NARSEE MONJEE INSTITUTE OF MANAGEMENT STUDIES

School of Business Management, Indore

2024-2026

Program: MBA

SIP REPORT

Topic: “A Strategic Study on Retail Penetration, Consumer Activation, and

Competitive Demand Mapping for Amul in Pune”

Submitted By: Khushi Sharma

Roll No.: K045

SAP ID: 80012400002

Submitted to: Dr. Monica Bhatia

 Preface

This report is a comprehensive account of the work undertaken during my Summer Internship
at Gujarat Cooperative Milk Marketing Federation Ltd. (Amul), Pune, as a part of my MBA
program. The internship, which spanned two months, offered me an in-depth exposure to field-
based sales, retail operations, and market development activities in the fast-moving consumer
goods (FMCG) sector, specifically within the dairy industry.

Through this internship, I was able to apply my theoretical learning to real-world situations by
engaging directly with retailers, consumers, and the ground sales team. My responsibilities
included conducting retail surveys, analyzing competitor data, executing kiosk sales activities,
and pitching underrepresented SKUs to increase Amul’s market reach and product visibility.
The experience not only enhanced my understanding of customer behavior and distribution
dynamics but also taught me the importance of grassroots-level sales efforts in building brand
presence.

This report captures the methodology, findings, insights, and recommendations derived from
my internship project. It aims to reflect my learning journey and provide actionable inputs
based on data collected from the field. I sincerely hope this report proves useful to both
academic readers and the organization in identifying further opportunities for growth.

I would like to express my gratitude to my mentor at Amul Mr Shubham Vinkare for their
guidance and to my faculty Dr Monica Bhatia for their constant support. This experience has
been an enriching milestone in my academic and professional development.
 Acknowledgements

I would like to express my sincere gratitude to all those who have supported and guided me
throughout the course of my summer internship at Gujarat Cooperative Milk Marketing
Federation Ltd. (Amul) and during the preparation of this report.

First and foremost, I extend my deepest thanks to Mr Shubham Vinkare, my company guide at
Amul, for providing me with the opportunity to work on a real-time field project, and for their
valuable guidance, continuous encouragement, and insightful feedback that enhanced my
learning experience.

I would also like to thank the entire sales and distribution team at Amul, Pune, for their support
during my field visits, helping me understand retail dynamics, and enabling me to interact with
retailers and consumers effectively.

A special note of appreciation to my faculty mentor Dr Monica Bhatia and the academic team
at Narsee Monjee Institute of Management Studies Indore for their constant support, guidance,
and feedback throughout the internship process. Their mentorship helped me stay aligned with
academic objectives and ensured structured learning.

Lastly, I would like to thank all the retailers, customers, and field professionals who took time
to interact with me and provided valuable inputs that shaped the findings of this report.

This internship has been an enriching experience that has significantly contributed to my
personal and professional growth.
 Executive Summary

This report presents a detailed analysis of my two-month summer internship at Gujarat

Cooperative Milk Marketing Federation Ltd. (Amul) in Pune, focusing on sales and market
development within the fresh dairy product segment. The core objective of the internship was
to increase the visibility and sales of underrepresented Amul products through retail
engagement, competitor mapping, and consumer activation via kiosk sales.

As part of the internship, I conducted retail surveys across four key localities—Wakad, Kapaste
Wasti, Pimple Nilakh, and Vishal Nagar—covering over 100 stores. The survey focused on the
availability, daily order quantities, and brand preferences for core dairy categories such as milk,
curd, paneer, and buttermilk. Quantitative data was collected to evaluate Amul’s market share
and compare it with key competitors like Gokul, Sonai, and Govardhan.

The findings revealed that while Amul maintains strong dominance in areas like Wakad and
Kapaste Wasti (especially in milk and buttermilk), it faces stiff competition in Pimple Nilakh
and Vishal Nagar where local brands lead in curd and paneer. Price sensitivity, retailer margins,
and brand familiarity were identified as key influencing factors in stocking decisions.

To boost demand from the consumer end, a kiosk sales activity was conducted at Chinchwad
Nagar Nigam Park. This allowed direct engagement with over 250 customers, offering product
trials and capturing feedback. The kiosk strategy proved effective in building awareness and
trial for lesser-known SKUs like flavored milk and lassi.

The report concludes with insights and strategic recommendations to help Amul enhance its
retail penetration and market share in competitive zones. These include improving retailer
incentives, increasing brand awareness through sampling and promotions, and ensuring more
consistent delivery support.
 TABLE OF CONTENT

1. Preface
2. Acknowledgement
3. Executive Summary
4. Chapter 1 – Introduction & Research Methodology
1.1 About Amul
1.2 Work Undertaken During Internship
1.3 Research Objectives
1.4 Research Methodology
a. Primary Data
b. Data Analysis
1.5 Limitations
5. Chapter 2 – Retail Survey Analysis
2.1 Overview of Retail Coverage
2.2 Product Availability Assessment
2.3 Key Retailer Insights
2.4 Key Findings
6. Chapter 3 – Kiosk Sales Activity Analysis
3.1 Objective of Kiosk Sales Activity
3.2 Location and Setup
3.3 Products Sold and Promoted
3.4 Customer Engagement and Feedback
3.5 Sales Performance Overview
3.6 Key Learnings from Kiosk Activity
7. Chapter 4 – Competitor Mapping and Analysis
4.1 Objective of Competitor Analysis
4.2 Survey Locations and Data Collection
4.3 Insights from Wakad and Kapaste Wasti
4.4 Insights from Pimple Nilakh and Vishal Nagar
4.5 Pricing and Retailer Margin Analysis
4.6 Summary of Key Competitor Insights
4.7 Conclusion
8. Chapter 5 – Findings and Recommendations
5.1 Key Findings
5.2 Recommendations
5.3 Conclusion
9. Annexures
1. Area: Wakad and Kapaste Wasti
2. Area: Pimple Nilakh and Vishal Nagar
3. Amul Competitor margin analysis
10. References
 CHAPTER 1

INTRODUCTION & RESEARCH AND METHODOLOGY

1.1About Amul

Amul, a brand managed by the Gujarat Cooperative Milk Marketing Federation Ltd.
(GCMMF), is one of India's most recognized and trusted dairy cooperatives. Established in
1946, Amul played a key role in India's White Revolution, transforming the country into the
world’s largest milk producer. With a vast portfolio including milk, curd, butter, ghee, cheese,
flavored milk, and more, Amul reaches millions of consumers through a widespread retail and
distribution network.

Amul operates through three key product divisions: Fresh, Dairy, and Frozen, each catering
to diverse consumer needs within the dairy segment. The Fresh division includes everyday
perishable products such as milk, curd, buttermilk, lassi, and paneer, which are delivered daily
and have shorter shelf lives. The Dairy division consists of value-added products like butter,
cheese, ghee, tetra pack milk, and flavored milk that offer longer shelf life and require less
frequent replenishment. The Frozen division includes items such as ice creams, frozen
desserts, frozen snacks, and pizzas, catering to indulgent and ready-to-eat segments.
1.2 Work Undertaken During Internship

As a part of my summer internship with Gujarat Cooperative Milk Marketing Federation Ltd.
(Amul), I was assigned to work in the Pune market – Wakad, Pimple Nilakh, kapaste vasti, and
Vishal nagar under the Fresh Division and the core objective of my internship was to support
Amul’s sales and market development efforts by enhancing product visibility, improving retail
penetration, and encouraging consumer adoption of lesser-known SKUs. The tasks undertaken
were as follows:

1. Conducting Retail Surveys

The nature of the internship was field-intensive, requiring on-ground interactions with
a variety of stakeholders including local retailers, customers, and members of the Amul
distribution and sales team. Each day began with a field visit plan covering different
zones of Pune. My role involved visiting general stores, milk parlors, supermarkets,
and standalone outlets to conduct structured retail surveys. These surveys helped assess
the availability of Amul’s products, retailer stocking behavior, sales potential, and
reasons behind product non-availability. I made note of the SKUs that were regularly
stocked versus those that were missing, and discussed opportunities with the retailers
to introduce underrepresented products.
2. Pitching Underrepresented Products
One of my key responsibilities was to actively pitch SKUs that had relatively low
visibility in the market, such as A2 milk, paneer, lassi, and buttermilk. These products,
although part of Amul’s regular offerings, often receive less shelf space due to
competition or lack of awareness. I explained their features, consumer benefits, price
points, and storage requirements to the retailers and tried to convert interest into orders.
3. Executing Kiosk Sales Activities
In parallel to retail surveys, I was also involved in executing kiosk sales activities at
high-footfall locations like residential societies and local markets. These kiosks served
as a direct-to-consumer engagement platform, where I showcased products not
commonly found in retail stores, offered tastings where applicable, and encouraged
customers to try the products. The objective of this activity was to familiarize
consumers with new or lesser-known Amul products and build a preference that could
translate into increased demand at their nearby stores.
 Additionally, I gathered feedback from the consumers interacting at kiosks,
understanding their perception of the products in terms of taste, packaging, and pricing.
This feedback was valuable in evaluating the success of the activation efforts.
4. Mapping Competitor Product Demand
As part of the retail visits, I also performed competitor product mapping. This included
noting which competitor brands were present on shelves, their pricing, packaging
styles, and frequency of consumer inquiries. This data helped me identify market gaps
and understand Amul’s positioning in comparison to competitors like Gokul, Chitle,
Sonai, Mother Dairy, and local dairy brands.

Through these combined efforts, my work aimed to not only push products into the retail
channel through active pitching and stock placement but also to create pull-demand through
consumer trials and awareness — building a two-way sales activation approach for Amul’s
fresh product line in Pune.

1.3 Research Objective

The primary objective of this research is to evaluate and enhance the market penetration,
product visibility, and consumer awareness of Amul's fresh dairy products in selected areas of
Pune. The study focuses on understanding retail stocking behavior, identifying gaps in product
availability, analyzing consumer response to less-visible products, and benchmarking Amul’s
performance against key competitors in the local market.

The research aims to:

 Assess the availability and daily order quantity of Amul’s core fresh products—milk,
curd, paneer, and buttermilk—across retail outlets in four key localities: Wakad,
Kapaste Wasti, Pimple Nilakh, and Vishal Nagar.
 Identify gaps in retail distribution and reasons for non-stocking or under-representation
of certain SKUs.
 Analyze consumer awareness and preferences for Amul’s lesser-known products
through kiosk sales and customer interactions.
 Map competitor presence and market share across product categories to understand
Amul’s competitive positioning.
 Evaluate retailer preferences and decision-making factors, including pricing, margins,
supply consistency, and consumer demand.
1.4 Research Methodology

The research for this project was conducted through hands-on, field-based activities in the Pune
region, with a concentrated focus on the Wakad area—a rapidly growing urban locality known
for its mix of residential societies and commercial outlets. The methodology adopted was a
combination of both qualitative and quantitative research techniques, allowing for a
comprehensive understanding of retail behavior, consumer preferences, and market
competition. The study aimed to capture real-time market dynamics to support Amul's sales
and product positioning strategy in the fresh dairy category

A) Primary Data Collection

 Retail Survey: I personally visited over 100+ retail outlets in Wakad, including
general provision stores, milk parlors, standalone outlets, and modern trade stores
such as supermarkets. At each outlet, I conducted structured observations and
discussions with the shopkeepers. I checked the availability of key Amul SKUs—
such as milk, curd, paneer, lassi, and buttermilk—and made note of missing products,
pricing patterns, shelf space allocation, and stock rotation frequency. Conversations
with retailers helped me understand challenges such as low product demand, shelf-life
concerns, space limitations, and delivery frequency. This allowed me to identify gaps
in distribution and uncover opportunities to improve product availability.
 Competitor Mapping: During retail surveys, I gathered detailed data on competing
dairy brands such as Gokul, Chitle, Sonai, Mother Dairy, Gowardhan, and local
private dairies. This included capturing product presence, pricing comparison,
promotional schemes, consumer demand, and brand preferences expressed by retailers.
The data revealed key insights into how Amul compares with competitors in terms of
market share, pricing competitiveness, and customer loyalty at the retail level. This
exercise helped identify gaps where Amul has the potential to expand or defend its
position.
 Product Pitching: An essential part of my role involved actively pitching
underrepresented Amul products—like flavored milk, tetra pack buttermilk, lassi, and
paneer—to retailers. I explained their USPs, pricing, shelf-life benefits, and potential
consumer appeal. Many retailers were unaware of the complete product range. In some
cases, after pitching, retailers agreed to trial stock. This activity not only helped in
 increasing shelf presence but also strengthened the brand’s visibility through direct
communication at the point of sale.
 Kiosk Sales Activity: To create direct consumer engagement, I participated in kiosk
sales activations at high-footfall locations such as gated residential societies, public
parks, and community marketplaces. At these kiosks, we displayed and sold fresh dairy
products that are typically less visible in stores. I interacted with walk-in customers,
offered product samples where possible, and recorded their feedback regarding taste,
packaging, affordability, and willingness to repurchase. The objective was to trigger
first-time product trials and encourage consumers to later ask for these products at their
neighborhood stores, thereby creating a pull effect in the retail chain.

B) Data Analysis.

All the data collected—both from retailer surveys and kiosk activities—was systematically
organized into Excel spreadsheets and categorized product-wise. This included SKU
availability across outlets, frequency of stock-outs, responses to pitches, consumer preferences,
and feedback trends. I used visual tools such as bar graphs, pie charts, and comparison tables
to illustrate:

 Presence of Amul vs competitor SKUs in retail stores

 Performance of pitched products post-placement

 Competitive pricing and visibility comparisons

This analytical approach provided actionable insights that were useful in forming specific
recommendations for improving Amul’s sales and market presence.

1.4 Limitations

While the research provided valuable insights, there were certain limitations:

 Geographical Scope: The study was limited to Wakad, a single urban region in Pune.
Hence, the findings may not be generalizable to other regions or rural markets.

 Time Constraints: Given the internship duration and large number of outlets, multiple
follow-up visits to the same retailer were not always possible. This restricted
longitudinal data collection.
  Retailer Availability: Retailers were often busy during peak hours, which sometimes
limited the depth and duration of conversations.

 Kiosk Location Constraints: Kiosk sales were limited to public areas based on
availability of permissions, which restricted broader outreach.

The field-based methodology adopted during this internship provided me with first-hand
exposure to real market dynamics, consumer behavior, and the complexities of B2B and B2C
sales in an FMCG setup. The combination of retail surveys, competitor analysis, and kiosk
sales enabled a 360-degree understanding of Amul’s position in the Pune market. These
insights serve as the foundation for the analysis, findings, and recommendations presented in
the following chapters.
 CHAPTER – 2

RETAIL SURVEY ANALYSIS

2.1 Overview of Retail Coverage

As part of my internship, I conducted an extensive retail survey in Wakad, a prominent

residential and commercial area in Pune. The objective of the retail survey was to assess the
availability, visibility, and demand of Amul’s fresh dairy products across different types of
outlets and to identify opportunities for increasing market penetration. Over the course of the
internship, I surveyed more than 100 retail outlets, which included:

 General Kirana stores

 Amul parlors
 Supermarkets
 Small grocery shops located in residential societies

These stores were spread across various localities within Wakad, including Kalewadi Phata,
Dange Chowk, Kaspate Wasti, and other high-density areas.

2.2 Product Availability Assessment

During the visits, I recorded the availability of key Amul Fresh Division products, such as:

 Amul Milk (full cream - Gold, toned - Taza, cow milk, A2 Buffalow milk, Slim and
Trim)
 Amul Curd (cup and pouch – Masti Dahi)
 Amul Paneer
 Amul Lassi
 Amul Buttermilk (Probiotic Plain and Tadka)

The findings were as follows:

Wakad and Kapaste wasti

 Amul Milk was the most widely available product, stocked in about 95% of the
surveyed retail stores. It is a high-demand daily essential and is regularly restocked by
retailers due to its strong brand trust and consistent consumer preference. Amul Taza
has the highest sales i.e. 2751 lit per day, followed by Amul gold – 754 lit, Slim and
 Trim – 114 lit, A2 milk – 88 lit, and Cow milk – 61 lit. Amul has highest share in milk
market which is 54% followed by Gokul 26%, and Chitale 18%.
 Amul Curd was available in approximately 70% of the outlets. Among the variants,
Amul masti dahi was more commonly stocked than the Premium variant, as it is easier
to display, store, and sell in smaller quantities, whereas retailer faced supply issues in
premium dahi. Again, Amul had highest market share when it came to curd – 42%,
followed by Govind and Sonai.
 Amul Paneer was found in around 45% of stores, primarily in larger retail outlets or
Amul parlors. Smaller stores were less likely to stock paneer due to concerns about
refrigeration and slower product movement. But still it captured the highest share of
42%.
 Amul Buttermilk was stocked in about 86% of outlets, with availability varying by
season and consumer demand. Some retailers cited low turnover and short shelf life as
reasons for not keeping it regularly. Still capturing 63% of regional market share.

Pimple Nilakh and Vishal Nagar

 In regional milk market, Gokul emerged as the market leader, capturing 41% of the
milk orders followed by Amul with 35% market share, although it still maintained
visibility and trust among select retailers.
 Sonai was the dominant player in curd segment with a massive 60% market share,
largely due to aggressive pricing and wide availability. Amul had only 21% share,
indicating the need for promotional efforts and better shelf visibility.
 Govardhan paneer topped the chart with 60% share, cited by retailers as offering better
margins and packaging formats. Amul followed with 31%, preferred mostly in
households already familiar with the brand.
 Sonai again led with 52% market share in buttermilk, while Amul’s share dipped to
15%. Several retailers pointed to price sensitivity and consumer habit as reasons for
favouring Sonai in this segment.

2.3 Key Retailer Insights

Through direct interactions with shopkeepers, store managers, and ground-level retail staff
during the survey, I was able to gather valuable insights into how Amul products are perceived,
sold, and stocked in the market. These qualitative inputs highlighted several operational and
strategic challenges as well as opportunities for growth:

1. High Trust in Core Products: Retailers consistently expressed strong trust and
satisfaction with Amul’s core products—especially milk and curd. These items are
considered daily essentials and have a loyal customer base. Many store owners
mentioned that Amul milk is among the first products to be asked for by customers each
morning, and its consistent quality and strong brand reputation ensure steady sales.
Curd, particularly the cup variant, is also a high-rotation product in many stores.
2. Lack of Awareness About Other SKUs: One of the most common observations was
the low awareness among retailers about Amul's other fresh products, especially
flavored milk (Amul Kool), lassi variants, paneer cubes, and spiced buttermilk. Many
retailers had either never heard of these variants or were not familiar with their benefits
and availability. In several cases, store owners stated that no sales representative had
ever pitched these specific products to them, leading to a gap in their assortment.
3. Space Constraints and Shelf-Life Concerns: Retailers cited limited refrigeration
space and concerns over product shelf life as major barriers to stocking certain items.
Products like paneer, lassi, and buttermilk require cold storage and have relatively
shorter shelf lives. For small kirana stores with compact refrigerators already occupied
by fast-moving items like milk and curd, allocating space to slow-moving or unfamiliar
products was seen as risky.
4. Pricing and Margin Challenges: Many shopkeepers mentioned that local or regional
dairy brands offer more competitive pricing and better profit margins, making them a
more attractive choice for certain products like lassi and paneer. While Amul’s quality
is undisputed, the slightly higher price point and lower margins for some SKUs
discourage retailers from promoting or stocking them aggressively. Retailers preferred
items that sell quickly and offer better financial returns.
5. Delivery and Supply Chain Gaps: Another issue that emerged was the inconsistency
in delivery schedules for Amul products. A few retailers complained about irregular or
delayed supply, particularly of secondary SKUs like flavored milk, paneer, and lassi.
This led to lost sales opportunities and eroded retailer confidence in stocking these
products regularly. Some mentioned that they preferred to stock products from
competitors who ensured more frequent and reliable deliveries.
These insights point to the need for stronger retailer engagement, targeted product education,
and logistical improvements to expand Amul’s presence in value-added fresh product
categories. Retailers are generally open to stocking more Amul products if operational
challenges are addressed and proper product information is provided.

2.4 Key Findings

 Amul's Strong Presence in Wakad & Kapaste Wasti:

Amul enjoys a dominant market share in these areas, especially in the milk category,
with Amul Taza leading at 2751 litres/day. It also led in curd (42%), paneer (47%), and
buttermilk (63%), indicating strong customer trust and retailer loyalty.
 Weaker Position in Pimple Nilakh & Vishal Nagar:
In contrast, Amul lagged behind in competitive areas. Gokul (milk - 41%), Sonai (curd
- 60%, buttermilk - 52%), and Govardhan (paneer - 60%) dominated the respective
categories. Amul’s market share was significantly lower in all these segments.
 Retailer Stocking Influenced by Margins & Delivery:
Many retailers preferred local brands due to higher profit margins, frequent delivery
schedules, and flexible return policies. While Amul products were trusted, the lower
margins and supply inconsistencies affected the willingness of retailers to stock a wider
range of SKUs.
 Limited Availability of Secondary SKUs:
Products like A2 milk , premium dahi, and paneer cubes were underrepresented in many
outlets, primarily due to lack of awareness or promotional push from the distribution
team.
 Need for Retailer Engagement:
Several retailers expressed interest in expanding their Amul stock if they received better
support in terms of product information, margin offers, and regular visits from sales
representatives.
 CHAPTER – 3

KIOSK SALES ACTIVITY ANALYSIS

3.1 Objective of Kiosk Sales Activity

The primary objective of the kiosk sales activity was to generate product trials and awareness
for Amul’s underrepresented fresh products, especially those that are not easily found in regular
retail outlets. The idea was to directly engage with end-consumers in high-footfall areas and
create demand through product experience. This demand, in turn, would prompt nearby
retailers to start stocking these products when customers ask for them, thereby supporting both
product push and pull strategies.

3.2 Locations and Setup

During the internship, I was actively involved in setting up and managing a kiosk sales activity
at Chinchwad Nagar Nigam Park, a well-frequented public park in Pune. This location was
chosen strategically due to the high morning footfall of people coming for morning walks, yoga
sessions, and other fitness activities. The timing of the kiosk aligned with these early-morning
routines, allowing us to interact with health-conscious consumers in a relaxed and engaging
environment.
After completing their exercise routines, many visitors showed interest in the kiosk, engaged
in conversations about Amul products, and purchased items to take home for their families.
This helped not only in direct sales but also in promoting product awareness among a receptive
and loyal consumer base.

The kiosk setup included an Amul-branded table, insulated containers to maintain product
freshness, promotional leaflets, and sampling cups where allowed. A basic cash and digital
payment system was also arranged to facilitate smooth transactions. I personally managed the
product transport, setup, customer engagement, sales tracking, and inventory reconciliation for
the activity.

3.3 Products Sold and Promoted

Focus was placed on promoting fresh dairy SKUs that were either underrepresented in retail
outlets or unfamiliar to customers. Key products included:

 Amul Milk: Toned Milk – Amul Taza, full cream milk – Amul Gold, Amul cow milk,
A2 buffalo milk, and slim & trim.
 Amul Lassi: Rose flavoured and plain lassi
 Amul Buttermilk (Chaas): Probiotic plain buttermilk and Tadka chas
 Amul Paneer

Products were either sold directly or sampled (where allowed), followed by brief explanations
on their benefits, usage, and shelf life.
3.4 Customer Engagement and Feedback

During the kiosk sales activity conducted at Chinchwad Nagar Nigam Park, I had the
opportunity to interact with over 250 customers. These engagements provided deep insights
into consumer perceptions, preferences, and expectations from Amul’s range of fresh dairy
products. The overall response was highly positive and encouraging, particularly for SKUs like
Amul Kool flavored milk, lassi, and paneer.

Many customers shared that they were unaware of the availability of these specific products
under the Amul brand. For them, Amul was primarily associated with milk, curd, and butter—
a finding that underscored a major gap in product awareness. The kiosk thus served not only
as a sales outlet but also as an educational and promotional touchpoint for less-visible SKUs.

Key feedback themes that emerged from customer interactions included:

 Taste and Quality: Products like buttermilk and lassi were praised for their refreshing
taste, consistency, and high quality. Customers found them superior in flavor compared
to many local brands and appreciated the brand’s hygiene standards. But when it came
to milk, they had strong loyalty towards local brand.
 Convenience and Packaging: Ready-to-drink packaging was a major draw for
working professionals and fitness enthusiasts. Customers appreciated the portability
and ease of use, especially for consumption during travel, post-workout, or in
lunchboxes for children.
 Pricing Perception: While a few customers noted that Amul’s prices were slightly
higher than some local competitors, most of them still preferred it due to the brand trust,
superior quality, and value for money associated with Amul products.
 Availability Issues: A recurring question from many consumers was, “Where can we
buy this regularly?” This indicated a strong purchase intent but also pointed toward
limited retail availability, especially for A2 milk, lassi, and premium dahi.

This interaction reinforced the importance of visibility, sampling, and retail penetration for
increasing product uptake.

3.5 Sales Performance Overview

The performance of the kiosk activity varied depending on the time of day, weather conditions,
and consumer profile. Since the kiosk was set up in a morning park setting, it attracted a health-
conscious audience, including elderly people, young parents, and fitness enthusiasts.
Among the different SKUs promoted buttermilk and curd witnessed strong sales on warmer
days, as they were seen as cooling beverages and healthy alternatives to aerated drinks.

All sales data were maintained using a manual log sheet, and daily sales reconciliation was
performed to track performance and identify trends. This also helped in assessing product-wise
consumer interest and feedback patterns.

3.6 Key Learnings from Kiosk Activity

The kiosk sales activity was a significant learning experience that allowed me to engage
directly with end-consumers and understand the practical challenges and opportunities of on-
ground marketing. Key takeaways from this activity include:

 Consumer Engagement Drives Awareness: Personal interaction and product

explanation led to increased curiosity and willingness to try products. Many consumers
were unaware of Amul’s full product range before engaging at the kiosk.
 Sampling Works as a Live Demo: In instances where sampling was possible, it acted
like a live product demo, helping consumers experience taste and quality firsthand,
leading to instant purchase decisions.
 Demand Exists but Needs Accessibility: There is definite latent demand for products
like flavored milk and lassi, but lack of retail availability acts as a barrier. The kiosk
helped bridge that gap temporarily but highlighted the need for better distribution.
 Location and Timing Are Crucial: Success of kiosk activities is highly dependent on
choosing the right location and engaging with the right audience at the right time. The
morning hours in a park full of families and health-conscious individuals created the
ideal environment for product promotion.
 Retail Push Must Be Paired with Consumer Pull: The kiosk strategy succeeded in
generating consumer demand, which if followed up with retailer engagement, can lead
to better shelf presence and increased sales through traditional retail channels.
 CHAPTER – 4

COMPETETOR MAPPING AND ANALYSIS

4.1 Objective of Competitor Analysis

The purpose of this chapter is to analyze Amul's competitive position in the Pune market,
particularly in the fresh dairy segment. As a part of my summer internship project, I undertook
a detailed competitor mapping exercise by visiting a wide range of retail outlets across four
localities in Pune. The objective was to evaluate Amul’s presence in comparison to other major
dairy brands, gauge market share for various SKUs, and understand the influencing factors
behind retailers' stocking preferences. This chapter combines both qualitative feedback from
retailers and quantitative data related to order volumes and brand presence, helping to draw
conclusions about Amul’s market performance and areas of improvement.

4.2 Survey Locations and Data Collection

The competitor analysis was carried out across four key retail clusters in Pune:

 Wakad
 Kapaste Wasti
 Pimple Nilakh
 Vishal Nagar

These areas were chosen due to their mix of urban residential density, growing middle-class
populations, and the presence of both large and small retail outlets. Over the course of the
survey, I visited general stores, dairy outlets, supermarkets, and Amul parlors to collect real-
time data on the quantity of dairy products ordered and the brands being stocked. The SKUs
analyzed included:

 Five types of Amul milk (Amul Taza, Amul Gold, Cow Milk, A2 buffalo milk, and Slim
& trim)
 Two types of buttermilk (plain probiotic and tadka chas)
 Two types of dahi (Amul Masti dahi and Premium dahi)
 Amul Paneer

For each product category, both Amul’s performance and competitor presence were recorded.
4.3 Insights from Wakad and Kapaste Wasti

In Wakad and Kapaste Wasti, Amul demonstrated market leadership across most fresh dairy
categories. The retailer preference for Amul was clearly evident due to its reliable supply chain,
consistent quality, and strong customer trust.

Amul Taza Milk emerged as the most ordered product, with 2751 litres per day collectively
across these areas. This high volume underscores the brand’s strength and consumer preference
in these zones.

Market share observations:

 Milk: Amul maintained the highest market share, outperforming local competitors.
 Curd (Dahi): Amul held a solid 42% share, with its cup curd variant being especially
popular among households.
 Paneer: With a 47% market share, Amul’s paneer was stocked in most medium-to-large
stores, especially those with refrigeration.
 Buttermilk: Amul led the segment with a commanding 63% share, particularly the 500
ml pack which was seen as value-for-money and convenient.

These results demonstrate Amul’s strong foothold in these regions, supported by brand trust,
regular demand, and established distribution channels.

4.4 Insights from Pimple Nilakh and Vishal Nagar

The scenario in Pimple Nilakh and Vishal Nagar was markedly different. In these areas, local
and regional dairy brands had stronger presence, and Amul's dominance was challenged,
especially in categories beyond milk.

 Milk Segment: Gokul emerged as the market leader, capturing 41% of the milk orders.
Amul trailed behind with 35% market share, although it still maintained visibility and
trust among select retailers.
 Curd Segment: Sonai was the dominant player with a massive 60% market share,
largely due to aggressive pricing and wide availability. Amul had only 21% share,
indicating the need for promotional efforts and better shelf visibility.
 Paneer Segment: Govardhan paneer topped the chart with 60% share, cited by retailers
as offering better margins and packaging formats. Amul followed with 31%, preferred
mostly in households already familiar with the brand.
  Buttermilk Segment: Sonai again led with 52% market share, while Amul’s share
dipped to 15%.

Several retailers pointed to price sensitivity and consumer habit as reasons for favoring Sonai
in this segment.

These figures point to Amul’s relatively weaker penetration in newer or semi-urban pockets of
Pune, where regional players have captured loyalty through better retail margins, aggressive
pricing, and strong local networks.

4.5 Pricing and Retailer Margin Analysis

A key factor that emerged from the retailer interactions was the role of pricing and retailer
margins in brand selection and product stocking. Although Amul enjoys a premium brand
image, several local competitors are able to attract retailers due to more favorable terms. The
comparison below summarizes the feedback received:

 Local brands like Sonai and Govardhan offered higher profit margins to retailers, often
2–4% higher than Amul for the same category.
 These brands also provided flexible return policies, faster restocking cycles, and
bundled promotional offers to incentivize stock movement.
 Amul’s pricing was viewed as reasonable and fair by most retailers, but in high-
competition areas, it was sometimes considered less competitive.
 Retailers stocking both Amul and competitor brands often preferred to push higher-
margin products first, affecting Amul’s rotation rate for low-visibility SKUs like
flavored milk, pouch curd, and paneer cubes.

4.6 Summary of Key Competitor Insights

Amul performs strongly in its established markets (Wakad, Kapaste Wasti), thanks to strong
brand recall, loyal customer base, and regular deliveries.

 In emerging zones (Pimple Nilakh, Vishal Nagar), regional brands are winning on
pricing, margins, and aggressive placement strategies.
 Retailers often make stocking decisions based on shelf space, storage feasibility, pricing
advantage, and consumer demand cycles.
 Flavored milk, pouch curd, and buttermilk remain under-penetrated for Amul in some
areas, mostly due to limited awareness and lower push from the distributor side.
4.7 Conclusion

The competitor mapping exercise helped identify both strengths and areas of improvement for
Amul in the Pune market. While Amul holds a dominant share in select zones, the presence of
strong regional competitors in others suggests the need for:

 Customized local strategies to penetrate and compete more effectively.

 Greater incentives for retailers to push low-visibility SKUs.
 Awareness campaigns or sampling in areas with low product visibility.
 Ensuring consistency in delivery and communication through distributors to build
retailer confidence in stocking a wider range of Amul products.
 By addressing these insights, Amul can consolidate its strengths and address
competitive gaps in underperforming locations.
 CHAPTER 5

FINDINGS AND RECCOMENDATIONS

5.1 Key Findings

Based on the extensive fieldwork, data analysis, and first-hand interactions with retailers and
consumers across Wakad, Kapaste Wasti, Pimple Nilakh, and Vishal Nagar, the following key
findings emerged:

1. Strong Market Presence in Certain Areas

 Amul enjoys a dominant position in Wakad and Kapaste Wasti, especially in the milk
and buttermilk segments.
 Products like Amul Taza Milk (2751 litres/day), and buttermilk (63% market share)
indicate high daily demand and brand trust.

2. Competitive Pressure in Semi-Urban Clusters

 In Pimple Nilakh and Vishal Nagar, Amul’s position is relatively weaker:

 Gokul leads in milk (41%), and Sonai dominates curd (60%) and buttermilk (52%).
 Govardhan leads the paneer category with 60%, compared to Amul’s 31%.

3. Retailer Stocking Decisions Driven by Margins & Supply

 Regional competitors like Sonai and Govardhan offer higher profit margins (2–4%
more), faster deliveries, and flexible return policies, making them more attractive to
retailers.
 Retailers tend to promote SKUs that offer higher margins and quicker turnover,
impacting shelf space allocation for Amul's secondary SKUs.

4. Consumer Awareness Gap

 Many consumers associate Amul primarily with milk, curd, and butter, with limited
awareness of newer or underrepresented products like Kool (flavored milk), lassi, and
A2 milk.
 Kiosk feedback revealed strong interest and willingness to purchase these products—if
available—indicating latent demand.
5. Inconsistent Supply of Secondary SKUs

 Retailers in all areas, especially in competitive zones, reported inconsistent deliveries

and lack of communication regarding SKUs like paneer, Kool, and premium curd.
 This discouraged them from stocking more Amul SKUs, despite consumer demand.

6. Kiosk Activity Was an Effective Pull Strategy

 The kiosk sales activity at Chinchwad Nagar Nigam Park generated over 250 customer
interactions and helped build awareness for lesser-known products.
 Customers responded positively to sampling, packaging, and taste, and inquired about
regular retail availability.
 Products like buttermilk, lassi, and Kool performed well, especially on warmer days.

5.2 Recommendations

Based on the findings, the following recommendations are proposed to help Amul strengthen
its retail presence, counter competition, and drive sales growth:

1. Expand Distribution of Underrepresented SKUs

Ensure wider retail availability of products like A2 milk, paneer cubes, Kool, and premium
dahi, especially in zones where demand exists but supply is inconsistent.

Use targeted field sales support and follow-up to place these SKUs in stores that were
previously hesitant.

2. Improve Retailer Margins and Incentives

 Re-evaluate margin structures for specific SKUs in competitive markets to match or

exceed local players.
 Offer limited-time incentives, combo offers, and promotional schemes to encourage
trial orders and shelf placement.

3. Strengthen Supply Chain Efficiency

 Work with distributors to ensure timely and consistent deliveries of all SKUs—not just
milk and curd.
 Communicate delivery schedules and SKU lists clearly to retailers to reduce hesitation
and improve trust.
4. Conduct Awareness Campaigns at Retail and Consumer Level

 Provide product brochures, shelf wobblers, and sample kits to retailers to educate them
about the full Amul product range.
 Continue kiosk-style activations in new areas—particularly high-footfall parks,
societies, and markets—to generate consumer trials and push pull-based demand.

5. Focus on Localized Marketing

 Design area-specific marketing strategies for zones like Pimple Nilakh and Vishal
Nagar, where Amul is losing share to local players.
 Collaborate with retailers on co-branded in-store promotions to build shelf visibility
and consumer recall.

6. Build Retailer Relationships Beyond Transactions

 Train sales reps to engage with retailers regularly—not just for order taking, but also to
share performance updates, solve problems, and maintain relationships.
 Offer feedback channels for retailers to report supply issues and request products based
on customer demand.

5.3 Conclusion

This internship provided me with deep exposure to the realities of sales, retail dynamics, and
market penetration strategies in the FMCG dairy sector. The insights drawn from the field
revealed that while Amul’s brand equity is strong, its retail execution and product visibility
require continual enhancement—especially in the face of aggressive competition from regional
players.

By focusing on retailer engagement, consistent supply, consumer awareness, and localized

growth strategies, Amul has a strong opportunity to capture a larger market share across
underperforming regions while reinforcing its leadership in existing strongholds.
 ANNEXURES

[Link]: Wakad & Kapaste Wasti

Image 1.1 – Amul vs competitor milk sales data

Image 1.2 – Amul vs competitor curd sales data

 Image 1.3 – Amul vs competitor buttermilk sales data

Image 1.4 – Amul vs competitor paneer sales data

Image 1.5 – Amul vs competitor sales data at Waked and Kapaste Wasti
2. Area: Pimple Niakh & Vishal Nagar

Image 2.1 - Amul vs competitor milk sales data

Image 2.2 - Amul vs competitor curd sales data

Image 2.3 - Amul vs competitor buttermilk sales data

Image 2.4 - Amul vs competitor paneer sales data

 Image 2.5 – Amul vs competitor sales data for Pimple Nilakh & Kapaste Wasti

3. Amul’s Competitor Margin Analysis

Image 3.1 – Amul vs Competitor Milk Margins

Image 3.2 - Amul vs Competitor Curd Margins

Image 3.3 - Amul vs Competitor

Image 3.4 - Amul vs Competitor Paneer Margins

References

1. [Link] ((Used for understanding company background, product

range, and organizational structure)
2. India Brand Equity Foundation (IBEF) – Dairy Industry Overview
[Link]
3. NielsenIQ India – FMCG & Retail Reports
[Link]
Source of insights into Indian consumer behavior and retail dynamics.
4. FSSAI – Food Safety and Standards Authority of India
[Link]
Offers information on dairy product regulations, labeling, and compliance.
5. Business Standard – Amul Market News and Updates
[Link]
Useful for company-specific developments, expansion plans, and market strategies.
6. Economic Times – FMCG & Retail News
[Link]
Covers market trends, competitor strategies, and retail innovations in India.
7. Amul Annual Reports & Financials (via GCMMF)
[Link]
For performance metrics, growth strategies, and cooperative updates.
8. Marketing91 – Amul Marketing Strategy
[Link]
Insightful overview of Amul’s branding, pricing, and distribution strategy.