“RETAIL MARKET WORK HYGIENE AND

COMPETITION BENCHMARKING ON SCHEMES,

PROMOTIONS, PAYOUT AND BENEFITS”

Submitted by

MANAS DINESH JAIN

in partial fulfillment for the award of the degree

of

POST GRADUATE DIPLOMA IN MANAGEMENT

in

MARKETING MANAGEMENT

AT

Institute for Future Education Entrepreneurship and Leadership

Lonavala-410405

JULY 2019
Page | 1
 INSTITUTE FOR FUTURE EDUCATION,
ENTREPRENEURSHIP AND LEADERSHIP

BONAFIDE CERTIFICATE (A)

Certified that this project report “RETAIL MARKET WORK HYGIENE AND
COMPETITION BENCHMARKING ON SCHEMES, PROMOTIONS,
PAYOUT AND BENEFITS.” is the bonafide work of “MANAS DINESH JAIN”
who carried out the project work under my supervision.

Mr. Atul Kumar

Regional Sales
Development Manager
 INSTITUTE FOR FUTURE EDUCATION,
ENTREPRENEURSHIP AND LEADERSHIP

BONAFIDE CERTIFICATE (B)

Certified that this project report “RETAIL MARKET WORK HYGIENE AND
COMPETITION BENCHMARKING ON SCHEMES, PROMOTIONS,
PAYOUT AND BENEFITS.” is the bonafide work of “MANAS DINESH JAIN”
who carried out the project work under my supervision.

Prof. Rudresh Agaskar Veteran, Wing Commander Sudhir Salunkhe

ACADEMIC SUPERVISOR DEAN
 ACKNOWLEDGEMENT

I would like to gratefully acknowledge the contribution of all the people who took active part and provided
valuable support to me during the course of this project. To begin with, I would like to offer my sincere
thanks to Mr. Atul Kumar, RSDM Mumbai, PVMI, for giving me the opportunity to do my summer
training at Perfetti Van Melle India Private Limited. ‘Without his guidance, support and valuable
suggestions during the research, the project would not have been accomplished.

My heartfelt gratitude also goes to the entire Regional Sales Team (WEST) especially, Nagpur area
Sales Team for their co-operation and willingness to answer all my queries, and provide valuable
assistance.

I also sincerely thank Prof. Rudresh Agaskar, my faculty mentor at iFEEL, who provided valuable
suggestions, shared his/her rich corporate experience, and helped me script the exact requisites.

Last, but not least, I would like to thank all Dealers/Customers/company etc* (whichever is applicable) for
sharing their experience and giving their valuable time to me during the course of my project.

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 TABLE OF CONTENT

Table of Contents
“RETAIL MARKET WORK HYGIENE AND COMPETITION BENCHMARKING ON SCHEMES,
PROMOTIONS, PAYOUT AND BENEFITS”.............................................................................................1

MARKETING MANAGEMENT...............................................................................................................................1
AT 1

Regional Sales............................................................................................................................................................3

Development Manager...............................................................................................................................................3

ACADEMIC SUPERVISOR DEAN......................................................................................................................4

ACKNOWLEDGEMENT..............................................................................................................................5

TABLE OF CONTENT.................................................................................................................................6

LIST OF ABBREVIATION..........................................................................................................................7

EXECUTIVE SUMMARY............................................................................................................................8

BCG Matrix (Growth Market Share Matrix) of Perfetti Van Melle.......................................................................27

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 LIST OF ABBREVIATION

1. ROI: Return On Investment

2. HTML: Hyper Text Markup Language
3. CSS: Cascading Style Sheet
4. SQL: Structured Query Language
5. SEO: Search Engine Optimization
6. SMO: Social Media Optimization
7. PPC: Pay per Click
8. ORM: Online Reputation Management
9. SME: Small Medium Enterprise
10. DSR: Daily Sales Report
11. FAQ: Frequently Asked Questions
 EXECUTIVE SUMMARY

Within my study of Management, I am interested in Sales development and brand

management. It was a great opportunity for me to do a two months’ internship in a Perfetti
Van Melle. The internship was concentrated on learning various strategies and techniques
used for Business expansion and sales development. At the beginning of the internship I
had set several learning goals regarding the improvement of knowledge and skills on
handling a Business.
During my internship several activities have contributed to achieve a number of goals. I
visited more than 2000 shops and made remarkable sales mark. I had to work with more
than twenty sales executive in two months. I have to solve query of retailers as company
executive and pitch them for buying our product
As a part of my summer internship training I was assigned various tasks relating to all
spectrums of management.
 Schemes
 Promotion
 Payouts
 Benefits
Are a few major internship topics which involved my participation for strategic planning
and decision making.
In conclusion, the internship was a useful experience. I have found out what my strengths
and weaknesses are; I gained new knowledge and skills and met many new people. I
achieved many of my learning goals, I got insight into the work of a Corporate
Organization.
 CHAPTER 1
INTRODUCTION

Perfetti Van Melle is a privately owned company, producing and distributing candies and
chewing gums in more than 130 countries worldwide.
The company was established in March 2001.through the merger of Perfetti S.P.A and Van
Melle NV.
In July 2006, the group acquired the Spanish company Chupa chups, thus strengthening its
position as the third largest confectionery (sugar confectionery + gums) group in the world,
and becoming the first player in the global sugar confectionery market.
It is now the third largest confectionery group in the world, and the first to be present in the
main Asian market. Employing over 14000 people and operating 32 companies throughout
the world. Perfetti Van Melle has a true global reach: it is present in the Asia pacific region,
Europe, Middle East, Africa, and the America. Its corporate headquarters are located in
Lainate (Italy) and in Breda (the Netherlands). Several of its brands are household names
and are much loved throughout the 5 continents.
Mentos, Frisk, Fruittella, Alpenliebe, Happydent, Vivident, Big Babol, Chupa Chups, and
Smint.
In addition to these global brands, Perfetti Van Melle offers a wide range of products, the
popularity of which is rooted in individual, local, and regional markets. The ability to
develop products, versions, and flavors, that suit the different demands and opportunities of
the local market is indeed one of the group’s key to success.
Perfetti Van Melle’s innovations provide ample proof of the effectiveness of its product
customization strategy and its attention to consumer demand. In many Asian countries,
Alpenliebe is produced with formulas, packaging and formats that vary according to local
preferences, making it the market leading candy. In the most highly developed European
markets, Perfetti Van Melle offers a wide and varied range of brands, with highly
distinctive qualities and characteristics, like that of functional chewing gum, still
unmatched by its largest international competitors. In America, Mentos, the Group’s no.1
brand, is distributed in a range of exclusive varieties, taking full advantage of the market’s
specific and enormous and potential.

HISTORY
Perfetti Van Melle Italy was incorporated in 1946 by the two Perfetti brothers Ambrogio
and Egidio, in a small town called Lainate just outside of Milan. Perfetti Van Melle is the
world’s third largest confectionery group with its presence in over 150 countries worldwide
Perfetti S.p.A. acquired Van Melle N.V. in March 2001, which was an important step for
the Group to strengthen its position in the market, expand the product propositions and
increase the dominance across markets. Perfetti entered the
Indian market in 1994 by offering its first brand Center Fresh, followed by Big Babol and
Alpenliebe in 1995.
Perfetti Van Melle India Pvt. Ltd. (PVMI) is a renowned manufacturer, distributor and
marketer of several high quality sugar confectionery products. With close to a 25% market
share, it is the leading player in the organized confectionery business in India today. The
company has a diverse portfolio of brands across segments (i.e. candies, gums & chewies)
which it sells through various retail channels across the country. As a marketer, PVMI has
always been known for its iconic, eyeball grabbing and entertaining advertising. PVMI is a
fully owned subsidiary of the global confectionary conglomerate Perfetti Van Melle,
headquartered in Lainate, Italy and Breda (the Netherlands).

MISSION
We at PERFETTI VAN MELLE:
 Develop, manufacture and market high-quality and innovative
 Products for our consumers through the efficient use of our resources and in
collaboration with our business partners;
 Create a fulfilling workplace for our employees built on trust, mutual respect, and
appreciation of their diversity;
 Value the role we play in our communities, as a socially and environmentally
committed organization;
 Generate economic value through superior growth and profitability. Continuous
focus on these principles will lead us toward Our Vision.

VISION
We will enhance our world leadership in confectionery by creating value for consumers
through innovative and gratifying high-quality products.
Company’s Values
Living the Perfetti Van Melle values requires courage, vision, trust, commitment, and
pragmatism.
The following values guide the actions in realizing the mission of the company:
 Integrity Without Compromise-
Perfetti Van Melle conducts the business with honesty, integrity, and respect for
those with whom they have relationship.
 Achieving Excellence-
Perfetti Van Melle pursues quality in everything they do. They strive for continuous
improvement in the way they operate.
 Dedication to the Consumer-
Perfetti Van Melle will meet and surpass the differing needs and expectations of our
consumers, delighting them with high quality, state-of-the-art and innovative
products.
 Care for the people-
Perfetti Van Melle are committed to creating a global workplace where teamwork,
involvement, open communication, flexibility and fun exist.
They treat the people fairly; they value different styles, skills, experiences, and
backgrounds and acknowledge that these differences result in greater creativity and
better insights. They encourage them to take initiative and expect them to approach
their jobs with passion and commitment. They offer their people the training
opportunities and ongoing development so that each individual can reach his or her
full potential.
 Social and environmental Responsibility-
Perfetti Van Melle conduct the business as responsible members of society,
respecting the laws of the countries in which they operate, contributing to the
progress of the local communities in line with the legitimate role of the business.
They will operate safely, responsibly and with sound environmental practices,
aimed at minimizing the impact on the environment and working toward long-term
sustainability.
 Independence-
Perfetti Van Melle is committed to achieving ambitious business goals while securing our
company’s profitability thus ensuring their independent growth.
 CHAPTER 2
PRODUCT PORTFOLIO
Perfetti Van Melle classifies its confectionary portfolio into seven broad categories based
on the type of product they are. These categories are explained below.

Candies:
Jellies:
Gum:
Eclairs:
Hard Mints:
Soft Mints:
Lolli Pops:

RANGE OF PRODUCTS (GLOBAL)

1. Alpenliebe RANGE OF PRODUCTS (INDIA)
2. Brooklyn 1. Alpenliebe
3. Chupa Chups 2. Mentos
4. Filly Folly 3. Center Fresh
5. Frisk 4. Big Babol
6. Happydent 5. Alpenliebe Choco Eclairs
7. Golia 6. Chupa Chups
8. Klene 7. Creamfills
9. Meller 8. Fruitfillz
10. Smint 9. Alpenliebe Pop
11. Vigorsol 10. Juzt Jelly
12. Vivident 11. Center Fruit
12. Happydent Wave
13. Chlormint
14. Happydent
PLANT LOCATION

The Manufacturing processes of Perfetti Van Melle India Private Limited are carried out in the three
manufacturing locations (Manesar, Chennai, and Rudrapur Plant) with specific product ranges.
The manufacturing activities are carried out under controlled conditions:
 The product characteristics, specifications of material at various stages and acceptance criteria are
unambiguously defined, documented and suitably compiled.
 The critical activities bearing significant role in the output quality are executed following well-
defined Work Instructions.
 Suitable and necessary automated or semi-automated machinery & facilities are utilized.
 Pre-defined sampling and test / inspection norms and schemes along with specific devices for
monitoring / measurement are carried out.
 Product Release is done on the basis of in-process checks, norms and controls.

The quality of output is controlled by suitable batch making, in-process sample testing, process monitoring
etc. take care of the necessary output quality.
 CHAPTER 3
OBJECTIVE OF STUDY

The objective of this report can be viewed from two perspectives. They are:
1. Broad Objective

2. Specific Objective

Broad Objective
The expansive goal of this internship is to understand the working of Perfetti Van Melle and
pitching product range to our potential customers through schemes, promotion and benefits
and tap the uncovered market share. All this training helped me to deliver marketing
strategies and tactics in real time market situation.

Specific Objective

 To Understand the working of Perfetti Van Melle India

 To Acquire new clients through market visit
 To give the background information and an overview of the organization
 To explain my contribution during internship
 To Understand the distribution pattern followed by Perfetti Van Melle India
 To Analyse the dealer’s perception towards Perfetti Van Melle and its Products
 To Improve my knowledge base and skills in Marketing
 To Get Hands on selling experience
 To Get Exposer and Education of real market working
 To Contribute positively to Perfetti Van Melle
 CHAPTER 4
Industry & Competitor Analysis

The confectionery market in India is valued at $1.5 billion, growing at a two-year CAGR of
9%, as per Nielsen India. Various reports suggest that India is the fastest growing
confectionery market among the BRIC countries. Indian consumers look for the most fun
and enjoyable products. This means manufacturers need to innovate with new and novel
shapes, textures, flavours and packs. The Indian candy market is divided into three main
categories — Sugar candy, Chocolate candy and Gum candy on the basis of type, region
and competitors.
With flavour and pricing being the most important factors in the category, companies have
tried to capture audiences and play by their own rules. Over the last few years, many have
observed an increase in purchase of the wholesale confectionery bags priced at Rs 50 and
Rs 100, which is a trend that is likely to continue. According to a report by Research and
Markets, metros such as Delhi/NCR, Mumbai, Hyderabad, Bengaluru, Chandigarh, Chennai
and Kolkata are amongst the leading demand generators of candies in the country, while tier
II cities have also been contributing.
What is worth noting is that today, most candy segments target not just children, but
youngsters as well. To expand their horizons, many have moved beyond advertising in
children’s books and traditional mediums too.
Major Competitors of Perfetti Van Melle India

 Wrigley’s- Orbit, Boomer, Double Mint and Juicy Fruit

 DS Group- Pulse and Chingles
 ITC- Minto Fresh, Candyman and Gumon
 Mapro- Falero
 Parle- Kachaaam, Kismi Melody
 Cadbury- Eclairs and Halls
 CHAPTER 5
WORK DONE

KEY PERFORMANCE INDICATORS

 Six Days Of Market Working
 Total Calls 50 Outlets
 Productive Calls Minimum 16
 Retail Value Rs 6000 plus
 Assist DBSM in Selling
 Merchandising at Retail Outlet

Retail Outlet Classification

Stand Alone Store

Stand Alone Stores (abbreviation: SAS) are those supermarkets/hypermarkets which
doesn’t belong to any National Channel or Chain. They are like small super markets and the
qualifying criteria for such stores is that in such stores customers must pick their products
from the display racks and take it to the billing counter in a shopping basket.

High End Grocer

High End Grocer (abbreviation: HEG) are grocery stores which have a store area greater
than 300 sq. feet. There should be 2 or more other branded confectionary selling in the
outlet. It should have different products of different companies. There should be minimum
one helper to the owner/store manager and must be readily available.

Low End Grocer

High End Grocer (abbreviation: HEG) are grocery stores which have a store area lesser than
300 sq. feet. There should not be any helper to the owner/store manager. Shop should have
single shutter.

Food Store
Most of the items in the store are food products.

Pan Shops
They are stores which sell Pan and Tobacco.

Chemist
Stores which sell medicines, pharmaceutical items and other toiletries are categorised into
Chemist shops.

Others
Outlets which do not fall in any of the above criteria, fall in this category. Common
examples include Stationery shops, Telecom recharge shops, Xerox shops etc.

Sales Organization Structure

Market Classification
Urban Market (DBSM & DSE)
Semi-Urban Market – Neo City
Rural Market

Pipeline management
(Pipeline management is inventory norms)
Super Stockist (SS) -15 days
ROU distributor -15 days
GOTM -7 &12 Days
Sales Working

DBSM & NEO DBSM Daily Activities

The daily activities of a DBSM starts with a Gate Meeting at the Distributor Point. Firstly
DBSM has to go to the Distributor point, sync their Hand-Held device with the system. All
the details about the stock availability get updated through sync. Then there is a meeting of
all the DBSM with DSE, the following points are discussed:

Morning Meeting
 The day’s task
 Sell the Focused brands
 Try to bill the unbilled outlets.
 Minimum value should be 10000 and at least 23 productive calls should be done.
 How much target is achieved and yet to achieve.
Evening Meeting
 Discuss all the problems faced during the day, whether the target given in the
morning is completed or not.
 Inform DSE about the outlets which are to be added or deleted.
 Why the bill of previous beat was cancel.

DBSM & Hand-Held Working

Every DBSM has a plan to visit 270 – 300 outlets in a month. These outlets are then divided
in 6 beats. Each beat comprises of about 45 – 50 outlets. They have to visit each beat once
in a week. That is, every DBSM has to visit each and every outlets in his/her plan, once in a
week.
All the daily activities of a DBSM is carried out through the Hand Held (HH) device which
is provided to them by the company. First they have to go in ‘Preparation of the Day’ and
start the day before 10 am. After performing the Day Start, the Beat Plan as per the
sequence will be displayed in the Handheld. The battery of the hand held should be atleast
95%. They have to visit outlet in chronological order as shown in the Hand-Held, which is
referred to as beat sequence. The time spend on order booking by DBSM in the market
should be at least 320 mins. The outlet will open in HH, only when DBSM is in range of
130 m from the location mentioned as per the Geo-Tagging done for the outlet. Once the
DBSM has reached the outlet, the steps to be followed are mentioned below:
  Select the outlet from the list and tap on the outlet name and open the outlet.
 Once the outlet is opened in the Hand Held, then click a snap of the outlet. Then
select, whether the outlet has proper Dispenser management, Hanger management,
Jar management and POSM Implementation.
 Now show the product folder to the customer and take the order in the HH.
 Tell all the promos and scheme to the retailer.
 Once all the products have been booked in the HH, confirm it with customer and tell
them the final value of the bill.
 If any due bill is there for payment, collect the payment.
 Greet the customer again, say thank you and proceed for the call.
Follow the procedure till all the outlets have covered and at last, end the day in HH and
upload all the bills. By uploading the bills from the HH it will automatically sync in the
Botree and Distributor will take out the print out of all the bills.
 Mobile Hand-Held

KPI’s of DBSM
There are 5 factors on which DBSM is ranked:
Productive Call (PC) Average of PC should be at least 23.
Effective Coverage (Eco) Total outlet billed in a month divided by Total Outlets.
Minimum 90% outlet should be billed in a month.
Line Per Call (LPC) Average line sold during the month.
Throughput Average sales per day. It calculated by dividing Total sales
by no. of days worked.
Drop Size Per bill average (value). It is calculated by Total sales per
day divided by total no. of bills.
DBSM Hygiene Factors
 Per Day they have to do 23+ Productive call and value should be at least 10,000.
 Time spend in market should be 320 mins.
 They should take the product folder with them and explain them all products.
 They should focus on PPP and new products.
 They should not skip the outlet without any valid reason.
 They should follow the sequencing and if the sequencing is wrong they should
inform DSE.
 They should not use any unfair means to sell the product.
 They follow all the norms of the company and work ethically.
Incentives of DBSM
Performance incentives are given to DBSM’s based on two evaluation criteria. The first
method of evaluation is the certification based on Points earned and the second method is
based on the sales value.
Certification by Points
In this method all the DBSMs are given certain points based on two parameters i.e.
(i). Number of lines and (ii). Number of unbilled outlets.

No. of lines 1300 1200 1100

Points Earned 3 2 1

If 15 outlets If 20 outlets left If 25 outlets

Unbilled Outlets
left for billing for billing left for billing

Points Earned 3 2 1

Now, each DBSM is given a certificate based on the total points earned by him during a
month. And the monthly incentive amount is based on the certificate he/she receives. The
certificates and the incentive amounts are mentioned below.
• Platinum : 6 points – Rs. 3000/month
• Gold : 4/5 points – Rs. 2000/month
• Silver : 2/3 points – Rs. 1000/month

Value Incentives
Apart from the point system the DBSMs are also given incentives based on the sales value
achieved every month. The system is explained as:
• 100% sales target achieved – Rs 3000/month
• Above 104.5 % sales target achieved– Rs 3500/month

Billing Process
When all the calls are over for the day, DBSMs have to come to the DB point and the sync
the HH with the system. They can even upload the bills from HH. Once we have sync the
bills then, the distributor will take out the print out of all. Then a combined summary of all
the bills is generated. Then from DB point, the stock is loaded on the vehicle and delivery is
done. Each vehicle deliver for 3 DBSM. Delivery is done on the same day, the next day or
day after that, according to the area.

Trade Promotion
Trade promotions are basically schemes which are introduced by the company to increase
sales by motivating retail outlet owners by giving gifts for buying certain SKUs. For the
company, the schemes helps them to improve the sales of new products as well as the sales
of focus products. The Trade Promotions are decided by regional sales offices. The schemes
are different for different states. There are many trade promotions schemes that company
launches and some of them are listed below.
 Jodi Scheme: Buy Chupa Chup Belt + Chupa Chup Bites and get Rs 15 off.
 Buy Chupa Chups GFL and get 4 piece free + 2 TATA Tea Gold pouches free.
 Buy Chupa Chup Bites and get a Rs 30 Horlicks Pouch free
 Buy Chupa Chup Belt and a sipper free.
 Buy Creamfills 600pcs jar and get 3 unique ice tray free.
 Buy Just Jelley jumbo jar 1200pcs and get 2 containers free.
 Buy new Alpelibe Chatpata and get Rs 20 Colgate Brush free.

Retail Outlet Schemes

Retail Outlet are basically schemes which are introduced by the company to increase sales
by motivating retail outlet owners to buy more SKUs by giving discounts and offers. It also
gives opportunity for DBSMs to achieve their targets more easily. Also, for the company,
the schemes helps them to improve the sales of new products as well as the sales of focus
products. The Retail Outlet Schemes are decided by regional sales offices. The schemes are
different for different states. There Retail Outlet Schemes for the month of April 2019 &
May 2019 are listed below.

Retail Schemes – April 2019

Retail Schemes – May 2019

EFFICIENCY

• DE- distributor efficiency

• If there are 50 lines of product and 40 of them are billed i.e. Distributor has 80%
efficiency.
• BE- Billing efficiency
• Billed Sub DB divided by Total no of Sub DB.
 • For eg.: If PSR has 20 outlets and he has billed 18 out of them

Margins
Margin of DB is 5%
Margin of Sub DB is 3.5%

Geo-Tagging Syntax (for new add)

1. Customer code
2. Outlet name
3. Add/ delete/ stay
4. Full Address
5. RE classification
6. Contact person name
7. Mobile no.
8. Jar count
 CHAPTER 6
Achievements and contribution to Host Organization

 Total schedule call 2,225 Shop

 Total call made 2,151 Shops
 Total Productive Call 963 Shops
 Total Sales ₹ 4,28,598

Daily Sales Beat Report

Date Day Beat Name Salesperson Name Schedule Call Total Call Productive Call Value
09-04-2019 Tuesday Borgoan Akash Gajbhiye 51 42 31 11,670
10-04-2019 WednesdayGaddigodam Akash Gajbhiye 49 42 24 8,602
11-04-2019 Thursday Ramdaspeth Mangesh Kale 58 46 19 8,494
12-04-2019 Friday Katol Road Mangesh Kale 45 41 18 5,656
13-04-2019 Saturday Godhni Road Mangesh Kale 50 46 32 6,813
15-04-2019 Monday Devnagar Ajay Gayakwad 0 41 35 12,430
16-04-2019 Tuesday Pention NagarMangesh Kale 39 29 17 9,071
17-04-2019 WednesdayKhamla Subham Suke 43 39 22 7,500
18-04-2019 Thursday Ramdaspeth Mangesh Kale 58 49 25 15,253
19-04-2019 Friday I.T Park Subham Suke 43 43 22 6,500
20-04-2019 Saturday Itwari Laik Khan 55 55 26 6,496
22-04-2019 Monday Pachpaoli Laik Khan 52 52 23 17,321
23-04-2019 Tuesday SaibabanagarRahul
Rahul Vadiya 36 36 15 3,759
24-04-2019 WednesdayBesa Road Rahul Vadiya 46 46 11 3,938
25-04-2019 Thursday Uday Nagar Rahul Vadiya 50 49 17 10,600
26-04-2019 Friday Rameshwari Rahul Vadiya 53 53 18 8,273
27-04-2019 Saturday Sakkardara Rahul Vadiya 44 44 17 6,447
29-04-2019 Monday Narendra Nagar Premkumar Wakode 56 56 22 10,704
30-04-2019 Tuesday Vivekanand Nagar
Premkumar Wakode 46 46 24 13,560
02-05-2019 Thursday Pratapnagar Premkumar Wakode 48 48 10 6,426
03-05-2019 Friday Trimurtinagar Premkumar Wakode 45 45 21 7,992
04-05-2019 Saturday Laxmi Nagar Premkumar Wakode 52 52 19 12,568
06-05-2019 Monday Kharbi Rahul Vadiya 38 38 11 5,658
07-05-2019 Tuesday Wholesale Kapil Sir
08-05-2019 WednesdayMahal Suraj Meshram 49 49 16 6,445
09-05-2019 Thursday Garoba MaidanSuraj Meshram 47 47 20 10,448
10-05-2019 Friday Shantinagar Suraj Meshram 52 52 26 12,255
11-05-2019 Saturday KDK Hiravinagar
Suraj Meshram 45 45 20 8,489
13-05-2019 Monday Nandanvan Suraj Meshram 52 51 13 4,541
14-05-2019 Tuesday Hansapuri Suraj Meshram 45 45 19 9,054
16-05-2019 Thursday Indora Chowk Laik Khan 44 41 19 6,761
17-05-2019 Friday Timki Laik Khan 45 45 23 4,682
18-05-2019 Saturday Itwari Laik Khan 55 55 14 5,622
20-05-2019 Monday Darshan Colony Akash Gajbhiye 54 54 20 4,507
21-05-2019 Tuesday Pention NagarMangesh Kale 39 39 12 2,779
22-05-2019 WednesdayGaddigodam Akash Gajbhiye 49 44 9 3,148
23-05-2019 Thursday Sita Burdi Akash Gajbhiye 47 47 23 5,589
24-05-2019 Friday SurendranagarAkash Gajbhiye 51 49 17 6,423
25-05-2019 Saturday Awasthinagar Akash Gajbhiye 53 47 33 16,789
27-05-2019 Monday Darshan Colony Akash Gajbhiye 54 54 34 23,995
28-05-2019 Tuesday Borgoan Akash Gajbhiye 51 44 24 19,860
29-05-2019 WednesdayGaddigodam Akash Gajbhiye 49 49 38 19062
30-05-2019 Thursday Sita Burdi Akash Gajbhiye 47 47 28 20,998
31-05-2019 Friday Katol Road Mangesh Kale 45 43 12 5,051
01-06-2019 Saturday Godhni Road Mangesh Kale 50 46 16 6,513
03-06-2019 Monday Tilak Nagar Mangesh Kale 47 44 14 6902
04-06-2019 Tuesday Beltarodi Vijay Gupta 48 39 15 4926
06-06-2019 Thursday TT Nagar Vijay Gupta 50 37 19 8028
Total 2225 2151 963 428598

Page | 26
 CHAPTER 7
Application of Theory

Segment People who like to have gum candy mint lollipops or jelly

Target Group Kids, youth and middle aged people

Positioning As a good quality confectionary brand available at affordable price in

different consumer pack.

MARKETING STRENGTHS
Marketing Mix Strategy:-

Product Strategy: - Perfetti has several mouthwatering and heavy selling candies as a part of their Product
portfolio. The quality, packaging and design of the products in almost each range adds one more star to
their credentials.

Price Strategy: - Perfetti has been following the most simplest and the economic pricing strategy right
from the starting. For almost all its products it has been aiming at maximizing its market share by giving
comparatively higher margin and promotional offers to the retailers as compared to its competitors.

Place (Distribution) Strategy: - Perfetti Van Melle’s distribution units have been located at Manesar,
Rudrapur and Chennai. From these units, the distribution is done in four regions, and has branch offices in
Delhi, Mumbai, Kolkata and Banglore to manage sales in the region.

Promotion Strategy: - To consolidate its worldwide market presence, Perfetti has always paid special
attention to advertising, in terms of investments and creativity, as they both play a vital role in the creation
of the product’s personality and market positioning. The most commonly exercised promotional strategy
by Perfetti is Advertising, Events and Experience.

Perfetti Van Melle SWOT Analysis

Strengths 1. Strong Brand value

2. A wide variety of confectionaries and gums 
3. Popular subsidiary brands like Alpenlibe, Big Babool, Chlormint,
Center Fresh, Mentos, etc
4. Strong distribution network
5.An employee strength of about 17000

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 6.It has a global reach, operates in around 130 countries
7. Effective marketing and advertising strategies for each of its
subsidiary brands
8.Attractive packaging and high product quality
9.One of the largest confectionery maker globally

Weaknesses 1.Most of its products are targeted towards children except for
chlormint like product, so limited consumer base

Opportunities 1.Reach out in the rural regions

2.Bring newer flavours to attract more consumers
3. Sponsor kids shows like reality contests, cartoon shows, etc.
4.Growing economies results in more opportunities
5.Use its established brand name to introduce new products like
snacks, premium chocolates, biscuits, fruit juices, etc.

Threats 1.Parents reluctant to buy chewing gums/bubble gums for kids

2.Competition from local and international brands

BCG Matrix (Growth Market Share Matrix) of Perfetti Van Melle

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 Dogs: These are products with low growth or market share.

Question marks: Products in high growth markets with low market share.

Stars: Products in high growth markets with high market share.

Cash cows: Products in low growth markets with high market share

CHAPTER 8
SUGGESTION

1. Company should provide in-pack Schemes for the retailers

2. Company should take some steps to increase the share in candy category
3. Company should provide various displays  to the retailers
4. Company should take actions to motivate their employees.
5. Company should give proper incentives to their employees.

CHAPTER 9

OVERALL LEARNING
The main purpose of internship was to experience real life work settings and use them as great
opportunities to apply my knowledge gained throughout the period of time. It helped me to learn
new skills as well as to master the existing ones, specifically those related to time management,
interpersonal skills, organizational skills, communication skills, negotiation skills etc. Working
here helped me to turn from a nurtured state to a one in which I have much greater control. It
allowed me to prove myself and to begin building my professional network. These are the most
important lessons I have learnt or achieved throughout the last two months of my internship
period-

Be prepared: Know your client before visit

Before attending client meeting one should have at least a basic idea or knowledge about the
functioning and the services of the respective company. Therefore, prior study should be done
before attending a client meeting. It may be sometimes difficult for you to study during the field
visit. But in B2B sales prior study is key to understanding your customers. Not preparing for the
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sales call is basically waving a sales opportunity goodbye just

Customer Satisfaction
Making your customers happy is another key management objective. Whether you work directly with
clients regularly in a service field or you sell products in an online store, achieving a fruitful relationship
with your customer is an extremely important goal for you to set as the manager.

Increased Profit
Another ongoing goal you should have as a manager is increasing your profits in each period, whether you
track this information on a weekly, monthly, quarterly or yearly basis. Keep in mind that maximizing profit
is a matter of keeping your costs down while increasing sales

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Communication, inter-personal skills during internship

 Gathered new technical skills and added to my knowledge base while gaining
confidence in my capabilities.
 Got opportunity to practice communication and teamwork skills.
 Achieved industry knowledge first hand from the organization and its professionals.
 It provided me necessary evidence that I have initiative, am reliable, and have a sense
of responsibility
 Applied many of the ideas learned in university and provided a bridge between
university and the professional world
 Achieved a sense of accomplishment by creating value for the organization
 Bibliography

Afrina Yasmin, S. T. (April 2015). Effectiveness of Digital Marketing in the Challenging Age:.
International Journal of Management Science and Administration, 69-80.
Kaushik, R. (March 2016). Digital Marketing in Indian Context. IJCEM International Journal
of Computational Engineering & Management, 12-17.
Pysz, K. S.-W. (September 2016). Sustainable Business Development Through Leadership in SMEs.
ResearchGate, 57-69.
Rensburg, M. J. (june 2010). Dimensions of Advertising Agency Client Satisfaction. Journal
of Contemporary Management, 549-573.
Sathya, P. (February 2017). A Study on Digital Marketing and its Impact. International Journal
of Science and Research (IJSR), 866-868.