amul external analysis

7/29/2019 Amul External Analysis

1/14

SUPPLEMENTARY PROJECT OF COMPETITOR ON

EXTERNAL ANALYSIS OF AMUL

SUBMITTED TO SUBMITTED BY

Prof Sanchita Ghosh Gagandeep Singh

FT-11-1079


2/14

AMUL

INTRODUCTION

Amul is an Indian dairy cooperative, based at Anand in the state ofGujarat, India.Theword Amul is derived from the Sanskrit word Amulya , meaning invaluable. The co-operative isalso sometimes referred to by the unofficial backronym: Anand Milk Union Limited. Formed in1946, it is a brand managed by a cooperative body, the Gujarat Co-operative Milk MarketingFederation Ltd. (GCMMF), which today is jointly owned by 3.03 million milk producers inGujarat. Amul spurred India's White Revolution, which made the country the world's largestproducer of milk and milk products. In the process Amul became the largest food brand in Indiaand has also ventured into markets overseas. Dr Verghese Kurien, founder-chairman of theGCMMF for more than 30 years (19732006), is credited with the success of Amul.

HISTORY

The Kaira District Co-operative Milk Producers' Union Ltd. was registered on 1 December 1946

as a response to the exploitation of marginal milk producers by traders or agents of the only

existing dairy, the Polson (brand) dairy, in the small town ofAnand (in Kaira District of

Gujarat). Milk Producers had to travel long distances to deliver milk, which often went sour in

summer, to Polson. The prices ofbuffalo and cow milk were arbitrarily determined. Moreover,

the government at that time had given monopoly rights to Polson to collect milk from Anand and

supply it to Bombay city.

Angered by the unfair and manipulative trade practices, the farmers of Kaira

approached Sardar Vallabhbhai Patel under the leadership of local farmer leaderTribhuvandas

K. Patel. He advised them to form a cooperative and supply milk directly to the Bombay Milk

Scheme instead of Polson (who did the same but gave them low prices). He sent Morarji Desai to

organise the farmers. In 1946, the milk farmers of the area went on a strike which led to the

setting up of the cooperative to collect and process milk. Milk collection was also decentralized,

as most producers were marginal farmers who could deliver atmost 12 litres of milk per day.

Cooperatives were formed for each village too.

The Cooperative was further developed and managed by Dr.Verghese Kurien along with H.M.

Dalaya. Dalaya's innovation of making skim milk powder from buffalo milk for the first timeanywhere in the world and a little later, along with Kurien's help, making it on a commercial

scale, led to the first modern dairy of the cooperative at Anand, which would successfully

compete against established players in the market.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Anandhttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Sanskrithttp://en.wikipedia.org/wiki/Cooperativehttp://en.wikipedia.org/wiki/White_Revolution_(India)http://en.wikipedia.org/wiki/Dr_Verghese_Kurienhttp://en.wikipedia.org/wiki/Kaira_District_Co-operative_Milk_Producers%27_Unionhttp://en.wikipedia.org/wiki/Polson_(brand)http://en.wikipedia.org/wiki/Anand,_Gujarathttp://en.wikipedia.org/wiki/Kairahttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Water_Buffalohttp://en.wikipedia.org/wiki/Vallabhbhai_Patelhttp://en.wikipedia.org/wiki/Tribhuvandas_Kishibhai_Patelhttp://en.wikipedia.org/wiki/Tribhuvandas_Kishibhai_Patelhttp://en.wikipedia.org/wiki/Cooperativehttp://en.wikipedia.org/wiki/Morarji_Desaihttp://en.wikipedia.org/wiki/Verghese_Kurienhttp://en.wikipedia.org/w/index.php?title=H.M._Dalaya&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=H.M._Dalaya&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=H.M._Dalaya&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=H.M._Dalaya&action=edit&redlink=1http://en.wikipedia.org/wiki/Verghese_Kurienhttp://en.wikipedia.org/wiki/Morarji_Desaihttp://en.wikipedia.org/wiki/Cooperativehttp://en.wikipedia.org/wiki/Tribhuvandas_Kishibhai_Patelhttp://en.wikipedia.org/wiki/Tribhuvandas_Kishibhai_Patelhttp://en.wikipedia.org/wiki/Vallabhbhai_Patelhttp://en.wikipedia.org/wiki/Water_Buffalohttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Kairahttp://en.wikipedia.org/wiki/Anand,_Gujarathttp://en.wikipedia.org/wiki/Polson_(brand)http://en.wikipedia.org/wiki/Kaira_District_Co-operative_Milk_Producers%27_Unionhttp://en.wikipedia.org/wiki/Dr_Verghese_Kurienhttp://en.wikipedia.org/wiki/White_Revolution_(India)http://en.wikipedia.org/wiki/Cooperativehttp://en.wikipedia.org/wiki/Sanskrithttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Anandhttp://en.wikipedia.org/wiki/India


3/14

The trio's (T. K. Patel, Kurien and Dalaya's) success at the cooperative's dairy soon spread to

Anand's neighbourhood in Gujarat, and within a short span, five unions in other districts

Mehsana, Banaskantha, Baroda, Sabarkantha and Surat were set up. In order to combine forces

and expand the market while saving on advertising and avoid competing against each other, the

GCMMF, an apex marketing body of these district cooperatives was set up in 1973. The Kaira

Union which had the brand name of Amul with it since 1955, transferred it to GCMMF.

COMPANY INFO-

The GCMMF is the largest food products marketing organisation of India. It is the apex

organisation of the Dairy Cooperatives of Gujarat. Over the last five and a half decades, Dairy

Cooperatives in Gujarat have created an economic network that links more than 3.1 million

village milk producers with millions of consumers in India. These cooperatives collect on an

average 9.4million litres of milk per day from their producer members, more than 70% of whom

are small, marginal farmers and landless labourers and include a sizeable population of tribal

folk and people belonging to the scheduled castes.The turnover of GCMMF (AMUL) during 201011 was 97.74 billion (US$1.78 billion). It

markets the products, produced by the district milk unions in 30 dairy plants. The farmers of

Gujarat own the largest state of the art dairy plant in Asia Mother Dairy, Gandhinagar, Gujarat

which can handle 3.0 million litres of milk per day and process 160 MTs of milk powder daily.

Amul Dairy established at Anand is the crown glory of the district. By launching the milk

business in a scientific way, the dairy heralded White Revolution in Gujarat which is well

established now. The dairy has provided the farmers an important source of supplementary

income through animal husbandry. Today it has become a world renowned organisation.

On 18 Aug 2012, Vipul Chaudhary of Mehsana district's milk cooperative was elected chairman

of GCMMF, following a court's intervention.

FACTS ABOUT THE KAIRA DISTRICT COOPERATIVE MILK

PRODUCERS UNION (AMUL)

Established in 1946 - two societies collected 250 lures of milk.

Competed with Polsons to supply milk to Bombay.

1952 - Bombay Government terminated Polsons contract and signed with AMUL.

1955 - Dairy and milk powder plant was established with aid from the United Nations

Children's Fund (UNICEF). 1960 - AMUL pioneered production of milk powder and baby food from buffalo milk.

AMUL - meets producer demand for critical inputs, veterinary services, artificial

insemination and feed.

Today AMUL members supply more than 1 million lures of milk per day.

AMUL sells 400 tonnes of cattle feed every month.
http://en.wikipedia.org/wiki/Castehttp://en.wikipedia.org/wiki/Caste


4/14

PRODUCTS

Amul's product range includes milk powders, milk, butter, ghee, cheese, Masti

Dahi, Yoghurt, Buttermilk, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns,

flavoured milk, basundi, Amul Pro brand and others. Amul PRO is a recently launched brown

beverage just like bournvita and horlicks offering whey protein, DHA and essential nutrients. In

January 2006, Amul launched India's first sports drinkStamina, which competes with Coca

Cola's Powerade and PepsiCo's Gatorade. Amul also offers mithaimate which successfully

competes with milkmaid by nestle by offering more fat% at lower price.

In August 2007, Amul introduced Kool Koko, a chocolate milk brand extending its product

offering in the milk products segment. Other Amul brands are Amul Kool, a low calorie thirst

quenching drink; Masti Butter Milk; Kool Cafe, ready to drink coffee and India's first sports

drink Stamina.

Amul's Icecreams are made from milk fat and thus are icecreams in real sense of the word, while

many brands in India sell frozen desserts made from vegetable fat.

Amul's sugar-free Pro-Biotic Ice-cream won The International Dairy Federation Marketing

Award for 2007.

BRANDS UNDER AMUL

Amul Milk

Bread SpreadsCheese

UHT Milk

Beverage Range

Amul PRO

Ice Cream

Paneer

Dahi

Ghee

Milk Powders

Nutramul

Mithai RangeMithai Mate

Chocolates

Fresh Cream

Pouch Butter Milk

Recipes
http://en.wikipedia.org/w/index.php?title=List_of_Amul_products&action=edit&redlink=1http://en.wikipedia.org/wiki/Gheehttp://www.amul.com/cooking-mastidahi.htmlhttp://www.amul.com/cooking-mastidahi.htmlhttp://www.amul.com/desserts-yogi-yoghurt.htmlhttp://en.wikipedia.org/wiki/Buttermilkhttp://en.wikipedia.org/wiki/Ice_creamhttp://en.wikipedia.org/wiki/Creamhttp://en.wikipedia.org/wiki/Shrikhandhttp://en.wikipedia.org/wiki/Paneerhttp://en.wikipedia.org/wiki/Gulab_jamunhttp://en.wikipedia.org/wiki/Sports_drinkhttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Poweradehttp://en.wikipedia.org/wiki/PepsiCohttp://en.wikipedia.org/wiki/Gatoradehttp://www.amul.com/products/milk.phphttp://www.amul.com/products/butter.phphttp://www.amul.com/products/cheese.phphttp://www.amul.com/products/uhtmilk.phphttp://www.amul.com/products/beverage-range.phphttp://www.amul.com/products/amul-pro.phphttp://www.amul.com/products/icecream.phphttp://www.amul.com/products/paneer.phphttp://www.amul.com/products/dahi.phphttp://www.amul.com/products/ghee.phphttp://www.amul.com/products/milk-powder.phphttp://www.amul.com/products/nutramul.phphttp://www.amul.com/products/mithai-range.phphttp://www.amul.com/products/mithai-mate.phphttp://www.amul.com/products/chocolate.phphttp://www.amul.com/products/freshcream.phphttp://www.amul.com/products/pouch-butter-milk.phphttp://www.amul.com/m/recipeshttp://www.amul.com/m/recipeshttp://www.amul.com/products/pouch-butter-milk.phphttp://www.amul.com/products/freshcream.phphttp://www.amul.com/products/chocolate.phphttp://www.amul.com/products/mithai-mate.phphttp://www.amul.com/products/mithai-range.phphttp://www.amul.com/products/nutramul.phphttp://www.amul.com/products/milk-powder.phphttp://www.amul.com/products/ghee.phphttp://www.amul.com/products/dahi.phphttp://www.amul.com/products/paneer.phphttp://www.amul.com/products/icecream.phphttp://www.amul.com/products/amul-pro.phphttp://www.amul.com/products/beverage-range.phphttp://www.amul.com/products/uhtmilk.phphttp://www.amul.com/products/cheese.phphttp://www.amul.com/products/butter.phphttp://www.amul.com/products/milk.phphttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/PepsiCohttp://en.wikipedia.org/wiki/Poweradehttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Sports_drinkhttp://en.wikipedia.org/wiki/Gulab_jamunhttp://en.wikipedia.org/wiki/Paneerhttp://en.wikipedia.org/wiki/Shrikhandhttp://en.wikipedia.org/wiki/Creamhttp://en.wikipedia.org/wiki/Ice_creamhttp://en.wikipedia.org/wiki/Buttermilkhttp://www.amul.com/desserts-yogi-yoghurt.htmlhttp://www.amul.com/cooking-mastidahi.htmlhttp://www.amul.com/cooking-mastidahi.htmlhttp://en.wikipedia.org/wiki/Gheehttp://en.wikipedia.org/w/index.php?title=List_of_Amul_products&action=edit&redlink=1


5/14

SWOT ANALYSIS

STRENGTHS

Demand profile: Absolutely optimistic. Milk being a necessity product, the demand will stay and the sales atGCMMF are bound to increase over a period of time.

Margins: Quite reasonable, even on packed liquid milk. The margins are enough to limit the entry of potentialentrants.

Flexibility of product mix: Tremendous. With balancing equipment, GCMMF has kept adding a wide array ofproducts to its product line.

Availability of raw material: Abundant. Presently, more than 80 per cent of milk produced is flowing into theunorganized sector, which requires proper channelization. Amul & GCMMF have leveraged this and has got itselfa strong base of suppliers who provide them milk throughout the year. Large number of dairy plants in public andcooperative sectors besides several others coming up in the private sector would result in competition. Because ofthis the end consumer would benefit and a good product mix would emerge.

Technical manpower: Professionally trained, technical human resource pool, built over last 30 years is thestrength that GCMMF has. The employees of GCCMF are highly recognized in the industry and have earnedname for themselves as well as the federation.

Enhanced Milk Production: Increase in the milk production with consequently increased availability of milkprocessing has led to increase in consumption and faster access to the consumers through effective distribution.The technology is brought from Denmark and the production of milk has benefited from that.

Transportation: The transportation facilities and the easy availability of the special trucks have provided a boost.Cold refrigerated trucks are there in place and the warehouses also have the cold storage facilities that facilitate thetransportation.

Vast resources: Country has vast natural resources which offer immense potential growth and development fordairying. Moreover the financial resources available with the federation are immense and the reputation is such thatin case of any further requirements, it can approach any institution and raise any form of capital.

Increasing purchase power and changing tastes of the consumers: The purchasing power of the residents is

increasing. As a result a lot of products are being consumed. Moreover, the consuming habits are changing. As aresult, the demand for products such as butter and cheese is increasing at a very rapid rate.


6/14

WEAKNESSES

Perishability: Pasteurization has overcome this weakness partially. UHT gives milk long life. Still perishability isthere at the milk vendors end. This does result in loss of some production. But Amul Dairy is taking steps to store

milk atthe vendors end. Surely, many new processes will follow to improve milk quality and extend its shelf life.

Lack of control over yield: Theoretically, there is little control over milk yield. A lot depends upon the monsoonin the country. This is because of the quality of cattle feed that would be available will not have the requirednutritional content. Steps are taken to provide awareness regarding these and the penetration of quality feed is beingincreased. Moreover, increased awareness of developments like embryo transplant, artificial insemination andproperly managed animal husbandry practices, coupled with higher income to rural milk producers should automatically lead to improvement in milk yields.

Logistics of procurement: Woes of bad roads and inadequate transportation facility make milk procurementproblematic. All these factors lead to perishability of the procured milk. But with the overall economic

improvement in India, these problems would also get solved

Erratic power supply:The erratic power supply would cause harm in the processing of milk.

Underdeveloped systems: There still exist underdeveloped raw milk collection systems in some parts of thecountry. However steps are being taken such as setting up of cold storage points at key collection centers to combatthe situation.

Lack of proper implementation: Dairy development programmes have not been fully implemented as per theneeds of the region in different agro-climatic zones.

Infrastructure: The infrastructure that is available is not up to the currentworld standards. Also lack of infrastructure for offering dairy business management programmes to the trainedpersonnel is creating a hindrance.


7/14

OPPORTUNITIES

"Failure is never final, and success never ending. Dr Kurien bears out this statement perfectly. He entered theindustry when there were only threats. Hemet failure head-on, and now he clearly is an example of never endingsuccessIf dairy entrepreneurs are looking for opportunities in India, the following areas must be tapped:

Competition: With so many newcomers entering this industry, competition is becoming tougher day by day. Butthen competition has to be faced as a ground reality. The market is large enough for many to carve out their niche.Moreover due to competition, there is a chance to better serve the market with innovative products.

Value addition: There is a phenomenal scope for innovations in product development, packaging andpresentation. Given below are potential areas of value addition: Steps should be taken to introduce value-addedproducts like shrikhand, ice creams, paneer, khoa, flavored milk, dairy sweets, etc. This will lead to a greaterpresence and flexibility in the market place along with opportunities in the field of brand building. Addition ofcultured products like yoghurt and cheese lend further strength- both in terms of utilization of resources andpresence in the market place. Yet another aspect can be the addition of infant foods, geriatric foods and nutritional.

Export potential: Efforts to exploit export potential are already on. Amul is exporting to Bangladesh, Sri Lanka,Nigeria, and the Middle East. Following the new GATT treaty, opportunities will increase tremendously for theexport of agri-products in general and dairy products in particular. There is a strong basis of cost efficiency, whichGCMMF can leverage in the world market.

Markets: The market for the traditional as wells as processed dairy products is expanding both at the domesticand international front.

IT support: Software is now available for project formulation for dairy enterprise. It has also computerized itsproduction processes. Mother Dairy was the first fully computerized dairy in India. In its Anand plant all products

are processed computerized, which does not have any hand touch during any stage of process.


8/14

THREATS

Milk vendors, the un-organized sector: Today milk vendors are occupyingthe pride of place in the industry.Organized dissemination of information about the harm that they are doing to producers and consumers should seea steady decline in their importance.

Infestation: There are increasing incidents of chemical contaminants as well as residual antibiotics in milk.

Quality: The quality of the milk is found to be poor as compared to the international standards. One of the reasonsfor these according to the EU and America is the method of milching the milk. In these nations the milk is handsby the farmers owning the cattle do milched with the help of machines, while in India.

Exploitation: The liberalization of the Dairy Industry is likely to be exploited by the multinationals. They will beinterested manufacturing the milk products, which yield high profits. It will create milk shortage in the countryadversely affecting the consumers.

Subsidy by Western Nations: There have been incidences wherein the Western nations subsidizing the dairyproducts by a few means like transportation. Because of such reasons the final price of the product goes below theprices prevailing in the Indian Market. Hence it proves a threat to GCMMF sand other Indian dairy products.

Creation of Non Tariff Barriers by Developed Nations: The Developed Nations have created Non TariffBarriers related to Quality of the milk specifically. They want that the milk be processed with potable Air andWater. They also want that the milching of cattle be done with the help of machines. However this type if system isyet to evolve in India. Because of these reasons they are reducing the market potential of Indian made products,where GCMMF holds a lions share.

The study of this SWOTanalysis shows that the strengths and opportunities faroutweigh weaknesses and

threats. Strengths and opportunities are fundamental and weaknesses and threats are transitory. Any investmentideacan do well only when you have three essential ingredients: entrepreneurship (the ability to take risks),innovative approach (in product lines and marketing) and values (of quality/ethics).


9/14

Michael Porters Five-Force Analysis

According to Porter (1980) a firm must be analyzed in relation to its industry. Factors outside theindustry tend to influence all the industrys firms in the same way and are thus not as importantto study. To a large extent, industry structure governs the strategies open to the firms. The

profitability and attractiveness of an industry is dependent of the level of competition.Competition in an industry originates from industry structure and goes well beyond the behaviorof individual competitors. According to Porter, each industry has a potential profitability and theprofitability for the firms is dependent on the competitive forces in the industry. Porter identifiesfive competitive forces that derive from the ambition to obtain as large share of the profitabilityas possible. The five forces are the foundation of the five-force model.

Porters Five-Force Model

The major competitors of the Amul dairy include:Milk Gayatri, Royal, Sardar, Uttam, ShreshthaIce Crean Vadilal, Havmor, Kwality Walls, MaxLocal & Regional playersGhee Gayatri, NestleMilk Powder NestleChocolate Nestle, Cadbury.

The success of the national and local competitors brands includes effective distribution system, advertising, goodpricing policy etc. The factors ascribed byporter are:

Threats of new entrantsBargaining power of suppliersBargaining power of buyersRivalry among competitorsThreats from substitutes These factors can be explained in context to GCMMF as below:


10/14

Threats of New Entrants

Economies of Scale: GCMMF enjoys economies of scale, which is difficult to match by any other competitor. Itis because of this reason that no regional competitor has grown to a national level.

Cost and Resource advantages: Amul dairy is co-operative society. That means cooperation amongcompetitive is the fundamental principle. Amul dairy is managed under the norms of GCMMF and market theproducts under the brand name Amul, which has a very good reputation at domestic and international level.Here, the raw material procurement is very difficult for the new entrants. Consequently Capital requirement is alsohigh. Still new entrants are emerging such as domestic and international players. So the threats of new entrants aremoderate.

Brand Preferences and Consumer Loyalty: There is an immense level of Brand Preference of Amul in theminds of the people. The level of preference specifically in the liquid milk sector is that they would go to otherretailer if the retailer does not have milk.

Access to Distribution Channels: The distribution channel of GCMMF is a very planned and perfect one. Forany new entrant to enter it would be a very difficult task. For GCMMF the result is years of hard work and itsinvestment in its employees as well as at different levels in the distribution network.

Inability to match the technology and specialized know-how of firms already in the industry: Thetechnology used by Amul is imported from Denmark. It is a state of art technology. To get this technology in India,a firm would require a huge amount of resources.

Capital Requirements: The total investment required in the industry is huge and is a decision worth consideringeven for MNCs. The investment decisions cover the processing costs as well as the marketing costs. To competewith the brand Amul in India is difficult as Amul is synonymous to Quality.

Bargaining power of supplier

The objective of Amul dairy is not profiting. As it is a part of co-operative society, it runs for the benefit of farmersthose are the suppliers of milk and users of milk products. According the concept of the cooperative societysupplier has bargaining power to have a good return on his or her supply. However, supplier has limited rights tobargain with the cooperative society because it is made and run for the sake of mass and not for individual benefit.But it is made sure that the supplier gets his fair share of return.

There is appropriate bargaining power of the supplier. In olden days there were not any kind of cooperativesocieties as the farmer was exploited. But, nowadays the farmers rights are protected under the cooperative rules

and regulations, which ultimately results in moderate power of bargaining from the supplier.


11/14

Bargaining power of buyers

Cost of switching to competitor brands: The switching of brands is seen very much in products such as icecream, curd, milk powders, milk additives etc. but it can be seen comparatively less in liquid milk category. Even ifthe buyers shift to the other brands of milk, the value that they get is less than they would get from consuming

Amul.

Large no. of buyers: Milk is a necessity product and hence is a mass product. It has a considerable share of therupee spent by any Indian. Moreover the buyers are spread evenly over the country and do not have anybargaining power.

Rivalry among competitors

Demand for the product: The demand of the products of GCMMF is increasing at a very healthy rate. Tostand against the rivalry GCMMF is coming with a wide range of products.

Nature of Competitors: In different business category GCMMF faces competition from different players. In theMilk powder category it faces competition from Cadbury & Nestle, in the chocolate category also I facescompetition from Cadbury & Nestle. While in the ice cream market it faces competition from Kwality Walls Maxand Havmor. In butter and chesses it faces competition from Britannia. Moreover in almost all categories ther ispresence of local retailers and processors and milk vendors. Rivalry intensifies as each of the competitors hasdifferent lines and this would inturn depend on the importance the line holds for the competitor.

Mergers and Acquisitions: As such in the industry there are no mergers or acquisitions. However if any MNCwishes to enter through this route then the competition might be severe.

Threats Of Substitute

Availability of attractive priced substitutes: Different substitutes are available for different category of products.There is ample availability of low priced substitutes from local vendors and retailers. This is a front whereGCMMF is still finding hard to combat.

Satisfaction level of substitutes: Customers do consider these products as equal on quality if not better then theproducts of GCMMF. Hence the rate of customers switching to the substitutes is very high. Moreover the buyersalso can switch to the customers easily without any hurdles.

Not immediate substitutes: Distant substitutes are present in many of the categories of business of GCMMF. For

example in the Masti Buttermilk category it faces competition from cold drinks and ice cream. These 5 forcesinteract among themselves at different degrees over a period of time. Moreover it will get intense or loosen updepending upon the moves of its competitors, buyers, suppliers, etc. However GCMMF has been able tooutperform on almost all fronts excluding a few lines of business


12/14


13/14

CONCLUSION

Amul has performed outstandingly in its area of operation and even with a toughcompetition Amul has been able to overcome it and they have increasing theirshare constantly. So, this was an effort of analysis of external environment by me.


14/14

REFERENCES

www.wikipedia.org www.amul.com
http://www.wikipedia.org/http://www.wikipedia.org/

amul external analysis

Documents