A

SUMMER INTERNSHIP DESK RESEARCH ON

“MARKETING AND BRANDING STRATEGIES OF AMUL”

Submitted in partial fulfilment of the requirement for the degree of

Master of Business Administration (MBA)
(Affiliated to Savitribai Phule Pune University)
BY
AISHWARYA GAJANAN MANATKAR
Roll No.: D2M-02
UNDER THE GUIDANCE OF,
DR. YOGESH MAHAJAN
AT,
INDIRA SCHOOL OF BUSINESS STUDIES, PUNE

2019-21

I
 Acknowledgement

First and Foremost, I would like to thank INDIRA SCHOOL OF BUSINESS

STUDIES, PUNE for giving me the opportunity to get acknowledged with the
details of the FMCG industry with the help of Summer Internship Desk Research
Program.

I learnt about the performance of FMCG industry in India. I gained an insight

about performance of Amul and its marketing and branding strategies. I express
my gratitude towards my mentor Dr. Yogesh Mahajan, who really helped me
throughout the SIP. At the end of the SIP, I learnt lot many things and was
exposed to the FMCG industry in detail and different strategies that Amul have
implemented.

Place: Pune Aishwarya Gajanan Manatkar

Date: Roll No.: D2M-02

II
 Indira School of Business Studies, Pune
Summer Internship Project Certificate

Date: 10/05/2020

To Whomsoever It May Concern

This is to certify that Ms. Aishwarya Gajanan Manatkar is a bonafide student of this Institute and has

successfully completed his/her project entitled Marketing and Branding Strategies of Amul for partial

fulfillment of the course Master of Business Administration (Marketing), affiliated to Savitribai Phule

Pune University from Indira School of Business Studies, Pune.

Dr. Renu Bhargava Dr. Yogesh Mahajan

Director, ISBS Internal Guide

Executive Summary

III
The main purpose of this project is to study marketing and branding strategies of
Amul to help us understand the functioning of the company.

This project contains detailed analysis of the marketing strategies that the brand
Amul has implemented to survive in the market.

Amul has been known for its advertisement campaigns. It usually builds on the
theme of current happenings in the country and often use humor as the tool to
convey the message. Amul's longest running advertisement campaign has also
found a place in the Guinness Book of World Records. So the project also provides
insight to the branding strategies of Amul.

The actions taken by Amul during the COVID-19 pandemic are also looked into.
This project further provides a sight into the company analysis through SWOT.
Also the FMCG sector analysis is done using Porter’s Five Forces model and the
PESTLE analysis.

Table of content

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S. No. Contents Page No.

Introduction

1.1 What is the project?

1. 1.2 Purpose and Objective of the Project 1

1.3 Salient Contribution of the Project

1.4 Scope of the Project

Sector Analysis

2.1 Overview and Structure of sector

2.2 Porter’s Five Forces model

2.3 PEST analysis

2.4 Sub sectors& Main Players in the subsectors

2.5 Key trends and challenges of the sector

2. 2
2.6 Regulatory bodies in the sector and their role

2.7 Government Initiatives

2.8 Contribution to economy, employment & Growth Rate

2.9 Global issues affecting the sector

2.10 Key technological advancements in the sector

2.11 Future and prospects post COVID-19

Company Analysis

3.1 Brief of the company

3. 3.2 Vision, mission, values 15

3.3 Key Financial parameters(Turnover/Profit)

3.4 Products/ Services

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 3.5 Main competitors and market share

3.6 Key challenges

3.7 Functional Perspective

3.8 SWOT analysis

3.9 CSR policy and Corporate Governance Initiatives

3.10 Recent Mergers, Acquisitions and strategic alliances

3.11 Impact of and response to COVID-19

News Analysis

4. 4.1 Analysis of news published w.r.t FMCG sector 33

4.2 Analysis of news published w.r.t Amul

5. Review of Literature 35

6. Objectives

Research Methodology

7.1 Type of Research

7. 38
7.2 Data Type

7.3 Sampling Plan

8. Data Analysis/ Data Visualization, Results and Interpretation 39

9. Conclusion 43

10. Limitations 44

11. Recommendations 45

12. Bibliography 46

VI
 Table of Figures

Sr.No. Figures Page No.

1. Fig.3.3.1 Sales Turnover 19

2. Fig. 3.7.2.1 Supply Chain Management 26

3. Fig. 3.7.3.1 Ad Campaigns 27

4. Fig. 4.1.1 Growth Rate 33

VII
 1. Introduction

1.1 What is the Project?

Project is regarding the study of the detail study of the Dairy industry under
FMCG sector and complete company analysis of Amul India. The project will
explain the working of the company and its marketing and branding strategies,
also giving insight how Amul has grown over the years to become the leading
company in the Dairy industry. In the project, the effect of the pandemic situation
on the working of the company is also observed.

1.2 Purpose and Objective of the Project

The main purpose of this project is to study how Amul has created its own place
and position in the mind of the customers with its efforts and unique branding and
advertising using the mascot called “Amul Girl”. Along with it, the other
objective is to study how Amul has sustained itself in such a competitive market
using different marketing and advertising strategies.

1.3 Salient Contribution of the Project

This project will hopefully give the insight about how the new companies should
work and use different advertising and marketing strategies like Amul has, and
continuing to, use to survive in the highly competing market.

1.4 Scope of the Project

The project will extend its periphery in proving information about present
practices capabilities, and future directions of Amul. Understanding domestic
marketing and product strategies along with the study of capabilities of
competitors and prices quoted by them. Quality, service, and pricing and scheme
etc. factor of products are also an important part of the study.

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 2. Sector Analysis

2.1 Overview and Structure of the FMCG sector

Fast-moving consumer goods (FMCG) sector is the 4th largest sector in the Indian
economy. In FMCG sector, Household and Personal Care accounts for 50 per
cent of FMCG sales in India. The key growth drivers for this sector have been the
growing awareness, easier access and changing lifestyles of people. The urban
segment (accounts for a revenue share of around 55 per cent) which is the largest
contributor to the overall revenue generated by the FMCG sector in India.
However, in the last few years, it is seen that FMCG market has grown at a faster
pace in rural India compared with urban India. Semi-urban and rural segments
are growing at a rapid pace and FMCG products account for 50 per cent of total
rural spending.

There are three main segments in the sector – food and beverages, which accounts
for 19 per cent of the sector; healthcare, which accounts for 31 per cent of the
share; and household and personal care, which accounts for the remaining 50 per
cent share.

An FMCG industry overview indicated that India’s demographic profile plays a

major role in the growth of this sector. Urban development initiatives by the
government, as well as the increasing middle class of India, has led to an increase
in the number of attractive markets in the country. India’s young population is
also characterised by a high degree of technological awareness. Growing
penetration of smartphones and better internet connectivity in India has led to a
burgeoning E-Commerce sector, which has, in turn, helped formalise large
sections of the unorganised retail sector. The E-Commerce segment is projected
to contribute 11% of overall Indian FMCG companies’ sales in 2030. The online
FMCG market is projected to reach $ 45 bn in 2020. This has been a major
catalyst in the development of the FMCG sector in rural India.

2
2.2 Porter’s Five Forces Model

Rivalry among existing competitors:

 In the FMCG sector, the competition is extremely high

 There exists numerous companies in each segment of the FMCG sector
 The competitors use all possible ways to gain the market share like price
wars, intense ad campaigns, different discounting strategies and offers to
attract customers, etc.
 So, the rivalry among the competitors is intensely high

Threat of new entrants:

 In FMCG sector, there are no measures to stop the entry to the new
companies
 The new entrants can give tough competition to the existing companies
 New entrants give competition in terms of cost effectiveness
 The threat of new entrance is high and necessary to be paid attention to

Threat of substitute products and services:

 Due to never ending needs and desires of customers, no single company

can single-handedly satisfy all the needs
 This give rise to development to new product development
 If the customer is not satisfied, there is a chance that customer might go to
substitute product or services
 Threat of substitute products is high if the customer is not satisfied with the
existing product

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Bargaining Power of Buyers:

 Bargaining power of the buyers is very high as there exists no. of substitute
products to which the customers can shift
 As there are substitutes, customers can prefer the cost-effective products
or simply which are cheaper
 There is also a slight advantage as many customers are reluctant to try new
products

Bargaining Power of Suppliers:

 Bargaining power of suppliers is not very high

 There is ample number of suppliers available in the FMCG industry which
in turn reduces their bargaining power
 High competition among the suppliers also reduces their bargaining power

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2.3 PESTEL Analysis

1) Political

 Changes in the tax rates can be challenge as the companies working for
profit has to devise a technique for pricing.
 Change in the infrastructure which is controlled by government like power,
infrastructure cost and transportation can have effect on the FMCG
industry.
 Licensing rules and the rules about the FDI, also the changes in Statutory
Minimum Price of commodities are barriers for growth of this sector.
 Permits and licenses for various states, prevailing outdated labor laws, the
lengthy export procedures are the major constraints.

2) Economical

 GDP has been growing, but there has been a drop in that growth which
may slightly cause a change in the growth of this sector.
 Though there is inflation in the country, FMCG sector does not get much
affected by it.
 As FMCG products are one of the basic necessities, this sector will always
remain mainstream and have growth.

3) Social

 Changing lifestyle of people plays an important role as people are spending

their money more on apparels and footwear as compared to the necessities like
edible oil, cereals, etc.

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 Rapid urbanization and increasing literacy results into more earning which is
proving beneficial for the FMCG sector as the purchasing power and
consumption is increasing.
 FMCG do have stronghold on urban areas, so now they are approaching the
untapped market i.e. rural regions which are now giving a positive results in
terms of growth and revenue.

4) Technological

 Effective use of technology can be seen in leading companies but not so

much in the small ones.
 E-commerce is already proving to be a catalyst in the supply chain of
FMCG products as the products which are not present in the shop can be
purchased online.
 Advertisements and unique branding do make a place in the mind of the
customers which eventually helps the growth of FMCG sector.

5) Legal

 Government replaced various indirect taxes imposed on FMCG with a

more direct approach, i.e. GST. This will help in lowering prices as all the
taxes imposed increase the cost of production and producer passes it on to
consumer.
 The law also forbids FMCG industry to artificially increase prices by
making a product scarce.
 The law for marketing products states that one company cannot mock
product of another company by explicitly taking its name or showing its
picture.

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2.4 Sub-sectors and Main Players in the sub-sectors

Broadly, this sector can be divided into durable and nondurable goods. Many
nondurable goods can be considered fast moving consumer goods, which are
packaged goods with high sales volume, rapid inventory turnover, and often short
shelf lives, such as foods. Durable goods include many big-ticket consumer
goods, such as cars, major appliances, and household electronics.

FMCG sector can also be classified into three different sub-sectors like food and
beverages, healthcare and household and personal care.

Main players in Food and Beverages:

 Amul  Britannia
 Godrej  ITC
 Dabur  Parle
 PepsiCo  Cadbury India
 Coca Cola  Hindustan Lever
 Nestlé  MTR Foods

Main Players in Healthcare:

 Emami
 ITC
 Dabur

Main players in Household and Personal care:

 Godrej Consumer Products  Wipro Consumer Care

 Dabur India  Emami
 Marico  Patanjali Ayurved

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2.5 Key Trends and Challenges of the FMCG sector

1) Preferring online shopping

As India is going digital in almost every sector, FMCG sector has also seen the
rise in the number of customers buying online rather than in the shops and
markets.

2) Customers are looking for more convenience

Customers in today’s world is looking for convenience in everything and in every

possible way from food to the automobiles. Customers are preferring pre-cut
vegetables which are now provided by the supermarkets or the frozen
microwaveable dishes.

3) Health as an important preference for customers

Customers are shifting to healthier foods like ones which are sugar-free, fat-free,
etc. This is because of their lifestyles, lack of exercise or because of the influence
they might have on them. Many substitutes like soy-milk or almond milk is
available to the normal dairy milk. In the past products such as gluten-free baked
goods and beers appealed almost exclusively to those suffering from celiac
disease.

4) Environmental Awareness

Consumers are becoming more conscious of the negative impact of FMCG

production and its byproducts. Products labeled as “organic” and “local” have
broadening appeal as does the adoption of more plant-based foods.

5) Involvement of customers’ experience

Various products in the section of snacks like Bingo is encouraging customers to

share their choice of flavors which will urge others to buy the products and will
increase their involvement.

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2.6 Regulatory Bodies in the sector and their role

FSSAI (Food Safety and Standards Authority of India)

 Framing of Regulations to lay down the Standards and guidelines in

relation to articles of food
 Laying down mechanisms and guidelines for accreditation of certification
bodies
 Laying down procedure and guidelines for accreditation of laboratories and
notification of the accredited laboratories.
 Collect and collate data regarding food consumption, incidence and
prevalence of biological risk, contaminants in food, residues of various
contaminants in foods products, etc.

BIS(Bureau of Indian standard)

BIS through its core activities of standardization and conformity assessment, has
been benefiting the economy by providing

 safe and reliable and quality goods

 minimizing health hazards to consumers
 protecting the environment
 promoting exports and imports substitute
 controlling proliferation of varieties etc.

The standards and certification scheme of BIS apart from benefitting the
consumers and industry also support various public policies especially in areas of

 product safety  environment protection

 consumer protection  building and construction, etc.
 food safety

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2.7 Government Initiatives

1. The Government of India has approved 100 per cent Foreign Direct
Investment (FDI) in the cash and carry segment and in single-brand retail
along with 51 per cent FDI in multi-brand retail.

2. The Government of India has drafted a new Consumer Protection Bill with
special emphasis on setting up an extensive mechanism to ensure simple,
speedy, accessible, affordable and timely delivery of justice to consumers.

3. The Goods and Services Tax (GST) is beneficial for the FMCG industry as
many of the FMCG products such as Soap, Toothpaste and Hair oil now come
under 18 per cent tax bracket against the previous 23-24 per cent rate.

4. Rates on food products and hygiene products have been reduced to 0-5 per
cent and 12-18 per cent respectively.

5. The GST is expected to transform logistics in the FMCG sector into a

modern and efficient model as all major corporations are remodeling their
operations into larger logistics and warehousing.

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2.8 Contribution to Economy, Employment and Growth Rate

Contribution to economy:
 It has grown from INR 2,20,852.4 Crore in 2011 to INR 3,68,669.75 Crore
in 2017-18 and is expected to reach INR 7,24,759.3 Crore in 2020 with a
CAGR (Compound annual growth rate) of 27.86%.
 The FMCG sector is contributing nearly 20% to the GDP.
 Rural segment is a large contributor with approximately 45% share in
revenue. The market size and GDP contribution of FMCG shows that there
are millions of jobs in FMCG sector.

Contribution to Employment:
 FMCG sector provides employment to around 3 million people and as the
industry is only expected to grow, more and more job seekers can advance
their career by having a job in FMCG companies.
 FMCG industry is dynamic and diverse which welcomes any ITI, Diploma,
Graduates or PG from any specialization background.

Contribution to Growth rate:


In the last 10 years, the revenue in FMCG industry in India has been
growing at the rate of 21.4%.
 FMCG industry in India is expected to grow at the rate of 27.9% CAGR
(Compounded Annual Growth Rate) to sum to US$103.7 billion by 2020.
 Additionally, the rural FMCG market is projected to grow at a CAGR of
14.6% to reach US$100 billion by 2020 and US$220 billion by 2025.

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2.9 Global issues affecting the sector

Advent of global pandemic, COVID-19 has resulted in creating a global crisis in

the FMCG industry. Impacting over 195 countries across the global, the pandemic
has already created economic backdrop across the globe, thereby hinting for the
next global recession. Strong initiatives are undertaken by different governments
for containing the outbreak. However, social distancing has made a drastic
negatively impact on the FMCG industry. Logistic issues, lack of adequate labors,
operations limiting to production of only essential items etc. are some of the few
examples most FMCG companies are facing across the globe.

Food & beverage industry has also not been spared by the impacts of COVID-19.
For instance, companies involved in manufacturing of processed food and non-
perishable has seen robust increase in sales owing to the lack of availability of
fresh fruits and vegetables. However, restaurants and retail food establishments
are facing challenges owing to shortage of food supplies, employees and stringent
government lockdowns. Additionally, demand for organic and natural ingredient
infused food products are increasing at an exponential growth rate. For instance,
Nourish Organic Foods Pvt Ltd., an India based organic food supplier, specialized
in selling of organic, gluten-free and vegan food items has experienced 30% sales
growth during February-March 2020.

Demand for cosmetic & color products, amid the COVID-19 outbreak is
anticipated to see a steep downfall. Apart from those products that are deemed to
be essential during such crisis, other non-essential products are anticipated to
cater huge loss in later half of the year. Demand for personal hygiene products
such as hand sanitizers and hand washes is growing at an exponential rate across
the globe.

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2.10 Key technological advancements in the sector

Technology has been a major disruptor in the consumer goods sector with more
and more organizations looking to leverage the benefits of digitization to boost
functioning across departments be it sales, marketing, retail, supply chain
management or even HR.

Maintaining of digital sales records and a digital account of inventory helps

eliminate human errors, hastens the management while also allowing
organizations access to quick data pertaining to demand and supply. Automation
of services is also being increasingly used to improve customer experience.

Big Data:

Digitization gives organizations easy and quick access to valuable user data on a
daily basis. This data is a minefield of information that when analyzed
systematically can help companies understand patterns of consumption and
consumer behavior. This in turn paves way for proactive decision making and
customizing of products and services to better meet the needs of buyers. The
availability of big data makes the process highly precise and faster. The quicker
you are able to draw inferences from the data and initiate proactive measures in
response differentiates you from your competition.

E retail:

According to market research firm Nielsen, E-commerce's contribution to the

total FMCG sales is expected to be 11 per cent by 2030. However, organizations
that ignore this trend will do so at their own peril. More and more organizations
in the FMCG sector are today working to have aggressive online presence, not
only on major e commerce sites but also have their dedicated selling digital
platforms. This trend is expected to further gain pace over the coming decade.

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2.11 Future and prospects post COVID-19

E-commerce demand will dominate the market

Most FMCG companies forged swift tie-ups with delivery companies to ensure
that their products reach the customers ordering online. Companies expect this
demand to increase since the lockdown prompted people to get used to online
ordering and the convenience of home-delivered groceries.

Technological advancements will take place

Apart from e-commerce many FMCG companies have begun the walk towards
automation in their supply chain in order to cut the cost and to have human
contact-less chain. Certain apps are developed to observe the process.

Rural consumption-driven growth

Rural consumption has been a laggard during the quarters preceding the
pandemic. According to a World Bank report, the nationwide lockdown impacted
40 million internal migrants. Now, such a large migration from urban to rural
areas may well tilt the growth in consumption in favour of Bharat.

Renewed focus on cost control

With topline growth under constraint during lockdown, companies are likely to
be keener on enhancing profitability. Cost control is a major tool for the
companies to improve the margins. Tighter credit terms, judicious advertising and
effective use of digital marketing will help companies rein in costs. For instance,
HUL’s investor presentation for the March quarter listed laser focus on
receivables, dynamic inventory management, unlocking cash from surplus assets,
optimising capex and restructuring spends as measures towards controlling costs.

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 3. Company Analysis

3.1 Brief of Company

Amul is an Indian dairy cooperative society managed by a cooperative body, the

Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF). Amul belongs
to the dairy section in the FMCG sector. It was formed in 1946. RS Sodhi is the
CEO of Amul from 2010 while Ramsinh Parmar is the present Chairman of the
Amul. He was elected as the Chairman of Gujarat Cooperative Milk Marketing
Federation Limited (GCMMF), the marketing body of the 'Amul' brand
of milk and other dairy products. The Headquarters Office of Amul India is in the
Anand district in the state of Gujarat, India.

There are 13 plants in the state of Gujarat while many other plants are also there
in the states and Union Territory. Jharkhand, Jammu & Kashmir, Assam, Madhya
Pradesh, Chhattisgarh have one plant each while Delhi/NCR and Maharashtra
have 4 plants, Rajasthan have 3 plants and Uttar Pradesh have 2 plants.

Amul, which stands for Anand Milk Union Limited, is a form of cooperative dairy
company and registered under a Cooperative Society Act. As a cooperative
company, it is not possible for Amul to get listed in any stock exchange like BSE
and NSE.

3.1.1 Objectives and Business Philosophy of GCMMF

The main stakeholder of GCMMF is the farmer member for whose welfare
GCMMF exists. GCMMF states that its main objective is the carrying out of
activities for the economic development of agriculturists by efficiently organizing
marketing of milk and dairy produce, veterinary medicines, vaccines and other
animal health products, agricultural produce in raw and/or processed form and
other allied produce.

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GCMMF aims to market the dairy and agricultural products of co-operatives
through:

 Common branding  Centralized purchases, and

 Centralized marketing  Efficient pooling of milk
 Centralized quality control
GCMMF has declared that its business philosophy is as follows:

 To serve the interests of milk producers and

 To provide quality products that offer the best value to consumers for
money spent

3.1.2 Achievements
Amul: Asia’s largest dairy co-operative was created way back in1946 to make the
milk producer self-reliant and conduct milk- business with pride. Amul has
always been the trend setter in bringing and adapting the most modern technology
to door steps to rural farmers.

Amul created history in following areas:

a) First self-motivated and autonomous farmers‟ organization comprising of
more than 5000000 marginal milk producers of Kaira District.
b) Created Dairy co-operatives at village level functioning with milk
collection centres owned by them.
c) Computerized milk collection system with electronic scale and
computerized accounting system.
d) The first and only organization in world to get ISO 9000 standard for its
farmer’s co-operatives.
e) First to produce milk from powder from surplus milk.

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Amul is the live example of how co-operation amongst the poor marginal farmers
can provide means for the socio-economic development of the under privileged
marginal farmers.

3.1.3 Awards
Amul a co-operative society and its co-operation has led many different awards
in its favor.
Magsaysay award for community leadership presented in Manila, Philippines to
Shri Tribhuvandas Patel, Shri D N Khurody and Shri V. Kurien.

1964: “Padmabhusan” award given to Shri T.K. Patel.

1965: “Padmashri” awarded was given to V. Kurien, general manager, by the
President of India.
1987: “Best Productivity” awarded by National Productivity Council for the year
1985-86 awarded to Amul dairy.
1988: “Best Productivity” awarded for the second successive year 1986-87 by the
President of India, Mr. R. Venkataraman to Kaira Union.
1993: “ICA” Memento towards genuine and self-sustaining cooperative
worldwide ICA regional office for Asia and pacific, New Delhi, 1996.
1999: GB Birla award.
Moreover the Amul union has achieved the prestigious ISO 9001-2000 and
HACCP Certificate and effects are got to obtain ISO 14000.

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3.2 Vision, Mission and Values

Vision

Amul’s vision is to provide more and more satisfaction to the farmers, employees
and distributers.

Mission

“We at GCMMF (Gujarat Co-operative milk Marketing Federation) endeavor to

satisfy the taste and nutritional requirements of the customers of the world,
through excellence in marketing by our committed team. Through co-operative
networking, we are committed to offering quality products that provide best value
for money”.

“We the motivated and dedicated workforce at amul are committed to produce
wholesome and safe foods of excellent quality to remain market leader through
development of quality management system, state of art technology, innovation
and eco-friendly operations to achieve delightment of customers and milk
producers”.

Values

Values like Integrity, Excellence and Efficiency are of prime importance in Amul.
For instance integrity was something that Dr. Kurien used to emphasize upon. As
a result everybody at Amul is a person of integrity. The same applies to other
values like ‘excellence’ or ‘efficiency’.

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3.3 Key Financial Parameters

The Gujarat Cooperative Milk Marketing Federation Ltd, which markets Amul
milk and dairy products, reported a 17% increase in turnover to Rs.38,550 crore
in the year ended March 31. The Amul group’s turnover exceeded Rs.50,000
crore, which is also 17% higher than last year.

Amul Federation has achieved a Compound Annual Growth Rate (CAGR) of

more than 17% since last 10 years because of higher milk procurement,
continuous expansion in terms of adding new markets, launching of new products
and adding new milk processing capacities across India.

Below is the table of the sales turnover for the last 10 years:

Table.3.3.1

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3.4 Products
Amul India provides a wide range of products apart from milk and dairy products.
Amul started its base from supplying milk, and now it has diversified its range
from milk to other dairy products and breads, beverages and chocolates. Amul is
well known for its products like butter, ghee, etc. It consists of wide ranges of
products which are all outlined below:

 Amul Bread Spreads Range:

Amul Butter, Amul Lite, Amul Choco Buttery Spread, Delicious Fat
Spread, Amul Unsalted Butter, Amul Garlic Butter, Amul Safed Makkhan.

 Amul Beverage Range / Milk Drinks:

Amul Memory Milk, Amul Double Chocolate Milkshake, Amul Dark
Chocolate Milk. Amul Banana Milkshake, Amul Tru, Amul Kool Café,
Amul Kool Flavoured Milk, Amul Kadhai Doodh, Amul Irish Drink
Mocktail, Amul Haldi Doodh, Amul Vanilla Milkshake, Amul Pina Colada
Mocktail, Amul Kool Koko, Amul Stamina, Amul Masti Buttermilk, Amul
Lassi, Amul Prolife Lassee, Amul Prolife Buttermilk, Amul Kool Shakers,
Amul Smoothies.

 Amul Milk Range:

Amul Deshi A2 Cow Milk, Amul Cow Milk, Amul Gold, Amul Taaza,
Amul Slim Trim Milk, Amul Chai Maza, Amul Shakthi, Amul Diamond,
Amul T-Special Milk, Amul Buffalo Milk.

 Amul Powder Milk Range:

Amul T-special, Amul Spray, Amulya, Sagar skimmed Milk Powder,
Sagar Tea Coffee Whitener.

 Amul Cheese Range:

Amul Processed Cheese, Amul Emmental cheese, Amul Gouda cheese,
Amul cheese spread, Pizza Mozzarella cheese, Amul Diced Mozzarella
cheese, Amul Diced Blend cheese, Amul Diced Cheddar cheese, Amul
Processed Pizza cheese.

 Amul Mithai / Desserts Range:

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 Amul Avsar Ladoo, Amul Rabri, Amul Kahu Katri, Amul Shrikhand,
Amul Gulab Jamun, Amul Basundi, Amul Mithai Mate.

 Amul Dahi Range:

Amul Masti Dahi, Amul Mishti Doi, Amul Meetha Dahi, Amul Premium
Dahi, Amul Low-Fat Dahi, Amul Flaavyo Frozen Yoghurt.

 Amul Ghee:
Amul Ghee, Sagar Ghee, Amul(Yellow) Cow Ghee, Amul Brown Pure
Ghee.

 Amul Paneer:
Malai Paneer, Fresh Paneer, Malai Paneer Sterilized.

 Amul Chocolates:
Amul Chocolates, Amul Wafer Chocolates, Amul Chocozoo, Amul Filled
Bars, Amul Syrups, Amul Assorted/Gift packs, Amul Institutional
Chocolates.

 Amul Ice-creams:
Simply Delicious Range, Nature's Treat, Sundae Range, Cassatta.

Apart from the above mentioned products, there are other products like Amul
Puffles, Amul PRO, Roti Softner, Amul Camel Milk, Amul Cream, Amul
Sour Cream, Amul Lactose Free Milk, Cattle feed, etc.

New products which Amul have launched are Amul Bhaji Pav, Amul Bun,
Butter and Chocolate Cookies, Amul Fruity Bread, Amul Pizza Base, etc.
Recently during pandemic situation, Amul has launched ‘Ginger’ and ‘Tulsi’
flavoured milk. Amul also has launched ‘Amul Panchamrut’.

21
3.5 Main Competitors and Market Share
3.5.1 Main Competitors

As Amul has such a diversified range of products from milk products to

chocolates and ice-creams. Following are the main competitors of Amul:

1) Mother Dairy 4) Vadilal 7) Kwality Walls

2) Nestle 5) Dinshaws 8) Arun Icecreams
3) Britannia 6) Havmor 9) Baskin Robbins

3.5.2 Market Share of Amul in different Categories

Cheese Category:

Amul is the market leader in cheese category with market share of 86% in 2019
which has been increasing from 71% and 64% from year 2018 and 2017
respectively.

Butter Category:

Same as of the cheese category, Amul is leader with around 85% of market
share in 2019.

Ice-cream Category:

Even though having less market share as compared to the butter and cheese
category, Amul is still on number one in having the market share in ice-cream
insustry in India. Amul has around 40% market share in 2019 which has risen
from 17.8% market share in 2017.

Milk Category:

Despite having enormous amount of competition in the category of mik, Amul

still has market share of 60%.

22
3.6 Key Challenges

In the new emerging environment, several challenges have become apparent and
Amul network needs to evolve proactive mechanisms to counter these threats.

1. Competitors are cutting into milk supply by offering marginally higher

procurement prices thereby challenging the practice of provision of services for
long-term growth in lieu of higher prices in the short-term.

2. For a section of its membership, dairy activity is a stepping-stone for upward

mobility in the society. Typically, such members move on to other occupations
after raising their economic position through milk production. As a result, Amul
is unable to realize the full benefits of its long-term strategy, and finds new
members (mostly marginal farmers) to replace those who have higher potential
and capacity.

3. Diversification has resulted in expansion of the network with disparate

elements, each motivated by their own objectives. This in turn has led to a lack
of focus within the network and dilution in the commonality of purpose. These
developments are likely to have serious implications for coordination and control
in the network.

4. The new products of Amul don’t have such a great demand or sale in the market
as the other products of Amul like Amul Butter, Amul Cheese or Amul Milk, etc.

23
3.7 Functional Perspectives

3.7.1 Pricing Strategies:

Amul’s objective of providing a value proposition to a large customer base led

naturally to a choice of cost leadership position. Given the low purchasing power
of the Indian consumer and the marginal discretionary spending power, the only
viable option for AMUL was to price its products as low as possible. This in turn
led to a focus on costs and had significant implications for managing its
operations and supply chain practices.
Amul has a strategy of low cost pricing. Some may call it penetrative pricing. But
penetrative pricing strategy is used when the market has a high level of
competition and a player wants to establish itself in the market by giving low
prices. However, in the case of Amul, when Amul started, there were no national
players and the dairy market was unorganized. During the introduction stage
itself, Amul had a vision to provide their products to end customers at the best
affordable rates. And the same vision is in place even today.

Today also, you will find that Amul butter, milk and cheese are available at
affordable prices keeping in mind the end customers.

3.7.2 Channel Management:

Amul has a massive distribution network because its ice creams, milk, butter and
cheese is found practically everywhere. As it is a FMCG product, Amul follows
the methodology of breaking the bulk. The initial factory output is in bulk. Later
on this bulk becomes smaller and smaller and finally one individual slab of butter
or scoop of ice cream is sold at the retail place.

There are two different channels through which Distribution happens in Amul.
One is the procurement channel which is responsible for collection of Milk

24
through dairy co-operatives. The other is the distribution channel which is
responsible for distributing the finalized product to the end customers.

Procurement Channel (Upstream):

On an average around thousand farmers come to sell milk at their local co-
operative milk collection center. Each farmer is given a plastic card for
identification. At the milk collection counter, the farmer drops the card into a box
and the identification number is transmitted to a personal computer attached to
the machine. The milk is then weighed and the fat content of the milk is measured
by an electronic fat testing machine. Both these details are recorded in the PC.
The computer then calculates the amount due to farmer on the basis of the fat
content. The value of the milk is then printed out on a slip and handed over to
farmer who collects the payment at adjacent window.

Cold Storage Network:

GCMMF coordinated with various unions to get a regular supply of milk and
dairy products. The processed milk and dairy products were procured from
district dairy unions and distributed through third party distributors. To ensure
quality and timely deliveries, GCMMF and the district unions had several
mechanisms in place. The unions monitored the supplies of milk and the
distribution of finished products.

Distribution Channel (Downstream):

GCMMF coordinated with various unions to get a regular supply of milk and
dairy products. The processed milk and dairy products were procured from
district dairy unions and distributed through third party distributors. To ensure
quality and timely deliveries, GCMMF and the district unions had several
mechanisms in place. The unions monitored the supplies of milk and the
distribution of finished products.

25
In the distribution channel, there are carrying and forwarding agents,
distributors, dealers and retailers involved. There are also Amul shoppe’s which
sell all products in the Amul product portfolio. The distribution is as follows:

Amul >> Carrying and forwarding agent >> Distributor >> Dealer / Retailer /
Amul Shoppe >> Customer

Direct Retailing:

Amul has recently entered into direct retailing through "Amul Utterly Delicious"
parlors created in major cities. Amul has plans to create a large chain of such
outlets to be managed by franchisees throughout the country. More than 2000
parlor with a turnover of Rs. 200 crores.
Thus there is a lot of transportation involved for all of Amul’s products. However,
the distribution channel of Amul ensures that the products reach every nook and
corner of India.

Supply Chain Management:

Fig.3.7.2.1
26
3.7.3 Ad Campaigns

Be it Bollywood, Olympics, politics or cricket, it wouldn’t be wrong to say one

can stay up to date with current affairs with the Amul girl. The longest-running
ad campaign in India was conceived by noted ad man Sylvester daCunha in 1966
and is now run by his son, Rahul daCunha. But Amul has not just stood the test
of time, but, it has aged rather deliciously. Despite the few contentious ads, the
Golden Girl continues to rule the hearts of India.
Amul is responsible for one of the most unique and longest running outdoor
campaign as well as one of the most known outdoor advertising characters “The
Amul Girl”. Mr. Eustace Fernandez is the creative brain behind the sweet girl.
But we should know by now that the Amul girl is hardly sweet or cute. She is
known to be the naughtiest advertising girl ever. Amul hoardings mainly feature
the current news and are used to take a tongue in cheek viewpoint at current
happenings. However, each advertisement hits the nail on the head.

Fig.3.7.3.1

27
3.8 SWOT Analysis

Strengths:

 Exceptional growth  Best quality management

 Large Production Capacity  High market share in ice-
 Huge Customer Base cream
 Market Leader  Strong distribution network
 Excellent Brand Recall and  Rural Presence
Equity

Weaknesses:

 Product Line Expansion

 Operational Costs
 Lawsuits
 No ads for chocolates

Opportunities:

 Per Capita Milk Consumption

 International Markets
 Chocolate Production

Threats:

 Increasing Competition
 Negative Media Coverage

28
3.9 Corporate Social Responsibility

The term "Corporate Social Responsibility (CSR)" can be referred as corporate

initiative to assess and take responsibility for the company's effects on the
environment and impact on social welfare. The term generally applies to
companies efforts that go beyond what may be required by regulators or
environmental protection groups.

3.9.1 Necessity of CSR

 Builds good relationship with local community eases business activities.
 This engagement with stakeholders creates buyer awareness and loyalty.
 Gets the company, positive press coverage.
 Business innovation: Development of new technologies, materials or
processes that reduce water, energy usage or harmful materials.
 Builds goodwill of the company.
 Various CSR activities conducted with the help of employees helps in
building their morale and creates a positive environment.
 To give back to the society.

3.9.2 CSR Initiatives of Amul

1. Tree Plantation:
Amul took an oath on 15th August, 2007, after the flag hoisting ceremony, to
plant a sapling and ensure that it grew into a tree. Whole dairy cooperative
farmers of Gujarat under GCMMF have so far planted 312 lakh saplings.
"Amul Green" movement wins the International Dairy Federation's Award for
the Best Environment Initiative in the "Sustainability Category" during the 4th
Global Dairy Conference held at Salzburg Congress Centre, Austria on
28th April, 2010.

29
2. Tribhuvandas Foundation
Aim: To provide basic healthcare facilities to villagers.
Mode of Action:
 Foundation is run by villagers themselves.
 Foundation has dedicated team of medical officers and necessary staff.
 Continuous training to village health workers.
 Large scale implementation of the concept of ‘Safe Delivery Kit’ for
pregnant women.
 Organized camps for detection and improvement of vision of the rural
people.

3. Swarna Jayanthi Gram Swarozgar Yojana:

Aim: To bring people in BPL to APL by providing them necessary resources to
become self-employed.
Mode of Action:
 Distributed MILCH animals to 8755 beneficiaries.
 Trained 12,647 men and women in dairy husbandry.
 56 Bore wells were dug.
 A mobile diagnostic laboratory has been put into operation.
4. Blood Donation
Aim: To inspire, encourage and initiate humanitarian services to minimize,
alleviate and prevent human suffering at all times to contribute for “Humanity to
Peace”.
Mode of Action:
 Amul initiated blood donation campaign in 1987, in association with
Indian Red Cross Society.
 Blood donation camps are organized regularly in rural areas through
Village Dairy Co-operative Societies.

30
3.10 Recent Mergers and Acquisitions of Amul

Gujarat Cooperative Milk Marketing Federation (GCMMF)'s

flagship Amul Dairy is set to acquire Heritage Foods Ltd's dairy plant
in Punjab for Rs 21.20 crore. On its part, GCMMF is evaluating the acquisition
proposal, with its board likely to take a call soon, even as it looks to expand
operations in Punjab to cater North India for liquid milk, curd and buttermilk,
among other dairy products.

The company has entered into a tripartite agreement with a local manufacturer to
produce dairy products in Waterloo village located in upstate New York. It may
be noted that this will be Amul's first dairy plant outside India. Amul is seriously
considering the option of acquiring a dairy plant in the US mid-western state,
Wisconsin. Wisconsin accounts for almost 27 per cent of total cheese production
and is the top producer of cheese in the US.

31
3.11 Impact of and response to COVID-19
 Integrated IT infrastructure helped Amul steer through coronavirus impact:

GCMMF has improved Amul products' data accuracy and enabled a

smoother integration with the distributor management system. Gujarat
Cooperative Milk Marketing Federation (GCMMF), owner of the popular
brand Amul, signed a 10-year partnership with IBM back in 2009, which
has been renewed for another 10-years. It covered Business
Transformation in the form of ERP implementation for GCMMF and 14
Member Unions, provision of Infrastructure and Application Management
Services. IBM conducted an IT architecture and strategy study and
developed an IT strategy roadmap for GCMMF.
 Amul has almost doubled their spendings on marketing and advertising.
 Amul experienced loss in the ice-cream sector because of the COVID-19
situation
 Amul launched new products, looking at the opportunity and the chance
during pandemic, like Ginger and Tulsi flavoured milk.
 Amul assured regular supply of products amidst lockdown.

32
 4. News Analysis
4.1 Analysis of news published w.r.t FMCG sector:
The FMCG sector in rural India has grown at a faster pace than its urban
counterpart with FMCG products accounting for about half of total rural
spending. There has been a surge in demand for products that enhance personal
hygiene in and around homes and workplaces. Products such as soaps,
handwashes, sanitisers, disinfectants, wipes, masks, home cleaning products such
as floor cleaners, kitchen cleaners, toilet cleaners are seeing a surge in demand.
Similarly, companies which focus on food staples, and convenience foods such
as instant noodles, biscuits, frozen foods, flour, cooking oils, instant mixes, and
nutrition are going to be in demand. Products that help in building immunity
against illnesses are also in significant demand from the consumers.
Companies involved in manufacturing of processed food and non-perishable has
seen robust increase in sales owing to the lack of availability of fresh fruits and
vegetables. Growth of FMCG sector in India Q1 FY 2019-Q3 FY 2020. The
third quarter of the financial year 2020 in India saw the lowest growth of
the FMCG sector in the last seven quarters, with the growth being valued at a
meager 6.6 percent.

Fig.4.1.1

33
4.2 Analysis of news published w.r.t Amul

The Gujarat Cooperative Milk Marketing Federation, popularly known as Amul,

doubled its marketing spends acrreview oss media during the lockdown which
helped the brand gain advantage over rivals in terms of sales, brand building and
gaining top of the mind recall.

In April, Amul launched Haldi milk to boost immunity during the COVID crisis.
After increasing demand for turmeric milk among customers, Amul launched
Ginger’ and ‘Tulsi’ milk to boost immunity, available in the market in cans and
packets, with a125 ml can priced at Rs. 25.

Amul has launched Panchamrit, a mix of five ingredients which is usually offered
in temples as ‘prasad’, as hygiene becomes a focal point amid coronavirus panic.

Amul’s e-commerce sales are more than doubled during the lockdown.

While on the other hand the Amul ice-creams sales has gone down. As reported
by Amul Managing Director, Amul icecreams sales dip 90% during the
lockdown.

The milk co-operatives attached to Amul sold approximately 255 to 260 litres of
milk every day in April during the lockdown, which is 15% higher than April
2019.

Amul launched India’s first Artificial Insemination digital platform for animals.
Artificial insemination is a proven scientific method for improving genetics of
animals. Amul Dairy has decided to digitize the artificial insemination service in
its operational area. It was initiated on an experimental basis in the year 2019 in
25 village milk producer societies and was monitored and studied for one year.

34
 5. Review of Literature:

Detailed Analysis of Amul (Rupinder Kaur)The brand name "Amul," from the
Sanskrit "Amoolya," was suggested by a quality control expert in Anand formed
in 1946, is a dairy cooperative in India. It is a brand name managed by an apex
cooperative organisation, Gujarat Co-operative Milk Marketing Federation Ltd.
(GCMMF), which today is jointly owned by some 2.8 million milk producers in
Gujarat, India. AMUL is based in Anand, Gujarat and has been an example of a
co-operative organization's success in the long term. It is one of the best examples
of co-operative achievement in the developing economy. "Anyone who has seen
the dairy cooperatives in the state of Gujarat, especially the highly successful one
known as AMUL, will naturally wonder what combination of influences and
incentives is needed to multiply such a model a thousand times over in developing
regions everywhere." The Amul Pattern has established itself as a uniquely
appropriate model for rural development. Amul has spurred the White Revolution
of India, which has made India the largest producer of milk and milk products in
the world.
The FAIDA paper of the Confederation of Indian Industry (CII) and Mckinsey
and Company shows that there is great scope and potential for development of
food processing and agro industries in India. However, there are various major
constraints to the rapid development and growth of agro-industries in the country.
Nisa (2007) argued that India is one of the largest emerging markets, with a
population of over one billion. India is one of the largest economies in the world
in terms of purchasing power and has a strong middle class base of 300 million.
Around 70 per cent of the total households in India (188 million) reside in the
rural areas. The Indian economy was liberalized in the 1990’s, which triggered a
total metamorphosis in the Indian economy and gave a new lease of life to
organized retailing (Yadav & Siraj, 2014). The literature indicates that agro-
industrial growth in India has historically been constrained by both supply of raw
35
material and slow growth in consumer demand for agro-industrial products (see
Srivastava and Patel (1989), Boer and Pandey (1997)). Srivastava and Patel
(1989), Kejriwal (1989) and Gulati et.al (1994) indicate that beside the quantity
of raw material, the quality of the raw material is also a major constraint.
Available raw material is often of unsuitable quality, processing varieties are
frequently not available, and the period of availability of the raw material is too
short and unreliable.
Marketing strategy has been a salient focus of academic inquiry since the 1980s,
according to (Mavondo 2000). There are numerous definitions of marketing
strategy in the literature and such definitions reflect different perspectives (Li et
al 2000). A traditional definition of marketing strategy is a plan for pursuing the
firm’s objectives or how the company is going to obtain its marketing goals with
a specific market segment (Orville and Walker 2008; The Odosio, Leonidus,
2003; Kotler, Armstrong, 2009) while Brodrechtova (2008) explains that
marketing strategy is a roadmap of how a firm assigns its resource and relates to
its environment and achieves corporate objective in order to generate economic
value and keep the firm ahead of its competitors.
Amul: A co-operative with brand: This paper describes success story of a
cooperative institution (AMUL) which has touched the level of excellence as top
corporate players. Cooperative has farmers as members and they used to sell their
milk collectively under cooperative framework to maximize profits and increase
bargaining power. Profitability of a cooperative is heavily depends upon
maintaining balance between farmer's ownership in cooperative and professional
management. Objective of this paper is to review the AMUL story, derive core
practices responsible behind the success of Amul and find how branding has
played a role in AMUL's phenomenal growth. In AMUL's case Marketing
strategy and Branding have been the mantras of success as AMUL Brand is one
of the super brands of Indian market.

36
 6. Objectives

1. To study and analyze the marketing strategies of Amul.

2. To study Amul’s branding strategy and how it has created its place in the

minds of the consumers.

3. To study the history of Amul and how it has been growing in the market.

4. To study the effects of the COVID-19 pandemic situation on the Company

Amul.

37
 7. Research Methodology

7.1 Type of Research:

The basic and qualitative research is used for this study. Method used for the
study is case study research, as one to one interviews were not possible, and data
collected through various articles published on online regarding the FMCG sector
and the Amul company.

7.2 Data Type

This paper mainly based on secondary data. The articles which are published in
the area of marketing strategies in dairy industry have collected for the study and
from website of Amul dairy.
The news which are published on various news site are used for the study as the
study also deals with the effects of pandemic situation on the FMCG sector and
the Amul brand.

7.3 Sampling Plan

• Sampling unit: The respondents were mainly the consumers of the different
FMCG products.

• Sampling size: A survey was conducted for 100 hundred respondents online.

38
 8. Data Analysis and Interpretation

This indicates that Amul products are consumed by every age of people.

98% of the respondents are awre about the brand Amul

More than 70% of respondents are aware about both i.e. the brand tagline and
the mascot.
39
It is observed that consumption of ice-cream has been low as compared to the
other products.

The responses indicates that the customers bought the Amul products mostly
because of its quality.

About 67% of customers are using the products for more than 3 years which
there is high consumer loyalty towards Amul.

40
It can be observed that the quality of the Amul products is the very best as 92%
of respondents rated it high.

Amul advertisements are effective as 79% prefer it over other companies.

Amul products were available to almost 90% customers which means Amul has
strong distribution channel.

41
It can be seen that even during the pandemic, 92% respondents found the
products safe to buy.

From the data, it can be observed that Amul is preferred because of quality,
price and easy availability respectively.

As observed, 73% respondants didn’t buy ic-cream during pandemic

42
 9. Findings and Conclusion

 The segmentation of Amul is the mass population and in general, you will
find people of all different age groups and demography enjoying Amul
products.
 Amul has created its special place and position in the minds of Indian
customers because of its excellent quality and affordable price.
 The target audience for most of its products is the regular middle class
people.
 Amul uses a mass marketing principle. And till date, this principle has
worked very well for the marketing strategy of Amul.
 Another worth appreciating and unique thing about Amul is its mascot
“Amul Girl”. This has made its ads stand out as it addresses different events
in each and every sector , be it Politics, Bollywood or any other social norm
or issue.
 Even during this pandemic situation, Amul has done its best in terms of its
marketing and advertising strategies, eventually helping themselves stay in
the market and reaching maximum consumers through e-commerce also.
 Distribution is another strength of the brand.

43
 10. Limitations

As known to all, it was very difficult to conduct this study as there were
restrictions in meeting and having one-to-one conversation with people. Another
difficulty was knowing the exact market share or the data regarding that as this
type of information is not made public very easily. To overcome this shortcoming
secondary sources were tapped for required information.

Inadequacy of conversations, visits and other resources proved to be a strong

limitation. The data collected from consumers may not be exactly what they think
& use as they might have misinterpreted the objective of research.

As this project is regarding the marketing and branding strategies, it would have
been better if it was based on the officials of the company.

The project is based on the secondary data, collected from different newspapers,
journals, articles, etc. So it has been quite difficult to track down each and every
thing happening regarding the company, but the best efforts have been put to
provide the updated information regarding the company.

44
 11. Recommendations

1. Although being a leader in many categories, Amul still has high potential in
other categories like chocolates.

2. Chocolates should have more advertisements as they are in the affordable range
but customers do not know about it.

3. Amul has a diverse portfolio, maybe they could focus on those categories
which have potential in the future

4. More focus should be put on the question marks of the BCG matrix which has
high potential to grow and needs attention.

5. Amul already is spending a lot on advertising only over the categories which
already are leaders, may be they could focus on other categories as well.

45
 12. Bibliography

Webliography:
 www.amul.com
 www.moneycontrol.com
 www.businesstoday.in
 www.indiatimes.com
 www.economictimes.com
 www.financialexpress.com
 www.ibef.org
 www.firstpost.com
 www.livemint.com
 www.worldwidejournals.com
 www.indianjournalofmarketing.com
 www.marketing91.com

Magazines and Books:

 Times of India
 Business Today
 Kotler Phillip, ”Marketing Management”
 Lean G. Sehiffman and Leslic lazan Kanuk., “Consumer Behavior”

Research Papers:

 Amul: A cooperative with a brand

 Business Strategy of Managing complex supply chain
 Investigating the brand management of Amul

46
Appendix:
Questionnaire:
Name:
Gender:
1. Age
o 10yr - 20yr
o 21yr - 30yr
o 31yr - 40yr
o Above 40

2. Do you know the brand Amul?

o Yes o No

3. What is the first thing that comes to your mind about Amul?
o Amul Girl o Amul tagline

4. Select the Amul product which you have consumed recently.

o Cheese
o Butter
o Ice-cream
o Milk

5. What factors influenced you to buy this brand?

o Quality o Price
o Easy Availability o Advertisements
6. How long have you been using the Amul products?
o One year o More than three years
o Two year
o Three years
7. Rate quality of Amul products(Very Poor 1,2,3….Very Good)
o 1 o 4
o 2 o 5
o 3

8. Which brand have the most effective advertisement?

47
 o Amul o Dabur
o Nestle

9. Were Amul products available in your area during the lockdown?

o Yes o No

10. Did/do you trust Amul products when it comes to safety during Covid19?
o Yes o No

11. What is the best attribute of the brand Amul?

o Price
o Quality
o Easy Availability
o Packaging

12. Did you buy Amul ice-creams during COVID-19 pandemic?

o Yes o No

48