Strategic Marketing: GCMMF Case

Objectives
To analyze the feasibility of diversification of GCMMF from its core dairy business into
Agro Processing Edible Oils

To suggest strategies (Corporate, SBU, Product levels) for growth of GCMMF

Problems
Milk Supply Constraints Competition from private players Government policies (Co-operative VS Corporation) How to remain both Customer and Supplier Centric? Opportunities to diversify in Agro processing and Edible Oils

Agenda - Strategy Formulation

Bread Spread Milk Powder Fresh Milk

SBU 1 (Dairy)

Cheese Cooking Products Milk Drinks

Corporate Strategy (GCMMF) Desserts SBU 2 (Processed Foods) SBU 3 (Edible Oil)

Fruits & Vegetables

PROPOSED CORPORATE STRATEGY

Proposed Vision and Mission

Vision
GCMMF shall be a partner in progress for the Indian Dairy Sector and a provider of quality low cost nutrition products to the World populace

Mission
To judiciously enhance milk procurement capabilities and become the market leader at every stage of value added milk products

SBU STRATEGIES

GCMMF Income by Segment

Liquid Milk 15% Others 33% Edible Oils 17%

Ice Cream 13%

Butter 22%

BCG Matrix

Star
Butter Cheese Milk Powder Yoghurt

Question Mark
Edible Oil Ice Cream Sweets Chocolates Fruits & vegetables

Cash Cow
Liquid Milk Ghee Baby Food

Dog
Nutramul

Growth Strategies
GCMMF (Corporate)

A dairy co-operative marketing company

Dairy (AMUL SBU 1)

Edible Oil (DHARA - SBU 2)

Agro Food Processing (SAFAL SBU 3)

Enhance Procurement

Increase contribution from value added products

Exclusive Franchise Retailing

Export Orientation

Transfer Operations to NDDB

Transfer Operations to NDDB

Increase Supplier Base

Increase Procurement from existing base

SBU DAIRY PRODUCE

ENHANCE PROCUREMENT CAPABILITIES

Challenges
Milk market saturated from supply side 6 % milk production growth rate; 8 to 10 % demand growth rate Low per capita consumption of milk (225 mg) Low milk yielding cattle Low procurement penetration (1.7% of total milk produce inspite of having a base of 22%) Challenges to maintain supplier loyalty

Strategy (Intensive Integrative Growth)

Increase the number of V.S. and members per V.S Financing and credit for buying and rearing livestock Standardize and expedite payments Procurement from other state federations with surplus Improve the supply base of milk and reduce wastage Use of technology to automate collection and handling Flexible pricing strategy to encourage selling of more milk Demerits: Costs associated with technology investments Fragmented milk collection centers

Demerits Cost of financing and defaulting Conflict with other state MMFs

Increase Supplier Base

Increase Milk Supply of Existing Base

ICE CREAMS
HOW TO CAPTURE MORE MARKET? BECOME NO 1 FROM NO 2 ?

Market Share
Organized sector
Vadilal 9% Others 6%

HLL 50%

Amul 35%

Vadilal strong in west HLL traditionally the leader in organized sector with Kwality Walls Amul making rapid inroads

Indian Ice Cream Market

Total Size: 10 billion Rs

Organized sector: 3.5 billion Rs (30-35%)

Major Players: HLL (Kwality, Walls), Amul, Vadilal

Western Region most important West - 40% ice creams consumed North 30% South 20%

Expected to grow continuously for few years due to lower base

Per capita Ice cream consumption: 0.12 Liters (USA: 23.3 Liters)````

Challenges
Established players entrenched Impulse product, so visibility means purchase Difficult to reach consumer Costly distribution infrastructure

Opportunities
Huge opportunity to tap Rs. 10 bn unorganized market Since Amul ice creams are low priced, ensure greater consumer base if availability is ensured.

Strategy - Ice Cream

Two pronged Market Penetration New Products Attack the market leader using a combination of price and distribution, aim to become the market leader Ice Cream industry has wide open gaps, recognize them and create multiple niche products to capture the market

In accordance with the vision of Mr. Kurien, capture the premium segment of ice creams before other players (Indian/MNC) move in

Strengthen the distribution and cold chain specific to ice cream, especially in non metros

Strategy - Ice Cream

Exclusive retail outlets in Metros Amul Parlors
Mobile vendors to increase penetration and availability around residential areas and schools

Use its existing good connections with the super markets to get more visibility at POS

Pro
Increased availability increased purchase Attractive market worth investing NPD

Con
Increased cost of distribution,

High real estate cost of parlor in up-market areas

Exclusive AMUL retail outlets

A retailer cannot stock the entire product range that GCMMF has to offer

An exclusive parlor for ice-creams and allied milk products

Based on response extend the full product line to the franchise

To be opened in metros as well as developed non metros exclusive franchise model

VALUE ADDED MILK PRODUCTS

HOW TO GET HIGHER SWEET PROFITS FROM MILK?

Challenge
Milk Supply < Milk Demand

Local Mithai sellers offer better prices to dairy farmers,(due to better margins in mithai) further reducing our procured volume.

R&D to increase shelf life of milk sweets

Change consumer attitude towards packaged sweets as opposed to Fresh from the neighborhood mithai shop. This will take time

Opportunity
Liquid milk
Market Size: Rs. 1,67,000 Cr Stagnating segment of the Indian Dairy Industry Operating Profit Margin: 36% Market Share:

Mithai
Market Size: Rs. 50,000 Cr Fastest growing segment of Indian Dairy Industry Profit Margin: 94% (Highest in the dairy industry Acceptability of mithai of 1 region by the other

Hence Amul may think of entering the traditional Indian Sweet market with Gulab Jamun, Rasgulla, Barfee, Kheer, Mishti Doi, Peda, Kalakand, Chenna sweets etc.

Strategy
Contract Manufacturing of Mithai

Sold under the Amul brand name Selling through existing retail outlets by tying it with other Amul products Leverage supplier skills to manufacture sweets (village SHGs and Gram Udyogs)

Pros Higher margins better price to farmers higher volume procurement of milk. Better use of existing supply chain Export Opportunity

Cons New business, increased complexity New category, higher ad expenditure Branded sweets, not an easy switch for consumers as yet.

Exports and other product strategies

Other value added products Butter & Cheese Smaller SKUs Contract Manufacturing from other state MMFs Low Fat Low Sodium Table Spreads Penetration beyond metros and tier -1 Ghee Commercial packs(15kgs) Smaller SKUs for consumer segment Exports The Middle East, SAARC, ASEAN No significant dairy processing facilities Zero import duty on specific dairy products Significant cost advantage over European manufacturers Large Indian populace (est. 8 million) Opportunities Indian Sweets Cottage Cheese Condensed Milk Table Spread

SBU - EDIBLE OIL

Challenges
Challenges
Low margins

Low penetration of branded oils

Shrinking supply base (60% imported)

Opportunities
Growing demand Leveraging existing supply chain Rural market yet to be captured by branded players

Strategy
Do not enter the segment. Transfer marketing operations to NDDB
Rationale:
Edible Oil Production VS Import (MMTPA)
14

Zero Percent Import duty on edible oils (40% on dairy products)

12 5.7 10 5.59 5.63 5.41 8 5.16 5.36

Stiff Competition from MNCs in the sector

5.14

Shifting trends towards Palm and Soyabean Oils from Sunflower and Groundnut Co-operative model for procurement ineffective (trials in MP 1995 for soyabean)

4 3.4 2 3.1 5 5.6 6

6.65

7.44

01

02

03

04

05

06

07

Scattered procurement hubs (beyond Gujarat)

India Production Import

SBU PROCESSED FOODS

Strategy
Do not enter into fruits and vegetables processing Focus only on Dairy
Rationale Fruits and vegetables are dependent on environmental conditions and hence grown in geographically disparate locations. Gujarat produces only guava, potato, onion, cumin and banana GCMMF has always leveraged its deep roots in the state of Gujarat whereas fruits and vegetables need procurement at a national level

This makes procurement a challenge.

Significant threat from the Farm to Fork Model of Private Players

Conclusion
GCMMFs competency is in milk procurement which is being challenged Concentrate on growth in milk procurement and create large entry barriers for competitors by enhancing supplier loyalty Concentrate on further enhancing contributions of value added milk products Look for business opportunities where simultaneous development of supplier and market is possible and profitable

GCMMF (Corporate)

A dairy cooperative marketing company

Dairy (AMUL SBU 1)

Agro Food Edible Oil Processing (DHARA - SBU 2) (SAFAL SBU 3)

Enhance Procurement

Increase contribution from value added products

Exclusive Franchise Retailing

Export Orientation

Transfer Operations to NDDB

Transfer Operations to NDDB

Increase Supplier Base

Increase Procurement from existing base

THANK YOU