UNDERSTANDING AND ANALYZING THE WORKING OF HUL SVS AS POTENTIAL FOR PEPSICOS LRB.

Report By ASHISH CHADHA (Roll No. 8007) Work Carried out at PEPSICO INDIA HOLDINGS PVT. LIMITED, LUCKNOW Submitted in partial fulfillment of the requirement of Summer Internship Program

Under the Supervision Of Mr. Rahul Srivastav Marketing Development Coordinator, PepsiCo india Holdings Pvt. Ltd. VIth Floor,Raj Chambers, Hazratganj,Lucknow

SDM Institute for Management Development Mysore, Karnataka, India

CERTIFICATE
ii

EXECUTIVE SUMMARY DISSERTATION TITLE: UNDERSTANDING AND ANALYZING THE WORKING OF HUL SVS AS POTENTIAL FOR PEPSICOS LRB.
Supervisor:Mr.RahulSrivastava Nameofthestudent:AshishChadha RollNo.8007 This report Understanding and analyzing the working of HUL SVS as potential for PepsiCos LRB aims at providing insights about the high profile kirana stores , how HUL categorized them and their business potential with respect of stockingPepsiCosLRB. Pepsi has a strong presence in almost all cool corners, cafe parlours, restaurants, eating joints, prominent bakeries, etc. Therefore for developing new business it was searching for options. Since, in a business environment most FMCG companiesareawareofhowtheirpeersarestrategizing,theSVSstoreconceptofHUL wasstudied.Companybelievedthatifwecananalyzethestrengthofthehighprofile SVS,theycanbeahugebusinessopportunity. My project dealt with Understanding and analyzing HULSVS, wherein I identified the four major distributors of HUL in the city, interviewed them trying to gather what apart from monthly sales made them categorize an outlet as SVS. These distributorswerealsoastoreformysamplegatheringi.e.thelistofallSVSoutletsin Lucknowcity.Combiningallthesefourdistributors,ImadealistofSVSoutlets,which wasthetotalsamplesizeoftheproject. After going through the field research for the same in Lucknow, a lot of pointscameoutregardingHULanditssatisfactionlevels.Iwasevenabletoconvincea number of outlets to stock PepsiCos LRB and thus contributed to the companys business,theofficialexecutionofwhichiscurrentlybeingcarriedout. The project, which was a blend of research and business development was quitealearningandsatisfyingexperience. SignatureofStudent:SignatureoftheSupervisor: AshishChadha Mr.RahulSrivastava, MarketingDevelopmentCoordinator(MDC) PepsiCoIndiaHoldingsPvt.Ltd,Lucknow iii

ACKNOWLEDGEMENT
Iwishtoexpressmysincereregardsanddeepsenseofgratitudetomyprojectguide, Mr.RahulSrivastava,MarketingDevelopmentCoordinator,PepsiCoIndiaHoldingsPvt. Ltd. Lucknow, who has always been a great source of inspiration, for his guidance, constanthelpandencouragementthroughouttheinvestigationandpreparationofthe project report. I am thankful to my faculty guide Prof. Sridhar Chari who helped to completemyprojectsuccessfully. I would like to express my gratefulness and sincere thanks to Mr. Vikas Tandon, Account Development Coodinator,PepsiCo,lucknow for his help and extended support atvariousstagesofthework. Withouthishelpandvaluablesuggestionsmyprojectwouldnothavebeenasuccess. Last but not the least; I thank God Almighty, from whom flows all wisdom and knowledge. ASHISHCHADHA iv

LISTOFSYMBOLS/ABBREVIATIONS: SVS:SuperValueStores w.r.t.:withreferenceto S.K.U.:StockKeepingUnit PVC:PolyVinylChlorine LRB:LiquidRefreshmentBeverage v

 LISTOFCHARTS/DIAGRAMS: 1 Photograph of Indra Nooyi 2. Marketing Mix 3. Product-Price table for Pepsi products 4. Purchasing soft drinks 5. Soft drink purchased more 6. Soft drink sold most 7. Ranks of non carbonated drinks 8.Service as the most important criteria 9. Service satisfaction with companys salesman 10. Interaction with salesman 11. Frequency of salesmans visit 12. Satisfaction with HULs quality 13. Replacement of damaged stock 14. Visit of C.E./A.D.C 15. Providing enough accessories 17. Product Availability at all times 18. Products in sufficient quantity 29. Enrollment in companys plans 20. Solving problems in short times 21. Changing Faulty accessories immediately 22. In total,service match with expectations 24. Rate HULs service out of 10 25. SVS outlet details vi 3 7 9 27 27 27 28 29 29 30 31 31 32 32 33 34 34 35 36 37 38 38 39 40 51

16. Meeting with salesman creates a healthy environment

23. Satisfaction with companys schemes and products

TABLEOFCONTENTS
ChNo.TitlePageNo. i) ii) iii) iv) v) vi) 1. Certificate Executive summary Acknowledgement List of symbol/abbreviations List of chart/diagrams Table of contents Introduction Industry overview Company Profile Social Initiatives Sales and Marketing Marketing mix SWOT analysis Competition Profile SVS as a HUL concept 1 3 4 5 7 12 14 16 ii iii iv v vi vii

2.

Project proposal Objectives of the study Scope of the study Limitation of the study 17 18 19

3.

Problem Definition Statement of the Problem Source of error 20 21

vii

Research Methodology Type of research design Information needed Scaling techniques Sampling Target population Sampling frame Sampling technique Sample size Survey & Observation method 26 22 23 24 25

5.

Data analysis Finding and Observation 27 43 44 45 58

6. Recommendation 7. Conclusion 8. Annexures 9. References

viii

CHAPTER 1: INTRODUCTION INDUSTRY OVERVIEW

The soft drinks industry continued on its path to recovery from the low growth seen between 2005 and 2006, with higher volume growth in 2008 than that seen in 2007. The mature sectors of bottled water, fruit/vegetable juice and carbonates saw a dynamic year, with companies refreshing their products brand image and packaging to attract new consumers. Emerging product categories, such as energy drinks and reconstituted 100% juice, saw high double-digit growth rates, as companies increased their products penetration in India. Offtrade volume growth was slightly higher than on-trade volume growth, as convenient on-thego packaging, company sponsored chillers in kiranas and attractive supermarket displays fuelled off-trade sales across the market. With the industry back on the upward growth curve, companies refreshed their brands by introducing new and more premium packaging designs, pack sizes and communication campaigns. In 2008, bottled water was especially dynamic, with all the major national brands following the cue of Bisleris rebranding in late 2007. Carbonates and juice drinks were also reinvigorated with new pack sizes that targeted on-the-go consumption by young adults. With naturally healthy becoming a key focus for consumers and manufacturers, fruit/vegetable drinks companies focused their efforts on highlighting their products fresh fruit content and health attributes. Companies put in motion plans to extend their product portfolios to emerging categories such as 100% juice, energy drinks and flavoured water. The multinationals Coca-Cola India and PepsiCo India Holdings saw their off-trade value shares of soft drinks in India decline over the review period, as other national and regional players updated their brand portfolios and increased the penetration of their brands in India. Bottled water players, such as Parle Bisleri and Dhariwal Industries, were particularly successful in expanding their consumer base through a concerted effort to increase their manufacturing capacity and move to newer regions within India. Dabur India and Parle Agro benefited from their first mover advantage in being present in high-growth emerging product categories, such as 100% juice and other non-cola carbonates. With companies increasing their spend on below-the-line marketing activities, the ubiquitous kiranas were the beneficiaries of efforts such as branded glass door refrigerators, regional language banners and displays, and the roll-out of on-the-go packaging for carbonates and 1

juice drinks. Supermarkets, which are still something of a novelty in many small cities, continued to attract a combination of regular grocery shoppers and young impulse buyers. Bundling and discount promotions for fruit/vegetable juice and concentrates drove product sampling in supermarkets. Emerging categories, such as energy drinks and RTD tea, received a boost from impulse buyers in supermarkets, while attractive displays and imported products in upmarket shopping centres introduced consumers to new products, such as sports drinks and flavoured water. With rising consumer affluence and companies tailoring their product designs and marketing specifically to target the young adult population group, the trend of robust double-digit annual volume growth is expected to continue over the forecast period. The foray of leading national players into emerging categories, such as energy drinks and 100% juice, will help sustain high growth rates in the future. Competition from the unorganised sector is expected to decline over the forecast period, as the national players make a concerted effort to educate consumers about the health benefits of packaged drinks, and move into markets such as bulk bottled water, which are currently dominated by the unorganised sector.

INTRODUCTION OF PEPSICO

ProfileofPepsiInternational PepsiissituatedatSomarsNewYorkinU.S.A,IndraKNooyiischairmanandCEOof Pepsi. Calab bradham, a North Carolina pharmacist concocted Pepsicola in the year 1890 as a cure to Dyespsia (indignation). In 1903, businessstrategyworked&in1909hehadaNewYorkadvertising agency. PepsiCo Food & Beverages International, a full fledge co. earnsmorethenhalfofitsglobalrevenuesfromsnackfoods&fast foods. PepsiCos major Business includes Pepsi foods, KFC,Pizza Hut,tacobell&Californiapizzaswhichisaworldleaderinrestaurantbusinessalso. PepsiCo gained entry to India in 1988 by creating a joint venture with the Punjab governmentowned Punjab Agro Industrial Corporation (PAIC) and Voltas India Limited. PepsiCo is a world leader in convenient foods and beverages, with 2006 revenues of more than $35 billion and 168,000 employees. PepsiCo brands are availableinnearly200countriesandterritoriesandgeneratesalesattheretaillevelof about$92billion. PepsiCo Mission :"To be the world's premier consumer products company focused on convenience foods and beverages. We seek to produce healthy financialrewardstoinvestorsasweprovideopportunitiesforgrowthandenrichment to our employees, our business partners and the communities in which we operate. Andineverythingwedo,westriveforhonesty,fairnessandintegrity." 3

SOCIAL INITIATIVES Performance with Purpose articulates PepsiCo India's belief that its businesses are
intrinsically connected to the communities and world that surrounds it. Performance withPurposemeansdeliveringsuperiorfinancialperformanceatthesametimeaswe improvetheworld. To deliver on this commitment, PepsiCo India will build on the incredibly strong foundationofachievementandscaleupitsinitiativeswhilefocusingonthefollowing4 criticalareasthathaveabusinesslinkandwherewebelievethatwecanhavethemost impact. REPLENISHINGWATERPepsiCoIndiacontinuestoreplenishwaterandaims toachievepositivewaterbalanceby2009,whichmeansitiscommittedtosavingand rechargingmorewaterthanitusesinitsbeverageplants. PARTNERSHIPWITHFARMERS PepsiCoIndiasAgripartnershipswithfarmershelpmorethan22,000farmersacross thecountryearnmore. WASTETOWEALTH PepsiCoIndiacontinuestoconvertWastetoWealth,tomakecitiescleaner.Thisaward winning initiative has established Zero Solid Waste centres that benefit more than 2,00,000communitymembersthroughoutthecountry HEALTHYKIDS PepsiCo India will stay committed to the health and wellbeing of children. It will continue to provide children with a healthy and fun portfolio while simultaneously tacklingthecaloriesoutsideoftheequationbyexpandingitsGetActiveprogramme for kids, especially for school going children. PepsiCo will also launch and distribute products directly aimed at addressing nutritional deficiencies and will launch a pilot program that directly delivers against the United Nations Millennium Development Goaltoeradicateextremepovertyandhungerby2015. 4

SALES AND MARKETING DEPARTMENT

Sales and marketing department controls all the activities relating to marketing and sales. All the order of supplying drinks are received by this department. It maintains the adequate supply to its agencies. Sales force has the direct link with customers. It collectsthemarketinginformationandtrytoacquaintwithhistohighermanagement. Thesalesforcescomprisesfollowingstaff. Managing Director General Manager (Marketing) Regional Manager Area Manager Territory Manager Senior Sales Executive Sales Executive Management Trainees

Sales and Marketing Manager control the entire sales forces. Sales supervisors perform the following tasks: Sales supervisors find and cultivate new customers. Sales supervisors skillfully communicate information about the companys product and Services. Sales supervisors know the art of salesmanship approaching presenting answering objections and closing sales. Sales supervisors provide various services to the customers consulting of their problems rendering technical assistance, arranging financing and expending delivery. Sales supervisors carryout market research and intelligence work and fill in call report. MERCHANDISING STRATEGIES ADOPTED BY PEPSI Creating awareness about the product. Differentness in profit of Pepsi Products and Coca Cola Discount in products 5

 Provide Gravity Rack, Air Hanger, PVC Rack, Combo Shot Provide Visi Cooler and OYC Cooler Provide Board ( Glow Signs, Dealer Board) Provide Shop Painting Convincing the retailer to stock Pepsi products. Display Scheme for Products Discount in Products Coupon Scheme Visi Cooler and OYC Cooler Scheme Rack Scheme Provide Free MT Yearly Target Achievement Gift Scheme Provide membership of PEPSI GOLD CLUB PROMRAM Auditing of Pepsi Gold Club Program 2008. Audit the only those retailer who have got Pepsi Gold Club membership. 1 Year Programme (February to June, July to October). Type of outlet (Eatery, Grocery, Convenience). Main outlet motivational scheme. Check the condition of Pepsi Monopoly outlet. Visi size compared with Coca Cola(Pepsi Visi > Coca Visi) Check the purity of SKU of Pepsi Products. Check the Impurity (Exp. - Real Juice, Amul Products, Treat and Parle Product.

MARKETING MIX

PRODUCTS:
The group manufactures and markets Carbonated and Non-Carbonated Soft Drinks and Mineral Water under Pepsi brand. The various flavors and sub-brands are Pepsi, Pepsi My Can, Pepsi Diet, Mirinda Orange, Mirinda Lemon, Mountain Dew, 7UP, Slice Mango, Slice Orange, and Aquafina, Tropicana, Tropicana Twister. Brands available in 200ml. 1. Pepsi 2. Mirinda Orange 3. Mountain Dew 4. 7up 5. Tropicana Premium Gold

Brands available in 250ml. 1. Slice 2. Tropicana Twister 3. Pepsi My Can 4. 7 Up Can Brandsavailablein300ml. 1. Pepsi 2. Mirinda Orange 3. Mirinda Lemon 4. Mountain Dew 5. 7up 6. Soda BrandAvailablein(330ml) 1. PepsiCan 2. MountainDewCan 3. 7UPCan 4. MirindaCan 5. PepsiDietCan BrandAvailablein(350ml) 1. TropicanaTwister BrandAvailablein(500ml) 1. Slice 2. PepsiDiet 3. Aquafina Brandavailablein(600ml) 1. Pepsi 8

2. Mirinda Orange 3. Mountain Dew 4. 7up

Brand Available in (1Ltr) 1. Tropicana Premium Gold 2. Aquafina Water

Brand Available in (1.2 Ltr) 1. Slice 2. Tropicana Twister

Brand available in (2 Ltr) 1. Pepsi 2. Mirinda Orange 3. Mirinda Lemon 4. Mountain Dew 5. 7up Priceoftheproduct Product 200ml 200mlTropicanaPremiumTetra 200mlSliceTetraPack 300ml 250mlCan 330mlCan 350mlTwister 500mlAquafina BottleinMT 24 30 24 24 24 24 24 24 Price 168 397 216 215 330 580 468 168

500mlSlice 600mlSoda 600mlPET 1Ltr.Aquafina 1Ltr.TropicanaPremium 1.2LtrSlice 1.5LtrSoda 2LtrPET

24 24 24 12 12 12 12 9

498 216 444 104 713 510 207 414

PLACE:
Decisionswithrespecttodistributionchannelfocusonmakingtheproductavailablein adequatequantitiesatplaceswherecustomersarenormallyexpectedtoshopforthem tosatisfytheirneeds. DirectDistribution: Delivery of post mix cylinders & handling of key accounts: the key accounts are differentwholesalers,restaurents,hotelslikePizzaHut,KFC,Metrowhichserveasthe placeforkeysale.Theseareknownasnationalkeyaccountsandareveryimportantin termsofcompetition IndirectDistribution: Throughbasemarketdistributors Throughoutstationdistributors Before delivering the product some certain guiding principles are followed for the assessmentofdistributorscapability Applicantmusthave20or25vehiclesdependingonarea Applicantmusthave20000casesofemptybottles 10

Applicantmustdeposit10,00,000assecurity. Thisisusuallydonethroughtakingoverkeyrevenueareas.Ifthedistributordoesnot receiveitssalestarget,itsdistributionistakenbackandanadditionofnewdistributor isdone.

PROMOTION:
Promotionisakeyelementofmarketingprogramandisconcernedwitheffectivelyand efficiently communicating the decisions of marketing strategy to favorably influence target customers perceptions to facilitate exchange between the marketer and the customerthatmysatisfytheobjectiveofbothcustomerandcompany. Advertising: PepsiCohasadvertiseditsproductsthroughvariouswaysandmedia. Through TV we have seen various advertisements targeting the favorable programs,likesports,seriesandsomePepsishowslikePepsifykarogeeorPepsiMTV wassupinpartnershipwithMTVtargetingyouth,itsprimaryconsumer. Alsothroughvariousnewspaperadvertisements,posters,Mobilecontentmessagefrom Pepsiiscommunicatedtoallthepeopleaboutitsproductsandoffers.

11

SWOT ANALYSIS
A SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture or in any other situation requiring a decision. It gives an overall evaluation of a companys external and internal marketing environment. SWOT analysis for PepsiCo STRENGTH
Pepsi has a broader product line and outstanding reputation. Merger of Quaker Oats produced synergy across the board. Record Lack revenues of and increasing constraints market share. capital (availability of large free cash flow). Great brands, strong distribution, innovative capabilities Number one maker of snacks, such as corn chips and potato chips PepsiCo sells three products through the same distribution channel. For example, combining of the Pepsi, production capabilities

WEAKNESS
Pepsi hard to inspire vision and direction for large global company. Not all PepsiCo products bear the company name PepsiCo is far away from leader Coca-cola in the international market - demand is highly elastic.

Gatorade and Tropicana is a big opportunity to reduce costs, improve efficiency and smooth out the impact of seasonal fluctuations in demand for particular product

OPPORTUNITY
Food division should expand internationally

THREATS
F&B industry is mature Pepsi is blamed for pesticide

12

Noncarbonated drinks are the fastest-growing part of the industry There are increasing trend toward healthy foods Focus on most important customer trend - "Convenience".

residues in their products in one of their most promising emerging market e.g in India Over 50 percent of the company's sales come from Frito-Lay; this is a threat if the market takes a downturn PepsiCo Cadbury now competes with Schweppes, Coca-Cola,

and Kraft foods (because of broader product line) which are well-run and financially sound competitors. -Size of company will demand a varied marketing program; Social, cultural, economic, political and governmental constrains.

13

COMPETITION PROFILE
Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines worldwide. The Coca-Cola Company claims that the beverage is sold in more than 200 countries. It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke or (in European and American countries) as cola, pop, or in some parts of the U.S., soda. Pepsi is often second to Coke in terms of sales but outsells Coca-Cola in some markets. Around the world, some local brands do compete with Coke. In India, Coca-Cola ranked third behind the leader, Pepsi-Cola, and local drink Thums Up. However, The Coca-Cola Company purchased Thums Up in 1993.As of 2004, Coca-Cola held a 60.9% market-share in India. Tropicola, a domestic drink, is served in Cuba instead of Coca-Cola due to a United States embargo. French brand Mecca Cola and British brand Qibla Cola, popular in the Middle East, are competitors to Coca-Cola. In Turkey, Cola Turka is a major competitor to Coca-Cola. In Iran and also many countries of Middle East, Zam Zam Cola and Parsi Cola are major competitors to Coca-Cola. In some parts of China, Future cola is a competitor. In Slovenia, the locally-produced Cockta is a major competitor to Coca-Cola, as is the inexpensive Mercator Cola, which is sold only in the country's biggest supermarket chain, Mercator. In Israel, RC Cola is an inexpensive competitor. In Madagascar, Classiko Cola, made by Tiko Group, the largest manufacturing company in the country, is a serious competitor to Coca-Cola in many regions. On the Portuguese island of Madeira, Laranjada is the top-selling soft drink. In the UK, Coca-Cola stated that Pepsi was not its main rival, but rather Robinsons drinks. On February 7, 2005, the Coca-Cola Company announced that in the second quarter of 2005 they planned a launch of a Diet Coke product sweetened with the artificial sweetener sucralose ("Splenda"), the same sweetener currently used in Pepsi One. On March 21, 2005, it announced another diet product, "Coca-Cola Zero", sweetened partly with a blend of aspartame and acesulfame potassium. Recently Coca-Cola has begun to sell a new "healthy soda": Diet Coke with vitamins B6, B12, Magnesium, Niacin, and Zinc, marketed as "Diet Coke Plus." On July 5, 2005, it was revealed that Coca-Cola would resume operations in Iraq for the first 14

time since the Arab League boycotted the company in 1968. In April 2007, in Canada, the name "Coca-Cola Classic" was changed back to "Coca-Cola." The word "Classic" was truncated because "New Coke" was no longer in production, eliminating the need to differentiate between the two. The formula remained unchanged. In January 2009, Coca-Cola stopped printing the word "Classic" on the labels of 16-ounce bottles sold in parts of the southeastern United States. The change is part of a larger strategy to rejuvenate the product's image.

15

SVS AS A HUL CONCEPT

According to HUL, the `Super Value Store' Programme exclusively targets mom-n-pop stores by refashioning them to look like modern retail outlets. Apart from buying shelf space and in turn giving the retailer a discount on its products, HUL also imparts retail training and solutions to help shopkeepers add value to help them keep pace with changing times,or dispensing its products. With the increasing number of modern retail outlets, their bargaining power is also increasing through demands of high discounts and freebies from FMCG majors. Hence, only supplies to modern retailers shows negative on the company's balance sheet. So, by refashioning kirana stores, the company balances out its margin levels. As for the kirana stores, there is growth in profits and a rectified ambience The key to this unusual partnership between elephant and ant is common branding, lower prices, higher discounts and special promotional offers that are exclusive to Super Value Stores. Under the deal worked out by HUL, kirana stores that opt to rebrand themselves as SVSs get an additional 3% commission on monthly sales. Plus, there are promotional offers that are available nowhere else. Sample this: Currently on offer is a free hair dryer worth Rs 175 for every Rs 200 worth of HUL shampoos bought. Only SVS distributors get this scheme. Based on the response, HUL reckons that it can use such lures across a range of more than 500 different products in the cosmetics, fabric and personal wash, and food segments. HUL has also installed special cabinets in SVS stores.

16

Chapter- 2:PROJECT PROPOSAL OBJECTIVE OF THE STUDY

The objective of the present study was to identify the SVS(Super Value Stores) as defined by Hindustan Lever Limited(HLL) for Lucknow. Only around 15% of such SVS outlets have Pepsi. This list of outlets was traced through Mr. Khan, a distributer of HUL in Lucknow. The primary objective was to visit these SVS stores, study the distribution, satisfaction levels w.r.t. HLL and also target them as Pepsis customers. There were some of the secondary objectives of the present study. There were as under: To develop the related psychometric test and questionnaires for measuring the merchandising pattern of Pepsi company. To study the customers demand for products of company. To explore the preferential attitude of retailers towards the products of company. To investigate the problems of retailers and customers with regard to products of company.

17

SCOPE OF THE STUDY

The scope of the study encompasses all the SVS retail outlets of HUL in Lucknow, capital of Uttar Pradesh. There are 96 such retail outlets present in Lucknow. The study focuses on the analysis of service by HUL at these SVS retail outlets. It also focuses on the potential of the majority of these stores that do not currently stock Pepsi as potential for Pepsis future business development.

18

LIMITATION OF THE STUDY

Time constraints: As is expected during any study there was very less time to do a comprehensive study for SVS retail outlets. Divisional boundary: Area covered were mainly all the SVS stores in Lucknow . Information Asymmetry: It wasnt easy to get information from all the stores because of various reasons. The study includes only those stores from whom I was able to gat information. Restricted generalization: Study cannot be generalized beyond the city surveyed.

19

CHAPTER 3:PROBLEM SPECIFICATION

STATEMENT OF THE PROBLEM

The management decision problem is the problem confronting the decision maker. A marketing research problem is a problem that entails determining what information is needed and how it can be obtained in the most feasible way.

Management decision problem:

Where can new business/customers for Pepsi come from?

Marketing research problem:

To determine the potential of the SVS stores in doing that for Pepsi, simultaneously studying and learning the mass popularity and satisfaction of HUL in these stores as a means to learn for Pepsi.

20

SOURCES OF ERROR

NON-RESPONSE ERROR: arises when some of the respondents included in the sample do not respond. For example, a respondent busy in dealing customers. RESPONSE ERROR: arises when respondents give inaccurate answers or their answers are misrecorded or misanalyzed. Population definition error: Variation between the actual population relevant to the problem and population as defined by the research. For example, using an old sampling frame list for SVS stores. Respondent selection error: Selecting the respondent other than those specified by the sampling design. For example, selecting a non SVS retail outlet. Questioning error: Error made in asking question. For example, while asking questions, not using the exact wording given in the questionnaire. Inability error: Respondent inability to provide accurate answers. For example, respondent inability due to fatigue and boredom. Unwillingness error: Respondents unwillingness to provide accurate answers. For example, a respondent intentionally misreports supervisors commitment in order to impress the interviewer.

21

Chapter- 3:RESEARCH METHODOLOGY

TYPE OF RESEARCH DESIGN
A research design is a framework for carrying out marketing research. It specifies the details of the procedures necessary for obtaining the information needed to structure and solve marketing research problem. A descriptive research is a type of conclusive research that has as its major objective the description of something. Cross-sectional design involves the collection of information from any given sample of population elements only once. A descriptive research design has been followed in this marketing Research. Methods: Secondary data, Observational data, Surveys. Design: Single cross sectional design.

22

INFORMATION NEEDED

Component 1: This component focuses on the information whether the respondent purchases soft drinks and if so, does he purchase Pepsi. The third and fourth questions make us know which of the drinks under Pepsi Umbrella sell the most. Component 2: This component focuses on various aspects related to HUL dealing with respondents perception of its service and the dealers satisfaction levels measured on various parameters inovving salesman and likewise. Component 3: This component is dedicated to measuring only the service intricacies of HUL, as for these storeowners service is single most important factor for satisfaction. Component 4: Overall rating of HULs performance is gathered and points of its lagging and improvements are also asked subjectively. Component 5: For retailers that do not have Pepsi, this last section focuses more on verbal interaction so as to identify the problems of retailers for the same. This is also the part where the business development carried out and the retailers are tried to convince to stock Pepsi.

23

SCALING TECHNIQUES

A scaling is the generation of a continuum upon which measured objects are located. The scaling technique used in this marketing research can be grouped into comparative and noncomparative scales. 1. Comparative scales: a. Rank order: Respondents were asked to rank the objects present. b. Itemized Category Scales: Only one item is used to measure a construct 2. Noncomparative scales: a. Likert scale: Respondents were asked to show their response on a five point scale.

24

SAMPLING
Target population: The target population is the collection of element or objects that posses the information sought by the researcher and about which references are to be made. The target population for the SVS outlets survey: Elements: SVS retail outlets attendant. Sampling units: Owners of these SVS stores. Extent: Lucknow. Time: April, may 2009 Sampling frame: A sampling frame is a representation of the elements of the target population. The sampling frame for the SVS outlets survey: List of SVS retail outlets present in Lucknow from HUL distributor, information of whom was gathered from a very popular SVS store in Lucknow. Sampling technique: Simple random sample: A probability sampling technique in which every element is selected independently of every other element and the sample is drawn by a random procedure from a sampling frame. The sampling technique used in this project: simple random sampling. Sample size: Sample size refers to number of element included in the study. The sample size for the SVS outlets survey: 96 outlets. Each outlet was segmented area wise and accordingly the areas were surveyed.

25

SURVEY & OBSERVATION METHOD

Observation method: A structured observation was done to measure records. An observation form was made to record the information. The method used was an audit. Data was collected by examining performance and records. Advantage: Degree of structure is high Ability to observe in natural setting Observation bias is low Analysis bias is low Survey method: The survey method involves a structured questionnaire given to the respondents and designed to elicit specific information. In this project personal interview mode is used for collecting information. Personal interview were conducted at the SVS retail outlets. The respondents were intercepted while they were working at the retail outlet. A questionnaire was prepared for structured data collection. Advantage: Respondents are easily available Meaningful information due to working environment Response rate is high Flexibility of data collection Diversity of questions

26

CHAPTER 5:DATA ANALYSIS FINDING AND OBSERVATION

1. Purchasingsoftdrinks

Response YES NO

% 66 34

Thestatisticsshowthataround1/3rdoftherespondentspurchasesoftdrinks. 2.Softdrinkpurchasedmore

RESPONSE PEPSI COCACOLA

% 28 46

Thestatisticsrevealthatcocacoladefinitelyhasalargersalepercentagewithrespect toPepsiwhichclearlylagsbehind. 27

 3.Softdrinksoldmost

DRINK Pepsi 7up Mirinda MountainDew

% 41 11 19 30

WhenwecomparethesoftdrinkssoldunderthebrandPepsi,thecoreofferingofthe companyPepsiitselfhasthemostshare,followedcloselybythenewMountain Dew. It seems that since the packaging and taste of Mountain Dew and 7up is quite similar, the former might be eating into latters matter which is also evident by the newlylaunchedcampaigntopromote7up. 4. Rankofnoncarbonated drinks

RESPONSE

TropicanaNector 29 Tropicana Twister Slice

28

15

56

 Slice clearly leads the pack here with more than half the respondents voting it as the mostdemandedamongnoncarbonatedofferingsofPepsi.TropicanaTwistermanages abare15%whereastheTropicanaNectaroccupiesthesecondspot. FOLLOWINGQUESTIONSPERTAINONLYTOHUL 5. ServiceasthemostimportantCriteria

RESPONSE STRONGLYAGREE AGREE NEITHERAGREE NORDISAGREE DISAGREE STRONGLY DISAGREE

% 34 33 26

6 1

Morethantwothirdsofrespondentsagreeandstronglyagreetothefactthatserviceis themostimportantcriteriaforaFMCGmajor.Veryfewrespondentswereundecidedof thisfactthatonly7%didnotbelievethesame. 29

 6. Servicesatisfactionwithcompanyssalesman

RESPONSE ALWAYS MOSTLY

% 23 43

SOMETIMES 19 RARELY NEVER

The respondents are mostly satisfied with the salesman having a strong indicativeof43%,astrongpopulationworth23%evenhasthehighestsatisfactionlevel withthesalesman. 7.Interactionwithsalesman

12 3

RESPONSE FORMAL NEED BASED FINE FRIENDLY

% 2 12

57 29
30

 A larger proportion of respondents have a fine or friendly interaction with the salesman suggesting that the HUL salesman creates a healthy atmosphere at time of visit. 8.Frequencyofsalesmansvisit

RESPONSE REGULAR FREQUENT IRREGULAR RARELY NEVER

% 46 41 11 4

AtaroundmostSVSstores,thesalesmanvisitquitefrequentlywhichshowshowmuch valuetheygivetoeachstoreandtheirsatisfaction. 31

9.SatisfactionwithHULproductsquality.

RESPONSE ALWAYS MOSTLY SOMETIMES RARELY NEVER

% 53 36 9 2

Themajorchunkofrespondentsisalwayssatisfiedwiththeproductqualitydelivered to them. Only 2% are satisfied rarely which shows how high HUL satisfaction levels are. 10.Replacementofdamaged,outdatedstock

RESPONSE ALWAYS MOSTLY

% 3 12

SOMETIMES 37 RARELY NEVER 26 22

32

 These statistics show that however HUL might be doing good on other facets, the changeand/orremovalofdamaged,outdatedstockisstillaconcernwitharoundhalf the respondents stating that its rarely or never changed and only a mere 15% of the respondentsbeingfinewithcompanyspoliciesonthisaspect. 11.VisitofC.E.orA.D.C

RESPONSE YES NO SOMETIMES

% 14 39 47

The visit of officials clearly is still lagging with major respondents answering a No or Sometimes.Thisindicateshowimportantthisfactisfortherespondentsandhowmuch doesitgetneglected. 33

 12.Dotheyprovideenoughaccessories

RESPONSE ALWAYS MOSTLY SOMETIMES RARELY NEVER

% 29 39 28 3 1

Agoodnumber,around70%ofrespondentsseemtobesatisfiedwiththeaccessories as opposed to a mere 4% who arent. Around 28% respondents show satisfaction levelbetweenthetwoextremes. FOLLOWINGQUESTIONCATERSTOONLYTHESERVICEASPECTOFHUL 34

 13.1)Meetingwithsalesmancreatesahealthyenvironment

RESPONSE STRONGLYAGREE AGREE NEITHERAGREE NORDISAGREE DISAGREE STRONGLY DISAGREE

% 17 38 35

8 2

More than half of the respondents agree to the facts that meeting the salesperson of HUL creates a healthy environment conducive to business. It is to be noted that salesmanbehaviorcangoalongwayincreatinganorganizationalimpression,beiton thepositivesideorotherwise. 35

 13.2)ProductAvailabilityatalltimes

RESPONSE STRONGLY AGREE AGREE

% 12

23

NEITHERAGREE 47 NORDISAGREE DISAGREE STRONGLY DISAGREE

Regardingproductavailabilityaroundhalfoftherespondentsareneutral,while around a third of them agree and strongly agree to the same. Very few respondents show their dissatisfaction by disagreeing or strongly disagreeing withtheproductavailability.Clearlymorerespondentsareonthesatisfiedside which shows that HUL has managed to make sure its product is available all times. 36

13 5

 13.3)Availabilityofproductsinsufficientquantity

RESPONSE STRONGLYAGREE AGREE NEITHERAGREE NORDISAGREE DISAGREE STRONGLY DISAGREE

% 13 24 46

11 6

More than a third of respondents believe that the HUL products are stocked in sufficient quantities. Around half of the respondents are neutral to agreeing or disagreeingwhileamere1/6thofrespondentsdisagreewiththesame.SinceHULhas such a diverse product range it is equally hard to keep all the products stocked at all times. 37

 13.4)Enrollmentincompanysvariousplans

RESPONSE STRONGLYAGREE AGREE

% 14 41

NEITHERAGREENOR 29 DISAGREE DISAGREE 13

STRONGLYDISAGREE 3
More than half of the respondents agree and strongly agree to the fact that they are enrolled in companys various plans while around a third of them are neutral to this statement.Veryfewrespondents,16%showdissatisfactiononthisground.Thefigures on the whole suggest that the major chunk is quite satisfied with the plans they are enrolledinto,eithermildlyorstrongly. 38

 13.5)Solvingprobleminshorttime

RESPONSE

STRONGLY AGREE AGREE

21

NEITHERAGREE 43 NORDISAGREE DISAGREE STRONGLY DISAGREE

Very few respondents have taken the extreme opinions which suggest that a lot of people, around half, have neutral opinion on the same. Almost equal number of respondents agree as well as disagree to the same which shows that this is not a parameterthatHULcanboastabout,neithercanwesaythatitiscompletelyneglected. 39

28 5

 13.6)Changesfaultyaccessoriesimmediately

RESPONSE STRONGLYAGREE AGREE NEITHERAGREENOR DISAGREE DISAGREE STRONGLYDISAGREE

% 4 20 28

31 17

Around half the respondents agree, strongly disagree with the fact that the faulty products and accessories are changes immediately. This clearly suggests a level of dissatisfactionw.r.t.thisattribute. 40

 13.7)Intotal,servicematchwithexpectations

RESPONSE ALWAYS MOSTLY

% 18 37

SOMETIMES 26 RARELY NEVER

Less than 20% of the respondents show their dissatisfaction with the service of HUL which suggests that a major population of respondents lies in neutral, satisfaction or extreme satisfaction levels. This clearly indicates that HUL has been able to provide more than a descent service to the SVS outlets which seem to be mostly in the satisfactoryzone. 41

13 6

14.)Satisfactionwithcompanysschemesofferedwithproducts

RESPONSE ALWAYS MOSTLY

% 6 24

SOMETIMES 33 RARELY NEVER

Almostanequalnumberofrespondentsseemtobesatisfiedwiththeschemesoffered withproducts.Althoughagood11%disagreewiththesame,almostathirdof respondentsareneutralonthispoint.Aroundathirdofpopulationisalsosatisfied withthesamewhoagreeandstronglyagreetothispoint. 42

26 11

 15)RateHULsserviceoutof10

RESPONSE % 6 7 8 9 10
Aswecanseefromthetable,mostrespondentsquantifiedtheirsatisfactionbygiving agoodratingtoHULsservice.Theopinionwasmostlydividedbetween7,8and9 whichshowsthatalargepopulation,morethan3/4thisverysatisfiedwiththeir overallservice.Aperfect10givenby19%respondentsalsostrengthensthispoint. 16.Aspectswheretheservicelags Mostrespondentswereoftheviewthatreplacingthedamaged,outdatedproductswas amajorissue,whichoftencausedlossestoSVSowners.Otherthanthat,since 43

5 22 28 26 19

theproductlineofHULissodiversified,alaginavailabilityofallproductsallthetime isunderstandable. Otherthanthattherespondentsfeelthattheoverallserviceisquitesatisfactoryand praiseworthy. HULclearlydistinguishesitsservicefromanyotherFMCGandlivesuptoitsbrand comfortably. 17.Improvementssought: SincemostoftherespondentsseemedsatisfiedwithHUL,onlythingtheywishedtobe betterwasthereplacementpoliciesoftheFMCGwhichifcarriedoutinamoreretailer friendly manner, would reap more confidence and satisfaction for retailers with the FMCGmajor. PepsiCo: RegardingPepsi,thereweremainlythreekindsofrespondents: 1. ONESTHATARECURRENTLYSTOCKINGIT: Most customers expressed verbal dissatisfaction with the service of Pepsi w.r.t.a)thetimelagbetweenorderanddelivery b)thepolicyofrefrigerators, c)theirschemes d)frequencyofsalesmanvisit. But they also agreed that it is a kind of product that sells automatically in theirstoresandiftheabovepointsaretakencareof,theywouldberather moreimpressedandsatisfiedwiththecompany. 2. ONESTHATWEREPREVIOUSLYSTOCKINGIT: 44

Due to all the factors listed above, the respondents that were previously stockingitdiscontinuedwiththesame. HerewecancompareandcontrasttheservicesandsatisfactionofHULand PepsiCowhereinthecurrentprojectdrawsfootstepsforPepsitobefollowed to let itself live up to its brand name and increase the confidence and satisfactionamongtheretailers. 3. ONESTHATAREREADYTOSTOCKIT: A lot of SVS stores visited are ready to stock Pepsi since they believe that there is a lot of demand for it in their store and the product is something whichsellsautomatically.ThisshowstheimagePepsistillhasamongthese retailersandhowmuchtheytrustthebrand. 4.ONESTHATNEITHERSTOCKCURRENTLY,HAVESTOCKEDBEFORE,NOR WISHTOSTOCK: Thereweresomerespondentswhostatedthattheywereverysatisfiedwith there grocery business and felt that soft drinks is not something they wish to takeup.Somesuchretailerscitedlackofspacewhichwasalreadypreoccupied by a lot of kirana bags carelessly kept all over the place. Some retailers also stated that since they were keeping Cola Cola there was hardly any need for them to invest in Pepsi. Here we can see that Coca Cola already has the first moveradvantagewhereinretailerswhocaninvestinonesoftdrinkbrandare consciouslytakencareofbyCocaCola. 45

CHAPTER 6:RECOMMENDATIONS
BasedonthestudyfollowingismylistofrecommendationsforPepsi: HUListhrivingonsuccessandtheparametersevaluatedcloselysuggest thatPepsi,thoughithasagooddistributionnetworkofsalesstaffneeds tostrengthenitinawaytominimizethetimeintervalbetweenplacingof orderanditsarrivalwiththeretailer. This can be carried out by following an efficient order booking systemascarriedoutbyCocaCola,whichensuresfasterdeliveries. Pepsineedstoacknowledgethatitscompleteproductlinemustbemade availableinmarketswheredemandishugeandplayersareless.Alackin performance here has led the market share of Coca Cola reach to such greatheights. AregularvisitbythesalesmanaswellasofficialslikeC.E.orA.D.C.goesa long way in establishing a rapport and identifying the problems, if any, thattheretailerisfacing.AstheysaythatOutofSightisOutofMind, retainingadealerisdirectlyrelatedtothefactthathefeelsrecognizedby theofficials. 46

CHAPTER 7:CONCLUSION
In this report an effort was made to analyze the effectiveness of SVS retail outlets in Lucknow. In this regard, the major concern for the project was to understand the parameters that HUL performs well in, which can be an understanding for PepsiCo for the newer business developments. The study concluded that following aspects of service by HUL are highly regarded by the retailers: Interaction with salesperson Frequency of his visit Quality of products Visit of Area Sales Manager (A.D.C), Accounts Development Officer (A.D.C) Providing accessories Product Availability Enrolling dealer in schemes However, Replacement of outdated stock Changing faulty accessories Availability of products in sufficient quantity, still remain to be problems currently. This study has intended to capture the mindset of SVS retail outlet owners by the way of audit and survey. The study has helped to uncover the fact that HULs SVS store owners are quite satisfied with the service and offerings of HUL and also helped to locate the factors of its incredible performance. This insight will go a long way with the marketing department of PepsiCo and help them employ it in context of their business. The study also helped develop new business for PepsiCo wherein around 15 stores agreed to stock Pepsi after convincing them with the offerings. Some major recommendations, which PepsiCo should take, are: Steps to improve the time management of stock. Steps to enhance the service offered at these stores. Increase the frequency of salespersons and C.E., A.D.C. To keep their product line in order with the dealers. Overall the study was able to achieve the set objectives. 47

CHAPTER 8

ANNEXURES

QUESTIONNAIREfor Understanding and analyzing the working of HUL SVS as potential for PEPSICOs LRB (Questionnaireforretailers) Supervisor:Rahul Srivastava(MDC,PEPSICO Lucknow)
RespectedSir, ThequestionnaireisbeingsuppliedtoyouforUnderstandingandanalyzing

theworkingofHULSVSaspotentialforPEPSICOsLRB
Please read the questions and give your responses by the tickmark on one of the alternative.Yourresponseswouldbekeptconfidential.Theywillbeusedonlyforthe researchpurpose.

Q1.Doyoupurchasethesoftdrinksforyourshop? []Yes[]No

Q2.Whichsoftdrinkyouwouldliketopurchasemoreinquantity? []PepsiCo[]CocaCola

Q3.Rankthefollowingcarbonateddrinksaccordingtoyourpreference []Pepsi []7UP []Mirinda []MountainDew

48

Q4.Rankthefollowingnoncarbonateddrinksaccordingtoyour preference []TropicanaNector []TropicanaTwister []Slice ANSWERTHEFOLLOWINGQUESTIONSWITHRESPECTTOHindustan UnileverLimited Q5.Doyoubelievethatserviceisthemostimportantcriteriaforratinga FMCGbrand? []StronglyAgree[]Agree[]NeitherAgreeNorDisagree []Disagree[]StronglyDisagree Q6. Areyousatisfiedbyservicegivenbysalesman? []Always

[]Mostly []Sometimes []Rarely []Never Q7. Whattypeofinteractionyouhavingwithsalesman? Formal________Friendly Q8. Whatisthefrequencyofsalesmansvisitatyourcounter? []Regular
49

[]Frequent []Irregular []Rarely []Never Q9.Areyousatisfiedwithcompanysproductsandtheirquality? []Always []Mostly []Sometimes []Rarely []Never

Q10.Doessalesmaneasilychangeyourdamagedoroutdatedstock? []Always []Mostly []Sometimes []Rarely []Never Q11.DoesthecompanysC.E.andADCvisityourcounterregularly? [] Yes []No []Sometimes
50

Q.12DoesCompanyprovidesyouenoughaccessories(helpingtool)? []Always []Mostly []Sometimes []Rarely []Never Q.13Pleaseindicatehowstronglyyouagreeordisagreewiththefollowing statementaboutcompanysservice? 1.Meetingwithsalesmancreatesahealthyenvironment: []Stronglyagree[]Agree[]Somewhatagree []Disagree[]Stronglydisagree 2.Availabilityofalltypeofproductsatatime.

[]Stronglyagree[]Agree[]Somewhatagree []Disagree[]Stronglydisagree 3.Availabilityofproductsinsufficientquantity. []Stronglyagree[]Agree[]Somewhatagree[] Disagree[]Stronglydisagree 4.Enrolledyouincompanysvariousplans. []Stronglyagree[]Agree[]Somewhatagree[] Disagree[]Stronglydisagree 5.Solveyourprobleminveryshorttime.

51

[]Stronglyagree[]Agree[]Somewhatagree []Disagree[]Stronglydisagree 6.Changecompanysfaultyaccessoriesimmediately. []Stronglyagree[]Agree[]Somewhatagree []Disagree[]Stronglydisagree 7.Intotal,doestheserviceofcompanymatchyour expectations? []Always[]Mostly[]Sometimes[]Rarely[]Never Q.14Areyousatisfiedwiththeschemesgivenalongwithproducts? []Always[]Mostly[]Sometimes[]Rarely[]Never Q.15HowwouldyourateHLLsservice? 1________10 Q.16Wheredoyoufeelitslagging?
Ans.

Q.17Doyouwantanyimprovementscompanyin
52

Time Management

Service

SchemeInteraction How,specify: InterestinPepsi:

53


SVS OUTLET DETAILS(LUCKNOW)

OUTLET NAME OWNER NAME

ARUN GUPTA

S.No
1 ARUN KIRANA

Address1
SHOP NO 15 SHOP NO 15/220 SHOP NO E 1216 Block SHOP NO 43 A SHOP NO 551/SHA/16 SHOP NO E S-39 SHOP NO D3022 Shop No48 A SHOP NO A1 DANDAIYA BAZAR ALI GANJ

Address2
ALI GANJ

Locality
NEAR HEVET POLYTECHNIC GATE NEAR HANUMAN MANDIR Opp E Block Subzi Mandi Near Chandan Nagar Mandir

ADARSH GEN.&BAKERS

INDIRA NAGAR

INDIRA NAGAR

ANKUR AGARWAL PAWAN KM. AGARWAL NITIN AGARWAL SURENDRA SINGH NALIN AGARWAL

AGARWAL ENTERPRISES

RAJAJIPURAM

RAJAJI PURAM

4 AGARWAL OIL 5 AMAN STORE 6 Annapurna Bhandar 7 ANURASHAN STORE

MAIN MARKET, NATKHERA MAIN MARKET, NATKHERA ROAD E BLOCK MARKET Old picnic spot road, Munshipullia ADARSH NAGAR TEDIPULIA SHOPPING COMPLEX VIVEK KHAND-4, BANGLA BAZAR JAIL ROAD GURMANDI SADATGANJ GOLE MARKET MAHANAGAR

ALAM BAGH

ALAM BAGH

Near Meat Market

RAJAJI PURAM

Near Purana Tempo Stand

INDIRA NAGAR

SURIYA ENCLAVE

ANNU

8 APNA STORE 9 ARORA DEPARTMENTAL STORE

ALAM BAGH

Near Tedhi Puliya

Rajesh Kumar

GOMTI NAGAR

NEAR LDA OFFICE

DEEPAK ARORA UMAKANT JAISWAL ASHOK KUMAR GUPTA BABLU

10

ASHIYANA SUPER MARKET Ashok Provision Store BALDEV STORE

NA

BANGLA BAZAR

Near State Bank

11

Shop No 361/143 Shop No S64

SAHADATGANJ

NEAR GURMANDI

12

MAHA NAGAR

Near Post office NEAR DALIGANJ RAILWAY CROSSING

13

Bansal Kitchen

NA

SitaPur Road

Sitapur Road

NARESH AGARWAL

54

14 BEAUTY CARE 15 BILLEY PANSARI 16 BUDHIRAM STORE

Shop No 1

AMEEN COMPLEX NAKHAS SHINGAR NAGAR, Kanpur road JANKIPURAM VISTAR ALIGANJ DADAIYA BAZAR VIVEK KHAND 2, LDA MARKET

NAKKHAS

Near J&K Bank

NAJMUL HASAN

Shop No 565/30 Kha

ALAM BAGH

Near Shringar nagar Gate NEAR 60 FITA ROAD NEAR SHYAM MISTHAN BHANDAR NEAR PANI KI TANKI NEAR NEEL KANTH SWEET CHAWAL Wali GALI Near Bangla Bazar road NEAR RAM-RAM BANK CHOURAHA Near SBI Bank

TILAK CHAND

NA

Jankipuram

LALIT TIWARI

17

CHANDAN GEN STORE CHOUDHARY DEPARTMENTAL CHOURASIA TRADERS

NA

ALI GANJ

RAJESH GUPTA SANJAY CHOUDHARY MANSHA RAM CHOURASIA

18

Shop No C16&17 Shop No 3/117 Shop No 185 Shop No GF 12 Shop No LGF 36

GOMTI NAGAR

19

VIVEK KHAND

GOMTI NAGAR

20

CLASSIC GENERAL STORE

NEW NAKKAS MARKET KHAJANA MARKET, ASHIYANA JEET PLAZA RAM RAM BANK CHOURAHA KHUN KHUN JI ROAD CHOWK

NAKKHAS

S U AHAMED

21 DAILY NEED 22 DASHMESH PRO STORE

ASHIYANA

S.S ARORA

ALI GANJ

LAKHAVINDRA SINGH

23

DEVI DASS OM PRAKASH DINESH GENERAL STORE GANESH GEN STORE

NA

CHOWK

PREM KUMAR

24

na

SEC I ASHIYANA

LDA COLONY

NEAR ASHIYANA CHOURAHA NEAR MAHALAXMI SWEETS MUNSI PULIA CHAURAHA OPP JANTA MARKET

DINESH KUMAR

25

Shop No 8

ARIF CHAMBER SEC Q NAVEEN MARKET MUNSI PULIA CHAURAHA JANTA MARKET, VINAY KHAND 2 Anwar Villa Building, Tulsi Das Marg NISHAT GANJ

ALI GANJ

B L JETLI

26

GINNI PRO STORE

shop noS1/K-2 SHOP NOA-2/38&37

INDIRA NAGAR

RAJESH AGARWAL GIRISH KUMAR

27

GIRISH GEN STORE

GOMTI NAGAR

28 Gomti Prasad 29 GOOD BAKERY

NA

TOORIYA GANJ

Near Machli Mandi NEAR NISHAT GANJ TEMPO STAND Near Neel Kanth Sweets

AMIT KUMAR

SHOP NO S/40 Shop No C 12

NISHAT GANJ

NIKHIL KUMAR

30

GUPTA GEN STORE

VIVEK KHAND 2 LDA MARKET

GOMTI NAGAR

RAJESH GUPTA

55

31

GURUNANAK BAKERS In & Out Store

SHOP NO MDS 31

SECTOR G LDA Colony FAIZABAD ROAD RAVINDER PLLI

LDA COLONY

Sector D Chouraha NEAR NEEL GIRI COMPLEX Near Husain Ganj Police Chowki Near Balaganj Police Chowki NEAR FATIMA HOSPITAL Near Ameena Badh Police Chowki NEAR LANGRA FAATAQ NR SWARUP COLD STORAGE AMINABAD THANA NEAR DENA BANK BANGLA BAZAR Near Meena Bakery NEAR MANAS NAGAR SUB POST OFFICE NEAR BHADEWA EXCHANGE NEAR CENTRAL ACADEMY SCHOOL Galla Mandi

KUMUD BHATIA

32

NA

INDIRA NAGAR

NA

33

JAI VIJAY TRADING CO.

Shop No 151 SHOP NO439/147 Shop No W 12

DALIGANJ BALAGANJ CHOURAHA HARDOI ROAD SEC A MAHANAGAR SABJI MANDI AMINABAD

DALI GANJ

SANJEEV GUPTA ANOOP JAISWAL MAHESH KUMAR MITTAL RAMESH CHANDRA PAHWA RANVIR SINGH

34

JAISWAL PROVISION STORE KAILASH PRO& gen. STORE/Laxmi Traders

BALA GANJ

35

MAHA NAGAR

36

KASTOORI DI HATTI KHALSA PROVISION STORE KHUSHI TRADING COMPANY KUNDAN KIRANA STORE

NA

AMINA BAD

37

Shop No 138

T K ROAD

ALAM BAGH

38

NA

WATER WORKS RD Subzi Mandi, AMINABAD ROAD JAIL ROAD BANGLA BAZAR

AISHBAGH

VIRENDRA AGRAWAL RAJESH PAHWA PRADEEP KUMAR

39

NA

AMINA BAD

40 KWALITY KING 41 MAA ASHA TRADERS MAA DURGA KIRANA

NA

BANGLA BAZAR

SHOP NO C-2009 Shop No M 62

RAJAJIPURAM

RAJAJI PURAM

RAJ KUMAR

42

INDAR LOK COLONY

KRISHNA NAGAR

AJAY KUMAR

43 MANOHAR G STORE 44 MANOKAMNA GEN STORE

NA

KHALA BAZAR

TOORIYA GANJ

ASHOK KUMAR DINESH KUMAR RAM AUTAR AGARWAL

Shop No 9/159

INDIRA NAGAR

INDIRA NAGAR

45

MATHURA PRASAD

NA

GALLA MANDI NARHI PRAGATI BAZAR ,KAPOORTHALA PURAN NAGAR, KANPUR ROAD

NARHI

46

MOVE N PICK

SHOP NO 36 L

ALI GANJ

NEAR SAHARA OFFICE Puran Nagar Chouraha

ANANDEEP

47

MUKESH DEPARTMENTAL732D-D

NA

ALAM BAGH

SANJAY

56

48

NASIR GEN. STORE

Shop No S/23 Shop No 45 SHOP NO E 1399 Shop No 3/175 Shop No 325/46

NEW AZAD MARKET, HAL T K ROAD, ALAM BAGH CHOWRAHA RAJAJIPURAM

INDIRA NAGAR

Near Lekhraj Dollar Near Shivam resturant

BASIR

49

NATH PROVISION STORE NAVEEN ENTERPRISES NAVEEN GEN STORE

ALAM BAGH

DEEPAK MEHTA NAVEEN AGARWAL VIPIN AGARWAL SUNIL AGARWAL VINAY KUMAR GUPTA GYAN CHANDRA ANURAG KAPOOR

50

RAJAJI PURAM

Near SKD Plaza

51

SECTOR 3 , VIKAS NAGAR SHANDHI TOLA CHOWK SEC 14 / 2 SAGAR DEEP COMPLEX, MUNSHIPULLAI T K ROAD, ALAMBAGH CHOWRAHA TERI PULIYA KURSI ROAD II

VIKAS NAGAR

Near PNB bank

52

NAVEEN GENERAL STORE NEHA PRO. STORE

CHOWK

Near Kaliji Mandir

53

SHOP NO.2

INDIRA NAGAR

SAGAR DEEP COMPLEX NEAR ALAMBAGH CHOURAHA NEAR SABJI MANDI Near Ghas mandi Chouraha NEAR OVER BRIDGE NEAR ALAMBAGH CHOURAHA NEAR MERA MAN HOTAL NEAR CMS GOMTI NAGAR Sringar Nagar,ALAMBAGH Near Lekhraj Dollar Dandaiya Subzi Mandi NEAR RLB SCHOOL

54

New SHRI ASHUDA RAM NEW MAMTA GEN STORE.

Shop No 1

ALAM BAGH

55

Shop No 652 Shop No 439/92 SHOP NO 14,15,16

ALI GANJ

56

OM PRAKASH & BROTHERS

PADMA BHAWAN

THAKURGANJ

SONU

57 P.K. PROV STORE 58 PAWAN KUMAR 59 PREM PROVISION STORE PROVISION HOUSE

RAI BARELI ROAD UTERATIA NATKHERA MARKET HEEVET ROAD HUSSAINGANJ

TELIBAGH

PANKAJ GUPTA PAWAN KUMAR PREM NARAIN GUPTA

NA

ALAM BAGH

SHOP NO30 SHOP NO9 Shop No 565 Shop No S/15

HUSSAINGANJ

60

VISHAL KHAND 1

GOMTI NAGAR

SANTOSH

61

RAHUL PROVISION STORE RAJU GEN STORE RAKESH KIRANA STORE/ DIVVAM STORE RAM ANNPURNA STORE

KANPUR ROAD

ALAM BAGH

RAHUL

62

NEW AJAD MARKET DANDAIYA BAZAR SECTOR 3 VIKAS NAGAR

INDIRA NAGAR

RAJU RAKESH KUMAR GUPTA RAM BABU GUPTA

63

SHOP NO 3

ALI GANJ

64

NA

VIKAS NAGAR

57

65

RASTOGI PROVISION STORE S L DEPARTMENTAL STORE

SHOP NO 42 SHOP NO 3/195 Shop No C 26

MANI MONTA MARKET PGI

Telibagh

PGI MARKET

INDRESH KUMAR RASTOGI RAMA SHANKAR NARENDRA SINGHAL UMESH KUMAR SANEEV AGARWAL SANTOSH GUPTA

66

VIVEK KHAND 4

GOMTI NAGAR

Near LDA Office

67

S STORE

Alka Puri

ALI GANJ

Near Anchali Vigyan Kendra NEAR LAL MASZID

68 S.S. TRADERS 69 Sanjeev Provision Store SANTOSH GEN STORE

NA

OPP.NEELKANTH HOSPITAL C BLOCK SECTOR 6 SUBAM COMPLEX ALIGANJ BAZAR

BALA GANJ

Shop No 3728 Shop No 532 K/7 Shop No 215/307 SHOP NO439/114 Shop No 13 Shop No 38/17

RAJAJI PURAM

SAPNA COLONY

70

Kursi Road

NEAR NEERA NAURSING HOME NEAR MOHAN TOWER Near Thakurganj Thana NEAR ALAM BAGH CHOWRAHA Near Naale Ki Puliya Near Atta Mill Road NEAR ALAMBAGH CHOURAHA NEAR BATA SHOWROOM RAM BHAROSE SCHOOL NEAR ARYA KANNYA PATHSALA NEAR CENTRAL ACADEMY SCHOOL Near Hanuman Mandir

71

SARJU PARSAD ASHOK KUMAR SATGURU GENRAL STORE

RANIGANJ, DUGANWA THAKURGANJ HARDOI ROAD

RANIGANJ

ALOK SAHU

72

THAKURGANJ

VIPIN JAISWAL PARAMJEET SINGH

73 SATYAM STORE 74 Seth Provision Store 75 SHAKTI GENERAL STORE SHANKAR LAL MURLIDHAR SHARMA GEN STORE

T K ROAD

ALAM BAGH

B BLOCK

RAJAJI PURAM

MANOJ SETH

NA

MALVIYA NAGAR CHOURAHA

AISHBAGH

NEERAJ KUMAR NAVAL KISHORE

76

Shop No 551 JHA SHOP NO BLOCK B 2/19 Shop No 5

KANPUR ROAD SHOPPING CENTRE BHOOTNATH RAM BHAROSE MKT. TELIBAGH RBL ROAD R.B.L ROAD ARYA KANNYA PATHSALA Munshi puliya C BLOCK GANESH MARKET

ALAM BAGH

77

INDIRA NAGAR

A K SHARMA

78

SHARMA PROVISIONS STORE SHIV STORE

Telibagh

BABLU SHARMA OM PRAKASH AGARWAL AKHILESH KUMAR SINGH JOGINDAR SINGH

79

SHOP NO 508/33 Shop No 12/501 Shop No 15/21

NEW HAIDRABAD

80

SHIVAM ENTERPRISES

INDIRA NAGAR

81

SHIVAM GEN STORE

INDIRA NAGAR

58

82

SHIVAM PROVISION740-D-D SHREE KESHAV STORE SHRI KRISHNA PROVISION STORE751-D-D SHRI RAM PROVSION STORE SHRI SHYAM BAKERY &KIRANA

SHOP NO. 38 SHOP NO. 506

T K ROAD ALAMBAGH LEKHRAJ DOLLER RAI BARELI ROAD,TELIBAGH D BLOCK MARKET

ALAM BAGH

Near Shivam resturant Near HAL Subzi Mandi Near Telibagh Nehar

KRISHAN CHAND PK KESHARWANI NIRMAL AGARWAL SRI RAM (GOPAL) RAJEEV AGARWAL

83

INDIRA NAGAR

84

NA

Telibagh

85

Shop No 595/16 SHOP NOL,G-1 SHOP NO E950 SHOP NO 1

RAJAJI PURAM

Near PNB bank

86

SHRI PLAZA

VIKAS NAGAR

Lohia Nagar CHOURAHA , NEAR E BLOCK SABZI MANDI

87

SHRI SHYAM GENERAL STORE SINGH GEN. STORE

E BLOCK

RAJAJI PURAM

SHRI SHYAM

88

AMARPALI MARKET SiNghal Plaza, Chandganj

INDIRA NAGAR

Near Jain Mandir

SUNNY

89

SINGHAL STORE

NA

ALI GANJ

Near Railway Crossing AMINABAD THANA

VIRENDRA SINGHAL Deepak Agarawl

90 SINGHAL STORE

Shop No 112/9 Shop No 529 KHA/113 SRI RAM DARBAR COMPLEX SHOP NO S-40 Shop No 12/660 Shop No 4/408

GARBARJHALA

AMINA BAD

91

SRI KRISHNA STORE

PICKNIC SPOT ROAD KHURRAM NAGAR

KHURRAM NAGAR

NEAR GANDHI ASHRAM

MANISH NAGPAL

92

SRI RAGAV STORE

GOEL MARKET

MAHA NAGAR

MAHANAGAR NEAR RITZ NEAR JAMA MASJID NEAR VIVEK KHAND 4 LDA OFFICE AKABARI GATE

M.P.AGARWAL

93

THOK VYAPAR

SEC 12, MUNSIPULIA

INDIRA NAGAR

GOPAL AGARWAL RAJESH GUPTA

94

VAIBHAV DEPARTMENTAL

VIVEK KHAND 4

GOMTI NAGAR

95 VENUS STORE 96 VIJAY Gen STORE

NA

Nakhas

NAKKHAS

GUDDU

Shop No 116

MILL ROAD MAVAIYA

MAVAIYA

Near Mavaiya Chouraha

VIJAY KUMAR

59

CHAPTER 9: REFERENCES

Books referred: Aaker, Kumar and Day (2006), Marketing Research, Wiley India Edition, 7th edition. Kotler and Keller, Marketing Management (2005), Prentice Hall India, 12th edition. Naresh K. Malhotra (2005), Marketing Research ,Eastern Economy Edition, 4th edition. Websites referred: http://www.pepsico.in http://www.thetribune.com http://www.dnanetworks.com http://www.hindubusinessline http://www.wikipedia.com

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