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DECALARATION
Students of class T.Y.BMS. Semester-Fifth Div- A academic year 2009-2010
studying at Rizvi College of Arts, Science and Commerce, herby declare that the
work done on the project entitled Complete Analyses of Lijjat is true and any
reference used in the project is duly acknowledged.
Name of students Roll no. Signature
Yasmin Mujawar 30 (Group Leader)
Sufia Ansari 06
Azra Mirza 27
Karan Karkee 13
Nilesh Jaiswar 12
Date-
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CERTIFICATE
We, hereby certify that
Name of students Roll no.
Yasmin mujawar 30(Group leader)
Sufia ansari 06
Azra mirza 27
Karan karkee 13
Nilesh Jaiswar 12
studying in class T.Y.B.M.S. Semester V, Div A, academic year 2009-10 at Rizvi
College Of Arts, Science & Commerce has completed project entitled Complete Analyses
of Lijjat under my guidance.
To the best of my knowledge information in the project is original and authentic.
Signature
(Name-Prof.Shaneen mukadam)
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ACKNOWLEDGEMENT
First of all we would like to thanks the Mumbai University for having the
projects as a part of the B.M.S. curriculum.
Many people have influenced the shape and content of this project and many
supported me through it. We express our sincere gratitude to prof. Shaneen
mukadam for assigning me a project on which is an interesting and exhausting
subject. Complete Overview Kingfisher Airline
We would express our gratitude towards my all the group members without
whose immense support would not have being possible.
Their guidance, active support and help have made it possible to complete the
assignment.
We would also like to thank my family who have helped and encouraged me
throughout the working of the project.
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Executive Summary
The story of Lijjat Papad is full of entrepreneurial vase only. Shri Mahila Griha
Udyog Lijjat Papad, popularly known as Lijjat, is an Indian women's organizationmanufacturing various products. The organization's registered office is situated in
Mumbai and it has 67 branches and 35 divisions all over India. Started in 1959
with a capital of INR 80, Lijjat today has an annual turnover of around Rs. 315
crore (Rs. 3.15 billion), with Rs. 12 crore in exports and has around 42,000
employees. Lijjat is primarily a cottage industry, urban by its origin that has spread
to the rural areas. It is considered as one of the most remarkable enterprenual
initiative by women that is identified with women empowerment in India
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INTRODUCTION
Be it an evening snack, or a banquet or a meal at home, the Papad finds its due place on
the dining table. No Indian meal is complete without it, and India's biggest `Papad'
success story is undoubtedly, Lijjat.
Everyone enjoys 'rags to riches' stories and everyone likes tales of stupendous success
achieved through sheer determination. The story of Shri Mahila Griha Udyog Lijjat
Papad is all that and much more.
Intro To the Industry:
Shri Mahila Griha Udyog Lijjat Papad is registered under the KVIC Act- (Khadi &
Village Industries Commission)
The Khadi and Village Industries Commission (KVIC) is a statutory organization
established in 1956 by an Act of Parliament. It plays a pivotal role in the strengthening of
rural economy by promoting and developing Khadi and village industries. The main
objectives of the KVIC include skill improvement, providing employment in rural areas,
transfer of technology, rural industrialization and promoting self-reliance among the
people and to build up a strong rural community base.
The functions of the KVIC are generally to plan, promote, organize and assist inimplementation of programmes for the development of Khadi and village industries. To
achieve this, it undertakes:
Financing of eligible agencies;
Building of reserves of raw materials and implements supplying them at such rates as
may be decided;
Training of persons employed or desirous of seeking employment in Khadi and village
industries, supervisors and other functionaries;
R&D in Khadi and village industries products;
Promotion and encouragement of cooperative efforts among the persons engaged inKhadi and village industries.
The Khadi & Village Industries Commission (KVIC) has been playing an important role
in the Indian economy as a vehicle for generating large-scale employment with low
capital investment and short gestation period. Emphasis is to provide improved tools and
implements to the artisans in khaki as well as various village industries.
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Reason for formationof Lijjat
Lijjat was the brain child of seven semi-literate Gujarati housewives from Bombay (now
Mumbai). The women lived in Lohana Niwas, a group of five buildings in Girgaum.They wanted to start a venture to create a sustainable livelihood using the only skill they
had i.e. cooking. The seven women were Jaswantiben Jamnadas Popat, Parvatiben
Ramdas Thodani, Ujamben Narandas Kundalia, Banuben. N. Tanna, Laguben Amritlar
Gokani, Jayaben V. Vithalani, and one more lady whose name is not known
The women borrowed Rs 80 from Chaganlal Karamsi Parekh, a member of the Servants
of India Society and a social worker. They took over a loss-making Papad making
venture by one Laxmidasbhai and bought the necessary ingredients and the basic
infrastructure required to manufacture papad. OnMarch 15, 1959, they gathered on the
terrace of their building and started with the production of 4 packets of Papad. Theystarted selling the papad to a known merchant in Bhuleshwar. From the beginning, thewomen had decided that they would not approach anyone for donations or help, even if
the organization incurred losse.
Chaganlal Karamsi Parekh, popularly known as Chaganbapa, became their guide.
Initially, the women were making two different qualities of papads, in order to sell the
inferior one at a cheaper rate. Chaganbapa advised them to make a standard papad and
asked them never to compromise on quality. He emphasized to them the importance of
running it as a business enterprise and maintaining proper account.
Lijjat expanded as a cooperative system. Initially, even younger girls could join, but later
eighteen was fixed as the minimum age of entry. Within three months there were about
25 women making papads. Soon the women bought some equipment for the business,like utensils, cupboards, stoves, etc. In the first year, the organization's annual sales were
Rs. 6196. The broken papads were distributed among neighbours.
During the first year, the women had to stop production for four months during the rainy
season as the rains would prevent the drying of the papads. The next year, they solved theproblem by buying a cot and a stove. The papads were kept on the cot and the stove
below the cot so that the process of drying could take place in spite of the rains.
http://en.wikipedia.org/wiki/Gujarati_peoplehttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Girgaumhttp://en.wikipedia.org/wiki/Papadhttp://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Kalbadevihttp://en.wikipedia.org/wiki/Worker_cooperativehttp://en.wikipedia.org/wiki/Utensilhttp://en.wikipedia.org/wiki/Cupboardhttp://en.wikipedia.org/wiki/Stovehttp://en.wikipedia.org/wiki/Gujarati_peoplehttp://en.wikipedia.org/wiki/Bombayhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Girgaumhttp://en.wikipedia.org/wiki/Papadhttp://en.wikipedia.org/wiki/March_15http://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Kalbadevihttp://en.wikipedia.org/wiki/Worker_cooperativehttp://en.wikipedia.org/wiki/Utensilhttp://en.wikipedia.org/wiki/Cupboardhttp://en.wikipedia.org/wiki/Stove7/27/2019 Lijjat a Cooperative
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The group got considerable publicity through word of mouth and articles in vernacular
newspapers. This publicity helped it increase its membership. By the second year of its
formation, 100 to 150 women had joined the group, and by the end of the third year it had
more than 300 members. By this time, the terrace of seven founders could no longeraccommodate the members and the ingredients, so the kneaded flour was distributed
among the members who would take it to their homes and make papads. The papads werebrought back for weighing and packaging.
An attempt to start a branch in Malad suburb of Mumbai, in 1961, was unsuccessful. In
1962, the nameLijjat(Gujarati for "tasty") was chosen by the group for its products. The
name was suggested by Dhirajben Ruparel, was chosen in a contest held for the purpose,
with prize money of Rs. 5. The organization was named Shri Mahila Griha Udyog Lijjat
Papad. In many Indian languages, Mahila means women, Griha means home, Udyog
means industry. By 1962-63, its annual sales of papads touched Rs. 1.82 lakh.
In July 1966, Lijjat registered itself as a society under the Societies Registration Act
1860. In the same month, on Chaganbapa's recommendation, U N Deodhar, the chairman
of KVIC personally inspected the Lijjat. KVIC or Khadi Development and VillageIndustries Commission is a statutory body set up by the Government of India for
development of rural industries. In September 1966, KVIC formally recognized Lijjat as
a unit belonging to the "processing of cereals and pulses industry group" under the Khadi
and Village Industries Act. It was also recognized as a "village industry". In 1966, KVIC
granted it a working capital of Rs. 8 lakhs (0.8 million) and was allowed certain tax
exemption.
An attempt to start a branch in Sangli town, in 1966, was unsuccessful. The first branch
outside Maharashtra was established at Valod, Gujarat in 1968. After tasting tremendous
success with their papads, Lijjat began producing other products like khakhra (1974),
masala (1976), vadi, wheat atta, and bakery products (1979). In 1970s, Lijjat set up flourmills(1975), printing division (1977) and polypropylene packing division (1978). The
group also initiated some unsuccessful ventures such as cottage leather (1979), matches
(1979), and agarbattis (incense sticks.
http://en.wikipedia.org/wiki/Word_of_mouthhttp://en.wikipedia.org/wiki/Maladhttp://en.wikipedia.org/wiki/Gujarati_languagehttp://en.wikipedia.org/wiki/Indian_languageshttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Sanglihttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Masalahttp://en.wikipedia.org/wiki/Polypropylenehttp://en.wikipedia.org/wiki/Word_of_mouthhttp://en.wikipedia.org/wiki/Maladhttp://en.wikipedia.org/wiki/Gujarati_languagehttp://en.wikipedia.org/wiki/Indian_languageshttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Khadi_Development_and_Village_Industries_Commissionhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Sanglihttp://en.wikipedia.org/wiki/Gujarathttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Masalahttp://en.wikipedia.org/wiki/Polypropylene7/27/2019 Lijjat a Cooperative
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EVALUTIONS of LIJJAT
Decentralizations
In two words -- decentralization works. Lijjat, have never shied away from sharing power
in all our activities. The Sarvodaya philosophy has always been our ideal.
All sister members of the institution are the owners. As I mentioned earlier, all profit or
loss is shared. Only we have the authority to decide the manner in which profit or loss
should be apportioned among ourselves.
The committee of 21 members manages the affairs of the institution. There are also
Sanchalikas, or supervisors, for each centre to look after the daily affairs of a centre. Butthe work of the institution is such that each and every member can take any initiative or
any decision.
At the same time, each and every member has the veto power. All decisions, major or
minor, are based on consensus among members. Any single member's objection can
nullify a decision.
Another important fact about the institution is that no male can become a member and no
male employee whether working or honorary or on salary basis has voting rights.
Other than following this philosophy for our institutional set up, we have try to avoid the
usual 'management nightmares.' For instance, production is carried out not in one central
location but in hundreds and thousands of individual homes.
The branch system ensures that every activity happens within its own ambit. Testing for
quality and packaging are done at every branch.
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Imagine if all the production from all over India were to be gathered at one central office
where it would be checked for quality, packed, transported to various depots anddistributors, if collection were to be centralised and if distribution of vanai and profits too
were centralised. Wouldn't it be a logistical nightmare?
Our solution is simple. Let the branch be responsible for all activities from production to
packaging to collection and distribution of vanai and profit for its particular geographical
region. In following this simple system, we don't solve management problems, but avoid
them.
Certain activities, however, are centralised. For one, all raw materials are purchased in
Mumbai and then distributed to the 62 branches to ensure consistent quality of Lijjat
Papad.
Given the vastness of India, every region produces different quality of urad, rice, spices,
et cetera. If procured locally, the final product would never be consistent in quality and
Lijjat would have no USP (unique selling proposition) in the market.
The other centralised process is the grinding of flour. We own two grinding mills, one in
Vashi (Navi Mumbai) and one in Nashik (in Maharashtra). Since the raw material is
purchased in Mumbai, grinding the flour at our own mills helps reduce costs.
Pricing of the products is also done at the head office. Lijjat papads all over India cost Rs
16.25 a kg. This price factors in the cost of raw materials, transport, taxes, distributors
commission, profit percentage and so on.
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Diversification
Shri Mahila Griha Udyog has diversified its various activities. Besides it's world
famous papads it also currently has -
A Flour Division at Vashi (Mumbai) where flour is milled from Udad Daland Moong Dal.
A Masala Division at Cottongreen (alongwith a Quality Control Laboratory)
at the same place where different kinds of spice powders like Turmeric,
Chillies, Coriander and ready mix masala and like Garam Masala, Tea
Masala, Pav Bhaji Masala, Punjabi Chole Masala etc. are prepared and
packed in consumer packs.
A Printing Division also at the same place.
Lijjat Advertising Division at Bandra (Mumbai)
A Khakhra Division at Buhari (Dist-Valod)
Chapati Divisions at Wadala, Borivali, Mulund & Kandivali (Hanuman
Nagar)
A Polypropylene set-up at Kashi-Mira Road.
A Vadiproducing factory at Valod.
A Bakery Division at Valod.
A Detergent Powder and Cakes manufacturing unit at Pune (Sanaswadi)
and Hyderabad.
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Targeting and Equity Issues
By the nature of its work and philosophy, Lijjat is a self-targeting enterprise.
Its pro-poor bias is part of its institutional genetic code. It is an articulated
working philosophy that the organisation is neither for the poor sisters, nor
for the rich ones (Basic Philosophy and Practices of our Organisation, Symbol
of Womens Strength- Lijjat Press 2004)
Since only women from the lower income groups are actually willing to do the work of
rolling papads, in itself a highly laborious and time consuming undertaking, the nature of
the activity makes for a self-selection among the economically active poor. There is also
self-selection in terms of women with a somewhat entrepreneurial aptitude since the
earnings are both in the form of both in the form of wages and shared profits. What iseven more important is their sense of ownership of the enterprise and the role that many
of them play in management.
This makes Lijjat one of the most equitably owned and managed enterprises operating
at this level. It also accounts for its rapid expansion and growth, which is a
reflection of a collective decision. Without proclaiming themselves as icons
of gender equity, the Lijjat members have demonstrated that it is possible to
run a profitable commercial enterprise entirely for and by women
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.
Marketing and Technology Linkages
One of the reasons for the success of the program is the well defined
strategy of forward and backward linkages in the project. This was facilitated
with the establishment of producers co-operatives, which helped in both
aggregation of produce as well as distribution of inputs, thereby creating
economies of scale in both the functions. The aggregation of produce also
helped in higher realization of prices.
The strategy of local value addition through peoples institution helped in
higher retention and thereby income among the producers. This was done
through the establishment of processing centres in a cluster of villages for
both mango and cashew. For marketing of the produce, the creation of
brand Vrindivan was another significant step which helped in tapping the
local retail market for mango pickles and pulp.
The marketing support function is done through the 12 Co-operatives,
which also acts as an apex body for 12-15 Ayojan Samitis. These institutions
are engaged in mango and cashew processing, marketing of farm produce,
purchase of inputs in bulk and distributing the same in a decentralised manner.
The wadi farmers have contributed Rs. 14.2 lakhs as a share capital. The
Vasundhara Co-operative is the oldest co-operative, which is providing the
marketing support to all newly formed co-operatives. In the financial year
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2003-04, about 192 tonnes of cashew and 560 tonnes of mango was
processed. The sales turnover of Vasundhara co-operative in 2000-01 was
Rs. 72.61 lakhs and it increased to Rs. 204.21 lakhs in 2003-04, registering
a growth of around 200 percent.
Replicability Potential
The spread of the program in the number of villages in three districts itself
is an evidence of the scope of replicability of the program. The intervention
can be started in hilly terrain or even in the plains with suitable agro-climatic
conditions with moderate to high rainfall areas. One of the key elements of
success is to ensure a market of the produce, which may not be done through
the program, at least in the initial stages.
The same program can be replicated around other activities, which can
judiciously use the existing natural resource base but with a shift from traditional
agriculture. The possible avenues could be floriculture, olericulture or even
cultivation of medicinal plants but with an existence of an assured buyer.
Financial Linkages
One of key factors to Lijjats success in terms of outreach and rapid scaling
up is the policy of internal generation of resources and rotating working
capital on a weekly/biweekly cycle. Marketing is on a strictly cash-and-carry
basis, allowing for funds to be continuously recycled in the business profit
margins were such that they enabled a rapid scaling up of operations through
continuous expansion. The Sisters Savings Fund is also available to the each
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of the Lijjat branches, to tide over short-term cash deficits, in case of necessity.
In addition to self-generated resources, borrowings from KVIC were resorted
to as and when required.
Business working model of Lijjat (structure)
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Distribution Channel of LIJJAT
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MAIN PRODUCTS
Lijjat's manufactures several products, of which the papad is the most famous:
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Papad (Five flavours: lasan, moong, mirch, Punjabi and urad
Khakhra
Appalam
Masala
Vadi
Gehu Atta (Wheat flour)
Bakery products
Chapati
SASA Detergent Powder
SASA Detergent Cake (Tikia)
SASA Nilam Detergent Powder
SASA Liquid Detergent
Lijjat has several divisions and manufacturing unit
Flour Division (Vashi)
Masala Division and Quality Control Laboratory (Cotton Green)
Printing Division (Cotton Green)
Advertising Division, Bandra
Khakhra Division, (Buhari, Valod district)
Chapati Divisions at Wadala,Borivali,Mulund and Kandivali
Polypropylene set-up (Kashi-Mira Road)
Vadi factory (Valod)
Bakery Division (Valod)
Detergent Powder and Cakes manufacturing unit (Dahisar) and office (Borivali)
http://en.wikipedia.org/wiki/Vashihttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Bandrahttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Valodhttp://en.wikipedia.org/wiki/Chapatihttp://en.wikipedia.org/wiki/Wadalahttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Mulundhttp://en.wikipedia.org/wiki/Kandivalihttp://en.wikipedia.org/wiki/Mira_Roadhttp://en.wikipedia.org/wiki/Dahisarhttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Vashihttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Cotton_Greenhttp://en.wikipedia.org/wiki/Bandrahttp://en.wikipedia.org/wiki/Khakhrahttp://en.wikipedia.org/wiki/Valodhttp://en.wikipedia.org/wiki/Chapatihttp://en.wikipedia.org/wiki/Wadalahttp://en.wikipedia.org/wiki/Borivalihttp://en.wikipedia.org/wiki/Mulundhttp://en.wikipedia.org/wiki/Kandivalihttp://en.wikipedia.org/wiki/Mira_Roadhttp://en.wikipedia.org/wiki/Dahisarhttp://en.wikipedia.org/wiki/Borivali7/27/2019 Lijjat a Cooperative
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Others players Competing with LIJJAT
There is hardly any competition for lijjat because of its great market share and their
brand image. But there are some others players such as:-
1) Royal
2) Ganesh and other local brands.
Future Impact of LIJJAT
The future is never planned in lijjat papad.
They just believe in opening new branches in areas from were they receive complaints
(like no proper supply).
To come up with product which can provide employment to more and more womens?
The Institution thus paves the watt for women to become selr-reliant and self-confident.In the process Lijjat provides them The platform for improving their status in the
society ,which is their justified right.
The ladies are brimming with confidence. Lijjat is an Institution which has stood the trial
of time and tribulation and has achieved success because when basic management
principles and uncompromising quality consciousness are applied in conjunction with
sound business principles, there can be only one way for the ladies of the Lijjat-a brighter
and happier tomorrow .the pride and joy of fulfillment of cearting an opportunity for sent
employment of ladies in rural areas and to provide quality product at economical prices,
has diversified into manufacture of detergents with active support and blessings of khadi
& village Industries Commission as per KVIC act 1956.
The process of ,manufacturing detergent powder consists of manual mixing of various
chemicals, sieving the product and thenpacking it in poly bags.
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Detergent manufacturing provides theruralwomen withmeans of dignified and
respectable earnings.
Practical knowledge on LIJJAT
Lijjat papad is INDIAS biggest institution which is
By the women
For the women
And to the women.
Lijjat has no single owner
Only ladies work there but they treat as their joint co-owners
(Joint co-owner: Profit distributed equally)
42,000 womens work all over India
Lijjat papad has 72 branches
PERFORMING OF BRANCHES
Work starts early in the morning at around 4.30-5.30
In the morning dough is prepared and the womens are given dough to take at home.
The womens have to roll and dry the dough at home and get them the next day.
MONSOONS: Only local papad is prepared. Papad is not prepared to export during
monsoons.
HOW TO BECOME A MEMBER
A form is to be filled in the pink book.
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MOTIVE
To provide more and more employment to the womens and to generate employments
opportunities to others as expanding.
REGISTERED
Lijjat papad was registered under Bombay Public Trust Act, 1996.
TECHNOLOGY
NO machines are used in preparation of lijjat papad
As motive is to provide employment to more and more women.
So no use of machines.
But machines are used in others production of others products such as SASA detergents
etc.
SASA DETERGENT
Sasa detergent is now being shifted to Pune and Hyderabad.
Only ladies are working there.
1,200 ladies work for sasa detergent.
The work is done manually.
RAW MATERIALS FOR LIJJAT PAPAD
The raw materials are centrally purchased in Mumbai.
Black gram,hing(from iran),spices(from cochin) and garlic are centrally purchased in
Mumbai and then these raw materials are processed and then it is sent to the branches.
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Market share of LIJJAT PAPAD
If there is no competition than the quality will not be maintained.
Hence, competition is necessary.
Lijjat papad has 90% market share.
And the rest are owns by others
OTHER PRODUCTS SUPPLY IN MUMBAI HOTELS
They also provide chapattis to various institutions, hotels etc.
E.g. Chapatti is supplied to JW MARRIOT, Mahendra and Mahindra etc.
NO WAGES BUT VANAI
VANAI is the daily wages they earn.
It is called as vanai and not wages as the womens work there as joint co-owners and not
labors. The womens gets daily vanai.
DAILY WORK OF ROLLING PAPAD
Womens get Rs.21 for per kg of papad they make.
Minimum the women have to roll and dry 5kg of papad.
ACHIEVEMENT
It has received a back to back award from Khadi and Village Industries Commission asBest Village from 1998 to 2001.
Lijjat was also features in the programmed BUSINESS BIZARRE on BBC World,
CNBC and Star TV.
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INDEX
INTRODUCTION
REASON FOR THE FORMATION OF LIJJAT
EVOLUTION OF LIJJAT
BUSINESS STRUCTURE
MAIN PRODUCTS
PRACTICAL KNOWLEDGE ON LIJJAT
OTHERS PLAYERS COMPETING WITH LIJJAT
FUTURE IMPACT
RECOMMENDATION
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Recommendation
They must try to concentrate more on their business than their women
empowerment. They must try to bring constant change in their business to grow
more so that they can provide more employment opportunities.
They must try to bring changes in the PRODUCTS and to their PACKAGING its
very important factor due to its visuals appearances. They must try a different
packing e.g. color, pack, print etc.
Expanding the business is an very important factor for any company so as to
LIJJAT though its a cooperate but they follow the same mode of process as
corporate. So as same applies to LIJJAT they must try to expand their business in
the near by countries such as NEPAL, SRILANKA etc. its just an e.g. they must
try to go international.
Their market share of PAPAD is amazing they can improve in others sectors or
other products also by ways of various strategy research marketing of their
products etc. They must try to increase their others products sales also.
As they are in FMCG goods provider they must expand their product line by
coming up with new products such PICKLES, SWEETS as laddu, ready made
gulab jamun etc. this will also help their business to expand.
Coming up with a new product and hoping that product to be a success is very bigtask. PROMOTION can be a very useful weapon here. Providing small amount or
small part of that product with the existing one can do a job of survey. Through
the response of the customer they will come to know that the products will survive
in the market or not.
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Advertising play a very important role in products sales because due to looking at
the ads people come to know about the products. Advertise may cost but at the
same time they make a presence of the products in the market. Advertisement of
new products is important so that the people come to know the presence of it.
BIBLOGARPHY
WWW.GOOGLE.COM
http://www.google.com/http://www.google.com/