INVERTTS INSTITUTE OF MANAGEMENT STUDIES

PROJECT REPORT ON
BL Agro
SUBMITTED TO ---MR ANIL CHAND
BEG SUBMITTED BY FAISAL
INTRODUCTION TO BL AGRO
CONTENTS 1INTRODUCTION 2OBJECTIVE 3METHODOLOGY 4COMPANY PROFILE 5LITRATURE 6DATA PRESE
NTATION 7CONCLUSION
8RECOMMENDATION
9BIBLIOGRAPHY
ACKNOWLEDGEMENT
CHAPTER 1
INTRODUCTION AND HISTORY
With a history that goes back to 50 years, B.L. Agro Oils Ltd. is a company with
a simple corporate objective - to manufacture, package and market the
purest possible edible oil that would offer healthier and tastier solution to mi
llions of consumers. Currently, B.L. Agro is in the business of Refining, Qualit
y Control, Packaging and Marketing of branded mustard and other edible oils
VISION To be a way of life for every Indian.
MISSION
To be the benchmark in purity and perfection. To achieve a leadership position i
n the Indian market and to become the preferred Indian edible oil name globally.
QUALITY POLICY
B.L. Agro Oils Ltd. is committed to total customer satisfaction, and compliance
with regulatory bodies at all times and at maximum effectiveness. We aim to - Co
nsistently enhance our understanding of market dynamics and changing customer ne
eds so as to offer finest quality products that at all times meet our customers'
expectations and the ever changing demands of the market place. - Provide a hig
h level of service to our customers with minimum cause for
complaint. - Maintain a healthy & constructive work environment that enables per
sonnel to produce optimal output. - Continually comply with the requirements of
ISO 9001:2000, ISO 14002:2004, HACCP and other government regulations and contin
uously improve the effectiveness of our Quality Management System. With a histor
y that goes back to 50 years, B.L. Agro Oils Ltd. is a company with a simple cor
porate objective - to manufacture, package and market the purest possible edible
oil that would offer healthier and tastier solution to millions of consumers. C
urrently, B.L. Agro is in the business of Refining, Quality Control, Packaging a
nd Marketing of branded mustard and other edible oils.
MANAGEMENT
The foundations of B.L. Agro were laid half a century ago by its Managing Direct
or, Shri Ghanshyan Khandelwal - a veteran of the Indian mustard industry. Since
then the management of B.L. Agro has gained an unmatched, in-depth insight of th
e industry and the continuously evolving customer needs. The leadership at B.L.
Agro has a vision for the future and their acumen in adapting to the changing ti
mes has translated into consistent growth by the company. However, the most impo
rtant attribute of the B.L. Agro leadership is the un-
fallible commitment towards quality, towards customers and towards community at
large. At B.L. Agro 'No Compromise with Quality' is a guiding philosophy. And th
e management takes it as their responsibility to not just ensure the highest qua
lity standards of company's products but also to instil this 'quality attitude'
in every member of the B.L. Agro organization.
Another distinctive characteristic of the B.L. Agro management team is their str
ong belief that Success and growth do not mean much unless accompanied by trust a
nd respect from the community. And over the years this belief has ensured that as
a corporate citizen, B.L. Agro Oils Ltd. earns an image of one of the most resp
ected and revered organisation in its region of activity
A true entrepreneur, Ghanshyam Khandelwal stepped into the mustard oil trading b
usiness in the 1950s when he was still at a very young age. Beginning from Barei
lly, he single-handedly expanded operations and soon transformed Bail Kolhu into
one of the most preferred mustard oil brand in the entire belt of Eastern UP. A
man of foresight and vision Ghanshyam Khandelwal has been the guiding force beh
ind consistent growth of B.L. Agro Oils Ltd. With an eye on the future, he has,
over the years, displayed a tremendous prowess for anticipating the changing con
sumer needs and has repeatedly led the organisation to be a winner in a dynamic
industry scenario. The mantras of
his success include his unflinching commitment towards quality and his passion f
or perfection.
An un-doubted achiever, he is a man of undaunted determination and courage along
with exemplary business acumen. What distinguish Ghanshyam Khandelwal are his p
hilosophies that originate from his commitment towards the community. A man of v
alues, he strongly believes in business ethics and corporate social responsibili
ties. Ghanshyam Khandelwal, Managing Director Post Graduate in Commerce, Ashish
Khandelwal joined his father's business at a very young age. A quick learner and
a very hard worker he learnt the nuances of the trade within no time and establ
ished himself as a growth motivator by bringing in new-age marketing concepts an
d fresh opportunities. With extraordinary abilities in sales and channel managem
ent, Ashish
Khandelwal has an unmatched hold on the market pulse. Still in his prime youth,
he has already played a key role in taking B.L. Agro to newer heights. In his le
adership, the company entered into the consumer packs segment and the venture re
sulted in unprecedented success. Having spent over 12 years in this trade, Ashis
h Khandelwal possesses a rare combination of experience as well as youthful exub
erance. With a futuristic outlook, he has an unmatched ability to think ahead of
the times and a vision that is set to take B.L. Agro into a glorious future.
Ashish Khandelwal
Director - Finance & Sales BTech from IET, Lucknow and MBA from ICFAI, Hyderabad
, Richa Khandelwal adds a fresh dimension to the management competencies at B.L.
Agro. Among her many contributions to the organisation is her vision to take B.
L. Agro to the highest national and international level. With path-breaking idea
s, Richa Khandelwal has played a key role in further strengthening the Bail Kolh
u and other B.L. Agro brands and has led its expansion into Delhi NCR and other
newer territories with outstanding success. In a short span of time, she has tur
ned Bail Kolhu into a household name in Delhi that has already become the larges
t selling mustard oil in certain regions.
Always a forward looking person, Richa Khandelwal has helped the organisation ge
t into an overdrive with her astute marketing strategies and innovative techniqu
es.
Richa Khandelwal
Director - Marketing
What Drives Our Success The Market and Consumer Insights possessed by B.L. Agro
leadership is unparalleled. B.L. Agro understands that Fooding habits of consume
rs are very individualistic and vary from house to house. And in order to make a
long term relationship with the collective base, the company needs to pack Real
Customer Delight in each pack that it offers. Moreover what has brought laurels
to B.L. Agro and awarded it a leadership position is the company's ability to a
nticipate and adopt to Market Demand Shifts resulting from either consumer Livin
g Pattern Shifts or any other reason. At B.L. Agro, change has been one of the m
ost consistent processes. Be it technological capabilities, be it the strength o
f human minds or be it the collective efficiencies, B.L. Agro has always anticip
ated the changing environment and empowered itself for the same.
The most important success driver at B.L. Agro is its ability to offer Consisten
cy of Highest Quality Standards. Pack by pack, batch by batch, consignment by co
nsignment, the products of B.L. Agro carry exactly the same quality and purity s
tandards for which they have gained widespread respect
The Ideal Manufacturing Product Mix Bail Kolhu At B.L. Agro Oils Ltd., The sourc
ing, quality control and packaging of Bail Kolhu Bail Kolhu Kachchi Ghani Mustar
d Oil is the flagship is performed to match the highest standards The Double Fil
ter Process ensures brand of the company. This is a Grade A Mustard Oil and that
only the purest product is despatched as Bail Kolhu. due to its unique taste an
d ideal pungency, it enjoys a tremendous consumer preference throughout the stat
es of B.L. Agro has an in-house Quality Control laboratory with a Gas Liquid UP,
Uttaranchal and Delhi. Chromatograph that ensures the purity and PFA certified
quality in each and every pack of Bail Kolhu. Bail Kolhu is a clear market leade
r in most of its Genesis of Bail Kolhu distribution territories and commands alm
ost monopolistic leadership position in many of the markets. B.L. Agro Oils Ltd.
started trading in Bail Kolhu Kachchi Ghani Mustard Oil in Bail Kolhu also enjo
ys a very high level of brand recall 1958. In the year 1999, Bail Kolhu was laun
ched in consumer packs and in the first and brand loyalty amongst a vast consume
r base. year itself, it grossed astonishing sales of Rs. 60 crores. Mohan Dhara
Mohan Dhara is a well accepted brand the Refined Since then the sales of Bail Ko
lhu has consistently increased andin today Bail Kolhu Oil segment. territories a
nd commands almost is a clear market leader inSoyabean most of its distribution
monopolistic leadership position in many of the markets. The entire belt of East
ern Balance Lite UP is a stronghold of Bail Kolhu and the brand enjoys a popular
status in Western This is a fast growing brand that has facilitated the advent
UP, Uttarakhand, Delhi & NCR. Within Delhi, Bail Kolhu is the number one of B.L.
Agro in the Refined Vegetable Oil segment. Mustard Oil Brand in East Delhi toda
y. The company is spreading its wings to Aviral Dhara West Bengal & Jharkhand al
so. Bail Kolhu also enjoys a very high level of brand Aviral Dhara is a multi-pr
oduct brand of Mustard Oil, loyalty amongst its vast consumer base. Palmolein Oi
l, and Vegetable Oils. Having gained instant Marketing Strategy acceptance in th
e market, the brand is on a steady growth chart. Bail Kolhu is marketed through
a vast network of distributors and retailers. New Product Development In its que
st to further expand its operations and reach The high customer demand of the Br
and ensures that the channel partners remain for larger customer base, motivated
at all time and work with great deal of determination and enthusiasm to B.L. Ag
ro is in the process of developing ambitious new push the sales of Bail Kolhu. p
roducts. On the other hand Bail Kolhu is consistently advertised and promoted th
rough the use of mass media as well as through regular participation in consumer
fairs which ensure its presence in the top of the mind recall set of the consum
ers as well as
Mohan Dhara is a superior quality Refined Soyabean Oil. Since B.L. Agro Oils Ltd
. introduced Mohan Dhara a few years ago, the brand has created its acceptance i
n a highly competitive market. On the product composition front, Mohan Dhara pos
sesses highest levels of transparency among its competitive brands, which is a m
easure of its purity and supreme quality as a healthy product. Every pack of Moh
an Dhara contains finest Refined Soyabean Oil produced by an elaborate refining
process at the B.L. Agro plant. For Mohan Dhara, crude soyabean oil of specific
quality is sourced from either domestic or overseas markets, and put through Che
mical Refining process using MNR and Nitrogen Blanketing technology. Refining Pr
ocess - Why chemical, & why not Physical? The purpose of refining edible oils an
d fats is to remove free fatty acids and other objectionable
substances including impurities while maintaining the nutritional value and ensu
ring the quality and stability of the end product.
There are two main refining processes used on crude oils, chemical/alkali and ph
ysical refining, which differ principally in the way free fatty acid are removed
.
Chemical Refining Chemical/alkali refining consists of following under mentioned
standard steps: Degumming It is the first step of chemical refining. Its purpos
e is to remove seed particles, impurities, and most of the phosphatides, carbohy
drates, proteins and traces of metals. The crude oil is treated with food grade
processing acids and/or water at a temperature around 700C which leads to hydrat
ion of most of the phosphatides, proteins, carbohydrates, and traces of metals.
The hydrated material precipitates from the oil and is removed. Neutralization A
lkali neutralization reduces the content of the following components: Free fatty
acids, oxidation products of free fatty acids, residual proteins, phosphatides,
carbohydrates, traces of metals and a part of the pigments. The oil is treated
with an alkali solution (caustic soda) that reacts with the free fatty acids pre
sent and convert then into soaps stock. The mixture allows then to separate the
oil phase freed from fatty acids that floats on top from a layer phase of soap,
alkali solution and other impurities, which is drawn off. The oil is then washed
with water to remove the soap, alkali solution and other impurities, when it is
ready for decolorizing or deodorizing process Bleaching
The purpose of bleaching (decolorizing) is to reduce the levels of pigments such
as carotenoids and chlorophyll, but also further remove residues of phosphatide
s, soaps, traces of metals, oxidation products, and proteins. These trace compon
ents interfere further processing and reduce the quality of the final product. T
hese substances are removed by adsorption with activated clay and silica. If hea
vy polycyclic aromatic hydrocarbons are present, activated carbon is used for th
eir removal. Dosage of these adsorption agents is adjusted to ensure the removal
of the specific substances. The bleaching clay/silica containing all these subs
tances is separated by filtration. These processes are partly done under vacuum
and at temperature below 1100C.
Deodorization Deodorization is simply a vacuum steam distillation process that r
emoves the relatively volatile components, that give rise to undesirable flavour
s, colours and odours in fats and oils. This is feasible because of the great di
fference in volatility between these undesirable substance and the triglycerides
(oils & fats).
Depending on the residence time in the deodorizer, the process is carried out un
der vacuum (1-3 torr) and at a temperature around 2500C, and using a stripping m
edia such as super heated dry steam since the substances for odour and flavours
are usually volatile; conditions are adopted within these ranges as appropriate
to ensure the removal of specific substances. Further
removal of proteins is achieved at this step. Careful execution of these four pr
ocessing steps ensures that fully refined oils possess good organoleptic and phy
siochemical qualities. The extent of protein removal is of critical importance t
o absence of allergenicities. PHYSICAL OIL REFINING
.
C u r r e n t M a r k e t
A t p r e s e n t M o h a n D h a r
Balance Lite Balance Lite is a fast growing brand that has facilitated the adven
t of B.L. Agro in the Blended Oil segment The Blends in Balance Lite - Their Sel
ection & Benefits One Indian oil that is highest in Omega 3 fatty acid and lowes
t in saturated fatty acids and most stable oil is none other than mustard oil. H
ence, to meet our daily dietary requirements of the above selection of one of th
e blending components is definitely the mustard oil. The second one may be eithe
r great health oil, the Rice Bran or the soya oil. The other choices for second
blending oil may be any of the following high monounsaturated fatty acid oil i.e
. Groundnut, Sesame or Palmolein. The Benefits: 1. Balanced fatty acid intake a)
Essential fatty acid intake (which human body is unable to produce and has to d
epend only external sources b) Desirable Omega 3/Omega 6 ratio intake c) Consump
tion of oil/absorption of oil in and /on the product reduces making the product
less calorified 2. Both the Rice Bran & Soya oil are available in refined form.
As the refined oils have quite a high smoke point therefore increases to the des
ired level of frying temperature capacity of the blend making the raw Mustard oi
l eligible and capable for high temperature frying and cooking. 3. Blending of o
ils offers more such range of micronutrients as it contains of both of the oils.
4. The stability of the oil under normal conditions and during frying is
enhanced. 5. The stability of the food product which is being prepared from the
blend oil increases. 6. Blended oils are best for frying purpose because it tole
rates high temperature without breaking down. Nourishing Abilities of these Blen
ds This oil blends provide the benefits of two oils, thereby giving added value
to the consumers. Blended oils are better balanced in terms of fatty acid compos
ition. These have improved ratio of Omega 3/Omega 6 fatty acid. Blended oils hav
e wider range of vitamins & minerals. Blended oils are more stable for they have
wider range of antioxidants. Blended oil have more number of micronutrients so
vital for the growth and development. Blended oils have more number of phyto-che
micals, important for human health.
Products - Aviral Dhara - Palmolein and Mustard Oil Aviral Dhara brand of edible
oils comes with two variants Pakki Ghani Mustard Oil and Palmolein Oil. Having
gained instant acceptance in the market, the brand is on a steady growth chart.
Pakki Ghani - Pakki Ghani Mustard Oil is extracted from mustard seeds by employi
ng processing technology of oil expellers only. All the goodness of mustard oil
is there in pakki ghani oils as well. The only differences lies in its pungent o
dour. It is made especially for those who don't like the strong
smell and taste, otherwise it is as good as that of kachchi ghani oil. It contai
ns the so desirable essential fatty acid (which the human body cannot synthesize
) and in good numbers. It contains the very vital Omega 3 in highest proportion
among all the edible vegetable oils (12%). And it is very high in monounsaturate
d fatty acid (65%) and lowest in saturated fatty acid (5%). It is therefore, rat
ed even better then the olive oil. It also has high amounts of Vitamins A, E & K
. It also has rare minerals like selenium, magnesium, zinc, manganese, iron, cal
cium and phosphorus. It is one of the most stable edible vegetable oils because
of high amounts of antioxidants it possess. Its shelf life is very good. It is h
eart friendly. It is anti-carcinogenic. It is anti microbial. It is a medium of
preservation. Mustard oil, therefore, is widely used in preparation of pickles,
chutney and other preparations. It has a high smoke point, i.e. it burns at high
temperature which means that it is good for frying and deep frying purposes. At
B.L. Agro, the sourcing of Pakki Ghani Mustard Oil and Palmolein Oil is
performed with the same care and control. The crude oil is refined, filtered and
subjected to the stringent quality assurance processes before being forwarded t
o the packaging unit.
As a healthy and affordable option Aviral Dhara has generated unexpectedly high
demands within a very short span of time. While Bail Kolhu is preferred in the c
omparatively high and middle income households, Aviral Dhara Mustard as well as
Palmolein Oil has emerged as the popular choice in the lower income segments thr
oughout the region of its distribution that includes Uttar Pradesh, Uttarakhand
and Delhi. With the continuous geographic expansion of Bail Kolhu, Aviral Dhara
too keeps expanding its presence and forms an essential part of the company's pr
oduct portfolio. Aviral Dhara plays an important role in fulfilling the commitme
nts of B.L. Agro of reaching out and touching the lives of all consumer segments
.
NOURISH DELITE
It is increasingly recognized now that the balanced intake of saturated mono and
polyunsaturated fatty acids as well as Omega 3 and Omega 6 fatty acids is essen
tial for good health. As no single oil can supply appropriate quantities of all
these in ingredients, the only alternative method available for improving balanc
ed consumption of edible oils is to blend oils so that the
people have appropriate fatty acid composition in the oil they regularly use. Va
rious Blends Planned to be introduced through Nourish Delite Series: Mustard and
Soya Oil: As the mustard oil is rich oil Omega 3 fatty acid (an essential fatty
acid, which human body cannot synthesize) and very high in antioxidants content
, it is prudent to blend it with the ones those are deficient in it. One such oi
l is Soya oil which is least stable and very low in Omega 3 fatty acid. Mustard
and Rice bran Oil: Rice Bran oil is very healthy oil but it too is deficient in
Omega 3 fatty acid. Moreover, the extra heavy content of Rice Bran oil will also
help mustard oil to be more stable toward oxidation. Therefore, we plan to have
or blend of the two as well. Mustard and Olive Oil: One another good oil consid
ered is olive oil as it contains maximum amount of monounsaturated fatty acid, o
leic acid 71% but at the same time it is deprived of Omega 3 fatty acid. Therefo
re, to make olive oil also balanced healthy oil it has got to be blended with mu
stard oil. This blend will be wonderful. Rice Bran and Flax Seed Oil: The oil wh
ich has the maximum amount of Omega 3 fatty acid is flaxseed oil but because of
seed high content of Omega 3 fatty acid is stability is very poor. Therefore, to
get it stabilized so that can deliver its maximum benefit its blend with Rice B
ran oil will help consumer to take in adequate amount
of Omega 3 fatty acid. Rice Bran Oil and Soya Oil: We also have a plan to come o
ut with a blend of Rice Bran Oil and Soya Oil to enhance the self life of soya o
il. Product Development Process First of all we have pondered upon the strength
and weaknesses of individual edible oils and selected a few possible blends. The
n in the next step we have blended them in the desired proportions and done all
the experiments at laboratory level to check it's properties, nutrition values a
nd stability & shelf life. In the third step the actual cooking/frying/deep fryi
ng is done and the frying properties and behavior is studied. How much oil is co
nsumed, how much oil is absorbed by the material prepared by frying/cooking in t
he blend medium. Finally, we have done all the above three excesses in other oil
/blends to see the comparative results. And then based on the above results corr
ected/amended the blend ratios. Now we are sure that what we are going to introd
uce are the best blends under current government regulations. This whole R & D o
n new product development is performed to the reputed oil & fats R & D house FAR
E Labs Gurgaon
B.L. Agro Oils Ltd. is also one of the selected oil players in the country that
have been granted the Blending License. With finest refining processes, unmatche
d trust on quality control, and well-oiled distribution mechanism, Nourish Delit
e is expected to grow into a successful edible oil brand in the pan-India market
s. The company is all set to begin its journey with a test launch in the metro m
arkets of India.
S.W.O.T ANALYSIS
SWOT stand for the strength, weakness, opportunities and threats. The analysis o
f strength and weakness focuses on internal factors that give the Organization c
ertain advantage and disadvantages in meeting the needs of its target market. Th
is factor derived from the environmental analysis in the preceding portion of th
e market plan. This allows the organization to determine what it does well and w
hat it needs to improve. STERENGTH:
Strength refers to competitive advantage or distinctive competencies that give t
he firm an advantage in meeting the needs of its target market. Any analysis of
the company strengths must be customer focused because strength are only meaning
ful when they assist the firm in meeting customer needs. WEAKNESS: Weakness refe
rs any limitation that a company might face in marketing strategy development or
implementation. Weakness should also be examined from a customer prospective be
cause customer often perceives weakness that a company cannot see. It suggests t
hat all firms should tie their strengths and weaknesses to customer requirements
. Only those strengths that relate to satisfying customer should be considered t
rue competitive advantages. Likewise, weakness that directly affects customer sa
tisfaction should be considered true competitive disadvantage. OPPORTUNITIES: Op
portunities refer to favorable condition in the environment that could produce r
eward for the organization if acted upon properly. That is, opportunities are si
tuation that exist but must be acted upon in order to benefit the firm. THREATS:
Threats refer to condition or barrier that may prevent the firm from reaching i
ts objectives. Like opportunities, threat must be acted upon to prevent them fro
m limiting the capability of the organization.
The SWOT analysis framework has gained widespread acceptance because it is simpl
e and a powerful tool for marketing strategy development. However, like any plan
ning tool, SWOT is only as good as the information contain within it. Strength I
ndustry leader in Oil manufacturing Superior product quality. Best talent in the
industry. A bunch of qualified professionals with employee age varies to all ag
es. Superior understanding of the market.
Weakness Customers are less aware about new products that is used by company. Th
e salary structure of the executive is below their expectations. Sales being fal
len in Ghee Sector. Opportunity Market leader in Oil Industry Providing nation w
ide distributionship C & F and Distributors. .
Threat It faces high competition among other companies.
CHAPTER 2
OBJECTIVE OF THE STUDY
Main objective of advertising and sales promotion 1-increase sale of the product
2-create regular demand of the product 3create steady demand Increase employment
opportunity in the societry
4aims at increanng the quality of the product 5reduce black marketing 6maintain the
goodwill of the company 7aims at quality improve ment The main objective of the
study is to know about the recruitment, advertising and sales promotin strategie
s adopted by BL Agro, India. The study will help to analyze the overall developm
ent of the employees satisfaction level & the general feeling about the various p
olicies of the company. The survey about the employee satisfaction will help the
organization to know about the overall development and satisfaction level among
st the employees about the human resource development will help the management t
o take necessary actions. The specific objectives of the study are: To know the
functioning of HRD in company. To get familiar with the work structure. To know
the various HRD workers of BL Agro, India likes Training & Development. To asses
s the awareness & involvement of the employees of the Organization in respect of
HRD functions.
LIMITATIONS
CHAPTER--3
RESEARCH METHODOLOGY
There are various number of research methods to conduct any study Research is to
explore various functions of adv, which have been, adopted by the company to as
sess the involvement of the employees of the Organisation. Tools of Data Collect
ion 1. Primary Source. 2. Secondary Source. Primary Source:Primary source is the
source, which is collected for the first time. Primary source includes question
naire, personal interview, observation, circulars etc. Secondary Source:Secondar
y source is the source which is not collected for the first time like journals,
books etc. To ascertaining the company profile and product study, I took the hel
p of data published in the company journal and various other articles published
in magazines.
LITERATURE REVIEW ADVERTISING & SALES PROMOTION
Sales promotion is one of the four aspects of promotional mix. (The other three
parts of the promotional mix are advertising, personal selling, and publicity/pu
blic relations.) Media and nonmedia marketing communication are employed for a p
redetermined, limited time to increase consumer demand, stimulate market demand
or improve product availability. Examples include:

contests point of purchase displays rebate (marketing) free travel, such as free
flights
Sales promotions can be directed at either the customer, sales staff, or distrib
ution channel members (such as retailers). Sales promotions targeted at the cons
umer are called consumer sales promotions. Sales promotions targeted at retailer
s and wholesale are called trade sales promotions. Some sale promotions,
particularly ones with unusual methods, are considered gimmick by many.
Consumer sales promotion techniques

Price deal: A temporary reduction in the price, such as happy hour Loyal Reward
Program: Consumers collect points, miles, or credits for purchases and redeem th
em for rewards. Two famous examples are Pepsi Stuff and AAdvantage. Cents-off de
al: Offers a brand at a lower price. Price reduction may be a percentage marked
on the package. Price-pack deal: The packaging offers a consumer a certain perce
ntage more of the product for the same price (for example, 25 percent extra). Co
upons: coupons have become a standard mechanism for sales promotions. Loss leade
r: the price of a popular product is temporarily reduced in order to stimulate o
ther profitable sales Free-standing insert (FSI): A coupon booklet is inserted i
nto the local newspaper for delivery.


On-shelf couponing: Coupons are present at the shelf where the product is availa
ble. Checkout dispensers: On checkout the customer is given a coupon based on pr
oducts purchased. On-line couponing: Coupons are available on line.

Consumers print them out and take them to the store.

Mobile couponing: Coupons are available on a mobile phone. Consumers show the of
fer on a mobile phone to a salesperson for redemption. Online interactive promot
ion game: Consumers play an interactive game associated with the promoted produc
t. See an example of the Interactive Internet Ad for tomato ketchup. Rebates: Co
nsumers are offered money back if the receipt and barcode are mailed to the prod
ucer. Contests/sweepstakes/games: The consumer is automatically entered into the
event by purchasing the product. Point-of-sale displays:o

Aisle interrupter: A sign that juts into the aisle from the shelf. Dangler: A si
gn that sways when a consumer walks by it. Dump bin: A bin full of products dump
ed inside.
o
o
o
Glorifier: A small stage that elevates a product above other products. Wobbler:
A sign that jiggles. Lipstick Board: A board on which messages are written in cr
ayon. Necker: A coupon placed on the neck of a bottle. YES unit: "your extra s
alesperson" is a pull-out fact sheet.
o o
o o

Kids eat free specials: Offers a discount on the total dining bill by offering 1
free kids meal with each regular meal purchased.
Trade sales promotion techniques

Trade allowances: short term incentive offered to induce a retailer to stock up

on a product. Dealer loader: An incentive given to induce a retailer to purchase
and display a product. Trade contest: A contest to reward retailers that sell t
he most product. Point-of-purchase displays: Extra sales tools given to retailer
s to boost sales. Training programs: dealer employees are trained in selling the
product.


Push money: also known as "spiffs". An extra commission paid to retail employees
to push products.
Trade discounts (also called functional discounts): These are payments to distri
bution channel members for performing some function . Political issues Sales pro
motions have traditionally been heavily regulated in many advanced industrial na
tions, with the notable exception of the United States. For example, the United
Kingdom formerly operated under a resale price maintenance regime in which manuf
acturers could legally dictate the minimum resale price for virtually all goods;
this practice was abolished in 1964.[1] Most European countries also have contr
ols on the scheduling and permissible types of sales promotions, as they are reg
arded in those countries as bordering upon unfair business practices. Germany is
notorious for having the most strict regulations. Famous examples include the c
ar wash that was barred from giving free car washes to regular customers and a b
aker who could not give a free cloth bag to customers who bought more than 10 ro
lls.[2]
Promotion (marketing) Promotion involves disseminating information about a produ
ct, product line, brand, or company. It is one of the four key aspects of the ma
rketing mix. (The other three elements are product marketing, pricing, place.) P
romotion is generally sub-divided into two parts:

Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, In
ternet, Mobile Phones, and, historically, illustrated songs) in which the advert
iser pays an advertising agency to place the ad Below the line promotion: All ot
her promotion. Much of this is intended to be subtle enough for the consumer to
be unaware that promotion is taking place. E.g. sponsorship, product placement,
endorsements, sales promotion, merchandising, direct mail, personal selling, pub
lic relations, trade shows

The specification of these four variables creates a promotional mix or promotion

al plan. A promotional mix specifies how much attention to pay to each of the fo
ur subcategories, and how much money to budget for each. A promotional plan can
have a wide
range of objectives, including: sales increases, new product acceptance, creatio
n of brand equity, positioning, competitive retaliations, or creation of a corpo
rate image. The term "promotion" is usually an "in" expression used internally b
y the marketing company, but not normally to the public or the market - phrases
like "special offer" are more common. An example of a fully integrated, long-ter
m, large-scale promotion are My Coke Rewards and Pepsi Stuff. Campaign intention
s Many advertising campaigns have attempted to increase
consumption, brand and customer loyalty.
Target markets The intended audience of the alcohol advertising campaigns have c
hanged over the years, with some brands being specifically targeted towards a pa
rticular demographic. Some drinks are traditionally seen as a male drink, partic
ularly beers, while others are drunk by females. Some brands have allegedly been
specifically developed to appeal to people that would not normally drink that k
ind of beverage.
One area in which the alcohol industry have faced criticism and tightened legisl
ation is in their alleged targeting of young people. Central to this is the deve
lopment of alcopops sweet-tasting, brightly coloured drinks with names that may
appeal to a younger audience. However, numerous government and other reports hav
e failed to support that allegation.[2] Advertising around the world The Europea
n Union and World Health Organization (WHO) have both specified that the adverti
sing and promotion of alcohol needs to be controlled. In September 2005, the WHO
Euro Region adopted a Framework for Alcohol Policy for the Region. This has 5 e
thical principles which includes "All children and adolescents have the right to
grow up in an environment protected from the negative consequences of alcohol c
onsumption and, to the extent possible, from the promotion of alcoholic beverage
s" [1]. Crossborder television advertising within the EU is regulated by the 198
9 Television without Frontiers Directive.
[3]
Article 15 of this
Directive sets out the restrictions on alcohol advertising:

"it may not be aimed specifically at minors or, in particular, depict minors con
suming these beverages; it shall not link the consumption of alcohol to enhanced
physical performance or to driving;


it shall not create the impression that the consumption of alcohol contributes t
owards social or sexual success; it shall not claim that alcohol has therapeutic
qualities or that it is a stimulant, a sedative or a means of resolving persona
l conflicts; it shall not encourage immoderate consumption of alcohol or present
abstinence or moderation in a negative light; it shall not place emphasis on hi
gh alcoholic content as being a positive quality of the beverages."

This article on alcohol advertising restrictions is implemented in each EU count

ry largely through the self-regulatory bodies dealing with advertising. The EU l
aw TV without Frontiers Directive is currently being revised to broaden the sc
ope to new media formats such as digital television. Now called the Audiovisual
Directive , the European Parliament is voting on the new text of the legislatio
n in December 2006. A number of non-governmental organisations working on alcoho
l policy have raised questions about whether the restrictions on alcohol adverti
sing in Article 15 are effective and being properly implemented. For the Audiovi
sual Directive, they are calling on
Members of the European Parliament (MEPs) to vote for a ban on alcohol adverts o
n televisions before 9.00 p.m. [4] Some countries, such as Ukraine[5], Kenya, Fr
ance, and Norway, have Promotion (marketing) Promotion involves disseminating in
formation about a product, product line, brand, or company. It is one of the fou
r key aspects of the marketing mix. (The other three elements are product market
ing, pricing, place.) Promotion is generally sub-divided into two parts:

Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, In
ternet, Mobile Phones, and, historically, illustrated songs) in which the advert
iser pays an advertising agency to place the ad Below the line promotion: All ot
her promotion. Much of this is intended to be subtle enough for the consumer to
be unaware that promotion is taking place. E.g. sponsorship, product placement,
endorsements, sales promotion, merchandising, direct mail, personal selling, pub
lic relations, trade shows

The specification of these four variables creates a promotional mix or promotion

al plan. A promotional mix specifies how much
attention to pay to each of the four subcategories, and how much money to budget
for each. A promotional plan can have a wide range of objectives, including: sa
les increases, new product acceptance, creation of brand equity, positioning, co
mpetitive retaliations, or creation of a corporate image. The term "promotion" i
s usually an "in" expression used internally by the marketing company, but not n
ormally to the public or the market - phrases like "special offer" are more comm
on. An example of a fully integrated, long-term, large-scale promotion are My Co
ke Rewards and Pepsi Stuff. Campaign intentions Many advertising campaigns have
attempted to increase
consumption, brand and customer loyalty.
Target markets The intended audience of the alcohol advertising campaigns have c
hanged over the years, with some brands being specifically targeted towards a pa
rticular demographic. Some drinks are traditionally seen as a male drink, partic
ularly beers, while others are drunk by females. Some brands have allegedly been
specifically developed to appeal to people that would not normally drink that ki
nd of beverage. One area in which the alcohol industry have faced criticism and
tightened legislation is in their alleged targeting of young people. Central to
this is the development of alcopops sweet-tasting, brightly coloured drinks with
names that may appeal to a younger audience. However, numerous government and o
ther reports have failed to support that allegation.[2] Advertising around the w
orld The European Union and World Health Organization (WHO) have both specified
that the advertising and promotion of alcohol needs to be controlled. In Septemb
er 2005, the WHO Euro Region adopted a Framework for Alcohol Policy for the Regi
on. This has 5 ethical principles which includes "All children and adolescents h
ave the right to grow up in an environment protected from the negative consequen
ces of alcohol consumption and, to the extent possible, from the promotion of al
coholic beverages" [1]. Crossborder television advertising within the EU is regu
lated by the 1989 Television without Frontiers Directive.
[3]
Article 15 of this
Directive sets out the restrictions on alcohol advertising:

"it may not be aimed specifically at minors or, in particular, depict minors con
suming these beverages; it shall not link the consumption of alcohol to enhanced
physical performance or to driving; it shall not create the impression that the
consumption of alcohol contributes towards social or sexual success; it shall n
ot claim that alcohol has therapeutic qualities or that it is a stimulant, a sed
ative or a means of resolving personal conflicts; it shall not encourage immoder
ate consumption of alcohol or present abstinence or moderation in a negative lig
ht; it shall not place emphasis on high alcoholic content as being a positive qu
ality of the beverages."

This article on alcohol advertising restrictions is implemented in each EU count

ry largely through the self-regulatory bodies dealing with advertising. The EU l
aw TV without Frontiers Directive is currently being revised to broaden the sc
ope to new media formats such as digital television. Now called the Audiovisual
Directive , the European Parliament is voting on the new text of the legislatio
n in December 2006. banned all alcohol advertising on television and billboard.[
6]
Employment Agencies
Employment agencies can be broadly classified into public or state agencies, pri
vate agencies, and headhunters. Public or State Agencies Employment exchanges we
re extremely popular in India. Fresh graduates and technicians in search of suit
able employment would first register themselves with the local employment exchan
ge. It was and still is mandatory for any company, which is not exempted, to reg
ister its vacancy positions in the employment exchange. The exchange facilitates
communication between the candidates it finds suitable, and the company. Employ
ment exchanges were initially established to handle the problem of unemployment
in the country. Private Agencies Private employment agencies do well in dynamic
job markets, where companies scout aggressively for talent, and potential candid
ates constantly look out for better jobs. Private agencies provide a meeting gro
und for both the parties and simplify the whole process of recruitment. Private
agencies or management consultants perform many jobs traditionally done by HR depa
rtment of the company.
Head Hunters A more specialized category of private agencies, cater mostly to to
p management level recruitment needs. They handle executive search for organizatio
ns and usually charge high fees for their services. Educational Institutions
During the placement season, educational institutions, especially the reputed on
es turn into hunting grounds for organizations looking for fresh talent. These i
nstitutions offer placement services to their students by trying to get some of
the best companies in the market to their campus for recruitment. Organizations
shortlist the institutions which can provide the kind of resources that they are
looking for and visit them during the placement season. Evaluation of Recruitme
nt Program
Recruitment strategies, policies and objectives need to be evaluated from time t
o time to test their effectiveness and their conformance to the organizational s
trategies, policies and objectives. The sources and methods of recruitment also
have to be evaluated from time to time to match the recruitment policy and chang
ing market and business needs and to check their effectiveness and efficiency.
The success of a recruitment program can be judged based on a number of criteria
. Some of these are:
The number of successful placements. The number of hirings. The number of offers
made. The number of applicants The cost involved. The time taken for filling up
the position.
SELECTION
Selection is the process used to identify and hire individuals or groups of indi
viduals to fill vacancies within an organization. Often based on an initial job
analysis, the ultimate goal of personnel selection is to ensure an adequate retu
rn on investment--in other words, to make sure the productivity of the new hire
warrants the cost spent. Several screening methods exist that may be used in per
sonnel selection. The selection process can have four possible outcomes. Two of
the possible outcomes have positive effect on the organization, whereas the othe
r two have a negative impact. Positive Outcomes Selecting the right candidate. R
ejecting the unsuitable candidate
Negative Outcomes The cost of having an unsuitable candidate in the job is high.
 Where the candidate is rejected, the organization loses potential candidate.
Recruitment Strategies Adopted By BL Agro
Geographic focus:
Local commuting area only Within the region
Who does the recruiting?
There are two sub-categories under this element. They include:
Internally, who is responsible for recruiting?
Generalists do most recruiting. Primarily internal recruiters working in HR Sepa
rate sourcing and recruiting efforts within a centralized recruiting function A
mix of corporate and contract recruiters that work internally Line managers do m
ost recruiting.
 Employees contribute significantly to recruiting through a heavy emphasis on emp
loyee referrals.
Utilizing external recruiters:
Utilize external recruiting agencies mostly at the very top or bottom jobs Third
-party recruiters are utilized only for hard-to-fill or key jobs Primarily utili
ze external recruiting agencies Outsource the entire recruiting function
What skills should you prioritize when selecting candidates?
When selecting the most appropriate candidates from the candidate pool organizat
ions can use a variety of approaches. Those target skills or competencies could
include:
Hiring brains or intelligence Selecting based primarily on personality Selecting
based on the technical skills required for this job Selecting based on skills (
technical and people) required for this and "the next" job Selecting primarily b
ased on pre-identified, company-wide competency needs (present and future) Selec
ting primarily based on the candidate s experience (industry or job) Selecting p
rimarily based on the candidate s contacts and network
How to assess candidates
An essential part of any recruiting strategy is the process you will utilize to
assess the candidates.
Common choices include:
Interviews Personality tests Skills tests References (business, personal or educ
ational) Grades or academic performance (primarily for college hires) Drug scree
ning Job simulations On-the-job assessment (primarily for temp-to-permanent conv
ersions) Hire more than you need and intentionally "wash out" the poor performer
s
Training & Development
Training is the systematic development of the knowledge, skills and attitudes re
quired by an individual to perform adequately a given task or job. A successful
training program improves the performance of an employee, which in turn enhances
organizational performance. Training is an essential part of the orientation pr
ogram for new recruits in an organization. If the selected employee is not train
ed appropriately, then the investment made by the organization in recruiting the
employee might not give the expected benefits.
planned, structured program. Participation, feedback and knowledge transfer to j
ob are generally high in coaching. rent job assignments. This cross-functional k
nowledge helps the organization in times of acute need of manpower.
Committee Assignments Under the committee assignment method a group of employees
are given an actual organizational problem and are asked to find a solution. Th
e trainees develop their team management skills, interpersonal skills, problem-s
olving skills and leadership skills while solving the problem as a group.
managers or prospective mangers. While training helps employees to improve their
performance in current jobs, development grooms them to handle future responsib
ilities. Management development activities generally focus on a broad range of s
kills, while training programs concentrate on a limited number of technical skil
ls. Management development programs are designed to meet specific objectives, wh
ich contribute to both employee and organizational effectiveness. It is a system
atic process of growth and development by which employees develop their skills a
nd abilities to manage. It is future oriented and is concerned with education of
the employees. It improves a managers ability to understand problems and arrive
at solutions.
CONCEPT OF MANAGEMENT DEVELOPMENT
Management development relates to the development and growth of the employees in
an organization through a systematic process. This development is future-orient
ed and prepares managers for a career of valuable contribution to the organizati
on. It is concerned with the learning and development of the employees. It helps
in the development of the intellectual, managerial and people management skills
of managers.
Management development is a key component of an organizations efforts to prepare
its employees to successfully handle new challenges. Management development help
s managers to understand new cultures and customs that have become an integral p
art of the global market. It helps managers equip themselves with the latest tec
hnologies, tools and techniques for improved quality and performance.
Work Roles of a Manager
A manager is a person who conducts business with optimum utilization of availabl
e resources. The decisions taken by managers at different levels affect the oper
ations of a business in one way or another. Managers are required to perform a n
umber of roles in an organization.
Planning Monitoring performance Communication and Development
OBJECTIVES OF MANAGEMENT DEVELOPMENT
 Improving the performance of the managers. Enabling the senior managers to have
an overall perspective about the organization and also equipping them with the n
ecessary skills to coordinate the various units of the organization. Identifying
employees with executive talent and developing them so that they can occupy man
agerial positions in the future. Motivating the managers to perform more effecti
vely in accordance with the organizational goals. Updating managers from time to
time about the latest changes and developments in their respective goals. Impro
ving the analytical and logical skills of employees.
MANAGEMENT DEVELOPMENT METHODS
ON THE JOB DEVELOPMENT METHOD
COACHING
Coaching involves one manager playing an active role in guiding another manager.
The coach observes, analyzes and attempts to improve the performance of the tra
inee. The coach gives guidance in the form of direction, advice, criticism and s
uggestions. The coach teaches the trainee what to do, how to do it, and rectifie
s any mistakes committed by the trainee. At this juncture, it is important to ma
ke a distinction between the boss and the employee on areas related to emotional
aspects like fears, aspirations etc.
Training & Development Strategies of BL Agro Training and development Strategy i
s to ensure all Employees within the Trust are given appropriate opportunities t
o develop their skills and as a result feel confident in carrying out their jobs
. Training and development being seen as a process of continuous learning that u
nderpins the survival of the organization in a changing sector. Involvement of l
ine mangers and departments in the identification and ownership of needs, and ac
cepting responsibility for meeting these. Improve the recognition and inherent v
alue of on-the-job training. More effective evaluation of activities
The key aims of Training & Development Department of BL Agro Heighten awareness
of organizational values, goals and objectives. Improve the skills, knowledge an
d motivation of all Employees within the Trust. Increase commitment, understandi
ng and ownership of selfdevelopment. Encourage utilization of a varied range of
developmental methods particularly those, which supplement and encourage more wo
rk-based activities
CHAPTER--6 DATA PRESENTTION
Ensure that qualified, skilled, experienced and trained staff will provide all t
rai
In very short period BL Agro becomes the number one brand in Uttar Pradesh Utili
ze churn analytics and business intelligence to create targeted, cost effective
customer campaigns. Provide valuable assisted and self-service options for custo
mer access.
 Market leading e-business and customer relationship management consulting experi
ence and integration references. Proven methodologies with flexible, customizabl
e components including strategy, road map and transformational implementations.
Industry leader in software and hardware product. Superior product quality. A bu
nch of qualified professionals with employee age varies to all ages. Superior un
derstanding of the market. High investment on research and development, which re
sults in innovation of new technology
FINDINGS
 There is participation of HR Manager in recruitment, training and development. O
ver staffing is one of the drawback of the company due to which the recruitment
and selection is for some positions is on, which leads to lack of new talents fo
r each post Job specialization and Job description is defined to all employees a
nd they know what is expected of them. Everything is properly documented. Capabi
lity and attitude of a person is identified by psychological changes.
SUGGESTIONS
Quality price and brand image have been the real influences on the consumer beha
vior at the market place. The company should identify
the unique sales proportion for each of its brand and position then accordingly.
Company should open more C & F agents , which can provide services round the clo
ck. Consumer should be aware about the new products so that consumer can easily
differentiate from other product. Rotating assignments should be used as devices
for training mangers and supervisors. The HRD department should follow up serio
usly the training needs. Data should be used for development decisions take job
rotations, job enrichment, reorganization and encouragement of high performers a
nd desirable and behavior
LIMITATIONS
It is important here to mention the hurdles and limitations faced while working
on the project. It is necessary to enlist these problems or limitations of the p
roject work. The main limitations are as follows:1. The sample size consists of
eighty employees of the organization. 2. As the study was limited only to eighty
employees, the sample of employees can not represent all the employees. 3. The
sample of employees is taken at random and sampling error can not be ruled out.
4. The generalizations are done purely on the basis of statistical figures. 5. R
esponses of the respondents can be influenced by personal biasness. 6. Analysis
and interpretation of data collection can be subjected to some extent due to dif
ferent personal viewpoints and personal biasness. 7. There is inbuilt inflexibil
ity because of the difficulty of amending the approach once schedule/ questionna
ire have been formed. 8. In some questions, which reveals the business secrets c
an be cancelled and responses can be vague. 9. Time constraint formed one of the
biggest problems during the project.
CHAPTER------7
RECOMMENDATIONS
Target the rural population which is one of the biggest untapped areas. Star bra
nds can be used for promoting companys existence as it is most effective source o
f promotion, just like Amitabh Bachhan is doing for DABUR and many more companie
s.
Design and manage sales force, which yields high performance. Training of the em
ployees CHAPTER--8 can be done so that they produce best resu
CHAPTER 8 CONCLUSION
BL Agro Securities Limited is one of the growing Oil Industry firm in todays comp
etitive market. It has achieved success in a very short span of time. With peopl
e gaining knowledge about various products options for their home. BL Agro has a
very strong base of customers and is expanding with every passing second. If we
talk about the recruitment, training &development process that are a part of hu
man resource. Human Resource management is the process of managing the people of
an organization with the human approach. Human resource management is concerned w
ith the human being in an organization.
It reflects a new philosophy, a new outlook, approach and strategy, which view a
n organizations manpower as its resources and assets, and not as liabilities or m
ere hands. Recruitment refers to Recruitment is the process of searching the can
didate for employment and stimulating them to apply for jobs in the organization
s. It is the linking activity that brings together those offering jobs and those
seeking jobs. Recruitment is done from two sources internal sources and externa
l sources. Training is the systematic development of the knowledge, skills and a
ttitudes required by an individual to perform adequately a given task or job. A
successful training program improves the performance of an employee, which in tu
rn enhances organizational performance. The training has been traditionally used
to describe the acquisition of technical knowledge and skills. Management devel
opment, on the other hand, refers to the methods and activities designed to impr
ove the skills of managers or prospective mangers. While training helps employee
s to improve their performance in current jobs, development grooms them to handl
e future responsibilities. Management development activities generally focus on
a broad range of skills, while training programs concentrate on a limited number
of technical skills.
Bibliography
Books Reading in Human Resource Development.
Rao T.V. The Management of Human Resource. Robbins. Stephan Principles of Managemen
t. Flippo. E.B. Human Resource Management. Ashwathapa. Research Methodology. C.R. Co
hari. Annual Report of the Organisation . internet www.project on Recruitment. w
ww.blagro.com.