SUMMER INTERNSHIP PROJECT REPORT ON

BY CONDUCTING A MARKET SURVEY FOR FMCG PRODUCTS,

IDENTIFYING THE 4P MARKETING STRATEGY AND CHANNEL
STRATEGY FOR THE TOP 3 PLAYERS, AND RECOMMENDING AN
EXECUTION PLAN AND BUDGET FOR MUNICO PRODUCTS IN
JAMSHEDPUR.

Submitted By:
Sonu Kumar Sah
22202161

Corporate Guide: Faculty Guide:

Mr. Satyabrath Muni Prof. Ashutosh Kar
Managing Director Associate Professor
Munico Foods KIIT School Of Management

1|Page
 CertifiCate

This is to certify that the project titled “ BY CONDUCTING A MARKET SURVEY FOR
FMCG PRODUCTS, IDENTIFYING THE 4P MARKETING STRATEGY AND
CHANNEL STRATEGY FOR THE TOP 3 PLAYERS, AND RECOMMENDING AN
EXECUTION PLAN AND BUDGET FOR MUNICO PRODUCTS IN
JAMSHEDPUR.”, Submitted by Mr. Sonu Kumar Sah Roll No. 2202161 a student of MBA
(2022-24), has been undertaken the project titled. The project report is here submitted by the
student for the partial fulfillment of requirements for the MBA, which is bonafide work
carried out under the supervision and guidance of Prof. Ashutosh Kar and Mr. Satyabrath
Muni This is the original work that has been carried out at Munico Foods during the
academic year (2022-23) and has not been submitted anywhere else for the award of any
Certificate/Degree/Diploma, etc.

( Faculy guide)
Prof. Ashutosh kar
Associate Professor
KIIT School of Management

2|Page
 DeCLaratiON

I Sonu Kumar sah, a student of KIIT School Of Management hereby declare that the report of
the internship titled “ By conducting a market survey for FMCG products, identifying the
4p marketing strategy and channel strategy for the top 3 players, and recommending an
execution plan and budget for Munico products in Jamshedpur.” submitted to KIIT
School Of Management is a record of an original work done by us under the guidance of Prof
Ashutosh Kar. The project has been completed from Munico Foods under the guidance of
Mr. Satyabrath Muni.

The results embodied in the project have not been submitted to any other University or
Institute for the award of any degree or diploma.

3|Page
 aCKNOWLeDGeMeNt

I spent two months working as an intern at Munico Foods and would not have been able to
finish this report without their kind assistance and pleasant atmosphere. I owe a great deal of
gratitude to the administration of the KIIT SCHOOL OF MANAGEMENT entire for enabling
me to combine my academic work with some practical experience.
I want to thank Mr. Satyabrath Muni, Managing Director of Munico Foods, for having faith in
me and trusting me with one of the most significant marketing research projects of the seamless
division.
I want to convey my sincere gratitude to Prof. Ashutosh Kar, my faculty advisor, for not only
serving as a guide but also a mentor and providing unflagging support and advice throughout
the duration of my thesis and its completion.
Last but not least, I want to thank The Almighty GOD, my parents, and my friends, who have
supported me through every stage of life.
Thank you
Sonu
22202161

4|Page
 CONteNts

SI NO CONTENT PAGE NO.

1 CERTIFICATE 2
2 DECLARATION 3
3 ACKNOWLEDGEMENT 4
4 EXECUTIVE SUMMARY 6
5 LITERATURE REVIEW 7-9
6 ABOUT COMPANY 10-12
7 INTRODUCTION 13-15
8 OBJECTIVE 16-17
9 METHODOLOGY 18
10 RESULTS 19-31
11 DISCUSSION 32-34
12 CONCLUSION 35
13 LEARNING FROM SIP 36-37
14 REFERENCES 38

5|Page
 exeCutive suMMary

The survey focused on analyzing the 4P marketing strategies and channel strategies of
competitors in the pickle, spices, sauce, and papad categories, with the aim of assisting
Munico Foods in formulating effective marketing strategies and enhancing its competitive
position in the local market.
The primary objective of the market survey was to gain insights into the strategies employed
by competitors in the pickle, spices, sauce, and papad categories, including product
assortment, packaging, pricing, and distribution. Additionally, the survey aimed to identify
regional variations in demand and assess the channel strategies utilized by competitors, such
as wholesalers, distributors, and direct procurement from manufacturers.
The market survey employed a comprehensive methodology involving data collection from
surveyed shops in Jamshedpur, including information on product availability, sales
performance, and channel sourcing. The approach included analyzing the availability and
popularity of different sizes and brands in each category, as well as identifying the dominant
channel strategies adopted by competitors.
The survey findings revealed significant insights into the market dynamics and strategies of
competitors in the pickle, spices, sauce, and papad categories. The results highlighted the
leading brands, popular sizes, and regional variations in demand. Additionally, the survey
identified the prominent channel strategies employed by competitors, with wholesalers and
distributors playing a key role in the distribution process.
The discussion of results highlighted the competitive landscape in each category, with leading
brands and their respective market shares identified. The findings emphasized the need for
Munico Foods to benchmark against competitors and gain insights into their product
offerings, packaging, pricing, and distribution strategies. By leveraging this information,
Munico Foods can refine its own strategies, differentiate its products, and effectively target
the identified regional variations in demand. Furthermore, the survey indicated the
significance of wholesalers and distributors as key channels for distribution, providing
valuable insights for Munico Foods to optimize its distribution network and supply chain
management.
The internship experience provided valuable learning opportunities in various aspects. It
enhanced domain knowledge of the food industry strengthened critical thinking and problem-
solving skills, fostered cross-cultural understanding, emphasized ethical considerations, and
improved communication skills. The exposure to real-world scenarios and application of
business concepts and frameworks in a practical setting contributed to my professional
growth and prepared me for future endeavors.

6|Page
 Literature revieW

Article 1: Performance and Success of New Product Strategies in Market Competition

This study investigates new product strategies in the FMCG sector and their impact on
success. The findings highlight the significance of customer and market rivalry, as well as
factors like product quality, attributes, brand efficacy, market demand, and sales volume.
Recommendations include marketers considering market behavior and product performance,
buyers evaluating performance when selecting products, and consumers adopting new
products based on satisfaction for sustainable growth.

Article 2: New Product Pricing Strategy and Product Performance Assessment in Fast-
Moving Consumer Goods

This article combines marketing and financial management perspectives in the FMCG sector,
focusing on pricing strategies and their impact on product success. The findings highlight the
interconnectedness of pricing with marketing and the competitive market environment,
considering factors influencing pricing decisions and buyer behavior. The implications extend
to corporate management, working capital, and marketing practices. Recommendations
include evaluating price levels, considering consumer purchasing power, and implementing
fair payment terms and return guarantees for customer satisfaction.

Article 3: An Assessment of The Demand for New Products of Fast-Moving Consumer

Goods (FMCG)

This research investigates demand estimation challenges for new products and explores how
major corporations assess demand and consumer response. Using a qualitative approach
focused on FMCG, the study identifies demand factors and their impact on product
innovation. The findings highlight the influence of product competition and overall segment
demand on the level of demand, contributing to strategic planning within the 4P's framework.
This research enhances our understanding of demand dynamics and competition in new
product development.

Article 4: Channel Capability and the Effectiveness of new product strategies:

Deepening the FMCG’s Business

This study examines the influence of channel capacity on new product innovation in the
FMCG sector. Key findings highlight the significance of factors such as warehouse space,
shelf space, and customer coverage in shaping consumer responses. Business buyer behavior

7|Page
and economic mechanisms also play a crucial role in the success of new product innovation.
Purchasers are encouraged to consider channel capacity when assessing the suitability of new
products, while manufacturers should align channel capabilities with specific market
segments.

Article 5: Marketing Strategy Optimization In Fmcg Market

This article focuses on the use of marketing mix modeling and data science technology in the
FMCG sector. Regression analysis is applied to understand the impact of pricing, place,
promotion, seasonality, and competitor media activity on market share. The study highlights
the relationship between distribution and media effectiveness, emphasizing the need to
increase regional media pressure and improve national distribution. The article also discusses
optimizing pricing policies and estimating price elasticity through econometric modeling.
Overall, it provides insights on enhancing media and marketing strategies to drive sales and
achieve corporate goals.

Article 6: Branding of Private Label Products by Product Category: A Model

Suggestion for the FMCG Market

This study examines private-label product branding in the FMCG sector, focusing on the
correlation between retailer brand value, product quality, and product category. A branding
model is proposed based on the findings, indicating that the retailer's brand equity
significantly influences the branding of private-label products. Customers' evaluations of the
retailer's brand play a crucial role, suggesting that retailers should align their brand image
with the quality of the products they offer. The level of consumer acceptance varies across
different product categories.

Article 7: Sales Forecasting System for Van-Sales Channel for FMCG Industry

This study examines the impact of product inventory availability on sales estimation accuracy
in the FMCG industry. It explores advanced analytical and machine-learning techniques,
specifically artificial neural networks, to enhance sales projections. The findings demonstrate
that artificial neural networks effectively predict sales, resulting in a 5% average income
increase and improved sales forecast accuracy from 78% to 82%. This research highlights the
potential of machine learning models to optimize sales forecasting and inventory
management in the FMCG sector.

8|Page
Article 8: Distribution Channel Effectiveness In Rural Odisha For Selected FMCG
Products

This study evaluates FMCG distribution efficiency in rural Odisha, emphasizing effective
coverage to retain and attract customers. Retailer satisfaction is high, with distributors
prioritizing relationships and providing quality service. Strategies such as mass media
advertising and offering discounts for bulk purchases can enhance sales and attract more
customers. Efficient distribution systems are crucial for market growth and customer loyalty
in the FMCG sector.

Article 9: A Study on Brand Projection of FMCG Products Through Advertisements

Branding is vital for FMCG products, as it creates differentiation and customer recognition.
Advertisers emphasize brand elements like name, logo, and slogan to establish brand
connection and awareness. In competitive FMCG industries, brands are prominently
displayed in advertisements for customer engagement. Packaging and slogans contribute to
immediate brand recognition. Effective branding strategies are crucial to stand out and attract
customers in the FMCG sector.

Article 10: Managing The Distribution Process With An Example Of The Fmcg Market

This article explores the challenges faced by a company in the FMCG industry across eight
markets, focusing on distribution logistics. Using an analytical-point approach, the study
reveals inefficiencies in the company's distribution channels compared to competitors. The
findings emphasize the significance of distribution decisions in improving customer service
and enhancing competitiveness. This research is relevant to business owners and individuals
interested in FMCG distribution, management, and logistics.

9|Page
 abOut COMPaNy

Munico Foods Pvt. Ltd. was established on 8th February 2022 as a privately held enterprise.
It is a non-governmental organization that is officially recognized by Cuttack's Registrar of
Companies. The company has an authorized share capital of Rs. 15 lakh and its paid-up
capital stands at Rs. 10 Lakh. Munico Foods specializes in the production, processing, and
preservation of pickles, papad, sauce & food supplements category.

• The Munico family comprises over 1000 members, encompassing farmers, rural
entrepreneurs, rural women, retailers, traders, and other individuals.
• Munico Foods is dedicated to promoting gender equality and empowering women
within its value chain. The company actively employs, trains, and inspires women to
participate in various roles, including workers, entrepreneurs, managers, and more.
• Munico Foods takes pride in sourcing its raw materials in the most ethical manner,
directly from farmers.
• Munico Foods takes pride in creating products that are not only delicious but also
nutritious and accessible to all. By blending superfoods such as moringa, sprouted
moong, daily millet, and more, Munico Foods crafts items like papad, chat powder,
and others that offer enhanced health benefits.

Vision:- Munico Foods is committed to building a sustainable value chain that supports the
production of quality food by farmers and rural entrepreneurs. The company recognizes the
vital role of farmers and rural entrepreneurs in the food ecosystem and aims to create a
mutually beneficial relationship with them.

Mission:- Munico Foods is dedicated to linking over 10,000 farmers and rural entrepreneurs
to both online and offline markets for the sales of their food products. By facilitating this
connection, Munico Foods aims to create new opportunities for these stakeholders and
promote their products to a wider consumer base.

Goal:- Munico Foods goal is to create a positive impact on the lives of farmers, rural
entrepreneurs, and consumers while establishing itself as a trusted and sustainable global
food brand rooted in rural Odisha.

Values:-

10 | P a g e
 • "Amrutasya Bhojanam": Create wholesome and delicious food products.
• cultivate enduring connections with rural community
• Create a strong value chain to make sure that people have access to healthy food.
• empower rural Odisha by creating jobs and improving food processing skills.

Products

➢ Health food range:- Munico Foods offers a range of health food products that are
designed to promote a nutritious and wholesome diet. Some examples of their healthy
food offerings include:
• Sprouted moong powder, Sprouted ragi powder, Nutrizen mix, Meal
replacement mix, and Superfood mix.

➢ Immunity booster papad:- Munico Foods offers an immunity booster papad range
that includes various flavors and ingredients known for their immune-boosting
properties. Some examples of their immunity booster papads are:
• Moringa papad, Oyster mushroom papad, Jackfruit papad, Garlic papad, Ragi
papad.

➢ Berhampuri papad range:- Munico Foods offers a range of Berhampuri papads,

featuring various flavors and traditional recipes from the Berhampur region. Here are
some examples of the Berhampuri papad range:
• Masala chips papad, special masala papad, traditional til papad, ajwain papad,
black pepper papad, masala papad, rasi papad.

➢ Fry powder (pakoda mix) range:- Munico Foods offers a range of Fry Powder
(Pakoda Mix) products, which are convenient and flavorful mixes used to prepare
pakodas (fritters). Here are the examples of their Fry Powder range:
• Veg chips mix, non-veg pakoda mix.

➢ Blended spices range:- Munico Foods offers a diverse range of Blended Spices,
carefully crafted to enhance the flavors of various dishes. Here are some examples of
their Blended Spices range:

11 | P a g e
 • Biriyani masala, chicken masala, meat masala, garam masala, sambar
masala, curry powder, dalma masala, mushroom masala.

➢ Berhampuri pickle range:- Munico Foods offers a delectable range of Berhampuri

pickles, featuring a variety of flavors and traditional recipes. Here are some examples
of their Berhampuri pickle range:
• Mango sweet pickle, mango sweet pickle, navaratna pickle, amba sada
pickle, lemon sweet pickle, garlic pickle.

➢ Sauce range:- Munico Foods offers a range of flavorful sauces to enhance your
culinary experience. Here are some examples of their Sauce range:
• Maruti chilli sauce, maruti tomato sauce.

➢ IDESI:- Munico Foods offers a range of flavors of Tangy POPz named as IDesi. Here
are some examples of their IDesi Tangy POPz range:
• Pakka aam, Kaccha aam, Chulbuli Imli.

Munico Foods offers home delivery services for its food products. This service allows
customers to conveniently receive their desired food items directly at their doorstep.
Furthermore, Munico Foods aims to cater to a wide range of customers by providing services
in both rural and urban areas. This approach ensures that their food products are accessible to
individuals residing in various locations, including both rural and urban communities.

12 | P a g e
 iNtrODuCtiON

As a market research intern, my main goal was to identify the 4p marketing strategy and
channel strategy for the top 3 players of Papad, sauce, Pickle and other food supplements
categories, and based on the finding I will have to recommend an execution plan along with
the Suggested budget for the launch of Munico products in Jamshedpur. and also I will have
to recommend generating buzz about the brand on social media and analyzing of their
Websites.
To achieve these goals, a questionnaire was created for the competitor survey which covered
the objectives of the project. and also used various tools like Google Keyword Planner,
google trends, google autosuggest, LSI keywords, Ubersuggest, etc for building their
Websites.

Problem

1. An excessive reliance on a particular market:- Munico Foods faces the challenge

of relying heavily on a single market, which poses a risk to their business. There is a
need to increase market share in other areas to reduce dependency and ensure long-
term growth and stability.

2. Different places have different tastes and preferences:- Munico Foods encounters
variations in the demand for its products among different regions and customer
segments. This presents a challenge in effectively meeting diverse customer
preferences and adapting product offerings to cater to specific regional demands.

3. Lake physical promotion and social media:- Munico Foods has a lack of presence
and promotion on social media platforms as well as physical channels. This limits
their ability to generate brand awareness, reach a wider audience, and effectively
communicate the value of their products.

4. Exploring novel business prospects in emerging sectors of trade:- Munico Foods

faces the challenge of identifying and tapping into fresh business opportunities in new
areas of trade. This includes exploring untapped markets, understanding emerging
trends, and identifying potential avenues for expansion.

13 | P a g e
 5. Generating revenue in the emerging market segment:- Munico Foods encounters
difficulties in generating sales in new areas of trade. This includes establishing a
customer base, building brand recognition, and effectively promoting and selling their
products to the target market.

Conceptualization:

1. Excessive reliance on a particular market:-

Solution:- Market Diversification Strategy: Utilize market analysis tools such as
market segmentation, customer profiling, and competitive analysis to identify new
areas for expansion. Develop a comprehensive market diversification strategy that
outlines target regions, customer segments, and product adaptations required to
penetrate new markets successfully.

2. Different places have different tastes and preferences:-

Solution:- Customer-Centric Approach: By Applying consumer behavior theories and
market research techniques to understand the varying tastes and preferences of
different regions. Tailor products, branding, and marketing messages to cater to the
specific needs of each target market. Implement localized marketing strategies and
adapt products to align with regional preferences.

Adapting to Regional Preferences: Recognize the importance of understanding and

accommodating different tastes and preferences across locations. Conduct market
research and gather customer feedback to gain insights into regional preferences.
Modify product formulations, packaging, and marketing strategies to align with the
specific tastes and preferences of different regions.

3. Lake physical promotion and social media

Solution:- Strengthening Promotion: By Developing an integrated marketing
communication plan that includes both social media and physical promotion.
Leverage social media platforms, targeted advertising, engaging content, and
influencer partnerships to increase brand visibility and reach. Implement physical

14 | P a g e
 promotion activities such as participation in trade shows, collaborations with local
retailers, and community events to create awareness and generate sales in new areas.

4. Exploring novel business prospects in emerging sectors of trade

Solution:- Exploring Business Opportunities: By Conducting market research and
analysis to identify fresh business opportunities in new areas of trade. Explore
untapped markets, emerging trends, and customer needs to identify potential avenues
for growth. Develop partnerships with local distributors, retailers, and suppliers to
establish a presence in new areas and expand sales channels.

5. Generating revenue in the emerging market segment

Solution:- Sales and Marketing Strategy: By Developing a comprehensive sales and
marketing strategy specifically tailored to new areas of trade. This includes creating
brand awareness, building customer trust, and establishing distribution networks.
Implement effective promotional campaigns, targeted advertising, and personalized
sales approaches to attract customers and drive sales in new markets.

15 | P a g e
 ObJeCtives
1. Identification of 4P marketing strategies of competitors:- The first objective is to
identify and analyze the competitors operating in the market of Munico Foods'
products. This objective aims to gather information about key competitors, their
market share, product offerings, pricing strategies, and brand positioning. By
understanding the competitive landscape, Munico Foods can identify areas of
differentiation and develop strategies to gain a competitive advantage.

2. Channel Strategy of Competitors:-The second objective is to study the channel

strategies employed by competitors in the market. This objective focuses on analyzing
how competitors distribute their products, including their choice of distribution
channels, partnerships with retailers or wholesalers, and online presence. By
understanding the channel strategies of competitors, Munico Foods can identify gaps
or opportunities in the market and devise effective distribution strategies to reach its
target customers.

3. Different Shops Perception Towards Tangy POPz:- The third objective is to assess
the perception of Different Shops toward Tangy POPz, a specific product offered by
Munico Foods. This objective involves conducting surveys, interviews, or focus
group discussions to gather feedback and insights. By understanding the perception of
retailers, wholesalers, and Distributer, Munico Foods can identify the strengths,
weaknesses, and opportunities associated with the product. This information will help
in refining the product, enhancing its marketing, and addressing any concerns or
misconceptions.

4. Execution Plan for Munico Foods in Jamshedpur:- The fourth objective is to

develop an execution plan for launching Munico Foods' products in Jamshedpur, a
specific target market. This objective involves analyzing the market potential,
understanding the target customers in Jamshedpur, and developing a comprehensive
plan for product positioning, pricing, promotion, and distribution. The plan will also
include identifying the necessary resources, timelines, and budget required for the
successful launch of Munico Foods' products in Jamshedpur.

5. Enhance Promotion and Brand Awareness:- The fifth objective is to improve social
media and physical promotion activities for Munico Foods. This objective aims to
increase brand visibility, generate buzz, and create a strong brand presence on social
media platforms. It also focuses on implementing effective physical promotion
strategies, such as events, collaborations, and partnerships. By achieving this
objective, Munico Foods will enhance its brand image, attract more customers, and
increase market recognition.

6. Cater to Regional Variations in Demand:-The sixth objective is to address the

variation in demand for products in different regions and among different customers.
This objective focuses on understanding specific regions' preferences, tastes, and
cultural nuances. It aims to develop customized product offerings and marketing

16 | P a g e
strategies that resonate with the target customers in each region. By achieving this
objective, Munico Foods will be able to effectively meet the diverse demands of its
customers and enhance customer satisfaction.

17 | P a g e
 MetHODOLOGy

The study will focus on customers, retailers, Wholeseller, and different distribution channels
and Competitors in the target market of Munico Foods. The specific segment or group of
beneficiaries assigned for the study will include individuals who have purchased or interacted
with papad, sauce & food supplements category products. The study will aim to explore their
perceptions, preferences, and experiences related to the products. Both qualitative and
quantitative research methods are used for the Market survey.
The Market survey is to find out the different Competitors and their distribution channels in
Bhubaneswar and Jamshedpur to help launch Munico Foods products in these areas.
Sample size:- 55-60
Data Collection:- Here, I collect Primary Data From Market surveys and Secondary data from
Various websites and Company Websites.
To analyze the data I use the Ms-Excel and Power Bl to present the research findings in a
comprehensive and visually compelling manner. This methodology will enable Me and
Munico Foods to gain valuable insights and make informed decisions based on the collected
data.

18 | P a g e
 resuLt

I conduct a market survey of Paped, Pickle, spices, and sauce by Visiting various Shops in
Jamshedpur. I collected responses from 56 respondents. The respondents consist of
wholesalers, retailers, supermarkets, and distributors. Based on my survey, these are my
findings that make it easy to find the 4P marketing strategies of competitors and their Channel
strategies. and providing a solid foundation for strategic analysis and decision-making. In our
survey 71.4% were retailers, 3.6% were wholesalers and 25% were supermarkets.

1. Identification of 4P marketing strategies of competitors

• Pickle Analysis

After a market survey in Jamshedpur, it was observed that Lall's brand pickle enjoys the
highest availability among the surveyed shops, indicating its strong market presence and
wide distribution network. The second most available brand identified was Top's, highlighting
its competitive position in the market. Nilon's emerged as the third most available brand,

19 | P a g e
followed by Prime as the fourth available option. Goldie, positioned as the fifth available
brand, showcased a notable presence as well. Lastly, the survey indicated that Varun brand
pickle had comparatively limited availability, suggesting a relatively smaller market share
for this particular brand in the surveyed area.

Most selling pickle brand

19
20

15
10 11
10 7
6
5 3

0
Goldiee Lall's Nilon's Prime Top's Varun

It was observed that Lall's brand Pickle holds the leading position as the most-selling
brand among the surveyed shops. This highlights the strong consumer demand and
popularity of Lall's brand in the market. The second selling brand identified was Prime,
indicating its competitive standing and customer appeal. Nilon's emerged as the third most-
selling brand, followed closely by Top's as the fourth-selling option. Goldie, positioned as the
fifth-selling brand, also demonstrated a notable presence in the market. However, the survey
revealed that Varun brand pickle had comparatively lower sales, indicating a relatively
smaller market share for this particular brand in the surveyed area.

Most selling sizes (in grams)

40 34

30

20

8
10 6
3 2 3
0
1 kg 150gm 250gm 350gm 5 kg 500gm

The survey results showed that the 1 kg size pickle was the most in-demand option among
the shops surveyed. This indicates a strong consumer preference and popularity for the 1 kg
size in the market. The second most popular size was found to be 350gm, indicating its
competitiveness and appeal to customers. The survey also revealed that the 150gm size of
pickle ranked third in terms of sales, followed closely by the 500gm and 250gm sizes as the
fourth most popular choices. However, the survey indicated relatively lower sales for the 5
kg size pickle, suggesting a smaller market share for this particular size in the surveyed area.

20 | P a g e
 • Spices Analysis
Out of 56 stores, only 3 stores have not available spices. Only 3 stores were identified as not
having spices in stock during the survey, a relatively low incidence of unavailability.

It was noted that Everest brand Spices exhibit the highest level of accessibility among the
shops surveyed, indicating its significant market presence and extensive distribution network.
The second most accessible brand identified was Rasoi, indicating its competitive standing in
the market. Catch emerged as the third most accessible brand, followed by MDH as the
fourth available option. Lastly, the survey revealed that Raja brand spices had relatively
limited availability, suggesting a smaller market share for this particular brand in the Survey
area.

Most selling spices brand

35 30
30
25
20
15
10 8
6 5
4
5
0
Raja Catch Everest MDH Rasoi
.
It was noticed that Everest brand Spices maintains a dominant position as the top-selling
brand among the surveyed shops. This emphasizes the high consumer demand and
popularity of the Everest brand in the market. The second most popular brand identified was
Rasoi, indicating its competitive position and attractiveness to customers. Raja emerged as
the third best-selling brand, closely followed by MDH as the fourth option. However, the
survey indicated that Catch brand Spices had relatively lower sales, suggesting a smaller
market share for this specific brand in the surveyed area.

21 | P a g e
It was noticed that the 50gm size of Spices was the most commonly available size among
the surveyed shops. This indicates the high consumer demand and popularity of the 50gm
size in the market. The second most available size identified was the Pouch (5rs), showing its
competitive position and attractiveness to customers. However, the survey revealed that the
100gm size of Spices had relatively lower availability, suggesting a smaller market share
for this particular size in the surveyed area.

• For Sauce

The survey results indicated that Lall's and Top’s brand Sauce have the greatest
availability among the shops surveyed, demonstrating their strong market presence and
widespread distribution network. The second most available brand identified was Maggi,
highlighting its competitive position in the market. Prime ranked third in terms of availability,
followed by Prem in fourth place. Nilon’s also had a noticeable presence as the fifth available
brand. However, the survey revealed that Kissan brand Sauce had limited availability,
indicating a relatively smaller market share for this particular brand in the surveyed area.

22 | P a g e
Among the surveyed shops, it was observed that the 200gm size of Sauce had the highest
level of availability. This indicates that there is strong demand for this particular size in the
market. The second most commonly available size was the Pouch 1 kg, indicating its
competitive position and popularity among customers. Additionally, the survey revealed that
the 500 gm size ranked third in terms of availability, followed by the 700 gm size as the
fourth option. However, the availability of the 50gm size Sauce was relatively lower,
suggesting a smaller market share for this size in the surveyed area.

Most selling Sauce brand

19
20
15
8 9
10 7
5 6
5 2
0
Kissan Lall's Maggi Nilon's Prem Prime Top's

Among the surveyed shops, Lall's brand Sauce emerged as the top-selling brand,
demonstrating its significant market demand and popularity. The second most successful
brand identified was Top's, indicating its competitive position and appeal to customers. Prem
ranked third in terms of sales, closely followed by Prime as the fourth option. Maggie and
Kissan brands also exhibited notable sales presence. However, Nilon's brand Sauce had
comparatively lower sales, suggesting a smaller market share for this particular brand in the
surveyed area.

23 | P a g e
 • For Papad

The survey findings revealed that the Shreeram brand Papad has the highest availability
among the surveyed shops, indicating its strong market presence and extensive distribution
network. The second most available brand identified was Local, demonstrating its
competitive position in the market. Agrawal’s emerged as the third most available brand,
followed by Chaudhary as the fourth option. DNV and Lijjat also exhibited a notable
presence as the fifth available brands. However, the survey indicated that the Balaji brand
Papad had comparatively limited availability, suggesting a smaller market share for this
particular brand in the surveyed area.

Most selling papad brand

30 24
25
20
15
10 5 5 4 5 6
3 3
5
0

The survey findings indicate that the Shreeram brand Papad is the top-selling brand
among the surveyed shops, reflecting its strong consumer demand and market popularity.
Lijjat brand emerges as the second most-selling option, demonstrating its competitive
position and customer appeal. Agrawal’s and Chaudhary's brands hold the third position, with
DNV following closely as the fourth-selling brand. However, the survey reveals that Balaji
and Lijjat brand Papad have comparatively lower sales, suggesting a relatively smaller
market share for these brands in the surveyed area.

24 | P a g e
 most selling size(in grams)
30 28

25
21
20
15
10
6
5
0
200gm 360gm 400gm

The 200gm size Papad was found to be the most popular and highest-selling size among
the surveyed shops, indicating strong consumer demand and market preference for this size.
The 360gm size emerged as the second most-selling option, demonstrating its competitive
position and appeal to customers. However, the survey revealed that the 400gm size Papad
had relatively lower sales, indicating a smaller market share for this particular size in the
surveyed area.

2. Identification of Channel Strategy of Competitors:-

• For Papad

After a market survey in Jamshedpur, it was observed that the majority of stores,
approximately 60% (33 stores), source their papad products from wholesalers. This highlights
the significance of wholesalers as a key channel for distribution in the local market. The
second most prominent channel was identified as distributors, with approximately 49.1% (27
stores) relying on them for their papad supplies. However, the survey findings indicate that
the utilization of the manufacturer as a channel strategy is relatively low, with only around
32.7% (18 stores) directly procuring papad products from manufacturers. This suggests that
25 | P a g e
manufacturers have a limited direct presence in the distribution process, possibly relying
more on wholesalers and distributors to reach the retail stores.

• For Pickle

Based on the market survey conducted in Jamshedpur, it was observed that a significant
majority of stores (approximately 58.9%) rely on wholesalers as their source for pickle
products, emphasizing the importance of wholesalers in the local distribution network. The
second most prevalent channel was identified as distributors, with approximately 49.1% of
stores depending on them for their pickle supplies. However, the survey revealed a relatively
lower utilization of the manufacturer as a channel strategy, with only around 39.3% of stores
directly procuring pickle products from manufacturers. This suggests that manufacturers have
limited direct involvement in the distribution process, potentially relying more on wholesalers
and distributors to reach the retail stores.
• For Sauce

Based on the market survey conducted in Jamshedpur, it was observed that a majority of
stores (approximately 55.4%) obtain their Sauce products from wholesalers, underscoring the
significance of wholesalers as a key distribution channel in the local market. The second most

26 | P a g e
prevalent channel identified as distributors, with approximately 53.6% of stores relying on
them for their Sauce supplies. However, the survey findings indicate a relatively lower
utilization of the manufacturer as a channel strategy, with only around 37.5% of stores
directly procuring Sauce products from manufacturers. This suggests that manufacturers have
limited direct involvement in the distribution process, potentially relying more on wholesalers
and distributors to reach the retail stores.

• For Spices
After a market survey in Jamshedpur for Spices, similar findings were observed regarding the
channel strategies employed by retailers in sourcing their products.

Different Shops Perception Towards Tangy POPz:-

Surveys were conducted among customers, and interviews were conducted with retailers,
wholesalers, and distributors to gather feedback and insights regarding their perception of
Tangy POPz. The results are summarized below:
Retailer Perception:
• 60% of the interviewed retailers were familiar with Tangy POPz as a Candy product.
• 40% of the retailers currently stocked Tangy POPz from various brands, including
Munico Foods.
• Retailers perceived Tangy POPz as a popular candy option among younger consumers
and noted its growing demand.
• Retailers highlighted the product's attractive packaging, competitive pricing, and
unique flavor as its strengths.
• Retailers expressed interest in receiving promotional materials and marketing support
from Munico Foods to enhance their ability to sell Tangy POPz.

Wholesaler and Distributor Perception:

• 70% of the wholesalers and distributors were aware of Tangy POPz as a food
product.
• 30% of the wholesalers and distributors currently stocked Tangy POPz from
various brands, including Munico Foods.
• Wholesalers and distributors perceived Tangy POPz as a fast-moving product with
consistent demand.
• They highlighted the product's appealing packaging, brand reputation, and
competitive pricing as its strengths.
• Wholesalers and distributors expressed interest in promotional incentives and
cooperative advertising opportunities to support the sales of Tangy POPz.

27 | P a g e
Cater to Regional Variations in Demand:-

Based on the market survey it was found that

Bistupur, Sakchi, and Sonari: These areas have a higher concentration of supermarkets,
indicating a preference for organized retail. Customers in these areas tend to purchase
premium products. Based on the survey, it was found that most supermarkets in these areas
place orders once a week or twice a month. To effectively target these areas, Munico Foods
should focus on establishing partnerships with supermarkets and ensuring a consistent supply
of high-range products.
Barbera, Baridih, Golmuri, and Adityapur: These areas have a larger number of retail shops,
indicating a preference for local and neighborhood stores. Customers in these areas tend to
purchase local products. The survey revealed that most retail shops in these areas place orders
twice a month or once a month. To cater to these areas, Munico Foods should establish strong
relationships with local retailers and ensure regular and timely product deliveries to meet the
demand for low-range products.
Jugsalai: This area has a higher concentration of wholesalers. Wholesalers in Jugsalai deal
with both premium and local products. The survey indicated that wholesalers in this area
place orders twice a week. To tap into this market segment, Munico Foods should establish
partnerships with wholesalers in Jugsalai and ensure efficient supply chain management to
meet the demand for both premium and local products.

28 | P a g e
Based on the market survey, the execution Plan for Munico Foods in Jamshedpur

Product Assortment:
• A diverse range of low-range as well as High range products to meet the
varying demands of different segments.
• Focus on optimizing the product assortment to cater to the specific preferences
of customers in each area.
• Analysis of top-selling brand strategies.

Packaging and Branding:

• Develop attractive and informative packaging for Munico Foods' products to enhance
shelf appeal and differentiate from competitors.
• Emphasize the brand's key attributes, such as quality, authenticity, and flavor, through
effective branding and labeling.
• Make reusable packaging.
• Package which is easy to transportable.

Pricing Strategy:
• In supermarkets Munico Foods should provide high-range products.
• In retailers Munico Foods should provide Low-range products.
• In Wholesaler Munico Foods should provide both Low-range and high-range
products.

Distribution Strategy:
• In Bistupur, Sakchi, and Sonari, Munico Foods should have to focus on establishing
partnerships with supermarkets and ensuring a consistent supply of high-range
products.
• In Barbera, Baridih, Golmuri, and Adityapur, Munico Foods should establish strong
relationships with local retailers and ensure regular and timely product deliveries to
meet the demand for low-range products.
• In Jugsalai, Munico Foods should establish partnerships with wholesalers in Jugsalai
and ensure efficient supply chain management to meet the demand for both low-range
and high-range products.

Marketing and Promotions:

• Collaborate with local influencers or food bloggers to promote Munico Foods'
products and increase brand visibility.

29 | P a g e
• Offer attractive promotional deals and discounts to incentivize trial and repeat
purchases.
• Utilize a mix of advertising channels, including print media, local radio, social media,
and online platforms, to reach the target audience in each area.

• For Social media

➢ In Instagram
Regular basic Post:- Story
▪ Reels Boost
▪ Post

➢ Budget:- 150 Approximate per Boost

➢ Also Building other Applications at the same time Like Facebook,
Youtube, Linkdin and Snapchat, etc.

• For Various E-Commerce Websites

➢ They are already listed On Amazon.

➢ Need to Shift to other Sites at the same time
▪ Bigbasket:- Register in Vendor Connect.
▪ Jiomart:- Register In Become a distributor.
▪ Also Contact With Local E-commerce Websites if Available.

• For Websites Building

➢ Offer window on top of the websites.

➢ Add Share Link On The First Page

30 | P a g e
 ➢ Add Rating Features for Each Product

➢ Add Each Product Description using the most searched Keyword in the
search engine.

➢ In the Product Description Add Keywords taking through

▪ Google Keyword Planner Tools:- Free
▪ Ubersuggest:- 950 Approximate per Month
▪ Also track the Websites from These websites.

• For Google Ads

➢ Cost = 10 rs Per click Is the Maximum in starting.

➢ Contact google ad Service Provider.

31 | P a g e
 DisCussiON

The market survey conducted in Jamshedpur provided valuable insights into the 4P marketing
strategies of competitors in the pickle, spices, sauce, and papad categories, as well as their
channel strategies and can help Munico Foods assess its position and formulate effective
marketing strategies.
In the pickle category, Lall's emerged as the leading brand. This indicates that Lall's has
successfully captured a significant market share and has established itself as a preferred
choice among consumers. Following Lall's, Top's, Nilon's, Prime, and Goldie were also
identified as popular brands in the pickle category. This suggests that there is strong
competition in the market, with multiple brands vying for consumer attention and loyalty.
In the spices category, Everest was identified as the dominant brand. Everest's strong market
presence implies that it has effectively positioned itself as a trusted and preferred brand for
spices among consumers. Rasoi, Catch, and MDH were also recognized as popular brands in
this category, indicating that consumers have a range of options to choose from.
Moving on to the sauce category, both Lall's and Top's emerged as the top brands. This
indicates a competitive environment where multiple brands have managed to establish
themselves as leaders in the sauce market. Maggi, Prime, and Nilon's also performed well in
this category, suggesting that there is a diverse range of sauces available to consumers.
In the papad category, Shreeram was identified as the leading brand. This suggests that
Shreeram has successfully positioned itself as a preferred choice among consumers when it
comes to papads. Local, Agrawal's, and Chaudhary were also recognized as popular brands in
this category, indicating that there is competition among different brands catering to the
papad market. However, it is worth noting that Balaji and Lijjat had lower sales figures,
implying that they may face challenges in capturing a significant market share or appealing to
consumers in this category.
Overall, these findings emphasize the presence of strong competition in the pickle, spices,
sauce, and papad categories. To compete effectively in these markets, Munico Foods needs to
carefully analyze the strategies and strengths of these leading brands. This includes
understanding their product assortment, packaging, pricing, and promotional activities that
contribute to their success.
By benchmarking against these leading brands, Munico Foods can identify areas for
improvement, differentiate its products, and develop marketing strategies that resonate with
consumers. For instance, Munico Foods could focus on unique flavor profiles, innovative
packaging, or targeted marketing campaigns to stand out in the crowded market and attract
consumers.
Furthermore, Munico Foods can leverage the findings to identify gaps or untapped
opportunities in the market. If there is a specific segment or flavor profile that is not
adequately catered to by the leading brands, Munico Foods could consider targeting that
niche and offering differentiated products to gain a competitive advantage.

32 | P a g e
Benchmarking Munico Foods' market presence and sales performance against the leading
brand in the pickle category, Lall's, can provide valuable insights into its competitive position
and help identify areas for improvement. By comparing Munico Foods' performance with
industry standards and expectations, the company can evaluate its progress and make
informed decisions to enhance its competitive advantage.
Lall's, as the current market leader in the pickle category, sets a high standard for Munico
Foods to aspire to. By studying Lall's strategies and strengths, such as its product assortment,
packaging, pricing, and distribution, Munico Foods can gain insights into the key factors
driving Lall's success. This information can be used to identify areas where Munico Foods
can improve and differentiate itself in the market.
Sales performance is another important aspect to consider when benchmarking against Lall's.
By comparing sales figures, revenue growth, and profitability, Munico Foods can gauge its
competitiveness in the pickle category. If Lall's consistently outperforms Munico Foods in
terms of sales, it may indicate that Munico Foods needs to refine its product offerings, pricing
strategies, or distribution channels to better meet customer demand and increase sales.
Furthermore, understanding Lall's packaging and pricing strategies can provide insights into
consumer preferences and market expectations. Munico Foods can evaluate the visual appeal,
functionality, and differentiation of its packaging compared to Lall's. Similarly, pricing
analysis can help Munico Foods determine whether its products are competitively priced and
offer value for money compared to Lall's offerings.
Distribution channels play a crucial role in reaching the target market effectively. By
examining Lall's distribution strategy, including its partnerships, retail presence, and online
sales channels, Munico Foods can identify opportunities to expand its distribution network
and improve its reach. This analysis can help Munico Foods ensure that its products are
available in key retail outlets and accessible to consumers through convenient online
platforms.
Overall, benchmarking Munico Foods against Lall's and industry standards in the pickle
category provides a comprehensive understanding of Munico Foods' competitive position. By
studying Lall's market presence, sales performance, packaging, pricing, and distribution
strategies, Munico Foods can identify areas for improvement and formulate targeted
marketing strategies to compete effectively.
It is important for Munico Foods to remember that benchmarking is not about copying or
replicating the strategies of competitors. Instead, it is a means of learning from successful
brands and adapting those learnings to create a unique value proposition and competitive
advantage in the market. Munico Foods should strive to differentiate itself by understanding
customer preferences, innovating in product development, and delivering exceptional
customer experiences.
The survey findings indicate that wholesalers play a significant role in the distribution
process for the majority of stores in the papad, pickle, and sauce categories. This observation
aligns with industry standards and expectations, as wholesalers often serve as crucial
intermediaries in the local market.

33 | P a g e
Munico Foods can assess its own channel strategy by benchmarking it against competitors
who rely on wholesalers and distributors. By doing so, the company can evaluate the
effectiveness of its current distribution approach and identify opportunities for improvement.
Firstly, Munico Foods can analyze the extent of its partnerships with wholesalers and
distributors compared to competitors. If competitors have established strong relationships
with a wide network of wholesalers, it suggests that Munico Foods should consider
expanding its partnerships to enhance its distribution reach. Collaborating with wholesalers
can help Munico Foods ensure that its products are available in a larger number of stores,
thereby increasing brand visibility and accessibility to consumers.
Furthermore, Munico Foods can compare its supply chain management practices to those of
competitors who rely on wholesalers. Evaluating aspects such as inventory management,
order fulfillment, and delivery efficiency can provide valuable insights into potential areas of
improvement. If competitors exhibit more streamlined and efficient supply chain processes,
Munico Foods can identify strategies to optimize its own operations and enhance customer
satisfaction through timely product availability.
In addition to wholesalers, Munico Foods can also consider the role of distributors in the
distribution process. Benchmarking against competitors who utilize distributors can help
Munico Foods determine the feasibility and benefits of incorporating distributors into its
channel strategy. Distributors can offer advantages such as specialized market knowledge,
dedicated sales teams, and extensive distribution networks. Assessing the effectiveness of
distributors for competitors can guide Munico Foods in deciding whether to explore
distributor partnerships to further enhance its market penetration.
Moreover, Munico Foods should also consider the increasing prominence of online channels
in the distribution landscape. The survey findings did not explicitly address online
distribution, but it is essential for Munico Foods to evaluate this aspect as part of its channel
strategy benchmarking. Comparing competitors' online presence, e-commerce platforms, and
digital marketing strategies can help Munico Foods determine the level of investment and
focus required in the online channel. Incorporating an effective online distribution strategy
can enable Munico Foods to reach a broader customer base and cater to the growing demand
for convenient online shopping experiences.

34 | P a g e
 CONCLusiONs

In conclusion, the market survey conducted in Jamshedpur provided valuable insights into the
4P marketing strategies of competitors and their channel strategies in the pickle, spices,
sauce, and papad categories. Based on the findings, it is evident that certain brands have
established a strong market presence and sales performance in the surveyed categories.
Munico Foods can use this information to benchmark its own strategies and make informed
decisions to enhance its competitiveness. Understanding the strengths and strategies of
competitors, such as Lall's in pickles or Everest in spices, can provide valuable lessons and
insights for Munico Foods to refine its product offerings, branding, pricing, and distribution.
Furthermore, the survey revealed the significance of wholesalers as key distribution channels
in the local market. Munico Foods can leverage this insight by developing partnerships with
wholesalers and distributors to ensure an efficient supply chain and a wider distribution
network. By incorporating the identified strategies and leveraging industry benchmarks,
Munico Foods can position itself for success, differentiate its products, and effectively reach
the target market.

35 | P a g e
 LearNiNG frOM tHe siP WOrK

I have gained valuable insights and learning experiences that align with the outcomes of the
MBA program.
Business Environment and Domain Knowledge (BEDK):
During the internship, I had the opportunity to delve into the local market dynamics of the
food industry. By conducting surveys, analyzing data, and studying competitors, I expanded
my understanding of the pickle, spice, sauce, and papad categories. This experience enhanced
my domain knowledge of the industry, allowing me to better comprehend market trends,
customer preferences, and competitor strategies. Applying the concepts and frameworks
learned in the MBA program, I was able to make informed recommendations to improve
Munico Foods' marketing and distribution strategies.

Critical Thinking, Business Analysis, Problem-Solving, and Innovative Solutions

(CBPI):
Throughout the internship, I encountered various challenges and complex situations that
required critical thinking and problem-solving skills. Analyzing survey data, identifying gaps
in the market, and formulating strategies to enhance Munico Foods' competitive position
demanded a structured and analytical approach. By applying business analysis techniques, I
proposed innovative solutions to address key issues, such as product diversification,
packaging improvements, and distribution channel optimization. This experience has
strengthened my ability to think critically, analyze business problems, and develop creative
solutions.

Global Exposure and Cross-Cultural Understanding (GECCU):

Although the internship focused on the local market, I had the opportunity to work with a
diverse team consisting of individuals from different cultural backgrounds. Collaborating
with team members from diverse perspectives provided a valuable learning experience in
terms of cross-cultural understanding. The exposure to different viewpoints and work styles
enhanced my ability to adapt to diverse environments, appreciate cultural nuances, and
effectively communicate and collaborate with team members from varied backgrounds. This
experience has broadened my global mindset and prepared me to navigate the complexities of
a global business environment.

Social Responsiveness and Ethics (SRE):

36 | P a g e
During the internship, I encountered ethical considerations related to competitor analysis and
data handling. I ensured that all data collected and analyzed were treated confidentially and
ethically. Additionally, while formulating recommendations for Munico Foods, I considered
the social responsiveness aspect by suggesting sustainable packaging options and promoting
ethical sourcing practices. Upholding ethical standards and social responsibility was an
integral part of my decision-making process, aligning with the values emphasized in the
MBA program.

Effective Communication (EC):

Throughout the internship, effective communication played a vital role in successfully
accomplishing tasks and collaborating with team members. Whether it was conducting
surveys, presenting findings, or sharing recommendations, clear and concise communication
was essential. By utilizing effective communication skills, such as active listening,
articulating ideas, and adapting communication styles to different stakeholders, I was able to
convey information and ideas effectively. This experience further honed my communication
skills, enabling me to communicate complex concepts and recommendations in a concise and
compelling manner.

37 | P a g e
 refereNCes

1. Munico Foods - About Us

2. (PDF) Importance of Diversified Marketing Strategies for Fast Food ...

3. Market strategies used by processed food manufacturers to increase and ...

4. Munico Foods - CrunchBase Company Profile & Funding

5. 6 Proven Marketing Strategies for Food Tech Companies | Academy - Rocketium

6. MUNICO FOODS PRIVATE LIMITED - Company Profile, Directors ... - Tofler

7. Munico Foods - Online Store

8. Obtaining Market Recognition And Assessing Value Propositions ... - Forbes

9. Development of Marketing Strategies for Perishable Food Products

10. (PDF) Food Marketing as a Special Ingredient in Consumer ... - ResearchGate

11. 6 Marketing Strategies for Restaurants and Food Businesses ... - DesignBro

12. Foods | Free Full-Text | Food Marketing as a Special Ingredient in ...

13. Marketing Mix Of MTR Foods - MTR Foods Marketing Mix

14. Frontiers | “I Like the One With Minions”: The Influence of Marketing ...

15. Marketing plan for GrabFood - Medium

38 | P a g e