Project On Maaza Fresh

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)
EXECUTIVE SUMMARY
Market penetration is one of the four growth strategies of the Product-Market
Growth Matrix defined by Ansoff. Market penetration occurs when a company
enters/penetrates a market with current products. The best way to achieve this is by
gaining competitors' customers (part of their market share). Other ways include attracting
non-users of your product or convincing current clients to use more of your
product/service (by advertising etc).
The project assigned to me is Market Penetration of Maaza Tetra Pak (Salugara
and Bagdogra market) and to make this project I have prepared a questionnaire to
conduct a survey on outlets present in these markets. Each of these markets i.e. Salugara
and Bagdogra are controlled by different MDs (Market Developer) who accompanied me
throughout the project. For the initial days, I was required to fetch orders for Maaza Tetra
Pak from the outlets which gave me valuable insights and understanding of the topic,
since it also involved interaction with the retailers.
The Siliguri market has three distributors for Hindustan Coca Cola Beverages Pvt
Ltd and they are Aqua Sales, Gupta Enterprise and Roys Sales Agency. The project
undertaken by me covers Salugara and Bagdogra markets and the distributors of these
markets are Gupta Enterprise and Roy Sales Agency respectively. Since Salugara and
Bagdogra are under the vicinity of different distributors, therefore, this project also
provides the comparative study of these distributors based on Market Penetration of
Maaza Tetra Pak.
Bharati Vidyapeeth Institute of Management and Research, New Delhi

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CHAPTER- I
INTRODUCTION

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SOFT DRINK INDUSTRY: OVERVIEW

Three leading companies have prominent presence in the soft drink industry. The
leaders include the Coca-Cola Company, PepsiCo, and Cadbury Schweppes. According
to the Coca- Cola annul report; it has the most soft drink sales with $32 billion. The
Coca-Cola product line has several popular soft drinks including Coca-Cola, Diet Coke,
Fanta, Barqs, Sprite, Maaza etc selling over 400 drink brands in about 200 nations.
PepsiCo is the next top competitor with soft drink sales grossing $28 billion for the two
beverage subsidiaries, PepsiCo Beverages North America and PepsiCo International.
PepsiCos soft drink product line includes Pepsi, Mountain Dew, Miranda, Slice etc
which make up more than one quarter of its sales. Cadbury Schweppes, the third major
player had soft drink sales of $13 billion with a product line consisting of soft drinks such
as A&W Root Beer, Canada Dry, and Dr. Pepper.
These companies' products occupy large portions of any supermarket's shelf
space, often covering more territory than real food categories like dairy products, meat, or
produce. The prototype of all marketing and branding struggles, the "Cola Wars" keep
expanding. The Pepsi and Coca Cola keep rolling out the big guns: dueling pop stars, and
new branded products in the form of Vanilla Coke" and Pepsi Blue. They are fighting
on the TV, in the fast-food restaurants, and in the supermarkets; they are also dueling in
the schools. One of the biggest pushes of the last few years has been convincing school
districts, universities, and other institutions to go all-Coke or all-Pepsi, in return for a
(small) cut of the gross sales. Selling costly sugared water and building an increasing
demand for it, even in Third World countries, involves marketing in its purest form,
unsullied by any pre-existing need or local tradition. Markets in Eastern Europe, China,
India, and Mexico, among others, are expanding fast, and both Coke and Pepsi are
finding local partners (bottlers) in these countries to keep extending their reach. And
while the American market may be mature, there's still an opportunity worldwide to

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replace hot beverages like coffee and tea that require some preparation with these cold,
iconic ready-to-drink brands.
KEY SUCCESS FACTORS

Key factors for competitive success within the soft drink industry branch from the
trends of the macro environment. Primarily, constant product innovation is imperative. A
company must be able to recognize consumer wants and needs, while maintaining the
ability to adjust with the changing market. They must keep up with the changing trends.
Another key factor is the size of the organization, especially in terms of market
share. Large distributors have the ability to negotiate with stadiums, universities and
school systems, making them the exclusive supplier for a specified period of time.
Additionally, they have the ability to commit to mass purchases that significantly lower
their costs. They must implement effective distribution channels to remain competitive.
Taste of the product is also a key factor for success.
Furthermore, established brand loyalty is a large aspect of the soft drink industry.
Many consumers of carbonated beverages are extremely dedicated to a particular product,
and rarely purchase other varieties. This stresses the importance of developing and
maintaining a superior brand image.
Price, however, is also a key factor because consumers without a strong brand
preference will select the product with the most competitive price. Finally, global
expansion is a vital factor in the success of a company within the soft drink industry. The
United States has reached relative market saturation, requiring movement into the global
industry to maintain growth.

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Variant Available
Soft drinks are available in glass bottles, aluminum cans and PET bottles for
home consumption. Fountains also dispense them in disposable containers. Nonalcoholic soft drinks beverage market can be divided into carbonated and non carbonated
drinks. Cola, Lemon and Oranges are carbonated drinks while mango drinks come under
non carbonated category. The market can also be segmented on the basis of types of
products in the cola products and non-cola products. Cola products accounts for nearly
61-62% of the total soft drinks market. The brands that fall in this category are Pepsi,
Coca-Cola, Thumps Up, Diet Coke, Diet Pepsi etc Non Cola segment which constitutes
36% can be divided into four categories based on the types of flavors available namely:
Orange, Cloudy Lime, Clear Lime and Mango. . Robust time ahead for soft drinks Soft
drinks are expected to see robust volume growth over the forecast period. This will occur
despite a total volume and constant value decline for carbonates. Growth will be led by
bottled water and, from a smaller base and with slower growth, fruit/vegetable juice.
Health and convenience are predicted to be the two most important factors affecting
buying behavior, as carbonates and concentrates play second fiddle to healthier bottled
water and fruit/vegetable juice.
Overall Carbonated Soft Drink
In fact, Coke and Pepsi have a third major rival on the bottled soft drink shelves,
namely
Cadbury-Schweppes. The big three carbonated beverage makers now exist in a
stable oligopoly those changes only by small increments and which controls over 90% of
the market. Over the years, Cadbury-Schweppes (the result of a merger between a British
candy company and a British beverage company) has improved its position by acquiring
key brands in the US, namely Dr. Pepper and Seven Up, along with A & W and Canada
Dry. In 2001, however, Cadbury acquired moribund RC Cola, giving it a cola drink to
battle against the big guys. This gave the company more shelf position and immediately
gave the RC Cola brand, long a distant also-ran with weak marketing muscles, more sales
and market presence. Pepsi gave itself a small boost because of the popularity of newly
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introduced Mountain Dew Code Red, a hyper-caffeinated soda. Coke's numbers declined
slightly. It's pretty indicative of this mature market that the only major move in market
share comes through a takeover. Moreover, the takeover targets that are left are so small
that the biggest remaining brand doesn't make more than 1% difference in total volume.
Product coverage
Asian speciality drinks; Bottled water; Carbonates; Concentrates; Fruit/vegetable
juice; Functional drinks; RTD coffee; RTD tea
Market trends and industry challenges

In order to survive in this environment, companies must consider the market
trends that will likely shape the industry over the next few years. This will help soft drink
companies to understand the challenges they will encounter and to turn them into
opportunities for process improvement, enhanced flexibility and, ultimately, greater
profitability.
Market trends for the soft drink industry can be summarized by six fundamental themes:
Changing consumer beverage preferences, featuring a shift toward health-oriented
wellness drinks.
Growing friction between bottlers and manufacturers in the distribution system.
Continually increasing retailer strength.
Fierce competition.
Complex distribution system composed of multiple sales channels.
Beverage safety concerns and more-stringent regulations.
Consumers turn to wellness and healthy drinks

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In much of the developed world, a significant portion of the population is
overweight or obese. This includes two-thirds of Americans and an increasing number of
Europeans. Consequently, many people have started to actively manage their weight and
change their lifestyles, a shift that is reflected in their choices in the beverage aisles:
Demand has increased for beverages that are

Perceived to be healthy
Energy drink consumption has also climbed, due to
The increasingly active lifestyles of teenagers
This trend towards healthier drinks has created a number of new categories, and
changed the consumption trends of the beverage industry as a whole. While previously
dominated by carbonated soft drinks, the industry is now more evenly balanced between
carbonates, and product categories with a healthier image, such as bottled water, energy
drinks and juice: While carbonates are still the largest soft drink segment, bottled water is
catching up fast, with an average of 58 litters consumed annually per capita.
Among individual countries, Italy ranks number one in bottled water consumption, with
the average Italian drinking177 litters per year. Overall, bottled water represents the
fastest growing soft drink segment, expanding at 9percent annually. This growth is being
partially driven by increasing awareness of the health benefits of proper hydration. The
industry has responded to consumers desire for healthier beverages by creating new
categories, such as energy drinks, and by diversifying within existing ones. For example,
the leading carbonated soft drink companies have recently introduced products with
50%less sugar that fall mid-way between regular and diet classifications. Similarly, a
South African juice company has recently released a fruit-based drink that contains a
Full complement of vitamins and nutrients.
HISTORY: THE COCA- COLA COMPANY

The Early Days
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Coca-Cola was created in 1886 by John Pemberton, a pharmacist in Atlanta,
Georgia, who sold the syrup mixed with fountain water as a potion for mental and
physical disorders. The formula changed hands three more times before Asa D. Candler
added carbonation and by 2003, Coca-Cola was the worlds largest manufacturer,
marketer, and distributor of nonalcoholic beverage concentrates and syrups, with more
than 400 widely recognized beverage brands in its portfolio.
With the bubbles making the difference, Coca-Cola was registered as a trademark
in 1887 and by 1895, was being sold in every state and territory in the United States. In
1899, it franchised its bottling operations in the U.S., growing quickly to reach 370
franchisees by 1910. Headquartered in Atlanta with divisions and local operations in over
200 countries worldwide, Coca-Cola generated more than 70% of its income outside the
United States by 2003
International expansion
Cokes first international bottling plants opened in 1906 in Canada, Cuba, and
Panama. By the end of the 1920s Coca-Cola was bottled in twenty-seven countries
throughout the world and available in fifty-one more. In spite of this reach, volume was
low, quality inconsistent, and effective advertising a challenge with language, culture, and
government regulation all serving as barriers. Former CEO Robert Woodruffs insistence
that Coca-Cola wouldnt suffer the stigma of being an intrusive American product, and
instead would use local bottles, caps, machinery, trucks, and personnel contributed to
Cokes challenges as well with a lack of standard processes and training degrading
quality. Coca-Cola continued working for over 80 years on Woodruffs goal: to make
Coke available wherever and whenever consumers wanted it, in arms reach of desire.
The Second World War proved to be the stimulus Coca-Cola needed to build effective
capabilities around the world and achieve dominant global market share. Woodruffs
patriotic commitment that every man in uniform gets a bottle of Coca-Cola for five
cents, wherever he is and at whatever cost to our company14 was more than just great
public relations. As a result of Cokes status as a military supplier, Coca-Cola was exempt

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from sugar rationing and also received government subsidies to build bottling plants
around the world to serve WWII troops.
Turn of the Century Growth Imperative
The 1990s brought a slowdown in sales growth for the Carbonated Soft Drink
(CSD) industry in the United States, achieving only 0.2% growth by 2000 (just under 10
billion cases) in contrast to the 5-7% annual growth experienced during the 1980s. While
per capita consumption throughout the world was a fraction of the United States, major
beverage companies clearly had to look elsewhere for the growth their shareholders
demanded. The looming opportunity for twenty-first century was in the worlds
developing markets with their rapidly growing middle class populations.
The Worlds Most Powerful Brand
Interbrands Global Brand Scorecard for 2003 ranked Coca-Cola the #1 Brand in
the World and estimated its brand value at $70.45 billion. The rankings methodology
determined a brands valuation on the basis of how much it was likely to earn in the
future, distilling the percentage of revenues that could be credited to the brand, and
assessing the brands strength to determine the risk of future earnings forecasts.
Considerations included market leadership, stability, and global reach, incorporating its
ability to cross both geographical and cultural borders.
From the beginning, Coke understood the importance of branding and the creation
of a distinct personality. Its catchy, well-liked slogans (Its the real thing (1942, 1969),
Things go better with Coke (1963), Coke is it (1982), Cant beat the Feeling
(1987), and a 1992 return to Cant beat the real thing) linked that personality to the core
values of each generation and established Coke as the authentic, relevant, and trusted
refreshment of choice across the decades and around the globe.
THE COCA COLA SYSTEM

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We are a global business that operates on a local scale in every community where
we do business. We create global reach with local focus because of the strength of the
Coca-Cola system, which comprises our Company and our bottling partnersmore
than300 worldwide. Our Company manufactures and sells concentrates, beverage bases
and syrups to bottling operations; owns the brands; and is responsible for consumer brand
marketing initiatives. Our bottling partners manufacture, package, merchandise and
distribute the finished branded beverages to our customers and vending partners, who
then sell our products to consumers.
All bottling partners work closely with customersgrocery stores, restaurants,
street vendors, convenience stores, movie theatres and amusement parks, among many
othersto execute localized strategies developed in partnership with our Company.
Customers then sell our products to consumers at a rate of 1.6 billion servings a day.
Our business operations are divided into the following geographies: Eurasia and
Africa, Europe, Latin America, North America and Pacific as well as our Bottling
Investments Group.
MISSION OF COCA-COLA
Create consumer products services and communications customers service and
bottling system strategy process and tools in order to create competitive advantage and
deliver superior value to-Consumers as a superior beverage experience.
Consumers as an opportunity to grow profit through the use of finished drinks.
Bottlers as an opportunity to make reasonable to grow profits and value added
Suppliers as an opportunity to make reasonable when creating real value added in
environment of system wide teamwork, flexible business system and continuous
improvement.
Indian society in form of contribution to economic and social development.

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VISION OF COCA-COLA
VISION FOR SUSTAINABLE GROWTH
PROFIT: Maximizing return to shareowners while being mindful of our
overall responsibilities.
PEOPLE: Being a great place to work where people are inspired to be the
best they can be.
PORTFOLIO: Bringing to the world a portfolio of beverage brands that
anticipate and satisfy peoples Desires and needs.
PARTNERS: Nurturing a winning network of partners and building mutual
loyalty.
PLANET: Being a responsible global citizen that makes a difference.
VISION 2020
The world is changing all around us. To ensure our business will continue to
thrive over the next 10 years and beyond, we are looking ahead to understand the trends
and forces that will shape our industry in the future. Our 2020 Vision creates a long-term
destination for our business. It provides us with business goals that outline what we need
to accomplish with our global bottling partners in order to continue winning in the
marketplace and achieving sustainable, quality growth. For each goal, we have a set of
guiding principles and strategies for winning throughout the entire Coca-Cola system.

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VALUE
Coca-Cola is guided by shared values that both the employees as individuals and
the Company will live by; the values being:
LEADERSHIP: The courage to shape a better future
PASSION: Committed in heart and mind
INTEGRITY: Be real
ACCOUNTABILITY: If it is to be, its up to me
COLLABORATION: Leverage collective genius
INNOVATION: Seek, imagine, create, delight
QUALITY: What we do, we do well

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Public (NYSE: KO)

Dow Jones Industrial Average
Type
component
Industry
Beverage
Founded
1892
Headquarters
Atlanta, Georgia, United States
Area served
Worldwide
Key people
Muhtar Kent
(Chairman and CEO)
Products
Coca-Cola
Carbonated Soft Drinks
Water
Other Non-alcoholic beverages
Revenue
US$31.0 Billion (FY 2009)
Operating
income
Net income
Total assets
Total equity
Employees
92,400 (October 2009)
Website
KO.com or The Coca-Cola

Company Corporate Website
Source: www.wikipedia.com
HINDUSTAN COCA- COLA BEVERAGES PRIVATE

LIMITED (HCCBPL)
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ABOUT THE COMPANY
India is home to one of the most ancient cultures in the world dating back over
5000 years. At the beginning of the twenty-first century, twenty-six different languages
were spoken across India, 30% of the population knew English, and greater than 40%
were illiterate. At this time, the nation was in the midst of great transition and the
dichotomy between the old India and the new was stark. Remnants of the caste system
existed alongside the worlds top engineering schools and growing metropolises as the
historically agricultural economy shifted into the services sector. In the process, India had
created the worlds largest middle class, second only to China.
A British colony since 1769 when the East India Company gained control of all
European trade in the nation, India gained its independence in 1947 under Mahatma
Gandhi and his principles of non-violence and self-reliance. In the decades that followed,
self-reliance was taken to the extreme as many Indians believed that economic
independence was necessary to be truly independent. As a result, the economy was
increasingly regulated and many sectors were restricted to the public sector. This
movement reached its peak in 1977 when the Bhartiya Janta Party government came to
power and Coca-Cola was thrown out of the country. In 1991, the first generation of
economic reforms was introduced and liberalization began.
COKE IN INDIA
Coca-Cola was the leading soft drink brand in India until 1977 when it left rather
than reveals its formula to the government and reduces its equity stake as required under
the Foreign Exchange Regulation Act (FERA) which governed the operations of foreign
companies in India. After a 16-year absence, Coca-Cola returned to India in 1993,
cementing its presence with a deal that gave Coca-Cola ownership of the nation's top
soft-drink brands and bottling network. Cokes acquisition of local popular Indian brands
including Thums Up (the most trusted brand in India), Limca, Maaza, Citra and Gold
Spot provided not only physical manufacturing, bottling, and distribution assets but also
strong consumer preference. This combination of local and global brands enabled CocaBharati Vidyapeeth Institute of Management and Research, New Delhi
14

Cola to exploit the benefits of global branding and global trends in tastes while also
tapping into traditional domestic markets.
Leading Indian brands joined the Company's international family of brands,
including Coca-Cola, diet Coke, Sprite and Fanta, plus the Schweppes product range. In
2000, the company launched the Kinley water brand and in 2001, Shock energy drink and
the powdered concentrate Sunfill hit the market.
From 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making
it one of the countrys top international investors. By 2003, Coca-Cola India had won the
prestigious Woodruff Cup from among 22 divisions of the Company based on three broad
parameters of volume, profitability, and quality. Coca-Cola India achieved 39% volume
growth in 2002 while the industry grew 23% nationally and the Company reached
breakeven profitability in the region for the first time. Encouraged by its 2002
performance, Coca-Cola India announced plans to double its capacity at an investment of
$125 million (Rs. 750 crore) between September 2002 and March 2003.
Coca-Cola India produced its beverages with 7,000 local employees at its twentyseven wholly-owned bottling operations supplemented by seventeen franchisee-owned
bottling operations and a network of twenty-nine contract-packers to manufacture a range
of products for the company. The complete manufacturing process had a documented
quality control and assurance program including over 400 tests performed throughout the
process.
The complexity of the consumer soft drink market demanded a distribution
process to support 700,000 retail outlets serviced by a fleet that includes 10-ton trucks,
open-bay three wheelers, and trademarked tricycles and pushcarts that were used to
navigate the narrow alleyways of the cities. In addition to its own employees, Coke
indirectly created employment for another 125,000 Indians through its procurement,
supply, and distribution networks. Sanjiv Gupta, President and CEO of Coca-Cola India,
joined Coke in 1997 as Vice President, Marketing and was instrumental to the companys
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success in developing a brand relevant to the Indian consumer and in tapping Indias vast
rural market potential. Following his marketing responsibilities, Gupta served as Head of
Operations for Company-owned bottling operations and then as Deputy President. Seen
as the driving force behind recent successful forays into packaged drinking water,
powdered drinks, and ready-to-serve tea and coffee, Gupta and his marketing prowess
were critical to the continued growth of the Company.
MARKETING COLA IN INDIA
The post-liberalization period in India saw the comeback of cola but Pepsi had
already beaten Coca-Cola to the punch, creatively entering the market in the 1980s in
advance of liberalization by way of a joint venture. As early as 1985, Pepsi tried to gain
entry into India and finally succeeded with the Pepsi Foods Limited Project in 1988, as a
JV of PepsiCo, Punjab government-owned Punjab Agro Industrial Corporation (PAIC),
and Voltas India Limited. Pepsi was marketed and sold as Lehar Pepsi until 1991 when
the use of foreign brands was allowed under the new economic policy and Pepsi
ultimately bought out its partners, becoming a fully-owned subsidiary and ending the JV
relationship in 1994.
While the joint venture was only marginally successful in its own right, it allowed
Pepsi to gain precious early experience with the Indian market and also served as an
introduction of the Pepsi brand to the Indian consumer such that it was well-poised to
reap the benefits when liberalization came. Though Coke benefited from Pepsi creating
demand and developing the market, Pepsis head-start gave Coke a disadvantage in the
mind of the consumer. Pepsis appeal focused on youth and when Coke entered India in
1993 and approached the market selling an American way of life, it failed to resonate as
expected.
Brand Localization Strategy: The Two India

India A: Life ho to aisi
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India A, the designation Coca-Cola gave to the market segment including
metropolitan areas and large towns, represented 4% of the countrys population. This
segment sought social bonding as a need and responded to inspirational messages,
celebrating the benefits of their increasing social and economic freedoms. Life ho to
aisi, (life as it should be) was the successful and relevant tagline found in Coca-Colas
advertising to this audience.
India B: Thanda Matlab Coca-Cola
Coca-Cola India believed that the first brand to offer communication targeted to
the smaller towns would own the rural market and went after that objective with a
comprehensive strategy. India B included small towns and rural areas, comprising the
other 96% of the nations population. This segments primary need was out-of-home
thirst-quenching and the soft drink category was undifferentiated in the minds of rural
consumers. Additionally, with an average Coke costing Rs. 10 and an average days
wages around Rs. 100, Coke was perceived as a luxury that few could afford.
In an effort to make the price point of Coke within reach of this high-potential
market, Coca-Cola launched the Accessibility Campaign, introducing a new 200ml bottle,
smaller than the traditional 300ml bottle found in urban markets, and concurrently cutting
the price in half, to Rs. 5. This pricing strategy closed the gap between Coke and basic
refreshments like lemonade and tea, making soft drinks truly accessible for the first time.
At the same time, Coke invested in distribution infrastructure to effectively serve a
disbursed population and doubled the number of retail outlets in rural areas from 80,000
in 2001 to 160,000 in 2003, increasing market penetration from 13 to 25%. Cokes
advertising and promotion strategy pulled the marketing plan together using local
language and idiomatic expressions. Thanda, meaning cool/cold is also generic for cold
beverages and gave Thanda Matlab Coca-Cola delicious multiple meanings. Literally
translated to Coke means refreshment, the phrase directly addressed both the primary
need of this segment for cold refreshment while at the same time positioning Coke as a
Thanda or generic cold beverage just like tea, lassi, or lemonade. As a result of the

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Thanda campaign, Coca-Cola won Advertiser of the Year and Campaign of the Year in
2003.
RURAL SUCCESS
Comprising 74% of the country's population, 41% of its middle class, and 58% of
its disposable income, the rural market was an attractive target and it delivered results.
Coke experienced 37% growth in 2003 in this segment versus the 24% growth seen in
urban areas.
Driven by the launch of the new Rs. 5 product, per capita consumption doubled
between 2001-2003. This market accounted for 80% of Indias new Coke drinkers, 30%
of 2002 volume, and was expected to account for 50% of the companys sales in 2003.

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HINDUSTAN COCA- COLA BEVERAGES PRIVATE

LIMITED (HCCBPL) STRUCTURE
Coca-cola is a world class company in "low margin, high volume" business
which means sales of high volume for the product in order to be profitable and
complete in the global market.
Company Owned Bottling Operation (COBO)
Franchisee Owned Bottling Operation (FOBO)
COBO :
COBO stand for company owned bottling operations; COBO has been of Coke
Company's biggest strategy, which has proved to be winner. A bottling operation is a
capital intensive business, particularly so the returnable bottle market like in India and
the investment is the forth level.
Apart from the capital cost of plant and equipment the bottles has to invest in bottles
and crates, truck and cooling structure (Visi Coolers and ice boxes) at the retail point
industry estimates @ Rs. Crate which is equivalent to the price at which the crate
enters the distribution system Bottlers operates on margins around 10% with the bulk
of the killing (between Rs. 24 and Rs. 30 per crate or about 20%) being made by the
retailer. Excise and other taxes amounting Rs. 40 per crate. The going for a COBO is
the risk of coke Company and it is also implied a big attitude change from a totally
marketing orientation to an operation mindset.
COBO'S IN INDIA
COBOs are present across the nation, the locations are given below:
Mumbai, Bangalore, Ahemadabad, Chennai, Calcutta & Jalpaiguri unit also

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FOBO
FOBO stand for franchise owned bottling operation, in India Pepsi has
franchise. In the case the company supplies its soft drink concentrate to its franchises
(bottle syrup). Coca-cola has taken a more capital - intensive route of the owning and
running its own plants along side those of its franchises.
Coca-cola pumped in money to upgrade plants of franchises, which were
weaker did not have financial worth were given massive support in form of interest
free loans to upgrade their operations.
Getting into FOBO has helped Coke Company on several fronts. First, it has
enabled Pepsi to focus on marketing operations as much as it has on operation fronts.
Another gain of going FOBO is that since the franchises have to invest in plants and
machines glass bottles, trucks, and infrastructure, the cost burden has been reduced.
FOBO IN INDIA:
FOBO are located at the following places:
Part of Delhi, Punjab, Part of Andhra Pradesh, Calcutta and South Bengal

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ORGANISATIONAL CHART

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ORGANISATIONAL STRUCTURE

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SALES DEPARTMENT STRUCTURE

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CHALLENGES FOR COCA COLA

The Coca-Cola Company and its products have been criticized by various sources
for various reasons including negative health effects resulting from consumption of its
products, exploitative labor practices, high levels of pesticides in its products, building
plants in Nazi Germany which employed slave labor, environmental destruction,
monopolistic business practices, hiring paramilitary units to murder trade union leaders,
and marketing unhealthy products to children.
Health effects
Acidity and tooth decay
Numerous court cases have been filed against the Coca-Cola Company since the
1940s alleging that the acidity of the drink is dangerous and it causes tooth decay.
High fructose corn syrup
High fructose corn syrup was rapidly introduced in many processed foods and
soda drinks in the US over the period of about 19751985. Since 1985 in the U.S., Coke
has been made with high fructose corn syrup instead of sucrose to reduce costs. One of
the reasons this has come under criticism is because the corn used to produce corn syrup
often comes from genetically altered plants. Some nutritionists also caution against
consumption of high fructose corn syrup because of possible links to obesity and
diabetes. High fructose corn syrup has been shown to be metabolized differently than
sugar by the human body.
India secret formula ban
Coca-Cola was India's leading soft drink until 1977 when it left India after a new
government ordered the company to turn over its secret formula for Coca-Cola and dilute
its stake in its Indian unit as required by the Foreign Exchange Regulation Act (FERA).In
1993, the company (along with PepsiCo) returned in pursuance of India's Liberalization
policy.

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Environmental issues
In India, there exists widespread concern over how Coca-Cola is produced. In
particular, it is feared that the water used to produce Coke may contain unhealthy levels
of pesticides and other harmful chemicals. It has also been alleged that due to the amount
of water required to produce Coca-Cola, aquifers are drying up and forcing farmers to
relocate.
Pesticide use
In 2003, the Centre for Science and Environment (CSE), a non-governmental
organization in New Delhi, said aerated waters produced by soft drinks manufacturers in
India, including multinational giants Pepsico and Coca-Cola, contained toxins including
lindane, DDT, malathion and chlorpyrifos pesticides that can contribute to cancer and
a breakdown of the immune system. Tested products included Coke, Pepsi, and several
other soft drinks (7Up, Mirinda, Fanta, Thums Up, Limca, Sprite), many produced by
The Coca-Cola Company.
Water use
Environmental degradation in the form of depletion of the local ground water
table due to the utilization of natural water resources by the company poses a serious
threat to many communities.
Coca-Cola's operations in India have come under intense scrutiny as many
communities are experiencing severe water shortages as well as contaminated
groundwater and soil that some assert are a result of Coca-Cola's bottling operations. A
massive movement has emerged across India to hold the Coca-Cola Company
accountable for its actions. The state of Kerala imposed a ban of colas from the state only
to be quashed by Coca Cola; the matter is pending in the Supreme Court. The Plachimada
plant in Kerala state, one of Coca-Cola's largest bottling facilities in India, has remained
shut for 17 months now because the village council has refused to renew its license,
blaming the company for causing water shortages and pollution.

25

In Sivaganga District of Tamil Nadu state there were several protests and rallies
opposing the proposed Coca Cola bottling plant in fear of water depletion and
contamination. The president of the Gangaikondan panchayat, Mr. V. Kamson died under
mysterious circumstances two days after going back and forth in his resentment against
the upcoming Coca-cola bottling plant in the village. When asked about the conflicting
statements, he said: "I am under immense pressure from the public, police and other
quarters. So I have issued this statement." Five other Indian states have announced partial
bans on the drinks in schools, colleges and hospitals.
Packaging
Packaging used in Coca-Cola's products has a significant environmental impact
but the company strongly opposes attempts to introduce mechanisms such as container
deposit legislation.
Economic business practices

Monopolistic
In 2000, a United States federal judge dismissed an antitrust lawsuit filed by
PepsiCo Inc. accusing Coca-Cola Co. of monopolizing the market for fountain-dispensed
soft drinks in the United States.
In June 2005, Coca-Cola in Europe formally agreed to end deals with shops and
bars to stock its drinks exclusively after a European Union investigation found its
business methods stifled competition.
In November 2005, Coca-Cola's Mexican unit - Coca-Cola Export Corporation and a number of its distributors and bottlers were fined $68 million for unfair commercial
practices. Coca-Cola is appealing the case.
Marketing
In 1993, US investigative journalist Mark Pendergrast published For God Country
and Coca Cola (ISBN 0465054684), an in-depth study of the marketing phenomenon
which had made Coca-Cola synonymous with US culture.
26
In 2004, the British government launched a wide-ranging review into food

promotion and childhood obesity. One survey found that Coca-Cola broadcasted a high
proportion of their advertisements during children's television. The company removed its
branding from vending machines in Scottish schools in December 2003, replacing it with
a graphic of an urban scene.
"Channel stuffing" settlement
Coca-Cola Co, on July 7, 2008 compromised to pay $137.5 million (69.4 million
pounds) to settle an October 2000 shareholder lawsuit. Coca-Cola was charged in a U.S.
District Court for the Northern District of Georgia, with "forcing some bottlers to
purchase hundreds of millions of dollars of unnecessary beverage concentrate to make its
sales seem higher." Institutional investors, led by Carpenters Health & Welfare Fund of
Philadelphia & Vicinity, accused Coca-cola of "channel stuffing," or artificial inflation of
Coca-Cola's results which gave investors a false picture of the company's health. The
settlement applies to Coca-Cola common stock owners from Oct 21, 1999 to March 6,
2000.
Employee issues
Racial discrimination
In November 2000, Coca-Cola agreed to pay $192.5 million to settle a class
action racial discrimination lawsuit and promised to change the way it manages,
promotes and treats minority employees in the US. In 2003, protesters at Coca-Cola's
annual meeting claimed that black people remained underrepresented in top management
at the company, were paid less than white employees and fired more often. In 2004, Luke
Visconti, a co-founder of Diversity Inc., which rates companies on their diversity efforts,
said: "Because of the settlement decree, Coca-Cola was forced to put in management
practices that have put the company in the top 10 for diversity."

27
Shareholder resolution attempt (2002)

In 2002, Christian Brothers Investment Services, Inc. submitted, along with other
co-filers, a shareholder resolution that called for Coca-Cola to adopt a code of conduct on
bottling practices and employee relations. Problems in Colombia were cited, but the
proposal called for "clear standards for its suppliers, vendors and bottlers." The resolution
received support from Coca-Cola unions in Colombia, Guatemala, Zimbabwe, the
Philippines, and the United States.
However, Coca Cola's board of directors recommended rejecting the proposal,
noting in the proxy: "We believe that the Company's existing policies address
substantially all of the concerns raised in this proposal and that the proposal is therefore
unnecessary... For example, both our policy and the Principles specifically provide that
we (i) will not condone the exploitation of children, physical punishment or involuntary
servitude; and (ii) will pay wages that enable our employees to meet their basic needs.
Ultimately, shareholders rejected the resolution.
2010 Polish election campaign

During Polish presidential election campaign 2010 two DJs of Radio "Eska
Rock", Wojewodzki and Figurski, recorded a hip-hop song parodying the political usage
of funerals of victims of 2010 Polish Air Force Tu-154 crash. The song's most attacked
verse referred to burying the dead president among Polish kings at the Wawel castle hill.
The authors also parodied the "I love Poland"-style of nationalistic politicians. Refrain
criticized the dog-eat-dog approach of political usage of mourning and country-wide
grief. The song quickly spread over social networks, by-passing mainstream media
controlled by nationalist politicians that use censorship against their opponents CocaCola responded to the appeals of Polish nationalist activists and announced that its logo
will be removed from "Eska Rock" Internet appearance.

28
CLASSIFICATION OF OUTLETS AND BRAND

ORDER SYSTEM
Classification of outlets on the basis of volume
There are four types of outlets according to the volume of sales of the
outlet-Diamond
800>C/s & above per year
Gold
500-799C/s per year
Silver
200-499C/s per year
Bronze
<200C/s per year
CHANNEL CLUSTER
(A) GROCERY STORE
Grocery (customer profile): Store stocking a variety of regular uses household items. The
channels provide an opportunity for penetration as it propels home consumption. It
includes all kirana stores, juice, departmental stores, supermarkets, provision stores etc.
Necessary Availability - 1.5 liter and 300ml
(B) EATING & DRINKING CHANNEL- 1
Eating and Drinking Channel: Outlets which are having less than five tables come under
channel one. Outlets range from the high-end restaurants to the smaller dhabas. These
outlets offer multiple opportunities to effect sales as people usually order something to
drink along with food. It includes
- Restaurants
- Bars and Pubs
- Dhabas
- Cafes

29

(C) EATING & DRINKING CHANNEL 2
It includes bakery, sweet shops, tea shops, soft drink shops and juice centre which have
more than five tables.
(D) CONVENIENCE CHANNEL

Pan/bidi shops (customer profile): This segment includes PAN BIDDI outlets that stock
cigarettes, mint, and confectionary. It covers STD/ISD phone booths, travel channel etc.
Small outlets that mainly sell 200ml or 300ml bottles. They may also sell 600ml.
BRAND ORDER SYSTEM OF COCA COLA
COLOJ-K
COLA
LEMON
ORANGE
JUICE
KINLEY
COKE
KINLEY
FANTA
THUMS UP
SPRITE

30
MAAZA
MMPO/MMNF
LIMCA
PRODUCT PORTFOLIO

31
COMPETITORS
The competitors to the products of the company mainly lie in the nonalcoholic
beverage industry consisting of juices and soft drinks.
The key competitors in the industry are as follows:
32

PepsiCo: The PepsiCo challenge, to keep up with arch rival, the Coca-Cola
Company never ends for the World's # 2, carbonated soft drink maker. The company's
soft drinks include Pepsi, Mountain Dew, Mirinda and Slice. Cola is not the company's
only beverage; PepsiCo sells Tropicana orange juice brands, Gatorade sports drink, and
Aquafina water. PepsiCo also sells Dole juices and Lipton ready-to-drink tea. PepsiCo
and Coca-Cola hold together, a market share of 95% out of which 60.8% is held by CocaCola and the rest belongs to Pepsi.
Nestl: Nestle does not give that tough a competition to Coca-Cola as it mainly deals
with milk products, Baby foods and Chocolates. But the iced tea that is Nestea which has
been introduced into the market by Nestle provides a considerable amount of competition
to the products of the Company. Iced tea is one of the closest substitutes to the Colas as it
is a thirst quencher and it is healthier when compared to fizz drinks. The flavored milk
products also have become substitutes to the products of the company due to growing
health awareness among people.
Dabur: Dabur in India, is one of the most trusted brands as it has been operating ever
since times and people have laid all their trust in the Company and the products of the
Company. Apart from food products, Dabur has introduced into the market Real Juice
which is packaged fresh fruit juice. These products give a strong competition to Maaza
and the latest product Minute Maid Pulpy Orange.
Parle Agro: Parle Agro is a household name in the beverages industry and has
leading brands like Frooti, consistent winner of India's fruit beverage brand, Appy, Appy
Fizz and packaged drinking water, Bailley.
A pioneer in the Indian industry, Parle Agro is associated with many firsts. They were the
first to introduce fruit drinks in tetra packaging, first to introduce apple nectar and the
first to introduce fruit drinks in PET bottles
SWOT ANALYSIS
STRENGTHS

33

DISTRIBUTION NETWORK: The Company has a strong and reliable distribution
network. The network is formed on the basis of the time of consumption and the amount
of sales yielded by a particular customer in one transaction. It has a distribution network
consisting of a number of efficient salesmen, 700,000 retail outlets and 8000 distributors.
The distribution fleet includes different modes of distribution, from 10-tonne trucks to
open-bay three wheelers that can navigate through narrow alleyways of Indian cities and
trademarked tricycles and pushcarts.
STRONG BRANDS: The products produced and marketed by the Company have a
strong brand image. People all around the world recognize the brands marketed by the
Company. Strong brand names like Sprite, Fanta, Limca, Thums Up and Maaza add up to
the brand name of the Coca-Cola Company as a whole. The red and white Coca- Cola is
one of the very few things that are recognized by people all over the world. Coca-Cola
has been named the world's top brand for a fourth consecutive year in a survey by
consultancy Interbrand. It was estimated that the Coca-Cola brand was worth
$70.45billion.
Source: (http://news.bbc.co.uk/1/hi/business/4706275.stm)
LOW COST OF OPERATIONS: The production, marketing and distribution
systems are very efficient due to forward planning and maintenance of consistency of
operations which minimizes wastage of both time and resources leads to lowering of
costs.
WEAKNESSES
SMALL SCALE SECTOR RESERVATIONS LIMIT ABILITY TO
INVEST AND ACHIEVE ECONOMIES OF SCALE: The Companys operations are
carried out on a small scale and due to Government restrictions and red-tapism, the
Company finds it very difficult to invest in technological advancements and achieve
economies of scale.
OPPORTUNITIES
LARGE DOMESTIC MARKETS: The domestic market for the products of the
Company is very high as compared to any other soft drink manufacturer. Coca-Cola India
34

claims a 58 per cent share of the soft drinks market; this includes a 42 per cent share of
the cola market. Other products account for 16 per cent market share, chiefly led by
Limca. The company appointed 50,000 new outlets in the first two months of this year, as
part of its plans to cover one lakh outlets for the coming summer season and this also
covered 3,500 new villages. In Bangalore, Coca-Cola amounts for 74% of the beverage
market.
EXPORT POTENTIAL: The Company can come up with new products which are not
manufactured abroad, like Maaza etc and export them to foreign nations. It can come up
with strategies to eliminate apprehension from the minds of the people towards the Coke
products produced in India so that there will be a considerable amount of exports and it is
yet another opportunity to broaden future prospects and cater to the global markets rather
than just domestic market.
HIGHER INCOME AMONG PEOPLE: Development of India as a whole has lead
to an increase in the per capita income thereby causing an increase in disposable income.
Unlike olden times, people now have the power of buying goods of their choice without
having to worry much about the flow of their income. The beverage industry can take
advantage of such a situation and enhance their sales.
THREATS
IMPORTS: As India is developing at a fast pace, the per capita income has increased
over the years and a majority of the people is educated, the export levels have gone high.
People understand trade to a large extent and the demand for foreign goods has increased
over the years. If consumers shift onto imported beverages rather than have beverages
manufactured within the country, it could pose a threat to the Indian beverage industry as
a whole in turn affecting the sales of the Company.
TAX AND REGULATORY SECTOR: The tax system in India is accompanied by a
variety of regulations at each stage on the consequence from production to consumption.
When a license is issued, the production capacity is mentioned on the license and every
time the production capacity needs to be increased, the license poses a problem.

35

Renewing or updating a license every now and then is difficult. Therefore, this can limit
the growth of the Company and pose problems.
SLOWDOWN IN RURAL DEMAND: The rural market may be alluring but it is not
without its problems: Low per capita disposable incomes that is half the urban disposable
income; large number of daily wage earners, acute dependence on the vagaries of the
monsoon; seasonal consumption linked to harvests and festivals and special occasions;
poor roads; power problems; and inaccessibility to conventional advertising media. All
these problems might lead to a slowdown in the demand for the companys products.
PEST ANALYSIS
The PEST analysis examines changes in a marketplace caused by Political, Economical,
Social and Technological factors.
36
POLITICAL ANALYSIS
Non-alcoholic beverages fall within the food category under the FDA. The
government plays a role within the operation of manufacturing these products in terms of
regulations. There are potential fines set by the government on companies if they do not
meet a standard of laws.
The following are some of the factors that could cause Coca-Cola company's
actual results to differ materially from the expected results described in their underlying
company's forward statement:Changes in laws and regulations, including changes in accounting standards,
taxation requirements, (including tax rate changes, new tax laws and revised tax law
interpretations) and environmental laws in domestic or foreign jurisdictions.
Changes in the non-alcoholic business environment. These include, without
limitation, competitive product and pricing pressures and their ability to gain or maintain
share of sales in the global market as a result of action by competitors.
Political conditions, especially in international markets, including civil unrest,
government changes and restrictions on the ability to transfer capital across borders.
Their ability to penetrate developing and emerging markets, which also depends on
economic and political conditions, and how well they are able to acquire or form strategic
business alliances with local bottlers and make necessary infrastructure enhancements to
production facilities, distribution networks, sales equipment and technology.
ECONOMIC ANALYSIS
Last year the U.S. economy was strong and nearly every part of it was growing
and doing well. However, things changed. Most economists loosely define a recession as
two consecutive quarters of contraction, or negative GDP growth. On Monday 26, the
government officially declared that the U.S. has been in recession since March. (CBS
37

Market Watch. U.S. Officially in a recession." Rex Nutting. [Nov 26, 2001].
www.cbsmarketwatch.com)
However, because of aggressive action by the Federal Reserve and Congress it will be
short and mild. The economy will return to sustained, positive growth in the first half of
2002.
SOCIAL ANALYSIS
Many U.S. citizens are practicing healthier lifestyles. This has affected the nonalcoholic beverage industry in that many are switching to bottled water and diet colas
instead of beer and other alcoholic beverages. Also, time management has increased and
is at approximately 43% of all households. (http://www.cdf-mn.org). The need for bottled
water and other more convenient and healthy products are in important in the average
day-to-day life.
Consumers from the ages of 37 to 55 are also increasingly concerned with
nutrition. There is a large population of the age range known as the baby boomers. Since
many are reaching an older age in life they are becoming more concerned with increasing
their longevity. This will continue to affect the non-alcoholic beverage industry by
increasing the demand overall and in the healthier beverages.
TECHNOLOGICAL ANALYSIS
Some factors that cause company's actual results to differ materially from the
expected results are as follows:

38

The effectiveness of company's advertising, marketing and promotional programs.
The new technology of internet and television which use special effects for advertising
through media. They make some products look attractive. This helps in selling of the
products. This advertising makes the product attractive. This technology is being used in
media to sell their products.
Introduction of cans and plastic bottles have increased sales for Coca-Cola as
these are easier to carry and you can bin them once they are used.
As the technology is getting advanced there has been introduction of new
machineries all the time. Due to introduction of this machineries the production of the
Coca-Cola Company has increased tremendously then it was few years ago CCE has six
factories in Britain which use the most stat-of the-art drinks technology to ensure top
product quality and speedy delivery. Europe's largest soft drinks factory was opened by
CCE in Wakefield, Yorkshire in 1990. The Wakefield factory has the technology to
produce cans of Coca-Cola faster than bullets from a machine gun.

39
CHAPTER- II
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY
RESEARCH DESIGN FOLLOWED
40

Descriptive Research is the research method used because descriptive studies
embrace a large proportion of market research. The purpose is to provide an accurate
snapshot of some aspect of the market environment. Descriptive research is more rigid
than exploratory research and seeks to describe users of a product, determine the
proportion of the population that uses a product, or predict future demand for a product.
As opposed to exploratory research, descriptive research should define questions, people
surveyed, and the method of analysis prior to beginning data collection. In other words,
who, what, where, when, why, and how aspects of the research should be defined.
SAMPLING:SAMPLING TECHNIQUE USED
In this project the technique of sampling used was Judgment sampling. Judgment
sampling involves the choice of subjects who are most advantageously placed or in the
best position to provide the information required.
SAMPLE UNIT
In this project sample were the retailers in Salugara and Bagdogra region & the
aim was to know the penetration level of Maaza Tetra Pak and the competitors present
in the market.
SAMPLE SIZE: 200 Retailers.
Salugara- 83 retailers and Badogra- 117 retailers
DATA COLLECTION TECHNIQUES
SOURCES OF DATA
PRIMARY DATA
To collect primary data from Retailers Questionnaires were used. Questionnaire
was prepared very carefully so that it may prove to be effective in collecting the right
information.
SECONDARY DATA
Secondary data collected from different website. This secondary data formed the
conceptual background for the project. This secondary data was compared with the
primary data collected in area.
41
RESEARCH INSTRUMENT
The research instrument used in the project was Questionnaire to collect primary
information, it provided flexibility by using more close ended and few open ended
questions.
METHOD OF DATA COLLECTION
Information was collected by personally contacting retailers through interviews.
ANALYSIS AND STATISTICAL TECHNIQUE USED
Types of data analysis techniques used in the project:
- Tabular analysis.
- Graphical analysis.
- Percentage analysis.
OBJECTIVES OF THE RESEARCH

PRIMARY OBJECTIVE
To study the presence of Maaza Tetra Pak in Salugara and Bagdogra Market
42
To analyse the potential market for Maaza Tetra Pak

To collect information about the competitors
SECONDARY OBJECTIVE
To analyze the factors influencing perception and buying decision
of consumers.
SCOPE OF THE RESEARCH

The study is carried out in Salugara and Bagdogra markets hence its scope is mainly
limited to Salugara and Bagdogra.
It gives information about the size of the retail network.

It gives information about the services given by distributor to their retailers.
It gives information about the competitors products.
It will serve consumer in better manner.
It provides suggestions to the company to improve their products sales.
It gives information about the sales promotion activities to improve the sale.
LIMITATIONS OF THE RESEARCH

Some of the retailers were too busy to participate for the survey.
43
The monsoon hindered the survey and the collection of data.

The survey was limited only for two markets ( Salugara and Bagdogra)
Time period of the project was only 50 days which made it difficult to understand
the market completely.

44
CHAPTER- III
CONCEPTUAL
DISSCUSION
LITERATURE REVIEW
The Ansoff Product-Market Growth Matrix is a marketing tool created by Igor
Ansoff and first published in his article "Strategies for Diversification" in the Harvard
45

Business Review (1957). The matrix allows marketers to consider ways to grow the
business via existing and/or new products, in existing and/or new markets there are four
possible product/market combinations. This matrix helps companies decide what course
of action should be taken given current performance. The matrix consists of four
strategies:
Market penetration (existing markets, existing products): Market penetration

occurs when a company enters/penetrates a market with current products. The
best way to achieve this is by gaining competitors' customers (part of their market
share). Other ways include attracting non-users of your product or convincing
current clients to use more of your product/service, with advertising or other
promotions. Market penetration is the least risky way for a company to grow.
Product development (existing markets, new products): A firm with a market for
its current products might embark on a strategy of developing other products
catering to the same market (although these new products need not be new to the
market; the point is that the product is new to the company). For example,
McDonald's is always within the fast-food industry, but frequently markets new
burgers. Frequently, when a firm creates new products, it can gain new customers
for these products. Hence, new product development can be a crucial business
development strategy for firms to stay competitive.
Market development (new markets, existing products): An established product in

the marketplace can be tweaked or targeted to a different customer segment, as a
strategy to earn more revenue for the firm. For example, Lucozade was first
marketed for sick children and then rebranded to target athletes. This is a good
example of developing a new market for an existing product. Again, the market
need not be new in itself; the point is that the market is new to the company.
Diversification (new markets, new products): Virgin Cola, Virgin Megastores,

Virgin Airlines, Virgin Telecommunications are examples of new products created
by the Virgin Group of UK, to leverage the Virgin brand. This resulted in the
company entering new markets where it had no presence before.

46
The matrix illustrates, in particular, that the element of risk increases the further
the strategy moves away from known quantities - the existing product and the existing
market. Thus, product development (requiring, in effect, a new product) and market
extension (a new market) typically involve a greater risk than `penetration' (existing
product and existing market); and diversification (new product and new market)
generally carries the greatest risk of all. In his original work, which did not use the matrix
form, Igor Ansoff stressed that the diversification strategy stood apart from the other
three.
While the latter are usually followed with the same technical, financial, and
merchandising resources which are used for the original product line, diversification
usually requires new skills, new techniques, and new facilities. As a result it almost
invariably leads to physical and organizational changes in the structure of the business
which represent a distinct break with past business experience.
For this reason, most marketing activity revolves around penetration.
ABOUT THE PRODUCT

Maaza
47
Yaari Dosti Taaza Maaza
Maaza
is a Coca-Cola fruit drink brand marketed in India and Bangladesh,
the most popular drink being the mango variety so much that over the years, the Maaza
brand has become synonymous with Mango. Initially Coca-Cola had also launched
Maaza in orange and pineapple variants, but these variants were subsequently dropped.
Coca-Cola has recently re-launched these variants again in the Indian market.
Mango drinks currently account for 90% of the fruit juice market in India. Maaza
currently dominates the fruit drink category and competes with Pepsi's Slice brand of
mango drink and Frooti, manufactured by Parle Agro.
While Frooti was sold in small cartons, Maaza and Slice were initially sold in
returnable bottles. However, all brands are also now available in small cartons and large
PET bottles. Of late, the Indian market is witnessing the entry of a large number of small
manufacturers producing only mango fruit drink.
Maaza has a distinct pulpy taste as compared to Frooti and tastes slightly sweeter
than Slice. Maaza claims to contain mango pulp of the Alphonso which is known as
King of Mangoes in India and Totapuri variety.
HISTORY
Maaza was launched in 1976 in India. The Union Beverages Factory, based in the
United Arab Emirates, began selling Maaza as a franchisee in the Middle East and Africa
in 1976. By 1995, it had acquired rights to the Maaza brand in these countries through
48

Maaza International Co LLC Dubai. In India, Maaza was acquired by Coca-Cola India in
1993 from Parle-Bisleri along with other brands such as Limca, Citra, Thums Up and
Gold Spot. As for North America, Maaza was acquired by House of Spices in 2005.
SWOT ANALYSIS OF MAAZA TETRA PAK

STRENGTHS
Most demanded mango juice in TP.
Maaza has good Brand Equity.
Maaza TP can be preserved for longer
duration.
Efficient distribution network readily

available.
WEAKNESSESS
Maaza TP doesnt run
advertisements.
Retailers are unaware of the margin
earned by selling Maaza TP.
Retailers dont find the price to be
reasonable.
Promotional offers are weak or
negligible in comparison to its
competitors.
Maaza comes only in one variant.
OPPORTUNITIES
45% of the markets are untapped.
2) The markets surveyed witnesses a
lot of travelers hence stocking Pocket
Maaza adequately in these markets
can boost sales.
THREATS
Supply of competitors Tetra Pak is
strong in remote locations which are
eating up the market share of Maaza
TP.
Maaza is not produced in Raninagar

Plant.
There are many competitors of Maaza
TP.

49
CHAPTER- IV
DATA ANALYSIS
QUESTION 1
SALUGARA
BAGDOGRA

50
SALUGARA AND BAGDOGRA COMBINED
INFERENCE:
There is huge market which is untapped for reasons ranging from competition,
irregular supply, high price etc. Maaza Tetra Pak is losing its market share to local
players and other companies due to availability of substitute products.
QUESTION 3
SALUGARA
BAGDOGRA

51
INFERENCE:
The consumers were found to be aware of availability of Maaza in Tetra Pak.
QUESTION 4
SALUGARA

52
BAGDOGRA
INFERENCE:
From the charts we can figure out that most of the retailers in both the markets sell
1-10 cases of Maaza TP in a month and only a minuscule number of retailers go
beyond 10 cases.
QUESTION 5
SALUGARA

53
BAGDOGRA
INFERENCE:
Out of all the retailers who stock Maaza be it Salugara, Bagdogra or the
combination of both the markets it is seen that Maaza TP dominates the sale, as
Coca Cola is found to be a dominant player in these markets.
QUESTION 7
SALUGARA
BAGDOGRA

54
INFERENCE:
On an average 72% of the retailers who stock Maaza TP in both the markets are
happy with their distributors. And the 28% of the remaining few are unhappy with
the distributor and the reasons range from irregular supply, absence of credit
facility with coke to issues with the coolers.
QUESTION 9
55

SALUGARA
BAGDOGRA
INFERENCE:
From the following results it is evident that consumers and retailers are unaware of
the benefits of Tetra Pak. Some of the benefits are; it takes less shelf space, juice can
be preserved for longer duration, it is easy to carry, the Tetra Pak is environment
friendly as it can be recycled etc. When the benefits were told to the retailers they
gave a positive gesture, hence, little education by the MDs (Market Developers) can
help Maaza TP to tap the potential market.
QUESTION 10
56

SALUGARA
BAGDOGRA
INFERENCE:
One of the major issues which restrain retailers to stock Maaza Tetra Pak is its
price. Maaza Tetra Pak comes with a price tag of Rs 12, which make the retailers as
well as the consumers to struggle in fending off the change. The retailers want
Maaza to come either in Rs 10 or Rs 15 packages.
QUESTION 11
57

SALUGARA
BAGDOGRA
INFERENCE:
Maaza Tetra Pak is a hit among the consumers up to the age of 40. Maaza Tetra Pak
is marketed as pocket Maaza therefore consumers are found to be up to the age of
40 who travel and move a lot.
QUESTION 12
58

SALUGARA
BAGDOGRA
INFERENCE:
It was difficult to find the gender which consumed Maaza Tetra Pak the most, many
retailers said that both the genders consumed Maaza Tetra Pak equally.
QUESTION 15
59
SALUGARA
BAGDOGRA
INFERENCE:
The retailers were found to be unhappy as the schemes are not reaching them. The
retailers have often discovered that though Coca Cola has schemes, the MDs
(Market Developers) do not reveal the schemes to them.

60
CHAPTER- V
FINDINGS

61
FINDINGS
The survey revealed that Salugara has 55% of the retailers who stock Maaza,
while in Bagdogra 56% of the retailers stock Maaza. And combining both the
markets 55% of the retailers stock Maaza i.e. 111
retailers said Yes while 89
retailers said No
The 89 retailers forming 45% of the sample size do not stock Maaza for reasons
like they stock only Pepsis products, even if they sell Cokes product they are
unaware of the margin earned on selling TP and some of them do not stock Maaza
TP because it doesnt sell, and some do not stock Maaza because of its price
which makes it difficult for the customers and the retailers to fend change.
Out of 46 retailers in Salugara who stock Maaza TP 85% answered in favor of

this question. And out of 65 retailers in Bagdogra who stock Maaza TP 95% of
them were in favor of this question .All in all combining both the markets 91% of
the retailers which is 111 retailers who stock Maaza TP answered in favor of this
question
Most of the retailers in both the markets sell 1-10 cases of Maaza TP in a month
and only a minuscule number of retailers go beyond 10 cases.
Out of all the retailers who stock Maaza be it Salugara, Bagdogra or the
combination of both the markets it is seen that Maaza TP dominates the sale.
It was found that Maaza TP sells mostly because of its Taste, while the other
products sell either they give good offers or when there is irregular supply of
Maaza.
On an average 72% of the retailers who stock Maaza TP in both the markets are
happy with their distributors. And the 28% of the remaining few are unhappy with
62

the distributor and the reasons range from irregular supply, absence of credit
facility with coke to issues with the coolers.
It was noticed that majority of the retailers i.e. 109 retailers out of 111 who stock
Maaza TP arent aware of the benefits attached with selling Tetra Paks.
78% of the retailers in Salugara and 71% of the retailers in Bagdogra dont find
the price of Maaza TP to be reasonable. This makes it 74% combining both the
markets who do not find the price to be reasonable.
It was found that in Salugara the age group 20-40 consumes Maaza TP the most
followed by the age group Up to 20. Similarly, in Bagdogra the age group Up
to 20 is leading followed by 20-40 age group.
When both the markets are combined the leading group is 20-40 followed by
Up to 20. Looking at the charts we can conclude that Maaza TP is consumed
by people mostly up to the age of 40.
Combining both the markets 53% of the retailers are unsure whether Maaza is
consumed mostly by male or female, while the remaining lot has rated female
25% and male as 22% which is very close. Therefore, it can be said that Maaza
TP is equally preferred by both the genders.
All the retailers stocking Maaza TP has ranked Maaza as number 1 in both the
markets when it comes to getting offers for selling the product while all the other
products have a tough competition.
As it was seen earlier that Maaza leads when it comes to giving offers to its
retailers. Likewise the retailers ranked Maaza the number 1 product when it
comes to margin earned in selling the product.

63

It was found that the retailers were enjoying offers from other brands while they
were not getting any offers from Maaza in the previous month.
The retailers have rated the attributes (Quality, Brand Image, Availability,
Packaging and Margin) of Maaza. The three attributes i.e. Quality, Brand Image
and Packaging has favored well while the attributes Availability and Margin is to
be taken care of.

64
CHAPTER- VI
CONCLUSIONS

65
RECOMMENDATIONS
The survey shows that there is a Market of 45% combining both the Salugara and
Bagdogra Market which is untapped. The untapped market can be captured if the
Market Developers are persuasive in selling Maaza Tetra Pak and they can
proactively explain that the retailers earn more margins while selling Maaza Tetra
Pak. It was found that most of the retailers are unaware of the margin earned on
selling Tetra Pak which is more than selling RGB.
Retailers and Consumers should be educated about the benefits of using Tetra
Pak. The information that it can be preserved for long, Tetra Pak Packages are
fully recycled and consumers can easily carry it along, it takes less shelf space etc.
should be explained.
During the outlet visit for survey none of the stores had hoardings or banners with
Maaza Tetra Pak on it; therefore to create awareness among non-consumers that
Maaza comes in Tetra Pak too, hoardings and banners must bear the picture of
Maaza Tetra Pak.
Since Coca Cola maintains a database for its retailers, henceforth, all the schemes,
discounts, or offers can be sent through SMS to help retailers know the schemes.
Price of the product should change either to Rs 10 or Rs 15 so that the retailers
unwilling to sell the product fearing fending of change can stock the product too.
Retailers present in remote locations which were noticed to be selling juices of
other brands due to irregular supply of the product can pose a threat as Maaza
Tetra Pak can lose its market share gradually.

66

Organizing sales promotion specifically designed for Maaza Tetra Pak can be
rolled. For instance, every year Coca Cola hires Summer Trainees and this
resource can be used to set up stalls in various locations and sell the product at a
price sold to retailers.
Incentives & schemes should be given to the retailers and sales audit should be
carried to check whether the schemes are being communicated properly by
distributors and sales person or not.
Provide consistent service to retailers as this will help gain company goodwill in
the market.

67
APPENDICES

68

QUESTIONNAIRE
Name of the Outlet:
Area:
1. Do you stock Maaza Tetra Pak?

YES
NO
2. If No, why? Multiple choices

HIGH PRICE
LEAKED PRODUCTS NOT REPLACED

LESS MARGIN
UNATTRACTIVE OFFERS
OTHERS, PLEASE SPECIFY
3. Do you think that consumers are aware that Maaza also comes in Tetra Paks?
YES
NO
4. Approximately, how many cases do you sell in a month (only Maaza TP)
1-10
10-20
30-40
20-30
40 AND ABOVE
5. Which juice (Tetra Pak) do you sell the most?

MAAZA
SLICE
REAL
FROOTI
TROPICANA
6. What is the reason for its sale? Multiple choices

LOW PRICE
HIGH MARGIN
TASTE
GOOD SCHEMES
7. Are you satisfied with the distributor?

YES
NO
8. If No, why
NO CREDIT
IRREGULAR SUPPLY
9. Are you aware of the benefits of the Tetra Pak?

69
YES
NO
10. Is the price of MaazaTP reasonable?

YES
NO
11. Which among the following (age group) consumes Maaza TP the most?
UPTO 20
20-40
40-60
60 AND ABOVE
12. According to you which gender consumes Maaza TP the most?

MALE
FEMALE
CANT SAY
13. Which juice (Tetra Pak) among the following gives good offers? Rank them
MAAZA
SLICE
FROOTI
REAL
TROPICANA
14. According to the margin earned rank the products (Tetra Pak)
MAAZA
SLICE
FROOTI
REAL
TROPICANA
15. Do you get any offers or schemes on Maaza Tetra Pak from the company?
YES
NO
16. Give your ratings to following attributes of Maaza TP

ATTRIBUTES
VERY
GOOD
GOOD
AVERAGE
BAD
QUALITY
BRAND IMAGE
AVAILABILITY
PACKAGING
MARGIN
17. What improvements or suggestions do you give for Maaza TP?
LIST OF ALL THE RETAILERS SURVEYED

70
VERY BAD
SERIAL NO.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
SERIAL NO.
NAME OF THE RETAILERS

BAGDOGRA
Ajanta Hotel
Anil Stores
Apni Dukan
Arya Bakery
Banik Stores
Bappa Pan Ghar
Bappa Pan Ghar
Bhai Bhai
Bharati Hotel
Bichitra Stores
Bishnu Pan Ghar
Biswajit Pan Ghar
Cakes R Us
Choice Stores
City Dhaba
Cosmetic Corner
Deep Stores
Deepanjali Telecom
Diet Restaurant
Dilip Pan Ghar
Diptis
Ellisas Restaurant
Farhan Telecom
Ganesh Bhandar
Ganesh Hotel
Ganga Hotel
Gautam Pan Ghar
Gautam Pan Ghar
Ghosh Bhandar
Ghosh Brothers
Gopal Stores
Gupta General Stores
Gurung Hotel
Hanuman Stores
Hanuman Sweets N Snacks
Haryana Stores
Hasi Pan Ghar
Hotel
Hotel Chakachak
Hotel Jagat
Hotel Kamakhya
Hotel Ramakrishna
Hotel Sonar Bangla
Hriday Enterprise
AREA
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra

71
AREA

45.
46.
47.
48.
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.
74.
75.
76.
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
87.
88.
89.
90.
91.
92.
Jaiswal Stores
Joy Maa Hotel
Joy Maa Kali Pan Stores
Kadri Stores
Kalpatru Hotel
Kamal Stores
Kerala Hotel
Lakhan Shaha
Lama Hotel
Laxmi Bhandar
Leya Stores
Lokesh Pan Ghar
M/S Sanjay Stores
Maa Durga Stores
Maa Minati Sweets
Maina Di
Manik Hotel
Manoj Pan Bhandar
Matri Bhandar
Matri Bhandar
Mondal Stores
Mouchak
Narayan Fast food
Netai Pan Ghar
New Jay Kali Stores
Omkar Stores
Pandey Pan Ghar
Pawan Pan Ghar
Poltu Telecom
Pooja Stores
Prabhabati Hotel
Pradeep Stores
Pradip Pan Ghar
Prasam Thapa
Prassana Gift House
Priyadarshini
Puroshotam Bhandar
Raj Fast Food
Raj Stores
Rakesh Fast Food
Rita Stores
Roy Stores
Royal Enterprise
Saha Stores
Saha Tea Stall
Sahaj
Samrat Store
Samrat Sweets
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra

72

SERIAL NO.
AREA
93.
94.
95.
96.
97.
98.
99.
100.
Sanjay Hotel
Sapna Sweets
Sarkar Sweets
Saumya Hotel
Saundarya
Saurav Hotel
Sen Pan Ghar
Seouli Telecom
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
Bagdogra
101.
Shah Brothers
Bagdogra
102.
Shiv Bhandar
Bagdogra
103.
Shivang Fast Food
Bagdogra
104.
Shubham Stores
Bagdogra
105.
Soma Sweets
Bagdogra
106.
Sri Krishna Mistana Bhandar
Bagdogra
107.
Subash Tea Stores
Bagdogra
108.
Sudha Pepsi Hotel
Bagdogra
109.
Sudha Sagar Restaurant
Bagdogra
110.
Sugary And Confectionary
Bagdogra
111.
Suraj Telecom
Bagdogra
112.
Suraj Tiwari
Bagdogra
113.
Swad Sweets N Snacks
Bagdogra
114.
Sweets N Snacks Parlour
Bagdogra
115.
Tuhin Hotel
Bagdogra
116.
Variety Stores
Bagdogra
117.
VIP Sweets
Bagdogra
118.
Abodh Saha
Salugara
119.
American Grab
Salugara
120.
Annapurna Hotel
Salugara
SALUGARA

73
121.
Appa Hotel
Salugara
122.
Baba Lokenath Pan Ghar
Salugara
123.
Bacha Pan Ghar
Salugara
124.
Bickey Stores
Salugara
125.
Bikash Stores
Salugara
126.
Binod Stores
Salugara
127.
Bisuti Stores
Salugara
128.
Debnath Pan Ghar
Salugara
129.
Deep Communication
Salugara
130.
Dimpal Stores
Salugara
131.
Dipa Stores
Salugara
132.
Dorjee Hotel
Salugara
133.
Dubey Stores
Salugara
134.
Duja Prasad
Salugara
135.
Flavours of Mughals
Salugara
136.
Flavours of Shanghai
Salugara
137.
Fresh Shop
Salugara
138.
Ganjong Hotel
Salugara
SERIAL NO.
AREA
139.
Ghosh Mistana Bhandar
Salugara
140.
Gitanjali Stores
Salugara
141.
Goon Goon Hotel
Salugara
142.
Gupta Stores
Salugara
143.
Guru Saran Store
Salugara
144.
Hari Madhab Brothers
Salugara

74
145.
Hill Hotel
Salugara
146.
Himalaya Hotel
Salugara
147.
Hiralal Sons
Salugara
148.
Hotel Manakamna
Salugara
149.
Hotel Zambala
Salugara
150.
Indrani Rana
Salugara
151.
Janki Hotel
Salugara
152.
Joy Refreshment Station
Salugara
153.
Khusbu Pradhan
Salugara
154.
Khushi Stores
Salugara
155.
Maa Kali Stores
Salugara
156.
Mama Hotel
Salugara
157.
Manisha
Salugara
158.
Manoj Hotel
Salugara
159.
Mariam Communication
Salugara
160.
Mita Hotel
Salugara
161.
Mondal Stores
Salugara
162.
Nilam Stores
Salugara
163.
Nirmal Hotel
Salugara
164.
Noor Hotel
Salugara
165.
Ocean Hotel
Salugara
166.
Om Jagdamba Store
Salugara
167.
Paul Hotel
Salugara
168.
Phulwaya Pradhan
Salugara
169.
Pooja Bhutia
Salugara

75
170.
Pooja Stores
Salugara
171.
Poojan Pan Ghar
Salugara
172.
Popular Hotel
Salugara
173.
Pradhan Stores
Salugara
174.
Prashant Tamang
Salugara
175.
Raj Pan Ghar
Salugara
176.
Raja Hotel
Salugara
177.
Rajesh Stores
Salugara
178.
Ravi Hotel
Salugara
179.
S.M. Singh
Salugara
180.
Sai Momo
Salugara
181.
Sapna Pan Ghar
Salugara
182.
Shatrughan Singh
Salugara
183.
Sherpa Restaurant
Salugara
184.
Sonia Pan Ghar
Salugara
185.
Sonia Pan Store
Salugara
SERIAL NO.
AREA
186.
Spices
Salugara
187.
Srawan Stores
Salugara
188.
Sri Balaji Stores
Salugara
189.
Suraj Pan Ghar
Salugara
190.
Tara Dhaba
Salugara
191.
Tarachand Pan Ghar
Salugara
192.
Tashi Hotel
Salugara
193.
Tata Caf
Salugara

76
194.
Tibet Restaurant
Salugara
195.
Umesh Hotel
Salugara
196.
Umesh Prasad
Salugara
197.
Urs Restaurant
Salugara
198.
Uttam Hotel
Salugara
199.
Variety Stores
Salugara
200.
Vishal Centre
Salugara
BIBLIOGRAPHY
77
Books
Marketing Management -Philip Kotler, Published by Pearson Education, Seventh Indian
Reprint, 2005
Research Methods for Business Students- Mark Saunders, Philip Lewis, Adrian Thornhill
Marketing Research- G.C. Beri, Published by Tata McGraw-Hill, Third Edition
Websites
www.thecoca-colacompany.com
www.coca-colaindia.com
www.wikipedia.com
www.economictimes.com
www.agriculturalproductsindia.com
www.facebook.com

78

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Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

SOFT DRINK INDUSTRY: OVERVIEW

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

KEY SUCCESS FACTORS

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Cadbury-Schweppes. The big three carbonated beverage makers now exist in a

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Market trends and industry challenges

Consumers turn to wellness and healthy drinks

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Demand has increased for beverages that are

HISTORY: THE COCA- COLA COMPANY

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

THE COCA COLA SYSTEM

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

LEADERSHIP: The courage to shape a better future

PASSION: Committed in heart and mind

ACCOUNTABILITY: If it is to be, its up to me

COLLABORATION: Leverage collective genius

INNOVATION: Seek, imagine, create, delight

QUALITY: What we do, we do well

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Public (NYSE: KO)

Atlanta, Georgia, United States

US$31.0 Billion (FY 2009)

US$8.23 Billion (FY 2009)

US$5.82 Billion (FY 2009)

US$48.7 Billion (FY 2009)

US$24.8 Billion (FY 2009)

92,400 (October 2009)

KO.com or The Coca-Cola

HINDUSTAN COCA- COLA BEVERAGES PRIVATE

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Brand Localization Strategy: The Two India

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

HINDUSTAN COCA- COLA BEVERAGES PRIVATE

Mumbai, Bangalore, Ahemadabad, Chennai, Calcutta & Jalpaiguri unit also

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)

Bharati Vidyapeeth Institute of Management and Research, New Delhi

Market Penetration of Maaza Tetra Pak (Salugara and Bagdogra)