Analysis of

Consumer
Behaviour
towards
“Sudha Ice-
cream”

BY,
SUPRIYA KAMNA
ROLL.NO-915
ST.XAVIER’S COLLEGE, KOLKATA
(AUTONOMOUS)

1
 PROJECT GUIDE: PROF.
C.BANERJEE

CONTENT
CHAPTER NAME OF TOPIC PAGE NO.

1. ACKNOWLEDGEMENT 3

2. EXECUTIVE SUMMARY 4

3. INTRODUCTION
- INDUSTRY OVERVIEW 5-12
- SWOT ANALYSIS 13- 15
- COMPANY
PROFILE(SUDHA) 16-24

RESEARCH DESIGN & 25

4. METHODOLOGY.
- SAMPLE SIZE
- RESEARCH OBJECTIVE
- SAMPLING
PROCEDURE.

DATA ANALYSIS 26-45

- PIE GRAPH.
5. - STATISTICAL
INFERENCE.

CONCLUSION
- FINDING 46
- RECOMMENDATION 47
6. - CONCLUSION 48
49
- LIMITATION
50
BIBLIOGRAPHY
7. APPENDIX
- QUESTIONNAIRE 51-52.

8.

2
3
 ACKNOWLEDGEMEN
T
I take the opportunity to express my indebtness to my following teachers,
organization members, and well-wishers for their unflagging assistance and
encouragement, directly or indirectly in preparing this project.

Rev. Fr. (Dr.) Felix Raj S.J, Principal for incorporating internship and project
presentation in our B.com curriculum.

Prof. M. M. Rahman, Vice-Principal of B.Com.(eve), for providing motivation to

carry out this project.

Prof. Amitava Ghose, Dean of B.Com (Eve), for his great support.

I would like to thank Prof. Chandrima Banerjee for helping and guiding me to do
the project successfully.

I express my gratitude to Prof. Soma Nath, Prof. Antara Dutta Sen and Prof.
Shanta Ghosal for their great support and contribution.

However, this word of commitment made me carry out the work, I recognize the
moral support I received from my family and friends in pursuing this endeavour.
There cannot be any recompense for their invaluable cooperation and support.

Last but not the least I would also like to thank Vandana Mam for her support &
guidance during my internship in Sudha Dairy which motivated me to prepare this
project.

T
HANK YOU,
SUPRIYA
KAMNA.
4
 EXECUTIVE SUMMARY
For the last 27 years since its inception in 1983, SUDHA which literally means
“Amrit” the well thought out name given to it by the Bihar state cooperative Milk
Producer’s Federation Ltd, has with its reasonably priced products, including milk,
reached the door steps of many people in Bihar & Jharkhand.

In fact comfed set up with a noble mission to upgrade the socio- economic
conditions of farmers of Bihar including helping them avoid disasters such as the
death of their cattle by providing vet care. It also include supplying of good quality
of cattle feed and facilities for artificial insemination catering to the needs of urban
consumer with the supply of very hygienically packed milk at affordable rates, it
was basically formed implementing agency of “operation flood” programmes on
the lines of Anand Milk cooperative.

I was confined to Sudha Ice-cream. What is consumers’ perception about

Sudha Ice-cream. Whether they are happy with it’s quality, price, availability,etc.

To solve my above queries I prepared a questionnaire for Consumers asking

about 15 questions from 150 respondents. On the basis of those responses I
prepared Survey Result which helped me to know various facts about Sudha Ice-
cream.

I also came to a conclusion & few suggestions which I have mentioned in my

project report.

5
INDUSTRY OVERVIEW

EVOLUTION OF DAIRY INDUSTRY

Today much of the South faces the implications of sharply altered economic
policies, many of which focus on capital-intensive investment that largely serves
urban-sector requirements. In this context, it is imperative to find ways in which to
advance South-South technology transfer, particularly technologies that directly
improve the economic welfare and quality of life in rural areas. In this respect,
India was fortunate to have been the first country to gain independence from
colonial rule. In more than 40 years of independence, experiments have been made
with a number of approaches towards developing the dairy industry and, as a
consequence, it is possible that the Indian experience may hold lessons of interest
and use too many of those concerned with balanced and sustainable development. It
should be made clear that India's experience is by no means the only one possible.
While there is definitely something to share, much can also be learned from the
experience of others. One lesson is mandatory, however: success in dairying, or in
any other agricultural field, depends on ensuring that control of the resources
created remains with the producers.

An instrument of social and economic

change
In India, dairying is recognized as an instrument for social and economic
development. The nation's milk supply comes from millions of small producers,
dispersed throughout the rural areas. These farmers maintain an average herd of
one or two mulch animals, comprising cows and/or buffaloes. The animals'
nutritional requirements are largely met by agricultural waste and by-products
(Gupta, 1987). Ample labour and a small land base encourage farmers to practice
dairying as an occupation subsidiary to agriculture. While income from crop
6
production is seasonal, dairying provides a stable, year-round income, which is an
important economic incentive for the small farmer to take to dairying.

Milk production in India is dominated by small and marginal landholding farmers

and by landless labourers who, in aggregate, own about 70 percent of the national
milch animal herd (Gupta, 1983).

As crop production on 78 percent of the agricultural land still depends on rain, it is

prone to both drought and floods, rendering agricultural income uncertain for most
farmers. Shackled to subsistence production as a result of a shortage of finance and
credit facilities, these farmers become entangled in a strangling debt cycle.

The combination of an unfavourable land: person ratio and fragmented

landholdings makes it difficult to support large families on crop income alone. It is
not surprising that the small farmer and the landless labourer are more often than
not victims of moneylenders (Zuvakis, 1979) and of natural calamities. Dairying, as
a subsidiary source of income, is a real relief to most of these weaker groups in
society. Often one or two milch animals enable these farmers to generate sufficient
additional income to break the vicious subsistence agricultural-debt cycle.

The successful Indian dairy development programme Operation Flood has shown
how food aid can be used as an investment in building the type of institutional
infrastructure that can bring about national dairy development. Programmes like
Operation Flood, with similar policy orientations, may prove to be appropriate to
dairy development in other Asian as well as African countries since the conditions
that prevail in dairying today in a number of developing countries are comparable
to those that once were found in India. In the early 1950s, India was commercially
importing around 55000 tonnes of milk powder annually to meet the urban milk
demand. Currently, many developing countries either commercially import dairy
products on a large scale or rely on donations to meet the gap between demand and
supply of milk products. Together, developing-country imports account for over 70
percent of total world trade in milk products (FAO, 1993)

As in India, the reliance on low-cost and often-subsidized commercial imports as

well as gifts seriously affects the development of dairying systems in many
developing countries as they increase domestic demand for milk products and erode
domestic-price incentives. As low-cost imports from advanced dairying nations
depress domestic milk prices, it becomes uneconomical for local milk producers to
invest in dairying, causing st agnation in production. This hampers breed
improvement efforts, fodder production programmes, the manufacture of quality
feed and other endeavours to improve productivity. For any country seriously
interested in exploiting the potential of dairying, therefore, it becomes imperative to
7
review and seriously consider policies that would promote dairy development
activities by helping to establish independent and self-sustaining dairying systems.

Undoubtedly, the major challenge for the dairy sector in any developing nation is to
increase milk production in order to meet the increasing demand resulting from the
almost inevitable expansion of population and, presumably, growth of income. To
meet this challenge, policies must become more market-oriented. The adoption of
appropriate technologies for production, procurement, processing and marketing -
after the unique environmental, social, economic, political and cultural
environment of the individual country has been considered - is an important aspect
of dairy development.

Those national governments and international institutions for whom the dairy
sector is a major concern should accept the challenge and formulate policies that
integrate and buttress the major functions of dairy development.

Most of the significant developments in dairying in India have taken root in this
century. The history of the dairy development can be broadly
classified into two distinct phases: pre- and post-Operation Flood.

Dairying prior to operation flood

The earliest attempts at dairy development can be traced back to British rule, when
the Defence Department established military dairy farms to ensure the supply of
milk and butter to the colonial army. The first of these farms was set up in
Allahabad in 1913; subsequent facilities were established at Bangalore,
Ootacamund and Karnal. These farms were well maintained and, even in the early
stages, improved milch animals were raised. As animals were reared under farm
conditions, some herd improvement was made using artificial insemination. This
approach did not have any impact on the supply of milk to urban consumers, which
was of major concern to civilian authorities but less important to the military.

With the growth of the population in urban areas, consumers had to depend on milk
vendors who kept cattle in these areas and sold their milk, often door-to-door. As a
result, several cattle sheds came into existence in different cities. This was not an
environmentally sound approach. As the main objective of the milk vendors was to
maximize profit, they started increasing the lactation period by using the focus
system. In the process, these high-yielding cattle developed sterility problems,
8
which considerably reduced the number of carvings. Once the cattle became
unproductive, they were sold to slaughterhouses. This practice systematically
drained the country of its genetically superior breeds.

Dairy post Operation flood

The strategy for organized dairy development in India was actually conceived in
the late 1960s, within a few years after the National Dairy Development Board
(NDDB) was founded in 1965. It rested on the Operation Flood programme, which
was conceived by the NDDB and endorsed by the government.

Operation Flood is a unique approach to dairy development. During

the 1970s, dairy commodity surpluses were building up in Europe, and Dr
Verghese Kurien, the founding chairman of NDDB, saw in those surpluses both a
threat and an opportunity. The threat was massive exports of low-cost dairy
products to India, which, had it occurred, would have tolled the death-knell for
India's staggering dairy industry. The large quantities that India was already
importing had eroded domestic markets to the point where dairying was not viable.
The opportunity, on the other hand, was built into the Operation Flood strategy.
Designed basically as a marketing project, Operation Flood recognized the
potential of the European surpluses as an investment in the modernization of India's
dairy industry.

Operation Flood is a programme designed to develop dairying by replicating the

Anand Model for dairy development, which has stood the test of time for almost
half a century. The first phase of Operation Flood was launched in 1970 following
an agreement with the World Food Programme, which undertook to provide as aid

9
126000 tonnes of skim milk powder and 42000 tonnes of butter oil to finance the
programme.

The programme involved organizing dairy cooperatives

at the village level; creating the physical and
institutional infrastructure for milk procurement,
processing, marketing and production enhancement
services at the union level; and establishing dairies in
India's major metropolitan centres. The main thrust was to set up dairy cooperatives
in India's best milk sheds, linking them with the four main cities of Bombay,
Calcutta, Delhi and Madras, in which a commanding share of the milk market was
to be captured. In achieving that goal, the first phase of Operation Flood laid the
foundation for India's modern dairy industry, an industry that would ultimately
meet the country's need for milk and milk products.

The second phase of the programme was implemented between 1981 and 1985.
Designed to build on the foundation laid in the first phase, it integrated the Indian
Dairy Association-assisted dairy development projects being implemented in some
Indian states into the overall programme. About US$150 million was provided by
the World Bank, with the balance of project financing obtained in the form of
commodity assistance from the EEC.

The current, third phase of Operation Flood aims at ensuring that the cooperative
institutions become self-sustaining. With an investment of US$360 million from
the World Bank, commodity and cash assistance from the EEC and NDDB's own
internal resources, the programme envisages substantial expansion of the dairy
processing and marketing facilities; an extended milk procurement infrastructure;
increased outreach of production enhancement activities; and professionalization of
management in the dairy institutions.

National dairy development board

In October 1964, on the occasion of the inauguration of AMUL's cattle feed plant,
the then Prime Minister of India, Lal Bahadur Shastri, spent the night as the guest
of a village milk cooperative society near Anand. Impressed by the socio-economic
changes brought about by the milk cooperatives, he expressed the desire for a
national-level organization to replicate Anand Model dairy cooperatives throughout
the country and to make available multidisciplinary, professional dairy expertise to
dairies in the public and cooperative sectors. Thus, in 1965, NDDB was registered
10
under the Societies Registration Act, the Charitable Trust Act and the Public Trust
Act. Consistent with its model and mandate, NDDB headquarters were established
at Anand.

1 Operation Flood: Anand Model milk cooperative societies.

2 Operation Flood: milksheds.

3 Operation Flood: farmer members.

During its initial stages, NDDB was assisted financially by the Government of
India, the Danish Government and by AMUL. It also received aid from the United
Nations Children's Fund (UNICEF) in the form of teaching material and
equipment.

In 1969, when the Government of India approved the Operation Flood programme
and its financing through the monetization of World Food Programme-gifted
commodities, it was found that the statutes under which NDDB was registered did
not provide for handling of government funds. Therefore, in 1970 the government
established a public-sector company, the Indian Dairy Corporation. The IDC was
given responsibility for receiving the project's donated commodities; testing their
quality; their storage and transfer to user dairies; and receiving the dairies'
payments. Thus, it served as a finance-cum-promotion entity while the entire
Operation Flood technical support was provided by NDDB.

To avoid-any duplication in their activities or overlap of functions, the IDC and

NDDB were eventually merged into a newly constituted NDDB by an Act of
Parliament passed in October 1987. The Act designated the NDDB as an institution
of national importance and accorded it the same autonomy of operation that it had
enjoyed and which had been a major factor in its success.

11
“Amul and the evolution of the
Anand model”
Milk procurement from the rural areas and its marketing in the urban areas was
the major problem in Indian dairying at the time India gained independence. In one
of the earliest urban milk supply schemes, Polsons - a private dairy at Anand -
procured milk from milk producers through middlemen, processed it and then sent
the milk to Bombay, some 425 km away (Korten, 1981). Bombay was a good
market for milk and Polsons profited immensely. In the mid-1940s, when the milk
producers in Kaira asked for a proportionate share of the trade margins, they were
denied even a modest increase. The milk producers went on strike, refusing to
supply milk to Polson. On the advice of Sardar Vallabhbhai Patel, a leader in
India's independence movement, the milk producers registered the Kaira District
Cooperative Milk Producers' Union, now popularly known as AMUL, in 1946. The
Kaira union procured milk from affiliated village-level milk societies. This was the
genesis of organized milk marketing in India, a pioneering effort that opened a new
vista for dairy development in the country (see Box).

Between 1946 and 1952, AMUL's policy was directed towards obtaining monopoly
rights for the sale of milk to the Bombay milk scheme. In 1952, it succeeded in
achieving its purpose after the Government of Bombay cancelled the contract with
Polsons and handed over the entire business of supplying milk from the Kaira
district to AMUL. However, as the Bombay milk scheme was committed to
purchasing all the milk produced by the Aarey Milk Colony in Bombay, it would
not take AMUL's milk during the peak winter months. The disposal of this surplus
milk posed difficulties for AMUL, forcing it to cut down on purchases from its
member societies, which affected members' confidence. The answer was the
production of milk products: in 1955, a new dairy plant was set up at Anand to
produce butter, ghee and milk powder.

12
A second dairy was built in 1965, and a product manufacturing unit was established
in 1971 to cope with increasing milk procurement. In 1993, a fully automatic
modern dairy was constructed adjacent to the original AMUL dairy plant at Anand.

AMUL formed the basis for the Anand Model of dairying. The basic unit in this
model is the milk producers' cooperative society at the village level. These
cooperatives are organizations of milk producers who wish to market their milk
collectively. Membership is open to all who need the cooperative's services and
who are willing to accept the responsibilities of being a member. Decisions are
taken on the basis of one member exercising one vote. No privilege accrues to
capital, and the economic returns, whether profit or loss, are divided among the
members in proportion to patronage. Each cooperative is expected to carry out the
continuing education of its members, elected leaders and employees. All the milk
cooperatives in a district form a union that, ideally, has its own processing
facilities.

All the unions in a state are normally members of a federation whose prime
responsibility is the marketing of milk and milk products outside the state. There is
also a fourth tier, the National Cooperative Dairy Federation of India (NCDFI),
which is a national-level body that formulates policies and programmes designed to
safeguard the interests of all milk producers. Each tier of the Anand organizational
structure performs a unique function: procurement and services by the cooperative;
processing by the union; marketing by the state federation; and advancing the
interests of the cooperative dairy industry by the national federation. Thus, the
Anand Model has evolved into an integrated approach to systematic dairy
development.

13
 SWOT ANALYSIS OF
INDIAN DAIRY INDUSTRY

Strengths:
• Demand profile: Absolutely optimistic.
• Margins: Quite reasonable, even on packed liquid milk.
• Flexibility of product mix: Tremendous. With balancing equipment, you
can keep on adding to your product line.
• Availability of raw material: Abundant. Presently, more than 80 per cent of
milk produced is flowing into the unorganized sector, which requires proper
channelization.
• Technical manpower: Professionally-trained, technical human resource
pool, built over last 30 years.

Weaknesses:
• Perishability: Pasteurization has overcome this weakness partially. UHT
gives milk long life. Surely, many new processes will follow to improve milk
quality and extend its shelf life.
• Lack of control over yield: Theoretically, there is little control over milk
yield. However, increased awareness of developments like embryo
transplant, artificial insemination and properly managed animal husbandry
practices, coupled with higher income to rural milk producers should
automatically lead to improvement in milk yields.
• Logistics of procurement: Woes of bad roads and inadequate transportation
facility make milk procurement problematic. But with the overall economic
improvement in India, these problems would also get solved.
• Problematic distribution: Yes, all is not well with distribution. But then if
ice creams can be sold virtually at every nook and corner, why can’t we sell
other dairy products too? Moreover, it is only a matter of time before we see
the emergence of a cold chain linking the producer to the refrigerator at the
consumer’s home.
14
Opportunities:
"Failure is never final, and success never ending”. Dr Kurien bears out this
statement perfectly. He entered the industry when there were only threats. He met
failure head-on, and now he clearly is an example of ‘never ending successes! If
dairy entrepreneurs are looking for opportunities in India, the following areas must
be tapped:

• Value addition: There is a phenomenal scope for innovations in product

development, packaging and presentation. Given below are potential areas of
value addition:
o Steps should be taken to introduce value-added products like
shrikhand, ice creams, paneer, khoa, flavored milk, dairy sweets, etc.
This will lead to a greater presence and flexibility in the market place
along with opportunities in the field of brand building.
o Addition of cultured products like yoghurt and cheese lend further
strength - both in terms of utilization of resources and presence in the
market place.
o A lateral view opens up opportunities in milk proteins through casein,
caseinates and other dietary proteins, further opening up export
opportunities.
o Yet another aspect can be the addition of infant foods, geriatric foods
and nutritionals.

• Export potential: Efforts to exploit export potential are already on. Amul is
exporting to Bangladesh, Sri Lanka, Nigeria, and the Middle East. Following
the new GATT treaty, opportunities will increase tremendously for the
export of agri-products in general and dairy products in particular.

15
Threats:
Milk vendors, the un-organized sector: Today milk vendors are occupying the
pride of place in the industry. Organized dissemination of information about the
harm that they are doing to producers and consumers should see a steady decline in
their importance.

The study of this SWOT analysis shows that the ‘strengths’ and ‘opportunities’ far
outweigh ‘weaknesses’ and ‘threats’. Strengths and opportunities are fundamental
and weaknesses and threats are transitory. Any investment idea can do well only
when you have three essential ingredients: entrepreneurship (the ability to take
risks), innovative approach (in product lines and marketing) and values (of
quality/ethics).

The Indian dairy industry, following its relicensing, has been attracting a large
number of entrepreneurs. Their success in dairying depends on factors such as an
efficient yet economical procurement network, hygienic and cost-effective
processing facilities and innovativeness in the market place. All that needs to be
done is: to innovate, convert products into commercially exploitable ideas. All the
time keep reminding yourself: Benjamin Franklin discovered electricity, but it was
the man who invented the meter that really made the money!

16
 COMPANY PROFILE
History of COMFED
Bihar State Co-operative Milk Producers Federation Ltd.

Background
The Bihar State Co-operative Milk Producers Federation Ltd. (COMPFED)
came into existence in 1983 as the implementing agency of Operation Flood (OF)
program of dairy development on Anand Pattern in the State. All the operation or
erstwhile Bihar State Dairy Co-operation was handed over to

COMFED.
Area of Operation
Five-district level Milk Producer’s Corp. Unions affiliated to the Milk
Federation were covering eighteen districts till the end of programme in March
1977 (end of Eighth Plan). Number Of districts being covered by unions at present
has risen to twenty four and in addition, five districts are being covered by the
Federation, further work is being initiated in six districts more. District milk
unions, which are organizing the DCS network in these districts, are listed below:

i.Vaishal Patliputra Milk Union, Patna Patna, Vaishali,

Nalanda, Saran and
Siwan district.

ii.Barauni Milk union, Barauni Begusarai, Khagaria,

Lakhisarai, Shekpura
and Some villages of
Munger and Saharsa
district.

17
 iii. Tirhut Milk Union, Muzaffarpur Muzaffarpur, Sitamarhi,
Sheohar, E. Champaran,and
W. Champaran district

iv. Shahabad Milk Union, Arrah Bhojpur, Buxor, Kaimur

and
Rohtas district.

v. Mithila Milk Union, Samastipur Samstipur, Darbhanga

and
Madhubani district.

The milk Federation has already taken up organization of Dairy Co-operative

societies (DCS) in the districts of Gaya, Jehanabad, Bhagalpur and Purnea.
Departement of AH & Dairying in the Ministry of Agriculture, GOI has approved a
propose for dairy development in Supaul, Madhepura and Saharsha districts.
The districts of east and west Singhbhum, Ranchi, Bokaro and Dhandad are being
covered by the dairies directly under the control of Milk Federation for the supply of
Milk and Milk products to the urban consumers in these Cities. Procurement of milk
has been taken up in Ranchi district only.

PHYSICAL PERFOMANCE

Because of initial teething troubles and

the set back caused by the natural Vagaries,
the progress was impeded. Regaining of
confidence of the milk Producers in the cooperative dairying system shattered due to
poor management by erstwhile. Bihar State Cooperation earlier was also of one of
the major reasons for sluggish growth. Lack of functional infrastructure in the sphere
of animal husbandry, especially in breed improvement, artificial insemination (AI)
and animal health cover also contributed to the torpid progress.
Policy decisions taken six to seven years ago have changed the trend for growth in
all quarters of cooperative dairying in Bihar. In the earlier Years, the emphasis was
on the horizontal expansion of area is also being done.
18
 A BRIEF RESUME/STATUS REPORT OF VAISHAL
PATLIPUTRA DUGHDH UTPADAK SAHAKRI SAGH
LTD., PATNA.
AN ISO 90001:2000& HACCP ( IS-15000)
(CERIFIED ORGANISTION)

BACKGROUND:

Patna was one of the milk shed identified under `Operation flood – I’ (OF-01)
for implementation of the programme. A hundred thousand liters per day capacity
Feeder.Balancing Dairy (FBD) and 100 MT per day Cattle Feed Plant (CFP)
were set up under this Programme.

A corporation known as Bihar State Dairy Corporation (BSDC) was

formed in the year 1972 for speedy and effective implementation of the operation
flood Programme in the state. The Dairy Corporation was to develop the Dairy
Cooperatives both at the village level and mil shed level on ‘Anand Pattern’ and it
was expected that the milk shed level cooperative would take over the entire
infrastructure created in due course.

The corporation positioned a multi disciplinary Procurement & inputs wing in

1975 after their recruitment and training a Spear Head Team (SHT) was
deputed from National Dairy Development Board (NDDB) from the same year
for helping the Corporation in-organizing and developing the Cooperatives
through the progress in the initial years was encouraging, the programme, for
obvious reasons could not achieve the goals for which it was established.

Subsequently, the State Government felt it worthwhile to request the

National Dairy Development Board (NDDB) for taking over the
infrastructure created on management basis. The National Dairy
Development Board (NDDB) took over the management to the infrastructure
with effect form 1st October 1981 under the banner of Patna Dairy Project (PDP).

19
PROGRESS OF PATNA DAIRY PROJECT:
The National Dairy Development Board (NDDB) immediately after taking
over the project positioned an integrated Spear Head Team (SHT) to restructure
the milk procurement activities and also for streamlining the work of the Feeder
Balancing Dairy(FBD)and Cattle Feed Plant(CFP). Under the management
of NDDB the project had not only made excellent progress but had been able to
establish the fact that the Cooperatives could function equally well in Bihar too and
what is essential is the proper atmosphere guidance.

Along with the organization of milk procurement activities and management of

both the plants Feeder Balancing Dairy(FBD) and Cattle Feed Plant(CFP)
on commercial lines, National Dairy Development Board (NDDB) took
special care to develop the Vaishal Patliputra Dugdh Utpadak
Sahkari Sangh Ltd. (VPDUSS), the milk shed level cooperative for taking
over the project once the National Dairy
Development Board (NDDB) withdraws its management. National Dairy
Development Board (NDDB)handed over the arrangements of Patna Dairy
Project (PDP) to Vaishal Patliputra Dugdh Utpadak Sahkari Sangh Ltd.(VPDUSS)
with effect from 1st July, 1998.

PROGESS OF PATNA DAIRY PROJECT UNDER VAISHAL

PATLIPUTRA DUGDH UTPADAK SAHKARI SANGH LTD.
(VPDUSS)

The major tasks before the Vaishal Patliputra Dugdh Utpadak Sahkari
Sangh
Ltd. (VPDUSS) was to see that the excellent infrastructure
developed by the National Dairy Development Board (NDDB) is not only
maintained but also to see that pace of development is not hampered. The
Vaishal Patliputra Dugdh Sahari Sangh Ltd. (VPDUSS) has been able
to accomplish these tasks to a greater extent.

20
 • MODERN MACHINERY
USED BY VDDUSS FOR BETTER
DAIRY PRODUCTS.

PRESENT STATUS OF PATNA DAIRY PROJECT

UNDER VAISHAL PATLIPUTRA DUGDH
UTPADAK SAHKARI SANGH LTD. (VPDUSS)

1. MILK PROCUREMENT

There are present 1285 nos. of functional Dairy Cooperative Societies

(DCS) in the areas of Patna Dairy Project (PDP) covering the district of Patna,
Vaishali, Nalanda and fringe areas of Saran with a total membership of 74663
members as mentioned earlier in details. The daily average procurement
has reached up to147390 litres during the year 2005-2006.

It is hoped that project shall collect above

one & half lack liters of milk per day in
2007-08.There are 198 nos. of
Women Cooperative Societies (WCS) exclusively managed and run by rural
women folk. While the union has a fairly good number of functional societies,
emphasis is being given to consolidate the functioning of the primary societies by
increasing the member’s participation.

The graphs showing the no. of functional societies, no. of members, yearly daily
average milk procurement and daily average lean months procurement are enclosed.

The Cooperative Development (CD) Program was also initiated from March 1991
with the assistance of National Dairy Development Board NDDB.

2.TECHNICAL INPUTS:

21
The union (VPDUSS), in addition to providing a ready and state market for the
rurally produced milk at the door-step has been providing the inputs required for
milk production enhancement.

Some of the inputs required for milk production

enhancement are:

* Artificial Insemination (AI) with Frozen Semen.

* Veterinary First Aid (VFA).
* Vaccination.
* Supply of Balanced Cattle Feed.
* Supply of Folder Seeds.
* Treatment of paddy straw/wheat bhusa with Urea.
* Supply of Urea Molasses Block (UMB) on No profit no loss basis.

The response from the milk producers for all these has been exceedingly encouraging
and the Union is in the process of extending these facilities to more and more Dairy
Cooperative Societies and farmers.

3. FEEDER BALANCING DAIRY(FBD):

The Feeder Balancing Dairy(FBD) with a capacity to handle 1.5 lakhs liter
per
day (LLPD), has facilities for manufacture of Milk powder, Butter, Ghee, Ice
Cream
Peda, Panner, Plain/Misti Dahi, Lassi Mattha etc.

The Patna Dairy Project (PDP) was first to start milk marketing in sachets in
Bihar during 1981 and its product profile includes- fluid milk of various
grades, milk
powder, butter, ghee, gulab-jamun, peda, ice-cream, paneer, Surabhi (Flavored
Milk), rasogulla, diet ice cream and plain/misthi dahi along with this it also
manufactures and supplies cattle to its members.

22
The production and marketing of Table Butter
under the brand name ‘SUDHA’ was introduced
from 1st October 1993 and the response has been
encouraging. The marketing of Sudha brand of
Ice Cream in patna after test marketing in
August-September1994, was formally launched
from April, 1995. The initial response has been
satisfactory. Efforts are on to increase the market share of Sudha ice-cream.
The Marketing of Sudha brand Plain/Misti Dahi in Patna was started inOct-
Nov.2001 and was formally launched from November, 2001. The initial
response for this
product too has been overwhelming.
The production of Sudha brand Lassi in Patna was stared in April- May-2003.

4. CATTLE FEED PLANT:

The role of balanced feed is not only increasing milk production but also sustaining
the same by ensuring regular conception need not be over emphasized. Realizing the
same the Union has been making constituent efforts for popularizing
the
consumption of balanced feed by the milk production.

In addition to catering to the needs of the Dairy Cooperative Societies cattle

feed is sold through dealers in rest of the state for better capacity
utilization of the plant.
Further realizing the importance of introduction of latest
technologies in this field, the production and sale of By Pass Protein Feed was
started from the year 1989-90. The response for this feed is encouraging.

5.MILK MARKETING:
The marketing of liquid milk in sachets was introduced from the
year 1981. However, initially the thrust was for organizing the milk procurement
activities and to stabilize the same at reasonable level. Nevertheless there was some
natural growth in the milk marketing over the years. However, for various reasons
there was some stagnation for few years in the quantity of milk marketed. With
certain modifications in the policy decisions and because of concerted efforts, the
quantum of milk being marketed is steadily growing. The graph showing the local
daily average milk marketing in different years is enclosed.

6.QUALITY & PRODUCTIVITY ACTIVITIES:

23
The Dairy Plant Management Programme (DPM) was introduced
in the year 1992 followed by Quality Assurance Programme (QAP) in
the year1993 with the help of NDDB. This resulted in bringing about a positive
change leading to viability of the project coupled lowering of operational costs on
one hand and improved quality of products on the other. Consequent to the
liberalization and globalization of Indian economy in early 90,s it was felt that the
organization should strive to make its total outlook, approach and systems of highest
standards. Accordingly, it was decided in the year2001 that the organization should
go in for ISO certification both in quality management system and food safety.
This process was successfully completed leading to I SO-9001:2000 and
HACCP (IS-15000) certification by Bureau of Indian Standards in March 2002.
The project has been honored with “Best Productivity Performance” Award
for
the two consecutive years 20001-2001 & 2001-2002 by National
Productivity Council, New Delhi.

ORGANISATIONAL STRUCTURE MANAGEMENT

COMMITTEE

It is also called Board of Directors (BOD) that consists of 17

Members:

Elected Secretaries of Societies: 12

Chairman: 01
Managing Director (VPDUSS): 01
Managing Director (COMPFED): 01
Milk Commissioner: 01
Representative from Government Cooperative: 01
Department Total- 17

The management committee makes policy for the organization and takes area of
all the policy decisions regarding Patna Dairy Project.

1. Chairman: The chairman presides over the management

committee meeting for
taking any policy decisions regarding the project.

2. Managing Director: He is responsible for day-to-day management

implementing

24
the Board of Directors decisions regarding the Patna Dairy Project (PDP) /
Vaishal
Patliputra Dugdh Utpadak Sahkari Sangh Ltd. (VPDUSS)

3. Manager Feeder Balancing Dairy (FBD) : Feeder Balancing Dairy (FBD)

is
controlled by a manager who is directly responsible for all the activities of Feeder
Balancing Dairy(FBD) and works under the guidance of Managing Director
technical officers and Quality Control Officer assist him in smooth running of Feeder
Balancing Dairy (FBD).

4. Technical Officer Feeder Balancing Dairy (FBD): Technical Officers are

professionals to look after the operation of the plant by operation in shifts. Other
engineers and supervisors co-ordinate technical officers.

5. Quality Control Officers: Quality Control Officers assures the quality of

incoming, under-processing and finished milk products. He reports to Manager
Feeder Balancing Dairy(FBD) and Managing Director directly. Chemists and lab
assistants helps the Quality Control Officer.

6. Manager Cattle Feed Plant (CFP) : Manager Cattle Feed Plant (CFP)
controls
the activities of the Cattle Feed Plant(CFP). Animal Nutrition Officer and Technical
Officer Co-ordinate the Cattle Feed Plant Manager.

7. Animal Nutrition Officer : Animal Nutrition Officer is responsible for

Research
and Development work, developing formula at least cost for all animal feed and day
to day inspections of raw materials of cattle feed and finished products also.

8. Technical Officer Cattle Feed Plant (CFP): Technical Officer Cattle Feed Plant
(CFP) is directly under the Manager Cattle Feed Plant (CFP) and is responsible for
day to day production of different animal feed.

9. In Charge Marketing: Marketing –In-Charge is responsible for all the

marketing activities of the project and reports directly to Managing Director. Sales
Manager/ Executives assist the marketing In Charge in performing tasks and is
guided by the Marketing-In-Charge.

25
10. Sales Executives: Sales Executive works under Marketing-In-Charge and is
responsible for day-to-day sale of milk and milk products and achieving the targets
assigned from time-to-time for sales. Sales Executives are also In-Charge of assigned
marketing zone and union for the smooth sale of milk and milk products through
retailers and also handles customer complains, if any.

11. Deputy General Manager: Deputy General Manager handles

Accounts section
and is directly under Managing Director. Assistant Accounts Officer helps the
Accounts officer in performing his tasks. Cashiers, Accountants and Auditors are
also there to assist him.

12. Manager Milk Procurement: Manager Milk Procurement is he In-

Charge of the milk procurement department of Patna Dairy Project (PDP) and
reports directly to the Managing Director. Many group leaders of the different areas
assist him in milk procurement. These group leaders are directly responsible for milk
procurement in their respective areas. Milk Procurement Officer and Route
Supervisors assist these groups’ leaders.

RESEARCH
METHODOLOGY
Research design is the basic framework which provides guidelines for the rest of
research process. It specifies the methods for data collection and data analysis.

• SAMPLE SIZE- My Sample Size was 150.

26
• RESEARCH OBJECTIVE

To study:
- Whether consumer like Sudha ice-cream or not
& which is their favourite flavour in Sudha Ice-
cream.
- How often consumers have Sudha Ice-cream,
Are they happy with the quality of Sudha Ice-cream?
- How they feel after having Sudha Ice-cream.
Whether they are satisfied with the price.
- Where they rank Sudha Ice-cream as compared
to leading market Ice-cream companies.What they
think about Sudha’s environmental concern, etc.

• SAMPLING PROCEDURE

- My sampling design was Non-probability

Sampling design.
- I used Convenience sampling: This sample is
based on the convenience of the researcher. It is
also called Accidental sampling as respondents in
the sample are included in it merely on account of
their being available on the spot where the survey is
in progress.

SURVEY ANALYSIS
(Sample Size- 150)

27
Ques1. Which age group you belong to?

Category No. of people Central

( Age group ) Tendency
10-20 23 55
20-30 75 180
30-40 18 43
40 & above 34 82
Total 150 360

AGE GROUP 10-20 AGE GROUP 20-30

AGE GROUP 30-40 AGE GROUP 40 & ABOVE

15%
23%

12%

50%

Pie-Graph showing the age group to which sample size belong.

Statistical Inference:

There were total 150 people in a sample. Out of 150 people 15% people belong to
age group 10-20years, 50% people belong to age group 20-30 years, 12% belong
to age group 30-40 years & 23% share is shared by people of age group 40&
above.
People of age group 20-30 were more enthusiastic to
answer & they are the one who are mainly targeted by marketers to sell their
product. The youth - largest consuming section.

Ques 2. Gender of the respondents is:

28
 Gender No. of People Central Tendency
Male 88 211

Female 62 149
Total 150 360

MALE FEMALE

41%

59%

Pie-Graph showing Gender of the respondents.

Statistical Inference:

Male respondents are in majority in my sample constituting 59%. They are the
one’s who take initiative to purchase products for their family & themselves.
Female generally don’t take initiative to answer. It was
difficult to catch them to fill the questionnaire. Still they showed good amount of
interest and constituted 41% of the total respondents.

Ques 3. Are you a consumer of Sudha Products?

29
 Are they No. of People Central Tendency
consumers
Yes 150 360

No 0 0
Total 150 360

YES NO

0%

100%

Pie-Graph showing number of people who are consumer of

Sudha products.

Statistical Inference:

The above statistical analysis states that all the respondents selected randomly
have at least once consumed Sudha Products. This is a very positive response as
the target market constitutes a large number.
There is no section of people who are unaware of
Sudha Product. Whether it’s upper class, middle class or lower class people.

30
Ques 4 . Varieties of Sudha products you had.

Category No. of people Central

( Sudha products ) Tendency
Sudha Ice-cream 138 151
Sudha peda 80 87
Sudha dahi 59 65
Other Sudha products 52 57
Out of people 150 TOTAL – 329 360
responses.

SUDHA ICE-CREAM SUDHA PEDA

SUDHA DAHI OTHER SUDHA PRODUCTS.

16%

42%

18%

24%

Pie-Graph showing varieties of Sudha products consumed by

People.
31
Statistical Inference:

Consumers are aware of almost all Sudha products. Many of them have tried
most of the Sudha products.
Among all Sudha product majority of the consumers had Sudha Ice-
cream constituting of 42% followed by Sudha peda constituting of 24%, Sudha
dahi consituting of 18% and other Sudha products like Rosogulla, Kalakand,
Paneer, etc constituting of 16% .

Ques 5. Is Sudha Ice-cream your favourite of all Sudha Products?

Category No. of People Central Tendency

Yes 96 230

No 54 130
Total 150 360

YES NO

36%

64%

32
 Pie-Graph showing preference of Sudha Ice-cream among all
Sudha products.

Statistical Inference:

Consumers were asked about their preference of Sudha Ice-cream among other
Sudha products, most of them that is 64% of them replied that they prefer Sudha
Ice-cream over other Sudha products like Sudha curd, Sudha Rosogulla, Sudha
Kalakand & many others.

Ques 6. How often you have Sudha Ice-cream?

The sample size for questions regarding Sudha Ice-cream is 138 because out of
150 sample , 138 have tried Sudha Ice-cream…

Category No. of people Central tendency

Frequently 40 104
Occasionally 58 152
Rarely 34 89
Seldom 6 15
TotalFREQUENTLY OCCASIONALLY
138
RARELY SELDOM
360

4%
29%
25%

42%

33
 Pie-Graph showing frequency of Sudha Ice-cream
consumption by respondents.

Statistical Inference:

Out of 150 respondents 138 respondents have tried Sudha Ice-cream. 29% of
them are repeat buyers of Sudha Ice-cream. The rest 67% respondents have
Sudha Ice-cream either occasionally or rarely. We should try to persuade them to
make repeat purchase.

Ques 7. Do you know in how many flavours Sudha Ice-cream is available?

Category No. of People Central Tendancy

Yes 35 91

No 103 269
Total 138 360

YES NO

25%

75%

34
 Pie-Graph showing whether people have knowledge of variety
of Sudha Ice-cream available.

Statistical Inference:

When respondents were asked whether they know in how many

flavours Sudha Ice-cream is available, most of them altogether 75% of people
were not able to recall or they had no idea.
Rest 25% people were aware of different flavours available in
Sudha Ice-cream.

Ques 8 . Which is your favourite flavour?

Favourite flavour No. of people Central tendency

Chocolate 42 110
Kesar pista 49 127
VanillaCHOCOLATE KESAR PISTA VANILLA
43 OTHER
113
Other 3%
4 10
Total
31% 138 31%
360

35%

35
 Pie-Graph showing preference in flavours of Sudha Ice-cream
by Consumers.

Statistical Inference:

As we have seen in earlier observations Sudha Ice-cream is liked by majority of

Consumers. The next question arises that which is their favourite flavour.
The flavour that makes their mouth watery is ‘Kesar Pista‘.
But Chocolate and vanilla are not too far in the race of favourite flavour.
Some improvement is required in the flavours like Mango, Strawberry, Blind
love, etc.

Ques 9. The quality of Sudha Ice- cream is:

Quality No. of people Central tendency

Excellent 55 144
Very good 46 120
Good EXCELLENT VERY GOOD 31
GOOD AVERAGE 82
Average 6 14
4%
Total 138 360
23%
40%

33%

36
 Pie-Graph showing how consumer rates the quality of Sudha
Ice-cream.

Statistical Inference:

There is no doubt in the quality of Sudha Ice-cream as per the above Pie-graph.
Only 4% of the consumer finds it Average & rest 96% of the consumer ranks it
up to good.
This speaks that regarding Quality of the Sudha Ice-cream we need not
to bother much as its quality is liked by almost all 

Ques 10. Sudha Ice-cream tastes…

Category No. of people Central tendency

Tasty 97 252
Ok-Ok 24 62
Satisfactory
TASTY OK-OK
17
SATISFACTORY BAD
46
Bad 0 0
13% 0%
Total 138 360
17%

70%

37
 Pie-Graph showing how consumer ranks taste of Sudha Ice-cream

Statistical Inference:

Sudha Ice-cream is Yummy for 70% of the Sudha Ice-cream consumers. It

denotesconsumers like the taste of Sudha Ice-cream.
One more thing which can be observed is that 17% consumers
finds it ok-ok & rest 13% satisfactory so in total 30% of the consumers are not
fullysatisfied so there is a scope of improvement here.
Good aspect is that no-one finds the taste of Sudha Ice-cream
bad.

Ques 11. How do you feel after having Sudha Ice-cream?

Category No. of people Central tendency

Refreshing 68 177
Energetic 42 110
Better 23 60
No change 5 13
REFRESHING ENERGETIC BETTER NO CHANGE
Total 138 360
4%
17%

48%

31%

38
 Pie-Graph showing how consumer feels after having Sudha Ice-cream.

Statistical Inference:

Majority of Consumers i.e. 48% of them says that after having Sudha Ice-cream
they feel Refreshing & Energetic. Around 17% consumers feel Better after
having Sudha Ice-cream. Very less percentage of consumers finds no change.
So we can say that the after effect of Sudha Ice-cream is good
and consumers feels good after having Sudha Ice-cream.

Ques12. How you rate Sudha Ice-cream in terms of Price?

Category No. of people Central tendency

Costly 10 26
Fair 39 103
Reasonable 60 156
Cheap & best 29 75
Total 138 360
COSTLY FAIR REASONABLE CHEAP & BEST

7%
21%

29%

43%

39
 Pie-Graph showing what is consumer’s opinion on price of Sudha
Ice-cream.

Statistical Inference:

No matter how much one is earning he/ she want to do best deals. Good product
withreasonable price are the core elements for success of any business.
If we sum up the positive answers almost 93% of the consumers
find the price of Sudha Ice-cream Reasonable. For them price of Sudha Ice-
cream is affordable.
Whereas for 7% of the consumers the price of Sudha Ice-cream
burnhole in their pockets. So overall the price offered by Sudha Ice-cream is
reasonable & it should be because “price is the only element which earns
revenue”.

Ques 13. Where you rank Sudha Ice-cream as compared to other Ice-
Creams available in the market( Amul, Vadilal, Treat, Kwality, etc)

Category No. of people Central tendency

Top 79 206
Next best 33 86
Average 21 56
Bottom 5 12
TOP NEXT BEST AVERAGE BOTTOM
Total 138 360
3%
16%

57%
24%

40
 Pie-Graph showing where consumer ranks Sudha Ice-cream as
compared to leading Ice-cream brands.

Statistical Inference:

In this Era of tough competition to remain in Top is a big challenge for any
businessconcern. But more than 55% of the consumers rank Sudha on Top.
Whereas 43% of the consumers says that brands like
Golden,Treat, Vadilal, Amul are better as compared to Sudha. The only problem
with this analysis is the survey area is Patna so their preference is obvious.

Ques 14 . In which field do you think Sudha Ice-cream needs

Improvement?

Category No. of people Central tendency

Price 9 24
Quality 31 82
Quantity 25 65
Availability 73 189
Total 138 360
PRICE QUALITY QUANTITY AVAILABILITY

7%

23%

52%

18%

41
 Pie-Graph showing consumer’s opinion as to in which field
Sudha Ice-cream needs improvement.
Category No. of people Central tendency

Yes 130 340

Statistical
No 8 20 Inference:
Total 138 360
It’s truly
said nothing is perfect in this world. Though many consumers like Sudha Ice-
cream they want some improvement in few fields like Quantity offered, Price,
Avalability, etc.
Majority of the consumers almost 52% are not satisfied with the
location of Sudha outlets. They want more convenient locations. 23% of them
want some improvement in the quality, 18% in quantity & rest 7% in price.
Here major focus should be on providing convenient locations for
consumers.

Ques 15 . Will you advice others to have Sudha Ice-cream?

YES NO

6%

94%

42
 Pie-Graph showing whether consumers will make others aware of
Sudha Ice-cream.

Statistical Inference:

What is the impact of Sudha Ice-cream among consumers can be answered to

much extent through above survey. 94% of the consumers of Sudha Ice-cream
will advice others to try Sudha Ice-cream whereas just 6% says that they are not
going to adviceothers to have Sudha Ice-cream.
So we can infer that Sudha Ice-cream has good impact
on the major population. The rest 6% consumers are loyal customers of other
brands so we can try to make them our loyal customer 

Ques 16. How is the quality consistency of our product?

(SUDHA’S QUESTIONNAIRE)

Category No. of people Central tendency

Excellent 8 27
Very good 14 46
Good 43 143
Satisfactory 25 84
Poor 18 60
Total 108 360
EXCELLENT VERY GOOD GOOD SATISFACTORY POOR

17% 8%
13%

23%

39%

43
 Pie-Graph showing what consumer think about quality
consistency of Sudha products

Statistical Inference:

Quality consistency is an important aspect to hold the consumers.

60% of the consumers think that Sudha Ice-cream’s quality is
consistent.
But 40% of the consumers don’t think that Sudha is consistent in maintaining
the quality of its product.
This is a thing to worry because inconsistency in the quality of the
product can lead to decrease in customer.

Ques 17. What you will score for Sudha’s Communication Facilities
& Methodology?
(SUDHA’S QUESTIONNAIRE)

Category No. of people Central tendency

Excellent 3 10
Very good 26 87
Good 30 100
Satisfactory 34 113
Poor 15 50
Total 108 360

44
 EXCELLENT VERY GOOD GOOD
SATISFACTORY POOR

14% 3%
24%

31%

28%

Pie-Graph showing the score given by respondents to Sudha’s

communication facility.

Statistical Inference:

Better communication facility & methodology increases efficiency. Efficiency

leads tobetter products which results in Customer Satisfaction.
28% consumers grade Sudha’s methodology good & 31% are
satisfied with the existing methodology.
But 14% consumer thinks that Sudha’s communication
facilities and methodology is poor. So there is a slight improvement required in
this field.

Ques 18. How is the Promotional activity of our organization?

(SUDHA’S QUESTIONNAIRE)

45
 Category No. of people Central tendency
Excellent 3 10
Very good 28 93
Good 37 123
Satisfactory 29 97
Poor 11 37
Total 108 360

EXCELLENT VERY GOOD GOOD SATISFACTORY POOR

10% 3%

26%

27%

34%

Pie-Graph showing consumer rating of promotional activity of

SUDHA.

Statistical Inference:

Wide range of products is available in the market. To convince a person to buy

our product we need to carry promotional activities like advertising campaigns,
sales promotion, etc.

46
 63% consumers grade Sudha’s promotional activities from
Excellent toGood. But 40% of the consumers don’t think that Sudha is consistent
in maintaining the quality of its product.
This is a thing to worry because inconsistency in the quality of the
product can lead to decrease in customer.

Ques 19. What will you score for our Environmental concern?
(SUDHA’S QUESTIONNAIRE)

Category No. of people Central tendency

Excellent 3 10
Very good 27 90
Good 29 97
Satisfactory 25 83
Poor 24 80
Total 108 360

EXCELLENT VERY GOOD GOOD SATISFACTORY POOR

3%
22%
25%

23%
27%

47
 Pie-Graph showing what consumer thinks about
environmental concern of the organisation.

Statistical Inference:

Industries are only concerned with earning profit. They are not concerned with
the Environment. Infact the smokes, chemical waters, etc which comes out of the
Industry are main reasons for Environmental degrading.
But Sudha industry is very much concerned about the
Environment as per 78% of the consumers. Rest 22% has an opinion that Sudha
should do bit more for the Environment.

Ques 20. How is the Social concern of our Organisation?

(SUDHA’S QUESTIONNAIRE)

Category No. of people Central tendency

Excellent 4 13
Very good 20 67
Good 37 123
Satisfactory 24 80
Poor 23 77
Total 108 360

EXCELLENT VERY GOOD GOOD SATISFACTORY POOR

4%
21% 19%

22%
34%

48
 Pie-Graph showing what consumer feels regarding the social
concern of the organisation.

Statistical Inference:

Sudha is part of this society so it has some duties towards the society. From the
above survey we can infer that as per 57% consumer Sudha is concerned for
society.
Whereas 22% consumer are just satisfied with Sudha’s concern for
society. According to rest 21% consumer Sudha should have some concern for
the society.

FI
NDINGS
Sudha Ice-cream is liked by majority of
people as we saw earlier in the pie-chart.
More than 60% Sudha customers like Sudha Ice-cream.

Consumers are aware of almost all Sudha products. Many of them have tried most
of the Sudha products.

49
 Consumer’s Favourite flavour is Kesar Pista…Chocolate & Vanilla are next
preferred flavours.

People like the Quality of the Ice-cream almost majority of them i.e. 94%
consumers are in favour of Sudha ice-cream’s quality & they find it good.

Majority of Consumers i.e. 79% of them says that after having Sudha Ice-cream
they feel Refreshing & Energetic.

93% of the consumers find the price of Sudha Ice-cream Reasonable. For them
price of Sudha Ice-cream is affordable.

Majority of the consumers almost 52% are not satisfied with the location of Sudha
outlets. They want more convenient locations.

More than 55% of the consumers rank Sudha Ice-cream on Top & Sudha Ice-cream
has good impact on them.

RECOMMENDATIONS

I have observed that people of age group 20 to 30 are maximum consumer of

Sudha Ice-cream. So the target market for Sudha Ice-cream is people of age group
20-30 years & also kids of age group 10-20 because kids are always easy targets.

Some improvement is required in the flavours like Mango, Strawberry, Blind love,
etc.

Majority of the consumers almost 52% are not satisfied with the location of Sudha
outlets. They want more convenient locations.
Here major focus should be on providing convenient locations for consumers
& introducing “PUSH STRATEGY” in order to make sure that Sudha Ice-cream is
always available to consumers.
50
23% of them want some improvement in the quality, 18% in quantity & rest 7% in
price.
But 40% of the consumers don’t think that Sudha is consistent in maintaining the
quality of its product.
This is a thing to worry because inconsistency in the quality of the product can lead
to decrease in loyal customer.

CONCLUSION
The progress of comfed is a very good news in a state that’s been reeling
under severe industrial and economic decline since it was bifurcated, with
Jharkhand taking away most of its natural resources and big industry.

Comfed stands out as bright beacon of hope, breaking the pessimistic belief that no
industry can survive in the state, forget making profit. The federation claims to
plough back Rs 250 crore every year directly in to hands of rural farmers. It gives
65 percent of its earned profit to farmer and cooperatives as bonus, dividends and
development fund, while 35 percent is used for plant &machinery maintenance.

51
Comfed’s growth has certainly been in geometric progression. “Dairy cooperatives
act like a bridge between rural farmers and an organized market”

Comfed along with the other associations related with it have taken pledge to turn
Bihar into a healthy state. Comfed does not treat itself as government body nor
does it treat itself as NGO. It prides itself on being body of the farmers and for the
farmers.

Comfed was conceived to replicate and oversee Anand pattern dairy cooperatives
in the state. Federation was lucky enough to get excellent managing directors,
dedicated and sincere employees.

Federation has drawn 55-60 percent officers from other states in formative years
with support received from NDBD government of Bihar and various other
international agencies. Comfed slowly but steadily improved its performance over
the years.
According to newspaper report on April19, 2010 the federation had set a
record of collecting & distributing 11.70 lakh litres of milk per day. It is
continuously increasing and catering to the needs of people not only in Bihar but
also in neighbouring states as well.

The role of comfed in improving the economic condition of people in rural areas is
of vital importance. Bihar will develop with comfed, accelerating on the path of
success.

LIMITATIONS
1. Area of Operation.
- My survey area was confined to Patna, capital of Bihar. So we can’t infer the
consumer behaviour towards Sudha Ice-cream in whole of it’s marketing area Bihar.

2. Time Limitation.
- I had just 1 month to do my survey. So due to lack of time I could not cover
large sample size & also the survey area shrinked.
52
3. Sample size.
- My sample size constituted of 150 people which is very less in ratio with Total
Sudha Ice-cream consumer.

4. Sample Selection Method.

- I randomly selected people & asked them to fill my questionnaire so there
were few respondents who were not in category of having Sudha Ice-cream.

5. Survey Error.
- Due to respondents unawareness of answer the result was not accurate.

BIBLIOGRAPHY
1. Times of India
2. Outlook
3. One India
4. F & B news.com
5. Www. LinkedIn.com
53
 6. Altavista.com (pictures)
7. Bing.com (pictures)
8. http://en.wikipedia.org/wiki/Sudha_Dairy
9. compfed@bih.nic.in
10. http://patna.olx.in/sudha-dairy-iid-
59591740

PATNA DAIRY PROJECT

QUESTIONNAIRE
NAME ADDRESS

PHONE.NO-

1. Which age group you belong to?

54
 10-20 20-30

30-40 40& above

2. What is your gender?

Male Female

3. Are you a consumer of Sudha products?

Yes No

4. If yes then tick the products you had…

Sudha Ice-cream Sudha peda

Sudha Dahi Other products

5. Is Sudha Ice-cream your favourite of all other Sudha Products?

Yes No

6. How often you have Sudha Ice-cream?

Frequently Occasionally

Rarely Seldom

7. Do you know in how many flavours Sudha Ice-cream is available?

Yes No

8.Which is your favourite flavour?

Chocolate Kesar Pista

Vanilla Other

9. How you find the quality of Sudha Ice-cream?

Excellent Very Good

Good Average

10. Sudha Ice-cream tastes…

Tasty Ok-Ok
55
 Satisfactory Bad

11. How do you feel after eating Sudha Ice-cream?

Refreshing Energetic

Better No change

12. How you rate Sudha Ice-cream in terms of price?

Costly Fair

Reasonable Cheap & Best

13. Where you think Sudha Ice-cream ranks as compared to other Ice-creams
available in market? (Amul, Vadilal, Treat, Kwality,etc.)

Top Next Best

Average Bottom

14. In which field do you think Sudha Ice-cream needs improvement?

Price Quality

Quantity Availability

15. Will you advise others to have Sudha Ice-cream?

Yes No

THANKS FOR YOUR VALUED OPINION 

Signature

56