Kwality Ice Cream is the pioneer in the Indian ice-cream manufacturing industry

and in 1956 became the first company in the country to use imported technology f
or manufacturing ice-cream on a commercial scale. As the ice-cream industry expl
oded in India, in 1995 Kwality Group joined hands with Hindustan Lever Limited a
nd then there was no looking back. The Indian consumer market was introduced to K
WALITY WALLS the result of a collaboration between global brand Walls and the lea
ding Indian ice-cream brand Kwality. Though the two giants eventually parted way
s, the collaboration made Kwality a household name and created deep in roads for
the brand in the consumer market.
Today, Kwality is not just a brand it is the ice-cream associated with the India
n summer; it s the first choice in ice-cream for any child or adult during the sco
rching Indian summers. Kwality ice-creams are trusted not only for their rich, c
reamy flavours, but also for their trusted quality and nutritious
food value.

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The noun product is defined as a "thing produced by labor or effort"[1] or the "
result of an act or a process",[2] and stems from the verb produce, from the Lat
in produce(re) '(to) lead or bring forth'. Since 1575, the word "product" has re
ferred to anything produced.[3] Since 1695, the word has referred to "thing or t
hings produced". The economic or commercial meaning of product was first used by
political economist Adam Smith.[4]
In marketing, a product is anything that can be offered to a market that might s
atisfy a want or need.[5] In retailing, products are called merchandise. In manu
facturing, products are purchased as raw materials and sold as finished goods. C
ommodities are usually raw materials such as metals and agricultural products, b
ut a commodity can also be anything widely available in the open market. In proj
ect management, products are the formal definition of the project deliverables t
hat make up or contribute to delivering the objectives of the project.
In general, product may refer to a single item or unit, a group of equivalent pr
oducts, a grouping of goods or services, or an industrial classification for the
goods or services.
A related concept is subproduct, a secondary but useful result of a production p
rocess.
Dangerous products, particularly physical ones, that cause injuries to consumers
or bystanders may be subject to product liability.
Contents [hide]
1 Product groups
1.1 Tangible and intangible products
1.2 Sizes and colors
1.3 Product line
2 See also
3 Footnotes
[edit] Product groups[edit] Tangible and intangible productsProducts can be clas
sified as tangible or intangible.[6] A tangible product is any physical product
that can be touched like a computer, automobile, etc. An intangible product is a
non-physical product like an insurance policy.
In its online product catalog, retailer Sears, Roebuck and Company divides its p
roducts into departments, then presents products to shoppers according to (1) fu
nction or (2) brand.[7] Each product has a Sears item number and a manufacturer'
s model number. The departments and product groupings that Sears uses are intend
ed to help customers browse products by function or brand within a traditional d
epartment store structure.[8]
[edit] Sizes and colorsA catalog number, especially for clothing, may group size
s and colors. When ordering the product, the customer specifies size, color and
other variables .[9]
[edit] Product lineA product line is "a group of products that are closely relat
ed, either because they function in a similar manner, are sold to the same custo
mer groups, are marketed through the same types of outlets, or fall within given
price ranges."[10]
Many businesses offer a range of product lines which may be unique to a single o
rganization or may be common across the business's industry. In 2002 the US Cens
us compiled revenue figures for the finance and insurance industry by various pr
oduct lines such as "accident, health and medical insurance premiums" and "incom
e from secured consumer loans".[11] The United Nations also classifies products
for international economic activity reporting.[12]
The Aspinwall Classification System [13] [14]classifies and rates products based
on five variables:
Replacement rate (How frequently is the product repurchased?)
Gross margin (How much profit is obtained from each product?)
Buyer goal adjustment (How flexible are the buyers' purchasing habits with regar
d to this product?)
Duration of product satisfaction (How long will the product produce benefits for
the user?)
Duration of buyer search behavior (How long will consumers shop for the product?
)
The National Institute of Governmental Purchasing (NIGP)[15] developed a commodi
ty and services classification system for use by state and local governments, th
e NIGP Code.[16] The NIGP Code is used by 33 states within the United States as
well as thousands of cities, counties and political subdivisions. The NIGP Code
is a hierarchical schema consisting of a 3 digit class, 5 digit class-item, 7 di
git class-item-group and an 11 digit class-item-group-detail.[17] Applications o
f the NIGP Code include vendor registration, inventory item identification, cont
ract item management, spend analysis and strategic sourcing.
ICE CREAM INDUSTRY PROFILE Ice-cream The Indian ice cream market was till recent
ly reserved for the small-scale sector. It was opened to large-scale manufacture
only in 1997. Since then the market has been witnessing fierce battles and huge
investments on the part of major players in cold chains and infrastructure. The
overall industry has been growing at a sluggish rate of 3-4 %. But the organize
d sector has been growing in the region of 15 % over the last five years.
Introduction The ice cream market growth picked up after de-reservation of the s
ector in 1997. Of the total size of Rs 15-16bn, around 30-32% is in the hands of
organized sector valued at Rs 4.9bn, rest all is with the unorganized sector. A
mong the major players in this industry Hindustan Lever has a market share of ar
ound 50%, represented mainly by Kwality Walls brand. Amul with an estimated mark
et share of 35% is rapidly gaining market share, Vadilal is the player in the na
tional market with 8-9% of the market share. And lastly Dinshaw s having market sh
are of 3 4% .
Production area In rural areas, kulfis / ice creams made by small / cottage indu
stry are popular. The market for organized sector is restricted to large metropo
litan cities. In small towns and villages, there are thousands of small players
who produce ice- creams / kulfis in their home
I.B.M.R.D. A Nagar

backyard and cater to the local market. Almost 40% of the ice creams sold in the
country are consumed in the western region with Mumbai being the main market, f
ollowed by 30% in the north and 20% in the south.
Growth promotional activities The Indian government adopted the policy of libera
lization regarding the ice cream industry also and it is since then that this se
ctor has shown an annual growth ranging from 15- 20% per annum for last 1- 2 yea
r. Presently in 1999- 00 it is estimated at worth of Rs15- 16bn. This growth rat
e is expected to continue for another next 2- 3 years because of lower base.
Types Indian Ice Cream market can be segmented in three different ways, namely o
n the basis of flavors; on the basis of stock keeping units / packaging and on t
he basis of consumer segments. On the basis of flavors the market today has a nu
mber of flavors like vanilla, strawberry, chocolate, mango, butterscotch a numbe
r of fruit flavors, dry fruit flavors traditional flavors like Kesar- Pista, Kaj
u- Draksh etc.

Indian Ice Cream Industry Growth Year crore 1997-98 500 1998-99 575 1999-2000 66
1.25 2000-2001 760.43 2001-2003 874.49 2003-2004 1005.66 I.B.M.R.D. A Nagar Indian
Ice-cream industry growth 0 200 400 600 800 1000 1200 1997-98 1998-99 1999- 200
0 2000- 2001 2001- 2003 2003- 2004 year Rs.Crore crore

THE COMPANY PROFILE INCEPTION Early 1930s: Two enterprising brothers, DINSHAW an
d ERUCH RANA, started a small dairy business in Gittikhadan, on the outskirts of
Nagpur. Their obsession with quality and transparent business practices, brough
t prosperity and confidence to the young businessmen. When opportunity knocked i
n the form of an Englishman who suggested that they try manufacturing ice cream,
the idea was readily translated into reality. DINSHAW S ICE
CREAM was born in 1933 when Nagpurians came to know the creamy, hand churned deli
cacy. INTIAL GROWTH An alien concept, ice cream eating was considered a luxury,
which could only be indulged in, on very special days during the sweltering heat
of Nagpur s grueling summer. The conviction of their ultimate success, and the vi
sion of these young entrepreneurs, far out weighed the difficulties of running a
purely seasonalbusiness with its vagaries of demand . By mid forties, Nagpur s ge
ntry had extended ice cream eating into the winter and the name
DINSHAW S had become synonymous with the ice cream in Nagpur. I.B.M.R.D. A Nagar

THE SECOND GENERATION GROWTH : SAM DINSHAW RANA and JIMMY ERUCH RANA put on the
mantles of their august fathers. Burning with the same zeal to succeed, the same
uncompromising attitude towards quality and service, the Rana cousins struck ou
t for wider horizons in 1981.
With an investment of just Rs.5 Lakhs, a small factory came up to replace the ca
ttle pounds. The dairy business gracefully gave way to its prospering offspring
, the ice- cream business.
The magic of DINSHAW S goodwill spawned a net work of enthusiastic dealer-franchises
all over central India, whereDINSHAW S enjoy near monopoly even today. Success bre
eds Success. The sound business principles of the founders, which gave them thei
r initial success, became the foundation ofDINSHAW S business edifice. Quality con
sciousness went beyond the quality of relations with employees, business associa
tes and its ultimate consumer. By 1987DINSHAW S was known in central India as not
only the company, which made the best ice creams, but also the company that buil
t best relations.
Persistent efforts from prospective distributors and dealers of other areas and
greater demand for varieties from existing areas forcedDINSHAW S to expand its man
ufacturing capacities. Imported continuous freezers expand plants and storage fa
cilities wide with market demand.
By 1989 cold storage depots had sprung up in Raipur, Jabalpur, Indore, Akola, Au
rangabad, Pune, Hydreabad, Guntur and Vishakhapatnam more by pressures of demand
than by design. Consumer appreciation for its products and for its credo of VALUE
FOR MONEY forced continuous expansion and modernization of manufacturing capaciti
es I.B.M.R.D. A Nagar