Project presentation on Parle Agro company

1. Presented by:
AKASH.K
KEVIN JOHN
MYTHREYEE.B
GITAM INSTITUTE OF MANAGEMENT, VIZAG.

2. HISTORY OF COMPANY
• Parle Products was founded in 1929 in British India.
• Owned by the Chauhan family of Vile Parle, Mumbai.
• The original Parle Company was split into three separate
companies owned by the different factions of the original
Chauhan family.

3. ABOUT THE COMPANY
• Founded in 1984.
• Owned by Chauhan Family.
• Company has turnover of 1500 Crore.
• Company has manpower strength of 2500 including over 400
professionals.
• Most trusted Indian brand among beverages.
• Company products are divided into 3 segments

Beverages

Water

Food

4. FROOTI

Launched in 1985.
 India's only beverage sold in a Tetra Pack at the time.
 Became the largest selling Mango drink in the country

5. APPY & APPY FIZZ
• Appy Classic was launched in 1986.
• It was the first apple nectar to be launched in India.
• Appy Fizz was launched in 2005.
• India‟s first sparkling apple drink available in a champagne
shaped PET bottle.

6. Grappo Fizz
• Launched in 2008.
• It is a sparkling grape juice drink.
• Credited with creating the sparkling fruit drinks category in
India

7. Saint Juice & LMN
• Saint juice was launched in 2008.
• Saint Juice is available in three variants
 Orange, Mixed fruit, Grape and Apple.
• LMN was launched in March 2009.
•
LMN is a non-carbonated lemon drink.

8. Cafe Cuba
• Launched in 19 May 2013.
• Cafe Cuba is a carbonated Cuban coffee.
• It's a new product & first of its kind, more of a bottled
.
Espresso

9. OTHER PRODUCTS
• BAILLEY packaged drinking water and soda.
• Hippo (launched in 2008), baked snack available in six
flavors
• Mintrox mints (launched in 2008), hard mint candy
available in 2 flavors
• Buttercup candies (launched in 2008), hard boiled
candy; it is targeted at kids and adults alike.
• Buttercup Softease, a toffee available in 4 flavors
• Softease Mithai, a toffee available in 3 flavors

10. Vision
• To be the leaders in our business. We will stand
apart from the competition by being the first in
the market to innovate.
Mission
• We will be the leaders in our business by maintaining
high quality, introducing new and innovative products,
reaching every part of India, remaining customercentric, constantly upgrading our knowledge and skills.
„To provide consumer‟s superior, wholesome agro based
food and drink brands through which parle can build a
profitable and growth oriented organization‟.

11. ETHICS AND VALUE
• Respect for plurality and diversity.
 Transparency, integrity and honesty.
 Respect for the worth and dignity of individuals.
 Accountability of the organization to its members with
regard to its code of ethics.
 Inclusiveness and social justice

12. PERSONNEL AND MOTIVATION STYLES
• Human resource (HR) initiative termed “shop adoption”.
• „Regular visits by psychologists‟.
• Training and constant upgrading of employee knowledge and
skills
• Business opportunities creating platform to learn and grow.
• Perks and benefits.
• Glow boards.
• Infrastructure facilitation.

13. Success Mantra’s given to employees
by Schauna Chauhan
o Ensure you have a genuine interest in the career that
you have chosen.
o Cultivate a passion for learning as it always helps.
o Be aggressive in your approach, it will help you deal
with challenges.
o Be spontaneous and never dismiss any idea, make it
work.
o Embrace challenges because they help you grow.

14. FUNCTIONAL ORGANIZATIONAL
STRUCTURE
Prakash
Chauhan
chairman & M.D
Schuana
Chauhan
Director
Marketing
Director
Alisha Chauhan
Director
Finance
Director
Marketing
Manager
Finance
Supervisors
Sales Teams
Accounts
Assistants
Nadia Chauhan
Director
Operations
Director
Production
Team Leaders
Production
Team
Members
HRM
Director
Personal
Managers
Accounts
Assistants

15. LEADERSHIP STYLE
• Parle Agro follows Autocratic leadership style.

16. Overall measurements of success for Parle
Agro
• From a mere Rs 250 crore company 10 years ago, Parlé Agro
is today a Rs 1,500-crore entity.
• From just one plant in early 2000, Parlé Agro now has 10
across the country for its various products.

17. Most important factors leading to the
success of Parle Agro
 Willingness to Adapt
 Availability and affordability
 Aggressive Business Goal
 Uncompromising Standards
 Remaining customer centric
 Reaching every part of India
 Introducing new and innovative products
 Diversified products

18. Strategies used to achieve this
success are
• Direct marketing for the brand.
• Developing products on the health plank- Hippo, Apple juice.
• Focus on customer ideology - Classifying Frooti as children's
drink and Appy as youths.
• Focus on innovation.

19. PLANNING
LEADING
ORGANIZING
CONTROL LING
Success of•Company believes •Company follows •Parle Agro ensure
Parle Agro through planning,
•Parle Agro
planning can be
in leading through functional
that the goodwill
leading, organizing, controlling in danger by is
termed as
Innovation.
organizational style not
aggressive but
calculative.
•They venture into
new segments
where the product
hasn’t been tested .
•Company gives
importance in
organizing
Appy  1st Apple marketing
juice.
campaigns like
Frooti 1st
Mango juice.
Saint juice  1st
100% Fruit juice.
•Planning at Parle
Agro is aligned with
the changes in the Hippo  1st
external market.
Health snack.
•Parle Agro give
prime importance
to planning that
highlights customer
satisfaction.
Mango surprise
stunt project
Magic of Frooti
irresponsible
activities at
individual retail
level.
•The company gives
importance in
controlling the
quality of the
product to ensure
constumer
satisfaction.
•Controlling helps
in monitoring the
production process
and to check its
supplies

20. STRENGTH’S OF THE COMPANY
• Innovative advertising.
• Innovative Marketing strategies.
• Targeting on all age groups.
• Enhanced distribution base.
• Innovative Products.
• Focus on quality.

21. MAJOR CHALLENGES TO BE FACED IN
FUTURE
• Tough competition with competitors.
• „Saint' juice priced higher than competitors.
• Scarcity of land leading to price rise.
• Raw material availability, dependence on imports and shelf
life.
• Planning of marketing offensives to compete with the deeppocketed MNCs.