Parle G Report

1. PREFACE

A major concern of every manager should be to contribute positively
towards the achievement of the origination’s objectives.
Organizational effectiveness is equated with managerial efficiency.
As a manager one can ensure transitional effectiveness only by
guaranteeing the full utilization of available human resources,
through the individual workers under full guidance.
Hence, the need for monitoring and measuring the performances are
inevitable.




ACKNOWLEDGE MENTS

A summer project is a golden opportunity for training and development. I
consider myself very lucky and honored to have so many wonderful people who
helped me in completing this project.

I wish to express my indebt gratitude and special thanks to Mr. Nishant Misra,
the head of Human Resource Department, Parle Products Pvt. Ltd., Kanpur. He,
in spite of being very busy with his duties, took a great interest in hearing me,
guiding me and had always kept me on the correct path. He allowed me to carry
out my summer training at their esteemed organization.

2. I express my gratitude towards Mr. Pawan Hemrajani, Director of Bakers Pvt.
Ltd. for taking part in useful decision and giving me all necessary advice and
guidance and had also made all arrangements to make the internship enjoyable.

I am really thankful to the staff of the human resource department, who helped
me in collecting the data and project related information while they were
continuing their duties simultaneously.

My words will never be enough to show my deepest thanks to all the faculty
members for their continuous guidance and support. They paved the path
towards my target. My gratitude will always weigh less whenever their support
is accounted.

I cannot forget the painstaking job taken by the people who participated in the
questionnaires, without which this would not have been a success at all.






Introduction
Pa
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oducts
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3. is a FMCG (Fast moving Consumer Goods) Industry. The fast moving
consumer goods are those consumables which are normally consumed by
consumer at a regular interval.

Parle-G or Parle Glucose biscuits are one of the most popular
confectionary biscuits in India. Parle-G is one of the oldest brand names
in India and is the largest selling brand of biscuits in India. For decades,
the product was instantly recognized by its iconic white and yellow wax
paper wrapper with the depiction of a young girl, Sonam (calgary)
covering the front. The company's slogan is popular among the Indian
consumer population, reading G means Genius. The name, "Parle-G", is
derived from the name of the Indian rail s
tation, Vile Parle, where the Parle production factory is based.
"Parle-G" boasts of being the largest selling biscuit in the world. It enjoys
70% market share in India in the glucose biscuit category followed by
Britannia Tiger (17-18%) and ITC's sunfeast (8-9%). The brand is
estimated to be worth over Rs 2,000 crores, and contributes more than
50 per cent of the company's turnover. Last fiscal, Parle had sales of Rs
3,500 crore.

The production capacity of Kanpur unit per month is-

Parle-G 3300 Metric Tones
Krackjack 1500 Metric Tones
Monaco 1200 Metric Tones

The plant also has a Auditorium and viewing gallery, which is used
during the visits of the school children. A retail shop at the plant provides
Parle products at MRP rates.

Special features at Parle Products Pvt. Ltd.:

4.  India's largest manufacturer of biscuits and confectionery, for almost 80
years.
 With a reach spanning even the remotest villages of India.
 With a 40% share of the total biscuit market and a 15% share of the total
confectionary market in India.
 A multi-million dollar company.

5. Company profile

Over the years, Parle has grown to become a multi-million US Dollar company. In 1929 a
small company by the name of Parle products emerged in British dominated India. Parle
derived from the name of the Indian railway station vileparle near Mumbai. The goal was to
spread joy and cheer to children and adults alike, all over the country with its sweets and
candies. Parle Products has been India's largest manufacturer of biscuits and confectionery.
Apart from the factories in Mumbai and Bangalore, Parle also has factories in Bahadurgarh,
Haryana and Neemrana, Rajasthan, the largest biscuit and confectionery plants in the
country. Each factory has state-of-the-art machinery with automatic printing & packaging
facilities.
Parle was established in 1929 and was owned by the Chauhan family of Vile Parle
Mumbai.

Head Office  Mumbai
Factory locationParle Products
North Level Crossing,
Ville Parle East
Mumbai 400057
Maharashtra, India


Key persons in the Company:

CHAIRPERSON: MR. VIJAY CHAUVAN
DIRECTOR: MR. ANUP CHAUVAN
EXECUTIVE DIRECTOR : MR. AJAY CHAUVAN
COMMERCIAL MANAGER : MR. AMOL
FACTORY MANAGER : Mr. PAWAN HEMRAJANI
HUMAN RESOURSE MANAGER: MR. NISHANT MISRA
PRODUCTION MANAGER : MR. RAJESH RAUL

6. STORE MANAGER : MR. DIXIT.


Employee Strength: 2501 – 5000

PRODUCT RANG E:- Parle –G, Krackjack, Hide& Seek, Monaco, Milk Shakti, Kreams
Gold, Nimkin etc..

MAJOR BRANDS :- Biscuits, Sweets, Juices, Kismi toffee, Melody, Poppins, 2 in one
éclair.
INDUSTRY SIZE :- Parle Products has been India's largest manufacturer of biscuits and
confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and
a host of other very popular brands, the Parle name symbolizes quality, nutrition and great
taste. With a reach spanning even the remotest villages of India , the company has definitely
come a very long way since its inception.

Many of the Parle products - biscuits or confectioneries, are market leaders in their category
and have won acclaim at the Monde Selection, since 1971. With a 43% share of the total
biscuit market and a 15% share of the total confectionary market in India.



GENERAL INFORMATION
ABOUT THE PLANT

ADDRESS: K.N. Bakers
Sachendi, Kanpur
Uttar Pradesh
TELEPHONE: [phone]
E-MAIL: [email protected]

7. NATURE OF FIRM: Private Limited
TOTAL NO. OF
DIRECTORS:
3
TOTAL NUMBER OF
EMPLOYEES:
695


At present the organization consists of 695 people in Kanpur who includes on
roll employees, contracts and project trainees. The illustration is given as below.
S no Employees in PARLE Number

1. Employees on roll 332
2. Employees on contracts 330
3. Temporary 33
Total 695


The employees who are mentioned on roll enjoy the complete benefits in the
compensation and all kinds of allowances, whereas the employees on contract
are given a fixed salary, at the last the project trainees are taken to co ordinate
with the employees in some projects and they are given opportunity to learn.
Talent matrix in the organization
The talent matrix for the organization is given below

Qualification No of employees
Graduate 240
Post Graduate 125
Engineer 12
Others 318
Grand total 695

8. History


Parle Products company was founded in 1929 in British India. It was owned by the Chauhan family
of Vile Parle, Mumbai. Parle began manufacturing biscuits in 1939. In 1947, when India became
independent, the company launched an ad campaign, showcasing its Gluco biscuits as an Indian
alternative to the British biscuits.
[2]
The Parle brand became well known in India following the success
of products such as the Parle-Gbiscuits and the Thums Up soft drink.
The original Parle company was split into three separate companies, owned by the different factions
of the original Chauhan family:
[3]

 Parle Products, led by Vijay, Sharad and Anup Chauhan (owner of the brands Parle-G, Melody,
Mango Bite, Poppins, Monaco and KrackJack)
 Parle Agro, led by Prakash Chauhan and his daughters Schauna, Alisha and Nadia (owner of the
brands such as Frooti and Appy)
 Parle Bisleri, led by Ramesh Chauhan
All three companies continue to use the family trademark name "Parle". The original Parle group was
amicably segregated into three non-competing businesses. But a dispute over the use of "Parle"
brand arose, when Parle Agro diversified into the confectionary business, thus becoming a competitor
to Parle Products. In February 2008, Parle Products sued Parle Agro for using the brand Parle for
competing confectionary products. Later, Parle Agro launched its confectionery products under a new
design which did not include the Parle brand name.
[4]
In 2009, the Bombay High Court ruled that
Parle Agro can sell its confectionery brands under the brand name "Parle" or "Parle Confi" on
condition that it clearly specifies that its products belong to a separate company, which has no
relationship with Parle Products.
[5]

9. Vision


“To be the part of lives of every Indian”


Mission


“To Nourish, Strengthen and Delight millions”

Core Values
An in-depth understanding of the Indian consumer
psyche has helped Parle develop a marketing
philosophy that reflects the need of the Indian
masses. With products created bearing in mind
both health and taste, Parle products equally
appeal to fun loving kids & youth. Even today the
great tradition of taste and nutrition is consistent in
every pack on the store shelves. The value-for-
money positioning allows people from all classes

10. and age groups to enjoy Prale products to the
fullest.

Financial Profile

 Over the years, Parle has grown to become a multi-million US Dollar
company.
 Its annually turnover is more than 3,500 cr.
 Parle is having 40% market share out of the total biscuit market,70% of total
glucose biscuits market and 15% share of total confectionary market in India.
 As of 2011, Parle-G is the largest selling brand of biscuits in the world
according to researcher Nielsen.
 In 2013, Parle-G became India's first domestic FMCG brand to cross Rs.
5,000 cr. in retail sales.
 As of January 2013, Parle-G's strong distribution network covered over 6
million retail stores in India.
 Company has overall more than 1500 wholesalers in the Country and is even
available in villages with a population of 500.
 In Kanpur there are 15 wholesalers (3 for confectionaries) and each
wholesaler distribute the product to more than 100 retail and small shops.
 Parle biscuits and confectionaries are fast gaining acceptance in international
markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri
Lanka.

11. Even the more sophisticated markets like USA & Australia, now relish Parle
products.
The
penetration of biscuits into households stands at an average of 83.2% with the
rural penetration at 77% and urban penetration at 88%. Biscuits are reserved for
the small-scale sector but there are strong possibilities of the industry being
deserved in line with the government policy of liberalization.
The net effect thus would be greater choice for the consumer as well as a check
on the costs. The country production of the biscuits during 2004-05 was 18.6 Lac
tons of which 1/2 were manufactured by the organized sector. The industry turn
over was 5322.7 Crores of which organized sector contributed 2519.3 crores.

The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100%
hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02
increased very marginally by 2.75% where in 2002-03 the growth is around 3%.
However the average utilization of installed capacity by biscuit manufacturers in
the country has been a dismal 60% over the last decade up to 2001-02



Corporate Social Responsibility:-
Overview:

 Parle Products with its wide platter of offering of biscuits and sweets like
Parle-G, Krackjack, Monaco, Melody, Mango bite and many others si to

12. facilitance 1929 is also actively engaged to change & uplift the social face of
India.
 As a part of Corporate Social Responsibility Policy Parle is keenly involved in
the overall development of younger generation with focused endeavour to
built New Face of India and spread happiness & joy all over.
 Every year, Parle organizes Saraswati Vandana in the state of West Bengal
during the festival of Saraswati Pooja, inviting schools from all across the
state to participate.
Saraswati Vandana
Dedicated to enriching the lives of people across India, the Parle Centre of
Excellence has been keenly involved in the promotion of programmes to
facilitate the all-round development of children. Parle Saraswati Vandana, one
of its initiatives, is an inter-school contest based on the Saraswati Puja
celebrations. It gives the children an opportunity to exhibit their creative skills
and make the celebrations even more special in the process.
Started in the year 2002 in Kolkata, it has seen a tremendous increase in the
number of schools participating each year, with entires coming from schools
of West Bengal.
Every year a grand programme is organised by Parle in kokata to facilitate the
winners. Here eminent personalities from the field of literature, education, art,
films, media and politics grace the occasion. Performances by popular artists
make it a night to remember for every inviteepresent there. The awards and
adulations makes it unforgettable for the winners.

GOLU GALATA

13. Parle products is in the business of manufacturing and marketing
biscuits and confectioneries since 1929. Over these years Parle
has been active across regions conducting various social activities
as part of our CSR policy.
In Tamil Nadu traditionally, women decorate various dolls made up
of clay during Navratri celebrations by setting up 7-9 steps. This
display is well decorated and friends and relatives are invited for
the same. Through a detailed research, Parle found that due to
time pressures, this tradition is slowly dying and is getting
restricted to a select few households.
Thus, to revive the fading event, Parle introduced this novel
promotion called Parle Golu Galata contest. Golu means Doll &
Galata means Dhammal.

My Green Plant
Empowing you to make a greener planet.
My green planet is an initiative that takes definite steps towards
conserving our eco-system. Parle Praducts is contributing in its
own way by taking up various initiativeslike planting more trees
around India, conserving water, power and recycling waste. My
Green Plants works across levels – from school students to
environmentalists to media professionals and through them

14. educate and empower everyone about the cause of environmental
conservation.
We belive that we have not inherited the earth, but merely
borrowed it for our children.
AWARDS


 Parle products have been shining with the gold’s and silvers consistently at
the
 Monde Selection ever since they were first entered in 1971. Monde Selection
is
 an international institute for assessing the quality of foods and is currently t
 he oldest and most representative organization in the field of selecting quality
foods worldwide.

15. PRODUCTS & SERVICES

16. Biscuit industry in India in the organized sector produces around 60% of the
total production, the balance 40% being contributed by the unorganized bakeries.
The industry consists of two large scale manufacturers, around 50 medium scale
brands and small scale units ranging up to 2500 units in the country, as at 2000-
01. The unorganized sector is estimated to have approximately 30,000 small &
tiny bakeries across the country. The annual turnover of the organized sector of the
biscuit manufacturers (as at
2001-02) is Rs. 4,350 crores.

In terms of volume biscuit production by the organized segment in 2001-02 is
estimated at 1.30 million tones. The major Brands of biscuits are - Britannia,
Parle Bakeman, Priya Gold, Elite, Cremica, Dukes, Anupam, Horlicks, Craze,
Nezone, besides various regional/State brands.

The annual production of biscuit in the organized sector continues to be
predominantly in the small and medium sale sector before and after dereservation.
The annual production was around 7.4 Lakh tonnes in 1997-98 In
the next five years, biscuit production witnessed an annual growth of 10% to
12%, up to 1999-00.

The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100%
hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02
increased very marginally by 2.75% where in 2002-03 the growth is around 3%.
However the average utilization of installed capacity by biscuit manufacturers in
the country has been a dismal 60% over the last decade up to 2001-02.
Biscuit can he broadly categorized into the following segments:

Glucose 44%
Marie 13%
Cream 10%
Crackers 13%
Milk 12%
Others 8%.

As regards the consumption pattern is concerned. surveys and estimates by
industry from time to time indicate the average consumption scenario in the four
Zones have been more or less close to each other, as below:

17. Northern States: 28%
Southern States: 24%
Western States: 25%
Eastern States: 23%

Biscuit Production According to the production figures of members available upto
the calendar year 2003, the total production was 625000 tonnes as against
475000 tonnes in the previous year.
The production of biscuit for the last 11 years is as under:

1993 - 167750 1994 – 180526
1995 - 202567 1996 - 222371
1997 - 362000 1998 - 400000
1999 - 425000 2000 - 450000
2001 - 465000 2002 - 475000
2003 – 625000

Current status of the Indian snack & biscuits industry…Biscuits contribute Rs
8,000 crore to the FMCG industry and provide a vast opportunity for growth, as
the per capita consumption of biscuits is less than 2.1 kg in our country, as
compared to more than 10 kg in the US, UK and Europe and above 4.25 kg in
South East Asian countries.

18. Parle have three types of products:

BISCUITS CONFECTIONARY SNACKES
Parle-G Melody


Must bites
Monaco Mango bite Sixer
Hide & Seek Poppins Musst Chips
20-20 cookies Kismi toffee Sixer Zeera

Kreams Orange candy Parle Wafers
Milano 2 in 1 Éclair Fulltoss
Hide & Seek
Bourbon
Londonderry Namkeen
Parle Actifit
Digestive
Marie
Mango bite
Happy Happy Chox
Nimkin Golgappa
Milk shakti Melody Softee
Krackjack Kaccha Mango Bite
Parle marie Mazelo
 Core benefit- the core benefit of biscuit is to satisfy hunger of the co
nsumer.
 Basic product- in the second level, the basic product is biscuits.
 Expected product- the consumers expect the product to have a good taste
and also give nutrition.
 Augmented product- Parle biscuits increase a person’s energy levels.
 Potential product- in the future Parle could come up with different prod
ucts.

19. SERVICES;
As apart of corporate social responsibility policy Parle is keenly involved in
overall development of younger generation through conduction various
programs across the region
Saraswati Vandana in the state of west Bengal
Golu galata is one of the programmes conducted by Parle in
schools from last 11 years.






Organisational structure


Competitors

Brand competitors are defined as competing brands of products which can satisfy
the consumer’s wants almost equally as each other.
Parle has emerged as the clear market leader, with a difference of almost 1,000
crore to competitors. Even then Parle is facing competition in biscuit industry.

Parle-G which is valued to be over Rs. 2000 crore enjoys 70% market share in the
glucose biscuit industry. Britannia Tiger and ITC’s Sunfeast Glucose are the two

20. branded competitors against Parle-G, apart from a number of unbranded local
players that operate regionally. Competitors in this segment realize the importance
glucose biscuit holds in the Indian market and they too want to keep their biscuits
simple Parle-G style with almost the same priced packs.

On competition which Parle-G faces from different categories of biscuits, Ajay
Chauhan, executive director – Parle Products, says, “Every category needs some
innovations on a periodic basis, so does glucose. However, just because people
have acquired the taste of fast food like burgers and pizza they have not stopped
consuming dalroti. Similarly, glucose biscuits are a part of the Indian staple diet.
While other categories emerge, glucose biscuits will always be present.”

It’s a brand that has held its price line at Rs 4 for 25 years now -- the price was
last raised in 1994 by 25 paise. So, it's not for nothing that Parle-G is the world's
largest-selling biscuit by volumes. Parle is, of course, not doing it for charity.
Soaring input prices meant it opted for reducing the weight of the biscuit than
increasing the price -- first from 100 gm to 92.5 gm in January 2008, and then to
88 gm in January this year -- in line with other biscuit-makers and FMCG players.
It has 1600 crore turnover.

Parle-G enjoys close to 70 per cent market share in the glucose biscuit category
and probably has the deepest reach. It reaches 2.5 million outlets, including
villages with a population of 500 people. It's also one of the few FMCG brands in the
country, whose customers straddle across income segments. The brand is
estimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes more
than 50 per cent of the company's turnover (Parle Products is an unlisted
company and its executives are not comfortable disclosing exact numbers). Last
fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion).

Competition has, of course, been trying to wean away customers from Parle.
Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and boasts of 17-18
per cent share, while ITC's Sun feast glucose has captured 8-9 per cent,
according to industry sources. Even Levers had forayed into this segment in 2003
and launched a glucose biscuit branded as Modern, after it acquired the bakery
business of Modern. There are strong regional brands, including Priya Gold
(west), Cremica (north) and Anmol (east).

21. PARLE 40%
OTHERS 33%
BRITANNIA 18%
ITC 9%



BRITANNIA
Britannia had founded in 1892. It is nearest competitor of Parle in biscuit market. It
has 38% market share in biscuits industry` in India. Brand Tiger has 18% market
share in Glucose category. Apart from this Britannia has introduced many premium
brand such as Bourbon, 50-50,Good-Day e.t.c.



ITC
ITC had founded in 1910,but in biscuit industry it is not old. It has only 9% market
share in this industry but has introduced premium class biscuit brands such as Dark
Fantasy and of each categories of biscuit.

Others competitors;
coverage
Parle
ITC
Britannia
Others

22. 1. Priya Gold
2. Creamca
3. Dukes
4. Bakemans
5. Anmol
6. Priya gold
Parle -G enjoys 70% market share in India
in the glucose biscuit category followed by
Britannia Tiger (18%) , ITC's Sunfeast (9%)
and 3% others






OTHER RELEVANT INFORMATION

PARLE stands for;
P - Perfect
A – Attractive
R - Relishing
L - Learning
E - Eatable

 Parle G is ranked 7th in the most Trusted Brands Survey conducted last year.
One of the reasons behind the popularity of this brand is its strong distribution
network.
 Parle has won 8 gold and 11 silver monde selection awards
Glucose
Parle-G
Tiger
Sunfeat
Others

23.  In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero,
Shaktimaan that went on to become a huge success. The personality of the
superhero matched the overall superb benefits of the brand.
 In the year 2002, it was decided to bring the brand closer to the child who is a
major consumer. A national level promo – “Parle-G Mera Sapna Sach Hoga”
was run for a period of 6 months. The promo was all about fulfilling the
dreams of children. There were over 5 lakh responses and of that, over 300
dreams were fulfilled.
 Dreams that were fulfilled ranged from trips to Disneyland at Paris
&Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a
special cricket coaching etc.







Comparison of Parle with Britannia
Category Britannia Parle Leader
Glucose Tiger Parle-G Parle –G

24. Current Market Share


Marie Marie Gold Parle Marie Marie Gold
Salty snacks 50-50 Krack Jack Krack jack
Choco chips Good day Hide n seek Good day
Milk Milk bikis Milk sakhti Milk bikis
Bourbon Bourbon Hide n seek Bourbon
Nice Nice ----------------- Britannia Nice
Multi grain Nutri choice ------------------- Nutri choice
Cream Cream Treat Kreams Cream treats
Cookie Good day 20-20 Good day

25. It has 70% market share in India in the glucose biscuit category followed by Britannia,
Tiger (17-18%) and ITC's Sunfeast (8-9%). The brand is estimated to be worth over Rs
2,000 crore (Rs 20 billion), and contributes more than 50 per cent of the company's
turnover (Parle Products is an unlisted company and its executives are not comfortable
disclosing exact numbers). Last fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion). It
also is popular across the world and is starting to sell in Western Europe

FACE VALUE, MARKET VALUE ,MARKET CAPITALIZATION :-


BSE: 532911
NSE: NA
ISIN: INE272G01014
Face Value: Rs. 10
Market Cap: Rs.Cr. 28









Period Instrument Authorized
Capital
Issued Capital - P A I D U P -
From To (Rs. cr) (Rs. cr) Shares (nos) Face Value Capital
2010 2011 Equity Share 14 14 14000000 10 14
2009 2010 Equity Share 15 14 14000000 10 14
2008 2009 Equity Share 15 14 14000000 10 14
2007 2008 Equity Share 15 14 14000000 10 14
2006 2007 Equity Share 3.6 3.5 3500000 10 3.5

26. MARKET CAP (RS CR) 14.00
P/E 1000
Book Value 14.07
Dividend(%) 0.00
Market lot 1
Industry P/E 21.15
EPS(TTM) 0.01
P/C 200
Price Book 0.71
Face Value 10
DELIVERABLES (%) 90.91 new
* Based on standalone numbers

Keeping up the goodwill
In the year 1997, Parle-G sponsored the tele-serial of the Indian
superhero, Shaktimaan that went on to become a huge success. The
personality of the superhero matched the overall superb benefits of
the brand. Parle extended this association with Shaktimaan and gave
away a lot of merchandise ofShaktimaan, which was supported by
POS and press communication. The children just could not get
enough of Parle-G and Shaktimaan.
In the year 2002, it was decided to bring the brand closer to the child
who is a major consumer. A national level promo – `Parle-G Mera
Sapna Sach Hoga’ was run for a period of 6 months. The promo was
all about fulfilling the dreams of children. There were over 5 lakh
responses and of that, over 300 dreams were fulfilled.

27. Dreams that were fulfilled ranged from trips to Disneyland at Paris &
Singapore; free ride on a chartered plane; 20 scholarships worth Rs
50,000; a special cricket coaching etc.





Swot Analysis
Parle-G, India’s premier glucose biscuit, is much more than the world’s largest
selling brand of biscuit. Started way back in 1939, Parle-G is not just the oldest
and trusted brand names in India, but also a very great example of a real social
enterprise.
Parle-G is a biscuit which is consumed by people of all ages, from the very rich
to the very poor, living in cities and in villages. For some it’s the best
accompaniment for chai, while for some it’s a way of getting charged whenever
they are low on energy. Moreover, the biscuit is a meal substitute or supplement
in a country like India which faces acute child and mother malnutrition etc.


STRENGTHS of Parle Biscuits
 Low price as compared to competitors
 Sizeable market share in the country.
 Offers variety of products under its brand.
 Different sizes of packets are available.
 An experienced team of sales and marketing executives.
 Deep and effective coverage
 Largest distribution system.
 Good advertising and visibility
 Celebrity brand ambassadors

28.  Most trusted brand having high brand loyalty
 Top of the mind biscuit brand


WEAKNESS of Parle Biscuits
 Breakage of biscuits while delivering to retailers
 No proper replacement system for broken biscuits to retailers
 Improper and irregular supply.
 Fewer shares in Premium biscuit market.
 Dependent on its flagship brand, Parle-G
 Poor packaging in family pack of glucose biscuits.
 Lack of schemes for retailers and distributors.
 Many competitors in this segment
 Nothing unique in the product now.


OPPORTUNITY of Parle Biscuits
 Rising demand for innovative packaging in packaged foods.
 Retaining loyal retailers or wholesalers.
 Improving supply system for established brands.
 Huge scope for some Parle products in medical shops.
 Information revolution brought about by the television.
 Good scope for snacks and namkeens, if launched and properly promoted
by Parle.
 Tie-up with schools as a part of meals
 Tie-up with corporates/hotel chains

THREAT of Parle Biscuits
 Highly advertised brands such as Britannia.
 Ever increasing competition from multinationals and local companies.
 Increase in sale of cheap local bakery products.
 Emerging substitutes like wafers, snacks and toast.
 Margin war among the major Brands

29.  Similar biscuit categories

Employee Engagement

Definition of 'Employee Engagement'
A business management concept that describes the level of enthusiasm and dedication a
worker feels toward his/her job. Engaged employee cares their work and about the
performance of the company, and feels that their efforts make a difference. An engaged
employee is in it for more than a paycheck.

Employee engagement, also called worker engagement, is a business
management concept. An "engaged employee" is one who is fully involved in,
and enthusiastic about their work, and thus will act in a way that furthers
their organization's interests. According to Scarlett Surveys, "Employee
Engagement is a measurable degree of an employee's positive or negative
emotional attachment to their job, colleagues and organization that profoundly
influences their willingness to learn and perform at work". Thus engagement is
distinctively different from employee satisfaction, motivation and
organisational culture. A modernised version of job satisfaction and influential
definition of engagement is "an employee's involvement with, commitment to,
and satisfaction with work. Employee engagement is a part of employee
retention." Harter and Schmidt's (2003) most recent meta-analysis can be useful
for understanding the impact of engagement. The opposite of employee
engagement is a zombie employee. A zombie employee is a disengaged
employee that will stumble around the office, lower morale and cost the
company money.

Employee engagement is derived from studies of morale or a group's
willingness to accomplish organizational objectives which began in the 1920s.
The value of morale to organizations was matured by US Army researchers
during WWII to predict unity of effort and attitudinal battle-readiness before
combat. In the post war mass production society that required unity of effort in

30. execution, (group) morale scores were used as predictors of speed, quality and
militancy. With the advent of the knowledge worker and emphasis on
individual talent management (stars), a term was needed to describe an
individual's emotional attachment to the organization, fellow associates and the
job. Thus the birth of the term "employee engagement" which is an individual
emotional phenomenon whereas morale is a group emotional phenomenon of
similar characteristics.

More recently employee engagement has become an area of focus within
organizations for the purpose of retention as a means of avoiding expensive
employee replacement costs resulting from staff who voluntarily quit their
jobs. According toSociety o f Human Resource Management the cost of
replacing one $8 per hour employee can exceed $3,500, which gives companies
a strong financial incentive to maintain their existing staff members through
strong employee engagement practices.



Research Studies
Engaged employees care about the future of the company and are willing to
invest discretionary effort.
[4]
Engaged employees feel a strong emotional bond
to the organisation that employs them, which results in higher retention levels
and productivity levels and lower absenteeism. When reliably measured,
positive employee engagement can be causally related or correlated to specific
positive business outcomes by workgroup and job type. Scarlett Surveys refers
to these statistical relationships as engageonomics.

Emotional attachment[edit]
Only 31% of employees are actively engaged in their jobs.
[5]
These employees work with passion and
feel a profound connection to their company. People that are actively engaged help move the
organization forward. 88% of highly engaged employees believe they can positively impact quality of
their organization's products, compared with only 38% of the disengaged.
[6]
72% of highly engaged
employees believe they can positively affect customer service, versus 27% of the disengaged.
[citation
needed]
68% of highly engaged employees believe they can positively impact costs in their job or unit,

31. compared with just 19% of the disengaged.
[4]
Engaged employees feel a strong emotional bond to the
organization that employs them.
[7]
This is associated with people demonstrating a willingness to
recommend the organization to others and commit time and effort to help the organization
succeed.
[8]
It suggests that people are motivated by intrinsic factors (e.g.personal growth, working to
a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors
(e.g., pay/reward).
[9]

Involvement[edit]
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and
10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional
production systems with flexible high-performance production systems involving teams, training, and
incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed
superior performance. In addition, workers in the high-involvement plants showed more positive
attitudes, including trust, organizational commitment and intrinsic enjoyment of the work.
[7]
The
concept has gained popularity as various studies have demonstrated links with productivity. It is often
linked to the notion of employee voice and empowerment.
[10]

Commitment[edit]
It has been routinely found that employee engagement scores account for as much as half of the
variance in customer satisfaction scores. This translates into millions of dollars for companies if they
can improve their scores. Studies have statistically demonstrated that engaged employees are more
productive, more profitable, more customer-focused, safer, and less likely to leave their employer.
Employees with the highest level of commitment perform 20% better and are 87% less likely to leave
the organization, which indicates that engagement is linked to organizational performance.
[11]
For
example, at the beverage company of MolsonCoors, it was found that engaged employees were five
times less likely than non-engaged employees to have a safety incident and seven times less likely to
have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged
employee was $63, compared with an average of $392 for a non-engaged employee. Consequently,
through strengthening employee engagement, the company saved $1,721,760 in safety costs in
2002. In addition, savings were found in sales performance teams through engagement. In 2005, for
example, low-engagement teams were seen falling behind engaged teams, with a difference in
performance-related costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood).
Life insurance industry[edit]
Two studies of employees in the life insurance industry examined the impact of employee perceptions
that they had the power to make decisions, sufficient knowledge and information to do the job
effectively, and rewards for high performance. Both studies included large samples of employees

32. (3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In both studies,
high-involvement management practices were positively associated with employee morale, employee
retention, and firm financial performance.
[7]
Watson Wyatt found that high-commitment organizations
(one with loyal and dedicated employees) out-performed those with low commitment by 47% in the
2000 study and by 200% in the 2002 study.
[12]

Productivity[edit]
In a study of professional service firms, the Hay Group found that offices with engaged employees
were up to 43% more productive.
[13]
Job satisfaction is also linked to productivity.
[14]

The most striking finding
[citation needed]
is the almost 52% gaps in operating incomes between companies
with highly engaged employees and companies whose employees have low-engagement scores.
High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in
operating income during the study period
[citation needed]
. For example, New Century Financial
Corporation, a U.S. specialty mortgage banking company, found that account executives in the
wholesale division who were actively disengaged produced 28% less revenue than their colleagues
who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged
counterparts. Engaged employees also outperformed the not engaged and actively disengaged
employees in other divisions.
[4]
...

Generating engagement[edit]
Commitment theories are rather based on creating conditions, under which the employee will feel
compelled to work for an organization, whereas engagement theories aim to bring about a situation in
which the employee by free choice has an intrinsic desire to work in the best interests of the
organization.
[15]

Recent research has focused on developing a better understanding of how variables such as quality
of work relationships and values of the organization interact, and their link to important work
outcomes.
[16]
84% of highly engaged employees believe they can positively impact the quality of their
organization's products, compared with only 31 percent of the disengaged.
[4]
From the perspective of
the employee, "outcomes" range from strong commitment to the isolation of oneself from the
organization.
[17]
The study done by the Gallup Management Journal has shown that only 29% of
employees are actively engaged in their jobs. Those "engaged" employees work with passion and
feel a strong connection to their company. About ⅔ of the business units scoring above the median
on employee engagement also scored above the median on performance.
[7]
Moreover, 54% of
employees are not engaged meaning that they go through each workday putting time but no passion

33. into their work. Only about ⅓ of companies below the median on employee engagement scored
above the median on performance.
[7]

Access to a reliable model enables organizations to conduct validation studies to establish the
relationship of employee engagement to productivity/performance and other measures linked to
effectiveness.
[16]

Drivers of engagement[edit]
While it is possible to measure engagement itself through employee surveys, this does not assist in
identifying areas for improvement within organisations. There are a range of factors, known as
drivers, that are thought to increase overall engagement. By managing the drivers, an organisation
can effectively manage engagement levels of its employees. Drivers such as communication,
performance clarity and feedback, organisational culture, rewards and recognition, relationships with
managers and peers, career development opportunities and knowledge of the organisation's goals
and vision are some of the factors that facilitate employee engagement. Some points from the
research are presented below:
* Employee perceptions of job importance - "...an employee's attitude toward the job's importance
and the company had the greatest impact on loyalty and customer service than all other employee
factors combined."
[4]

* Employee clarity of job expectations - "If expectations are not clear and basic materials and
equipment are not provided, negative emotions such as boredom or resentment may result, and the
employee may then become focused on surviving more than thinking about how he can help the
organization succeed."
[8]

* Career advancement/improvement opportunities - "Plant supervisors and managers indicated
that many plant improvements were being made outside the suggestion system, where employees
initiated changes in order to reap the bonuses generated by the subsequent cost savings."
[18]

* Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a
sense of where they’re going, but many organizations are remarkably bad at giving it."
[8]
"'What I
really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"
[13]

* Quality of working relationships with peers, superiors, and subordinates - "...if employees'
relationship with their managers is fractured, then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct reflection of how employees feel about their
relationship with the boss."
[17]

34. * Perceptions of the ethos and values of the organization - "'Inspiration and values' is the most
important of the six drivers in our Engaged Performance model. Inspirational leadership is the
ultimate perk. In its absence, [it] is unlikely to engage employees."/>
* Effective Internal Employee Communications - which convey a clear description of "what's going
on". "'If you accept that employees want to be involved in what they are doing then this trend is clear
(from small businesses to large global organisations). The effect of poor internal communications is
seen as its most destructive in global organisations which suffer from employee annexation - where
the head office in one country is buoyant (since they are closest to the action, know what is going on,
and are heavily engaged) but its annexes (who are furthest away from the action and know little about
what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive
when the head office attributes the annex's low engagement to its poor performance… when its poor
performance is really due to its poor communications.
* Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An
incentive to reward good work is a tried and test way of boosting staff morale and enhancing
engagement." There are a range of tactics you can employ to ensure your incentive scheme hits the
mark with your workforce such as: Setting realistic targets, selecting the right rewards for your
incentive programme, communicating the scheme effectively and frequently, have lots of winners and
reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive
scheme regularly.
[19]
It further tends to improve the overall productivity.
Potential red flags[edit]
 Inappropriate use of Benchmark Data - some of the more well established Employee
Engagement survey companies will state that the most important part of post survey follow up is
related to comparison of internal survey data to numerous external benchmarks. This seems to
have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some
research analysts claim that the standard comparisons by industry sector are flawed others
disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are
in the same automotive sector? The alternative argument is that both organisations would likely
draw from similar worker pools and would as such wish to better understand expectations of
workers in that industry and how they compare to competing employers.
 A focus on data gathering rather than taking action may also damage engagement efforts.
Organizations that survey their workforce without acting on the feedback appear to negatively
impact engagement scores.
[5]

 According to the Conference Board and other recent studies, employee engagement has
deteriorated significantly in the US and the UK over the last five years. Measuring and managing

35. the wrong or incomplete set of engagement drivers is partly if not mostly to blame. Rigorous
engagement measurement encompasses 15 attitudinal drivers formed by employee experiences.
<reference ScarlettSurveys>
Initiatives[edit]
Some of the initiatives commonly undertaken by HR departments towards employee engagement
are:
[20]

 On-boarding: When an employee joins the organisation s/he needs to be exposed to the
organisations policies and culture. There may be some fresh out of campuses that need to know
the basics of communication skills and job related skills. During the induction programme itself,
they can be given an exposure about these aspects, skills sets and the expectations. The on-
boarding event experience itself leaves a mark on the minds of the new recruits about the
company’s desire to enhance their skills.
 Learning and development events: When business practices and processes are changing. In
this environment, there is an acute necessity for enhancing the skill levels of employees already
discharging various functions.
Engagement levels[edit]
Organisations that believe in increasing employee engagement levels concentrate on the following
levels:
[21]

 Culture: It consists of a foundation of leadership, vision, values, effective communication, a
strategic plan and HR policies that are focussed on the employee. Commitment - It is the
foundation of engagement. Employees with high level of organisational commitment are willing to
exert considerable effort for the organisation and make discretionary contributions.
 Cooperation: It encompasses positive relationship among employees within a group. It is the
inherent willingness of individuals working in a team to pull in the same direction and achieve
organisational goals.
 Taking responsibility: Taking initiative and responsibility to become a part of the solutions is an
important ingredient of engagement. For an employee to display loyalty towards his organisation,
the first thing he needs to do is to take responsibility. “Taking responsibility” refer to feeling
empowered. Employees who feel empowered have a sense of belonging and excitement about
their jobs, they feel engaged at an emotional level and are willing to give their best all the time.

The Benefits of Engaging Employees:

36. A positive attitude held by the employee towards the organization and
its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the
benefit of the organization. The organization must work to develop
and nurture engagement, which requires a two-way relationship
between employer and employee.
Here are the key benefits of employee engagement:
·Better performance. Engaged employees work smarter, not
harder. They keep looking for ways to improve performance and
they keep finding them. This means more sales, lower costs,
better quality and innovative products.
Better communication. Engaged employees communicate –
they share information with colleagues, they pass on ideas,
suggestions and advice and they speak up for the organization.
This leads to better performance, greater innovation and
happier customers.
Greater customer satisfaction. Engaged employees go out of
their way to meet customers’ needs. Customers aren’t slow to
notice and this leads to higher levels of repeat business, at a
lower cost to the business than that of acquiring a new
customer.
Better team-working. Employee engagement is about
increasing the employee’s connection with the principles,
strategies, processes, culture and purpose of the organization.
It is a matter of commitment and encouragement. It is a matter
of focusing on business results, and the employees having a
clear sense of responsibility for delivering on the business
agenda.





37. 









            











Greater commitment and team working. Engaged employees
really care about the future of the organization they work for,
they feel proud to work for the company and they get on better
with their colleagues.
Lower employee turnover and greater ability to recruit great
people. Engaged employees don’t leave, despite offers to work
elsewhere and they actively seek out new people who they
believe can help the company get even better.

Engagement

Feeling
Valued &
Involved
Training, development & career.
Immideate Management
Performance Appraisal
Communication
Equal opportunities
& fair treatment
Pay & Benefits
Health & Safety
Co-operation
Family Friendlyness
Job Satisfaction


I
M
P
O
R
T
A
N
C
E

38. Employee Engagement Drives
Sustainability Strategy
While the majority of employees fall under the umbrella of not engaged (emotionally detached)
and actively disengaged (negatively view the workplace), few companies even know how to
engage their employees in social and environmental sustainability. Consider these statistics:
 “Fewer than 1 in 3 employees worldwide (31%) are engaged.” (2011 Employee Engagement
Report by Blessing White Research)
 “Nearly 1 in 5 (17%) are actually disengaged.” (2011 Employee Engagement Report by Blessing
White Research)

Why Are Organizations So Bad at Employee Engagement?
 measuring employee performance and holding employees accountable,


 providing the communication necessary to align each employee’s actions with the organization’s overall business
goals,


 pursuing the employee development necessary to ensure success, and


 making a commitment (time, tools, attention, reinforcement, training, and so forth) to keeping employees engaged over
the long haul because they fundamentally believe and understand that no other strategy will produce as much success –
for both the business and the employees.
Additional Critical Factors to Ensure Employe e Engagement
These factors also influence the willingness of employees to stay engaged and contributing.
 An effective recognition and reward system: in a recognition system that promotes employee engagement, recognition
is available, frequent, and recognizes actions that are truly worthy of recognition. Effective recognition always involves
verbal or written acknowledgement from the employee's manager in addition to any physical reward supplied.

39.  Frequent feedback: the downside of the standard employee performance appraisal is that it is a one-time deal. Effective
performance feedback takes place every day, minimally, weekly for employees who need less interaction with their
manager. Effective feedbackfocuses on what the employee is doing well and what needs improvement. It is clear and
specific and reinforces the actions that the manager wants to see the employee regularly perform.


 Shared values and guiding principles: engaged employees thrive in an environment that reinforces their most deeply
held values and beliefs. Employees are most successful in an organization in which their personal values are in sync with
the organization's stated values and guiding principles.


 Demonstrated respect, trust, and emotional intelligence on the part of the employee's direct supervisor: managers
who relate effectively with employees, who demonstrate that they are personally interested in and care about their
employees, and who elicit employee input and opinions, are golden.


 Positive relationships with coworkers: engaged employees need to work, not just with nice people, but with coworkers
who are equivalently engaged. Coworkers who demonstrate integrity, team work, a passion for quality and serving
customers, and who are passionate about what they do at work, make ideal coworkers in a workplace that fosters
employee engagement.
Employee engagement is fostered by a work environment that exhibits these characteristics. Want
to make progress? Start work in each of these areas. Your success is ensured.
Examine the variables that can impact your employee engagement strategy and increase
their engagement.
1. Age
Young employees and those over fifty are more engaged. Managers need to take steps to
ensure employee engagement doesn’t sink from partial to complete disengagement.
Managers should consider intervention and training opportunities specially aimed at workers
in their forties.
2. Length of Service
Those employed for at least three years are more engaged than the newly employed.
However, engagement is low among people with more than twenty years of service, often
due to lack of motivation or career path maintenance.

40. 3. Position Within the Organization
Those at VP level or above are the most fully engaged. The economic climate and pessimistic
attitude toward “corporate America” may account for the relatively low level of engagement
among senior managers.
4. Education Level
Surprisingly, people with post-graduate degrees are less engaged than people with only an
undergraduate college degree or some college experience. This could be attributed to the fact
that the most educated are underemployed, overqualified, or have greater expectations that
have yet to be met.
5. Income level
Higher income correlates with higher level of engagement. Unsurprisingly, the most
disengaged are those earning less than fifty thousand a year. However, multiple factors can
influence and alter this; for example, managers can help employees feel that their work is
important to the company, help them feel valued, and show them ways in which they can
grow in their career.
6. Full- or Part-time Employment
Part-time workers are less engaged. In the U.S., part-time workers’ engagement may increase
over time, but they continue to stay much less engaged (26%) than full-time employees
(36%).
7. Type of Industry
Client-facing employees, for example, those in sales or customer service, are the type of
employees companies most need to engage. These employees tend to be the lowest paid, but
their position is critical to customer satisfaction. High-level performance boosts customer
satisfaction and company revenue. In some job sectors such as education, manufacturing,
and government, employee engagement is significantly low.

HR and Employee Engagement relationmship:-

HR Responsibility How it relates to employee engagement
Strategic HR Planning  People are the m ain resource that organizations have for delivering services
 Strategic HR planning links HR m anagement directly to an organization's strategic
plan and that means that staff will have m eaningful roles tied to the strategic direction
of the organization
 Strategically planning how your organization will meet its current and future HR
needs and how people will be supported and nurtured within your organization is

41. critical for success
Operational HR
Planning
 At an operational level, organizations put in place HR m anagement practices to
support m anagement and staff in achieving their day-to-day goals
 Whether it's determining how m any employees are needed to deliver services over the
next year or how performance will be m onitored, the HR m anagement practices and
activities need to be planned to answer the question: "Where is our organization going
and how will it get there?"
 An operational plan ensures that employees are properly supported
Com pensation and
Benefits
 Though usually not ranked the m ost important, com pensation is an important factor
in job satisfaction
 An em ployee who feels adequately compensated monetarily is m ore likely to stay with
y our organization
Dev eloping HR Policies  Policies and procedures both communicate the values of y our organization and
prov ide everyone with a consistent process to follow
 Policies and procedures provide your employees with a process to follow and that
knowledge can help them confidently approach situations, particularly difficult
situations
Em ployment
Legislation and
Standards
 Prov incial/territorial and federal governments outline the minimum requirements to
ensure a safe and equitable work environment for em ployees
Job Descriptions  Job descriptions are basic HR m anagement tools that can help to increase individual
and organizational effectiveness
 A well-written job description sets an employee up for success by outlining their
responsibilities and the parameters of their position
 Job descriptions also show how an employee's position contributes to the m ission,
goals and objectives of the organization
Perform ance
Management
 Perform ance m anagement is an ongoing process where the manager/supervisor and
em ployee work together to plan, monitor and review an em ployee's work objectives or
goals and ov erall contribution to the organization
 Motiv ates em ployees to do their best
 Establishes clear communication between the manager and the employee about what
s/he is expected to accomplish
 Prov ides on-going, constructive feedback on performance
 Establishes plans for im proving performance, as necessary
 Identifies the skills and abilities of each employee so that work assignments build on

42. and reflect an em ployee's strengths
 Identifies individual em ployees for m ore challenging work
 Assists and supports staff in achieving their work and career goals by identifying
training needs and development opportunities
 Contributes to the succession m anagement plan so that em ployee skills are developed
and em ployers develop the skills they need to fill an potential HR gap in the future
Learning, Training and
Dev elopment
 Inv esting in training programs helps em ployees develop personally and professionally
Workplace Diversity  Creating an environment where people feel welcome and safe from harassment and
discrimination motives staff to perform
 Absenteeism and performance problems decrease while productivity, morale and
em ployee retention increases
Work Teams and
Group Dy namics
 When you develop and support effective teams, you enhance the power and feeling of
satisfaction of individuals working on the team
 When a team works well, it means that staff trust one another and that leads to better
sharing of knowledge and understanding
Conflict Resolution  In a healthy workplace, there will be conflict
 Hav ing a conflict resolution policy and a process will mean that conflict is constructive
and not destructive
Workplace Wellness
Initiatives
 A healthy workplace m eans m ore than just warding off colds and the flu
 It is m ore holistic and takes into consideration the physical, spiritual, environmental,
intellectual, em otional, occupational and mental health of em ployees
 Wellness promotion doesn't just benefit the employee — an organization filled with
healthy, balanced and fulfilled employees is a productive workplace that retains its
em ployees
Em ployee Recognition  Giv ing employees a sense of shared values and purpose by creating a relationship with
them is important
 When you thank em ployees you value them and that, in turn, is m otivating
 Updating staff on organizational issues through internal communications like e-m ail
updates and newsletters builds the sense of team and their value to the team
Staff-volunteer
relations
 Dev elop a sense of team with staff and volunteers contributing to the organization's
m ission

Besides the traditional all organisations use, empowering employees by delegating them responsibilities and
giving them autonomy to take decisions regarding their job on their own can also increase their productivity. It is

43. worth going beyond the traditional management tools of connectivity to help employees remain motivated and
dedicated to perform their tasks. To achieve this, the organisations can design effective employee engagement
strategies on the basis of the model explained below.

1. Unify the Experiences: Conduct an employee engagement survey in order to find the factors
responsible for engaging and disengaging employees. Unify the common experiences and problems
and design employee engagement strategies accordingly. Sharing of feedback in written is one way of
communicating the experiences and problems.
2. Evolving Through Open Communication: Open communication or face to face communication in the
form of discussions can really help in bringing the various issues and identifying the main problems in
the organisation. It is very essential to establish a proper communication where everyone can put their
views and suggest a solution too. Most of the top organisations ask for suggestions and new ideas from
their employees and then offer rewards on giving the best proposal.
3. Providing Proper Communication Channels: Some employees are comfortable with open face-to-
face communication styles whereas there are some who want to give feedbacks and suggestions in
written. Discovering the best channel of communication and establishing a proper route to share
feedbacks and views plays a vital role.
4. Enabling Conversation Fluidity: Whichever way of communication you choose, ensure that it has
required fluidity. There should not be any hindrance in the established method of communication. Not
being able to provide feedback or share problems and experiences can lead to frustration and distress
among employees. Therefore, ensure that there are no barriers to communication. This can also result
in disengaging the engaged employees.
5. Manage Communication: Managing communication is the last but the most important step in the entire
process. Managers should keep a check on the entire process in order to ensure that it is not adversely
affecting the health of the organisation. They must make sure that it serves the desired purpose and is
not being used negatively.

44. Strategies to enhance employee engagement:-
1. Invest in training and development: As an employer, you are expected to increasingly recognize
the importance of fostering an environment of growth and learning to bring out the best in everyone and
truly advance the stars. You can develop in-house training departments, ally your company with special
training houses and universities, send employees to relevant external training programs identified by
themselves in conjunction with their supervisors, offer internal rotational programs and overseas
assignments as a key career development opportunity and commit to your employees learning and
development in a multitude of other creative and meaningful ways. Besides the company's training
activities, career plans and professional development opportunities ought to be routinely discussed and
formalized. One your employees feel your company has invested in them in this manner, they are far
more likely to uphold its best interests and keep an eye to furthering its goals and enhancing its welfare.
2. Respect employee's needs for work/life balance: The days of clocking in 24 hour days to pay your
dues and earn your company stripes have thankfully given way to a nicer, gentler culture at most of
today's organizations as more and more employees have made it clear that achievingwork/life
balance is an overriding priority for them. As a top employer today, you should be cutting no corners in
ensuring you do nurture and retain top talent by taking a more holistic approach to your employees'
welfare. Work arrangements increasingly available at leading corporations – and which you should aim
to implement - include flexible hours, part-time, job-sharing, telecommuting in additions to sabbaticals
for long-serving personnel or those pursuing special outside interests and extended leave periods for
new parents. To cater to the latter specifically, more and more companies are also offering on-site day
care, vital family support hotlines and more comprehensive family benefits (Why not consider looking
into some of those?) Make sure you are doing what it takes - within the realms of reason and sound
business practice - to respect and cater to your key employees’ priorities outside of the office and take
into consideration the full circumstances of their lives and the outside demands on those lives.
3. Create favorable work conditions: A vital responsibility in being the Top Employer that you are
today consists of increasingly employing creative measures to invest in your employees’ well-being and

45. this extends to providing workplaces and work conditions that are pleasant and conducive to innovation,
hard work, creativity and productivity. Besides generous vacation schemes which employees should be
actively encouraged to take and frequent offsites to get away from the grind, wellbeing during office
hours could also be nurtured with onsite recreation areas, gyms, office sports teams and friendly
company cafeterias that offer wholesome, healthy foods. Meetings, communication flow, company
activities, office and communal area layouts should all be designed to promote a sense of inclusion and
well-being and to maximize employees' level of satisfaction and encourage their active participation. As
a top employer yourself you are undoubtedly aware that employees who feel your company cares for
them and respects them are in turn far more committed and more likely to contribute positively to the
company’s welfare and bottom line.
4. Maintain open channels of communication: As a top employer firmly entrenched in the “most
efficient employers” zone, you are also undoubtedly aware of the importance of allowing a smooth and
unhampered flow of information and communications across layers and functions. Make sure you are
encouraging employees at all times to articulate their ideas, aspirations and concerns; and also keep
them up to date, through regular communications, with regards to the company's direction, vision,
mission, objectives, performance and new initiatives. Conducting regular employee appraisals is a must
as is allowing for 360 degree feedback (where employees are also permitted to voice their concerns
with and expectations of the organisation and their immediate management). Ask employees routinely
during these appraisals - and in other forums - what extra responsibilities they would like to assume.
Discuss their goals, aspirations and short and long-term objectives and factor them into the unit's
planning activities. Listening to employees, even when their requests cannot be met, is a vital ingredient
in enhancing employee loyalty. Successful employee engagement also requires honest and
constructive feedback on a routine basis. This feedback is vital both as a motivational tool and in
channeling talent in the right direction, building on strengths and addressing weaknesses.
5. Create an environment of diversity and inclusion: Employees who feel valued, respected and
included are more likely to contribute positively to your company's bottom line and display loyalty and

46. commitment to the company. Many companies have taken concrete steps to foster an atmosphere
where employees of every rank are included in the decision-making process and their input on all
matters big and small is valued and appreciated – why not follow their steps and look into diversity
programs, cross-cultural hiring practices and culture committees which promote emotional well-being
across the organisation (through social and team-building events)? These are all increasingly important
tools in the human resources lexicon of today's progressive organizations. Many leading corporations
have also formalized coaching programs whereby trained psychologists and/or coaches work with top
employees to help them understand their own strengths and priorities and consequently to map their
potential contributions to the corporation and their own professional advancement over the short,
medium and long term.
6. Formalize reward and recognition programs: Studies have shown, time and time again, that
employees who feel valued, recognized and appreciated are the most loyal. As a Top Employer, you
must make sure formal mechanisms for evaluating and rewarding employees are in place, are
competitive and are in sync with industry norms. Do recognize outstanding performance and reward it
on a periodic basis. Do set regular special initiatives that identify, celebrate, motivate and incentivize
your star employees and promote their loyalty and retention. A meritocratic environment where driven,
career-minded professionals earn the rewards and recognition they deserve for their special efforts is
one that will be most successful in retaining key personnel over the long-term.
7. Participate in community outreach programs: Corporate philanthropy has shown to increase
employee loyalty. Why not adopt CSR programs- not just as a means to give back and to participate in
your larger communities but also as a measure to win the support and respect of your employees?
Employees feel a greater sense of pride and purpose working with an employer that is publicly
committed to altruism, particularly when the causes the company is committed to are in line with theirs
and benefit the greater community in a tangible manner.
Employee Engagement at Parle Products Pvt. Ltd.

47.  Student’s Work Profile (roles and responsibilities)
1. Joining formalities for the new employees.
2. Updating the employee details in the Human Resource
Information System (HRIS).
3. Filing of joining forms, medical reports, performance
appraisal forms, non-disclosure agreements etc.
4. Labeling of file.
5. Tracking the attendance for the employees on contracts
(creating an ex-cell sheet).
6. Coordinating the events in the company.
7. Coordinating the HR induction program, ISMS awareness
program. (Collecting the feedback forms and the attendance
from the employees).
8. Updating and verifying the employee photos, E-mail ids
and other information.
9. Issuing of lunch coupons and tracking the list of
employees for it.
10. Participated in internal auditing.
11. Helping the employees in answering their queries to
certain extent.
12. Issuing temporary access for the employees who fail to
bring access cards.
13. Making attendance register for contract employees.
14. Relating to other departments for stationeries, training
attendance etc.
15. Helping the hr team in their work.

 Description of Live Experiences
I had a good experience in the company, the culture and
communication in the organization was very fair. The supervisors in
the company had a nice interaction with the employees and they give

48. a feedback which can lead employees to improve and perform with
fullest potentials.
I had coordinated various events in the company like induction
program, ISMS awareness programs and many other events for
special days. I had experienced the urge of management to keep the
employees involved in the work and take the optimum usage of their
potentials.
The working environment is fair and the company provides adequate
resources to keep the employee work to their fullest interests. And
lastly I experienced the importance that the company takes for
security and quality to employees and costumers respectively.

RESEARCH OBJECTIVES
Employee engagement is a critical ingredient of individual and
organizational success. Engagement is strongly influenced by
leadership quality, as well as by job and organization features. This
research was designed to determine if the potential for Employees to
be engaged in work can be predicted at the time of their initial
application or work. These studies also provide additional evidence
about the impact of employee engagement on important business
outcomes. The Objectives are:

To examine the effect of engagement such as job Effectiveness
and retention.

To construct and evaluate a measure for predicting employee
engagement.

To examine the effect of supervisor engagement on their
subordinates.

To examine the job satisfaction of the employees working.

49. Research design and methodology.
The data analysis and interpretation is based on the data
collected from 30 respondents through the questionnaire. So
the tabulation is processed in combining and totaling of the
collected data.
Primary data: -
Through interview, discussion, talks, personal interaction etc.
The data were collected by the survey method. Questionnaire
was given to the respondents.
Secondary data: -
Through various books written by various authors, company
files manuals & other publications.
Sample Size
30

Limitations
Time was one of the main constrains.
Reaching out to the right person in the company was a little
difficult task.
To maintain confidentiality.
The company did not disclose certain financial data since they
were confidential which could have been useful for this project.

Analysis of data: -

The various responses are collected from the employees and they
are tabulated and drawn charts as below.
The various responses are collected from the employees and they are tabulated
and drawn charts as below.

1. Overall, how satisfied are you with current job? (Check one response)
Showing the response of the employees,

50. Particular No of samples Percentage

Very Satisfied 15 50

Satisfied 10 33.33333

Neither satisfied
nor dissatisfied 2 6.666667

Dissatisfied 3 10

Very Dissatisfied 0 0

Total 30 100



No. of samples
Percentage
0
10
20
30
40
50
60
70
80
90
100
No. of samples
Percentage

51. The above table shows that 83% of the employees were satisfied with the job and
only 10% of the employees are not satisfies and remaining 7% of the employees
are neither satisfied nor dissatisfied.

2. The leaders of the company care about the employees well being?

Showing the response of employees,

Particular No of samples Percentage
Yes 18 60
No 12 40
Total 30 100




No. of samples
Percentage
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentage

52. The above table shows that 60% employees were satisfied with the leaders of the
company taking care of the employees.

3. Do you have confidence in the leadership of this organization?

Showing the response of employees,

Particular No of samples Percentage
Yes 26 86
No 4 13
Total 30 100




The above table shows that 86% of the employees had trust in the leaders of the
No. of samples
Percentages
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentages

53. company and only 24% of people were lacking confidence.

4. Do you have a good understanding how this organization is doing financially?

Showing the response of employees,

Particular No of samples Percentage
Strongly agree 10 33
Agree 10 33
Neither agree nor disagree 6 20
Disagree 4 13
Strongly Disagree 0 0
Total 30 100



The above table shows that only 66% of employees were having idea about the
financial status of the company and remaining 34% of people had no idea about
the financial status.

No. of samples
Percentages
0
5
10
15
20
25
30
35
No. of samples
Percentages

54. 5. In the company the Employees are treated fairly regardless of race, color,
gender, religion etc.

Showing the response of employees,

Particular No of samples Percentage
Yes 27 90
No 3 10
Total 30 100



The above table shows that 90% of employees had a good opinion about the
culture of the organization.

6. When working, your company inspires and motivates you to perform to
the best of your abilities – every day.

Showing the response of employees,
No. of samples
Percentage
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentage

55. Particular No of samples Percentage
Strongly agree 15 50

Agree 8 26

Neither agree
Nor disagree 3 10

Disagree 2 6

Strongly Disagree 2 6

Total 30 100



The above table shows that 76% of the people agreed that the company
motivates the employee to perform the best of their abilities and only 12%
disagreed to that.

No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

56. 6. I understand the importance of my role to the success of the company?

Showing the response of employees,

Particular No of samples Percentage
Yes 30 100
No 0 0
Total 30 100



The above table shows that every 100% of the employees were aware of their
role in the success of the organization.

8. When it comes to the company’s success, I walk that extra mile and exceed
the expectations of my employers.

Showing the response of employees,
No. of samples
Percentage
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentage

57. Particular No of samples Percentage
Strongly agree 20 66

Agree 7 23

Neither agree

Nor disagree 1 03

Disagree 1 03

Strongly Disagree 1 03

Total 30 100


From the above table it was shown that about 89% of the people agreed to take
up initiative and do extra work to exceed the expectation of the employer.

9. To perform to the optimum I’m provided with adequate resources like
No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

58. computer, phone, work station, stationary etc.

Showing the response of employees,

Particular No of samples Percentage
Very Satisfied 18 60


Satisfied 7 23
Neither satisfied
nor dissatisfied 0 00

Dissatisfied 3 10

Very Dissatisfied 2 06

Total 30 100


No. of Samples
Percentage
0
20
40
60
80
100
No. of Samples
Percentage

59. From the above table 83% of the people agreed that the company provides
enough equipment for the employees to perform the work effectively. And only
16% of people had different opinion.

10. I feel physically safe in my working environment.

Showing the response of employees,

Particular No of samples Percentage
Very Satisfied 15 50
Satisfied 10 33
Neither satisfied
Nor dissatisfied 2 06
Dissatisfied 3 10
Very Dissatisfied 0 00
Total 30 100


No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

60. From the above table it is shown that 83% of the people were satisfied with the
working environment in the organization and 10% of people had different opinion
to this.

11. The process and procedures adopted by my company to evaluate and
promote the employees is fair.

Showing the responses of the employees,

Particular No of samples Percentage
Poor 2 6
Low 3 10
Average 5 16
Good 10 33
Excellent 10 33
Total 30 100



From the above table 66% of the people had a good opinion about the
procedures adopted to evaluate and promote the employees and 33% of people
had different opinion.


No. of saples
Percentage
0
20
40
60
80
100
No. of saples
Percentage

61. 12. My supervisor treats me fairly in work related issues like acknowledges my
work, open to hear my opinions and helps me develop to my fullest potential.

Showing the responses of the employees,

Particular No of samples Percentage
Strongly agree 18 60
Agree 8 26
Neither agree
Nor disagree 1 03
Disagree 2 06
Strongly Disagree 1 03
Total 30 100


From the above table we can conclude that 86% of the people had agreed that
their supervisor treats the employees in a fair manner and only 10% of people
had a different opinion.

13. In the workplace my co-workers give due respect to my thoughts and feelings
and demonstrate a positive attitude.

No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

62. Showing the responses of the employees,

Particular No of samples Percentage
Strongly agree 15 50
Agree 10 33
Neither agree
Nor disagree 2 06
Disagree 2 06
Strongly Disagree 1 03
Total 30 100


The above table shows that 83% of people had a healthy relationship with the
coworkers and they demonstrate a positive attitude which helps the employee to
share the ideas freely with them.

14. This organization provided as much initial training and on going training as I
needed.

Showing the responses of the employees,
No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

63. Particular No of samples Percentage
Strongly agree 17 56
Agree 10 33
Neither agree
Nor disagree 3 10
Disagree 0 00
Strongly Disagree 0 00
Total 30 100


From the table it is shown that about 89% of the people agreed that the company
had provided enough ongoing as well as initial training as needed.

15. The compensation is proportional to the contributions that I make.

Showing the responses of the employees,




No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

64. Particular No of samples Percentage
Yes 22 73
No 8 26
Total 30 100


From the data available about 74% of the people agreed that the compensation
was proportional to the contribution made by the employee.

16. In my company, I’m satisfied with the administration of compensation,
benefits and reimbursement programs.

Showing the responses of the employees,







No. of samples
Percentage
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentage

65. Particular No of samples Percentage
Very Satisfied 5 16
Satisfied 10 33
Neither satisfied
Nor dissatisfied 5 16
Dissatisfied 8 26
Very Dissatisfied 2 6
Total 30 100

From the above table it is shown that 49% of the people were satisfied with the
administration of compensation benefits and reimbursement programs and only
32% of people had a different opinion.

17. In my company the overall benefit plan fulfills all mine and my family’s
minimum needs.

Showing the responses of the employees,



No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

66. Particular No of samples Percentage
Very Satisfied 9 30
Satisfied 7 23
Neither satisfied
Nor dissatisfied 10 33
Dissatisfied 2 06
Very Dissatisfied 1 03
Total 30 100


From the above table 53% of the people were satisfied with the compensation
paid by the company and 9% of the people were dissatisfied with the
compensation benefits and 33% of the people were neither satisfied nor
dissatisfied.

18. When it comes to compensation, my performance is a major yardstick.

Showing the responses of the employees,


No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

67. Particular No of samples Percentage
Very Satisfied 5 16
Satisfied 7 23
Neither satisfied
Nor dissatisfied 10 33
Dissatisfied 4 13
Very Dissatisfied 4 13
Total 30 100



From the above table 39% of people agreed that performance was the major
yardstick to evaluate the compensation in the company.

19. I would like to recommend employment at my company to a friend.

Showing the responses of the employees,


No. of samples
Percentage
0
20
40
60
80
100
No. of samples
Percentage

68. Particular No of samples Percentage
Yes 21 70
No 9 30
Total 30 100


From the above information 70% of people were willing to suggest a friend to join
the company which shows a due respect towards organization.

20. I plan to continue in my company at least two more years.

Showing the responses of the employees,

Particular No of samples Percentage
Yes 17 56.
No 13 43
Total 30 100




No. of samples
Percentages
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentages

69. From the above table 56% of people were willing to stay in the company for the
coming two years, this shows the company had succeeded in retaining the
employees.
4.5 Summary of findings.
According to the survey 83% of employees are satisfied with the
job, this clearly shows that the most of the employees has a feeling
of job satisfaction, which is the major factor for measuring the job
satisfaction.
The employees in the organization have got a clear understanding
about the leadership and planning. The report showing 60% and
40% on the care taken by leaders and confidence on the leader’s
respectively.
A fair and good corporate culture and communication is
maintained in the organization. Tough the communication part
70
regarding the financial status is comparatively low i.e. 66% this is
No. of samples
Percentage
0
20
40
60
80
100
Yes
No
Total
No. of samples
Percentage

70. due to the confidentiality maintained by the company for several
purposes, the treating of employees has gained 90% in the survey.
As per the survey the employees are aware of their role in the
success of the organization, this is also a critical factor in the
employee engagement. The report says 100% of people are aware
of their role, 89% of people are willing to walk extra mile for
accomplishing the goals. This is a positive attitude from the
employee side.
The working environment i.e. the place where employees work is
also a major factor to be considering engaging the employees. As
per the survey 83% of employees given a positive response and
are satisfied with the working environment.
The relation with the immediate supervisor or sub ordinate is also
a major thing for the employees to share their views freely. As per
the survey the supervisors are given enough freedom for
employees to take decision and there exist a fair relationship
between the supervisor and employee.
The major part where the employees are found dissatisfied is the
process and procedures in the company to evaluate and promote
the employees. The satisfaction level is 53%, a point to work on.
As per the survey it is shown that, in the work place the coworkers
give due respect to thoughts and feelings and demonstrate a
positive attitude. The percentage of people agreed to this fact is
83%.
The training and development is an important thing for the
employees to get motivated and engaged, as per the study 86% of
people agree to the initial and ongoing training adopted in the
organization.
71
Finally it comes to compensation and benefits now, any
organization for that matter have a problem in satisfying the
employees in this issue. In the survey major differentiation are held

71. in this issue i.e. 26% of people doesn’t agree that compensation is
proportional to performance and 27% of people doesn’t agree that
compensation structure full fill the needs of the family, and when it
comes performance as a yardstick for deciding the compensation
39% of people agreed to that.
From the above findings we can conclude the following
Belief in the organization.
Desire to work to make things better.
Respectful of, and helpful to, colleagues.
Willingness to ‘go the extra mile’.
A perception that the organization enables the
employee to perform well.
A willingness to behave altruistically and be a good
team player.

The above attributes demonstrate the high employee engagement.

SUMMARY AND CONCLUSIONS
5.1 Summary of learning experience
The following are some of the learning tasks that are experienced in
the management training.
1. Learned how to interact with the employees when they come
for queries.
2. Good grip on the ms excel, due to making reports for
attendance and other works.
3. Known the job profiles of different departments in the
corporate.
4. Experienced how to interact with the executives and
managers in the hr department.
5. Experienced the problems of balancing of work life and study
life.
6. Learned to coordinate in the events and made an active

72. participation.
7. Learned to take up responsibilities.
5.2 Conclusions and Recommendations
CONCLUSION
Employee Engagement is the buzz word term for employee
communication. It is a positive attitude held by the employees
towards the organization and its values. It is rapidly gaining
popularity, use and importance in the workplace and impacts
Organizations in many ways. Employee engagement emphasizes the
importance of employee communication on the success of a
business. An organization should thus recognize employees, more
than any other variable, as powerful contributors to a company's
competitive position.
Therefore employee engagement should be a continuous process of
learning, improvement, measurement and action. We would hence
conclude that raising and maintaining employee engagement lies in
the hands of an organization and requires a perfect blend of time,
effort, commitment and investment to craft a successful endeavor.
Employee engagement is the sum total of the work place behavior
demonstrated by the people. Such behavior is characterized by:
· Belief in the organization
· Drive to work to make things better
· Understanding of business context
· Respect and support for others
· Desire to learn new skills.
The level of employee engagement affects key results such as sales,
customer satisfaction, and innovation and employee turnover. An
engaged workforce is capable of delivering sustained differentiation
and a significant competitive advantage.
RECOMMENDATIONS
Encouraging empowerment. Empowerment is the ability to
make decisions within the work environment without having
to get prior approval. Empowered employees feel

73. ownership for their jobs and their roles in them. An
improvement in this aspect is needed.
Some kind of transparency must be maintained in knowing
the business status of the organization. Meetings must be
conducted at the end of financial year to create awareness
in the employees about the financial status of the
organization.
There must be a clear picture for the employees in knowing
the procedures of formulating the compensation structure because
major differentiation is seen in the satisfaction levels. A fair pay must
be incorporated when performance is taken as the major yardstick.
To take up feedback periodically from the employees
regarding the motivation aspects and they must be given
liberty to question for procedures on compensation if they
are not satisfied.
BIBLIOGRAPHY
Reference Books:
1. Personnel Management by
C.B. Mamoria, C.S.Mamoria & Gankar.
2. Personnel and Human Resource Management by
75
P. Subba Rao.
3. Human Resource Management by.
Dr. P G Aquinas
1. Web site.
www.google.com
www.parleproducts.com

74. Annexure

My name is Mehak Katyal. I am pursuing my BBA in Mody Institute of Technology
& Science,Rajasthan, as a part of my curriculum
I am doing my project in PARLE PRODUCTS PVT. LTD These are
some of the survey questionnaires on EMPLOYEE ENGAGEMENT;
please take a few minutes to complete this study.

QUESTIONNAIRE

Name (optional): _________________________

Age: _________________________

Sex: _________________________

Experience: _________________________

1. Overall, how satisfied are you with current job? (check one
response)

 Very satisfied
 Satisfied
 Neither satisfied nor dissatisfied
 Dissatisfied
 Very dissatisfied

2. The leaders of the company care about the employees well being?

 Very satisfied
 Satisfied
 Neither satisfied nor dissatisfied
 Dissatisfied
 Very dissatisfied

75. 3. Do you have confidence in the leadership of this organization?

 Yes
 No
4. Do you have a good understanding how this organization is doing
financially?


 Very satisfied
 Satisfied
 Neither satisfied nor dissatisfied
 Dissatisfied
 Very dissatisfied

5. In the company the Employees are treated fairly regardless of race,
color, gender, religion etc.


 Yes
 No
6. When working, your company inspires and motivates you to
perform to the best of your abilities – every day.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
7. I understand the importance of my role to the success of the
company?

76.  Yes
 No

8. When it comes to the company’s success, I walk that extra mile
and exceed the expectations of my employers.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
9. To perform to the optimum I’m provided with adequate resources
like computer, phone, workstation, stationary etc.

 Yes
 No
10. I feel physically safe in my working environment

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
11. The process and procedures adopted by my company to evaluate
and promote the employees is fair.

 Poor
 Low
 Average
 Good
 Excellent

77. 12. My supervisor treats me fairly in work related issues like acknowledge my work,
open to hear my opinions and helps me develop to my fullest potential.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
13. In the workplace my co-workers give due respect to my thoughts
and feelings and demonstrate a positive attitude.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
14. This organization provided as much initial training and on going
Training as I needed.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
15. The compensation is proportional to the contributions that I make.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree


78. 16. In my company, I’m satisfied with the administration of compensation, benefits
and reimbursement programs.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
17. In my company the overall benefit plan fulfills all mine and my
family’s minimum needs.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree
18. When it comes to compensation, my performance is a major
yardstick.

 Yes
 No
19. I would like to recommend employment at my company to a
friend.

 Yes
 No
20. I plan to continue in my company at least two more years.

 Strongly agree
 Agree
 Neither agree nor disagree
 Disagree
 Strongly disagree

79.  21. Are there any suggestions to improve your job satisfaction?
………………………………………………………………………………
…………………………………………………………………







Notes

REASON OF PARLE -G MAINTAINING ITS PRICE OF RS.4.00 FOR MTHE
LAST 25YRS????


• Low profit margin.
• Decrease in weight per biscuit.
• Bulk purchase of raw material.
• Reduced wastage- 1% of the 115 TONES
• Increased productivity.
• Availability in remote places.
• Avoid sophisticated packing.
• 100g pack costing Rs 4 has net weight of 93.5g from Jan•2008.
• Parle-G has seen the variation in sales due to increase in price. By
mere 50 paise in 1995.
Parle-G facts

80.  If a month’s production of Parle-G biscuits are
stacked side-by-side, the distance between Earth to
Moon of 7.25 lakh kilometres can be covered.
 100 crore (1 billion) packs of Parle-G are produced
monthly.
 Parle-G biscuits are sold in more than 50 lakh (5
million) retail stores.
 4,551 Parle-G biscuits are consumed per second.
 Parle-G sells more than all the biscuit brands sold
in China which is the fourth largest biscuit market
in the world.
 From mid-90s to mid-2000 the price of Parle-G
packs remained unchanged.
Value for Money
Parle-G is also a complete ‘value for money’ product. Parle-G has held its price line fixed from 1994 to
2008 to Rs 4 a pack. In 2008, the price was increased to Rs 4.50, but the company went back to Rs. 4 soon
by reducing the weight marginally. Today Parle-G is available at Rs 1, Rs 2, Rs 3, Rs 4, Rs 5, Rs 10, Rs 20
and Rs 50.
One of the major strength of the Parle-G biscuit is that the biscuit is available even in the most remote
places in India. One can easily find a Parle-G pack in villages with a population of 500.
Health
Parle-G is rightly described as “Swad se bhara,
swasthya se bhara!” meaning full with taste, full with

81. health. Besides its universally likable taste, the biscuit
is often carried by people suffering from Low BP,
which act as energizers in emergencies. People
suffering from Diabetes too carry them to increase the
glucose level in their body. Parle-G’s health platform
makes the brand more popular among common masses.
A single pack of biscuit offers 450 calories.

News

Parle to launch premium glucose biscuit
Sagar Malviya, ET Bureau May 14, 2012, 02.31PM
IST


Tags:
 Parle Products|
 Parle G Gold|
 Parle G|
 Mayank Shah|
 biscuit and confectionery manufacturer

82. Parle Products, India's largest biscuit and confectionery
manufacturer, has entered the premium market by
launching Parle G Gold to target the urban markets.
Parle G is by far the leader in the glucose biscuit
category for more than seven decades.
Commenting on the launch of Parle G Gold,
Mr. Mayank Shah, Group Product Manager, Parle
Productssaid, "The glucose segment has not seen any
action or any significant launch in last few years, thus
making it a good time to launch Parle G Gold. With the
consumer preferences and needs changing with time,
we would like to offer them an option of premium
glucose biscuit with richer formulation.

Parle G Gold offers exactly the same to them. With this
new launch we are looking at increasing glucose
category by 15% over the next financial year."
The new product is currently available in and around
Mumbai and the company is planning to extend its
presence for Parle G Gold, across India in phased
manner.

83. Glucose is the one of the oldest category in the biscuit
market, contributing close to 35% in volume to the
entire Indian market.
Parle G dominates the glucose segment with 80%
market share, catering to every spectrum of the society.
The glucose category growth is 15%, which is largely
driven by Parle G.
The product is currently available in pack size of 100
grams at Rs.10 price point across kirana and modern
trade outlets.