Mapro Pvt Ltd

Dedication...

Gratitude in the beginning. Good business
leaders create a vision, articulate the vision and
passionately own the vision. And to achieve these,
we need supreme proponent, guide, motivator that
are our teachers.
Genuinely thanks to all teachers who
manipulated us for moving forward.
I dedicate this report to my family, friends and
teachers without whom it was almost impossible for
me to complete this report.

Samir

PROJECT REPORT

ON

MANAGEMENT OF AGRO -BASED INDUSTRIES IN

“MAPRO FOODS PVT. LTD.”

AT

SHENDURJANE (WAI), SATARA

By

Mr. SAMIR SHAIKHLAL PATHAN

(Reg. No. BAB021/2016)

Submitted to

MAHATMA PHULE KRISHI VIDYAPEETH, RAHURI
DIST. AHMEDNAGAR (MH)

In partial fulfilment of the requirement for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

(AGRICULTURE)

COLLEGE OF AGRICULTURE BUSINESS
MANAGEMENT, BARAMATI - 413 115

2019-20

MANAGEMENT OF AGRO BASED INDUSTRIES IN

“MAPRO FOODS PVT. LTD.”

AT

SHENDURJANE (WAI), SATARA

A Project Report submitted to the

MAHATMA PHULE KRISHI VIDYAPEETH, RAHURI

DIST.AHMEDNAGAR (MH)

In partial fulfillment of the requirement for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

(AGRICULTURE)
By

Mr. SAMIR SHAIKHLAL PATHAN

(Reg. No. BAB021/2016)

Approved by Advisory Committee

Dr. B. N. PAWAR

DI’s Nominee

Prof. A.R.Kale

Coordinator

Prof. R. M. Takale

Module In-charge

Prof. P.L.Kolekar
Committee Member

Prof. R. B. Shinde

Committee Member

Prof. S.S.Walke

Committee Member

COLLEGE OF AGRICULTURE BUSINESS MANAGEMENT,

BARAMATI - 413 115
(Maharashtra)
2019-20

CERTIFICATE OF

ORIGINALITY

This is to certify that the project entitled ‘Management of Agro Based

Industries in “MAPRO FOODS PVT. LTD.”, at SHENDURJANE (WAI),
SATARA’ is an original work of the student and is being submitted in partial fulfillment
for the award of degree in Bachelor of Business Administration (Agri.) of Mahatma
Phule Krishi Vidyapeeth, Rahuri

This report has not been submitted earlier either to this University or any other
University / Institution for the fulfillment of the requirement of a course of study.

Mr. S. S. PATHAN

(Reg. No. BAB021/2016)

Place: Baramati

Date: / /2019

Prof. R. M. Takale

Assistant Professor of Agril. Marketing,

College of Agri. Business Management,

Baramati

CERTIFICATE

This is to certify that the project entitled ‘Management of Agro Based

Industries in “MAPRO FOODS PVT. LTD.”, at SHENDURJANE (WAI),

SATARA’ submitted to the Mahatma Phule Krishi Vidyapeeth, Rahuri in partial

fulfillment of the requirements for the degree of BACHELOR OF BUSINESS

ADMINISTRATION (AGRICULTURE) embodies the results of a piece of bonafide
work carried out by Mr. SAMIR SHAIKHLAL PATHAN (Reg. No. BAB021/2016)
under my guidance and that no part of the project work has been submitted for any other
degree or diploma.

The assistance and the help rendered during the training period have been duly
acknowledged. The suggestions made by the Evaluation Committee are incorporated in
the project report.

Place: Baramati (Prof. R. M. Takale)
Date: / /2019

CERTIFICATE

This is to certify that the Project entitled ‘Management of Agro Based

Industries in “MAPRO FOODS PVT. LTD.”, at SHENDURJANE (WAI),

SATARA’ submitted to the Mahatma Phule Krishi Vidyapeeth, Rahuri for award of the
degree of BACHELOR OF BUSINESS ADMINISTRATION (AGRICULTURE)
embodies the results of a piece of bonafide Project carried out by Mr. SAMIR
SHAIKHLAL PATHAN (Reg. No. BAB021/2016) under the guidance of Prof. R. M.
Takale, Module In-charge, Experiential Learning Programme and that no part of the
Project has been submitted for any other degree or diploma.

Place: Baramati.

Date: / /2019

Principal

ACKNOWLEDGEMENT

It is my special right to record my cardinal thanks to respected Mr. Mayur Vora,
Owner of Mapro Foods Pvt. Ltd. for giving us opportunity to undertake this project work
and for providing us with essential amenities for completion of this project.

I am deeply indebted to Dr. B. N. PAWAR, DI’s Nominee for ELP, College of
Agriculture, Pune for their outstanding guidance to complete the project report.

I feel extremely honored for the opportunity bestowed upon me to work under the
guidance of Prof. R. M. Takale, Project guide and Professor of Agril. Marketing for his
judicious and invaluable guidance, kind suggestion, constant interest, kind help and
untiring efforts during project work, which helped a lot to complete the important work
of project.

I deeply express my heartiest thanks to Prof. N. A. Nalawade, Director of
Agriculture Development Trust, Baramati, Prof. Jaya Tiwari, Principal (I/C) of CABM,
Baramati and Professor of Agril. Economics, Baramati, Prof. A. R. Kale, Course Co-
ordinator for Experiential Learning Programme.

With a great gratitude, I realize that I was privileged to have the valuable
guidance and suggestions of Prof. S.S. Walke, Assistant Professor of Agri. Marketing ,
Prof. R.B. Shinde , Professor of Agri. Business managementand and Prof. P. L. Kolekar
Professor of Agril. Economics, who have made available all the requisite facilities with
constant encouragement throughout the period of my research work

There are no words in my account to express my deepest sense of gratitude to my
all friends and to all those persons who helps me directly or indirectly to make this
project complete in all respect successfully. The enthusiastic, cheerful and selfless
support of my dear friends through both the bright and dark phases of my work has been
invaluable to me. I offer my sincere thanks to these friends.
Last but not least, I won’t forget to express my deep sense and respect towards
my parents, for their moral support and showering love and affection on me.

Place: Baramati

Date: / /2019 (Samir pathan)

ABBREVIATIONS

Amt.

APEDA

BCR

BEP

Bn./bn.

BRC

Conc.

D.F.

Dist.

ELP

EPF

ETP

EU

FAO

FAOSTAT

FDI

FIFO

FMCG

FSSAI

FY

GDP

GFSI

Gm./g.

Govt.

GRN

HACCP

HP

HR

HRM

IB

IC

ID

IIM

IQF

ISO

Kcal

Kg.

L B H

Lit.

MAIDC

max.

MFPL

Amount

Agriculture and Processed Food Products Export Development Authority

Benefit Cost Ratio

Break Even Point

Billion

British Retail Consortium

Concentrated

Differential Factor

District

Experiential Learning Programme

Employee Provident Fund

Effluent Treatment Plant

European Union

Food and Agriculture Organization

Food and Agriculture Organization Corporate Statistical Database

Foreign Direct Investment

First In First Out

Fast-Moving Consumer Goods

Food Safety and Standards Authority of India

Financial Year

Gross Domestic Product

Global Food Safety Initiative

Grams/gram

Government

Goods Receipt Note

Hazard Analysis Critical Control Point

Horse Power

Human Resource

Human Resource Management

Incremental Benefit

Incremental Cost

Identity

Indian Institute of management

Instant Quick Freezing

International Standard Organisation

Kilo calories

Kilogram

Length Breadth Height

Litre

Maharashtra Agro Industry Development Corporation

Maximum

Mapro Foods Private Limited

MH

Min.

MKT

Ml

Mm

Mn.

MNC

MoFPI

MPCB

MSEB

MT.

NABARD

NOC

NPW

P&CP

PAN

PESO

PLC

PM

ppm

PSL

QC

QMS

R&D

RM

ROPP Cap

Rs.

RSM

RTC

RTE

SCM

SCS

Maharashtra State Electricity Board

Minute

Marketing

Millilitre

Millimetre

Million

Multi National Company

Ministry of Food Processing Industries

Maharashtra Pollution Control Board

Maharashtra State Electricity Board

Metric Tonne

National Bank for Agriculture and Rural Development

No Objection Certificate

Net Present Worth

Prevention and Control of Pollution

Permanent Account Number

Petroleum and Explosives Safety Organization

Product Life Cycle

Packaging Material

Parts Per Million

Private Sector Lending

Quality Control

Quality Management System

Research and Development

Raw Material

Roll on Pilfer Proof Cap

Rupees

Regional Sales Manager

Read to Cook

Read to Eat

Supply Chain Management

Squashes, Crushes and Syrups

SS Stainless Steel

SSI

SWOT

Small Scale Industry

Strength Weakness Opportunity Threat

T. Tonne

TIN

TSS

US

US $

VAT

WTP

Yr.

Tax Information Network

Total Soluble Solids

United States

United States Dollar

Value Added Tax

Water Treatment Plant

Year

1

Content
1. INTRODUCTION 5
1.1 CONCEPT AND MEANING OF AGRO-BASED INDUSTRY 8
1.1.1 Agro-Industry 8
1.1.2 Meaning Of agro-based industry : 8
1.1.3 Def of Agro-based industry : 8
1.2 GLOBAL SCENARIO OF AGRO-BASED INDUSTRY: 9
1.2.1 India’s Sectors Wise Processing Level 11
1.3 GLOBAL SCENARIO OF GRAPES 11
1.3.1 Global Grape Production 12
1.3.2 Export of Grape: - 13
1.3.3 Indian Grape Production: - 14
1.4 EXPORT OF PROCESSED FOOD AND RELATED PRODUCT : 15
1.4.1 Tax incentive and Policy Support for India’s Agribusiness 17
1.4.2 Goods and Service Tax (GST) 17
1.5 MAHARASHTRA SCENARIO OF AGRO-BASED INDUSTRY : 18
1.5.1 Agro-based Units in India and Maharashtra’s Shares : 19
1.6 IMPORTANCE OF AGRO-BASED INDUSTRY: 20
1.7 OBJECTIVES AND SCOPE OF STUDY: 21
1.7.1 Objectives of study: 21
1.7.2 Scope of Study: - 21
1.7.3 Limitation of Study: - 21
1.7.4 Presentation of Report: 21
2 REVIEW OF LITERATURE 22
2.1 TO STUDY THE MANAGEMENT ASPECTS OF THE MAPRO PVT. LTD. 22
2.2 TO ESTIMATE PER UNIT COST OF PRODUCTION AND WORKOUT PROFITABILITY OF
SELECTED PRODUCTS OF MAPRO FOODS PVT. LTD. 22
2.3 TO WORKOUT MARKETING COST MARKETING COST AND PRICE SPREAD OF
SELECTED PRODUCTS 22
2.4 TO STUDY CONSUMER BEHAVIOUR AND PREFERENCES FOR SELECTED PRODUCTS .
23
Chap. No. Title Page No.
Certificate of Advisory Committee I
Certificate of Originality II
Certificate of Company III
Certificate of Project Guide IV
Certificate of Principal V
Acknowledgement VI
Abbreviations VII
EXECUTIVE SUMMARY

2

2.5 TO IDENTIFY THE PROBLEMS FACED IN PRODUCTION , PROCESSING AND
MARKETING OF SELECTED PRODUCTS OF MAPRO FOODS PVT. LTD. AND SUGGESTIONS
TO OVERCOME THE PROBLEMS . 23
3 RESEARCH METHODOLOGY 24
3.1 SELECTION OF STUDY AREA 24
3.1.1 Selection of Country and state 24
3.1.2 Selection of district and locality 25
3.2 SURVEY OF DIFFERENT AGRO INDUSTRIES IN SATARA DISTRICT 25
3.3 MAJOR PLAYERS TO THE MAPRO:- 26
3.3.1 Kissan:- 26
3.3.2 Manama- 27
3.3.3 Tops:- 27
3.3.4 Mala’s :- 27
3.3.5 MADHUSAGAR 28
3.4 DATA REQUIREMENT 28
3.4.1 Source of Data: 28
3.4.2 Primary Data: 28
3.4.3 Secondary Data : 28
3.5 DATA ANALYSIS TECHNIQUES: 29
4 RESULTS AND DISCUSSION 32
4.1 GENERAL INFORMATION OF COMPANY 32
4.1.1 General Company Profile 32
4.1.2 Product Portfolio 33
4.2 HISTORY OF ORGANIZATION 36
4.2.1 Location of Mapro Foods Private Limited 37
4.2.2 Points Considered in Site Selection of Mapro Foods Private Limited 38
4.2.3 Layout of Mapro Foods Private Limited 39
4.3 PRODUCT MIX OF MAPRO FOODS PRIVATE LIMITED 40
4.3.1 Organization Structure of MFPL 41
4.3.2 Documents required for establishment of industry 42
4.4 RESOURCE USE MANAGEMENT : 43
4.4.1 Land : 44
4.4.2 Water: 44
4.4.3 Raw Material: 44
4.4.4 Machinery and Equipment’s: 45
4.4.5 Manpower 49
4.5 HUMAN RESOURCE MANAGEMENT 50
4.5.1 Human Resource Department policies 51
4.5.2 HRM's Focus 52
4.5.3 Human Resource Management and Line Managers 52
4.5.4 Functions of Human Resource Management 53

3

4.6 PRODUCTION MANAGEMENT:- 55
4.6.1 Production Department:- 55
4.6.2 Products Selected for Study:- 57
4.6.3 Processing flow chart for making Grape crush : 58
4.6.4 Grape crush preparation process:- 58
4.6.5 Flow chart for making mint candy: - 64
4.6.6 Procedure for making Mint candy: - 64
4.6.7 Production Department Policy 65
4.6.8 Objectives of production department 65
4.6.9 Production Planning decisions 66
4.6.10 Controlling decisions 66
4.6.11 Precautionary measures taken during material handling 67
4.7 QUALITY MANAGEMENT 68
4.7.1 Quality control department structure of MFPL 68
4.7.2 Quality department policy for acceptance of raw material 68
4.7.3 Quality Department Policy for acceptance of raw material 68
4.7.4 Quality management:- 69
4.7.5 Final Product of Mint mint candy 71
4.7.6 Quality Policies of MFPL:- 71
4.7.7 Certificates or credential:- 73
4.8 ECONOMIC ANALYSIS OF SELECTED PRODUCT :- 75
4.8.1 Production data of Mapro Fruit Products whole unit in 2017-18: - 75
4.8.2 Capital Investment for Grape Crush:- 77
4.8.3 Capital Investment for Construction of Building 78
4.8.4 Machinaries and equipment’s in SCS department: 79
4.8.5 The raw material required for Grape crush: 79
4.8.6 Variable Cost for Grape crush: 80
4.8.7 Per unit cost of Processing for Grape crush: - 81
4.8.8 Break-Even Point for Grape crush: - 82
4.8.9 The margin of Safety: - 83
4.8.10 Capital Investment for Mint candy:- 84
4.8.11 Capital Investment for Construction of Building 85
4.8.12 Raw Material required for mint candy: 86
4.8.13 Variable Cost for Mint candy: 86
4.8.14 Per unit cost of Processing for Mint candy 87
4.8.15 Break-Even Point for Mint candy: - 88
4.8.16 The margin of Safety: - 89
4.9 MARKETING COST, MARKET MARGIN AND PRICE SPREAD FOR GRAPE CRUSH: - 90
4.9.1 Marketing Cost for Grape Crush: - 90
4.9.2 Market margin of Grape crush: - 91
4.9.3 Price spread of Grape crush: - 92
4.9.4 Marketing cost, Market margin and Price spread for Mint candy: - 92

4

4.9.5 Marketing Cost for Mint candy:- 92
4.9.6 Market margin of Mint candy: - 93
4.9.7 Price spread of Mint candy: - 94
4.9.8 Marketing Efficiency of Mix fruit Jam and Tomato ketchup 94
MARKETING SURVEY 96
4.9.9 Retailer survey of Mapro foods private limited 96
4.9.10 Consumer survey Mapro foods private limited 100
4.9.11 Consumer Survey of Selected product: - 105
4.9.12 Schedule for Retail outlet 108
4.10 STP (SEGMENTATION TARGETING POSITIONING ) MODEL OF MFPL 111
4.10.1 Segmentation of MFPL: 111
4.10.2 Targeting of MFPL 112
4.10.3 Positioning of MFPL 113
4.11 PORTER’S FIVE FORCES ANALYSIS OF MAPRO FOOD PRIVATE LIMITED 114
4.12 VALUE CHAIN ANALYSIS OF MFPL 116
4.13 BCG MATRIX MODEL OF MFPL 118
4.14 SWOT ANALYSIS: 119
4.14.1 Strengths: 120
4.14.2 Weaknesses: 120
4.14.3 Opportunities: 120
4.14.4 Threats : 121
4.15 PROBLEMS AND SUGGESTIONS : 121
4.16 .FINDINGS: 122
4.17 CONCLUSION 123
4.18 EXPERIENCE GAINED 124
RFERANCES XIV
PHOTO GALLERY XV
VITA XVII

5

Figure Number
figure No 1. 1: classification of agro industry 8
figure No 1. 2 Agro Climatic zones of Maharashtra 18

Figure No. 3. 1 Map view of Country and state 24

Figure No. 4. 1 Mapro Foods Pvt. Ltd. 35
Figure No. 4. 2 Location of Mapro Foods Pvt. Ltd. on Map 37
Figure No. 4. 3 Satellite view of Mapro Foods Pvt. Ltd 37
Figure No. 4. 4 Points considered in site selection of MFPL 38
Figure No. 4. 5 Layout of Mapro Foods Private Limited 39
Figure No. 4. 6 : Products of MFPL 40
Figure No. 4. 7 Product mix 41
Figure No. 4. 8 Organization Structure of MFPL 41
Figure No. 4. 9: Sugar syrup machinery 45
Figure No. 4. 10 Mixing tank 46
Figure No. 4. 11 Internal bottle washer 46
Figure No. 4. 12 Capping machine 47
Figure No. 4. 13 Wetness 47
Figure No. 4. 14 Printer 48
Figure No. 4. 15 Sources of recruitment 53
Figure No. 4. 16 Processing flow chart for Making Grape crush 58
Figure No. 4. 17 Mixing tank 59
Figure No. 4. 18 Hot sugar syrup and pectin mixture 59
Figure No. 4. 19 Hand refractometer 60
Figure No. 4. 20 Flavours and fragrances 60
Figure No. 4. 21 Filling machine 61
Figure No. 4. 22 Sleevs applicator machine 61
Figure No. 4. 23 Storage of final product 62
Figure No. 4. 24 Mint candy 63
Figure No. 4. 25 : Cceptance of raw materia 68
Figure No. 4. 26 Segmentation of Mapro foods private limited 111
Figure No. 4. 27 Targeting of Mapro Foods Private Limited 112
Figure No. 4. 28 Brand positioning of Mapro Foods Private Limited 113
Figure No. 4. 29 Porter’s five forces analysis of MFPL 114
Figure No. 4. 30 Value chain analysis 116
Figure No. 4. 31 BCG matrix analysis of MFPL 118
Figure No. 4. 32 SWOT Analysis 119

Graph Number
Graph No. 1. 1 India’s grape production. 15
Graph No. 1. 2 Export of processed food and related product 16
Graph No. 1. 3 food processing industry contribute to indias GDP 17
Graph No. 1. 4 Shares of Different States in Organised food processing units. 19

Graph No. 4. 1: MFPL’s production line working days 55

6

Graph No. 4. 2. Production data of Mapro’s in 2017-18 76
Graph No. 4. 3 Alternative Grape crush
Graph No. 4. 4 Alternative Mint candy 98
Graph No. 4. 5 Improvement Grape crush
Graph No. 4. 6 Improvement Mint candy 99
Graph No. 4. 7 Reason Grape crush
Graph No. 4. 8 Reason Mint 101
Graph No. 4. 9 Alternative Grape 101
Graph No. 4. 10 Rating of Grape crush
Graph No. 4. 11 Rating of Mint 102
Graph No. 4. 12 Improvement Grape
Graph No. 4. 13 Improvement Mint 103
Graph No. 4. 14 Feature Grape crush
Graph No. 4. 15 Feature Mint candy 104

Table Number
Table No. 1. 1 India’s Sectors Wise Processing Level 11
Table No. 1. 2: - Global Grape Production 12
Table No. 1. 3 Export of Grape (2015-2017) 13
Table No. 1. 4 Indian Grape Production (2015-17) 14
Table No. 1. 5 Year-wise export of processed food products 15

Table No.3. 1 Survey of agro processing industries in Satara district. 25
Table No.3. 2 Major Competitors of MFPL and its product price 26

Table No. 4. 1 : Company profile 32
Table No. 4. 2 Resource use management of Mapro Fruit Products 43
Table No. 4. 3 Name of places from where raw material procure 44
Table No. 4. 4 List of machinery and equipment used by Mapro 47
Table No. 4. 5 List and number of employees worked at Mapro 49
Table No. 4. 6: Nutritional facts for Grape Crush 57
Table No. 4. 7. Availability of Ingredients in Grape Crush 57
Table No. 4. 8. Nutritional facts for Mint candy 63
Table No. 4. 9 Availability of Ingredients in Mint candy : 63
Table No. 4. 10 Quality specification for selected products 69
Table No. 4. 11 Table No 4.8 Quality specification of Pectin. 69
Table No. 4. 12 Quality specification of Sugar 69
Table No. 4. 13 Quality specification for Tartrazine edible color. 70
Table No. 4. 14 Quality specification of Citric acid 70
Table No. 4. 15 Quality specification for final product 71
Table No. 4. 16 Production data of Mapro Fruit products whole unit in 2017-18 75
Table No. 4. 17 Capital Investment for Grape Crush 77
Table No. 4. 18. Construction of Building: - 78
Table No. 4. 19. Machinaries and equipment’s in SCS department 79
Table No. 4. 20 The raw material required for Grape crush 79
Table No. 4. 21. Variable Cost for Grape crush: 80
Table No. 4. 22 Per unit cost of Processing for Grape crush: - 81
Table No. 4. 23 Capital Investment for Mint candy 84
Table No. 4. 24 Construction of Building 85
Table No. 4. 25 The raw material required for Mint candy: 86
Table No. 4. 26. Variable Cost for Mint candy: 86

7

Table No. 4. 27. Per unit cost of Processing for Mint candy 87
Table No. 4. 28 Marketing Cost Grape Crush 90
Table No. 4. 29 Market margin of Grape crush 91
Table No. 4. 30 Price spread of Grape crush 92
Table No. 4. 31 Marketing Cost Mint candy 92
Table No. 4. 32 Market margin of Mint candy 93
Table No. 4. 33 Price spread of Mint candy 94
Table No. 4. 34 Marketing efficiency 95
Table No. 4. 35. Retailer Survey 96
Table No. 4. 36 Popular flavour of customer 96
Table No. 4. 37 Customer demand more for products 96
Table No. 4. 38 Alternative use of brand 97
Table No. 4. 39 Improvement suggested 98
Table No. 4. 40 Consumer Survey 100
Table No. 4. 41 Reason for Prefernces of product 100
Table No. 4. 42 Alternative flavour purchase 101
Table No. 4. 43 Overall rating of product 102
Table No. 4. 44 Improvement from customer point of view 103
Table No. 4. 45 Product feature ranking 103
Table No. 4. 46 Targeted Group of MFPL 112
Table No. 4. 47 Relative market share and market growth rate 118

8

1. INTRODUCTION
1.1 Concept and Meaning of Agro-based Industry
1.1.1 Agro-Industry
Agro-industry deals with the supply, processing, and distribution of farm products and
inputs required for the agriculture sector.
It is related to the small scale and large-scale production, processing and packaging of
food using modern equipment and methods.

figure No 1. 1: classification of agro industry
The agro industry is classified into four major segments viz .Agro-base industry, Agro-
allied industry,Agro- related industry and Agro-service industry. The Agro-based industries
include fruits and vegetable processing, gain milling, etc. Segments. The Agro-allied
industries include Bee- keeping, Poultry, Dairy, etc. Units, Agro-related industry is consisting
of the sugar industry, textile industry, leather industry etc. Agro service industry offers
assistance for the industry discussed above . these industry include service centre and
workshop which are engaged in repairing and servicing of pump sets , diesel engines, tractors
and all types of farm equipment.
1.1.2 Meaning Of agro-based industry :
“ Agro- based industry ” is an omnibus expression. It could cover a variety of industrial,
manufacturing and processing activities based on agricultural raw materials as also
activities and services that go as inputs to agriculture, Agro-based industry is a industry
dealing with the supply ,processing and distribution of farm product . It is related to the
large – scale production, processing and packaging of food using modern equipment’s and
methods.
1.1.3 Def of Agro-based industry :
“Agro- based industry are those industries which have either direct or indirect links
with agriculture ”------(S. N. Bhattacharya, Rural Industrialization in India BR Publishing
Corporation, Delhi, 1980 )
AGRO-INDUSTRY
Agro- Based
industries
Agro- Allied
industries
Agro -Related
industries
Agro Service
industries

9

1.2 Global Scenario of Agro-Based Industry:
In number of countries food processing industry is a major contributor to the health
of national economy . In the same way this sector is impacted by the global economy in terms
of food logistics, imports and exports.
The global food and agriculture industry is estimated to be US $7.6 trillion, according
to Plunkett research or about 10 percent of global GDP. Global food exports totalled US $ 18.5
trillion in 2016, according to WTO. In the US food accounts for approximately 13 percent of a
typical households spending, ranking 3
rd
behind housing and transportation, as per the U.S.
Bureau of labour statistics.
Asia specific region with 32 percent of total food and beverage retail sales stood as a
reigning leader. EU, the US and Japan accounted for more than 60 percent of total global
processed food retail sales. Although China is growing substantially, Japan is currently largest
food processing market in Asia.
Revenue in food and beverages segment amount to US $ 51,927 M in 2019, revenue
is expected to show an annual growth rate (CAGR 2019-2023) of 10.1 percent resulting in a
market volume of US $ 76,300 M By 2023. User penetration is 27.8 percent in 2019 and is
expected to hit 36.2 percent by 2023. The average revenue per user currently amounts to US
$ 42.97. In global comparison, most revenue is generated in china (US$ 21,945 M in 2019)
In Asia food rank first estimated at 23 percent of consumers spending followed by
education and housing. This shows demand for food processing industry. Global food
processing alone will account for US $ 2.6 trillion by 2020. 65 percent of the world’s middle
class will be living in the Asia Pacific region by 2030. The increasing disposal income in
emerging economics will drive demand for manufactured food products.
India food industry contributes 1.7 percent of global processed food industry. Apart
from Asia, Australia has one of the most technically advanced food processing industries in the
world. Indian is one of the world’s largest producer of fresh fruit and vegetables. However,
fruit and vegetable processing is relatively undeveloped in country.
The processed food segment is 65 percent of fruit and vegetable processing sector, by
market share. The processed fruit and vegetable sector includes frozen, canned, dried fruit and
vegetables and other with significant percentage of imports, at an average of 35percent, revenue
to processors and producers from the processed food products sector are strongly influenced
by international trade.

10

North America dominated the fruit and vegetable processing market in 2015. There is
a high consumption of frozen fruits and vegetables in the US and Canada. However, due to the
increasing health awareness, consumers are expected to shift toward fresh produce in the long
run. Demand for processed fruits and a vegetable has grown strongly in the developing
countries of Asia Pacific over the past five years.
The emerging markets (India, Indonesia, China and Malaysia) will increasingly drive
global growth the share of export and import for food and drink products in these markets is
growing rapidly. Manufacturing and processing will increasingly shift to these markets, to be
close to a growing customer base.
Indian scenario of Agro-based industry
India is the second largest producer of fruits and vegetables in the world with a
production of 305.4 MT during 2017-18, India is largest producer of ginger and okra amongst
vegetables and rank second in production of potatoes, onion, cauliflower, brinjal, cabbage etc.
Amongst fruits, the country ranks first in production of bananas (25.7%), Papayas
(43.6%) and mangoes (including mangos teens and guavas) (40.4%) The vast production base
offers India tremendous opportunities for export. during 2018-19 ,India exported fruits and
vegetables worth Rs . 102236.93 core/ 1469.33 USD Million which comprised of fruits worth
Rs. 4817.35 cores/ 692.01 USD Million and vegetables worth Rs. 5419.48 Crores /777.25 USD
millions.
The major destinations for Indian fruits and vegetables are Bangladesh, UAE,
Netherland, Nepal, Malaysia, UK, Sri lanka, Oman and Qatar Through India’s share in global
market is still nearly 1 percent only there is increasing acceptance of horticulture produce
from the country .
This has occurred due to concurrent developments n the areas of state-of-the-art cold
chain infrastructure and quality assurance measure. apart from large investment pumped in by
private sector, public sector has also taken initiatives and with APEDA’S assistance several
centres for perishables cargoes and integrated post-harvest handling facility has taken set up in
the country .capacity building initiatives at the farmers, processors and exporter’s levels has
also contributed towards this effort India is the world’s largest producers of banana, papaya,
mangoes and guavas the second largest producer of potatoes, green peas, tomatoes, cabbage
and cauliflower.

11

1.2.1 India’s Sectors Wise Processing Level
Table No. 1. 1 India’s Sectors Wise Processing Level

The fruits and vegetables processing level is only 2 percent which is very less as compared to
other sectors and the availability of fruits and vegetables in India.
1.3 Global scenario of Grapes
This is a list of countries by grape production in 2016-17, based on data from the Food and
Agriculture Organization Corporate Statistical Database.
The total world production for grapes in 2017 was 74,276,583 MT, down 1.0 percent from
74,992,047 tonnes in 2016. China was the largest producer of grapes, accounting for 16.8
percent of global production. Italy came second at 10.9 percent, followed by the United States
at 9.6 percent.
As per the given in below table no. 1.2 The country China has no.1 in production of
Grapes about 13,083,000 MT of grape production taken in the year 2017 but in 2016 its been
quite less its 12,629,000 MT. The second-largest producing country after China in Italy, Italy
has 8,201,914 MT. production in the year 2016, in the year 2017 it is 7,169,745 MT. and in
the third number, the US has a 6,247,034 MT. production in the year 2016 and in 2017 it is
6,679,211 MT. In fourth no. comes France, France has produced in the year 2016 is 6,247,034
MT. and in the year 2017, its 59,15,882 MT production done. As like that Spain and Turkey
in the year 2017 has a 5,387,379 and 5,950,719 MT production India has the 7
th
number in
production of Grape in the year 2017 India gets about 2,922,000 MT and in the year 2016, it's
25,90,000 MT. production
Sr. No. Food Processing Sector Level of Processing in India (%)
1. Marine Products 23
2. Meat 21
3. Milk 40
4. Poultry 6
5. Fruits and Vegetables 2

12

1.3.1 Global Grape Production
Production 000 MT
(2015-2017)
Table No. 1. 2: - Global Grape Production
Sr. No. Country
2015-16 2016-17 2017-18 2016 to 2018
Production Share (%) Production Share (%) Production Share (%)
Average Production
1 China 13164 24.50% 12629 23.39% 13083 25.33% 30154
2 Italy 7915.01 14.73% 8201.91 15.19% 7169.74 13.88% 18507
3 USA 6964.59 12.96% 7225.64 13.38% 6679.21 12.93% 16417
4 France 6258.36 11.65% 6247.03 11.57% 5915.88 11.45% 14477
5 Spain 5799.13 10.80% 5950.72 11.02% 5387.38 10.43% 13546
6 Turkey 3650 6.79% 4000 7.41% 4200 8.13% 9050
7 Chile 2700 5.03% 2200 4.07% 2000 3.87% 5567
8 India 2602 4.84% 2590 4.80% 2922 5.66% 6166
9 Argentina 2415.57 4.50% 2675 4.95% 1965.21 3.81% 5746
10 Iran 2251.55 4.19% 2275.83 4.21% 2325 4.50% 5302
Total 53720.21 100.00% 53995.13 100.00% 51647.42 100.00% 124931
As shown in below table No.1.2 the average production of the year 2015 to 2017 is the top one country is China its average production of the last three
years is 30,154MT as similar to Italy is 18,507MT and the USA has a 16417MT. India rank 8
th
with are production 6466MT

13

1.3.2 Export of Grape: -
Qty in MT
Value in Rs. Lacs

As shown in above table No. 1.3 The highest exporter country in the world is Netherland they export average quantity about 1,24,887MT and
its value is 141397 Lacs in year 2015, 2016 and 2017. The second highest exporter country is UK they export average quantity is 37376 MT and its
value is about 43596 lacs
Sr.
No.
Country
2015-16 2016-17 2017-18 Average
Quantity Value Quantity Value Quantity Value Quantity Value
1 Netherland 50390.44 58588.51 55010.43 61224.15 58456.97 64753.35 124887 141397
2 Russia 12445.66 12705.38 22340.94 23466.83 27434.39 27734.44 43931 45417
3 United Kingdom 17598.08 20654.35 13580.14 15544.22 18594.24 22193.56 37376 43596
4 Germany 4222.37 4994.07 10467.38 11913.54 16449.51 18091.76 20173 22938
5 United Arab Emirates 11692.6 9794.17 14597 11694.64 13574.9 10971.59 30815 25146
6 Saudi Arabia 5486.93 4681.37 7308.91 6306.15 9482.96 7116.9 15957 13360
7 Thailand 3146.12 4011.81 4509.7 5922.65 5043.03 6554.06 9337 12119
8 Finland 1574.5 2013.04 2079.88 2532.52 2131.87 2854.18 4365 5497
9 Hong Kong 1056.33 1424.45 2094.5 3060.31 1969.32 2832.7 3807 5429
10 Belgium 41.6 43.25 4651.57 4900.95 2331.45 2534.07 5470 5789
11 Sri Lanka 1732.15 2284.91 1776.37 2313.58 2196.06 2441.11 4241 5412
12 Others 23260.82 15030.27 60054.49 29291.84 30556.46 21917.14 93501 51628
Total 132647.6 136225.58 198471.31 178171.38 188221.16 189994.86 393859 377729
Table No. 1. 3 Export of Grape (2015-2017)

14

1.3.3 Indian Grape Production: -
Table No. 1. 4 Indian Grape Production (2015-17)

Sr no.
States
2015-16 2016-17 2017-18 Average (MT)
Area Production Area Production Area Production Area Production
1. Andra Pradesh 0.73 14.694 0.77 15.36 0.8 15.92 2 35
2. Haryana 0.04 0.16 0.04 0.04 0.04 0.09 0 0
3. Himachal Pradesh 0.09 0.13 0.09 0.1 0.08 0.13 0 0
4. Jammu & Kashmir 0.13 0.32 0.32 0.65 0.33 0.89 1 1
5. Karnataka 23.35 429.78 24.29 450.79 26.61 524.2 57 1055
6. Kerala 10 15.5 1.2 16 0.01 0.18 11 32
7. Madhya Pradesh 0.16 2.2 0.09 1.28 0.09 1.28 0 4
8. Maharashtra 90.09 2048.11 104.1 2378.2 105.5 2286.4 229 5188
9. Mizoram 2.47 22.55 2.45 18 2.45 18 6 47
10. Nagaland 0.26 0.5 0.26 0.6 0.22 0.54 1 1
11. Punjab 0.3 8.49 0.29 8.22 0.29 8.23 1 19
12. Rajasthan 0.01 0.02 0 0.01 0 0 0 0
13. Tamil Nadu 2.44 34.1 2.49 29.02 2.16 58.93 6 83
14. Telangana 0.59 13.54 0.29 3.47 0.35 5.27 1 19
Total 120.7 2590.09 136.7 2921.7 138.9 2920.1 304 6485

15

Graph No. 1. 1 India’s grape production.
As shown in above table no. 1.4 The highest producer of grape in india is Maharashtra state is
about 30.09 Ha area comes under cultivation of grape and its production is 2048.11 MT. second
largest producer state is Karnataka its average Area under cultivation is 57 Ha. And its
production ia about 1055 MT. And Maharashtra states has a average area under production 229
Ha. And its area is 5188 MT.
1.4 Export of processed food and related product:
Total exports of processed food products of India for the last 6 years are given in Table and
Chart, it will help to calculate Average Annual Growth Rate (AAGR)
Table No. 1. 5 Year-wise export of processed food products
* Average Annual Growth Rate for 5 years ending 2016-17
The value of export of processed food during 2019-17 was of the order of US$ 30.87 billion
which is 11.19 percent of indias total export (total exports US$ 276 Billion)
As per trade map data, during 2016 Indias share in world exports of processed food products
was about 2.22 percent.
average grape production in india
Andra PradeshHaryana Himachal Pradesh
Jammu & KashmirKarnataka Kerala Madhya Pradesh
Maharashtra Mizoram Nagaland Punjab
Rajasthan Tamil Nadu Telangana
Year 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 AAGR
FPI – Exports 31459.58 35898.06 38051.43 36171.92 29672.32 30871.47
0.25%
Percent
Growth
14.11% 6 % -4.94% -17.97% 4.04%

16

Graph No. 1. 2 Export of processed food and related product
Contribution of Food Processing to Indian GDP:
Agro processing industry is one of the largest industries in India and rank 5
th
in terms of
production consumption and export as per the latest data available, in Indian economy as it
contribute 9 percent and 11 percent of GDP in manufacturing and agricultural industry
respectively.
Gross value added of food processing industry in India has been recorded as US $17.50 billion
in 2016-17. No. Of registered food processing unit has increase from 38608 in 2014-15 to
39748 in 2016-17.
Investment in fix capital is registered food processing sector has grown from US $ 29.50
billion in 2015-16 to US $ 32.30 billion in 2016-17 witnessing growth rate of 9.50 percent. The
food processing industry in India stand as one of the major employment intensive industry,
constituting 12.77 percent of employment generated in all manufacturing factories registered
under factory act 1948. Additionally, the sector constitutes 13.72 percent of employment in
unregistered manufacturing sector.
The food processing industry in India contributed approximately US
$ 3.92 bn to India’s exports in the year 2017-18

17

Graph No. 1. 3 food processing industry contribute to indias GDP

1.4.1 Tax incentive and Policy Support for India’s Agribusiness
100 percent automated FDI permitted through automatic root in the food processing sector.
There are concessional rate of custom duty applicable on imported equipment under the project
import benefits. Income tax deduction on capital expenditure allow at the rate of 150 percent
for setting up and operating cold chain or warehouse. Loan to food and agro-based processing
units and cold chain covered under priority sector leading (PSL)by banks
The reduction that has been distinctive for the previous corporations is as follows:
100 percent of income and profits derived: First 5 years (starting in the year wherein the
challenge commences task the eligible enterprise)
100 percent of income and profits derived: First 5 years (beginning in the 12 months in which
the venture commences undertaking the eligible enterprise
25 percent of profits and gains derived: Next five years
1.4.2 Goods and Service Tax (GST)
GST, an indirect tax delivered in India on 1 July 2017, is applicable throughout us of a. It has
subsumed inside itself the multiple cascading taxes levied via the Central and State
Governments. Under GST, items and services are taxed on the fees of 0 percent, 5 percent, 12
percent, 18 percent, and 28 percent. Ministry of Food Processing and Industries (MOFPI) has
undertaken several projects for the improvement of the Food Processing quarter, together with
streamlining rates for products underneath the GST regime

18

1.5 Maharashtra Scenario of Agro-based Industry :
Maharashtra is bio-diverse state with 9 agro climatic zones and varying soil type suitable
for agriculture.

figure No 1. 2 Agro Climatic zones of Maharashtra
1. South Kokan Coastal Zone
2. NorthKokan Coastal Zones
3. WesternGhat Zone
4. Transition Zone 1
5. Transition Zone 2
6. Scarcity Zone
7. Assured Rainfall Zone
8. Moderate Rainfall Zone
9. Eastern Vidarbha Zone
Maharashtra is one of the major horticultural state in India with more than 295.2 MT production
of fruits and 175 MT vegetables.
Maharashtra has highest value addition to the food products in the country. It accounts 16.18
of value addition of agriculture produce of Maharashtra.
The special economic zones in India are 779 and Maharashtra having highest number of special
economic zones in country .

19

The share of food processing industry in total share of industrial sector is 12 percent. 90 percent
of total wine industries located in Maharashtra. Nearly 80 percent of demand for wine centres
in following major cities of country - New Delhi , Mumbai , Chennai , Kolkata, Pune and
Bangalore.
India rank 77 in terms of wine consumption in world .The country accounts 0.8 percent of
total wine consume in Asia as compared to China which accounts more than 62.7 percent
market share. Under its Mega Food Park Schemes , Ministry of Food Processing Industry (
MOFPI ) has sanctioned four Mega Food Parks Projects –
a. Jain Agro Trading Company Private Limited, Wardha ( In –principle approval b. Vinay
TiwariAgro Estates and Farms Pvt. Ltd. Ahmednagar.
c. Paithan Mega Food Park Ltd. Aurangabad.
d. Satara Mega Food Park Pvt. Ltd. Satara.

1.5.1 Agro-based Units in India and Maharashtra’s Shares :

Graph No. 1. 4 Shares of Different States in Organised food processing units.

20

As shown in Graph no.1.4 the share of different state in organised food
processing units among which the share of Maharashtra is highest (14 percent) , followed by
the Andhra Pradesh(13 percent )and Gujarat (13)

1.6 Importance of Agro-based Industry:
Agro processing is one of the largest global sector at $ 60 trillion annual production.
Currently only 2.2 percent of India’s vegetables and fruit production is processed. In
comparison USA and China processes their 90 percent and 40 percent produce. Other
developing countries, such as Philippines, Brazil and Thailand are processing as a high as 78,70
and 30 percent of their produce simultaneously. Important of the sector is significant and it’s
deserves a priority treatment by government. Accordingly sector has been made part of
ambitious ‘Make in India’ initiative. Growing population, rapid organization, changing
consumer preferences etc. are expected to keep the demand to increasing to. With a well-
integrated supply chain and a good marketing strategy, a tremendous opportunity lies for
processed food industry.
Government of India has taken lot of initiatives and policy decision for commercializing
agriculture with specific importance on high take horticulture and developing the fruit
processing, preservation and packaging sectors to its full capacity. The fruit processing sector
is rapidly being transformed to a high volume profit making industry. A distinct shift is seen
among the consumers for process, prepared and packed fruits product not only in the so called
developed country but also in the developing country like India.
Large no of units are in the cottage/home scale and small scale sector, having small
capacities up to 250 tonnes/annum, though big Indian and multi-national companies have
capacities in the range of 30-50 tonnes/hours or so. The inherent strength of high raw material
production and large domestics market base has be buttressed with operating processing units
at optimum capacity level as per economics of scale which would enable achieving competitive
edge over imported product more recently product like frozen pulp and vegetables, IQF dices
frozen dried foods and vegetables, food juice concentrates and vegetables curries restorable
pouches, canned mushroom and mushroom product have been taken up form manufacture by
the industry

21

1.7 Objectives and Scope of study:
1.7.1 Objectives of study:
1) To study the management aspects of the Mapro Pvt. Ltd.
2) To estimate per unit cost of production and workout profitability of selected products
of Mapro Foods Pvt. Ltd.
3) To workout marketing cost marketing cost and price spread of selected products.
4) To study customer behaviour and preferences for selected products.
1.7.2 Scope of Study: -
The study in area of management of agro-based industries will help to know the
concepts, ideas, and management practices to be followed in agro-based industries. It will help
to be well versed with management aspects of agro-based industries. While studying the
management processes the work helped me to know actual work performed in the industry, the
advantages and limitation in processes and the ways to overcome these limitations and improve
the overall effectiveness of the system which will helps to establish new firm. The students,
researchers, professionals who are seeking information and conceptual reference in area of
management of agro-based industries will help them in their studies by referring this project
frame work.
1.7.3 Limitation of Study: -
In this empirical study , there are some limitations. It was unable to study whole area of
domestic market due to time limit. This result will not applicable to all zones of the country
because the conditions are changing according to market demand, situation , time , environment
and season. The study result may applicable to similar and identical situations. There are some
limitations for getting most reliable information due to confidential policies of company for
security purpose.
1.7.4 Presentation of Report:
Presentation of Report is done in three main chapters, the first introductory chapter illustrate
the concept and meaning and scenario of agro-based industry, the related marketing aspects
and objectives, scope and limitations of study in the area management of agri business
management. Chapter second deals with the methodological issues wherein sample design data
collection techniques are narrated. The detailed discussion in concern with objectives is given
in third chapter of this report. The management practices followed procurement, production
and marketing of products along with the findings and suggestions of study are integral part of
this study.

22

2 REVIEW OF LITERATURE

2.1 To study the management aspects of the Mapro Pvt. Ltd.

Shri.CA. A. Raghavendra Rao (2017) :International Journal of case studies in business, IT
and Education Applied , Vol, 2.
The case study based on management research which belief that it is a most powerful
way to study and learn new lessons required to identify , understand and solve the problem in
the process of managing and leading the organization . The issues or problems identified in a
given industry and the efforts made by organizations to handle such issues or solve such
problem are learning opportunities for student and researcher in business management
institution. The article guide us about analysis as a class of case study methodology in
management research for developing research case studies .
2.2 To estimate per unit cost of production and workout profitability of selected products of
Mapro Foods Pvt. Ltd.
Mohammed Al-Malki & Wang Juan (2015) : Journal of International Business Research and
Marketing Volume 1 , Issue 1,
This study determined the effects of cost- volume profit analysis in the decision
making of agro processing industries. The study combined both survey research and
longitudinal research design. The results revealed that the sale value of a product and quantity
of product manufacture has positive effects on profit made on product, and also there is a
significant relationship between the cost of production and profit. This study also help to
known break even point where firm is neither in profit nor loss,
2.3 To workout marketing cost marketing cost and price spread of selected products
S.S. Acharya and N.L. Agarwal ,Forth edition (2004): Marketing Channels in Agriculture in
India
S.S. Acharya and N.L. Agarwal studied various Marketing Channels in Agriculture in
India In this study they showed various marketing channels from producer to consumer. They
also explained the role of various market functionaries. The also explained how the marketing
management concept influence the output of total product. They also showed the prices of
various commodities varies from channel to channel. They also explained how the price spread
of marketing channel.

23

2.4 To study consumer behaviour and preferences for selected products.
Subadra S. Murugesan K. M. & Ganapathi R. (2018) : consumer perception &
Behavior & concluded that consumer behaviour consists of all human behaviour that goes in
making purchase decision. An understanding of consumer behaviour enables a marketers to
take marketing decision which are compatible with its consumer needs. These are four major
classes of consumer behaviour determinants & expectations, namely, cultural,
socioeconomically , person and psychological. There are certain attributes of the product which
are identified as influencing the purchase decision & satisfying the customer.
2.5 To identify the problems faced in production , processing and marketing of selected
products of Mapro Foods Pvt. Ltd. And suggestions to overcome the problems.
R.K. Bharadwa, B. K. Singh, N. K. Singh (2017): Challenges and Constraints of Marketing and
Export of Indian Spices From India and International conference on technology and Business
Management
R. K. Bharadwaj, B. K. Singh, N. K. Singh conducted a study on “Challenges and
Constraints of Marketing and Export of Indian Spices From India” In this study they showed
all the problems in food sector related to marketing and exporting zone i.e. the Low
productivity, poor product quality, insufficient mechanization and Agril Extension is not
market oriented. Various problem faced by production, processing and marketing of products,
and also known about various suggestions to overcome the problem in processing , production.

24

3 RESEARCH METHODOLOGY
Descriptive research and exploratory research was conducted to fulfill the objective
of the study. In order to arrive at proper conclusions, it is necessary for investigator to adopt
appropriate methods and procedures. The success of any projectdepends on the methodology
which is adopted during data collection, compilation andvarious types of analysis on scientific
lines.
3.1 Selection of study area
3.1.1 Selection of Country and state

Figure No. 3. 1 Map view of Country and state
India is one of the world’s largest producers of food. This shows a good availability of raw
material in the country. But the processing level of the Agro Processing industries is less as
compare to the production. The country also has good government support to establish Agro
based industry and has export potential as well as efficient inputs availability like land, labours
etc. which economically beneficial to select the area. In India Andhra Pradesh, Maharashtra,
Tamil Nadu are the major food, milk And fruits producing and processing states. Maharashtra
has great potential in processing sector.

Maharashtra is fastest growing Agro industrial state after 1965. It has number of
manufactures; those are supplying wide range of raw material like Jain Fresh Farms.
Maharashtra introduces various schemes, develops the food parks, MOFPI schemes for
effective running of Agro based industries. It also has good

25

infrastructure and raw material availability which is the backbone of Agro based industries. It
has good market demand and locations which plays crucial role in exporting products.
3.1.2 Selection of district and locality
Satara district hold numbers of ongoing industries. As per survey of micro, small and
medium enterprises development institution more than 352.31hactares area is under at
industrial sector in Satara. It has good APMC and rural infrastructure. It has a right location for
availability of raw material suppliers like Koyana Agro, BVG (Bharat Vikas Group) food park
etc. It has appropriate location that is linked with roadways and national highways. It has more
than 181 numbers of enterprises in manufacturing food products and beverages
3.2 Survey of different agro industries in Satara district
Table No.3. 1 Survey of agro processing industries in Satara district.

To fulfill purpose of study, Satara district was identified to complete
experiential learning programme, where four major agro processing industries are found which
are related to fruits processing those are; Manama, Mapro, Mala’s and Madhusagar. Especially
they are processing the fruits and introducing fruit products.
Sr.
No.

Name

Address
Est.
Year

Owner

1.
Manama

26/3 Bhose Village, Panchgani,
Satara, Maharashtra, India.

1994
Mr. Mohsin
Mala

2.
Mapro

122, Shendurjane, Wai, Satara,
Maharashtra, India.

1959
Mr. Mayur
Vora

3.
Mala’s

Plot No. B-47, Wai MIDC,
Satara, Maharashtra, India.

1958
Mr. TayabAli
Mala

4.
Madhusagar

A/P. Mahabaleshwar, Satara.

1955
Mr. Sanjay
Gaikwad
(Chairman)

26

As per study it was found that Mapro’s having a good industrial profile. It is one of
renowned name in the field of a food processing, leading exporter, manufacturer and supplier
of finished products like jam, jelly, crushes etc. The company has grown widely in last 6
decades. Due to quality and brand awareness Mapro having goodwill in the market.
3.3 Major players to the Mapro:-
Table No.3. 2 Major Competitors of MFPL and its product price
Major
competito
r
Competitor
Product
Prices of
Competitors price
Rs./kg
Mapro’
s
Product
price
Rs./kg
Kissan Jam 220 198
Mala’s Crush 280 270
Top’s Chocolate 150 117
Manama Syrup 200 180
Parley Pulpero 280 261
.
Above table no.3.2 shows that the major competitor of Mapro and its major product price ,from table
its shows that prices of 1 kg Mapro product is low as compared to its competitors for remaining in a
market it beat the competitor i.e. Mapro 1 kg mix fruit jam has selling price 198 which is low as
compared to its tough competitor kissan .

3.3.1 Kissan:-

27

Introduced primarily for the British settlers in India since 1935 by Mitchel Hindustan
Unilever took it Kissan is in the market leader in jam and ketchup. Today it is a power brand
Kissan for Unilever. Kissan is not just about jams, ketchups and squashes, but they also play
a vital role in the growth of raw material, and to help small farmers.
3.3.2 Manama-
The Manama founded in 1994 by Mr. Mohsin Mala at Pannchganni with the prime
motive of offering affordable, high quality products to consumers. The fresh, invigorating
atmosphere of the Sahyadri Hills in Panchgani was an ideal location for such a venture. For
the first time in India they introduced an exclusive range of cordials and dessert toppings.
3.3.3 Tops:-

Tops are a food processing company existence in the year 1984 starts by Mr. B.M.Seth
and Mr. Chand Seth. Company introduces jams, jelly, pickles, sauces etc. it’s has popularity
in India and in as many as 25 countries around the world.
3.3.4 Mala’s :-

As per study it was found that Mala’s having a good industrial profile. It is one of
renowned name in the field of a food processing, leading exporter, manufacturer and supplier

28

of finished products like jam, jelly, crushes etc. Mala’s is also supplying jam to Indian
defense services which shows the quality of products.
3.3.5 MADHUSAGAR
Mahabaleshwar Madhothpadak Co-operative Society LTD (MADHUSAGAR).

Madhusagar was established on 25 May 1955, was on the basis of co-operative
structural theories with the guidance of Mr. Bapusaheb Shende. Madhusagar completed its
golden jubilee and running due to overwhelming support of Maharashtra Rajya Khadi
Gramodyog Mandal. It is manufacturing products in basic level. They produce very pure
products to sale for customers, in that the Honey, Jam, Jelly, Syrups, Crushes etc.
3.4 Data requirement
To study management aspects of jams at Mapro Fruit Products, Wai. The data
collected with various aspects such as information is analyzed right from the procurement of
raw material till the product reaches to consumer
3.4.1 Source of Data:
1) Primary Data: -
a. Personal interview
b. Market survey
c. Questionnaire
2) Secondary Data: -
a. Websites
b. Reports published by Govt.
3.4.2 Primary Data:
The primary data was collected with the help of personnel interview and
discussion with managers, team and customers for the company to get some ideas about the
project and related perceptions of the situation. The information was collected with designed
open ended and close ended questionnaire also a schedule was used for collecting the data.
3.4.3 Secondary Data :
Secondary data was also collected from books, reputed statistical websites,
already existing sources that is companies records, files, magazines, company websites,
internet, pamphlets etc

29

3.5 Data analysis techniques:
The collected data was categories in systematic way according to the need of
objectives by using tabular and graphical method. Also, the data was analyzed using
following formulae:-
Analytical tools:-
1) Total cost = Fixed cost + Variable cost
2) Product share = (Production of selected product /Total
production of company) * 100
3) Per kg cost of production = Total cost of production / Total production
4) Junk Value = Original amount / 100 * 10
5) Depreciation = Original Cost of the Assets – Junk Value/Useful
life of the Assets
6) Producer profit = Selling price – Cost incurred
7) Price Spread = Price paid by consumer - Price received by
producer
8) Market Margin of wholesaler = Selling price- (Purchase price + Market cost)
9) Market Margin of Retailer = Selling price - (Purchase price + Market cost)
10) Producer Share in Consumer Rupee = Producer selling Price / Consumer purchase
Price*100
11) NPW = Net Present Worth:
NPW
Where,
Bt = Benefit in each year Ct = Cost in each year
t= number of year i = interest rate

12) BCR = Benefit Cost Ratio:

BCR

30

Where,
BCR = Benefit cost ratio
Bt =Benefit in each year Ct = Cost in
each year t = 1, 2, ----n
n = Number of years i = interest (discount) rate
B:C > 1 then project is acceptable.
B:C < 1 then project is rejected.
Break Even Point:-
In Quantity term: = Fixed Cost / (Selling price per kg – Variable cost
per kg)
Monetary term:- = Fixed Cost /(1- Variable cost per kg / Selling price
per kg)
13) Margin of safety in quintal =Total Yield – BEP in quantity
14) % Margin of safety in quintal = (BEP in quantity / Total Yield) * 100
15) Margin of safety in value =Total Returns – BEP in monetary value
16) % Margin of safety in value = (BEP in monetary value / Total Return) * 100
17) Financial ratio analysis
1) Current ratio = Current assets / Current liability
2) Net capital ratio = Total assets / Total liability
3) Quick ratio = Quick assest / Current Liability
4) Cash ratio = Cash and deposits / Current liability
SWOT analysis.
B) Statistical tools- Pie chart, bar chart, tables

1) Estimation of production costs and returns of product
The simple methods of tabular analysis based on means, averages and percentages were
followed in estimation of costs and returns of individual product.The total cost of production
of product comprises of fixed cost and variable costs. The depreciation, interest on fixed
investments on Company, value of land etc. were considered as the items of fixed cost,
whereas, the packaging material, power and fuel, electricity, labour charges, etc. were the
items of variable costs. The production in during the year were multiplied by price obtained
for a product , to arrive at annual gross returns.

2) Benefit Cost ratio:
It is worked for Company by using following formula:

31

Benefit in each year
BC ratio = ------------------------
Cost in each each year
The total returns obtained from company and total cost incurred (Fixed + Variable cost)
during the year was considered.

3) Break-even analysis (BEP)
The break-even point is the interaction of the total revenue and the total cost. At this
point, the vertical distance between the total revenue and cost is zero. There exists ‘no profit
and no loss’ situation. However, as the vertical distance between them increases, the total profit
increases with the increase in output. The BEP quantity is calculated as follows
Break Even Point :- = Fixed Cost / (Selling price per kg – Variable cost per kg)
4) Sensitivity analysis
Sensitivity analysis is done for the cost, yield, and price .With the help of given cost,
yield and price structure, the ranges of cost, yield and price are estimated to analyses how much
company can sustain the fluctuations in above factors. The following concepts of estimated
cost, estimated yield and estimated price were employed to examine the sensitivity of the
average company towards risk and uncertainty of increase in production cost, reduction in yield
and lowering down the prices of cut flowers, under existing cost, yield and price structure.
(Pawar et al. 2000).

Estimated cost = Actual yield X Actual price
Estimated yield = Actual cost / Actual price
Estimated price = Actual cost / Actual yield

5) Marketing efficiency (ME)
Marketing efficiency is the ratio of price paid by the consumer to the summation
of marketing cost and net marketing margins. Higher the value of ratio, higher is the
Marketing Efficiency. (Acharya. and Agarwal, 1999)
Pc
Mc + Mm

Where,
ME = Marketing efficiency
Pc = Price paid by consumer per product
Mc = Total Marketing cost per product
Nm = Net marketing margin
ME =

32

4 RESULTS AND DISCUSSION
4.1 General Information of Company
4.1.1 General Company Profile
. Mapro Foods Private Limited is a Fast Moving Consumer Goods company
engaged in manufacturing syrups, jams, ketchup, candy confectionaries and other
related products. The general information of company is given in the table below.
Table No. 4. 1 : Company profile

Sr.
No.
Particulars Details

1 Name of company Mapro Foods Pvt. Ltd.
2 Type of company FMCG
3 Brand Name “MAPRO”
4
Year of Establishment of
Industry
1959
5

Address

122 Shendurjane, Taluka-Wai, and
District-
Satara-412803
6 Founder visionary Mr. Kishore vora
7 Name of Owner Mr. Mayur vora
8 Type of Ownership Private
9

Items Processed in
the Industry

Jam, Jellies, Syrups, Ketchup, Choco
powder.
Crushes, Squashes, Chocolates,
Toppings,
10 Website www.mapro.com
11 Tel. No. +91. 2167. 222111(INDIA)
12 Email [email protected]
13 Fax +91.2167.222031
22000:2005
14 Certification & Credentials Certification BRC (British Retail
Consortium),
HACCP, HALAL Certificate.

15 FSSAI license no. 10012022000206

33

4.1.2 Product Portfolio

Jams:-
1. Mango jam.
2. Pineapple jam.
3. Mixed Fruit jam
4. Strawberry jam.
5. Whole strawberry jam.
Falero :-
6. Kachhikairi.
7. Pineapple.
8. Guava.
9. Litchi.
10. Strawberry.
11. Imli
Crush
12. Mango crush.
13. Orange crush.
14. Mulberry crush.
15. Raspberry crush.
16. Pineapple crush.
17. Kiwi crush.
18. Butterscotch crush.
19. Guava crushes.
20. Pineapple whole crush.
21. Strawberry whole crush
Squash.
22. Orange squash.
23. Mango squash.
24. Litchi squash.
25. Lemon squash.

34

26. Ginger squash

Syrup.
27. Rose syrup.
28. Vanilla syrup.
29. Kesar syrup.
30. Khus Syrup.
6. Mock tails:-
1. Green apple Moctail.
2. Blue Curacao Mock tail.
3. Berry Mock tail

7. Chocolates
1.Mazana chocolate almond
2.Mazana chocolate cashew
3.Mazana chocolate paan

8. ketchup
1 .Tomato ketchup

35

Figure No. 4. 1 Mapro Foods Pvt. Ltd.

36

4.2 History of Organization
Mapro food Pvt. Ltd. (MFPL) Founded in 1959, the Company had its humble
beginnings in the hill-town of Panchgani, near Mahabaleswar, when a businessman named
Kishore Vora a pharmacist by profession, decided to make some strawberry jam. He then went
on to develop innovative products such as jelly sweets, fruit cubes with fruit juice and rose
syrups with rose petals – all for the first time in country. Today, his ‘hobby’ has borne fruit in
the shape of Mapro, one of the most modern, hygienic, quality-focused fruit product
manufacturing units in India. His vision has been taken forward, thereby transforming the
region around Mahabaleshwar and Panchgani, the erstwhile sleepy hill stations of
Maharashtra, into a flourishing fruit processing zone.
In 1983, Kishore Vora was joined by his nephew Mayur Vora, an IIM Bangalore
alumnus who had two years' experience at Voltas. However, the company could not expand
much beyond Maharashtra and Gujarat, and had to be content with modest growth for
years.The rise of modern retail gave Mapro a nationwide network and access to customers
with deep pockets. Vora invested the extra money back into the business and set up three new
units in Satara and Pune districts in Maharashtra and Pathankot in Punjab. Today, installed
capacity is some 100 tonnes a day.
As growth in the jams and squashes business started slowing in 2005, Mapro entered
the confectionery and chocolate business. The squashes market, pegged at Rs 70 crore, is
growing at 10 percent. By contrast, the Rs 5,000-crore chocolate market has been doubling
every three years. In May 2008, Mayur Vora came up with pulpy fruit chews, branded Falero.
Today they contribute almost 50 percent of revenues.Ashok Vithlani of Polad Trading has
handled the distribution of Mapro products in Gujarat for 15 years. He covers 25,000 retail
shops in 110 towns. Mapro revenues have risen from Rs 25 crore in 2006/07 to more than Rs
100 crore in 2010/11, a compounded annual growth rate of some 32 percent Mapro’s portfolio
of products provides a high quotient of natural fruit in the form of Jams, Fruit bars and chews,
Syrups, Crushes, Squashes, and Dessert Toppings. Its range of premium products such as
Thandai crush and Kesar syrup are made from the finest selection of exotic ingredients.

37

4.2.1 Location of Mapro Foods Private Limited
Figure No. 4. 2 Location of Mapro Foods Pvt. Ltd. on Map

Figure No. 4. 3 Satellite view of Mapro Foods Pvt. Ltd

38

4.2.2 Points Considered in Site Selection of Mapro Foods Private Limited
Site selection plays crucial role in running industry as it makes impact on economies of
company. The factors considered while selecting site of MFPL are discussed below.

Figure No. 4. 4 Points considered in site selection of MFPL
1. Raw Material
As Mapro processes agricultural produce most it requires good quality raw material
from the area nearer to it. The location is selected with a view that industry can procure raw
material i.e. agricultural produce as well as material required for production.
2. Availability of Laborer
It is one of the important point considered while selecting site of Mapro. Owner of
Mapro selected location nearer to the villages which helps to get labourer at cheap rates
throughout the year.
3. Availability of Water and Electricity
The availability of water and electricity is one of the decisive factor considered foremost
in site selection of Mapro Foods Pvt. Ltd. The site is selected as there is abundant supply of
water for industrial activity. The electricity is easily available from the MSEB Wai.
4. Transportation and Communication
The location of industry is selected in such a way that it helps in transportation of
products from the manufacturing unit to the retail outlet. Mapro Foods Private Limited is
located on the way from Surur to Mahabaleshwar which makes it easy transportation and
communication.
Site
selection
Raw
Materail
Availabilit
y Of
labour
Availabilit
y of Water
&
Electricity
Transporta
tion &
Communi
cation
Market
Access

39

5. Market Access
Mahabaleshwar, Panchagani and Wai are the tourist places since British era, the
visionary founder seen scope for the products and started industry. The retail outlets are located
at such tourist places. The location of manufacturing unit at Shendurjane, on the way of Surur
to Mahabaleshwar State highway makes it easy to supply required products at retail outlets
easily.
4.2.3 Layout of Mapro Foods Private Limited
Once the site of the plant has been decided, the next important task before management
is to plan suitable layout for the plant. The layout of manufacturing plant of Mapro foods Pvt.
Ltd. is designed with the view to achieve coordination and efficiency of machines, materials,
and methods in the plant

Figure No. 4. 5 Layout of Mapro Foods Private Limited

1. Sales Counter 13. SCS Line
2. Security Gate 14. Mazana Line
3. Administration office 15. Jam Line
4. Fruit Bar Division 16. Washing Area
5. Warehouse 17. Warehouse
6. Boiler 18. Packaging Material
7. Maintenance Department 19. Return Good Section
8. Sugar Syrup Line 20. Water Treatment Plant
9. Pulping Line 21. Sales Counter

40

10. Quality Control Lab 22. Garden
11. Pet Blowing 23. Parking
12. Cold Storage 24. Toilets, Washroom

4.3 Product Mix of Mapro Foods Private Limited

Figure No. 4. 6 : Products of MFPL
Mapro has wide range of products in Squashes, Crushes and Syrups (SCS) category
consists of 39 lip smacking products. Lounge is new product of Mapro since last two years
(2015) innovated by R and D wing of MFPL, which is mostly appreciated by customers of
Mapro due to its applications and taste. The products other than Lounge have great demand
though market share for syrups, squashes and crushes of Mapro is captured by Lounge, the
product like jam which has to maintain its consistent quality of product. Mazana is also Mapro
innovative product since 2010 which has contributes major share in profit of MFPL.

Product Line

41

Figure No. 4. 7 Product mix

4.3.1 Organization Structure of MFPL
The organizational structure of industry determines the mode in which it
operates and performs. Mapro foods Pvt. Ltd has bureaucratic type of organizational structure,
having levels of management ranging from senior executives to the subordinates Mr. Mayur
Vora, present Managing director of MFPL manages all the department. There is Finance
manager assisted by Finance Admin. and accountants who looks for all the financial
transactions of industry .The factory manager heads all the production departments, Storage
department, Quality control lab, Maintenance department. Every department is headed by line
incharge and line incharge is assisted by line supervisor. Human resource department is headed
Human Resource Manager who looks in all activities of recruitment, training, job specification,
descriptions of the employees with the help of four HR assistant The marketing department of
MFPL is consists of Marketing Manager assisted by Asst. marketing manager, there are RSM
at regional level and sales officers at zonal level, the distributive sales managers and sales
representatives represents Mapro at tehsil and salesmen works at the retail outlets of Mapro
who employs on monthly salaries from Mapro Foods Private Limited.

Figure No. 4. 8 Organization Structure of MFPL

42

4.3.2 Documents required for establishment of industry
1. Maharashtra Pollution Control Board License
All types of industries, operation or process or an extension and addition there to, which
is likely to discharge sewage or trade effluent into the environment or likely to emit any air
pollution into the atmosphere will have to obtain consent of the State Pollution Control Board
under the provisions of Water (Prevention and Control of Pollution) Act, 1975 and Air (P and
CP) Act, 1981.As Mapro Foods Private Limited discharges the effluent or sewage into open
environment, it is mandatory by law to obtain MPCB license. In the license obtained by Mapro
there are consents to establish, renewal, and to operate such industries at threshold level, which
causes harm to the environment. There are following three types of consents
i)Consent to Establish
All the industries and activities needing consent must obtain consent to establish before
actual commencement of the work for establishing the industry activity.
ii) Consent to Operate
This consent needs to be taken before actual commencement of production including
trial production. This consent is valid for certain duration.
iii)Renewal of Consent to Operate
The Consent to Operate is renewed after certain period
2. Boiler License
As it is required to keep check on boiler processes Mapro obtained boiler license. The
malfunctioning of boiler can result into industrial disaster as boiler uses hydraulic pressure So,
MFPL obtained boiler license from Boiler Directorate. Obtain permission to erect the boiler
through an authorize boiler repairer from the Chief Inspector of Boilers.
3. FSSAI License
FSSAI is an abbreviation used for Food Safety and Standards Authority of India. FSSAI
license is mandatory before starting any food business. All the manufacturers, traders,
restaurants who are involved in food business must obtain a 14-digit registration or a license
number (10012022000206) which is printed on all food packages of Mapro.
This step is taken by government’s food licensing & registration system to ensure that
food products undergo certain quality checks, thereby reducing the instances of adulteration,
substandard products and improve accountability of manufacturers by issuing food service
license.
4. Labour License-
Labour license is obtained from Udyogbhavan, Satara. It is needed to have a proof that
Mapro does not employ child laborers in the organization.

43

5. Explosive License
Petroleum and Explosives Safety Organization (PESO) is a government organization
created to regulate and monitor the manufacture, import, export, transport, possession, sale and
use of explosives, petroleum products and compressed gasses as envisaged under the Explosive
Act, 1884 and Petroleum Act, 1934.
6. MSEB License
Maharashtra State Electricity Board provides electricity to MFPL. Mapro Foods
Pvt. Ltd. organization uses electricity provided by Maharashtra State Electricity Board along
with the Solar energy plant owned by the firm. ‘Mapro Foods Pvt. Ltd.’ has got license from
MSEB office, Wai.
7. PAN Card
Every person whose taxable income exceeds the basic exemption limit during an
accounting year, is required to obtain Permanent Account Number (PAN) once for ever by
making application in Form 49A, before 31
st
May of the assessment year. In case the total sales,
turnover or gross receipts of the business or profession of the assess, exceeds or is likely to
exceed. Rs.5,00,000 during an accounting year the application for the allotment of PAN should
be made before the end of the accounting year. It is compulsory to apply for PAN, in above
cases even though the tax payable is nil.

4.4 Resource use management:
An the resource use management is necessary part of company the arrangement of
resources are well managed at Mapro
Table No. 4. 2 Resource use management of Mapro Fruit Products
Sr.
No.
Resources Quantity/ Procured from
1. Land 3 Acre.
2. Water MIDC, Wai, Satara.
3. Capital Own Investment.
4. Electric Supply MSEB, Wai, Satara.
5. Raw Material -
6. Machinery and Equipment -
7. Manpower Employees

44

Above table no 4.2 shows resource use management of Mapro The information
related to the resource use management of ‘Mapro Fruit Products’ was collected and
presented in the a table
Resources:
4.4.1 Land :
The land is located at the MIDC area, generally an owner select such a location
because the availability of road linkages and communication facilities are there. Mapro’s Fruit
Products developed the site, by fencing with barbed wire and construction of internal road with
entrance gate.
4.4.2 Water:
The Mapro has adequate water supply which is used for cleaning of equipment; cold
storage and drinking purposes. Treated MIDC water is the source of Mapro . It has good
facilities for its storage without contamination and also water is used as an ingredient in
processing and cooking.
4.4.3 Raw Material:
The raw material is the backbone of processing industry. The pulp is a main raw
material of Mapro’s the other raw material is sugar, pectin, citric acid and flavours. The fruit
pulp is collected from different areas. The other raw material required for industry they are
collected from the different regions and countries from company certified with ISO and
FASSAI.
Table No. 4. 3 Name of places from where raw material procure
Sr. No. Type of Raw Material Places Where Procured
A.
1.
2.
3.
4.
5.
Fruits or Fruit Pulps
Strawberry
Alphanso Mango
Banana Raw
Apple pulp
Orange juice

Mahabaleshwar & Panchagani
Konkan
Jalgaon
Himachal Pradesh
Nagpur
B. Sugar / sugar syrup Varna Sugar Industry, Bhuinj Sugar Industry
C. Flavor Mumbai
D. Color Nirali Pvt Ltd Mumbai
E. Pectin Yantai Andre Pectin Co., Ltd( China )

45

Above table no: 4.3 shows the information related to the places from which raw material
procured of ‘Mapro Fruit Products’ was collected and presented in the above table.
4.4.4 Machinery and Equipment’s:
The different machinery and equipment is required for the processing plant based on
the type of pulp received and products proposed. Create Changes in machineries according
product demand
1. Sugar syrup tank

Figure No. 4. 9: Sugar syrup machinery
Purchase Price – Rs.5,00,000
Capacity- 3200 Lit
Sugar syrup tank contains sugar syrup which is having capacity of 3200 liter’s. It is
made up of stainless steel . It is directly connected to sugar syrup preparation plant besides
the production line pipes. As the syrup is required the syrup order is given . The required
quantity of syrup transferred to the tank
F. Preservatives (Potassium
Metabisulphite,KMS)
Shandong Kunda Biotechnology Company
Limited( China )
G. Water From Own Well

46

2. Syrup Mixing Tank

Figure No. 4. 10 Mixing tank

Purchase Price – Rs. 3 lakhs
Capacity- 2,200 Lit
Use – Used to mix ingredients of product.
Its quantity holding is of 2200 litres. It is connected to syrup tank ,pectine tank
,autopack machine, A 5 Hp motor converts syrup from sugar syrup tank to tank , Both the
tanks are interconnected so the liquid from one tank can be transferred to another for the
convenience.
3. Internal Bottle Washer

Figure No. 4. 11 Internal bottle washer
Capacity – 32 bottles per min.
Use- the ingredients are mixed with sugar syrup in syrup mixing tank
This machine is used for washing the bottles internally with a small pressure stream of
water. It washes nearly 16 bottles in one revolution. The equipement is mainly uses to clean
the plastic bottles, glass bottle .

47

4. Capping machine

Figure No. 4. 12 Capping machine

Used – used to separate bottles for ease of sleeving by placing gap between two bottles
Functioning – As bottles moves it seperates them by the srew type structure of rotary
seperatr
10. Wetness
Figure No. 4. 13 Wetness
Purchase Price – Rs. 15,000
Use – Used to blow the water droplets present on sleeves of bottle by blowing air with
pressure on bottles.
Table No. 4. 4 List of machinery and equipment used by Mapro
Sr.
No.
Machinery and
Equipment
Unit/
Capacity
No. Uses
1. Sugar syrup tank (5000Litr.) 1 To store sugar syrup
2. Stirrer with motor - 1 To blend the mixture.
3. Kettle (200Litr.) 4 To boil the pulp.
4. Corking Chapper - 1 To press the metallic cap
5. Filler Machine 12000BPH 1 To fill hot syrup into jar.

48

Functioning- As bottles moves the sensor detects and blower wipes out the droplets by
pressure.

11.Price and manufacturing date printer

Figure No. 4. 14 Printer
Purchase Price – Rs. 2,00,000
Use – Used to Print price, manufacturing date, batch no, on product
Table No: 4.4 List of machinery and equipment used by Mapro
The above table no.4.4 shows information related to the other machinery used in
Mapro was collected and presented in the table.
6. Cooling Tunnel 1
To reduce the temperature of
jam.

7.

Belt conveyor

2
For transporting light- and
medium-weight loads between
operations, departments
8. Labeling Machine 1 For labelling purpose.
9. Tape Machine 1 For tapping carton boxes
10. Pallet truck 1
Move the material from one place
to another.
11. Pallets 100 To place the material.
12. Heat exchanger 1 To exchange heat in kettle.
13. Transfer pump 1 Transferring jam syrup in filler
14. Hand trolley 5 To move the pulp barrel.
15. Boiler 1 To generating the steam.

49

4.4.5 Manpower
At Mapro Fruit Products the management system is the framework of processes and
procedure used to complete an organizational objective. It has 94 office staff members and
labours. The labour required for processing department, packaging department, storage
department, marketing department, account department, electrical
Table No. 4. 5 List and number of employees worked at Mapro
Sr. No. Category Number of workers
Administrative Staff
1. Unit Manager 1
2. Marketing Manager 1
3. Purchase Manager 1
4. Personnel Assistant 8
5. Other Employees 9
Laboratory Staff
1. R&D 1
2. Quality Manager 1
3. Production Manager 1
4. Assistant 5
5. Workers 4
Cold Storage
1. Manager 1
2. Assistant 2
3. Workers 2
Boiler & ETP
1. Manager 1
2. Assistant 1
3. Workers 12

50

Above table No.4.5 shows that employee of MFPL in which Mapro has 117 total
administrative and worker staff. In which jam and ketchup department has 23 employees
in which 16 are workers and 7 are helper.
4.5 Human Resource Management
Human Resource Management is a strategic approach for acquiring, developing,
managing, motivating and gaining the commitment of the organization’s key resource –
the people who work in and for it.HRM as organizational function of Mapro Foods Pvt.
Ltd. deals with or provides leadership and advice for dealing with all issues related to the
people in an organization. The department deals with compensation, hiring, performance
Sugar Syrup Department
1. Incharge 1
2. Worker 2
Maintenance Department
1. Head 1
2. Electrician 6
3. Workers 9
Others
1. Security Guard 6
2. Driver 7
Jam Department Permanent
Labour:-

1. Incharge 2
2. Supervisor 2
3. Operator 5
4. Kettelmen 2
Jam Department Daily Paid / Semi-
Skilled:-

1. Workers 16
2. Helpers 7

51

management, organization development, safety, wellness, benefits, employee motivation,
communication, administration, training and development of the personnel working in
MFPL.
The Human resource department in the Mapro Foods Pvt. Ltd. is headed by Human
Resource Manager. There is staff of four members dealing with issues of the HR
department and which functions as the HR department supporting staff. The HRM
department members provide the knowledge, necessary tools, training, administrative
services, coaching, legal and management advice, and talent management oversight that
the rest of the organization needs for successful operation.HR department of MFPL works
for the organizational development that generates the culture of the organization. It is
charged with oversight responsibilities to ensure that the organization appropriately builds
teams and inspires employee empowerment.
4.5.1 Human Resource Department policies
1. Leave policy
1) Weekly off- MFPL runs throughout the year with weekly off on Sunday for official
staff and Tuesday for technical staff. Due to load shading on Tuesday in the area technical
staff have weekly off on that day. There is no weekly off for the salesmen who works at
retail outlet of MFPL.
2) Emergency leave- MFPL gives emergency leaves to the its workers but these leaves are
non-paid leaves.
3) Paid holidays- National holidays such as independence day, Republic day are paid
holidays for all workers of MFPL.
2. Recruitment policy
1) Age- The age of workers to be recruited for any post in industry must be above 18. As
per Govt. norms it is mandatory not to employ child labour in any industry, hence this
policy is adopted by MFPL.
2) Education- The worker to be recruited must have required qualification for the post to
be recruited.
3) Interview- At the time of interview HR manager questions the candidate who is going
to work in the industry. The interview is conducted to analyse the candidate suitability and
efficiency to do particular job.
4) Medical fitness certificate– The candidate have to submit required documents to prove
that he/she is medically fit for the work at industry by obtaining medical certificate from
doctor.

52

3. Employee Welfare Policy
1) Medical Check-up – Mapro arranges medical check up annually. It includes blood, urine
tests.
2) Medical Assistance – If there is any accident in the processing unit or outside industry
Mapro assist in medical treatment by means medical fees.
3) EPFO - Employee’s Provident Fund (EPF) is a retirement benefit scheme that’s
available to all salaried employees. It’s a savings platform that helps employees save a
fraction of their salary every month that can be used in the event that you are rendered
unable to work, or upon retirement.
4. Other Policies
1) No Alcohol Consumption – The consumption of alcohol and alcoholic product is
prohibited in the premises of Mapro Foods Private Limited.
2) Restriction on drugs and tobacco products consumption – The consumption of drugs
and tobacco product is restricted in area of company. It helped Mapro from the
contamination in the products.
4.5.2 HRM's Focus
HRM in Mapro has a strategic and comprehensive approach to manage people and
the workplace culture and environment. Effective HRM department enabled employees to
contribute effectively and productively to the overall company direction and the
accomplishment of the organization's goals and objectives.
4.5.3 Human Resource Management and Line Managers
HRM functions are also performed by line managers who are directly responsible
for the engagement, contribution, and productivity of their reporting staff members. They
are also responsible for the ongoing development and retention of superior employees

53

4.5.4 Functions of Human Resource Management
1. Recruitment
The Sources of Recruitment of Employees are as follows

Figure No. 4. 15 Sources of recruitment
(A) Internal Sources
When a vacancy is available in the organization, it is given to an employee who is already
on the pay-roll of MFPL. Internal sources include promotion, transfer and in certain cases
demotion. When a higher post is given to a deserving employee, it motivates all other
employees of the organization to work hard.
Methods of Internal Sources :
1. Promotions
Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant are filled up from within
the existing employees of MFPL. A promotion does not increase the number of persons in
the organization. A person going to get a higher position will vacate his present position.
Promotion motivates employees to improve their performance so that they can also get
promotion.
2. Recommendation of Existing Employees
The worker are familiar with existing conditions of industry, who recommends
appropriate candidate to the Company.
(B)External Sources:
When existing employees are not suitable to recruit at higher positions, the
organization uses the external sources for recruitment. In peak production season more
Sources of Recruitment
Internal Sources
Promotio
n
Empo
lyee
Refer
ences
External Sources
Labour
Contract
Factory
gate
Former
Employee
Casua
l
Caller
s
Central
Applica
tional
File

54

persons are needed, i.e. in month of February to June. The entry of qualitative persons
from outside is in the long-run interest of the MFPL
Methods of External Sources:
1. Labour Contractors
This method of recruitment is prevalent all the factories and also in MFPL for
hiring unskilled and semi-skilled workers. The contractors keep themselves in touch with
the labour and bring the workers at the factory where they are required. The contractors
identified by the MFPL hires the labour from Nagpur (MH) and Madhya Pradesh in return
they get commission for the number of persons supplied by them.
2. Factory Gates
Certain workers from local area of Wai present themselves at the factory gate every
day for employment. This method of recruitment is very popular in India and also in MFPL
for unskilled or semi-skilled labour.The desirable candidates are selected by the first line
supervisors. The major disadvantage of this system is that the person selected may not be
suitable for the vacancy. Hence this method is used only when there is intense need of
labour at peak season of production in MFPL.
3. Former Employees
In case, employees have been laid off or have left the MFPL at their own, they are
taken back in vacancies, if they are interested in joining the concern (provided that their
record is good).
4. Casual Callers
Those personnel who casually come to the company for employment are
considered for the vacant post. It is most economical method of recruitment.in MFPL it is
rarely used as such employees are discontinuing their work.
5. Central Application File
A file of past applicants who were not selected earlier is maintained. In order to
keep the file alive, applications in the files are checked at periodical interval as per the
vacancy in company.

55

4.4.5 Working season for the year 2018-19 of MFPL
Mapro’s company worked 313 days in the year 2018-19. The working days in each
month are shown in the graph 4.1 below

Graph No. 4. 1: MFPL’s production line working days

Mapro Foods Private Limited works throughout the year except holidays on Sunday for
official staff and Tuesday for technical staff. National holidays such as independence day,
Republic day are paid holidays for all workers. Mapro get Higher sale in vacation period
because of many peoples comes for relaxing, in Summer season mapro Get higher sale.

4.6 Production management:-
4.6.1 Production Department:-
1. Production Planning:-
In Mapro annual production target for the next year are prepared on the basis of installed
production capacity of the plant and production data of the previous year. Necessary
feedback is also taken from marketing department while fixing the production targets. The
production targets are presented to the corporate office for review and approval by
managing director, the plant managers are informed the same. The production and
consumption ratios for the previous years are duly considered. All the data are compiled
into form and production budget get fixed. A copy of the production budget is sent to
finance department for preparing the finance budget. This production budget then acts as
the basis for further performance monitoring. Based on the production plans, purchase raw
31 27
26 26
27
25
27 27
25
27
26 26

26
24

21

16
11
6

56

materials. In the event of any change in the annual production plant becoming necessary,
the corresponding change in the raw material requirements are intimated to the purchase
department. Production planning department receives data from all the plants and the other
interfacing departments and compiles them. Various reports- daily production reports
monthly reports and yearly reports are sent to the management.
2. Type of Production System:- Batch production system:-
At Mapro Fruit Products here the firm either receives order from the customer at regular
intervals or it may produce the product to satisfy the demand. It has well designed file of
its plans, material requirement and instructions for the ready reference. It can also purchase
materials required in bulk in advance. As the frequency of regular orders goes on
increasing the batch production system becomes mass production system. Also in case of
the demand for a particular product ceases, the plant and machinery can be used for
producing other products with slight modification in layout or in machinery and
equipment. And if the demands of particular product will increases then the production
will manages

57

4.6.2 Products Selected for Study:-
Grape Crush:-
Ingredients: - Grape Crush pulp, sugar, pectin, colour, flavour, citric acid etc.
Nutritional Facts * Approx. Value 100 gm.
Table No. 4. 6: Nutritional facts for Grape Crush
Nutritional Facts
(Approx. Values)
Sr.
No.
Contents
Nutritional values Per
100 ml
1 Energy 298.0 Kcal
2 Total Sugar 75 g
3 Carbohydrate 76 g
4 Fat 0.00 g
5 Protein 0.10 g
Table No. 4. 7. Availability of Ingredients in Grape Crush
Ingredient Details
Sr. No. Ingredients
1 Sugar
2 Acidity regulator
3 water
4 thickener
5 Common salt
6 Food colour
7 Flavors
8 Class II preservative

Table No:4.7.1 shows the ingredient used in Mapro for per kg of Grape Crush. It found
that Grape Crush contains higher amount of Sugar, acidity regulator, water, thickner,
common salt, food color etc.

58

4.6.3 Processing flow chart for making Grape crush :

Figure No. 4. 16 Processing flow chart for Making Grape crush

4.6.4 Grape crush preparation process:-
1. Collection of raw material: -
The first part of crush preparation process is start with the collection of raw material. The
raw material is collected from different section of the unit; the main section of storage of
raw material is the cold storage where fruit pulps are stored. Another section is raw
material section, is especially flavours, pectin and other preservatives are stored in that
particular area where hygienic condition is maintained.
All raw material is checked before used to make the crush; aspects of quality are checked
as per quality parameter of particular raw material.

Add pulp/juice (As per specification)
Addition of pectin (dissolve in hot water in a pectin mixing tank) continuous
stirring
Send a sample to Q.C. for analysis maintain brix (57 to 58
0
Bx)
Addition of color and flavor and preservative mixing
Filling (Pet Bottles) Labelling coding
Packed in corrugated box storage

59

2. Addition of Grape pulp:-
Figure No. 4. 17 Mixing tank
Grape pulp are added into tank, tank are used for boiling the pulp and making the crush.
The tank used for crush making process is mainly having 2250 liter’s capacity. The blender
is also attached with the tank for the purpose to blend the mixture of ingredients. Added
fruit pulp are boiled with the used of steam till the aspects of quality will gain. Temperature
is adjusted by the heat exchanger pump. Well experienced men observed an and analyse
the process, as per visual checking handling is go on.
3. Addition of hot syrup and pectin:-
Figure No. 4. 18 Hot sugar syrup and pectin mixture
As per the instruction of supervisor hot sugar syrup are added into tank. Sugar syrup is
prepared in advanced in sugar syrup tank and then the syrup is taken into tank in required
amount by the turning knob on of sugar syrup tank. Added sugar syrup are boiled and
blended into kettle in this process cattlemen analyses the texture of material which are
boiled in the tank.

60

Pectin is added into the tank which is the ingredient of Crush. The role of pectin is to
thicken the syrup. The quantity of raw material is fixed. The all quantity are fixed by the
recipe maker of the company. As per their instruction process of crush making is
happened.
4. Checking of total soluble solid (T.S.S)
Figure No. 4. 19 Hand refractometer
The T.S.S is major by the use of hand refractometer. The pulp are and syrup are boiled till
it gets 68° Brix
5. Addition of flavours and fragrances:-
Flavours and fragrances are also fixed for all the recipes. Flavours are added for increasing
the taste and quality of the crush. Flavours enhance the taste of the crush. A fragrance
gives aroma to the Crush. The content is again stirred for about 10 minutes for proper
mixing of crush. Here the Crush preparation process is completed and next filling of bottled
is started.

Figure No. 4. 20 Flavours and fragrances

61

6. Filling hot into sterilized bottled:-

Figure No. 4. 21 Filling machine
The prepare content are passed through the pipe with help of pump into the holding tank.
Pipes are connected between the holding tank and the filling machine. Operator operate
this machine, as per their handling filler gets the content into filling machine and the
process of filling hot recipe into the plastic jar and glass bottle.
6. Covering:-

Figure No. 4. 22 Sleevs applicator machine
Through conveyer belt, bottles are carried to auto covering machine. Labours at the
inspection area machine checks if the bottles are covered properly. bottle is passed

62

through sealing machine; heat of the sealing machine is fixed so the bottle gets sealed
without any damage.
8. Cooling: -
Conveyer belt carries bottles into the cooling tunnel; here the bottles are also washed.
When the bottles enter the cooling tunnel the temperature of bottle is 78°C and when it
exits the tunnel temperature of bottle is 57°C.
9. Packing:-
After labeling bottles are packed in cardboard boxes. Each box has different capacity of
hold bottles in which each bottle holds 1 kg, 500gm ,250gm ,750 gm Crush.
Boxes are packed by using tape machine which is used for tapping carton boxes.
Storage:-

Figure No. 4. 23 Storage of final product
After boxing boxes are stored in stored houses. From store houses, boxes are transported
to various destinations as per orders

63

2. Mint candy :
Ingredients: sugar, flavor, Glucose
Nutritional Facts *Approx value per 100 gm:
Table No. 4. 8. Nutritional facts for Mint candy

Figure No. 4. 24 Mint candy
As shown in above table no. 4.8 total energy in 100gm is 384.13 Kcal and carbohydrates
is 99.24g and protein is 0gm mint has a higher amount of suger 99.06g.
Table No. 4. 9 Availability of Ingredients in Mint candy :
Sr. No

Name of Ingredients

1 Sugar
2 Glucose
3 Flavor
Table No: 4.9 shows the ingredient used in Mapro for per kg of mint candy. It found
that Mint candy contains higher amount of Sugar, Glucose, Flavor

Facts

Nutritional
values

Energy 384.13 kcal
Carbohydrates 99.24g
Protein 0 g
Sugar 99.06 g
Fat Nil

64

4.6.5 Flow chart for making mint candy: -

4.6.6 Procedure for making Mint candy: -
1. Collection of raw material: -
The first part of the mint preparation process is started with the collection of raw material.
The raw material is collected from a different section of the unit; the main section of the
storage of raw material is the cold storage where the material is stored. Another section is
the raw material section, is especially flavors, and other preservatives are stored in that
particular area where the hygienic condition is maintained. All raw material is checked
before used to make the candy; aspects of quality are checked as per the quality parameter
of particular raw material.
2. Mixing of raw material: -
Collection of Raw material
Mixing of raw material
Boiled all ingredient in mixing tank (140
0
C)
Delivered liquid candy into deposition machine
Immediate cool down it (10
0
C)
Wrape it with help of wrapping machine
Packaging
Storage

65

After collection of all raw material i.e. Suger, flavor, glucose mix it in mixing tank till all
material dissolve well
3. Boiling: -
After mixing all ingredient boiled it till 140
0
C temperature, if the temperature goes
below 140
0
c its cause error and it's not use again.
4. Delivered to the Deposition machine: -
After all raw material and ingredients become liquid then liquid form candy will
be deposited to deposition machine, In deposition machine will be dropped liquid candy
over the skeleton of candy and then candy will go to the cooling section.
5. Cooling: -
After the deposition of liquid candy, then skeleton comes to the cooling section and then
candy will be cool down in temperature of 12
0
C for their hardness.
6. Wrapping: -
After cooling candy then it will immediately wrap by using machinery.
7. Packaging: -
After wrapping candy then it will fill to bottles manually bottles are packed in
cardboard boxes. Each box has a different capacity of hold boxes/bottles in which each
bottle holds 1 kg, 500gm, 250gm, 750 gm mint. Boxes are packed by using a tape machine
that is used for tapping carton boxes.
8. Storage: -
After boxing boxes are stored in stored houses. From storehouses, boxes are transported
to various destinations as per orders
4.6.7 Production Department Policy
The Production Manager of the respective line is responsible for making sure that quality
raw materials are provided and quality products are manufactured. He makes sure that
work is carried out smoothly, and supervises procedures for making work more efficient
and more effective.
The Mapro Foods Pvt. Ltd. has build quality into every stage of the production process.
Every employee is expected to take responsibility for managing quality issues in order to
make sure that waste is minimized and quality maximized.
4.6.8 Objectives of production department
1. To keep production process running smoothly.

66

2. To achieve effectiveness in the production.
3. Proper Capacity utilization.
4. Flexibility in production.
5. To ensure quality of both raw materials and finished product.
6. The continue unhindered production.
7. Monitoring the quantity and quality of products coming out of a production line.
4.6.9 Production Planning decisions
1. Operating planning
The production and planning department set standards and targets for the production
process. The quantity and quality of products coming from production line is closely
monitored. The MFPL has quality control approach, hence the quality is monitored by the
supervisors and employees at every stage of production, rather than at the end
2. Capacity planning
Capacity planning is the process of determining the production capacity needed by an
organization to meet changing demands for its products. In the context of capacity
planning, design capacity is the maximum amount of work that an organization is capable
of completing in a given period. This is a more conservative strategy and opposite of a
lead capacity strategy It refers to adding capacity only after the organization is running at
full capacity or beyond due to increase in demand. MFPL adopts this strategy because the
products are cost sensitive and and thereby adopting such strategy decreases risk of waste.
Also the products of this line are at maturity stage of their own life cycle i.e. PLC.
For production line MFPL seen this strategy advantageous than the lean strategy because
it reduces risk of overproduction, achieves greater productivity due to higher utilization
levels, increases ability to put off large investments as long as possible, and saves
organization in investing in the products having less or mere demand in market. It also
adds capacity in small amounts in response to changing demand in the market.
4.6.10 Controlling decisions
1. Controlling inventories for production: - The production manager of line ensures the
stock required for production is available and provides it for production. Here the
purchasing department is responsible for providing the materials, components and
equipment required to keep the production process running smoothly.

67

2. Quality- All quality related decisions are taken by quality control department. In various
stage such as raw material, online production line and final product quality specification
are differing according to their stage and that measured and control by the Q.C department.
3. Quantity- The sales team determine the demand in market then it is given to production
department for production of product according to the order quantity.
4. The stores department- To continue unhindered production the stores department is
responsible for stocking all the necessary tools, spares, raw materials and equipment
required to service the manufacturing process. For the unreliable sources of raw material,
the buffer stocks are kept and the computerized stock control system is used to keep stocks
at a minimal but necessary level for production.
5. The design and technical support department- It is responsible for researching new
products or modifications to existing ones, estimating costs for producing in different
quantities by using different methods. It is also responsible for the design and testing of
new product processes and product types, together with the development of prototypes
through the final product. The technical support department is also responsible for work
study and suggestions as how working practices can be improved.

4.6.11 Precautionary measures taken during material handling
Company operations includes different kinds of works in that heavy material handling, hot
material handling, heavy machinery handling, maintenance of machinery which requires
safety precautions that are mentioned and run under worker safety policy of Mapro Foods
Private Limited.
precautionary measures followed by production department in MFPL-
1. It is ensured that the operator is trained and qualified to operate the equipment.
2. The pre-shift inspection of the equipment is done. Inspection items should include water
flows, warning devices, safety devices, mast, and all controls.
3. Damaged or unsafe piece of equipment to be operated are not allowed until it is fixed
or repaired.
4. The safety assistance tools are used while handling hot surface machinery and hot
materials.
5. When there is no work the machinery switches are shut off.
6. Before starting work in the production line or any department, the operational area is
cleaned.

68

4.7 Quality management
Quality management plays a vital role across many different stages of sourcing, processing
and packaging in Mapro Foods Pvt. Ltd. In addition to basic laws and regulations on
nutritive value, quality levels also incorporate factors such as shelf-life, raw materials,
taste, texture, use of preservatives and many other indicators too. Quality control at every
stage of production helps MFPL to adhere to an efficient quality management system
(QMS) in order to achieve standardisation and meet the demands of consumers and
authorities. In Mapro Foods Private Limited all the food products are processed according
to strict guidelines and stringent quality management practices
4.7.1 Quality control department structure of MFPL
The quality control department is headed by Quality control manager. There is QC
incharge and lab assistants who work in QC laboratory to achieve the quality standards of
product
4.7.2 Quality department policy for acceptance of raw material
Figure No. 4. 25 : Cceptance of raw materia
4.7.3 Quality Department Policy for acceptance of raw material
When the material is received at MFPL it has to went through QC checking and
analysis to test the material provided is of requisite quality. The material is proceeded as
for Accepted/Rejected/Hold. The material received is sampled by QC lab assistant or
analysis,After testing in QC lab, if the material fits to the standards and specification set

69

by MFPL Quality Control department then it is passed to storage if it does not fit then it is
set on hold for further detailed analysis and though it cannot fulfil criteria then it is finally
rejected.
4.7.4 Quality management:-
4.7.4.1 Quality parameters for Grape crush and mint candy:-
1 ) Raw Material:-
I. Fruit Pulps:-
Table No. 4. 10 Quality specification for selected products
Above table no: 4.10 shows the quality parameters for the production of Grape
crush and mint mint candy. For judging the quality of fruit pulp, various parameters used
are color, flavor, TSS, acidity, and PH.
2. Pectin:-
Ingredients: -Pectin INS - 440, Sucrose; Energy (per 100g):-131 -155 kcal
Carbohydrates: -25 - 35 g
Table No. 4. 11 Table No 4.8 Quality specification of Pectin.
Sr. Parameters Standards
1 Moisture Max.5.0%
2 pH(1%solution) 2.8 - 4.7
3 Methoxyl content 8.0 -11.0
4 Pathogens absence
The above table no: 4.11 shows the quality standards of pectin. Moisture, PH and
Methoxyl s are should be max.5.0%, PH 2.8 - 4.7 and 8.0 - 11.0 respectively
Sugar:- Sweet crystallizable material that consists of sucrose.
Table No. 4. 12 Quality specification of Sugar
Sr. no. Parameter Standard
1 Moisture% Max 0.5%
Sr. Parameter
Mix fruit Pulp Mint puree
Specification
Physical Parameters
1. Color Golden yellow Red
2 Flavor Typical mango flavor. No Flavour.
3 Chemical Parameters
4 TSS Min. 15 13
5 % acidity of citric acid 0.40 -0.70 0.1-0.9
6 pH 3.5 – 4.2 3.5 – 3.7

70

2 Extraneous matter% Max. 0.1%
3 Total soluble solids Min. 99.0%
4 Colour White
5 Crystal size Medium
6 Taste Sweet

Table no: 4.12 shows the quality parameters of sugar. The moisture and
Extraneous matter should be a maximum 0.5% and 0.1 % respectively.
3. Colour: -
Table No. 4. 13 Quality specification for Tartrazine edible color.
Sr.No Parameter Standard
1 Colour (0.1 distilled water) Should be yellow
2 Pure dye content% Min.85.0
3 Volatile matter 135degree c, Max.10.0

Table no: 3.13 shows the quality specification of Tartrazine color. The color, Pure dry
content and Volatile matter should be yellow, min. 85 and max. 10 respectively.
4. Citric Acid :-
Table No. 4. 14 Quality specification of Citric acid
Sr. no. Parameter Standard
1 Assay,%(on dry basis) Min.99.5
2 Loss on drying Max.9.0
In table no: 4.14 quality specification are given that are Assay on a dry basis and loss on
drying are minimum 99.5 and maximum 9.0 respectively
Final Product of grape crush
5. Fruit pulp: - The content fruit pulp used in the preparation of crush is not less than
45%.
6. Brix: - It is checked by using refractometer. It should be near to 68º brix for the Crush.
7. pH: - pH is checking by using pH paper and pH meter.
8. Microbial quality: - Checked for microbial test in quality control lab.
9. Net weight: - Random sample is weighted on weighing balance.
10. Mark on label: - Visually checked by worker.
11. Mark on Boxes:- Visually checked by worker.

71

4.7.5 Final Product of Mint mint candy
Table No. 4. 15 Quality specification for final product
Sr. No Parameters Final Product
1 Mint puree Not less than 55 Percent
2 TSS 36° Brix
3 pH 3.5 ± 0.5
4 Acidity 1.4 ± 0.1
5 Colour Red
6 Microbial Quality Checked in Quality control lab

4.7.6 Quality Policies of MFPL:-
1. Quality Policy:-
Mapro’s are processing fruit and manufacturing of fruit products as per standard quality
levels. Completely statutory requirements with all applicable standards and specifications.
It promotes hygienic environment and develop prevention based work culture as well as
develop teamwork for better product quality, productivity and profitability.
2. Glass and Brittle Plastic Control Policy:-
Mapro’s Fruit Products progressively eliminate the usage of non-essential glass and brittle
plastic in the raw material processing and finished goods areas. All the glass and brittle
plastic used in the process areas was provided with covers, to avoid contamination and
product safety.
2. Allergen Control Policy:-
Mapro’s Fruit Products gives guaranteed that the following aspect raw material storage,
production area, finish area doesn’t create allergen. Mapro Fruit Products will give
guaranteed that the every worker, guest washing their hands before entering in the
processes area. It assures that although sulphide pulps are used in the specific flavors but
they are used in proportion of FASSAI rules and regulations. Mapro Fruit Products assure
that during the time period of changing flavors all production equipment are properly
cleaned, so that both products prevented from contamination.
3. Metal and Jewellery Control Policy:-
Mapro Fruit Products continuously monitor, control and minimize the usage of staple pins,
metal clips, sharp object and blades in the raw material, processing, packing and finished

72

goods areas, Usage of maintenance tools in the raw material, processing and finished good
area will be monitored and checked for count before and after the activity.
It not allow wearing of any jewelry including wrist watches in the raw material, processing
and finished goods area. If warn in specific cases they ensure covering of all the jewelry
to avoid contamination and ensure product safety
4. Food Safety Policy:-
Mapro’s Fruit Products aims toward production of safe nutritious and high quality food to
meet Consumer satisfaction. Mapro committed to implement food safety and management
system that complies with all the statutory and regulatory food safety requirement. The
effectiveness of this system will be evaluated and verified by internal as well as external
audits and through external certification bodies.
It shall strive continuously towards training of employees and teammates equally to
improve the safety and quality of the product by continuous improvement which be
verified by establishing annual measurable objectives. Mapro ensure that they
communicate all our suppliers, contractors, embrace the same food safety and quality
commitments that have established to achieve Excellency in this field.
It shall effectively communicate our food safety aspects requirements and strategies to our
suppliers, customers, and relevant interested parties in the food chain and strive to maintain
and update food safety and management system so that our products are safe for the
consumers.
5. Environmental Policy:
Mapro works toward environmental protection through continual improvements in
operations. They commit us to. They improve process those results in minimizing negative
and maximizing positive impacts on environments. It also complies with applicable
environmental legislation and regulations. There is environmental management system
periodically in order to assess the continual improvement of environmental performance.
They educate, train and motivate all employees to carry out their task in an
environmentally responsible manner as well as create awareness and dialogue with internal
and external interested parties on environmental matters.

73

4.7.7 Certificates or credential:-
1. ISO –
Mapro follows ISO series of standards is the international standard for quality
management. It provide aid suppliers quality assurance and to provide, authoritative and
widely accepted standard by which to evaluate and compare the potential of firms to meet
acceptable levels of quality and reliability.
2. HACCP - Hazard Analysis Critical Control Point

Mapro follows HACCP is an internationally accepted technique for preventing
microbiological, chemical and physical contamination along the food supply chain. The
HACCP technique identify the risks and establishing critical control points.

3. FSMS:- (Food Safety Management System)

74

Mapro follows ISO 22000:2005 specifies requirements for a food safety
management system where an organization in the food chain needs to demonstrate its
ability to control food safety hazards in order to ensure that food is safe at the time of
human consumption.
4. FASSAI:-
FSSAI License No: is 10012022000467 certifications has been in place for over a decade
now and are used by Mapro’s as a method of controlling their quality

75

4.8 Economic analysis of selected product:-
4.8.1 Production data of Mapro Fruit Products whole unit in 2017-18: -
Table No. 4. 16 Production data of Mapro Fruit products whole unit in 2017-18
Sr.No
.
Section Products Production
(Kg)
Share (%)

1 Jam Line Mix Fruit Jam 1025388 3.94%
Whole Strawberry 732420 2.82%
Strawberry 585936 2.25%
Pineapple 292968 1.13%
Mango 292968 1.13%
2 Ketchup section Tomato Ketchup 776042.36 2.98%

3 SCS Line Grape Crush 600413 2.31%
Strawberry Crush 70529 0.27%
Guava Crush 406696 1.56%
Strawberry Syrup 484500 1.86%
Rose Syrup 9142 0.04%
Other product line 2196473 8.45%

4 Falero line Strawberry 1359070 5.23%
Mango 550149 2.12%
Tamarind 410189 1.58%
Kacchi Kairy 480214 1.85%
Jamun 260321 1.00%
Guava 400265 1.54%
Other product line 600000 2.31%

5 Mazana Almond 1053875 4.05%
Chashew 146425 0.56%
Choco pan 853875 3.28%
raisins 899701 3.46%
0.00%
6 HBC Caffero Expreso 385457 1.48%
Caffero cappichino 365606 1.41%
Mint 405606 1.56%

7 Toppings Chocolate 472924.00 1.82%
Butterscotch 236443 0.91%
Strawaberry 336406 1.29%

76

8 Launge Green Apple launge 470000 1.81%
other line launge 2450000 9.42%

9 Pra Kesar 2295000 8.83%
Khus 765000 2.94%

10 Khakhra Methi khakhra 1110000 4.27%
Noodle khakhra 2220000 8.54%

Total Production 26000001.61 100.00%

Above table no:4.16 shows that in the year 2017-18 “Mapro Fruit Products” had
26000001.61 kg production in MIDC, Wai unit in which Grape crush was production
600413 kg which share was 2.31% in whole unit and Mint candy production was 405606
kg which share was 1.56% in whole unit.

Graph No. 4. 2. Production data of Mapro’s in 2017-18

Mix
Fruit
Jam,
3.94%
Grape Crush,
2.31%
Strawberry,
5.23%
Almond ,
4.05%
Caffero
Expreso,
1.48%
Tomato
Ketchup,
2.98%
Chocolate,
1.82%
Green Apple
launge, 1.81%
Khus, 2.94%
Methi
khakhra,
4.27%

77

4.8.2 Capital Investment for Grape Crush:-
The data related to the capital investment for the Grape Crush of Mapro was collected
Table No. 4. 17 Capital Investment for Grape Crush
Sr. No. Item Unit Quantity
Purchase
price (Rs.)
Total amount
(Rs.)
percent
Share
Share wise
Amount (Rs)
1 Acquisition of land Sq.mtr. 11660 429 50,00,000 2.31 115464.03
2
Water supply
structure

700000 2.31 16164.96
3
Construction of
building

12100000 2.31 279422.96
4
Fencing (wall
compound)

500000 2.31 11546.40
6
Machinery and
equipment

227854900 2.31 5263448.19
7 Vehicles

750000 2.31 17319.60
8 Furniture

1200000 2.31 27711.37
9
Office and lab
equipment’s

1002400 2.31 23148.23
10 Electric installation

2000000 2.31 46185.61
11 License fee

100000 2.31 2309.28
Total 25,12,07,300

5802888.63

Above table no: 4.17 shows that, the total capital investment of Mapro for Grape Crush is
calculated here, an 2.31 percent share is distributed for Grape Crush on common assets
which were used for whole unit and as per share was taken for Grape Crush on SCS section
types of machinery, Grape Crush holds 2.31 percent share in SCS department, the total
capital investment of Mapro for Grape Crush was Rs. 5802888.63. It was found that capital
investment for Grape Crush was higher on the construction of a building (Rs 279422.96)
followed by the cost of SCS section types of machinery (Rs. 5263448.19), cost of land
(Rs. 115464.03), electrical installations (Rs. 46185.61), etc.

78

4.8.3 Capital Investment for Construction of Building
Table No. 4. 18. Construction of Building: -
As shown in the above table no.4.18 Grape crush incurred cost Rs 279422.96 in construction of the building and its total junk value is Rs 27942.30
and then its depreciation cost is about Rs 278687.63 and the highest cost incurred to cold storage is Rs 57732.02 and its junk value is Rs 5773.20.
Mapro was established in the year 2007 so the average expected life of all goods is 50 years now its remaining life is 38 years.
Item Quantity Rate Total
Amt.
(Rs.)
Grape
Crush
Junk
value
Purchase Year/ Expected
Life
Remaining
life
Depreciation
2.31% 10% Establishment Year
Construction of building
A. Godaun 4 500000 2000000 46185.61 4618.56 2007 50 38 46064.07
B. Office 1 1000000 1000000 23092.81 2309.28 2007 50 38 23032.04
C. Boiler House 1 1100000 1100000 25402.09 2540.21 2007 50 38 25335.24
D. Road construction 1 1300000 1300000 30020.65 3002.06 2007 50 38 29941.65
E. Washroom 1 200000 200000 4618.56 461.86 2007 50 38 4606.41
F. Maintenance office 1 250000 250000 5773.20 577.32 2007 50 38 5758.01
G. Driver rest house 1 100000 100000 2309.28 230.93 2007 50 38 2303.20
H. Return Good Section 1 600000 600000 13855.68 1385.57 2007 50 38 13819.22
I. Cold Storage 1 2500000 2500000 57732.02 5773.20 2007 50 38 57580.09
J. Canteen 1 200000 200000 4618.56 461.86 2007 50 38 4606.41
K. Food Park 1 500000 500000 11546.40 1154.64 2007 50 38 11516.02
L. Effluent Treatment Plant 1 400000 400000 9237.12 923.71 2007 50 38 9212.81
M. Suger Syrup Section 1 800000 800000 18474.25 1847.42 2007 50 38 18425.63
N. Laboratory 1 150000 150000 3463.92 346.39 2007 50 38 3454.81
O. Water Treatment Plant 1 1000000 1000000 23092.81 2309.28 2007 50 38 23032.04
Total 12100000 279422.96 27942.30 278687.63

79

4.8.4 Machinaries and equipment’s in SCS department:
Table No. 4. 19. Machinaries and equipment’s in SCS department
Sr.
No.
Item Quantity Rate
Total Amt.
(Rs.)
Share
2.31%
1
auto bottle capping
machine
2 375000 750000 17325
2 metal detector 2 630000 1260000 29106
3
Sugar syrup preparation
tank
4 43000000 172000000 3973200
4 Washing machine 2 600000 1200000 27720
5 Labelling machine 1 10000 10000 231
6 Holding machine 1 1500000 1500000 34650
7
Sleeve applicator
machine
1 60000 60000 1386
8 Steam tunnel 1 550000 550000 12705
9 Bottle washing machine 1 1147000 1147000 26495.7
10 Cap Blower 1 5000 5000 115.5
11 Printing machine 1 2500000 2500000 57750
Total 180982000 4180684.2
As shown in the above table no. 4.19 this is the machinery required in SCS department for
processing Grape Crush total cost incurred for machinery is Rs 180982000 and its value of as
per share is Rs 4180684.2
4.8.5 The raw material required for Grape crush:
Table No. 4. 20 The raw material required for Grape crush
Raw and Packaging Material
Sr. No. Item Kg Rate Cost
1 Grape Pulp 122500 50 61,25,000
2 Sugar syrup 375000 30 1,12,50,000
3 Pectin 3000 800 24,00,000
4 Citric acid 5000 70 3,50,000
5 Colour 80 400 32,000
6 Flavour 500 700 3,50,000
7 Preservatives 750 350 2,62,500
Total 2,07,69,500

As shown in the above table no. 4.20 the total cost incurred for raw material in the Year 2018
is 2,07,69,500 rupees. Grape Crush required 122500 kg and its rate is 50 rupees per Kg and its

80

total cost is Rs 61,25,000. As similar sugar syrup is required 375000 kg and its rate is 30 rupees
for 1 kg, sugar syrup is incurred total cost is 1,12,50,000 rupees. As similar other items are
shown in the above table
4.8.6 Variable Cost for Grape crush:
The data related to the operating cost of Grape crush in Mapro Fruit Products during the year
2017-18 was collected and presented.
Table No. 4. 21. Variable Cost for Grape crush:
Sr. No. Qty (Kg)
Numbe
r
Rate
Amount
(Rs)
Shar
e (%)
Cost (Rs) Subtotal
Raw Material
20769500
A
1 Grape pulp 122500 50 6125000 100 6125000
2 Sugar syrup 375000 30 11250000 100 11250000
3 Citric Acid 5000 70 350000 100 350000
4 Pectin 3000 800 2400000 100 2400000
5 preservative 750 350 262500 100 262500
6 Colour 80 400 32000 100 32000
7 Flavour 500 700 350000 100 350000
Item
s

1
1kg plastic
bottle
70911 15 1063665 100 1063665
1694959
2 cap 47300 0.5 23650 100 23650
3
750 gm glass
bottle
23637 12 283644 100 283644
4 Caps 97000 2 194000 100 194000
5 Label 100000 0.8 80000 100 80000
6
carboard
boxes
10000 5 50000 100 50000
Power and Fuel
B
1 Electricity 140850 6 845100 2.31 19521.81
36874.53
2
wood and
coal
626 1,200 7,51,200 2.31 17352.72
Others
C
1
Phone
charges
12 1,000 12,000 2.31 277.2
56230.185
2 Maintenance 12
10,00
0
120000 2.31 2772
3
License +
Audit
10000 2.31 231
4 Insurance 500000 2.31 11550
5
Bank Legal
Charges
10650 2.31 246.015

81

6
Vehicle
Expenses
2,05,250 2.31 4741.275
8
Water
Charges
700750 2.31
16187.32
5
9 Stationary 45,800 2.31 1057.98
10
Miscellaneou
s
50000 2.31 1155
Labour Cost
D
1
Common
Workers

3,49,80,00
0
2.31 808038
1019860.38
2
Line
Workers
91,69,800 2.31
211822.3
8
Variable Cost (A+B+C+D) 23577424.1
Interest on variable cost 12%
2829290.89
1
Total variable cost
26406714.9
9

Above Table No:4.21 shows that the variable cost of Grape crush in Mapro’s During the year
2017-18 was Rs. 23577424.1 It was found that, during the year 2017-18, expenditure on
purchase of raw material (Rs 2,07,69,500) was higher followed by labor cost (Rs 1019860.38)
power and fuel (Rs. 36874.53), etc.
Also, it was observed that the salary paid to common workers was of Rs. 808038 / year followed
by line workers Rs. 211822.38 / year. It also shows that the total variable cost Grape Crush in
Mapro’s Fruit Products it was of Rs. 23577424.1. and interest on variable cost was of Rs.
2829290.891 It found that the variable cost for Grape Crush is Rs. 26406714.99

4.8.7 Per unit cost of Processing for Grape crush: -
Total fixed cost and total variable cost of a Grape crush were calculated and presented in Table
No:
Table No. 4. 22 Per unit cost of Processing for Grape crush: -
Sr.
No. Particulars Amount in Rs.
A
fixed cost 5801081.51
interest on fixed cost 10 percent 580108.15
Total fixed cost 6213902.16
Total fixed cost/kg 10.35
B
Variable cost 23934239.4
interest on variable cost 12 percent 2872108.73
Total Variable cost 26806348.1

82

Total variable cost/kg 44.65
Total cost for 1kg 55

Above table no:4.22 shows that the total cost of Grape Crush in Mapro’s was of Rs.
2,68,06,348.1. the total fixed cost was Rs. 6213902.16 and the total fixed cost per Kg of Grape
crush were of Rs. 10.35. Fixed cost includes depreciation on building, depreciation on
machinery and electricity, interest on fixed capital, etc. Further, it was found that the total
variable cost was of Rs.26806348.1 variable cost per Kg of Grape crush was of Rs.44.65.
Variable cost includes wages pay and allowances, power and fuel charges, repairing of
machinery and equipment, purchase of raw material and interest on working capital, etc. total
cost incurred for making 1 kg grape crush is about 55 rupees.

4.8.8 Break-Even Point for Grape crush: -
Physical term: -
BEP = Fixed Cost / (selling price per kg – variable cost per kg)
= 6213902.16 / (120 – 55)
= 6213902.16 / 65
= 95598.49 kg
The Mapro’s Fruit Products must have to sell more than 95598.49 Kg. of Grape crush in order
to get profit from the upcoming business.

Monetary term: -
BEP = Fixed Cost / (1- variable cost per kg / selling price per kg)
= 6213902.16 / (1 - 55 / 120)
= 6213902.16 / (1 – 0.45)
= 6213902.16 / 0.55
= 11298003.92
Interpretation: -
Mapro’s must-have to sell more than Rs. 11298003.92 of Grape crush in order to get profit
from the upcoming business.

83

4.8.9 The margin of Safety: -
The margin of safety in quintal
=Total Yield – BEP in quantity
= 600413 – 95598.49
= 504814.51 kg

% Margin of safety in quintal = (BEP in quantity / Total Yield) * 100
= (95598.49 /600413) * 100
= 0.1592 * 100
= 15.92%

The margin of safety in value =Total Returns – BEP in monetary value
= 72049560 –11298003.9
= Rs.60751556.08

% Margin of safety in value = (BEP in monetary value / Total Return) * 100
= (11298003.92/ 72049560) * 100
= 0.1568 * 100
= 15.92%
Interpretation: -
The positive figure of a margin of safety and % margin of safety revealed that the shock-
absorbing capacity of the Mapro’s, even of fluctuation in returns against anticipation owes to
an unforeseen eventually.

84

4.8.10 Capital Investment for Mint candy:-
The data related to the capital investment for the Mint candy of Mapro was collected and
presented in Table No: 4.22
Table No. 4. 23 Capital Investment for Mint candy
Sr.
No.
Item Unit Quantity
Purchase
price (Rs.)
Total amount
(Rs.)
percent
Share
Share wise
Amount
1 Acquisition of land Sq.mtr 11660 429 50,00,000 1.56 78001.15
2
Water supply
structure

700000 1.56 12050.78
3
Construction of
building

12100000 1.56 188762.78
4
Fencing (wall
compound)

500000 1.56 7800.11
6
Machinery and
equipment

227854900 1.56 3554536.44
7 Vehicles

750000 1.56 11700.17
8 Furniture

1200000 1.56 18720.28
9
Office and lab
equipment’s

1002400 1.56 15637.67
10 Electric installation

2000000 1.56 31200.46
11 License fee

100000 1.56 1560.02
Total 251207300

3918891.61
Above table no: 4.23 shows that, the total capital investment of Mapro for Mint candy is
calculated here, an 1.56 percent share is distributed for Mint candy on common assets which
were used for whole unit and as per share was taken for Mint candy on HBC section types of
machinery, Mint candy holds 1.56 percent share in HBC department, the total capital
investment of Mapro for Mint candy was Rs. 3918891.61. It was found that capital investment
for Mint candy was higher on the construction of a building (Rs. 188762.78) followed by the
cost of HBC section types of machinery (Rs.3554536.44), cost of land (Rs.78001.15), electrical
installations (Rs.31200.02), etc.

85

4.8.11 Capital Investment for Construction of Building
Table No. 4. 24 Construction of Building
Item Quantity Rate
Total
Amt. (Rs.)
Mint (1.56%) Junk value
Purchase
Year/
Expected
Life
Remaining
life
Depreciation
Construction of
building

0.01560023 0.1
Establishment
Year

A. Godaun 4 500000 2000000 31200.46 3120.05 2007 50 38 31118
B. Office 1 1000000 1000000 15600.23 1560.02 2007 50 38 15559
C. Boiler House 1 1100000 1100000 17160.25 1716.03 2007 50 38 17115
D. Road construction 1 1300000 1300000 20280.30 2028.03 2007 50 38 20226
E. Washroom 1 200000 200000 3120.05 312.00 2007 50 38 3111
F. Maintenance
office
1 250000 250000 3900.06 390.01 2007 50 38 3889
G. Driver rest house 1 100000 100000 1560.02 156.00 2007 50 38 1555
H. Return Good
Section
1 600000 600000 9360.14 936.01 2007 50 38 9335
I. Cold Storage 1 2500000 2500000 39000.57 3900.06 2007 50 38 38897
J. Canteen 1 200000 200000 3120.05 312.00 2007 50 38 3111
K. Food Park 1 500000 500000 7800.11 780.01 2007 50 38 7779
L. Effluent
Treatment Plant
1 400000 400000 6240.09 624.01 2007 50 38 6223
M. Suger Syrup
Section
1 800000 800000 12480.18 1248.02 2007 50 38 12447
N. Laboratory 1 150000 150000 2340.03 234.00 2007 50 38 2333
O. Water Treatment
Plant
1 1000000 1000000 15600.23 1560.02 2007 50 38 15559.17657

12100000 188762.78 18876.28

188266.0365
As shown in the above table no.4.24 Mint candy incurred cost Rs. 188762.78 in construction of the building and its total junk value is Rs.18876.28
and then its depreciation cost is about Rs. 188266.0365 and the highest cost incurred to cold storage is Rs.39000.57 j. value is Rs.3900.06. Mapro
was established in the year 2007 so the average expected life of all goods is 50 years now its remaining life is 38 years.

86

4.8.12 Raw Material required for mint candy:
Table No. 4. 25 The raw material required for Mint candy:
Sr. No.
Qty
(Kg)
Quantity in
Kg
Rate
Amount
(Rs)
Share
(%)
Cost
(Rs)
1 Sugar 194691 30 5840730 100 5840730
2 Glucose 198746.94 50 9937347 100 9937347
3 Flavour 12168.18 300 3650454 100 3650454

As shown in the above table no.4.25 the total cost incurred for raw material in the Year 2018
is 19428531 rupees. Sugar required 194691 kg and its rate is 30 rupees per Kg and its total cost
is Rs 5840730. As similar glucose is required 198746.94 kg and its rate is 50 rupees for 1 kg,
Glucose is incurred total cost is 9937347 rupees. As similar other items are shown in the above
table
4.8.13 Variable Cost for Mint candy:
The data related to the operating cost of Mint candy in Mapro Fruit Products during the year
2017-18 was collected and presented.
Table No. 4. 26. Variable Cost for Mint candy:
Sr. No. Qty (Kg)
Quantity
in Kg
Rate
Amount(R
s)
Shar
e
(%)
Cost (Rs) Subtotal
A
Raw Material
19428531
1 Sugar 194691 30 5840730 100 5840730
2
Glucose
198746.9
4 50 9937347
100
9937347
3 Flavour 12168.18 300 3650454 100 3650454
Items
Wrapper 100000 0.8 80000 100 80000
130000

carboard
boxes
20320 6 121920 100 50000
Power and Fuel
B
1 Electricity 730000 7 5110000 1.56 79716
260867.88
2
wood and
coal
2191 5,300
1,16,12,30
0
1.56
181151.8
8

Other
s

C
1
Phone
charges
20 3,000 45,000 1.56 702
60762.36
2 Maintenance 12
45,00
0
540000 1.56 8424

87

3
License +
Audit
200000 1.56 3120
4 Insurance 200000 1.56 3120
5
Bank Legal
Charges
100000 1.56 1560
6
Vehicle
Expenses
1,00,000 1.56 1560
7
Water
Charges
600000 1.56 9360
8 Stationary 4,00,000 1.56 6240
9
Miscellaneo
us
150000 1.56 2340
Labour Cost
D

Common
Workers

3,49,80,00
0
1.56 545688
688736.88

other Line
Workers
91,69,800 1.56
143048.8
8

Variable Cost (A+B+C+D)
20568898.
12
Interest on variable cost 12%
2468267.7
74
Total variable cost
23037165.
89

Above Table No:3.26 shows that the variable cost of Mint candy in Mapro’s During the year
2017-18 was Rs.20568898.12 It was found that, during the year 2017-18, expenditure on
purchase of raw material (Rs 1,94,28,531) was higher followed by labor cost (Rs.688736.88)
power and fuel (Rs.260867.88), etc. Also, it was observed that the salary paid to common
workers was of Rs.545688/ year followed by line workers Rs.143048.88/ year.
It also shows that the total variable cost Mint candy in Mapro’s Fruit Products it was of
Rs.20568898.12. and interest on variable cost was of Rs.2468267.774 It found that the variable
cost for Mint candy is Rs.23037165.89
4.8.14 Per unit cost of Processing for Mint candy
Total fixed cost and total variable cost of a Mint candy were calculated and presented
Table No. 4. 27. Per unit cost of Processing for Mint candy
Sr.
No. Particulars Amount in Rs.
A
fixed cost 3918891.61
interest on fixed cost 10 percent 391889.16
Total fixed cost 4197770.534
Total fixed cost/kg 10.35
B Variable cost 13889117.12

88

interest on variable cost 12 percent 1666694.054
Total Variable cost 15555811.17
Total variable cost/kg 38.35
Total cost for 1kg 48.7

Above table no: 4.27 shows that the total variable cost of Mint candy in Mapro’s was of Rs.
15555811.17. the total fixed cost was Rs.4197770.534 and the total fixed cost per Kg of Mint
candy were of Rs. 10.35. Fixed cost includes depreciation on building, depreciation on
machinery and electricity, interest on fixed capital, etc. Further, it was found that the total
variable cost was of Rs.15555811.17 variable cost per Kg of Mint candy was of Rs.38.35.
Variable cost includes wages pay and allowances, power and fuel charges, repairing of
machinery and equipment, purchase of raw material and interest on working capital, etc. total
cost incurred for making 1 kg Mint Candy is about 48.7 rupees.

4.8.15 Break-Even Point for Mint candy: -
Physical term: -
BEP = Fixed Cost / (selling price per kg – variable cost per kg)
= 4197770.534 / (250 – 48.70)
= 4197770.534 /201.3
= 20853.30 kg

The Mapro’s Fruit Products must have to sell more than 20853.30 Kg. of Mint candy in order
to get profit from the upcoming business.
Monetary term: -

BEP = Fixed Cost / (1- variable cost per kg / selling price per kg)
= 4197770.534 / (1 – 48.70 / 250)
= 4197770.534 / (1 – 0.1948)
= 4197770.534 / 0.80
= 5247213.16

Mapro’s must-have to sell more than Rs. 5247213.16 of Mint candy in order to get profit from
the upcoming business.

89

4.8.16 The margin of Safety: -
The margin of safety in quintal
=Total Yield – BEP in quantity
= 405606 – 20853.30
= 384752.7 kg

% Margin of safety in quintal = (BEP in quantity / Total Yield) * 100
= (20853.30/405606) * 100
= 0.0514 * 100
= 5.14%

The margin of safety in value =Total Returns – BEP in monetary value
= 101401500 – 4779698.9
= Rs.96621801.1

% Margin of safety in value = (BEP in monetary value / Total Return) * 100
= (5247213.16/101401500) * 100
= 0.0517 * 100
= 5.17%

The positive figure of a margin of safety and % margin of safety revealed that the shock-
absorbing capacity of the Mapro’s, even of fluctuation in returns against anticipation owes to
an unforeseen eventually.

90

4.9 Marketing cost, Market margin and Price spread for Grape Crush: -
4.9.1 Marketing Cost for Grape Crush: -
Table No. 4. 28 Marketing Cost Grape Crush
Sr. No. Particular Cost channel 1 channel 2
1
Cost incurred by the Producer Cost (Rs.) Cost (Rs.)
i) Transportation Cost 2.1 2.1
ii) Storage cost 1.2 1.2
iii) Loading charges 0.4 0.4
iv) Advertisement 0.13 0.13
iv) GST (12%) 14.4 19.44
Sub-total 18.23 23.27
2
Cost incured by Dealer
i) Transportation Cost 1.8
ii) GST 12% 17.4
ii) Storage 1.5
iii) Unloading 0.2
Sub – total (b) 20.9
4
Cost incurred by the Retailer
i) Storage cost 1.5
ii) Handling 1
iii) GST 12% 21.6
Sub – total 24.1
Total Marketing cost per Kg 63.23 23.27
Table no: 4.28 shows the marketing cost incurred by different channels for Grape crush of
Mapro’s Fruit Products; in above table marketing cost is compare with three marketing channel.
It was found that channel no: I gets higher marketing cost of Rs.63.23, followed and the channel
no: II gets less marketing cost as compare to I channel that is only of Rs.23.27

91

4.9.2 Market margin of Grape crush: -
Table No. 4. 29 Market margin of Grape crush
Table no: 4.29 shows the market margin of middlemen’s for mix fruit jam product in
marketing channels. It found that channel no: II has no middlemen, the channel no: I get margin
of Rs. 46.77 which is held by Company, the channel no: II gets margin of Rs. 83.73 which is
held by company, the margin which is held by the wholesaler, retailer is Rs. 15 in channel I.

Sr. no. Particular
channel 1 channel 2
cost / Kg Profit margin Rs
Cost
/Kg
Profit
margin Rs
1) A) Producers margin 46.77 83.73
a. Production cost 55.00 55.00
b. Cost incurred by producer 18.23 23.27
c. Producers total cost 73.23 78.27
d. Producers Sale price 120 162
2) B) Dealer Margin 4.1
a. Dealer purchase price 120
b. Cost incured by Dealer 20.9
c. Dealer total cost 140.9
d. Dealer sale price 145
4) C) Retailers Margin 10.9
a. Retailer purchase price 145
b. Cost incured by Retailer 24.1
c. Retailer total cost 169.1
d. Retailer sale price 180

92

4.9.3 Price spread of Grape crush: -
Table No. 4. 30 Price spread of Grape crush

Sr.
No.

Particulars
Channel I Channel II
Cost (Rs.) Percent (%) Cost (Rs.)
Percent
(%)

1.
Net price received by the
company
101.77

64.73

152.81

85.84
a. Production cost (55) (43.22) 85.58 (48.07)
b. Profit (46.77) (21.51) (67.23) (37.76)

2.
Total marketing cost

63.23

16.96

25.19

14.15
3. Total margin 15 18.30

4.
Consumer purchase
price

180

100

178

100
In the case of all marketing channel’s the production cost of Rs.55 and profit remain
in channel I of Rs.46.77 and in channel II profit remain of Rs.61.23. It was found that
marketing channel no I get high marketing cost as compare to other channel that of Rs.63.23
In the case of market margin channel, no I get market margin which of Rs 15. it identified that
channel no: II cannot get market margin because company distribute the product through their
own factory outlets.
4.9.4 Marketing cost, Market margin and Price spread for Mint candy: -
4.9.5 Marketing Cost for Mint candy:-
Table No. 4. 31 Marketing Cost Mint candy
sr Particular Cost channel 1 channel 2
1
Cost incurred by the Producer Cost (Rs.) Cost (Rs.)
i) Transportation Cost 2.1 2.1
ii) Storage cost 1.2 1.2
iii) Loading charges 0.4 0.4
iv) Advertisement 0.12 0.12
iv) GST (12%) 30 43.2
Sub-total 33.82 47.02
2
Cost incured by Dealer

i) Transportation Cost 1.8

ii) GST 12% 36

ii) Storage 1.5

93

iii) Unloading 0.2

Sub – total (b) 39.5

4
Cost incurred by the Retailer

i) Storage cost 1.5

ii) Handling 1

iii) GST 12% 48

Sub – total 50.5

Total Marketing cost per Kg 123.82 47.02

Table no: 4.31 shows the marketing cost incurred by different channels for Mint candy of
Mapro’s Fruit Products; in above table marketing cost is compare with three marketing channel.
It was found that channel no: I gets higher marketing cost of Rs.123.82, followed and the
channel no: II gets less marketing cost as compare to I channel that is only of Rs.47.02.

4.9.6 Market margin of Mint candy: -
Table No. 4. 32 Market margin of Mint candy
Sr.
No.
particular
channel 1 channel 2
cost /
kg
Profit margin Rs
Cost
/Kg
Profit margin
Rs
1) A) Producers margin 167.48 264.28
a. Production cost 48.70 48.70
b.
Cost incurred by
producer
33.82 47.02
c. Producers total cost 82.52 95.72
d. Producers Sale price 250 360
2) B) Dealer Margin 10.5
a. Dealer purchase price 250
b. Cost incured by Dealer 39.5
c. Dealer total cost 289.5
d. Dealer sale price 300
4) C) Retailers Margin 49.5
a. Retailer purchase price 300
b.
Cost incured by
Retailer
50.5
c. Retailer total cost 350.5
d. Retailer sale price 400

Table no: 4.32 shows the market margin of middlemen’s for Mint candy product in
marketing channels. It found that channel no: II has no middlemen, the channel no: I get margin

94

of Rs.167.48 which is held by Company, the channel no: II gets margin of Rs.264.28 which is
held by company, the margin which is held by the wholesaler, retailer is Rs. 60 in channel I.
4.9.7 Price spread of Mint candy: -
Table No. 4. 33 Price spread of Mint candy
Sr. Particulars
Channel I Channel II
Cost (Rs.)
Percent
(%)
Cost
(Rs.)
Percent
(%)
1 Net price received by the company 216.18 54.045 312.98 86.94
a. Production cost -48.7

-48.7

b. Profit -167.48

-264.3

2 Total marketing cost 123.82 30.955 47.02 13.06
3 Total margin 60 15

4 Consumer purchase price 400 100 360 100.00

In the case of all marketing channels are the production cost of Rs.48.7 and profit remain in the
channel I of Rs.123.82 and in channel II profit remain of Rs.47.02. It was found that marketing
channel no I get high marketing cost as compare to another channel.
In the case of market margin channel, no. I get market margin which of Rs. 60. it identified that
channel no: II cannot get market margin because company distribute the product through their
own factory outlets.
4.9.8 Marketing Efficiency of Mix fruit Jam and Tomato ketchup
Marketing efficiency is the degree of market performance. It is the ratio of market
output to marketing input In the present study, the information of marketing cost,
producer’s price and price paid by the consumer, were obtained by interacting the
commission agents, wholesalers and retailers. By using the analytical technique as
mentioned in the chapter ‘Research Methodology’, the marketing efficiency of the
respective channels, across the selected Product is worked out and depicted in Table 4.40

95

Table No. 4. 34 Marketing efficiency

Higher the marketing efficiency ratio, higher is the important in the marketing. In the
case of Mix fruit jam and Tomato ketchup channel II (Producer- Consumer) is found to be
efficient channel, even though company has sold their produce through Channel I (Producer-
Wholesaler-Retailer-Consumer) Like wise four Acharya Approch of marketing efficiency i.e
Higher the marketing cost lower the efficiency , higher net marketing margin lower the
efficiency, higher the prices received by the company higher the efficiency, higher price paid
by consumer lower the efficiency. From these condition concluded that channel II (producer
to consumer) is more efficient than Channel I(Producer- Wholesaler- Retailer- Consumer).

Sr.
No.
Particulars
Grape Crush Mint Candy
Channel I Channel II Channel I Channel II
1
Producer
price
101.77 138.73 216.18 312.98
2
Marketing
margin
15 - 60 -
3
Marketing
Cost
63.23 23.27 123.82 47.02
4
Price Paid
by consumer
180 162 400 360
5
Marketing
Efficiency
1.30 5.96 1.18 6.66

96

Marketing Survey
4.9.9 Retailer survey of Mapro foods private limited
Table No. 4. 35. Retailer Survey

1)
Popular flavor among the customer
Information regarding popular flavor was collected and grouped into four
category for Grape crush i.e. Strawberry crush , mango crush, Kiwi crush and Grape crush
Table No. 4. 36 Popular flavour of customer

Interpretation: Above table shows
that, 50 percent customer prefer Grape crush while 23 percent customer prefer strawberry crush
and Kiwi crush

2) Customer demand more for products
Information regarding class of customer was collected and grouped into three category for
Grape crush and Mint candy i.e. tourists, local resident, student
Table No. 4. 37 Customer demand more for products
Data source Primary data
Area of Survey Pune , Panchgani, Satara
Survey instrument Schedule
Sample Plan Personnel Interview
Sample Size 30
Grape crush
Sr no flavour
No. of
respondent
Percentage
(%)
1
Strawberry
Crush
7 23
2 Mango Crush 3 10
3 Kiwi Crush 7 23
4 Grape crush 17 50
Class of customer

97

Interpretation: Above table shows that class of customer for Grape crush and Mint candy in
which 40 percent customer are from local resident category, 33 percent from tourists category
and remaining 27 percent from student category. for Mint candy more demand from tourist
category i.e 37percent ,33 percent customer are from local resident and 30 percent are from
student category.

3) Alternative use of brand if product is not available
Information regarding alternative use of brand when product is temporary
unavailable was collected and grouped into four category for Grape crush i.e. Monin, Mala’s.
Manama, Malvis and for Mint candy information grouped into Paper mint and halls
Table No. 4. 38 Alternative use of brand

Grape crush Mint candy
Sr.
no.
Class
No.of
respondent
Percentage
(%)
No. of
respondent
Percentage
(%)
1 Tourists 10 33 11 37
2
Local
Resident
12 40 9 33
3 Student 8 27 10 30
Alternative Use of brand
Grape crush
Mint candy
Sr.
No. Brand
No.of
Respondent Percentage Brand
No. of
Respondent
Percentage
1 Monin 11
13.33
Paper
mint
22 73.33
2 Mala's 5 60.00 Halls
8 26.67
3 Manama 8 10.00

4 Malvis 6 16.67

98

Graph No. 4. 3 Alternative Grape crush Graph No. 4. 4 Alternative Mint candy

Interpretation: Above graph shows that In case of Grape crush if the product is unavailable
then 60 percent customer prefer Monin Grape crush , followed by 16 percent Malvis. In case
of Mint candy if the product in unavailable then 33 percent customer prefer paper mint candy
while almost 26 percent customer prefer Halls

4) Improvement suggested to company
Information regarding improvement suggestion to company is collected from retailer and
interpreted in following manner
Table No. 4. 39 Improvement suggested

36%
17%
27%
20%
Alternative
MoninMala'sManama Malvis
73%
27%
Alternative
Paper mintHalls
Improvement or suggestions
Grape crush
Mint candy
Sr. No. Suggestions
No. of
respondent Score
No. of
respondent

Score
1 Service 12 48
13
52
2 Margin 8 24
6
18
3 Incentives 7 21
8
16
4 Promotion 3 3
3
3

99

Graph No. 4. 5 Improvement Grape crush Graph No. 4. 6 Improvement Mint candy

Interpretation : Above graph shows that 40 percent Retailer suggested as to company has to
improve services to retail shop, afterwards 27 percent suggested margin while in candy 43
percent retailer suggested company has to improve services to its shops followed by 27 percent
incentives facility.

40%
27%
23%
10%
Improvement
Service
Margin
Incentives
Promotion
43%
20%
27%
10%
Improvement
Service
Margin
Incentives
Promotion

100

4.9.10 Consumer survey Mapro foods private limited
Table No. 4. 40 Consumer Survey
Data source Primary data
Area of Survey Pune,Wai,Panchgani,Baramati
Survey instrument Schedule
Sample Plan Personnel Interview
Sample Size 60

1) Reason for Prefernces of product
Information regarding reason of prefernces of product was collected and grouped
into five category i.e more fruit content, taste, quality, brand, free sampling etc. and
interpreted result as follow.
Table No. 4. 41 Reason for Prefernces of product
Reason preferences
Sr.
No.
Reasons
No. of
Resp.
Percentage Reasons
No. of
Resp.
Percentage
1
More fruit
content
34 28.57% Taste 41 42.27%
2 Taste 29 24.37% quality 28 28.87%
3 quality 27 22.69% Brand 23 23.71%
4 Brand 22 18.49%
Free
sampling
5 5.15%
5 Free sampling 7 5.88%

101

Graph No. 4. 7 Reason Grape crush Graph No. 4. 8 Reason Mint
Interpretation: Above graph shows that Grape crush product because of more fruit content,
almost 29 percent customer prefer because of more fruit content, followed by taste of product
of mint candys 42 percent

2) Alternative flavour purchase if required flavor is not available.
Information regarding alternative flavour purchase if the product is not
available was collected and presented in following table.
Table No. 4. 42 Alternative flavour purchase
Alternative
Sr. No. Flavour No. of Resp. Percentage
1 Strawberry 41 29.50%
2 Apple 38 27.34%
3 Kiwi 27 19.42%
4 Mango 33 23.74%
Graph No. 4. 9 Alternative Grape

Interpretation: Above graph shows that If the product is temporary unavailable then 29.50
percent customer purchase strawberry crush instead of Grape crush.

3) Overall rating of product
Overall rating of customer from MFPL point of view is collected from quality,
packaging, brand, availability , price and presented in following table

29%
24%
23%
18%
6%
Reason
More fruit contentTaste
quality Brand
Free sampling
42%
29%
24%
5%
Reason
TastequalityBrandFree sampling

102

Table No. 4. 43 Overall rating of product
Overall rating
Grape crush Mint candy
Particular
1 2 3
1 2 3
Quality
12
(20)
24
(40)
24
(40)
20
(33)
18
(30)
22
(37)
Packaging 21
(35)
19
(32)
20
(33)
22
(37)
13
(22)
25
(42)
Brand 19
(32)
18
(30)
23
(38)
25
(42)
15
(25)
20
(33)
Availability 17
(28)
22
(37)
21
(35)
20
(33)
22
(37)
18
(30)
Price 14
(30)
26
(37)
20
(33)
21
(35)
19
(32)
20
(33)
Graph No. 4. 10 Rating of Grape crush Graph No. 4. 11 Rating of Mint

Interpretation : Above graph shows that overall rating of Grape crush and Mint candy in
which customer response towards availability is poor followed by packaging of product.
4) Improvement from customer point of view
Improvement from customer point of view is collected and grouped into five
category i.e. packaging, prices, more fruit content, natural product and sugar free etc.

0
10
20
30
40
50
Overall rating
Series1Series2Series3
0
10
20
30
40
50
QualityPackagingBrandAvailabiltyPrice
Overall rating
Series1Series2Series3

103

Table No. 4. 44 Improvement from customer point of view

Graph No. 4. 12 Improvement Grape Graph No. 4. 13 Improvement Mint

Interpretation: Above graph shows that for Grape crush 30 percent customer want
improvement in more fruit pulp followed by 20 percent in prices and 17 percent in packaging ,
followed by natural product ,For Mint candy 27 percent want to improve packaging of product,
followed by 23 percent in prices.
5) Product feature ranking
Product feature ranking of customer is collected and grouped into four category i.e.
taste, aroma, palatability, fruit content
Table No. 4. 45 Product feature ranking
Improvement Or Suggestions
Grape crush Mint candy
Sr. No. Particular No. of Respondent No. of Respondent
1 Packaging 10 12
2 Prices 12 13
3 More Fruit Pulp 18 10
4 Natural 8 7
5 Sugar free 6 10
Total 60 60
Product Features Ranking
Grape crush Mint candy
Sr. No. Features Rank Score Rank Score
1 Taste 25 100 28 112
2 Aroma 18 54 7 21
3 Palatability 7 14 12 24
4 Fruit Contain 10 10 13 13
27%
23%
20%
12%
18%
Improvement
Packaging
Prices
More Fruit
Pulp
Natural
17%
20%
30%
18%
15%
Improvement
Packaging
Prices
More Fruit
Pulp
Natural

104

Graph No. 4. 14 Feature Grape crush Graph No. 4. 15 Feature Mint candy

Interpretation :
Above graph shows that 41 percent customer are give first rank to taste in Grape crush while
46 percent customer give first rank in case of Mint candy , followed by 30 percent customer
for aroma give second rank in case of Grape crush, 22 percent customer for fruit content in
case of Mint candy.

41%
30%
12%
17%
Feature Rank
1 Taste
2 Aroma
3
Palatability
4 Fruit Con
46%
12%
20%
22%
Feature Rank
Taste
Aroma
Palatability
Fruit Contain

105

4.9.11 Consumer Survey of Selected product: -

Name of Consumer:
_____________________________________________________________
Address:
______________________________________________________________________
Gender: a) Male
b) Female

Age: a) less than 25
b) 25-30
c) 30-35
d) 35 and above
1. Are you Aware of Mapro
Grape Crush Mint Candy
Aware Aware
Not Aware Not Aware

2. Are you Consume the Mapro
Grape Crush Mint Candy
Yes Yes
No No

3. Source Of information about Mapro?
Grape Crush Mint Candy
Advertising Advertising
Friends, Family Friends, Family
Saw in store Saw in store
Read in Article Read in Article

4. Frequency of purchase Mint?
Grape Crush Mint Candy
Twice in month Twice in month
Half Yearly Half Yearly
Quartile Quartile
Monthly Monthly
Daily Daily

5. Which factor do you like about mapro?
Grape Crush Mint Candy
Occupation:
1. Farmer
2. Businessmen
3. Student
4. Employee

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Quality Quality
Tastes Tastes
Free sampling Free sampling
Brand Brand

6. From Where generally Purchase Mapro?
Grape Crush Mint Candy
Company Sales Counter Company Sales Counter
Retail shop Retail shop
Online glossary shop Online glossary shop
Malls Malls

7. How likely again buy the Mapro Mint Candy?
Grape Crush Mint Candy
Very likely Very likely
Not Sure Not Sure

8. Alternative brand preference?
Grape Crush Mint Candy
Mala’s Paper Mint
Manama Halls
Moroz
Malabar

9. What should we change in order to meet Consumer expectation?
Grape Crush Mint Candy
Distribution Distribution
Price Price
Discount Discount
Quality Quality

10. How would you rate your overall experience with our product?
Grape Crush Mint Candy
1 1
2 2
3 3
4 4
5 5

11. What will do if the product price is less?
Grape Crush Mint Candy
Purchase more in
quantity
Purchase more in
quantity
Not sure Not sure

12. What will do if the product price is high?

107

Grape Crush Mint Candy
Switch the product Switch the product
price not matter price not matter

13. What rank would you give to this mint candy?

Grape
Crush
Mint
Candy
Grape
Crush
Mint
Candy
Particular Rank Particular Rank
Quality Quality
Flavour Flavour
Packaging Packaging
Price Price
Availability Availability

108

4.9.12 Schedule for Retail outlet

QUESTIONNAIRE FOR RETAIL OUTLET
Date- / /

1. Name Of the shop: - _____________________________________________

2. Address:

1. Are you Aware about Mapro?
Grape crush Mint candy
Aware Aware
Not Aware Not Aware

2. Have you sale Mapro products?
Grape crush Mint candy
Yes Yes
No No

3. If No, then Why?
Grape crush Mint candy
Not Demand In market Not Demand In market
Availability Availability
High price High price
Margin Margin

4. What kind of people purchase

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Grape crush Mint candy
Local resident Local resident
Hotels Hotels
Tourist Tourist
Students Students

5. High demanded Flavour?
Grape crush
Grape crush
Apple crush
Strawberry crush
Guava crush

6. What promotional tools you used
Grape crush Mint candy
Poster Poster
Screen display Screen display
Suggest to customer Suggest to customer

7. Alternative brand preference
Grape crush Mint candy
Mala’s Halls
Moraz Paper mint
Manama

8. Suggestion for improvement
Grape crush Mint candy

110

Quality Quality
Put less price Put less price
Improve service Improve service
Margin Margin

111

4.10 STP (Segmentation Targeting Positioning ) Model of MFPL
4.10.1 Segmentation of MFPL:
Market segmentation is the one of the most efficient tools of marketers to cater to their target
group. The process of defining and subdividing a large homogenous market into clearly
identifiable segments having similar needs, wants or demand characteristics.

Figure No. 4. 26 Segmentation of Mapro foods private limited
The Four main Type of Market segmentation are :
1) Demographic Segmentation : Segmentation done based on age, gender, income ,
education, marital status, race, religion etc. In “ Mapro food Pvt. Ltd. “ segmentation
done based on income i.e.Premium product range like lounge, Mazana segment only rich
class ,Basic product like Falero, jam, ketchup segment all over people
2) Psychographic Segmentation : Segmentation done based on Value , belief, interest,
personality, lifestyle etc. characteristics. In “Mapro food Pvt. Ltd.” segmentation done
based on psychographic parameters like importance of things around them , way consumer
spend their time and customer want to took a certain way
3) Behavioral Segmentation : Segmentation done based on purchasing habits, user status,
brand interaction etc. In “ Mapro food Pvt. Ltd. ” segmentation done based on purchasing
habit i.e. Buying behavior of customer , lounge product available in Rs. 180 and Rs.
540, people who are price sensitive buy Rs 180 bottle and those who are not price
sensitive buy Rs 540 bottle

112

4) Geographic Segmentation : : Segmentation done based on city , region , country etc. In
“ Mapro food Pvt. Ltd.” segmentation done based on region and city , product like Jam,
Falero, available in all region but product like Syrup , Mazana available only in city
region
4.10.2 Targeting of MFPL
Targeting is the Marketing strategy that breaks a large market into smaller segments
to concentrate on a specific group of customer within that audience , It defines a
segments of customer based on their unique characteristics and focuses solely on serving
them. Mapro’s customer are belongs to different segment and different region so Mapro
has different product to target them and attract them attention towards buying.
Figure No. 4. 27 Targeting of Mapro Foods Private Limited
Table No. 4. 46 Targeted Group of MFPL

Mapro foods private limited targeted its customer by applying different criteria. Youth
mostly consuming beverages with more interst. Hence , MFPL targets youth for selling
Sr. No. Product Targeted Group
1 Lounge Youth
2 Ketchup, Crush Women
3 Mazana , Falero Children
4 Syrup (lemon , ginger) Health Conscious people

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mocktails like green apple lounge, Old age people prefer product which has more fruit content
and easy to consume ,so they prefer fruit syrup like kiwi syrup which has health benefit . kids
mostly consume chocolate and candies so Falero and Mazana product targeted for children.,
MFPL targets health conscious people by offering jeera cordial, lemon and ginger cordial.
MFPL offer pineapple and rose product for musulim community and product like ketchup
without onion and garlic targeted for jain community.
4.10.3 Positioning of MFPL
“Positioning is act of designing the company’s offering and images to occupy a distinct
place in the target’s mind ”
Mapro Food Pvt. Ltd. “ has position its band image by different tagline like
Figure No. 4. 28 Brand positioning of Mapro Foods Private Limited

‘Mapro Food Pvt. Ltd.’ Has position its brand image by different tagline like “Healthy
naturally ”, “Maza Aana ” , Mapro food products has unique selling proportion of more fruit
content which reflects in their tagline “ Healthy Naturally ”, Chocolate products gives enjoy
and joyful experience after consumption, hence all chocolate products in the Mapro brand
position as “Maza Aana” (Meaning of Marathi enjoy). In children funny nickname are more
popular Falero Candies are position with names as for strawberry candy name as “stawberry
baby”, raw mango candy name as “Kacchi kairi”, ripe mango candy name as “Django mango”,
pineapple candy name as “Pineaaple panga”, tamrind candy name as “Manchali Imli”, jamun
candy name as “Jambu Dada ”, lithi candy name as “Bacchi Litchi”, guava candy name as
“Wah Wah Guava”, orange candy name as “Santra mantra”

114

4.11 Porter’s five forces analysis of Mapro Food Private Limited

Figure No. 4. 29 Porter’s five forces analysis of MFPL

1) Threat of new entrants ( Medium to low) :
There are number of barriers and restriction in food sector by means of quality. The small-scale
unit can enter and run business efficiently and earn profit but it is difficult to acquire market.
There is threat of new entrant especially from small firms with low quality products which in
turn offers products at lesser prices. The big companies may enter this segment to grab quick
profit, there are number of regional competitors already exist, Every year number of companies
attempt to enter in market and strive for their share of profit and productivity in the market.
2) Threat of substitutes(High):
Substitutes have always been in line when we talk about marketing of product. Every kind of
product has a substitute present in the market which leads it to the heights of competition when
taken seriously. In market ther are brand like Mala’s , Mausam, Kissan, Ralli singh which has
already saturated market it become difficult to sustain in business of Mapro product, but
quality is always been appreciated by customer. The price of product is high compared to
substitute product in market and also the new competitors are emerging in market, so the price
sensitive customer tends to buy lucrative product in market but customer having quality concern
will remain with Mapro product.
3) Competitive rivarlry among the players (High) :

115

MFPL has very strong position and well-known brand in the market in case of process food
product, the demand of buyer is growing this has led various new product in segments of
process food product, the variety and quality standards of existing players of Mahabaleshwar
and Panchagani area at national level drive the industries to the level of competition to grab
the market share of this segment. The primary and potential threat that appears to MFPL.
4) Bargaining power of suppliers (Low):

The supplier is very important factor to be considered in any industry as they provide raw
material and other important components in the process of products manufacturing. The
suppliers are farmers of fruits, suppliers of packaging material, suppliers of ingredients etc. The
surplus production of fruit in the country set India at a top in terms of production but the prices
given for fruit by the procurers and consumers to the farmers are very low. When there are few
suppliers and many buyers in the market then bargaining power of supplier is very low and
buyers can switch to substitute products.[Wilkinson supplier power (one of the porter’s Five
Forces),2013]The supplier of MFPL are unorganized farmers. The fruits productions surplus in
India and the market forces do not determines the prices of fruits in India, ultimately farmers
are nit getting fair price of fruits. Hence, bargaining power of supplier is very low.
5) Bargaining power of buyers (High) :

There are the number of substitute products available in the market but the quality of product
maintained by MFPL very successful among the user to influence the buying decision. The
price element is most important factor which influences buying decision of customer. The
customer is purchasing product in small quantities say a pack of 250 gm or 500 gm. The buyers
are price sensitive in case of purchasing processed products i.e. there are number of substitutes
exist in market, the availability of same product and substitute in market offered by competitors
of Mapro makes customer to switch to the lucrative products. Hence, the bargaining power of
buyers is high [Wilinson buyer power (Porter’s five forces) ,2013]

116

4.12 Value chain analysis of MFPL

Figure No. 4. 30 Value chain analysis
A ) Primary activity:
1) Inbound Logistics: This refers to the agents of company purchasing of fruits, and
ingredients, packaging material in which fruit pulp from Zain agro Parbhani, Pectin
from Yentai Andre china, Packaging material from Ajanta packaging material Mumbai.
Communicating the importance of quality standards of the fruits and building strategic
partnership with supplier. Before entering procure raw material all quality parameters
are check whether it is as prescribed standards. After checking quality parameters the
procure raw material store in warehouse which is use by production department as per
his requirements.
2) Operations : In operation of MFPL the major part of product is fruit pulp which
collected, after that incharge of respective department helps in operation function by
checking quality of product, Mapro machinery efficiency helps for maintaining quality
of product.
3) Outbound logistics : Mainly Mapro sale their product under sales counter, almost 85%
revenue came from sales counter. But for wide distribution of product intermediaries
like retailer and dealer also involved. Mapro is currently cover all western part of India,
with both direct stores operated by sales counters , Gujarat is the major state of Mapro’s
product consumption in which more 15,000 sales counter are in only one state.

117

4) Marketing and Sales: There is no heavy investment in marketing, only banner and
hording tactics are done by Mapro. Mapro made a healthy relation with their customer
by making events, free sampling facility, discount of product also contributes
CSR(Corporate Social responsibility) activity which makes awareness of Mapro.
5) Service: One their main objective is to provide superior product to its customer, Mapro
goal is to offer value to their customer in affordable and convenient product that
everyone can enjoy. Also free sampling service which made available for customer is
unique characteristics.
B ) Support activity:
1) Infrastructure: This include all general activities that required to kept Mapro
product, Mapro build very well management and government relation .
2) Human resources: Mapro arrange various training programme for their technical and
official staff, who are important resources for Mapro. Availing cheap labour is the main
objective of Mapro.
3) Technological development: Mapro use technology which save cost, not remain idle
machine i.e. continue use throughout of year, easily available in everywhere
4) Procurement: All the purchasing that is required to produce the end product, like
fruit pulp, machinery, packaging material, is to be done .

118

4.13 BCG Matrix Model of MFPL
BCG Matrix ( Boston Consulting Group ) which was developed in 1970 . BCG
matrix use for weather to invest more money, weather to divest money. where we compare
relative market share with market growth rate.In BCG matrix there are four category product
star category, cash Cow, question mark , dog etc.

Figure No. 4. 31 BCG matrix analysis of MFPL
Table No. 4. 47 Relative market share and market growth rate
Product
Category
Product
sale
Leading
rivals
Leading rivals
sale
Relative Market
share
Growth
rate
Jam 2929680 Kissan 2500000 1.17 0.17
Crush 1077638. Malas 845802 1.27 0.09
Syrup 493642 Malas 256453 1.92 0.10
Falero 4060208 Parle 1500000 2.71 1.25
Mazana 2953876 Nestle 1000000 2.95 0.48
Ketchup 776042 Kissan 900000 0.86 1.94
Mint 405606 Cadbury 554660 0.73 1.59
Cubes 20000 Parle 40000 0.57 0.11
Falchoos 15000 Nestle 37000 0.41 0.15
Market
Growth

Market Share
H
L
H
L

119

1 ) Star category : Products in these Category has high market share and high growth rate.
Star category product require lot of cash and investment. The product also generate higher
revenue .Falero and Mazana are the two product of ‘Mapro Food Pvt. Ltd ‘falls in Star
category product base on the relative market share and market growth rate. Company has to
maintain these product to become an star category i.e Hold these product in the star category
2 ) Cash Cow : Products in these category has high market share but lower growth rate , cash
inflow is high than outflow and product has saturated in market . Fruit jam and Crush
category of Mapro falls in the cash cow category .Company has to take benefit from these
Product to others category product i.e. star category to maintain its position .
3) Question Mark :Product in these category has high growth rate but low market share,
Products unable increase market share which does not generate profits, if opportunity is
available then investing money and move these product towards star category product . Tomato
ketchup and mint category of Mapro falls in the question mark category .If company can’t
increase market share then it falls in dog category product.
4) Dog category : Product in these category has low growth rate and low market share, dog
category product do not provide anything to business, there are lot of cash require to maintain
them so divest these product, Falchoose and Qubes category of Mapro fall in the dog category
product. Company has to divest these product before it will burn your business.
4.14 SWOT Analysis:

Figure No. 4. 32 SWOT Analysis

120

4.14.1 Strengths:
a) Quality products::
The products of Mapro are fulfilled by the required quality concerns. Quality of food
product is the main aspect due to which the customer looks towards Mapro for buying food
products. MFPL has the stringent quality control system in case of raw material, work in
process and for the finished goods which in-turn resulted in no single complaint registered
regarding quality of Mapro product.
b) Innovation, Research and development:
The R and D laboratory always engaged in finding innovative products from the
existing products of Mapro. The professional staff assigned for research and development wing
is with experience and skills in innovating products to offer customer of MFPL. The Mazana
and Lounge are the examples of such innovations of R and D wing which contributed much in
terms of economy and building brand name of Mapro.
C) Latest technology :
The manual work in MFPL is replaced by automated and semi automated machineries
with latest technology. MFPL make use of automated machineries which helps organization on
reducing the losses caused due to errors and mistakes by semi-skilled manual labourers.
d) Packaging:
Packaging is one of the attribute which attracts customer mostly towards the products.
The product containers i.e. bottles are labelled with the information useful to customer
regarding the product contained by it. The packaging material such as fresco bottles, Plastic
bottles with different shape for different pack sizes are attracting customers mostly.
e) Trust of the consumer :
The continuous growth since last 5 decades shows the trust of consumer on the of MFPL
4.14.2 Weaknesses:
a) Poor product promotion:
Mapro does the product promotion only at their retail outlets through sample and by
means of poster on vehicle’s roof. There is occasional promotion in festivals like strawberry
festivals etc.
b) Workers dissatisfaction :From the experience of working in the industry during the
internship at Mapro it is seen that workers are quite dissatisfied about their wages given to them
4.14.3 Opportunities:
a) Penetration in rural market :

121

Mapro can build its brand in rural areas by making them products available at
lucrative prices which will be affordable to middle class families. As the product prices are high
the customers having lower income are not interested to buy such costlier products and they
switch to the substitute products available in the market with low prices.
b) Product innovation :
Though the products are liked by existing customer there are still some innovations
demanded by the customer. It is seen in the survey that customer demands product which is
sugar free and products which is healthy for kids.
c) Export prospects :
The quality of products is remarkable which is achieved by QC department by
implementing its policies in all areas of product management, but the products are not exported
because of its huge domestic market demand. There is good opportunity by means of expanding
the production capacities for exporting the products.
d) Cover unreached market
Mapro run its business of Squashes, Crushes and Syrups in areas nearer to the tourist
places and city hubs. It can cover market through strong distribution chain all over the India.
4.14.4 Threats :
a) Increasing Competition
There is severe competition in case of soft drinks, beverage industry at international,
national as well as domestic level. Number of industries offering products of same categories
with varying prices which leads to price wars in the market.
b) Government Laws and norms.
Changing Govt. laws and norms regarding taxation for processed products is one
of the major threat before industry. The recent changes in product pricing leads industry to cut
off profit margin of producer and sell it in market with increased prices
c) Fluctuations in procurement prices
Agriculture produce such as fruits, vegetables is the basic material required for the
production processes at Mapro Foods Pvt Ltd. Though the raw material is available in plenty
there is always fluctuations in prices of agriculture produce. Hence company faces these
unforeseen problems in procurement of raw material.
4.15 Problems and suggestions:
1) Problems:

122

1) Large number of Manual labourer working in unit, creates error or lag in production.
2) The products have poor demand in months of August to November.
3) Speed of bottle washer and Auto filling machine do not match which results in overfilling
/ underfilling of bottles.
4) New labourer recruited is not able to work efficiently in industry’s production departments.
5) Poor advertising of product
2) Suggestions:
1) To overcome the problem of error or lag in production arising due to manual laborer, the
company can fix it by automation manual automation of production line.
2) The products have low demand in winter season, by Giving Offers, Discounts to the
customers in the slack season. The sale of that product can be boosted or the production
rate must be slowed down during this season.
3) The Speed of Bottle washer should be perfectly adjusted with speed of autofilling machine
to overcome problem of overfilling/underfilling of bottles.
4) New employee must be trained before placing him/her on the job. Arranging training
programmes for workers requiring skills and techniques which will help to increase
efficiency of workers.
5) The increased level of advertising of product will help to increase in product sale
4.16 .Findings:
1. Agro Processing Industries contributes 14 Percent share to Indian GDP.
2. India rank eight in production of Grape according to data provided by APEDA in year
2017-18 and production was 2032.58 MT Qty production.
3. In India the production of the Madhya Pradesh (4 MT), Andhra Pradesh (35 MT), Karnataka
(1055 MT) in last 3 years 2015-16, 2016-17,2017-18.
4. Export earnings by India in year 2015-16, 2016-17 and 2017-18 was 377728 Lacs.
5. The product share of Grape Crush in all products of Mapro was 2.31 percent.
6. The product share of Mint candy in all products of Mapro was 1.56 percent
7. Capital investment of Mapro was higher on construction of machineries and building of Rs.
22,78,54,900 followed by construction of buliding was of Rs. 1,21,00,000etc.
8. The total fixed cost of Grape crush was Rs.6213902.16 and total variable cost was of Rs
26806348.1
9. The total fixed cost of Mint candy was Rs.4197770.534 and total variable cost was of Rs.
15555811.17
10. The per kg fixed cost was of Rs. 10.35 and per kg variable cost of Grape crush was of Rs.
44.65

123

11. The per kg fixed cost was of Rs. 10.35 and per kg variable cost of Mint candy was of Rs
38.35.
12. The total cost of processing for Grape Crush was of Rs. 33020250.26
13. The total cost of processing for Mint candy was of Rs. 19753.581.70
14. The cost of processing per kg of Grape crush was Rs. 55
15. The cost of processing per kg of Mint candy was Rs. 48.70
16. The break-even point for Grape crush in terms of quantity and monetary was 49711.21 kg
and Rs. 8948019.1 respectively.
17. The break-even point for Mint candy in terms of quantity and monetary was 11949.24 kg
and Rs.4779698.9 respectively.
18. The margin of safety for Grape crush in terms of quantity and monetary was kg 550701.8
and Rs. 99126320.9 respectively.
19. The margin of safety for Mint candy in terms of quantity and monetary was 393656.8 kg
and Rs.157462701.1 respectively.
20. The percent margin of safety for Grape crush was 8.27 percent.
21. The percent margin of safety for Mint candy was 2.94 percent
4.17 Conclusion
1. India is top producer of fruits and vegetable next to China, still countries processing level
is very low i.e. 2.2 % as compared to the production.
2. Maharashtra is leading producer of fruits and vegetable and has opportunity to increase its
share in export market by means of raising level of processing and marketing processed
products.
3. In the SCS production line Grape crush has large share out of products selected for the
study.
4. Sugar is the major ingredient which constitutes 87% among the ingredients used for
preparation of major the products (i.e Grape crush.).
5. Mint candy product is most appreciated by customer having largest share in production
6. Producer enjoys whole margin for the product as the product directly sold to customer
through Mapro’s retail outlets.
7. The attributes which attracted customers most to the product are – Quality, Taste, and Brand
Name of Mapro’s products.
8. The capital investment on machinery and equipment is higher than the other investments
of MFPL.
9. Raw material covers maximum share in operating cost of Grape crush and Mint candy of
MFPL.
10. 10.As the demand for products is high in summer season, the peak production season of
production departement is the months before summer season i.e. January to March in which
Mapro produce large quantity of products and distribute to its retail outlets.
11. There is continuous increase in the production of products during last 4 years.
12. 12.Mapro can build its brand in rural area of India but it needs to cut down prices of
products by minimizing the producers profit.

124

4.18 Experience Gained
The knowledge and experience gained during ELP at Mapro Foods Pvt. Ltd as
management trainee was very priceless. The program appealed me as it offered a wide array
of applications.
The ELP covered all the management aspects followed to run organization healthy and
activities to be performed in Agro-based industry. Working in MFPL’s production department
helped to come to know about management aspect products in Agro-based industry.
The internship exposed the areas where keen attention must required with proper
management practices to be successful in business. The proper utilisation of resources, one of
the important aspects along with the procuring material, production, storage and lastly the
marketing of product as the expedient activity in the process must be followed attentively.The
internship in MFPL increased interest and supported decisions to establish an agro-based
industry which will procure the material available locally and to satisfy customer by offering
products to customers over delight.

VIII

EXECUTIVE SUMMARY

“MANAGEMENT OF AGROBASED INDUSTRY AT MAPRO
FOODS PRIVATE LIMITED, SHENDURJANE, WAI, DIST. -
SATARA”

By

Mr. SAMIR SHAIKHLAL PATHAN

(Reg. No. – BAB021/2016)

A candidate for the degree

of

BACHELOR OF BUSINESS ADMINISTRATION (AGRICULTURE)

Project Guide : Mr. Takale R. M.
Department :
Assistant Professor of Agriculture
Marketing,
College of Agri.-Business Management
Baramati ,Pune-413115.
Importance of study

The agro based industry is regarded as an extended arm of agriculture. The
development of the agro industry helps to stabilize and make agriculture more lucrative
and create employment opportunities both at the production and marketing stages. The
broad-based development of the agro-products industry was improving both the social
and physical infrastructure of India. Since it would cause diversification and
commercialization of agriculture, it was thus enhance the incomes of farmers and create
food surpluses.

The agro-industry mainly comprises of the post-harvest activities of processing
and preserving agricultural products for intermediate or final consumption. It is a well-
recognized fact across the world, particularly in the context of industrial development
that the importance of agro-industries is relative to agriculture increases as economies
develop. It should be emphasized that ‘food’ is not just produce. Food also encompasses
a wide variety of processed products. It is in this sense that the agro-industry is an
important.

IX

The Mapro Foods Pvt. Ltd. is one of the major FMCG producing company in
Maharashtra having large covering area for their wide range products such as Jam,
Jellies, Toppings, Syrups, Ketchup and other confectionaries. Out of which the product
like Jam which has leading role in revenue and which is came existence from year 1959 .

Mapro is now the prominent and reputed brand in western Maharashtra and also in
India’s States. It has expanded its business in Indian states like Gujarat (Ahmedabad),
Punjab (Pathankot), Delhi, Goa and growing by satisfying its customer over delight.

Considering all these importance, for study in ELP 2019-20 under module title
“Management of Agro-based Industry”, the Mapro Foods Private Limited, Shendurjane,
Wai Dist. – Satara has been selected.

Objectives of the study
In the light of such scenario the project entitled "Management of Agro-based
industry at Mapro Foods Private Limited, Shendurjane, Wai, Dist. – Satara. was taken
with the following objectives.

1. To study the management aspects of Mapro Foods Pvt. Ltd.

2. To estimate per unit cost of production and work out profitability of selected products of
Mapro Foods Pvt. Ltd.

3. To work out marketing cost and price spread for selected products of Mapro Foods Pvt.
Ltd.

4. To study customer behaviour and preferences for selected products of Mapro Foods Pvt.
Ltd.

5. To identify the problems faced in production, processing and marketing of selected
products of Mapro Foods Pvt. Ltd. and suggestions to overcome the problems.

Scope of Study
The study in area of Management of Agro-based industries will help to know the
concepts, ideas, and management practices to be followed in agro-based industry. It will
help to be well versed with management aspects of agro-based industry. While studying
the management processes, the work helped me to know actual work performed in the
industry, the advantages and limitations in processes and the ways to overcome these

X

limitations and improve the overall effectiveness of the system which will helps to
establish new firm.

The students, researchers, professionals who are seeking information and
conceptual reference in area of management of agro-based industry will help them
in their studies by referring this project framework.

Limitations of Study
In this empirical study, there are some limitations. It was unable to study
whole area of domestic market due to time limit. This result will not applicable to
all zones of the country because conditions are changing according to market
demand, situation, time, environment and season.
The study result may applicable to similar and identical situations. There are
some limitations for getting most reliable information due to confidential policies
of company for security purpose.

Review of literature
Review of literature provides information to the researcher regarding the
previous work done in the area of research and there by helps him in identifying the
theoretical framework and methodological issues relevant to the study. It provides
the researcher a proper direction to carry out the research work and enables him to
arrive at meaningful results. The literature pertaining to the objectives of the
present study “Study of management aspects, their economical analysis ,marketing
of the product, customer behavior toward product and problem and suggestion of
the products”

Research methodology
Mapro Foods Private Limited located at Shendurjane, Wai, Dist. – Satara
was identified for study in Experiential Learning Programme 2019-20. Primary
data was collected from different annual reports and files of the company as well as
designed with both open and closed ended questions. Secondary data was also
collected from already existing sources i.e. books, internet, magazine and records
of Mapro Foods Pvt. Ltd.
The data has been collected from the primary and secondary sources and is
analysed according to the objectives by using the tabular and graphical method with
the help of percentage technique.

XI

Problems
1. Large number of Manual labourer working in unit, creates error or lag in production.
2. The products have poor demand in months of August to November.
3. Speed of bottle washer and Auto filling machine do not match which results in
overfilling / underfilling of bottles.
4. New labourer recruited is not able to work efficiently in industry’s production
departments.
5. Poor advertising of product.
Suggestions
1. To overcome the problem of error or lag in production arising due to manual laborer,
the company can fix it by automation manual automation of production line.

2. The products have low demand in winter season, by Giving Offers, Discounts to the
customers in the slack season. The sale of that product can be boosted or the
production rate must be slowed down during this season.
3. The Speed of Bottle washer should be perfectly adjusted with speed of autofilling
machine to overcome problem of overfilling/underfilling of bottles.
4. New employee must be trained before placing him/her on the job. Arranging training
programme for workers requiring skills and techniques which will help to increase
efficiency of workers.
5. The increased level of advertising of product will help to increase in product sale.
Findings:
1. Agro Processing Industries contributes 14 Percent share to Indian GDP.
2. India rank eight in production of Grape according to data provided by APEDA in
year 2017-18 and production was 2032.58 MT Qty production.
3. In India the production of the Madhya Pradesh (4 MT), Andhra Pradesh (35 MT),
Karnataka (1055 MT) in last 3 years 2015-16, 2016-17,2017-18.
4. Export earnings by India in year 2015-16, 2016-17 and 2017-18 was 377728 Lacs.
5. The product share of Grape Crush in all products of Mapro was 2.31 percent.
6. The product share of Mint candy in all products of Mapro was 1.56 percent
7. Capital investment of Mapro was higher on construction of machineries and building
of Rs. 22,78,54,900 followed by construction of buliding was of Rs. 1,21,00,000etc.

XII

8. The total fixed cost of Grape crush was Rs.6213902.16 and total variable cost was of
Rs 26806348.1
9. The total fixed cost of Mint candy was Rs.4197770.534 and total variable cost was of
Rs. 15555811.17
10. The per kg fixed cost was of Rs. 10.35 and per kg variable cost of Grape crush was
of Rs. 44.65
11. The per kg fixed cost was of Rs. 10.35 and per kg variable cost of Mint candy was
of Rs 38.35.
12. The total cost of processing for Grape Crush was of Rs. 33020250.26
13. The total cost of processing for Mint candy was of Rs. 19753.581.70
14. The cost of processing per kg of Grape crush was Rs. 55
15. The cost of processing per kg of Mint candy was Rs. 48.70
16. The break-even point for Grape crush in terms of quantity and monetary was
49711.21 kg and Rs. 8948019.1 respectively.
17. The break-even point for Mint candy in terms of quantity and monetary was
11949.24 kg and Rs.4779698.9 respectively.
18. The margin of safety for Grape crush in terms of quantity and monetary was kg
550701.8 and Rs. 99126320.9 respectively.
19. The margin of safety for Mint candy in terms of quantity and monetary was
393656.8 kg and Rs.157462701.1 respectively.
20. The percent margin of safety for Grape crush was 8.27 percent.
21. The percent margin of safety for Mint candy was 2.94 percent
Conclusions
1. Maharashtra is leading producer of fruits and vegetable and has opportunity to
increase its share in export market by means of raising level of processing and
marketing processed products.
2. In the Jam production line Mix fruit jam has large share as compare to other jam
which selected for the study.
3. Sugar is the major ingredient which constitutes 87% among the ingredients used for
preparation of Mix fruit jam.

XIII

4. Tomato ketchup is most appreciated by customer having largest share in production
at SCS production line.
5.Producer enjoys whole margin for the product as the product directly sold to
customer through Mapro’s retail outlets.
6. The attributes which attracted customers most to the product are – Quality, Taste, and
Brand Name of Mapro’s products.
7.The capital investment on machinery and equipment is higher than the other
investments of MFPL.
8. Raw material covers maximum share in operating cost of Mix fruit jam and Tomato
ketchup of MFPL.
9.As the demand for products is high in summer season, the peak production season of
production departement is the months before summer season i.e. January to March
in which Mapro produce large quantity of products and distribute to its retail outlets.
10.There is continuous increase in the production of products during last 4 years.
11.Mapro can build its brand in rural area of India but it needs to cut down prices of
products by minimizing the producers profit.
12. From financial ratio analysis i.e current ratio 9 which is greater than 2.3 which
means firm not use his resources properly.

Mr. SAMIR SHAIKHLAL PATHAN page 1-124

XIV

REFERANCES

APEDA. (2017). Production statistics.

Statistic data. (2018). Retrieved from http://www.feostat.com

Anonymous. (2017). Ministry of food processing Industry. Annual production.

Anonymous. (2017-18). Ministry of Food processing industry. MOFPI.

Anonymous. (2018). APEDA Tech research science. 415.

Anonymous. (2018). Horticulture statis glance. 125.

Anonymous. (2018). Horticulture statistic glance. 142.

Anonymous. (2018). MInistry of food processing industries,Tech.Science, research. 125.

Anonymous. (207). Agri exchange Apeda Gov In. Agri exchange Apeda Gov In, 14.

Anonymous. (n.d.). Horticulture statistic glass. Statistical year book, 148.

Anonymous. (n.d.). Indiamart. Retrieved from Indiamart website:
http://www.indiamart.com

kalmegh, s. (2016). Major challenges before the floriculture industry in india .

Kothler, P. (n.d.). Marketing mangement of India.

Shri.CA. A. Raghavendra Rao (2017) :International Journal of case studies in
business, IT and Education Applied , Vol, 2.

XV

Mohammed Al-Malki & Wang Juan (2015) : Journal of International Business Research
and Marketing Volume 1 , Issue 1,

S.S. Acharya and N.L. Agarwal ,Forth edition (2004): Marketing Channels in Agriculture
in India

Subadra S. Murugesan K. M. & Ganapathi R. (2018) :consumer perception & Behavior.

R.K. Bharadwa, B. K. Singh, N. K. Singh (2017): Challenges and Constraints of Marketing
and Export of Indian Spices From India and International conference on technology and
Business Management

Books Referred

1. Srivastava, U.K. Agro-processing Strategy for Acceleration and Exports. Oxford
University Press YMCA, Library Building, Jai Singh Road, New Delhi – 1100001
2. Diwase Smita, Agri-Business Management. Everest Publishing House, Everest Lane
536, Shaniwar Peth, Appa Balawant Chowk, Pune-411030
3. Acharya , S. S. And N. L. Agrawal. Agriculture Marketing in India . Oxford and IBH
Publishing Company Pvt. Ltd, 66, Janpath , New Delhi – 1
4. Memoria , C. B. And R. L. Joshi. Principles and Practice of Marketing in India.
Kitab Mahal, 15, Thorn hill Road , Allahabad
5. Aswathappa , K. Human Resources and Personal Management
6. Srivastava, U.K. Agro-processing Strategy for Acceleration and Exports. Oxford
University Press YMCA, Library Building, Jai Singh Road, New Delhi – 1100001
7. Diwase Smita, Agri-Business Management. Everest Publishing House, Everest Lane
536, Shaniwar Peth, Appa Balawant Chowk, Pune-411030

XVI

PHOTO GALLERY

Field Visit By –Dr.B.N.Pawar sir, Module Incharge Takale sir, Module coordinator kale
sir

XVII

VITA

Miss. Samir Shaikhlal Pathan
(Reg. No. BAB021/2016)

A Candidate for the degree of
BACHELOR OF BUSINESS MANAGEMENT (AGRICULTURE)

Title of the project:
Management of Agro Based Industries in India Mapro Foods
Pvt. Ltd, Shendurjane, Satara.

Department: Bachelor of Business Management (Agri.)

Biographical facet
Personal information:
Born on 11 Octomber, 1997, at Indapur, Pune, son of Mr. Shaikhlal Ismail Pathan
and Mrs. Fatima Shaikhlal Pathan.
Educational Qualification:
➢ Attended and passed H.S.C Examination from MES High School
Baramati, pune.
➢ Attended and passed S.S.C.Examination from NR High School Indapur.
➢ Pursuing Under Graduation from College of Agriculture Business Management,
Baramati.

Permanent address:
A/P- Bhatnimgaon Tal. Indapur Dist. Pune
Contact No.: 9130274200
Email : [email protected]

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