Type : Cooperative
Headquarters: Anand, India
Revenue: $868 million USD (06-07)
Employees: 2.41 million milk producers.
Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing quality products which are good value for money
Amul (Anand Milk-producers Union Limited), formed in 1946, is a dairy cooperative movement in India. The brand name Amul, sourced from the Sanskrit word Amoolya, means priceless. It was suggested by a quality control expert in Anand. It is a brand name managed by an apex cooperative organisation, Gujarat Co-operative Milk Marketing Federation Ltd. (GCMMF), which today is jointly owned by some 2.41 million milk producers in Gujarat, India. It is based in Anand town of Gujarat and has been a sterling example of a co-operative organization's success in the long term. The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has spurred the White Revolution of India, which has made India the largest producer of milk and milk products in the world. It is also the world's biggest vegetarian cheese brand .
Amul's product range includes milk powders, milk, butter, ghee, cheese, curd, chocolate, ice cream, cream, shrikhand, paneer, gulab jamuns, basundi, Nutramul brand and others.
Situation of farmers
Over five decades ago, the life of an average farmer in Kheda District was very much like that of his/her counterpart anywhere else in India. His/her income was derived almost entirely from seasonal crops. The income from milk buffaloes was undependable. Milk producers had to travel long distances to deliver milk to the only dairy, the Polson Dairy in Anand – often milk went sour, especially in the summer season, as producers had to physically carry milk in individual containers. Private traders and middlemen controlled the marketing and distribution system for the milk. These middlemen decided the prices and the off-take from the farmers by the season. As milk is perishable, farmers were compelled to sell it for whatever they were offered. Often, they had to sell cream and ghee at throw-away prices. In this situation, the private trader made a killing. Moreover, the government at that time had given monopoly rights to Polson Dairy (around that time Polson was the most well known butter brand in the country) to collect milk from Anand and supply to Bombay city in turn (about 400 kilometers away). India ranked nowhere amongst milk producing countries in the world in 1946. Gradually, the realization dawned on the farmers with inspiration from then nationalist leaders Sardar Vallabhbhai Patel (who later became the first Home Minister of free India) and Morarji Desai (who later become the Prime Minister of India) and local farmer, freedom fighter and social worker Tribhovandas Patel, that the exploitation by the trader could be checked only if they marketed their milk themselves. Amul was the result of the realization that they could pool up their milk and work as a cooperative.
AMUL BUTTER : ‘UTTERLY BUTTERLY DELICIOUS’
AMUL BUTTER was the first product which was officially launched by AMUL in 1945.
It has been a market leader during the last 4 decades.
AMUL BUTTER is made from Butter, Common Salt, permitted natural colour- Annatto
Milk Fat 80%
Made from fresh cream by modern continuous butter making machines. Marketed in India since 4 decades.
Meets AGMARK standard and BIS specifications No.IS:13690:1992
PRICE: Amul Pricing Strategies
At the time Amul was formed, consumers had limited purchasing power, and modest consumption levels of milk and other dairy products. Thus Amul adopted a low-cost price strategy to make its products affordable and attractive to consumers by guaranteeing them value for money.
Despite competition in the high value dairy product segments from firms such as Hindustan Lever, Nestle and Britannia, GCMMF ensures that the product mix and the sequence in which Amul introduces its products is consistent with the core philosophy of providing butter at a basic, affordable price to appeal the common masses. This helped AMUL BUTTER to create its brand image in the household sector of the society.
PLACE: A Global Distributor
GCMMF is India's largest exporter of Dairy Products. It has been accorded a "Trading House" status. GCMMF has received the APEDA Award from Government of India for Excellence in Dairy Product Exports for the last 9 years.
Currently Amul has 2.41 million producer members with milk collection average of 5.08 million litres/day. Besides India, Amul has entered overseas markets such as Mauritius, UAE, USA, Bangladesh, Australia, China, Singapore, Hong Kong and a few South African countries. Its bid to enter Japanese market in 1994 had not succeeded, but now it has fresh plans of flooding the Japanese markets . Other potential markets being considered include Sri Lanka.
PROMOTION: Initial Promotional Strategy
The butter, which had been launched in 1945, had a staid, boring image, primarily because the earlier advertising agency which was in charge of the account preferred to stick to routine, corporate ads. They didn’t help in creating a brand image of AMUL butter which was their then motive. The image they presented was, well, boring.
A brand - Amul – A Taste of India
However, in 1966, a man named Sylvester daCunha, from the ad agency of ASP, took over the Amul account. And in 1967 it began, innocently enough. In India, food was something one couldn't afford to fool around with. It had been taken too seriously, for too long. Sylvester daCunha decided it was time for a change of image.
Scott Bradbury, the marketing genius behind Nike and Starbucks, once said “ A great brand is a story that is never completely told. A brand is a metaphorical story that’s evolving all the time. Stories create the emotional context people need to locate themselves in the larger experience” He could easily have been talking about the Amul moppet.
The moppet who put Amul on India's breakfast table
The year Sylvester daCunha took over the account, the country saw the birth of a campaign whose charm has endured fickle public opinion, gimmickry and all else. The Amul moppet, the little girl who created a home in the hearts and minds of millions and millions of Indians. No easy task. And to be there for almost 34 years!
Call her the Friday to Friday star because Every Friday, since 1967, this little girl appears at billboards, strategically placed all over India, focusing on the item of the week – tongue in cheek, of course. Round eyed, chubby cheeked, winking at you, from strategically placed hoardings at many traffic lights. She is the Amul moppet everyone loves to love (including prickly votaries of the Shiv Sena and BJP). How often have we stopped, looked, chuckled at the Amul hoarding and product wrappers with the equally recognisable tagline Utterly Butterly Delicious Amul that casts her sometime as the coy, shy Madhuri, a bold sensuous Urmila or simply as herself, dressed in her little polka dotted dress and a red and white bow, holding out her favourite packet of butter.
There are no boundaries and nothing is off limits. From the political scene, to entertainment, from local news to international, from sports to stars, she has a line for everything. Often said to be playing the role of a “social observer with evocative humor”, the billboards became, and still are, a topic of conversation amongst millions. With their “hing-lish” (a combination of Hindi and English) punch-lines, they have won the maximum number of awards in India for any ad campaign ever! This little thumbalina, seems to have the masses, right where she wants them – wanting more of her and of Amul. No other brand comes close to what Amul has been able to accomplish.
Its advertising has also started using tongue-in-cheek sketches starring the Amul baby commenting jovially on the latest news or current events. This formed a large chunk of the collective memory of us Indians. We grew with them as the ads grew with us. They are quirky, poke fun at no one in particular and are pure eye-candy! We almost admire the speed with which the ad-people come up with copy and illustration for the ads, that change every few days!!
From the Sixties to the Nineties, the Amul ads have come a long way. While most people agree that the Amul ads were at their peak in the Eighties they still maintain that the Amul ads continue to tease a laughter out of them
The Amul ads are one of the longest running ads based on a theme, now vying for the Guinness records for being the longest running ad campaign ever.
Where does Amul's magic actually lie?
Many believe that the charm lies in the catchy lines. That we laugh because the humour is what anybody would enjoy. They don't pander to your nationality or certain sentiments. It is pure and simple, everyday fun.
The first products with the Amul brand name were launched in 1955. Since then, they have been in use in millions of homes in all parts of India, and beyond. There is something more, though, that makes the Amul brand special and that something is the reason for the commitment to quality and value for money. Amul is the brand name of 2 million farmers, members of 10,000 village dairy cooperative societies throughout Gujarat. This is the heart of Amul, it is what gives strength to Amul, and it is what is so special about the Amul saga.
The Amul Pattern has established itself as a uniquely appropriate model for rural development. Amul has made India one of the largest milk producers in the world.
Amul, therefore, is a brand with a difference. That difference manifests itself in a larger than life purpose. The purpose – freedom to farmers by giving total control over procurement, production and marketing.
Our commitment to the producer and our contract with the consumer is the reasons we are confident that cooperative brands, like Amul, will have an even bigger role to play in the next fifty years.
4 MAIN STRATEGIES
What goes into the ‘contract’ that is a brand name?
First is quality. No brand survives long if its quality does not equal or exceed what the buyer expects. There simply can be no compromise. That’s the essence of the contract. In the case of a food product, this means that the brand must always represent the highest hygienic, bacteriological and organoleptic standards. It must taste good, and it must be good.
Second, the contract requires value for money. If our customer buys an Amul product, she gets what she pays for, and more. We have always taken pride in the fact that while we earn a good income for our owners – the dairy farmers of Gujarat – we don’t do it at the cost of exploiting the consumer. Even when adverse conditions have reduced supplies of products like butter, we have resisted the common practice of raising prices, charging what the market would bear. Rather, we have kept prices fair and done our best to ensure that retailers do not gain at the consumers’ expense.
The third element of the contract is availability. A brand should be available when and where the customer wants it. There is no benefit achieved in creating a positive brand image, and then being unable to supply the customer who wants to buy it. In our case, over the years we have built what is probably the nation’s finest distribution network. We reach hundreds of cities and towns through a cold chain that not only ensures that our products are available, but they reach the customer at the farthest end of the country with the same quality as you would find in Ahmedabad or Vadodara.
The fourth part of the contract is service. We have a commitment to total quality. But, occasionally, we may make a mistake – or, our customer may think we’ve made a mistake, and the customer, as they say, is always right. That is why, for Amul, every customer complaint must be heard – not just listened to. And, every customer complaint must be rectified to the extent humanly possible.
For close to fifty years now, Amul has honoured its contract with the consumer. The contract that is symbolised by the Amul brand means quality. It means value for money. It means availability. And it means service.