Description
Is to analyze the feasibility of diversification of GCMMF from its core dairy business into agro processing, edible oil and to suggest strategies (Corporate, SBU, Product levels) for growth of GCMMF.
Strategic Marketing: GCMMF Case
Objectives
To analyze the feasibility of diversification of GCMMF from its core dairy business into
• Agro Processing • Edible Oils
To suggest strategies (Corporate, SBU, Product levels) for growth of GCMMF
Problems
Milk Supply Constraints Competition from private players Government policies (Co-operative VS Corporation) How to remain both Customer and Supplier Centric? Opportunities to diversify in Agro processing and Edible Oils
Agenda - Strategy Formulation
Bread Spread Milk Powder Fresh Milk
SBU 1 (Dairy)
Cheese Cooking Products Milk Drinks
Corporate Strategy (GCMMF) Desserts SBU 2 (Processed Foods) SBU 3 (Edible Oil)
Fruits & Vegetables
PROPOSED CORPORATE STRATEGY
Proposed Vision and Mission
Vision
• “GCMMF shall be a partner in progress for the Indian Dairy Sector and a provider of quality low cost nutrition products to the World populace”
Mission
• “To judiciously enhance milk procurement capabilities and become the market leader at every stage of value added milk products”
SBU STRATEGIES
GCMMF Income by Segment
Liquid Milk 15% Others 33% Edible Oils 17%
Ice Cream 13%
Butter 22%
BCG Matrix
Star
• • • • Butter Cheese Milk Powder Yoghurt
Question Mark
• • • • • Edible Oil Ice Cream Sweets Chocolates Fruits & vegetables
Cash Cow
• Liquid Milk • Ghee • Baby Food
Dog
• Nutramul
Growth Strategies
GCMMF (Corporate)
A dairy co-operative marketing company
Dairy (AMUL –SBU 1)
Edible Oil (DHARA - SBU 2)
Agro Food Processing (SAFAL – SBU 3)
Enhance Procurement
Increase contribution from value added products
Exclusive Franchise Retailing
Export Orientation
Transfer Operations to NDDB
Transfer Operations to NDDB
Increase Supplier Base
Increase Procurement from existing base
SBU – DAIRY PRODUCE
ENHANCE PROCUREMENT CAPABILITIES
Challenges
Milk market saturated from supply side 6 % milk production growth rate; 8 to 10 % demand growth rate Low per capita consumption of milk (225 mg) Low milk yielding cattle Low procurement penetration (1.7% of total milk produce inspite of having a base of 22%) Challenges to maintain supplier loyalty
Strategy (Intensive – Integrative Growth)
• Increase the number of V.S. and members per V.S • Financing and credit for buying and rearing livestock • Standardize and expedite payments • Procurement from other state federations with surplus • Improve the supply base of milk and reduce wastage • Use of technology to automate collection and handling • Flexible pricing strategy to encourage selling of more milk • Demerits: • Costs associated with technology investments • Fragmented milk collection centers
• Demerits • Cost of financing and defaulting • Conflict with other state MMFs
Increase Supplier Base
Increase Milk Supply of Existing Base
ICE CREAMS
HOW TO CAPTURE MORE MARKET? BECOME NO 1 FROM NO 2 ?
Market Share
Organized sector
Vadilal 9% Others 6%
HLL 50%
Amul 35%
•Vadilal strong in west •HLL traditionally the leader in organized sector with Kwality Walls •Amul making rapid inroads
Indian Ice Cream Market
Total Size: 10 billion Rs
Organized sector: 3.5 billion Rs (30-35%)
Major Players: HLL (Kwality, Walls), Amul, Vadilal
Western Region most important – • West - 40% ice creams consumed • North – 30% • South – 20%
Expected to grow continuously for few years due to lower base
Per capita Ice cream consumption: 0.12 Liters (USA: 23.3 Liters)````
Challenges
• • • • Established players entrenched Impulse product, so visibility means purchase Difficult to reach consumer Costly distribution infrastructure
Opportunities
• Huge opportunity to tap Rs. 10 bn unorganized market • Since Amul ice creams are low priced, ensure greater consumer base if availability is ensured.
Strategy - Ice Cream
• Two pronged • Market Penetration • New Products • Attack the market leader using a combination of price and distribution, aim to become the market leader • Ice Cream industry has wide open gaps, recognize them and create multiple niche products to capture the market
• In accordance with the vision of Mr. Kurien, capture the premium segment of ice creams before other players (Indian/MNC) move in
• Strengthen the distribution and cold chain specific to ice cream, especially in non metros
Strategy - Ice Cream
• Exclusive retail outlets in Metros – Amul Parlors
• Mobile vendors to increase penetration and availability around residential areas and schools
• Use its existing good connections with the super markets to get more visibility at POS
Pro
• Increased availability ? increased purchase • Attractive market worth investing NPD
Con
• Increased cost of distribution,
• High real estate cost of parlor in up-market areas
Exclusive AMUL retail outlets
A retailer cannot stock the entire product range that GCMMF has to offer
An exclusive parlor for ice-creams and allied milk products
Based on response extend the full product line to the franchise
To be opened in metros as well as developed non metros – exclusive franchise model
VALUE ADDED MILK PRODUCTS
HOW TO GET HIGHER „SWEET? PROFITS FROM MILK?
Challenge
Milk Supply < Milk Demand
Local Mithai sellers offer better prices to dairy farmers,(due to better margins in mithai) further reducing our procured volume.
R&D to increase shelf life of milk sweets
Change consumer attitude towards packaged sweets as opposed to „Fresh from the neighborhood mithai shop?. This will take time
Opportunity
Liquid milk
• • • • Market Size: Rs. 1,67,000 Cr Stagnating segment of the Indian Dairy Industry Operating Profit Margin: 36% Market Share:
Mithai
• • • • Market Size: Rs. 50,000 Cr Fastest growing segment of Indian Dairy Industry Profit Margin: 94% (Highest in the dairy industry Acceptability of mithai of 1 region by the other
Hence Amul may think of entering the traditional Indian Sweet market with Gulab Jamun, Rasgulla, Barfee, Kheer, Mishti Doi, Peda, Kalakand, Chenna sweets etc.
Strategy
Contract Manufacturing of Mithai
Sold under the Amul brand name Selling through existing retail outlets by tying it with other Amul products Leverage supplier skills to manufacture sweets (village SHGs and Gram Udyogs)
Pros • Higher margins ? better price to farmers ?higher volume procurement of milk. • Better use of existing supply chain • Export Opportunity
Cons • New business, increased complexity • New category, higher ad expenditure • Branded sweets, not an easy switch for consumers as yet.
Exports and other product strategies
Other value added products • Butter & Cheese • Smaller SKUs • Contract Manufacturing from other state MMFs • Low Fat – Low Sodium Table Spreads • Penetration beyond metros and tier -1 • Ghee • Commercial packs(15kgs) • Smaller SKUs for consumer segment Exports • The Middle East, SAARC, ASEAN • No significant dairy processing facilities • Zero import duty on specific dairy products • Significant cost advantage over European manufacturers • Large Indian populace (est. 8 million) • Opportunities • Indian Sweets • Cottage Cheese • Condensed Milk • Table Spread
SBU - EDIBLE OIL
Challenges
• Challenges
– Low margins
– Low penetration of branded oils
– Shrinking supply base (60% imported)
• Opportunities
– Growing demand – Leveraging existing supply chain – Rural market yet to be captured by branded players
Strategy
Do not enter the segment. Transfer marketing operations to NDDB
Rationale:
Edible Oil Production VS Import (MMTPA)
14
Zero Percent Import duty on edible oils (40% on dairy products)
12 5.7 10 5.59 5.63 5.41 8 5.16 5.36
Stiff Competition from MNCs in the sector
5.14
Shifting trends towards Palm and Soyabean Oils from Sunflower and Groundnut Co-operative model for procurement ineffective (trials in MP 1995 for soyabean)
6
4 3.4 2 3.1 5 5.6 6
6.65
7.44
0
01
02
03
04
05
06
07
Scattered procurement hubs (beyond Gujarat)
India Production Import
SBU – PROCESSED FOODS
Strategy
•Do not enter into fruits and vegetables processing •Focus only on Dairy
Rationale Fruits and vegetables are dependent on environmental conditions and hence grown in geographically disparate locations. Gujarat produces only guava, potato, onion, cumin and banana GCMMF has always leveraged its deep roots in the state of Gujarat whereas fruits and vegetables need procurement at a national level
This makes procurement a challenge.
Significant threat from the Farm to Fork Model of Private Players
Conclusion
GCMMF?s competency is in milk procurement which is being challenged Concentrate on growth in milk procurement and create large entry barriers for competitors by enhancing supplier loyalty Concentrate on further enhancing contributions of value added milk products Look for business opportunities where “simultaneous development of supplier and market” is possible and profitable
GCMMF (Corporate)
A dairy cooperative marketing company
Dairy (AMUL –SBU 1)
Agro Food Edible Oil Processing (DHARA - SBU 2) (SAFAL – SBU 3)
Enhance Procurement
Increase contribution from value added products
Exclusive Franchise Retailing
Export Orientation
Transfer Operations to NDDB
Transfer Operations to NDDB
Increase Supplier Base
Increase Procurement from existing base
THANK YOU
doc_959139349.pptx
Is to analyze the feasibility of diversification of GCMMF from its core dairy business into agro processing, edible oil and to suggest strategies (Corporate, SBU, Product levels) for growth of GCMMF.
Strategic Marketing: GCMMF Case
Objectives
To analyze the feasibility of diversification of GCMMF from its core dairy business into
• Agro Processing • Edible Oils
To suggest strategies (Corporate, SBU, Product levels) for growth of GCMMF
Problems
Milk Supply Constraints Competition from private players Government policies (Co-operative VS Corporation) How to remain both Customer and Supplier Centric? Opportunities to diversify in Agro processing and Edible Oils
Agenda - Strategy Formulation
Bread Spread Milk Powder Fresh Milk
SBU 1 (Dairy)
Cheese Cooking Products Milk Drinks
Corporate Strategy (GCMMF) Desserts SBU 2 (Processed Foods) SBU 3 (Edible Oil)
Fruits & Vegetables
PROPOSED CORPORATE STRATEGY
Proposed Vision and Mission
Vision
• “GCMMF shall be a partner in progress for the Indian Dairy Sector and a provider of quality low cost nutrition products to the World populace”
Mission
• “To judiciously enhance milk procurement capabilities and become the market leader at every stage of value added milk products”
SBU STRATEGIES
GCMMF Income by Segment
Liquid Milk 15% Others 33% Edible Oils 17%
Ice Cream 13%
Butter 22%
BCG Matrix
Star
• • • • Butter Cheese Milk Powder Yoghurt
Question Mark
• • • • • Edible Oil Ice Cream Sweets Chocolates Fruits & vegetables
Cash Cow
• Liquid Milk • Ghee • Baby Food
Dog
• Nutramul
Growth Strategies
GCMMF (Corporate)
A dairy co-operative marketing company
Dairy (AMUL –SBU 1)
Edible Oil (DHARA - SBU 2)
Agro Food Processing (SAFAL – SBU 3)
Enhance Procurement
Increase contribution from value added products
Exclusive Franchise Retailing
Export Orientation
Transfer Operations to NDDB
Transfer Operations to NDDB
Increase Supplier Base
Increase Procurement from existing base
SBU – DAIRY PRODUCE
ENHANCE PROCUREMENT CAPABILITIES
Challenges
Milk market saturated from supply side 6 % milk production growth rate; 8 to 10 % demand growth rate Low per capita consumption of milk (225 mg) Low milk yielding cattle Low procurement penetration (1.7% of total milk produce inspite of having a base of 22%) Challenges to maintain supplier loyalty
Strategy (Intensive – Integrative Growth)
• Increase the number of V.S. and members per V.S • Financing and credit for buying and rearing livestock • Standardize and expedite payments • Procurement from other state federations with surplus • Improve the supply base of milk and reduce wastage • Use of technology to automate collection and handling • Flexible pricing strategy to encourage selling of more milk • Demerits: • Costs associated with technology investments • Fragmented milk collection centers
• Demerits • Cost of financing and defaulting • Conflict with other state MMFs
Increase Supplier Base
Increase Milk Supply of Existing Base
ICE CREAMS
HOW TO CAPTURE MORE MARKET? BECOME NO 1 FROM NO 2 ?
Market Share
Organized sector
Vadilal 9% Others 6%
HLL 50%
Amul 35%
•Vadilal strong in west •HLL traditionally the leader in organized sector with Kwality Walls •Amul making rapid inroads
Indian Ice Cream Market
Total Size: 10 billion Rs
Organized sector: 3.5 billion Rs (30-35%)
Major Players: HLL (Kwality, Walls), Amul, Vadilal
Western Region most important – • West - 40% ice creams consumed • North – 30% • South – 20%
Expected to grow continuously for few years due to lower base
Per capita Ice cream consumption: 0.12 Liters (USA: 23.3 Liters)````
Challenges
• • • • Established players entrenched Impulse product, so visibility means purchase Difficult to reach consumer Costly distribution infrastructure
Opportunities
• Huge opportunity to tap Rs. 10 bn unorganized market • Since Amul ice creams are low priced, ensure greater consumer base if availability is ensured.
Strategy - Ice Cream
• Two pronged • Market Penetration • New Products • Attack the market leader using a combination of price and distribution, aim to become the market leader • Ice Cream industry has wide open gaps, recognize them and create multiple niche products to capture the market
• In accordance with the vision of Mr. Kurien, capture the premium segment of ice creams before other players (Indian/MNC) move in
• Strengthen the distribution and cold chain specific to ice cream, especially in non metros
Strategy - Ice Cream
• Exclusive retail outlets in Metros – Amul Parlors
• Mobile vendors to increase penetration and availability around residential areas and schools
• Use its existing good connections with the super markets to get more visibility at POS
Pro
• Increased availability ? increased purchase • Attractive market worth investing NPD
Con
• Increased cost of distribution,
• High real estate cost of parlor in up-market areas
Exclusive AMUL retail outlets
A retailer cannot stock the entire product range that GCMMF has to offer
An exclusive parlor for ice-creams and allied milk products
Based on response extend the full product line to the franchise
To be opened in metros as well as developed non metros – exclusive franchise model
VALUE ADDED MILK PRODUCTS
HOW TO GET HIGHER „SWEET? PROFITS FROM MILK?
Challenge
Milk Supply < Milk Demand
Local Mithai sellers offer better prices to dairy farmers,(due to better margins in mithai) further reducing our procured volume.
R&D to increase shelf life of milk sweets
Change consumer attitude towards packaged sweets as opposed to „Fresh from the neighborhood mithai shop?. This will take time
Opportunity
Liquid milk
• • • • Market Size: Rs. 1,67,000 Cr Stagnating segment of the Indian Dairy Industry Operating Profit Margin: 36% Market Share:
Mithai
• • • • Market Size: Rs. 50,000 Cr Fastest growing segment of Indian Dairy Industry Profit Margin: 94% (Highest in the dairy industry Acceptability of mithai of 1 region by the other
Hence Amul may think of entering the traditional Indian Sweet market with Gulab Jamun, Rasgulla, Barfee, Kheer, Mishti Doi, Peda, Kalakand, Chenna sweets etc.
Strategy
Contract Manufacturing of Mithai
Sold under the Amul brand name Selling through existing retail outlets by tying it with other Amul products Leverage supplier skills to manufacture sweets (village SHGs and Gram Udyogs)
Pros • Higher margins ? better price to farmers ?higher volume procurement of milk. • Better use of existing supply chain • Export Opportunity
Cons • New business, increased complexity • New category, higher ad expenditure • Branded sweets, not an easy switch for consumers as yet.
Exports and other product strategies
Other value added products • Butter & Cheese • Smaller SKUs • Contract Manufacturing from other state MMFs • Low Fat – Low Sodium Table Spreads • Penetration beyond metros and tier -1 • Ghee • Commercial packs(15kgs) • Smaller SKUs for consumer segment Exports • The Middle East, SAARC, ASEAN • No significant dairy processing facilities • Zero import duty on specific dairy products • Significant cost advantage over European manufacturers • Large Indian populace (est. 8 million) • Opportunities • Indian Sweets • Cottage Cheese • Condensed Milk • Table Spread
SBU - EDIBLE OIL
Challenges
• Challenges
– Low margins
– Low penetration of branded oils
– Shrinking supply base (60% imported)
• Opportunities
– Growing demand – Leveraging existing supply chain – Rural market yet to be captured by branded players
Strategy
Do not enter the segment. Transfer marketing operations to NDDB
Rationale:
Edible Oil Production VS Import (MMTPA)
14
Zero Percent Import duty on edible oils (40% on dairy products)
12 5.7 10 5.59 5.63 5.41 8 5.16 5.36
Stiff Competition from MNCs in the sector
5.14
Shifting trends towards Palm and Soyabean Oils from Sunflower and Groundnut Co-operative model for procurement ineffective (trials in MP 1995 for soyabean)
6
4 3.4 2 3.1 5 5.6 6
6.65
7.44
0
01
02
03
04
05
06
07
Scattered procurement hubs (beyond Gujarat)
India Production Import
SBU – PROCESSED FOODS
Strategy
•Do not enter into fruits and vegetables processing •Focus only on Dairy
Rationale Fruits and vegetables are dependent on environmental conditions and hence grown in geographically disparate locations. Gujarat produces only guava, potato, onion, cumin and banana GCMMF has always leveraged its deep roots in the state of Gujarat whereas fruits and vegetables need procurement at a national level
This makes procurement a challenge.
Significant threat from the Farm to Fork Model of Private Players
Conclusion
GCMMF?s competency is in milk procurement which is being challenged Concentrate on growth in milk procurement and create large entry barriers for competitors by enhancing supplier loyalty Concentrate on further enhancing contributions of value added milk products Look for business opportunities where “simultaneous development of supplier and market” is possible and profitable
GCMMF (Corporate)
A dairy cooperative marketing company
Dairy (AMUL –SBU 1)
Agro Food Edible Oil Processing (DHARA - SBU 2) (SAFAL – SBU 3)
Enhance Procurement
Increase contribution from value added products
Exclusive Franchise Retailing
Export Orientation
Transfer Operations to NDDB
Transfer Operations to NDDB
Increase Supplier Base
Increase Procurement from existing base
THANK YOU
doc_959139349.pptx