g
SARDAR BHAGWANT SINGH
PROJECT
BY
ARNAV GUPTA S6G
ARYAN GUPTA S6F
TABLE OF CONTENTS
S.NO. TITLE PAGE NO.
1. HISTORY AND INTRODUCTION 4-7
2. DR. VERGHESE KURIEN: FATHER OF THE 7-14
WHITE REVOLUTION
3. AMUL - BUSINESS MODEL AND 14-17
ORGANIZATION STRUCTURE
4. AMUL AS THE UMBRELLA BRAND 18
5. AMUL’S DEVELOPMENT OF PRODUCTS 18-19
6. FACTORS THAT LED TO AMUL’S SUCCESS 19-21
7. AMUL - MARKETING STRATEGIES 21-22
8. AMUL – REVENUE AND GROWTH 23
9. AMUL’S MARKET SHARE 24
10. SWOT ANALYSIS 24-26
11. HOW AMUL BEATS ITS COMPETITION DURING 26-31
LOCKDOWN
12. CONCLUSION 31
13. BIBLIOGRAPHY 32
History and Introduction
Amul products have been in use in millions of homes since 1946. Amul Butter,
Amul Milk Powder, Amul Ghee, Amul Cheese, Amul Chocolates, Amul Ice
cream, Amul Milk, etc have made Amul a leading food brand in India. Today,
Amul is a symbol of many things like of the high-quality products sold at
reasonable prices, of the genesis of a vast co-operative network, of the triumph
of indigenous technology, of the marketing savvy of a farmers' organization and
have a proven model for dairy development (Generally known as “Anand
Pattern”).
In the early 1940’s, the main sources of earning for the farmers of Kaira district
in Gujarat was farming and selling of milk. That time there was high demand for
milk in Bombay. The main supplier of the milk was Polson dairy limited, which
was a privately owned company and held monopoly over the supply of milk at
Bombay from the Kaira district. This system lead to exploitation of poor and
illiterate farmers by the private traders. The traders used to decide the prices of
milk and the farmers were forced to accept it without uttering a single word.
However, when the exploitation became intolerable, the farmers were frustrated.
They collectively appealed to Sardar Vallabhbhai Patel, who was a leading
activist in the freedom movement. Sardar Patel advised the farmers to sell the
milk on their own by establishing a co-operative union, Instead of supplying
milk to private traders. Sardar Patel sent the farmers to Shri Morarji Desai in
order to gain his co-operation and help. Shri Desai held a meeting at Samarkha
village near Anand, on 4th January 1946. He advised the farmers to form a
society for collection of the milk.
These village societies would collect the milk themselves and would decide the
prices at which they can sell the milk. The district union was also formed to
collect the milk from such village co-operative societies and to sell them. It was
also resolved that the Government should be asked to buy milk from the union.
However, the government did not seem to help farmers by any means. It gave a
negative response by turning down the demand for the milk. To respond to this
action of government, the farmers of Kaira district went on a milk strike. For 15
whole days not a single drop of milk was sold to the traders. As a result the
Bombay milk scheme was severely affected. The milk commissioner of Bombay
then visited Anand to assess the situation. Having seemed the condition, he
decided to fulfil the farmers demand.
Laying the Foundation Stone
Thus their cooperative unions were forced at the village and district level to
collect and sell milk on a cooperative basis, without the intervention of
Government. Mr. Verghese Kurien showed main interest in establishing union
who was supported by Shri Tribhuvandas Patel who lead the farmers in forming
the Co-operative unions at the village level. The Kaira district milk producers
union was thus established in Anand and was registered formally on 14th
December 1946. Since farmers sold all the milk in Anand through a co-
operative union, it was commonly resolved to sell the milk under the brand
name AMUL.
AMUL's First Milk Plant in Anand
At the initial stage, only 250 litres of milk was collected every day. But with the
growing awareness of the benefits of the cooperativeness, the collection of milk
increased. Today Amul collects 11 lakh litres of milk every day. Since milk is a
perishable commodity it becomes difficult to preserve milk for a longer period.
Also, when the milk was to be collected from the far places, there was a fear of
spoiling of milk. To overcome this problem the union thought out to develop the
chilling unit at various junctions, which would collect the milk and could chill
it, so as to preserve it for a longer period. Thus, today Amul has more than 150
chilling centres in various villages. Milk is collected from almost 1073 societies.
Dr. Rajendra Prasad, the president of India laid the foundation on November 15,
1954. Shri Pandit Jawaharlal Nehru, the prime minister of India declared it open
at Amul Dairy on November 20, 1955.
Jawaharlal Nehru, Indira Gandhi, Morarji Desai and others at the inauguration of Amul Dairy
The cooperative was additionally created and headed by Dr. Verghese
Kurien with H.M. Dalaya. Dalaya's innovation of making skimmed milk powder
from buffalo milk for the first time in the world and then making it on a
commercial scale with Kurien's help lead to the first modern dairy of the
cooperative at Anand (Gujarat). It competed against many established market
players.Within a short period, the success at the cooperative's dairy spread to
Anand's neighbourhood in Gujarat. Thus, five unions in other districts
like Mehsana, Banaskantha, Baroda, Sabarkantha, and Surat were set up by
following the approach sometimes referred to as the 'Anand pattern'.
Tribhuvandas Patel flanked by Verghese Kurien and H M Dalaya
Dr. Verghese Kurien: Father of the White Revolution
Born in Calicut, Kerala, Dr. Verghese Kurien graduated in science and
engineering from Madras University and Michigan State University, USA,
respectively.
On return from the United States in 1949, the Union government deputed him to
a creamery at Anand, Gujarat, where he was to serve five years as an officer in
the dairy division. There he met Tribhuvandas Patel, who was trying to unite the
farmers to form a cooperative movement and to fight exploitation. Inspired by
the man, Kurien decided to join him. Patel formed a cooperative named as the
Kaira District Cooperative Milk Producers’ Union Limited but though he faced
immense pressure from a competing dairy business, Polson Dairy, Kurien
decided to continue supporting Patel’s endeavours. Formed in 1946, the Kaira
District Cooperative Milk Producers’ Union Limited (KDCMPUL), which soon
came to be popularly known as Amul Dairy, played a significant role in India’s
White Revolution that was aimed at transforming a hitherto milk-deficient
nation into one of the largest milk producers of the world.
V Kurien with Khan Abdul Ghaffar Khan
Kurien’s friend and dairy expert HM Dalaya invented a method of making milk
powder and condensed milk from buffalo milk. It revolutionised the Indian dairy
industry as till that point such processed items could be made only with cow’s
milk. The Amul Dairy became so successful that the model was soon replicated
in many of its neighbouring districts of Gujarat.
His ground breaking work prompted the then Prime Minister Lal Bahadur
Shastri to establish the National Dairy Development Board (NDDB) in 1965 to
expand the cooperative programme to all corners of the country. Kurien was
named chairman of the organisation.
Late Prime Minister Lal Bahadur Shastri establishing the National Dairy Development Board (NDDB) in
1965
In 1979, he founded the Institute of Rural Management in Anand (IRMA) to
groom managers for the cooperatives.
In 2006, he quit as the chairman of the Gujarat Cooperative Milk Marketing
Federation (GCMMF) following dwindling support from new members on the
governing board and mounting dissent from his proteges, some of whom termed
his working style as being dictatorial.
Verghese Kurien: The Father of the White Revolution
Some of these moves, however, were backed by political forces that sought to
make inroads into district unions of cooperative dairy.
Dr. Kurien was the architect of India’s White Revolution, which helped India
emerge as the largest milk producer in the world. He has helped to lay the
foundation of democratic enterprises at the grass roots. He believed that by
placing technology and professional management in the hands of the farmers,
the standard of living of millions of our poor people can be improved.
The cooperative movement, he helped to create became a model not only for
India, but for developing countries throughout the world. The Operation Flood
Programme , of which Milk Producers’ Cooperatives were the central plank,
emerged as India’s largest rural employment programme and unleashed the
larger dimension of dairy development. Dr. Kurien was the undisputed
“Milkman” of India.
V Kurien was fondly called the Milkman of India
Dr. Kurien’s main contribution has been in designing of systems and
institutions, which enable people to develop themselves, as he believed the
development of man can be best achieved by putting in his hands the
instruments of development. He believed that the greatest assets of this country,
were its people and he dedicated his life to the task of harnessing the power of
the people in a manner which promoted their larger interests.
A life-long learner who considered education as a never-ending process, Kurien
had been bestowed with honorary degrees by the Michigan State University and
the Swedish University of Agricultural Sciences. In recognition for his relentless
service to the dairy and farming communities, Kurien received numerous awards
including the Ramon Magsaysay Award (1963), Wateler Peace Prize(1986),
World Food Prize(1989), the Padma Shri (1965), Padma Bhushan (1966), and
Padma Vibhushan (1999).
President K R Narayanan presenting Padma Vibhushan to Verghese Kurien
Kurien was mentioned by the Ashoka Foundation as one of the eminent present
day social entrepreneurs. His ‘billion-litre’ idea or operation flood is the world’s
biggest agricultural development programme. The operation transformed India
from a milk-lacking nation to the largest milk producer in the world, surpassing
the US in 1998, with 17% of global output in 2010-11.
He also made the country self-reliant in edible oils. The work of Kurien and his
team in India, took the country from a milk importing nation to a milk and milk
products exporting nation within a span of 2 decades. He founded 30
institutions, which are owned by farmers.
Film-maker Shyam Benegal, directed a film, Manthan, based on the cooperative
milk movement in India.
Not able to finance it himself, he sought Kurien’s help, who got half a million
farmers to contribute two rupees each for the making of the movie. The farmers
loved ‘their’ own film and it won many awards. UNDP, planned to use the
movie to start such cooperative ventures in Latin America.
Verghese died on 9th September, 2012 after a brief illness in Nadiad, near
Anand.
Interestingly, the man behind the milk revolution didn’t drink milk himself. His
cooperative movement alleviated the misery and poverty of millions, not only in
India, but also outside India.
Amul - Business Model and Organization Structure
Amul pursues a unique plan of action in which “esteem for cash” items are
given to its purchasers while securing the premiums (as a proprietor) of the
milk-producing farmers who are its providers. As milk is a transient item, the
rancher could endure a misfortune on the off-chance that it isn't sold before the
part of the bargain. Amul's business model is described below:
Amul's Business Model
Structure of the Organization
The cooperative model used by Amul came to be known as the "Anand design"
cooperative framework. It is a three-level structure that involves town social
orders, region-level dairy associations, and a state-level organization. Every
level is financially free of the others and involves agents selected from the level
below it.
It is fairly simple to understand. When one person does not have enough funds
to generate the required capital for the company, other members with the same
intention pool their resources together to make a whole organization that has
substantial capital. The cooperative model is highly advantageous as it ensures
faith in the brand. Even banks prefer to loan money to cooperative businesses
over individual ownership. Today, Amul constitutes 30 Lakh farmers from all
over India.
Situated in the town of Anand, the Kaira District Milk Cooperative Union
(Amul) has grown exponentially. It held hands with other milk cooperatives in
Gujarat and now covers 2.12 million farmers, supporting 10,411 towns' milk. It
focuses on fourteen area-level plants (associations) under the general
supervision of GCMMF.
Since the beginning, there was an assumption that this activity would directly
profit and change poor farmers and add to the improvement of society. Markets,
at that point and even today, are crude and poor in the foundation. Amul and
GCMMF recognized that improvement and development couldn't be left to
market powers and that proactive intercession was required.
Two key necessities were distinguished :-
1. First, that continued development for the long haul would rely upon
coordinating free market activity. It would require an overwhelming
interest in the synchronous advancement of providers and customers.
2. Second, the powerful administration of the system and business feasibility
would require proficient administrators and technocrats.
The Three-tier Model of Amul
Amul is a brilliant organization that works with simplicity yet perfection. It
follows a three-step process where each body functions effectively. The three
tiers include:
1. Village Dairy Cooperative Society - Each manufacturer is a part of the
village dairy cooperative society that is a community for manufactures.
2. District Milk Unions - Village Dairy Cooperative Society members elect
their representatives who together form District Milk Union.
3. State Milk Federation - This federation is responsible for the distribution
and selling of products in the market.
The greatness of this model lies in the fact that Amul was the first company to
follow this model. It was reciprocated all over the country under 'Operation
Flood' in the 1970s. The model ensures that there is efficiency and swiftness in
operations. With this, the Amul model has helped India become the largest milk
producer in the world.
Amul as the Umbrella Brand
The system pursues an umbrella marking technique. An umbrella brand is a
brand that covers diverse kinds of products which are more or less related. It
applies also to any company that is identified only by its brand and history. It is
contrasted with individual branding in which each product in a portfolio is given
a unique identity and brand name. Amul is the basic brand for most item
classifications created by different associations: fluid milk, milk powders,
margarine, ghee, cheddar, cocoa items, desserts, frozen yogurt, and consolidated
milk. Amul's sub-brands incorporate variations, for example, Amulspray,
Amulspree, Amulya, and Nutramul.
The palatable oil items are assembled around Dhara and Lokdhara, mineral
water is sold under the Jal Dhara brand while natural product beverages bear the
Safal name. By demanding an umbrella brand, GCMMF skilfully maintained a
strategic distance from association clashes and created an open door for the
patrons to coordinate in creating items.
Amul's Development of Products
Amul is one of the most diversified brands when it comes to dairy products in
India. It has the widest range of products compared to its competitors. Amul’s
well-built portfolio includes Amul milk, buttermilk, bread spreads (ghee, butter,
garlic butter), Amul Dahl (mishti dahi, regular dahi), Amul Chocolates, Amul
cheese (mozzarella, regular), Amul mithai mate, Amul milk powders, and Amul
ice cream.
The entire range of products has enough competition but Amul’s quality of the
products is unbeaten so far. Amul butter, cheese, and ice creams will always be
voted in a poll for their quality and taste. Amul chocolates have been trying hard
to climb up the ladder with parallel growing brands like Nestle and Dairy Milk.
However, no other brand has been able to build a portfolio such as that of Amul
and that is one of the biggest competitive advantages for the company.
A Wide Range of Amul Products
Factors that led to Amul's Success
The Amul Girl (The Amul Advertising Campaign)
In 1966, Amul hired Sylvester DaCunha, the managing director of an
advertising agency, to design an ad campaign for Amul Butter. Back then,
advertising on television and print media was wildly expensive and so Sylvester
DaCunha, the founder-chairman of DaCunha Communications, decided to try
billboards—featuring a blue-haired girl in a red polka-dot dress who eventually
became the country's most famous advertising character. The Amul Girl was
sketched by art director Eustace Fernandes. Her first ad described the product as
"utterly butterly delicious," a delightfully goofy phrase coined by Sylvester's
wife, Nisha da Cunha, and a sign of many things to come. The first ad was a hit,
and the agency suddenly had a popular ad mascot on its hands.
The First Amul Billboard
The Amul Girl is starring since five decades on the well-loved billboards. Over
these last 50 years, these ads have been cheeky and amusing, capturing not just
the news of the moment but also the mood – sports and Bollywood have been
particular favourites. In an age where roping in celebrities for ad campaigns had
become the trend, Amul’s ads stand out for their simplicity, freshness and their
penchant of focussing on current events to bring home a point. They can be
slyly political too, even to the point of being critical. This is why the dairy
giant’s campaigns and brand continue to outlive expectations with close to 6000
billboard hoardings being produced across India till date. Half a century later,
the Utterly Butterly Girl continues to peer down billboards, having had her say
on everything happening in India for decades.
Iconic Ads of Amul
The Amul Girl & Controversies
Amul's Innovation
Amul has constantly been innovating, be it launching new products, creative
marketing campaigns, or challenging traditional societal trends to come up with
better ones. Amul in the 1960s became the first brand in the world to make
skimmed milk powder from buffalo milk.
Also with its three-tiered cooperative structure, Amul transitioned from
traditional operations to a more cost-efficient and effective structure. For its
continuous innovation, Amul won the “CNN-IBN Innovating for Better
Tomorrow Award” and “World Dairy Innovation Award” in the year 2014.
Coordinating Nature of Amul
Amul follows the 'branded house architecture' way wherein whatever it
promotes is done under a common brand name – Amul. The prime focus is on
promoting the parent brand rather than individual products; this helps Amul gain
more brand visibility and spend lesser on marketing and advertising costs.
Given the enormous number of associations and substances in the inventory
network and decentralized duty regarding different exercises, successful
coordination is basic for effectiveness and cost control. GCMMF has understood
this procedure well and accomplishes the level of control.
Amul - Marketing Strategies
Some brands are, for a long time successful, but few managed to touch our
hearts like Amul has Let's take a look at the various Marketing Strategies of
Amul :-
Amul’s Marketing Strategies
Amul - Revenue and Growth
Amul's revenue stood at INR 38,550 crores (US$5.4 billion) in 2020. The
Gujarat Cooperative Milk Marketing Federation Ltd., responsible for marketing
Amul milk and dairy items, revealed a 13% expansion in its turnover to Rs
33,150 crores in the year finished March 31, 2020. The Amul gathering's
turnover surpassed Rs 45,000 crores which are 13% higher than a year ago, i.e.,
in 2019.
The Amul Federation has accomplished a compound yearly development pace
of over 17.5% for as long as nine years because of higher milk obtainment,
extension in business sectors, and the dispatch of new items.
Financials of Amul in the Last Few Years
Amul’s Market Share
SWOT Analysis
Strengths:
1. Amul has a strong growth as its turnover for previous year increased by
almost 18% and growth revenue by 67% making it the world’s thirteenth largest
dairy organization. (Business Standard, 2016).
2. With Amul’s products being popular and being in the market for a while now,
it has developed its brand name and their customers are very loyal to the
company.
3. Although Amul’s distribution network is wide and dispersed, it has managed
to maintain its quality throughout the world. The credit also goes to the fact that
Amul has a very strong supply chain.
4. Their diverse and wide ranges of products are also one of its strengths.
5. The global mascot (Amul girl) used in their advertising is their icon
throughout the world. (Rediff Business, 2013).
Weaknesses:
1. With too many international brands in competition with Amul, it now finds
difficult to control its cost of operations. And thus is facing huge competition
especially in international markets.
2. Amul introduced its chocolate a while back but it has not been able to gain
the acceptance that it was aiming for.
3. The shelf life for most dairy products is limited which makes the company
vulnerable to losses.
4. Despite the distribution being strong, it is still not dispersed to rural areas.
5. Amul invests very low in terms of advertising.
Opportunities:
1. Since Amul has seen good growth in most of the countries, it can further
expand in more countries in terms of exporting their products.
2. It can still further expand its product portfolio as the company has now
developed a brand name. Investing pulses, spices, grains. (Business Standard,
2016).
3. Amul can also incorporate advertising in its operations, especially exploring
into the emerging internet and social media marketing trends.
5. Cater to the rising health conscious customers demanding low fat products.
Threats:
1. The local competition in the international markets as well as emerging
competition in the local market from international brands is a threat to the
operations of Amul.
2. Major competition faced by Amul is in the ice-cream market with new brands
emerging.
3. Fluctuating inflation rate in India can affect the market of Amul, as it directly
affects the purchasing power of the customers. (Trading economics, 2017).
4. The declining economic conditions all over the world can result in losses for
Amul.
5. Sometimes there can be seasonal fluctuations in the milk production, which
can affect the production of all the products of Amul.
How Amul Beats Its Competition During Lockdown
On 24th of March 2020, our Prime Minister announced a nationwide lockdown
because of the coronavirus pandemic and what followed next was a nightmare
that our nation was not prepared for. Millions of people, especially the labourers
lost their jobs, several billion dollar industries came to a standstill and it costed
the Indian economy more than 10 lakh crores.
Amul's doodle urging people to stay healthy
One such industry that was heavily impacted due to the pandemic was the dairy
industry and it costed the milk producers of India more than 112.3 crores every
single day.
But Amul didn’t just minimalize their losses but went one step further to
increase their revenue by 698 crores. Amul has done such an extraordinary job
during the covid times that in 2020 itself, while the rest of the companies were
struggling to even keep up their supply chain going, Amul went on to introduce
33 new products in the market, procured an additional 35 lakh litres of milk
every single day and even paid 800 crores extra to the rural milk producers of
India. But, how did Amul manage to achieve such an incredible feat?
Amul MD R S Sodhi launching 33 new Amul products in the lockdown
The answer to this question lies in the extraordinary chain management of
Amul. When the lockdown was announced in the month of March, the dairy
industry was allowed to operate with certain restrictions because milk came
under the essential goods category. But, as soon as the announcement of
lockdown was done, several businesses either cut down or closed their
businesses and this resulted in the loss in demand for the dairy industry because
these industries also included the restaurant, the catering and the hotel
businesses. And these businesses account for 20% of the revenue for the
organised dairy sector. As a result, Amul’s sales also saw a decline of 10-12%.
And when the diary companies saw this massive fall in demand, they quickly
cut down the milk procurement , decreased their logistics and also decreased
their production by a large extent. This left many farmers in a helpless state
because milk procurement was very less, many labourers such as truck drivers
and factory workers lost their livelihood because less milk meant less trucks and
less operation of factories.
But while the entire dairy industry was preparing for a loss in demand, Amul did
the complete opposite and started preparing for a surge in demand. There was
one very important variable that very few people took into consideration and
that was the change in consumer behaviour. Every time there is a crises of any
kind, there is a paradigm shift in consumer behaviour. In this case, although
there was no demand from the restaurants, the household consumption of milk
products skyrocketed as more and more people began to stay at home.
This in turn gave rise to the homemade food trend because of which the demand
for both, groceries and milk products escalated.
Also, because of the pandemic, people became extremely health conscious and
millions of people shifted from buying loose milk to buying packaged milk.
While other brands underestimated their consumer demand and started
decreasing their supplies, the managing director of Amul, Mr. Rupinder Singh
Sodhi, insisted that they keep the supply chain functioning at full capacity. So,
despite the closure of restaurants, as of May 2020, during the peak of the
lockdown times, the demand for milk based products skyrocketed. The demand
for cheese increased by 80%, demand for cottage cheese increased by 40% and
the demand for condensed milk increased by 100%. Amul plants were operating
at 115% capacity. In fact, the demand for Amul products was so high that they
had to hire other plants from other companies that were lying vacant and except
for Amul ice creams, all their plants were operating at full capacity throughout
the lockdown. On top of that, they also realised that moving trucks through the
country will be very difficult due to shortage of labour and lockdown
restrictions. So they started using the railways to transport products quickly
throughout the country. Now this begs the question, considering the vast supply
chain of Amul, 18700 societies, 5000 milk tankers going to 200 chilling stations,
10000 distributers, 1 million retailers and most importantly more than 3.6
million farmers, how did they manage to coordinate such a huge supply chain
and manage their resources properly?
The answer to this question lies in a strategic partnership that was established
between Amul and IBM in 2009 wherein Amul invested a hefty 80 crores into
transforming the information technology landscape of the company.
Now, what this means is that IBM would develop a full fledged digital system to
track every small detail of operation that is being carried out in the supply chain
of Amul. And just like we get an update about our Amazon order through IBM’s
system, the management team of Amul could exactly tell you how many plants
were working at full capacity, how many trucks are engaged and in which areas
and most importantly it could also tell you when and how many trucks or plants
are at idle capacity so that you can direct the workload to them to make
optimum utilisation of every element of the supply chain. And this system
turned out to be a gamechanger for Amul during the lockdown because while on
one side, the supply chain of milk was overloaded, the ice cream and frozen
foods vertical of the business was almost shut down. Therefore, the labourers,
the storage, and trucks were lying at the idle capacity from the end of ice creams
and frozen foods. But thanks to IBM’s system, Sodhi and team were able to
accurately oversee the entire operation of the supply chain. And they
conveniently diverted all the idle resources from the ice cream and frozen foods
vertical to the milk supply chain.
During the months of lockdown when other brands were cutting down on their
advertisements, Amul increased its ad volume by 316% compared to 2019. And
they were so aggressive with their campaign that the Amul Kool ad was viewed
10 times more than the Indian Premiere League itself. And when Doordarshan
started rebroadcasting the epic shows like Ramayana and Mahabharat during
lockdown, Amul started running their old ads to resonate with the nostalgic
mood of the audience, creating even better impact.
This is how using an extraordinary foresight of consumer behaviour, through
agile supply chain management system, using digital transformation, third party
collaboration, incentivising of labour and through strategic marketing initiatives,
Anand Milk Union Limited established a benchmark for crises management for
dairy companies from all over the world to follow.
Conclusion
AMUL is famous because of its products and its sheer drive and arduous labour
that insured the farmers' self-sufficiency. Today, the brand has helped farmers to
become entrepreneurs and earn a livelihood on their own. The fact that the entire
procedure is public has guaranteed that no one gets exploited.
The Amul brand has demonstrated that it is more than simply a commodity; it is
a movement that represents farmers' economic independence. Farmers now have
the confidence to dream, hope, and live because of the brand. Amul in its
entirety has demonstrated that it is Amulya, i.e., 'Priceless,' for our nation and
that it must be preserved.
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