48369449-34035814-Parle-Products-Pvt-1
Transcript of 48369449-34035814-Parle-Products-Pvt-1
PRoJECT REPORT
PARLE PRODUCTS PVT.LTD.
RANBIRRAJSINH RATHOD PGDM (German) 1st Year.
DECLARATION
I,Ranbirrajsinh Rathod, am a student of MBA Program in CHRIST UNIVERSITY BANGALORE. I am declaring that information I have given in this project report is not copied from anywhere. I mentioned what I learned during my 15 days training in PARLE PRODUCTS PVT. LTD.Bhuj.
Your Faith Fully,
Ranbirrajsinh Rathod
Date:
Place:
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CERTIFICATE
This is certifying that Mr.Ranbirrajsinh Rathod, student of MBA Program of Christ University Bangalore, has satisfactorily completed his 15 Days Training and Project Report on Parle ProductsPvt. Ltd.
Mr. Sanjay Taunk Mr. D.K. Pundir
HRM Plant Head
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ACKNOWLADGEMENT
Practical training teaches lots of things which books can’t. And getting training in well-known organization like Parle was a golden opportunity for me. For this I am heartily thankful to many persons.
First of all I want to thank Mr. D.K. Pundir sir to give me this golden opportunityby allowing me as a trainee in Parle Bhuj. I am heartily thankful to Mr. Sanjay Taunk for trusting me and accept me as a trainee. I am thankful to Mr. Vipul Bhatt, Miss. BhavnaBhadkaand Mr. VirenGor for teaching me many things about an organization.
Thanks to my collage to assign me on this kind of project from where I learn many things before studying MBA Books, and heartily thank to Prof. Aswini for guiding me during my Project Preparation.
Finally, I want to thank to entire staff of Parle for accepting me as a trainee and give me support as their colleague, and my family for support me before and during my training period.
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INDEX
Introduction of Organization Products of the Company Marketing Style of Company Organization Structure Functions of various Departments System Followed for Purchasing 5’S Workplace Management HACCP SWOT Analysis of Parle Significant Factors of Success Views Of MBA Employees Conclusion
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INTORDUCTION OF ORGANIZATION
PRODUCTS OF THE COMPANY
Parle Products Pvt. Ltd.Is a US $ 450 million Organization. It is in the business of manufacturing and marketing of biscuit, confectionaries and snacks. It has state of the art machinery with automatic printing and packing facility. Its biscuit backing oven is largest of its type in Asia. Over the decades, the efforts of Parle’s Research and Development wing have made the repertoire of its products grow manifold. In biscuits Parle has Glucose, Milk, Sweet and Salted cream, Wafer Cream, Cumin biscuit and Cheese Categories. In confectionaries, Parle has a range of toffees and Hand-boiled candies available in Chocolate, Mint, Cola
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and Tropical fruit flavors. Some of these are double layered toffees and center filled candies packed in rolls or pillow packs, or have single or double twist wrapping.
Some of the Products of Parle Products Pvt. Ltd. is mentioned category wise below.
Biscuit Goodies:6 | P a g e
Parle – G, Krackjack, Krackjack Crispy Creams, Monaco, Hide and Seek, Hide and Seek Milano, Magix, Chox, Monaco Zeera, Goldenarcs, Digestive Mari, Parle Mari, Milk Shakti, Parle 20-20 Cookies, Parle Creams Flavored, Nimkin, Bournbon Biscuits etc.
Cool Confectionery:
Melody, Mango Bite, Kaccha Mango Bite, Poppins, Kissmi Toffee, Kissmi Gold, Kissmi Toffee Bar, Orange Candy, XHale, 2 in 1 Éclair, Golgappa, Mazelo, Melody Softee etc.
Munch on Snacks:
MusstBites, Monaco Bites Cheeslings, Sixer, Sixer Zeera, Jeffs, Must Sticks, Must Chips etc.
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MARKETING STYLE OF COMPANY
In our country over 70% of the total population live in
villages. There are states like U.P, M.P, Bihar, Rajasthan and
Orissa where rural population varies from 80 to 90 per cent.
Agriculture and agriculture related activities contribute to
about 75% of the income in rural areas. Over 6, 31,307
villages, 700 million people a myriad of languages many
traditions and a rich culture. A vibrant land with a long
History. Rural Indian people are known as much for their
warmth as their diversity. The real “BHARAT”.
“EXPLORE THE RURAL MARKETS
DO NOT EXPLOIT THEM”.
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Till recently, the focus of marketers in India was the
urban consumer and by large no specific efforts were made
to reach the rural markets. But now it is felt with the tempo
of development accelerating in rural India, coupled with
increase in purchasing power, because of scientific
agriculture, the changing life style and consumption pattern
of villagers with increase in education, social mobility,
improved means of transportation and its various satellite
channels have exposed rural India to the outside world and
hence their outlook to life has changed. Because of all these
factors, rural India is attracting more and more marketers.
"To be successful in the rural market, remember-
there is no unity in diversity, but act local while thinking
global."
Parle’s efforts to make biscuits affordable to all?
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Biscuits were very much a luxury food in India, when
Parle began production in 1939. Apart from Glucose and
Monaco biscuits, Parle did offer a wide variety of brands.
However, during the Second World War, all domestic
biscuit production was diverted to assist the Indian soldiers in
India and the Far East. Apart from this, the shortage of wheat
in thosedays, made Parle decide to concentrate on the more
popular brands, so that people could enjoy the price benefits.
Thankfully today, there's no dearth of ingredients and
the demand for more premium brands is on the rise. That's
why; we now have a wide range of biscuits and
mouthwatering confectionaries to offer.
Be it a big city or a remote village of India, the Parle
name symbolizes quality, health and great taste!
And yet, this reputation has been built, by constantly
innovating and catering to new tastes. This can be seen by
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the success of new brands, such as, Hide & Seek, or the single
twist wrapping of Mango bite.
In this way, by concentrating on consumer tastes and
preferences and emphasizing Research & Development, the
Parle brand grows from strength to strength.
Marketing Strength...
The extensive distribution network, built over the years,
is a major strength for Parle Products. Parle biscuits & sweets
are available to consumers, even in the most remote places
and in the smallest of villages with a population of just 500.
The Parle marketing philosophy emphasizes catering to
the masses. They constantly endeavor at designing products
that provide nutrition & fun to the common man. Most Parle
offerings are in the low & mid-range price segments. This is
based on our cultivated understanding of the Indian 11 | P a g e
consumer psyche. The value-for-money positioning helps
generate large sales volumes for the products.
Marketing management refers to distribution of the
firm’s product or service to the customers in order to satisfy
their needs and to accomplish the firm’s objectives.
Marketing includes developing the product, pricing,
distribution, advertisement, and merchandising, doing
personal selling, promoting and directing sales and service to
customers.
Developing Marketing Strategies for Parle: -
a. Determine what the customer’s needs are and how
those needs can be satisfied.
b. Select the market that would be served.
c. Decide what advantage that will give a competitive
edge over other firms.
Meeting customer’s needs
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Learning customer’s needs
Conscious about the firm’s image
Looking for danger signals
DISTRIBUTION CHANNEL: -
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This shows that Parle’s Production units dispatching the
biscuits to the well-established agents or agencies. They send
it further to the Whole seller.
Now, the wholes seller and the agents send the biscuits to
the small retailers.
Places where the Parle Products are available: -
1. Kiryana Stores
2. General Stores
3. Tea Shops.
4. Railway Stations.
5. Paan wallas.
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6. Place where the cultural programmes of village are
being organized, like melas, etc.
7. Mobile traders, etc.
I find one very interesting article Produced on
September 15th, 2003 in Times News about Parle which I like
to share in this report.
Parle-G is the world leader in biscuit sales
TIMES NEWS NETWORK [MONDAY, SEPTEMBER 15, 2003
12:26:36 AM]
NEW DELHI: In 1929 when Indians were munching crispy
imported biscuits shipped in by the British, an Indian set up a 15 | P a g e
small factory in the suburbs of Mumbai to make toffees. A
decade later, he started making biscuits without giving a
damn to the imported biscuits that were freely available. And
six decades later, one of the factory’s products has emerged
as the world’s single largest brand in any country.
With annual sales volume of 179.9m kg, Prakash
Chauhan’s Parle-G is the world beater in biscuits, followed by
Italy’s Mulino Bianco with 110.3m kg and America’s Control
Brand at 108.9m kg.
Industry sources said Parle-G sells the most because it is
the cheapest biscuit in the branded category. Most Parle
offerings, unlike Britannia, are mass brands in the low and
mid-range price segments. As it has been around for over 60
years, it has a loyal consumer base. And for most, it is a food
supplement rather than an evening snack. “In mid-income
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households, kids averse to dal chawal are often given glucose
biscuits to make up for the cereals,” said an industry source.
But the industry says that even though Parle-G is the highest
selling brand, the per capita consumption of biscuits in India
is still very low. On an average Indians eat 0.48 kg every year,
while Americans eat 4 kg.
But surprisingly, Indians eat over three times more
branded biscuits (490m kg) than the Chinese (180.5m kg).
“Given that both India and China have conventional food
habits where traditional snack items like idli, dosa, dhokla,
samosa have a fair share, Indian consumers’ appetite for
biscuits is enormous,” says Anmol Sherpa, global services co-
ordinator for AC Neilsen India.
According to him, Americans depend on biscuits as they
have very few ready-to-eat food items for snacks. They spend
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$6,897m on 1134.6m kg of biscuits every year, outpacing
both India (490m kg valued at $583m) and China (180.5m kg
valued at $406.3m).
Besides heritage and price points, distribution is crucial
to the success of any consumer goods brand. Even though
Kellog’s launched Chocos at Rs 5/pack, its distribution
strategy was not up to the mark. Parle has 1,500 wholesalers
catering to 4, 25,000 retail outlets.
Chocos were later taken off the shelves. Biscuits require
a mass distribution network and Kellogs had limited itself to
the up market outlets with its premium-priced cereals. Parle
over the years has built a robust distribution network. For the
fast moving consumer goods industry, the packaged biscuit
basket has emerged as a winner with all other product lines
like soaps, detergents, hair oil, packaged tea biting the dust.
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The quick, tea-time snack has zoomed into an Rs. 2,500 crore
industry clocking 3-4% growth annually.
ORGANIZATION STRUCTURE
Organization structure is teamwork of the formal
relationship that has been established. The purpose of the
structure is to assist in regulating and directing the efforts of
an organization so that they are co-ordinate and consistent
with organization.
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Organization structure of the company shows the
interrelationship between employer and employee or vice-
versa. It shows a clear cut line of authority, responsibility and
accountability.
Among the various types of organization structure Parle
has adopted vertical management structure.
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Chart of Departments21 | P a g e
Director
GM
Unit
Head
Dy.
Manager
Assistnt
Manager
Executive
Officer
Assistant
Officer
Worker
List of HODs
No. Name of the Department Name of the HOD
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Mr. D.K. Pundir(Manager - Operation)AccountsAccountsExcisePurchaseHRDPQSCSRSecurityCanteenMedicalProductionFlour HendlingMixingRotaryOvenPackingISMSEngineering MechenicalElectricalPrintingStoresBSRQ&A
1 Accounts Mr. Kailashchand Buraniya
2 Purchase Mr. Hitendra Jadeja
3 HRD Mr. Sanjay Taunk
4 PQS Mr. Vipul Bhatt
5 CSR Mr. Viren Gor
6 ISMS Mr. Bhusan Maheta
7 Engineering Mr. D.A. Khetani
8 Production Mr. Debangsu Das
9 Printing
10 BSR Mr. Jitendra Rajgor
11 Q&A
12 Corrugation Mr. Pramod Chauhan
13 Stores
FUNCTIONOFVARIOUS DEPARTMENTS23 | P a g e
General Administration:
Many things which cannot categorize in particular department, falls under General Administration. HOD of this department is Mr. D. K. Pundir.
Arrangements of, Meetings, Conferences and Training Programs, Mike Alert, Receiving and Dispatching Couriers etc. are the main works of this department.
IT Department:
IT department in Parle Products Pvt. Ltd. is mainly deal with its computer network, its security etc. HOD of this department is Mr. Bhusan Maheta.
This department solved all kind of computer related problems like, purchasing and design of software to smooth running of company.
Accounts Department:
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In any Organization, Its accounts department is work as a Heart of it, because it circulates the Finance i.e. Blood in the organization. It plays significance roll in success of organization. HOD of accounts department is Mr. Kailashchand Burania. Following activates are under Accounts department:
1. Bill Passing2. Excise duty3. Bank payments4. Costing5. Cash payment6. Record maintain7. Tex deduction8. Petty cash
Purchase Department:
Purchase department is covered under administration. This mainly takes care of purchasing of all needed materials for the company.Head of the department of purchase is Ms. Beena Rathod.
Mainly, two major purchasing decisions are taken in this department. First is purchasing of raw material, which is
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taken by Ms. Beena Rathod and second is purchasing of machinery, which is taken by Mr. Hitendrasinh Jadeja.
HRD:
In an organization HRD is a department which manages the human power in the company. Recruitment of new employees and trainees, Payment of salary etc. are the work of this department. HOD of this department is Mr. Sanjay Taunk.
PQS:
PQS is Parle Quality System. Quality is measures in this department on the basis of individual responsibility. The main function of this department is to maintain the quality of each and every aspects of company.
System Followed for Purchase of Material
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The system followed for material purchasing in Parle is simple and efficient. Steps shown below are follows for the material purchasing:
When employee of any department needs any type of material he asks from the stores.
If it’s not available in the stores then the particular department has to fill the indent which is in the slip of the demand for the particular product. If the item required capital item, it is called Capex. Here codes have been given to each item, as well as list of approved suppliers for all the items is provided to all unites.
As per this indent purchase department have to purchase the goods after comparing the price of the different quotations of the different companies and quotations having the low rate and good quality will be passed by the operation manager.
Next step after the approval of the quotation is making the purchase order i.e. PO which contains the party name, material code & description, decided rate, date of order, time lad for the supply of the material etc.
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The PO is having four copies and having the sign of the manager. From which one will be sent to the supplier along with advance payment if any. Second copy is sent to accounts department. Third is sent to stores and fourth is left with the purchase clerk and filed.
As per PO supplier has to supply the material as per description in PO within a given time leg along with the invoice.
This bill is passed to the accounts department and amount will be tailed. If the amount is as per bill the payment will be made within 7 working days and if there is any difference PO’s rate and Bill then Performa will be passed and as per the rate of Performa payment will be made.
5’S WORK PLACE MANAGEMENT
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The 5S Process, or simply "5S", is a structured program
to systematically achieve total organization, cleanliness, and
standardization in the workplace. A well-organized
workplace results in a safer, more efficient, and more
productive operation. It boosts the morale of the workers,
promoting a sense of pride in their work and ownership of
their responsibilities.
"5S" was invented in Japan, and stands for five (5)
Japanese words that start with the letter 'S': Seiri, Seiton,
Seiso, Seiketsu, and Shitsuke. Table 1 shows what these
individual words mean. An equivalent set of five 'S' words in
English have likewise been adopted by many, to preserve the
"5S" acronym in English usage. These are: Sort, Set (in
place), Shine, Standardize, and Sustain. Some purists do not
agree with these English words - they argue that these words
have lost the essence of the original 5 Japanese words.
Definitions of 5’S:
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Japanese Term
English Equivalent Meaning in Japanese Context
Seiri TidinessThrow away all rubbish and unrelated materials in the workplace
Seiton OrderlinessSet everything in proper place for quick retrieval and storage
Seiso Cleanliness Clean the workplace; everyone should be a janitor
Seiketsu StandardizationStandardize the way of maintaining cleanliness
Shitsuke DisciplinePractice 'Five S' daily - make it a way of life; this also means 'commitment'
Seiri: The first step of the "5S" process, seiri, refers to the act
of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. People involved in Seiri must notfeel sorry about having to throw away things. The idea is to ensure that everything left in the workplace is related only to work. Even the number of necessary items in the workplace must be kept to its absolute minimum. Because of
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seiri, simplification of tasks, effective use of space, and careful purchase of items follow. Seiton: Seiton, or orderliness, is all about efficiency. This step
consists of putting everything in an assigned place so that it
can be accessed or retrieved quickly, as well as returned in
that same place quickly. If everyone has quick access to an
item or materials, work flow becomes efficient, and the
worker becomes productive. The correct place, position, or
holder for every tool, item, or material must be chosen
carefully in relation to how the work will be performed and
who will use them. Every single item must be allocated its
own place for safekeeping, and each location must be
labeled for easy identification of what it's for.
Seiso:
Seiso, the third step in "5S", says that 'everyone is a
janitor.' Seiso consists of cleaning up the workplace and
giving it a 'shine'. Cleaning must be done by everyone in the
organization, from operators to managers. It would be a
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good idea to have every area of the workplace assigned to a
person or group of persons for cleaning. No area should be
left unclean. Everyone should see the 'workplace' through
the eyes of a visitor - always thinking if it is clean enough to
make a good impression.
Seiketsu:
The fourth step of "5S", or seiketsu, more or less
translates to 'standardized clean-up'. It consists of defining
the standards by which personnel must measure and
maintain 'cleanliness'. Seiketsu encompasses both personal
and environmental cleanliness. Personnel must therefore
practice 'seiketsu' starting with their personal tidiness. Visual
management is an important ingredient of seiketsu. Color-
coding and standardized coloration of surroundings are used
for easier visual identification of anomalies in the
surroundings. Personnel are trained to detect abnormalities
using their five senses and to correct such abnormalities
immediately.
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Shitsuke:
The last step of "5S", Shitsuke, means 'Discipline.' It
denotes commitment to maintain orderliness and to practice
the first 4 S as a way of life. The emphasis of shitsuke is
elimination of bad habits and constant practice of good
ones. Once true shitsuke is achieved, personnel voluntarily
observe cleanliness and orderliness at all times, without
having to be reminded by management.
HACCP
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(HAZARD ANALYSIS & CRITICAL CONTOL POINT)
Parle Products Pvt. Ltd. has adopted HACCP system which is the Japanese technique for the qualitative food production.
History of HACCP:
On 4 October 1957, the Soviet Union launched Sputnik, the world's first satellite.American president Dwight D. Eisenhower responded by committing the United States to the space race.Eisenhower signed the National Aeronautics and Space Act on 29 July 1958 that created the National Aeronautics and Space Administration (NASA) to put an American satellite in orbit and to get a person in space.
Food played a critical part in the manned space program. The main goal was to produce food that would not crumble under zero gravity, but also be safe to eat. All personnel involved realized that traditional quality control methods would be inadequate because there would be so much product testing involved for actual product to be used. NASA own requirements for Critical Control Points (CCP) in engineering management would be used as a guide for food safety. CCP derived from Failure mode and effects analysis (FMEA) from NASA via the munitions industry to test weapon and engineering system reliability.Using that information,
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NASA and Pillsbury required contractors to identify "critical failure areas" and eliminate them from the system, a first in the food industry then. Baumann, a microbiologist by training, was so pleased with Pillsbury's experience in the space program that he advocated for his company to adopt what would become HACCP at Pillsbury.
Soon thereafter, Pillsbury was confronted with a food safety issue of its own when glass was found contaminated in farina, a cereal commonly used in infant food. Baumann's leadership promoted HACCP in Pillsbury for producing commercial foods, and applied to its own food production. This led to a panel discussion at the 1971 National Conference on Food Protection that included examine CCPs and Good Manufacturing Practices in producing safe foods. Several botulism cases were attributed to under-processed low-acid canned foods in 1970-71 that the United States Food and Drug Administration (FDA) asked Pillsbury to organize and conduct a training program for FDA inspectors to serve as an inspection basis for canned foods. This 21 day program was first held in September 1972 with 11 days of classroom lecture and 10 days of canning plant evaluations. Canned food regulationswere first published in 1973. Pillsbury's training program to the FDA in 1972, titled "Food Safety through the Hazard Analysis and Critical Control Point System", was the first time that HACCP was used.
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HACCP was initially set on three principles. Pillsbury quickly adopted two more principles to its own company in 1975. It was further supported by the National Academy of Sciences (NAS) that governmental inspections by the FDA go from reviewing plant records to compliance with its HACCP system. Second proposal by the NAS led to the development of the National Advisory Committee on Microbiological Criteria for Foods (NACMCF) in 1987. NACMCF was initially responsible for defining HACCP's systems and guidelines for its application and were coordinated with the Codex Committee for Food Hygiene, that led to reports starting in 1992 and further harmonization in 1997. By 1997, the seven HACCP principles listed below became the standard. A year earlier, the American Society for Quality offered their first certifications for HACCP Auditors.
HACCP expanded in all realms of the food industry, going into meat, poultry, seafood, dairy, and has spread now from the farm to the fork.
The HACCP seven principles:
Principle 1: Conduct a hazard analysis.
Plans determine the food safety hazards and identify the preventive measures the plan can apply to control these hazards. A food safety hazard is any biological, chemical, or
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physical property that may cause a food to be unsafe for human consumption.
Principle 2: Identify critical control points.
A Critical Control Point (CCP) is a point, step, or procedure in a food manufacturing process at which control can be applied and, as a result, a food safety hazard can be prevented, eliminated, or reduced to an acceptable level.
Principle 3: Establish critical limits for each critical control point.
A critical limit is the maximum or minimum value to which a physical, biological, or chemical hazard must be controlled at a critical control point to prevent, eliminate, or reduce to an acceptable level.
Principle 4: Establish critical control point monitoring requirements.
Monitoring activities are necessary to ensure that the process is under control at each critical control point. In the United States, the FSIS is requiring that each monitoring procedure and its frequency be listed in the HACCP plan.
Principle 5: Establish corrective actions.
These are actions to be taken when monitoring indicates a deviation from an established critical limit. The final rule
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requires a plant's HACCP plan to identify the corrective actions to be taken if a critical limit is not met. Corrective actions are intended to ensure that no product injurious to health or otherwise adulterated as a result of the deviation enters commerce.
Principle 6: Establish record keeping procedures.
The HACCP regulation requires that all plants maintain certain documents, including its hazard analysis and written HACCP plan, and records documenting the monitoring of critical control points, critical limits, verification activities, and the handling of processing deviations.
Principle 7: Establish procedures for ensuring the HACCP system is working as intended.
Validation ensures that the plants do what they were designed to do; that is, they are successful in ensuring the production of safe product. Plants will be required to validate their own HACCP plans. FSIS will not approve HACCP plans in advance, but will review them for conformance with the final rule.
Verification ensures the HACCP plan is adequate, that is, working as intended. Verification procedures may include such activities as review of HACCP plans, CCP records, critical limits and microbial sampling and analysis. FSIS is requiring that the HACCP plan include verification tasks to be
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performed by plant personnel. Verification tasks would also be performed by FSIS inspectors. Both FSIS and industry will undertake microbial testing as one of several verification activities. Verification also includes 'validation' - the process of finding evidence for the accuracy of the HACCP system (e.g. scientific evidence for critical limitations).
The seven HACCP principles are included in the international system ISO 22000. This standard is a complete food safety management system incorporating the elements of prerequisite programs for food safety, HACCP and quality management system which together form an organization’s Total Quality Management.
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SWOT ANALYSIS OF PARLE
SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities and Threats involved in a Project or Business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable in achieving that objective.
STRENGTH 1. Low price as compared to
WEAKNESS 1. Breakage of biscuits while
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competitors 2. Sizeable market share in the country. 3. Offers variety of products under its brand. 4. Different sizes of packets are available. 5. An experienced team of sales and marketing executives. 6. Deep and effective coverage 7. Largest distribution system.
delivering to retailers 2. No proper replacement system for broken biscuits to retailers 3. Improper and irregular supply. 4. Fewer shares in Premium biscuit market. 5. Dependent on its flagship brand, Parle-G 6. Poor packaging in family pack of glucose biscuits. 7. Lack of schemes for retailers and distributors.
OPPORTUNITY 1. Rising demand for innovative packaging in packaged foods. 2. Retaining loyal retailers or wholesalers. 3. Improving supply system for established brands. 4. Huge scope for some Parle products in medical shops. 5. Information revolution brought about by the television. 6. Good scope for snacks, if launched and properly promoted.
THREAT 1. Highly advertised brands such as Britannia. 2. Ever increasing competition from multinationals and local companies. 3. Increase in sale of cheap local bakery products. 4. Emerging substitutes like wafers, snacks and toast. 5. Margin war among the major Brand
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Significant Factors of Success
Strategic Maps:
1.
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2.
3.
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4.
Key Success Factors of Parle:• Price• Distribution Network• Nutrition content• Brand
• Innovation
An in depth understanding of the Indianconsumerpsychhas helped Parle evolve a
marketing philosophy that reflects the need of the Indian kitchen. With products design by keeping both health and taste in mind. Parle appeals to both health conscious mothers and taste loving kids.
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The great tradition of taste and nutrition is consistent in every pack on the store shelves, even today. The value for money positioning allows people from all class and age group to enjoy Parle Products.
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Views of MBA Employees
I met two MBA employees, working in Parle Bhuj plant Mr. Dharmesh Dave and Mr. Akash. And I discussed with them about their view for Parle Products Pvt. Ltd. I mentioned their views for the company below.
When I asked Mr. Dharmesh how much he is satisfied from his post in the organization? He replied in only one line, this organization has given him a balanced life. According to him Balanced Life means it ensures his relationship, health and family. On asking of my question about future of MBA’s in the organization he told me that the future of MBA’s is very bright in the company as an example of it he told me that personally he is very satisfy from his post given to him and he hopes he will be well treated by the company according to his skills.
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Conclusion
Detailed study of Parle Products, gives out the success story of Organization management and successful marketing style of company. This shows that perfect management style can convert any small business into multimillion a Brand. The marketing strategy of Parle shows that products even at low prize earn substantially considerable profits.
During my 15 days of training in Parle Bhuj, I learned that how can management be effective in organization. How it can help its employees in their professional and also in social life. I think this is the key factor of success of Parle during last 80 years.
And because of splendid management and marketing style Brand Parle G dominates the volume-dominated biscuit market. Even in today’s times when multinationals are beefing up their operations and trying to change the dynamics of the market, Parle G’s numero Uno position is unchallenged. Brand Parle G is iconic and has evolved over the years. Trust, relevance, affordability are its hallmarks,
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which have withstood pressures from the hyper-competitive marketplace.
Parle Products Pvt. Ltd is now lagging in services to retailers because of improper supply and distribution in some areas and competitors taking advantage of these points. But it is also not perfect solution because it at some place they cannot control the selling price of the products and it affects the sale of the company. As per solution of this problem the company should mention the price of the product in its advertisement.
THANK YOU
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