Mohini Tea Project

Summer Training project
Summer training project on the topic-
ANALYSIS OF TARGET VS ACHIEVEMENT IN MOHANI TEA COMPANY.

A report submitted to IIMT, Greater Noida on partial fulfillment of full time Postgraduate Diploma in Marketing Management. (2009-2011)
SUBMITTED TO: Chairman sir Dr, D. K. Garg IIMT-Greater Noida
SUBMITTED BY:
Mani Kant Mishra Enr-4093(mmr) - sec-D 15th batch
ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY 2, KNOWLEDGE PARK-1, GREATER NOIDA Website-www.ishanfamily.com E-mail: ishan_corporate@yahoo.com
Ishan institute of management and technology
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ACKNOWLEDGEMENT
Here I take the opportunity to express my gratitude to all of them, who in some or the other way helped me to accomplish this project. The project study cannot be completed without their guidance, assistance, inspiration & cooperation. For successful accomplishment of task apart from hard work the most requisite is the right direction & guidance. And for a student these become the major part for the study. In Mohani Tea Company this right direction and guidance is provided by my guide and all the executives of the concerned department, in the form of necessary information & exhibits that gave me a great help in completing my work. First of all I would like to thanks Dr. D.K.Garg, Chairman Ishan Institute of Management & Technology and Mr. T.K. Guha Director and Head of Training & Placement Cell, Ishan Institute of Management & Technology for giving me this opportunity of doing the summer training project in In Mohani Tea Company. A special thanks to Mr. Amit Dixit (Marketing Manager) under whom I conducted this study, for his able guidance in getting my project completed. I am indebted to my parents because of whose help I have been able to carry out this work successfully. I am also thankful to my friends who directly or indirectly helped me lot. The study has indeed helped me to explore more knowledgeable avenues related to my topic and I am sure it will help me in my future.
Manikant Mishra PGDMM (Marketing) Enr. No. 4093-MMR IIMT, Greater Noida.
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DECLARATION
I, Mani kant Mishra student of PGDMM 2nd Semester in Ishan Institute of Management & Technology, ENR. NO. 4093, hereby declare that, this Project Report under the title TARGET VS ACHIEVEMENT IN MOHANI TEA COMPANY is the record of my original work under the guidance of Mr. Amit Dixit (Marketing Manager),MOhani TEA Pvt Ltd. This report has never been submitted anywhere else for award of any degree or diploma.
Place: Greater Noida Manikant Mishra PGDMM (Marketing) Enr. No. 4093-MMR IIMT, Greater Noida.
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Table of Contents A. Company Profile

Chapter 1-About Mohani Tea Pvt. Ltd
Vision and mission of the company
Indian tea history/Background of Mohani tea company Board of the directors
Chapter 2-Organizational structure Corporate manager Line and staff Chapter 3-Area of business/main product
4Ps in Mohani Product Price Place Promotion
Marketing Strategy of Mohani Competitors of Mohani National & International Image Major Problems Achievements Future Prospects Business excellence and growth in last three years
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B. Project Work
Chapter 4-ANALYSIS OF TARGET VS ACHIEVEMENT IN

MOHANI TEA COMPANY.
1-Through sales department

a) b) c) d) e) GMS RSM ASM SO TSI
2-On the basis of the reports

a) Daily wise b) monthly wise c) Annually report
3-Companys target and achievement
Chapter 5-Associated group of companies Chapter 6- Future plans

Findings Recommendation Conclusion Limitation
Chapter 7-Annexure Chapter 8-Bibliography
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Company Profile.....
Corporate Office
The contact information and corporate office address is given below-
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Mohani Tea Leaves Private Limited B-36, UdyogKunj, Site-5, Panki Industrial Estate, Kanpur-208022
Phone: 0512-2212191, 92,93, 94 0512-3247892, 3247902 FAX: 0512-2231636 E-mail :info@mohanitea.org Website:www.mohanitea.co.in
:
Delhi NCR Office Flat No. 303, Azure Shipra Krishna Complex, Kaushambi, Ghaziabad (Adjacent to Wave Cinema)
Contact No.: 0-9718519004 E-mail :amkas@mohanitea.org, info@mohanitea.org
Brand "Mohani" had a humble beginning in the year 1992. Devotion to nurture and develop the brand providing consistently good quality tea and excellent services to the customers, high level of commitment and the attitude to grow have been the driving forces behind the success of Mohani. This is the reason; today Mohani commands a network of loyal distributors, suppliers and consumers in India. Mohani Tea Leaves Pvt. Ltd. (MTL) is synonymous with the finest tea company in the industry. The company was established with the resolution that its reputation must be based on the quality of its products. We maintain commitment to quality. It manifests itself in the imaging, branding and packaging of its entire product range and has helped us achieve sales target across several states in India and reach out to millions of satisfied customers.
The company provides excellent value added quality tea to its esteemed customers. With a combination of outstanding service to our business associates and value for money products to our customers, Mohani Tea Leaves Pvt. Ltd. has rapidly gained faith of a chain of highly supportive business channel partners and satisfied customers, enabling our business to grow and flourish.
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We are a nationwide company focused on manufacturing high quality and strong, flavoured tea. Passionate about what we do, and how we do it, we have acquired the sort of knowledge and expertise which we believe is second to none. Mohani Tea Leaves Pvt. Ltd. (MTL) is one of the Indias leading tea processing, marketing and branding companies. Tea buying, blending, producing tea extracts and packaged tea in various value added forms, bulk packaging, marketing, creating market reports and forecasting trends Mohani Tea Leaves Pvt. Ltd., prides in its ability to meet its customer's needs to their utmost satisfaction, however diverse they may be.
VISION AND MISSION OF MOHANI TEA LEAVES VISION:To be trustworthy and innovative global leadersinroviding genuine &pure quality tea to customers for conscious and healthy living. The dream will come true soon when wemake our presence in international markets with great pride and prestige. "Creating an Organization Of repute based On its Brands, values and practices" WE VALUE: Continually challenging how we work with the environment, our people and our communities, and scrutinising day to day business decisions to make sure that we are accounting for long-term sustainability and not only for short-term profit.
Regularly working with all business associates who affect, or can be affected by the company's actions so that we understand them and are sensitive to their views and requirements
Ensuring that we comply industry and international standards Giving the environment, society and our own economic development equal share in our strategic planning
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Promoting good practice in our areas of expertise, in the community, Amongst our peers and throughout our supply chain management. SUSTAINABILITY IN TEA INDUSTRY: A birds eye view on indian tea history
The tea Industry in India has a 170 years old history. The credit for creating Indias vast tea empire goes to the British, who discovered tea in India. The East India Company after losing its monopoly in China in 1832 has taken up cultivation of Tea in India (Assam) in 1834. The first commercial batch of Tea ever produced outside of China came from Assam in 1839. Since then, tea continues to be the most popular drink in India. From official conferences to railway station, tea (chai) remains the favorite hot beverage among Indians (almost 85% of the total households in the country consume about 81% of the total tea produced). This sector is critical to Indian economy. The Tea Industry is one of the oldest organized firm sectors with a large network of tea producers, retailers, distributors, auctioneers, exporters and employees. India is one of the worlds largest producer and consumer of tea (Table 1 and 2), which accounting for 27 percent of the world production and around 1213 percent of the world tea export. Tea export from India, estimated at Rs 17.31 billion during FY 2006, accounting for 0.4 percent of countrys export in value terms, tea ranks as the fourth-largest agro export item from India. The industry employs around 1.27 million at the plantation work and 2 million people indirectly of which 50 percent are women workers (second largest employer in the organized sector after Indian Railway). In, India, there are about 1700 processing units engaged in tea production; while around 1671 big (more then 100 hectares) planters with an output of 700-725 mkg. The estimated 0.141 million small growers have an annual output of only around 237 mkg. Indias large tea plantations are mostly concentrated in Assam and North-Bengal. Assam alone produces 51 percent of the national production. Tea production in India during 2007, declined by 1.2 percent to 944 mkg, in comparison with an increase of 1.1 percent in 2006; but it is expected to increase to around 960 mkg in 2008. Besides, as an agro-based industry, the development of plantation industry has contributed greatly towards rural development and urbanization of remote hilly areas by optimum use of land, opening up road and other communication network in those areas.
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Recent developments In spite of its importance, tea industry of India is going through a crisis phase since 1990s. The industry has witnessed many structural changes during recent years, which include emergence of small tea growers in place of large plantation and introduction of bought leaf factories (BLF). The present crisis has led to the closure of many tea estates (e.g., 20 estates in Kerala, 30 in West Bengal, about 70 in Assam have close down since the late 1990s). It is estimated that more than 60,000 plantation workers have lost their jobs since 2002 and livelihood of another tens of thousands are threatened. Workers of the running estates are facing wage cut, tougher picking demand, job insecurity and the casualization of work, appalling living and working condition etc. In early 2005 the tea industry witnessed major companies withdrawing from production and concentrating on the packaging/ retailing sector (e.g. Tata. Tea, HLL etc in India). They intend to focus on brand building business and on exploring the market substantially, rather than on the plantation business, which is a low margin segment. The tea industry in this country has some inherent weaknessesdue to poor yield arising out of poor condition of the gardens ( more than 30 percent of the tea grown areas being above the economic threshold age limit), defective auction mechanism, old factory setup (which is affecting tea quality and price realization), poor garden management, frequent changes of garden management/managers, in-experienced owners (like traders who have no previous experience in tea cultivation and interest in plantation business) and the managements excessive reliance on bank-debts with negligible fresh equity infusion. In some of the gardens, the neglect has been due to ownership disputes and diversion of funds from tea gardens to other activities and in many cases strained relationship between management and garden workers (ICRA study 2007) have added fuel to the fire. In the market, the rising competition at domestic as well as international front has deepened the crisis of tea industry of India. The changing world order of last decade has left its own impact on the industry. The coming down of the Berlin wall and the disintegration of the former USSR have led to many changes in industrys export market. The first, second and the third world are moving towards free globalized economy, where free trade and free flow of investment funds are the order of the day. Consumers in the developed world are moving towards healthier products and quality assurance which put pressure on the export of tea from India.
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Shift in the composition of demand for tea in the importing countries has had unfavorable effects on export earnings from tea in India. The international market price of tea has declined from US $ 2.09 to US $ 2.03 per kg in between 2005 and 2006. Though countries like Sri Lanka, Kenya and Indonesia are growing fast in their export and higher price realization, during the same period. Export of tea from India to some of the major importing countries like Russia, UK, and USA are showing a sharp decline. (Table 3). Although, per capita consumption of tea in India is amongst the lowest (64 grams), but in volume terms India is the largest consumer. Since 1970, India has become the largest absolute consumer of tea after UK (Table 2). Larger domestic demand has given a new direction to the tea industry in the recent years.
Major causes of the crisis Despite Indias historical success with the tea industry, in recent years, the industry has faced serious competition in the international and national market which has led to the present crisis. Many factors have been cited as causing the crisis in the Indian tea sectorsince the late 1990s. Analysts agree that the dramatic fall in prices is one of the most significant causes of the crisis. The worst affected are plantation workers and small growers; many estates failed to withstand the downward slide of price and hence moved out of business leading to the closure of tea estates that employ thousands of workers and of factories (BLF) to which small growers might sell their products. Tea prices in India are being driven down by many factors: a) Decline in demand for Indian tea in the global market b) Defects in auction system c) Poor price realization d) Defective market structure e) Increase in cost of production
a) Decline in demand for Indian tea in the global market
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The decade of 90s has been quite depressing for the Tea Industry in India (Asoka, 2007). The major cause of depression in the industry was the decline in the international demand of Indian tea. The traditional markets of Indian tea like USSR and UK have drastically reduced the import of tea from India. Changed global situations like disintegration of USSR, WTO agreement, globalization of markets across the nations, etc. have proved to be adverse to India. In the year 2004, India lost its eminent position of the largest producer of tea to China. Kenya has already taken over Sri Lanka in export pushing India to third position (Table 3). There is a fierce competition abroad. Indian tea has lost its competitive advantage to other countries on account of high cost and poor quality. However, one new development, i.e., India becoming the largest consumer of tea next to UK, has provided a lifeline to the tea industry (Table 2). While tea production of India grew by about 250 percent since 1947 (1947 production-255mkg and 2007 production-950mkg) but the rate of growth of export remained insignificant (Table-13). It appears that, India grow tea mainly for Indians. However, the exports of all other leading tea exporting countries have grown rapidly over the same period. The fact remains that whatever the size of the domestic demand (per capita consumption was 200grams in 1950, has increased to nearly 700grams in 2007), there is still sizeable surplus amounting between 180 and 200 million kg that needs to be sold (Asoka 2007).
(b) Defects in auction system Indias tea market is facing yet another paradox which could be explained in terms of glaring gulf between the price charged by dealers and retailers (Choudhury, 2006). A 2005 report for the International Labor Organization (ILO) notes that the large tea companies are benefiting from fall in auction prices and rise in retail prices for tea. This widening gap between consumer and auction pricesis cutting into the margins realized by the tea producers but is not being passed on to the consumer in the form of lowered tea prices (Goddard, 2005). Similarly a report by the Government of Assam published in 2004, found it unfathomable that the retail price of tea has not come down with the fall of auction price. Certainly, the margins of intermediaries are far too high. Price paid to plantation and small tea growers has fallen since 1998, retail prices for tea have increased (Goddard, 2005). Average price for medium quality tea sold in Indian market increased from Rs.85-90 per kg in 1999 to Rs.120-140 per kg in 2005 and it continues to rise.
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In India, nearly 55 percent of total tea produce is sold through auction houses, with the rest sold through private sales. Even after the abolition of compulsory auction in 2001, the auction houses are very important constituent of tea marketing structure. The important feature of tea auction sale is that the producers/growers do not take part in the selling process directly. The brokers in the market (few in number who are registered brokers in specific auction center) sell tea on behalf of producers. Brokers generally do not accept bid from unknown buyers (Table 4). Many industry insiders also believe that the large buyers have co-operated on the auction floor to keep tea price low. An independent report commissioned by the Indian Government in 2002 also suggested a merging of interest between broker and buyers, as well as co-operation between buyers at auction houses, both of which prevented tea growers from fetching a fair
price at auction. (Table 5) The large buying companies use their market power (as they have their own network of sales and marketing all over the country and export tea after blending) to push down price and take the advantage of depressed market to pay low prices; they are clearly benefiting from the current situation. Hindustan Lever, Tata Tea, Williamson Magor, etc. are such powerful buyers having enormous influence on the market and price of tea in India in general and Assam tea in particular. These big tea companies which are in monopolistic competition in consuming countries always try to stabilize prices (Asopa 2007) (Table 6). The longer transaction time and higher transaction cost (like warehousing charges, transportation cost, brokerage charges etc.) are some other problems with the auction system. It takes about 35 days for the entire transaction processes to complete.
(c) Poor Price realizations The price of tea has been on long term decline while production costs have been rising, putting pressure on tea growers and working condition of labourers (Table 11). The decline in prices has been primarily due to growth in production in the face of sluggish demand (Table 7). Low prices for tea are generally passed on to the plantation workers in the form of low wages and withdrawal of basic facilities like food, health, education, etc. given that it is easier to cut cost by reducing labour cost (as the labour has weak bargaining power) than raising the price of tea (difficult in the competitive market economy) and in most of the cases producers have to
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remain competitive by lowering wages. Major causes of poor price realization are due to following reason: # Competition between producing countries for a share of the world market was one of the
major causes of falling price of Indian tea. World production of tea is fairly diversified and not concentrated in a particular area. Presently 36 countries of the world produce tea and many of them are big producers. They prevent the establishment of a monopolistic leader in the world tea market to ultimately allow fair and free competition in the market. # Demand for tea is rising very slowly (1.5-2 per cent), therefore the only way to increase
market share of export by a country is at the expense of the competitors. # Because of the dominance of auction system as a daytoday intermediary between
producers and buyers, the actual producers have been unable to maintain direct contact with the ultimate customer of tea and thereby creating a long term relationship. # Tea is a perishable product. Its quality and flavour deteriorates very quickly. Therefore it
is frequently necessary to cut prices to clear stocks. # Tea producers have to stay in market despite cut in prices of their produces as they have
invested a huge sum of money; many people are dependent on it and lack of alternatives for them. # It is forecasted that tea production will increase over next few years, despite a slower
growth in demand, a trend that can only undermine price of tea in the long run. The present decline in prices was on the back of a 0.6 percent annual increase in production during 1984 2005 is estimated at 2.8 percent (Table 7). In 2005 alone, surplus of export available over import requirement stands at about 24000 tones, a surplus of 2 percent. # There is a major shift in the consumption and thereby composition of demand for tea in
the developed (importing) countries which has had unfavorable effects on aggregate export earnings from tea. The increasing use of tea bags and soluble instant tea effectively reduces the quantity of tea needed per cup and also raise the demand for plain cheaper tea. The tea bags accounts for 10 percent of the volume of world consumptionand it is still increasing. Factors which help to motivate consumption of instant tea include its ease of use as a cold dink and introduction of vending machines. These changes in the consumption patterns of tea have also significantly contributed to the decline in tea prices.
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(d) Defective market structure The tea value chain (Chart -1) comprises all the stages from green leaf production from the bushes to finished product and sale to the customers. Value is added to the tea leaves at each stages of the supply chain, each with associated cost (SOMO-2007). This includes the cost of plucking and sorting, factory packing, internal transportation, ware housing, sales changes (auction or direct sale), freight, insurance, interest, blending, packaging and retailers sales cost etc. In general most of the agricultural produces, value addition is done at the downstream in the higher processing and retail stages of supply chainthis is also true with tea. While tea is ready to drink item, the downstream stages such as blending, packing and ultimate marketing are the most profitable one. This part of the value chain is controlled by a handful multinational tea packers and brokers (SOMO 2007). Concentration is extremely high in the downstream of tea supply chain where 90 percent of western tea trade is controlled by 7 (seven) MNCs, 85 percent of world production is sold by these MNCs. (List -1) As a result, these MNCs can considerably influence world retail price. These are the indications that big companies have been influential in keeping world market price low, which affect the sustainability of tea industry.
(e) Increase in cost of production While market prices for tea have been falling, the cost of production has been on the rise in India, putting downward pressure on profitability and income (Table 8). One factor which is closely related to the cost of production is, of course, productivity in terms of volume per hector which is affected by change in climate, soil fertility, age of the tea bush, high over-head cost, poor agricultural practices etc. The stagnation in productivity in many big estates is compounded by high land labour ratio. Productivity declined in India from 1996 to 2005 in the large garden (Table 8). . Labour cost accounts for around half of the unit cost of production and approximately 55
to 75 percent of that labour cost is on plucking. High fuel cost, dilapidated infrastructure including transportation and unstable law and order situation in and around garden area etc. result in high cost of production (Table 9). Field and factory workers productivity is also considered low in India. The impact of social cost (health, food, housing, water etc.) in the large estates in percentage terms works out to about 5-8 percent of the total costs. It implies an
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additional Rs.4.12 per kilo for manufactured tea in NE Region of India and Rs. 3.44 per kilo in South India (SOMO-2007). Therefore it is assumed that around 80 percent of the cost of production goes towards fixed expenses like fuel, power and labour (Table 10). Inflationary pressures are now pushing up these fixed costs further. Labour unrest is another major problem faced by planter/estates. Looking into the profitability of the industry at the current price, does not provide the way to meet these costs. Rising costs and low productivity can have negative consequences on social and environmental aspects of production (sustainability problem), if these costs cannot be passed on to the ultimate buyer.
Recommendations for improvement Despite being the largest producer and consumer of tea, the Indian plantation sector lacks appropriate mapping of production and consumption levels. Due to absence of accurate estimates the formulation of long term industry wide action plans have been affected. The fact which emerges from the present crisis is that Indian tea has not been globally competitive. It has concentrated more on building up its large estates and has given less attention to processing and improving the quality by proper blending and marketingfor higher price realization of their products. Unlike its key competitors, India does not have any powerful brand to support its promotion drive in the international market. To win back the confidence of lost foreign markets, Accentore (a global consultancy firm) has identified the need to revitalize the image of Indian tea in that international market. A vigorous campaign which include Indian tea logos and making Indian brands acceptable in those markets. Further, an inspection agency should be appointed to keep a quality check on the tea that is exported, as the study also recommended that a major thrust should be made to improve quality for the long term sustainability of tea industry of India. Study done by the United Nations Food and Agriculture Organization (FAO, 2001) has suggested the need for reducing the unit cost of production through productivity gains, capacity building of small growers, streamlining marketing channels, improving infrastructure, tailoring marketing activities to individual countrys demand, propagating
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health benefits of tea and promotion of organic tea using the tea mark. This is exactly what the domestic tea companies should do for their long term survival. Improvement of supply chain management inside the country and global tea marketing network. The tea industry in India has a legacy of corporate farming right from the day of British rule. The current situation in the sector has given ample reason for a rethink on whether corporate farming can really boost agriculture. Time has come when tea companies should sell out their large estates to farmers for cultivation, for ensuring more competitiveness and make the industry viable. This will reduce production costs also. In return big companies should enter into contract with tea growers by giving them technical and marketing support and all that is needed for backward and forward linkages. Indian farmers have done wonders by ushering in the green revolution and ensuring food security in this country. They will replicate the same in the tea sector also. As it is observed, retail price of tea have not declined when prices at the local auction centers have fallen so dramatically since 1990s, noting the larger profit by the packers/retailers who are mostly at the end of the value chain. The issue here is the role played by these companies in their own plantation, implications of direct purchases by them from other growers and their relationship with brokers at the tea auctions, where price manipulation is widely suspected. These defects at the auction centers should be investigated and remedial measures like bringing more transparency at the auction market; introduction of online auction practices for tea, etc. should be taken which will lead to changes in the structure of tea auctions to limit the manipulation by the big players in the industry. International brands like Liptons, Brooke Bond of HUL and Tetly tea of Tata Tea; etc are the market leaders and have great power in price determination in both domestic and international market. This needs to be stopped and proper investigation is needed to curb the wrong practices in the tea market by introducing new laws to regulate the price movements.
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It has been observed that the actual producer of tea has no direct link with the ultimate consumer. Tea producers sell their products to the bulk purchaser through direct sale or through auction to big buyers. Therefore, the producers do not understand the market demand / choice of the customer, it is very important in todays market economy for long term sustainability of the industry. With the withdrawal of sales restriction, the growers can directly go to the market by building their own brand. As the margin of profit is very high at the present domestic retail market, Indian tea growers should invest and take this opportunity for the promotion of their brand at the retail market. Fresh capital inflow is needed right at this moment for the tea industry of India. Investment in new plantations and production machineries must come immediately to compete in the international market. Since tea industry has to compete globally, it is necessary that they should have access to global capital at competitive rate. This can bring life to the industry and those who live on it, especially workers. Recognizing the fact that the tea industrys crisis in India has multiple causes, which require a variety of solutionsone of the most important steps from the government part shall be to introduce a stronger competition law to curb the misuse of corporate buying power and promote social objectives at the garden level. We believe that focusing on the role of the larger tea companies, which hold a great deal of power in Indian tea market can have a significant influence over conditions for workers on plantations and small growers.
Global Tea production and Export in 2006 (In metric ton) Country Production World (%) China India Sri Lanka Kenya 10280624 955907 310822 310607 0.29 0.27 0.09 0.09 286594 200866 314915 313721 Share Export World (%) 0.18 0.13 0.20 0.20 Share
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Turkey Indonesia Vietnam Japan Argentina Bangladesh Malawi Uganda Tanzania Iran Taiwan Other Total
142000 140049 132000 99500 80000 53265 45010 36726 31348 20000 19345 128157 3532800
0.04 0.04 0.04 0.03 0.02 0.02 0.01 0.01 0.01 0.01 0.01 0.04
5500 95339 106000 1681 70723 4794 41962 32699 24132 6000 1962 64920 1571808
0.00 0.06 0.07 0.00 0.04 0.00 0.03 0.02 0.02 0.00 0.00 0.04
Source: SOMO based on annual bulletin of statistics 2007, ITC. & Tea Digest (2005-2006), Tea Board of India. In global tea production and export of tea in the world India is standing on the 2 nd place having worlds .27% share in production and .13% share in the export. Meanwhile China is on the supreme position having a little bit margins as comparing to the India. Sri Lanka and Kenya are somewhere on same position but not in the competition of India and China. The tea of India is widely acceptable in whole word and has n numbers of brand which have delicious taste and big market in the global position. Local brands in the tea industry are also playing the major role and have good inflow and outflow of money.
Estimates of domestic consumption of tea in India
Year
Domestic consumption (in M kg)
1998 1999
615 633
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2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
653 673 693 714 735 757 771 786 802 819 837
As India is on the top in the tea production in the global is not in 2nd rank in consumption also. If we see the table of consumption in the domestic level it is in the increasing level and today it self it has 837 metric ton consumption in domestic level. The number of local players and loose tea business man are also depend on tea business and earning their livelihood.
Export of Tea from India to different countries during 1998-2004
Importing countries UK France Germany Ireland Netherlands Poland USSR Canada
1998 (Million tons) 21273 316 5166 2517 1939 9879 94582 752
2004 (Million tons) 17606 175 4777 2356 2974 5104 48505 1204
Export result Decline Decline Decline Decline Increase Decline Decline Increase
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USA Saudi Arabia UAE Iran Iraq Japan Pakistan Syria Egypt Sudan Australia Indias export World export
3194 3780 23040 1097 10118 2911 1392 NA 6651 567 1218 total 207639
5781 699 24744 3272 24732 2625 3526 2467 100 96 4803 179957
Increase Decline Increase Increase Increase Decline Increase Increase Decline Decline Increase Decline
1304896
1540001
Increase
Source: Tea Board, Tea Statistics, Kolkata & Annual Bulletin ITC, London.
India is exporting the tea to the world and it is widely acceptable, but if we have quick look on Indias exporting from 1998 to 2004 totally it is in declining position. USSR, UK, UAE were biggest tea importing countries in the world but now they are not importing as much as tea as they are importing initially or we can say that India is not able to export to biggest market I the world and somewhere India is losing its market share and is in declining stage. In the level of world export India is in good position and have increased the export tea to the world.
The brokers and their sale volume in the period 2001-02 in GTAC Seri Name of Broker al no. 1 2 J. Thomas Carritt Moran 50696362.2 32983252.4 35.97 23.40 Quantity (in kg) Percent age (%)
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3 4 Source: Cell, Price 5 6 7 8 9
Assam Tea Brokers Tea Brokers Contempory Target Eastern Tea Brokers Associated Brokers A. W. Figgis Paramount
8518041.7 10201942.5 11128275.3 16978897.7 2401961.2 1880548.6 6170385.4
6.04 7.24 7.89 12.05 1.70 1.33 4.38 Statistical GTAC.
movement of Tea in GTAC (Price in Rs per kg) Period C.T.C. Orthodox Dust Total tea AprilMarch 19961997 19971998 19981999 19992000 20002001 20012002 20022003 65.00 58.50 61.80 64.04 65.44 58.48 58.21 63.17 72.51 67.56 70.83 71.97 79.51 76.66 77.99 79.03 74.42 71.02 69.42 72.72 77.26 88.10 75.34 76.67 53.71 55.30 50.81 Avg. price Avg. price Avg. price Avg. price 52.69
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20032004 20042005 20052006 20062007
58.56
53.87
57.53
58.24
68.84
74.16
68.48
68.76
61.79
60.71
59.26
61.07
67.75
80.26
68.63
68.06
Source: Guwahati Tea Auction Centre Year Book 2006-2007, Guwahati. There is three type of tea in Guwahati tea auction and have different type of taste and rates also. These are CTC TEA- curling, twisting and cutting tea it is the best tea and all tea brands business is depend on ctc tea. ORTODOX this is simple tea as only tea leaves and is also promote by the business men. TEA DUST- this is very small tea and called as tea dust, but this tea is very hard so people who like hard tea prefer tea dust. There is not big difference in rate of all kind of tea available in auction centers.
Big buyers in GTAC and their total intake of Tea 1994-1995 Name Quantity bought (in kg) Brook Bond India 41568887.8 Pvt Ltd 2000-2001 %to total Quantity bought sale 30.71 (in kg) % to total sale
Lipton India Pvt 25760464.0 Ltd
19.04
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Tata Tea Ltd Lipton Export Ltd Bond Ltd
6806003.4 India 6276390.6
5.03 4.64
7300531.6
5.15
2475752.1
1.83 1.38 1642428.2 1.16
D. Dayalbhai& Co. 1865179.2
J. V.Goyal& Co. Kesaria& Co. Duncan Tea Co. Harry & Co. Hindustan Lever Ltd Purbanchal Enterprise Estern Enterprise Eastern Agency Kesaria Export
1554426.0 1256495.5 1111586.1 1030586.1
1.15 0.93 0.82 0.76
2825516.3 2.535576.9 1537565.3
2.01 1.76 1.09
30439099.4
21.49
3613866.2
2.55
2518274.2 1386062.0 1639871.3
1.78 0.98 1.16
Source: Statistical Cell, GTAC, Guwahati
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World Supply and Demand (In million ton) Year 1990 2000 2001 2002 2003 2004 2005 2006 (P) World supply 2577.10 2933.49 3061.43 3086.59 3216.76 3328.65 3468.29 3577.20 World demand 2563.87 2881.35 3002.44 3015.61 3151.71 3182.05 3362.96 3438.99 Difference/Surplus + 13.23 + 52.14 + 58.99 + 70.98 + 65.05 + 146.60 +105.33 + 138.21
2007 (P)
3726.70
3620.06
+ 106.64
Source: Annual bulletin of statistics ITC London. The demand of the in the world is very high due to excellent taste and quality of the tea. In supply demand table the supply is always greater than demand in the world which is best for our country and economy. Initially there was big difference in the supply demand graph but as the time and facilities are increasing the supply is going higher and higher and it is more than 106 million ton difference. India is supplying more and more tea to the world as per supply and today it is in good position as per supply and demand pattern.
Average yield of Tea in different countries (Yield in kg/ hectare) Countries Area under cultivation hectare 2000 2001 2002 2000 2001 2002 India Sri Lanka 504366 188971 509770 188971 511940 188971 1679 1623 1675 1568 1614 1641 Yield per
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Indonesia Kenya China Myanmar
157488 122236 1089000 68392
160991 131581 1140700 68392
162000 132000 1155000 68392
999 1933 627 877
1001 2239 615 877
1025 2175 619 877
Source: Mafatlal Securities Ltd. Mumbai India is always in the top position in the tea yielding countries and is biggest tea producer country in the world. Sri Lanka is in the 2nd position in the list and after that Indonesia and China are lying in the table.
Cost of production for made Tea in some producing countries in the year 2003 Producing countries Sri Lanka India Kenya Malawi Vietnam Indonesia Cost of production (in USD/ kg) 1.70 1.53 1.18 0.99 0.85 0.58
Source: Estimated by SOMO, Tea Statistics ITA, Indian Tea Scenario 2004 Sri Lanka having maximum cost of production of tea in US dollar and India is in the second position. Indonesias cost of production is very less as comparing other countries and having only half dollar per kg.
Cost of production in Rs per kg of green leaf of small growers
Components of cost
Assam
West Bengal
Tripura
Nilgiris
Kerala
Inputs- Fertilizers/ Pesticides etc. 1.74 Wages Direct Expenses 3.58 0.15
2.12 2.87 0.69
1.6 2.73 0.32
1.78 2.92 0.11
1.26 4.54 0.19
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Overheads Total cost per kg of green leaf Average price realization
0.81 6.27 7.41
0.64 6.32 5.5
0.42 5.07 4.54
0.52 5.33 4.87
0.6 6.59 5.35
Source: Complied report on small tea growers (2005), Tea Board of India.
There are five states in the country where tea is produced and cost of production is different in all of them. Kerala having maximum cost per kg in green leaf and is 6.59/kg, after that Nilgiri, west Bengal and Assam tea are having a little bit difference and Tripura is on the lowest position. The cost of fertilizers is high in West Bengal and wages are in Kerala. Direct expenses are very low in Nilgiri but if we talk about overheads then Assam is in the supream position.
Quantity sold and Average Price in GTAC
Period 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07
Total quantity in m kg 147 137 147 160 142 141 125 133 129 141 149
Average price in Rs 52.69 76.67 72.72 79.03 71.97 63.17 64.04 58.24 68.76 61.07 68.06
Source: Year book (2006-2007) by Guwahati Tea Auction Committee.
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According to Tea Board of India, the tea production in the country could drop by up to 50 per cent. That is around 45 million kilograms less tea this year due to drought since the beginning of 2009 in the northeastern part of the country. India is the largest producer of tea worldwide, producing 857 million kg which is around for 28 per cent of global tea production. In India, tea production and exports of tea have been growing consistently at close to 1.2 per cent per year. Currently, India is the fourth largest tea exporting nation. So obviously, daught hitting Indias tea produce is bound to have its impact in international markets The first tea leaves harvest in the month of March is generally considered produce the best quality tea. Last year, the March harvest produced around 90 million kilograms of Indias total production of 980 million kilograms. India is the second largest producer of tea in the world. This year might be a different matter altogether for Indias tea industry though due to the drought-like conditions. The drought conditions have forced the tea prices to go up in the global market and also at the Indian auction. Tea prices are likely to go up in India too. William Gorman, executive chairman of the UK Tea Council, this was the first price hike for tea in 10 years. He added that the typical cost of 80 tea bags which retailed at 1.89 in 1999 in the UK, had recently gone up to 1.97. FY 10 may turn out to be a good year for the Indian tea sector. The Indian tea companies are expected to perform better this year as tea prices have already gone up by Rs 20-25 per kg, McLeod Russell India MD AdityaKhaitan told ET. Good Assam tea, which was priced Rs 85-90 per kg will be priced somewhere in the range of Rs 90-135 per kg. As per the initial reports tea production in India has gone down to 21.5 million kg in the month of January 2009 as compared to 21.6 million kg the previous year. But this was just the beginning and the production in the month of May has gone down by 25-30% due to the dry spell. If the climate remains the same, Indias tea industry expects prices to go beyond their expectations. We expected only a price increase of Rs 25-30 per kg, but prices will be better. If the weather in April is as dry as now, then the shortage will increase. Khaitan said. Not surprisingly, the higher prices of tea are making international markets very nervous indeed, as tea lovers there will have to pay extra for tea produced in India. March crop, which was normally around 31 million kg, would be down at 28 million kg and indications were that the April crop would also be down by 10 per cent. AzamMonem, former chairman, Calcutta Tea Traders Association, the only licensed and official organizer of public tea auctions in Kolkata said. A similar situation occurred in 1999 too, when the total tea production as down by 40-45 million kg but the global tea production was not down overall and therefore, prices were not
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affected too badly. But this year, the production in major tea producing countries like Kenya, Srilanka, Indonesia and even Bangladesh are down. Srilanka has been hit the worst as they witness the January collection go down by 8.7 million. The country could only produce a total 17.6 million kg in January against 26.3 million kg last year. Indonesias production is down by 0.6 million kg and in Bangladesh the production is down by 0.6 million kg.
World tea export price for last few years (in US $ per kg) Countries India Bangladesh Sri Lanka Indonesia Kenya Japan China Mauritius 1999 2.38 1.35 2.28 0.99 1.93 14.33 1.7 6.02 2000 2.04 1.28 2.37 1.06 2.12 15.87 1.52 4.37 2001 1.95 1.24 2.28 1.00 1.75 13.11 1.37 5.27 2002 1.79 1.19 2.24 1.03 1.58 14.60 1.21 5.72 2003 1.97 1.29 2.25 1.09 1.68 16.29 1.38 5.63 2004 2.06 NA 2.41 1.18 1.64 18.15 1.56 8.29 2005 2.09 1.28 2.58 1.19 1.67 18.34 2.06 7.57 2006 2.03 NA 2.64 1.41 2.09 16.37 1.88 8.44
Source: Annual Bulletin of Statistics 2006, ITC, London. There are seven main countries which are exporting the tea. The table is presenting the price of exported tea in last few years; the prices are in US dollar per kg. India is having average price around to the two dollar.
MNCs dominate the global tea market
1.The companies dominate the Tea trade at the global level
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Unilever ( Brooke Bond, Lipton / Unilever Trading Company UTC, UK- The Netherlands)
Van Rees (Trader/ Blender, Supplying many packers, part of Deli Universal Corporation, Netherlands )
James Finlay (Trader, Producer, Packer, UK) Tata Tetley / Stansand (Producer, Trader, Packer, UK)
2.Important Tea Packers in the World Unilever (Lipton is a very strong brand with a world market share of 10 %) Tetley (Tata Group) R. Twinings ( Associated British Foods) Ajeepay Group (Typhoo tea) Ostfriesche Tee Gesellschaft OTG: Major German company which also has activities outside Germany
Mohani Tea Leaves is also one the best tea packers in the India and is trying its best to compete at not only in sates level but in the national level also. Mohani has its business in seven states as explained above.
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World Export (In Million Kg) Year World India Indias share as
percentage of world export 1961 1971 1981 1991 2001 2005 2006 2007 554 667 818 1079 1394 1567.20 1588.79 1587.20 206 202 241 212 183 199.05 218.73 178.75 37.18 30.28 29.46 19.65 16.82 12.70 13.77 11.26
Source: Annual Bulletin of Statistics 2006, ITC, London
India is exporting tea to the world from long time and has good revenue from the global market. Regularly it has been exporting and increasing the tea to the world and today it is the best competitors having big percentage of world share export. In this tea ctc and Assam tea are one of the favorite of the world market. Tata tea and other brands are taking advantage of this and have a big share of export tea to the world. Now Mohani tea is also trying its best to export tea to the out site of India and it is taking help of some famous companies. Mohani is exporting its tea through Wal-Mart. Under it Mohani is packing its tea and selling in big shopping centers via Wal-Mart. In initial phase the percentage was quite good but value of export tea was very low but now it is exporting much quantity having a little share as comparison.
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BACKGROUND OF MOHANI TEA LEAVES P. LTD.
Brand "Mohani" had a humble beginning in the year 1992. Devotion to nurture and develop the brand providing consistently good quality tea and excellent services to the customers, high level of commitment and the attitude to grow have been the driving forces behind the success of Mohani. This is the reason; today Mohani commands a network of loyal distributors, suppliers and consumers in India. Mohani Tea Leaves Pvt. Ltd. (MTL) is synonymous with the finest tea company in the industry. The company was established with the resolution that its reputation must be based on the quality of its products. We maintain commitment to quality. It manifests itself in the imaging, branding and packaging of its entire product range and has helped us achieve sales target across several states in India and reach out to millions of satisfied customers. The company provides excellent value added quality tea to its esteemed customers. With a combination of outstanding service to our business associates and value for money products to our customers, Mohani Tea Leaves Pvt. Ltd. has rapidly gained faith of a chain of highly supportive business channel partners and satisfied customers, enabling our business to grow and flourish. We are a nationwide company focused on manufacturing high quality and strong, flavoured tea. Passionate about what we do, and how we do it, we have acquired the sort of knowledge and expertise which we believe is second to none. Mohani Tea Leaves Pvt. Ltd. (MTL) is one of the Indias leading tea processing, marketing and branding companies. Tea buying, blending, producing tea extracts and packaged tea in various value added forms, bulk packaging, marketing, creating market reports and forecasting trends Mohani Tea Leaves Pvt. Ltd., prides in its ability to meet its customer's needs to their utmost satisfaction, however diverse they may be.
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Mohani tea was found by MR. K. C. Agrawal in Kanpur city. Initially he was doing the tea business in very low level and was selling only loose tea to the market but slowly he came to know the demand of the market. He told that pack tea was in the demand of the customer and they were not much interested to buy the loose tea. CTC and Assam tea was one of the favorite teas of the customer. So he tried to open the packed tea company and in 1992 in Dadanagar he opened Mohani tea leaves ltd. Company. The corporate office was in Canal Road Kanpur and working office was in Dadanagar. Initially there were very few members in the company but today it has very big network in seven states and company is progressing day by day. Sales department of the company is very strong and is fully supported by the back office and management. Company provide all kind of assistance to the sales department if there is any kind of problem then a team is always ready to help. After establishment of the company management tried it best to stand it in good position in the state and tried to have very good and supportive type of the sales team and they also help the company at their best level. As per initial knowledge there were only five to eight members in the company but today there are more than thousands member in the company and it is earning good revenue in the tea sector.
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Chapter 2-Organizational structure
Organizing is an important managerial function. If managerial planning focuses on deciding what to do, organizing focuses on how to do it. Thus, after a manager has set goals and developed a workable plan, the next managerial task is to organize people and groups to carry out the plan. Organizing is the process of identifying and grouping the work to be performed, defining and delegating authority, and establishing relationships to enable people to work together to achieve the organization's objectives. In essence, organizing involves the grouping of activities and resources in a logical fashion. Organizational structure of the company shows the effectiveness of working of the staff what is the productivity of the company, so there is the necessity of focusing towards the orgational structure of any company. Effective organizing has many benefits. It helps individuals clearly visualize the tasks they are expected to accomplish. It supports planning and control activities. Organizing also creates channels of communication and helps in maintaining the logical flow of work activities. The process of organizing ensures efficient use of resources and helps avoid conflicts and duplication of effort. It coordinatesm diverse activities and builds harmonious relationships among members of the organization. The process of organizing helps managers to focus on tasks that are logically related to a common goal.
Generally we see very common type of organizational structure in which there is one president who has authority to look after all departments. In Mohani Tea Company there is also such type of organizational structure.
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ORGANIZATION CHART
Organization structure expresses managerial, administrative, and operational. Relationships within the entity. It also embodies authority, responsibility, and Accountability. Like this Mohani tea leaves has own organization structure.The organizational structure of a business is most easily summarized in an organization Chart. The chart shows several important details about the organization:
1. THE DIVISION AND SPECIALIZATION OF LABOR - The organization chart

typically has boxes designating jobs and/or tasks in the organization.
2. LEVELS OF AUTHORITY - Moving to a higher job in the organization typically

increase authority.
3. SPAN OF CONTROL - to whom a person is responsible, is shown for all jobs in the
organization. Problems of more than one supervisor per person become apparent in the organization chart.
4. FORMAL COMMUNICATION CHANNELS - The formal vertical flow of

information is shown. Horizontal flow of information and informal Communication are not shown
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Mohani tea leaves has own multidivisional structure according to need of the work.in the multidivisional structure we have different level of managers as corporatemanager, divisional manager, functional manager. Such type of organizational structure has good co-ordination among them.in this model we have sales & marketing, finance, research &development, material management. For different- different department company has different-different vice presidents.
CEO OF THIS COMPANY

Mr. K.P. AGRAWAL
CORPORATE MANAGERS
VICE PRESIDENT OF SALES &MARKETING

MR. DINESH CHANDRE AGRAWAL
VICE PRESIDENT OF FINANCE

MR.MANOJ KUMAR AGRAWAL
VICEPRESIDENT OF MATERIAL MANAGEMENT

MR.SURESH CHANDRA AGRAWAL
VICEPRESIDENT OF RESEARCH & DEVELOPMENT
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MR. RAMESH CHANDRA AGRAWAL
FUNCTIONAL MANAGER
SALES& MARKETING MANAGER
MR. AMIT KUMAR DIXIT
FINANCE MANAGER
MR. SANTOSH KUMAR GUPTA
MATERIAL MANAGEMENT MANAGER
MR. ABHISHEK KUMAR
RESEARCH & DEVELOPMENT MANAGER
MR. SANTOSH KUMAR SHARMA
Sales structure of the company is very strong and is well defined and very powerful this is the main power of the company. The office has good support to the sales team and is always in helping situation for the team. The marketing teams of the company do his work in the sense that it is only for the help of the sales team. Sales team structure is as
GMS- General manager of sales is very most important place in sales team. GMS works in the office and support the sales team to increase the sales of the company. From the office he
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controls all the sales activities, as delivery order, pending order and a lot of other things. GMS have control on RSM, ASM, SO and TSI also. Basically he focuses on regional sales manager, area sales manager and parties which are directly attached to the company. He always pushes every member of sales team individually and tries to increase the sales of the company. He talks to the parties which are liable to increase the sales of the company. GMS has a team under him in the office the member of the team support every activity of the GMS. He has a lot of experience of the field and able to control all situations easily. He has also the pressure of the target and every day he has to book at least 50ton order of tea.
RSM- The regional sales manager of the company is very important post in the sales team and controls all the situations in the given field. RSM is liable to the all sales based activities in the given region. Basically he looks a state and all the districts under him. RSM is liable to see the working of area sales manager, sales officer and territory sales in charge. ASM- Area sales managers job is very important in the company in the terms of target achievement. He particularly force on parties and sales officer to increase the sales of the company. Area sales manager has deep knowledge of the field because to be the ASM you have to have a lot of knowledge of the field then you will be able to have control on your juniors. ASM have to visit of his field and look after the market according to companys requirement. He has particularly specialized field to whom he well aware and able to control each and every situation. He has good and enough knowledge of the fields demand and competitors analysis, he give direct report to the office that what is the condition of the product. In the starting of the month he has been assigned the target as per the demand and supply of the product which is further divided in the team that is so, and TSI. Generally he looks after eight to ten districts. He is liable to open new parties in the area and increase the demand of the product.
SO- after ASM sales officer is assigned to make the ASM job easy and he directly looks to the parties and TSI he is responsible to the works of the territory sales in charge. Under every so there are five to eight TSI are implied who are directly responsible to the so and then after ASM and other head of department.
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TSI- the job of territory sales in charge is very hectic and important in any company because he directly meat to the customer and shop keepers and if any kind of problem is coming in field then only he is liable for that. His daily routine is very hectic and important also because he is the only person who personally visit to the parties, super stockiest,
KC Agrawallji Chairman of the company

Brand "Mohani" had a humble beginning in the year 1992. Devotion to nurture and develop the brand providing consistently good quality tea and excellent services to the customers, high level of commitment and the attitude to grow have been the driving forces behind the success of Mohani. Chairman of the company KC Agrawal start this company with the help of only four members but today it has a large network which is working in seven states and have a good brand image in the eyes of customers. Initially he had a small shop of loose tea in Kanpur and he recognize that the value of packed tea is more than loose one then he decided to open a company of packed tea. He opened his corporate office in Canal Road Kanpur and working office on Dadanagar.
Managing Director.....
Mr. Ramesh Chandra Agarwal Managing Director
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A young and dynamic entrepreneur, Mr. R. C. Agarwal has made his presence felt in the Tea Industry across the country by virtue of his leadership ability and enduring personality. A management wizard and an accomplished tea-taster in his own right, Mohani has grown by leaps and bound under his astute leadership. Besides being on the Board of Directors of Mohani Group, he also holds prestigious positions in various regional and national level organizations such as the Tea Packeters Association of Uttar Pradesh, ISCON, Jaycees, Rotary Club, etc. He is the current President of Tea Packers' Association of U. P. and also participates actively in events organized by Tea Board of India.
Membership 1. President - Tea Packeters Association of U.P. Tea Welfare Organization. 2. Vice Chairman Federation of All India Tea Traders Association (FAITTA). 3. Ex. Vice President - Kanpur Junior Chamber (Jaycees Group) 4. Ex.Member - Rotary Club of Kanpur. 5. TIE U.P. 6. Merchant Chamber of UP. 7. ASSOCHAM. 8. Indian Chamber of Commerce. Other Activities: 1. Organized Several Seminars of Current Affairs, Political and Burning Issues. 2. Organized State Tea Conference with North / South Tea Houses and Authorities. 3. Acted as reputed official in various social & cultural events. 4. Worked as Project Director in various cultural events. 5. Organized several Training Camps for hidden talents of Indian Society. 6. Promote, develop and encourage young budding talents.
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(Marketing & Sales).....
Mr.. Dinesh Chandra Agarwal Director (Marketing & Sales
A dynamic go-getter, Mr. D. C. Agarwal has been rightly given the responsibility of being the 'dealers' dealer' for MOHANI. It would not be wrong to say, Sales is his cup of tea. A committed sales person with excellent inter-personal skills has been successful in fostering goodwill between the company and its customers, which has contributed to the steady growth in sales of Mohani. After establishing Brand MOHANI in the markets of Uttar Pradesh, Uttaranchal, Madhya Pradesh, Chhattisgarh, Himachal Pradesh, Jammu, Punjab, Bihar, Delhi its his dream to expand the brand to all over the world. He believes in the saying When the going gets tough, tough gets going. He is a man who is always ready to accept the challenges and work upon them.
Director(Production).....
Mr. Suresh Chandra Agarwal Director (Production)
He is the youngest member of the Board of Directors and shoulders the important responsibility of production and packaging of the product. He joined the Company just after finishing his education.
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Now, he is no greenhorn in matters pertinent to the tea trade. He has played a vital role in the modernization of the production facility of the company. His innovations have always been handy in controlling wastage and improving productivity. His effective people skill has ensured the smooth functioning of the factory day and night, always.
Director (Commercial).....
Mr. Manoj Kumar Agarwal Director (Commercial Mr. M. K. Agarwal, is associated with the commercial section of the company and been instrumental in building the Brand Mohani. A man of policies, he has developed strategies and policies for the overall growth of the company and management of the group's business. With a knack for creativity, he has also shared the additional responsibility of developing advertising strategies for the Brand. His knowledge and experience makes him a stalwart in the Tea Industry
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LINE AND STAFF ORGANIZATION

When staff specialists are added to a line organization to "advise; "serve; or support" the line in some manner, we have a line and staff organization. These specialists contribute to the effectiveness and efficiency of the organization. Their authority is generally limited to making recommendation to the line organization. Sometimes this creates conflict. However, such conflict can be reduced by having staff specialists obtain some line experience, which will tend to make them better understand the problems facing the line managers they support. Such functions as human resources management and research and development are typical staff functions.
A line position is directly involved in the day-to-day operations of the organization, such as producing or selling a product or service. Line positions are occupied by line personnel and line managers. Line personnel carry out the primary activities of a business and are considered essential to the basic functioning of the organization. Staff positions serve the organization by indirectly supporting line functions. Staff positions consist of staff personnel and staff managers. Staff personnel use their technical expertise to assist line personnel and aid top management in various business activities. Staff managers provide support, advice, and knowledge to other individuals in the chain of command. Although staff managers are not part of the chain of command related to direct production of products or services, they do have authority over personnel. An example of a staff manager is a legal adviser. He or she does not actively engage in profit-making activities, but does provide legal support to those who do. Therefore, staff positions, whether personnel or managers, engage in activities that are supportive to line personnel
IN MOHANI LINE MANAGER: Line managers make the majority of the decisions and direct line personnel to achieve company goals. An example of a line manager is a marketing executive. Although a marketing executive does not actually produce the product or service, he or she directly contributes to the firm's overall objectives through market forecasting and generating product or service demand. Therefore, line positions, whether they are personnel or
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managers, engage in activities that are functionally and directly related to the principal workflow of an organization. Line authority flows down the chain of command. For example, line authority gives a production supervisor the right to direct an employee to operate a particular machine, and it gives the vice president of finance the right to request a certain report from a department head. Therefore, line authority gives an individual a certain degree of power relating to the performance of an organizational task. Two important clarifications should be considered, however, when discussing line authority: (1) line authority does not ensure effective performance, and (2) line authority is not restricted to line personnel. The head of a staff department has line authority over his or her employees by virtue of authority relationships between the department head and his or her directly-reporting employees.
IN MOHANI STAFF MANAGER: Staff positions serve the organization by indirectly

supporting line functions. Staff positions consist of staff personnel and staff managers. Staff
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personnel use their technical expertise to assist line personnel and aid top management in various business activities. Staff managers provide support, advice, and knowledge to other individuals in the chain of command. Staff authority is the right to advise or counsel those with line authority. For example, human resource department employees help other departments by selecting and developing a qualified workforce. A quality control manager aids a production manager by determining the acceptable quality level of products or services at a manufacturing company, initiating quality programs, and carrying out statistical analysis to ensure compliance with quality standards. Therefore, staff authority gives staff personnel the right to offer advice in an effort to improve line operations.
Line-and-staff organizations combine the direct flow of authority present within a line organization with staff departments that offer support and advice. A clear chain of command is a consistent characteristic among line-and-staff organizational structures. Problems of conflict may arise, but organizations that clearly delineate responsibility can help minimize such conflict
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Chapter 3-Area of business/main product-
SECTOR:
FAST MOVING CONSUMER GOODS
INDUSTRY: FOOD & BREVERAGES PRODUCT:PACK TEA
The area of business of the company is food and beverages. The main business of the company is production and supply of tea in India and other states of the world. But this time company is seeing the business in seven states of the country. Companies business is related to the FMCG sectors and its all products are of the tea sector only. Fast Moving Consumer Goods (FMCG) generally include a wide range of frequently purchased consumer products such as toiletries, cosmetics and household cleaning products, as well as other non-durables such as glassware, bulbs and batteries. The category of FMCG can also include certain pharmaceuticals, consumer electronics, packaged food products and drinks. FMCG companies are trying to outdo each other in getting to the rural consumer first. Each of them has seen a significant expansion in the retail reach in mid-sized towns and villages. Some who could not do it on their own, have piggy backed on other FMCG majors distribution network. Consequently, companies that have taken to rural India like chalk to cheese have seen their sales and profits expanding. For example, in case of some FMCG companies almost 50% of their revenues come from the rural areas. Companys largest market share is covered by rural market and has week position in urban market. The rural market is as cash cow for the company. It has very low cost tea packets in rural market and so company is earning very strongly. The company is looking its business in north India in seven states and last Year Companys turnover was 150crore app. Management of the company is good and from the date of establishment it is earning and increasing the revenue day by day. The company was established in 1992 in Kanpur and has its corporate office in Dadanagar. Company is dealing with Tea Company i.e. ctc (curling twisting cutting) in fmcg sector. The Indian Tea sector is an important contributor to the countrys GDP. The tea sector is the largest sector of Indian economy. The FMCG market is estimated to treble from its current figure in the coming decade. Penetration levels as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash,teaetc in India is low indicating the
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untapped market potential. The growing India population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. The Indian rural market with its vast size and demand base offers a huge opportunity for investment. Rural India has a large consuming class with 41 per cent of Indias middle-class and 58 per cent of the total disposable income. This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG sector with valuable information and data to help the busy managers and investors to arrive at an informed decision. Firstly, the FMCG companies have discovered that large section of rural population yet untapped is ready to accept their products, but there are challenges regarding penetrating in the rural India. Higher innovation and improved availability canhelp increase the retailer penetration in the rural market vis--visthe more saturated urban market. Secondly, as the demand fluctuations have become rampant as brand portfolio of FMCG companies have widened and they are serving large number of small markets, there is increasing need to adopt just-in-time manufacturing principles. Therefore, the supplychain of the FMCG companies needs to be lean and efficient toenable just-in-time production. Thirdly, there has been mushrooming of regional companies, which are posing a threat to the bigger FMCG companies. Competition has intensified and the dominance of one player across the product range has reduced. Therefore, FMCG companies need to respondby innovative marketing means which are high decibel and reach the masses, but at the same are cost effective and doesnt inflate the promotional budget.
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(1)
(2)
(3)
(4)
Fourthly, as the FMCG companies are expanding their operations they need to have strict
control on the processes to contain costs and remain efficient. Therefore, the IT and manufacturing systemsdeployed have to be monitored closely to achieve the desired SLAsof the business.
FMCG Industry Business Drivers

Going by the trends and current market dynamics in the FMCG industry, we can conclude that the top four business drivers in the FMCG industry are:-
1. Wider distribution network

To penetrate in the rural areas, FMCG companies need tohave robust distribution network. There should exist a mechanism to have a 2-way communication with the Distributors/dealers in the remote areas. Secondly, the sales force should also have a mechanism to send and receive critical information to the central office. An instant 2-way Communication channel would help the FMCG companies manage the sales force and the distributor network at the remote locations.
2. Lean Supply Chain
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To handle high demand fluctuations, FMCG companies need to have a lean supply chain so that the inbound and outbound logistics are just-in-time in synchronization with the demand. Therefore, the supply chain needs to be equipped with a communication interface which is ubiquitous, instant and effective.
3. Aggressive Marketing
To differentiate from the clutter of brands available in the market, FMCG companies need to adopt innovative means to reach out to the end consumer. The marketing medium adopted by the companies need to have wider reach, should be personal and interactive, but cost effective at the same time. 4. Stringent Control on Processes As the FMCG companies expand its operations into rural areas, it needs to have stringent control on its manufacturing, IT and administrative operations to contain costs and optimize the resource utilization. They need to have a communication channel which is transparent and alerts the stakeholders instantly in case of process failure.
FOOD AND BREVERAGES INDIA TEA INDUSTRY

Tea comes in food &breveragesindustry. Tea is cultivated in about 36 countries all over the world, but production is heavily concentrated in just a handful. In 2000, five countries (India, China, Sri Lanka, Kenya and Indonesia) together produced almost 80% of the worlds tea. While India, China and Sri Lanka have long dominated world production, the share of the African countries has increased dramatically over the last two decades. In the ten years between 1986 and 1995 Kenyan production increased by 44% while Tanzanian production increased by 58%.The growth in world production has been largely responsible for the damaging fall in prices, but the response from producing countries has not been towards restricting supply. On the contrary, a vicious cycle has been created whereby many countries try to compensate for lost export earnings due to lower prices by extending the area devoted to tea and expanding the volumes of their tea exports. Major tea producers such as Bangladesh, Kenya, Malawi and Tanzania expanded their tea production area by more than 130,000 hectares in the first half of the 1990s .prices have been forced downcfurther by strong competition from the new African producers who emerged onto the tea market relatively late.
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SEGMENTING INDIAN TEA INDUSTRY

Indian Tea Industry can be segmented into two geographical divisions North India and South India. In North, or particularly, Northeast India, Assam and Sikkim are prominent in producing tea and are better known for representing Indian tea quality all across the globe. For South India, it is, Tamilnadu (Nilgiri), Kerala and Karnataka, who contribute to the remaining production of tea and majorly coffee. It is to be noted that in the current tea production scenario, South India produced 129.29 mkg of total volume of 466.37 mkg in 2006 between January to July whereas, North India contributed three times higher productivity at 337.08 mkg.
MAJOR TEA MARKETS

The 75% of total tea produced in India goes to France, Germany, Japan, United Kingdom and United States. Tea exports to big markets like Russian Federation, United Arab Emirates and Iraq declined sharply due to weaker demands. The Indian exports continue to loose volume in CIS countries, Europe, US, and some middle-east countries. However, it succeeded in regaining a part of its share in Iraq when it went up from 13.36 mkg to 24.73 mkg in 2004. The year 2005 onwards, the exporters somehow managed to retain earlier trade volume in the Japanese market. Nominal growths have been registered in UAE and Iran too but dropped in Afghanistan and Pakistan market.
The Indian tea industry had positive tidings to report in 2008: low carry-forward stock from the previous (2007) season, steadily increasing domestic demand, and shortfall in production in many countries. This led to an increase in exports and the firming up of domestic prices during the year. Average domestic prices during 2008 were up by around 28% over the previous year. With around 65% of the costs of the bulk tea industry being fixed in nature, the increase in prices led to substantial improvements in the profitability of bulk tea players for the fiscal year (FY) 2008-09. In the current fiscal, that is FY2009-10, the estimated shortage of carry-forward stocks, increase in consumption and shortfall in production, both in India as well
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as globally, have resulted in tea prices increasing further. This in turn is likely to provide a further boost to the profitability of bulk tea players in FY2009-10.
TREND IN DOMESTIC TEA PRICES
Increasing domestic consumption, and exports to an extent, behind current buoyancy in prices
The gradual depletion in pipeline stock since 2003, following a secular increase in domestic consumption on the one hand and muted increase in production on the other, has been the main factor supporting the increase in tea prices from 2006 onwards. According to ICRAs estimates, while the average growth in production during the period 2003-07 was just 1.9% or so, domestic consumption would have increased annually at around 3.5% during the same period. The steady increase in domestic demand, range-bound export volumes and low growth in production absorbed the pipeline stock over the years and left virtually no carry-forward stock at the end of the 2007 season. Chart 2 presents the trend in Indias production, consumption and export of tea over the period 2003-08.
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Chart 2: Trend in Indias Production, Consumption and Exports of Tea
CHANGES IN TEA PRICES

Tea prices in India remained buoyant during the calendar year (CY) 2008, being driven by the absence of any significant carry-forward stock at the beginning of the season, sustained domestic demand and increase in exports on the back of a shortfall of around 10% in Kenyan production. During the year, tea prices scaled a peak in September, recording an almost 45% increase over the corresponding previous. Chart 3 presents a comparison of monthly tea prices in 2008 against the same in 2007. Although tea prices reported a correction in November and December, on account of a slowdown in the exports markets, given the financial meltdown, the cumulative average for the year was around 28% higher than the same for the previous year .
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Chart 3: Monthly Domestic Tea Prices2008 vs. 2007
The month on month movement of tea prices in India has reflected the movement in tea prices at major auction centres globally. Chart 4, compares the monthly auction price in US $ per kg, at Mombasa, in 2008 against the same in 2007. As can be seen, international tea prices also suffered in the second half of 2008, following the global financial crisis.
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4ps in Mohani Product Price Place Promotion
Product- Mohani tea company is only dealing with tea product and have some
verities in this sector. Here is the introduction of all of them-
Mohani Blue Tea.....
Mohani High Power Brand
A legendary brand with its extra ordinary loyalty built among valued customers is the bestselling brand in Northern India. It is a blend of Teas selected from quality Assam gardens which gives a strong flavor and instantly refreshes a person. It is available in leaf, dust and fannings varieties. Mohani Strong (Dust) is the strongest variety and preferred by large institutional segment. It produces a large number of cups per kilogram of tea Available Packing : 1 Kg., 500 gm., 250 gm., 200 gm., 100 gm., 50 gm. & 25 gm.
Mohani blue is one the demanding product of the company and this product is in the market from the beginning of the company so have good awareness in the market. If we say that the companys name and fame is due to this product only then it will be not hyperbolic thing for the company. Today company has its name and brand image due to this product only. Mohani blue is covering almost companys big market share and is cash cow for the company. The rural market of the company is very strong in the north India and there is no such famous product in rural as blue product of the company. Advertisements of the company are also based on this product specially and theat is the big reason of the success of this product. Companys this product is available in all kind of packaging including 50paise and one rupee small packets.
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Mohani Green Tea.....
Mohani Premium Brand . Specially sourced from Upper Assam quality gardens, Mohani Green tea is characterized by its unique taste and is a preferred tea throughout Northern India. This brand has a high component of Assam Tea, which lends to its unique strength, color, rich taste and mild aroma
Kk
Available Packing: 1 Kg., 500gm. 250gm, 100gm.
Mohani green tea is premium product of the company and has very good quality of the product. Tastes of the product are quite different and have good market demand also. This is the premium brand of the company so available in only one kg, half kg, 250gm, and in 100gm packets. This product of the company is covering semi urban market and urban market also. Price of the product is quite high as compare to the Mohani blue. Green tea of the company is having Assam teas component and color, strength.
Mohani Red Tea.....
Mohani Power Brand
Mohani Red is a superior blend of C. T. C. Mohani Red is a superior blend of C. T. C. grade leaves fro grade leaves from Darjeeling and Dooars.gives you a unique balanc Darjeeling and Dooars. The brand The brand gives you a unique balance of taste and who want the perfe taste and aroma. It is real treat for those aroma. It balance in theirthose who want the is real treat for choice of brand. perfect balance in their choice of brand. Available Packing : 1 Kg., 500 gm., 250 gm., Pouches of Rs. 10/-, 5/-, 1/- and 50 paisa
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Mohnai red tea superior quality of tea and is available in all kind of packaging as per customers demand. Mohani red tea is as well as blue product but have some different aspects of the customers. Customers demand is always different so to change their preference company launched red tea so that they can have choices between blue and red. There was one another reason of launching this brand and was to give competition to Agni tea. Agni tea was in big demand as the time of launching of the red brand and demand of other brands tea was decreasing day by day so company thought to launch a product which can give good competition to Agni tea and this strategy was very successful so that company has to launch this product in different packs even in one and half rupee pouches.
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Mohani Royal Tea.....
Mohani Master Brand
As Royal as its name. This blend has been launched in the market after extensive research at our laboratory and on receiving feedback from the customers. This is a blend of tea, which is unique & superior in taste. The packaging is visually appealing on store Shelves, the carton is made up of thicker laminate, ensuring that aroma is retained in the pack.
Available Packing : 250 gm.
Mohani Gold Tea.....
Mohani Premium Brand

An offering of Darjeeling Orthodox tea of fine quality blended with Assam tea for Connoisseurs of tea flavor AsaliBagaano Ki Taazgi (A real garden freshness).
Available Packing : 250 gm.
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Mohani Fresh Tea..... Mohani Master Brand

True to its name, Mohani Fresh is a very refreshing tea. It is a blend of Premium Assam C.T.C. Tea that is high on Aroma and Taste. Its flavor tempts you for another cup. It refreshes and helps you work efficiency. The experts have rated fresh Tea as one of the best blends in the world.
Mohani tea has above kind of tea product in it product bundle and all products are very good and demanding. The taste if these all kind of tea is very good and all products have different kind of demand and market. Mohani is market leader of north India because of all these products. Mohani blue is one of the highest demanding product in rural market and is cash cow of the company. The brand Mohani is specially known by the Mohani blue. There are different kind of tea available in the market so company has to do the product differentiation and all different kind of products are the result it. Company is well aware about market condition and demand strategy so company is regularly launching different variety of the products so that they may remain in the market and can give better competition. If there is a cheap and good quality product then another side haveMohani gold as a premium product also to whom a royal customer can also enjoy.
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Price of the products

1. The Economics of Tea The price of tea has been in long-term decline while production costs have risen, putting downward pressure on farmers incomes and labourers working conditions.
1
Since 1980, the real price of tea has fallen by 15% . As the chart below shows, another problem has been price volatility. In the last two decades, the annual average price has fluctuated between a high of 333 cents/kg to a low of 142 cents/kg in 1980 terms, and the instability indexhas averaged 13, which means that the price deviated from the exponential trend by 13% in any given year.
1. Price decline The decline in prices has been primarily due to the strong growth in supply in the face of sluggish demand. Unlike with cocoa and coffee, the ratio of stocks to demand play only a minor role in determining the price level because the quantity of tea stocks held is relatively low (because tea perishes so quickly). Instead stocks function more as a transitory pipeline stage in the supply chain. 1. Cashin, World Bank data 2. Methodology for instability index taken from Maizels, Bacon and Mavrotas - Commodity Supply Management by Producing Countries, 1997 3. Maizels, Bacon, Mavrotas, Commodity supply management by producing countries a case study of tropical beverage crops, 1997 Competition between producer countries for a share of the world market is intense for a number of reasons, all of which contribute to low prices: A large numbers of countries produce tea and many of them are big enough to prevent the establishment of a clear monopolistic leader, which allows for fierce competition. Demand is rising slowly and so the only way to increase significantly the amount of tea exported is at the expense of competitors. It is fairly easy for buyers to switch from one source to another, especially for blends for popular tea bags as any change in taste with the change in the source of one tea can be disguised by blending with other teas. Because of the dominance of the auction system
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in acting as a day-to-day intermediary between producers and buyers, producer countries have been unable to tie customers into long-term relationships. As tea deteriorates fairly quickly it is frequently necessary to cut prices in order to clear stocks. Tea supply is greater than demand from manufacturers. Producing countries stay in the market despite its scant rewards because they have invested a great deal in tea production and lack alternatives.
Low prices for tea are passed on to the poorest segments of a country in the form of low wages on plantations. Given that it is easier to cut costs (by reducing labour costs) than raise prices (impossible for an producer country to attempt unilaterally), producing countries have to remain competitive by lowering wages which partially accounts for the rut in which plantation wages are caught. As is the case with coffee and cocoa, the forecast is that tea production will continue to increase over the next few years despite a slower growth in demand a trend that can only undermine prices in the long term. The present decline in prices was on the back of a 0.6% annual increase in production between 1984 and 1994 annual increase between 1994 and 2005 is estimated at 2.8%. For 2005, the projected surplus of export availabilities over import requirements stands at about 24 000 tonnes, a surplus of 2%. 1. Price volatility One area in which tea differs from coffee and cocoa is that the world tea market used not to be particularly prone to price volatility. In fact until the 1980s world tea prices seemed relatively stable when compared to other commodities. This can be accounted for in several ways: Tea production is less prone than coffee and cocoa to peaks and troughs due to weather and disease. Also world production is fairly diversified and not concentrated in particular areas as is the case with coffee (Brazil) and cocoa (West Africa). The tea market is not undermined by the destabilising effects of speculation. Vertical integration and companies in monopolistic competition in consumer countries also stabilise prices (if at low levels).
Price volatility is a necessary precondition for viable futures markets as it is only when price fluctuates that producers, traders and processors find that they need to hedge against price
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fluctuations. One analyst takes a rather interesting view on this, arguing that in the coffee and cocoa markets the existence of futures trading makes price determination very organized, centralized and transparent. By contrast the tea markets are not held around one international price but according to different auction prices in producing countries. The entire market is therefore more hazy and complex, but the local pricing of each grade of each factorys produce means that the price of tea is more accountable to producers. The relative stability of the tea market was true until fairly recently there was a noticeable increase in the volatility of the markets in the 1990s. This volatility first began in the mid-1970s when prices became twice as unstable as they had been the decade before.7 there began to be a cycle of swinging prices with a pattern of seven-year lows. This increased price volatility may be attributed to a number of factors; among them exchange rate fluctuations and more changeable demand (such as the collapse of the economy of the former Soviet Union previously a large buyer of Indian tea)
Simple price list of Mohani tea products

There are seven brands available in Mohani tea company and n numbers of packagings also in the market as per requirement and demand of the product. These all products are available in5 kg packets 2kg packets 1kg packets 500 gm. packets 250/200 gm. packets 100 gm. packets 50 gm. packets Special packets available in rs-10, rs 5, rs1 and also 50 paisa (these are especially for rural) The prices of different packets are different as per brand value packaging, distribution, area and demand. The products prices are very god and affordable. Companys financial department is very good and expert in price determination of the products. The prices of the products vary from one place to another and not very much affected also. This variation of the price in the product is
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due to demand differentiation and distribution system of the company. In a number of place distribution cost are very much different so there is some different in the price of the products. Companys products are available in a number of weighing packets and price of all products are very good and understandable. As demand of the product company launches different kinds of packets which includes pouches, packets, rectangle boxes and jars also. Raw material of any product determines the final price of the product. Company buy best variety of tea from Guvahati and Colcutta tea auction centers and have best quality of tea auctioneer which have best understanding of all kind of tea. The tea of the company is one of the best Assam tea and CTC tea. Labor cost is also one of the important issues while you are going to have a suitable price for the product and here labor are very good and cheap. They are able to do good work at low cost and so company get god advantages while determining tea price for the products. The most important thing about companys products price is that company have very low price product also there are two main products of the company which are available in one, two five rupee pouches and even in 50paise small pouches. This covers rural market and most beneficial also. One, two and five rupee pouches are in full demand in today also and company is not in the mood to finish this price line.
Prices of products as per schemes and offers

Company always tries to provide some special types of schemes for its customers. From the beginning of the company there are always some type of schemes and offers for the customer. Company tries to provide maximum benefits to customer and always have some excited schemes and offers for them. There are a numbers of zones and schemes in whole seven states. Company launches its different kinds of schemes in all seven states as per requirement and specially to increase the sale of the products.Below are the price list of Kanpur and related regions. This price list was given on 8th February and was a special scheme that is gold dhamaka offer . The offer was provided in all products available in the market especially in Uttar Pradesh-
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SR. PRODUCTS NAME NO.
WT.
BILLING VAT RATE @ KG. / 4.5% BUND.
PTD Rate
PTR Rate
MOHANI GOLD / PREMIUM PRODUCTS DHAMAKA") MOHANI GOLD 250 GM.
(SCHEME "GOLD DHAMAKA" & "DHAMAKE PER
16.000 227.36
10.23 237.59 250.00
Per Kg. Per Kg. Per Kg. Per Kg.
MOHANI GOLD 500 GM. MOHANI PREMIUM TEA 500GM. POUCH [PLAIN] MOHANI PREMIUM TEA 250GM. POUCH [PLAIN]
16.000 227.36
10.23 237.59 250.00
16.000 204.62
9.21
213.83 225.00
16.000 204.62
9.21
213.83 225.00
In above offer mohani Gold was supplied in the packets of 250GM and the whole bundle was available in 16KG packets. It was available to the customer at 250/kg.
CARTON PRODUCTS MOHANI FRESH TEA 250 GM. (ALL PRIZE) MOHANI FRESH TEA 250 GM. (B.C. MUG)
(SCHEME "DHAMAKE PER DHAMAKA") 12.000 196.44 8.83 205.27 216.00 Per Kg. Per Kg. Per Kg. Per Kg.
12.000 196.44
8.83
205.27 216.00
MOHANI FRESH (BOLD) TEA 100 GM. PLAIN MOHANI FRESH (BOLD) TEA 50 GM. PLAIN
12.000 150.05
6.76
156.81 165.00
12.000 150.05
6.76
156.81 165.00
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MOHANI ROYAL TEA 250 GM. (ALL PRIZE)
12.000 196.44
8.83
205.27 216.00
Per Kg.
Fresh tea was available in 12kg packets and the customer billing was at 216/kg -165/kg.
MOHANI TEA SPECIAL MOHANI TEA 1 KG. PLAIN (SPL)
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 145.51 6.55 152.06 160.00 Per Kg. Per Kg. Per Kg. Per Kg.
MOHANI TEA 500 GM. PLAIN (SPL)
24.000 145.51
6.55
152.06 160.00
24.000 145.51
6.55
152.06 160.00
24.000 145.51
6.55
152.06 160.00
Offer was given
MOHANI TEA PLAIN MOHANI TEA 1KG. C.T.C.(PLAIN) MOHANI TEA 1 KG. C.T.C. STRONG (PLAIN)
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 140.05 6.30 146.35 154.00 Per Kg. Per Kg. Per Kg. Per Kg. Per
24.000 145.51
6.55
152.06 160.00
MOHANI TEA 500GM. POUCH [PLAIN]
24.000 140.05
6.30
146.35 154.00
4 5
MOHANI TEA 250 GM.POUCH [PLAIN] MOHANI TEA 250GM. (2Bag * 12KG. )
24.000 140.05 24.000 140.05
6.30 6.30
146.35 154.00 146.35 154.00
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Kg. MOHANI TEA 250 GM. POUCH [STRONG] MOHANI TEA 200 GM. (POUCH) 24.000 145.51 6.55 152.06 160.00 Per Kg. Per Kg. Per Kg. Per Kg. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per 2 Bund.
24.000 140.96
6.34
147.30 155.00
MOHANI TEA 100 GM. PLAIN
24.000 140.05
6.30
146.35 154.00
MOHANI TEA 50 GM. PLAIN
24.000 140.05
6.30
146.35 154.00
10
MOHANI TEA RS.20/- 100 GM. (24 BUND. 24.000 140.05 * 10 POUCH) M.TEA 50g. [RS.10/-] 18 BUN.*20 POU. 18.000 140.05
6.30
146.35 154.00
11
6.30
146.35 154.00
12
M.TEA 50g. [RS.10/-] 40 BUN.*10 POU.
20.000 72.75
3.27
76.03
80.00
13
M.TEA RS.10/-[44g.] (40 BUN* 10POU.)
17.600 69.12
3.11
72.23
76.00
14
MO.TEA RS.5/- (23 G). 30 BU. * 25 PO.
17.300 86.39
3.89
90.28
95.00
15
M.TEA 22g. (40 BUN. * 20 POUCH) MOHANI TEA RS. 2/- [24 BUN. * 50 POUCH] MO. TEA RS. 1/= (24 BUN. * 100 POUCH)
17.600 69.12
3.11
72.23
76.00
16
9.000
65.48
2.95
68.42
72.00
17
10.000 50.93
2.29
53.22
56.00
18
MO. TEA RS. 1/- (40 BUN. * 60 POU.) MO. TEA P. 0.50/= (48 BUN * 100 POUCH)
10.000 33.65
1.51
35.16
37.00
19
10.000 54.57
2.46
57.02
60.00
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MOHANI TEA WITH OFFER
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 196.44 8.83 205.27 216.00 Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Bund. Per 2 Bund. Per Bund.
MOHANI TEA 1KG. (CTC) PL. BALTY (16 LTR) MOHANI TEA 1KG. (CTC) TUB PLASTIC
24.000 196.44
8.83
205.27 216.00
MOHANI TEA 1 KG. (QPS COUPON) MOHANI TEA 1 KG. STRONG (QPS COUPON) MOHANI TEA 500GM. OFFER (PL. BALTY) MOHANI TEA 250 GM. (PL. MUG) 1.5 LTR. MO. TEA RS.1/= (24 BUN*100POU)SCHEME MO. TEA P.0.50/= (48BUN*100POU)SCHEM MO. PAPER Rs.1/-[50B *30Pu+Free 5/M.BLU] *
24.000 153.69
6.92
160.61 169.00
24.000 159.15
7.16
166.31 175.00
24.000 211.89
9.54
221.43 233.00
24.000 173.70
7.82
181.52 191.00
10.000 54.57
2.46
57.02
60.00
10.000 58.20
2.62
60.82
64.00
9.000
22.74
1.02
23.76
25.00
MOHANI RED TEA MOHANI RED TEA 225 GM.
(SCHEME "DHAMAKE PER DHAMAKA") 25.200 136.41 6.14 142.55 150.00 Per Kg. Per Kg. Per Bund.
MOHANI RED TEA 200 GM. M.RED TEA RS.10/-[44g.] (40 BUN* 10 POU.)
24.000 137.32
6.18
143.50 151.00
17.600 69.12
3.11
72.23
76.00
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M.RED TEA 22g. (40 BUN * 20 POU)
17.600 69.12
3.11
72.23
76.00
Per Bund. Per Bund. Per Bund. Per Bund.
M.RED TEA 20g. (40 Bu.*20 Pou.) MOHANI RED TEA RS. 1/= (24 BU.* 100 PO.) M.RED TEA RS.1/=(44B.* 65P.)+5/PU.FREE
16.000 60.02
2.70
62.72
66.00
10.000 50.93
2.29
53.22
56.00
14.000 44.56
2.01
46.57
49.00
MOHANI GREEN TEA E. GREEN TEA 1 KG.
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 167.33 7.53 174.86 184.00 Per Kg. Per Kg. Per Kg.
E. GREEN TEA 500 GM.
24.000 170.97
7.69
178.66 188.00
24.000 170.97
7.69
178.66 188.00
Above was the price list of schemes available in Kanpur depot and nearby areas. This scheme was given in all the products available in that area. There were some products also which were not in the packets of rs10.00 to rs1.00 and in even 50/paisa. This scheme was not given in only Kanpur depot but in other areas also. Scheme was available in all seven big states where the company is looking its business. Below is the price list of Moradabad and Varanasi depot. There is big difference of price in all the areas due to the cost involved in distribution channel and demand pattern. These are the latest price list launched by the company.
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Place
Company is looking its business in North India specially. Company is related to the tea market so first of all we have to understand that what are the main areas where the tea sector is progressing and earning good income. Basically there are two main areas south India and North India. India is one of the largest manufacturers and exporters of tea. The tea industry in India is approximately 170 years old. To 1900 the country took the leadership on deliveries of tea on the world market and remains till now one of the largest suppliers. On its share falls more than a third of tea produced in the world. Tea manufacture in India is divided into two regions: northern and southern. Northern India produces the CTC tea of high quality, Southern India - cheaper and economic teas. On India falls a third of black tea produced in the world and two third of granulated tea. The main regions of growth of tea are concentrated in Assam, West Bengal, Tamil Nadu and Kerala. Tea is also grown up in other regions of India: Karnataka, Tripura, Himachal Pradesh, Manipur, Sikkim, Arunachal Pradesh, Nagaland, Meghalaya, etc. One of the best in the world grades of the black tea - darjeeling, is produced from the Chinese version of the tea plant growing in the west Bengal.
Dynamics of manufacture of tea in India, thousand kg.

Northern India January 2008 February March April May 8116 1337 30986 55576 46866 142881 10123 3081 27341 39684 50322 130551
Southern India 13506 16429 19557 24466 23401 97359 11447 12194 17695 22906 21052 85294
Total 21622 17766 50543 80042 70267 240240 21570 15275 45036 62590 71374 215845
Total, January-May 2008 January 2009 February March April May
Total, January-May 2009
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Tea manufacture in India in January-May 2009 has been reduced in comparison with the similar period of 2008 on 24395 thousand kg and has made 215845 thousand kg. 130551 thousand kg (60%) of tea have been produced in Northern India, 85294 thousand kg (40%) - in Southern India. It is necessary to note, that, despite the decrease in tea manufacture in 2009, in May the situation has changed to the best. So, if in May 2008 tea manufacture has made 70267 thousand kg, in May 2009 this indicator has increased on 1107 thousand kg and has made 71374 thousand kg.
Dynamics of manufacture of tea in India, thousand kg
Export of the Indian tea in January-May 2009 has decreased in comparison with the similar period of 2008 on 13633 thousand kg due to its shortage, and also because of reduction in demand.
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Companys focus on north India(States and big markets where company is looking its business) 1. 2. 3. 4. 5. 6. 7. 8. 9. UPUTT MP PNB J&K DELHI & NCR CP MASTER UP WELFARE BIG BAZAR
Promotion-
The company has a number of promotion schemes and pay attention towards advertisement department also. In these promotional schemes company launched a dhamaka par dhamaka schemes in whole areas where the business is running. This is the latest schemes launched by the company in February and in the month of March. 1- DHAMAKE PAR DHAMAKA PROMRTIONAL SCHEMEThis scheme was launched by the company in the beginning of summers this year to cover the market as winter season and this scheme was very successful. Below is the list of above scheme. Special prize was a Tata Naino Car in this scheme. Company has Naino car as per big prize because that time this car was newly launched in market and every middle family man was having interest in this car. After that spender and Samsung television were in prize list..
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PRICE LIST AS PER DHAMAKA PAR DHMAKA SCHEME
w.e.f. 16/03/2010
SR. PRODUCTS NAME NO.
WT.
BILLING RATE VAT KG. / @ BUND./ 5% Per Pack
PTD Rate
PTR Rate
MOHANI GOLD / PREMIUM PRODUCTS DHAMAKA") MOHANI GOLD 500 GM. MOHANI GOLD 250 GM.
(SCHEME "GOLD DHAMAKA" & "DHAMAKE PER
1 2
16.000 229.84 16.000 229.84
11.49 241.33 254.00 11.49 241.33 254.00
Per Kg. Per
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Kg. MOHANI PREMIUM TEA 500GM. POUCH [PLAIN] MOHANI PREMIUM TEA 250GM. POUCH [PLAIN] 16.000 207.22 10.36 217.58 229.00 Per Kg. Per Kg.
16.000 207.22
10.36 217.58 229.00
CARTON PRODUCTS
(SCHEME "DHAMAKE PER DHAMAKA") 12.000 195.46 9.75 205.23 216.00 Per Kg. Per Kg. Per Kg. Per Kg. Per Kg.
MOHANI FRESH TEA 250 GM. (ALL PRIZE)
MOHANI FRESH TEA 250 GM. (B.C. MUG) MOHANI FRESH (BOLD) TEA 100 GM. PLAIN
12.000 195.46
9.75
205.23 216.00
12.000 149.30
7.47
156.77 165.00
MOHANI FRESH (BOLD) TEA 50 GM. PLAIN 12.000 149.30
7.47
156.77 165.00
MOHANI ROYAL TEA 250 GM. (ALL PRIZE)
12.000 195.46
9.75
205.23 216.00
MOHANI TEA SPECIAL MOHAN TEA 1 KG. PLAIN (SPL)
24.000 144.78
7.24
152.02 160.00
24.000 144.78
7.24
152.02 160.00
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MOHANI TEA PLAIN MOHANI TEA 1KG. C.T.C.(PLAIN) MOHANI TEA 1 KG. C.T.C. STRONG (PLAIN)
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 139.35 6.97 146.32 154.00 Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund. Per 2 Bund.
24.000 141.16
7.06
148.22 156.00
MOHANI TEA 500GM. POUCH [PLAIN]
24.000 139.35
6.97
146.32 154.00
MOHANI TEA 250 GM.POUCH [PLAIN]
24.000 139.35
6.97
146.32 154.00
MOHANI TEA 250 GM. POUCH [STRONG]
24.000 141.16
7.06
148.22 156.00
MOHANI TEA 200 GM. (POUCH) MOHANI TEA RS.20/- 100 GM. (24 BUND. 10 POUCH) MOHANI TEA RS.20/- 90 GM. (24 BUND. 10 POUCH) MOHANI TEA 50G.[10/-MRP] 40 BUN.*10 POU. M.TEA RS.10/-[44g.] (40 BUN* 10POU.)
24.000 140.26
7.01
147.27 155.00
24.000 139.35
6.97
146.32 154.00
21.600 124.88
6.24
131.12 138.00
20.000 71.49
3.57
75.06
79.00
10
17.600 67.87
3.39
71.26
75.00
11
M.TEA 22g. (40 BUN. * 20 POUCH)
17.600 67.87
3.39
71.26
75.00
12
MOHANI TEA RS. 2/- [24 BUN. * 50 POUCH]
9.000
65.15
3.26
68.41
72.00
13
MO. TEA RS. 1/= (24 BUN. * 100 POUCH)
10.000 50.68
2.53
53.21
56.00
14
MO. TEA P. 0.50/= (48 BUN * 100 POUCH)
10.000 54.30
2.71
57.01
60.00
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MOHANI TEA WITH OFFER
(SCHEME "DHAMAKE PER DHAMAKA") 24.000 197.27 9.86 207.13 218.00 Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Kg. Per Bund. Per 2 Bund.
MOHANI TEA 1KG. (CTC) PL. BALTY (16 LTR) MOHANI TEA 1KG. (CTC) TUB PLASTIC
24.000 197.27
9.86
207.13 218.00
MOHANI TEA 1 KG. (QPS COUPON) MOHANI TEA 1 KG. STRONG (QPS COUPON) MOHANI TEA 500GM. OFFER (PL. BALTY) MOHANI TEA 500GM. OFFER (PL. BALTY & MUG) MOHANI TEA 250 GM. (PL. MUG) 1.5 LTR.
24.000 152.92
7.65
160.57 169.00
24.000 154.73
7.74
162.47 171.00
24.000 214.46
10.72 225.18 237.00
24.000 199.08
9.95
209.03 220.00
24.000 172.83
8.64
181.47 191.00
MO. TEA RS.1/= (24 BUN*100POU)SCHEME
10.000 54.30
2.71
57.01
60.00
MO. TEA P.0.50/= (48BUN*100POU)SCHEM
10.000 57.91
2.90
60.81
64.00
MOHANI RED TEA MOHANI RED TEA 900 GM.
(SCHEME "DHAMAKE PER DHAMAKA") 21.600 135.73 6.79 142.52 150.00 Per Kg. Per Pack
MOHANI RED TEA 900 GM. (TUB PLASTIC)
21.600 200.34
10.02 210.36 221.40
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MOHANI RED TEA 225 GM.
25.200 135.73
6.79
142.52 150.00
Per Kg. Per Kg. Per Bund. Per Bund. Per Bund. Per Bund. Per Bund.
MOHANI RED TEA 200 GM.
24.000 136.64
6.83
143.47 151.00
M.RED TEA RS.10/-[44g.] (40 BUN* 10POU.)
17.600 67.87
3.39
71.26
75.00
M.RED TEA 22g. (40 BUN * 20 POU)
17.600 67.87
3.39
71.26
75.00
M.RED TEA 20g. (40 Bu.*20 Pou.)
16.000 58.82
2.94
61.76
65.00
MOHANI RED TEA RS. 1/= (24 BU.* 100 PO.)
10.000 50.68
2.53
53.21
56.00
M.RED TEA RS.1/=(44B.* 65P.)+5/- PU.FREE
14.000 44.34
2.22
46.56
49.00
MOHANI GREEN TEA E. GREEN TEA 1 KG.
24.000 171.92
8.60
180.52 190.00
24.000 171.92
8.60
180.52 190.00
Note:1. All previous price list stand automaticlly cancelled. 2. "DHAMAKE PER DHAMAKA" Scheme Applicable in this Price List. 3. Two Bundle of Rs. 2/- & Re. 1/- and Four Bundle of Rs.0.50/- will be treated as 1 Kg..
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4. No Scheme Applicable in Re. 1/- Paper Products.
2- GARAMA GARAM LUCKY DRAWIn September 2009 company announced GARAMA GARAM LUCKY DRAW scheme which was as well as available in all the packets and priducts available in the market.
3- JEETO SONE CHANDI KE LOCKETT OFFERCompany gave a special offer for their customer JEETO SONE CHANDI KE LOCKETT OFFER in which lockets were packaged in the limited packets. Due to these strategies company is able to increase the turnover and progressing by leaps and bound. On the basis of these schemes company is able to increase the target and a number of times it easily achieve it. Company runs a number of other promotional schemes also in which all the members of the company is benefitted and so give his best in company
Advertisement
Products most advertised
The range of products that are advertised reflects the socio economic profile of the population and disposable income levels. Low cost repeat purchase consumables dominated advertising in India as they do in most emerging economies. The first companies to move into new markets in developing countries tended to be in the areas of low cost repea purchase consumables: cigarettes, fast food, personal products, cleaning products, soft drinks and pharmaceuticals. The high level of market concentration in the 1980s, was reflected in the fact that over 50% of market share was accounted for by the three top brands in 17 selected product groups (India Tradepoint, 1995).
Different Types of Advertising in fmcg and tea market
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Here is an article that talks about the different types of advertising.
Advertising is the promotion of a companys products and services carried out primarily to drive sales of the products and services but also to build a brand identity and communicate changes or new product /services to the customers. Advertising has become an essential element of the corporate world and hence the companies allot a considerable amount of revenues as their advertising budget. There are several reasons for advertising some of which are as follows. 1- Increasing the sales of the product/service 2- Creating and maintaining a brand identity or brand image. 3- Communicating a change in the existing product line. 4- Introduction of a new product or service. 5- Increasing the buzz-value of the brand or the company. Thus, several reasons for advertising and similarly there exist various media, which can be effectively used for advertising. Based on these criteria there can be several branches of advertising. Mentioned below are the various categories or types of advertising:
Print Advertising Newspapers, Magazines, Brochures, Fliers

The print media have always been a popular advertising medium. Advertising products via newspapers or magazines is a common practice. In addition to this, the print media also offers options like promotional brochures and fliers for advertising purposes. Often the newspapers and the magazines sell the advertising space according to the area occupied by the advertisement, the position of the advertisement (front page/middle page), as well as the readership of the publications. For instance an advertisement in a relatively new and less popular newspaper would cost far less than placing an advertisement in a popular newspaper with a high readership. The price of print ads also depend on the supplement in which they appear, for example an advertisement in the glossy supplement costs way higher than that in the newspaper supplement which uses a mediocre quality paper.
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Advertisement plays a major role in the promotional strategies of the company. Here the advertisement and some other fundas are also used in promotional schemes of the company-
These advertisement are not only shown in news paper but also in redio FM, television channels and through banner and posters also. Some speciall schemes were also provided in these festive season which are very helpful in achievement f the target of the company. Advertisement through wallpaper and wall penting is very comman in companys strategy of promotion.
2- advertisement through wall pentings and banner etc.
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In the above the picture advertisement strategy of the company is clear and have different wall pentings anw banner as per requirement a- for the top wall b- for the normal wall c-for the back wall d-side wall e-long wall as near by flyover etc.
Broadcast advertising Television, Radio and the Internet

Broadcast advertising is a very popular advertising medium that constitutes of several branches like television, radio or the Internet. Television advertisements have been very popular ever since they have been introduced. The cost of television advertising often depends on the duration of the advertisement, the time of broadcast (prime time/peak time), and of course the popularity of the television channel on which the advertisement is going to be broadcasted. The radio might have lost its charm owing to the new age media however the radio remains to be the choice of small-scale advertisers. The radio jingles have been very popular advertising media and
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have a large impact on the audience, which is evident in the fact that many people still remember and enjoy the popular radio jingles. A public service announcement (PSA) or public service ad is a type of advertisement featured on television, radio, print or other media. Where the objective of a standard advertisement is to market a product, a PSA is intended to benefit the public interest, by raising awareness of an issue, affecting public attitudes, and potentially stimulating action. Company is promoting its brand through PSA also a number of advertisements are running in air. Company is also using celebrity advertising to promote the product. It helps in brand recognition and brand value in the mind of consumer and users.
There are number of TV channels that show the advertisement. If we talk about advertising in Tea category through channel then AAJ TAK channel is one the best and approximately 8% advertisement is shown in AajTak. AajTak is the market leader in tea advertisement sector after that Sab TV, DD Mumbai, Star Gold, Sahara UP, Star Plus, Sahara and NDTV have equal market share in tea advertisement sector. The 56% market share of advertisement through channels goes to others and ETC Punjabi, Alpha Mirchi are having equall market share. Tea sector prefers AajTak TV channel most as comparing to others. Mohani Tea Company is also giving his advertisement in number of TV channels and has good quality of advertisement.
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We have talk about which channel has maximum share in tea advertisement sector. The above graph shows that tea companies prefer which program most in these channels. From the graph it is very clear that movies are preferred most and news bulletin is not much far from there. Dramas are also in good favorite category but rests of the programs are not as much as popular as movies, news bulletin and dramas. There may be much reason of that, such that movies, news channels and dramas are favorites of the viewers so companies are giving advertisement in in these programs.
Covert Advertising Advertising in Movies

Covert advertising is a unique kind of advertising in which a product or a particular brand is incorporated in some entertainment and media channels like movies, television shows or even sports. There is no commercial in the entertainment but the brand or the product is subtly (or sometimes evidently) showcased in the entertainment show. Some of the famous examples for this sort of advertising have to be the appearance of brand Nokia which is displayed on Tom Cruises phone in the movie Minority Report, or the use of Cadillac cars in the movie Matrix Reloaded.
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Surrogate Advertising Advertising Indirectly

Surrogate advertising is prominently seen in cases where advertising a particular product is banned by law. Advertisement for products like cigarettes or alcohol which are injurious to heath are prohibited by law in several countries and hence these companies have to come up with several other products that might have the same brand name and indirectly remind people of the cigarettes or beer bottles of the same brand. Common examples include Fosters and Kingfisher beer brands, which are often seen to promote their brand with the help of surrogate advertising. "HUM, tum or mera Bagpiper". This Bagpiper club soda advertisement, featuring cine celebrities, is similar to the earlier one for Bagpiper whisky. The advertisement comes with the same music and punch line as the one for the popular liquor brand telecast before the ban on liquor advertisements. This phenomenon, known as "surrogate advertising" (duplicating the brand image of one product extensively to promote another product of the same brand), has become commonplace. Surrogate advertisements took off not long ago in the UK, where British housewives protested strongly against liquor advertisements "luring" away their husbands. The liquor industry found a way around the ban: Surrogate advertisements for cocktail mixers, fruit juices and soda water using the brand names of the popular liquors. In India, the trend of surrogate advertisement gathered momentum with the Cable TV Network Regulation Act, which prohibits tobacco and liquor advertisements on TV channels. The liquor industry has intentionally blurred the line between products, advertising òld wine' in a `new bottle,' only this time with a soft-drink label. A market survey in 2001 revealed that advertising has a direct influence on the consumption habits of 431 million people in India and an indirect impact on 275 million àspirants' from the lower income group. Considering this and realising that nearly 50 per cent of the television owners have access to cable channels, there is no doubt that the hidden call for alcohol consumption behind the surrogate advertisements is not escaping the eyes of viewers in the world's fourth highest liquor-consuming country. The very purpose of banning liquor advertisements is defeated by surrogate advertising. Sociological studies have shown that, in India, a significant share of income of a large section of the population is spent on liquor, potentially leading to financial distress and health hazards. According to the International Wine and Spirit Board, a liquor industry publication, there will be a jump in the number of people reaching the legal drinking age of 25 within the next few years. The implication is that the problem is going to grow.
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The motivations of firms look even more suspect when they advertise products that cannot be bought. In 2002, for example, Jagatjit Industries, the maker of Aristrocrat Whisky, advertised a product called Àristrocrat Apple Juice.' The company reportedly confirmed availability of the fruit juice in Delhi, Haryana, Punjab and Rajasthan, yet, no reputed shop in Delhi had ever seen it, let alone sells it. Understanding the gravity of the situation, the Indian Broadcasting Foundation (IBF) has started to take on the surrogate liquor advertisements. In a recent board meeting, the IBF decided that Jagatjit Industries and other liquor manufacturing units must get production of the advertisement approved both at the `storyboard stage' and after the production of the commercial. It also ruled that that if liquor companies promote any juice, mineral water or soda, these should be shown in a proper manner and not as trimmings to liquor advertisement. These are welcome steps, but the key point lies in enforcement. If, in a free society, producers have a legitimate right to let consumers know about their products through advertisements, consumers have the right to information in adverts that are clear and honest. Surrogate advertisements are not only misleading, but also false and dishonest in many cases. With surrogate advertising so widespread, this is the moment to tackle the problem headon. There should be stringent regulatory measures to curb the practice, such as: i) Making transparent laws banning surrogate advertisements for different products under a single brand name, by amending the Trade Marks Act, for instance; ii) Providing teeth to the Advertising Standards Council of India to enable it take action against false and misleading advertisements, and keep a close vigil over clever evasion of the law; iii) Asking the electronic and print media to adhere to the advertisement codes and not encourage surrogate advertisements; iv) Calling on the ASCI address complaints received from consumers against surrogate advertisements and take appropriate actions immediately; v) Creating a consumer awareness programme to help people understand the negative impact of surrogate advertisements; vi) Adopting strict laws to penalize those companies featuring surrogate advertisements without any real existence of the product; and vii) Requiring advertising agencies to have full knowledge of the products under the same brand for which they are promoting advertisements, and taking legal actions against those agencies which design surrogate advertisements. If one believes that honesty is the best policy and truth ultimately gains, the best policy would be to stand up strongly to the dishonest practices of surrogate advertising.
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Public Service Advertising Advertising for Social Causes Public service advertising is a technique that makes use of advertising as an effective communication medium to convey socially relevant messaged about important matters and social welfare causes like AIDS, energy conservation, political integrity, deforestation, illiteracy, poverty and so on. David Oglivy who is considered to be one of the pioneers of advertising and marketing concepts had reportedly encouraged the use of advertising field for a social cause. Oglivy once said, "Advertising justifies its existence when used in the public interest - it is much too powerful a tool to use solely for commercial purposes.". Today public service advertising has been increasingly used in a non-commercial fashion in several countries across the world in order to promote various social causes. In USA, the radio and television stations are granted on the basis of a fixed amount of Public service advertisements aired by the channel. Online Advertising Advertising online is an increasingly popular method for promoting a business. There are many forms of online advertising. Banner ads are image ads displayed on web pages. Google AdWords is another popular form of online advertising that matches an ad to an Internet user's search inquiry. Social network marketing has been the fastest-growing form of Internet advertising. This includes using sites like Facebook, Twitter, and LinkedIn to promote a product or service. Many social networks have advertising available, such as Facebook Ads. Mohani Tea Company is also using online advertising. The company is taking help of Trade India and trade mart for this assistance. Company is giving its advertisement in both online companies. Trade India Trade mart
In-Store Advertising In-store advertising takes place within a retail store. For example, a company that produces a new cleaning product might include an end cap display when they ship the product to stores. This gives the store an attractive display that draws attention to the new product. Other types of in-store advertising include banners and display cases.
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Mohani Tea Company is also in store advertisement. Big Bazars are the favourite place in store advertisement for the company. Word of Mouth Advertising While some may argue that word of mouth is not advertising because it's free, this form of promotion is one of the most credible and priceless assets of any business. Even if business owners can't buy word of mouth advertising, they can encourage their customers to tell their friends and family about the great product or service they purchased
Celebrity-Advertising
Although the audience is getting smarter and smarter and the modern day consumer getting immune to the exaggerated claims made in a majority of advertisements, there exist a section of advertisers that still bank upon celebrities and their popularity for advertising their products. Using celebrities for advertising involves signing up celebrities for advertising campaigns, which consist of all sorts of advertising including, television ads or even print advertisements. Celebrity advertising is the use of a public figures likeness for the purpose of selling a product or service. Celebrity advertising can be accomplished through celebrity endorsements, whereby the celebrity consents for his or her likeness to be used in advertisements for a certain brand. Celebrity advertising without the celebritys consent results in products that are referred to as bootleg merchandise or knock-offs, which feature the celebritys photo or likeness on a product. Celebrity endorsements imply that the celebrity uses the product or service that he or she is endorsing, and prefers it above others of its kind. For this reason, brands will often target celebrities who appear to reflect whichever effects the advertisement is promising. For example, celebrities who are already fit are often approached to represent fitness and weight loss products, and stars that are known for their hair are approached to endorse certain brands of shampoo, tea, biscuits, milk and other FMCG market. Out-of-home advertising Out-of-home advertising (or outdoor advertising) is made up of more than 100 different formats, totaling $6.99 billion in annual revenues in 2008 in the USA. Outdoor advertising is
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essentially any type of advertising that reaches the consumer while he or she is outside the home. This is in contrast with broadcast, print, and internet advertising. Out of home advertising, therefore, is focused on marketing to consumers when they are 'on the go' in public places, in transit, waiting (such as in a medical office), and/or in specific commercial locations (such as in a retail venue). Outdoor advertising formats fall into four main categories: billboards, street furniture, transit, and alternative. Billboards are a part of American life, advertising for hundreds of thousands of small businesses. However, much advertising space, especially in cities, is given to multinational consumer brands. Billboard ads are large advertisements displayed on structures in public places. Most commonly, billboards are located along highways to target passing motorists. Another type of billboard advertising is a mobile banner or billboard. This can range from the signs seen at major sporting event arenas to billboard advertisements pasted on the sides of semi-trailers
Billboard advertising is a traditional out of home advertising format, but there has been significant growth in digital out of home advertising (billboards and place-based networks) in recent years, with about 1,500 digital billboard displays. Traditional roadside billboards remain the predominant form of outdoor advertising in the US with 66 percent of total annual revenue. Today, billboard revenue is 73 percent local ads, 18 percent national ads, and 9 percent public service ads. Street furniture is made up of formats such as bus shelters, newsracks, mall kiosks, and telephone booth advertising. This form of outdoor advertising is mainly seen in urban centers. Additionally, this form of advertising provides benefits to communities, as street furniture companies are often responsible for building and maintaining the shelters people use while waiting for the bus. Transit advertising is typically advertising placed on anything which moves, such as buses, subway advertising, truckside, and taxis, but also includes fixed static and electronic advertising at train and bus stations and platforms. Airport advertising, which helps businesses address an
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audience while traveling, is also included in this category. Municipalities often accept this form of advertising, as it provides revenue to city and port authorities. Finally, alternative advertising includes ads in stadiums, on gas pumps, bike racks, rest areas, and other non-traditional formats. Alternative advertising provides a way to address consumers in places they may not expect. Street furniture, transit, and alternative media formats comprise 34 percent of total outdoor revenue in the US. Some of these formats have a higher percentage of national ads than traditional billboards. The outdoor industry includes more than 2,100 operators in 50 states representing the four major outdoor format categories. These outdoor media companies range from public, multinational media corporations to small, independent, family-owned businesses. Digital Out Of Home - DOOH Digital out-of-home refers to dynamic media distributed across placed-based networks in venues including but not limited to cafes, bars, restaurants, health clubs, colleges, arenas and public spaces. DOOH networks typically feature independently addressable screens, kiosks, jukeboxes and/or jumbotrons. DOOH media benefits location owners and advertisers alike in being able to engage customers and/or audiences and extend the reach and effectiveness of marketing messages. It is also referred to as Digital Signage. Mohani Tea company is using this digital out of home strategy as Mohani Festo Cafeteria. These are specially running in some A and B class cities like as Kanpur, varanasi and in big market palce and able to attract youth towards these cafes. DOOH also includes stand-alone screens, kiosks, and interactive media found in public places. The availability of inexpensive LCD screens with built-in media players has opened the door for companies to add interactive video messages in Point of Purchase (POP) Displays. The displays allow consumers to get additional information at the moment of decision on a product or service. Growth in the DOOH industry has been increasing in 2009, with more POP manufacturers, advertisers, and content developers moving to digital. Non-Digital Out Of Home Non-Digital out-of-home refers to other types of media distributed across physical spaces. These are.] Bulletin - Bulletin billboards are usually located in highly visible, heavy traffic areas such as expressways, primary arteries, and major intersections. With extended periods of high visibility, billboard advertisements provide advertisers with significant impact on commuters.
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Bus Advertising - Firmly establish brand awareness and generate quick recall with high profile exposure near point of purchase locations. Commuter Rail Display - Reaches a captive audience of upscale suburban commuters. Additionally, reaches lunch-time patrons, shoppers and business professionals. Mobile Billboard - Mobile billboards offer a great degree of flexibility to advertisers. These advertisements can target specific routes, venue or events, or can be used to achieve market saturation. Poster - Target local audiences with these billboards, which are highly visible to vehicular traffic and are ideal for the introduction of new products/services. Maximize advertising objectives and brand awareness by placing multiple units in strategic locations while lowering cost per thousand impressions. Premier Panel - Premiere panels combine the frequency and reach of a poster campaign with the creative impact of a bulletin. Premier Square - Bright top and bottom illumination on a premiere panel provide extra impact after dark. Taxi Advertising - Taxi advertising allows advertisers to highlight their products, whether brand awareness, or a targeted message, directly to areas where people work, shop, and play. Wallscape - Wallscapes are attached to buildings and are able to accommodate a wide variety of unusual shapes and sizes. These billboard advertisements are visible from a distance and provide tremendous impact in major metro areas. Other types of non-digital out-of-home advertising include airport displays; transit and busshelter displays; headrest displays; double-sided panels; junior posters; and mall displays.
Outdoor Advertising Billboards, Kiosks, Tradeshows and Events

Outdoor advertising is also a very popular form of advertising, which makes use of several tools and techniques to attract the customers outdoors. The most common examples of outdoor advertising are billboards, kiosks, and also several events and tradeshows organized by the company. The billboard advertising is very popular however has to be really terse and catchy in order to grab the attention of the passers by. The kiosks not only provide an easy outlet for the company products but also make for an effective advertising tool to promote the companys products. Organizing several events or sponsoring them makes for an excellent advertising opportunity. The company can organize trade fairs, or even exhibitions for advertising their
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products. If not this, the company can organize several events that are closely associated with their field. For instance a company that manufactures sports utilities can sponsor a sports tournament to advertise its products. A door to door selling plan was develaped in the company by adopting a colour full rikshaw a sweet song and advertisement was announced in these rikshaws. This was very helpful for the company in increasing demand and brand avaireness.
Through canopy/ kiosk For the consumer response in favour of tea, Mohani tea leaves have started KNOPY SHOP. Such type of shops has opened in each city.by this we know consumer response for competitors and their products. With this activity they promote their product. These canopies are often used in public market, footpath, and on special occasion and festive seasons to attract the unaware customers. Whenever there is a need to make some special offers and schemes these canopy are very helpful for company and staff. In another market entry these canopy are used in bulk and these are not only affordable but very convenient also.
Mohani tea leaves limited company used fair programs also in which Mohani products were sold in bulk and public take these products by hand to hand. In these fair programs canopy help a lot and products were dumped in these little stores. Company organised seminars and tea awaireness programms also in which people take participate without any problem. In these seminars company try to support there sales team specially. Famouse person and selebrities are called in these seminars which increase the potential of sales .
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Selling billboard advertising space If a private property owner wants to sell advertising space to one of the outdoor advertising companies ('media sellers') he or she directly approaches the company. A media seller may also approach the owner of an interesting property and make a bid. If an agreement is signed, the media seller erects a structure for displaying the ads and rents out the space to the clients. The world's largest media sellers are CBS Outdoor, JCDecaux, Clear Channel Outdoor, and Lamar Advertising. Regulations on outdoor advertising Different jurisdictions regulate outdoor advertising to different degrees. In the US, the states of Vermont, Hawaii, Maine, and Alaska prohibit all billboards. Scenic America estimates the nationwide total of cities and communities prohibiting the construction of new billboards to be at least 1500 [7]. In 2007, the city of Sao Paulo, Brazil, banned all billboards within the city. There are also concerns within major cities about how many billboards and other forms of outdoor advertising are not in compliance with local by-laws, such as this website's database of alleged illegal billboards in Toronto, Canada. However, in the United States, strict laws protect against the taking of property without just compensation, making a Sao Paulo-like action highly unlikely in the U.S. Emerging Technologies Media fragmentation, competition from online media, as well as the need for greater efficiencies in media buying prompted companies to offer billboard inventory aggregation services. Advertising slogan Advertising slogans are short, often memorable phrases used in advertising campaigns. They are claimed to be the most effective means of drawing attention to one or more aspects of a product. A strapline is a British term used as a secondary sentence attached to a brand name. Its purpose is to emphasize a phrase that the company wishes to be remembered by, particularly for marketing a specific corporate image or connection to a product or consumer base.
Advertising slogans often play a large part in the interplay between rival companies. An effective slogan usually:

states the main benefits of the product or brand for the potential user or buyer implies a distinction between it and other firms' products - of course, within the usual legal constraints
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makes a simple, direct, concise, crisp, and apt statement is often witty adopts a distinct "personality" of its own gives a credible impression of a brand or product Makes the consumer feel "hot" or... makes the consumer feel a desire or need is hard to forget - it adheres to one's memory (whether one likes it or not), especially if it is accompanied by mnemonic devices, such as jingles, ditties, pictures or film
Well-known slogans

Every kiss begins with Kay, Kay Jewelers. A glass and a half in every half pound, Cadburys milk chocolate. Gillette - the best a man can get. Guinness is good for you. Heineken refreshes the parts other beers cannot reach. Persil washes whiter.
The slogan of Mohani Tea Leaves is SWAD ME JADU HAI JADU Brands which are spending big money in the advertisement department---
Brands BROOKE BOND TATA TEA WAGH BAKRI MOHANI
Spends(000s) 385456.4494 114403.4943 63488.19456 50822.12267
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GIRNAR 502 PATAKA TEA PATAKA TEA RANGE SAPAT TEA SOCIETY MARVEL
41451.09921 18092.65948
14267.99687 12292.55965 11440.80874 9127.007034
The table is showing the advertisement expenses in market in tea industry. There are big players in the market besides of Mohani who are not expending as much money as mohani .mohani is in the fourth position after Brook Bond, Tata Tea and WaghBakri. Other brands are earning much money and have higher revenue than Mohani but they are not expending money on advertisement. Some of above tea palyers are in the market from more than fifty years but Mohani is in this field from only last eighteen years and giving very good competition in tea sector not only in sale but also in advertisement expences.
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Marketing Strategy of Mohani
Competitors of MohaniTata Premium Tata Gold Tata Agni Taaza Red Lable Tea City TEZ Tulsi Tajgold Sugandh Kadak Family Trishul Max gold Patent Dilpasand Nice
National & International Image
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Major Problems
Future Prospects
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Business excellence and growth in last three years Achievements
BUSINESS EXCELLENCE
For any firm business excellence shows how much any business is growing up and how much it is getting support from government and other private organization.now I am showing all certificates which shows the business excellence of mohani tea leaves-
1- ACM CERTIFICATE:
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2-STAR CATEGORY CERTIFICATI This certificate is given by UTTAR PRADESH

GOVERNMENT, INDUSTRIES.This certificate is given to any industry when any industry has achieved a lot of awards from the corporate this certificate is given To mohani tea because mohani tea was established in 1992.till now com Any has achieved a lot of awrds of destric and zonal levels
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3-
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STATE / DIVISIONS UP UTT MP J&K PNB Sub Total DLH & NCR MT APO & CSD INS. GRAND TOTAL
TOTAL Target 8610.3 1156 982.1 237.933 531.112 11517.4 67.2 61.901 486.022 47.648 12180
2009-10 Achv. 7587.427 1005.797 556.8121 128.114 456.0696 9734.2194 40.558 59.345 486.022 47.135 10367.28 % 88.12035 87.00664 56.69607 53.84457 85.870701 84.517177 60.354167 95.87083 100 98.92335 85.11573
200809 Achv. 7232 958 504 120 289 9103 0 0 0 0 9103
Growth % 4.910101 5.003915 10.49788 6.7180901 57.757146 6.9314187 100 100 100 100 13.88565
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Analysis of target v/s achievement in Mohani Tea Company
Initial analysis of target in the company as per population in the area-
Sr. N.
Districs
Populati on ( In Lacs)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
AGRA ALIGARH ALLAHABAD AMBEDKAR NAGAR AURAIYA AZAMGARH BAGHPAT BAHRAICH BALIA BALRAMPUR BANDA BARABANKI BAREILLY BASTI BIJNAUR BUDAUN BULANDSHAHA R
36 30 49 20 12 40 12 24 28 17 15 27 36 21 31 31 29
Tea Use r ( In Lac s) 18 15 25 10 6 20 6 12 14 8 8 13 18 10 16 15 15
Tea Consumpti TARG ET on Per Annum (Ton) 3295 140 2729 4509 1848 1076 3605 1063 2176 2512 1537 1369 2439 3284 1888 2857 2801 2668 289 64 20 70 103 28 130 33 56 165 171 146 158 170 132 183
SAL E
Marke t Share % 4 10 1 1 7 2 1 4 1 3 12 6 4 8 4 3 6
118 283 47 19 70 85 14 89 17 43 163 147 117 151 126 96 150
84 98 74 93 100 83 52 68 51 77 99 86 80 96 74 73 82
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18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47
CHANDAULI CHITRAKOOT DEORIA ETAH ETAWAH FAIZABAD FARRUKHABAD FATEHPUR FIROZABAD GAUTAMBUDNA GAR GAZIPUR GHAZIABAD GONDA GORAKHPUR HAMIRPUR HARDOI HATHRAS JALAUN JAUNPUR JHANSI JYOTIBAPHULE NAGAR KANNAUJ KANPUR KANPUR DEHAT KAUSAMBI KUSHINAGAR LAKHIMPUR LALITPUR LUCKNOW MAHARAJGANJ
16 8 27 28 13 21 16 23 20 12 33 30 28 38 10 34 13 15 39 17 15 14 41 16 13 32 29 10 37 22
8 4 14 14 7 10 8 12 10 6 16 15 14 19 5 17 7 7 20 9 7 7 21 8 6 16 14 5 18 11
1496 731 2491 2544 1223 1905 1439 2104 1867 1087 3002 2783 2524 3454 951 3100 1217 1328 3569 1594 1368 1264 3775 1445 1182 2920 2639 892 3359 1977
48 86 65 407 51 374 118 203 118 22 76 128 219 104 71 263 126 155 99 108 32 50 145 127 69 72 242 88 136 117
38 88 57 344 39 365 91 186 118 20 64 74 177 90 65 230 107 146 67 86 23 42 107 112 63 53 234 75 96 103
79 102 88 85 77 98 77 92 100 88 85 57 81 87 92 88 84 94 68 80 72 84 74 88 92 75 97 85 71 87
3 12 2 14 3 19 6 9 6 2 2 3 7 3 7 7 9 11 2 5 2 3 3 8 5 2 9 8 3 5
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48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70
MAHOBA MAINPURI MATHURA MAU MEERUT MIRZAPUR MURADABAD MUZAFFAR NAGAR PILIBHIT PRATAPGARH RAIBAREILLY RAMPUR SAHARANPUR SANT KABIR NAGAR SANT RAVIDAS NAGAR SHAHJAHANPUR SHRAWASTI SIDDHARTH NAGAR SITAPUR SONBHADRA SULTANPUR UNNAO VARANASI U.P.TOTAL
7 16 21 18 30 21 37 35 16 27 29 19 28 14 14 25 32 12 20 36 15 27 31 1661
4 8 10 9 15 11 19 18 8 14 14 10 14 7 7 13 16 6 10 18 7 14 16 830
647 1453 1888 1687 2739 1930 3422 3232 1500 2489 2621 1754 2599 1300 1234 2326 2912 1073 1860 3300 1335 2464 2872 151523 utt 636 1167
77 112 425 13 82 47 185 81 193 52 282 117 99 61 38 114 46 15 296 88 148 186 69 8800
85 103 383 12 64 30 168 50 160 38 296 103 57 57 25 89 36 12 302 69 146 160 38 7579
111 92 90 91 78 65 91 61 83 73 105 88 58 94 66 78 78 75 102 79 99 86 55 86
13 7 20 1 2 2 5 2 11 2 11 6 2 4 2 4 1 1 16 2 11 6 1 5
1 2
HARIDWAR DEHARADUN
7 13
3 6
131 137
116 103
89 75
18 9
Page 105
3 4 5 6 7 8 9 10 11 12 13
TIHARI GARHWAL RUDRAPRAYAG CHAMOLI PAURI GARHWAL UDHAMSINGH NAGAR CHAMPAWAT BAGESHWAR ALMORA NAINITAL PITHAURAGARH UTTARKASHI UTT. TOTAL
6 2 4 8 12 2 2 6 14 5 3 85 11 14 14 14 18 15 18 11 6 13 17 6 17 16 5 11 26 22 14 11 9 12
3 1 2 4 6 1 1 3 7 2 1 42 5 7 7 7 9 7 9 5 3 7 9 3 8 8 2 5 13 11 7 5 4 6
552 208 337 696 1127 205 228 575 1318 422 268 7738 mp 986 1319 1272 1302 1676 1346 1687 987 573 1192 1588 529 1520 1487 433 990 2359 1978 1274 971 816 1080
55 18 40 23 546 33 14 84 79 16 0 1175 19 4 16 54 5 51 16 7 15 17 45 4 26 17 18 43 23 36 32 31 5 2
48 15 28 18 497 29 11 66 64 11 0 1006 6 2 6 26 1 18 13 4 9 4 33 2 15 10 9 21 14 15 20 17 3 1
88 83 69 76 91 89 76 79 82 68 #DIV/ 0! 86 33 44 38 48 10 35 81 60 60 23 73 52 59 58 47 49 61 42 61 54 54 59
9 7 8 3 44 14 5 11 5 3 0 13 1 0 0 2 0 1 1 0 2 0 2 0 1 1 2 2 1 1 2 2 0 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
BADWANI BALAGHAT BETUL BHIND BHOPAL CHHATARPUR CHHINDWARA DAMOH DATIA DEWAS DHAR DINDORI GUNA GWALIOR HARDA HOSANGABAD INDORE JABALPUR JHABUA KATNI MANDLA MANDSAUR
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23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45
MORENA NARSINGHPUR NEEMUCH NIMAR (EAST) NIMAR (WEST) PANNA RAISEN RAJGARH RATLAM REEWA SAGAR SATNA SEHORE SEONI SHAHDOL SHAJAPUR SHEOPUR SHIVPURI SIDHI TIKAMGARH UJJAIN UMARIYA VIDISHA M.P. TOTAL AMRITSAR BARNALA BHATINDA FARIDKOT FATEHGARH SAHIB FIROZPUR GURDASPUR HOSHIARPUR JALANDHAR KAPURTHALA LUDHIYANA MANSA MOGA MOHALI MUKTSAR NAWAN SHAHAR PATIYALA RUPNAGAR SANGRUR
16 10 7 17 15 9 11 13 12 20 20 19 1 12 16 13 6 14 18 12 17 5 12 594 31 1 12 6 5 17 21 15 20 8 30 7 9 1 8 6 18 11 20
8 5 4 9 8 4 6 6 6 10 10 9 1 6 8 6 3 7 9 6 9 3 6 297 15 0 6 3 3 9 10 7 10 4 15 3 4 1 4 3 9 6 10
1448 874 662 1559 1396 779 1022 1144 1108 1800 1845 1705 98 1064 1435 1177 511 1315 1670 1098 1560 471 1108 54215 2805 88 1078 504 493 1592 1913 1349 1783 686 2765 628 809 113 709 535 1678 1013 1824
27 5 2 28 8 31 19 16 2 30 33 78 20 9 30 15 5 34 42 25 8 14 30 998 75 10 31 12 7 64 53 28 37 18 44 10 31 6 17 3 6 25 28
10 1 1 25 2 20 11 8 1 15 19 50 8 6 19 6 2 19 24 18 5 7 22 549 71 11 27 13 4 62 56 17 29 16 39 10 30 2 16 2 9 20 19
36 24 57 90 32 63 59 50 51 50 57 65 42 64 64 38 31 57 58 73 59 51 73 55 94 106 85 109 51 97 105 62 78 88 89 97 98 40 94 70 133 79 68
1 0 0 2 0 3 1 1 0 1 1 3 8 1 1 0 0 1 1 2 0 2 2 1 3 12 2 3 1 4 3 1 2 2 1 2 4 2 2 0 1 2 1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
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20
TARAN TARAN PUNJAB TOTAL
1 246
1 123
119 22484
6 510
6 456
96 89
5 2
On the basis of sales department-
Gms
Particular
MarTgt Gold & Pre. % 9852 5164 4688 4218 1740 2478 9712 3600 2864 3248 3607 882 2725 4588 1548 1040 2000 31977 4.0 4.0 4.0 4.4 3.0 6.6 4.3 5.0 4.0 0.0 4.4 3.3 5.0 3.8 4.0 4.0 3.6 4.2 129100 117200 95300 58000 37300 226400 72000 71800 82600 81800 27100 54700 120400 26000 55700 770200
Big 12910 11720 9172 5442 3730 21526 7200 7162 7164 7790 2220 5570 3870 3154 5500 75642
% 10.0 10.0 9.6 9.4 10.0 9.5 10.0 10.0 8.7 9.5 8.2 10.2 10.0 12.1 9.9
250 Gms 55513 50396 25057 15990 30240 30988 34293 9410 22616 16641 13191 28100
% Economy 43.0 43.0 43.2 42.9 42.0 43.2 41.5 34.7 41.3 43.0 50.7 50.4 45185 41020 20781 12752 25200 25060 31385 7710 18655 13545 8281 19000
% 35.0 35.0 35.8 34.2 35.0 34.9 38.0 28.5 34.1 35.0 31.9 34.1
Mala 10328 9376 7330 4980 2350 5760 5728 6510 6412 1778 4634 4530 3096 334 1100
% 8.0 8.0 8.0 7.7 8.6 6.3 7.9 8.0 8.0 7.9 7.8 6.6 8.5 3.8 8.0 1.3 2.0 7.3
Ret. Tgt. 92710 55526 37184 42850 22500 20350 99800 29450 29000 41350 40270 13020 27250 51491 15480 14500 21511
% 37.6 43.0 31.7 45.0 38.8 54.6 44.1 40.9 40.4 50.1 49.2 48.0 49.8 42.8 40.0 55.8 38.6
UPC (SANJEEV KUMAR GUPTA ) 246300 UPCA (SATYA PRAKASH ) UPEA (VARUN DUBEY ) UPE (MANOJ KUMAR YADAV ) UPCC (VACANT) UPWC (VACANT) UPK (VACANT) UPCB (ROHIT JAIN) UPWA (PANKAJ SAXENA ) UPWB (BRAJ MOHAN MISHRA ) UPW (VACANT) UPEB (RAJESWAR CHOBEY) UPEC (PRAKASH BAJPAI ) UTT (D.K.MITTAL )
24630 10.0 105909 43.0 86205 35.0 19704
41047 43.1 33533 35.2
95521 42.2 81645 36.1 17998
32026 39.2 26365 32.2
12524 10.4 57932 48.1 40826 33.9
UPWD (MOHIT KR. BHATNAGAR) 38700 UTTA (BRIJESH KUMAR) UTTB (B.B. WARIYAL) TOTAL:
9.8 332435 43.2 268574 34.9 55974
327121 42.5
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Rsm
MONTHLY SALES REVIEW - (FOR THE MONTH FEB'10) BY VIKAS JAIN [RSM UP & UTT]
Sl. No.
State
Sales (M.T.) Sep - Feb Target Sale 4013268 111355 280423 1685286 1512484 423720 84 37 56 84 97 111 % Previous Month 720244 18448 50285 291695 276799 83017 Current Month 716664 11296 47054 329951 254147 74216 % 100 61 94 113 92 89
Target Next Month 688500 29307 67172 292716 244274 55031
Uttar Pradesh Gold & Premium Big 250 Gm. Economy Mala
4760800 303629 498461 2016463 1560957 381290
Uttaranchal Gold & Premium Big 250 Gm. Economy Mala
609600 24992 70402 314071 187925 12210 5370400
501240 10363 40406 302103 144470 3898 4514508
82 41 57 96 77 32 84
98008 2752 7176 57330 29885 865 818252
92614 752 6926 60174 23920 842 809278
94 27 97 105 80 97 99
81700 3040 8654 41281 27281 1444 770200
TOTAL
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MONTHLY SALES REVIEW - (FOR THE MONTH Mar'10) BY VIKAS JAIN [RSM UP & UTT]
Sl . N o.
State
Sep - Feb Tgt. Achv
Mar Tgt. Ach v
Sales (M.T.) Sep - Mar Targ et 5449 300 3329 36 5656 33 2309 179 1805 231 4363 21 6913 00 2803 2 7905 6 3553 52 2152 06 1365 4 6140 600 Sale 4696 588 1311 46 3325 56 2006 198 1736 722 4899 66 5830 11 1340 3 4549 4 3559 70 1636 73 4471 5279 599 % Previ ous Mont h 86 73681 8 39 11536 Curr ent Mont h 6490 34 1686 4 4795 7 3090 90 2118 38 6328 5 8177 1 3040
Targ et % Next Mon th 88 6653 00 14 2629 6 1 97 6724 8 91 2835 55 81 2329 15 84 5529 1 88 9770 0 40 3168 4 73 9240 90 4914 8 80 3423 6 68 1908 88 7630 00
Uttar Pradesh Gold & Premiu m Big 250 Gm. Econom y Mala
4760 800 3036 29 4984 61 2016 463 1560 957 3812 90 6096 00 2499 2 7040 2 3140 71 1879 25 1221 0 5370 400
4047 554 1142 82 2845 99 1697 108 1524 884 4266 81 5012 40 1036 3 4040 6 3021 03 1444 70 3898 4548 794
6885 00 2930 7 6717 2 2927 16 2442 74 5503 1 8170 0 3040
6490 34 1686 4 4795 7 3090 90 2118 38 6328 5 8177 1 3040
59 49622 87 33922 1 96 26122 8 11 75211 2 84 92614 48 752
Uttaran chal Gold & Premiu m Big 250 Gm. Econom y Mala
8654 4128 1 2728 1 1444 7702 00
5088 5386 7 1920 3 573 7308 05
58 6926 10 60174 0 76 23920 33 842 86 82943 2
5088 5386 7 1920 3 573 7308 05
TOTAL
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Target Finalization For The Year Of 2010-11 [U.P. & Uttaranchal] Month 2009-10 Sale / State UP UTT April 6860 1005 11 29 May 6827 1001 38 69 June 5419 8314 78 1 1st 1910 2838 Quarte 727 39 r July 4675 6385 81 4 August 5088 7389 20 0 Septem 5180 4449 ber 04 4 2nd 1494 1822 Quarte 405 38 r October 5727 8209 83 0 Novem 7266 9346 ber 61 9 Decem 7730 9176 ber 47 8 3rd 2072 2673 Quarte 491 27 r January 7202 9800 44 8 Februar 7368 9261 y 19 4 March 6527 8177 42 1 4th 2109 2723 Quarte 805 93 r 2010-11 Proposed Tgt (35% Growth) UP UTT Total 926115 13571 106182 4 9 921696 13522 105692 8 4 731670 11224 843911 0 257948 38318 296266 1 3 4 631234 686907 699305 201744 7 773257 980992 104361 3 279786 3 972329 994706 881202 284823 6 86203 99752 60067 24602 1 11082 2 12618 3 12388 7 36089 1 13231 1 12502 9 11039 1 36773 0 717437 786659 759372 226346 8 884079 110717 5 116750 1 315875 4 110463 9 111973 4 991593 321596 6 2010-11 Target (By RSM) UP UTT Total 66530 9770 76300 0 0 0 65900 1010 76000 0 00 0 77700 1000 87700 0 00 0 21013 2987 24000 00 00 00 80000 0 70000 0 97500 0 24750 00 80000 0 90000 0 10000 00 27000 00 11000 00 10000 00 80000 0 29000 00 1000 00 1000 00 1250 00 3250 00 1250 00 1250 00 1500 00 4000 00 1500 00 1350 00 1150 00 4000 00 90000 0 80000 0 11000 00 28000 00 92500 0 10250 00 11500 00 31000 00 12500 00 11350 00 91500 0 33000 00
Total 7865 40 7829 07 6251 19 2194 566 5314 35 5827 10 5624 98 1676 643 6548 73 8201 29 8648 15 2339 818 8182 51 8294 33 7345 13 2382 197
9.4 %
67.0 %
32.5 %
38.5 %
Page 111
Total
7587 427
1005 797
8593 224
102430 26
13578 116008 26 52 Growth Planned ->
10176 1423 300 700 34.1% 41.5 %
11600 35.0 000 % 35.0%
Asm ASM WISE TARGET V/S SALES IN THE MONTH OF MAY
UPC (SANJEEV KUMAR GUPTA ) ASM TOTAL UPE (MANOJ KUMAR YADAV ) ASM TOTAL UPK (VACANT ) ASM TOTAL UPW (VACANT ) ASM TOTAL UTT (D.K.MITT AL ) ASM TOTAL MPB (RITESH PANDEY) ASM TOTAL PNB
8550
8329
97
13
72
595
14
22
23480 2284 0 48 0 0
97
9996 5 1317
1216 95 2568
122 195
2 0
34 11
56 62
364 147
19 18
20 23
10840 1078 0 75 0 0 22035 1985 0 93 0 0 43900 3653 3 0 0
10 0
5112 1 0 1015 78 0 2053 0 510
5337 5 0 1133 41 0 2029 6 1830
104
2 0
34
58
274
21 0
20 0 19 0 16 21
90
112
1 0
35
56
379
18 0
83
99 359
2 0
33 7
57 56
186 108
18 17
15220 1522 0 66 0 0
10 0
5894 8 2560
5652 7 1643
96 64
3 0
31 12
56 41
309 94
16 18
17 21
10614 5872 2 0 0 0
55
5095 6 0
3567 9 2961
70
1 0
28 13
41 36
131 141
18 21
19 24
Page 112
(RAJEEV SHARMA) ASM TOTAL DLH (MANOJ SRIVASTA VA) ASM TOTAL RSN (V.K SRIVASTA VA ) GRAND TOTAL
43000 4220 1 0 0
98
2580 0 2555
2893 9 654
112 26
1 0
25 11
32 37
195 65
18 10
19 15
22100 1131 0
51
1005 0
6272
62
25
39
52
13
13
12
14
18624 1273 2 22
68
9580 6
7279 7
76
24
45
142
15
16
So
Page 113
SO WISE DISTRICT WISE QUARTERLY TARGET vs ACHVEMIENT-2009-10 NAME DISTRICT 1st 2nd 3rd 4th QUARTER QUARTER QUARTER QUARTER TAR SAL TAR SAL TAR SAL TAR SAL GET E GET E GET E GET E SATYAPR BAHRAICH 30100 2876 33300 1872 34000 2747 33000 1368 AKASH 9 6 1 8 SATYAPR BALRAMPUR 13100 1234 13100 1317 15400 1103 14000 6409 AKASH 8 7 0 SATYAPR BARABANKI 38700 3115 38000 2415 38700 4054 40000 3422 AKASH 6 4 9 3 SATYAPR GONDA 52100 5623 54400 3195 54800 4533 49300 3578 AKASH 9 4 2 6 SATYAPR HARDOI 46600 4006 43200 2578 49700 5329 52700 4820 AKASH 2 0 1 0 SATYAPR LAKHIMPUR 55100 5767 58300 4884 62300 7393 66000 5344 AKASH 0 9 7 7 SATYAPR LUCKNOW 30000 2874 34900 1705 36900 2304 34600 2754 AKASH 8 2 6 1 SATYAPR RAIBAREILL 20200 1565 19200 1761 22800 2322 23200 2261 AKASH Y 2 8 5 1 SATYAPR SHRAWASTI 11600 1128 11900 8539 11000 9214 11400 6762 AKASH 7 SATYAPR SITAPUR 69600 5870 67600 6234 76600 9133 82300 8977 AKASH 4 3 4 8 SATYAPR UNNAO 21400 1824 22900 1848 22400 2436 24500 2599 AKASH 4 1 3 2 38850 3588 39680 2866 42460 4227 43100 3644 0 80 0 73 0 92 0 36 VARUN AMBEDKAR 2400 3655 3400 3478 7400 6754 7000 4833 NAGAR VARUN BARABANKI 3400 3817 3400 3721 4200 5187 4300 4450 VARUN BASTI 34200 3770 35400 2813 42100 4485 46200 4015 6 1 1 8 VARUN DEORIA 14000 1478 15000 9113 15700 1932 19900 1393 7 1 8 VARUN FAIZABAD 86200 9760 85800 6310 10040 1106 10140 9380 4 6 0 87 0 2 VARUN GONDA 2100 2222 2100 2157 2300 1563 2100 2217 VARUN GORAKHPUR 20700 1877 25000 1626 30700 2680 27400 2821 3 4 6 4 VARUN JAUNPUR 5100 901 1500 800 0 761 1200 1569 VARUN KUSHINAGA 17700 1465 15700 7070 20700 1549 17600 1619 R 7 8 4 VARUN MAHARAJGA 26800 2748 29400 1818 31300 2901 29900 2786 NJ 5 2 5 5
Page 114
VARUN VARUN VARUN VARUN
RAIBAREILL Y SANT KABIR NAGAR SIDDHARTH NAGAR SULTANPUR
38700 14100 3100 31100 29960 0 11500 35350 18300 43000 8700 34000 27300 16200 20200 16500 10300 24135 0 21600 7300 11000 16700 20100 3900
4763 1 1517 7 3101 3378 9 3213 05 1189 3 3684 7 1785 9 4386 9 8097 3463 3 1666 3 1460 7 2067 5 1714 8 7901 2301 91 2319 6 6129 1064 0 1321 2 1556 8 3257
39700 15200 3600 34800 31000 0 16400 37000 18600 48000 8900 36500 26200 16500 21300 16800 12900 25910 0 23500 7900 11500 14800 20000 1700
4597 5 1036 2 2442 3079 9 2416 01 8956 3348 0 1846 9 4103 5 8311 2597 5 2210 6 1132 7 1870 2 1752 0 9013 2148 93 1860 8 3395 7994 9091 1568 9 2314
55700 15400 4300 40300 37050 0 18000 45400 22700 55700 10500 41000 27800 18200 24100 19100 13800 29630 0 28400 9400 13300 20400 26300 3300
6215 4 1638 4 3426 3832 6 3807 33 1352 1 4457 8 2727 0 5289 1 1163 9 4149 6 2526 7 1834 0 2206 0 2245 6 1115 1 2906 69 1697 5 2574 7917 1807 1 1502 7 2438
62700 16200 4400 41900 38220 0 17800 47000 26700 56200 9000 43900 26200 17900 22300 24300 15100 30640 0 29100 8200 12200 23600 24700 4500
6098 4 1552 3 2623 4317 5 3555 46 1252 4 4761 2 2446 9 4826 8 9985 4432 6 2180 3 1915 0 1368 7 2832 6 1007 0 2802 20 2662 7 4468 1151 4 2381 0 1656 0 4124
Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d Bundelkhan d
ALLAHABAD BANDA CHITRAKOO T FATEHPUR HAMIRPUR JALAUN JHANSI KAUSAMBI LALITPUR MAHOBA PRATAPGAR H
RAJESHW AR RAJESHW AR RAJESHW AR RAJESHW AR RAJESHW AR RAJESHW AR
AZAMGARH BALIA CHANDAULI GAZIPUR JAUNPUR MAU
Page 115
RAJESHW AR RAJESHW AR RAJESHW AR RAJESHW AR
MIRZAPUR SANT RAVIDAS NAGAR SONBHADRA VARANASI
11000 9500
9264 6972
12100 10100
6593 6005
12600 10200
6350 4793
10900 8400
8125 7611
17100 17400 13560 0 27400 67600 28800 34600 10560 0 26400 0 6800 40500 5500 28400 19200 17900 23700 14200 0 15600 3000 10000 29000
2023 3 7762 1162 33 2865 4 7992 9 2837 3 2618 8 8362 3 2467 66 5957 4317 5 5833 2035 6 1666 3 1242 8 2435 5 1287 67 1484 9 2622 7947 2263 8
23400 13700 13870 0 32900 76400 28500 28300 98900 26500 0 6800 42200 6300 30900 17000 20200 25900 14930 0 15700 3000 11800 29600
BRAJMOH AN BRAJMOH AN BRAJMOH AN BRAJMOH AN BRAJMOH AN
AGRA ALIGARH FIROZABAD HATHRAS MATHURA
Bulandshah ar SO Bulandshah ar SO Bulandshah ar SO Bulandshah ar SO Bulandshah ar SO Bulandshah ar SO Bulandshah ar SO
BAGHPAT BULANDSHA HAR GAUTAMBU DNAGAR GHAZIABAD MEERUT MUZAFFAR NAGAR SAHARANPU R
1264 5 1000 3 9233 8 2036 7 4934 9 2067 3 1857 3 7820 7 1871 69 1388 3161 3 4813 1458 8 1524 9 9665 6244 8356 0 1284 5 2556 8689 1563 3
24900 22200 17100 0 40000 72000 29300 32400 11260 0 28630 0 7800 51000 5500 36200 24100 22800 27100 17450 0 19300 3700 15800 31300
1753 5 9823 1015 04 3119 7 6830 2 3107 3 3072 1 1131 16 2744 09 3400 2837 3 3415 1581 8 1298 5 1249 9 9610 8610 0 2106 3 2373 1260 3 2690 1
22100 15700 15940 0 39800 73100 31400 30900 10800 0 28320 0 6100 49400 5100 32700 21800 20400 22200 15770 0 19700 3200 13000 28500
1831 5 1061 8 1317 71 3810 3 8526 1 3753 0 3115 6 1081 60 3002 11 3583 4699 8 5553 2286 9 1921 9 1512 3 1675 4 1300 99 2172 6 2724 9650 2604 4
Rohit Jain Rohit Jain Rohit Jain Rohit Jain
AURAIYA ETAH ETAWAH FARRUKHAB AD
Page 116
Rohit Jain Rohit Jain Rohit Jain Rohit Jain Rohit Jain Rohit Jain Rohit Jain
HAMIRPUR HARDOI KANNAUJ KANPUR KANPUR DEHAT MAINPURI UNNAO
8000 16400 10500 35900 28000 24100 22600 20310 0 31600 27700 83400 42200 23100 20800 0 40400 7300 33500 26600
8035 1814 5 7112 2318 5 2513 6 2279 8 1686 5 1693 33 3788 8 2537 2 9015 0 4726 5 2479 6 2254 71 4106 4 7165 3900 2 2767 7 1149 08 6571 3398 3 3191 1 3679 4133
8000 18000 12100 37100 31600 24800 25200 21690 0 38300 31000 94200 47400 29300 24020 0 43400 9100 38400 29100 12000 0 10700 35900 35700 6100 4500
3422 1493 9 9173 2021 0 2506 8 1967 0 1676 7 1489 73 2032 0 1998 4 6601 0 3277 7 1964 5 1587 36 2201 7 4170 2629 0 1656 4 6904 1 6560 1306 2 2467 6 4957 3824
9000 18000 13800 37200 33500 29700 24600 23590 0 43700 39700 10740 0 53300 35000 27910 0 48200 9000 50600 30900 13870 0 12100 34000 33000 6400 5900
PANKAJ PANKAJ PANKAJ PANKAJ PANKAJ
BAREILLY BUDAUN ETAH PILIBHIT SHAHJAHAN PUR
MOHIT MOHIT MOHIT MOHIT
BIJNAUR JYOTIBAPHU LE NAGAR MURADABA D RAMPUR
9229 1727 2 1253 5 3220 9 2983 3 2953 6 1868 7 2122 41 2456 9 1806 8 9788 7 3716 3 1865 8 1963 45 3070 5 6351 4465 3 2555 0 1072 59 6502 2646 8 2719 8 4460 3431
8500 18100 13200 34800 33700 33700 22000 22840 0 32400 33400 10860 0 50100 26800 25130 0 38400 6700 62300 30500 13790 0 8500 30700 29200 4900 3900
6548 1242 4 1274 2 3183 3 3185 8 3093 2 2035 6 2068 37 3454 0 3248 3 7969 6 4241 3 2543 8 2145 69 3199 5 5575 5770 8 3345 8 1287 36 8367 2921 6 3236 2 4636 3690
BRAJESH BRAJESH BRAJESH BRAJESH BRAJESH
10780 0 CHAMOLI 9100 DEHARADUN 35900 HARIDWAR PAURI GARHWAL RUDRAPRAY AG 33100 5800 3800
Page 117
BRAJESH
TIHARI GARHWAL
14600 10230 0 16800
WARIYAL WARIYAL WARIYAL WARIYAL WARIYAL WARIYAL
ALMORA
BAGESHWAR 3600 CHAMPAWA 10000 T NAINITAL 17700 PITHAURAG ARH UDHAMSING H NAGAR 4400 13750 0 19000 0 22822 50 13100 2200 3600 8000 2700 6100 1450 9100 6500 52750
1488 8 9516 5 1764 9 2858 1034 0 1902 2 2662 1361 43 1886 75 2195 693 6223 2836 1738 5802 1560 2353 534 7571 6259 3487 7 620 2089 4671
14200 10710 0 23000 4000 4200 20700 4600 13650 0 19300 0 23961 00 16000 2200 3400 7600 2300 7600 1600 9500 6100 56300 1800 9500 5000
9802 6288 1 1190 1 1796 4550 1073 9 2397 8797 3 1193 56 1665 219 4425 427 1527 847 2117 1581 504 1983 2679 1609 0 0 3503 1558
13600 10500 0 22700 3600 9800 20100 4200 13890 0 19930 0 26812 00 11052 1700 3659 4400 4918 5918 1200 6753 5000 44600 1300 9000 3900
1219 8 8025 7 1676 5 2937 7579 2010 2 2648 1370 40 1870 69 2339 377 9075 666 3530 4454 2640 3109 292 4595 4740 3310 1 852 2016 3863
12200 89400 21100 3000 9000 20300 3000 13280 0 18920 0 26161 00 13360 2300 4520 6000 6600 7140 1160 8560 7560 57200 1300 15500 5900
1116 1 8943 2 1931 6 3217 6947 1442 4 3297 1357 60 1829 60 2384 817 6030 825 2290 4357 3345 2705 344 5025 4703 2962 3 448 5356 3030
UP & UTT
Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku Ashok Tikku
BHIND CHHATARPU R DATIA GUNA GWALIOR MORENA SHEOPUR SHIVPURI TIKAMGARH
Gunjan Sharma Gunjan Sharma Gunjan Sharma
BALAGHAT CHHATARPU R CHHINDWAR A
0 8500 1400
Page 118
Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma Gunjan Sharma
DAMOH DINDORI JABALPUR KATNI MANDLA NARSIMHAP UR RAISEN SAGAR SEONI
0 1200 9500 0 0 0 0 800 0 21400
0 732 4674 513 417 716 420 3648 1074 1957 4 2471 983 0 1206 1074 9 2212 5378 3251 6833 7813 508
2500 1300 11000 0 2300 1800 1000 13000 3000 52200 5100 4900 0 4000 13700 4600 10100 5800 7700 7500 1000
1441 480 2334 337 443 72 1274 4837 637 1691 6 1092 799 0 511 5755 1500 4184 2351 5518 4059 398
1900 800 5750 0 1000 650 1800 8800 2000 36900 3700 2600 0 2900 9900 3700 7600 5800 6900 6500 2400 400 600
1672 647 4257 0 1653 98 1569 6279 1477 2438 3 1608 2438 0 1536 8163 3151 5697 6144 4255 7088 645 0 491
3000 1100 8600 0 2000 2900 2900 10800 4200 58200 4200 4700 2800 5900 13200 5900 16200 7500 10700 8800 3300 1800 1400
1351 428 3132 0 332 406 1277 4183 2703 2264 5 1189 1890 545 538 8296 1707 5770 2243 3121 6316 948 1290 640
GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani
BADWANI BETUL BHOPAL DEWAS DHAR HARDA
6000 3800 2400 3900 8300 3850
HOSANGABA 8700 D INDORE 4000 JHABUA NIMAR (EAST) NIMAR (WEST) MANDSAUR NEEMUCH 6800 5300 1000
Page 119
GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani GopalJaisw ani
RAISEN RAJGARH RATLAM SEHORE SHAJAPUR UJJAIN VIDISHA
2100 3000
2230 2379
3600 2500
1354 543
2600 3000 900
1261 1800 555 3250 1140 1863 4878 5596 4 5275 275 5806 5455 1365 4 5663 9160 2608 4789 5 1613 44 2500 720
4800 7700 1500 6600 5800 4000 13100 12990 0 9200 700 8800 9800 21800 8100 14300 3100 75800 32110 0 29372 00
1621 3424 672 382 2537 1672 5341 5014 4 6264 306 6246 4074 1230 2 5818 6165 1823 4299 8 1454 09 2530 227
4800 3000 0 0 66950
3679 817 480 7866 5885 5 2376 0 2524 2814 1075 1 2390 2783 1605 2524 3 1385 49 2334 242
3800 3000 1000 10600 88900 9000 0 7800 6800 20300 7700 7400 4200 63200 26060 0 26567 00
1052 1101 869 3949 3503 3 1779 354 5032 2701 1363 9 5154 6005 1251 3591 4 1039 53 1769 172
4600 2800 3300 6300 76500 6600 600 7000 7500 15700 7100 12600 2900 60000 21800 0 28992 00
Praveen Pandey Praveen Pandey Praveen Pandey Praveen Pandey Praveen Pandey Praveen Pandey Praveen Pandey Praveen Pandey
KATNI JABALPUR PANNA REEWA SATNA SHAHDOL SIDHI UMARIYA
5700 0 7600 6200 19700 6800 7300 4200 57500
M.P.
19860 0 24808 50
RSM CENTER
PANKAJ PURI PANKAJ PURI PANKAJ
AMRITSAR BARNALA BHATINDA
13800 1200 5260
1523 6 4068 5083
17279 3349 5099
1397 0 1981 6748
21500 2940 10440
2027 8 3552 7718
22800 2600 10400
2121 7 1070 7092
Page 120
PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI PANKAJ PURI
FARIDKOT FATEHGARH SAHIB FIROZPUR GURDASPUR HOSHIARPU R JALANDHAR KAPURTHAL A LUDHIYANA MANSA MOGA MOHALI MUKTSAR NAWAN SHAHAR PATIYALA RUPNAGAR SANGRUR TARAN TARAN
1100 1680 11140 7730 4620 6240 3100 5960 1720 4210 700 2900 400 860 4320 7170 1260 85370
1702 1273 1966 6 1472 0 3245 8027 5280 4197 3312 1004 6 111 3796 1027 3415 3844 7469 1918 1174 36
1708 2102 16411 12225 8142 7635 4692 8789 2894 9341 1560 3658 1008 2170 6128 6706 1510 12240 6
4340 1073 1182 1 1416 4 5729 4975 3599 1008 0 1288 5998 862 3108 632 1575 6723 3460 1087 1032 12
4100 2200 17350 16000 7200 10350 5100 12995 3300 8900 1700 5150 1050 1805 6900 7180 1500 14766 0
3678 403 1581 9 1431 6 5098 8109 4759 9492 4557 8346 658 5119 0 1704 4008 3760 1259 1226 34
4800 1300 18900 17000 8100 12300 5300 15800 2100 8200 1700 5300 900 1600 7600 6700 1600 15500 0
3096 954 1438 4 1253 8 3264 7549 2363 1512 2 512 5676 627 3931 688 1862 5226 4259 1359 1127 87
Tsi
Page 121
MOHANI TEA LEAVES (P) LTD TSI WISE TGT vs ACHIEVEMENT MAY'10 (01 MAY - 31 MAY) Name UPCA1 (ANURAG SHUKLA) UPCA2 (RAM LAKHAN KASYAP) UPCA3 (SANJAY KUMAR GUPTA ) UPCA4 (ASHISH SHUKLA ) UPCA6 (KAPIL KUMAR MISHRA) UPCA8 (DURGESH KUMAR MISHRA) UPCA (SATYA PRAKASH ) SO - TOTAL UPEA1 (ABHAY NATH SHUKLA ) UPEA2 (TAUKIR ALAM ) UPEA3 (GIRISH KUMAR PANDEY) UPEA4 (ABHISHEK PANDEY) UPEA (VARUN DUBEY ) SO - TOTAL UPCA5 (SANTOSH Kr. MISHRA) UPCA7 (VACANT ) UPEA5 (MANISH BHARADWAJ) UPEE (BHASKAR SHUKLA ) SO - TOTAL UPC (SANJEEV KUMAR GUPTA ) ASM - TOTAL PRIMARY TGT 12700 36000 ACH 10185 45501 % 80 RETAILING TGT 3625 ACH 4720 16516 % Ret. 130 2.16 164 2.75 Avg Prod. Ret/ Mkt. 34 37 44 55 248 806 19.0 20.5 Wrk 20.0 21.5
Ratio Call
Day Days Days
126 10100
13900 16400 14500 14600
13902 18221 14851 14019
100 5660 111 6000 102 5400 96 5840
7329 10135 2832 6902
129 0.14 169 1.82 52 5.24
39 34 41 34
53 55 53 44
358 596 227 329
20.5 17.0 12.5 21.0
21.5 18.0 13.5 21.0
118 1.99
11102
14895 63329 5852 7774 5900 8495
134 133 2 103 2.49 125 2.68 140 1.82 106 2.66
30 36 37 36 36 38
61 52 51 58 58 49
745 473 266 353 246 354
20 19 22.0 22.0 24.0 24.0
22.0 19.6 23.0 23.0 25.0 25.0
108100 116679 108 47727 14000 18700 9900 34300 14546 20839 10504 22572 104 5700 111 6200 106 4200 66 8000
76900 20600 29200 49800 -
68460 14024 29285 43309 87 89 68
5300 29400 100 7200 7088 14288 8550 99965
6544 34565 2028 5627 7817 15472 8329
123 118 2 1.66 78 5.20
30 35 27
64 56 66
285 301 338
23 23 6.0 -
25.0 24.2 6.0 21.0 24.0 17.0 21.5 20.3
38 28 31 13 34
54 63 61 72 56
281 340 320 595 364
20.0 23 16 14 19
110 108 2 97 0
234800 228448 97
121695 122 2
Page 122
UPCC1 (NEERAJ SHIVHARE) UPCC2 (JITENDRA TIWARI ) UPCC3 (HIRENDRA KUMAR) UPCC4 (CHANDRA PRAKASH GUPTA) UPCC5 (RAM MOHAN DWIVEDI) UPCC (VACANT ) SO - TOTAL UPWC1 (ANKIT MITTAL) UPWC3 (SANDEEP Kr. ARORA) UPWC4 (VACANT ) UPWC (VIKAS GUPTA ) SO - TOTAL UPE (MANOJ KUMAR YADAV ) ASM - TOTAL UPCB1 (PAWAN DUBEY) UPCB2 (MANOJ SINGH PARIHAR) UPCB3 (VACANT ) UPCB4 (DEEPAK SAXENA ) UPCB (ROHIT JAIN) SO - TOTAL UPWA1 (PAWAN AGARWAL) UPWA2 (JITENDRA ARORA)
23900 19800
24112 20098
101 8500 102 8000
10087 8048
119 2.39 101 2.50
37 36
55 56
420 350
24.0 23.0
25.0 24.0
12600
13511
107 6000
6582
110 2.05
36
63
286
23.0
24.0
15800
16228
103 7000
7029
100 2.31
38
54
327
21.5
22.5
9100
9215
101 4000
3994
100 2.40
36
54
174
22.0
23.0
81200 11600 8500
83165 11611 5768 102 33500 100 4700 68 4400 35740 4925 5139
107 2 105 2.36 117 0.53 37 35 37 56 61 55 312 219 234
0 23 22.5 22.0
0.0 23.7 23.5 23.0
7100 27200 -
7331 24710 -
103 4000 3204 91 16304 1317
5003 15067 2568 53375 4835 6007 6864 2313 20019 7631 3260
28 32 11 34 36 36 58 59 62 58 58 76 204 237 147 274 261 356
25 20 18 21 18.5 16.5 36 33 35 32 39 59 60 63 48 53 343 257 304 363 362 20.0 9 16 21.0 9.0
1.0 25.5 16.4 22.5 20.1 20.5 16.5 22.0 11.0 17.5 22.0 10.0
156 92 1
195 0 104 2 86 90 2.15 2.29 -
108400 107875 100 51121 12900 16750 19600 15800 65050 13700 17800 10398 13353 15854 13686 53291 14863 17959 82 81 80 81 87 5600 6700 4500 6300 7678 30778
109 1.99 30 65 3
108 7000 101 8000
109 1.54 41 3.83
Page 123
UPWA3 (SAILESH SAHU ) UPWB3 (ROHIT GHOSH) UPWB5 (SHASHI Kr.SHARMA) UPWB6 (HARISH Kr. ISRANI) UPWA (BRAJ MOHAN MISHRA ) SO - TOTAL UPWA4 (PANKAJ VASHNEY ) UPWB1 (T.D. KEWALANI ) UPWB2 (DIGAMBAR SINGH) UPWB4 (ROHIT Kr.GUPTA) UPWB (ANUPAM SAXENA ) SO - TOTAL UPK (VACANT ) ASM - TOTAL UPEB2 (AJAY KUMAR GUPTA) UPEB4 (SADANAND SHARMA) UPEB5 (SANJEEV UPADHYAY) UPEB (RAJESWAR CHAUBEY) SO - TOTAL UPEB1 (RAHUL SINGH) UPEB3 (NAVNIT MISHRA) UPEC (NEERAJ VERMA) SO - TOTAL UPW (VACANT )
10400 11700 9100 -
10409 12059 7868 -
100 5000 103 5000 86 3500 4300
6628 5625 3843 2536 12657
133 0.52 113 1.57 110 1.46 294 -
36 34 36 40 14
56 53 50 43 61
301 245 171 171 603
22.0 23.0 22.5 12.5 21
23.0 24.0 23.5 12.5 24.0
62700 27100 31400 15400
63158 18252 28313 16242
101 32800 67 90 10000 11000
42180 13752 11067 4220
129 1 138 0.41 101 2.56 3.85
33 33 40 44
52 58 54 44
317 598 492 422
19 23.0 22.5 10.0
19.9 24.0 23.5 10.0
105 -
18700 92600 -
19336 82144 -
103 8000 9000 89 38000 -
10611 11492 51142 -
133 1.90 128 135 1 0
39 28 37
50 55 52
442 621 515
24.0 19 20 0
25.0 19.5 20.4 0.0 19.3 18.0 23.0
220350 198593 90 8200 10617
###### 113341 112 1 2908 3891 102 2.73
35 28 34
56 49 46
379 162 177
18 18.0 22.0
129 3800
11600 -
9201 -
79
4110 3870
2051 3881
50
4.49
33 33
45 53
152 168
13.5 22
14.5 23.0
100 -
19800 13400 10700 24100 -
19818 9869 6845 16715 -
100 11780 74 64 4600 4150 0 69 8750 -
12731 2995 4570 0 7565 -
108 2 65 3.30
32 35 31
48 72 58
165 187 229
19 16.0 20.0 0
19.6 17.0 21.0 1.0 13.0 0.0
110 1.50 86 2 0
33
65
208
18 0
Page 124
ASM - TOTAL UPWA5 (AMIT KUMAR SHARMA) UPWA6 (RAVI VERMA) UPWA7 (SAURABH PRAKASH) UPWC2 (ANUJ Kr. AGGARWAL) UPWD (MOHIT KR. BHATNAGAR) SO - TOTAL UTTA5 (NARESH SEMWAL) UTTA6 (VACANT ) UTTA (BRIJESH KUMAR) SO - TOTAL UTTA1 (NAVEEN CHANDRA CHAUBEY) UTTA3 (GOPAL SINGH BIST) UTTB (B.B. WARIYAL) SO - TOTAL UTT (D.K.MITTAL ) ASM - TOTAL BD1(RAJNISH AWASTHI) BD2 (VISHNU SHNAKAR SHRIVASTAVA) BD3(PRAKAS BAJPAI) UPWC5 (PRAVEEN KUMAR PANDEY) RSC (VIKASH JAIN)
43900 8300
36533 8241
83 99
20530 3320
20296 3507
99
33 37
57 51
186 213
18 16.5
16.3 17.5
106 2.35
16300 14700
18144 12824
111 6520 87 5880
7366 583
113 2.46 10 ####
40 31
49 32
378 188
19.5 3.0
20.5 4.0
11900 -
12037 -
101 5450 4896
4381 9434
80
2.75
33 19
48 68
237 393
18.5 24
19.5 24.0
193 -
51200 22400 12600 35000 12700
51246 23585 11435 35020 11522
100 26066 105 4550 91 6000 100 10550 91 4370
25271 1993 9083 11076 4373
97 44
2 #### -
32 39
50 59
282 190
16 10.5 -
17.1 10.5 22.5 16.5 22.0
151 105 3 100 2.63
24 31 31
69 64 50
423 306 208
22 16 21.0
53300 66000 -
54479 66001 -
102 8150 9302 100 21822 510
922 13055 18350 1830 56527 6009 4547
11
####
36 24 30 7 31
49 65 55 56 56
263 544 339 108 309
3.5 24 16 17 16
4.5 25.0 17.2 21.0 16.9 22.0 24.5
140 84 4
359 0 96 187 83 3
152200 152266 100 58948 3210 5470
5400 -
2600 2604
48 25 61 289 9.0
9.0 9.0
13
26
Page 125
GRAND TOTAL UP TOTAL UTT TOTAL GWLA1 (ABHISHEK JAIN) GWLA2 (PANKAJ GUPTA) GWLA3 (VACANT ) GWLA4 (SHATRUGHAN SHARMA ) GWLA (ASHOK Kr.TIKKU) SO - TOTAL INDA1 (ANIL MINROT) INDA2 (VACANT ) INDA ( GOPAL JESWANI) SO - TOTAL INDA3 (SHIV PAD DHALI) INDA4 (PURSHOTTAM LAL AHIRWAR) INDA5 (VACANT ) INDB (BHAGAT SINGH RAGHUWANSHI) SO - TOTAL GWLA5 (PRADEEP SHUKLA) GWLA6 (VISHWANATH YADAV) GWLA7 (KAMMOD SINGH) MPJB1 (VACANT )
759650 723715 95 658650 622694 95
346222 380994 110 2 313850 351568 112 29426 680 2405 1341 52 91 38 0.56
33
56
302
19
18.6
101000 101021 100 32372 3150 3520 1000 7790 1429 1342 208 4510 45 38 21 58 1771 1993 2576
41 32
37 48
149 150
4.0 16.0 -
4.0 17.0 11.0
121 0.10 0.31
32
54
122
11.0
15460 10200 12050 22250 8872 5448
7489 8141 7198 15339 4314 4377 69 49 80 48 80 60
2431 8771 6141 796 6937 4226 1990
1904 6330 2664 2982 5646 2485 1687
78 72 43
0 3.06 -
30 34 31
36 44 45
115 134 148
17 12 18.0 -
18.5 12.6 19.0 21.0 20.0 21.0 17.0
375 81 59 85 3 1.74 2.59
20 25 30 29
42 44 37 46
166 157 124 105
18 18 20.0 16.0
3712 -
1550 -
42
1705
1914
112 18 36 101
19
22.0
18032 7100
10241 3676
57 52
7921 2269
6086 1589
77 70
2 0.59
26 19
40 40
110 78
18 20.5
20.0 20.5
2637
615
23
30
27
49
12.5
12.5
8000
2961
37
4088
2090
51
34
45
87
24.0
24.0
4800
2451
51
Page 126
MPJB2 (SHANKAR SHUKLA) MPJB (GUNJAN SHARMA) SO - TOTAL MPSA1 (VACANT ) MPSA2 (RATNESH Kr. AGRAWAL) MPSA3 (VACANT ) MPSA (DEEPAK AGARWAL) SO - TOTAL MPB (RITESH PANDEY) ASM - TOTAL M.P.
5000
1752
35
2689
1262
47
0.27
31
36
74
17.0
17.0
24900 11820
10840 9291 79 44
2991 14674 6937
1699 7255 3593
57 49
0 -
25 28
34 36
83 74
21 19 -
23.5 19.5 24.0
52
1.15
30
41
150
24.0
13680 25500 -
5520 14811 -
40
3156
5126 8719 1643 35679 35679
162 86 64 70 70 1 0 1 25 27 12 28 42 41 41 41 209 179 94 131
25 24 18 18
26.5 25.3 20.5 19.5
58
10093 2560
106142 58720 106142 58720
55 55
50956 50956
J&KA1 (VACANT ) J&KA2 (KISHAN SINGH ) J&KA (VACANT ) SO - TOTAL JAMMU & SRINAGAR PNBA1 (BHUPINDER SINGH) PNBA2 (RAJESH SHARMA) PNBA3 (AMIT GUPTA) PNBA4 (ISHAN KANSAL) PNBA5 (GANESH LAL) PNBA6 (SANJAY GOYAL)
15000 15000 15000
15090 15090 15090
101 9000 0 101 9000 101 9000
1907 0 1907 1907 21 21 21
0 18 68 191 18 68 191
10.0 0 10
12.0 0.0 12.0
5500
4501
82
3300
196
####
32
20
65
3.0
3.0
9500 7500 7000 7000 6500
9798 8194 7242 6667 5799
103 2700 109 4500 103 4200 95 89 4200 3900
4464 4295 4334 4540 4307
165 2.19 95 1.91
30 22 28 18 30
31 35 26 46 35
263 205 193 216 215
17.0 21.0 22.5 21.0 20.0
18.0 22.0 23.5 22.0 21.0
103 1.67 108 1.47 110 1.35
Page 127
PNBA ( PANKAJ PURI ) SO - TOTAL PNB (RAJEEV SHARMA) ASM - TOTAL PUNJAB
43000 43000 43000
42201 42201 42201 98 98 98
3000 25800 25800 25800
3842 25978 2961 28939 28939
128 101 2 0 112 1 112
16 25 13 25
33 32 36 32
208 195 141 195
19 18 21 18
21.5 18.7 24.0 18.7
DLHA2 (ARUN NARAYAN SETH) DLHA3 (KULDEEP SHARMA) DLHA4 (LALIT MOHAN KOTHARI) DLHA5 (ANAND DIXIT) DLHA6 (TEJENDER KUMAR) DLHA7 (SHAILENDRA KARAN) DLHA8 (VACANT ) DLHA (BANSI CHATURVEDI) SO - TOTAL DLHA1 (VACANT ) UPWC6 (DEEPAK SHARMA ) MTDL (CHANDRA MOHAN SHARMA) SO - TOTAL MODERN TRADE DLH (MANOJ SRIVASTAVA) ASM - TOTAL DELHI & NCR TOTAL
800 600
814
800
850 244
106 3.34
27 30
33 44
47 41
18.0 6.0
19.0 6.0
136 -
600
600
263
44
32
49
35
7.5
8.5
800 1200
708 489
89 41
800 870
307 893
38
2.31
34 30
33 33
41 48
7.5 18.5
8.5 19.5
103 0.55
1000
240
24
900
839
93
0.29
36
26
38
22.0
23.0
700 5700 2000 4800 -
3315 5567 1107 -
474 690 350 98 23 5010 2485 0
748 4144 1154 320
15 29 42 37 34 41
22 15 31 12 41 39 80 46 14.0 7
24.0 15.5 14.0 7.0
214 83 1 46 0.25 -
6800 9600 22100 22100
1107 4636 11310 11310
16 48
2485
1474
59
22
40
63
11
10.5
2555 51 51 10050 10050
654 6272 6272
26 62 62
0 1
11 25
37 39
65 52
10 13
15.0 13.0
Page 128
RSN (V.K SRIVASTAVA ) GRAND TOTAL GRAND TOTAL
12 186242 127322 68 945892 851036 90 95806 72797 76 1 24 45 142 15
14 15.8
442028 453791 103
Area
Jan
Feb
March
G. Total.
UPCC1 (NEERAJ SHIVHARE) ATARRA BABERU (LUCKY) BADAUSA ( MAHAVEER ) BANDA BISANDA CHILLA JAITPUR (NAGARIA) KABRAI KALINZAR 3000 1200 500 7000 600 400 700 700 400 2500.0 0 1100.0 0 500.00 6000.0 0 600 300.00 600.00 600.00 300 2300 1000 500 5000 500 300 600 600 300 7800 3300 1500 18000 1700 1000 1900 1900 1000
Page 129
KAMASIN KARWI KARWI ( NAND ) KULPAHAR MAHOBA MAU MAUDAHA NARAINEE PANWARI (SOMYA) RAJAPUR SHIVRAMPUR TINDWARI Sub Total : UPCC3 (HIRENDRA KUMAR) BABINA [HARI] BAR BARUA SAGAR CHIRGAON JHANSI (RAVI) JHANSI [RAM] LALITPUR - SW ( C.M.) LALITPUR ( KARAN ) MAURANIPUR MEHARONI PALI ( NARENDRA ) TALBEHAT TEHROLI Sub Total : UPCC4 (CHANDRA PRAKASH GUPTA) GURSARAI JALAUN KADORA KALPI (SHRI) KONCH(KAMLESH) MADHOGARH MONTH MUSKARA [NEERAJ] ORAI RAMPURA RATH
400 4000 500 4600 700 700 800 400 1000 1800 600 30000
300 3500 500.00 4000.0 0 600.00 600.00 700.00 300.00 900.00 1600.0 0 500.00 26000
300 3000 400 3000 600 500 500 300 800 1000 500 22000
1000 10500 1400 11600 1900 1800 2000 1000 2700 4400 1600 78000
800 700 400 600 3500 1400 600 4500 1500 1200 800 700 400 17100
700 600 400 500 3200 1300 500 4000 1400 1000 700 600 300 15200
600 500 300 400 3000 1100 400 3500 1100 900 600 500 300 13200
2100 1800 1100 1500 9700 3800 1500 12000 4000 3100 2100 1800 1000 45500
1000 3700 1500 1000 1700 2400 400 500 3700 500 2200
900 3000 1300 800 1500 2000 300 400 3000 500 1900
700 2500 1000 700 1100 1600 300 400 2500 400 1500
2600 9200 3800 2500 4300 6000 1000 1300 9200 1400 5600
Page 130
SAMTHAR Sub Total : UPWC1 (VACANT) BEHAT CHARTAWAL CHHUTMALPUR DEOBAND GANGOH KHERA AFGAN MUZAFFAR NAGAR NAGAL NANAUTA RAMPUR MANIHARAN SAHARANPUR SISAULI THANABHAWAN Sub Total : UPWC2 (ANKUR AGARWAL) AMI NAGAR SARAI BAGHPAT BARAUT DAURALA KAIRANA KANDHLA KHATAULI KITHORE MAWANA PARIKSHIT GARH (KILA) SHAMLI Sub Total : UPWC3 (DEEPAK SHARMA ) DASNA GHAZIABAD GHAZIABAD -RED PILKHUA Sub Total : UPWC4 (ANKIT MITTAL) BAXER BUDHANA
400 19000
400 16000
300 13000
1100 48000 1000 1000 1800 6700 1000 2100 13600
400 400 700 2500 400 800
300 300 600 2200 300 700
300 300 500 2000 300 600
5200
4400
4000
400 400 800 1000 400 500 600 500 1500 700 1500 8300
400 400 700 800 300 400 500.00 400 1200.0 0 600.00 1200 6900
300 300 600 600 300 300 500 400 1000 500 1000 5800
1100 1100 2100 2400 1000 1200 1600 1300 3700 1800 3700 21000
400 2300 600 500 3800
300 2100 500 400 3300
300 1800 400 300 2800
1000 6200 1500 1200 9900
400
400.00
300
1100
Page 131
GARHMUKTESHWA R KHAIKADA KHATAULI (GOEL) MEERAPUR MEERUT. (Aggar) MEERUT (D.K.) MEERUT CANTT MODINAGAR MURADNAGAR SARDHANA Sub Total : UPWC5 (VACANT) Sub Total : UPWC6 (VIKAS GUPTA ) AHMADGARH BULANDSHAR DADRI DIBAI GULAWATI ( LAXMI) HAPUR JAHANGIRPUR JHANJHAR KAKORE KHURJA ( MITTAL ) PAHASU SHIKARPUR Sub Total : UPWC7 (RAJEEV LOCHAN) ANOOPSHAHAR AURANGABAD ( PANKAJ ) BAHADURGARH BILASPUR BULANDSHAR -SW CHATARI JAHANGIRABAD JEWAR KAKORE KHANPUR KHURJA -SW SAYANA SIKANDRABAD Sub Total :
500 400 400 500 1500 1800 500 500 1000 7500
500 300 400 400.00 1200 1500 400 400 900 6400
400 300 300 300 1000 1200 300 300 800 5200
1400 1000 1100 1200 3700 4500 1200 1200 2700 19100
300 3000 1000 500 1000 800 500 400 3000 600 400 11500
300 2500 900 400 900 1200 400 300 2400 500 300 10100
300 2000 800 300 700 800 300 300 2100 400 300 8300
900 7500 2700 1200 2600 2800 1200 1000 7500 1500 1000 29900
400 700 400 400 1000 800 800 500 700 400 700 500 500 7800
300 600 300 300 800 700 700 400 500 300 600 400 400 6300
300 500 300 300 700 600 600 300 400 300 500 300 400 5500
1000 1800 1000 1000 2500 2100 2100 1200 1600 1000 1800 1200 1300 19600
Page 132
On the basis of report-
Daily
Date: 24/03/10
Report dated: 23/03/10 PRIMARY (Actual)
STATE U.P. Tgt. Avg.Tgt. till date Achievement %age Pending Orders
UTT
Prem. 29307 21744 5184 24% 5440 3040 2255 464 21% 800
Big 67172 49837 20340 41% 11126 8654 6421 2112 33% 960
250gm. 292716 217176 128281 59% 70571 41281 30628 26238 86% 14280
Econ. 244274 181236 91744 51% 46715 27281 20241 9891 49% 6888
Mala 55031 40829 26144 64% 16902 1444 1071 297 28% 347
Total 688500 510823 271693 53% 150754 81700 60616 39002 64% 23275
Tgt. Avg.Tgt. till date Achievement %age Pending Orders
Monthly
MOHANI TEA LEAVES (P) LTD ForeCasting (Planned) Report May-10 From :01/Apr/2010 To 30/Apr/2010 Product Name April Achv Fore Cast
Page 133
M.GOLD TEA 500g. M.GOLD TEA 250g. M.PREMIUM TEA 250g. M.PREMIUM TEA 500g. Focus Pro. MIX Total: M.FRESH TEA 500g. M.TEA 5 Kg. M.TEA 5Kg. STRONG M.TEA 1Kg. M.TEA 1Kg. (TUB PLASTIC) M.TEA 1Kg. CON. OFFER PL. BALTY (16 LTR) M.TEA 1Kg. (MAX) M.TEA 1Kg. (QPS COUPON) MO.TEA 1KG. (PB) MO.TEA 1Kg.CON.OFF PL.BALTY (16LTR) [PB] M.TEA 1Kg. (SPL) M.TEA 1Kg. CON.OFF.(PL. BALTY 16LT.) SPL M.TEA 1Kg. (TUB PLASTIC) SPL M.TEA 1Kg. STRONG M.TEA 1Kg. STRONG PL.BALTY(16LT.) M.TEA 1Kg. STRONG (QPS COUPON) M.TEA 500g. POUCH M.TEA 500g. CON. OFFER (PL. BALTY) M.TEA 500g. POUCH [MAX] M.TEA 500g. (PL. BALTY & MUG) MO.TEA 500g. POUCH [PB] M.TEA 500g. (STRONG) M.TEA 500g. (SPL) M.SHOWAN TEA 5 Kg. M.SHOWAN TEA 25 Kg. M.SHOWAN TEA 1Kg. M.SHOWAN TEA 1Kg.NEW [PL.BALTY] (16 LTR) M.RED TEA 1Kg. M.RED TEA 900g. M.RED TEA 900g. (ALL PRIZE) M.RED TEA 900g. (TUB PLASTIC) E.GREEN TEA 1Kg. E.GREEN TEA 1Kg. (STRONG) EVER GREEN TEA 1Kg. (INS) EVER GREEN TEA 900g.(+450g. FREE) [INS] EVER GREEN TEA 900g.(PL.BALTY 16
Target 2000 20000 2000 500 24500 4000 4000 2000 12000 1000 15000 7000 500 5000 500 800 1000 4000 500 500 20000 500 6500 1000 2000 500 300 2000 500 3000 5000 3000 1000 1000 300 2000 800
Sale 688 17536 3712 48 21984 2568 3030 240 10392 2472 12552 6096 288 5544 96 1080 936 480 3744 456 16632 8976 840 2184 600 312 60 1575 72 96 24 2311 1836 1706 240 168 264 2938 346
(%) 34.40 87.68 185.60 9.60 89.73 64.20 75.75 12.00 86.60 247.20 83.68 87.09 57.60 110.88 19.20 135.00 93.60 93.60 91.20 83.16 138.09 84.00 109.20 120.00 104.00 78.75 14.40 77.03 36.72 56.87 24.00 16.80 88.00 146.90 43.25
Target 2000 25000 4500 500 32000 3500 1000 12000 3000 15000 7000 500 6000
1200 1000 4500 800 20000 500 10000 1000 2000 800 500 2000 300 3500 2500 2000 1000 1000 500 2500 500
Page 134
LT.)INS E.GREEN TEA 500g. E.GREEN TEA 500g. (STRONG) EVER GREEN TEA 500g. (INS) EVER GREEN TEA 450g. (+250g. FREE) [INS] BEST PRICE ASM BLD (25 Kg.) BEST PRICE CTC TEA (25 Kg.) BEST PRICE ASM BLD (5 Kg.) BEST PRICE CTC TEA (5 Kg.) TEA - ECONOMY 1Kg. (BWM - PL) TEA - GREAT VALUE 1Kg. (BWM - PL) BEST PRICE ASM BLD (1 Kg.) BEST PRICE CTC TEA (1 Kg.) TEA - GREAT VALUE 500g. (BWM - PL) BIG MIX Total: M.TEA 250g. M.TEA 250g. CON. OFFER (PL. MUG)1.5 LTR. M.TEA 250g. (2Bag * 12Kg. ) M.TEA 250g. (MAX) MO.TEA 250g. [PB] MO.TEA 250g.CON.OFF(PL. MUG)1.5 LT. [PB] M.TEA 250g. (SPL) M.TEA 250g. [STRONG] M.TEA 250g. STRONG (PL.MUG)1.5 LTR M.TEA 200g. MO.TEA 200g. [PB] M.RED TEA 225g. M.RED TEA 200g. M.RED TEA 250g. M.FRESH TEA 250g. (ALL PRIZE) M.FRESH TEA 250g. (B.C. MUG) M.FRESH TEA 250g. E.GREEN TEA 250g. E.GREEN TEA 250g. (STRONG) EVER GREEN 250g. (+100g. FREE) [INS] EVER GREEN TEA 250g. (INS) M.ROYAL TEA 250g. (ALL PRIZE) TEA - GREAT VALUE 250g. (BWM - PL) TEA - ECONOMY 250g. (BWM - PL) VESTIGE ZETA TEA (250g.* 64 PCS) 250 GM. MIX Total: M.TEA RS.20/-(100g.) 24 BUN * 10 POU. M.TEA RS.20/-(90g.) 24 BUN * 10 POU. M.TEA RS.20/-(100g.) 24 BUN * 10 PO. STR M.TEA RS.10/-[44g.] (40 BUN* 10POU.)
200 1000 100 200 300 500 10000 1000 2500 800 300 124100 210000 5000 25000 50000 6000 1000 2500 200 50000 2000 20000 8000 12000 1000 2000 500 1000 1000 500 300 1000 11000 410000 30000 5000 1000 60000
96 216 216 1725 200 300 5616 1152 792 912 432 102811 210072 3792 37512 48936 8472 192 720 3720 53952 2568 20135 9048 384 8772 1512 360 72 912 605 72 300 288 936 9280 422612 27072 2268 384 64117
108.00 172.50 66.67 60.00 56.16 115.20 31.68 114.00 144.00 82.85 100.03 75.84 150.05 97.87 141.20 72.00 148.80 107.90 128.40 100.68 113.10 73.10 151.20 18.00 14.40 91.20 60.50 60.00 96.00 93.60 84.36 103.08 90.24 45.36 38.40 106.86
300 1500
107900 215000 4500 40000 50000 8000 1000 3000 55000 2500 22000 10000 500 9000 1500 500 300 1000 700 500
425000 30000 3000 500 70000
Page 135
M.TEA 50g.[10/-MRP] 40 BUN.*10 POU. M.TEA RS.10/-[40g.] (40 BUN* 10POU.) M.TEA 50g.[10/-MRP] 40 BUN.*10 POU. STR M.TEA RS.10/-[44g.] (40 BUN* 10POU.) STR M.TEA RS.10/-[40g.](40 BU* 10PO.) STR M.TEA 22g. (40 BUN. * 20 POUCH) M.TEA RS.5/- (20g.) (40 BUN. * 20 POUCH) M.TEA 22g. (40 BUN. * 20 POUCH) STR M.TEA RS.5/- (20g.) (40 BU.*20 PO) STR M.RED TEA RS.10/-[44g.] (15 BU*25 PO.) M.RED TEA RS.10/-[44g.] (40 BUN* 10POU.) M.RED TEA RS.10/-[40g.] (40 BUN* 10POU.) M.RED TEA RS.10/-[44g.](40 BU*10PO.) STR M.RED TEA 22g. (40 BUN * 20 POU) M.RED TEA 20g. (40 Bu.*20 Pou.) M.FRESH (BOLD) TEA 100g. M.FRESH (BOLD) TEA 50g. E.GREEN TEA 100g. eCONOMY MIX Total: M.TEA RS. 2/- [24 BUN. * 50 POUCH] MO.TEA RS. 1/- (24 BUN. * 100 POUCH) M.TEA RS.1/-(60BU.*30PU.+(2/-*2 P.) FREE M.TEA RS.1/- (24 BUN*100POU) SCHEME M.PAPER Rs.1/-[50B *30Pu+Free 5/-M.BLU] M.TEA PAPER RS.1/-[50 BUN. * 35POUCH] M.TEA P. 0.50/= (48 BUN * 100 POUCH) M.TEA P.0.50/= (48BUN*100POU)SCHEM M.RED TEA RS. 1/= (24 BU.* 100 PO.) M.RED TEA RS.1/=(44B.* 65P.)+5/- PU.FREE MALA MIX Total: Grand total :
3000 500 135000 1500 3000 10000 2000 40000 10000 6000 2000 309000 5000 70000 5000 2000 15000 1000 98000 965600
4820 3616 560 320 109472 14832 669 960 50 1232 5760 88 299 16624 4176 1992 259311 4167 41530 540 360 720 855 15610 100 980 784 65646 872364
160.67 81.09 44.60 41.07 57.60 14.95 41.56 41.76 33.20 83.92 83.34 59.33 7.20 36.00 104.07 98.00 66.99 90.34
5000 3000 500 500 112000 15000 800 1000 2000 6000 800 30000 6000 3000 2000 291100 5000 60000 1000 1200 17000 1000 500 85700 941700
All TSI, SO, ASM AND RSM WISE MONTHALY TGT v/s ACHIEVEMENT
Page 136
MOHANI TEA LEAVES (P) LTD MAY Name UPCA1 (ANURAG SHUKLA) UPCA2 (RAM LAKHAN KASYAP) UPCA3 (SANJAY KUMAR GUPTA ) UPCA4 (ASHISH PRAKASH SHUKLA ) UPCA6 (KAPIL KUMAR MISHRA) UPCA8 (DURGESH KUMAR MISHRA) UPCA (SATYA PRAKASH ) SO - TOTAL UPEA1 (ABHAY NATH SHUKLA ) UPEA2 (TAUKIR ALAM ) UPEA3 (GIRISH KUMAR PANDEY) UPEA4 (ABHISHEK PANDEY) UPEA (VARUN DUBEY ) SO - TOTAL UPCA5 (SANTOSH Kr. MISHRA) UPCA7 (VACANT ) UPEA5 (MANISH BHARADWAJ) UPEE (BHASKAR SHUKLA ) SO - TOTAL UPC (SANJEEV KUMAR GUPTA ) ASM - TOTAL UPCC1 (NEERAJ SHIVHARE) UPCC2 (JITENDRA TIWARI ) UPCC3 (HIRENDRA KUMAR) UPCC4 (CHANDRA PRAKASH GUPTA) UPCC5 (RAM MOHAN DWIVEDI) UPCC (VACANT ) SO - TOTAL UPWC1 (ANKIT MITTAL) UPWC3 (SANDEEP Kr. ARORA) UPWC4 (VACANT ) UPWC (VIKAS GUPTA ) SO - TOTAL UPE (MANOJ KUMAR YADAV ) ASM - TOTAL UPCB1 (PAWAN DUBEY) UPCB2 (MANOJ SINGH PARIHAR) UPCB3 (VACANT ) PRIMARY TGT ACH 12700 10185 36000 45501 13900 13902 16400 18221 14500 14851 14600 14019 108100 116679 14000 14546 18700 20839 9900 10504 34300 22572 76900 68460 20600 14024 29200 29285 49800 43309 234800 228448 23900 19800 12600 15800 9100 81200 11600 8500 7100 27200 108400 12900 16750 19600 24112 20098 13511 16228 9215 83165 11611 5768 7331 24710 107875 10398 13353 15854 % 80 126 100 111 102 96 108 104 111 106 66 89 68 100 87 97 101 102 107 103 101 102 100 68 103 91 100 81 80 81 RETAILING TGT ACH 3625 4720 10100 16516 5660 7329 6000 10135 5400 2832 5840 6902 11102 14895 47727 63329 5700 5852 6200 7774 4200 5900 8000 8495 5300 6544 29400 34565 2028 7200 5627 7088 7817 14288 15472 8550 8329 99965 121695 8500 8000 6000 7000 4000 33500 4700 4400 4000 3204 16304 1317 51121 5600 6700 4500 10087 8048 6582 7029 3994 35740 4925 5139 5003 15067 2568 53375 4835 6007 % 130 164 129 169 52 118 134 133 103 125 140 106 123 118
78 110 108 97 122 119 101 110 100 100 107 105 117 156 92 195 104 86 90 -
Page 137
UPCB4 (DEEPAK SAXENA ) UPCB (ROHIT JAIN) SO - TOTAL UPWA1 (PAWAN AGARWAL) UPWA2 (JITENDRA ARORA) UPWA3 (SAILESH SAHU ) UPWB3 (ROHIT GHOSH) UPWB5 (SHASHI Kr.SHARMA) UPWB6 (HARISH Kr. ISRANI) UPWA (BRAJ MOHAN MISHRA ) SO - TOTAL UPWA4 (PANKAJ VASHNEY ) UPWB1 (T.D. KEWALANI ) UPWB2 (DIGAMBAR SINGH) UPWB4 (ROHIT Kr.GUPTA) UPWB (ANUPAM SAXENA ) SO - TOTAL UPK (VACANT ) ASM - TOTAL UPEB2 (AJAY KUMAR GUPTA) UPEB4 (SADANAND SHARMA) UPEB5 (SANJEEV UPADHYAY) UPEB (RAJESWAR CHAUBEY) SO - TOTAL UPEB1 (RAHUL SINGH) UPEB3 (NAVNIT MISHRA) UPEC (NEERAJ VERMA) SO - TOTAL UPW (VACANT ) ASM - TOTAL UPWA5 (AMIT KUMAR SHARMA) UPWA6 (RAVI VERMA) UPWA7 (SAURABH PRAKASH) UPWC2 (ANUJ Kr. AGGARWAL) UPWD (MOHIT KR. BHATNAGAR) SO - TOTAL UTTA5 (NARESH SEMWAL) UTTA6 (VACANT ) UTTA (BRIJESH KUMAR) SO - TOTAL UTTA1 (NAVEEN CHANDRA CHAUBEY) UTTA3 (GOPAL SINGH BIST)
15800 65050 13700 17800 10400 11700 9100 62700 27100 31400 15400 18700 92600 220350 8200 11600 19800 13400 10700 24100 43900 8300 16300 14700 11900 51200 22400 12600 35000 12700 53300
13686 53291 14863 17959 10409 12059 7868 63158 18252 28313 16242 19336 82144 198593 10617 9201 19818 9869 6845 16715 36533 8241 18144 12824 12037 51246 23585 11435 35020 11522 54479
87 82 108 101 100 103 86
101 67 90 105 103 89 90
6300 7678 30778 7000 8000 5000 5000 3500 4300 32800 10000 11000 8000 9000 38000 101578 3800 4110 3870 11780 4600 4150 0 8750 20530 3320 6520 5880 5450 4896 26066 4550 6000 10550 4370 8150
6864 2313 20019 7631 3260 6628 5625 3843 2536 12657 42180 13752 11067 4220 10611 11492 51142 113341 2908 3891 2051 3881 12731 2995 4570 0 7565 20296 3507 7366 583 4381 9434 25271 1993 9083 11076 4373 922
109 30 65 109 41 133 113 110 294 129 138 101 133 128 135 112
129 79 100 74 64 69 83 99 111 87 101 100 105 91 100 91 102
102 50 100 108 65 110 86 99 106 113 10 80 193 97 44 151 105 100 11
Page 138
UTTB (B.B. WARIYAL) SO - TOTAL UTT (D.K.MITTAL ) ASM - TOTAL BD1(RAJNISH AWASTHI) BD2 (VISHNU SHNAKAR SHRIVASTAVA) BD3(PRAKAS BAJPAI) UPWC5 (PRAVEEN KUMAR PANDEY) RSC (VIKASH JAIN) GRAND TOTAL UP TOTAL UTT TOTAL GWLA1 (ABHISHEK JAIN) GWLA2 (PANKAJ GUPTA) GWLA3 (VACANT ) GWLA4 (SHATRUGHAN SHARMA ) GWLA (ASHOK Kr.TIKKU) SO - TOTAL INDA1 (ANIL MINROT) INDA2 (VACANT ) INDA ( GOPAL JESWANI) SO - TOTAL INDA3 (SHIV PAD DHALI) INDA4 (PURSHOTTAM LAL AHIRWAR) INDA5 (VACANT ) INDB (BHAGAT SINGH RAGHUWANSHI) SO - TOTAL GWLA5 (PRADEEP SHUKLA) GWLA6 (VISHWANATH YADAV) GWLA7 (KAMMOD SINGH) MPJB1 (VACANT ) MPJB2 (SHANKAR SHUKLA) MPJB (GUNJAN SHARMA) SO - TOTAL MPSA1 (VACANT ) MPSA2 (RATNESH Kr. AGRAWAL) MPSA3 (VACANT ) MPSA (DEEPAK AGARWAL) SO - TOTAL
66000 152200 759650 658650 101000 3150 3520 1000 7790 15460 10200 12050 22250 8872 5448 3712 18032 7100 8000 4800 5000 24900 11820 13680 25500
66001 152266 723715 622694 101021 1429 1342 208 4510 7489 8141 7198 15339 4314 4377 1550 10241 3676 2961 2451 1752 10840 9291 5520 14811
100 100 95 95 100 45 38 21 58 48 80 60 69 49 80 42
9302 21822 510 58948 3210 5470 5400 346222 313850 32372 1771 1993 2576 2431 8771 6141 796 6937 4226 1990 1705
13055 18350 1830 56527 6009 4547 2600 2604 380994 351568 29426 680 2405 1341 1904 6330 2664 2982 5646 2485 1687 1914 6086 1589 615 2090 1262 1699 7255 3593 5126 8719
140 84 359 96 187 83 48 110 112 91 38 121 52 78 72 43 375 81 59 85 112 77 70 23 51 47 57 49 52 162 86
57 52 37 51 35 44 79 40 58
7921 2269 2637 4088 2689 2991 14674 6937 3156 10093
Page 139
MPB (RITESH PANDEY) ASM - TOTAL M.P. J&KA1 (VACANT ) J&KA2 (KISHAN SINGH ) J&KA (VACANT ) SO - TOTAL JAMMU & SRINAGAR PNBA1 (BHUPINDER SINGH) PNBA2 (RAJESH SHARMA) PNBA3 (AMIT GUPTA) PNBA4 (ISHAN KANSAL) PNBA5 (GANESH LAL) PNBA6 (SANJAY GOYAL) PNBA ( PANKAJ PURI ) SO - TOTAL PNB (RAJEEV SHARMA) ASM - TOTAL PUNJAB DLHA2 (ARUN NARAYAN SETH) DLHA3 (KULDEEP SHARMA) DLHA4 (LALIT MOHAN KOTHARI) DLHA5 (ANAND DIXIT) DLHA6 (TEJENDER KUMAR) DLHA7 (SHAILENDRA KARAN) DLHA8 (VACANT ) DLHA (BANSI CHATURVEDI) SO - TOTAL DLHA1 (VACANT ) UPWC6 (DEEPAK SHARMA ) MTDL (CHANDRA MOHAN SHARMA) SO - TOTAL MODERN TRADE DLH (MANOJ SRIVASTAVA) ASM - TOTAL DELHI & NCR TOTAL
106142 106142 15000 15000 15000 5500 9500 7500 7000 7000 6500 43000 43000 43000 800 600 600 800 1200 1000 700 5700 2000 4800 6800 9600 22100 22100
58720 58720 15090 15090 15090 4501 9798 8194 7242 6667 5799 42201 42201 42201 814 708 489 240 3315 5567 1107 1107 4636 11310 11310
55 55
2560 50956 50956 9000 0 9000 9000 3300 2700 4500 4200 4200 3900 3000 25800 25800 25800 800 600 800 870 900 690 350 5010 2485 0 2485 2555 10050 10050
1643 35679 35679 1907 0 1907 1907 196 4464 4295 4334 4540 4307 3842 25978 2961 28939 28939 850 244 263 307 893 839 748 4144 1154 320 1474 654 6272 6272
64 70 70
101 101 101 82 103 109 103 95 89 98 98 98 136 89 41 24 474 98 23 16 48 51 51
21 21 21 6 165 95 103 108 110 128 101 112 112 106 44 38 103 93 214 83 46 59 26 62 62
Page 140
RSN (V.K SRIVASTAVA ) GRAND TOTAL GRAND TOTAL
186242 945892
127322 851036
68 90
95806 442028
72797 453791
76 103
Annually
Page 141
Companys target and achievement-
Companys monthly target v/s analysis in the 2009-2010
STATE / DIVISI ONS UP
APRI L Target Achv. 650 686.01 1 100.52 88 41.908 % 105.54 015 105.81 979 72.255 172 41.131 818 153.89 086 103.64 635 -
MAY
JUNE
Target 641
Achv. 682.73 76 100.16 92 35.978 4 10.967
% 106.51 133 105.44 126 55.351 385 47.204 408 145.36 21 101.92 751 -
Target 552
Achv. 541.97 8 83.141
% 98.1844 203 100.169 88 93.4953 846 68.3963 134 73.0275
UTT
95
95
83
MP
58
65
65
60.772
J&K
22
9.049
23.233
21.7
14.842
PNB
35
53.861 8 891.35 86 0
23.64
34.363 6 864.21 58 0
40
29.211
Sub Total DLH & NCR MT APO & CSD INS.
860
847.87 3 0
761.7
729.94 4 0
95.8309 046 -
1.279 0
1.279 0
100 -
1.634 0
1.634 0
100 -
1.51 0
1.51 0
100 -
3.176
3.176 895.81 36
100 103.62 756
2.456 851.96 3
2.456 868.30 58
100 101.91 825
0.376 763.58 6
0.376 731.83
100 95.8412 019
GRAND 864.4 TOTAL 55
Page 142
July
August
Septem ber Achv. 508.82 % 72.491 8 72.583 5 33.372 8 63.946 7 113.22 1 70.353 Target 775.8 Achv. 518.00 4 44.494 % 66.7703
Target Achv. 616.1 467.58 1 63.854
% 75.893 686 71.027 809 45.966 265 67.405 263 60.378
Target 701.9
UTT
89.9
101.8
73.89
108.4
41.0461 3 52.6928 8 26.2755 6 68.7800 1 62.2496
MP
83
38.152
91.2
30.436
67.4
35.515
J&K
19
12.807
22.5
14.388
22.5
5.912
PNB
50
30.189
41.72
47.236
37.492
25.787
858
612.58 3 0
71.396 62 -
959.12
674.77
1011.5 92 0
629.71 2 0
7.476 0
7.476 0
100 -
11.222 0
11.222 0
100 -
3.556 0
3.556 0
100 -
8.544
8.544 628.60 3
100 71.920 894
4.016 974.35 8
4.016 690.00 8
100 70.816 7
3.08 1018.2 28
3.08 636.34 8
100 62.4956 3
GRAND 874.0 TOTAL 2
Page 143
Octob er Target Achv. 669.8 572.78 3 82.09 % 85.515 527 91.211 111 56.350 148 40.711 111 87.771 9 82.890 43 -
Novem ber Target 784.7 Achv. 726.66 08 93.468 6 52.934 4 7.748 % 92.603 645 92.818 868 71.052 886 34.435 556 88.953 2 89.624 99 -
Decem ber Target 910.6 Achv. 773.04 7 91.768 4 70.431 7 14.896 % 84.8942 456 80.7820 423 86.9527 16 106.4
UTT
90
100.7
113.6
MP
67.4
37.98
74.5
81
J&K
22.5
9.16
22.5
14
PNB
47.26
41.481
50
44.476 6 925.28 84 0
51
36.676 2 986.81 93 6.784
71.9141 176 84.3291 147 67.84
896.9 6 0
743.49 4 0
1032.4
1170.2
10
2.76 0
2.76 0
100 -
3.464 77.066
3.464 77.066
100 100
8 100.15 9 5 1293.3 59
3.162 100.15 9 2.827 1099.7 513
39.525 100
6.266
6.266 752.52
100 83.060 886
0.534 1113.4 64
0.534 1006.3 524
100 90.380 327
56.54 85.0306 295
GRAND 905.9 TOTAL 86
STATE
Januar
Februa
March
Page 144
/ DIVISI ONS UP
y Target Achv. 832.3 720.24 36 98.007 8 47.363 9 5.664 % 86.536 537 93.877 203 50.928 925 37.76
ry Target 787.6 Achv. 736.81 89 92.614 % 93.552 425 100.12 324 33.269 269 30.316 667 80.608 Target 688.5 Achv. 652.74 2 81.771 % 94.8063 907 100.086 903 68.0739 869 114.826 667 60.9548
UTT
104.4
92.5
81.7
MP
93
160.1
53.264 1 5.457
76.5
52.076 6 17.224
J&K
15
18
15
PNB
55
42.006
76.374 545 83.048 586 49.440 86 245.06 25 100
50
40.304
50
30.477 4 834.29 1 9.105
Sub Total DLH & NCR MT
1099. 7 18.6
913.28 53 9.196
1108.2
928.45 8 15.473
83.780 726 84.551 913 17.029 412 100
911.7
91.5093 781 44.8522 167 40.6290 323 100
18.3
20.3
19.605
6.8
1.158
6.2
2.519
APO & CSD INS.
69.33 9 4.5
69.339
107.85 8 3.7
107.85 8 5.841
131.6
131.6
3.771
83.8
157.86 486 85.052 914
6.248
104.133 333 91.4447 853
GRAND 1200. TOTAL 139
1015.1 963
84.589 893
1244.8 58
1058.7 88
1075.8
983.76 3
Page 145
STATE / DIVISIONS UP UTT MP J&K PNB Sub Total DLH & NCR MT APO & CSD INS. GRAND TOTAL
TOTAL Target 8610.3 1156 982.1 237.933 531.112 11517.45 67.2 61.901 486.022 47.648 12180.22 Achv. 7587.4269 1005.7968 556.8121 128.114 456.0696 9734.2194 40.558 59.345 486.022 47.135 10367.2794 % 88.120355 87.006644 56.69607 53.84457 85.870701 84.517177 60.354167 95.870826 100 98.923355 85.115727
Companys annually target v/s achievement-2009-2010
Page 146
DISTRICT WISE TARGET vs ACHEIVEMENT 2008-2009 Sr. N. Districs Populati on ( In Lacs) Tea User ( In Lacs) Tea Consumpt ion Per Annum (Ton) 3295 2729 4509 1848 Consumpt ion in A Quarter (Ton) Ap r 2008 - 2009 SAL E Mark et Share % 1.4 3.7 0.4 0.2
23 20 33 70
AGRA ALIGARH ALLAHABAD AMBEDKAR NAGAR AURAIYA AZAMGARH BAGHPAT BAHRAICH BALIA BALRAMPUR BANDA BARABANKI
36 30 49 20
18 15 25 10
824 682 1127 462
45 100 18 3
4 43 16 57 50 59 24 54
12 40 12 24 28 17 15 27
6 20 6 12 14 8 8 13
1076 3605 1063 2176 2512 1537 1369 2439
269 901 266 544 628 384 342 610
20 26 7 55 2 26 69 53
1.8 0.7 0.7 2.5 0.1 1.7 5.1 2.2
Page 147
39 63 34 41 12
BAREILLY BASTI BIJNAUR BUDAUN BULANDSHAHA R CHANDAULI CHITRAKOOT DEORIA ETAH ETAWAH FAIZABAD FARRUKHABAD FATEHPUR FIROZABAD GAUTAMBUDNA GAR GHAZIABAD GHAZIPUR GONDA GORAKHPUR HAMIRPUR HARDOI HATHRAS JALAUN
36 21 31 31 29
18 10 16 15 15
3284 1888 2857 2801 2668
821 472 714 700 667
44 66 79 24 73
1.3 3.5 2.8 0.9 2.7
42 27 67 8 6 61 1 29 22 17
16 8 27 28 13 21 16 23 20 12
8 4 14 14 7 10 8 12 10 6
1496 731 2491 2544 1223 1905 1439 2104 1867 1087
374 183 623 636 306 476 360 526 467 272
16 39 22 145 12 107 32 75 42 12
1.1 5.3 0.9 5.7 1.0 5.6 2.3 3.6 2.3 1.1
14 46 53 66 9 10 21 26
30 33 28 38 10 34 13 15
15 16 14 19 5 17 7 7
2783 3002 2524 3454 951 3100 1217 1328
696 750 631 863 238 775 304 332
50 22 94 28 16 41 50 55
1.8 0.7 3.7 0.8 1.7 1.3 4.1 4.1
Page 148
47 31 37
JAUNPUR JHANSI JYOTIBAPHULE NAGAR KANNAUJ KANPUR KANPUR DEHAT KAUSAMBI KUSHINAGAR LAKHIMPUR LALITPUR LUCKNOW MAHARAJGANJ MAHOBA MAINPURI MATHURA MAU MEERUT MIRZAPUR MURADABAD MUZAFFAR NAGAR PILIBHIT PRATAPGARH RAIBAREILLY
39 17 15
20 9 7
3569 1594 1368
892 398 342
24 43 12
0.7 2.7 0.9
7 3 5 30 68 56 28 58 64 25 2 19 51 15 48 35 18
14 16 41 13 32 29 10 37 22 7 16 21 18 30 21 37 35
7 8 21 6 16 14 5 18 11 4 8 10 9 15 11 19 18
1264 1445 3775 1182 2920 2639 892 3359 1977 647 1453 1888 1687 2739 1930 3422 3232
316 361 944 295 730 660 223 840 494 162 363 472 422 685 482 855 808
12 31 51 25 22 96 42 44 49 28 43 157 9 29 12 66 30
0.9 2.1 1.3 2.2 0.7 3.6 4.7 1.3 2.5 4.4 2.9 8.3 0.5 1.0 0.6 1.9 0.9
38 32 52
16 27 29
8 14 14
1500 2489 2621
375 622 655
69 11 90
4.6 0.4 3.5
Page 149
36 13 65
RAMPUR SAHARANPUR SANT KABIR NAGAR SANT RAVIDAS NAGAR SHAHJAHANPUR SHRAWASTI SIDDHARTH NAGAR SITAPUR SONBHADRA SULTANPUR UNNAO VARANASI U.P.TOTAL
19 28 14
10 14 7
1754 2599 1300
439 650 325
60 42 24
3.4 1.6 1.8
45
14
1234
308
14
1.1
40 60 69
25 32 12
13 16 6
2326 2912 1073
582 728 268
18 19 7
0.8 0.6 0.7
55 44 62 11 49
20 36 15 27 31 1661
10 18 7 14 16 830
1860 3300 1335 2464 2872 151523
465 825 334 616 718 37881
100 28 56 60 26 3018
5.4 0.8 4.2 2.4 0.9 2.0
UTTRANCHAL 1 2 3 4 5 6 7 8 ALMORA BAGESHWAR CHAMOLI CHAMPAWAT DEHARADUN HARIDWAR NAINITAL PAURI GARHWAL 6 2 4 2 13 7 14 8 3 1 2 1 6 3 7 4 575 228 337 205 1167 636 1318 696 144 57 84 51 292 159 329 174 21 4 8 14 59 53 11 3 3.7 1.5 2.2 6.6 5.0 8.3 0.9 0.4
Page 150
9 10 11
PITHAURAGARH RUDRAPRAYAG TIHARI GARHWAL UDHAMSINGH NAGAR UTTARKASHI UTTRANCHAL TOTAL
5 2 6
2 1 3
422 208 552
105 52 138
5 2 28
1.2 0.8 5.1
12
12
1127
282
238
21.1
13
3 85
1 42
268 7738
67 1934
0 444
0.0 5.7
MADDHYAPRADESH 20 35 24 5 28 7 29 2 8 23 14 31 6 10 17 BADWANI BALAGHAT BETUL BHIND BHOPAL CHHATARPUR CHHINDWARA DAMOH DATIA DEWAS DHAR DINDORI GUNA GWALIOR HARDA 11 14 14 14 18 15 18 11 6 13 17 6 17 16 5 5 7 7 7 9 7 9 5 3 7 9 3 8 8 2 986 1319 1272 1302 1676 1346 1687 987 573 1192 1588 529 1520 1487 433 247 330 318 326 419 336 422 247 143 298 397 132 380 372 108 0 0 2 6 1 9 0 0 1 0 8 0 5 3 1 0.0 0.0 0.1 0.4 0.1 0.7 0.0 0.0 0.2 0.0 0.5 0.0 0.3 0.2 0.2
Page 151
15 22 30 16 36 34 43 9 33 44 18 26 39 19 21 45 42 1 37 12 32 41 25 11
HOSANGABAD INDORE JABALPUR JHABUA KATNI MANDLA MANDSAUR MORENA NARSINGHPUR NEEMUCH NIMAR (EAST) NIMAR (WEST) PANNA RAISEN RAJGARH RATLAM REEWA SAGAR SATNA SEHORE SEONI SHAHDOL SHAJAPUR SHEOPUR
11 26 22 14 11 9 12 16 10 7 17 15 9 11 13 12 20 20 19 1 12 16 13 6
5 13 11 7 5 4 6 8 5 4 9 8 4 6 6 6 10 10 9 1 6 8 6 3
990 2359 1978 1274 971 816 1080 1448 874 662 1559 1396 779 1022 1144 1108 1800 1845 1705 98 1064 1435 1177 511
248 590 494 319 243 204 270 362 218 165 390 349 195 256 286 277 450 461 426 25 266 359 294 128
3 7 0 1 7 0 3 3 0 0 0 0 8 1 2 0 8 0 22 1 0 5 0 0
0.3 0.3 0.0 0.1 0.7 0.0 0.3 0.2 0.0 0.0 0.0 0.0 1.0 0.1 0.2 0.0 0.4 0.0 1.3 0.6 0.0 0.4 0.0 0.1
Page 152
3 40 4 27 38 13
SHIVPURI SIDHI TIKAMGARH UJJAIN UMARIYA VIDISHA M.P. TOTAL
14 18 12 17 5 12
7 9 6 9 3 6
1315 1670 1098 1560 471 1108
329 418 274 390 118 277
4 9 6 0 3 3 133
0.3 0.6 0.6 0.0 0.6 0.3 #DIV/ 0!
Companys district wise target v/s analysis in 2009-10
Sr. N.
Districs
Popula tion ( In Lacs)
Tea Use r ( In Lac s) 18 15 25 10
Tea Consum ption Per Annum (Ton) 3295 2729 4509 1848
Consum ption in A Quarter (Ton)
2009-2010 TARG SA ET LE % Mark et Share % 4 10 1 1
1 2 3 4
AGRA ALIGARH ALLAHABAD AMBEDKAR NAGAR AURAIYA
36 30 49 20
824 682 1127 462
140 289 64 20
118 283 47 19
84 98 74 93
12
1076
269
70
70
100
Page 153
6 7 8 9 10 11 12 13 14 15 16 17
AZAMGARH BAGHPAT BAHRAICH BALIA BALRAMPUR BANDA BARABANKI BAREILLY BASTI BIJNAUR BUDAUN
40 12 24 28 17 15 27 36 21 31 31
20 6 12 14 8 8 13 18 10 16 15 15
3605 1063 2176 2512 1537 1369 2439 3284 1888 2857 2801 2668
901 266 544 628 384 342 610 821 472 714 700 667
103 28 130 33 56 165 171 146 158 170 132 183
85 14 89 17 43 163 147 117 151 126 96 150
83 52 68 51 77 99 86 80 96 74 73 82
2 1 4 1 3 12 6 4 8 4 3 6
BULANDSHAH 29 AR CHANDAULI CHITRAKOOT DEORIA ETAH ETAWAH FAIZABAD 16 8 27 28 13 21
18 19 20 21 22 23 24
8 4 14 14 7 10 8
1496 731 2491 2544 1223 1905 1439
374 183 623 636 306 476 360
48 86 65 407 51 374 118
38 88 57 344 39 365 91
79 102 88 85 77 98 77
3 12 2 14 3 19 6
FARRUKHABA 16 D FATEHPUR FIROZABAD GAUTAMBUD NAGAR 23 20 12
25 26 27
12 10 6
2104 1867 1087
526 467 272
203 118 22
186 118 20
92 100 88
9 6 2
Page 154
28 29 30 31 32 33 34 35 36 37 38
GAZIPUR GHAZIABAD GONDA GORAKHPUR HAMIRPUR HARDOI HATHRAS JALAUN JAUNPUR JHANSI JYOTIBAPHUL E NAGAR KANNAUJ KANPUR KANPUR DEHAT KAUSAMBI KUSHINAGAR LAKHIMPUR LALITPUR LUCKNOW MAHARAJGA NJ MAHOBA MAINPURI
33 30 28 38 10 34 13 15 39 17 15
16 15 14 19 5 17 7 7 20 9 7
3002 2783 2524 3454 951 3100 1217 1328 3569 1594 1368
750 696 631 863 238 775 304 332 892 398 342
76 128 219 104 71 263 126 155 99 108 32
64 74 177 90 65 230 107 146 67 86 23
85 57 81 87 92 88 84 94 68 80 72
2 3 7 3 7 7 9 11 2 5 2
39 40 41
14 41 16
7 21 8
1264 3775 1445
316 944 361
50 145 127
42 107 112
84 74 88
3 3 8
42 43 44 45 46 47
13 32 29 10 37 22
6 16 14 5 18 11
1182 2920 2639 892 3359 1977
295 730 660 223 840 494
69 72 242 88 136 117
63 53 234 75 96 103
92 75 97 85 71 87
5 2 9 8 3 5
48 49
7 16
4 8
647 1453
162 363
77 112
85 103
111 92
13 7
Page 155
50 51 52 53 54 55
MATHURA MAU MEERUT MIRZAPUR MURADABAD MUZAFFAR NAGAR PILIBHIT PRATAPGARH RAIBAREILLY RAMPUR SAHARANPUR SANT KABIR NAGAR SANT RAVIDAS NAGAR SHAHJAHANP UR SHRAWASTI SIDDHARTH NAGAR SITAPUR SONBHADRA SULTANPUR UNNAO
21 18 30 21 37 35
10 9 15 11 19 18
1888 1687 2739 1930 3422 3232
472 422 685 482 855 808
425 13 82 47 185 81
383 12 64 30 168 50
90 91 78 65 91 61
20 1 2 2 5 2
56 57 58 59 60 61
16 27 29 19 28 14
8 14 14 10 14 7
1500 2489 2621 1754 2599 1300
375 622 655 439 650 325
193 52 282 117 99 61
160 38 296 103 57 57
83 73 105 88 58 94
11 2 11 6 2 4
62
14
1234
308
38
25
66
63
25
13
2326
582
114
89
78
64 65
32 12
16 6
2912 1073
728 268
46 15
36 12
78 75
1 1
66 67 68 69
20 36 15 27
10 18 7 14
1860 3300 1335 2464
465 825 334 616
296 88 148 186
302 69 146 160
102 79 99 86
16 2 11 6
Page 156
70
VARANASI U.P.TOTAL
31 1661
16 830
2872 151523
718 37881
69 8800
38 757 9
55 86
1 5
utt 1 2 3 HARIDWAR DEHARADUN TIHARI GARHWAL 7 13 6 3 6 3 636 1167 552 159 292 138 131 137 55 116 103 48 89 75 88 18 9 9
RUDRAPRAYA 2 G CHAMOLI PAURI GARHWAL UDHAMSINGH NAGAR CHAMPAWAT BAGESHWAR ALMORA NAINITAL PITHAURAGA RH UTTARKASHI 4 8
208
52
18
15
83
5 6
2 4
337 696
84 174
40 23
28 18
69 76
8 3
12
1127
282
546
497
91
44
8 9 10 11 12
2 2 6 14 5
1 1 3 7 2
205 228 575 1318 422
51 57 144 329 105
33 14 84 79 16
29 11 66 64 11
89 76 79 82 68
14 5 11 5 3
13
268
67
#DIV 0 /0! 86 13
UTT. TOTAL
85
42
7738
1934
1175
100 6
mp 1 BADWANI 11 5 986 247 19 6 33 1
Page 157
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
BALAGHAT BETUL BHIND BHOPAL CHHATARPUR
14 14 14 18 15
7 7 7 9 7 9 5 3 7 9 3 8 8 2 5
1319 1272 1302 1676 1346 1687 987 573 1192 1588 529 1520 1487 433 990
330 318 326 419 336 422 247 143 298 397 132 380 372 108 248
4 16 54 5 51 16 7 15 17 45 4 26 17 18 43
2 6 26 1 18 13 4 9 4 33 2 15 10 9 21
44 38 48 10 35 81 60 60 23 73 52 59 58 47 49
0 0 2 0 1 1 0 2 0 2 0 1 1 2 2
CHHINDWARA 18 DAMOH DATIA DEWAS DHAR DINDORI GUNA GWALIOR HARDA HOSANGABA D INDORE JABALPUR JHABUA KATNI MANDLA MANDSAUR MORENA NARSINGHPU R 11 6 13 17 6 17 16 5 11
17 18 19 20 21 22 23 24
26 22 14 11 9 12 16 10
13 11 7 5 4 6 8 5
2359 1978 1274 971 816 1080 1448 874
590 494 319 243 204 270 362 218
23 36 32 31 5 2 27 5
14 15 20 17 3 1 10 1
61 42 61 54 54 59 36 24
1 1 2 2 0 0 1 0
Page 158
25 26 27
NEEMUCH NIMAR (EAST) NIMAR (WEST) PANNA RAISEN RAJGARH RATLAM REEWA SAGAR SATNA SEHORE SEONI SHAHDOL SHAJAPUR SHEOPUR SHIVPURI SIDHI TIKAMGARH UJJAIN UMARIYA VIDISHA M.P. TOTAL
7 17 15
4 9 8
662 1559 1396
165 390 349
2 28 8
1 25 2
57 90 32
0 2 0
28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45
9 11 13 12 20 20 19 1 12 16 13 6 14 18 12 17 5 12 594 31
4 6 6 6 10 10 9 1 6 8 6 3 7 9 6 9 3 6 297 15
779 1022 1144 1108 1800 1845 1705 98 1064 1435 1177 511 1315 1670 1098 1560 471 1108 54215 2805
195 256 286 277 450 461 426 25 266 359 294 128 329 418 274 390 118 277 13554 701
31 19 16 2 30 33 78 20 9 30 15 5 34 42 25 8 14 30 998 75
20 11 8 1 15 19 50 8 6 19 6 2 19 24 18 5 7 22 549 71
63 59 50 51 50 57 65 42 64 64 38 31 57 58 73 59 51 73 55 94
3 1 1 0 1 1 3 8 1 1 0 0 1 1 2 0 2 2 1 3
AMRITSAR
Page 159
2 3 4 5
BARNALA BHATINDA FARIDKOT FATEHGARH SAHIB FIROZPUR GURDASPUR HOSHIARPUR JALANDHAR KAPURTHALA LUDHIYANA MANSA MOGA MOHALI MUKTSAR NAWAN SHAHAR PATIYALA RUPNAGAR SANGRUR TARAN TARAN PUNJAB TOTAL
1 12 6 5
0 6 3 3
88 1078 504 493
22 269 126 123
10 31 12 7
11 27 13 4
106 85 109 51
12 2 3 1
6 7 8 9 10 11 12 13 14 15 16
17 21 15 20 8 30 7 9 1 8 6
9 10 7 10 4 15 3 4 1 4 3
1592 1913 1349 1783 686 2765 628 809 113 709 535
398 478 337 446 172 691 157 202 28 177 134
64 53 28 37 18 44 10 31 6 17 3
62 56 17 29 16 39 10 30 2 16 2
97 105 62 78 88 89 97 98 40 94 70
4 3 1 2 2 1 2 4 2 2 0
17 18 19 20
18 11 20 1
9 6 10 1
1678 1013 1824 119
420 253 456 30
6 25 28 6
9 20 19 6
133 79 68 96
1 2 1 5
246
123
22484
5621
510
456
89
Page 160
S.S. TARGET FOR 1st Quarter 2009-10 Sl. S.S. / Depot N Name o. S.S. Targ et (Qtr. ) 6500 0 1200 00 2500 0 3000 0 2200 0 4200 0 9500 0 9500 0 4500 0 1200 00 1050 00 2100 00 1150 00 7000 0 1000 Incentive On 100% Incentive On 90%
1.
AGRA S.S.
AC 1.5 Ton (Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) LCD 32" SAMSUNG AC 1.5 Ton Samsung Fridge 210 Ltr (LG/Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) AC 1.5 Ton Samsung AC 1.5 Ton (Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) LCD 32" SAMSUNG LCD 32" SAMSUNG No Circullar, Due to puranpur is included in this target. LCD 32" SAMSUNG
2. 3. 4.
ALIGARH S.S. AZAMGARH S.S. GAZIPUR S.S.
Fridge 210 Ltr (LG/Samsung) + DVD (2.1 Ch. Philips) AC 1.5 Ton Samsung Washing Machine 6 Kgs.(L.G.) Fridge 210 Ltr (LG/Samsung) Washing Machine 6 Kgs.(L.G.) Fridge 210 Ltr (LG/Samsung) AC 1.5 Ton Samsung AC 1.5 Ton Samsung
5. 6. 7. 8. 9. 10 . 1. 2. 3.
LALITPUR S.S. GONDA S.S. BARELLIE S.S. KASGANJ S.S. PILIBHIT S.S. THAKURDWA RA S.S. VARANASI DEPOT HALDWANI DEPOT RISHIKESH DEPOT GWALIOR S.S. INDORE S.S.
AC 1.5 Ton Samsung
LCD 32" SAMSUNG LCD 32" SAMSUNG LCD 32" SAMSUNG
AC 1.5 Ton Samsung AC 1.5 Ton Samsung AC 1.5 Ton Samsung
1. 2.
BankokPataya Tour Package LCD 32" SAMSUNG
Fridge 210 Ltr (LG/Samsung) AC 1.5 Ton Samsung
Page 161
00 1. JHANSI S.S. 3200 0 Fridge 210 Ltr (LG/Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) AC 1.5 Ton (Samsung) + TV 51Cm. (L.G.) AC 1.5 Ton (Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) AC 1.5 Ton Samsung Fridge 210 Ltr (LG/Samsung) + TV 51Cm. (L.G.) + DVD (2.1 Ch. Philips) AC 1.5 Ton Samsung Fridge 210 Ltr (LG/Samsung) Fridge 210 Ltr (LG/Samsung) Fridge 210 Ltr (LG/Samsung) Washing Machine 6 Kgs.(L.G.) Fridge 210 Ltr (LG/Samsung) Washing Machine 6 Kgs.(L.G.)
2. 3. 4. 5.
PILKHUA S.S.
4000 0 BULANDSAHA 5500 R S.S. 0 GAZIABAD S.S. 2500 0 SAHARANPUR 3000 S.S. 0 MUZAFFARNA GAR S.S. 2500 0
6.
Product Name and Pirce
SL.No. 1 2 3 4 5 6 7 8
Product Name BhoganThali Stainless steel MohaniShoping bag Steel Parat Fry pan (Aniquity) Flask 600 Ml. (Opil) Toster Non Stick Insulated Jug 1500Lt. (Cello -Rider ) Insolated Water Bottal 2Lt. (Cello)
Rate Product 30 30 58 60 75 90 120 144
Page 162
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Water Bottle 2 Lt. (Cello) DONGA SET COPPER-STEEL(3 PCS.) Light Weight Iron (JAIPAN) Tiffin Stainless Steel 3 Khana (Neelam) Store Fresh Container 3pcs (7,10,15lt. Cello) Bedsheet double bed Splash (With pillow cover) Tiffin Insulated 3 Khana (Cello) Casarrole Set 3Pcs Cello Water cooler 10Ltr (Cello) Maxima Wrist Watch Golden Colour Presser Cooker 5lt (ISI) Cooker 6 Lt. (Hot Star) Trolley Suitcase 20' Non stick Gift set (Jaipan) TIFFIN CUM WATER CONTANER (CELLO) CEILING FAN (Jaipan ) Dinner Set 51 Pc. Celling Fan Zolta (Khetan) Dinner set 51 pcs (Raj Kaval) Dinner Set Steel (51Pcs) Rajkamal DTH (Tata Sky) Aristocrat Suit Case Quist 53 size 530*430 OTG Bajaj Jucer Mixer Grinder (Maharaja) Juiser Mixer Grinder (Inalsa) Hand sweingmashine (Usha) D.V.D. Player (2.1 CH) Philips Cycle 22" (Hero)/Mobile 1650(colour)
144 200 200 215 235 240 240 300 320 380 450 450 500 533 550 650 650 800 900 1000 1174 1175 1175 1600 1600 1775 2000 2400
Page 163
37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
Gas Burner (Inalsa Harmony 4B) Samsung Mobile E1410 Mobile MH-150 Samsung Invertor 600 VA (Sukam) T.V. COLOUR 36CM. (Videocon) Food Prosseser Maxi (Inalsa) Colour T.V. 36 Cm. (Videocon) Microvave Oven 20 Ltr with Griller (Kenstar) Cooler (Kenstar) Model No. CW121 (Ken Star) MICROWAVE OVEN 20Ltr. (KENSTAR) Washing Machine (Videocon)6Kg TV FLAT SCREEN 53 CM (SAMSUNG) Samsung Ultra Slim 53cm TV Fridge 215Ltr. (Vediocon) Fridge Double Door 230Lt.(VIDEOCON) Handycam camera VPMX20/XTL (Samsung) LCD 22 " (Samsung) AC 1.5 TON (Videocon) LCD 22 Inch (Samsung) Computor Due core Computor Due core TFT monitor 1GB Ram, 160GB Hard disk & DVD LCD 26inch (Samsung) Motor Cycle Hero Honda (Splendor) Tata Nano Car
2500 2700 2900 3200 3400 3400 3400 4500 4500 4500 5400 6400 6800 8500 10500 12500 12500 13500 14000 18000 20000 23000 43000 110000
Page 164

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Summer Training project

Summer training project on the topic-

ANALYSIS OF TARGET VS ACHIEVEMENT IN MOHANI TEA COMPANY.

SUBMITTED TO: Chairman sir Dr, D. K. Garg IIMT-Greater Noida

Mani Kant Mishra Enr-4093(mmr) - sec-D 15th batch

Ishan institute of management and technology

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Ishan institute of management and technology

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Table of Contents A. Company Profile

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Chapter 4-ANALYSIS OF TARGET VS ACHIEVEMENT IN

1-Through sales department

2-On the basis of the reports

3-Companys target and achievement

Chapter 5-Associated group of companies Chapter 6- Future plans

Chapter 7-Annexure Chapter 8-Bibliography

Ishan institute of management and technology

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Ishan institute of management and technology

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Ishan institute of management and technology

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Contact No.: 0-9718519004 E-mail :amkas@mohanitea.org, info@mohanitea.org

Ishan institute of management and technology

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Ishan institute of management and technology

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Ishan institute of management and technology

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Ishan institute of management and technology

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a) Decline in demand for Indian tea in the global market

Ishan institute of management and technology

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Ishan institute of management and technology

Summer Training project

Ishan institute of management and technology

Summer Training project

Ishan institute of management and technology

Summer Training project

Ishan institute of management and technology

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Ishan institute of management and technology

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Ishan institute of management and technology

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Ishan institute of management and technology

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Estimates of domestic consumption of tea in India

Domestic consumption (in M kg)

Ishan institute of management and technology

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Export of Tea from India to different countries during 1998-2004

Importing countries UK France Germany Ireland Netherlands Poland USSR Canada

Ishan institute of management and technology

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3 4 Source: Cell, Price 5 6 7 8 9