work done by LIPIN V during the period May 30–July 24, 2011 of his study in the DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION at PGP COLLEGE OF ENGINEERING AND TECHNOLOGY,NAMAKKAL Under the supervision and guidance of Mrs. S. Gayathri and the training report has not formed the basis for the award of any Degree / Diploma / Associate ship / Fellowship or other similar title to any candidate of any University.

Faculty Guide

Head of the Department

Viva voce examination held on: ______________________.

Internal Examiner

Date: Place: NAMAKKAL

External Examiner

DECLARATION

I Lipin V hereby declare that this summer training report entitled “Competition Analysis of Raidco Family Curry Powder at Raidco Unit, Mavilayi, Cannanore” submitted to the Anna University, Coimbatore in Partial fulfillment of the requirements for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION is a record of original and independent research work done by me during May 31– July 24, 2011 under the supervision and guidance of Mrs. S.Gayathri, Asst. Professor, ,DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

at PGP COLLEGE OF ENGINEERING AND

TECHNOLOGY and it has not formed the basis for the award of any Degree / Diploma / Associate ship / Fellowship or other similar title to any candidate of any University.

Signature of the Student

LIPIN .V Date: Place: NAMAKKAL

ACKNOWLEDGEMENT I have immense pleasure in submitting my project report entitled “Competition Analysis of Raidco Family curry Powder at Raiidco unit, Mavilayi, Cannanore- Kerala” It is my privilege to express my sincere gratitude and indebtedness to those who have helped me to complete the project work successfully. I am extremely grateful to Management of PGP College of Engineering and Technology, Namakkal who provided me facilities to pursue my project work. I wish to express my heartfelt gratitude to Dr. A. Jayakumar, Director, Department of Master of Business Administration, PGP College of Engineering and Technology, Namakkal, for his support and guidance in planning and executing this project work. I am also extremely grateful to Mr. C.P.Manojkumar, Managing Director, Raidco Kerala Ltd., who granted me permission to pursue my project work. I thank my guide Mrs. S. Gayathri, Asst. Professor, Department of Master of Business Administration, PGP College of Engineering and Technology, Namakkal for guiding me throughout the project. I am grateful to Mrs. Manjula, Quality Control Department, and Raidco Curry Powder Factory-Mavilayi, who spent her precious time to guide and support me during this project work. Finally I would like to thank all faculty members, Department of Master of Business Administration, PGP College of Engineering and Technology and my friends and family who helped me through all difficult and confusing moments.

LIPIN .V

ABSTRACT

This study reveals an overview of intensity of rivalry and competition faced by the Raidco Family Curry Powder. The objectives of the research, entitled “A study of competitive analysis of Raidco Curry Powder at Raidco Unit, Mavilayi, Cannanore” are to understand the masala powder industry in general and the company profile of RAIDCO Curry Powder Unit in particular and undertake competition analysis for Raidco Family Curry Products, Raidco Unit, Mavilayi, Cannanore. and finally to come out with suggestion based on findings and hence conclude the same.

The researcher had taken both primary and secondary data. Primary data was collected directly from the respondents. The secondary data was collected from published sources such as Journals, Periodicals, Company Brochure and Internet. Study concluded that the present promotional activities undertaken by the company needs improvement and consumer perception.

CHAPTER I

INTRODUCTION & DESIGN OF THE STUDY

1.1

INTRODUCTION

Marketing management plays a vital role in developing strategies, plans and programmers for each market segment in order to satisfy consumer wants. American Marketing Association defines marketing management as “marketing management is the process of planning, conception., pricing, promotion and distribution of goods, services and ideas to create exchanges with target groups that satisfy customers organizational objectives’’ . Philip Kotler defines marketing as the “analysis, planning, implementation and control of programmers designed to create, build and maintain beneficial exchange with target buyers for the purpose of achieving organizational objectives.” American Marketing Association defined marketing as the performance of business activities that direct the flow of goods and services from producers to users.” According to British Charted Institute of marketing, “marketing is the management process responsible for identifying, anticipating and satisfying consumer’s requirement profitably” In the word of Philip Kotler “Marketing is the human activity directed at satisfying needs and wants through an exchange process” The market is a place where the sellers and buyers meet together and exchange goods and services. Marketers are made up of customer. All of them have certain needs and wants. They try to satisfy these through the exchange mechanism. Marketing sizes is thus given by the persons having particular needs, wants and also are ready to exchange their resources for satisfying products. Sellers offer products to the market. To inform and persuade the buyers in the market, they communicate with the buyers through advertising. Buyers from the market offer money as considerations to the sellers. They also give feedback to the sellers about their experience with the consumption.

COMPETITION ANALYSIS

The process of privatization and liberalization in the country had created the need for the strategy of competition analysis. As a strategist, one can make sure that the organization has competitive advantage in terms of achievement of goals. The old view of competition was emphasized on the various variables of market strategy such as quality, schedule of delivery, attractive price etc. Now the liberalization process has made it essential for firms to go beyond these boundaries. According to Porter, ‘‘the collective strength of the following forces determines the ultimate profit of the industry’’. Competition in an industry is generally shaped not by immediate rivals but by certain other forces. The nature and extent of actual and potential competition, in reality is much border. A company in most cases is likely to be hurt by the emerging competitors or new technologies than by current competitors. This is because of the fact that the industry is nothing but a collection of firms that offer similar products or services that customers perceive to be substitutable for one another. So before beginning to assess the nature and extent of competition, a firm should define the industry boundaries.

1.2 STATEMENT OF THE PROBLEM The masala powder market has lots of players competing intensively for a larger share of the market. The products are differentiated on the basis of various aspects in order to ensure a position in the market. To survive and to formulate effective marketing strategy a company should try to understand to competitive scenario clearly, hence this study titled ‘‘Competition Analysis” was undertaken among retailers for RAIDCO.

1.3 OBJECTIVE OF STUDY •

To understand the masala powder industry in general and the company profile of RAIDCO curry Powder Unit in Particular.

•

To undertake competition analysis for RAIDCO Family curry products , RAIDCO unit, Cannanore, Kerala

•

To come out with suggestion based on findings and hence conclude the same.

1.4 SAMPLE DESIGN Sample size of 50 was selected from among the retailers for conducting the survey. Simple random sampling method was adopted. It was conducted among retailers.

1.5 METHODOLOGY Both primary data and secondary data were used for the study. Primary data was collected directly from respondents. The secondary data was collected from published sources such as Journals, Periodicals, Company Brochure and Internet.

1.6 TOOLS FOR DATA COLLECTION Data was collected through face to face interview schedule. A structured questionnaire was prepared by the researcher himself.

1.7 TOOLS OF ANALYSIS Simple Percentage method was used for analyzing the data. The data was tabulated and percentage was calculated. The values were presented using charts and graphs.

1.8 LITERATURE REVIEW The global mining industry entered an era of unparalleled uncertainty, and today is faced with a business environment so dynamic and unpredictable that firms have to manage strategic risk emanating a continuous manner. In this complex environment the struggle to create a sustainable competitive advantage has become a common denominator for many mining firms. It is critical that firms establish a capability to continuously monitor analyze the dynamics of the

external environment. This capability can be established by applying competitive analysis, as an important competitive intelligence system in firms Author: Brummer, H L Brummer, I A Baden horst, E W Newland. October 1 2006.

1

A survey of businesses in the USA on their approach to understanding the operation of their competitors identified two categories of companies, eagles and ostriches. Eagle analyze their rivals, and assume these rivals are doing the same; and ostriches, well; they are just content to focus their own affairs. Few companies can survive without some basic knowledge of their competitors, such as the products or services the sell and, crucially, the price they sell them at. Yet relatively few small and medium sized enterprises invest in a thorough analysis of their rivals, mainly due to lack of their resources or an appreciation of how this can be carried out. As awareness of the benefits gathering this information grows however, and more businesses are investigating how to about it. Author: Christine T Ennew and Martin R Bink. November 1999.

2

Competitor Analysis (‘CA’) is the in-depth study of one or more rivals (or potential rivals) to gather information on their structure, strategies, strengths, weaknesses, and future decisions. This information is then used to make informed decision about everything from marketing to long term business strategies. CA goes to beyond the type of B2B research that most companies will already be engaged in to varying degrees , such as reading trade papers or obtaining rivals’ sales literature although the systematic gathering of information from published sources is an important element 1 Author:

Brummer, H L Brummer Source: Competitive analysis and strategic decision making in global firms (Article from: journal of global business and technology) October 1 2006. 2 Author:

Christine T Ennew and Martin R Bink Source: Competitor Analysis: Keeping Ahead of the Game (Article printed in CAD Dealer magazine, November 1999.

of it. It involves extracting and piecing together the inside information your competitors really don’t want you to get your hands on . The most effective technique to achieve this is the skilful interviewing of people connected with company concerned without altering them to your motives. It is highly specialized discipline, and while increasing numbers of very large compares are employed their own in-house competitor analysis professionals, for the vast majority of businesses the most practical option is to use specialist agencies. Author: Christine T Ennew and Martin R. Bink. November 1999.

3

If you had access to information on your main competitors on some or all of the following areas: •

Structure, strategy , motivations and objectives

•

Financial and operating analysis , e g return on sales , gross profit margin etc

•

Marketing strategy. e.g. messages and tactics .price flexibility , new services or products, distribution models used, names of key customers.

•

Market perception, e g why their customers buy from them and their satisfaction level I e what are your competitor’s best practices and key strength?

•

Future Direction ………..then you would be in a string position to:

•

3 Author:

Understand their mission and objectives and develop you own accordingly

Christine T Ennew and Martin R. Bink Source: Competitor Analysis. Keeping Ahead of the Game (Article printed in CAD Dealer Magazine, November 1999)

•

Develop realistic sales targets through understanding the sales of their operations and turnover

•

Implement product / service improvements to counter strengths and weakness and innovations in their product portfolio

•

Position you price appropriately

In the CAD market, place tracking studies might prove particularly valuable to enable Reseller to keep abreast of price trends. Similarly an analysis of competitor’s added value services (such as engineering drawing bureau or e-commerce facilities) will pin point areas for service improvement. This is what CA is all about enabling you to significantly improve your own performance by really targeting resources where they will have most impact? Author: Christine T Ennew and martin R. Bink. November 1999.

4

The effects of market structure on the branching decisions of three types of depository institution: Multi market brands and thrift institutions were analyzed. It was argued that additional branches increase quality for institutions consumers and examine the interaction between market structure and this particular measure of quality. We account for endogenous market structure using an equilibrium structural model, which corrects for bias by correlation in the unobservable that may drive entry and branching activity. The model was estimated using data from over 1,750 concentrated rural banks. The results demonstrate the importance of product differentiation, as competition from while the opposite correlation holds when competitors are single-market banks or thrifts.

4Author:

Christine T Ennew and martin R. Bink Source: Competitor Analysis Keeping Ahead of the Game (Article printed in CAD Dealer Magazine, November 1999)

Authors: Andrew Cohen, Federal Reserve Board of Governors and Michael 1 Mazzeo,

5

Kellogg Scholl of Management, Northwestern University, June 2004. Evidence is scarce regarding the impact of competition on efficiency in banking even if it represents a very relevant issue to assess the benefits of a heightened banking competition. This work

investigates the relationship between competition and efficiency in banking on a

sample of 12 EU Countries during the period 1994-1999 competition is measured by the Rosse-Panzer H-Statistic, while efficiency is estimated with stochastic frontier approach. The research provides support to a negative relationship between competition and efficiency in banking, which does not corroborate the intuitive positive influence of competition on efficiency.

Authors: Luarent Weill, Large University Robert Schumann, Instituted Etides

6

Politiques. November 2003. A company is said to have a competitive advantage over its rivals when its profitability is greater than the average profitability and profit growth of other companies competing for the same set of customers. The higher its profitability relative to rivals, the greater its competitive advantage will be. A company has a sustained competitive advantage when its strategies enable it to maintain above-average profitability for a number of years. If a company has sustained competitive advantage, it is likely to gain market share from its rivals and thus grows its profits more rapidly than those of rivals. 5 Authors:

Andrew Cohen Source: Competition, product Differentiation and Quality Provision. An Empirical Equilibrium Analysis of Bank Branching Decisions. June 2004. 6 Authors: Luarent Weill

Source: On the Relationship between competition and Efficiency in the Banking Sectors. November 2003.

Authors: Charles W. L. Hill, Gareth R. Jones. 2008

7

1.9 CHAPTER SCHEME The first chapter deals with the introduction and design of the study which consist of statement of problem, objective of the study , sample design, methodology, tools for analysis, literature survey of study and chapter scheme. The Second Chapter Industry profile and company profile The third chapter deals with the analysis and interpretation of the data collected The fourth chapter deals with the analysis and interpretation of the data collected

7 Authors: Charles

W. L. Hill, Gareth R. Jones Source: An integrated approach to strategic management. 2008.

CHAPTER II

INDUSTRY PROFILE & COMPANY PROFILE

INDUSTRY PROFILE FOOD INDUSTRY

India has abundant availability of available wide variety of crops, fruits, vegetables, spices, pulses, flowers, live stock and seafood. Diverse climate conditions and available long coastline have contributed to India's position as available leading food producer .The Indian food processing industry is one of the largest industries in India. It is ranked fifth in terms of production, consumption, export, and import prospectus .Since India is one of the major producers worldwide with new reforms ruling the roost.11 encourages commercialization .The country food processing market is opening up to available world range of investors across the globe. Food processing covers available spectrum of products sub sector comprising agriculture, horticulture, plantation, animal husbandry and fisheries. India's food processing sectors covers fruits and vegetables; meat and poultry; milk and milk products alcoholic, beverages, fisheries, plantation, grain processing, and other consumption product groups. Indian food industry can be further sub divided into various food processing sectors such as grain processing such as processing, meat processing, poultry and egg processing, milk and milk products, fish processing, fruits and vegetables processing, consumer food industries. Foreign investment since 1991, when economic liberalization started stood of

88000

crores. Production that have growing demand especially in the middle east countries include pickles, chutneys, fruit pulps, canned fruits and vegetables, concentrated pips and juices and dehydrated vegetables and frozen fruits and vegetables. Since liberalization in August 1991 and up till February for projects of over

53, 800

crores have been proposed in various segments of the food and agro processing industry. Besides this, government has also approved proposals for joint ventures; foreign collaboration,

industrial licenses and 100per cent export oriented units envisaging an investment of

l9, 100

corers during the same period. Out of this foreign investment is over 9 100 corers. Processed food export where of over and vegetables worth

l3,500 cores in 1998-99 and also India exported processed fruits

5240 million in 1997-98,Out of these exports, primary food processing

is available major industry with lakhs of rice mills/hullers ,flour mills ,pulses mills and oil seed

mills. These are several thousands of bakeries, traditional food units and vegetables/fruits/spices processing units, 171 meat processing units. Indian industries sales turnover are 2000.The industries required about

1, 40,000 crores annually as the start of year

29, 000 cores in investment over next five years to create

necessary infrastructure, expand production facilities and state of the art-technology to match the informational quality and standards. Excellent export prospects, competitive pricing of agricultural products and standards that are internationally comparable has created trade opportunities in the food and agro industry. In fact, m the last decade, India moved from an area of food production. Consequently ,analysts are of the opinion that the food processing industry m India is on an assured track of growth and profitability over next five years .As per the recent study m food processing sector, The turnover of the total food mallet is approximately

2,50,000 crores out of which value added food

product comprise 80,000 crores. India is one of the world’s second largest producers of fruits, spices, and vegetables but hardly 2 percentage of the produce is processed it grows 22 millions tones oil seeds covering most the verities .Other important plantation products include tea, coffee, coco and cashew. It has large margin product and processing potential with varied fish resources along the 8041 km long coastline, 28000 km or rivers and brackish water India is the largest milk producer in the world and about 15per cent of the total milk production is processed through the organized sector. Another potential processed food product is meat, poultry product .India rank first in world cattle production compared with meat, poultry industry has registered significant growth. India ranks fifth in the world with annual egg production of 1.61 millions tones. Grains could emerge an available major export earner for India in coming years. India's food grains production is now at around 225-230 million tones. These include rice, jawaer, bajra, maize, wheat grams and spices. In spite of this food industry include so many sectors such as beverages, tea, fisheries etc.

MAJOR CHALLENGES FOR THE INDIAN FOOD INDUSTRY •

Low price elasticity for processed food products.

•

Need for distribution network and cold cham.

•

Backward —forward integration from farm to consumers.

•

Development of marketing channels.

•

Development of linkage between industries, government institution.

•

Taxation in line with other nations.

•

Streamlining of food laws.

Changes in consumer pattern or increase in income are always accompanied by available change in food market. For instance, the proportionate expenditure on staples (grams, cereals, pulses) declined from 45per cent to 44per cent in rural India while the figures settled of 32per cent of the total expenditure on food in urban India. India is one of the world’s major food producers but accounts less than 1.5per cent of abundant supply of food ,the food processing industry is still, nascent, only 2per cent of fruits spices and vegetables; and 15per cent milk produced and processed. The Confederation of Indian Industry (CII) has estimated that the food processing sector cores of investment in ten years and generates employment of 9 million persons. The question of providing financial assistance under the plan scheme for setting up/modernization in the grain rice/pulses /flour milling sector has been reviewed. The government has formulated and implemented several plan schemes to provide financial assistance for setting up and modernization of food processing unit, creation of infrastructure, support for research development and human resource development. It was felt that priority should given to processing and enhancing shelf life of perishable item so as to reduce wastage and encourage value addition in that sector. Considering that rice/pulses/flour are consumed in the processed form only and primarily processing in these

sectors adds little to shelf life, wastage control and value addition, it has been decided to discontinue assistance to this sector from financial year 2004-05. Priority will be given to fruit and vegetables, dairy, meat, poultry, fish, bakery confectionery and consumer goods. In order to boost the food processing industry, the center has permitted under the income tax Act available deduction of 100per cent of profit for five years and 50per cent of profit in the next five years in case new agro processing industries set up to package and preserve fruits and vegetables. Ministry of Indian food processing industries ,set up in July 1988,is the main and central agency of the government responsible for developing available strong and vibrant food processing sector with available view to create increased job opportunities in rural areas ,enables the farmer to reap benefit from modem technology ,create surplus for exports and stimulating demand for processed food .Ministry of food processing industries is also providing financial assistance to all food processing industries. In order to boost the food sector, the government is working on agric-zones and the concept of mega food parks .Such mega Food Park will come across the country in various cities to attract FDI in the food processing sector. The government approved 105 proposals from foreign industries to set up and food processing industries in India. The Ministry has released available total assistance of

105.22 crores to implement

food park scheme .It has so tar approved 50 food parks tor assistance across the country .The centre also plans 100 crores subsidies for mega food processing parks. India is the land of spices producing all varieties worth over 3, 500 crores amounting to 25per cent-30per cent of world production, which is processed for value addition and exports .No Indian meal is considered complete without tangy and datable flavors of Indian spices, locally known as "masala" .Indian spices famous the world over for their gastronomic value, are also known to possess high medicinal value.

COMPANY PROFILE ABOUT RAIDCO

The Regional Agro Industrial Co-operative of Kerala Limited; was originally registered as district level co-operative society in the name as the Cannanore District Agricultural

Development Co-operative Society Limited, NoC361 in the year 1972. It is a well organized business group under Cooperative sector of Kerala government. The main intention of formation of co-operative was to distribute good quality agricultural machineries and implements to the small and marginal farmers who were the beneficiaries of small farmers development agency were always been exploited by the private traders by supply poor quality agricultural machetes at abnormal rates and without providing after sales service. The subsidiary and other financial benefits provided by government and the financing banks were not really reaching to the hands of poor farmers but were enjoyed by the private traders by adopting all malpractices with the view of making profit illegitimately .All agricultural policies of the government are executed through Raidco. Its registered office is in Cannanore. They have 38 business outlets all over the Kerala. Right now Raidco has four factories. Total turnover of the company is 4000 lakhs. Their products vary from agricultural machineries to spice powders, pump sets to packaged drinking water and fruit products to wheat flour. Raidco's all branches are mainly to cater the farmers in every nook and corner of Kerala .Raidco ensures world class quality in all its products. Raidco aims to achieve its vision of turning into multifaceted, globally competitive organization, excelling in its very sphere of activity.

REGISTERED OFFICE AND HEAD QUARTERS The Registered office and headquarters of this Co-operative will be situated at CANNANORE district in the state of Kerala.

AREA OF OPERATION The society shall be a Federal Co-operative Society as defined in Kerala. Co-operative Societies (amendment) Act 1999. The area of operation of the cooperative shall cover the entire

state of Kerala. However ,for conduct of sales and marketing of the products or dealt in by the co-operative and to develop the infrastructure thereof ,such as establishing, showroom, service centers, workshops, etc and appointment of distributors, stockiest, dealers, and carrying and forwarding agents.

COMPANY OBJECTIVES •

The main objectives to be purchased by the co-operative are;

•

To purchase or manufacture or hire agricultural machineries and implements inclusive of power tillers, power ploughs, rashers, tractors, pump sets, PVC pipes etc and either to sell or supply on hire purchase or on hire.

•

To Purchase or manufacture industrial machinery, either to sell or supply or hire purchase or on hire

•

To purchase or manufacture industrial machinery ,either to sell or supply or hire purchase basic to cottage or small or medium or large scale industries.

•

To promote, establish, maintain and manage the business relating to the manufacture, purchase and sale of any type of products or products based any type of fruit and vegetable.

•

To act as an agent on behalf of the central and state government cooperation or organization or any institutions or concern for distribution of agriculture machinery and inputs and other allied articles.

•

To arrange for procurement ort manufacturing and distribution of organic and chemical fertilizers, seeds pesticides etc.

•

To undertake rural electrification programmers lift irrigation programmers, small hydro power projects etc and to undertake such workers.

BRANCHES AND UNITS OF RAIDCO Raidco is having 38 branches, 5 production units, and 4 agricultural workshops cum service centre. •

RAIDCO CURRY POWDER FACTORY, MAVILAYI

•

RAIDCO FRUIT PROCESSESSING UNIT MATTANUR

•

RAIDCO AGRICULTURAL WORKSHOP/RUBBER ROLLER MANUFACTURING UNITS AND AGRO CUSTOM HIRING CENTRE

•

STEEL FURNITURE MANUFACTURING UNIT , CANNANORE

•

MOBILE WORKSHOP

•

RAIDCO WHEAT PROCESSING UNIT, TIIRISSUR

•

RAIDCO PUMPSET MANUFACTURING UNIT, PALAKKAD

NEW PROJECTS OF RAIDCO Raidco has decided to start the following new projects. Honey processing unit at Wayanad district with the financial assistance of Kerala Khadi village industries board. Agricultural equipment manufacturing unit m Kanjikode at Palakad District with the financial assistance of state government. NCDC has approved a project report of 125 lakhs to establish agricultural equipments manufacturing unit.

MEMBERSHIP There are "three" classes of membership as under, 1. A class membership is open to state district and primary level of cooperative institutions, local bodies, and government corporative bodies functioning in the area operation of the co-operative

2. B

class membership is open to any individual who possess the qualifications

prescribed under the Kerala co-operative societies act and rules to become a member of a cooperative society and are residing in the area of operation of the co-operative. 3.

C

class membership is open to central and state government. ■

PAID UP CAPITAL Number of

Class of

Number of shares Shares value

A mount

shares

shares

1006

A

3023

500

15 11500

398

B

407

1000

40 700

1

C

32123

1000

37123340

Source: Company records

RAIDCO SERVICES Financial assistance to farmers for selecting the farm machineries Purchasing and distributing only best quality pump sets and other farm machineries Assume best quality pr6ducts by 1ST products State government provides subsidies for purchasing Raidco pump sets product of reasonable rate 2per cent purchase bonus and transaction cost is allowed to farmers who purchase pump set from Raidco. Raidco provides original spare parts. Provide one year guarantee after sales service for Raidco pump sets Provide mobile workshops. Raidco Family curry powder factory supplies their product to P.T.Usha school of sports, Koilandy under government services also supplies goods to Sabarimala Devasam Board for making Prasadam. It also supplies essentials goods to the Panchayath owned school as a service of government Raidco Kerala Ltd as been functioning in the state for the past 34 years

and rendering service to the farmers by distributing pump sets, power tillers, sprayers and other agriculture implements of improved qualities manufactured by almost all reputed firms in India. The co-operative which is the first of its kind in the state and have confirmed its area of operation to eight northern revenue District starts from Kasargod to Ernakulam. Its area of operation has recently extended to the whole state of Kerala with provisions in the byelaws to open 5 branches and conduct sales outside the area of operation also. Right now this cooperative has 40 sales service outlets; its head quarter is at Cannanore.

INFRASTRUCTURAL FACILITIES Raidco curry powder factory is situated at Mavilayi, Cannanore. The building has a wide processing area which is materialized with modem machineries. Its building structure include processing area, separate go down for a raw materials and finished goods, well arranged laboratory, separate restroom for ladies and gents well built canteen facilities. As the factory is near to the city it is very easy for the distribution of goods to the respective dealers. Also the company is fully computerized.

ACHIEVEMENTS AND AWARDS Raidco curry powder factory obtained ISO 9002 certificate in July 2001 from BIS. It is the first curry powder manufacturing unit in Kerala getting the ISO 9002 certificate.

MANAGEMENT OF RAIDCO A. The administration and management of this co-operative is vested in the Board of Directors consisting of fourteen members as shown here under 1. Ten directors to be elected from "A" class members from any revenue district any time, not exceeding three. 2. Two directors to be elected from 'B' class members 3. One

ex-officio

Cannanore.

Director namely President,

Cannanore

District

Co-operative Bank,

4. Managing Director B. 1. The chairman may be paid an honorarium of

25 00/-per month subject to the

approval of Registrar of Co-operative Societies. 2. The service of the Directors shall be gratuitous. They may however be paid sitting fee and traveling allowances for journey performed in connection with the business of the co-operative for attending the board meeting or any subcommittee thereof at the rates fixed by the Board of Directors subject to the maximum rates fixed by the Registrar. 3.

The election of the Directors shall be made in accordance with the procedure prescribed

in the Kerala Co-operative Societies Rule. 4.

The term of office of the Board of Directors shall be 5 years from the date of their

assumption of office; casual vacancies arising in the board may be filled up as provided in the co-operative societies. 5.

Any elected director may at any time resign from office by sending a letter of

resignation to the chairman of the co-operative.

BOARD OF DIRECTORS 1 .Mr. P.K. Narayanan 2. Mr. E.N. Mohandas

Chairman Vice Chairman

3. Mr. A. Gopalan Nair

Director

4. Mr. Valsalan Panoli

Director

5. Mr. N. Balan

Director

6. Mrs. P.V. Remavathi

Director

7. Mr. P.K. Balan Master

Director

8. Advt. P.R. Jayakumar

Director

9. Mr. K.S. Krishnankutty Nair

Director

10. Mr. A. Krishnankutty

Director

11. Mr. P. Harindran President Cannanore District Co-op Bank ltd. 12. Mr. C P Manojkumar

Ex-Officio Director Managing director

POLICIES OF RAIDCO CURRY POWDER FACTORY •

Maximum utilization of available resources and capacity.

•

Reducing the time.

•

Controlling the cost.

•

Utilization of modem machinery and material.

•

Low complaints from the consumers and dealers.

VISION AND MISSION As first mentioned the main aim of this unit is to play the vital role in controlling the price of essential commodities especially in the field of food products and also with the objective of effectively utilizing the abundant agricultural products of the state. Raidco aims to achieve its vision of turning into a multi-faceted, globally competitive organization, excelling it's every sphere of activity. Raidco ensures world class quality in all its products ranging from agricultural machineries to packaged drinking water from pump sets to spice powders and also from flour to fruit products.

DEPARTMENTS IN RAIDCO CURRY POWDER FACTORY

PRODUCT PROFILE

■•\

The curry powder originated in India. It is widely recognized all over the world. Spices are ground and mixed in certain definite proportion to produce curry powder. Some of the important ingredients in curry powder are coriander, turmeric, chilly, cumin, pepper, ginger and cinnamon etc. One of the specialties of Indian Curry powder is the combination of spice mixes. These mixes impart distinct flavor to a variety of food preparations such as tandoori chicken, fish, meat, vegetables, tea and noodles. India is a main supplier of high quality curry powder and spice mixes to the world. Raidco's products include spice powder, masala etc. They are prepared with utmost care and hygiene in fully automated factory of Raidco at Cannanore.

Product

Ingredients

Meat

Coriander, chilly, turmeric, pepper, cumin, cloves,

Masala

cardamom, cinnamon Chilly, fenugreek, salt, asafetida and garlic

Pickle Powder Sambar

Coriander, chilly, turmeric, dhal, asafetida, salt, fenugreek, and

Powder

curry leaf. Coriander, chilly, cumin, fenugreek, pepper, Tamarind,

Rasam

asafetida and dhal Coriander, chilly, turmeric, pepper, cloves,

Powder Chicken Masala

cardamom, cinnamon, fennel, ginger, garlic, onion, salt and curry leaf

PRODUCT LIST Chili Powder, Coriander Powder, Turmeric Powder, Sambar Powder, Meat Masala, Chicken Masala, Rasam Powder, Pickle Powder, Fish Masala, Appam Podi, Regular Atta, Puttu Podi, Pepper Powder, Whole wheat Atta, Payasam Mix.

PRODUCTION DEPARTMENT Production is a series of processes that deals with the concept and technique, mental and physical skill of craftsmen, and consists of changing the size and properties of material ultimately converting them into more useful articles. Production stages include various stages of operation until dispatching based on the production capacity of the firm. The company has set up a well defined production department under the plant supervisor. In food industry the production area must be kept clean and hygiene as per HACCP and ISO requirements. The operation in the production area is carried out as per production plan. Plant supervisor does the allocation of work and he ensures that the materials will be allocated in each machine for achieving the production plan. All skilled and unskilled workers engaged in spice handling have to wear uniform, caps, aprons, and gloves. Casual workers engaged in packing warehouse wear hand gloves and caps.

TYPES OF MACHINE ■

The following are the machines used in the factory: Grinding machine, Huller machine, Sifter machine, packing machine, Roaster Drier, Mixer/Blender.

PRODUCTION CAPACITY 200 tons per month are the production capacity of the factory. The utilization of the capacity is 100 tones per the month.

PRODUCTION PROCEDURE Drying (Optional for coriander, chilly and rice). Drying helps to reduce the content of moisture. Drying is carried out in the sun light or in the drier at a temperature 65-70per cent Celsius.

Pre-cleaning for coriander and rice. For coriander cleaning is carried out in the precleaner and for rice cleaning is done manually. Roasting (optional for masala and rice)

Grinding It is carried out in grinding mills in two or three stages of powdering. Blending (for masala) Under these each item is blended as per the ratio. Sieving Shifts each item with particular sieves in the sifter. Packing Under these all items are packed in polyester/polyamines/polyethylene pouches.

PURCHASE DEPARTMENT Purchase of required raw materials of right quantity and quality is the responsibility of the purchase department. The department, which is under the control of purchase manager, works in close association with the quality control department, account department and the stores. The head of the purchase department of the factory is purchase officer .As per ISO norms the supplier of raw materials should be an authorized supplier. The management committee gives the authorization. Production department should be responsible for the timely supply of all item required in the factor.

QUALITY CONTROL DEPARTMENT

The quality control department tests samples of raw materials from suppliers, raw materials purchased samples from production area and also random checking of finished goods. The quality control department should draft the specification for raw materials as per ISO norms. Raw materials are inspected initially by visual inspection and then by physical analysis. Granulation as well as chemical analysis is tested and weights of finished pouches so checked. This test is carried out for each batch in the case of chilly, coriander, rice powder and curry powders.

INSPECTION OF RAW MATERIALS Inspection samples of raw materials from suppliers are carried out physically. The following parameters are checked. If it is within the limit, the raw materials are accepted. Extraneous/foreign matter (per cent by weight) Damaged /blackened/ insect bored seeds (per cent by weight) Light berries (per cent by weight) Other coeds (per cent by weight) Shriveled and immature seeds ((per cent by weight)

FINISHED GOODS INSPECTION: a)

Moisture (per cent by weight)

b)

Total ash (per cent by weight)

c)

Acid insoluble (per cent by weight)

d) Non volatile (per cent by weight)

MARKETING DEPARTMENT Marketing is the most dynamic field with in the management sector. The duties of marketing department in an organization are analyze the market, find the opportunities, design

the product format marketing strategies develop specific method and action purpose a budget and established a set of controls.

CHANNELS OF MARKETING Curry powder unit markets products through dealer network. The company has district wise area representative's .Under these representatives there are taluk wise distributors. Distributors supply the product to the retailers. The company has five area sales offices located in Cannanore, Calicut, Kottayarn and Thiruvananthapuram. In Cannanore and Kasargod district they have a clearing and forwarding agent for marketing. The company adopts "Direct to retail" system in Kasargod district on experimental basis. The sales representative has to submit monthly sales report to marketing department. The company supplies the good according to the order placed by the dealer through prescribed form. Before the acceptance of an order, marketing manager reviews the order. Marketing department ensures prompt delivery of goods using dealer network. For this purpose the marketing department has started regional go downs to stock the goods at Palakkad, Kottayarn, Thiruvananthapuram and Malappuram. Goods are delivered to the dealer's go downs at company expense.

PROMOTION The company resists its competitors mainly through its promotional activities. Advertisement is the main promotional^ method adopted by the company. Advertisement programmers cover different media like TV, news paper, magazines, cinema theatres, Railway platforms, banner, and sticker etc. Sales promotion method includes providing Complementary items to dealers. Dealers may be given cash discount up to 4.10 per cent for ready payment. The company also adopts other attractive schemes in festival season.

PRICING Price of the product changes with each batch. The pricing of the product is based on the cost of production.

FEEDBACK The company appoints districts sales representatives for immediate feedback. The area sales representatives are in close contact with sub dealers and retailers for recognizing the consumer preferences. Problems are discussed in sales meeting and desired solution is reached.

COMPETITORS Radio has a large number of competitors. Some of them are listed below. •

Eastern curry powder

•

Mangala curry powder

•

Melam curry powder

•

Saras curry powder

•

Taste buds curry powder

•

Rani curry powder

•

Dinesh curry powder

•

Panda curry powder

•

Amma curry powder

CHAPTER III

COMPETITIVE ANALYSIS OF RAIDCO FAMILY CURRY POWDER AT RAIDCO UNIT, MAVILAYI-AN ANALYSIS

COMPETITIVE ANALYSIS OF RAIDCO FAMILY CURRY POWDER, RAIDCO UNIT, MAVILAYI AN ANALYSIS

Analysis refers to the computation of certain measures along with searching for patterns of relationship that exist among data groups, while interpretation refers to the task of drawing inferences from the collected facts after an analytical study. The data collected by way of primary survey from among 50 retailers has been computed using simple percentage analysis. The analyzed data has been presented in tabular form for easy viewing. The tables are supported using bar diagrams and pie charts. The detailed analysis is presented in this chapter.

Table No: 3.1 DURATION OF DEALERSHIP No. of years

No. of respondents

Percentage

1 Year

18

36

1-5 Year

23

46

5-10 Year

9

18

Above 10 Years

0

0

50

100

Total Source: Primary Data

Chart No: 3.1 DURATION OF DEALERSHIP

160 140 120 100

Percentage

80

No of respondents

60 40

T

o ta l

a rs Y e

Y e A

b o v

e

1 0

r e a

5 -1 0

Y

1 -5

1

Y

e a r

0

a r

20

Source: Primary Data

INFERENCE From the above table and chart it can be seen that 36per cent of retailers have held dealership for less than one year. 46per cent of retailers have held dealership for a period between one to five years. 18 per cent of retailers have held dealership for period between five to 10 years. Hence it can be inferred that majority of retailers have held dealership for a period between one to five years.

Table No: 3.2 MAJOR BRANDS STOCKED No of years

No of respondents 32 6 10 2

Percentages 64 12 20 4

Total

50

100

Eastern Family Melam Saras


Chart No: 3.2

MAJOR BRANDS STOCKED 100 90 80 70 60 50

No of respondents

40

Percentages

30 20 10 0 Eastern

Melam

Total


INFERENCE From the above table and chart it can be seen that 64per cent of respondents feel Eastern is the major bran stocked, 20 per cent feel Melam is the major brand, 12per cent of respondents feel family is the major brand stocked and 4per cent feels that Saras is the major brand stocked. Hence it can be inferred that majority of the retailers feel that Eastern is the major brand stocked.

Table No: 3.3 WHETHER STOCKIEST OF RAIDCO PRODUCTS Particulars

No of Respondents

Percentage

Yes

45

90

No

5

10

Total

50

100


Chart No: 3.3

WHETHER STOCKIEST OF RAIDCO PRODUCTS No of Respondents

Yes No Total


INFERENCE From the above table and chart it can be found that 90per cent of respondents stocked RAIDCO products and 10per cent don’t stock Raidco products. Hence it can be inferred that majority of respondents stock Raidco products

Table No: 3.4 POPULAR FAMILY PRODUCT Particulars Chilly Coriander Turmeric Sambar Pickle Total

No of Respondents 18 6 5 15 6 50


Chart No: 3.4

Percentages 36 12 10 30 12 100

POPULAR FAMILY PRODUCT 160 140 120 100

Percentages

80

No of Respondents

60 40 20

To ta l

Pi ck le

C hi lly Co ria nd er Tu rm er ic Sa m ba r

0


INFERENCE From the above table and chart it can be seen that 60per cent of the respondents say Family is 5per cent of total sales, 32per cent of total sales is family, 6per cent say that Family constitutes 5-25per cent of total sales and 2per cent of respondents say that sales of Family is above 25per cent of total sales. Hence it can be inferred that majority of the retailers say that 5per cent of total sales is Raidco Family.

Table No: 3.5 PERCENTAGE SALES OF RAIDCO FAMILY Serial No 1 2 3 4

Particulars 5per cent 5-15per cent 15-25per cent Above 25per cent Total

No of Respondents 30 16 3 1 50

Percentage 60 32 6 2 100


Chart No: 3.5 PERCENTAGE SALES OF RAIDCO FAMILY


INFERENCE From the above table & chart it can be seen that 60per cent of the respondents say Family is 5per cent of total sales, 32per cent say 5-15per cent of total sales is Family, 6per cent say that Family constitutes 15-25per cent of total sales and 2per cent of respondents say that sales of Family is above 25per cent of total sales. Hence it can be inferred that majority of the retailers say that 5per cent of total sales is Raidco Family

Table No: 3.6 MOST MOVING BRAND Particulars Eastern Family Melam Saras Total


Percentages 60 16 18 6 100


Chart No: 3.6 MOST MOVING BRAND


INFERENCE From the above table & chart it can be seen that 60per cent of the respondents opined that Eastern is the most moving brand, 16per cent opined Family is the most moving brand 18per cent said Melam is the most moving brand and 6per cent opined Saras is the most

moving brand. Hence it can be inferred that majority of the retailers are of the opinion that Eastern is the most moving brand.

Table No: 3.7 MOST PREFERRED BRAND WITH RESPECT OF VARIOUS Price No of Percentag respondents e

Quantity No of Percentag respondents e

Flavor No of Percentag respondents e

Size No of respondents Percentage

20

40

16

32

19

38

15

30

14

28

13

26

11

22

12

24

8

16

7

14

7

14

7

14

5

10

10

20

9

18

10

20

3

6

4

8

4

8

6

12

50

100

50

100

50

100

50

100

ATTRIBUTES Source: Primary Data

Chart No: 3.7 MOST PREFERRED BRAND WITH RESPECT OF VARIOUS ATTRIBUTES


INFERENCE From the above table and chart it can be seen that 40per cent of respondents feel that Eastern offers the best price, 28per cent of respondents are of the opinion that Melam offers the best price, 16per cent of the view that Saras offers the best price 10per cent feel that family offers the best price and 6per cent are of the opinion that Palat gives the best price.

From the above table and chart it can be seen that 32per cent of respondents feel that Eastern offers the best quality, 26per cent of respondents are of the opinion that Melam offers the best quality, 14per cent are of the view that Saras offers the best quality, 20per cent feel that Particulars Eastern Family Melam Saras Total



family offers the best quality and 8per cent are of the opinion that Palat gives best quality. From the above table and chart it can be seen that 38per cent of respondents feel that Eastern offers best flavor, 22per cent are of the view that Melam offers best flavor, 14per cent are of the opinion that Saras offers the best flavor, 18per cent feel that family offers the best flavor and 8per cent are of the opinion that Palat gives the best flavor. From the above table and chart it can be seen that 30per cent of respondents feel that Eastern offers the best size, 24per cent of respondents are of the opinion that Melam offers the best size, 14per cent are of the view that Saras offers the best size, 20per cent feel that family offers the best size and 12per cent are of the opinion that Palate gives the best size. Hence it can be inferred that majority of retailers are of the opinion that Eastern products offer the best price, quality, flavor and size.

Table No: 3.8 BEST PACKAGING


Chart No: 3.8 BEST PACKAGING


INFERENCE From the above table and chart it is seen that 56per cent of the respondents opined Eastern has the best packaging, 20per cent feel family has the best packaging and 16per cent of respondents feel that Melam has the best packaging. Hence it is inferred that majority of the retailers are of the opinion that Eastern has the best packaging.

Table No: 3.9 BEST DELIVERY NETWORK Particulars Eastern Family Melam Saras Total



Chart No: 3.9 BEST DELIVERY NETWORK



INFERENCE From the above table and chart it can be seen that 60per cent of respondents opined Eastern has the best delivery network , 16per cent of respondents feel that family has the delivery network, 20per cent are of the opinion that Melam offer the best delivery network and 4per cent are of the opinion that Saras has the best delivery network.

Table No: 3.10 MOST EFFECTIVELY PROMOTIONAL CAMPAIGN Particulars Eastern Family Melam Saras Total




Table No: 3.10 MOST EFFECTIVELY PROMOTIONAL CAMPAIGN

Source: primary Data

INFERENCE From the above table and chart it can be seen that 50per cent of respondents opined Eastern has the most effective promotional campaign, 30per cent said Family has the most effective promotional campaign, 14per cent says Melam has the best campaign and 6per cent

opined Saras has the most effective promotional campaign. Hence it can be inferred that majority of the retailers feel Eastern has the most effective promotional campaign.

Table No: 3.11 BEST SALES MARGIN Particulars

Respondents

Percentage

Eastern

10

20

Family

20

40

Melam

8

16

Saras

12

24

50

100

Total

Source: primary Data

Chart No: 3.11 BEST SALES MARGIN 100 90 80 70 60 50

Respondents

40

Percentage

30 20 10 0

Eastern

Melam


Total

INFERENCE From the above table and chart it can be seen that 20per cent of the respondents are of the opinion that Eastern has the best sales margin, 40per cent of said Family has the best sales margin, 40 per cent said Family has the best sales margin, 16per cent of respondents say Melam offers the best sales margin and 24per cent opined Saras offers the best sales margin. Hence it is referred that majority of the retailers of the opinion that Family has the best sales margin.

Table No: 3.12 VARIETY OF RAIDCO PRODUCTS Particulars

No of Respondents

Percentage

Yes

38

76

No

12

24

Total

50

100


Chart No: 3.12 VARIETY OF RAIDCO PRODUCTS No of Respondents

Yes No Total


INFERENCE

From the above table and chart it is seen that 76per cent of the retailers are of the opinion that Raidco has a variety of products and 24per cent of the respondents feel that Raidco does not have the variety of products. Hence it can be inferred that majority of the retailers feel that Raidco offers wide variety of products.

Table No: 3.13 COMPARATIVE OPINION OF PRICE OF RAIDCO Particulars

No of Respondents

Percentage

Low Price

9

18

At Par

37

74

High Price

4

8

50

100


Chart No: 3.13 COMPARATIVE OPINION OF PRICE OF RAIDCO 100 90 80 70 60 50 40 30 20 10 0

No of Respondents Percentage

Low Price

At Par

High Price


INFERENCE

Total

From the above table and chart it can be seen that 74per cent of the respondents feel that the price of Raidco is at par with that of competitors, 18per cent of the respondents say that price of Raidco products is lower than competitors and 8per cent of the respondents say the price is higher for Raidco products. Hence it can be inferred that the price of Raidco Family is at par with that competitors.

Table No: 3.14 INCENTIVES OFFERED BY THE RAIDCO Particulars Highly Satisfied Satisfied Dissatisfied Total

No of Respondents

Percentage

9 28 13 50

18 56 26 100


Chart No: 3.14 INCENTIVES OFFERED BY THE RAIDCO

120 100 80 No of Respondents

60

Percentage

40 20 0 Highly Satisfied

Satisfied

Dissatisfied

Total


INFERENCE From the table and chart it can be seen that 56per cent of the respondents are satisfied with the incentives given by the Raidco, 26per cent of the respondents are dissatisfied with the incentives, 18per cent of the respondents are highly satisfied with the incentives. Hence it is inferred that majority of the retailers are satisfied with the incentives offered by Raidco.

Table No: 3.15 COMPARISON OF SALES MARGIN OF RAIDCO WITH OTHER BRANDS Serial No 1 2


Particulars Adequate Inadequate

No of Respondents 30 20

Percentage 60 40

Total

50

100

Chart No: 3.15 COMPARISON OF SALES MARGIN OF RAIDCO WITH OTHER BRANDS 100 90 80 70 60 50

No of Respondents

40

Percentage

30 20 10 0

Adequate

Inadequate

1

Total

2


INFERENCE From the above table and chart it can be seen that 60per cent of the respondents find the sales margin offered by Raidco adequate when compared to other company brands and 40per cent of the respondents find the sales margin inadequate. Hence it is inferred that majority of the retailers are of the opinion that sales margin offered by Raidco is adequate when compared to other company brands.

Table No: 3.16 COMPARISON OF RAIDCO PROMOTIONAL CAMPAIGN WITH COMPETITORS Particulars Good Average Poor Total Source: Primary Data

No of Respondents 20 27 3 50

Chart No: 3.16

Percentage 40 54 6 100

COMPARISON OF RAIDCO PROMOTIONAL CAMPAIGN WITH COMPETITORS 160 140 120 100 Percentage

80

No of Respondents

60 40 20 0 Good

Average

Poor

Total


INFERENCE From the above table and chart it can be seen that 40per cent of the respondents feel Raidco promotional campaign is good compared to competitors, 54per centof the respondents find it are average on comparison.6per cent of the respondents are of the opinion that Raidco promotional campaign is poor on comparison with competitors. Hence it can be inferred that most of the retailers find Raidco’s promotional campaign is average on comparison with competitors.

Table No: 3.17 ROLE OF ADVERTISEMENT IN BRAND POSITIONING Particulars

No of Respondents

Percentage

Significant

28

56

Insignificant

10

20

No significant

12

24

50

100

Total


Table No: 3.17 ROLE OF ADVERTISEMENT IN BRAND POSITIONING 120 100 80 No of Respondents

60

Percentage

40 20

ta l To

an t si gn i fi ca nt

fic

o N

In si gn i

Si g

ni f ic an t

0


INFERENCE From the above table and chart it can be seen that 56per cent of the respondents find the role of advertisement in brand positioning as significant, 20per cent of the respondents find the role insignificant. 24per cent of the respondents did not give any response regarding the same. Hence it is inferred that the role of advertisement in brand positioning is significant.

Table No: 3.18 DISTRIBUTION POLICY OF COMPANY

Particulars

No of Respondents

Percentage

Highly Satisfied

12

24

Partially Satisfied

30

60

Not Satisfied

8

16

50

100


Chart No: 3.18 DISTRIBUTION POLICY OF COMPANY 120 100 80 No of Respondents Percentage

60 40 20 0 Highly Partially Not Satisfied Satisfied Satisfied

Total


INFERENCE From the above table and chart it can be seen that 60per cent of the respondents are partially satisfied with the distribution policy of company, 24per cent of respondents are highly satisfied with distribution policy of company and 16per cent of the respondents are not satisfied with distribution policy of the company. Hence it can be inferred that majority retailers are partially satisfied with the distribution policy of company.

Table No: 3.19 PACKAGING OF RAIDCO FAMILY OVER OTHER BRANDED PRODUCTS

Particulars Good Average Poor Total

No of Respondents 15 29 6

Percentage 30 58 12

50

100


Chart No: 3.19 PACKAGING OF RAIDCO FAMILY OVER OTHER BRANDED PRODUCTS 120 100 80 No of Respondents

60

Percentage

40 20

ot al T

oo r P

ve ra ge A

G oo

d

0


INFERNCE From the above table and chart it is seen that 58per cent of the respondents find the packaging of Raidco Family average when compared to others. 30per cent of the respondents find the packaging good. 12per cent of the respondents din the packaging poor when compared to competitors. Hence it is inferred that majority of the retailers find the packaging of Raidco Family over other branded products are average.

Table No: 3.20 FACTOR NECESSARY MAINTAIN DEALERSHIP

Particulars Profitability Company Goodwill Quality Total

No of Respondents

Percentage

26 9 15 50

52 18 30 100


Chart No: 3.20 FACTOR NECESSARY MAINTAIN DEALERSHIP

160 140 120 100 Percentage

80

No of Respondents

60 40 20 0 Profitability

Company Goodw ill

Quality

Total


INFERNCE From the above table and chart it is seen that 52per cent of respondents feel that increased profitability is essential to maintain the dealership. 30per cent of the respondents feel increased quality of products is essential to maintain dealership. 18per cent of the respondents are of the opinion that goodwill of the company is the essential factor. Hence it is inferred that majority of the retailers feel that increased profitability is essential to maintain dealership.

Table No: 3.21 SUITABLE METHOD FOR REPOSITIONING OF RAIDCO BRAND Particulars

No of respondents

Percentage

Price Reduction

23

46

Sales Promotion

12

24

Attractive Promotion

4

8

Improvement of Quality

11

22

50

100


Table No: 3.21 SUITABLE METHOD FOR REPOSITIONING OF RAIDCO BRAND 120 100 No of respondents

80

Percentage

60

No of respondents

40

Percentage

l ot a T

Im

pr o

ve

m e

n

t

P

o

ro

m

fQ

o

u

a

lit

ti o n

n m o ct iv e

A tt

ra

s le S a

P ri ce

R e

P ro

d

uc t

io

t io

n

0

y

20

Source: Primary data

INFERENCE From the above table and chart it can be seen that most suitable method for repositioning Raidco brand, 24per cent of the respondents have opined that sales promotion is the suitable method for repositioning Raidco brand, 22per cent of the respondents feel that improved quality products is the suitable method for reposition Raidco Brand and 8per cent of the respondents are saying attractive packing is the suitable method for repositioning Raidco brand. Hence it is inferred that majority of respondents are of the opinion that price reduction is the most suitable method for repositioning Raidco brand.

CHAPTER IV

FINDINGS, SUGGESTIONS & CONCLUSIONS

FINDINGS It is found that majority of retailers have held dealership for a period between one to five years. •

Majority of the retailers feel Eastern is the major brand they stock

•

It is found that majority of retailers stock Raidco products

•

It is found that majority of retailers feel chilly is the most popular family product

•

Majority of retailers said that Raidco products contribute only 5per cent to their total sales

•

It is found that majority of the retailers feel that Eastern is the most moving brand

•

It is found that majority of the retailers are of the opinion that Eastern products offers the best Price, Quality, Flavor and Size

•

It is seen that majority retailers say Eastern has the best packaging

•

Most of the retailers are of the opinion that Eastern has the Best Delivery Network

•

Most of the retailers are of the opinion that Eastern has the most effective promotional campaign

•

Most of the retailers are of the opinion that Family offers the best margin

•

Majority of the retailers are of the opinion that Raidco offers good variety of Products

•

Majority of the retailers are of the opinion that price of family is at par with that of competitors

•

It is found that sales margin provided by Raidco is adequate when compared to competitors.

•

It is found that most retailers feel that on comparison with competitors the promotional campaign of Raidco is good.

•

It is found that majority of the retailers are of the opinion that role of advertisement is brand positioning are significant

•

Majority of the dealers feel increasing profitability is the most important factor for maintaining dealership

•

It is seen that majority of the retailers feel that price reduction is the best method for repositioning Raidco Brand of products

SUGGESTIONS In order to maintain and increase the loyalty of consumers the company should market its product with high quality at a reasonable price. And the company should add new flavors of the products.

•

The company should provide more advertisement of their products through TV to create greater consumer awareness of the products.

•

By considering the wide scope of door sales, the company should introduce and maintain a good direct sales method with efficient sales people

•

The company should conduct exhibitions at regular intervals to make awareness about the RAIDCO food products. Through exhibitions the company can earn extra sales

•

More retail outlets should be opened in key areas and the customer’s complaint regarding non-availability of the products must be solved. The company should give lots of attention on retail outlet promotion by providing boarding banners and should introduce fare commission for shop display of the products. More incentives shall be given to retailers to motivate them to boost sales for improving the existing market share

•

The main opportunity of Raidco is to export to other countries and increase the production capacity to meet the demand

•

Marketing strategy must be changed according to the prevailing condition and situation in marketing.

•

Providing motivation to the wholesalers and retailers

•

Provide more training and higher level of professionalism to the wholesalers and retailers

•

The company should formulate better incentive schemes to motivate the retailers

CONCLUSION RAIDCO Curry Powder Products retail outlets have failed in creating consumer awareness; people have come to know about RAIDCO Curry powder products from advertisements through magazines, newspapers, TV and other sources like hoardings, bill boards etc. A large majority of the persons have good opinion regarding RAIDCO curry

powder products. The RAIDCO family curry powder witnessed major competitors between the manufactures such as Eastern, Mangala, Melam, Saras etc curry powders. Moreover the premium segment concentrated in urban areas. This study has done in the context of measuring “Competition Analysis”. If the suggestions are improved in future, it would certainly improve the customer satisfaction. So the study concluded that the present promotional activities undertaken by the company needs improvement, consumer perception

BIBLIOGRAPHY

•

Brummer, H L Brummer

Competitive analysis and strategic decision making in global firms (Article from: journal of global business and technology) October 1 2006. •

Christine T Ennew and Martin R Bink

Competitor Analysis: Keeping Ahead of the Game (Article printed in CAD Dealer magazine, November 1999. •

Andrew Cohen

Competition, product Differentiation and Quality Provision. An Empirical Equilibrium Analysis of Bank Branching Decisions. June 2004. •

Luarent Weill

On the Relationship between competition and Efficiency in the Banking Sectors. November 2003. •

Charles W. L. Hill & Gareth R. Jones

An integrated approach to strategic management. 2008. •

Philip Kotler

Marketing Management. Prentice Hall of India. 2001 •

C.R. Kothari

Research Methodology, New Age International Limiter, New Delhi. 2004 •

Philip Kotler

Millennium Edition, Marketing Management, Prentice Hall of India, New Delhi. 2001

•

Koshi and Angel

“Patterns of New Product Introduction in Consumer Product Category” Journal of Marketing 2010 •

Dutt Himanashu

Indian Journal of Marketing, Associated consultant Ltd, New Delhi. 2008.

WEBSITES •

www.spiceskerala.com

•

www.foodindustry.com

•

www.googleshcoler.com’

•

www.raidcokerla.com

ANNEXURE

QUSTIONNAIRE For Retailer Name: Address:

1.

How long have you been assigned the dealership of Raidco Family Curry Powder ? 1year

2.

above 10 years

Family

Melam

Saras

Do you carry Raidco masala powder? Yes

4.

5-10 years

What are the major brands of masala powder that you stock? Eastern

3.

5 years

No

Which of the family product is of popular demand?

5.

Chilly

Coriander

Turmeric

Sambar

Chicken

Rasam

Pickle

Fish

Jam

Squash

Of the total sales, what is the percentage of Raidco family products? 5per cent

6.

5-15per cent

Family

Quality

Flavor

Size

Family

Melam

Saras

Family

Melam

Saras

The promotional campaign of which brand do you feel is most effective? Eastern

11.

Saras

Which brand has the best delivery network? Eastern

10.

Melam

Which brand offers the best packaging? Eastern

9.

above 25per cent

With respect to the given attributes which brand do you consider the most? Attributes/Brands Price Eastern Melam Saras Raidco Palat

8.

15-25per cent

According to you which is the fastest moving brand? Eastern

7.

Meat

Family

Melam

Saras

Which company offers you the best sales margin? Eastern

Family

Melam

Saras

12. Does Raidco have enough variety of products? Yes 13.

Compared to other brands, what is your opinion of the price of Raidco? Low Price

14.

At par

High Price

What is the opinion regarding the incentives given by Raidco? Eastern

15.

No

Family

Melam

Saras

Is the sales margin provided to you adequate when compared to other companies?

Adequate 16.

Compared to the competitors how do you find the promotional campaign of Raidco? Good

17.

No response

Partial satisfied

Not satisfied

Average

Poor

Which factor do you think is important for maintaining the dealership? Good

21.

Insignificant

How do you rate the package of Raidco family over other branded product? Good

20.

Poor

Are you satisfied with distribution policy of company? Highly satisfied

19.

Average

What is the importance of the role of advertisement plays in brand positioning? Significant

18.

Inadequate

Average

Poor

In your opinion which method is suitable for repositioning of Raidco brand? Price reduction Improvement of Quality

Sales promotion

Attractive packaging

lipin v

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