Markting stretagy of P&G

MINOR PROJECT REPORT
On
MARKTING STRETAGY OF P&G
Submitted in partial fulfillment of the requirement of
Bachelors of Business Administration (BBA)
Guru Gobind Singh Indraprastha University,
Delhi
Faculty Guide Submitted By:
Dr. DK Vaid Yogesh Gupta
Dean, Dspsr Enroll. No. 01682501714

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ACKNOWLEDGEMENT
I would like to take an opportunity to thank all the people who helped me in collecting
necessary information and making of the report. I am grateful to all of them for their
time, energy and wisdom.
Getting a project ready requires the work and effort of many people. I would like all
those who have contributed in completing this project. First of all, I would like to
send my sincere thanks to MR. DK VAID for his helpful hand in the completion of
my project.
NAME: YOGESH GUPTA

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TABLE OF CONTENTS
1. Introduction to the Industry .......................................................................................1
2. Objectives…………………………………………………….…………………………………………………………………1
3. Introduction to the Company ................................................................................... 16
4. SwotAnalysis ………………………………………………………………………………………………………………..41
5. Research Methodology............................................................................................. 42
6. Facts and Findings .....................................................................................................47
7. Data Analysis and Interpretation ................................................................................48
8. Conclusion and Recommendation...............................................................................58
9. Bibliography .............................................................................................................56

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CHAPTER -1
Introduction to the Industry
Salespromotionakeyingredientinmarketingcampaigns,consistsof a collection of incentive tools,
mostly short term, designed to stimulate quicker or grater purchase of particular products or
services by consumers or the trade.
Whereas advertising offers a reason to buy, sales promotion offers an incentive to buy. Sales
promotionincludestoolsforconsumerpromotion(samples,coupons,cashrefund offers, prices off,
premiums,prizes,patronage rewards, free trials, warranties, tie-in promotions, cross-promotions,
point-of-purchasedisplays,anddemonstrations);trade promotion(price off,advertising and display
allowances,andfree goods);andbusinessandsales-forcepromotion(trade showsandconventions,
contestsforsalesreps,andspecialtyadvertising).CompaniesinIndia have been launching a variety
of consumer promotions, emphasizing the growing importance of promotions in the company’s
communicationstrategy.“Marketing Memo: Consumer promotions in the Indian market” provides
an empirical view of the different types of promotions in India.
Objectives
Sales promotions tools vary in their specific objectives. A free sample stimulates consumer trial,
whereas a free management-advisory services aims at cementing a long-term relationship with a
retailer.
Sellers use incentive-type promotions to attract new triers, to reward loyal customers, and to
increase the repurchase rates of occasional users. Sales promotions often attract brand switchers,
who are primarily looking for low price, good value, or premiums. Sales promotions generally are
unlikely to turn them into loyal users, although they may be induced to make some subsequent
purchases. Sales promotions used in markets of high brands similarity can produce a high sales
response in the short run but little permanent gain in market share. In markets of high brand

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dissimilarity,salespromotionsmaybe able toaltermarketsharespermanently.In addition to brand
switching, consumer may engage in stockpiling –purchasing earlier than usual (purchase
acceleration) or purchasing extra quantities. But sales may then hit a post-promotion dip.
A number of sales promotions benefits flow to manufacture and consumers. Sales promotions
enable manufacturers to adjust to short term variations in supply and demand. They can always
discountit.Theyinduce consumerstotrynew productsinsteadof neverstraying from current ones.
Theyleadto more variedretail formats,suchasthe everyday –low-price store andthe promotional-
pricing store. For retailers, promotions may increase sales of complementary categories (cake mix
promotionsmayhelptodrive frosting sales) as well as induce some store switching by consumers.
They promote greater consumer awareness of prices. They permit manufactures to sell more than
they would normally sell at the list price. They help the manufacturer adapt programs to different
consumer segments. Consumers themselves enjoy some satisfaction from being smart shoppers
when they take advantage of price specials.
Service marketersalsoemploysalespromotionstoachieve marketingobjectives.Some service firms
use promotions to attract new customers and establish loyalty.
Advertising versus promotion
A decade ago,the advertising-to-sales-promotion ratio was about 60:40. today, in many consumer-
packaged-goods companies, sales promotions accounts for 75 percent of the combined budgets (
roughly 50 percent is trade promotion and 25 percent is consumer promotion). Sales promotion
expenditures have been increasing as a percentage of budgt expenditure annually for the last two
decades. In India, the spending on sales promotions is estimated to have grown by 500 to 600
percent during the last few years. Several factors contribute to this rapid, growth particularly in
consumer markets.
Promotion is now more accepted by top management as an effective sales tool; more product
managers are qualified to use sales promotion tools; and product manager are under greater
pressure toincrease currentsales.Inaddition,the numberof brandshasincreased;competitors use

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promotions frequently; many brands are seen as similar; consumer are more price-oriented; the
trade has demandedmore dealsfrommanufactures;andadvertisingefficiencyhasdeclinedbecause
of rising costs, media clutter, legal restraints.
There isdanger,however,inlettingadvertisingtake toomuchof a back seatto promotions,because
adverting typically builds brand loyalty. The question of whether or not sales promotion weakens
brand loyalty is subject to interpretations. Sales promotion, with its incessant price off, coupons,
deals,andpremiums,maydevaluethe productofferinginbuyer’sminds. However, before jumping
to any conclusion,we need to distinguish between price promotion and added-value promotions.
Certain types of sales promotion can actually enhance brand image. The rapid growth of sales
promotion media had created clutter. Manufacturers have to find ways rise above the clutter-for
instance, by offering larger coupon-redemption values or using more dramatic point-of-purchase
displays or demonstrations.
Usually, when a brand is price promoted too often, the consumer begins to devalue it and buy it
mainly when it goes on sale. So there is risk in putting a well-known brand on promotion over 30
percent of the times.
Dominantbrandsofferdealslessfrequently,because most deals subsidize only current users. Prior
researchhas shownthatsalespromotionsyieldfasterandmore measurableresponses in sales than
advertisingdoesbutdonottendtendto yieldnew,long-termbuyersinmature markets.Loyal brand
buyers tend not to change their buying patterns as a result of competitive promotion. Advertising
appears to be more effective at deepening brand loyalty.
There is also evidence that price promotions do not build permanent total –category volume. One
study of more than 1000 promotions concluded that only 16 percent paid off. Small-share
competitorsfindit advantageous to use sales promotion, because they cannot afford to match the
market leaders’ large advertising budgets; nor can they obtain shelf space without offering trade
allowances or stimulate consumer trial without offering

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incentives.Price competitionisoftenuse dbya small brandseekingtoenlarge inshare, but it is less
effective category leader whose growth lies in expanding the entire category. The upshot is that
manyconsumer-packaged-good companies feel they are forced to use more sales promotion than
they wish. They blames heavy use of sales promotion for decreasing brand loyalty, increasi ng
consumer price sensitivity, brand-quality-image dilution, and a focus on short-run marketing
planning.
Major Decisions
In using sales promotion, a company must establish its objectives, select the tools, develop the
program, present the program, implement and control it, and evaluate the results.
Establishing objectives
Salespromotionobjectivesare derivedfrombroaderpromotionobjectives, which are derived from
more basic marketing objectives developed for the product. For consumers, objectives include
encouragingpurchase of large-sized units, building trial amount non users, and attracting features
away from competitors brands. Ideally, promotions with consumer would have short run sales
impactas well aslongrun brand equityeffects.For retailer, objectives include persuading retailers
to carry the new items and higher level of inventory, encouraging off-season buying, encouraging
stockingof retail items,offsettingcompetitive promotions,buildingbrand loyalty, and gaining entry
intonewretail outlets.Forthe salesforce,objectivesinclude encouragingsupportof new product or
model, encouraging more prospecting and stimulating off-season sale.
SELECTING CONSUMER PROMOTION TOOLS:-
The promotion planner should take into account the type of market, sales promotions objective,
competitivecondition,andeachtool’scosteffectiveness.We candistinguishbetweenmanufacturer
promotionsandretailerpromotion.The formerare illustratedbythe autoindustry’sfrequentuse of
rebates, gives to motivate test drives and purchase and

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high value trade in credit. The letter includes price cuts, feature advertising, retailer coupons, and
retailer contest or premiums.
We can alsodistinguishbetweensalespromotional toolsthatconsumerfranchise-buildingandthose
that are not.The formerimparta sellingmessage withthe deal,asinthe case free sample,
frequencyawards,couponswhentheyinclude asellingmessage andpremiumswhentheyare
relatedtothe product. Salespromotiontoolsthattypicallyare notbrand-buildinginclude price of
pack, consumerpremiumnotrelatedtoaproduct containsandsweepstake,consumerrefunds
offers,andtrade allowance.Consumerfranchise-buildingpromotionsoffersthe bestof bothworld-
theybuildbrandequitywhilemovingproduct.
Sales promotion seems most effective when used together with advertising. In one study, a price
promotionalone producedonlya15 percentincrease insalesvolume.Whencombinedwithfeature
advertising, salesvolume increased19percent;whencombinedwithfeature advertisingand a point
of purchase display, sales volume increased 24 percentages.
SELECTING TRADE PROMOTION TOOLS
Manufactures use a number of trade promotion tools. Surprisingly, a higher proportion of the
promotionpie isdevotedtotrade promotiontools(46.9percent) thanto consumerpromotion (27.9
percent). Manufacturers award money to the trade (1) to persuade the retailer or wholesaler to
carry the brand; (2) to persuade the retailer or wholesaler to carry more units than the normal
amount;(3) to induce retailerstonpromote the brandbyfeaturing,displayprice reductions; and (4)
to stimulate retailers and their sales clerks to push the product.
The growing power of large retailers has increased their ability to demand trade promotion at the
expense of consumerpromotionandadvertising.These retailersdependon promotion money from
the manufacturers.Nomanufacturerscouldunilateral stop offering trade allowance without losing
retailer support. The company’s sales force and its brand managers are often at odds over trade
promotions. The sales force say that the

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local retailerswill not keeps the company’s products on the shelf unless they received more trade
promotion money , whereas the brand managers want to spend the limited funds on consumer
promotion and advertising.
Manufacturerfacesseveral challengesinmanagingtrade promotions.First,theyoftenfinditdifficult
to police retailers to make sure they are doing what they agreed to do. Manufacturers are
increasinglyinsistingonproof of performance before paying any allowance. Second, more retailers
are doingforwardbuying- thatis,buyingagreaterquantityduring the deal periodthan they can sell
duringthe deal period.Retailersmight respond to a 10- percent-off-case allowance by buying a 12-
week or longer supply. The manufacturer has to schedule more production than planned and bear
the costs of extra work shifts and overtime. Third, retailers are doing more diverting buying more
casesthan neededinaregioninwhichthe manufacturerofferedadeal, and shipping the surplus to
theirstoresin nondeal regions. Manufacturer are trying to handle forward buying and diverting by
limitingthe amounttheywillsellata discount,orproducinganddeliveringlessthanthe full order in
an effort to smooth production.
SELECTING BUSINESS AND SALES FORCE PROMOTION TOOLS
`Companiesspendlarge amountsof moneyonbusiness andsalesforce promotiontools.These tools
are use to gather business leads, impress and reward customers, and motivate the sales force to
greatereffort.Companiestypicallydevelop budgets for each business promotion tools that remain
fairly constant from year to year.
DEVELOPING THE PROGRAM
In planningsalespromotionprograms,marketersare increasinglyblendingseveral mediaintoatotal
campaign concept.
In decidingtouse a particularincentive,marketershave several factors to consider. First, they must
determine the size of the incentive. A certain minimum is necessary if they promotion to succeed.
Second,the marketingmanagermustestablishconditionforparticipation.Incentives might to offer

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to everyone select groups. Third, the marketer has to decide on the duration of the promotion.
According to one research, the optimal
frequency is about three weeks per quarter, and optimal duration is the length of the average
purchase cycle. Fourth, the marketer must choose a distribution vehicle. Fifth, the marketing
manager must establish the timing of promotion. Finally, the marketer must determine the total
sales promotion budget. The cost of a particular promotion consist of the administrative cost
(printing, mailing, and promotion the deal) and the incentive cost (cost of premium or cents-off,
includingredemptioncost),multipliedbythe expectednumberof unit that will be sold on the deal.
In case of a coupon deal, the cost would take in account the fact that only a fraction of the
consumers will redeem the coupons.
PRETESTING, IMPLEMENTING, CONTROLLING, AND EVALUATING THE
PROGRAM
Although most sales promotion program are designed on the basis of experience, pretest can
determine if the tools are appropriate, the incentive size optimal, and the presentation method
efficient. Consumer can be asked to rate or rank different possible deals, or trail test can be run in
limited geographic areas.
Marketingmanagermustprepare implementationandcontrol plansthatcoverlead time and sell-in
time foreach individual promotion.Leadtime isthe time necessary to prepare the program prior to
launching it: initial planning, designing and approval of package modification or material to be
mailed or distributed; preparation of advertising and point of sale materials; notification of field
sales personnel; establishment of allocation of individual distributor; purchasing and printing of
special premiums and packaging materials; production of advance inventory in preparation for
release at a specific date; and, finally, the distribution to the retailer. Sell-in-time begins with the
promotional launch and ends when approximately 95 percent of the deal merchandise is in the
hands of consumers.
Manufactures can evaluate the program using three methods: sales data, consumer surveys, and
experiments. The first method involves scanner sales data. Marketers can analyze the types of

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people who took advantage of the promotion, what they bought before the promotion, and how
they behaved later toward the brand and others brands.
Did the promotion attract new triers and also stimulate more purchasing by existing customers?
In general,salespromotionsworkbestwhentheyattractcompetitors’customerwho they switch. If
the company’s product is not superior the brand’s share is likely to return to its pre-promotional
level. Consumer survey can be conducted to learn how many recall the promotion, what they
thought of it, how many took advantage of it, and how the promotion affected subsequent brand-
choice behavior. Sales promotion can also be evaluated through experiments that vary such
attributes as incentive value, duration, and distribution media.
There are additional costsbeyondthe costof specific promotions.First, promotions might decrease
long-run brand loyalty. Second, promotions can be more expensive than they appear. Some are
inevitablydistributed to the wrong consumers. Third, there are the costs of the special production
runs, extra sales force efforts, and handling the requirements. Finally certain promotion retailers,
who may demand extra trade allowances or refuse to cooperate.
FLOW CHART OF HOW TO GO ABOUT DECIDING & EVALUATING PROMOTIONAL MIX
Research
ENVIRONMENT
ASESSMENT
CONSUMER ASSESSMENT

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Stage
Strategi
Stage
Advertising Personal
Selling
Sales
Promotion
POS/Pckg.PR Dir. Mktg
Creative
Decisions
Media
Decisions
Creative Evaluation and
ResponseEvaluation
THE PROMOTIONAL TOOLS

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Several promotional tools can used to communicate with individuals, groups, and organizations.
Whenan organizationcombinesspecificelementstopromote aparticularproduct,that combination
constitutesthe promotionalmix forthatproduct.The five possibleelementsof a promotion mix are
advertising, personal selling, public relations, direct marketing and sales promotion.
The four Possible Elements of a Promotion Mix are:
Advertising
Advertisingisanypaidformof nonpersonal presentationandpromotionof ideas, goods, or services
by an identifiedsponsor.Advertisersinclude not only business firms, but also museums, charitable
organizations, and government agencies that direct messages to target publics. Ads are a cost-
Personal
Selling
A Advertising Public
relations
Sales
promotion

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effective way to disseminate messages, whether to build brand preference for Coca-Cola or to
educate people to avoid hard drugs.
Advertising Objectives
The advertisingobjectivesmustflowfrompriordecisionsontarget market, market positioning, and
marketing mix.
Advertising objectives can be classified according to whether their aim is to inform, persuade,
remind, or reinforce. They aim at different stages in the hierarchy of effects.
 Informative advertising aims to create awareness and knowledge of new products or
new features of existing products.
 Persuasive advertising aims to create liking, preference, conviction, and purchase of a
product or service. Some persuasive advertising uses comparative advertising, which
makes an explicit comparison of the attributes of two or more brands.
 Reminder advertising aims to stimulate repeat purchase of products and services.
 Reinforcement advertising aims to convince current purchasers that they made the
rightchoice.Automobileadsoftendepictsatisfied customers enjoying special features
of their new cars.
The following qualities about advertising can be noted:
 Public presentation:
Advertising’s public nature confers a kind of legitimacy on the product and also suggests a
standardized offering.
 Pervasiveness:
Advertising permits the seller to repeat a message many times. It also allows the buyer to receive
and compare the messagesof variouscompetitors.Large-scale advertising says something positive
about the seller’s size, power, and success.
 Amplified expressiveness:

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Advertisingprovidesopportunitiesfor dramatizing the company and its products through the artful
use of print, sound, and colour.
 Impersonality:
The audience does not feel obligated to pay attention or respond to advertising. Advertising is a
monologue in front of, not a dialogue with, the audience.
Advertisingcanbe used to build up a long-term image for a product (coca-cola ads) or trigger quick
sales.Advertisingcanefficientlyreachgeographicallydispersedbuyers.Certain forms of advertising
(TV advertising) can require a large budget, whereas other forms (newspaper advertising) do not.
Just the presence of advertising might have an effect on sales: consumers might believe that a
heavily advertised brand must offer “good value.”
The major advertising media along with their costs, advantages, and limitations are profiled in the
table below.
CHAPTER 2
Medium Advantages Limitations
Newspaper flexibility; timeliness; good local short life; poor reproduction
Market coverage; broad acceptance quality; small “pass-along”
Audience
Television combines sight, sound, and motion; high absolute cost; high clutter;
appealing to senses; high attention fleeting exposure
Direct mail audience selectivity; flexibility; no ad relatively high cost; “junk
competition within the same medium mail” image
Radio mass use; high geographic and audio presentation only; lower
demographic selectivity; low cost attention than TV; fleeting
exposure
Magazines high geographic and demographic long ad purchase lead time;
selectivity; credibility and prestige; some waste circulation; no
high-quality reproduction guarantee of position

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INTRODUCTION
2.1. Overview of Industry as whole
INTRODUCTION:
P&G Home Products Limited is one of India's fastest growing Fast Moving Consumer Goods
Companies that has in its portfolio P&G's global brands such as Ariel and Tide in the Fabric Care
segment, and in the Hair Care segment: Head & Shoulders - world's largest selling anti-dandruff
shampoo; Pantene - world's No. 1 beauty shampoo; and Rejoice Asia's No. 1 shampoo.
P&G Home Products Limited is a 100% subsidiary of The Procter & Gamble Company, USA, that in
India, has carved a reputation for delivering superior quality, value-added products to meet the
needs of consumers.
P&G Hygiene andHealthCare Limitedisone of India'sfastestgrowingFastMoving Consumer Goods
Companies that has in its portfolio P&G's billion dollar brands such as Vicks & Whisper. With a
turnoverof Rs. 500+ cores,the Company has carved a reputation for delivering high quality, value-
added products to meet the needs of consumers.
P&G Hygiene and Health Care Limited takes pride in being voted India's Best Employer 2003 in a
survey of 200 companies conducted by International HR Consultancy Hewitt Associates in
association with Business Today magazine. Earlier, the Company was voted India's 2nd Best
Employer in previous editions of the survey in 2001 and 2002. Notably, there are over 200 Indian
employees with P&G Subsidiaries abroad.
P&G and Gillette merge into one company and add five more Billion Dollar Brands to our product
portfolioincluding Gillette and Braun's shaving and grooming products, the Oral-B dental care line
and Duracell batteries.

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2.2. Profile of the Organization
The US based P&G is the no.1 maker and marketer of household products in the US and one of the
largest FMCG companies in the World. It was established in 1837 when William Procter, a candle
maker and his brother-in-law, James gamble a soap maker, merged their small businesses. They
setup a shop in Cincinnati and nicknamed it ‘porkoplis’ because of its dependence on swine
slaughterhouses. By 1859, P&G was generating sales of Rs. 10mn. The company introduced Ivory a
floating soap in 1879 and Crisco, the first all vegetable shortening in 1911.
Between 1940’s and 1960’s P&G embarked on a series of acquisition. The company acquired
Spic & Span (1945), Duncan Hines (1956), Clorox (1957, sold in 1968) and Folgers coffee
(1963). In 1985, P&G announced several major organizational changes relating to category
management, purchasing, manufacturing, engineering and distribution.
Afterwitnessingaperiodof significantorganic and inorganic growth worldwide, P&G began to face
several problemsduringthe 1990’s. Itsnew productsdevelopmentactivitiesseemedtohave slowed
down. Reportedly, its risk-averse culture seems to be stifling innovation and obstructing
commercializationof newideasquickly. During the late 1990’s P&G revenues were stagnant and its
income was decreasing.
By mid 2003 the company was well on its way towards achieving these targets. It streamlined its
businesses by broadly dividing them in to 5business segments- Fabric and homecare, Baby,
Feminine, and family care, beauty care, health care and Food & beverages. These segments
comprised of several product division that collectively sold more than 300 brands to nearly 5bn
consumers in 160 countries across the globe. Some major P&G brands were Tide, Ariel, Pampers,
Whisper,Pantene,Cheer,gain,head&shoulders,Clairolherbal essences,Ivorypersonal care, Crest,
Vicks Vaporub, Actonel and Max Factor cosmetics.

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For the financial yearsendingJune 2003,P&G reportedrevenues of Rs. 86.76bn and net earnings of
Rs. 10.36bn. In 2003 the company was ranked 31st
among the fortune 500 companies. P&G had
operation in 80 countries globally. With an employee strength of around 110,000 worldwide.
3.3 COMPANY PURPOSE:
We will provide branded products and services of superior quality and value that improve the
lives of the world's consumers. As a result, consumers will reward us with leadership sales,
profit, and value creation, allowing our people, our shareholders, and the communities in
which we live and work to prosper.
3.4 COMPANYVALUES:
P&G is its people and the values by which we live.
We attract and recruit the finest people in the world. We build our organization from
within, promoting and rewarding people without regard to any difference unrelated to
performance. We act on the conviction that the men and women of Procter & Gamble
will always be our most important asset.
3.5 INTEGRITY
 We alwaystryto do the right thing.
 We are honestand straightforwardwitheachother.
 We operate withinthe letterandspiritof the law.
 We upholdthe valuesandprinciplesof P&Gineveryactionanddecision.
 We are data basedand intellectuallyhonestinadvocatingproposals,including
recognizingrisks.
3.6 PASSION FOR WINNING
 We are determinedtobe the bestat doingwhatmattersmost.
 We have a healthydissatisfactionwiththe statusquo.
 We have a compellingdesire toimproveandtowininthe marketplace.

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3.7 TRUST
 We respectourP&G colleagues,customers,andconsumers,andtreatthem, aswe
wantto be treated.
 We have confidence ineachother'scapabilitiesandintentions.
 We believe thatpeopleworkbestwhenthere isafoundationof trust.
3.8 COMPANYPRINCIPLES
a) We Show Respect for All Individuals
 We believe thatall individualscanandwantto contribute totheirfullestpotential.
 We value differences.
 We inspire andenable peopletoachieve highexpectations,standards,and
challenginggoals.
 We are honestwithpeople abouttheirperformance.
b) The Interests of the Company and the Individual Are Inseparable
 We believe thatdoingwhatisrightforthe businesswithintegritywillleadtomutual
successfor boththe Companyand the individual.Ourquestformutual successties
us together.
 We encourage stockownershipandownershipbehavior.
c) We Are Strategically Focused in Our Work
 We operate againstclearlyarticulatedandalignedobjectivesandstrategies.
 We onlydowork andonlyask forwork that addsvalue to the business.
 We simplify,standardize,andstreamline ourcurrentworkwheneverpossible.
d) We Value Personal Mastery
 We believe itisthe responsibilityof all individualstocontinuallydevelopthemselves
and others.
 We encourage andexpectoutstandingtechnical masteryandexceptional
excellence.

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e) We Seek to Be the Best
 We strive tobe the bestinall areas of strategicimportance tothe Company.
 We benchmarkourperformance rigorouslyversusthe verybestinternallyand
externally.
 We learnfrombothour successesandour failures.
f) Innovation Is the Cornerstone of Our Success
 We place greatvalue onbig,new consumerinnovations.
 We challenge conventionandreinventthe waywe dobusinesstobetterwininthe
marketplace.
3.9 DISTRIBUTION CHANNEL OF COMPANY:
Material isprocured by C.G. marketing from P&G Mumbai. Then it is distributed to the wholesaler,
retailer, & distributor.
Procedure of distribution
1. Sales executive from C. G. Marketing visit to various wholesaler, and retailer
2. Then stock check by him
3. Then he take the order from shop and also suggest to add the new goods of P&G
4. Then he put forward orders to C. G. Marketing office
5. The material is outward from C.G. Marketing office to various shop from were the order is
taken.
PRODUCT PROFILE
4.1 Fabric Care
Procter& Gamble hastwo of itsworld-leadingdetergents–Tide and Ariel,inIndiatocaterto the
mainconcernsof the Indianhouseholds,namely,outstandingwhitenessandstain-removal.
Ariel Front-O-Mat
Ariel 2 Fragrances
Tide Detergent

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Tide Bar
ARIEL 2 FRAGRANCES:-
In 1991, Procter & Gamble India launches Ariel detergent - another of P&G's global,
breakthrough technology products. Also, in the same year the Mandideep (Bhopal) Factory
starts its operations. Ariel is the world’s leading detergent and epitomizes ‘stain removal’.
Core Target Audience
Females seeking superior end result from their cleaning
Core Equity
Best possible cleaning as shown by stain removal
Key Features & Benefits
 Provides superior cleaning, removing stains in the 1st
wash.
 Revolutionary new technology ‘ZPB’ helps remove clay stains better
 Ideal for hand wash and top loading machines.
 Available in 2 scents to appeal more consumers.

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SKU Lineup
SKU 20gm 200gm 500gm 1kg 1.5kg
MRP (Rs.) 2 26 55 107 158
ARIEL FRONT-O-MAT:-
Ariel Front-o-Mat is introduced in India exclusively for front load washing machines. The
unique tumble wash technology of front-loading machines needs a special chemistry, which
Ariel Front-o-Mat provides. Using Ariel Front-o-Mat completely eliminates the need to
bucket soak and a scrub.
Females seeking superior end result from their cleaning in front-loading washing machines
Core Equity
Best possible cleaning as shown by stain removal
 Low suds. Ideal for front-loading machines, which need a special detergent
chemistry due to their tumble wash technology.
 Using Ariel Front-O-Mat completely eliminates the need to bucket soak and scrub.

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SKU Lineup
SKU 1kg
MRP (Rs.) 155
TIDE
Launched in India in mid-2000, Tide provides ‘Outstanding Whiteness’ on white clothes &
excellent cleaning on colored clothes as well. This is possible, due to its ‘anti-redisposition’
global technology, which Tide employs.
Females wanting to keep their family’s clothes absolutely clean
Core Equity
Superior whiteness for everyday family clothes
 World’s first and most trusted detergent.
 Tide provides superior whiteness for everyday clothes.
 Brightenscoloredclothesdue tothe ‘Anti-Redeposition’ global technology,
which prevents dirt from re-settling on the fabric during the wash itself.

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SKU Lineup
SKU 20gm 200gm 500gm 1kg 2kg 4kg
MRP (Rs.) 2 11 26 51 102 204
4.2 Feminine Care
Indianwomenshare aspecial relationshipwithWhisper,since itspells‘Total Freedomand
Protection’forthem especiallyduringthose crucial daysof the month.
WHISPER
In 1989, Procter & Gamble India (after change in name from RHL) launches
Whisper - the breakthrough technology sanitary napkin that will revolutionize the
Indian feminine hygiene category.
In 2000, Procter & Gamble Hygiene and Health Care Limited introduced Whisper Ultra - a
revolutionary and unique product in the history of menstrual products in India.
Menstruating women, 12-49 years old, who demand the best in protection.
Core Equity
Knows you best, protects you best.

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 Technologically superior Patented “Dri-weave” mesh top sheet covered with one-
way,cone-shapedholesthatquicklypull wetness into the absorbent core and keep
it there, giving cleaner, drier protection
 Release paper wrap.
 Patented flexible wings wrap smoothly around panties, cover more of the sides of
the panty and flex during movement for preventing staining.
 Several variants fulfill every need: Thick (Whisper Maxi) Thin (Whisper Ultra).
 Whisper Maxi XL wings –Total protection from the 5 period problems.
Additional Features for Whisper Ultra
 Gives more protection than other ordinary pads.
 5 times thinner than ordinary pads.
 Have superabsorbent granules, which convert liquid into gel, locking the wetness
inside (AGMtechnology).
SKU Lineup
Type SKU Core Wt. Pack Size MRP
Thick Whisper Maxi Regular 8.5gm 10’s/20’s 60/115
Thick Whisper Maxi XL Wings 11.5gm 10’s/20’s 60/115
Thick Whisper Slim XL Wings 5.6gm 8’s 65
Thin Whisper Ultra with Wings 3.7gm 8’s/15’s 60/112
Thin Whisper Ultra XL with Wings 4.2gm 7’s 60

Page | 26
4.3 Hair care
P&G’s Beauty Business is over US$ 10 Billion in Global Sales, making it one of the world’s largest
beauty companies. The P&G beauty business sells more than 50 different beauty brands including
Pantene, Olay, SK-II, Max Factor, Cover Girl, Joy, Hugo Boss, Herbal Essences and Clairol Nice ’n’
Easy. In India, P&G’s beauty care business comprises of Pantene, the world’s largest selling
shampoo, Head & Shoulders, the world’s No. 1 Anti-dandruff shampoo and Rejoice –
Asia’sNo.1Shampoo.
Procter& Gamble iscommittedtomakingeverydayinthe livesof its consumers better through the
superior quality of its products and services.
Pantene ProV
Head& Shoulders
Rejoice
PANTENE PRO V
Female, 18-34 years old
Core Equity

Page | 27
Beauty via superior hair health transformation
 Amino Pro-V Complex that makes hair 10 times stronger.
 Gentle enough for daily use, even on premed or color-treated hair.
Variants
 Smooth & Silky for Straighter hair. High conditioner level for healthy, straight looking hair
with a vibrant shine.
 Volume & Fullness for Thicker hair. High conditioner level for a healthier, fuller and
bouncier feel to the hair.
 Lively Clean for Livelier hair. Low conditioner level that converts weighted down and oily
hair to clean, fresh and healthy hair that remain free-flowing throughout the day.
 Long Black for the Long & Black hair look. High conditioner level. Darkens each strand of
hair uniformly from root to tip and enables women to keep their hair long.
 Hair Fall Control for reducing hair fall by 50% in just 2 months. High conditioner level.
SKU Lineup
Variant 7.5ml 100ml 200ml 400ml
Smooth & Silky 3 54 99 164
Hair Fall Control 3 54 99 164
Lively Clean 3 - 99 -
Long Black 3 54 99 -
Anti Dandruff 3 54 99 -

Page | 28
HEAD & SHOULDERS
Male/Female, 18-34 years
Core Equity
Superior Anti-Dandruff efficacy and superbly attractive hair
Key Features and Benefits:
 Anti-Dandruff shampoo with ZPT & conditioner.
 Removesflakesitchiness,irritation, dry Scalp & Oiliness- the five signs of Dandruff.
Variants:
 Smooth & Silky for Straighter hair: High conditioner level. Relieves hair dryness to
make the hair silky smooth.
 Silky Black: High conditioner level. Has black sesame and walnut extracts that
nourish hair and scalp to make black hair look silky.
 Clean& Balanced:Mediumconditionerlevel.Hasa cleansingsystem that gives your
hair a wonderfully clean look and feel.
SKU Line-up
Variant 7.5ml 100ml 200ml 400ml

Page | 29
Smooth & Silky 3 64 122 215
Clean & Balanced 3 64 122 -
Aloe Vera 3 64 122 -
Silky Black 3 64 122 -
Refreshing Menthol 3 64 122 -
Natural Shine 3 64 122 -
REJOICE:-
Core Target Audience:
Female, Urban and Rural, 18-30 years.
Core Equity:
Smooth, Tangle-free, easy to comb hair.

Page | 30
Smooth-conditioning formula gives twice as smooth and easier comb hair than both ordinary
shampoos and a combination of home remedies such as henna and amla.
Unique high-tech suspension system holds the surfactant and conditioner together, ensuring
superiority in both wet and dry conditioning.
Variants
 Rejoice Rich for Extra-Smooth, easy to comb hair.
 Rejoice Silky Clean for oily hair.
 Rejoice Complete providing dandruff protection, fragrance, and extra smooth hair,
all in one shampoo.
 Rejoice Naturals that provides soft, smooth hair at Re.1/- only.
SKU Line-up
Variant 5ml 7.5ml 100ml 200ml 400ml
Rich - 2 33 59 -
Silky Clean - 2 33 59 -
Complete - 2 33 59 99
Naturals 1 - - - -
4.4 Baby Care
PAMPERS:-

Page | 31
In India, Pampers Fresh & Dry is available in a variety of three sizes –4s, 10s, and 25s.
SEC AB mothers in the age group of 25-44 years with infants
Core Equity
Pampersprovidesuninterruptedovernight sleep due to its superior dryness at an affordable price.
Key Features and Benefits
 Can take up to 6 wettings.
 Can remain dry up to 10 hours.
SKU Line-up
SKU PAD SIZE MRP
Low Count Pack of 4 Small, Medium and Large 60
Regular Pack of 10 Small, Medium and Large 140
Economy Pack of 25 Medium and Large 325

Page | 32
4.5 HealthCare
VICKS
Vicks is India’s No.1 Cough & Cold Brand. It created the cold & cough Over-the-Counter (OTC)
category in India way back in 1952 and has led the category till date. Today it has completed more
than 50 yearsinIndia.Its currentportfolioinIndiacomprisesVicksAction500+,VicksVapoRub,Vicks
CoughDrops, Vicks Formula 44 Cough Syrup and Vicks Inhaler. It was rated as ‘India’s Most Trusted
Brand’ bythe ‘Advertising&Marketing’Magazine andcontinuestobe on top of the charts of Brand-
Equity surveys till date.
The Vicks business in India is the biggest in the ASEAN-Australasia-India (AAI) region.
Overthe years,Vickshas launchedseveralheart-tuggingadvertisingcampaigns,some of whichwere
– the ‘HappyBirthdayMummy’and ‘TouchTherapy’ campaigns for Vicks VapoRub, the ‘Khich Khich
Dooor Karo’ ad for Vicks Cough Drops, the ‘Haan Bhai Haan’ ad for Vicks Action 500.
Vicks VapoRub
Vicks Inhaler
Vicks Formula 44
Vicks Cough Drops
Vicks Action 500+
VICKS VAPORUB:-

Page | 33
Mothers with Children between 3-8 seeking comforting cold relief.
Core Equity:
Fast acting relief from the 6 symptoms of cold.
 Findsa place ineveryIndianhome,due toitsproven performance against cold over
decades.
 Works on the 6 symptoms of cold blocked nose, breathing difficulty, cough, body
ache, congestion and headache.
 Ayurvedic and safe for regular use. Contains Kapoor (Camphor), Pudinah ke Phool
(Menthol), Nilgiri Tel (Eucalyptus Oil).
 Applied externally, so it is safer than pills and also doesn’t interact with other
medication.
SKU Line-up
SKU 5gm 10gm 25gm 50gm
MRP (Rs.) 10 15 30 55
VICKS COUGH DROPS:-

Page | 34
Anyone with a minor throat irritation
Core Equity:
Tasty relief from minor throat irritation
 Ayurvedic & safe. Contains Kapoor (Camphor),Pudinah ke Phool (Menthol),
Nilgiri Tel (Eucalyptus Oil), Ajwain ke Phool, Sugar.
 Relieves and soothes throat irritation.
 Relieves dry and scratchy throat.
 Helps relieve early stages of cough.
 Clears the nose, soothes the throat.
SKU Line-up:
120’s jar, 350’s jar, 1000’s jars.
VICKS ACTION 500+:-

Page | 35
All adult cold sufferers who are currently using analgesic as their medicine.
Core Equity:
Multi-symptomatic relief from cold.
Key Features & Benefits:
 Provides headache and nasal relief, unlike analgesics which provide relief only from
headaches.
 Vicks Action 500+ has actives that not only relieve major symptoms of your cold
including headache, body ache, sore throatpain, feverishness ( due to cold) , blocked
nose, runny nose, but also keep you mentally alert & focused .
 Each tablets contains Paracetamol (500mg), Phenyl Panola mine HCI (25mg) and
Caffeine (32mg).
SKU Line-up:
SKU MRP/(Rs.)

Page | 36
VICKS FORMULA 44:-
In October2003, Procter & Gamble Hygiene & Healthcare Ltd. launched New Vicks Formula
44 CoughSyrup whichuniquelyprovidessafe,effective andlonglastingrelief for up to eight
hoursfrom toughpersistentcoughs due to colds, as compared to four-hour relief provided
by a single dose of most popular cough syrup brands.
Households with some member suffering from cough.
Core Equity:
Providing up to 8 hours of cough relief
Box of 12 strips 135.84+LTE
Box of 30 strips 339.60+LTE

Page | 37
Key Features & Benefits:
 Provides up to 8 hours of cough relief with an adult dose of 10ml.
 Comes with an easy to use dosing cough with clear dosage markings.
 Active Ingredient is Dextromethorphan Hydrobromide, recommended by WHO as
safe.
 Vicks Formula 44 has no side effects such as drowsiness and blurred vision.
SKU Line-up:
VICKS INHALER
Any one suffering from blocked nose due to cold
SKU MRP (Rs.)
50ml 25+LTE
100ml 39+LTE

Page | 38
Core Equity
Fast relief from nasal congestion
 For fast temporary relief of nasal congestion due to the common cold, hay fever,
upper respiratory allergies of sinusitis.
 Special formulaVicksInhalershrinksswollenmembranes to provide fast relief from
stuffy nose.
 Easy to use and convenient to carry.
SKU Line-up:
SKU MRP (Rs.)
0.5ml 25
4.6 Oral Care
For more than 50 years,Oral-Bhas producedthe highest-qualitydental hygieneproductsforyou,
your familyanddental professionalsworldwide.Trustthe brandmore dentistsuse themselves
worldwide.
4.7 Duracell

Page | 39
Whetheryou're monitoringahumanheart,photographingouterspace withanIMAXcamera or
simplytakingafewsnapshotsathome,dependonDuracell.
4.8 Grooming & PersonalCare
Gillette M3Power
The Gillette M3Power razor is the first battery-powered shaving system from Gillette
Gillette Mach3and Mach3 Turbo
Gillette'sbestmanual razorfora close shave,withlessirritation - Evenwhenshavingagainst
the grain
Gillette M3Power and M3 Power Nitro
The Gillette M3Powerrazoris the firstbattery-poweredshavingsystemfromGillette.

Page | 40
After Shave Lotion
Combinesthe refreshmentof alotionwiththe masculine invigoratingfragrance of OldSpice
Pre-electricShave Lotion
For a smoother,more comfortable shave,applytothe face priorto an electricshave.
Gillette FusionPre and Post Shave
A range of shavinggelsandfoamplusa post-shave HydraSoothe BalmandHydra Cool Gel
to calm yourjust-shavedskin
Gillette FusionManual and FusionPower
Gillette'sBestShave inManual andBatteryPower.
The followingproductsmade byGillette/Procter&Gamble containPVCplasticinthe
packaging:
FusionRazor(20001906)
Mach3 Razor
Turbo Razor
FusionRazor
VenusVibrance Razor
Gillette Forwomen - Venusrazorblade
Gillette M3Powerrazor blade
Gillette Sensor3 forwomenrazor blade
Gillette Venusdivine razorblade
Gillette m3powernitrorazor

Page | 41
2.5. S.W.O.T Analysis of the Organization
SWOT ANALYSIS
Strengths
 P&G brand one of the biggest MNC brand
 World No.1 in US, Europe and Chinamarkets
 Wide distribution Network
 Broad portfolio of products at multiple price points
 Strong brand portfolio
Weakness
 Strong competitors
 Substitute products
 No advertisements
Opportunities
 Huge untapped rural market
 Increasing the volume of production
 Has the potential to become the market leader
 Toothpaste consumption very low in India at 92gms per household per month
Threats
 Strong competition from already existing brands
 Emergence of small but strong regional players
 Economic crisis
 Chances of Price War
 Increase in labor production cost
 Political Effects

Page | 42
CHAPTER-3
RESEARCH METHODOLOGY
2.1 Overview of the Project
The management decision process has become complex and requires an effective and full
proof management information system. During the year of growing complexities, the
management needs more and more rigorous information to reduce uncertanties involved in
introducting new products and penetrating a new market. Market research has today becomes
an important component of the marketing information system, to manage all areas of
management in general amd to marketing management in particular.
Marketing research is the collection, analysis and interpretation of facts and figures
pertaining to marketing management.
Marketing management needs esential information regarding products, prices,market
condition of demand and supply, customer’s need and desires, selling methods, physical flow
of goods, competitive decision, external marketing environment and other factors of
marketing thus a systematic approach is applied termed as research methodology.
Glasser has defined “Market research is the application of scientific method of the study of
the factors that affects the buying decision in a given market and the profitability of the
business concerned”

Page | 43
2.7.1 TYPES OF RESEARCH DESIGN
1) Exploratory Research:
Research design the major emphasis is on gaining ideas and insights. It is particularly helpful in
breaking broad, vague problem statements into smaller, more precise sub problem statement.
2) Descriptive Research:
Descriptive studies are undertaken in many circumstances. When the researcher is interested in
knowingthe characteristicsof certaingroupsuchas age,sex,occupation,educationlevel,orincome,
a descriptive study may be necessary.
2.8 DATA COLLECTION
Primary Data: -
Primary data is collected through survey method. Survey method involves collecting data by
administrating a structure or non-structure questioners. The questionnaires were prepared using
very simple and non-technical words. To serve the wholehearted co-
operationwithoutwastingmore time of respondents,the questionnaire was short and to the point.
To collect the relevant data for a research data will be collected in the form of questionnaire
designing. Designingthe questionnaire isnoteasyjobitwill be formulatedincarefullymeans which
type of informationtobe collected,type of questions,questionwording,sequencing and layout and
presenting these all of things are designing in well manner
The questionnaire designprocedure follows following steps. The said questionnaire is attached in
the appendix section.

Page | 44
Fig 2.3: Questionnaire Design Steps
Specify what information
will be sought
Determine wording of
each question
Determine sequence of
each question
Prepared for final data
collection
Determine type of the
questionnaire and method of
administration
Determine forms
& response to
each question
Determine consent
of individual
question
Determine physical characteristics
of questionnaire
Re-examine step 1-7 by testing
questionnaire

Page | 45
2.9 SAMPLE SIZE AND SELECTION
PROCESS
Once the researcher has clearly specified the problem and developed an appropriate
research design and data collection instrument, the next step in research process is to
select those element from which sample will be drawn.
The sample selectionprocessrequiresthe formof sample be specified. For this purpose, researcher
has subjectively decided which particular group will be part of the study.
In a sample survey a small part of the entire population is subjected to the research. This
sample is considered to be the true representative of the entire universe and decided upon
certain criteria.
The sample size has been kept to 50 as it was considered large enough to reliable result. After the
sample size isdecided,the nextstepwasto meetthe respondentpersonallyandtocollectdatafrom
them through personal interviews.
After conducting the personal interview of the respondents the next step was to arrange the
collected data finally coded and tabulated to obtain the results. The present study used MS Excel
package for the purpose of tabulation, which allows all kind of elementary statistical calculation.
After tabulation the data was ready for calculations to draw necessary inferences.
g. Limitations
The present has following limitations.
1. It was somewhatdifficulttogetthe questionercompletelyfilled by the respondent as most
of the timestheywere busyandcouldnotgive sufficient answer and sufficient information
eventhoughtheyhave it and the information from respondents are very important for the
research.
2. Some of the respondents were that not much serious about filling the questioner.
3. Some of the respondentsleftsome questionsunansweredandassuch itwas little difficultto
draw and generalize the conclusion from them.
4. Some of them want to hide the fact so they did not respond and participated in the survey
wholeheartedly.

Page | 46
5. The findingsentirelydepend upon the willingness & mental condition of the respondents.
6. Some respondents were unable to understand the question due to various problems like
language barrier.

Page | 47
CHAPTER-4
DATA ANALYSIS
DATA ANALYSIS AND FINDING
Do you face any disturbance from P&G salesexecutive while arranging visibilityandstock
checking?
Option No. of Respondent Percentage
Yes 13 26%
No 37 74%
Total 50 100%
Table no 7.10 Disturbance from Sales Executive
Chart no 7.10 Disturbance from Sales Executive
Disturbance from sales executive
13
37
0
5
10
15
20
25
30
35
40
Options
No.ofRespondents
No. of Respondent 13 37
Yes No

Page | 48
From the above graph it is evident that 74% respondents not face any disturbance while
arranging visibility and stock checking by P&G sales executive and only 26% respondent
face disturbance.
Are you satisfied with the facility given by the P&G?
Sr.no Factor
Strongly
Agree
Agree
Neither
Agree Nor
Disagree
Disagree
Strongly
Disagree
Total
1 On Time Delivery 39 5 4 1 1 50
2 ProductAvailability 13 22 11 4 0 50
3 Scheme Follow-ups 6 16 25 3 0 50
4 Stock Checking 3 16 19 11 1 50
5 Replacement 3 12 20 13 2 50
6 On time visit 4 9 21 12 4 50
Table no 7.11(a) Facility given by P&G

Page | 49
Chart no 7.11(a) Facility given by P&G
CumulativeAnalysis
S. No. Factor SA*5 A*4 N*3 D*2 SD*1
Cumulative
score
1 On Time Delivery 195 20 12 2 1 230
2 ProductAvailability 65 88 33 8 0 194
3 Scheme Follow-ups 30 64 75 6 0 175
4 Stock Checking 15 64 57 22 1 159
5 Replacement 15 48 60 26 2 151
6 On time visit 20 36 63 24 4 147
Table no 7.11(b) Facility given by P&G
Facility given by P&G
39
13
6
334
5
22
16
16
129
4
11
25
19
20
21
143
11
13
12
10012
4
0 10 20 30 40 50 60
On Time Delivery
Product Availability
Scheme Follow-ups
Stock Checking
Replacement
On time visitfactors
Response
Strongly
Agree
Agree Neither Agree Nor Disagree Disagree Strongly Disagree

Page | 50
Chart no 7.11(b) Facility given by P&G
Are you satisfied with the company’s promotional activity?
Yes 39 78%
No 11 22%
Total 50 100%
Table no. 7.12 Promotional activity satisfaction
Chart no. 7.12 Promotional activity satisfaction
Cumulative score
230
194
175
159 151 147
0
50
100
150
200
250
On Time
Delivery
Product
Availability
Scheme
Follow-ups
Stock
Checking
Replacement On time visit
factors
score
Promotional activity satisfaction
0
10
20
30
40
50
options
Respondents
No. of Respondent
No. of Respondent 39 11
Yes No

Page | 51
From the above graph it is found that 78% respondents are satisfied with the company’s
promotional activity and only 22% are unsatisfied with it.
Is advertise increase the salesof P&G products?
Yes 37 74%
No 13 26%
Total 50 100%
Table no. 7.13 Impact of Advertise
Chart no. 7.13 Impact of Advertise
From the above graph it is found that 74% respondents are agree with that advertise increases
the sale and only 26% respondents are disagree.
37
13
0
10
20
30
40
Respondents
Yes No
option
Impact of Advertise
No. of Respondent

Page | 52
If you are a goldenstore,then what are the factors that have the impact pl.rate in the mention
scale?
Sr.no Factor
Increase
Slightly
Increase
No
Effect
Slightly
Decrease
Decrease Total
1 Sales 39 4 6 1 0 50
2 Profit
Margin
13 26 7 1 3 50
3 Demand 5 22 22 1 0 50
4 Consumer
satisfaction
11 22 22 5 0 50
5 Product
Availability
16 14 18 2 0 50
Table no. 7.14(a) Impact of Factors
Chart no. 7.14(a) Impact of Factors
Impact of factors
39
13
5
11
16
4
26
22
2214
6
7
22
22
18
1
1
1
5
20
3
0
0
0
0 10 20 30 40 50 60 70
Sales
Profit Margin
Demand
Consumer satisfaction
Product Availability
option
respondents
Increase Slightly
Increase
No Effect Slightly
Decrease
Decrease

Page | 53
Cumulative Analysis
Sr.no Factor I*5 SI*4 NE*3 SD*2 D*1 Total
1 Sales 195 16 18 2 0 231
2 ProfitMargin 65 104 21 2 3 195
3 Demand 25 88 66 2 0 181
4 Consumer
satisfaction
55 88 66 10 0 219
5 Product
Availability
80 56 54 4 0 194
Table no. 7.14(b) Impact of Factors
Chart no. 7.14(b) Impact of Factors
cumulative Analysis
231
195
181
219
194
0
50
100
150
200
250
Sales Profit Margin Demand Consumer
satisfaction
Product
Availability
factors
Score

Page | 54
From the above graphs it is observed that factor have impact
1.Sales increase with 231 score and Customer satisfaction increase with score 219
2. Profit Margin and Product Availability slightly increases with score almost equal
3.Demand is also Slightly increases with score 181.

Page | 55
RECOMMENDATION
From the data interpretationandconclusionthere are some suggestion,whichcanhelp
companyto buildupstrongpositioninmarketandto increase the sale of products.
1. As,it isto be knownthat advertisementandpromotionalactivitiesplaysavital role in
influencingthe purchasingdecisionof the productsoP&G shouldinvestonadvertisement.
2. P&G should more concentrate on facility like on time visit, replacement.
3. The company should promote the Golden Store Scheme to all categories of shops.
4. The company should keep watch of the competitors schemes.

Page | 56
CHAPTER-6
CONCLUSION
CONCLUSION
The presentstudywasbasicallydesignedtoidentifysalespromotionactivityof P&G in Delhi
city. The objective of the this study are
1. To study the present distribution channel of the P&G product in Delhi city.
2. To study the scheme of golden shop.
3. To study the impact of this scheme on sales of retailers & wholesalers.
4. To study the awareness about the scheme.
For thisstudysample size was50. All of them were interviewed by structured questionnaire.
 The distributionchannel of P&Gasstudiedinorganizationprofile Chapter 3 (3.9) found that
to be good for P&G products.
 Accordingto the studyinchapter 6 Goldenstore Scheme is recognized if all the products of
P&G are in a shop.
 Whenthe respondentswere askedthe questionabouttheirawarenessregardingthe
GoldenStore concept(Q.No.1) almost74% (Table No.7.2) have showntheirawarenessin
thisregard.
 It is found from the study that 65% (Table no.-7.5) of the respondents are want to make
there P&G products.
 Whenthe respondentswere askedaboutthe variousbenefitsregardingthe GoldenStore,in
tabulatedform(Q.No.6) among all the benefitsJoDikhataHai Wo Bikata Hai (Table No.7.7)
comes out as a strong known benefit.
 When the respondents were asked for the general factor (Q. No.7) like scheme,demant in
the market, brand name P&G etc.. etc…Scheme(Table No. 7.8(a)) comes out as a very
importantfactorfor makingGoldenStore, so scheme plays very crucial role while making a
Golden Store.

Page | 57
 When the respondents were asked about the facility given by the P&G (Q. No.10) like on
time delivery,productavailability,replacement,etc..etc..ontime delivery(Table No. 7.11(b))
comes out to be Strongly agreed facility given by the P&G.
 It isfoundfromthe studythat 78% (Table no.-7.12) of the respondentsare satisfiedwiththe
company’s promotional activity.
 When the respondents were asked about unavailability of P&G product (Q. No. 13) than
they sales other brand product like HUL.
 Whenthe respondentswere askedabout the impact of Golden Store on the factors (Q. No.
14) like sales,profitmargin,demandetc..etc..increase in the sales(Table No. 7.13(b)) comes
out to be strong factor.
As itis a sample surveywe canassume thatthese are the true representatives of the entire
population.Fromabove drawnconclusion we can say that the Golden store scheme is good for the
wholesaler and retailers in Delhi city.

Page | 58
BIBLIOGRAPHY
Books
Arthur, J. B. (1994). Effects of resource systems on manufacturing performance and
turnover. Academy of Management Journal, 37: 670-687.
Aryee, S., Budhwar, P.S., & Chen, Z. X. (2002) Trust as mediator of the relationship between
Nagarjuna al justice and work outcomes: test of a social exchange model, Journal of
Nagarjuna al Behavior, 23(3): 267-285.
Bae, J. & Lawler, J. J. (2000). Nagarjuna al and HRM strategies in Korea: Impact of firm
performance in an emerging economy. Academy of Management Journal.43: 502-517.
Baron, R. M.& Kenny, D. A. (1986) The moderator-mediator variable distinction in social
psychology research: conceptual, strategic, and statistical considerations. Journal of
Personality and Social Psychology, 51(6): 1173-1182.
Bryk, A. S. & Raudenbush, S.W. (1992) Hierarchical linear models. Newbury Park, CA: Sage.
DeConinck, J. &Stilwell, C. D. (1996). Factors influencing the Nagarjuna al commitment of
female advertising executive. American Business Review, 14(2): 80-88
DeCotiis, T. A. &Summers, T. P. (1987). A path-analysis of a model of the antecedents and
consequences of Nagarjuna al commitment. Human Relations, 40, 445-470.
Gaertner, K. N. &Nollen, S. D. (1989). Career experiences, perceptions of employment
practices, and psychological commitment to the Nagarjuna . Human Relations, 42, 975-991.
Journals
Harvard Business Review
c. Magazines
Business India
Business World
Gloom

Page | 59
d. Internet
i. Sites:
www.blonnet.com
www.superbrandsindia.com
ii. Search Engines
http://www.google.com

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