Documente Academic
Documente Profesional
Documente Cultură
A PROJECT REPORT ON
SUBMITTED BY
JITENDRA KUMAR NAYAK
REGD.NO- 0806247076
UNDER GUIDANCE OF
MUKESH MISHRA
SENIOR LECTURER
R C M, BHUBANESWAR
2
ACKNOWLEDGEMENT
IT IS MORE A LIABILITY FOR ME TO OWE MY DEEP
SENSE OF ACKNOWLEDGEMENT AND GRATITUDE TO
THE FACULTY OF MY DEPARTMENT, WHO HAS LENT ME
ESTEEMED SUPPORT IN HIS ENDEAVOR. I WOULD LIKE
TO PAY MY GRATITUDE TO MR.MUKESH MISHRA (SR.
LECTURER) FOR HELPING THROUGH THROUGHOUT THE
COURSE CURRICULUM FOR THE SUCCESS OF THE EVENT.
3
CONTENTS
TOPICS PAGES
I. To whom it may concern 5
II. Certificate of training 6
III. Introduction 7
IV. Company profile 27
a. Dabur business structure 30
b. Manufacturing facility in India 35
c. Distribution network 38
d. Sustainability report 39
e. Technology absorption 41
f. Strategic intent 42
V. Objective of the study 43
VI. Research methodology 44
VII. Sampling technique 45
VIII. Tools to analysis 46
IX. Method of data collection 47
X. Data analysis
a. Analysis based on availability 48
b. Analysis based on coverage 49
c. Analysis based on mod e of transportation 50
d. Analysis based on market share 52
e. Analysis based on availability of different product 53
f. Village status 55
i. Villages having high sale 56
ii. Villages having low sale 60
XI. Findings 64
XII. Suggestion 65
XIII. Conclusion 68
XIV. Bibliography 69
4
Guide Certificate
This is to certify that the work entitled “TO FIND OUT NEW
BUSINESS OPPORTUNITY IN SUNDERGARH DISTRICT OF RURAL
ORISSA FOR DABUR INDIA LTD.” is a piece of term project done by
JITENDRA KUMAR NAYAK of M.B.A (4th trimester) under my
Guidance and supervision for partial fulfillment of MBA curriculum
Of Regional college of management ,Bhubaneswar.
5
Guide Certificate
This is to certify that the work entitled “TO FIND OUT NEW
BUSINESS OPPORTUNITY IN SUNDERGARH DISTRICT OF RURAL
ORISSA FOR DABUR INDIA LTD.” is a piece of term project done by
JITENDRA KUMAR NAYAK of M.B.A (4th trimester) under my
Guidance and supervision for partial fulfillment of MBA curriculum
Of Regional College of Management, Bhubaneswar.
6
III. INTRODUCTION
For quite some time now, the lure of rural India has been the subject
of animated discussion in corporate suites. And there is a good reason too.
With urban markets getting saturated for several categories of consumer
goods and with rising rural incomes, marketing executives are fanning out
and discovering the strengths of the large rural markets as they try to enlarge
their markets. Today, the idea has grown out of its infancy and dominates
discussions in any corporate boardroom strategy session.
Rural India with its traditional perceptions has grown up over the
years, not only in terms of income, but also in terms of thinking. The rural
markets are growing at about two time faster pace than urban markets, not
surprisingly, rural India accounts for 60 per cent of the total national demand.
'Go Rural' is the slogan of marketing gurus after analyzing the socio-
economic changes in villages. The Rural population is nearly three times the
urban, so that Rural consumers have become the prime target market for
consumer durable and non-durable products, food, construction, electrical,
electronics, automobiles, banks, insurance companies and other sectors
besides hundred per cent of agri- input products such as seeds, fertilizers,
pesticides and farm machinery. The Indian rural market today accounts for
only about Rs 8 billion of the total ad pie of Rs 120 billion, thus claiming 6.6
per cent of the total share. So clearly there seems to be a long way ahead.
Although a lot is spoken about the immense potential of the unexplored rural
market, advertisers and companies find it easier to vie for a share of the
already divided urban pie.
7
Therefore, marketers need to understand the social dynamics and
attitude variations within each village though nationally it follows a consistent
pattern looking at the challenges and the opportunities which rural markets
offer to the marketers it can be said that the future is very promising for
those who can understand the dynamics of rural markets and exploit them to
their best advantage. A radical change in attitudes of marketers towards the
vibrant and burgeoning rural markets is called for, so they can successfully
impress on the 230 million rural consumers spread over approximately six
hundred thousand villages in rural India.
Companies face many challenges in tackling the rural markets. Some of the
more critical being- understanding rural consumer, reaching products &
services to remote rural location & communicating with vastly heterogeneous
rural audiences. Sadly, not many companies have invested sufficient effort &
money in research and nor have they spent enough time in field to
understand rural consumers, their values, aspirations, needs and usage
habits. Marketing is all about ‘getting to know your customer ‘but having
largely ignored this cardinal principle, most corporate in rural markets find
that success has eluded them.
8
CONCEPT
9
Rural marketing differs from agricultural or consumer products
marketing in terms of the nature of transactions, which includes participants,
products, modalities, norms and outcomes. The participants in case of Rural
Marketing would also be different they include input manufacturers, dealers,
farmers, Opinion makers, government agencies and traders. The existing
approach to the rural markets has viewed the markets as a homogeneous
one, but in Practice; there is a significant buyer and user difference across
regions as well as within that requires a differential treatment of the
marketing problems. These differences could be in terms of the type of
farmers, type of crops and other agro-climatic conditions.
Gone are the days when rural consumer went to nearby city to buy
’branded products and services’. The rural consumer is growing and this is an
opportunity to grab the market share for all the global players in the market
whether it is into Fast Moving Consumer Goods (FMCG) sector or retail sector
(either insurance or banking or for that sake any other sector).
10
According to a survey conducted by Mckinsey in 2007, rural India with
a population of 630 million (approximately) would become bigger than total
consumer market in countries such as South Korea or Canada in another 20
years and it will grow at least four times from its existing size.
The Indian rural market has a huge demand base and offers great
opportunities to marketers. Two-thirds of Indian consumers live in rural areas
and almost half of the national income is generated here.
The reasons for heading into the rural areas are fairly clear. The urban
consumer durable market for products like color TVs, washing machines,
refrigerators and air conditioners is growing annually at between 7 per cent
and 10 per cent.
Rural India buys small packs, as they are perceived as value for
money. There is brand stickiness, where a consumer buys a brand out of
habit and not really by choice. Brands rarely fight for market share; they just
have to be visible in the right place. Even expensive brands, such as Close-
Up, Marie biscuits and Clinic shampoo are doing well because of deep
distribution, many brands are doing well without much advertising support —
Ghadi, a big detergent brand in North India, is an example.
11
REASONS OF IMPROVEMENT OF BUSINESS IN RURAL AREA
Unlike urban markets, rural markets are difficult to predict and possess
special characteristics. The featured population is predominantly
illiterate, have low income, characterized by irregular income, lack of
monthly income and flow of income fluctuating with the monsoon
winds.
Rural markets face the critical issues of Distribution, Understanding the
rural consumer, Communication and Poor infrastructure. The marketer
has to strengthen the distribution and pricing strategies. The rural
consumer expects value for money and owing to has unsteady and
meager status of weekly income; increasing the household income and
improving distribution are the viable strategies that have to be adapted
to tap the immense potential of the market.
Media reach is a strong reason for the penetration of goods like
cosmetics, mobile phones, etc., which are only used by the urban
people. Increasing awareness and knowledge on different products and
brands accelerate the demand. The rural audience are however critical
of glamorous ads on TV, and depend on the opinion leaders who
introduce the product by using it and recommending it.
12
Opinion leaders play a key role in popularizing products and influence
in rural market. Nowadays educated youth of rural also influences the
rural consumers. Rural consumers are influenced by the life style they
watch on television sets. Their less exposure to outside world makes
them innocent and fascinated to novelties. The reach of mass
television media, especially television has influenced the buying
behaviour greatly.
Distributing small and medium sized packets through poor roads, over
long distances, into deep pockets of rural India and getting the stockiest to
trust the mobility is a Herculean task. Giving the confidence those
advertisements will support. Sales force is being trained to win the confidence
of opinion leaders. Opinion leaders play an important role in popularizing the
brand. They sometimes play the role of entry barriers for new products.
13
The method of promotion needs to be tailored to suit the expectations
of the market. Techniques that have proved to be successful are Van
campaigns, edutainment films, generating word of mouth publicity through
opinion leaders, colourful wall paintings. The Wide reach of television has
exposed the otherwise conservative audience to westernization. Panchayat
televisions in Tamilnadu carries message that are well received and contribute
to community development.
Dynamics of rural markets differ from other market types, and similarly
rural marketing strategies are also significantly different from the marketing
strategies aimed at an urban or industrial consumer. This, along with several
other related issues, have been subject matter of intense discussions and
debate in countries like India and China and focus of even international
symposia organized in these countries.
14
STRATEGY
Dynamics of rural markets differ from other market types, and similarly
rural marketing strategies are also significantly different from the marketing
strategies aimed at an urban or industrial consumer. This, along with several
other related issues, have been subject matter of intense discussions and
debate in countries like India and China and focus of even international
symposia organized in these countries.
15
Developmental marketing refer to taking up marketing programmers
keeping the development objective in mind and using various managerial and
other inputs of marketing to achieve these objectives.
16
The success of a brand in the Indian rural market is as unpredictable
as rain. Many brands, which should have been successful, have failed
miserably. This is because most firms try to extend marketing plans that they
use in urban areas to the rural markets. The unique consumption patterns,
tastes, and needs of the rural consumers should be analyzed at the product
planning stage so that they match the needs of the rural people.
Examples
HLL started 'Operation Bharat' to tap the rural markets. Under this
operation, it passed out low-priced sample packets of its toothpaste,
fairness cream, Clinic plus shampoo, and Ponds cream to twenty
million households.
17
BPCL introduced Rural Marketing Vehicle (RMV) as their strategy for
rural marketing. It moves from village to village and fills cylinders on
the spot for the rural customers. BPCL considered low-income of rural
population, and therefore introduced a smaller size cylinder to reduce
both the initial deposit cost as well as the recurring refill cost.
STRATEGIES TO BE FOLLOWED
Marketing Strategy
Distribution Strategy
One of the ways could be using company delivery van which can
serve two purposes - it can take the products to the customers in every
nook and corner of the market, and it also enables the firm to establish
direct contact with them, and thereby facilitate sales promotion.
Promotional strategy-
18
According to the Indian Market Research Bureau, around 8000 such
meals are held in rural India every year. Rural markets have the practice of
fixing specific days in a week as Market Days (often called ‘Haats’) when
exchange of goods and services are carried out. This is another potential low
cost distribution channel available to the marketers. Also, every region
consisting of several villages is generally served by one satellite town (termed
as "Mandis" or Agri-markets) where people prefer to go to buy their durable
commodities. If marketing managers use these feeder towns, they will easily
be able to cover a large section of the rural population.
Rural market has following attributes and the following facts substantiate this
19
In 2001-02, LIC sold 55% of its policies in rural India.
20
Marketers can make effective use of the large available
infrastructure -
Of the 20 million Rediffmail sign-ups, 60% are from small towns. 50% of
transactions from these towns are on Rediff online shopping site.
42 million rural households (HHs) are availing banking services in
comparison to 27 million urban HHs.
Investment in formal savings instruments is 6.6 million HHs in rural and
6.7 million HHs in urban.
21
RURAL CONSUMER INSIGHTS
In rural India, brands rarely fight with each other; they just have to be
present at the right place.
Many brands are building strong rural base without much advertising
support-
Fewer brand choices in rural areas; number of FMCG brand in rural is half
that of urban.
Buy value for money not cheap products
OPPORTUNITIES
22
Social indicators have improved a lot between 1981 and 2001 -
Reach
For a product to reach six lakh villages, one need to know that 700
million villages are spread over 3.2 million sq. metre of area. The road
conditions are usually poor. It is, therefore, important for the marketer to
have a good distribution system.
Pricing
Product Awareness
23
Hurdles
Strategies
Consumer Behaviour
Over the years, the attitude and lifestyle of rural folk has changed due
exposure through TV and awareness through an increase in literacy level.
Also, consumers are becoming brand loyal.
24
The strategy to tap the rural market has to be more customized,
simpler and based on one-to-one communication. One has to reach the
doorstep of the rural consumer to educate him on brands. It is said that
brand loyalty is higher in the rural customer. S/he might not be able to read
but would ask Parle ka glucose biscuit dena or would recognize the pack by...
SIGNIFICANCE
25
Here we can think of HLL (now, HUL) initiatives in the rural India. One
of such project is the Project Shakti, which is not only helping their company
attain some revenue but also helping the poor women of the village to attain
some money which is surely going to increase their purchasing power. Also
this will increase their brand loyalty as well as recognition in that area.
Similarly we can think of the ITC E-Chaupal, which is helping the poor farmers
get all the information about the weather as well as the market price of the
food grains they are producing. In other view these activities are also helping
the companies increase their brand value. So as it is given above the
significance of the rural market has increased due to the saturation of the
urban market as well as in such conditions the company which will lead the
way will be benefited as shown by the success of HUL and ITC initiatives.
Conclusion
26
IV. COMPANY PROFILE
takes us back to the 19th century where it all started in Bengal by a visionary
provide effective and affordable cure for ordinary people in far-flung villages.
With missionary zeal and fervour, Dr. Burman undertook the task of preparing
natural cures for the killer diseases of those days, like cholera, malaria and
plague. Soon the news of his medicines travelled, and he came to be known
as the trusted 'Daktar' or Doctor who came up with effective cures. And that
is how his venture Dabur got its name - derived from the Devanagri rendition
of Daktar Burman. The name is formed by joining the first half of Daktar and
Burman.
27
• Largest Herbal & Natural Portfolio
• 5 Umbrella Brands
• 350+ products
• 4000 employees
• 15 Manufacturing Plants
JOURNEY SO FAR . . .
1884 The birth of Dabur
28
AWARDS & ACHIEVEMENTS (2008-09)
Dabur India Ltd placed in the Dabur ranked 28th in ET- NDTV profit Business
List of “20 Stocks You Must Brand Equity Most Trusted Leadership awards2008
own”, Brands 2009 list for FMCG
Prepared by Forbes India
Dabur At-a-Glance
29
a. Dabur’s Business Structure
Dabur operates through three focused Strategic Business Units:
Master brands:
Dabur - Ayurvedic healthcare products
Vatika - Premium hair care
Hajmola - Tasty digestives
Real - Fruit juices & beverages
Fem - Fairness bleaches & skin care products
9 Billion-Rupee brands: Dabur Amla, Dabur
Chyawanprash, Vatika, Réal, Dabur Red
Toothpaste, Dabur Lal Dant Manjan, Babool,
Hajmola and Dabur Honey
Strategic positioning of Honey as food product,
leading to market leadership (over 75%) in branded
honey market
Dabur Chyawanprash the largest selling Ayurvedic
medicine with over 65% market share.
Vatika Shampoo has been the fastest selling
shampoo brand in India for three years in a
row
Hajmola tablets in command with 60% market share
of digestive tablets category.
30
Consumer Health Division
Consumer Health Division (CHD) offers a range of classical Ayurvedic
medicines and Ayurvedic OTC products that deliver the age-old benefits of
Ayurveda in modern ready-to-use formats
31
Customer Health Division
CHD STRUCTURE-
OTC (57%)
Generics
Branded Products
ETHICAL (43%)
Tonics
Classical
Branded Ethical
Shampoos
32
Shampoos continued its strong performance recording 31.5% growth
for FY09.
with volume growth of 37.5% for FY09 vs. 14.4% for the category as
The Vatika range gained market share which went up to 6.8% vs.
Digestives
Market Size-5 Billion
Dabur Brands- 1.5 Billion
33
FOODS
Market Size-5 Billion
Dabur Brands- 2.5 Billion
Dabur Amla Hair Oil witnessed one of the strongest years reporting
20.4% growth during the year driven by on ground activations and
marketing support.
Vatika Hair Oil had a resurgent year with a growth of 12.2% during
FY09 backed by a brand re-launch, new packaging and communication
Anmol Coconut Oil recorded a growth of 42.2% for FY09 with gains in
key markets.
Dabur Mustard Amla Hair oil grew at 22.7% followed by re-staging
under the Dabur brand
34
b. Manufacturing Facilities in
India
35
PERSONAL INSIGHT
Channels
Channel membership
36
Channel motivation
In much the same way that the organization's own sales and
distribution activities need to be monitored and managed, so will those of the
distribution chain.
• Sales promotion
• Consumer buying behaviour
• Availability of various brands
• Accessibility of the distribution sources to the distant rural population
• Mode of transport the rural consumers opting for purchasing the
products.
37
C. DISTRIBUTION NETWORK USED BY DABUR INDIA LTD.
Factory D.C.
Wholesaler Institution
Substockiest
Semi-wholesaler
Dabur is using four branches distribution network to reach its target section.
This is divided into two parts, viz: above 5 lakhs of population and
between 1 to 5 lakhs of population. This segment is totally covered by the
direct stokist. In the segment of above 5 lakhs there are three ways of
covering the market, viz: Beat wise, Line wise & Channel wise distribution
while in the segment of 1 to 5 lakhs of population there are two ways, viz:
Channel wise & Beat wise.
38
CHANNEL WISE DISTRIBUTION
Here the total product is divided into different channels like, Health
care product, Personal care products, Home products & etc.
LINE WISE DISTRIBUTION
Here the total product is divided into different lines like, hair care, body
wash, coconut oil, nutrition food and etc.
BEAT WISE DISTRIBUTION
Here total market is divided into different areas where the total
products are served to all the outlets exist in that area.
1.3 INSTITUTIONAL
d. Sustainability Report
At Dabur, environment and nature is the lifeline of our business.
With a portfolio of Ayurveda and nature-based products, conservation of
nature & natural resources is deep rooted in our organizational DNA,
and in every aspect of our ever-growing business.
39
Conservation of Energy
The host of measures – key among them being use of bio-fuels in boilers,
generation of biogas and installation of energy efficient equipment – helped lower
the cost of production, besides reduce effluent and improve hygiene conditions &
productivity.
Dabur also initiated a Carbon Foot Print Study at the unit level with
an aim to become a carbon positive Company in years to come.
40
e. Technology Absorption
41
f. Strategic Intent
• Focus on growing our core brands across categories, reaching out to new
geographies, within and outside India, and improve operational efficiencies
by leveraging technology
• Be the preferred company to meet the health and personal grooming
needs of our target consumers with safe, efficacious, natural solutions by
synthesizing our deep knowledge of ayurveda and herbs with modern
science
• Provide our consumers with innovative products within easy reach
• Build a platform to enable Dabur to become a global ayurvedic leader
• Be a professionally managed employer of choice, attracting, developing
and retaining quality personnel
• Be responsible citizens with a commitment to environmental protection
• Provide superior returns, relative to our peer group, to our shareholders
42
V. OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE
To find out the new business opportunity in Sundergarh district of rural Orissa
SECONDARY OBJECTIVE
To find out the feasibility of new sub stockiest in rural market of Sundergarh
district of Orissa
43
VI. RESEARCH METHODOLOGY
TYPES OF RESEARCH
Descriptive Research type – As it includes Survey and fact finding enquiries of different
kinds of Quantitative figures like sales are taken as the most important feature for the
analysis.
44
VII. SAMPLING TECHNIQUE
Sampling techniques can be broadly classified into two types viz.
1) Probability Sampling (here the every item in the universe have the equal
chance of inclusion in the sample)
2) Non Probability Sampling (Here the item in the sample are deliberately
selected by the researcher)
Probability Sampling
Simple Random sampling
Cluster Sampling
Systematic Sampling
Stratified sampling
Area Sampling
Multi-stage Sampling
45
Non-probability Sampling
Haphazard or convenience sampling
Purposive sampling
Quota Sampling
Judgment Sampling
The project done here is based on the Non-probability, purposive, Quota sampling
As in the given project the sample considered is specific to a predetermined area of Orissa
1. Bar chart (Bar charts are used for comparing two or more values
that were taken over time or on different conditions, usually on
small data set )
As the datas collected are various types of datas such as comparing based on
value as well as the relative comparison, hence both the tools are to be used for the
proper analysis of the datas collected.
46
IX. METHOD OF DATA COLLECTION
My Survey is conducted on two sources of data collection:-
a) Primary data
b) Secondary data
a) PRIMARY DATA
Looking into the objectives and information needed, I have chosen
following two methods as per the response of the subject:-
i) Schedules
ii) Personal Interview.
i) Scheduler Method
Schedules (Performa containing a set of questions) are being filled in
by the enumerators who are specially appointed for the purpose.
ii) Personal Interview
I have taken the opportunity to take personal interview wherever it
was essential. The strategy was adopted to avoid the biased
information and to spill out the required data from the respondent.
This has supplemented the Schedules in a purposive manner.
b) SECONDARY DATA
The Secondary data were mainly collected from different books,
magazines, Journals, company’s Literature, Newspapers, Internet and
from the company personnel.
47
X. DATA ANALYSIS
Availability No of %
Outlet
Available 85 82
Not available 19 19
Total 104 100
The above chart shows that from 104 it is observed that Dabur
products are available in 82 %( 85) shops & 18 %( 19) shops are not having
Dabur products. So this indicates that Dabur has the maximum brand
prevalence among all the other brands. In case of absence of Dabur brands in
19 shops shows that this patch of outlet is lacking distributors’ attention,
brand awareness among retailers or consumers.
48
ANALYSIS BASED ON THE MODE OF COVERGE
Mode of No of Outlets %
Coverage
Not Covered 19 18
Stockiest 35 34
Sub-stockiest 12 11
wholesale 38 37
Total 104 100
49
In my view the graph shows the poor coverage pattern of
Dabur India Ltd. This is because-
50
Mode of transport No of Outlets %
Not Covered 19 18
Van 7 7
Order Booking 30 29
Self 48 46
Total 104 100
Most of the rural consumers preffer to bring the required goods from
distribution points by their own convenience.
The distributors are not providing sufficient privilege of transportation
to their distant retailers because they think that this will affect their
profit margin.
Distant consumers or retailers don’t show interest in purchasing from
one wholesaler or stockist as they also keep in mind that which
distributor will give them highest profit margin.
So the retailers don’t show loyalty to a particular distributor & hence
the distributor does not think for the transportation mode.
Distributors also seek a considerable no of outlets present in a
particular village who are interested to purchase his goods, then only
he could think about arranging the transportation for them.
Due to improper road condition & hilly areas also some distributors are
unwilling to provide transportation in remote villages.
51
ANALYSIS BASED ON MARKET SHARE
In this rural patch though HUL is the market leader but there is
presence of some other local players who have captured the market by
motivating the retailers for push sale.
The other brands have somewhere dominated the sale of HUL in
Biscuits, Chocolates, Confectionery, Personal, Health, Homecare,
Detergent and Foods as the local companies provide hefty margins &
offers.
The rural consumers consider price more than quality so their purchase
intent always bents towards the low cost products as they lack brand
awareness.
52
There is a positive sign to Dabur that it has the market share close to
HUL as its distribution network may not be effective but there are less
no of local companies who substitute its products as it has got
ayurvedic background.
53
Products Available (in no of outlets) %
Dabur Lal Dant Manjan & Shampoo leads the rural market with
85% availability.
Next to these Dabur Lal Tel & Toothpaste is available in most of the
retail outlets including Medicine store, Grocery store as well as the
betel shop.
Products like Amla, Hajmola & Vatika are available in a moderate
range in all shops
Anmol, Pudin Hara, Glucose & Honey are the products which are
present in the shops in a considerable amount because consumers
prefer Local honey as it is cost effective.
Odomos, Odonil, Chyawanprash & Gulabari are showing less
availability in rural shops as they are priced very high & sophisticated
in nature.
54
VILLAGE STATUS
The villages so chosen for the research work can be divided into
two categories according to the sales of Dabur in the particular
villages.
55
VILLAGES HAVING HIGH SALE
[N.B.-The sale of HUL & other products are considered to be the benchmark
for the comparison]
By analyzing the datas available about the sales figure it can be noted-
As you can see HUL is having highest sales in these villages followed
by Dabur & other companies.
The proportionate of Dabur is not same throughout the area selected
for the study.
The village Khatkhurbahal is showing the highest sales & it is the most
appropriate proposed Sub-stockist point.
56
PER CAPITA SALE
57
MODE OF COVERAGE
58
MODE OF TRANSPORTATION
59
VILLAGES HAVING LOW SALE
60
PER CAPITA SALE
61
MODE OF COVERAGE
62
MODE OF TRANSPORTATION
63
XI. FINDINGS
All the surveyed shops & the facts generated stress on the following findings-
64
XII. SUGGESTIONS
I want to suggest the following things for enhancing the market
opportunities & extract enermous profit-
Name of the Villages Sales of Can be covered Status of the covering point
Dabur from
65
III. Company should provide financial assistance to the person involved in
the direct coverage, for example ROI (Return on Investment). An
optimized ROI can encourage the Stockiests or Sub-stockiests to go
for-
Providing credit to the Retailer/Wholesaler.
Cover some extra Outlet
May move for greater frequency of Visit to the Outlets
Financial Characteristics
• Capacity to invest
• Infrastructure available
•
V. If a person is having the financial aspects more than the behavioural
aspects then he will not succed in attracting customers or reinforce
sales volume.
66
Besides all these the Organization should keep its eye on:-
67
XIII. CONCLUSION
To succeed in the rural market, companies will need to adopt the 4Ps
of Marketing to the 4As in their strategy- Awareness, Acceptability,
Availability, and Affordability. Access and availability are equally important as
the mantra for success in rural is “Jo dikhta hai wohi bikta hai”.
To claim a larger share of growing rural pie will call for a radical shift in
management thinking- From gross margins to high profit, from high value unit
sales to a game of high volumes of capital efficiency, from the one-solution-
fits-all mandatory to market innovations. Therefore the time to prepare for
tomorrow is today.
68
XIV. BIBLIOGRAPHY
WEB LINKS:-
www.dabur.com
www.irmaindia.org
www.wikipedia.co.in
www.deccanherald.com
www.indiantelevision.com
BOOKS REFFERED:-
Rural Marketing:-
R.V.Badi and N.V. Badi
The Hindu: -
Business Line
69
XIV. SCHEDULE
1) District:-…………………………………………………..
2) Village Name:-………………………………………….
3) Population:-……………………………………………..
4) Name of the outlet:-
………………………………………………………………………………………………...
5) Retailer’s Name & Address:-………………………………………………………
………………………………………………………………………………………………….
6) Availability of Dabur (Yes/No):-…………………
7) Turnover of Dabur (If Yes):-……………………….
8) Turnover of HUL (Yes/No):-……………………….
9) Turnover of HUL (If Yes):-………………………….
10) Turnover Of others:-………………………………….
11) Total Sales per Month:-……………………………..
12) Mode of coverage:-
A) Sub-Stockist
B) Stockist
C) Wholesaler
70