Ayush Manwani

Aley khan
Divyanshu
Esha Katakwar
Harsh Jain
Rubeena
Subham Verma
Introduction- Patanjali
 It was founded by Acharya balkrishnan & Yoga
guru RAMDEV
 Its headquaters located in the industria area of
Haridwar
 PATANJALI PRIVATE LTD. Setup in 2006
 Converted into patanjali public company in 2007
 Patanjali Ayurved Limited is an Indian FMCG
company
 The company manufactures mineral and herbal
products
History
 Baba Ramdev established the Patanjali Ayurved Limited in 2006
along with Acharya Balkrishna with the objective of establishing
science of Ayurveda in accordance and coordination with the
latest technology and ancient wisdom.
 Balkrishna owns 98.6% of Patanjali Ayurved, and as of March
2018, has a net worth of US$6.1 billion.
 SETUP VERIOUS COMPANY WITH THE HELP OF by Acharya
balkrishnan
 PATANJALI BIO RESEARCH INSTITUTE
 PATANJALI FOOD & HERBAL PARK
 PATANJALI YOGPEETH TRUST
 PATANJALI GRAMODHYOG
SWOT Analysis
Strength Weakness
Low Operational Cost Strong global competition.
Large Distribution Network Low export levels
Good relation with Government. Less promotion
Huge dependency on Baba Ramdev

Opportunity Threat
Untapped rural markets Replication of product
Rising income and Purchasing power of Infamous political attacks.
people Policies related to Cultivated herbs
Export Potential
Strength
 Low Operational Costs: - The Company enjoys low
operational costs and more operational profit percentage
compared to many other big players like Ranbaxy and Sun
pharmaceuticals.
 Large Distribution Network: -PAL has an extensive
distribution network spread across the country with more
than 3,790 Patanjali Arogya Kendra, 1,088 Patanjali
Chikitsalya and 11,000 Patanjali Swadeshi Kendra. These
outlets operate as franchisee stores opened by third parties.
 Patanjali Chikitsalya works as miniature clinics with
specialized consultant available, which further enhances
the value proposition of the outlets. o
Weakness
 Strong Global Competition: PAL has been extensively
doing well in India but to establish it globally, needs a lot of
strategy and hard work, due to the presence of well-
established players in the market like BACFO, Himalaya
etc.
 Low Export Levels: - Presently the company is focused
only in India. Extensive growth globally has many
hindrances from export policies, to international rules in
the field of medicines etc.
 Less Promotion: - Where the major companies depend on
promotion for its sales, PAL has kept itself out for some
anonymous reasons. The trendz and statistics have proven
that many companies have helped due to promotion.
Promotion will help increase its visibility in the market.
Opportunity
 Untapped Rural Market: Though the company associates
itself with rural India the market penetration of PAL is
weak in such areas. The major visibility of the company is
in urban areas where the people are more health conscious.
A rural market share is always there to be penetrated.
 Rising Income and Purchasing Power: The purchasing
power of people have increased. So, PAL can take a bit of
liberty to increase the price. Especially in the sector where
they are doing business, people can pay a bit more than
what it is being sold now.
 Export Potential: Europe and America have always looked
towards India for effective Ayurvedic products. PAL can
expand globally by establishing its market even outside
India. Neighbouring countries can also be a good potential.
Threats
 Political attacks: There have always been attacks from
the political parties on companies for adulteration.
This can hamper their main USP i.e. trust.
 Replication of Product: Since the product are general
in recipe or components, they can be easily replicated.
This can lead to many small companies to emerge and
can increase competition.
 Policies: Since the company uses cultivated herbs as
raw materials, any policies in future related to them
can create hindrance in the growth of the company.
Online Marketing Web Portals

 patanjaliayurved.net
1. patanjaliayurved.net is their primary e-trade
site.The whole range is in plain view here and can be
purchased on the web. Costs appear to be in INR.
2. Individuals may ignore it, however, need to recollect that
none of our MNCs really offer their items online inspite
of their media remarks about how they are grasping
computerized, which obviously is more upscale than
genuine nowadays.
 patanjaliayurved.org
1. Presently patanjaliayurved.org is just on their
corporate site. This is the place they get into what
they are about, the mission and reasoning and
obviously welcoming dealerships.
2. A large portion of it has been composed shabbily and
an expert organization may have made a superior
showing with regards to of it.
Marketing mix

 India’s fastest growing FMCG company is valued at

3000 Crore and generated a revenue of 5000 Crore for
the fiscal year of 2015-16. Patanjali has a
manufacturing unit in Nepal, working under
the brand name of Nepal Gramudhyog.
 Hindustan Uniliver and P&G are the FMCG
companies, whose market share has been potentially
affected by Patanjali. P&G and Hindustan Uniliver are
on back foot and trying to lure customers back by
providing huge discounts and impressive offers.
 Baba Ramdev is constantly pushing Indian people to
start using Indian brands and save the economical
growth of the company. Patanjali is planning to take
over all reputed brands dealing in beverages and foods.
 Product:- Organic product, ayurvedic & herbal
 Price:- comparatively lower price than the products of
its kinds.
 People:- Aims at the health conscious prople
 Promotion:- huge advertisement, ignites the
“Swadeshi” feelings, promotion of organic production.
 Place:- Opening a large no of stores in rural & urban
markets.
Some of the sectors where Patanjali products
are already doing great:
1. Foods – Including jams, biscuits, noodles, oats,
pulses and many other lines of food products.
2. Beverages
3. Healthcare & Medicines
4. Personal care products
5. Cleaning agents
Marketing strategies
 Industry sources indicate that Patanjali’s market share
is likely to be around 5% by end 2015. This is a big
success in this category, which had just three players
until now. (Credit Suisse).
 Patanjali likely to more than double its revenue to Rs
5,000 crore in FY16 from Rs 2000 crore in FY15.
(Reliance securities) Sales and Distribution
 PatanjaliAyurved sells through nearly 4000 retail
outlets as of 2015.Patanjali also sells its products online
and is planning to open outlets at railway stations and
airports.
 Pantajali Ayurveda has tied up with Pittie Group and
Kishore Biyani's Future Group on 9 October 2015. As
per the tie-up with Future Group, all the consumer
products of Patanjali will be available for the direct
sale in Future Group outlets.
 Patanjali Ayurveda products are also available in
modern trade stores including Reliance retail, hyper
city and Star Bazaar apart from online channels.
Defense organization DRDO entered into licensing
agreements with Patanjali Ayurveda for transfer of
technology.
Segmentation Targeting and Positioning
 Segmentation:- .Earlier patanjali was selling only the
medicines at cheaper rate but slowly & slowly it started
entering at every sector and giving a tough competition to
each company competing in that sector.
 TARGETING:They had targeted almost all the age groups
as products for every age groups is available in the market
starting from young ones to older ones.but mostly it is the
person above age group 40 yrs
 POSITIONING:The have positioned themselves as an
Indian brand with the aim as "let the food be medicine and
medicine be food.
As in the age of adulteration people had loose their faith ,so
still people had some faith in AYURVEDA that the product
which will get will pure & fresh so the sales is going high
day by day.
CONCLUSION
 There is doubtlessly Patanjali is a problematic drive in the FMCG space
and is a solid risk for the occupants, yet Patanjali has its difficulties.
 A political relationship with any political gathering is a twofold edged
sword as a change in political administration implies terrible news.
 For another, Patanjali does not have a multitude of B-school directors
and advertisers, at HUL (albeit one could contend that might be
leeway).
 An indication of that hole was noticeable when, after the dispatch of
the atta noodle, the Food Safety and Standards Authority of India said
that Patanjali did not have any significant bearing for endorsements.
Ramdev figures all endorsements are set up and it might be a scheme
to censure him. In the event that he is not kidding, and it appears he is,
it's most likely time for Ramdev to get some administration heave in his
positions.
 The push for high development accompanies challenges.
Sourcing of crude material, for example, will be basic to
adapt to the volumes.
 Patanjali has effectively confronted that with gooseberries.
To achieve online customers quicker (Grofers and Big
Basket presently stock Patanjali items), it must have
producing units and distribution centers the nation over.
 Patanjali‟s item portfolio is awkward. On the off chance
that Patanjali is to be contrasted and any player
whatsoever, it could be the internet business commercial
center Unicorn Flipkart, which began a year after Patanjali,
was joined, and hit $1 billion in gross stock esteem (GMV)
two years prior.