1 INTRODUCTION

Garam Masala

Masala are not spices in themselves. They’re

wonderfully aromatic blends of spices used throughout

India and the rest of the Indian subcontinent. Different

regions use different combinations, and the blends will

also vary from household where proportions may vary

according to whatever dish it is being used to season.

They are all highly aromatic, but can vary in intensity of

flavour from mild to extremely hot. Masalas can be

found easily in the international section of any big

groceries store in the west or in any Indian or South Asian shops.

Garam Masala, which literally means hot (Garam) spice blend (Masala), is the best known of

Indian spice mixtures. It was popularized in northern India during the Moghul Emprie. Garam

Masala does not contain turmeric, the ingredient that gives Western-style curries and many of the

curries in Indonesia, Malaysia and southern state of India their characteristic yellow colour. The

most common was of making Garam Masala is given below.

This special blend of spices is used at the end of cooking or fried in the beginning of cooking to

add a subtle flavour to the cooked dish. Please note, Garam masala must be added in small

quantities, or else it will overpower the dish. Use Garam masala as directed in recipes but don’t

stop there. It is excellent for flavoring many dishes, not just Indian fare. Sprinkle some over a

squash before roasting or a bowl of pumpkin soup before serving, or onto corn on the cob that

has been brushed with oil or butter.

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Ingredients

Coriander seeds ( Dhaniya )

Cinnamon stick ( Dalchini)

Black peppercorns ( Kali Mirch)

Whole cloves (Laung)

Cumin seeds (Jeera)

Nutmeg (Jaiphal)

Green cardamom pods, peeled and seeds crushed (Elaichi)

Mace (Jaivitri)

Preparation

Place all the spices in a dry frying pan or skillet and heat over a very low heat, stirring

constantly. As soon as the aroms from the spices begins, remove the pan from the heat.

This step is to release the aromatic oils from the spices.

Working with only a small quantity at a time, put the spices in an electric blender to grind

it to a fine powder. Remove the cardamom pod skins. Allow to cool.

Store the Garam Masala in an air- tight container. As long as the container is rightly

closed after each use, it should last for a long time.

Source: http:// www.food-india.com/ingredients/i001_i025/i003.html,2003-2010

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2.1 HISTORY OF WORLD SPICE MARKET

The earliest evidence of the use of spice by humans was around 50,000 B.C. The Spice trade

developed throughout the Middle East in around 2000 BCE with cinnamon and pepper. The

Egyptians used herbs for embalming and their demand for exotic herbs helped stimulate world

trade. In fact, the word spice comes from the same root as species, meaning kinds of goods. By

1000 BC china and India had a medical systems based upon herbs. Early uses were connected

with magic, medicine, religion, tradition, and preservation.

A recent archaeological discovery suggests that clove, indigenous to the Indonesian island of

Ternate in the Maluku Islands, could have been introduced to the Middle East very early on.

Digs found a clove burnt onto the floor of a burned down kitchen in the Mesopotamian site of

Terqa, in what is now is now modern-day Syria, dated to 1700 BC.

In the story of Genesis, Joseph was sold into slavery by his brothers to spice merchants. In the

biblical poem Song of Solomon, the male speaker compares his beloved to many forms of spices.

Generally, Egyptian, Chinese, Indian, and Mesopotamian sources do not refer to known spices.

In South Asia, nutmeg, which originates from the Banda Islands in the Maluku’s, has a Sanskrit

name. Sanskrit is the ancient language of India, showing how old the usage of this spice is in this

region. Historians believe that nutmeg was introduced to Europe in the 6th century BC.

The ancient Indian epic of Ramayana mentions cloves. In any case, it is known that the Romans

had cloves in the 1 st century AD because Pliny the Elder spoke of them in his writings.

Indonesian merchants traveled around China, India, the Middle East, and the east coast of Africa.

Arab merchants facilitated the routes through the Middle East and India. This made the city of

Alexandria in Egypt the main trading centre for spices because of its port. The most important

discovery prior to the European spice trade was the monsoon winds (40 CE). Sailing from

Eastern spice growers to Western European consumers gradually replaced the land-locked spice

routes once facilitated by the Middle East Arab caravans.

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2.2 MIDDLE AGES

Spices were among the most demanded and

expensive products available in Europe in the

Middle Ages, the most common being black

pepper, cinnamon (and the cheaper alternative

cassia), cumin, nutmeg, ginger and cloves. Given

the medieval medicine's main theory of humorist,

spices and herbs were viewed as indispensable

elements to balance "humours" in food, a daily

basis for good health at a time of recurrent

pandemics.

Spices were all imported from plantations in Asia and Africa, which made them extremely

expensive. From the 8th until the 15th century, the Republic of Venice had the monopoly on

spice trade with the Middle East, and along with it the neighboring Italian city-states. The trade

made the region phenomenally rich. It has been estimated that around 1,000 tons of pepper and

1,000 tons of the other common spices were imported into Western Europe each year during the

Late Middle Ages. The value of these goods was the equivalent of a yearly supply of grain for

1.5 million people. While paper was the most common spice, the most exclusive was saffron,

used as much for its vivid yellow-red color as for its flavor. Spices that have now fallen into

some obscurity in European cuisine include grains of paradise, a relative of cardamom which

almost entirely replaced pepper in late medieval north French cooking, long pepper, mace,

spikenard, galangal and cubeb. A popular modern- day misconception is that medieval cooks

used liberal amounts of spices, particularly black pepper, merely to disguise the taste of spoiled

meat. However, a medieval feast was as much a culinary event as it was a display of the host’s

vast resources and generosity, and as most nobles had a wide selection of fresh or preserved

mints, fish, or seafood to choose from, the use of ruinously expensive spices on cheap, rotting,

meat would have made little sense.

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2.3 EARLY MODERN PERIOD

The control of trade routes and the spice-producing regions were the main reasons that

Portuguese navigator Vasco da Gama sailed to India in 1499. Spain and Portugal were not happy

to pay the high price that Venice demanded for spices. At around the same time, Christopher

Columbus returned from the New World, he described to investors the many new spices

available there.

Alfonzo de Albuquerque (1453–1515) allowed the Portuguese to take control of the sea routes to

India. In 1506, he took the island of Socotra in the mouth of the Red Sea and, in 1507, Ormuz in

the Persian Gulf. Since becoming the viceroy of the Indies, he took Goa in India in 1510, and

Malacca on the Malay Peninsula in 1511. The Portuguese could now trade directly with Siam,

China, and the Moluccas. The Silk Road complemented the Portuguese sea routes, and brought

the treasures of the Orient to Europe via Lisbon, including many spices.

With the discovery of the New World came new spices, including allspice, bell and chili peppers,

vanilla, and chocolate. This development kept the spice trade, with America as a late comer with

its new seasonings, profitable well into the 19th century.

In the Caribbean, the island of Grenada is well known for growing and exporting a number of

spices, including the nutmeg, which was introduced to Grenada by the settlers.

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2.4 HANDLING SPICES

A typical home's kitchen shelf of spices as would be seen in the United States or Canada.

A spice may be available in several forms: fresh, whole dried, or pre-ground dried. Generally,

spices are dried. A whole dried spice has the longest shelf life so can be purchased and stored in

larger amounts, making it cheaper on a per-serving basis. Some spices are rarely available either

fresh or whole, for example turmeric, and must be purchased in ground form. Small seeds, such

as fennel and mustard seeds, are used both whole and in powder form.

The flavor of a spice is derived in part from compounds that oxidize or evaporate when exposed

to air. Grinding a spice greatly increases its surface area and so increases the rates of oxidation

and evaporation. Thus, flavor is maximized by storing a spice whole and grinding when needed.

The shelf life of a whole spice is roughly two years; of a ground spice roughly six months. The

"flavor life" of a ground spice can much shorter. Ground spices are better stored away from light.

To grind a whole spice, the classic tool is mortar and pestle. Less labor-intensive tools are more

common now: a micro plane or fine grater can be used to grind small amounts; a coffee grinder is

useful for larger amounts. A frequently used spice such as black pepper may merit storage in its

own hand grinder or mill.

Some flavor elements in spices are soluble in water; many are soluble in oil or fat. As a general

rule, the flavors from a spice take time to infuse into the food so spices are added early in

preparation

Source :(http://en.wikipedia.org/wiki/spice)

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2.5 INDIAN SPICE MARKET

The fame of Indian spices is older than

recorded history. The Story of Indian spices is

more than 7000 years old. Centuries before

Greece and Rome had been discovered,

sailing ships were carrying Indian spices,

perfumes and textile to Mesopotamia, Arabia

and Egypt. It was the lure of these that

brought many seafarers to the shores of

India.

Long before Christian era, the Greek merchants thronged the markets of

South India, buying many expensive items amongst which spices were one.

Epicurean Rome was spending a fortune on Indian spices, silks, brocades,

Dhaka Muslin and cloth of gold, etc. It is believed that the Parthia wars were

being fought by Rome largely to keep open the trade route to India. It is also

said that Indian spices and her famed products were the main lure for

crusades and expeditions to the East.

Today when spices cost so little, it seems unbelievable that they were once a

royal luxury and those men were willing to risk their lives in quest of them.

Though there were the Dark Ages, but there were rich people who had gold

to exchange for pepper and cinnamon. It was in the year1492 A.D., that

Christopher Columbus discovered the New World. Five years later, four tiny ships sailed

southward from the port of Lisbon, Portugal, under the guidance of Captain Vasco Da Gama.

Like Columbus, Vasco Da Gama too was searching for a new route to the spice lands of Asia.

While Columbus failed to achieve the goal, Da Gama succeeded. In a two year, 24,000miles

round trip, he took his ships around the continent of Africa to India and back to Lisbon. Only two

of the four ships survived to reach their homeport. These two ships brought back a cargo of

spices and other products worth 60 times the cost of the said voyage.

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The spices of the East were valuable in those times, during these Middle Ages; a pound of ginger

was worth a sheep, a pound of mace worth three sheep’s or half a cow. Pepper, the most valuable

spice of all, was counted out in individual peppercorns, and a sack of pepper was said to be

worth a man`s life. Da Gama`s successful voyage intensified an international power struggle for

control over the spice trade. For three centuries afterwards the nations of Western Europe -

Portugal, Spain, France, Holland, and Great Britain - fought bloody sea-wars over the spice-

producing colonies.

By the year 1000 Arabians had conquered the

Indus valley, what is now India. They brought the

cumin and coriander that mixed with Indian pepper;

ginger and turmeric make up the base of so many

South Asian dishes. It was this combination of

spices that century’s later British sailors spread

throughout the world as curry powder. In India,

Arabian traders got the rare and exotic spices of the Far East from local spice merchants. Arabian

traders were able to make good money supplying these spices, even with the high prices paid to

the Indian middle men, not only to their countrymen back home, but to Europe as well. These

traders of spices paid for the Art and Education for which Arabia became famous in the present

day. In many ways the culture of Arabia loved studying and learning different things. Many great

Greek and Roman plays were translated in Arabic, so too were the geographic writings of Pliny

and Ptolemy telling of the general location of the tabled Spice Islands.

As Arabian astronomers charted the stars in order in order to study them and understand mans

relation with them, they realized these same charts could be used for navigation. And then

Arabian traders invented the technology and knew the odds. Soon they were sailing to what is

now Indonesia and Malaysia to purchase spices directly, bypassing the Indian middleman. By the

middle of the 13th century Arabian merchants were regularly visiting Sumatra for cassia from the

slopes of Mount kainite. White travelling they would stop as little villages and towns that had

fresh water resource to refill their water suppliers. At these stops the merchants would barter

their cumin, coriander and saffron and speak and preach and their religion as well. The tropical

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climate did not suit the saffron but coriander now plays an integral part in so many dishes across

Indonesia. The religion, which they preached white bartering spices, did even better than the

coriander, with Indonesia today being the world’s most populous Islamic country. Compared to

the Hindu belief in a caste system spread earlier by traders from India, it seems the Islamic belief

that all were equal in serving God really hit a chord with the people of Indonesia. In nutshell, the

fascinating history of spices is a story of adventure, exploration, conquest and fierce naval

rivalry.

The people of those times used spices, as we do today,

to enhance or vary the flavours of their foods. Spices

were also flavour disguisers, masking the taste of the

otherwise tasteless food that was nutritious, but if un

spices, had to be thrown away. Some spices were also

used for preserving food like meat for a year or more

without refrigeration. In the sixteenth century, cloves

were used to preserve food without refrigeration.

Cloves contain a chemical called eugenic that inhibits the growth of bacteria. It is still used to

preserve some modern foods like Virginia ham. Later, mustard and ground mustard were also

found to have preservative qualities. When spices were not available people went hungry

because they could not preserve their foods to carry them over to the winter. Such was the

importance of spices those days.

Broadly, there are two main subdivisions of spices one being the major spices and the other is

minor spices. For example the spices like pepper cardamom, ginger, turmeric,

chilies etc., comes under major category. The important minor spices grown in India are avowal,

aniseed, caraway, celery, coriander, cumin, dill seed, fennel, fenugreek, garlic, onion, saffron,

vanilla etc.

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2.6 DEVELOPMENT OF SPICE MARKET IN INDIA

The History of spice development dates back to 1951 by setting up of a high level Spices

Enquiry Committee by the Planning Commission in view of the significant role spices play

among agricultural commodities produced in the country. The committee felt the immense value

of these commodities in building up the national economy and observed lack of organized efforts

to improve their production and marketing as being done for other plantation crops like tea,

coffee, rubber, etc. The committee in their report submitted in October 1953, stressed the need

for better planning, research and coordinated efforts in the proper development of these crops.

The Government of India accepted above recommendations and provided necessary funds to

ICAR for implementing various schemes on Research Development and Marketing in all the

regions of the country. An ad- hoc Central Spices and Cashew nut Committee, a semi

autonomous body consisting of govererment officials and representatives of growers and traders

was set up in 1961, devoting special attention in solving problems confronting the crop

development and financed research schemes to implement by the State Governments.

Based on the report of the Agricultural Research Review Team, appointed by Government of

India, the Central Spices and Cashew nut committee was abolished in September 1965 and the

responsibility for spices research was transferred to the ICAR. The Government of /India took

over development and marketing functions handled by the Committee by setting up of a

Regional office of the Ministry and subsequently created the present Directorate of Arcanum and

Spices Development as a Kerala, for paying adequate attention in different aspects of crop

development. Simultaneously Indian Spices Development Council was constituted in order to

continue the association of various official and non-official interests with the development

programmers on these crops and have the benefit of the continued advice. The directorate served

as the Secretariat of the Development Council.

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No sizable programmed for development of spices was undertaken in the first Five Year plan

(1951-56). The second Five Year Plan (1951-61) contaminated provision to the tune of Rs. 15.49

lakh while the third Five year plan (1961-66) had an outlay of Rs. 35 lakh for spice development

with which planning material production was taken up for the development of major spices in the

important growing states. In the Fourth Five year Plan ( 1969-74), development programs were

concentrated for large scale production and distribution of high yielding varieties of important

spices with a financial provision of Rs. 13.9 lakh

A well organized effort for spices development was mooted in the Fifth Five Year Plan (1974-

79) with a plan provision of Rs 175 lakh with stress for the development of major spices alone

that too confined to traditional centres of cultivation. In this plan period a special component

plan costing over Rs. 30 lakh was also taken up for the development of spices cultivation in the

Andaman & Nicobar Islands.

In the Sixth Five Year plan (979-84) the development programmers on spices were assigned to

State Governments as their mandate on the recommendations of the National Development

Council. However, Central Scheme was continued in the Union Territories and autonomous

organizations like State Agricultural Universities and ICAR Institutes with the limited financial

resources made available.

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Source: (http:/www.indiaspices.com/pdf/spice-AR-2008-09-English.pdf)

2.7 INDIAN SPICES

India is known the world over as ‘The Home of Spices ‘, thus Spices and condiments need no

introduction. The climate of the country is ideal for the growth of almost all spices. Spices are an

important group of agricultural goods, which are virtually indispensable in the culinary art. They

also play a significant role in our national economy and in the economies of several spice

producing, exporting and importing countries. India accounts for about 45% of the global spice

exports. In India, from the point of view of both domestic consumption and export, spices are

important commercial crops.

According to the international Organization for Standardization [ISO], there are about 109 spices

and India produces as many as 75 in its various agro climatic regions. The term ‘ spices and

condiments’ applies to ‘ natural plant or vegetable products or mixtures in whole or ground form,

which are used for imparting flavour, aroma and piquancy to the food items’. Spices are also

being used within the country for flavoring foods and in medicines, pharmaceutical, perfumery,

cosmetics and several other industries.

Fruits [ cardamom, chilies etc.], or Berries [ allspice, black pepper, juniper etc], or Seeds

[ aniseed, caraway, celery, coriander], or Rhizomes [ ginger, turmeric etc.], or Roots [ angelica,

horse- radish, linage etc.], or Leaves [ bay leaves, mints, marjoram, tempt etc.], or Kernel

[ nutmeg etc.] or Aril [ mace], or Bank [ cinnamon, cassia etc.] , or Bulbs [ garlic, onion etc.], or

other part of spice plants.

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2.8 LIST OF INDIAN SPICES…………

Cardamom Large Cardamom Pepper Chilies Ginger Mustard

Coriander Cumin Fennel Fenugreek Mustard Nutmeg

Mace Vanilla All Spice Poppy Seed Tamarind Caboodle

Cinnamon Cassia Garlic Star Anise Sweet Flag Greater Galangal

Clove Pomegranate Aniseed Bishop’s Weed Caraway Dill

Saffron Juniper Berry Asafoetida Caper Kokum Tempt

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Celery Curry Leaf Mint Parsley Horse Radish Thyme

Pepper Long Sage Lovage Bay Leaf Hyssop Basil

Rose Mary Savory Marjoram Oregano Tarragon Curry Powder

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Source: (http//www.mypdfsearch.com/spice.pdf) (http://www.indianspices.com/pdf/spice_gallery.pdf)

2.9 CHALLENGES OF INDIAN SPICE INDUSTRY

The session started with the chairperson’s remark in which she talked about WTO/ global issues.

She also discussed the livelihood issues in spice industries and pointed out that there was

shortage of labour in this industry. Afterwards, Mr G Sree Kumar from Spices Board gave a

board view of Indian spice industry in terms of its performance, wherein he mentioned that

India’s share in the export of global spice market was approximately 50 percent. Despite its

huge share in export market, India exported only 10 percent of its spice production. It was also

revealed that India exported around 175 spice products to over 160 countries.

Further, he showed that only 7 percent of total exporters contributed around 80 percent of total

India’s exports. There was a continuous rising trend in the export of spice products since 1990-

91. He also mentioned that more than 30 percent of spice product was coming from value added

products. Then he discussed about the importance of Spice Park and expectations from it. The

purpose of the spice park was to provide basic infrastructure facilities and also to provide

uninterrupted or adequate supply of spices. It had provided world’s best spice quality

laboratories in India. In his view, “The vision of Indian spice industry is to become a

processing hub and premier supplier of value added spices and herbs in the industrial,

retail and food service segments of the global by meeting the quality and requirement.”

Further, he spelt out the challenges in the spice industry basically focusing on pepper and

cardamom. According to him, the major challenges in India were small holding, incidence of

diseases, uncertainty in prices and others. These factors resulted in low productivity, reduction in

pepper cultivation and stagnant production. Then he suggested the factors to be studied in spice

industry, which were price competitiveness in international market, cost of production, supply

chain and market efficiency, tax/ duty and others. Afterward, discussants raised various issued

starting from information asymmetry in price and cost of production to mechanization and tariff

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issues. Need of holistic approach was also pointed out. Finally the issue of intercropping in spice

industry was also raised.

Source: http:// www.cds.edu/admin/homeFiles/GB%20 annexure%204.pdf

2.10 GOVERNMENT INTIATIVE

Indian Government is providing financial assistance to the farmers who are engaged in the

production of the various spices. Government has also taken certain steps to ensure the

availability of better quality spices, more hygienically processed spices in order to boost exports.

Indian spice board also provides financial and technical assistance to farmers.

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3.1 HISTORY OF WONDER FOOD

J.P.Foods one of the leading producers and distributors of Basic as well as Blended Masala’s is

among the fastest growing industries in state of Gujarat. J. P. Foods is promoted by J. P.

Tobacco Products Ltd., a national leader in tobacco products. The different activities of the

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Group Companies include manufacturing of Biddies, Pharmaceuticals, and transport with a

turnover exceeding 3900 Million Indian Rupees.

J.P. Food India launched its range of basic masala’s in March 1999, under the brand name

‘WONDER MASALA’. The company has already set its distribution and retail network in whole

of Gujarat, Rajasthan, Punjab, Haryana, Himachal pradesh, and J & K. The products will soon be

available in other states of India.

J.P. Food today operates with a high profile organizational network. The company has developed

enlightened management capabilities owing to a unique fusion of entrepreneurship with

professional expertise. The company has a full- fledged distribution network comprising of super

stockiest, distributors all over Gujarat, Rajasthan, Punjab, Haryana, Himachal Pradesh, and J &

K, and all logistics term to ensure timely supply.

With the roaring success of the initial launch, the company has now embarked on an expansion

plan to increase production capacity three- fold within a short span of time.

3.2 COMPANY PROFILE

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At J.P.Foods the core culture is to deliver superior quality products born of the highest technological norms. J.P. Foods is recognized as a renowned manufacturer and exporter of Basic and Mixed Masala’s.

J.P. Foods India launched its range of basic masala’s in March 1999, under the brand name 'WONDER MASALA'. The company has already set its distribution and retail network in whole of Gujarat, Rajasthan, Punjab, Haryana, Himachal Pradesh, and J&K. The products will soon be available in other states of India.

J.P. Foods today operates with a high profile organizational network. The company has developed enlightened management capabilities owing to a unique fusion of entrepreneurship with professional expertise. The company has a full-fledged distribution network comprising of super stockiest, distributors all over Gujarat , Rajasthan, Punjab, Haryana, Himachal Pradesh, and J&K , and its logistics team to ensure timely supply.

With the roaring success of the initial launch, the company has now embarked on an expansion plan to increase production capacity three-fold within a short span of time. A complete new range of Instant mixes and a variety of Pickles are to be launched very shortly.

3.3 INFRASTRUCTURE

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By virtue of blending class and refinement, J.P. Foods has engineered a sophisticated production

plant that matches its unsurpassed range. Situated amidst the clean and hygienic environment at

Kadi, 45 kms away from the Ahmadabad, this plant is a first-of-its-kind in Gujarat and third in

India. The factory premise spans over an impressively built-up area of around 37,000 sq. ft. with

open land of about 50,000 sq.mt. that ensures pollution-free surroundings. Each building is

designed to achieve efficiency in loading and unloading the finished products. The entire plant is

dust-proof and equipped with efficient machines which sort, de-stone, clean, de-moisturize, grind

and blend the various raw materials. Computerized mechanisms and the process automation

keeps the product absolutely untouched by human hands, thus ensuring 100% hygiene.

3.4 QUALITY

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A number of measures have been implemented for high-quality production. A standard operating

procedure has been adapted to manufacture quality

products in our factory as per AGMARK standards. The

material is fumigated before grinding, which destroys all

the traces of fungus, bacteria and the rodents. The material

is ground at a lower temperature than at conventional

plants, so that the aroma and flavour are not lost during the

grinding process. Enough care is taken to ensure that dust

and bacteria do not enter the plant and storage areas. Continuous atomization has been adapted to

ensure that human hands do not touch the material. Meticulous checks are maintained in all the

manufacturing, storing and packaging departments to heighten the original flavour and aroma of

the spices.

and bacteria do not enter the plant and storage areas. Continuous atomization has been adapted to

ensure that human hands do not touch the material. Meticulous checks are maintained in all the

manufacturing, storing and packaging departments to heighten the original flavour and aroma of

the spices.

3.5 FOOD TECHNOLOGIST

In order to produce the best product quality and blends, the company has hired the services of a

food technologist. He has been instrumental in offering the best quality standards, duly

acknowledged by domestic and foreign buyers. He is also a consultant to other organizations

who conduct nutrition programmes in India.

3.6 GOVERNMENT CERTIFICATIONS

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Our product confirms to Indian government standards and has the AGMARK label on its basic

spices. The company is also registered with the Spice Board of India-Cochin, The Federation of

Indian Export Organizations - New Delhi & The Agriculture and Processed Food Products

Export Development Authority (APEDA)-New Delhi and various Indo-Foreign Chambers of

Commerce.

3.7 QUALITY CONTROL & LABORATORY

The company has its own stringent quality checks and test laboratories which have put our

products on the global map and encouraged us to get registered with international organizations.

The laboratory offers analytical services to analyses spices for physical, chemical and microbial

contaminants. The analysis of spices for pesticide residues and presence of aflatoxin are also

undertaken. Needless to mention, our short exposure in the domestic markets has earned us the

title of the No. 1 quality product, leaving behind other established players.

3.8 PRODUCT OF THE COMPANY

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The product available in the Indian market is classified into three categories.

(1) Basic Spices ( Powder Spices)

Chili Powder

Turmeric Powder

Coriander Powder

Coriander-Cumin Powder

Kashmiri Chili Powder

Black Pepper Powder

 Amchoor Powder

Hing (Asafoetida) Powder

Supreme Garam Masala

Achar Masala

Cumin Whole (Jeera)

Chilly Powder

Wonder Chilly Powder is the spice that truly portrays the exotic flavors of India.

Packing available in

( 6gms, 50gms, 100gms, 200gms, 500gms, 1Kg, 5Kg & 20Kg)

Turmeric Powder

Turmeric is a ground root of a plant predominantly grown in India. With Wonder Turmeric Powder, what you get is this herb's natural core essence.

Packing available in

( 6gms, 50gms, 100gms, 200gms, 500gms, 1Kg, 5Kg & 20Kg)

Coriander Powder

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When there's a need to heighten the aroma of any cuisine, you can trust the authenticity of Wonder Coriander Powder.

Packing available in

(6gms, 100gms, 200gms, 500gms, & 10Kg)

Coriander-Cumin Powder

Wonder sources the best-grown cumin from the fertile, loamy regions of Gujarat and Rajasthan.

Packing available in

(100gms, 200gms, 500gms & 10Kg)

Kashmiri Chilly Powder

Wonder Kashmir Chilli Powder is a produce of finely ground, distinctly flavored Kashmir chillies.

Packing available in

( 50gms, 100gms )

Black Pepper Powder

Packing available in

( 50gms, 100gms )

Amchoor Powder

Amchoor Powder (Dry Mango Powder) is obtain by grinding clean, dried, peeled mango slices. Dry Mango Powder can be used instead of tamarind or Citric Acid.

Packing available in

(50gms, 100gms)

24 S V INSTITUTE OF MANAGEMENT, KADI.

Hing (Asafoetida) Powder

Wonder Hing (Asafoetida) has an aromatic, pungent whiff. Its distinct tang, adds a memorable taste and a heavy flavour to your cooking.

Packing available in

(10gms, 25gms, 50gms, 100 gms, 200gms)

Supreme Garam Masala

This Wonder's blend is pepper-based and specifically blended to impart more pungency.

Packing available in

( 50gms, 100gms, 500gms )

Achar Masala

Since centuries the preparation of pickles, though a very tedious and time consuming process, has been a tradition in several Indian households.

Packing available in

(200gms, 500gms)

Cumin Whole (Jeera)

Wonder Jeera whole pure and reliable

Packing available in

(100gms)

Anistar Whole Anistar Powder Bay Leaves Whole * Bay Leaves Powder

Fenugreek Crushed Fenugreek Powder Ganthoda Whole Ganthoda Powder

25 S V INSTITUTE OF MANAGEMENT, KADI.

Cardamom (Black) Cardamom Whole (Green) Cardamom Granules (Green) Cardamom Powder (Green) Cardamom Whole (White) Cinnamon Stick (Flat) Cinnamon Stick (Round) Cinnamon Powder Cloves Whole Cloves Powder Coriander Crushed Curry Leaves (Whole) Curry Leaves Powder Dagar Phool Whole * Dagar Phool Powder

Ginger Whole Ginger Powder Kachri Mace Whole Mace Powder Mint Leaves Whole Mint Leaves Powder Mustard Crushed Nutmeg Powder Nutmeg Whole Pepper Whole (Black) Pepper Crushed (Black) Pepper Powder (Black) Pepper Whole (White) Pepper Crushed (White) Pepper Powder (White) Shah Jiru

GENERAL SPICES

3.9 MARKET OF WONDER MASALA

26 S V INSTITUTE OF MANAGEMENT, KADI.

INDIAN MARKET

Gujarat

Delhi

Japur

DISTRIBUTION CHANNEL OF THE COMPANY

IN GUJARAT

4.1 LITERATURE REVIEW

27 S V INSTITUTE OF MANAGEMENT, KADI.

FACTORY

DISTRIBUTOR

RETAILER

CUSTOMERS

The global market for chilies is estimated at 400,000 metric tonnes and production in major

countries are growing at a compound annual growth rate (CAGR) of 5.2 percent, according to

KD Evander Reddy of ITC Guntur. In a report presented at the recent World Spice Congress, he

pointed out that productivity of Indian chilly has shown positive signs in recent years.

In chillies the major producing countries are India, China, Peru, Bangladesh, Hungary and few

others. Production of major countries is growing at CAGR 5.2 percent. World trade in chilies is

put at 400,000 metric tonnes. Indian share in global production range from 50 to 60 percent,

China and Peru are growing fast and Hungary shows a decline. Peru and China are dominating

world paprika trade. However India is the only one source for hot chilies.

The Indian productivity in Chilies has been showing positive signs showing rise from 1544 kgper

hectare in 2005 to 1550 kg per hectare in 2009.During 2007 and 2008, the productivityrecorded

was 1685 and 1611 kg per hectare respectively. The steady increase in productivity wason

account of hybrids

KOCHI (Commodity Online):

Sreekumar Raghavan

 

India’s value added spices may get more acceptances in USA if trends from supermarkets and

restaurants are any indication. Trend experts Mintel reported that ethnic flavours are becoming

the popular trend for ready-to-eat foods in USA and other leading countries. “Since culinary her

band spices show potential health benefits in scientific studies, the functional qualities will likely

appeal to consumers. Products featuring turmeric, cinnamon, and ginger may be reaching the

store shelves next year,” Mintel said in their 2010 Global Packaged Food predictions.

In the coming years, India’s spices exports mainly pepper would be more dependent on changing

food consumption patterns in USA and other leading markets rather than just the production in

Brazil or Vietnam. According to Spices Board, spice oils and oleoresins including mint products

like mint oils, menthol crystals, and menthol powder contributed 40% of the total export earnings

for India in2008-09. Chili contributed 20% followed by cumin 10%, pepper 8% and turmeric

5%. During the year 2008-09, Indian spices and spice products reached more than135 countries

28 S V INSTITUTE OF MANAGEMENT, KADI.

in world. The leading among them are USA (21%), Malaysia (7%), UAE (6%), China (6%) and

UK (5%).

Exports are increasing over a period of time. As well as Indian spices are being recognized for its

quality and trust that has been changed over a period of time.

India to be world spices hub by 2017

India will be the world’s largest spices processing hub by 2017, according to V J Kurien,

chairman, Spices Board. Addressing a press conference here he said the board was making all

efforts to achieve the goal within 10 years.

A vision document for the purpose in being prepared by a team of experts in the Spices Board

and will be finalized in 3-4 months.

Currently, the country is handling 44 per cent of world’s total spices business quantity wise,

and35 per cent in value terms. More than 70 per cent of the world’s business in value-added

spices products is also handled by India.

Kurien said the emergence of Vietnam as a processing centre would not be a serious threat to

India as the country’s major firms were more quality conscious. According to the estimates

of the board, India had exported value-added spices-based products worth Rs 2,100 crore in

2006-07 which is a remarkable in history.

The board will launch e-auction of cardamom by next July. Although the commerce ministry had

announced the project almost a year back, this will be set in motion in the beginning of the next

harvesting season. The testing of the new system is in full-swing, and will be introduced at

Bodinay kanoor in Tamil Nadu and later will be extended to other major cardamom auction

centers.

Kurien said during the on-going Five Year Plan, 9 more spices parks would be set up in various

states apart from the first one being set up in Idukki district of Kerala. Though the exact locations

29 S V INSTITUTE OF MANAGEMENT, KADI.

of the parks are yet to be finalized, one each will come up at Andhra Pradesh and Madhya

Pradesh.

Meanwhile, the Spices Board chairman ruled out the possibility of extension of the export

subsidy scheme for black pepper. Domestic prices of the commodity have appreciated more

than100 per cent during the last 6-7 months, thus severely affecting exports.

5 RESEARCH METHODOLOGY

30 S V INSTITUTE OF MANAGEMENT, KADI.

5.1 PROBLEM STATEMENT:

The project study aims to conduct drive retail initiatives in Kalol & Kadi city, and to measure its

impact on sales for Wonder Foods Products Pvt. Ltd. The research is exploratory in nature and

quantitative research tools to be used for data collection & analysis the data will be collected

from the survey of the grocery retailers who sell wonder product.

How the Channel Sales management is working in Wonder foods private ltd.

How does Proper Channel Sales management affect the sales?

How does channel design make any difference?

How availability and distribution network spices affects on its sales and satisfaction of

retailer?

Effect of waiting time after ordering on the retailers as well as on sales?

How layers of distribution network affects on the availability and sales of the product?

A STUDY ON RETAILER SATISFACTION TOWARDS WONDER MASALA IN KADI & KALOL CITY.”

5.2 OBJECTIVE:

To find out relationship of retailer with different brands of Garam Masala.

To determine satisfaction level for wonder product specific focus on Garam Masala.

To identify the preferred promotional schemes by retailers.

To find out the test liked by consumer of masala through retailer.

To study the effective source of Advertisement for Garam Masala.

To find out the factors that affect the retailers decision for purchasing Garam Masala.

To know the purchasing frequency of Garam Masala of retailers.

5.3 RESEARCH INSTRUMENT:

31 S V INSTITUTE OF MANAGEMENT, KADI.

A well structured questionnaire are used which was a mixture of open ended, closed-ended

questions, rating scales, multiple choices and dichotomous are also used for collections certain

information.

5.4 METHOD OF DATA COLLECTION:-

SAMPLE DESIGN:

The sample design for this project was a non probability Sampling Design. Under the non

probability Sampling Techniques, judgmental Sampling method is to be implemented.

Sample Size : 100 Retailers

Sample Unit : of the retail store shop

Sampling Method: Non-Probabilistic Convenience sampling

Sample Geography: grocery retail stores of KALOL & KADI city

5.5 DATA COLLECTION:

Nature of data : The nature of data is both primary and secondary data.

PRIMARY DATA:

Descriptive research design is been used for the study. Primary data was collected from retailer.

Survey method personal interview method is used to collect data from the retailers’.

SECONDARY DATA:

The secondary data was collected from websites. The secondary data is collected through

journal, magazines and web portals.

5.6 SAMPLE SIZE:

Due to time and resources constraints the sample size of 50 kalol & 50 kadi, retailers are selected

for the survey in agreement with industry and project guide.

5.7 SAMPLE PROCEDURE:

32 S V INSTITUTE OF MANAGEMENT, KADI.

Convenience sampling was adopted for collection of information and the sampling is non-

probability.

5.8 QUESTIONNAIRE DESIGN:-

The questionnaire has been design as per the concept of the questionnaire design.

5.9 LIMITATION:

Every research has certain limitation to it. So also the research conducted had certain limitation.

They are stated as under:

Due to time and resources the sample size was restricted to 100 in consultations with project

guide.

The sample respondents may not be the true presentation of the total customers.

They can be errors due to bios of respondents.

Convenience sampling has own its limitations which would h0ave resulted in minor errors.

The time with in which the study is being attempted is too short to carry out a detailed

analysis.

The respondents were not able to justify their stand at points and hence this proved to be a

limitation of the study.

33 S V INSTITUTE OF MANAGEMENT, KADI.

Q.1.Do you sell Garam Masala? (Tick mark as applicable)

Table 1.1 shows retailers keeping Garam Masala to sell at their store

Chart: 1.1 show retailer keeping Garam Masala to sell at their store

INTERPRETATION

Here we can find 100% of the retailers are selling Garam masala at their store.

We can also say that Garam masala is mostly demanded by the customers at retail outlets so the retailers are keeping Garam masala to sell at their store.

34 S V INSTITUTE OF MANAGEMENT, KADI.

Q.2 Are the some brand of Garam Masala, please tick in front of the brand that you keep to sell and please specify since how long, you sell the specified brand?

Particular Frequency PercentageYES 100 100%NO 0 0TOTAL 100 100

Table: 2.1 Showing Retailers Relation with individual company listed below in table

TimeBrand

Not keeping 0-3 Years 4-7 Years 8-11Years 12 or more Years

Wonder 0 30 34 22 15

Everest  1 16 51 27 5

MDH 1 14 22 48 15

Badshah 3 17 25 36 19

Jalaram 33 42 13 7 5

Ramdev 3 7 12 32 46

Chart:2.1 Showing number of retailers that are not keeping Garam masala of individual Company mention in the chart

35 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

Everest & MDH is the company which is more preferable among retailer to keep at their stores. Only 1 retailer out of 100 are not keeping Garam masala of Everest & MDH comparies Garam masala at their store to sell.

Only 1 retailer is not keeping wonder Garam masala at their store to sell. Other 99 retailer are keeping wonder Garam masala to sell at their store.

Jalaram is the brand which is least preferred to keep by retailer. 33 retailers out of 100 retailers are not associated with Jalaram specifically for Garam masala product.

Chart 2.2 Showing numbers of retailers that are keeping Garam masala of individual Company mention in the chart since 0 years to 3 years.

36 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

In this range of years Jalaram is the best company who is having relation with the retailer among other companics.

Out of 100 retailers wonder Garam masala are kept by 28 retailers in the range of 0 years to 3 years. Means they are associated with company within last 3 years only.

Ramdev are companies who have only 7 retailers out of 100 retailers associated with the company since last 3 years.

Chart 2.3 Showing numbers of retailers that are keeping Garam masala of individual Companies mention in the chart since 4 years to 7 Years.

37 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

Everest is the Company having 51 retailers associated with the company for garam masala from 4 years- 7 years.

Wonder has 34 retailers out of 100 retailers associated with the company for garam masala from 4 years- 7 years.

Badshah has 25 retailers out of 100 retailers associated with the company for garam masala from 4 years – 7 years.

Chart 2.4 Showing numbers of retailers that are keeping Garam masala of individual Company mention in the chart since 8 years to 11 years.

38 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

Out of 100 retailers 48 retailers are associated with MDH Company since 8 to 11 years with specific focus for selling Garam masala.

Badshah also has strong hold in the market. 36 retailers are keeping Badshah Garam masala since 8 years to 11 years to sell at their store.

Wonder are having 22 retailers are keeping respectively that are selling their Garam masala in this range of years.

Chart 2.5 Showing numbers of retailers that are keeping garam masala of individual Company mention in the chart since 12 years or more than 12 years

39 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

Out of 100 retailers 46 retailers are associated with the Ramdev company with more than 12 years for selling Garam masala product. We can say that company holds good relations with their retailers through their distribution channel.

Badshah is the second largest company in above mentioned companies in the chart who is having 19 retailers associated with them in business to sell Garam masala product.

Wonder & MDH are also holding good relations with retailers. They are having 15 retailers respectively associated with company with more than 12 years to sell Garam masala product.

Everest and Jalaram are some companies who are not having or have very less countable number of retailers associated with them to sell Garam masala of their respective companies with 12 or more years.

40 S V INSTITUTE OF MANAGEMENT, KADI.

[3] Please specify from the following, which type of blended spices you have in your shop?

(TICK MARK AS APPLICABLE, MULTIPLE CHOICES)

Table:3.1 Shows Number of retailers keeping the specific blended spices at their stores to sell

Chart 3.1 Shows Number of retailers keeping the specific blended spices at their stores to sell

41 S V INSTITUTE OF MANAGEMENT, KADI.

ITEM Percentage ITEM Percentage

Hing 100.00% Chat Masala 84.00%

Vadapou Masala 69.00% Curry Masala 25.00%

Sandwich Masala 46.00% Tanduri Masala 34.00%

Garam Masala 100.00% Archer Masala 47.00%

Tea Masala 84.00% Panipuri Masala 84.00%

Pav bhaji Masala 81.00% Sambher Masala 56.00%

Chhole Masala 73.00% Kasturi Methi 57.00%

Kitchen king Masala 24.00%    

INTERPRETATION:

Out of 15 products of blended spices motioned above in chart, Garam Masala is

the product that is store by highest number of retailers at their store to sell of all

the companies.

Hing is the product next to Garam masala which is stored by retailers to sell. Out

of 100 retailers, 100 retailers keep Hing to sell.

After this two products, Tea masala and archer masala are the most saleable items

which retailers keep at their stores.

The least preferable items Sandwich masala and vadapuv masala.

42 S V INSTITUTE OF MANAGEMENT, KADI.

[4] Please rank the following Factor on the basis of their priority that you consider while purchasing Garam Masala? (Rank it 1= highest priority to 10= lowest priority)

Table: 4.1 shows priority of factors that are considered while purchasing Garam masala by

retailers

43 S V INSTITUTE OF MANAGEMENT, KADI.

PARTICULAR Mean Std. Deviation

Statistic StatisticCustomers’ demand 3.47 1.167

Quality of Product 4.37 1.796

Price of the product 4.5 2.111

Brand of the company 5.27 2.287

Consistency of the service 5.41 2.189

Scheme in the product 6.23 2.326

Retailer Credit Policy of Wonder masala 7.21 1.76

Profit Margin 1.74 2.2

Replacement of product 8.68 1.55

Relation with distributor 8.09 2.734

02468

Factor consider while purchasing Garam Masala

INTERPRETATION:

In above graph shows the mean and standard deviation of the various factors. Here

retailer credit policy of Company masala’s Mean is high compare to other factors and

relation with distributors standard deviation is high compare to other factors.

Here Profit Margin’s mean is low it is good for the public that’s why customer more

purchase the wonder masala. Customer demand is low in standard deviation it is bad for

the company.

44 S V INSTITUTE OF MANAGEMENT, KADI.

Chart 5.1 Showing Wonder Garam Masala Share with Retailers

100%

share of Wonder Masala

YESNO

INTERPRETATION:

Out of the 100 retailers 100 retailers are keeping Wonder Garam masala that is 100% of

retailers are keeping Wonder Garam masala to sell at their outlet in the market.

100% retailers are using wonder masala it is good for the company and awareness level is

high.

45 S V INSTITUTE OF MANAGEMENT, KADI.

[5] Do you sell Garam Masala of Wonder Company? (TICK MARK AS APPLICABLE)

Particular Frequency PercentageYES 100 100%NO 0 0TOTAL 100 100

1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied

Table 6.1 Cronbach’s Alpha (Reliability test)

Reliability Statistics

Cronbach'sAlphaa N of Items-.204 10

INTERPRETATION:

The cronbach’s alpha is done to test the reliability of the factors are reliable when

cronbach’s alpha is greater than 0.60. Here the cronbach’s alpha is -0.204 so we can say

that the factors are not reliable.

Table 6.2 Shows mean and standard deviation score

FACTORS Mean Std. Deviation

Relation with Distributor 3.90 1.150

Product Quality 3.29 .844

Purchase Price 3.37 .872

Variety in Garam Masala 3.43 1.130

Scheme provided by company 3.65 .947

Correct order delivered to your store 3.42 .819

Invoice accuracy 3.30 1.040

Product Delivery Time 3.58 1.216

Replacement provided is 7 day by company

3.39 .920

Profit Margin 3.57 1.085

46 S V INSTITUTE OF MANAGEMENT, KADI.

[6] Please show your level of satisfaction towards Wonder masala by Rating the below mentioned factors in scale of 1 to 5?

Shows retailers level of satisfaction with Wonder Company and Garam Masala

INTERPRETATION:

Here, the respondents were asked to show their level of satisfaction with several statements.

Here relation with distributor is more to the company. company maintain the good relationship with the distributor.

47 S V INSTITUTE OF MANAGEMENT, KADI.

Kitchen Express 1 2 3 4 5

Price 28 3 15 9 45Quality 20 7 3 5 65Brand Image 25 5 22 14 34Brand Awareness to customer

19 8 22 19 32

Profit Margin 27 11 9 13 40Visit of Sales person 26 13 19 3 39Product Knowledge of Sales person

21 18 2 21 38

Promotional Scheme 20 20 4 10 46Product delivery Time 21 34 5 20 20Product Replacement Time 25 10 26 11 28Credit Policy 28 6 8 11 47

48 S V INSTITUTE OF MANAGEMENT, KADI.

[7] Rate your satisfaction level for the following brands on the given parameters

(1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied)

0

20

40

60

Kitchen Express

Series1Series2Series3Series4Series5

INTERPRETATION:

Here, Factor analysis of Kitchen express more retailer highly satisfied with price. Most of the retailer prefers the highly satisfied for various factor of the kitchen express. Around 30% retailers are not happy with profit margin of the kitchen express.

49 S V INSTITUTE OF MANAGEMENT, KADI.

Everest 1 2 3 4 5

Price 15 31 19 32 2

Quality 8 7 49 31 5

Brand Image 12 25 8 43 12

Brand Awareness to customer 23 27 16 20 14

Profit Margin 13 27 8 43 9

Visit of Sales person 41 25 12 4 18

Product Knowledge of Sales person

17 21 27 21 14

Promotional Scheme 22 14 28 27 9

Product delivery Time 38 21 15 12 14

Product Replacement Time 22 22 9 19 28

Credit Policy 17 12 33 23 15

01020304050

EVEREST

Series1Series2Series3Series4Series5

50 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION:

Here, Factor analysis of Everest shows the more retailers are dissatisfied with the price of Everest. In quality of the Everest Most of the retailers are neutral. Retailer’s point of view product replacement time is good for the Everest Company. Everest Company’s delivery time period is not good as the survey of retailers.

MDH 1 2 3 4 5Price 17 36 20 19 8Quality 20 30 17 28 5Brand Image 11 26 46 11 8Brand Awareness to customer

10 23 29 27 11

Profit Margin 31 18 28 16 7Visit of Sales person 18 45 20 7 10Product Knowledge of Sales person

18 14 35 19 14

Promotional Scheme 14 22 33 21 10Product delivery Time 10 31 45 12 2

Product Replacement Time 24 17 21 21 17

Credit Policy 15 39 27 11 8

51 S V INSTITUTE OF MANAGEMENT, KADI.

01020304050

MDH

Series1Series2Series3Series4Series5

INTERPRETATION:

Here, Factor analysis of MDH shows the more retailers are dissatisfied with the price of MDH. Take the factor of promotional scheme of MDH most of the retailers are neutral. In quality more retailers are dissatisfied for the quality of MDH. Product replacement time is not good for the company because most of the retailer highly satisfied.

Ramdev 1 2 3 4 5Price 19 17 37 17 10Quality 26 31 19 14 10Brand Image 33 15 25 17 10Brand Awareness to customer 21 25 18 16 20

Profit Margin 14 17 36 18 15Visit of Sales person 4 10 42 37 7Product Knowledge of Sales person

15 39 3 26 17

Promotional Scheme 33 16 16 11 24Product delivery Time 10 8 23 19 40Product Replacement Time 10 14 26 36 4

Credit Policy 19 23 20 32 6

52 S V INSTITUTE OF MANAGEMENT, KADI.

010203040

RAMDEV

Series1Series2Series3Series4Series5

INTERPRETATION:

Here, Factor analysis of Ramdev shows the more retailers are neutral with the price of Ramdev. Visit of sales person to retailers most are neutral. Most of the retailers are happy with the product delivery time. Credit policy of the Ramdev most of the retailers are satisfied. Brand image of the Ramdev is not good during the research.

Wonder 1 2 3 4 5

Price 21 18 9 23 29

Quality 24 30 12 17 17

Brand Image 24 31 4 15 26

Brand Awareness to customer 34 19 15 13 19

Profit Margin 22 25 21 12 20

Visit of Sales person 16 7 5 51 21

Product Knowledge of Sales person

29 8 28 13 22

Promotional Scheme 13 28 19 26 14

Product delivery Time 14 8 12 37 29

Product Replacement Time 19 25 20 13 23

Credit Policy 30 20 10 23 17

53 S V INSTITUTE OF MANAGEMENT, KADI.

0

20

40

60

WONDER

Series1Series2Series3Series4Series5

INTERPRETATION:

In Wonder masala factor analysis shows the most of the retailer highly satisfied with the price of the product. Most of the sales person visits the retailers are wonder masala. Retailers are happy with the product delivery time because delivery meets time to time.

Table: 8.1 Shows preference of salesmen by retailers

54 S V INSTITUTE OF MANAGEMENT, KADI.

[8] Duration between two visits of salesmen at your place?

Chart 8.1Shows preference of visits of salesmen by retailers of Garam masala

21%

48%

31%

TOTAL

With in 7 daywith in 15 daywith in 1 month

INTERPRETATION:

Above diagram shows the 48% sales person visit the retailers of Garam masala within 15 days. 31% sales person visit in 1 month to retailers. 21% sales person visits the retailers within 7 days it is good for the company and also increase the brand image of the company.

55 S V INSTITUTE OF MANAGEMENT, KADI.

[9] Are you satisfied by the following sales promotion scheme of Wonder Masala?

(Rank 1=highest priority to 7=lowest priority)

Particular TotalWith in 7 day 21with in 15 day 48with in 1 month 31

Table:9.1 Show preference of promotional scheme by retailers of garam masala

Chart 9.1 shows preference of promotional scheme by retailers of garam masala

56 S V INSTITUTE OF MANAGEMENT, KADI.

SCHEME WEIGHTS RANK

Gift Article 320 4

Cash discount 274 6

Premium offer or Bonus offer 324 3

Off- Season discount 331 2

Coupons in Packing ( lucky draw) 281 5

Bundle Offer ( Example : Buy 2 get 1 Free)

340 1

INTERPRETATION:

Here in this question, retailers were asked to show their preference about the various promotional schemes.

Out of 100 retailers, get the bundle offers are more. Retailers are not more offers to the cash discount.

57 S V INSTITUTE OF MANAGEMENT, KADI.

[10] Give your opinion of various promotional material provided by wonder masala.

1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied

Table: 10:1 Shows priority of various promotional material provided by wonder masala

Chart: 10:1 Shows priority of various promotional material provided by wonder masala

INTERPRETATION:

58 S V INSTITUTE OF MANAGEMENT, KADI.

particular Weights Rank

Stickers 215 4

Posters 230 3

Displays 233 2

Dummy packs

363 1

In this graph, Shows the priority of various promotional material provided by wonder masala. Most of the retailers get the more priority to dummy packs. In sticker priority most of the retailers get last rank to the company.

59 S V INSTITUTE OF MANAGEMENT, KADI.[11] Please rank the following preferred media channel to promote wonder Garam Masala on basis of your preference.(Rank 1=highest priority to 7=lowest priority)

Table:11.1 Shows the preference of retailers regarding promotional activities to promote Wonder Garam Masala

Chart 11.1Shows the preference of retailers regarding promotional activities

INTERPRETATION:

60 S V INSTITUTE OF MANAGEMENT, KADI.

Particular Weights RankNewspaper 445 1Television ads 397 2

Radio ads 176 4Hoardings 129 5

Internet ads 356 3

Here in this question Respondent were asked to give the rank to their preferred source of advertisement.

By analyzing the data, it is seen that the most preferred source of advertisement is Newspaper. Respondents preferred Newspaper the most as the source of advertisement.

Second most preferred source of advertisement is Television, followed by Internet ads, Radio.

Least preferred source of advertisement is Hoardings.

61 S V INSTITUTE OF MANAGEMENT, KADI.

Table 12.1 Shows Retailers recommendation of Wonder Garam Masala to customers

Chart 12.1 Shows Retailers recommendation of Wonder Garam Masala to customer

62 S V INSTITUTE OF MANAGEMENT, KADI.

[12] Have you ever recommended Wonder Garam Masala to customers? (TICK MARK AS APPLICABLE)

Particular Tick mark

No, never recommended 40

Have recommended once or twice 43

Have recommended more than twice 17

INTERPRETATION:

Here in this question respondents were asked “have you ever recommended

Wonder Garam masala to customer” Most of the retailers replied that they do not

prefer to recommend Wonder gram masala to their customers of gram masala.

The above graph shows that 43Retailers avoid to Recommended Wonder Garam

Masala to the Customer, while 40 respondents have no, never recommended once

or twice and only 17 retailers have recommended more than twice to their

customers above Wonder Garam masala.

By analysis the data, it could be concluded that Retailer are less willing to

recommended Wonder Garam masala.

63 S V INSTITUTE OF MANAGEMENT, KADI.

ANNOVA TEST

H0: There is no significance difference between satisfaction towards Wonder masala and Form

of Business.

H1: There is significance difference between satisfaction towards Wonder masala and Form of

Business.

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and whether we have a

statistically significant difference between our group means.

We can see that the significance level is in the case of all reasons for towards Wonder masala

which is above 0.05. Therefore, there is no a statistically significant difference in the mean

between reason for towards Wonder masala and Form of Business.

64 S V INSTITUTE OF MANAGEMENT, KADI.

.

FactorsSum of Squares df Mean Square F Sig.

Relation with Distributor

Between Groups .307 1 .307 .230 .633Within Groups 130.693 98 1.334

Total 131.000 99Product Quality

Between Groups .022 1 .022 .030 .862Within Groups 70.568 98 .720

Total 70.590 99Purchase

PriceBetween Groups .030 1 .030 .039 .845Within Groups 75.280 98 .768

Total 75.310 99Variety in

Garam Masala

Between Groups .002 1 .002 .002 .966Within Groups 126.508 98 1.291

Total 126.510 99Scheme

provided by company

Between Groups .970 1 .970 1.083 .301Within Groups 87.780 98 .896

Total 88.750 99Correct order delivered to your store

Between Groups 1.546 1 1.546 2.337 .130Within Groups 64.814 98 .661

Total 66.360 99Invoice

accuracyBetween Groups .545 1 .545 .502 .480Within Groups 106.455 98 1.086

Total 107.000 99Product Delivery

Time

Between Groups .087 1 .087 .058 .809Within Groups 146.273 98 1.493

Total 146.360 99Replacement provided is 7

day by company

Between Groups .044 1 .044 .051 .821Within Groups 83.746 98 .855

Total 83.790 99

Profit Margin Between Groups .946 1 .946 .802 .373Within Groups 115.564 98 1.179

Total 116.510 99

65 S V INSTITUTE OF MANAGEMENT, KADI.

H0: There is no significance difference between various promotional material provided by wonder masala and Monthly Income.

H1: There is significance difference between various promotional material provided by wonder masala and Monthly Income.

various promotional

materialSum of Squares df

Mean Square F Sig.

Stickers Between Groups

8.383 4 2.096 1.439 .227

Within Groups

138.367 95 1.456

Total 146.750 99

Posters Between Groups

3.374 4 .844 1.185 .322

Within Groups

67.626 95 .712

Total 71.000 99

Displays Between Groups

1.968 4 .492 .832 .508

Within Groups

56.142 95 .591

Total 58.110 99

Dummy packs

Between Groups

9.960 4 2.490 1.698 .157

Within Groups

139.350 95 1.467

Total 149.310 99

66 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and whether we have a

statistically significant difference between our group means. We can see that the significance

level is in the case of all reasons for various promotional materials provided by wonder masala

which is above 0.05. Therefore, there is no a statistically significant difference in the mean

between promotional material provided by wonder masala and Monthly Income.

67 S V INSTITUTE OF MANAGEMENT, KADI.

H0: There is no significance difference between media channel to promote wonder Garam Masala and Monthly Income.

H1: There is significance difference between various media channel to promote wonder Garam Masala and Monthly Income.

Media channel

Sum of Squares df Mean Square F Sig.

Newspaper Between Groups 1.310 4 .327 .661 .621

Within Groups 47.050 95 .495

Total 48.360 99

Television ads

Between Groups .664 4 .166 .291 .883

Within Groups 54.246 95 .571

Total 54.910 99

Radio ads Between Groups .739 4 .185 .689 .602

Within Groups 25.501 95 .268

Total 26.240 99

Hoardings Between Groups 1.875 4 .469 2.150 .081

Within Groups 20.715 95 .218

Total 22.590 99

Internet ads

Between Groups .594 4 .148 .190 .943

Within Groups 74.046 95 .779

Total 74.640 99

68 S V INSTITUTE OF MANAGEMENT, KADI.

INTERPRETATION

This is the table that shows the output of the ANOVA analysis and whether we have a

statistically significant difference between our group means. We can see that the significance

level is in the case of all reasons for media channel to promote wonder Garam Masala which is

above 0.05. Therefore, there is no a statistically significant difference in the mean between

various media channel to promote wonder Garam Masala and Monthly Income.

69 S V INSTITUTE OF MANAGEMENT, KADI.

KRUSKAL WALIIS TEST

Ranks

Media Form of Business N Mean Rank

Newspaper Sole Proprietorship 88 50.88

Partnership 12 47.75

Total 100

Television ads Sole Proprietorship 88 51.03

Partnership 12 46.58

Total 100

Radio ads Sole Proprietorship 88 50.53

Partnership 12 50.25

Total 100

Hoardings Sole Proprietorship 88 50.28

Partnership 12 52.13

Total 100

Internet ads Sole Proprietorship 88 50.01

Partnership 12 54.08

Total 100

70 S V INSTITUTE OF MANAGEMENT, KADI.

Test Statisticsa,b

News

paperTelevision

adsRadio

ads

Hoardings Internet ads

Chi-square .153 .290 .002

df 1 1 1

Asymp. Sig.

.696 .590 .968 .791 .603

a. Kruskal Wallis Test

b. Grouping Variable: Form of Business

INTERPRETION

The Ranks table shows the mean rank of the Media for each Form of Business. The Test Statistics table presents the Chi-square value (Kruskal-Wallis H), the degrees of freedom and the significance level.

We can report that there is no a statistically significant difference between the Form of Business (H (2) = 0.153, p =0 .696), with a mean rank of 50.88 for Sole proprietorship, 47.75 Partnership in the case of news paper.

We can report that there is no a statistically significant difference between the Form of Business (H (2) = 0.290, p =0 .590), with a mean rank of 51.03 for Sole proprietorship, 46.58 Partnership in the case of Television Ads.

In this test we can analyze that there is no significance difference between the Form of Business and monthly turnover on media channel to promote wonder Garam Masala.

CHI-SQUARE TEST

71 S V INSTITUTE OF MANAGEMENT, KADI.

H0: There Is No Dependency between Duration to visits of salesmen and Monthly Income.

H1: There Is Dependency between Duration to visits of salesmen and Monthly Income.

Duration to visits of salesman

Monthly Income

TotalLess than

5000 5000-1000010001-15000

16001-20000

More than 20001

WITH 7 DAY 2 7 3 1 8 21

WITH IN 15 DAY

0 11 9 17 11 48

WITH IN 1 MONTH

0 5 10 11 5 31

Total 2 23 22 29 24 100

Chi-Square Tests

Value dfAsymp. Sig.

(2-sided)

Pearson Chi-Square 19.364a 8 .013

Likelihood Ratio 20.020 8 .010

Linear-by-Linear Association

.370 1 .543

N of Valid Cases 100

INTERPRETATION

72 S V INSTITUTE OF MANAGEMENT, KADI.

Here the test is about does Duration to visits of salesmen and Monthly Income.

At 5% significance level and with 8 degree of freedom the value of Pearson chi-square is 0.013 so, the null hypothesis is accepted, which shows there is no dependency between Duration to visits of salesmen and Monthly Income.

The reason for monthly income on visits of salesman. Because of different marketers have different income.

7.1 FINDINGS

73 S V INSTITUTE OF MANAGEMENT, KADI.

Retailers store Garam masala as per the demand of customer. Generally they retain the

stock of reputed brands i.e. Wonder, Ramdev, MDH, Everest, Badshah, and Jalaram, as

demands of these brands are too high in the market.

Out of 100 retailers, all 100 retailers keep Garam masala. 100 retailers keep hing and 25

retailers keep tea masala to sell. 43 retailers keep Achar masala. So we can say that in the

market demand for these products is high. So retailers are interested to keep these

products as their retail outlets.

The Chart masala of the Wonder Company holds the strongest position in the market out

of the product length of the company. Out of 100 retailers, 84 retailers are selling Wonder

Chart Masala to their customers.

Retailers are getting good return on the sales of chart masala of Wonder Company due to

constant scheme in the product for the retailers and timely accurate service provided by

the company.

It could be concluded that the television is the most preferred source of advertisement.

The focus reason behind this could be that, people watch television and it is universally

prove that the television is the best source for entertainment.

7.2 RECOMMENDATION

74 S V INSTITUTE OF MANAGEMENT, KADI.

Company should arrange meeting with retailers followed by complementary lunch and in

the meeting company’s top level management should make retailers aware regarding

companies policies procedures regarding replacement. Different schemes available in

market and also company’s future plan should also be shared so as retailers take interest

in selling companies product.

Packing of the Garam masala should be made more attractive. Premium Garam masala

box packing colour should be changed from black to any other and try to make attractive

by putting some spices snaps on packing.

Company should bring the bundle offers in the small quantity purchased by the retailers

and continue that offer trough out of the year in order to increase the level of sales of

premium Garam masala.

According to changing seasons and upcoming festivals company should make

advertisement related to that festival or reason. In making advertisement company should

focus on the idea of delivering message, creativity in the advertisement as the research

shows that people are more conscious about these factors in advertisement and they gives

long lasting impact on viewers mind.

Company’s research and development team should focus on the taste and smell of Garam

masala. They should try to develop such Garam masala which gives better taste and smell

to the food when added to food while cooking.

8 CONCLUSION

75 S V INSTITUTE OF MANAGEMENT, KADI.

It is concluded that customers demand and profit margin in the product influence the

buying behavior of the retailers. This is due to less demand by consumers at retail outlets

and very less margin in highly competitive market of Garam masala. Biasness of the

retailers also affects the sales. Due to very less time interval schemes in Wonder

company the retailers are not ready to sell the Garam masala product of the company.

9. BIBLIOGRAPHY

76 S V INSTITUTE OF MANAGEMENT, KADI.

BOOKS

Marketing Management, Philip kotler

Search Engines

www.google.com

www.wikipeiia.com

Website Visited:

http://www.spiceboardofindia.com .

http://www.food-india.com

http://www.cds.edu .

http://J.P.Food.com

10. ANNEXURE

RETAILER SATISFACTION OF WONDER MASALA

77 S V INSTITUTE OF MANAGEMENT, KADI.

Hello Respondent,

We, student of S.V. Institute of Management, Kadi, Gujarat, conducting a survey on retailer

satisfaction of Wonder Masala. We request you to spare a few minutes from your valuable time to

answer few questions. We assure you all the information given by you will be used only for Academic

purpose only.

[1] Do you sell Garam Masala? (TICK MARK AS APPLICABLE)

Yes { } No { }

[2] Following are the some brand of Garam Masala, please tick in front of the brand that you keep to sell and please specify since how long, you sell the specified brand?

Time

Brand

Not keeping 0-3

Years

4-7

Years

8-11

Years

12 or more

Years

Wonder

Everest

MDH

Badshah

Jalaram

Ramdev

Other

[3] Please specify from the following, which type of blended spices you have in your shop? (TICK MARK AS APPLICABLE, MULTIPLE CHOICE)

ITEM TICK ITEM TICK

78 S V INSTITUTE OF MANAGEMENT, KADI.

Hing Chat Masala

Vadapou Masala Curry Masala

Sandwich Masala Tanduri Masala

Garam Masala Archer Masala

Tea Masala Panipuri Masala

Pav bhaji Masala Sambher Masala

Chhole Masala Kasturi Methi

Kitchen king Masala All in one Masala

[4] Please rank the following Factor on the basis of their priority that you consider while purchasing Garam Masala? (Rank it 1= highest priority to 10= lowest priority)

[5] Do you sell Garam Masala of Wonder Company? (TICK MARK AS APPLICABLE)

Yes { } No { }

79 S V INSTITUTE OF MANAGEMENT, KADI.

PARTICULAR RANK

Customers’ demand

Quality of Product

Price of the product

Brand of the company

Consistency of the service

Scheme in the product

Retailer Credit Policy of Wonder masala

Profit Margin

Replacement of product

Relation with distributor

Others, specify:

[6] Please show your level of satisfaction towards Wonder masala by Rating the below mentioned factors in scale of 1 to 5?

(1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied)

FACTORS 1 2 3 4 5

Relation with Distributor

Product Quality

Purchase Price

Variety in Garam Masala

Scheme provided by company

Correct order delivered to your store

Invoice accuracy

Product Delivery Time

Replacement provided is 7 day by company

Profit Margin

Others, Specify

[7] Rate your satisfaction level for the following brands on the given parameters

(1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied)

Wonder Ramdev MDH Everest Kitchen Express

80 S V INSTITUTE OF MANAGEMENT, KADI.

Price

Quality

Brand Image

Brand Awareness to customer

Profit Margin

Visit of Sales person

Product Knowledge of Sales person

Promotional Scheme

Product delivery Time

Product Replacement Time

Credit Policy

[8] Duration between two visits of salesmen at your place?

With in 7 day { } with in 15 day { } with in 1 month { }

[9] Are you satisfied by the following sales promotion scheme of Wonder Masala?

(Rank 1=highest priority to 7=lowest priority)

81 S V INSTITUTE OF MANAGEMENT, KADI.

SCHEME RANK

Gift Article

Cash discount

Premium offer or Bonus offer

Off- Season discount

Coupons in Packing ( lucky draw)

Bundle Offer ( Example : Buy 2 get 1 Free)

Others, Please specify__________________

[10] Give your opinion of various promotional material provided by wonder masala.

(1= highly dissatisfied, 2= dissatisfied, 3= Neutral, 4= satisfied, 5= highly satisfied)

1 2 3 4 5

Stickers

Posters

Displays

Dummy packs

[11] Please rank the following preferred media channel to promote wonder Garam Masala on basis of your preference.(Rank 1=highest priority to 7=lowest priority)

82 S V INSTITUTE OF MANAGEMENT, KADI.

Particulars RANK

Newspaper

Television ads

Radio ads

Hoardings

Internet ads

Others, specify_______________________

[12] Have you ever recommended Wonder Garam Masala to customers? (TICK MARK AS APPLICABLE)

PERSONAL DETAILS

1. Outlet Name______________________________________________________

2. Contact Person Name ______________________________________________

3. Address_________________________________________________________

Phone: (Off)__________(Mob)_________________(e-mail)________________

4. Education___________________________________________________5. Monthly Income__________________

83 S V INSTITUTE OF MANAGEMENT, KADI.

Particular Tick mark

No, never recommended

Have recommended once or twice

Have recommended more than twice