Amul Final 123

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FINAL PROJECT

MADE BY : ISHA AGGARWAL


CLASS : PGDM 3
UID : 2022-2305-0001-0001

Executive Summary
1.EXECUTIVE SUMMARY

The project is assigned us to apply knowledge in practical approach with in depth analysis of
Market, Sectors, Marketing strategies, Business Finance, Human resource Management. As
worlds 18 percent population, India’s demands for dairy based deserts is increased to 2.36%
CAGR (compound annual growth rate) during year 2014-2019 and forecast to grow up to 5-7%
in next five years. The value share of India in the APAC (Asia Pacific Accreditation
Cooperation) ice cream sector is forecast to grow from 8.4% in 2018 to 11.2% in 2023. The
global FMCG market is projected to reach $15,361.8 billion by 2025, registering a CAGR of
5.4% from 2018 to 2025.

I have selected Amul ice-cream product for my project which belong to the frozen dairy Based
desserts/confections category. Amul one of every household brand in India is achieving CAGR
of more than 20% from last seven years. Amul milk and dairy product reported a 17% increase
in turnover to Rs 38,550 crore in the year ended 31st march 2020 also Amul groups turnover
exceeded Rs 50,000 crore, which is also 17% higher than last year.
In a world of Amul ice-cream, happiness and excitement goes hand in hand with good
health and delicious flavour. Crafted with the finest natural ingredients, Amul ice-cream will
simply melt in your mouth leaving a smooth after taste. It’s perfect for everyone’s taste.

Business Model Canvas -

The business model focuses on affordable prices for consumers, keeping in mind the interests of
farmers. Let us dive into it.
First Tier – The first tier consists of the farmers from the villages who are a part of the Village Dairy
Cooperative Society. All the villages in a particular State select their representatives who represent
their village in the District Milk Unions. The Village Dairy Cooperative society is the First-tier in this
Business Model.
Second Tier – The second tier consists of the representatives that the Village Society selects.
These representatives then together manage the District Milk Union. These Unions take care of the
milk and the milk products and are responsible for processing these products. After processing the
products, they sell these products to the State Milk Federation.
Third Tier – The third tier of this model is the State Milk Federation. State Milk Federation sells the
processed products that they receive from the District Milk Union and acts as a distributor and
facilitates the selling of the products in the market. The revenue that is earned is distributed
downwards in a similar fashion.
BUSINESS MODEL CANVAS
KEY PARTNERS KEY ACTIVITIES VALUE
 Sellers  Product R&D PROPOSITION
 Logistic partner  Distributing  Quality dairy
 Distributors  Branding products
 Retailers  Low cost
 Dairy strategy
procurement  Amul girl

CUSTOMER CUSTOMER KEY


RELATIONSHIPS SEGMENT RESOURCES
 Maintenance  Kids, female,  Positive
 Customer male all age customer
feedback groups service
 Marketing

CHANNELS COST REVENUE


 Amul retail STRUCTURE STREAM
stores  Ingredients-  Products sales
 Departmental dairy and to individuals
stores dairy products and retailers
 Online ( big  Production
bazaar, jio and
mart) distribution
facilty
 Packaging
inputs
Sector Definition - FMCG ( Fast Moving Consumer Goods ) can be defined as
packaged goods that are consumed or sold at regular and small intervals. 

Categories of Sector:

Chart Title

19%

50%

31%

FOOD AND BEVERAGES HEALTH CARE


HOUSEHOLD AND PERSONAL CARE

FOOD AND BEVERAGES : In 2022, the Food market generates


$866.70 billion in revenue. The market is predicted to expand by 8.01% each year
(CAGR 2022-2027)

HEALTH CARE SECTOR : In 2022, revenue in the Health Care


category is expected to reach $52.76 billion.
Revenue is estimated to rise at a 12.34% annual rate (CAGR 2022-2027), resulting
in a market volume of US$94.39 billion by 2027.

PERSONAL CARE : Personal Care revenue is expected to reach


$2.26 billion in 2022.
Revenue is estimated to rise at a 15.17% annual rate (CAGR 2022-2027),
resulting in a market volume of $4.57 billion by 2027.
HOUSEHOLD SECTOR : In 2022, revenue in the Household Care
category is expected to reach $1,023.00 million.
Revenue is estimated to rise at a 24.90% annual rate (CAGR 2022-2027),
resulting in a market volume of US$3,109.00m by 2027.

Sector GDP Contribution:


FMCG sector contributes:
.GDP CONTRIBUTION OF DAIRY SECTOR : 5%

CAGR IN PAST 5 YEARS : 6.4 %

POSITION OF INDIA IN MILK PRODUCTION : 1ST

ITS SHARE : 23% OF GLOBAL MILK PRODUCTION

CAGR OF MILK PRODUCTION : 6.2 % TO REACH 209.96 MN TONNES IN 2020-21 FROM 146.31 MN
TONNES IN 2014-15

The top 5 milk-producing states are:

MARKET SHARE
14.90%

14.60%

8.60%

7.60%

7.00%

U TTAR P RAD ESH RAJ ASTH AN MAD H YA P R AD ESH GUJ ARAT AND H RA P RAD ESH
Consumer buying behaviour of Categories of Sector
 BASED ON TYPE

INDIA N ICE CR EA M CONSUMPTION BA SED


ON TYPE

ICE CREAM CONES 35%

ICE CREAM CUPS 37%

KULFI 57%

0% 10% 20% 30% 40% 50% 60%


 BASED ON FLAVOURS AND TEXTURES
39% - Icecream with added fruit pieces
33% - Ice cream with nuts/biscuits
25% - new flavours of ice cream

 HEALTHY ICE CREAM CONSUMPTION PATTERN


28% of Indians would be interested in having ice cream with
added protein
23% of Indians in tier 1 cities would like to try sugar free ice
cream
16% of 18-24 year olds have been reducing their ice cream
consumption over the past year

 PURCHASE DRIVERS FOR ICE CREAM


60% of Indians say that well-known brand is most important
while choosing an ice cream
21% say that they like buying icecream from a parlour
15% say that they want smaller portions of ice creams
Sector Growth factor :
 Premiumisation with artisanal ice cream
 Rise of Indian flavours
 Threat from adjacent categories
 Increase in health conscious consumers
SWOT ANALYSIS OF DAIRY SECTOR

Strengths Weaknesses
 Enhanced milk production with  Lack of appropriate technologies for
tropical climate conditions.
consequently increased availability of
 Erratic power supply.
milk processing.
 Lack of awareness for clean milk
 Improved purchasing power of the
production.
consumer.
 Underdeveloped raw milk collection
 Improved transportation facilities for
systems in certain parts of the country.
movement of milk and milk products.
 Seasonal fluctuations in milk
Increased availability of indigenously
production pattern.
manufactured equipment.
 Regional imbalance of milk supply.
 Large number of dairy plants in the
 Species-wise variation in milk quality
country.
received by dairy plants.
 Vast pool of highly trained and
 Poor productivity of cattle and arable
qualified manpower available to the
land.
industry.
 Scarce capital for investment in the
 Country's vast natural resources offer
dairy development programmes on a
immense potential for growth and
priority basis.
development of dairying.
 Absence of proper data records which is
essential for preparing development
programmes.
 Dairy development programmes have
not been fully implemented as per the
needs of the region in different agro-
climatic zones.
 Non-availability of software for
preparing needed dairy
schemes/projects.
 Lack of infrastructure for offering Dairy
Business Management programmes to
train dairy personnel.

Opportunities Threats
 Introduction of foreign products in
 Greatly improved export potential
Indian market.
for milk products of western as
 Increasing chemical contaminants
well as traditional types.
and residual antibiotics in milk.
 Expanding market for traditional
 Poor microbiological quality of
dairy products.
milk.
 Increasing demand for fluid milk as
 Export of quality feed ingredients
well as value added products.
particularly cakes under the
 Byproduct utilization for import
liberalization policy.
substitution.
 Deficiency of molasses, a rich
 Employment generation.
source of energy and binding agent
 Growing demand for milk and milk
in feed industry and constituent of
products.
urea molasses mineral lick.
 Liberalized polices in dairy sector.
 Excessive grazing pressure on
 Availability of large resources of
marginal and small community
unconventional feeds and fodders.
lands resulting in complete
 Availability of diverse germ plasm
degradation of land.
with unique features like heat
 Extinction of the indigenous breeds
tolerance, disease resistance,
of cattle due to indiscriminate use
draftability and ability to survive
of crossbreeding programme to
and produce under stress
enhance milk production.
conditions.
.
Growth/Degrowth pattern of Sector pre & post-pandemic

POST COVID IMPACT ON DAIRY SECTOR .


Impact on milk procurement

 Post lockdown: – the milk procurement operations by private players and unorganised
sectors came to a standstill. – Producer’s Owned Institutions (POIs) continued to
procure milk and as a result, significant quantity of milk diverted to them.
 To the credit of POIs, there has been no reduction in procurement prices paid to the
farmers - Trend in milk procurement by cooperatives Impact on sale of liquid milk •
Initial panic purchase during first 3- 4 days of lockdown
 However, milk sale reduced drastically during March-April 2020 (-11.4%)
 The sale declined by 12.34 % in April 2020 compared to April 2019 due to: – Restricted
opening of milk booths/outlets – Closed Hotels, restaurants and Catering shops
(HoReCa segment) and tea stalls – Shift of workers (informal sector) from urban to
rural areas – Reduced purchasing power of consumers
 Mixed trend in milk products sales during lockdown – Demand for ghee, butter and
paneer went up – Sales of cheese, cream etc. declined due to closure of HoReCa
segment – Sale of Ice Cream which normally peaks during summer months was down
by almost 50% – Over the Counter (OTC) products like flavoured milk and milk
beverages also plummeted due to restriction in movement – Sale of Tetra pack UHT
Milk, baby milk powder and dairy whiteners has increased significantly due to longer
shelf life Impact of COVID on Milk Products
 Quick restoration of supply chain disruptions due to policy measures and support of
central and state Governments
 Transportation of milk largely remained unaffected due to strong forward and backward
linkages established in last five decades – Due to owned/hired milk booths – No
movement related restrictions for milk and milk products – Maintained supply of critical
inputs like cattle feed and mineral mixture through established network
 Excess milk converted to SKIMMED MILK POWDER ( SMP) , butter and other long
shelf life products

Growth/Degrowth pattern Categories of Sector pre & post-


pandemic

POST PANDEMIC EFFECT ON ICE CREAM INDUSTRY


 Apart from lockdown limits, industry insiders think that ice cream
sales were harmed by the fear or belief that eating ice cream makes
one prone to COVID because it might trigger a cold.
 Ice cream is not considered a need. As a result, there was no ice
cream production or delivery during the lockdowns.
 Ice cream industry suffers a meltdown; sales dip 50%
 According to analysts, the ice cream business, which Euromonitor
estimated to be worth roughly Rs 17,639 crore in 2019, has lost a
major portion of its revenues owing to the COVID-19 epidemic.
 To make up for lost territory, ice cream makers have partnered with
e-commerce websites such as Big Basket and Dunzo, as well as
meal delivery services such as Zomato and Swiggy.
 Though the situation is improving, with more points of sale and
companies like Mother Dairy offering doorstep delivery, "we are
optimistic of restoring customer confidence in a very short period of
time," a Mother Dairy spokeswoman said.
Top 3 players in the sector
In dairy sector typically for milk segment the top three players are
AMUL , MOTHER DAIRY AND PRABHAT DAIRY .

Company-wise Market Share – Revenue & CAGR


Competitor Analysis Of The Company

COMPANY MARKET REVENUE CAGR


SHARE
MOTHER 40% 11000 CR 15.4%
DAIRY
PRABHAT 11% 192 CR 9.8%
DAIRY
KWALITY 16% 234 CR 13.5%
WALLS
For icecream market top three players are AMUL,
KWALITY WALLS , HAVMOR

Ice Cream Market in India: Industry Trends, Share, Size, Growth, Opportunity and
Forecast 2022-2027

In 2021, the Indian ice cream industry is expected to be worth INR 165.2 billion. Looking
ahead, IMARC Group forecasts the market to reach INR 436.2 billion by 2027, with a
CAGR of 17.69% from 2022 to 2027.

Based on the type, the market has been bifurcated into impulse, take-home and artisanal ice
cream.

Breakup by Flavor :Chocolate Fruit Vanilla Others

Breakup by Format: The market has been segregated into cup, stick, cone, brick and others on
the basis of format.

The market on the basis of the distribution channels into general trade,
supermarkets/hypermarkets, ice cream parlors, convenience stores, online and others.
Currently, Maharashtra represents the largest market, accounting for nearly 14% of the market
share. It is followed by Uttar Pradesh and Gujarat.

The competitive landscape of the Indian ice cream market has also been covered in this report.
Some of the prominent players operating in the market include GCMMF, Kwality Walls, Vadilal,
Mother Dairy, and Cream Bel

Amul - About and Company Highlights


Brand Amul

Founder Verghese Kurien, Tribhuvandas Kishibhai Patel

CEO R.S. Sodhi (30 Jun 2010 - Present)

Founded December 14, 1946

Headquarters Anand, Gujarat

Website amul.com

Amul Full-
Anand Milk Union Ltd.
Form

Revenue INR 61,000 Crore (2021-22)

Gujarat Co-operative Milk Marketing Federation


Managed by
Ltd.

History of company
The word “Amul” is derived from Sanskrit word ‘Amulya’ which means
‘priceless’ or precious’. In the subsequent years Amul made cheese and baby food
on a large commercial scale again processing buffalo milk creating a history in the
world. The official registration date was December 14, 1946. Its goal was to give
the district's milk producers sufficient marketing resources. For the Bombay Milk
Scheme, which was produced by only a few farmers in two rural co-operative
societies and amounted to roughly 250 litres per day, the Union started
pasteurising milk in June 1948. A guaranteed market served as a powerful
motivator for the district's milk producers. By the end of 1948, 432 farmers had
become members of village societies, and the Union was handling 5000 litres of
milk each day. In the beginning, fast growth left behind major issues. The catalyst
for continued expansion was their answer. The only solution was to construct a
facility to turn the surplus milk into goods like butter and milk powder. With the
exception of a few sceptics, the Government of Bombay and the Government of
India readily recognised the rationality of this step. Under the Colombo Plan, the
government of India assisted the Union in obtaining financial support from
UNICEF and aid from the government of New Zealand.

Company Vision & Mission:


The dairy cooperative of Gujarat, widely known as AMUL, is an apex
organisation that attempts to offer a remunerative return to farmers while
simultaneously serving the interests of consumers by supplying excellent
goods that are good value for money.
"Vision, Mission and Values Vision • “Amul’s vision is to provide more
and more satisfaction to the farmers, employees and distributers” Mission
• GCMMF endeavour to satisfy the taste and nutritional requirements of
the customer of the world through excellence in the marketing by the
committed team.
ROAD AHEAD
On the demand side, the Indian dairy industry is presently worth around
Rs. 11.35 lakh crore. According to a research by the NITI (National
Institution for Transforming India) Aayog, milk output in the nation is
expected to reach 300 million tonnes (MTs) by 2030. As a result, the
Indian dairy sector is expected to produce 1.2 crore new employment
over the next decade, providing livelihood and food security to a huge
portion of the population.
It is also predicted that in the next 25 years, India would account for 48%
of global milk output. Clearly, India's dairy sector has the potential to
provide a substantial number of new employment, entrepreneurial
possibilities, and long-term revenue.
NEXT 25 YEARS
We predict that by 2047, our centennial year, the Amul group would be
able to attain a turnover of Rs. 18 lakh crore, up from Rs. 61,000 crore in
the previous fiscal year.
In terms of milk handled, we are already the sixth largest dairy
organisation in the world. Even by reasonable projections, Gujarat
farmers (members of the Amul cooperative family), who are presently
number one in India, will own the world's largest food corporation within
the next 25 years.
Our intentions for expansion are based on milk procurement predictions.
Every year, capacity is increased by investments ranging from Rs. 800
crore to Rs. 1,000 crore. We are also growing our offering of new items
(milk, curd and buttermilk). Rajkot will see the construction of a new
dairy facility worth Rs. 500 crore. Large dairy plants will also be built in
Baghpat, near Delhi, Varanasi, Rohtak, and Kolkata over the next two
years.

Key Business Highlights of the Year


MILK PROCUREMENT
During the fiscal year 2021-22, milk will be procured by
member unions of the Gujarat Co-operative Milk Marketing
Federation Ltd. (Amul Federation) averaged 263.66 lakh
kilos (26.3 million kg) per day, a 7.14% increase over the
previous year's average of 246.09 lakh kilogrammes (24.60
million kg).
The biggest daily procurement was 310 lakh kilos (31.0
million kg) in February 2022. Our milk procurement has
climbed by a whopping 190% in the previous 12 years.
 In 2021-22 , turnover was rs 46,481 crore and this year
turnover is Rs 61,000 crore resulting a growth of 18.4%
 BUSINESS --- GROWTH

 Milk based--- 36%


 Ice cream ---- 50%
 Butter --------17%
 Ghee ------- 24%
 amul long life milk—17%
 Amul cream ------ 24%
Company Overall CAGR :
According to the federation, GCMMF and its constituent member unions
registered a group turnover of crore in 2021-22, a rise of Rs 8,000 crore compared
to Rs 53,000 crore in 2020-21.
Amul cooperative's group turnover rose 15 per cent year-on-year to Rs 61,000
crore in 2021-22, Gujarat Cooperative Milk Marketing Federation (GCMMF) said
Chart Title
60%
1 2 3 4 5

50%
50%

40%
36%
30%

20%
19%
17%
10%

0%
Milk -based beverages AMUL BUTTER ICE CREAM GHEE

on Tuesday.
STP
SEGMENTATION
Customer-based Segmentation: Amul chocolates, Amul Kool drinks, Amul Butter, Amul Lite butter, Amul
Pizza Cheese, Regular cheese, Cheese spreads, Amul milk powder, Amul milk powder, Amul milk powder,
Amul milk powder, Amul milk powder, Amul milk powder, Amul milk powder, Amul milk powder, Amul
milk powder Nutra Amul
Segmentation based on industry: Manufacturers of ice cream, restaurants/food chains, cafés, and coffee shop
chains. Indian houses, bakeries and confectioneries, street sellers, and snack stores sell butter, cheese, and
ghee.
Market Segmentation- The segmentation of Amul is the mass population and in general. Different people of
different age groups and demography consume Amul products. This is due to Amul presence, not only in the
Milk market but is also present in products such as Ice cream, Butter, Cheese and other milk related products.
It uses the principle of mass marketing. This article states how the real target audience are the regular middle
class people for ice creams as higher end customers have a lot of high end products as an alternative in ice
cream. This article also states that for other products like Butter and cheese, both high end and low end
customers are the target as there are few high end brands with no real difference in taste and quality.

Customer-Based Target Audience


 

Segment-wise breakdown of Customer-Based target Audience

Customers Amul Products 

Kids Chocolate, Amul Kool, Amul Milk

Youth Amul Pizza Cheese, Cheese spread

Health Conscious Amul Shakti, Amul Lite Butter

Industry Based Target Audience


Amul has segmented Milk for various industries such as ice-cream manufacturers, restaurants,
coffee shops, and many similar industries.

Further, it has segmented Butter, Ghee, and Cheese for bakeries, pizza, snack retailers,
confectionaries, and many more.

The target audience study tells us that Amul has a strong presence in both business-to-business
(B2B) and Business-to-Customers (B2C).
This is how Amul’s target audience is served, given that it has a decent concentration in both B2B
and B2C segments.

TARGETING
The value-for-money brand has developed its image as a product that is easily accessible, inexpensive, and
outperforms the quality of other brands, therefore appealing to the full demography, whether urban or rural.
Under its product umbrella, it has addressed children, adults, and industries.

POSITIONING
What comes to mind when hear the word butter? Amul, of course, since it has positioned itself as the national
butter and customers' first, and sometimes only, choice. Campaigns such as "The Taste of India" have given
an emotional component to its marketing, establishing it as a family product in every home. Other important
factors that have positioned Amul to where it is now include value for money, quality, and availability. Amul
has carefully cultivated the family based homely image. Brand Positioning statement: "The Taste of India", it
has created value for everyone in the value chain, be it a customer or the supply chain. Positioning
Components: 1) Emotional Component: Through the campaigns like "Gift for someone you love" or "The
Taste of India". 2) Functional Attributes: Unique functional attributes of Amul are:
3) Descriptive Factor: Amul has become a family brand and it relates to the homely image. Brand Consistency
Value for money : The best Quality Butter (dairy product) at the reasonable
priceBut they can divide such markets 
into groups of consumers or segments with distinct needs and wants. A company then needs to identify which 
market  segments it can serve effectively. 
Thus, Amul Milk has identified the various segments that it needs to cater to where there exist people who pre
fer to 
consume low fat milk, milk with fat and milk with the highest content of fat which is served by Amul Taaza, 
Amul  Gold and Amul Diamond respectively. 
Product - Need, Want, Demand, Feature
TRICONES CUPS TUBS/BRICKS KULFI
KESAR PISTA 120 AFGHAN DRY RAJBHOG PUNJABI,
mL FRUIT 100 mL

CHOCO VANILLA KESAR PISTA ROASTED RATNAGIRI


40 mL | 120 mL ROYALE 100 mL ALMOND

PISTA BADAM VANILLA PAN NAWABI RAJASTHANI,


120 mL ROYALE 65 mL,
100 mL

CHOCO CRUNCH STRAWBERRY 65 FRUIT ‘N’ NUT KASHMIRI,


100 mL mL, 100 mL FANTASY

BUTTERSCOTCH KAJU DRAKSH MOROCCAN DRY GULKANDI,


50 mL | 100 mL 120 100 mL FRUIT
mL
PRALINE N ALPHONSO KING ALPHONSO KATHIAWADI
CRÉME 120 mL MANGO 100 mL 60 Ml

BELGIAN BUTTERSCOTCH CARAMEL BOMBAY 50


CHOCOLATE 120 BLISS 100 mL COOKIES mL
mL
BLACK CHOCO CHIPS 100 BUTTERSCOTCH RAJWADI 40
CURRANT 120 mL mL BLISS mL1

DARK CHOCOLATE 100 VANILLA MAGIC MAWA


CHOCOLATE 120 mL MALAI,
mL
TWO IN ONE 120 PISTA MALAI,
mL
CHOCO TOP RAJBHOG 60
CHOCO mL
CARAMEL 120 mL

Product Name Amul Tricone Choco Crunch 120 ml


Description Rich Chocolate ice cream filled in crispy
wafer cone, topped with cashew nuts and
chocolate sauce.
Packing (Volume) 120 ml

COMPOSITION Ice Cream (66%): Milk Solids, Sugar,


Permitted Emulsifiers (E471) and
Stabilizers (E407, E466, E415, E412);
Topping and Spray (20%): Chocolate,
Coconut Oil, Permitted Emulsifier (E322)
and Cashew pieces; and Wafer Biscuit
(14%): Refined Wheat flour, Sugar,
Coconut oil, Permitted Emulsifier (E322)).
NUTRITIONAL Information Nutritional information
Energy, kcal 338
Total Fat, g 19.5
Saturated fat, 129
Trans Fat, g 0.3
Protein, g 5.1
Total Carbohydrate, 35.7
Added Sugar, 19.6
Calcium, mg 105
Shelf life 12 months
Storage condition to be kept in frozen condition at -18°C.
Product Feature India's most loved cone ice cream.
Rich Chocolate ice cream.
Cashew nuts.
Rich chocolate sauce.
Crispy wafer cone.
Product Application Self-Indulgence.
Availability All India market in General Trade, Modern
Trade and all Amul Parlour Outlets.
PRICE RS 30

Amul has a very strong product portfolio. It comprises mainly of dairy products. Amul
ice cream chain was started in the year 1996 0n Gujarat and gradually by 1999 it was
available nationally. It comes under the top 5 ice cream brands of India.

VARIETY: Amul ice creams have a lot of variety in their kitty. They have ice candies,
chocobars, cup ice creams, family pack tubs, cones and kulfi. The ice creams are
available in various sizes and flavours. The brand has approximately 200 variants in
their product portfolio. In 2007, the brand infact came with sugar free and prolife
probiotic ice creams for the health conscious consumers.

QUALITY: Amul is a trusted brand and banks on the fact that the ice creams are made
from real and fresh milk. It has protein and calcium content which makes the ice cream
nutritional too.

PACKAGING: The packaging depends on the quantity of the product. The packaging for
the ice cream tubs is very attractive. For example, the chocolate chips tub has a purple
cap which signifies royal and rich flavour, the container which is made of plastic is
transparent to showcase the chocolate flavour. The brand Ice Lickz’s packaging
signifies the flavours like orange candy has orange colour packing. The packagings of
750 ml icecream family packs are enclosed in small soft board boxes.
Price - Pricing Strategy - Competitor Pricing
Competition Based Pricing
Choco Crunch Pricing is based on three types:-1) Product is lasting distinctiveness from
competitor's product. here we can assume a)The product has low price elasticity. b) The
product has low cross elasticity. c) The demand of the product will rise.2) Products have
parishable distinctiveness from competitor's product, assuming the product features are
medium distinctiveness.3) Products have little distinctiveness from competitor's product.
assuming that: a)The product has high price elasticity. b) The product has some cross
elasticity. c) No expectation that demand of the product will rise .Price is the factor that beats
out all other chocalates in the competition. Such as Cadbury. If you have been you must have
seen that Amul and Cadbury frenchise are right next to each other. But if given the choice
people would prefer Amul products and not Cadbury as the prices of Amul product is quite
cheap as compared to their competitors like Cadbury and this has worked as an advantage for
Amul since most of the customers prefer amul product over cadbury’s product, due to this
price factor. The prices for an average milk product ranges between Rs. 20 and Rs. 35.

Place - Channel of sales & Distribution channel


Owing to its massive and well-managed distribution channel, Amul has gained popularity all
over the country. Amul products enjoy a pan-India distribution. The brand manages this
through the two channels of acquisition and distribution. Amul also has its own showrooms
and has expanded into eCommerce and omnichannel retail as well. 
In addition, it has thousands of exclusive distributors, who enjoy a lucrative ROI. Owing to its
robust marketing and distribution strategies, Amul managed to launch a range of new products
in 2021, despite the COVID-19 pandemic. 

Promotion - Advertising, Public relations or Publicity, Sales &


Promotion, Direct
Amul takes timely digs at important international and national as well as global issues. These
topical ads are well-designed, and they convey the message in humorous and witty ways. 
Affordable and good-quality products, innovative promotional methods, and sincerity towards
customers are what have contributed to the success of Amul’s marketing strategy. It has
undoubtedly reached every corner of the country. In addition, Amul’s topical ads are
extremely relevant and likable, and its catchy ad copy allows the brand to be etched in the
audience’s minds.
ADVERTISING:-
An Amul butter ad on Pakistan's Kargil War fiasco. The image shows the "Amul
baby" in between George Fernandes and Vajpayee .Its advertising has also started
using tongue-in-cheek sketches starring the Amul baby commenting jovially on
the latest news or current events. The pun in her words has been popular. The
Amul ads are one of the longest running ads based on a theme, now vying for the
Guinness records for being the longest running ad campaign ever. Sylvester
daCunha, was the managing director of the advertising agency, ASP, that created
the campaign in 1967 whose charm has endured fickle public opinion, gimmickry
and all else.
SWOT Analysis of ICE CREAM
STRENGHTH WEAKNESS
Diverse icecream range Competion from
and types international brands
Good reputation in the Growing demand for
market artisanal icecreams
Niche marketing –
sugarfree icecreams

OPPORTUNITIES THREATS
Artisanal icecreams Local sellers in regional
Tie up with food chains markets
and restaurants Health conscious people
More into social media switching to sugar free
marketing and healthy versions
BCG OF AMUL

VALUE CHAIN ANALYSIS


FINANCE PART
PROFIT AND LOSS
CASH
FLOW
STATEME
NT
BALANCE SHEET ANALYSIS
Calculation of P/E ratio of company and the industry: -
Price Earning ratio- The ratio for valuing a company that measures its current share price relative to its per-
share earnings. The P/E ratio helps investors determine whether the stock of a company is overvalued or
undervalued compared to its earnings. The ratio is a measurement of what the market is willing to pay for the
current operations as well as the prospective growth of the company.

P/E RATIO- Market price per share / Earning per share

But AMUL is a cooperative society and is therefore not listed and thus no share price and thus no PE

Calculation of Liquidity Ratio

1) CURRENT RATIO- CURRENT ASSETS/ CURRENT LIABILITY


= 43193 / 26481
=1.63times
Ideal value of the ratio is 2:1 but company has the lesser amount of current liquidity.

2) LIQUID RATIO- Also known as acid test ratio or quick ratio.

Formula= CURRENT ASSETS-INVENTORY/CURRENT LIABILITY-B. O


= 43193-25922 / 26481

= 17271 / 26481

= 0.65times

Idea value of liquid ratio is 1:1. Amul has less than 1:1. It is moderate in nature.

Calculation of Profitability Ratio

1) GROSS PROFIT RATIO- GROSS PROFIT *100 / SALES


= 17558 * 100 / 393222

=4.46%

2) NET PROFIT RATIO- PROFIT AFTER TAX / SALES *100


= 609 / 393222 * 100
= 0.2%
3) Return On Equity – Profit for equity shareholder/ Equity shareholder fund *100
= 609 / 5465 *100
= 11.14%
4) Operating Profit Ratio- EBIT / SALES * 100
= 714 / 393222 * 100
= 0.2%

Calculation of Solvency Ratio


1) Debt-Equity Ratio- Long-term borrowing / Owner’s Fund
= 19259 / 5465
= 3.52times
2) Proprietary Ratio- OWNERS FUND / FIXED ASSETS
= 5465 / 17881
= 0.31
3) Debt Assets Ratio – Long term borrowing / Fixed assets
= 19259 / 178811
= 1.08

Calculation of Turnover Ratio


1) Inventory turnover ratio – Cost of goods sold / Average Stock
= 6.6 times
Higher the ratio better the efficiency

2) Debtor turnover ratio - Credit Sales / Average Debtor


= 0.8 times
Higher the ratio better will be the collection period.

3) Fixed assets turnover ratio- Sales / Fixed assets


= 1.8 times
4) Working capital turnover ratio- Sales / Net working Capital
= 393222 / 16712
= 23.5 times

By observing the above table, we come to know that these are companies that is giving the tough
competition to the AMUL.

Subsidiaries And Joint Ventures Of The AMUL

1) DUDHSAGAR DAIRY
2) KAPILA DAIRY
3) BANAS DAIRY
4) Escorts Limited
Conference call and the summarisation of Amul

In the annual general meeting following things are discussed: -


 Milk production in the country is estimated to reach about 300 million tonnes by 2030.
 It is forecasted by NITI (National Institute for transforming India).
 Indian dairy sector is poised to create 1.2 crore new jobs and AMUL is one of them who
will create the job.
 It is expected to have next 10 years provide livelihood and food security to large section
of population.
 For the next 25 years India will counter 48% of worlds milk production.
 Amul has the large capability and opportunity to earn more profit, create employment
and more and more profit in the dairy sector of India.
DU PONT ANALYSIS

RETURN ON EQUITY =

NET PROFIT / SALES * SALE / ASSET * ASSET / SHARE HOLDER EQUITY

609/393222 * 393222/51018 * 51018/5278

0.0015 * 7.7075 * 9.6661 %

11.17 %

EXTERNAL CREDIT RATING OF AMUL


Rating Action
Total Bank Loan Facilities Rated Rs.2200 Crore (Enhanced from Rs.1500 Crore)
Long Term Rating CRISIL AAA/Stable (Reaffirmed)
1 crore = 10 million
Refer to Annexure for Details of Instruments & Bank Facilities

Detailed Rationale
CRISIL Ratings has reaffirmed its ‘CRISIL AAA/Stable’ rating on the long-term bank facilities of Gujarat Co-Operative Milk
Marketing Federation Limited (GCMMF).

LONG TERM CREDIT RATING – CRISIL A1+(REAFFIRMED)

SHORT TERM CREDIT RATING- CRISIL AAA/STABLE/(REAFFIRMED)

DEPRICIATION POLICY , DIVIDEND POLICY OF AMUL

DEPRICIATION METHOD- STRAIGHT LINE METHOD

DIVIDEND POLICY- COMPANY NOT LISTED


Human Resource Management - 10 Marks
Design organization structure

Analyze organizational culture and ethics

Organizational culture: Amul’s culture can be defined as producers oriented, consumer centric and
holistic development. The organization focused on achieving goals as sales growth and market penetration as
it is world’s 8th largest dairy company. Amul encourages all their employees. It has a good work environment
culture where employee can apply their skills and learn productive things. In the organization the relationship
between colleagues are good. The management always guide & support the employees to became successful.
Corporate social responsibility is a part of Amul’s culture. Amul provide hygienic working environment. They
focus on the quality of the product which can satisfy all the requirement of customers.

Design Recruitment and selection process of the organization


Recruitment: Recruitment is the most important function because it helps in brining the right people in the
organization. In a company, before the process is going to start, there need to happen a complete analysis
towards the market. The company should know the future requirements according to skills, ability, knowledge
and hire the right candidate for the position. After understanding the market requirements company should
frame the job description for the following position or can hire a consultancy to design it. Now the company
search in various sources for the effective employees.

There are two types of requirement sources followed by Amul:

1) Internal source: Internal sources include those already employed by the company who are filling a
position. It can be accomplished through promotions, which raise the general morale of current
employees and encourage them to give more accurate information about qualified prospects. Following
are included in the source:
i. Present Permanent Employee
ii. Employee Referrals
2) External source: These sources are located outside the company in Amul, and they are taken into
consideration for hiring.
i. Advertisement: Amul will take this specific source into consideration for hiring. For the position in
the sales department, they publish full job descriptions in advertisements in local and other
newspapers.
ii. Campus Interview: This is the backup choice that AMUL is considering. Recruiters visit educational
institutions in search of qualified candidates. AMUL chooses this route. There are many renowned
institutes there, like IIM and IRMA. However, this type of hiring is done for roles at the higher levels,
such as managers and assistant managers.
iii. Employee Exchange: An employment exchange is an office set up for bringing together as quickly as
possible candidates searching for employment and employees looking for prospective employees.
iv. Unsolicited Application: A few applicants submit their applications without receiving a request from
the company. These uninvited applications may be used by a recruiter for hiring purposes and for open
positions. AMUL is thinking about using this strategy to hire more sales people.

Requirement of recruitment: The recruitment procedure is done for a variety of reasons. The following are a
few of them at AMUL:

I. Retirement
II. New planning
III. New expansion.

Selection: The firm makes a conscious effort to pick a set number of employees from a huge pool of
applicants through internal or external selection, depending on the situation. The fundamental goal of hiring is
to identify people who are most likely to perform their duties as effectively as possible and stick with the
organisation. So, during the hiring process, an effort is made to discover a qualified individual. Naturally,
many candidates are turned down as a result. Selection then becomes a negative function.

The steps that were taken are as follows: -

1) Initial interview with the candidate after application.


2) Tests for employment.
3) Interviews,
4) Reference checks
5) Physical or medical exams.
6) Final Interview and induction.

This involves a number of processes, including verifying the applicant's biographical information and going
over their education, experience, personal information, and taking aptitude, interest, intelligence, performance,
and personality tests. There are various interview formats, including:

1) Extensive interview
2) Stress interview
3) Discussion interview
4) Structured interview.
5) Non – structured interview.
6) Group interview.
7) Final interview.

The selection process that Amul follows

Vacancy in Any Department: The organisation posts an advertisement in the newspapers when there is a
vacancy in any department.

Approval From M.D: The first step when there is a vacancy in any department is to get permission from the
M.D to publish an advertisement in the newspaper. After receiving approval, the procedure continues.
Advertisement: After receiving the permission from M.D, an advertisement for the relevant position in the
sales department is placed in the local newspaper. All direct applications have been gathered for submission.

Securitization of applications: Following collection, applications are carefully examined, and those that are
incompatible are rejected. Others are retained for further action. Applications that meet the requirements set
by AMUL are considered throughout this procedure.

Interview: A panel of three to four people, including the director of the sales department, a doctor, and the
manager of administration, conducts the interview. This panel will assign ratings based on a variety of criteria,
including personality, subject-matter expertise, general knowledge, written test performance, etc. Each
member of the panel will be assigning marks to a rating sheet that includes all of these sections before the
ranking is completed.

Medical checkup: Selected individuals are sent for examinations. When an applicant is found to be medically
fit during an interview at AMUL, the selection is completed. The individual is informed of his or her joining
the organisation and is given the appointment letter at the conclusion of the process.

Describe employer branding of the organization


JD OF QUALITY EXECUTIVE ( AMUL)

1 Business Unit Production

2 Job Tile Quality Executive

3 Incumbent Name Chief Quality Officer

Implementing and executing inspection, testing, and


4 Main purpose of the job
evaluation

Develops and directs quality policies, standards, a

5 Supervisor Chief Quality Officer

6 Subordinate Assistant Quality Manager

7 Roles & responsibilites 7.1 Quality Management Functions:

    7.1.1 Establish the quality management system and procedures

    7.1.2 Plan and conduct internal quality audits.

    7.1.3 Establish and implement the Inspection and Test Plan

    7.1.4 Continuous process improvement (Lean, Six Sigma)

    7.1.5 Reduce waste

    7.1.6 Perform statistical analysis of test results.

    7.2 Supplier/Contractor Related Functions:

7.2.1 Review documents prepared and submitted by suppliers


  and contractors.

    7.2.2 Periodic evaluations of suppliers' performances

    7.3 Client Related Functions:

    7.3.1 Periodic meetings with clients

7.3.2 Verify that specifications provided by clients have been correctly


    understood

    7.4 Administrative Functions:

    7.4.1 Maintain quality documentation

    7.4.2 keep track of quality training attended by staff.

7.4.3 Take part in community projects aimed at improving


    people's lives.

    7.4.4 Annual evaluations of subordinates' performances

Qualification & skills


8 required 8.1 PGDM/MBA

    8.2 Must have 1-2 years of experience in Sector

8.3 List any licenses or certifications required by the


position: ISO, EU, 9001, ACTA, ISTQB, ACAMS, CNCA,
    GMP, CPHQ, CPA

9 Skills Required SAP , CMS , DataBase Handeling

    Internationalization is an advantage
    Regulatory requirements pertaining to GMP/GDP

    Basic health and safety requirements

    Internationalization is an advantage

9 CTC 8-10 Lac Per Annum

1
0 Position holder : Recruiter / HR Executive

  Name: Isha Aggarwal

  Signature: Isha

     

Background Verification process of the organization:


After the results for the interview has been declared and you have been qualified, the Next step of the process
is the Document verification, You will be asked to bring in the required documents as per the specifications
given by the authority. And if any of the documents are missing you will not proceed because all the
documents must be presented for verification.

 ID Authentication
 Police Verification
 Residential Address check
 Past employment record check
 Criminal record check

Design training process and model used in the


organization
TRAINING NEED ANALYSIS

Training/s How will


kills
If yes, this be Who to organize?
development
Major tasks of identify what achieved? When? Training
position required? training needs provider?
(e.g., on the
exist
Y N job, external

training)

AUDITING Yes Planning, On the job- Nov, 2022 As per the company
preparing , and
conducting auditing jit Preference

QUALITY Yes On the job- Nov, 2022 As per the company


Quality
MANAGEMENT Preference
definitions and
specifications .

BUSINESS Yes Suppliers / On the job- Nov,2022 As per the company


COMMUNICATI contractors/ client
ONS Preference
related fucntions

 What do we want to achieve in the period ahead?

We expect the candidate to have a command of the various methods of mechanical system
maintenance once the training process is completed, as well as the ability to design and
develop new components and research new technologies to improve existing ones.

 Where can you/we see your career moving in the next two years?

Within next two years we see the candidate should be competent enough to acquire a position
of Senior mechanical engineer.

 How are we going to make this happen?

In order to achieve these short-term goals, we will continue to evaluate the candidate on
regular basis and will be providing them training whenever required.

 What will you need from the company to assist you to reach your career goals?
TRAINING MODEL
The CIRO Model- The Ciro Model is a training evaluation model that is used to evaluate
the effectiveness of management training course. In order to identify the goals and
requirements for the training, this step evaluates the organization's overall performance.

Finding potential influences on the training is helpful. The basis for needs is a company's
shortcomings.
CIRO Stands for-

1. Context- Assesses the organisations constitution to identify training needs. To identify


employee’s designing competencies (AutoCAD, PTC Creo, Solid works etc) To identify
employee’s domain knowledge . Implementation of domain knowledge

2. Input -Addresses design, planning, management and delivery of the training course.
The necessity for trainees to comprehend and learn about potential training
methodologies It aids in determining the best effective training intervention. It examines
how the training process is designed, planned, delivered, and managed. It examines the
most effective way to use Training on adaptation of culture, Training on application of
thermodynamics, modelling Application of fluid mechanics, Application of Machine
design.

3. Reaction-Trainees are asked to given their reaction to the content and approach.
Participants' thoughts and recommendations on the course are included. This will
facilitate the trainings' further development and improvement. Since the evaluation
information is subjective, it must be gathered objectively. Weekly tests,Monthly
tests, Practical implementation, Vestibule Training

4. Output -Immediate results are those that are seen as soon as the training is finished by the
trainees, while intermediate results are those that take some time to implement, and final
results are the primary goals and objectives of an organisation for the training and can
have a big impact on the organisation. Average score of tests. Review and Learning and
outcome evaluation.
IMPLEMENTATION:

By using CIRO model we can analyse the needs of training and what kind of training can be given. It also
helps us to analyse the performance of the employee by observing their performance and behaviour. This
model will be much effective and efficient for the organization. It would be in welfare of both employee and
company.
On The Job Training Methods for This Position

 On the job training is given at the workplace with regular job.

 Employees also get a hands-on experience using machinery,


equipment, tools, materials, etc.

 It is also known as practical learning method as in this we even learn with the
experience.

 On the job training includes the following types :Coaching, Mentoring, Job
Rotation, Job Instruction Technique, Apprenticeship, Understudy

IMPLEMENTATION:
As the position which we will be training is of QUALITY EXECUTIVE we will be giving them
On-The-Job training in which we will be using coaching for explaining the employees the
uses of machines and introducing them to the new technologies. We would even like to add
some mentoring to their training which will be much effective and efficient for the employee.

Monthly Training Calendar


Monday Tuesday Wednesday Thursday Friday Saturday Sunday

1 2 3 4 5 6 7
Basics of Quality
auditing defintions
based on ISO
9000

8 9 10 11 12 13 14
Documenta Reporting Maintaining
tion of and good hygiene
auditing guidelines of plant
for auditing

15 16 17 18 19 20 21
Implementat RCA and
ion of IMS CAPA

22 23 24 25 26 27 28
Maintaining Client related
records of communicati
suppliers on
performance
29 30
Design KPI, KRA and goal sheet based on a particular profile
Example of Typical KRAs / Goals for Talent Acquisition
Performance Planning Sheet April 22 - March 23
Job Title - Quality Executive Employee Name - Mr.Raghav Supervised By - Ms.XYZ
Key Result Area (KRA) Unit of Measure Specific Goals Weightage Timeline/ Target Date
Sr. No
(a) (b) (c) (d) % (e)
7.1.1 Establish the quality management system and
procedures
7.1.2 Plan and conduct internal quality audits.
7.1.3 Establish and implement the Inspection and
7.1 Quality Management
1 Actual Vs. Target Test Plan 50% April 2022 - June 2022
Functions: 7.1.4 Continuous process improvement (Lean, Six
Sigma)
7.1.5 Reduce waste
7.1.6 Perform statistical analysis of test results.
7.2.1 Review documents prepared and submitted by
7.2 Supplier/Contractor April 2022 - June
2 Related Functions: Actual Vs. Plan suppliers and contractors. 25%
7.2.2 Periodic evaluations of suppliers' performances 2022
7.3.1 Periodic meetings with clients
April 2022 - Sep
3 7.3 Client Related Functions: Actual Vs. Plan 7.3.2 Verify that specifications provided by clients 15%
have been correctly understood 2022
7.4.1 Maintain quality documentation

7.4.2 keep track of quality training attended by staff.


April 2022 - March
4 7.4 Administrative Functions: Actual Vs. Plan 7.4.3 Take part in community projects aimed at 10%
improving people's lives.
2023
7.4.4 Annual evaluations of subordinates'
performances
100%

Analyze the employee benefits


of the organization
 Job Training
 Soft Skill Training
 Health Insurance
 Free Transport
 Education Assistance
 Free Food
 Child care
 Cafeteria
 Work From Home
 International Relocation
 Team Outings

Analyze the rewards and


recognition system of the
organization
Life @ Amul Recruiting Talent

At GCMMF, we provide equal employment opportunity to all applicants, without regard to religion,
caste, color, gender and disability. The recruitment is being carried out in a transparent manner,
paving no room for malpractices / unprofessional conduct such as extending preferential treatment
or favoring those having influence of political outfit or bureaucrats. We put in appreciable efforts in
recruiting the best qualified people, keeping in view the goals and objectives of the organization. We
also encourage maximum recruitment at entry level by participating in Campus Recruitment drives
at finest colleges across India.

Nurturing Talent

All new member of GCMMF family are required to undergo 30 days Induction Program at our Head
Office - Anand to acquaint them with our value, culture, processes and system. They are also
requires to undergo on the job training for 45 days after classroom training.

Events @ Amul We have strong value system evolving best practices for enhancing and improving -
Organisational & Employee Capability for maximising organisational objectives. People processes /
practices have been designed and executed to facilitate these in a conducive work environment.
Below are glimpse of major happenings at Amul.

Planning & Review Meeting

Hoshin Kanri is unique policy deployment mechanism, which ensures that the efforts of the entire
organization are aligned towards the common set of goals. Since 1997, every year we conduct
Hoshin Kanri meeting involving all leaders across India.

Celebrating National Festivals

All GCMMF Employees along-with their family members participates in celebration of Independence
Day & Republic Day every year. Flag Hoisting follows by various cultural program & sports events.

Kaizen Celebration - Continuous Improvement

Since 1995, we have register more than 5.5 lac Kaizen till now. To appreciate the efforts, every year
Kaizen Anniversary is celebrated. It also includes participation in cultural program by employees as
well as their family members followed by dinner.

Red Tag Day

It is said that any improvement starts with Housekeeping. In which, all employees rigorously follows
workplace organization methods to improve efficiency and cleanliness. The Red Tag Day is
celebrated every year in the month of October to recognize the housekeeping movement

Career Development

GCMMF is committed to building a culture where employees have access to career development
opportunities within the organization. Therefore, significant positions across organization are always
being filled up through internal recruitment process to give chance to existing & deserving
employees.

Training Process and Methods Used by


Company Currently
AMUL is currently using the following methods:

 Initial virtual training program

 Linguistic competency test for all learners.

 Webinars

 Q&A series

 Learnlight learning platform

CURRENT TRAINING PROCESS AND METHOD IN THE COMPANY.

Training methods in the company: -


· Webinars/Live learning session: -

There are two different types of Webinars:-

1. Live Webinars:- In live Webinars happen in real time and allow for much more
interactivity as the audience can ask question any time and get answer.

2. PRE-Recorded Webinars:- In Pre-Recorded Webinars have already decided place or taken


location and are usually offered as a replay.

· Case Studies SESSION: - A case studies session consists of several detailed description of
events that are used for discussion and learning.

· Coaching sessions: - A Coaching Session is a group activity between a mentor and a coach to
discuss performance, opportunities, short and long term goals, career development plan, or
issues of an employee privately.

· eLearning: - A learning system based on formalized teaching but with the help of electronic
resources is known as E-learning. While teaching can be based in or out of the classrooms,
the use of computers and the Internet forms the major component of E-learning.

· Interactive Training: - It helps learners retain information and apply them at appropriate
situations, and also prepares them for future roles and responsibilities by developing their
interpersonal and problem-solving skills. An interactive session makes the training more fun
and enjoyable compared to traditional training methods.

· On-the-Job Training: - The goal of On-the-job is to provide instruction and practice


opportunity so that the inexperienced learner can develop the knowledge, skills, and required
to perform the job tasks associated with his or her job role.

· Video-Based Training: - Video-based learning literally refers to learning experiences


facilitated through video
PMS SYSTEM

Under 360 – degree appraisal, performance information such as employee’s skills, abilities and
behaviors, is collected “all around” an employee, i.e., from his/her supervisors, subordinates, peers
and even customers and clients

The 360 performance review is mostly focused on the contribution of the employee and
their skills along with their competencies. It is a balanced way to view the actual performance
of employees in the area of teamwork, leadership, interaction, interpersonal communication,
contribution, management, accountability, work habits, vision, and other things based on the
employee’s job profile

STATUORY BENEFITS OF AMUL:

There are 4 types of statuory benefits :

 Employee Provident fund


 Gratuity
 ESIC
 Professional tax

Further more EPF is dived into 3 more categories : EPF , VPF, PPF

IN WHICH EMPLOYEE CONTRIBUTION IS 12% OF ( BASIC SALARY + DEARNESS


ALLOWANCE )

EMPLOYER CONTRIBUTION : 13% OF ( BASIC SALARY + DEARNESS ALLOWANCE )

PEOPLE CAN GET PF AMOUNT IN FOLLOWING CASES :

1) RESIGN/ RETIREMENT
2) DEALTH
3) CHILD EDUCATION
4) GIRL MARRIAGE
5) MEDICAL EMERGENCY

GRATUITY = AFTER 5 YEARS


To avail gratuity in a single company one shoul work atleast 8 years

GRATUITY : = 4.81% OF ( BASIC SALARY + DEARNESS ALLOWANCE )

LUMPSUM AMOUNT = 15/26* LAST SALARY DRAWN* NO. OF YEARS


The HRIS Software tool used in the organization:

Human Resource Information System (HRIS) is a systematic way of storing data and information for each
individual employee to aid planning, decision making, and submitting of return and reports to the external
agencies.

 It merges HRM as a discipline and in particular it’s basic HR activities and processes with the
information technology field.
 It can be used to maintain details such as employee profile absence report salary administration and
various kinds of reports.

Amul uses the system named ERP-ORACLE- Enterprise Resources Planning. The areas of application of
HRIS as follows:

 Training Management
 Turnover Analysis
 Succession Planning
 Attendance Reporting
 Accident Reporting

THANK YOU !

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