final proj editd (2)

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EXECUTIVE SUMMARY

AMUL is preparing to launch a ³GREEN FARMS´ ± an organic fertilizer.

Amul is too much into the Dairy sector and majority of the diversifications have been done in this sector

alone. Amul¶s access to livestock and the lesser number of problems it has to face from the Government,

which is a major stakeholder in the fertilizer industry, are encouraging factors to enter this industry. This

will also give an opportunity for Amul to diversify from its traditional Dairy product line.

This might seem as an unrelated diversification but Amul is already into a similar project - Amul has planned to setup India's first bio-power generation firm owned by farmers. This new model of development is done in association with NRIs of Gujarat. The bio-power company will generate 22 MW

of electricity per day.

The companies that can pose a competition are National Organic Fertilizer and Kisan Group PrivateLimited.

Despite the competition we are targeting the landlord farmers, rich farmers and non educated farmers in

the rural segment and in the urban and the semi-urban area we are targeting the people who are educated

and who fall in the middle or high income group, nature loving and being environmental oriented.

The Marketing Plan Objective is to make the diversification be as gainful as the dairy sector expansions

of AMUL have been by making use of the already widespread name in the market.



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1. COMPANY OVERVIEW

ABOUT AMUL

Amul (Anand Milk Union Limited), formed in 1946, is a dairy cooperative movement in India. Amul

was formally registered on December 14, 1946. Amul pioneered the µwhite revolution¶, which made

India the largest producer of Milk and its by-products. For the 2.6 million Milk producers in Gujarat

who jointly own the Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), the apex

cooperative organization owning the brand, Amul is definitely priceless. Coincidentally, the name Amul

is derived from the Sanskrit word Amoolya which means the same.

Amul is based in Anand, Gujarat and has been a sterling example of how a co-operative organization

can succeed in the long term. Amul has been the symbol of many things- high quality products sold at

reasonable prices, genesis of a vast co-operative network, triumph of indigenous technology, marketing

suaveness of a farmers' organization and a proven model for dairy development. It had also inspired

various other state owned cooperative milk societies in India to follow its model and almost all of them have

been successful.

Amul is the market leader in many of the diverse dairy products it had entered. Amul has entered overseas

markets such as Mauritius, UAE, USA, Bangladesh, Australia, China, Singapore, Hong Kong and a few South

African countries. It plans to enter Japan and Sri Lanka too.

The ³Media´ magazine, published from Hong Kong and Singapore, has ranked Amul as the No.1 Indian

brand of Asia-Pacific in its list of Top 1,000 brands of the Asia-Pacific Region for the second

consecutive year. [1][2][3]



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2 . MARKET OVERVIEW

2 .1 EXISTING STRATEGIC BUSINESS UNITS OF AMUL

The existing product line of Amul consists of mainly dairy products like butter, flavoured milk, pouchedmilk, processed milk, ice-creams, chocolates, cheese etc. The BCG matrix for the major products of

Amul is shown in Table 1. From the product line it is clear that the entire diversification has been done

in the Diary sector ignoring other sectors.

TABLE1:

BCG MATRIX FOR AMUL

BUTTER

READY-TO-EAT FLAVOURED MILK

POUCHED MILK CHEESE

ICE CREAM

LASSI

AMUL TAZZA FRESH MILK

CHOCOLATES

NUTRAMUL



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2 .2 STRENGTHS OF AMUL

y The trust Amul evokes in the people is one of the major strengths of this company.

y The second strength being the product differentiating capacity of the company. The company has

made its foray and established its hold in all the diverse dairy segments mitigating even the late

mover disadvantage in many sectors.

y The brand and the image that Amul has managed to build is one of the major advantages for the

company. The logo and the tagline are immediately recognized by the people. In September

2007, Amul emerged as the leading Indian brand according to the survey made by Synovate to

check the top leading brands of Asia.

y Another major strength of Amul is its distribution network. It is available in 40 different

countries, with 50 sales offices spread all over the country with 3000 wholesale dealers and5,00,000 retailers.

2 .3 THREAT FOR AMUL IN THE DAIRY SECTOR

Amul¶s major competitor in the diary sector, Mother Diary is fast growing and already there is a

competition between the two on milk-procurement in Saurashtra-Kutch belt of Gujarat.

Mother Diary is collecting 5-5.5 Lakh Liters per Day (LLD) from this region compared to Amul¶s 11.5

LLD. This competition has given opportunity for farmers to shift from one co-operative to another and

has considerably reduced their loyalty.

Amul is now forced to increase the milk procurement process. For example, before the arrival of Amul,

Mother Diary was paying Rs.290/Kg of fat in Kutch. But, Amul in order to attract the farmers in this

region had to shell out Rs.325/Kg resulting in a procurement-price war. If this goes on, the margins

Amul earns will be reduced and further escalation of price cannot be ruled out. [4]

2 .3.1 SOLUTION TO THIS PROBLEM

One way to tide over this problem is to provide more value to the farmers. This is presently done by

increasing the milk procurement price. Another way to go about it is to do something that Mother Diary

will find it difficult to do.



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Amul can start an organic fertilizer plant and procure cow dung from the farmers for a price, something

Mother Diary is not doing.

2 .3. 2 CONSEQUENCES OF THIS SOLUTION

y This would provide more value to the farmer

y Farmers loyalty to Amul might be increased

y Instead of increasing the milk procurement price and producing the same product line with

reduced profit margins, Amul can keep the procurement price constant and procure cow dung for

a good price and then start a new industry increasing scopes for profits. This would be more of

an investment rather than mere increase in raw material (milk) cost.



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3. PRODUCT REVIEW

3.1 WHY ORGANIC FERTILIZERS?

The need to diversify from its traditional diary sector is clearly seen from the product line of Amul.

Amul is too much into the Dairy sector and majority of the diversifications have been done in this sector

alone. Amul¶s access to livestock and the lesser number of problems it has to face from the Government,

which is a major stakeholder in the fertilizer industry, are encouraging factors to enter this industry. This

will also give an opportunity for Amul to diversify from its traditional Dairy product line.

This might seem as an unrelated diversification but Amul is already into a similar project. The details of

which are given below.

3.1.1 AMUL¶S BIO-POWER PLANT

Amul has planned to setup India's first bio-power generation firm owned by farmers. This new model of

development is done in association with NRIs of Gujarat. The bio-power company will generate 22 MW

of electricity per day.

The project named as Thamna Bio-power and Organic Producers Company Limited will be started with

seed capital of Rs.15 crore, will have 2,000 farmers as shareholders, who will have 44 per cent stake in

the firm by contributing Rs.10,000 each. Rest of the stake will be shared by big farmers, as individual

stakeholders (30 per cent) and the firm that purchases power from the company (26 per cent).

The plant will require 150 tonnes of bio-waste daily to run the project for which the stakeholders have

tied up with Amul Dairy, as it network of milk societies will be used to collect cow dung for power

production.. The farmers would be paid Rs.250 per tonne for it. [5]

A similar business model could be used to start Amul¶s organic fertilizer plant too. It can be started in

Gujarat where it has the milk societies.

We have analyzed the opportunity and the threats in the organic fertilizer industry.



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3. 2 OPPORTUNITIES IN THE ORGANIC FERTILIZER INDUSTRY

y Organic Farming is identified as the major thrust area for the tenth five year plan. One billion

Rupees has been allocated to the National institute of Organic farming.[6]

y The organic fertilizer industry is one of the most potentially growing markets in India and has

huge untapped potential. The Indian organic fertilizers industry ranks third in the world after

China and US.

y Growing environmental consciousness and ³Green thinking´ have made a substantial number of

consumers to emphasize on products (including food) manufactured using green practices. This

number is expected to grow further.

y Growing health awareness has resulted in the growth of organic farming as a result of which

there has been a major boost in the area of organic fertilizers.

3.3 THREATS IN THE ORGANIC FERTILIZER INDUSTRY

y One of the major threats for the organic industry in India is the lack of information as well as the

percolation of the information regarding the products and the various uses of the products

especially to the farmers, suppliers and the middlemen.y The users for organic fertilizer market are not the common public, but the farmers and people

who had taken up gardening as a hobby, hindering mass marketing which Amul specializes.

y Organic fertilizers do not affect the volume of the production in a significant way for small-land

holdings which is precisely the case in India.



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4 . FACTORS INFLUENCING THE USE OF ORGANIC FERTILIZERS IN INDIA

India is mainly an agrarian economy. With the huge population to support the importance of agriculture

and fertilizers for intensive farming cannot be ignored. Excessive use of chemical fertilizers has lead to

the deterioration of the quality of soil and the falling levels of macro and micro nutrient which is one of

the major reasons why the government is promoting the use of organic fertilizers and urging the public

as well as the private companies to enter the markets of organic fertilizers. In India, the organic fertilizer

industry is in the nascent stage and has a huge untapped potential.

4 .1 MARKET ENTRY FACTORS

The market entry factors for the fertilizer industry are dealt in this section.

The entry and the exit barriers are relatively high as it is a highly government-regulated industry a fact

that could be captured from the fact that a large numbers of investments in this industry are yet to be

cleared by the Ministry of Chemical and fertilizers as of 2007. But the Government does provide

subsidies and tax rebates both at the State level and the Central level. The level of subsidies is even

higher if the plants are set up in the rural areas. These factors moderate the entry barriers factor.

The bargaining power of the supplier is very low. Raw materials for organic fertilizers mainly come

from livestock and agricultural wastes which is plentiful. Moreover, India has the largest number of

livestock and it does not have many alternative uses.

As far as substitutes for fertilizers are concerned, there is a fair chance that people might not use

fertilizers at all, a condition which is rapidly deteriorating as the government encourages the usage of

fertilizers. Thus threat of substitutes is low.

The bargaining power of the buyers is high due to the presence of large number of players.



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5 . PRELIMINARY ANALYSIS OF AMUL¶S ENTRY INTO FERTILIZER

INDUSTRY

Getting a clearance from the government should not be a big problem for Amul, being a co-operative.

Amul also would enjoy easy procurement of cow dung given its association with Farmers. The only

major challenge would be to capture a sizeable market.

Thus the results of the preliminary analysis are encouraging and Amul¶s foray into the organic fertilizer

industry is found to be fairly attractive.

5 .1 PESTLE ANALYSIS OF ORGANIC FERTILIZERS

5 .1.1 POLITICAL FACTORS

y Schemes on Fertilizers are managed by the Ministry for chemicals and fertilizers in India.

y Phosphatic and Potassic fertilizers were decontrolled back in 1992. Most other inorganic

fertilizers are in the line for decontrolling thus subsidies are expected to be withdrawn for these

fertilizers.y Subsidies for fertilizers in the form of Group concession Scheme (GCS) came into effect from

FY2004. This may provide a level playing field for organic fertilizers.

5 .1. 2 ECONOMIC FACTORS

y Heavy subsidies in fertilizers and other industries causes high Fiscal Deficit forcing the

government to show restraint from introducing new subsidies even for organic fertilizers.

y Investment in fertilizers sector was in the tune of Rs.20, 677 crores as of September 2007.

y The agriculture sector contributes 25% of the growth in GDP.

y Gujarat is foreseen as the leading state in production of fertilizers



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5 .1.3 SOCIAL FACTORS

y Growing awareness of environmental issues in Indians mainly due to the penetration of

education.

y Increasing number of consumers demanding products manufactured by ³Green Practices´.

5 .1. 4 TECHNOLOGICAL FACTORS

y Growth in technologies pertaining to Communication leading to better prospects for educating

farmers about the advantages of Organic Fertilizers.

5 .1. 5 LEGAL FACTORS

y Establishment of National Standard of Organic Farming ( NSOP) in India.

y Sivaraman Committee report of 1966 highlighted the balanced use of fertilizers and credit

support of its distribution and continues to dictate Government policies in this sector including

liberalization to increase production.

5 .1.6 ENVIRONMENTAL FACTORS

y Environmental issues like E utrophication of water bodies occur due to the usage of Inorganic

fertilizers which can be mitigated by using Organic fertilizers.

5 .2 COMPETITORS ANALYSIS

The main competitors that we find in this industry would be National Organic fertilizer and Kisan Group

Private Limited.

5 .2 .1 NATIONAL ORGANIC FERTILIZER

5.2.1.1 Product line:

The National Organic fertilizer has the following range of organic fertilizer that being produced

by it. The list is as follows:



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(i) Bio-Gold Bio Fertilizer: The Bio-Gold organic fertilizer is produced from 100% organic

ingredients. It is a highly effective and economical product for soil application

(ii) Power Gold: This is basically a granulated soil conditioner which provides the necessary

minerals for the growth of the crops to the soil. The basic minerals provided by it are like

copper, zinc etc.

(iii) Shree Narmada Organic fertilizer

5.2.1.2 Markets covered

The company is based in Ahmadabad (Gujarat). The company is supplying its products to the

states like Gujarat, Maharashtra, Tamil Nadu, Karnataka and Andhra Pradesh. The place where

its selling are having some famine affected areas like Vidharbh etc. so it makes for the company

to sell its product in these places in order to have a better productivity of the soil and moreover agriculture practices in India are more dependent on monsoon and in India the monsoon season

is shifting and so the productivity of soil and the production of food grains are being affected.

5.2.1.3 Promotion:

Since there has been a lot of concern regarding the use of the chemical fertilizer as it affects the

food grains as well as the soil as it contains inorganic compounds which have some irreversible

affects also there has been a need for the organic substances to come up. So the company is

giving its organic products as 100% organic and containing no inorganic compounds thereby

helping the farmers to have a longer productivity if the soil and also its helping the environment.

5.2.1.4 Price:

The company is posing the products to be in reach of the farmer as they help the farmers to have

a continuous productivity of the soil as if the soil has a smaller productive life then it would only

affect the farmer as the productivity of crops. And the states in which the company is producing

its product and selling the product there it¶s a need for the company to have a strategic price as

compared to the inorganic fertilizer as they are present in the market for a long time. [7]



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The other company that can pose a competition is Kisan Group Private Limited. It is again a

Ahmedabad (Gujarat) based organic manufacturing company which also into exporting of the

organic fertilizers. This company is into existence for the past 46 years as it was established in

the year 1964 producing good quality 100% organic fertilizer at affordable prices which is a key

point in the selling of the organic fertilizers as they are cheap to produce because they involve

the organic substances in its production and can be produced by farmer itself due to this reason

only the companies price their products in such a manner that they do not affect the farmers

much. The company has a wide product range in the organic fertilizers like the following:

y Organic Manure

y Urea Coating Agent

y Bio Insect Repellent

y Bio Fertilizer - Liquid

y Bio Fertilizer - Granule

y Plant Food

y Seed Coating

y Micro Nutrient Mixture

y Garden Special - Plant Food

y Bio Neem Cream

y Bio Pesticide

y Plant Growth Promoter and regulator

y Soil Conditioner

y Magnesium Sulphate FCO Grade

y Sulphur Pestils - 90%

y Falcidine

The company has also got some international recognition too like the ISO 9001:2000

certification which helps the company allot in its selling of the product as it makes the customer

too build confidence in the company and its product. [8]



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6. MARKET SEGMENTATION, TARGETING and POSITIONING .

6.1 SEGMENTATION AND TARGETING

Markets in India are heterogeneous in terms of population, size, occupation, income levels, socio-cultural factors, accessibility etc. It is very important to understand the segmentation of the market

properly to be able to put forward an appropriate marketing strategy. Segmentation can be done on the

basis of area as in urban, semi-urban or rural.

In rural area, one of the segmentation done in India is socio-economic classification (SEC).This uses

two major variables, that is occupation on the chief wage earner and the kind of they live in. This

scheme classifies the consumers into four classes, R1, R2, R3 & R4.

SEC R1 includes landlord farmers, educated, ready to adopt modern technology and is exposed to the

urban environment. The exhibit a lifestyle which is very close to the urban areas. They own some kind

of consumer durables

SEC R2 includes rich farmers who own about 5 acres of land, the may or may not be educated but want

to educate their children. The own some kind of consumer durables and they aspire to attain a social

status.

SEC R3 includes farmers whose average landholding size is 1 to 2 acres. They are not educated butthere children go to the village schools. They are very conservative and are not ready to adopt the

modern technology or techniques.

SEC R4 includes agricultural labor, they have low income and use subsidized food grains and other

products that are distributed through public distribution system.

In the urban and semi-urban areas we can do the segmentation on the basis of

y Education: Illiterate, school up to 4 years, school from 5years to 9 years, SSC/HSC, no graduate,graduate and post graduate.

y Income: Low income (up to Rs.40,000p.a) ,lower middle (Rs. 40,001-Rs 80,000 p.a), middle (Rs.

80,001- 120,000 p.a) and high (above Rs. 160,000 pa)



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y Lifestyle: culture oriented, interested in sports, nature loving, environmental oriented, outdoor

oriented.

y Readiness stage: unaware, aware, informed, interested or willing to buy.

In the rural area, we are targeting the consumers belonging to SEC R1 and SEC R2. In the urban and the

semi-urban area we are targeting the people who are educated and who fall in the middle or high income

group, nature loving and being environmental oriented.

6. 2 POSITIONING STATEMENT

FOR FARMERS

To the w ise farmer who knows that it is better to wait for long-term great benefits than getting only

short-term benefits from fertilizers that harm Mother E arth and for them who want to treat farming as a

profession done not out of blind beliefs but in a scientific w ay, Green Farms presents the scientifically

developed Organic fertilizers made from carefully tested manure that helps your crops gro w w ell w ithout

harming your land and making your land fit for cultivation for years to come. All this you get for lesser

money than existing organic fertilizers resulting in costs lower than the ³ regular´ fertilizers themselves.

FOR GARDENERS

To the nature loving gardener who finds pleasure in growing plants, India¶s most trusted brand Amul

presents to you, Green Farms organic fertilizer that helps your plants grow in an eco-friendly way. It is

available in a quantity that you want and with a long shelf-life.



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7 . MARKETING STRATEGY

PURCHASE PROCESS BY THE FARMERS/FACTORS AFFECTING THE USE OF

ORGANIC FERTILIZERS

A farmer however rich or poor is, he would not like to spend too much on fertilizers which according to

him are necessary but not the only part of farming. The quality and price would be the two most

important parameters in which the farmer would be evaluating the product. This would hold good for a

gardener too for whom fertilizers are but a small part of their hobby.

7 .1 PRODUCT

VARIANTS AVAILABLE

The product differentiation is done in two methods. One based on mass customization and another based

on form. Mass customization would be done in the sense that different products would be designed for

different crops. The organic fertilizers would be for Rice, Wheat, Cotton, Vegetables and for Gardens.

The product would be available in two variants. One variant would be for the normal farmers and

another for the gardeners who had taken up gardening as a hobby. The variation would also be in the

quantity of fertilizers in a packet as the requirements of the customers would be different.

7 .1.1 ORGANIC FERTILIZERS IN THE CONSUMER LEVEL HIERARCHY

In order to design a product properly it is important to know the benefits it provides to the customer

as ³it is important to understand that companies do not sell products or services, but instead they sell

benefits´ [6].

Core Benefit ± ³ G ood for plants ´

Basic product ± ³ A Fertilizer ´

Expected Product ± A fertilizer that helps plants gro w really w ell and it is of lo w cost.



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Augmented Product ± E nvironmental-Friendly and the features that tide over the negatives of

Chemical fertilizers and try to retain most, if not all, of its benefits.

7 .1. 2 FEATURES OF ORGANIC FERTILIZERS [ 2]

y Prevention of Over-Fertilization : By their nature, organic fertilizers increase physical and

biological nutrient storage mechanisms in soils, mitigating risks of over-fertilization (a condition

where plants are damaged due to excessive application of fertilizers).

y More Nitrogen Availability : A University of North Carolina study found that potential

mineralizable nitrogen (PMN) in the soil was 182±285% higher in organic mulched systems,

than in the inorganic ones.y Nutrient release rate : Releases nutrients at a slower, more consistent rate, helping to avoid a

boom-and-bust pattern

y Moisture Stress : Helps to retain soil moisture, reducing the stress due to temporary fall in

moisture.

y Helps to Prevent Topsoil Erosion : Thus preventing desertification and the Dust bowl and thus

ensuring the long term fertility of the land.



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7 .1.3 PROBLEMS INHERENT IN ORGANIC FERTILIZERS AND THE METHODS TO

MITIGATE THEM

PROBLEM POSSIBLE SOLUTION

As a dilute source of nutrients when compared

to inorganic fertilizers, transporting large

amount of fertilizer incurs higher costs,

especially with slurry and manure.

Keeping the plant as nearby to the source of

raw material as possible. (somewhere close to

the milk procurement site would be ideal as it

would facilitate easy procurement of cow dung

from the milk producers)

I mproperly -processed organic fertilizers may

contain pathogens from plant or animal matter

that are harmful to humans or plants.

Proper compositing should be done thus

improving the reliability of the product. The

quality control standards should be very high.

This constraint could also provide an

advantage vis-à-vis other competitors,

provided it is effectively mitigated by the

company

More labor is needed to compost organicfertilizer, increasing labor costs.

Some of this cost can be offset by reduced costof purchase of the raw material (cow dung).

The increased ease of procurement can also

facilitate the reduction in cost.



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7 .1. 4 PACKAGING

PACKAGING DESIGN FOR FARMERS



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PACKAGING DESIGN FOR GARDENERS

7 .1. 5 SUPPORT

A helpdesk can be formed in which queries about organic fertilization and related agricultural issues

could be resolved. It could be formed with the goal of making it as an one-stop shop for all farming

needs at a future date. At a later date, information regarding Crops, Seed Banks and financing options

could be provided by partnering with institutions that deal in the above fields, thus leading to the

formation of a ³one-stop shop´ for agriculture information. This might result in the increase of the

attractiveness of the product.



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7 .2 PRICING

REGULATIONS ON PRICING

The pricing of organic fertilizers has to be done in a careful manner as there are government regulationsregarding the price setting. The regulations are based on ³ THE F ERTILISER (CON TR O L) O RDER

1985 ´ (EXHIBIT I) .

EXHIBIT I- ³ THE F ERTILISER (CON TR O L) O RDER 1985 ´ (on price control)

FIXATION OF PRICES OF FERTILISERS [ 2]

1 . The Central G overnment may, w ith a vie w to regulating equitable distribution of fertilizers

and making fertilizers available at fair prices, by notification in the Official G azette, fix the

maximum prices or rates at w hich any fertilizer may be sold by a dealer, manufacturer,

+importer or a pool handling agency. (sic)

2. The Central G overnment may having regard to the local conditions of any area, the period of

storage of fertilizers and other relevant circumstances, fix different prices or rates for fertilizers

having different periods of storage or for different areas or for different classes of consumers.

3. No dealer, manufacturer +importer or pool handling agency shall sell or offer for sale any

fertilizer at a price exceeding the maximum price or rate fixed under this clause.

PRICING STRATEGY

In the farming sector, the target customers are price-sensitive. Thus, Penetration pricing policy is

recommended.

Penetration pricing is the process of charging a low initial price to capture market share and looking to

earn profits by volumes rather than margin.



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We propose to give consumers a product that is high on quality and low on price. The pricing matrix in

Fig. depicts our proposed price strategy.

FIG .1 PRICING MATRIX [ 3 ]

The following are the general conditions that facilitate Penetration pricing : [11 ]

1) Highly price sensitive market

2) Production and distribution cost fall with production experience

3) Low price discourages actual and potential competition

Moreover, fertilizers sold in small quantities for Gardeners could be sold at a higher price per

quantity .



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7 .3 PROMOTION

Various awareness campaigns focusing on the advantages of organic fertilizers could be conducted in

areas dominated by farmers.

In the initial stages, the promotional activities should focus on the farmers who are associated with

Amul by the virtue of supplying Milk and manure.

The product could be certified by a third party organization like ISO apart from the mandatory

certification of the ³ D epartment of fertilizers ´. [4]

Another possible promotion technique would be to organize various horticulture shows. This would

reach out to the Gardeners.

7 .4 PLACE

Any product has to be in the right place in the right quantities. Anything to facilitate the same is what

this ³fourth P´ is about.

7 .4 .1 EXISTING DISTRIBUTION CHANNEL FOR FERTILIZERS IN INDIA

As of 2001, Fertilizers where distributed among the farmers scattered through the length and breadth of

the country in about 6,27,000 villages through a network comprising of private and institutional

channels of which Private trade accounts for about 70% of the total fertilizers distributed in the country,

followed by institutional agencies at 30% and marginal quantities are distributed through manufacturer¶s

own outlets.[9]

Also, on an average, one fertilizer sale point covers more than two villages. States of Kerala, Tamilnadu

and Haryana have more number of sales point compared to number of villages. North-East states, Bihar,Orissa, Himachal Pradesh, Madhya Pradesh, Rajasthan have low penetration as on an average, one sale

point covers more than three villages.[9]



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8 . BRANDING

A brand is a name, logo, symbol, design, colour, sound or a combination of all or some of these. It is

intended to differentiate the goods and services of one seller from that of the competitors. The brand is

the face of the bundle of benefits packed in the form of the product. The brand should therefore conveyrightly what the product is all about.

BRAND LOGO :

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